CHAPTER 1

INTRODUCTION

INTRODUCTION TO THE STUDY

Human Resource is most important asset of an organization. Training and Development
is considered to be most important part of an organization. Due to growing competition in
the Nylon monofilament manufacturing sector it is essential for the superfil product to measure
the effectiveness of training given to employees to make them more competitive and more
efficient as compared to other nylon producers. “A study on the effectiveness of training and
development with special reference to M/s. SUPERFIL PRODUCTS PVT LTD. Chennai” will
be helpful in analyzing the effectiveness of training and find out areas of further training to keep
up with the challenges of international business.
The study uses a questionnaire prepared for evaluating various factors which affect the
effectiveness of training and the results are displayed in a table and graph format. Conclusions
are arrived based on this sample.

STATEMENT OF PROBLEM

No systematic study has been conducted so far about the effectiveness of training in M/s.
SUPERFIL PRODUCTS (P) LTD so far. Therefore, the present study is an attempt to
examine the effectiveness of training in M/s. SUPERFIL PRODUCTS (P) LTD.

OBJECTIVES OF THE STUDY

 To study the various training methods followed by M/s. SUPERFIL PRODUCTS

(P) LTD.

 To assess the effectiveness of training at M/s. SUPERFIL PRODUCTS (P) LTD

 To analyze whether employees are satisfied with various training programs

implemented by the organization.
 Identify whether employees need further training.

1
SCOPE AND SIGNIFICANCE OF STUDY

This study can be used as a tool to develop training method for M/s. SUPERFIL
PRODUCTS (P) LTD.

CONCEPTUAL MODEL OF STUDY

The efficient working of an organization depends upon efficiency or capability of

personnelworking in an organization. Organizations and individuals should develop and progress
simultaneously for their survival and attainment of mutual goals. Employees need to be
trained and developed to meet present job requirements and future challenges. Training and
development is a specialized function and one of fundamental operative functions of Human
resource management.

The purpose of training is to achieve a change in behavior of those trained and to enable them
to do their job better in order to achieve this objective. Any training program should try to bring
changes in:

 Knowledge- It helps a trainee to know facts, policies, procedures and rules

pertaining to his job.
 Skills-It helps him to increase his technical and manual efficiency necessary to do
the job and
 Attitude- It moulds his behavior towards his co-workers and supervisors and
creates asense of responsibility in the trainee.

RESEARCH METHODOLOGY

Sample Design

Universe may be finite or infinite. The universe in this project is finite. The population
involved in this project is employees of M/s. SUPERFIL PRODUCTS (P) LTD.

Sample Size

This refers to the number of items to be selected from the universe to constitute a sample
size. In this research the sample size constitute 75 employees in the M/s. SUPERFIL
PRODUCTS (P) LTD. organization.

2
Sampling technique

Simple random sampling technique is to be used in this project.

Research Design

This project is based on descriptive research design.

Area of Research

This research is to be conducted in Chennai area.

Sources of Data

Both primary and secondary data shall be used to satisfy the objectives of study.

Primary Data

The study is based on primary data to be collected through structured

questionnaires and personal interviews.

Secondary Data

The data regarding company profile industry profile are collected from office records
and internet.

Tools for Data Analysis

For analysis and interpretation of primary data percentage analysis is to be used mainly due
To qualitative nature of data and bar diagram are to be used to represent them in pictorial form.

3
CHAPTER LAYOUT

This study is presented in 6 chapters

1. Introduction

2. Industry Profile

3. Company Profile

4. Theoretical Framework

5. Data Analysis& Interpretations

6. Conclusion

LIMITATIONS

Due to time limit sample size is limited to only 75 which may affect
accuracy of study.
Reluctance in the part of respondents may affect the accuracy of study.

Duration of study is limited to 14 days so that an extensive and deep study could
not be possible.

4
 CHAPTER 2

INDUSTRY PROFILE
INTRODUCTION
In this chapter the history and evolution of Nylon Monofilaments, the present status of
Indian nylon monofilaments for the fishing industry, Indian share in Global fishing industry,
Major export markets future trends, growth potential of Indian fishing industry size of
domestic nylon market and Demand Supply analysis of Indian nylon markets are described.
Finally this chapter conducts an analysis of fishing industry using porter’s five forces model.

HISTORY OF NYLON

Nylon is a generic designation for a family of synthetic polymers composed of polyamides

(repeating units linked by amide links). Nylon is a silk-like thermoplastic, generally made
from Petroleum that can be melt-processed into fibers, films, or shapes.

Nylon polymers can be mixed with a wide variety of additives to achieve many property
variations. Nylon polymers have found significant commercial applications in fabric and
fibers (apparel, flooring and rubber reinforcement), in shapes (molded parts for cars, electrical
equipment, etc.), and in films (mostly for food packaging).

DuPont made public in 1938 that their company had invented nylon. This new invention
was the first synthetic fiber, fabrics that are commonly used in textiles today.

In 1939, DuPont began marketing nylon monofilament fishing lines; however, braided
Dacronlines remained the most used and popular fishing line for the next two decades, as
early monofilament line was very stiff or "wiry", and difficult to handle and cast. Early
monofilament did, however, have good knot strength and very low visibility to the fish,
creating a small loyal following among fishermen.

In 1959 DuPont introduced Stren, a thinner and much softer monofilament line that
could be used in a large range of reels, including newly introduced spinning and spin casting
tackle. Stren's monofilament lines soon became a favorite with many fishermen because of
its overall ease of use and it spawned a whole host of imitators.

5
Dyneema is also becoming very popular and it is much stronger, but it is used mostly as a
braided fishing line. Because the elastic stretching is only a fraction of that of nylon
monofilament, the contact with fish or bait is more direct.

It is often used for deep water fishing from boats because lower diameters are used, which
give less resistance to currents, and the low stretch makes bites easily detectable

INDIAN FISHING INDUSTRY

Fishing nets have been used widely in the past, including by Stone Age societies. The
oldest known fishing net is the net of Antrea, found with other fishing equipment in the
Karelian town of Antrea, inland, in [Link] net was made from willow, and dates back to
8300 BC. Recently, fishing net sinkers from 27,000 BC were discovered in Korea, making
them the oldest fishing implements discovered, to date, in the world.

Some of the oldest rock carvings at Alta (4200–500 BC) have mysterious images,
including intricate patterns of horizontal and vertical lines sometimes explained as fishing
nets. American Native Indians on the Columbia River wove seine nets from spruce root
fibers or wild grass, again using stones as weights. For floats they used sticks made of cedar
which moved in away which frightened the fish and helped keep them together.

In modern times, hemp was almost the only material in large scale use in fishing gear until
1900when it found competition from cotton.

By 1950 s cotton had taken over a large fraction of fishing nets, although hemp nets were
still in use in large quantities. The first nylon fishing nets emerged in Japan in 1949 (although
tests of similar equipment were taking place around the world in the last years of the 1940
6
Brands sourced from India.

JCT, Gujarat Poly films, Gujarat State Fertilizers and Chemicals, Prafful Overseas
and AYM Syntel, Century Enka, JCT Ltd., and SRF are the major players manufacturing
Nylon Filament Yarnin India.

Nylon Monofilament Market Industry Outlook Acquisitions and mergers, production

expansion, facility expansion collaborations, partnerships, investments, are some of the key
strategies adopted by players in this market.

Nylon Monofilament top 10 companies include:

o Engineered Monofilaments Corporation (EMCO)

o ABC Polymer Industries,

o Superfil Products Ltd.

o Ningbo Judin Special Monofilament Co. Ltd.

o Perlon Monofil GmbH

o Luftking Enterprise Co. Ltd

o Wenzhou Ruichang Special Monofilament Factory.

o Toray Monofilament Co. Ltd.

o Ashley PolymersInc.

o Hinafil India Ltd

India’s share in Global fishing industry

The Global Nylon Monofilament market is anticipated to rise at a considerable rate

during the forecast period, between 2023 and 2028. In 2022, the market is growing at a steady
rate and with the rising adoption of strategies by key players; the market is expected to rise
over the projected horizon.

7
 The Nylon Monofilament market revenue was Million USD in 2016, grew to Million
USD in 2022, and will reach Million USD in 2028, with a CAGR of during 2022-2028.

INDIA’S NYLON MONOFILAMENTS EXPORT GROWTH OVER THE LAST

DECADE

 The data also shows the year wise trends of monofilament export. In the span of
10 year monofilament export from India has shown significant growth.

 In the year 2009 the total value of Monofilament export was 417.098 USD
million. Whereas the data of 2018 states the export value of 822.4 USD million,
which shows a considerable 8.38% greater.

