Nibu - Report

ORGANIZATION STUDY OF
VENTURE LIGHTING INDIA LTD
Report Submitted to MAHATMA GANDHI UNIVERSITY, KOTTAYAM
In partial fulfillment of the requirement for the award Of MASTERS DEGREE IN BUSINESS ADMINISTRATION (2008 10) By NIBU JOHN THOMAS Register No -551
RAJAGIRI COLLEGE OF SOCIAL SCIENCES RAJAGIRI VALLEY, KOCHI 682 039
EVALUATION OF TRAINING
DECLARATION
I, Nibu John Thomas, Student of Rajagiri School of Management, Kochi, hereby declare that the organizational internship report on Venture Lighting India Ltd. is a bonafide report of the internship done by me at Venture Lighting India, during MayJune 2009.
This study was undertaken in the partial fulfillment of the requirement of the degree in Master in Human Resource Management at Rajagiri School of Management, Kakkanad, Cochin, affiliated to Mahatma Gandhi University, Kottyam, Kerala.
I also declare that this report has not been submitted to any other university/ board for the award of any degree/diploma.
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RAJAGIRI SCHOOL OF MANAGEMENT
ACKNOWLEDGEMENT
The gratification and elation of this project will be incomplete without mentioning all the people who helped me to make it possible, whose guidance and encouragement were valuable to me. First of all I thank the God Almighty for his immense grace and blessings at each and every stage of the project. I would like to express my gratitude to Dr. Joseph I Injodey, Principal, Rajagiri School of Management, for facilitating the study in their institution. I consider this as a privilege to express my sincere gratitude to Mr. Binoy Joseph, faculty guide, Human Resources Department, Rajagiri School of Management for his valuable support and suggestion and guidance during the course of the project. My heartfelt thanks to my project guide Mr. X John Paul, HR Manager, Venture Lighting India Ltd, Chennai for permitting me to undertake this project in their esteemed organization. I am expressing my sincere thanks to all the employees in Venture Lighting India Ltd for extending their co-operation and contribution during the course of this project work, without which the successful completion of this project would not have been possible.
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CONTENTS Executive Summary Section I Profile Study of the Organization 1. Industry profile 2. Incorporation and history of the organization 3. Vision/mission statements 4. Corporate office 5. Organizational structure 6. Products/services 7. Production process 8. Functional departments in HR
i. Manpower Planning ii. Recruitment iii. Employee Orientation iv. Performance Appraisal
PAGE NO 5 6 7 8 10 11 12 13 13 15 15 15 16 17 18 19 20 21 21 23 23 24 25 25 25 25 26 26 28 38 41 43 44
9. SWOT analysis Section II Problem Centered Study of the Organization Chapter I Problem Formulation i. Title of the study ii. Background of the study iii. Statement of the problem iv. Relevance of the study Chapter II Research Process v. Objectives of the study vi. Scope of the study vii. Research design viii. Tools for data collection ix. Methods of data collection viii. Sampling and Sample size Chapter III - Presentation and Analysis of data Chapter IV - Interpretation and Conclusions Chapter V - Suggestions/Recommendations Bibliography Annexure
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EXECUTIVE SUMMARY
Conducting proper training programs and evaluating it are essential for the growth of any organization. The method of evaluation varies according to the training and the environment. In this study an evaluation of the training program that was conducted at Venture Lighting India Ltd is done. The model used for the study was Kirkpatricks Four Level Evaluation Model.
Kirkpatricks model demands a study in which data from different time period is needed. The data for evaluation was collected from the training feedback form. The learning was evaluated using the learning evaluation score and the behavioral changes were found using the employee evaluation sheet. The result was analyzed using the changes in the output.
The data collected from the HR department was analyzed using percentage analysis and the study found that the training has received a positive response from the employees. The learning abilities of the employees were found to be high. But the behavioral changes were not so observed in the employees. The training had an impact in the companys output too.
The recommendations were framed on the findings. The frequency and content of the training programs can be increased as there is a good scope for further training. It was also recommended that measures should be taken to make increase behavioral change in employees.
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SECTION- I PROFILE STUDY OF THE ORGANIZATION
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Industry profile
Manufacturing industry refers to those industries which involve in the manufacturing and processing of items and indulge in either creation of new commodities or in value addition. The manufacturing industry accounts for a significant share of the industrial sector in developed countries. The final products can either serves as a finished good for sale to customers or as intermediate goods used in the production process.
Evolution of the industry:
Manufacturing industries came into being with the occurrence of technological and socio-economic transformations in the Western countries in the 18th-19th century. This was widely known as industrial revolution. It began in Britain and replaced the labor intensive textile production with mechanization and use of fuels.
Working of manufacturing industry:
Manufacturing industries are the chief wealth producing sectors of an economy. These industries use various technologies and methods widely known as manufacturing process management. Manufacturing industries are broadly categorized into engineering industries, construction industries, electronics industries, chemical industries, energy industries, textile industries, food and beverage industries, metalworking industries, plastic industries, transport and telecommunication industries.
Manufacturing industries are important for an economy as they employ a huge share of the labor force and produce materials required by sectors of strategic importance such as national infrastructure and defense. However, not all manufacturing industries are beneficial to the nation as some of them generate negative externalities with huge social costs. The cost of letting such industries flourish may even exceed the benefits generated by them.
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EVALUATION OF TRAINING Indian Manufacturing Industries The ' Indian Manufacturing' sector has the potential to elevate much of the Indian population above poverty by shifting the majority of the workforce out of low-wage agriculture.
Manufacturing sector is the backbone of any economy. It fuels growth, productivity, employment, and strengthens agriculture and service sectors. Astronomical growth in worldwide distribution systems and IT, coupled with opening of trade barriers, has led to stupendous growth of global manufacturing networks, designed to take advantage of low-waged yet efficient work force of India. Indian Manufacturing ' sector is broadly divided into -
1. Incorporation and history of the organization

