A Study On Employees Perception

TRAINING PROGRAM IN CPC (P) LIMITED: A STUDY ON
EMPLOYEES PERCEPTION
A SUMMER PROJECT REPORT
Submitted by
S.AISWARYA
Register Number:1091001
In partial fulfillment for the award of the degree
of
MASTER OF BUSINESS ADMINISTRATION

IN
DEPARTMENT OF MANAGEMENT STUDIES
SRI RAMAKRISHNA ENGINEERING COLLEGE

Coimbatore-22
September 2011
SRI RAMAKRISHNA ENGINEERING COLLEGE

Coimbatore-641022
Department of Management Studies

A SUMMER PROJECT WORK
SEPTEMBER 2011
This is to certify that the project report entitled
TRAINING PROGRAM IN CPC (P) LIMITED: A STUDY ON

EMPLOYEES PERCEPTION
is the bonafide record of project work done by
S.AISWARYA
Register Number: 1091001
of Department of Management Studies during the year 2010-2011.
_____________
Project Guide
Director
Department of Management Studies
Submitted for the project Viva-Voce examination held on
_____________________
_________________
________________
Internal Examiner
External Examiner
DECLARATION
I affirm that the Summer Project titled Training program in CPC (P) Limited: A
study on employee perception being submitted in partial fulfillment for the award of MBA, is
the original work carried out by me. It has not formed the part of any other project work
submitted for award of any degree or diploma, either in this or any other university.
______________
S.AISWARYA
1091001
I certify that the declaration made above by the candidate is true.
____________________
Signature of the Guide
ACKNOWLEDGEMENT
I extend my sincere regards to all who have helped me in completing this project work.
I am very thankful to the Management, Director-Academics and Principal of Sri

Ramakrishna Engineering College for providing the facilities to undertake the project work.
I express my immense gratitude to Dr.K.Chitra, Director of Management studies, Sri

Ramakrishna Engineering College for her constant support and guidance that has helped me in
completing this project work.
I also extend my thanks to Mr.K.Selvaraj, HR Manager, CPC (P) Limited, Coimbatore

for rendering his whole hearted support at all times for the successful completion of this project.
EXECUTIVE SUMMARY
Training constitutes an ongoing process in any organization. A new employee will need
training for the purpose of developing the necessary skills for performing his job perfectly. The
effectiveness of training program is analyzed from the perspective of the trainees. The purpose of
training program is to create awareness and impart knowledge to employees to perform a
particular task and to maintain/improve quality and to change work culture in the organization.
The pre- training expectations of trainers can be compared with their post-training experience in
order to understand the perception regarding effectiveness of training program.
OBJECTIVES:
The objectives of the study are to analyze the level of expectation and satisfaction
regarding the training program of the employees, and the gap between the same. The study also
aims to analyze the relationship between demographic profile, work profile and the gap in
perception regarding training program.
METHODOLOGY:
The study assumes the nature of descriptive research. The study takes into consideration
of 50 employees. The sampling technique used is purposive sampling. A specially designed
questionnaire is used for data collection. Questionnaire deals with demographic profile, work
profile and the level of expectation and satisfaction, expectations Vs satisfaction: gap analysis,
demographic profile, work profile Vs gap in perception. The statistical tools used are percentage
analysis, mean score, paired sample t test and chi square test.
FINDINGS:
Finding reveals that the most important factor in training is dealing relevant subject,
coverage of topics, change in attitude, training enable to enhance earning. There is a significant
gap between expectation and satisfaction regarding dealing relevant subject, effective
communication and training period, Training enhances team participation at work Change in
attitude, decision making ability and perception regarding training enable to enhance earning.
RECOMMENDATIONS:
The analyses of various factors contributing towards effectiveness of training program
reveals that the following variables are important Dealing relevant subject, Coverage of topics,
change in attitude, enhanced earnings. The future training program can give more importance to
the above mentioned factors. Their is a gap between expectation and satisfaction regarding the
variables viz., Dealing relevant subject, effective communication, training period, enhancing
team participation at work, change in attitude, decision making ability and enhanced earnings. In
case of future training program effects may be taken to bridge the gap between expectation and
satisfaction regarding the variables mentioned.
TABLE OF CONTENTS
Chapter
No.
1
Title
Page No.
INTRODUCTION
1.1 Introduction to the Concept of Study
1.2 Theoretical Background of the Study
1.3 Review of Literature
1.4 Statement of the problem
1.5 Objectives of the study
1.6 Scope of the study
1.7 Methodology
1.8 Limitations
1.9 Chapter Scheme
10
ORGANIZATION PROFILE
2.1 History of the organization
11
2.2 Management
12
2.3 Organization Structure
13
2.4 Products Profile and Market potential
14
2.5 Competitive strengths of the company
14
2.6 Future Plans
16
2.7 Description of various functional areas
17
MACRO-MICRO ECONOMIC ANALYSIS
19
DATA ANALYSIS AND INTERPRETATION
23
CONCLUSION
5.1 Results and discussion
45
5.2 Recommendations
47
APPENDIX
REFERENCE
LIST OF TABLES
Table No.
4.1.1
4.1.2
4.1.3
4.1.4
4.2.1
4.2.2
4.2.3
4.2.4
4.3.1
Title
Distribution of respondents based on gender
Distribution of respondents based on age
Distribution of respondents based on education qualification
Distribution of respondents based on income
Distribution of respondents based on department
Distribution of respondents based on total years of experiences
Distribution of respondents based on how many years working in cpc
Distribution of respondents based on training program attended
Level of Expectation: Reactions
Page No
23
24
24
25
25
26
26
27
28
4.3.2
4.3.3
4.3.4
4.3.5
4.3.6
4.3.7
4.3.8
4.4.1.1
4.4.2.1
4.4.3.1
4.4.4.1
4.5.1.1
4.5.2.1
4.5.3.1
4.5.4.1
4.5.5.1
4.5.6.1
Level of Expectation: Leaning

Level of Expectation: Behaviour
Level of Expectation: Outcome
Level of Satisfaction: Reactions
Level of Satisfaction: Learning
Level of Satisfaction: Behaviour
Level of Satisfaction: Outcome
Expectation Vs Satisfaction: Reactions
Expectation Vs Satisfaction: Learning
Expectation Vs Satisfaction: Behaviour
Expectation Vs Satisfaction: Outcome
Demographic profile and working Vs dealing relevant subject
Demographic profile and work profile Vs in effective communication
Demographic profile and work profile Vs in training period
Demographic profile and work profile Vs team participation
Demographic profile and working profile Vs change in attitude
Demographic profile and work profile Vs training will increase decision
29
30
30
32
33
34
34
36
38
38
39
39
40
41
42
42
43
4.5.7.1
making ability.
Demographic profile and working profile Vs training enable to enhances
44
earning
LIST OF CHARTS
Figure No.
1.2.3
Title
Purposes of training evaluation
Page No.
4
2.3
Organization structure
13
CHAPTER 1
1.1 INTRODUCTION TO THE CONCEPT OF STUDY:

Training is a vital part of organizational learning opportunities in todays workplace.
Organizations seek to empower their employees, leadership development and social competence
is crucial to help teams and individuals move forward toward accomplishing the organizations
goals. The process of examining a training program is called training evaluation. Training
evaluation checks whether training has had the desired effect. Training evaluation ensures that
whether candidates are able to implement their learning in their respective workplaces, or to the
regular work routines.
It is a learning process that involves the acquisition of knowledge, sharpening of skills,

concepts, rules, or changing of attitudes and behaviours to enhance the performance of
employees.
Training is a process of increasing the knowledge and skills for doing a particular job. It
is an organized procedure by which people learn knowledge and skill for a definite purpose. The
purpose of training is basically to bridge the gap between job requirements and present
competence of an employee. Training is aimed at improving the behaviour and performance of a
person. It is a never ending or continuous process.
Against this background, the present study is undertaken to identify the employee
perception regarding the training program in CPC (P) LIMITED.
1.2 THEORETICAL BACKGROUND OF THE STUDY:

