[Type text]

PROJECT REPORT ON
EMPLOYEES TRAINING
AND
DEVELOPMENT
AT
SIMLA AUTOMOBILES
PVT. LTD
(MAHINDRA AND
MAHINDRA)

IN THE PARTISAL
FULLFILLMENT OF
1
 REQUIREMENT
FOR THE AWARD OF
DEGREE IN
BBA (BACHELOR OF
BUSINESS
ADMINISTRATION)
SUBMITTED BY:
SUBMITTED TO:
Anshul [Link]
sharma
Bba 6TH Sem
Roll no – 23212
University roll no- 202301502211006

DECLARATION
1
I hereby declare that the
project report titled
“Employees training and
development” is a
genuine research work
undertaken by me
underthe guidance of
[Link] SHARMA
(AM-HR). This
information has been
collected fromgenuine
authentic sources. The
report is being
submitted in partial
2
fulfillment of the
requirement of
BEACHLOUR OF
BUSINESS
ADMINISTRATION from
MLSM COLLEGE
SUNDERNAGAR.
ANSHUL
Preface:-
The concept of training has recently
become a strategic option in the
development of human resources.
Consequently, the strategies of
development which aim at improving,
modernizing and simplifying
work methods have been greatly
required as a pressing need in all
governmental bodies. The modern
3
concept of training provides that
training should convey the basic
theoretical and practical skills in a
way that copes with the latest
challenges represented in the ever
changing work requirements. The
efforts of training should be
fundamentally channeled towards the
construction and innovation of
more efficient methods in planning and
following up human resources to
achieve the aspired objectives of
development more effectively, thus
leading to improved performance at
work on a continued basis.
The Training and Development
Department exerts utmost efforts to
develop training programs through
application of the most advanced
techniques in training to confront recent
challenges and developments
At work environment and bridge the
gap between actual and targeted levels
of performance, through qualified
lecturers who maintain required

4
theoretical and practical skills. There is
no doubt that the
Construction of a solid base of
administrators and trainers has become
the fruitful outcome of dedicated efforts
over the past years of continued
training and development.

5
VISION AND MISSION
OF STUDY

Vision
Our vision is to assume a pioneering
and consultative role in planning and
implementing a number of distinguished
training and developmental programs in
domains of finance, accountancy and
economics, with a view to activating
these programs and contributing to the
enhancement of human resources at
the various governmental bodies of the
Kingdom.

6
 Mission
Our mission is to design and implement
strategic plans of training for employees
of governmental bodies in various
spheres related to finance, accountancy
and economics, with the application of
the most advanced and available
techniques to cope with the latest
developments at work environment
domestically and globally, and ensure
the enhancement of work performance
at the government sector. It also
includes the design and implementation
of vocational development plans for
employees of the governmental sector
within an ambitious program to develop
7
human resources. This could be
achieved through provision of practical
and technical training opportunities in
order to qualify human elements
vocationally in order to enable them to
make good use of available resources
and potentials.

ACKNOWLEDGEMENT:
-
This report is an outstanding prospect
to convey my gratefulness to those
many people whose timely help and
guidance went a long way in finishing
this project work from commencement

8
to achievement. I would like to express
my sincere thanks to Mr. Manoj Sharma
for giving me an opportunity to explore
the practical knowledge practiced by
the company. This project could not
been completed without the able
guidance and support of Mr. Manoj
Sharma and the faculty members. I am
very glad to work with the organization
as a trainee. I am grateful to HR
Department of SIMLA AUTOMOBILES
PVT. LTD (Mahindra and Mahindra).
For helping me to get the information
and an invaluable experience. Last but
not the least would like to thank my
friends, family members and all those
people who helped me for the
completion and deeper understanding
of the concept of performance
appraisal. Working on this project has
proved to be an enlightening
experience for me

ANSHUL
9
TABLE OF CONTENT:-
SERIAL NO.:-
CHATER NO.:-
1:-INTRODUCTION:-
1.1:-ABOUT THE
ORGANIZATION
1.2:-ABOUT THE
TOPIC
1.3:-OBJECTIVE AND
SCOPE OF STUDY

10
2:-RESEARCH
METHEODOLOGY :-
2.1:-MEANING OF
RESEARCH
2.2:-STAGES OF
STUDY
2.3:-BENEFITS OF
RESEARCH
2.4:-LIMITATION OF
RESEARCH
3:-TRAINING
PROGRAMES