Venture Lighting India Limited
Venture Lighting is a pioneer in Energy efficient Metal Halide Technology and they take pride in having introduced more than 75% of the Metal Halide lamp types currently available in the world market. Venture Lighting India Limited started its commercial production in the year 1998. Their state-of-the art manufacturing plant situated in Madras Export Processing Zone, Special Economic Zone is the largest Metal Halide Lamp manufacturing facility in whole of Pacific Rim and one of its kinds in India.
They are currently manufacturing about 4,50,000 Metal Halide lamps per month and exporting to various countries like USA, Europe, Australia, New Zealand, Middle East, China etc. Metal Halide lamps are highly energy efficient compared to High Pressure Mercury vapour lamps and differs in quality of light delivered when compared to High Pressure Sodium Vapour lamps. For example 400W High Pressure Mercury Vapour lamps can be converted to 200W of Metal Halide lamps for the same amount of Light output.
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EVALUATION OF TRAINING They are currently manufacturing Metal Halide lamps from 50w to 2000w including energy efficient intermittent wattages like 100W, 200W, 320W etc. Their patented second generation ,Uniform Pulse start technology Metal Halide lamps are highly energy efficient compared to the pinched body old generation Metal Halide lamps available in the market.
They have a very strong work force of about 1000 employees and their Research and Development Engineers work in tandem with the Engineers in USA to continuously improve the efficiency of Metal Halide Lamps and introducing new product as per the market requirement.
Their Chennai plant is an ISO 9001: 2000 certified by Kema Netherlands and many of their product confirms to stringent international product quality requirements.VLI believes in developing the skill of the individual employee and update the skills and is a employee oriented company where team working, training and up gradation of skills is given highest place. The company had received several awards from Govt of India for outstanding export performance for the past several years. VLI as a part of corporate social responsibility extends arms in developing neighbourhood and also instituted a fund to help 500 selected deserving children from the downtrodden section of the society through NGOs.
History
Venture Lighting International, an Advanced Lighting company, was founded in 1983 as a metal halide, high intensity discharge lamp (light bulb) manufacturing company based in Cleveland, Ohio. Venture CEO Wayne Hellman began the development of the company after a 16-year career with General Electric, during which he pioneered innovations for metal halide lighting. Fifteen years of developing metal halide for GE convinced Mr. Hellman that a tremendous opportunity existed for a specialty metal halide lighting company. Mr. Hellman, along with a small core group of marketing and engineering managers from GE, formed Venture Lighting, literally beginning from scratch.
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EVALUATION OF TRAINING From its inception, Venture is the only company in the world focused exclusively on the advancement of metal halide lighting technology. The company emphasis, according to Mr. Hellman, continues to be the development of breakthrough, superior quality metal halide technology for the world market, including materials, system components, systems and production equipment. As the company vision states, Venture aspires to be the best metal halide lamp company in the world and to dominate in the development of metal halide lamps for general lighting.
Venture has continued to develop innovative, environmentally-friendly products designed for a wide range of metal halide lighting applications. Ventures high quality, competitively priced metal halide lamps, including the revolutionary, new Uni-Form pulse-start system, have accelerated the annual market growth rate of metal halide to double that of other lighting technologies.
In recent years, advancements in metal halide technology have extended its use from outdoor applications to commercial, retail and office space. Venture offers a wider selection of metal halide lamp types than any other manufacturer. Of the 300 plus lamp types marketed by Venture, more than half are unique lamps designed and manufactured exclusively by the company. Of the new lamp types offered by competitors in the last 10 years, about 50% were also developed by Venture. Venture's exclusive Uni-Form pulse start technology continues to lead the industry with its state-of-the-art system approach to metal halide lighting.
3. Vision & Mission Mission