 Monofilament is traded all around the world. The data provided on the export
analysis shows that there are almost 157 countries and territories, which
actively import Monofilament from India

Therefore, if any exporter wishes to export Monofilament then Connect2India offers a

 Complete guide on how to export Monofilament from India. The following data
contains everything from Monofilament

The top five countries to export Monofilament from India

 From the perspective of the data on Monofilament export, India’s top 5 trade
partners who import Monofilament from Indian exporters are mentioned in the
table, although the total export value of the top 5countries is 168.84 USD million
which is the 46.9% of the total export value of Monofilament.

Future Trends

 Keeping in view its past performance, current trends in global trade, the industry’s
inherent strengths and growth prospects, the fishing industry aims to augment
production, thereby enhancing its exports from the current level of US billion.

8
Major Markets:

o Asia-Pacific region held the largest share of 35% in the Nylon Monofilament Market in
the year 2021.

o The increase in the population in countries like China, India and Indonesia coupled with
the increase in the demand for food is increasing the demand for agricultural and
horticulture activities. According to world meter, the population of China was the highest
in the world during the year 2020 at an increase of 0.39% from the previous year 2019.

o India is the second largest populated country in the year 2020, with an increase of
0.99% from the previous year 2019.

o According to Indian Brand Equity Foundation, agriculture is the primary source of

livelihood for about 58% of India’s livelihood.

o Furthermore, China implemented The Soil Pollution Prevention and Control Law,
which came into force from the year 2019.

o This is further driving the demand for agricultural and horticulture activities which is in
turn increasing the demand for Nylon Monofilament Market in the region.

9
Growth Potential of Indian fishing industry

 The nylon monofilament market is expected to record a CAGR of more than 5.5%
during the forecast period 2022-2027.

 The COVID-19 pandemic negatively impacted the nylon monofilament market in

2021. Nylon monofilaments are majorly used in the manufacturing of fishing nets.

 However, the market is expected to achieve a positive growth rate over the coming
years.

 Over the medium term, a major factor driving the market studied is the growing
demand for nylon monofilament from fishing nets. On the flip side, volatility in raw
material prices is hindering the growth of the market.

 Asia-Pacific represents the largest regional market and is also expected to be the
fastest- growing market over the forecast period owing to the increasing consumption
from countries such as China, India, and Japan.

Indian Domestic Nylon Monofilament Market

 Nylon Monofilament Market size is expected to be valued at US$2.7 billion

bythe end of the year 2027 and is set to grow at a CAGR of 5.7% during the
forecast period from 2022-2027.

 Nylon monofilament is naturally occurring polymer polyamide which is

widely used in the manufacturing of nylon fishing line that is very efficient and
also cost-effective for making fishing lines.

 Nylon monofilament can also be made in fluorescent colors which impart a

spectral glow to fluorescent fishing lines, enabling night anglers to accurately
control casts and monitor retrieves in extremely low light conditions.

 Nylon monofilament is also used in tests done on diabetes patients, and therefore,
the increasing number of diabetes patients across the globe is giving rise to the
demand for Nylon Monofilament Market.

10
DEMAND & SUPPLY ANALYSIS

 The valuation for the Nylon Monofilament market was USD 1,802.3 Million in 2020,
and it is forecasted to have a growth rate of0% during the forecast period.

 In context to the Product Type, the Nylon 6 segment can be seen to occupying more
than 40.0% of the market in 2020, with a growth rate of 5.1% during the forecast
period. The market share held by the Nylon 6 segment is its traits like elasticity,
luster, high tensile strength, and toughness, which results in high demand for nylon
6 as the polymer for this filament, which contributes to the market share held by
this segment.

 In regards to Distribution Channel, the Offline segment held a considerable share of

the market, which occupied more than 60.0% of the market in 2020, with a CAGR of
5.6% during the forecast period. Offline channel is the most preferred channel for
distribution as it includes the opportunity for customers to create personal
connections with business, which is beneficial in building loyalty that contributes
to the market share held by this segment.

 In context to Application, the Medical segment is projected to witness a

considerable growth rate of 5.7% during the forecast period, which is expected to
hold more than 15.0% of the market share by 2028. The growth rate witnessed by the
Medical segment is attributed to continuously expanding healthcare sector and
applicability of this filament in identifying and measuring any early loss of protective
sensation and reducing diabetic foot ulceration, which contributes to the growth rate
witnessed by this segment.

 In regards to Region, Asia Pacific held the largest market share of more than 45.0% in
2020, with a growth rate of 5.3% during the forecast period

Nylon Monofilament Market Leaders

 Engineered Monofilaments Corporation (EMCO)

 ABC Polymer Industries, LLC

 TORAY INDUSTRIES, INC

 SUPERFIL

 ASHLEY POLYMERS, INC.

11
Analysis of Nylon Monofilament Industry –Porter’s 5 Forces Model

Porter developed these (5) forces to be a framework in where a business strategic

manager can gain that competitive edge over its rival firms. Even though it may be viewed
as simplistic, it is a powerful tool in understanding where power lies in any given business
situation. With such understanding, you can see where your strengths and weakness are and
how you can avoid taking the wrong steps.

Fig: 4.1
Porters 5 Forces Model

 Threat of New Entrants.

 Bargaining power of suppliers

 Bargaining Power of Customers

 Competitive Rivalry between existing players

 Threat of Substitutes.

Competitive Rivalry among Existing Players

Competition among existing rival firms in nylon monofilament industry is said to be very
HIGH. They want to dominate the market, so therefore there prices are considered to be Price
elastic. If they don’t follow the law of supply and demand, they can lose out on market share.

12
Threat of New Entrants
To enter into nylon monofilament industry market is relatively easy. There aren't many
Barriers, such as law and regulations. Hence to enter in such a market is LOW. However, we
must take into account that there are brand preferences that customers would prefer. Every
firm wants to being fashion and if a firm takes and innovative approach, they can dominate
the market in coming periods. With regards to start up capital, it may be little costly
because start up is labor and capital intensive.

Threat of Substitutes

A customer can easily deviate and switch to a new nylon monofilaments just as quick,
depending on if the price is right, its uniqueness and its quality. With so much resources
available it is very easy to replicate a firms own product. Hence threats of substitutes are
HIGH.

Bargaining Power of Suppliers

In this industry, Suppliers may have very little power. Suppliers have MEDIUM control.

Bargaining Power of Consumers

Consumers have very HIGH control in this market. Because of so much substitutes and
competitors, consumers have a lot of options in where to purchase their products.

CONCLUSION

In this chapter the history and evolution of Nylon monofilament, the present status of
Indian fishing industry, Indian share in Global fishing industry, Major export markets future
trends, growth potential of Indian fishing industry, size of domestic Nylon monofilaments
market and Demand Supply analysis of Indian for Nylon monofilament markets was
analyzed and an analysis of nylon industry using porter’s five forces model was carried out.

In the following chapter a detailed analysis about the organization will be carried out.

13
 COMPANY PROFILE

INTRODUCTION

This chapter provides details of M/s. SUPERFIL PRODUCTS (P) LTD. The
corporate mission, Vision and Motto are provided. Functioning of various departments such
as Production, Marketing, Finance and Human Resource Department is described. Finally, the
key success factors which made the largest manufactures of Nylon monofilament industries in
India are studied.

SUPERFIL PRODUCTS (P) LTD.

 Superfil Products (P) Limited was conceived in 1986 by its Managing Director
[Link], as a project to produce Nylon Monofilaments for the fishing industry.

 Right from the genesis of the idea it was absolutely clear to the promoters that
Superfil's endeavors apart from striving to be a significant player in the chosen fields,
would be to strive to make a difference in the Value-Offered.

 Thus, right from the beginning Superfil placed 'the customer' at the core of its decision
making process. 'Absolute orientation to customer needs' characterizes every activity
at Superfil till date.

 Superfil's approach to its customers, employees, vendors, financial institutions and

society is 'Creating Wealth Together'. The measure of Superfil's commitment in
creating wealth together with its stakeholders reflects in every aspect of its business.

14
ORIGIN OF SUPERFIL:

Superfil Products Limited was incorporated in 1986 as a Private Limited Company and
subsequently converted into a Public Limited Company in 1995. A professionally managed
company with a corporate mission of 'Growth with consolidation'. Superfil has posted
steady growth since incorporation, with support from a Strong team of dedicated professionals
with vast experience in synthetic fiber industry.

PROMOTER'S BACKGROUND:
Superfil Products Limited is promoted by Mr. [Link] and Mr. K. Theogarajan, both
first generation entrepreneurs with varied backgrounds. Subsequently, [Link] along
with Mr. Dhruv Narayan combined with technical, management, finance and
administrative skills with rich experience in Industrial and banking sectors continued to
improve the growth of the organization.

PAST BUSINESS TRACK RECORD:

 Superfil started with a capacity of 145 TPA for manufacturing monofilaments yarn in
1987 and expanded the capacity to 745 TPA in 1990. They further expanded in 1994
to 1225 TPA and to 1600 TPA in 2000. In 2002 the capacity was further expanded
to 2150 TPA. In the year 2003, Supefil bought out Nylon

 Multifilament Manufacturing Unit at Pondicherry with a capacity of about 1500

MT/year (High Tenacity) producing Nylon Multifilament Yarn. Started as a single
product company in 1987, superfil has emerged as a multiproduct company today.