The process of training evaluation has been defined as an attempt to obtain information
on the effects of training performance and to assess the value of training in the light of that
information. Evaluation leads to controlling and correcting the training programs. Hamblin
suggested five levels at which evaluation of training can take place, viz., reactions, learning, job
behavior, organization and ultimate value.
1. Reactions: Training programs is evaluated on the basis of trainee reactions to the usefulness of
coverage of the matter, depth of the course content, method of presentation, teaching methods
etc.
2. Learning: Training programs, trainer ability and trainee ability are evaluated on the basis of
quantity of content learned and time in which it is learned and learner ability to use or apply, the
content he/she learned.
3. Job Behavior: This evaluation includes the manner and extent to which the trainee has applied
his learning to his job.
4. Organization: This evaluation measures the use of training, learning and change in the job
behavior of the department/organization in the form of increased productivity ,quality, morale,
sales turnover and the like.
5. Ultimate Value: It is the measurement of ultimate result of the contributions of the training
programs to the Company goals like survival ,growth ,profitability etc., and to the individuals
goals like development of personality and social goals like maximizing social benefit.
1.2.1 Bases Of Evaluation
Training programs can be evaluated on the basis of
Production factor, General
observation, Human Resource factor, Performance, Tests, Cost value relationship etc.
Production factors:
Productivity covering both quantity and quality are good indicators of the values of training. In
most business situations these rates have to be obtained before and after training.
General Observation:
The immediate superior is in a best position to judge of the skill level of his subordinates. If the
Supervisor is treated as the part of professional management of the organization and is properly
selected and trained, then his observations of his workers who has undergone on the job training
and appraisal can be accurate and objective.
Human Resource factors:

Training program can be evaluated on the basis of.
i) Decrease in employee turnover
ii) Decrease in Absenteeism
iii) Decrease in number and severity of accidents
iv) Betterment of employee morale
v) Decrease in grievance and disciplinary cases
vi) Reduction in time to earn piece rates.
vii) Decrease in number of dismissals.
Performance Test:
The specific course of training can be evaluated in terms of written and performance tests. The
test can only indicate what the trainee has learnt in the training. But to rely on this alone is only
theoretical. The best test is whether or not what has been learnt in training is successfully
transferred and applied to the job. Performance appraisal of the job before and after training may
be supplemented to the test.
Cost Value Relationship:
Cost of various techniques of training and their value in the form of reduced learning time,
improved learning and higher performance can be taken into account.. The cost of training
include trainers cost, employee cost undergoing training, training infra structure cost.,
opportunity cost of trainers and trainees etc.The resultant value of training includes increased
value of Human resources of both the trainee and trainer and their contribution to raise
production, reduce wastage, breakage, minimization of time requirement etc.
1.2.3 Purposes Of Training Evaluation:

The five main purposes of training evaluation are:
Feedback: It helps in giving feedback to the candidates by defining the objectives and linking it
to learning outcomes.
Research: It helps in ascertaining the relationship between acquired knowledge, transfer of

knowledge at the work place, and training.
Control: It helps in controlling the training program because if the training is not effective, then
it can be dealt with accordingly.
Power games: At times, the top management (higher authoritative employee) uses the evaluative
data to manipulate it for their own benefits.
Intervention: It helps in determining that whether the actual outcomes are aligned with the
expected outcomes.
1.3 REVIEW OF LITERATURE:
Kirkpatrick (1996) 1in his study examined the present dimensions for evaluating the
efficacy of training program, namely emotional and behavioural reactions, learning, behavioural
change and organizational outcomes. The evaluation can be done by pre training expectations
with post training result by carrying out a survey.
Jaison Idicula (2001)2 in his study examined the training and development, collected data
from 250 employees on convenience sampling. The finding shows that pre-test and post-test
Kirkpatrick. (1996). Training Evaluation. International Journal Of Computer Science And
Communication. 10(3), pp:11-13
1
form of evaluation should be carried out for determining the effectiveness of the forthcoming
training programmes. The study reveals that trained employees required less supervision than
untrained employees.
Eseryel (2002)3 in his study examined the evaluation activities in training situations
involve multiple goals associated with multiple levels, evaluation should perhaps be viewed as a
collaborative activity between training designers, training managers, trainers, floor managers,
and possibly others. There is a need for a unifying model for evaluation theory, research, and
practice that will account for the collaborative nature of and complexities involved in the
evaluation of training. Only a small percentage of organizations succeed in establishing a sound
evaluation process that feeds back into the training design process.
A.R.Negandhi and Barnard Estafens (2003)4 have conducted a study in training and
development in 36 companies in 5 major cities. The study results were that only in a few big
industrial organizations in our country, a variety of training programmes are conducted in terms
of specific organization needs and the peculiarities of the industry concerned. In the majority of
Indian organizations, training and development have remained a neglected and secondary
function.
Jaison Idicula. (2001). A study on training and development. International Journal For Human
Resource Management. 2(1) pp.4-7.
2
Eseryel. (2002). Evaluation of training and development program. Amercian Journal Of

Evaluation 2(1), pp:11-13
3
A.R.Negandhi and Barnard Estafens. (2003). Motivation level among employees. Journal Of
Human Resource Management. pp 14-18.
4
Lynton and pareeks (2004)5 have conducted a study on the training practices in Indian
organizations. The study was conducted among the organizations. The result was that there is
very little commitment from the top-level management to the management development
programmers and the organization in India has generally remained unconcerned about the
evaluative follow-up of their management development and training programmers.
Michael S.Trevisan (2004)6 in his study examined the practical training program provides
the results of a literature review on the use of practical, hands on training experiences in
evaluation course work and training programs. I identified 18 articles that encompass four basic
approaches for practical evaluation training are simulation, role play, single course projects, and
practicum experiences. The articles are summarized, documenting strengths, challenges, and
unique features for each strategy. Finding from this review indicates substantial resources are
often needed for effective practical training experiences.
Lilly M.berry. (2005)7 in his study examined the training program is done in order to
determine whether these expectations are met and to identify problems that can be corrected.
Researcher needs to know about criterion measures and procedures for assessing the validity of
training. To assess the validity of training for accomplishing its objectives. Collecting measures
of learning and testing hypotheses about internal validity and external validity predict that the
learning produced in training was transferred and had effects on job performance and
organizational success.
5 Lynton and pareeks. (2004). Training an Indian Perspective. Human Resource Management
Journal. pp 45-54.
Michael S.Trevisan. (2004). Practical training in evaluation. American Journal Of Evaluation.
pp 255- 260
6
7 Lilly M.berry. (2005). Employee selection. Human Resource Management
Journal pp: 442-443
Easterby-Smith and Tanton. (2006)8 in his study examined the training and development
suggested that to make the trainee involved in training, the multi skill training program should be
modified more than in theoretical aspects, more practical knowledge must be provided to the
employees during the training program.
Stephen P.Robbins. (2009)9 in his study examined how the training can include everything from
teaching employees basic reading skills to conducting advanced courses in executive leadership.
Training has formal and informal training. Its planned in advance and has a structured format.
Informal training has unstructured, unplanned, and easily adapted to situations and individuals
for teaching skills and keeping employees current. Informal training is nothing other than
employees helping each other.
.Niraj Kishore Chimote (2010)10 in this study aims to find out the effectiveness of a training
program from the perspective of the trainees. The literatures suggest that the pre-training
expectations of trainees can be compared with their post-training experience. To find out whether
the demographic characteristics (like age, gender and education) of the employees attending
training program influence their perspectives on its effectiveness. To check whether there are
significant difference between the expectations from a training program and the actual
experience. To test the variables (and their grouping into factors) influencing the effectiveness of
training program defined on the basis of the theoretical framework of Kirkpatricks model of
training evaluation and to discover the factors that are significant in explaining the effectiveness
Easterby-Smith and Tanton.(2006). Type of Training. Journal Of Human Resource

Management, pp 12-15.
8
Stephen P.Robbins. (2009). Organizational Behavior. Journal Of Human Resource

Management. pp: 647-650
9
10 Niraj kishore chimote. (2009). Training program. Evaluation of trainees
expectations and experience. The IUP Journal Of Organizational Behavior.