11
4:-METHODS OF
TRAINING
5:-TRAINING AND
DEVELOPMENT:-
5.1:-ASSESMENT OF
EMPLOYEES
TRAINING AND
DEVELOPMENT
NEEDS
5.2:-PROGRAM
EVALUATION
6:-EMPLOYEES
BENEFITS FROM
12
TRAINING AND
DEVELOPMENT:-
6.1:-CARRER
COMPETENESS
6.2:-EMPLOYEES
SATISFACTION
6.3:-EMPLOYEES
PERFORMANCE
7:-RESULT
8:-SUGGESTION FOR
FUTURE RESEARCH
9:-IMPLICATION FOR
PRACTICES
13
10:-CONCLUSION
11:-ANNEXURE
11.1:-
QUESTIONNAIRE

ABOUT SIMLA
AUTOMOBILES PVT.
14
LTD(MAHINDRA AND
MAHINDRA):-

Mahindra Group (Mahindra) is among

the biggest and most powerful publicly
listed companies in the world. Mahindra
Group’s Automotive Sector
manufactures and markets light
commercial and utility vehicles,
including auto rickshaws (three wheeler
s). The company decided to expand its
line up to include a new range of
medium and heavy commercial
vehicles, including SUV s, trucks and
buses. This expansion required a new
plant and hence Mahindra decided to
establish a new manufacturing facility in
Chaka, Pune, India. Mahindra’s
challenge was to learn how to assess,
design and build the facility, plus get it
15
running and produce vehicles according
to the aggressive schedule that the
management had defined.
As of 2012, 1,500,000 cars areproduced
annually in the Chaka corridor by
Mahindra, Volkswagen, General Motors,
Mercedes Benz and other automotive
manufacturers. Mahindra is one of the
largest manufacturers in this area,
producing light commercial vehicle.
EXECUTIVE SUMMARY
My internship at SIMLA
AUTOMOBILES PVT. LTD
(Mahindra and Mahindra). was a
great exposure to the industry. After
going through my summer training, I
had a first-hand experience of how
an industry as well as HR
department functions.
INTRODUCTION OF PROJECT
This project is about the Employees
training and development in SIMLA

16
AUTOMOBILES PVT. LTD (Mahindra
and Mahindra). The Employees
training and development programs
in an organization helps every
individual to raise his/her potential in
all Facets by helping him to be
satisfied and secured about his
present and future.

PROJECT TITLE
The title of the project is “Employees
training and development” in SIMLA
AUTOMOBILES PVT Limited
(Mahindra and Mahindra)”. As the
name indicates it is the study of the
Employees training and
development prevalent in the
organization.

VISION & MISSION

The vision of the company is to be
the ‘leading independent player in
the global gear & transmission
space’. This we wish to achieve
17
through a two pronged approach of
developing a portfolio of products
thereby being able to provide a
differentiated products offering to
our customer and extensive focus on
operational excellence thereby
improving internal efficiencies in the
system.

Core Purpose
"We will challenge conventional
thinking and innovatively use all our
resources to derive positive change
in the lives of our stakeholder and
community across the world, to
enable them to rise."

Vision
1:-We are a role model enterprise,
respected globally for excellence in
quality and innovation
2:- We enhance stakeholder value
while adhering to the code of
responsible care and ethical values
18
3:- We are an employer of choice
and preferred business partner
worldwide

Corporate Values

SIMLA AUTOMOBILES PVT Limited

(Mahindra and Mahindra) believes
in honoring its commitment.
Integrity and transparency are an
integral part of our relationship with
customers, employees, society.
Respect for Life: the company
believes that life in all its forms must
be respected. We respect and value
our people. Our employees are our
value creators whose efforts,
creativity and bond we cherish. Our
customers, who reward us for our
value creation and our stockholders,
who are committed to us in our
endeavors to improve life. We also
19
recognize and respect our
environment and take every effort to
preserve it.

VALUE STATEMENT

Integrity
We are open, ethical, transparent &
uncompressing in our work.

(A) Decisiveness
Set a goal, analyze the facts and
work on alternatives and conclude
them in fixed time frame.

(B) Team Spirit

We encourage group interaction and
working together. United and
collective drive achieves the desired
goal.

(C) Commitment
We keep all promises made within
and outside the company.
20
(D) Caring
We are concerned for our
environment, society and employees
and work for their betterment.

(E) Excellence
We are a role model and benchmark
company for our products, services
and business processes.

(F) Innovation
We nurture creativity and encourage
application of knowledge and ideas
in all facets of our business.

(G) Customer Orientation

Customer is uppermost in our mind.
We work to exceed his expectations

QUALITY AND ENVIORNMENT

At SIMLA AUTOMOBILES PVT
(Mahindra and Mahindra) Limited
quality is the keyword in every
21
activity and a constant endeavor to
achieve standards of the highest
levels has been an on-going
commitment from the time of its
inception as well as recognition and
acknowledgment of this devotion.
This achievement has been set as a
benchmark to go forward in
excellence.
For SIMLA AUTOMOBILES
PVT(Mahindra and Mahindra)
limited it is an on-going process to
continuously explore new product
applications, competitive
technologies and potential markets.
SIMLA AUTOMOBILES PVT Limited
(Mahindra and Mahindra) has
scaled this success with its
trademark of commitment and
quality. The commitment towards
this is apparent from the fact that
SIMLA AUTOMOBILES PVT Limited
22
(Mahindra and Mahindra) has a
total manpower of 85 persons
supporting the Quality and Technical
functions at its various
manufacturing facilities. All its
products are manufactured in
accordance with the current
acceptable world standards.