 During this period new bloods with technical, commercial and practical
knowledge were inducted and now the group consists of 25 working Directors and
100 share holders spread over 16 various units. More than 4000 employees are
working in these units.

 The good quality and variety in models of Superfil products help the companies to
face the market competition positively. The company has been able to maintain the
quality of the products by adopting foreign technologies.

15
Vision

 To provide quality products to the customer at an affordable price

Mission

 To meet the market demand and to achieve a prominent position in the nylon
monofilament industry.

Motto

 “Quality products at Affordable Price”

16
INFRASTURTURE OF M/s. SUPERFIL PRODUCTS PVT LTD.
 The company's exclusive, dedicated monofilament line for exports located at
Chennai enables it to meet the global demands of gill netting, long lining and sports
fishing industries in the stringent.
 Markets of Europe, Africa, Sri Lanka , and USA amongst others. Superfil has the
distinction of being among the first companies in India to export co- polymer fishing
lines to Europe and South Africa.

 Being well entrenched in the monofilament market gave Superfil the impetus and
confidence to move into manufacturing of multi-filaments. We have established our
self swiftly in this domain as well. Superfil's high quality multi-filaments meet the
critical demands of fishing and industrial users

 Superfil manufactures monofilament of various polymers at its Chennai, Pondicherry

and Nagercoil plants. At all these locations, technology is constantly upgraded to meet
global standards. Superfil enjoys about 35% share of the Indian domestic
monofilament market.

 Superfil's multifilament yarn facility is located at Pondicherry. At this plant Nylon 6

multifilament yarn of various deniers 110 d, 210 d, 420 d, 630 d & 840 d are produced
for fishing and industrial

 Applications, for both domestic and export markets enjoys 25% share of the
domestic Superfil market for this range of products.

 The production department of M/s. Superfil products Pvt. Ltd comprises of well
experienced staff members starting from functional head, department head,
coordinator, supervisors, shift engineers, machine operators, pouring men and workers.
Production department also aims at maintaining the quality of products been produced.
Every employee is expected to take responsibility for managing quality issues in order
to make sure that waste is minimized and quality maximized. Quality checking and
assurance is carried out every day on a number of occasions to ensure that the
production process is working efficiently and effectively

17
Production Department:

Fishnet Yarn Monofilament in Fishing

 Superfil offers Nylon Monofilaments with the right blend of characteristics keeping in
mind the netting process, the post process and the usage value to the fishermen.

 This unique approach makes nets made from Superfil yarn stand out due to its high
catching efficiency, retention, and long life.

 For special requirements, Superfil delivers monofilaments of high transparency,

softness and knot strength. Standard colors are Natural, Blue and Green. Specific
colors are available on request.

Fishing Lines

 Super line® Fishing Lines from Superfil have dominated the market for over two
decades due to its consistent and reliable quality, delivered by giving utmost
importance to softness, strength and transparency, making it an unbeatable
combination.

 Special lines with several polymer combinations are also available depending on the
customer needs.

 Standard colors are Natural, Blue and Marine Blue. Special colors are available on
request. For exports, Superfil offers special grades such as Regular, Soft, HT, Leader,
Medium-Soft, etc. Packages include hanks, spools, and drums up to 30NM.

Sport Fishing Lines

 Superfil's Sport Fishing lines are marketed under the brand name Super line® in the
Domestic Market and various International Markets. Super line® needs special
mention for the sheer range of products, colors, and packages offered.

 Various grades such as Regular, Soft, High-Tenacity, Super High- Tenacity, etc are
offered in several variants.

 A large range of colors, including fluorescent colors, and multicolor are offered.
Packages include connected coils and spools, hanks, bobbins, etc. OEM branded
fishing lines are also offered for specific markets subject to conditions.

18
MUTIFILAMENT FOR FISHNETS
Products Technical Textiles

 Superfil's Nylon6 (Polyamide6) Multifilament Yarns are produced at our plants in

Pondicherry and Chennai. The two-stage process employed by Superfil gives it a
unique advantage in offering products of various deniers like 210d, 420d, 630d and
840d amongst others, with high-tenacity suitable fishnet applications.

 With one main spinning plant and two compact spinning plants, Superfil is in a
position to offer quick- change-over and short-production runs without any
compromise on Quality.

 The downstream drawing process employed by Superfil is also flexible with draw-
twisters offering Porn Packages of 2.2-2.5Kgs of yarn content, and draw-winders
offering paper tube packages with up to 6Kgs yarn content. Superfil's Yarn
Conversion Facilities at Pondicherry and Chennai, involve ply and cabling

 Machines for production of twines catering to the fishnet industry, and also
rewinding machines for the twines to be converted into cheeses of desired weight.

Products Other Industries

 Superfil's Nylon6 (Polyamide6) Multifilament Yarns are produced at our plants in

Pondicherry and Chennai. The two-stage process employed by Superfil gives it a
unique advantage in offering products of various deniers like 110d, 210d, 240d,
280d, 420d, 630d and 840d amongst others, with high- tenacity suitable for various
industrial applications.

 With one main spinning plant and two compact spinning plants, Superfil is in a
position to offer quick- change-over and short-production runs without any
compromise on Quality.

 The downstream drawing process employed by Superfil is also flexible with draw-
twisters offering Porn Packages of 2.2-2.5Kgs of yarn content, and draw-winders
offering paper tube packages with up to 6Kgs yarn content.

 Superfil's Compact Spinning Plant at Chennai is equipped to produce Nylon66

(Polyamide66) Multifilament Yarn in the denier range of 210d- 420d with High-
Tenacity, and Controlled- Shrinkage properties ranging from Normal- Medium-Low,
and can be offered with or without intermingling to suit specific end applications.

19
Consumer promotion and dealer promotion.

Consumers promotion consists of providing coupons, contest that we conduct and price
offer for our various products. For dealers we conduct sales contest, give gifts, and turnover
allowance based on the amount products been purchased from our firm. Company provides
scheme for dealers based on their purchase for that particular year. The adequate production,
supply, good quality, affordable price of the product, and the various marketing techniques
used by the company helps products to be a superior one in the market that satisfies the
customer.

Ordering System:

The company executives are directly taking orders from the wholesalers.

Delivery System:

The company has a very good system for the supply of the products to the wholesalers. The
company provides door delivery system and there is a fixed weekly chart for the supply.

Human Resource Department

Human resource department of the organization caters to the need of both employees and
workers of the organization, resulting in a good relation between employees and workers.
They are well satisfied with the attitude of the management towards them and in the
facilities provided to them. So there are no labour strikes, absenteeism and attrition.

The company provides excellent training programs for the employees to improve the skills
and productivity with in a lesser time. The employees are getting the statutory benefits like
Bonus, ESI scheme, Employees Provident Fund, Festival Holiday Allowances from the
company. They are often given awareness class related to cleanliness, health and safety.
Department heads also make visits to quarters were workers are staying in order to ensure
cleanliness in their surroundings. HR department maintain a help desk in order to redress
grievance of the workers and answer to their queries

Finance Department

Finance is life blood of every organization. It deals with procurement of funds and their
effective utilization in the business. Department has one department head, one senior
executive and four junior executive. Their functions mainly include checking daily cash
accounts, MIS preparation, bank reconciliation, central excise and export related work.

20
THE BOARD OF DIRECTORS:
SADAGOPAN NARAYAN (Director)
DHRUV NARAYAN (Managing Director)
RANGAMANNAR (Finance manager)
[Link] (Purchase manager)
SURAJ NARAYAN (Marketing manager)

SUCCESS FACTORS OF THE FIRM

The key factors which contributes to the success of the firm which make Superfil
productsof India largest manufactures of nylon monofilaments are detailed below.

 Foreign Technologies
The main advantage of company is implementation of Italian technology used for
injection molding. The company purchases nylon monofilaments moulds from Italy.
This will help the company to assure high quality with accurate size and good finish to
the product.

 Good Employer-Employee Relations

The company always maintains good employee -employer relations . The employees
are well satisfied with the attitude of the management towards them and facilities
provided to them. So there is no strike, labour absenteeism and resignation.

 Quality of the Product

The company has succeeded in withstanding the stiff competition from the
competing manufactures because of the superior quality of the products at reasonable
prices.
 Advertising and Marketing

The advertisement of superfil Product is based on new trends in the market and
highly appealing to the customers. Top management directly controls the marketing
and advertising activities of the firm. Top management directly controls the
marketing and advertising activities of the firm.