The Venture Lighting Institute (VLI) is committed to being the premier educator of pulse start metal halide technology. We utilize our industry leading experience, metal halide systems approach and highly committed staff to educate the lighting community. As the worldwide leader in this light source, the VLI will provide educational classes consistent with the Venture Lighting Internationals corporate mission of being the most advanced metal halide lighting company in the world
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Vision
4. Corporate office
Venture Lighting India Limited is a fully owned subsidiary of Venture Lighting International Inc. USA an integral part of Advanced Lighting Technologies Inc. USA.
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5. Organizational structure
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6. Products
Venture Lighting India Ltd is the single largest manufacturer and exporter of Metal halide Lamps in the Pacific Rim. They manufacture a wide variety Energy Efficient Metal Halide Lamps. Their lamp outperforms the conventional Sodium Vapor/ Mercury lamps due to its higher Energy efficiency, superior lumens and improved CRI. Venture Lighting is classified a major product organization.
7. Production process
1. Quartz Cutting Cutting of the wall tubes in the needed size Wall tubes are special glass tubes with very small radius this is imported from USA There are two quartz cutting units one for low watt and second for high watt
2. Stems Cutting In the stem department the lower part of the lamps are created The wall tubes were cut into small piece, and then the it was pinched with a electrode Finally it was send to mounting department for assembling
3. Blub Former The wall tubes from the Quartz Cutting unit were made into the shape of a small bulb by filling nitrogen gas in high temperature
4. Pitching Here the blub from the bulb former department were pinched with the electrode in both ends and a starter will also pinched on one end
5. Arc Tube Low watt a. Pinching b. Exhausting
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EVALUATION OF TRAINING 6. Arc Tube High watt a. Bulb forming b. Pinching c. Exhausting
7. Exhausting The mercury and other gases are filled into the bulbs in this department After filling it the exhaust tubes will be removed from the bulb
8. Flam Spray Aluminium gas is sprayed on to the bulb and it will be coated with aluminium
9. Mounting The different parts from the different departments are assembled in this department a special frame is used for that. The mounted bulbs are then sending to the Lamp finishing department
10. Lamp Finishing Here the assembled part was covered with shell and was pinched in the bottom
11. Quality/Final Inspection The lamps were put for quality cheeking after checking the lamps were send for packing if it was not rejected
12. Photometry Final checking of the lamps using the high effective technology
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8. Functional departments in HR
i. Manpower Planning
Based on various inputs furnished by the Department head and assessment done by all concerned with the approval of the Board, Company maintains the sanctioned man power on company wide basis. CEO and GM is authorized by the Board to operate the factory efficiently and in case of urgent need they could appoint additional manpower beyond the sanctioned one and should bring to the Board for approval with justifications.
Existing vacancies could be filled by the Department Head with prior approval of GM as per the Policy.
ii.
Recruitment
By lateral transfer from other Dept or other companies of the Group from other locations both from India or abroad.
Applications received by HR Dept from candidates directly, various sources including the employee references which shall be scrutinized by HR Dept as to Qualifications, age and background etc., HR is responsible for verification and retention of the certified copies of testimonials of each employee and should be made readily available. Where ever necessary HR shall introduce computerization and on line references etc.
Every quarter HR shall furnish the vacancy position to GM/CEO with a copy to finance and at the end of the financial year HR shall furnish a Manpower Budget on various heads of HR including Recruitments