OBJECTIVES OF THE
STUDY:-
PRIMARY OBJECTIVE:-
The primary objective of my study at
Simla Automobiles Pvt ltd. to lay down
the foundation of training and
development.
SECONDARY OBJECTIVE:-
The objective of my study about
employees training and development to
improve the current process of

23
employees training and development at
Shimla Automobiles Pvt ltd.
My another objective is to apply my
learning in the area of Human
Resources so that I gain significant
practical and Understand the nature
and importance of training and
development and identify the various
inputs that should go into any
programme.
I delineate the different stages in a
training and development programme
and describe each step. I understand
the need for and the ways of training for
international assignments.

SCOPE OF THE
STUDY:-

24
This research provides me with an
opportunity to explore in the field of
Human Resources.
This research also provides the
feedback of people involved in the
Training and development process.
Apart from that it would provide me a
great deal of exposure to interact with
the high profile managers of the
company.
TRAINING:-
Training is concerned with imparting
developing specific skills for a particular
purpose. Training is the act of
increasing the skills of an employees for
doing a particular job. Training is the
process of learning a sequence of
programmed behaviour.
In earlier practice, training programme
focused more on preparation for
improved performance in particular job.

25
Most of the trainees used to be from
operative levels like mechanics,
machines operators and other kinds of
skilled workers. When the problems of
supervision increased, the steps were
taken to train supervisors for better
supervision.

DEVELOPMENT:-
Management development is all those
activities and programme when
recognized and controlled have
substantial influence in changing the
capacity of the individual to perform his
assignment better and in going so all
likely to increase his potential for future
assignments.
Thus, management development is a
combination of various training
programme, though some kind of

26
training is necessary, it is the overall
development of the competency of
managerial personal in the light of the
present requirement as well as the
future requirement.
Development an activity designed to
improve the performance of existing
managers and to provide for a planned
growth of managers to meet future
organizational requirements is
management development.
Management development is based on
following on assumptions.
1. Management development is a
continuous process. It is not one shot
programme but continues though out
the career of a manager.
2. Management development is any
kind of learning, is based on the
assumption that there, always existing
a gap between an individual’s

27
performance and his potential for the
performance.
3. Management development seldom
takes place in completely peaceful and
relaxed atmosphere.
4. Management development requires
clear setting of goals.
5. Management development required
conductive environment.
Training Need Identification for a
company
Introduction
Training need identification is a tool
utilized to identify what educational
courses or activities shall be provided to
employees to improve their work
productivity. Here the focus should be
placed on needs as opposed to desires
of the employees for a constructive
outcome. In order to emphasize the
importance of training need
28
identification we can focus on the
following areas: -
1:- To pinpoint if training will make a
difference in productivity and the
bottom line.
2:- To decide what specific training each
employee needs and what will improve
his or her job performance.
3:- To differentiate between the need
for training and organizational issues
and bring about a match between
individual aspirations and organizational
goals.
4:- Identification of training needs (ITN),
if done properly, provides the basis on
which all other training activities can be
considered. Also requiring careful
thought and analysis, it is a process that
needs to be carried out with sensitivity
as people's learning is important to
them, and the reputation of the
organization is also at stake.
29
5:- Identification of training needs is
important from both the organisational
point of view as well as from an
individual's point of view. From an
organisation's point of view it is
important because an organisation has
objectives that it wants to achieve for
the benefit of all stakeholders or
members, including owners, employees,
customers, suppliers, and neighbours.
These objectives can be achieved only
through harnessing the abilities of its
people, releasing potential and
maximising opportunities for
development. Therefore people must
know what they need to learn in order
to achieve organisational goals.
Similarly if seen from an individual's
point of view, people have aspirations,
they want to develop and in order to
learn and use new abilities, people need
appropriate opportunities, resources,
and conditions. Therefore, to meet
30
people's aspirations, the organization
must provide effective and attractive
learning resources and conditions. And
it is also important to see that there is a
suitable match between achieving
organizational goals and providing
attractive learning opportunities.