CONCLUSION

In this chapter, Profile of Superfil products the mission, Vision and Motto, functioning of
various departments such as Production, Marketing, Finance and Human Resource
Department was described. The detailed Organization chart and list of Board of Directors
were included in this chapter. Finally, the key success factors which made superfil products.
21
 CHAPTER 3

THEROTICAL CONCEPTS
INTRODUCTION

In this chapter the concepts of Human Resource Management, Training and

Development needs and methods, Executive Development program are discussed. The
systematic approach to training by identifying needs, setting objectives, designing policy and
conducting training in an effective way with follow up and evaluation is discussed. In the last
section, needs, criteria and methods of evaluating effectiveness of training and development
program are discussed in detail.

HUMAN RESOURCE MANAGEMENT

Organization is the process of combining work which individuals or groups has to

perform with the facilities necessary for its execution, that the duties so performed provide
the best channels for efficient, systematic, positive and coordinated application of the
available effort.

HRM is the planning organizing directing and controlling of the procurement, development,
compensation, integration, maintenance of human capital of an organization to achieve
individual, organizational and societal objectives.

HRM MODEL

The model developed by American Society for Training and development (ASTD) identifies
nine human resource areas:

 Training and Development

 Organization Development
 Organization/Job design

 Human Resource planning

 Selection and Staffing
 Personnel Research and Information Systems
 Compensation/Benefits
 Employee Assistance

22
TRAINING AND DEVELOPMENT

The efficient working of an organization depends upon efficiency or capability of personnel

working in an organization. Organizations and individuals should develop and progress
simultaneously for their survival and attainment of mutual goals. Employees need to be
trained and developed to meet present job requirements and future challenges. Training and
development is a specialized function and one of fundamental operative functions of Human
resource management.

The purpose of training is to achieve a change in behavior of those trained and to enable
them to do their job better in order to achieve this objective. Any training program should try
to bring changes in:

 Knowledge- It helps a trainee to know facts, policies, procedures and rules pertaining to
his job.
 Skills-It helps him to increase his technical and manual efficiency necessary to do the
joband
 Attitude- It moulds his behavior towards his co-workers and supervisors and creates a
sense of responsibility in the trainee.

Training is a short term process utilizing a systematic and organized procedure by which non-
managerial persons learn technical knowledge and skills for a definite purpose.

The terms „Training‟ and „Development‟ are used synonymously. But they have different
meanings. While training is the act of increasing the knowledge and skills of an employee
for doing a particular job, the Management Development includes the process by which
managers and executives acquire not only skills and competence in their present job, but also
capacities for future managerial tasks of increasing difficulty and scope.

Development is a long- term process utilizing a systematic and organized procedure by which
managerial persons learn conceptual and theoretical knowledge for long term use.

Need for Training

Job requirements

The employee selected for a job might lack the qualifications required to perform the job
effectively. New and inexperience employees requires detailed introduction for effective
performance on the job. In some cases the past experience, attitudes and behavior patterns of
experienced persons may be in appropriate for new organization

23
Technological Changes

The technology is changing fast. Increased use of fast changing techniques requires training
in new technology. New jobs utilizing latest technology require new skills. Both new and old
skills require training.
Organizational Viability

In order to survive and grow an organization must continuously adopt itself to changing
environment. With increasing economic liberalization and globalization in India, Business
firms are experiencing international competition. So the firms must upgrade their capabilities.
An organization must build up a second line of command through training in order to meet the
future needs for human resources.

Internal Mobility

Training becomes necessary when an employee moves from one job to another due to
promotion or transfer Thus there is an even present need for training people so that new and
changed techniques may be taken advantage and improvements in old methods are affected.
Need for training has increased due to growing complexity of jobs, increasing professional
management, growing uncertainties in the environment, global competition, growing
aspirations vast untapped human potential, ever increasing gaps between plans and results and
sub optimal performance levels

Importance of Training

o Training enables management to face the pressure of changing environment.

o Training usually results in an increase of quantity and quality of output.
o Training needs to job satisfaction and higher morale of employees.
o Trained workers need lesser supervision.

o Trained workers enable enterprise to face competition.

o It moulds the employees‟ attitudes and helps them to achieve better co-operation
withinorganization.

o Trained employees make better economic use of materials and equipments resulting in
reduction of wastage and spoilage.

24
 Benefits of Training

 Training is helpful to employees in the following ways

 Training improves self confidence.

 Training leads to higher earnings of employees by increasing productivity.

 Training improves safety awareness and trained employees are less prone to accidents.

 Training enables an employee to adapt to changes in the work procedures

 An employee can develop himself and earn quick promotion.

 Training & develops new knowledge and skills which remains permanently with him.

Types of Training

Training is required for several purposes. Accordingly training programs may be the
following types.

Orientation Training/Induction Training

Induction training seeks to adjust newly appointed employees to the work environment.
Every new employee needs to be made fully familiar with his job, his supervisor and
subordinates with the rules and regulations of the organization. The induction training creates
self confidence in new employees.

Job training

It refers to the training provided with a view to increase the knowledge and skills for
improving performance of the job. Employees may be taught the correct methods of handling
equipments and machines used in the job. Such training helps to reduce accidents, waste and
in efficiency in performance of the job.

Safety training

Training provided to minimize accidents and damage to machinery is known as safety

training. It involves instruction to perform the work safely.

Promotional training

It involves training of existing employees to enable them to perform high level jobs.
Employees with potential are selected and they are given training before their promotion. So
that they do not find difficulty to shoulder the higher responsibilities of the new .
25
Refresher training

When the existing techniques become obsolete due to development of better techniques,
employees have to be trained in use of new methods and techniques

Remedial Training

Remedial training is arranged to overcome the shortcoming in the behavior and performance
of old employees. Remedial training shall be conducted by psychological experts

EXECUTIVE DEVELOPMENT
Importance of Executive Development

 There is a shortage of trained managers. The organization has to develop the

employees and maintain and inventory of executive skills to future demands.
 The performance of company depends upon the quality of its mangers. It is of
paramount importance to have effective and desired managerial talents to meet the
organization’s demand.
 Obsolescence of managerial skills is an important factor. A manager must continuously
update himself to successfully meet new challenges as they occur.

Process of Executive Development

 Analysis of development needs: - First of all the present and future development
needs of the organization are ascertained. It is necessary to determine how many and
what type of executives are required to meet the present and future needs of the
enterprise.

 Appraisal of the present managerial talent: - A qualitative assessment of the

existing executives is made to determine the type of executive talent available
within the organization.

 Planning individual development program: Each one of us has a unique set of

physical, intellectual and emotional characteristics. Therefore, development plan
should be tailor-made for each individual.

 Establishing training and development program: - The HR department prepares

comprehensive and well conceived programs.

 Evaluating developing programs

26
 Methods of Executive Development

Methods of development or executive development can be broadly divided into two

categories.

1) On the job development or executive development: it means increasing the ability of the
executives while performing their duties, to develop them in real work situation. It includes
the following methods:

 On the job coaching: under this method superior only guides his subordinate about various
methods and skill required to do the job. Here the superior only guides his subordinate he
gives his assistance whenever required. The main purpose of this type of training is not only to
learn the necessary skills but to give them diversified knowledge to grow in future. The
superior is responsible for subordinate’s performance.
 Understudy: under this method of development the trainee is prepared to fill the
position of his superior. He in the near future will assume to do the duties of his
superior when he leaves the job due to retirement, transfer or promotion.

 Job rotation: here the executive is transferred from one job to another or from one
plant to other. The trainee learns the significance of the management principles by
transferring learning from one job to another. This method helps in injecting new
ideas into different departments of the organization.

 Committee assignment: under this method committee is constituted and assigned a

subject to give recommendations. The committee makes a study of the problem and
gives suggestions to the departmental head. It helps the trainees because every member
of the committee gets a chance to learn from others.

2) Off the job development or executive development: here the executives gets the
training off the job means not when they are doing the job. It involves following methods:

 Special courses: here the executives attend the special courses which are organized by
the organization. Under this experts from professional institutions provide them the
training.

 Specific readings: here the human resource development manager provides copies of
specific articles published in the journals to the executives to improve their
knowledge. The executives study such books or articles to enhance their knowledge.

 Special projects: under this method the trainee is given a project related to the
objective of the department.

27
  Conference training: here the organization conducts a group meeting. In which the
executive learn from the others by comparing his opinion with others.

 Sensitivity training: it is also known as T group training or laboratory training. It is

conducted under controlled conditions. T group help in learning certain things, they
help the participants to understand how group actually work. It helps in increasing
the tolerance power of the individual and ability to understand others. T group
generally sits together and discuss for hours where the members learn about their own
behavior and behavior of others.

SYTEMETIC APPROCH TO TRAINING

The flow chart given below shows various stages of systematic approach to training and
development.

Flow chart 4.1: Systematic approach to training

Identifying training
Needs

Setting training

Designing training
Program

Evaluation

Identifying training needs

All training needs must be related to the specific needs of organization an individual
employees. A training program is launched after the training needs are assessed.
28
 The training needs can be identified though following types of analysis.