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EVALUATION OF TRAINING In case of technically qualified candidates HR with prior approval should advertise in BOX Advt in English news papers having circulation in this region.
HR Dept shall scrutinize the application in consultation with the intending Dept and then put up the list for approval and the wherever necessary a written exam has to be conducted and depending upon the requirement at the ratio of 1:4 (for one vacancy 4 persons should be shortlisted for interview).
Such Short listed candidates shall be interviewed by a selection committee and the rating sheet of the interviewer shall be kept. The minutes of selection shall be prepared for approval. In all this process HR Dept shall maintain confidentiality and retention of record as per policy of record retention of the company.
Wherever traveling allowance is paid to candidates HR Dept should inform the Finance sufficiently in advance of the recruitment program to avoid any communication failure.
On approval of the selection by the authorities, Appointment letters shall be issued to the selected candidates. (Draft formats enclosed it has be modified depending upon the position) In respect of contract / Expatriates appointments separate registers as prescribed shall be maintained.
iii.
Employee Orientation
This policy envisaged that the new employee joining VLIL should be put on orientation in a structured manner and as per the requirements with least delay.
Upon joining HR shall verify the Certificates and also the pay fixation etc besides informing by copy to the Finance / Security and the dept concerned of the joing of the employees and allotting his Employee number. HR shall ensure all the prescribed forms like PF ESI, Photo, and Emergency Phone Numbers etc are verified and
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EVALUATION OF TRAINING forwarded to the concerned departments. HR shall ensure and responsible for the statutory compliance in respect of employee joining.
iv.
Performance Appraisal, Salary Administration and Promotion
This policy covers all employees assessment by the immediate supervisor and the dept as to find out the Potential of the employees, as the Strength, weakness, threat and opportunity of the employee.
HR Dept shall send the appraisal forms two months in advance to the Dept and follow up the same. Wherever there is delay in the Line Dept, it has to be brought to notice of the GM so that there is no delay in the yearly appraisal. (Format attached) Depending upon the change in the environment like recession/urgent orders etc., the Appraisal formats has to be reviewed periodically from which Dept managers should give inputs with justifications.
HR Dept should inform the Departments in confidence to seek the list of eligible promotes with justification. Promotions are not a matter of right or automatic but by assessment of competent authorities based on the needs of the company.
The yearly increments has to be drawn with reference to the settlements in respect of persons covered under the settlements and for other as per the criteria and the list has to be put to the GM and also to Finance. This should be as per the Budget furnished by the HR in the beginning of the year.
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7. SWOT Analysis
Strength 1. The only manufacturing company in this field 2. Highly new technology 3. Once used this product they can only use the products of Venture 4. Given as a full set Weakness 1. The cost of the product 2. The use of raw material from china Opportunity 1. Developing new technology 2. Developing new bulbs 3. The research going on for producing car blubs Threats 1. The rescission as the product is not a primary need 2. The developing of new companies in china with low price
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SECTION II
PROBLEM CENTERED STUDY OF THE ORGANIZATION
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Chapter-I Problem Formulation
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i.
Title of the study
A study to evaluate the training given on Quality Control in venture lighting India Ltd
ii. Background of the study