RESEARCH
METHODOLOGY
MEANING OF RESEARCH:-
Research as ¡§ the manipulation of
things, concepts of symbols for the
purpose of generalizing to extend,
correct or verify knowledge, whether
that knowledge aids in construction of
theory or in the practice of an art. The
Research Methodology followed for
further work can be primarily classified
into two stages namely Exploratory and
Descriptive. The step wise details of the
research are as follows:
31
Stage - I
Exploratory Study: Since we always lack
a clear idea of the problems one will
meet during the study, carrying out an
exploratory study is particularly useful.
It helped develop my concepts more
clearly, establish priorities and in
improve the final research design.
Exploratory study will be carried out by
conducting:
Secondary data analysis which included
studying the website of the company
and also going through the various
articles published in different sources
(magazines, books, internet,
newspapers) on Small and Medium
Scale Enterprises and Training and
development process. Experience
surveys also conduct with Assistant-
Manager Human Resources and the
General Manager and Personnel Officer
to gain knowledge about the nature of

32
Training and development process
followed in the organization.
Stage II
Descriptive Study: After carrying out
initial Exploratory studies to bring
clarity on the subject under study,
Descriptive study will be carried out to
know the actual Training and
Development method being followed.
The knowledge of actual training and
development process is needed to
document the process and suggest
improvements in the current system to
make it more effective. The tools used
to carry out Descriptive study included
both monitoring and Interrogation.
Sample Selection: To know the Training
and development process of the Simla
Automobiles Pvt. ltd for identifying
through Exploratory and Observational
studies that the Assistant Manager
Human Resources, the General Manager
33
at Head office and The Esteemed
Managing Director of the company are
the right persons who provides training
to the employees.
Research has shown specific benefits
that a small business receives from
training and developing its workers,
including:
1:- Increased productivity.
2:- Reduced employee turnover.
3:- Increased efficiency resulting in
financial gains.
4:- Decreased need for supervision.
Limitations:
1;- In view of the limited time available
for the study, only the Training and
Development process could be studied.
2:- The sample size is too small to
reflect the opinion of the whole
organization.

34
3:- The answers given by the
respondents have to be believed and
have to be taken for granted as truly
reflecting their perception.

TRAINING PROGRAM:-
I. Training will be planned generally for:
A. New Employees:
1. To orient them to WSU programs and
policies.
2. To teach them the skills, knowledge,
abilities and attitudes necessary to
safely and efficiently perform their jobs.
B. Current Employees:
1. To keep them up to date on policy
and regulation changes.
2. To expand their knowledge and skills
necessary for upward mobility.
35
C. Supervisory and Management
Employees:
1. To provide them with supervisory,
management and human relations skills
so they can effectively work with the
employees they supervise to
accomplish unit goals and objectives.
2. To update these skills.

D. All Employees:
1. To provide them with human
relations skills so they can courteously
and effectively serve the public, work
harmoniously and efficiently with other
employees.
2. To improve practices in their
professional, technical, and clerical
fields.

36
3. To enable them to develop and
realize their own potential.
4. To address safety, risk management
and compliance issues.

Training will be
accomplished
through one or a
combination of the
following methods:
A. Technical Training: Training for new
or experienced employees designed to
provide minimum skills necessary to
perform required duties of the current
position.
B. Proficiency Training:Training for
permanent employees designed to
Correct a deficiency identified in
reviewing work plans or performance

37
appraisals; or to provide additional
knowledge which would improve
performance in the current position.
C. Developmental Training: Training for
permanent employees designed to
develop skills or provide knowledge
which will enhance an employee's
opportunity for promotion.
D. In-House Training: Training received
from WSU personnel, including on
line/e-learning and formal classroom
instruction through in-service
Or academic classes.
E. Outside Training: Training received
from anyone other than WSU
Personnel, including all other state or
federal agencies or organizations,
private consultants or other recognized
providers. Positions Responsible for
Employee Training and Development
WSU training is a joint responsibility of
38
HRS, individual departments, other
University entities, employees and
managers/supervisors. The Director of
Human Resource Services (HRS)
maintains overall responsibility for
Employee Training and Development.
HRS is responsible for developing the
Training and Development Plan.
Department administrators are
responsible for providing the training
offered by their respective units. The
responsible department offers
necessary policy, procedures, systems
and compliance training. Such training
and appropriate refreshers are offered
as needed and may fulfill regulatory
requirements. HRS assists with
coordinating and facilitating these
training sessions.
HRS shall:
1. Implement the training policy and
programs;

39
2. Conduct training needs assessments;
3. Plan, design and instruct WSU-wide
proficiency and developmental training
in WSU procedures and practices;
4. Coordinate proficiency and
developmental training needs with
executive staff, other agencies or
private consultants;
5. Screen and evaluate available
training programs;
6. Coordinate, advise and assist
divisions with their technical training
requirements as necessary;
7. Coordinate, advice and assist with
intra-divisional and inter-divisional
communication;
8. Review proficiency and
developmental training;
9. Administer general training funds;