10(3) pp:28-43.
of a training program. This model was used to test the effectiveness of training program as
expected before and experienced after training program.
1.4 STATEMENT OF THE PROBLEM:
In an organization, human asset or the employees are the centre of all resources, which
converts the various resources into the productive resource. Adequate and proper training and
development of employees/executives promotes better employer-employee relationship, lesser
wastages and accidents, loyalty and devotion towards the organization. It helps the organization
in achieving its objectives efficiently and effectively. As it is a labour intensive industry, the need
for training and development is high in engineering industry. However the effectiveness of
training program depends on the employees perception regarding the same. This has motivated
the researcher to undertake a study on Evaluation of training program in CPC (P) LTD.
1.5 OBJECTIVES OF THE STUDY:
To identify the level of expectation and satisfaction regarding the training program
offered.
To identify gap between expectation and satisfaction.
To analyze the relationship between demographics profile, work profile and gap in the
perception regarding training program.
1.6 SCOPE OF THE STUDY:

This study depends on pre training expectation with post training experience. During the
study period only one training program was conducted. Hence the scope of the study is limited to
be one day training program conducted for employees.
1.7 METHODOLOGY:
Type Of Study:
The study assumes the nature of descriptive research. The main goal of this type of
research is to describe the data and characteristics about what is being studied. The study is
descriptive as it attempts to describe the expectation and satisfaction of the training program.
Sample Design:
The sampling method used in this study is purposive sampling. The total population
present in the organization is 500 employees. The study involves understanding perception
employees before and after training program. During the period of study only one training program
was conducted involving 50 employees. Hence 50 employees have taken the sample for the study.
Method of Data Collection:
The study depends on Primary data. Questionnaire is used for the collection of data. The
questionnaire is divided into three parts. The first part consists of Demographic profile, the
second part consists of work profile and third part consists of expectation and satisfaction of
employees.
Tools for Analysis:

The data that is collected is analyzed using the Statistical package SPSS 16. The tools
that are used are Percentage analysis, Chi-square test, Mean score and Paired t test.
1.8 LIMITATION OF THE STUDY
The study is limited to one day training program involving 50 employees.

The perception of the employees may not reflect the facts due to fear and apprehension.
1.9 CHAPTER SCHEME:

The study is presented in five chapters.
Chapter One gives an introduction about the research conducted. It deals with the background
study, theoretical background of the study, review of literature, statement of the problem,
objectives of the study, scope of the study, research methodology adopted and the limitations of
the study.
Chapter Two deals with the history of the organization, the management, organization structure,
product profile and the market potential, competitive strengths of the company, future plans and
the description about various functional areas.
Chapter Three deals with the micro-macro analysis. It provides an insight about the industry in
the Global scenario as well as the Indian scenario.
Chapter Four deals with the analysis of the data collected for the study and the interpretation of
the results obtained.
Chapter Five deals with the discussions on the findings and the suggested recommendations
based on the finding.
.
.
CHAPTER 2
ORGANIZATION PROFILE
2.1 HISTORY OF THE ORGANIZATION

Coimbatore Premier Corporation Private Limited (CPC) established in 1946, it is
a leading manufacturing of grey iron and SG iron casting in India. The company is part of the
us$225 million KG group a leading industrial conglomerate of Coimbatore south India .The
group has extensive interest in diverse fields ranging from textiles to engineering and education
to entertainment.
CPC is able to use their services to maximise the potential of its modern infrastructure
with professional approach and dedicated team, CPC is a reliable source for Quality Grey Iron
Castings, S G Iron Castings and Machined Components.
CPC draws its strength from the KG groups commitment to excellences. The company
manufacturing a wide range of quality grey iron and SG iron casting to international standards at
its state of the art foundry .The installed capacity is 9600 MT per annum, of which 6000 MT is
supplied in machined form CPCS casting have found approval from international automobile
major for their Indian operations.CPC have a another one branch that is located in puthukottai.
Quality Certified for ISO 9001: 2000, CPC has an annual turnover of 7.35 million.
Exports alone account for 3.87 million US dollars. Annually CPC produces around 9600 metric
tonnes, out of which around 50% are supplied in fully machined condition. Casting are also
being exported to original equipment manufacturing as well as replacement markets in Germany,
Italy, Spain, francium, USA, Canada, Japan, Australia. The company major clients are ashok
Leyland Houser, Chennai, Mahindra& Mahindra ltd, new Holland tractors Italy, Hindustan
power plus ltd. The total numbers of employees are around 1000.
VISION:
To become reliable competitive and responsive supplier of iron casting and

components.
ACHIVEMENTS
Best exporter award for highest growth in exports from engineering export promotion
council, southern region, Chennai

Best iron casting exporter award of I.I.F Coimbatore chapter.
Best productivity award of I.I.F Coimbatore chapter.
2.2 MANAGEMENT
Executive director- Mr. Adithiya Balasundram,
Vice President- Mrs. Amirtha lakshmi
Managing director- Mr. Balasundram
General Manager (foundry) - Mr..k.Hariharan
HR manager- Mr.selvaraj
Personnel manager- Mr.jayaveeran
Quality manager- Mr.Ezhilarasan
2.3 ORGANIZATION STRUCTURE:
Chairman & managing

director
Executive director
Vice
president
Manag
er
admini
D.M
prod
uctio
Sup
ervi
sor
Asst. Manager
Accounts
D.M
(CN
Opera
tor
Assista
nt sales
AM.
QA
Stage
inspection
Sr.
manage
r
General managerfoundry
Manager
purchase
Asst. Manager
logistic
A.M
maintena
nce
Filtered Electrical
workers
Sr. Manager QA
A.M
system
D.M
(unit
2)
Electrical
workers
Manager
(foundry)
Supervisor
(MR. asset)
Operator
Asst.
manager
Supervisors
Final inspection 8
Floor customer
(workers)
Erid inspection -4
2.4Workers
PRODUCT PROFILE AND MARKET(workers
POTENTIAL
)
Executive
s secretary
Assistance
sales
Operators
CPC (p) ltd is a manufacture of grey iron casting and machined components and
factors to be major requirements several of automobile and factor giants in India
Gear box housing

Flywheel passengers car
Flywheels-trucks
Pulleys & hub
Pumps parts
Process pumps casting
Tractor - Manifolds
Gear box
Hydraulic parts
Valves parts
Sub assemblies
MARKET POTENTIAL
The annual production of the company in 9000 tonnes with a turnover of 30 corers. The
company claim its products are well accepted and 50% internationally of its turnover is expanded
to USA, Canada, and Germany, Italy, Spain, Japan, Australia and it is planning to achieve 60% of
its turnover in exports by 2003.This competitive are G.K castings Indian GPS casting etc in
Coimbatore.
2.5 COMPETITIVE STRENGTH OF THE COMPANY:
Strength:
The competitive strength of the company is that, the company has been certified with the
Quality Certificate for ISO 9001: 2000.

The company has the good manufacturing facilities and the company also has the very
good testing facilities.

The testing facilities are used in assuring the quality of the product to their clients. Using
the testing process a very good quality control is maintained over the production
processes.
The customer satisfaction surveys are conducted every year at least once, for redefining
the production processes in a better way to meet the requirements of their clients and also
to improve in their production process.

They provide self-improvement practical training for their companys workers. After such
trainings, the evaluation of the effectiveness of the training program on the workers is
carried out.
The major advantage of the CPC is its origination, the KG group. The Kg group is a well-
knowngroup of institution in the fields of Medical care and entertainment.

Another unit situated at Pudhukottai, which helps CPC to meet the demand for their
products by their customers.

The company constitutes the human resource of approximately more than 1000 workers,
who are their major strength in the production process.