There is much ado about training as an important component of the overall capacity building of any employee in an organization. Training is a planned process to acquire knowledge, skill, to modify attitude and/or behavior. Training is done using different kinds of techniques, which include Lecture-cum-Discussion, Case Discussions, Group Discussions, and Exercises/Hands on Sessions, and Field visits. It is seen that sharing of learning experiences during training helps achieve a more effective performance in an activity or range of activities among the trainees.
Efforts are made to evaluate training programs by both the training institution and the participating organizations, so that there can be an effective learning process. Where training is in-house the three most common reasons for evaluating the training program is: (1) to see how future programs can be improved; (2) to determine whether training should be continued and (3) to justify the existence of the training department itself. However most organizations continue to perceive training as a philanthropic activity whose results is intangible in nature, and hence do not consider evaluation as a necessary activity. But over Evaluation of Academic Activities in Universities 140 the years, evaluation has become an important component as training requires enormous amount of investment in terms of human, financial and other resources.
Donald Kirkpatrick in 1959 formulated the four Levels of Evaluation. The four levels represent a sequence of steps to evaluate training programs. Each level is important and has an impact on the next level. As one moves from one level to the next, the process becomes more difficult and time consuming, but it also provides more valuable information.
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EVALUATION OF TRAINING Level 1: Evaluation at this level measures how those who participate in the program react to it and is taken immediately after the completion of the training program. It can also be called a measure of customer satisfaction. It is observed that a positive and favorable reaction from a few key persons in the group influences the future of a program. In fact a less than favorable reaction affects the motivation to learn among the participants. A negative reaction could greatly reduce chances of continuity for further programs.
Level 2:
A simple standardized paper and pencil test is administered (same test) before and after the programs as part of the evaluation process. This helps in understanding the extent to which participants change attitudes, improve knowledge and /or increase skill as a result of attending the program.
Level 3:
At this stage, it would be possible to assess the extent to which the behavior is changed because of training and ideally assessed between six to nine months after the training is completed.
Level 4:
At this level the final impact results are taken into consideration. The final results can be in the form of increased production, improved quality, decreased costs, reduced frequency and/or severity of accidents, decreased costs, increased sales, reduced turnover and higher profits. It would help if the final objectives of the training program can be stated in these terms, for seeing improvement in the long-term. This assessment can be made between one to three years after completion of training, because otherwise there is a danger of lack of recall. It is also that changes cannot always be singularly identified with the training received.
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EVALUATION OF TRAINING The Kirkpatrick (KP) model has been used in different situations but predominantly in industrial settings, because, the final results are more quantifiable in nature both for the trainers and the trainees. This helps the authorities to take decisions about the continuation of training in a very proactive manner. Some of the companies which have used this evaluation method very rigorously include Motorola Corporation, University of Wisconsin, USA which evaluated the training for developing supervisory skills in the staff, and Intel Corporation which used the method to evaluate a corporation wide performance improvement system (Kirkpatrick 1998). Increasingly, the KP model is being used by training organizations to understand the impact of the training programs even where the results are not very tangible in nature (Marcotte, Bakker-Dhaliwal and Bell, 2002).
iii. Statement of the problem