40
10. Maintain individual and WSU
training records.
Required Training Supervisors may
require employees to attend training
that is job-related, meets an identified
employer need and/or is required by
state or federal law or other regulatory
body.
The following are examples of training
that may be required by WSU and/or
supervisor/managers:
New Employee Orientation HRS
provides a general new employee
orientation and an employee benefits
orientation.
HRS maintains a New Employee web
site to address questions and provide
resources for new employees.
Departmental Orientation Each
department or work unit is to provide
appropriate and required orientation

41
regarding the individual’s position
responsibilities, expected standards of
performance and safety issues. The
supervisor (or his/her designee) will
complete the appropriate New
Employee Orientation Checklist and
Environmental Health and Safety
Checklist with each new employee. A
link to the forms can be found at the
HRS New Employee site. Management
and Supervisory Training
HRS will develop and conduct
management and supervisory training
in accordance with WAC 357-34.
Equity and Diversity Training
Primary responsibility for Equal
Employment Opportunity, Workplace
Discrimination and Sexual Harassment
and Diversity training lies with the
Division of Student Affairs, Equity and
Diversity.

42
Environmental Health and Safety
Training
The primary responsibility for
environmental, health and safety
training rests with supervisors in
coordination with the departments of
Environmental Health and Safety, Public
Safety, Radiation Safety, Risk
Management and the Vice Provost for
Research.

Training Management System

Accessible and available to all areas of
WSU, the official Training Management
System is administered by HRS and
acquired through contracted services
with Skill Soft Corporation. In addition to
managing the scheduling of live training
sessions and employees’ registrations in
those sessions, this system also hosts

43
online Skill Soft learning materials. Both
online course activity and attendance in
live training sessions is recorded by this
system.
EMPLOYEE ELIGIBILITY AND RELEASE
TIME
Employee Eligibility Civil Service,
collective bargaining unit covered,
administrative professional, and faculty
employees are eligible to participate in
WSU training and development
activities.
Employee Work Status
Required attendance at training during
the employee’s normal work hours is
considered time worked.
Required attendance during and/or
outside of working hours is considered
time worked and must be compensated
in accordance with the Fair Labor
Standards Act (FLSA).

44
Release Time
Release time is available to employees
for non required University-sponsored
in-service training. The Release Time
Policy does not apply to tuition fee-
waiver courses or other academic
classes. A link to the policy can be
found at Policy.
Fee Waiver Policy Eligible employees
may participate in a fee-waiver program
for academic courses with prior
supervisory approval. A link to the form
can be found at Form.
CAREER DEVELOPMENT
Assignments for Career Development
Purposes Supervisors may make
planned training assignments for
employee development without
incurring reallocation or compensation
obligations. Such assignments may
include the performance of
responsibilities outside the current job
45
class on a time-limited basis or intra-
agency rotational or special project
assignments.
The supervisor and employee will
mutually agree in writing, including time
limits, to assignments identified.

Waivers for Supervisory Training

HRS may waive the requirement for
supervisory training in cases where the
employee has occupied a designated
supervisory or management position for
at least one year prior to the present
appointment and has demonstrated
experience and competence as a
substitute for training or the employee
can demonstrate his/her completion of
comparable training satisfying the WAC
requirements.
46
Administrative Requirement
The entry-level supervisory or
managerial training must include a
minimum of twenty four (24) hours of
instruction, the training must have
occurred within the last five years and
the program must be sponsored by a
state agency, post-secondary
educational institution, a vocational
school or a professional organization.
HRS will coordinate the required
supervisory or managerial training.
Completion of this training by any
specific eligible employee is the
responsibility of the Appointing
Authority for that employee.
The required entry level supervisory or
managerial training will include the role
and legal responsibilities of the
supervisor/manager; performance
management, including employee
performance evaluation, counseling or
47
coaching and discipline; employee
motivation, recognition, and rewards;
communication skills and principles;
leadership styles and methods.
When Supervisory of Managerial
Personnel Must Be Enrolled, entry level
supervisors must be enrolled within six
months of their appointments or as
soon as the next program becomes
available. WSU may suspend the entry
level training for a maximum of an
additional six months if the absence of
the supervisor from the work site would
adversely affect productivity.
Designation of Positions
HRS will designate which permanent
supervisory or management positions
will be required to successfully
complete entry-level supervisory or
managerial training.

48
TRAINING AND
DEVELOPMENT
ASSESSMENT:-
Assessment of Employee Training and
Development Needs
Needs assessment questionnaires are
distributed to employees and
administrators and to specifically
targeted groups by HRS on a periodic
basis to assess training needs.
HRS personnel may meet with
representative administrators and
supervisors to discuss training needs.
Program Evaluation:-
Participants in training sessions may be
asked to complete and submit course
evaluations. Evaluation data are used to
49
monitor the quality of the course and
the quality of instruction. In response to
evaluation data, HRS personnel may
consult and assist course designers and
instructors in the design and delivery of
programs. Courses may be modified,
enhanced or can celled as determined
by the University.
Evaluation questionnaires may be
distributed to employees and
administrators and to specifically
targeted groups on a periodic basis to
provide feedback regarding the
strengths and weaknesses of the
training program.