1. Organizational Analysis
It involves a study of the entire organization in terms of its objectives, its
resources, resource allocation and utilization, growth potential and its environment.
 The organizational analysis includes the analysis of Short term and long term
objectives of the firm.
 Allocation and efficient utilization of human resources to meet the operational
targets. Organizational Climate including the management’s attitude towards
employee development
 Environmental Scanning to identify the factors affecting organization which it can
control and the constraints which it cannot.

2. Task role / Operational Analysis

It is systematic and detailed analysis of jobs to identify job contents, the knowledge, skills
and aptitudes required and the work behavior. Attention is paid to tasks to be performed,
methods used, the way employees have learnt these techniques and performance standards
required is analyzed in this stage. The purpose of operation analysis is to decide what should
be taught.

3. Manpower Analysis

In this analysis the persons to be trained and the changes required in the knowledge, skills
and attitude of an employee is determined. First of all, it is necessary to decide whether
performance of employee is below standard and training needed. Secondly it is decided
whether employee is
Capable of being trained. Thirdly, the specific areas in which employee requires training.
Lastly, whether training will improve employee’s performance or not is determined.

Training can be relevant and viable if the three types of analysis given above are carried out
on continuously.

29
 Setting training objectives and policy

The overall aim of a training program is to fill in the gap between the existing and the
desired pool of knowledge, skills and aptitudes. Objectives of training express the gap
between the present and the desired performance levels.

The main objectives of training may be defined as follows

o To impart to new entrants the basic knowledge and skills for efficient performance
definite task.
o To assist employees function more efficiently by exposing them to latest concepts,
information and techniques and developing the skills they require in the particular job.
o To build up a second line of competent officers and prepare them to occupy more
responsible positions.
o To broaden the narrow minds of senior managers through interchange of experience
within and outside so as to correct the narrow outlook caused due to over
specialization.

Designing a training Program

Once the objectives and policies of training are decided, appropriate training program can be
designed and conducted. Decisions on the following items are required for this purpose.

1. Responsibility of training
The responsibility of the training program has to be shared among

o The top management

o The Personnel department

o The line supervisors

o The employees who should provide feedback and suggestions

2. Selecting and motivating target group

The type of training method to be used will depend upon the type of persons to be
trained. So it is necessary to decide in advance who are to be trained workers, supervisors or
executives. The employees will be interested in training if they believe that it will benefit them
personally.

30
 4.6.4. Conducting the training

This is the action phase of training. Here the trainer tells, demonstrates and illustrates in
order to put over the knowledge and operations. However, before it a learner should be put
to ease. It is necessary to explain why he is being taught to develop his interest in training.
Instructions should be clear and complete. Key points shall be stressed upon and one point
should be trained at a [Link] should be encouraged to ask questions
4.6.5 Follow up and Evaluation

In the evaluation step, the effectiveness of training program is assessed. The feedback
generated through follow up will help to reveal weaknesses or errors if any; Necessary
corrective action can be taken. If necessary training can be repeated until trainees learns
whatever has been taught to him. It also helps in designing future training program.

TRAINING METHODS
The training methods employed for training of operatives may be described under.
1. On-the-job training (OJT)
In this method trainees are placed on regular job and taught the skills necessary to perform
it. The trainee learns under the supervision of superior or instructor. It is also called learning
by doing.

2. Vestibule training
In this method a training centre called vestibule is setup and actual job conditions
are stimulated. Expert trainers are employed to provide training with machines that are
identical to those used in work place.

3. Apprentice training
In this method the theoretical instruction and practical learning are provided to
trainees in training institutes. The aim is to develop all-round craftsmen. Generally a
stipend is paid during training.

4. Class room training

Under this method training is provided to company class room. Lectures, case studies group
discussions and audio visual aids are used to explain knowledge and skills to employees.
Class room training is useful for teaching concepts and problem solving. It is also useful for
orientation training and safety training.

5. Internship training
It is a joint program of training in which educational institutions and business firms
cooperate. Selected candidates carry on regular studies for prescribed period
31
 EVALUATING EFFECTIVENESS OF TRAINING

Need for Evaluation

It is necessary to evaluate the extent to which training programmers have achieved the
goals for which they were designed. Such evaluation will provide useful information about
effectiveness of training as well as about design of future training programmers. The
evaluation of training provides useful data on the basis of their relevance of training and
integration with other functions of human resource management can be judged.

Concept of Training Effectiveness

Training effectiveness is the degree to which trainees are able to learn and apply the
knowledge and skills acquired in the training programmers. It depends on the attitudes,
interests, values and
Expectations of trainees and training environment. A training program is likely to be more
effective when trainees want to learn, are involve in their jobs, have career strategies. Contents
of the training programmer, and ability and motivation of trainers also determine training
effectiveness.
Evaluation Criteria

According to Hamblin effectiveness of the training can be measured in terms of following

criteria:

i. Reactions: A training programmers can be evaluated in terms of the trainees‟ reactions to

the objectives, contents and methods of training. In case the considered the programmers
worthwhile and liked it, the training the training can be considered effective.
ii. Learning: The extent to which the trainees have learnt the desired knowledge and skills
during the training period is useful basis for evaluating training effectiveness.
iii. Behavior: Improvement in the job behavior of the trainees reflects the manner an extent to
which learning has been applied to the job.
iv. Results: The ultimate result in terms of productivity, quality improvement, costreduction,
accident reduction, reduction in labour turnover and absenteeism are best criteria for
evaluating training.

Methods of Evaluation

Several methods can be employed to collect data on the outcomes of training.

32
Methods of Evaluation
Several methods can be employed to collect data on the outcomes of training.

o The opinion and judgment of trainers, superiors and peers

o Evaluation forms filled up by trainees

o Questionnaires filled up by trainees

o Giving written tests to trainees

o Arranging structured interviews with trainees

o Comparing performance of trainees on the job before and after training

o Studying profiles and career development charts of trainees

o Measuring the levels of productivity, wastage, Costs, absenteeism and employee turnover
aftertraining
o Trainees‟ comments and reactions during training period

o Cost benefits analysis of the training programs.

Feed back

After evaluation process the situation should be analyzed to identify the possible causes for
difference between expected outcomes and actual outcomes. Necessary precaution should
be taken in designingand implementing future training programs so to avoid causes.

CONCLUSION

In this chapter the concepts of Human Resource Management, Training and Development
needs and methods, Executive Development program were discussed. The systematic
approach to training by identifying needs, setting objectives, designing policy and
conducting training in an effective way with follow up and evaluation was discussed. In the
last section, needs, criteria and methods of evaluating effectiveness of training and
development program were discussed in detail.

In the following chapter the data collected from the employees of M/s. SUPERFIL
PRODUCTS PRIVATE LIMITED will be analyzed and interpretations will be given.

33
 CHAPTER 4

DATA ANALYSIS AND INTERPRETATION

INTRODUCTION
A questionnaire was prepared for measuring effectiveness of training and development and
distributed among the employees of the M/s. SUPERFIL PRODUCTS (P) LTD. The primary data
collected by simple random sampling by using questionnaires was tabulated, converted in to
percentage and displayed both in table as well as by graphical representation for analysis. Based on
the data, Interpretations were made. The questionnaire used for carrying out survey is included in
the annexure.

GENDER OF RESPONDENTS
Employees were given questionnaire requesting the m to fill up the gender. The data collected is
shown in the form of table and pie chart below.

Table 4.1
Table showing Gender of respondents
Opinion No. of Respondents Percentage of
Respondents
Male 32 64
Female 18 36
Total 50 100
Source: Primary Data

Chart 4.1 Graph showing Gender of respondents

Gender of Respondents in %

36 %
Female Male
64 % Female
Male

Source: Primary Data

Inference: Above table shows 64% of respondents were males and 36 percentages were
females. The gender is displayed graphically using a pie chart. It shows majority of respondents
are males.
34
 AGE OF RESPONDENTS

The age was divided into five different groups and respondents were requested to specify
whichage group they belong. The result is displayed in table form and bar chart form.

Table 4.2

Table showing Age of respondents

Age of No. of Respondents Percentage of

Respondents Respondents
Below 25 18 36
25-35 23 46
35-45 9 18
45-55 0 0
Above 55 0 0
Total 50 100
Source: Primary Data

Chart 4.2: Chart showing Age of respondents

50 46
45

40 36
35
30
25
20 18 % of respondents
15
10

Below 25Yrs 25-35 Yrs 35-45 Yrs 45-55 Yrs Above 55 Yrs

(Source: Primary Data)

Inference: Above table shows 36% of respondents are below 25 years, 46 % of respondents are of
25- 35 age group category and 18% of the respondents are of the age group of 35-45 years age
group. It also infers that majority of the respondents are young and below 35 years.

35
 QUALIFICATIONS OF THE RESPONDENTS
The respondents were requested to enter their educational qualification and the results are
displayed intable and chart format and interpreted.