Venture Lighting India Ltd is a manufacturing company in Chennai, which produces metal halide lamps. The company had given a training program on quality control in February 2009. This study is to evaluate that training program.
iv. Relevance of the study

Training programs are very important for any organization. As the venture lighting is a manufacturing company the quality is very important. The study is to evaluate the training program given in quality control. As the company is planning to give more importance to training, the evaluation of the existing training program is very important.
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Chapter II Research Process
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v. Objectives of the study

A. General objective: To evaluate the training given on Quality Control in Venture Lighting India Ltd
B. Specific Objective: 1) To evaluate the Response of trainees. 2) To evaluate the Learning due to the training. 3) To evaluate the Changes in Behaviour of the trainees. 4) To evaluate the Changes in Output
vi. Scope of the study

Evaluation of the Response of trainees. Evaluation of Learning due to the training. Evaluation of the Changes in Behaviour of the trainees. Evaluation of the Changes in Output (Improvement of quality if any). Overall evaluation of training given.
vii. Research design

Research design
Descriptive Research
viii. Tools for data collection

Tool for data collection
Secondary data 1. 2. 3. Training feedback form Learning score Behaviour evaluation form
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EVALUATION OF TRAINING 4. Scrap rate (Rejection rate)
ix. Methods of data collection

Secondary data- collected from the existing data in the company
viii. Sampling and Sample size

Sampling Technique- Census Method
Population-57
The study was conducted to evaluate the training given on Quality control. The total number of employees who had undergone the training was 57. And hence it became the population of the study.
Sample size-57
The population for the study was very small (57). So the entire population was taken as the sample for the study
Limitations of the Study

In the training feedback-form trainees were asked to write their name, which reduces the truthfulness of the response. The response analysis contains only three questions. The questions about the content of the training, design of the training, the facilities of training room etc were not analysed. The learning need to be analysed just after the training programme, but it was done after one month The behavioural change was evaluated after one month. But it is not a sufficient time period for analyzing the behavioural changes The change in the output may not be only due to the training programme, but that was the only data available to the researcher.
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Model using - Kirkpatricks Four Level Evaluation Model

1. Reaction Analysed using the question in the feedback-form (Collected immediately after the training) a. How do you rate the training given to you? b. Is the training helpful in improving your working abilities? c. How do you rate the trainer?
2. Learning- Analysed on the base of a. A test score (oral for operators and written for R&D). b. An evaluation of the grasping ability.
3. Behaviour- Analysed using the data collected from the evaluation form. (Evaluated one month after the training). a. Implementation b. Initiative c. Creativity
4. Results Using the data on the changes in Quality.
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Chapter-III Presentation & Analysis of data
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Level one Response

The response is collected using a training feedback from. Response speaks about what the employees is feeling about the training undertaken. Since the feedback was collected immediately after the training the level of accuracy will be higher.
1. Overall Rating of the training

(How do you rate the training given to you?) Table: 1 Rating 1 2 3 4 Excellent Good Satisfactory Bad Frequency 26 31 0 0 Percentage 45.6% 54.3% 0% 0%
Fig: 1
Among the four alternatives the 46 % employees rate the training as excellent and the remaining 54% rated it as good which clearly indicates that the response of the trainees towards the training program was positive.
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2. Relatedness
(Is the training helpful in improving your working abilities?)
This is to know about the relation or usefulness of training with the work. Here we are assuming that if the employees feel that the training is useful to work then it is related to work
Table: 2 No 1 2 Response Yes No Frequency 57 0 Percentage 100 0
Fig: 2
100% of the trainees feel that the training is helpful in improving their working abilities, which means the training was directly related to the work. This means that the usefulness of the training is very high according to the employees
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3. Trainer
This is to know the responses about the trainer. The ability of the trainer is an important factor in the training program.
Table: 3 Rating 1 2 3 4 Excellent Good Satisfactory Bad Frequency 30 27 0 0 Percentage 52.6 47.3 0 0
Fig: 3
The response towards the trainer is positive. Around 53% feel the trainer is excellent when the remaining feel he is good, which means that the trainer was good and the employees liked him. From this the management can come to the conclusion that the existing trainers are good.
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II. Level two -Learning