Individual Benefits
from Training and
Development
Career Competencies

50
Employees get a lot of benefits from the
employee training and development
program. They learn the soft and
technical skills as required by their jobs.
In last 30 years unemployment is at its
lowest rates which is not beneficial for
the workers to start new job, if
opportunities for growth are fewer
(Dobbs, 2000). Fresh university
graduates mostly considering for a firm
which provides intensively training
programs to their employees, but this
idea is risky for organizations to lose
fresh trained employees with couple of
years (Feldman, 2000).
Professional which are placed in the
industry of information technology,
identify that knowledge is authority and
they required to retain their abilities
and talent according to current
requirement of the market. Most of the
employees recognize the importance of
training program and would like to
51
increase their salary. It is also expected
from the fresh graduate not
appropriately equipped for the
continually changing business
environment. Young professionals with
entrepreneurial ambitions know that
they have shortage of experience and
money; hence they attempt to join
companies which provide training
programs to prepare their employees
for the betterment of future. Employee
development program help employees
to survive in the future and develop
their abilities to cope with new
technologies.
From many years the requirements for
blue-collar jobs is constant, and
numerous companies have prepared a
modification for demanding learning
software and programmed systems.
This requirement is compelling workers
to appraise their profession capabilities
to sustain their employment. Due to this
52
situation numerous employees have
rehabilitated their attitude to acquire
promoted inside their organizations to
work and develop out of the
organization. Therefore workers used to
prepare 10 year plan for their future
and constantly change their plans after
two years as per the change of
technology and information.
Tires Plus delivers training to promote a
diverse career through the organization
which comprises 80 hours training for
supervisor to promote them to the
manager. I-Cube, Information
technology consulting firm in
Massachusetts, provide employee
development program for their
employees which is named by I-Altitude
and offer to fresh employees so that
they can easily adjust themselves in the
organization. Employees understand
that training program can directed to
superior duties and higher
53
remuneration. Furthermore, helping
workers to improve their skills and
knowledge to cope with the future
requirements, lead to job satisfaction.
Employee Satisfaction
Employees have no feeling about their
organizations, if they think that their
organizations are not caring about
them. Companies which are willing to
spend money on their employees, give
value to work with those companies,
even though that investment eventually
benefits the organization. Companies
which are providing the training and
development programs for their
employees are achieving high level of
employee satisfaction and low
employee turnover. Training increase
organization’s reliability for the reason
that employees recognize their
organization is spending in their future
career.

54
Loyalty with the organization cannot be
calculated but it is substantial to
intrinsic reward that employee feel.
Employee feels comfortable and wants
to stay with their organization, when
they feel they are putting their efforts
and skills in the bottom line for their
organization. Employees, who are
satisfied with their jobs, believe that
their work has a purpose and important
for their organization. Usually the best
performers do not leave a job for the
purpose of financial benefits. Though
salary and benefits plays an important
part in selecting and retention of the
employees, employees are always
observing the opportunities to acquire
novel skills, to get the encounter of
different duties, and looking for
personal and professional development.
Therefore, nourishing these
requirements facilitates in figure up

55
confidence, self-esteem and job
gratification in employees.
Employee Performance
Training effects on behavior of
employees and their working skills
which resulted in enhanced employee
performance and further constructive
changes that serves as increase
employee performance. Arthur et al.
(2003) developed an analysis of 1152
sample size from 165 resources and
revealed that in distinction with no-
training or pre-training conditions;
training had commonly positive result
on job-related performance. However,
dissimilarities in positions of effect sizes
were not big, the efficiency of training
vary regarding the training transfer
technique and the skill being trained.
Benefits of training program are also
related to technical skills of the
employees. For instance, Davis and Yi

56
(2004) developed two researches with
approximately 300 contributors with the
help of behavior-model training and
remained capable to increase
significantly computer skills.
Psychologically practicing tasks
permitted trainees to grow learned
knowledge, abilities and task.
Training is positively effects on the
employee performance of the
employees. During a qualitative study
concerning mechanics in India, Barber
(2004) originates that on-the-job
training headed to superior novelty and
implicit skills. Technical and
professional skills are very important for
the employees to perform a job in an
effective way. Providing training
opportunities to employees can
enhance the performance of the
employees. Reference to invention,
training increased the educated
mechanics to figure up two Jeep bodies
57
using only a homemade hammer,
chisel, and oxyacetylene welder.
Concerning to implicit skills, Barber
described in his study that profession of
a mechanic needs “feel” to remain
successful. Barber (2004) described in
the result of an effective training that a
mechanic had worthy emotion of how to
hit the metal at the particular spot so
that work must be performed in a
systematic and proper way.