CPC ranks 4th in the Indian Iron Casting Industry.
Weakness:
The technological performance of the Indian iron casting is considerably lower than
existing international standards.

This is due to the inefficient use of technology, obsolete technology, and incompatibility
of Indian input materials with imported technology.

Indian industries consume nearly 7.2 ~ 8.2 Million kCal to produce one ton of iron
casting, while industries in the West take around 5 MkCal.

The energy costs constitute nearly 30 to 35% of this sector's production costs.
The iron casting industry is the largest consumer of energy in the Indian industrial sector
consuming about 10% of electricity.
Opportunities:
As they are committed in doing surveys about their products with their customers, they
have a greater opportunity to improve themselves in their production process.

They have contacts and good relationships with a huge number of both of their Domestic
and International customers and so they always have the opportunity of having their firm
to get functioned at the foreign countries and in those markets with the help of their
International clients support.
With an additional unit in Pudhukottai the company is likely to reach 16000 tons in the
upcoming years and the turnover is likely to reach INR 1 Billion.

This will enable the company to further expand themselves in various other regions or
they will be able to invest more on the production processes.

Much of India's economic environment is advantageous for metal casters.
The Exports are showing Healthy trends of approximately 25-30%.
Threats:
The Competitors of CPC Ltd are G.K. Castings, Indian GPS Castings, Texmo and CRI in
and around Coimbatore city.

There are several companies that have their automated production units globally and it is
a little drawback for the organizations in this particular industry, which are not yet
completely automated.
CPC is experiencing such drawbacks as it is only a semi-automated company.
2.6 FUTURE PLANS:
Company planning to launch new products.

Planned to increasing capacity.
To increasing market share in global scenario.
2.7 DESCRIPTION OF VARIOUS FUNCTIONAL AREAS:

2.7.1 PURCHASE DEPARTMENT
A purchase department has given a separate ID Software contains information like
Department ID, Date, Remarks and Name of the User who are updating the list. It also contains
item description like PRQ ID, Item, Item description, Order quantity, NOs and Supplier. This
Requirement list will be first approved by Purchase department manager and then it will be
approved by Vice President.
2.7.2 STORE DEPARTMENT
The incoming materials will be checked and entered in gate registration form. After that
it will be passed to Stores along with gate registration form. Quality control department will
check the materials and accept/reject the materials and submit MIN along with accepted and
rejected material details. They will verify that and pass this MIN to accounts department for
payment. Department ID, date, Items, Process details will be given to stores. They will produce
DC returnable add the items, quantity and they produce challenge and they give it to purchase
department.
2.7.3 FINANCE AND ACCOUNTS DEPARTMENT
The finance department deals with receipts and payments of cash carrying out
the smooth functioning of the companys business activities. Financial management is
that managerial activity which is concerned with the planning and controlling of the
firms financial resources.
2.7.4 EXPORTS
The company has customers worldwide and their mode of transferring materials from one
country is either through the ship or the airways.
2.7.5 HUMAN RESOURCE MANAGEMENT
Human Resource Management involves the development of a perfect blend between
traditional administrative functions and the well-being of all employees within an organization.
Employee retention ratio is directly proportionate to the manner in which the employees are
treated, in return for their imparted skills and experience. Human resources has earned a number
of related interpretations in time, but continues to defend the need to ensure employee wellbeing. Every organization now has an exclusive Human Resource Management Department to
interact with representatives of all factors of production. The department is responsible for the
development and application of ongoing research on strategic advances while hiring, terminating
and training staff.
2.7.6 QUALITY ASSURANCE SYSTEMS:
The entire quality assurance system is based on ISO 9001: 2000 standards. In the
machine shop, a standards room is available to calibrate all the gauges and instruments used in
the operations. The standards room is equipped with Autonomous working height measuring
instrument (Trimos) for verifying all the gauges for their tolerances and Digital type comparator
(Sylvac) for checking the dial gauges and Verviers. Apart from this, carbide slip gauge to
international traceability is used for calibration. A profile projector and several work instruments
are also available. DEA-MISTRAL Slant-bed Co-ordinate Measuring Machine is used to
accurately measure the co-ordinates of the job and other geometric parameters. Strict inspection
procedures are implemented in every stage of production in maintaining properties of sand in
each batch, ensuring pattern equipments for accuracy and through check for quality of castings
before despatch. Customer Feedback is the yardstick for constant up gradation of our
manufacturing process. It also helps us to insist upon the highest quality of raw materials from
our suppliers
2.7.7 MANUFACTURING DEPARTMENT:
CPC has one of the most modern foundries in India and has received the coveted
ISO 9002 certification in November 1995 itself with up gradation of quality system from time to
time. The successful export of castings to the most competitive markets of the world shows the
high standards of manufacture maintained by the company. These standards are followed in
every step of the manufacturing process, in the comprehensive production facilities established
by the company.
CHAPTER 3
MACRO MICRO ECONOMIC ANALYSIS
3.1 Industry Position in Global Scenario
Global casting production 90 million tons casting production is more than 50% of the
world casting production china, Japan, India, Korea, Pakistan, Malaysia casting average
production growth is 12% to 16% in the year of 2006-2007 for Asian countries Showing healthy
growth of about 30% Global share still less than 2% Exports to USA 8% by India against 24% by
China in the year of 2006 07 Aim to improve global share by 10% to USA by 20% in 5 years.
Japan-With a 19.1% increase, Japan matched India's fast-growing metal casting industry to stay
ahead of the rapidly-growing country. Its 7.9 million tons produced was boosted with a 1.12
million-ton gain in the production of aluminium and magnesium castings.
The global metal casting industry broke the 90 million ton production mark in 2006,
reaching 91.4 million tons a 7.2% increase over 2005, according to this year's MODERN
CASTING Census of World Casting Production. At this pace, 2007 could be the year the world
reaches 100 million tons of castings produced. Ferrous castings saw a 6.6% increase globally,
while nonferrous castings grew 10%. The data reported in the 41st Annual Census of Casting
Production are production numbers supplied by each nation's metal casting association.
In the first year of the census, 1966, total shipments amounted to 63.3 million tons, and
the U.S.S.R. and U.S. were in a tight race for the casting production lead. Both countries were
producing around 20 million tons of castings, while the next closest nations were hovering near 5
million tons. Today, China is in a race by itself. With a reported 28.1 million tons produced in
2006, it produces more tons of castings than the second through fourth top producing nations
combined. But China isn't the only country experiencing growth. Eight out of the top 10 nations
showed increases in production in 2006, and two countries, Japan and India, showed a higher
growth percentage than China.
3.1.1 Global standards demand:

Strengthening of delivery chain linking the producers to the users, especially rural areas
Interface between producers, designers of steel intensive products, fabricators and ultimate user
Creating awareness about steel as a cost-effective and technically efficient end-use material.
3.1.2 Global standards Supply:
Expansion and improvement in quality of infrastructure Energy, railways, ports and

other means of transport .Well developed financial market with efficient financial instruments
increased focus on R&D, training of manpower and integrated information services.
WORLD MARKET FOR IRON FOUNDRIES

Year
U.S. $ in Millions
World market
2001
55,591
2002
55,658
2003
55,743
2004
55,850
2005
56,230
2006
58,139
2007
60,381
2008
62,716
2009
65,149
2010
67,685
2011
70,329
3.2 Industry Position in India Scenario:

Industry Growth
The iron casting industry is the largest consumer of energy in the Indian industrial sector
consuming about 10% of electricity and 27% of coal consumed by the industry. The energy costs
constitute nearly 30 to 35% of this sector's production costs. The process of making iron in blast
furnaces accounts for nearly 70% of the total energy consumption at the plant
The technological performance of the Indian iron casting is considerably lower than
existing international standards. This is due to the inefficient use of technology, obsolete
technology, and incompatibility of Indian input materials with imported technology Indian
industries consume nearly 7.2 - 8.2 Million kCal to produce one tonne of iron casting, while
industries in the West take around 5 MkCal. The thermal energy cost contributes the maximum to
the total energy cost. Some of the Indian Iron casting are already undergoing a process of
modernization and are adopting more energy efficient practices. The annual energy cost in terms
of the sales turnover of the units ranges from 25 to 30%.
3.2 INDIAN SCENARIO
Casting metal being a process technical competence, only a annual percentage of Indias
annul profit of 2.5 million from of casting meet the resources standardizing the Indian market.
Much of India's economical environment is advantageous for metal casters. A strong domestic
demand and a rapidly growing middle class seem likely unskilled labour costs in many plants are
less than $100 a month. Skilled labour is $200 to $400 a month or less. Recent graduates of
metallurgical engineering programs from good universities can be hired for an annual salary of
$6,000. More than 5,000 metal casting facilities with a capacity of 7.5 million metric tons make
up the Indian metal casting industry. Energy is essential for economic growth and to achieve the
target growth in GDP of the company
The fiscal year 2007-2008, sales were reported as $112 million, 14% higher than the
previous year. Its recently completed metal casting facility at Sriperumbudur, near Chennai,
brings total capacity to 72,000 metric tons per year. 2008-2009 the year of production capacity
are 1000 tonnes in raw casting and machined casting. Turnover of rs.60 crore in 2008-2009 Iron
making through BF route accounts nearly 70% of the total energy consumed by the industry.
Out dated technology in older plants set up in 60s and 70s Inferior raw material quality.
High alumina and high alumina & silica ratio in iron ore High ash content in coking coal even
after blending Low rate of recycling Domestic installed capacity of crude iron casting SAIL is
the largest domestic iron casting player. India--India's production grew 17.5% in 2006 to
7,179,300 tons. Since 2002, India's production has more than doubled.
CHAPTER 4
DATA ANALYSIS AND INTERPRETATION
This chapter deals with analysis and interpretation of data collected questionnaire. The
data is presented under various headings.
Demographic profile of respondent

Work profile of the respondents
The level of expectation and satisfaction of employees.
Expectations Vs Satisfaction : Gap analysis
Relationship between demographic profile, work profile and gap in the
perception.
4.1 DEMOGRAPHIC PROFILE OF RESPONDENTS:

This section deals with analysis of demographic profile of the respondent in terms of age,
gender, and education income.
Table 4.1.1 Distribution of respondents based on gender
Gender
No of respondents
Percentage
Male
Female
Total
36
14
50
72.0
28.0
100.0
The table above shows that majority 72.0% of the respondents are male
Table 4.1.2 Distribution of respondents based on age

Age
No of respondents
Below 25
25 35
36 45
above 45
Total
The table above shows that majority
Percentage
13
32.0
21
36.0
16
26.0
3
6.0
50
100.0
36.0% of the respondents belong to the age group
25-35 yrs, 32.0% of the respondents belong to the age group below 25 yrs, 26.0% of the
respondents belong to the age group 36 - 45 yrs, 6.0% of the respondents belong to the age group
above 45 yrs.
Table4.1.3 Distribution of respondents based on education qualification
Education
SSLC
HSC
Diploma
Undergraduate
Other
Total
No of respondents
Percentage
9
16
11
8
6
50
18.0
32.0
22.0
16.0
12.0
100.0
The table above shows that most 32% of the respondents are HSC, 22% of the
respondents are diploma, 18% of the respondents are SSLC and 16% of the respondents are
Undergraduate and 12% of the respondents are other qualification.
Table 4.1.4 Distribution of respondents based on income
Income per month
No of respondents
Percentage
< 5000
5001 -10000
16
32.0
22
44.0
10001 15000
14.0
15001 20000
10.0
Total
50
100.0
The table above shows that most 44% of the respondents belong to the income group of
Rs.5001 Rs.10000, 32% of the respondents belong to the income group of < 5000, 14 % of the
respondents belong to the income group of Rs.10001 15000 and 10% of the respondents belong
to the income group of 15001 20000.
4.2 WORK PROFILE OF RESPONDENTS:
This section deals with analysis of work profile of the respondent in terms of Department,
Total years of experience, Years of experiences in CPC, Training program attended.
Table 4.2.1 Distribution of respondents based on department

Department
No of respondents
Percentage
Manchine shop
Melting
11
22.0
18
36.0
Moduling
16.0
Core shop
14.0
Maintains department
12.0
Total
50
100.0
The table above shows that most 36% of the respondents belong to the melting
department, 22% of the respondents belong to the machine shop department, 16% of the
respondents belong to the moduling department, 14% of the respondents belong to the core shop
department, 12% of the respondents belong to the maintains department.
Table 4.2.2 Distribution of respondents based on total years of experiences
Total years of
No of respondents
Percentage
experience
15
16
32.0
29
58.0
10.0
6 10
Above 10
Total
50
100.0
The table above shows that majority 58% of the respondents have an experience of 6 10
yrs, 32% of the respondents have an experience of 1 - 5 yrs, and 10% of the respondents have an
experience of above 10 yrs.
Table 4.2.3 Distribution of respondents based on years of experiences in CPC

Years of
experiences in CPC
13
46
7 10
Total
No of respondents
Percentage
20
22
8
50
40.0
44.0
16.0
100.0
The table above shows that majority 44% of the respondents have an experience of 4-6
yrs, 40% of the respondents have an experience of 1-3 yrs, 16% of the respondents have an
experience of 7-10 yrs.
Table 4.2.4 Distribution of respondents based on training program attended
Training program
No of respondents
Percentage
attended
4
14.0
58
30
60.0
9 12
11
22.0
< 12
4.0
Total
50
100.0
The table above shows that majority 60% of the respondents have attended training
program 5 8 yrs, 22% of the respondents have attended training program 9-12 yrs, 14% of the
respondents have attended training program > 4 yrs and 4% of the respondents have an attended
training program < 12 yrs.
4.3 THE LEVEL OF EXPECTATION AND SATISFACTION OF EMPOLYEES:

This section deals with the analyses of the level of expectation of employees. Likert 5point scaling is used which allows the respondents to rate the expectations as very much
important, important, not able to decide, less important and not important. The four level model
captures expectation Vs satisfaction in terms of reaction, behavior, learning and outcome.
Table 4.3.1 Level of Expectation: Reactions

Reactions
Very Much
Important
Not Able
Less
Not
Mean
Rank
Important
No
%
To Decide
No
%
Important
No
%
Important
No
%
Score
No
22
44.0
24
48.0
4.0
2.0
2.0
1.70
12
24.0
24
48.0
14.0
10.0
4.0
2.22
communication
Preparation by
16
32.0
11
22.0
14
28.0
16.0
2.0
2.23
instructor
Quality of
14
28.0
18
36.0
11
22.0
14.0
2.22
teaching aids
Training
18
36.0
15
30.0
10
20.0
6.0
8.0
2.20
methodology
Facilities for
17
34.0
21
42.0
12.0
10.0
2.0
2.04
the training
Training period
25
19
50.0
38.0
16
17
32.0
34.0
4
6
8.0
12.0
4
7
8.0
14.0
1
1
2.0
2.0
1.80
2.08
2
4
24
48.0
14.0
14.0
10.0
14.0
2.28
Dealing
relevant
subject
Presentation of
the content in
an interesting
manner
Effective
Trainers are
open, honest
and fair to all
From the above table it can be seen the employees feels that dealing relevant subject is
most important factor are followed by facilities for the training, training methodology, training
period, quality of teaching aids, preparation by instructor, presentation the content in an
interesting manner, effective communication
Table 4.3.2 Level of Expectation: Learning
Learning
Very Much
Important
Important
Not Able
Less
Not
Mean
To Decide
Importan
Important
Score
Rank
t
No
No
No
No
No
11
22.0
19
38.0
14
28.0
10.0
2.0
2.32
17
34.0
16.0
14.0
14
28.0
8.0
2.60
14
28.0
14
28.0
11
22.0
12.0
10.0
2.48
Coverage of
training
topics
Importance
of training
program
Rehearsal
and test
checking of
new skills by
the trainer
From the above table it can be seen the employees feels that coverage of training topics is
most important factor followed by rehearsal and test checking of new skills by the trainer and
important of training program.
Table 4.3.3 Level of Expectation: Behaviour