Table 4.3
Table showing educational qualifications of the respondents

Qualification No of Respondents Percentage

Below SSLC 0 0
SSLC 0 0
PDC 0 0
Graduate 18 36
Post Graduate 32 64
Total 50 100
Source: Primary Data

Chart 4.3

Chart showing educational qualification of the respondents.

70
64

60

50

36

30 % of

20

10

Below SSLC PDC Graduate Post

Inference: Above table shows 36% of respondents are graduates and 64% of respondents
of the respondents are post graduates. It infers that the most of employees are highly qualified

36
EXPERIENCES OF THE RESPONDENTS
The period of experience was classified in to different groups and respondents were requested
to specify which group they belong. The results of survey is displayed both in table and chart
form and interpretations are given.

Table 4.4: Experience of the respondents

Qualification No of Respondents Percentage of

Respondents
Less than 5 years 26 52
5-10 yrs 21 42
10-15 yrs 3 6
15-20 yrs 0 0
Above 20 yrs 0 0
Total 50 100
Source: Primary Data

Chart 4.4: Experience of the respondents

60
50

40

30
% of Respondents
20

10

5-10 Yrs 10-15 yrs 15-20 yrs Above 20 yrs

years
B

Inference: Above table shows the majority of the respondents (52%) are having
experience less than 5 years; 42% of the respondents are having experience between 5 -10 years
and 6% of respondents are having experience between 10-15 years. No respondents are having
experience more than 15 years.

37
DEPARTMENT OF RESPONDENTS

The respondents were requested to specify their departments for assessing department
wise training needs. The data collected is displayed in table and chart form.
Table 4.5: Department of respondents
Department No of Respondents Percentage of
Respondents
Sales 9 18
Marketing 9 18
Not Specified 32 64
Total 50 100
Source: Primary Data

Chart 4.5: Department of respondents

70

60

50

40

30 % of respondents

20

10

Sales Marketing Not Specified

Inference: 18% of the respondents were from Sales department 18% of the respondents were
from marketing department and 64% of respondent were hesitant to disclose the department
they are working in.

38
TYPE OF TRAINING ATTENDED
The employees were requested to disclose the methods of training they have under gone in
theorganization. The result is displayed in both table format and graphical format

.
Table 4.6: Type of training method attended

Type of training attended No of respondents Percentage of

Respondents
On-the-job training 50 100
Class room training 10 20
Others 0 0
Total 50 100
4Source: Primary Data

Chart 4.7

Chart showing the type of training attended

120

100

80

60
% of respondents
40

20

On-the-job training Others

Inference: The entire employees responded has undergone On-the-job training in the
organization. Special training based on the needs is conducted in addition to on- the job-
training.
39
TRAINING NEED IDENTIFICATION BY MANGEMENT
Respondents were requested to react to the statement that “the management of M/s.
SUPERFIL PRODUCTS (P) LTD identifies the training needs of employees”. A five point
like scale from „ strongly agree ‟ to „highly disagree ‟ was used to measure their response.
The responses are recorded in both tabular form and graphical form.

Table 4.8
Table showing training needs identification by management

Particulars No of Respondents Percentage of

Respondents
Strongly Agree 12 24
Agree 29 58
Partially Agree 9 18
Disagree 0 0
Highly disagree 0 0
Total 50 100
Source: Primary Data

Chart 5.8
Chart showing training needs identification by management

35
30

25

20
% of
15 Respondents
10

Strongly Agree Partially Disagre Highly

Agree Agree e

Inference: 24% of respondents strongly agree that management identifies the training needs.

58 % of respondents agrees that management identifies training needs. 18% of respondents partially
agree that management identifies the training needs. Nobody disagrees to the statement.

40
IMPORTANCE GIVEN TO TRAININGAND DEVELOPMENT
Respondents were requested to react to the statement that “the training and development is
given adequate importance in M/s. SUPERFIL PRODUCTS (P) LTD”. A five point like
scale from „ strongly agree ‟ to „highly disagree ‟ was used to measure their response.
The responses are recorded in both tabular form and graphical form. Inferences are arrived
from the data.

Table 4.9
Table showing importance given to the training and development
Particulars No of Respondents Percentage of
Respondents
Strongly Agree 15 30
Agree 20 40
Partially Agree 15 30
Disagree 0 0
Highly disagree 0 0
Total 50 100
Source: Primary Data

Chart 5.9: Chart showing importance given to training and development

45
40
35
30
25
20
% of Respondents
15
10

Strongly Agree Agree Partially Agree Disagree Highly

Inference: 30% of respondents strongly agree that importance is given for training and
development. 40 % of respondents agree that importance is given for training and
development. 18% of respondents partially agree that management identifies the training
needs. Nobody disagrees with the statement.
41
EAGERNESS OF SENIOR MANAGERS TO DEVELOPJUNIORS
Respondents were requested to react to the statement that “the senior managers of
M/[Link] PRODUCTS (P) LTD is eager to help their juniors develop through
training”. A five point likert scale from „strongly agree ‟ to „highly disagree ‟ was used to
measure their Response. The responses are recorded in both tabular form and graphical
form. Inferences are arrived from the data.

Table 4.10

Table showing eagerness of senior managers to help the juniors develop through training
Particulars No of Respondents Percentage
Strongly Agree 0 0
Agree 39 78
Partially Agree 11 22
Disagree 0 0
Highly disagree 0 0
Total 50 100
Source: Primary Data

Chart 4.10
Eagerness of senior managers to help the juniors develop through training
90
80
70
60
50
% of
3
0
20

Strongly Agre Partially Disagre Highl

e e y

Inference: 78 % of respondents agree that senior managers are eager to develop juniors
through training and development. 32% of respondents partially agree that senior managers are
eager to develop juniors through training and development. Nobody disagrees with the
statement.

42
IMPORTANCE GIVEN TO INDUCTION TRAINING
Respondents were requested to react to the statement that “the Induction training is given
adequate importance in M/s. SUPERFIL PRODUCTS (P) LTD”. A five point likert scale from „
strongly agree ‟ to „highly disagree ‟ was used to measure their response. The responses are
recorded in both tabular form and graphical form. Inferences are arrived from the data.

Table 4.11
Table showing importance given to induction training
Particulars No of Respondents Percentage of
Respondents
Strongly Agree 0 0
Agree 50 100
Partially Agree 0 0
Disagree 0 0
Highly disagree 0 0
Total 50 100
Source: Primary Data

Chart 4.11: Chart showing importance given to induction training.

120

100

80

60
% of Respondents

40

20

Strongly Agree Agree Partially Agree Disagree Higly Disagree

Inference: Entire respondents agree that, the adequate importance is given for induction
training in the organization. Nobody disagrees with the statement.

43
TRAINING BASED ON USEFULNESS, REALITY ANDBUSINESS STRATEGY
Respondents were requested to react to the statement that “the training given in M/s.
SUPERFIL PRODUCTS (P) LTD is realistic useful and based on the
business strategy of the organization”. A five point likert scale from „strongly
agree‟ to „highly disagree ‟ was used to Measure their response. The responses are recorded
in both tabular form and graphical form. Inferences are arrived from the data.
Table 4.12

Table showing training based on usefulness, reality and business strategy

Particulars No of Respondents Percentage of

Respondents
Strongly Agree 18 36
Agree 26 51
Partially Agree 6 18
Disagree 0 0
Highly disagree 0 0
Total 50 100
Source: Primary Data
Chart 4.12:

Chart showing training based on usefulness, reality and business strategy

60
50

40

% of
20
10

Strongly Agre Partially Disagre Highl

e e y

Inference: 36% of respondents strongly agree that the training given in the organization is
useful, realistic and based on the business strategy of the organization. 52% of respondents
agree that the training given in the organization is useful, realistic and based on the business
strategy of the organization. 18% of respondents partially agree that the training given in the
organization is useful, realistic and based on the business strategy of the organization.

44
USEFULLNESS OF TRAINING IN ACQUIRINGTECHNICAL
KNOWLEDGE AND SKILLS
Respondents were requested to react to the statement that “the training given in M/s.
SUPERFIL PRODUCTS (P) LTD is useful to acquire technical knowledge and skills”. A five
point likert scale from „strongly agree‟ to „highly disagree ‟ was used to measure their
response. The responses are recorded in both tabular form and graphical form. Inferences are
arrived from the data.

Table 4.13: Usefulness of training in developing technical knowledge and skills

Particulars No of Percentage
Respondents of
Respondent
Strongly Agree 15 30
Agree 26 52
Partially Agree 9 18
Disagree 0 0
Highly disagree 0 0
Total 50 100
Source: Primary Data

Chart 4.13: U s e f u l n e s s of training in developing technical knowledge and skills

60

50

40

30
% of Respondents
20

10

Strongly Agree Agree Partially Agree Disagree Highly

Disagree

Inference: 30% of respondents strongly agree that the training given in the organization is
helpful in developing technical knowledge and skills to perform their duties. 52% of
respondents agree that the training given in the organization is helpful in developing technical
knowledge and skills to perform their duties.