RESULTS:-
The facts in current research can be
utilized in numerous diverse ways by a
diversity of organizations. The
significant opinion is that companies
essentially put the highest worth on
their employees, and develop beliefs
and practices that show the highest
commitment of the employees.

58
Employees required feeling like they are
producing a noteworthy modification to
corporate success and providing
positive results and intentions to do
their jobs well. Furthermore, it is
difficult for most of the companies to
develop corporate level institutions and
provide extensive opportunities for
internal promotions, but it is easy for
organizations to help their employees in
making career goals and action plans
for the development of their career.
Certain organizations may discover that
they develop employees who apply
their abilities and skills for further
organizations; however, the
organizations also find that they are
increasing a sense of loyalty from other
employees.
In this study there is a substantial
support for individuals and organization
to get the several benefits from training
program. Such benefits contain
59
efficiency and factors that related
directly or indirectly to the employee
performance. This study has collected
support for the positive outcomes of
training program for the organizations.
These benefits comprises better
organizational performance (e.g.,
profitability, efficiency, and output) and
further benefits that directly or
indirectly related to employee
performance.

SUGGESTION FOR
FUTURE RESEARCH:-
In this study we further more identify
particular instructions for future
research. First, we propose that the
benefits of training might have a
positive effect like as individual
employee benefits, Training and
Development Program, Organizational
Benefits, Employee Benefits, Career
60
Competencies, Employee Satisfaction,
Employee Performance, Market Growth,
Organizational Performance, Employee
Retention which later affect
organizational results. However,
research is required to recognize the
features that enable a smooth transfer
of employee development benefits on
different level. Furthermore, some
special questions of vertical transfer
that how training and development
directly influence on individual and
organizational level. A conceptual
model of this process is available and
there has been little empirical research
on this topic.
Secondly, there is a gap existing
between the applied and academic
literature concerning the usage of cycle
time as a factor to measure usefulness
of training and development program
(Holton, 2003). The size of effect on the
quality of performance may not the
61
similar as individuals and organizations
recognize and apply solutions to new
problems.
Organizations are realizing the benefits
of employee training and development
programs as they are receiving pressure
from the competitor market. Research
is required concerning the factors that
can raise the awareness of the benefits
of training and development at
numerous stages of exploration. This
research may get help from primary
studies on the effects of training and
development on novelty and
performance adaptability of employees
and organizations.
Third, while the character of affect has
been recognized in the amount of
reactions to training and development,
affect could perform extra central part
in the training and development process
in general. Previous research has

62
concentrated on the affiliation between
liking a training program and
performance of employee (Alliger et al.,
1997), however research has given
fewer considerations to relationships
between affective situations throughout
training and learning program.
Aguinis (2009) defined that providing
employees training and development
opportunities can be perceived a
meaning that the organization cares for
their employees. This perception in
employees may produce benefits even
though training and development
structure and transfer might be not
optimum. In short, future research on
this topic might be extent that which
training opportunities are observes as a
message that the organization cares for
employees and create important
message in current corporate world
afflicted by downsizing and employee
layoffs.
63
IMPLICATION FOR
PRACTICE:-
The organizations those are capable to
recognize the benefits of training that
are acknowledged in this study are able
to move away from observing the
training purpose as an operational
function (Fox, 2003). For instance, a
consulting organization
PricewaterhouseCoopers has decrease
costs in several areas; however, the
organization increased its investment in
employee training to around $120
million each year. One more top
consulting company, Booz Allen
Hamilton, have faith in developing
employees as a continuing competitive
benefit, and manages their learning
functions as a revenue centers (Fox,
2003).

64
Managers of these organizations select
knowledge and information regarding to
business concerned outcomes to make
conclusions about how to assign
resources including training events
resources (Mattson, 2005). Training is a
method that emphases on ideals and
helpful organizational culture, including
career advancement, monetary cuts
and limitations, extremely competitive
environments, and market driven
philosophies (McGuire et al., 2005).
Evidently keep a record of the benefits
of training program and it planning,
delivering, and evaluating by utilizing
the information involved in this study
will permit the human resource
management department to be a
strategic organizational and move away
from the undesirable suggestions
related to this function (Hammonds,
2005).

65
CONCLUSION:-
In this study we take the fact of
observation that training leads to
important benefits for individuals and
organizations. The existing analysis of
literature proposes that these benefits
vary from individual and organizational
performance. To understand the
benefits of training and development
program, we implemented different
level and different disciplinary
perspective of employee development
program. In our study we also involved
the discussion, how to increase the
benefits of training. These features
include giving attention to the training
design, delivery, and transfer of
training. After completing the study on
this topic, we strongly believe that it is
very beneficial for the organizations to
develop the employee development
programs. If there is a systematic
66
training and development program for
the employees the companies will
harvest its profit from the market and
remain competitive in the job market.
An organized and efficient development
program with supportive apparatuses
will significantly assist the organizations
to retain the most valued human
resource, especially those who have a
lot of experience with the organization.
If organizations are capable to support
all employees in meeting their
requirements then both, employees and
organizations will get the long term
benefits. It is also very important for the
organizations to timely evaluate the
success of employee training and
development program.