1. Learning test score
This is to know evaluate the learning happened in the trainees. Table: 4 No 1 2 3 4 5 Learning Score 90-100 80-89 70-79 60-69 Bellow60 Frequency 10 10 25 8 4 Percentage 17.5 17.5 43.8 14 7
Fig; 4
Following data prove that the employees who have undergone training were able to learn from the training program. 35 percentage (17.5 &17.5) employees scored above 80 marks.25 percentages of the employees were just bellow that with 70 marks. This indicates that the trainees were able to understand the content of the training.
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2. Grasping Power & attendance Rating

This evaluate the trainees grasping power and attendance
Table: 5 No 1 2 3 Rating Good Average Poor Frequency 38 19 0 Percentage 66.6 33.33 0
Fig: 5
The pie diagram shows that the around 67% of trainees were good and remaining were average in the grasping power and attentive in the training programme. This shows a scope for further training programs in the company
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III.
1.
learned
Level Three Behavioural Change

Implementation
This evaluates the level how good are employees in implementing what they have
Table: 6 No 1 2 3 Score 80 -100 60-79 Bellow 60 Frequency 14 37 6 Percentage 24.6 64.9 10.5
Fig: 6
Around 24 % got score above 80 and 65 % got between 60 and 80 and the rest 6 % got below 60. This means the majority of trainees were able to implement the training moderately
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2.
Initiative Score
This is to evaluate how much initiative the employees take after the training programme Table: 7 No 1 2 3 Score 80 -100 60-79 Bellow 60 Frequency 14 39 4 Percentage 24.6 68.4 7
Fig: 7
Around 24 % got score above 80 and 69 % got between 60 and 80 and the rest 4 % got below 60. The majority fall in the 60-80 range which shows that the employees were started taking initiate after the training programme moderately.
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3.
Creativity
This is to evaluate how much more creative are the employees after the training programme
Table: 8 No 1 2 3 Score 80 -100 60-79 Bellow 60 Frequency 8 29 20 Percentage 14 50.9 35
Fig:
Around 14 % got score above 80 and 51 % got between 60 and 80 and the rest 35 % got below 60. Comparing with other scores the creativity score is little lesser, which indicates the training didnt increase the creativity of employees.
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IV.
Table: 9
Level four Result
The data on scarp rate was used to evaluate the change in the rate of scrap. Period Month Scarp Scarp before training Nov 08 0.96 Dec 08 0.83 Jan 08 0.75 Scarp after training March 09 0.61 April 09 0.71 May09 0.65
Fig: 9
The analysis of the scrap gives a clear picture of the impact of the training. The scarp quality has considerably reduced after the training program which indicates that the training program has achieved its objective
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Chapter-IV Interpretation & Conclusions
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Interpretation
The overall reaction of the trainees towards the training was positive. All the employees who undergone training found it to be very effective. Majority (53%) of the employees felt the trainer was excellent while the remaining felt that trainer was good. Most of the employees who undertook training were good learners. Majority of the trainees were able to implement the content of the training moderately. Most of the trainee who underwent training started taking initiative moderately. The quality of the products was considerably changed after the training programme.
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Conclusion
Training and its evaluation is essential for the success of any organization. The evaluation conducted in the venture Lighting India Ltd was using Kirkpatricks model. The source of data was secondary. The data from the HR department of the Venture Lighting India Ltd was taken. The data collected in different time period were taken from the feedback from, evaluation sheet and scrap data.
According to the study, the employees in the company have a positive feeling towards the training program. Even though most of the people, who had undergone training, were found to be good learners, the rate of implementation was not high. The study found a positive change in the output due to the training.
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Chapter-V Suggestions/ Recommendations
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Recommendations
The frequency of the training programme can be increased as the employees feel happy about the training. Higher level of training can be given to improve the standard of the employees as there are lot of good learners. The training can be more application oriented so that higher level of implementation can be expected. The reason why the employees are not taking enough initiative should be found and rectified. Similar type of training program given to the other employees as the training has created an impact on the improvement of the quality.
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Bibliography
Evaluation of training programs for rural development (Research) Journal of applied Quantitative methods - By A. Indira (pages 139-150) Human Resource Management By V S P Rao (pages 189-217) The Practice of Evaluation in Organizations - Evaluator Competencies (pages 1-12) http://www.venturelighting.com/ http://www.economywatch.com/world-industries/manufacturing/
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Annexure
Level 1
Collecting Response (The feedback back form) 1. How do you rate the training given to you? a. Excellent b. Good c. Satisfactory d. Bad 2. Is the training helpful in improving your working abilities? a. Yes b. No 3. How do you rate the trainer presentation? a. Excellent b. Good c. Satisfactory d. Bad
Level 2
Collecting Learning Score -Training Evaluation Sheet Part I 1. What is the trainees Learning Score? a. Marks out of 20 2. How do u rate trainees attendance and grasping power? a. Good b. Average c. Poor
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Level 3
Collecting Data on Behavioral Change - Training Evaluation Sheet- Part II 1. What is the trainees Implementation Score? a. Marks out of 20
2. What is the trainees score in Initiative? a. Marks out of 20
3. What is the trainees score in Creativity? a. Marks out of 20
Level 4
Collecting Data on Result Data on Scrap 1. Scrap before the training program. Months a. Nov-08 b. Dec-08 c. Jan-09
2. Scrap After the training program. Months a. Mar-09 b. Apr-09 c. May-09
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ORGANIZATION STUDY OF