behaviour
Very Much
Important
Not Able
Less
Not
Mean
Ran
To
Important
Important
Score
No
No
Important
Decide
No %
No
No
14.
17
34.0
16.0
11
22.0
14.0
2.88
12
24.0
13
26.0
14.0
12.0
2.66
Training
enhance team
participation
at work
Change in
attitude
24.
12
From the above table it can be seen the employees feels that change in attitude is most
important factor followed by training enhance team participation at work.
Table 4.3.4 Level of Expectation: Outcome
Outcome
Very Much
Important
Not Able
Important
To
Decide
No %
No
No
13
26.0
16
32.0
11
22.0
16.0
15
Less
Not
Important Important
Mean
Rank
Score
No
No
22.0
18.0
2.0
2.38
30.0
10
20.0
12.0
2.84
Productivity
improvement
Traning will
increase
decision
making ability
11
Interpersonal
communication
13
26.0
10
20.0
14.0
12
24.0
16.0
2.84
13
26.0
14
28.0
13
26.0
8.0
12.0
2.52
22
44.0
10
20.0
18.0
12.0
2.16
22
44.0
21
42.0
6.0
8.0
1.78
is made easier
Reward for
training
performance
Training enable
target
achievement at
job
Training enable
to enhance to
earning
From the above table it can be seen the employees feels that training enable to enhance to
earning is most important factor followed by training enable target achievement at job ,
productivity improvement ,reward for training performance ,interpersonal communication is
made easier and training will increase decision making ability.
THE LEVEL OF SATISFICATION:

This section deals with the analyses of the level of satisfaction of employees. Likert 5point scaling is used which allows the respondents to rate the satisfaction as highly satisfied,
satisfied, not able to decide, dissatisfied and highly dissatisfied.
Table 4.3.5 Level of Satisfaction: Reactions
Reactions
Highly
Satisfied
Not Able
Dissatisfie
Highly
Mean
To
Dissatisfie
Score
Satisfied
No
No
Decide
N
%
Rank
d
No
No
o
Dealing
relevant
39
78.0
16.0
6.0
23
46.0
22
44.0
4.0
4.0
2.0
30
60.0
11
22.0
16.0
2.0
25
50.0
18
36.0
4.0
10.0
24
48.0
18
36.0
14.0
2.0
22
44.0
20
40.0
10.0
25
50.0
22
44.0
4.0
36
72.0
18.0
24
48.0
17
34.0
1.28
1.72
1.60
1.74
1.70
2.0
4.0
1.82
2.0
1.60
6.0
4.0
1.42
12.0
6.0
1.76
subject
Presentation of
the content in
an interesting
manner
Effective
communication
Preparation by
instructor
Quality of
teaching aids
Training
methodology
Facilities for
the training
Training period
Trainers are
open, honest
and fair to all

From the above table it can be seen the employees are satisfied with dealing in relevant
subject followed by facilities for the training, training methodology, training period, quality of
teaching aids, preparation by instructor, presentation the content in an interesting manner and
effective communication.
Table 4.3.6 Level of Satisfaction: Learning
Learning
Highly
Satisfied
Not Able
Satisfied
Dissatisfied
To
Decide
No %
No
no
20
40.0
17
34.0
19
38.0
19
38.0
14
28.0
16
32.0
Highly
Mean
Dissatisfie
Score
Rank
d
No
no
10.0
16.0
2.02
8.0
12.0
4.0
2.06
14.0
10
20.0
6.0
2.44
Coverage of
training
topics
Importance
of training
program
Rehearsal
and test
checking of
new skills by
the trainer
From the above table it can be seen the employees are satisfied with coverage of training
topics followed by rehearsal and test checking of new skills by the trainer and importance of
training program.
Table 4.3.7 Level of Satisfaction: Behaviour

Behaviour
Highly
Satisfied
Satisfied
Not Able
To
Dissatisfied
Highly
Mean
Dissatisfied
Score
Rank
Decide
No
No
No
no
no
15
30.0
20
40.0
18.0
10.0
2.0
2.14
21
42.0
17
34.0
18.0
2.0
4.0
1.92
Training
enhance team
participation
at work
Change in
attitude
From the above table it can be seen the employees are satisfied with change in attitude
followed by training and enhance team participation at work.
Table 4.3.8 Level of Satisfaction: Outcome

Outcome
Highly
Satisfied
Not Able
Satisfied
No
Dissatisfied
To
no
Decide
No %
Highly
Mean Rank
Dissatisfied Score
no
no
Productivity
improvement
Traning will
22
44.0 18 36.0
12.0
8.0
1.84
18
36.0 24 48.0
4.0
6.0
6.0
1.98
23
46.0 16 32.0
4.0
4.0
14.0
2.08
23
46.0 14 28.0
4.0
14.0
8.0
2.10
increase
decision
making ability
Interpersonal
communication
is made easier
Reward for
training
performance
Training enable
target
achievement at
22
44.0 15 30.0
12.0
8.0
6.0
32
64.0
17 34.0
2.0
2.02
1.40
job
Training enable
to enhances
earning
From the above table it can be seen the employees are satisfied with enhance to earning
followed by training enable target achievement at job, productivity improvement, reward for
training performance, interpersonal communication is made easier and training will increase
decision making ability.
4.4 EXPECTATIONS Vs SATISFACTION: GAP ANALYSIS

The gap occurs between the expectations and satisfactions towards the employees are
analyzed by paired sample t test.
4.4.1 Expectation Vs Satisfaction: Reactions
H1: There is no significant gap between level of expectations and satisfaction with regard to
reactions.
Table 4.4.1.1 Expectation Vs Satisfaction: Reactions
Reactions
Dealing relevant subject
Presentation of the
content in an interesting
Mean
0.420
0.500
T Value
3.059
2.631
Significance value
0.004
0.011
Result
Reject
Accept
manner
Effective communication
Preparation by instructor
Quality of teaching aids
Training methodology
Facilities for the training
Training period
Trainers are open, honest
0.740
0.480
0.500
0.220
0.200
0.660
0.520
4.390
2.498
2.631
1.488
1.043
3.348
2.007
0.000
0.016
0.011
0.154
0.302
0.002
0.050
Reject
Accept
Accept
Accept
Accept
Reject
Accept
and fair to all
It can be inferred the above table that, there is a significant gap between level of
expectation and satisfaction regarding dealing relevant subject, effective communication and
training period.
There is no significant gap between level of expectation and satisfaction regarding
preparation by instructor, quality of teaching aids, training methodology and trainers are open,
honest and fair to all.
4.4.2 Expectation Vs Satisfaction: Learning
learning.
Table 4.4.2.1 Expectation Vs Satisfaction: Learning

Learning
Coverage of training topics
Importance of training
Mean
0.300
0.540
T Value
1.496
2.224
Significance value
0.141
0.031
Result
Accept
Accept
program
Rehearsal and test checking
0.040
0.178
0.860
Accept
of new skills by the trainer

importance of training program, coverage of training topics and rehearsal and test checking of
new skills by the trainer.
4.4.3 Expectation Vs Satisfaction: Behaviour

behaviour.
Table 4.4.3.1 Expectation Vs Satisfaction: Behaviour
bBehaviour
Training enhance team
Mean
0.740
T Value
3.564
Significance value
0.001
Result
Reject
participation at work
Change in attitude
0.740
3.349
0.002
Reject
expectation and satisfaction regarding team participation at work and change in attitude of the
employee.
4.4.4 Expectation Vs Satisfaction: Outcome
outcome.
Table 4.4.4.1 Expectation Vs Satisfaction: Outcome
Outcome
Mean
T value
Significance
Result
Productivity
0.540
2.544
value
0.014
Accept
improvement
Traning will increase
0.860
3.650
0.001
Reject
decision making ability