67
ANNEXURES:-
QUESTIONNAIRE
Dear Sir/Madam,
I am doing a research work on
Employees Training & Development. I
would request you to kindly spare some
time to fill up this questionnaire.
Thank you very much for your
cooperation.
Name
--------------------------------------------------
Designation---------------------------------------
----
Department---------------------------------------
----
Section I
Q1. Please mention your age

68
. 20-25
. 25-30
. Above 30
Q2. Sex:
. Male
. Female
Q3. Marital Status:
. Single
. Married
. Divorced
Q4. No. of years of experience:
. Less than 3 years
. 3 to 5 years
. More than 5 years
Q5. Is this your first organization?
. Yes
. No

69
Section IINOTE: Please tick mark ( )The
option you feel is most appropriate as
per the following: Rate on a scale of 1-6
to indicate your option, 1 being strongly
disagree and 6 being strongly agree

Q1. You know what is expected of

1 2 3 4 5 6
you at work.
.
Q2. You have the materials and
1 2 3 4 5 6 Equipment that
you need to do your everyday work.

Q3. The work you do has appropriate

1 2 3 4 5 6
task variety.

[Link] are performing a job that

1 2 3 4 5 6
70
matches your skills.

[Link] are given ample flexibility to

1 2 3 4 5 6
perform your job.

[Link] organization clarifies how

1 2 3 4 5 6
culture is evident through employee
behavior.

[Link] organization rewards or

1 2 3 4 5 6
recognizes such employee behavior.

[Link] feel comfortable working with

1 2 3 4 5 6
your team members.

71
[Link] company provides you a safe
1 2 3 4 5 6
work environment by accident
prevention & safety programs.

[Link] work interferes with your

1 2 3 4 5 6
personal relationships & family
responsibilities.

[Link] salary is fair, equitable

1 2 3 4 5 6
and competitive.

[Link] are offered economically

feasible 1 2 3 4 5 6
employee benefit programs tailored to
individual needs
.

72
[Link] in your organization are
1 2 3 4 5 6
immediate and appropriate.

[Link] goals are behavioral,

1 2 3 4 5 6
result-oriented and achievable.

[Link] is regularly tracked

1 2 3 4 5 6
and measured.

[Link] measures are

mutually 1 2 3 4 5
6
agreed on & discussed by both the
employee & supervisor.

73
[Link] is appropriately
rewarded 1 2 3 4 5 6
with raises, incentives, rewards and
recognition
.
[Link] measurement is used
1 2 3 4 5 6
as criteria for promotions.

[Link] are a part of a supportive and

1 2 3 4 5 6
productive team.

Q20.A variety of training & development

1 2 3 4 5 6
programs are offered to improve skills

74
[Link] feel attached with your
company, 1 2 3 4 5
6
team & other employees.

[Link] work in a trusting and ethical

1 2 3 4 5 6
Environment

[Link] have a supervisor who is

1 2 3 4 5 6
respectful and one who inspires you

Section III
Q1. Has your company organizes a
training and development programme?
. Yes
. No

75
Q2. If your organisation identifies the
training needs for the employees?
. Yes
. No
Q3. On an average, how much time did
it used to take for training and
development programme?
. One Month
. Two Month
. Three Month
Q4. How much training programs has
been made in the past one year?
. One
. Two
. Three
Q5. Do you have any training programs
in the coming financial year?
. Yes
. No
76
Q6. Does your top management take
feed back?
. Yes
. No
Q7. What do you think the training
programs will be run in future?
. Yes
. No
Q8. Do employee development
programs raise unrealistic expectations
about promotions?
. Yes
. No
Q9. Do the Executive Director engage
development activities for him/herself?
. Yes
. No
Q10. Do you feel trust in your
supervisors?
77
. Yes
. No
Q11. Do the practice's supervisors use
positive attitude with employees?
. Yes
. No
Q12. Does the practice have a
consistent, timely and fair method for
evaluating individual performance?
. Yes
. No
Q13. Do you feel, you are being paid
fairly?
. Yes
. No
Q14. Does your practice's equipment
(everything from computers to scales)
work properly?
. Yes
78
. No
Q15. Does your company use a specific
training process?
. Yes
. No
Q16. Do you require a high degree of
technical knowledge for your job?
. Yes
. No
Q17. Are office conditions comfortable?
. Yes
. No

79