45
EMPHASIS IN DEVELOPING MANAGERIALCAPABILITIES

Respondents were requested to react to the statement that “the emphasis is given in
M/[Link] PRODUCTS (P) LTD on developing managerial capabilities of managerial
staff through training and development”. A five point likert scale from „strongly agree‟ to
„highly Disagree‟ was used to measure their response. The responses are recorded in both
tabular form and graphical form. Inferences are arrived from the data.
Table 4.14
Table showing emphasis in developing managerial capabilities

Particulars No of Percentage
Respondents of
Respondents
Strongly Agree 15 30
Agree 26 52
Partially Agree 6 12
Disagree 3 6
Highly disagree 0 0
Total 50 100

Chart 4.14
Table showing emphasis in developing managerial capabilities

60

50

40

30
% of Respondents
20

10

Strongly Agree Agree Partially Agree Disagree High Disagree

Inference: 30% of respondents strongly agree that the training given in the organization is
helpful in developing managerial capabilities. 52% of respondents agree that the training given in
the organization is helpful in developing managerial capabilities. 12% of respondents partially
agree that the training given in the organization is helpful in developing managerial capabilities.
9% of respondents disagree that the emphasis is given in developing managerial capabilities .
46
USEFULLNESS OF TRAININGIN & DEVELOPING HUMAN
RELATION COMPETENCIES
Respondents requested asked to react to the statement that “the training given in M/s.
SUPERFIL PRODUCTS (P) LTD is useful in developing human relation competencies”. A
five point likert scale from „strongly agree ‟ to „highly disagree ‟ was used to measure their
response. The Responses are recorded in both tabular form and graphical form. Inferences are
arrived from the data

Table 4.15
Table showing usefulness of training in developing human relation competencies

Particulars No of Percentage
Respondents of
Respondent
Strongly Agree 0 0
Agree 41 82
Partially Agree 9 18
Disagree 0 0
Highly disagree 0 0
Total 50 100

Chart 4.15

90
80

70

60

50
% of
40 Respondents
30
20

10

Strongly Agre Partially Disagre Highl

Agree e Agree e y

Inference: 82% of respondents agree that the training given in the organization is helpful in
developing human relationship competencies.
47
IMPROVEMENT IN SKILL, ABILITY AND TALENT
Respondents were requested to react to the statement that “the training given in M/s.
SUPERFIL PRODUCTS (P) LTD has improved the skill, ability and talents of the
employees”. A five point likert scale from „strongly agree‟ to „highly disagree‟ was used to
measure their response. The Responses are recorded in both tabular form and graphical form.
Inferences are arrived from the data.
Table 4.16
Table showing improvement in developing skill, ability and talent

Particulars No of Percentage
Respondents of
Respondent
Strongly Agree 33 66
Agree 14 28
Partially Agree 3 6
Disagree 0 0
Highly disagree 0 0
Total 50 100

Chart 4.16
Chart showing improvement in developing skill, ability and talent

70
60

50

40

30 % of Respondents

20
10

Strongly Agree Agree Partially Agree Disagree Highly

Inference: 66% of respondents strongly agree that the training given in the organization is
helpful in developing skills, ability and talent. 28% of respondents agree that the training
given in the organization is helpful in developing skills, ability and talent. 6% of respondents
partially agree that the training given in the organization is helpful in developing skills.
48
IMPROVEMENT IN COMMITMENT TOWARDS WORK
Respondents were requested to react to the statement that “the training given in M/s.
Superfil Products (P) ltd has improved the commitment towards work”. A five point likert
scale from „strongly agree‟ to „highly disagree‟ was used to measure their response. The
responses are Recorded in both tabular form and graphical form. Inferences are arrived from
the data.

Table 4.17
Table showing improvement in commitment towards work

Particulars No of Respondents Percentage of

Respondents
Strongly Agree 0 0
Agree 41 82
Partially Agree 9 18
Disagree 0 0
Highly disagree 0 0
Total 50 100
Chart 4.17

Chart showing improvement in commitment towards work

90
80
70
60
50
40
30
20 % of Respondents
10

Strongly Agree Agree Partially Agree Disagree Higly Disagree

Inference: 82% of respondents agree that the training given in the organization is helpful in
improving commitment towards work. 18% of respondents partially agree that the training
given In the organization is helpful improving commitment towards work.

49
USEFULNESS OF TRAINING IN DEVELOPING POSITIVE
ATTITUDE AND TEAMWORK
Respondents were requested to react to the statement that “the training given in
M/[Link] fil Products(p) ltd is useful in developing positive attitude and team work”. A
five point likert scale from „strongly agree‟ to „highly disagree‟ was used to measure their
response. The Responses are recorded in both tabular form and graphical form. Inferences are
arrived from the data.
Table 4.18
Table showing usefulness of training in developing positive attitude and teamwork

Particulars No of Percentage
Respondents of
Respondent
Strongly Agree 0 0
Agree 41 82
Partially Agree 6 12
Disagree 3 6
Highly disagree 0 0
Total 50 100

Chart 4.18
Chart showing usefulness of training in developing positive attitude and teamwork

90
80
70
60
50
40
30 % of Respondents
20
10

Strongly Agree Agree Partially Agree Disagree Higly Disagree

Inference: 82% of respondents agree that the training given in the organization is helpful in
developing positive attitude and teamwork. 12% of respondents partially agree that the
training Given in the organization is helpful in positive attitude and teamwork. 6% of
respondents are disagreeing that the training given in the organization .
50
NUMBER OF EMPLOYEES WHO TAKE TRAININGPROGRAMMES
Respondents were requested to react to the statement that “those who are deputed for training
take training seriously”. A five point likert scale from „strongly agree‟ to „highly disagree‟
was used to measure their response. The responses are recorded in both tabular form and
graphical form. Inferences are arrived from the data.

Table 4.19: Table showing the number of employees who take the training programs
seriously

Particulars No of Percentage
Respondents of
Respondent
Strongly Agree 15 30
Agree 26 52
Partially Agree 3 6
Disagree 6 12
Highly disagree 0 0
Total 50 100

Chart 4.19: Number of employees who take the training programs seriously

60
50

40

30
% of Respondents
20
10

Strongly Agree Agree Partially Agree Disagree

Inference: 30% of employees strongly agree that they take training programs seriously. 52% of
respondents agree that they take training program seriously. 6% of respondents partially
agree that the training they take training program seriously. 12% of respondents are
disagreeing that they takes training program seriously.

51
RATING OF THE STANDARDS OF IN-HOUSE TRAINERS

Respondents were requested to react to rate the standards of in-house trainers. A five point
likert scale from Excellent‟ to Poor‟ was used to measure their response. The responses are
recorded in both tabular form and graphical form. Inferences are arrived from the data.

Table 4.20: Table showing the rating of the standard of in-house trainers

Particulars No of Respondents Percentage of

Respondents
Excellent 0 0
Very good 0 0
Good 47 94
Satisfactory 3 6
Poor 0 0
Total 50 100

Chart 4.20: Chart showing the rating of the standard of in-house trainers

100
90
80
70
60
50
40 % of Respondents

30
20
10

Excellent Very Good Good Satisfactory Poor

Inference: 82% of employees say that the standards of in-house trainers are good. 6% of
respondents say that the standards of in-house trainers are satisfactory.

52
 Likert mean scores
Likert Scale adopted
A (Strongly Agree) =5, B (Agree) =4, C (Partially agree) =3, D
(Disagree) = 2,E (Strongly Disagree) =1
Likert me scores
Particulars Mean
A B C D E score
Does management of your organization identifies the
12 29 9 0 0 4.1
training needs for the employees?
Do you agree that Training and Development is given 15 20 15 0 0 4.0
adequate importance in M/s. SUPERFIL PRODUCTS (P)
LTD?
Do you agree that Senior Managers are eager to help their 0 38 12 0 0 3.8
juniors develop through training?
Is induction training given to newcomers given 0 50 0 0 0 4.0
adequate importance in your organization?
Do you agree that training given is realistic, useful and based 18 26 6 0 0 4.2
onthe business strategy of the organization?
Do you agree that the training in M/s. SUPERFIL 15 26 9 0 0 4.1
PRODUCTS(P) LTD helps to acquire technical
knowledge
Do you agree that there is emphasis on developing 15 26 6 3 0
managerialcapabilities of managerial staff through training? 4.1
Do you agree that Human relations competencies are adequately 0 41 9 0 0
developed in your organization through training? 3.8
Do you agree that the training and development program have
increased the skill, ability talents towards the assigned job 33 14 3 0 0 4.6
and help in increasing in quality and productivity of your
work?
Did training program help to increase the 29 15 3 0 0 4.3
commitment towards work?
Did the training program helps in development of 0 39 6 3 0 3.6
positive attitude and team work?
Those deputed for training program take the training 15 26 3 6 0 4.0
seriously?
How do you rate the standards of in-house trainers 0 0 47 3 0 2.9
in M/s. SUPERFIL PRODUCTS (P) LTD?
Do you agree that enough time was provided to learn about 0 41 6 3 0 3.8
the subject covered in the training program?
Do you agree that the trainer provides training to meet 0 35 15 0 0 3.7
present needs?
Your performance has improved after training? 15 32 3 0 0 4.2
Any feedback is given on your performance after attending 15 23 12 0 0 3.8
thetraining programmers?