Interpersonal
0.760
2.443
0.018
Accept
easier
Reward for training
0.420
1.769
0.083
Accept
performance
Training enable target
0.140
0.562
0.577
Accept
achievement at job
Training enable to
0.380
2.780
0.008
Reject
communication is made
enhance earning
expectation and satisfaction regarding training will increase decision making ability and training
enable to enhance earning.
productivity will improve, interpersonal communication is made easier, reward for training
performance and training enable target achievement at job.
4.5 DEMOGRAPHIC PROFILE, WORK PROFILE Vs GAP IN PERCEPTION:

The hypothesis framed for analyzing the relationship between demographic profile, work profile
and gap in perception is given below.
H0: Demographic Profile do not have a significant influence on the gap in perception.
H1: Work Profile do not have a significant influence on the gap in perception.
There is a gap between expectation and satisfaction regarding variables viz., Dealing relevant
subject, effective communication, training period, tam participation, change in attitude, decision
making ability, training enable enhance earning.
4.5.1 Demographic Profile and Work Profile Vs Dealing Relevant Subject

and gap in perception regarding dealing relevant subject is given below.
H1: There is no significant relationship between demographic profile, work profile and gap
in perception regarding dealing relevant subject.
TABLE 4.5.1.1 Demographic Profile and Work Profile Vs Dealing Relevant Subject
Demographic Profile
Gender
Age
Education
Income
CHI-Square Value
6.034
14.624
19.641
14.756
P Value
0.197
0.263
0.237
0.255
Result
Accept
Accept
Accept
Accept
Department
3.757
0.153
Accept
Total yearsof experience
6.090
0.413
Accept
Working in CPC
1.412
0.965
Accept
Training attended
5.119
0.529
Accept
It can be inferred that from the P value that, no significant relationship exists between
the demographic variables, work variables and gap in perception regarding dealing relevant
subject.
4.5.2 Demographic Profile and Work Profile Vs Effective Communication

and gap in perception regarding effective communication is given below.
H1: There is no significant relationship between demographic profile, work profile and gap in
perception regarding effective communication
TABLE 4.5.2.1 Demographic Profile and Work Profile Vs Effective Communication
Demographic Profile
CHI-Square Value
P Value
Result
Gender
0.833
0.842
Accept
Age
12.702
0.177
Accept
Education
19.125
0.086
Accept
Income
19.000
0.025
Accept
Department
3.520
0.318
Accept
Total years of experience
3.900
0.918
Accept
Working in cpc
5.103
0.825
Accept
Training attended
10.026
0.348
Accept
the demographic variables, work variables and gap in perception regarding effective
communication.
4.5.3 Demographic Profile and Work Profile Vs Training Period

The hypothesis framed for analyzing the relationship between demographic profile and work
profile and gap in perception regarding training period is given below.
perception regarding training period.
TABLE 4.5.3.1 Demographic Profile and Work Profile Vs Training Period
Demographic Profile
CHI-Square Value
P Value
Result
Gender
1.086
0.781
Accept
Age
9.860
0.362
Accept
Education
13.692
0.321
Accept
Income
9.110
0.427
Accept
Department
6.286
0.901
Accept
4.610
0.595
Accept
Working in cpc
6.360
0.384
Accept
Training attended
15.430
0.080
Accept
It can be inferred that from the P value that, no significant relationship exists between the
demographic variables, work variables and gap in perception regarding training period.
4.5.4 Demographic Profile and Work Profile Vs Team Participation
and gap in perception regarding team participation is given below.
H1: There is no significant relationship between demographic profile, work profile and
gap in perception regarding team participation.
TABLE 4.5.4.1 Demographic Profile and Work Profile Vs Team Participation

Demographic Profile
CHI-Square Value
P Value
Result
Gender
2.932
0.569
Accept
Age
7.362
0.833
Accept
Education
13.793
0.614
Accept
Income
11.589
0.479
Accept
Department
19.340
0.251
Accept
0.686
Accept
5.675
Working in cpc
17.309
0.027
Accept
Training attended
13.593
0.331
Accept
demographic variables, work variables and gap in perception regarding team participation.
4.5.5 Demographic Profile and Working Profile Vs Change In Attitude

and gap in perception regarding change in attitude is given below.
perception regarding change in attitude
TABLE 4.5.5.1 Demographic Profile and Working Profile Vs Change In Attitude
Demographic Profile
CHI-Square Value
P Value
Result
Gender
3.850
0.278
Accept
Age
14.871
0.095
Accept
Education
18.493
0.102
Accept
Income
8.993
0.438
Accept
Department
16.920
0.153
Accept
8.168
0.226
Accept
Working in cpc
11.529
0.073
Accept
Training attended
5.824
0.757
Accept
the demographic variables, work variables and gap in perception regarding change in attitude.
4.5.6 Demographic Profile and Work Profile Vs Decision Making Ability.
and gap in perception regarding decision making ability is given below.
H1: There is no significant relationship between demographic profile, work profile and
gap in perception regarding decision making ability
TABLE 4.5.6.1 Demographic Profile and Work Profile Vs Decision Making Ability
Demographic Profile
CHI-Square Value
P Value
Result
Gender
1.326
0.723
Accept
Age
11.041
0.257
Accept
Education
16.526
0.167
Accept
Income
11.403
0.249
Accept
Department
3.757
0.153
Accept
6.090
0.413
Accept
Working in cpc
1.412
0.965
Accept
Training attended
5.119
0.529
Accept
the demographic variables, work variables and gap in perception regarding decision making
ability.
4.5.7 Demographic Profile and Working Profile Vs Training Enable To Enhances Earning
and gap in perception regarding training enable to enhance earning is given below.
perception regarding training enable to enhance earning.
TABLE 4.5.7.1 Demographic Profile and Working Profile Vs Training Enable To Enhances
Earning
Demographic Profile
CHI-Square Value
P Value
Result
Gender
1.524
0.822
Accept
Age
14.923
0.246
Accept
Education
23.571
0.099
Accept
Income
7.731
0.806
Accept
Department
Working in cpc
Training attended
1.198
4.697
5.108
10.213
0.754
0.360
0.825
0.333
Accept
Accept
Accept
Accept
demographic variables, working variables and gap in perception regarding training enable to
enhances earning.
CHAPTER 5
CONCLUSION
This chapter deals with the discussions on the findings and the suggested
recommendations based on the findings.
5.1 Result And Discussion
The result and discussed under the following headings are:
5.1.1 Demographic Profile Of Respondent:
The results of the demographic profile of the respondent are as follows:
Majority (72%) of the respondents are male.

Majority (36%) of the respondents belong to the age group 25-35 years.
Majority (32%) of the respondents are hsc.
Majority (44%) of the respondents belong to the pay group of Rs.5001 Rs.10000.
5.1.2 Working Profile Of Respondent:

The results of the Working profile of the respondent are as follows:
Majority (36%) of the respondents belong to the melting department.

Majority (58%) of the respondents have an experience of 6 10 yrs.
Majority (44%) of the respondents have an experience of 4-6 yrs.
Majority (60%) of the respondents have attended training program 5 8 yrs.
5.1.3 The Level Of Expectation And Satisfaction:
Reactions: Employee feel that the most important factor is dealing relevant subject
followed by facilities for training, training methodology, training period, quality of
teaching aids, preparation by instructor, presentation the content in an interesting manner,
effective communication.
Learning: Employee feel that the most important factor is coverage of training topics
followed by rehearsal and test checking of new skills by the trainer.

Behaviour: Employee feel that the most important factor is change in attitude followed by
training enhance team participation at work.