VENTURE LIGHTING INDIA LTD

Report Submitted to MAHATMA GANDHI UNIVERSITY, KOTTAYAM

RAJAGIRI COLLEGE OF SOCIAL SCIENCES RAJAGIRI VALLEY, KOCHI 682 039

SECTION- I PROFILE STUDY OF THE ORGANIZATION

Evolution of the industry:

Working of manufacturing industry:

1. Incorporation and history of the organization

3. Vision & Mission Mission

5. Arc Tube Low watt a. Pinching b. Exhausting

Performance Appraisal, Salary Administration and Promotion

Chapter-I Problem Formulation

Title of the study

ii. Background of the study

iii. Statement of the problem

iv. Relevance of the study

Chapter II Research Process

v. Objectives of the study

vi. Scope of the study

vii. Research design

viii. Tools for data collection

EVALUATION OF TRAINING 4. Scrap rate (Rejection rate)

ix. Methods of data collection

viii. Sampling and Sample size

Limitations of the Study

Model using - Kirkpatricks Four Level Evaluation Model

4. Results Using the data on the changes in Quality.

Chapter-III Presentation & Analysis of data

Level one Response

1. Overall Rating of the training

Table: 2 No 1 2 Response Yes No Frequency 57 0 Percentage 100 0

II. Level two -Learning

2. Grasping Power & attendance Rating

Table: 5 No 1 2 3 Rating Good Average Poor Frequency 38 19 0 Percentage 66.6 33.33 0

Level Three Behavioural Change

Table: 8 No 1 2 3 Score 80 -100 60-79 Bellow 60 Frequency 8 29 20 Percentage 14 50.9 35

Level four Result

Chapter-IV Interpretation & Conclusions

Chapter-V Suggestions/ Recommendations

2. What is the trainees score in Initiative? a. Marks out of 20

3. What is the trainees score in Creativity? a. Marks out of 20

2. Scrap After the training program. Months a. Mar-09 b. Apr-09 c. May-09

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