53
 CHAPTER 5

FINDING,SUGGESTIONS,CONCLUSION
SUMMARY
In the first chapter, the research problem was described and sample size and data collection
and analysis methods were defined. The problem identified was “A study on the effectiveness
of training and development with special reference to M/s. SUPERFIL PRODUCTS (P) LTD IN
CNENNAI”. The research was proposed to be conducted by descriptive statistics method

In the second chapter, the footwear the history of nylon monofilaments, Indian nylon market,
growth of exports of Indian nylon monofilaments and demand supply analysis of nylon
Monofilament was carried out. The fishing industry was analyzed with porter’s five forces
model.

In the third chapter, the company profile of M/s. SUPERFIL PRODUCTS(P) LTD was studied
in detail including the details of All information .Working of various departments such as
Production, Marketing, Finance and Human Resource Management departments was studied in
detail

In the fourth chapter, the theoretical concepts of HRM, training and Development, Needs and
methods of training and development was discussed. The systematic approach to training and
development and the method of measuring the effectiveness of training and development was
discussed.

In the fifth chapter, the data collected through questionnaire was analyzed using percentage
method, tabulated and displayed in by graphical form by using tables and charts. The data was
interpreted. Likert scale mean was found which indicates the overall performance of the firm. In
this chapter the findings of the study, suggestions for improving the study further are included.
The chapter ends with a conclusion to the study.

FINDINGS
After studying and analyzing various training programs within questionnaire survey of the
employees of M/s. SUPERFIL PRODUCTS (P) LTD. A brief summary is illustrated below.
M/s. SUPERFIL PRODUCTS (P) LTD has a good team of employees who has under gone
training and development in on-the-job method. All the respondents are graduates with most
of them also holding their post graduation and technically skilled.

54
  The impact of the training on the employees of M/s. SUPERFIL PRODUCTS (P) LTD
is reasonably good and the reason that employee have positive attitude and they take
training seriously.

 On-the job training techniques is employed to train the employees. Induction training to
new employees is given adequate importance. Management is giving adequate
importance to develop employees through training.

 Majority of the employees felt that the quality of training programmers are good, were
fully useful to them and training programmers has helped in improving their
performance and quality of the work.

 Majority of the employees who have under gone the T & D programmers felt that the
training program has helped in improving their technical skills, Managerial skill and
human re lation competencies.

 The standard of in house trainers is found to be satisfactory. Management gives

feedback regularly on the improvement of performance of employees after attending
training programs

SUGGESTION
Many employees felt need for training in the areas of latest technical [Link]
organization has to concentrate more on employees who are not satisfied with the present
training methods; they have to be counseled to know their reasons for not being satisfied. So
that effectiveness can be [Link] identification of the training needs should be done in
view of fast changing technology, management practices and infrastructure.A standard
measures before and after each training program on level of knowledge, skills, attitudes and
behavior will help to measure its effectiveness more [Link] the employees in all
areas like personality development, technical training, and standard operating procedures
with that they can handle multi tasks and balance their pressures. Employee’s performance
level should be considered for selecting employees for training programs .Evaluation of
training programs should be done regularly to keep a check on the limitations and
drawbacks. And ensure the success of training programs.

CONCLUSION

The training and development program adopted in M/s. SUPERFIL PRODUCTS (P) LTD.
mainly concentrated on areas like quality aspects, job oriented trainings, technical skills and
knowledge. Most of the respondents rated as good and excellent towards the overall quality and
effectiveness of the training and development programs and satisfied with the present training
[Link] company also have to concentrate on small percentage of respondents who are not
satisfied with training programs and whom it has not helped to overcome from their short
comings or work related problems.

55
 BIBLIOGRAPHY
BOOKS

1. Guptha C.B, “Human Resource Management”, Sultan Chand & Sons, New Delhi, 2005

2. Aquinas P.C, “Human Resource Management: Principles and Practice”,

Vikas Publishing House India [Link], New Delhi, 2013
3. Kothari C.R, “Research Methodology: Methods and Techniques”, New Age
InternationalPublications (P) Ltd., New Delhi,2014

MAGAZINES, JOURNALS, NEWS PAPERS AND WEBSITES

1. [Link]

2. [Link]

3. [Link]

[Link]

56
 ANNEXURE-1

QUESTIONNAIRE TO STUDY THE EFFECTIVENESS OF TRAININGIN

M/[Link] PRODUCTS (P ) LTD, CHENNAI

Name:

Sex :

Age : Below 25 yrs

25-35yrs
35-45 yrs
45-55 yrs
Above 55 yrs

Educational
Qualification: Below SSLC
SSLC
PDC
Graduate
Post Graduate

Department:

Designation:
Experience: Less than 5 yrs
5-10 yrs

10-15 yrs

15-20 yrs

Above 20 yrs

57
1. Which are the training methods undergone by you in M/s. SUPERFIL PRODUCTS (P) LTD?

On-the- job training

Class room
coaching Mentoring
Others please specify

2. Do you agree that management of your organization identifies the training needs for
the employees?

A. Strongly agree
B. Agree
C. Partially agree
D. Disagree
E. Highly disagree

3. Do you agree that Training and Development is given adequate importance in

M/s. SUPERFIL PRODUCTS(P) LTD ?
A. Strongly agree
B. Agree
C. Partially agree
D. Disagree
E. Highly disagree

4. Do you agree that Senior Managers in M/s. SUPERFIL PRODUCTS(P) LTD are
eagerto help their juniors develop through training?
A. Strongly agree
B. Agree
C. Partially agree
D. Disagree
E. Highly disagree

5. Is induction training given to newcomers given adequate importance in your organization?

A. Strongly agree
B. Agree
C. Partially agree
D. Disagree
58
6. Do you agree that training given in SUPERFIL PRODUCTS (P) LTD is realistic,
usefuland based on the business strategy of the organization?
A. Strongly agree
B. Agree
C. Partially agree
D. Disagree
E. Highly disagree

7. Do you agree that the training in SUPERFIL PRODUCTS (P) LTD helps to
acquire technical knowledge and Skills?
A. Strongly agree
B. Agre
C. Partially agree
D. Disagree
E. Highly disagree

8. Do you agree that there is emphasis on developing managerial capabilities

ofmanagerial staff through training?
A. Strongly agree
B. Agree
C. Partially agree
D. Disagree
E. Highly disagree

9. Do you agree that Human relations competencies are adequately developed in

your organization through training?
A. Strongly agree
B. Agree
C. Partially agree
D. Disagree
E. Highly disagree

10. Do you agree that the training and development program in M/s. SUPERFIL PRODUCTS
(P)LTD have increased the skill, ability talents towards the assigned job and help in increasing in
quality and productivity of your work?
A. Strongly agree
59
 B. Highly disagree
C. Agree
D. Partially agree
E. Disagree

11. Do you agree that training program increase your commitment to work?
A. Strongly agree
B. Agree
C. Partially agree
D. Disagree
E. Highly disagree

12. Does your training program help you in developing positive attitude and teamwork?
A. Strongly agree
B. Agree
C. Partially agree
D. Disagree
E. Highly disagree

13. Those who are deputed for training programmes take the training seriously?
A. Strongly agree
B. Agree
C. Partially agree
D. Disagree
E. Highly disagree

14. How do you rate the standards of in-house trainers in M/s. SUPERFIL PRODUCT (P) LTD?
A. Excellent
B. Very Good
C. Good
D. Satisfactory
E. Poor

60
15. Do you agree that enough time was provided to learn about the subject covered in
thetraining program?
A. Strongly agree
B. Agree
C. Partially agree
D. Disagree
E. Highly disagree
16. Do you agree that the trainer provides training to meet present needs?

A. Strongly agree
B. Agree
C. Partially agree
D. Disagree
E. Highly disagree

17. Your performance has improved after training?

A. Strongly agree
B. Agree
C. Partially agree
D. Disagree
E. Highly disagree

18. Any feedback is given on your performance after attending the training programmes?
A. Continuously
B. Frequently
C. Sometimes
D. Rarely
E. Never

19. Are you fully satisfied with the quality and duration of existing training programmes?
A. Fully Satisfied
B. Satisfied
C. No opinion
D. Partially Satisfied
E. Dissatisfied

61