Outcome: Employee feel that the most important factor is training enable to enhance
earning followed by training enable target achievement at job, productivity improvement,
reward for training performance, interpersonal communication is made easier, training
will increase decision making ability.
5.1.4 Gap Analysis Between Expectations And Satisfaction

Reactions Gap
There is a significant gap between expectation and satisfaction regarding dealing relevant
subject, effective communication and training period.
There is no significant gap between expectation and satisfaction regarding preparation by
instructor, quality of teaching aids, training methodology, and trainers are open, honest and fair
to all.
Learning Gap
There is no significant gap between expectation and satisfaction regarding importance of
training program, coverage of training topics, rehearsal and test checking of new skills by the
trainer.
Behaviour Gap
There is a significant gap between expectation and satisfaction regarding Training
enhances team participation at work and Change in attitude of the employee.
Outcome Gap
There is a significant gap between expectation and satisfaction regarding, training will
increase decision making ability and training enable to enhance earning.
There is no significant gap between expectation and satisfaction regarding productivity will
improve, interpersonal communication is made easier, reward for training performance and
training enable target achievement at job.
5.1.5
Demographic Profile, Work Profile Vs Gap in Perception

There is no significant relationship between the demographic profile, work profile and
gap in perception regarding dealing relevant subject, effective communication, training period,
team participation, change in attitude, decision making ability, training enable to enhances
earning
RECOMMENDATION:
The analyses of various factors contributing towards effectiveness of training program

reveals that the following variables are important Dealing relevant subject, Coverage of
topics, change in attitude, enhanced earnings. The future training program can give more
importance to the above mentioned factors.

Their is a gap between expectation and satisfaction regarding the variables viz., Dealing
relevant subject, effective communication, training period, enhancing team participation
at work, change in attitude, decision making ability and enhanced earnings. In case of
future training program effects may be taken to bridge the gap between expectation and
satisfaction regarding the variables mentioned.
APPENDIX 1
QUESTIONNAIRE
General details
1. Topic : AWARENESS IN BALANCING PROCESS
2. Faculty :
3. Date :
Employee details
4. Name :
5. Gender :
a) male
b) female
6. Age :
a) Below 25
7. Education :
a) SSLC
b) 25 - 35
b) HSC
c) 36 - 45
c) diploma
d) above 45
d) UG
e) Other
8. Income :
a) below 5000
b) 5000 10,000
d) 15,001 - 20.000
e) 20001 25000
c) 10,001 15,000
9. Department :
a) machine shop
b) melting
c) moduling
d) core shop
e) Maintains department
10. Total years of experience:

a) 1 5
b) 6 10
c) more than 10 years
11. For how many years you are working in CPC (p) ltd?
a) 1 3
b) 4 6
c) 7 10
12. How many training programs have you undergone so far?

a) Below 5
b) 5 8
c) 9 15
d) above 12
the box which best describes your opinion of the aspects.
REACTIONS
Dealing relevant subject
Presentation of the content in an interesting manner
Effective communication
Preparation by instructor
Quality of teaching aids
Training methodology
Facilities for the training
Training period (timing)
Trainers are open, honest and fair to all
LEARNING
Coverage of training topics
Importance of training program
Rehearsal and test checking of new skills by the trainer
BEHAVIOUR
Training enhance team participation at work
Change in attitude
OUTCOME
Productivity improvement
Traning will increase decision making ability
Highly dissatisfied
ASPECTS
dissatisfied
SATISFICATION
Highly satisfied
Not important
Less important
Not able to decide
Very much important

Important
EXPECTATION
Not able to decide
Satisfied
Please tick (
Interpersonal communication is made easier

Reward for training performance
Training enable target achievement at job
Training enable to enhance to earning
REFERENCES
JOURNAL REFERNCES:
A.R.Negandhi and Barnard Estafens. (2003). Motivation level among employees,

Journal Of Human Resource Management, pp 14-18.
Easterby-Smith and Tanton (2006). Type of Training Journal Of Human Resource

Management, pp 12-15
Eseryel. (2002). Evaluation of training and development Amercian Journal Of

Evaluation 2(1), pp:11-13
Jaison Idicula.(2001). A study on training and development , International Journal For

Human Resource Management, pp.4-7.
Kirkpatrick (1996). Training evaluation International Journal Of Computer Science and

Communication 2(1), pp:11-13
Lilly M.berry. (2005). Employee Selection, Human Resource Management Journal pp:
442-443
Lynton and pareeks (2004). Training-an Indian Perspective, Human Resource

Management Journal, pp 45-54.
Michael S.Trevisan. (2004). Practical Training in Evaluation American Journal Of

Evaluation
Niraj Kishore Chimote (2009). Training Program. Evaluation Of Traineers Expectations

and Experience, pp:10(3).
Smither A 360 Evaluation, Journal of Human Resource Management,

pp.45-48.
Stephen P.Robbins. (2009). organizational Behaviour Human Resource Management

pp: 647-650
WEBSITE REFERENCES
en.wikipedia.org/wiki/Program evaluation
http://en.wikipedia.org/wiki/Program_evaluation
http://www.businessballs.com/trainingprogramevaluation.htm
http://www.naukrihub/training and development.com
http://www.the-Kirkpatrick-Model-of-Training-Evaluation
http://traininganddevelopment.naukrihub.com/training-evaluation.html

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TRAINING PROGRAM IN CPC (P) LIMITED: A STUDY ON

MASTER OF BUSINESS ADMINISTRATION

SRI RAMAKRISHNA ENGINEERING COLLEGE

SRI RAMAKRISHNA ENGINEERING COLLEGE

Department of Management Studies

TRAINING PROGRAM IN CPC (P) LIMITED: A STUDY ON

Submitted for the project Viva-Voce examination held on

I certify that the declaration made above by the candidate is true.

I am very thankful to the Management, Director-Academics and Principal of Sri

I express my immense gratitude to Dr.K.Chitra, Director of Management studies, Sri

I also extend my thanks to Mr.K.Selvaraj, HR Manager, CPC (P) Limited, Coimbatore

1.2 Theoretical Background of the Study

1.3 Review of Literature

1.4 Statement of the problem

1.5 Objectives of the study

1.6 Scope of the study

1.9 Chapter Scheme

2.3 Organization Structure

2.4 Products Profile and Market potential

2.5 Competitive strengths of the company

2.6 Future Plans

2.7 Description of various functional areas

MACRO-MICRO ECONOMIC ANALYSIS

DATA ANALYSIS AND INTERPRETATION

Level of Expectation: Leaning

1.1 INTRODUCTION TO THE CONCEPT OF STUDY:

It is a learning process that involves the acquisition of knowledge, sharpening of skills,

1.2 THEORETICAL BACKGROUND OF THE STUDY:

Production factor, General

Human Resource factors:

1.2.3 Purposes Of Training Evaluation:

Research: It helps in ascertaining the relationship between acquired knowledge, transfer of

Eseryel. (2002). Evaluation of training and development program. Amercian Journal Of

7 Lilly M.berry. (2005). Employee selection. Human Resource Management

Journal pp: 442-443

Easterby-Smith and Tanton.(2006). Type of Training. Journal Of Human Resource

Stephen P.Robbins. (2009). Organizational Behavior. Journal Of Human Resource

10 Niraj kishore chimote. (2009). Training program. Evaluation of trainees

expectations and experience. The IUP Journal Of Organizational Behavior.

1.5 OBJECTIVES OF THE STUDY:

1.6 SCOPE OF THE STUDY:

Method of Data Collection:

Tools for Analysis:

The study is limited to one day training program involving 50 employees.

1.9 CHAPTER SCHEME:

2.1 HISTORY OF THE ORGANIZATION

To become reliable competitive and responsive supplier of iron casting and

council, southern region, Chennai

2.3 ORGANIZATION STRUCTURE:

Chairman & managing

Gear box housing

Quality Certificate for ISO 9001: 2000.

good testing facilities.

to improve in their production process.

knowngroup of institution in the fields of Medical care and entertainment.

products by their customers.

who are their major strength in the production process.

existing international standards.

of Indian input materials with imported technology.

casting, while industries in the West take around 5 MkCal.

have a greater opportunity to improve themselves in their production process.

upcoming years and the turnover is likely to reach INR 1 Billion.

they will be able to invest more on the production processes.