PROJECT REPORT

ON

“Employees Training and Development at TechnoSpace

Education & Solutions Pvt. Ltd. Bathinda”

“To be submitted for the partial fulfilment of the requirements for the award of the degree of
BACHELOR OF BUSINESS ADMINISTRATION (HRM)”

(2020-2023)
Internal Guide
Dr. Vijay Laxmi
(Assoc. Prof. in Management)

SUBMITTED TO: SUBMITTED BY: -

Punjabi University, Patiala Riya Sharma
BBA-III (6th) (HRM)
University Roll No. 779002

S.S.D. WOMEN’S INSTITUTE OF TECHNOLOGY, BATHINDA

(Affiliated to Punjabi University, Patiala)

i
 Declaration

I declare that the Industrial Training project report “On Employees Training
and Development at TechnoSpace Education & Solutions Pvt. Ltd.
Bathinda” submitted to Punjabi University, Patiala. In partial fulfillment of the
requirements for the award of the degree of Bachelor of Business
Administration (HRM) is my original piece of work.

Riya Sharma

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 Acknowledgement

Co-operation and building up of moral are the essence of success. These are two factors that

go a long way in achieving it. It is a Herculean task, which lacks these two determinants of

success. Summer training was an exposure to corporate environment. It was an opportunity

and great pleasure for me to be in such an environment and having interaction with concerned

people.

Any job in this world, however trivial or tough cannot be accomplished without the

assistance of other. I would hereby take the opportunity to express my indebtedness to people

who have helped me to accomplish this task.

I take this opportunity to place on my grateful thanks and sincere gratitude to the Techno

Space Education & Solutions Pvt. Ltd. for providing me a wonderful chance of working in a

prestigious company. I express my deep gratitude to my guide Mr. Amit Kumar for his

invaluable guidance during the project. His unlimited guidance, innovative ideas and tireless

efforts helped along the way in completing the project. I am also thankful to the staff

members for their encouragement and cooperation in this successful completion of my

project.

In the end I would like to thank my parents whom greatly indebted for having me brought me

love and encouragement of this stage.

Riya Sharma

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SR.
NO. CHAPTER NAME PAGE NO.

1. CHAPTER-1
1.1 INTRODUCTION OF COMPANY 1-4
1.2 INTRODUCTION OF TOPIC 5-27

2. CHAPTER-2
LITERATURE REVIEW 28-34

3. CHAPTER-3
OBJECTIVES OF THE STUDY 35-37

4. CHAPTER-4
SCOPE OF THE STUDY 38-39

5. CHAPTER-5
RESEARCH METHODOLOGY 40-44

6. CHAPTER-6
DATA ANALYSIS AND INTERPRETATION 45-65

7. CHAPTER-7
FINDINGS 66-68

8. CHAPTER-8
SUGGESTIONS 69-70

9. CHAPTER-9
CONCLUSION 71-73

10. CHAPTER-10
ANNEXURE 74-78

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 11. CHAPTER-11
BIBLIOGRAPHY 79-80

Executive Summary
Training is a process through which a person enhances and develops his efficiency,
capacity and effectiveness at work by improving and updating his knowledge and
understanding the skills relevant to perform his or her job.
Training also helps a person cultivate appropriate and desired behavior and attitude
towards the work and people. Unless training is provided, the jobs and lives of employees
in organizations are at stake.
It gives people an awareness of the Rules & Procedures to guide their behavior. It is an
application of knowledge to improve the performance on the Current job or to prepare one
for an intended job.
Organization & individual for their survival & attainment of mutual goals should develop
& progress simultaneously; this can be done mainly through training technique because
training is the most important technique & it is a value addition to the organization
through Human Resource Development for the development of the employee. The
employee she/he been selected, placed & introduced in an organization should be
provided with training facilities in order to adjust & make them suitable for the Job as no
organization can get a candidate who exactly matches with the job & organizational
requirements.
The trained employees are the valuable assets to any organization. Training at
Technospace is given when there is a difference between the job requirements &
employees present specifications. Thus employee training is the most important sub-
system, specialized & one of the fundamental operative functions of Human Resource
Development. Organizational efficiency, productivity, progress & development, also
organization viability, stability & growth to greater extent depend on training. If the
required training is not provided it leads to the performance failure of the employees.
Training enhances the Competence, Commitment, and Creativity & Contribution to the
organization.
The first step in my study is to find out the effectiveness of training and development in
achieving the goals of the company, to study the different methods of training followed at

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Technospace, The basis on which training programmers are planned and scheduled and
how the performance appraisal helps in identifying training needs.
The second step was data collection through various sources I used both primary and
secondary data for the study as both are quiet essential in any type of survey.
Primary data was collected through survey and personal interview, whereas secondary
data made use of certain reports from the HRD department provided the information as to
the total no of employees, schedule of training programs, number of persons attending
it and other such things. The secondary data also included textbooks, company data, and
internet.
The analysis of the questionnaire was carried out through which the purpose of the study
was served. The analysis was done by using statistical tool in which the study made
use of two test that is : frequency test and correlation.
These tests gave the clear idea about the most significant factors which are positively
correlated and those factors which are not so significant and are not positively correlated.
Hence it helped the study to identify the important factors which are quiet essential for
effective training and development in the organization.
This study gives a detailed idea about the employee’s attitude towards the training
program and how the employees apply the knowledge, skills and attitude in job
performance.
Therefore through the analysis the study could be interpreted that the training and
development programs are quiet effective but still needs to be improved on some of the
aspects mentioned above.

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 CHAPTER – 1
INTRODUCTION

1
 1.1 Introduction of Company
TechnoSpace is a leading IT and Management company that provides innovative, cost
effective Web solutions to clients. TechnoSpace has key features which led this company to
different from others Teamwork is requisite in every company to take your Business towards
right direction. In Our Company, Team members are professionals in their fields.

To full fill the requirements of clients to complete their work in a particular deadline, it can
be done by teamwork so we have an expert team which completes your work in a particular
time with effective manner. Collaboration of Expertise grows up business at peak point. We
encourage our team to think differently with innovative manner to solve the client side
problems. We don't pitch to customer for unnecessary features which raise their costs. We
refuse to that work which we know, we can't do it. Our team has main focus on the precious
client to provide them good services. TechnoSpace makes long relationship with their
customers. There is a transparency of dealing in business between client and us.

Fig1.1.1-Website of TechnoSpace ([Link]

TechnoSpace has gained a reputation of delivering esteemed training. We provide 6 months
industrial training and six weeks industrial training both depending upon the student’s
requirements. During training, we conduct group discussion and personality development
lectures. We organise parties, functions and extracurricular activities.

1.1 Company’s Services

Industrial Training:
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  Management Training
 Mechanical / Civil
 Computer Science
 Electrical Engg.
 Elec. & Comm.
Management Training or internship for MBA BBA students is very important who have
never worked in any company or industry. These training or internships provide the hands-on
experience to all the students.
TechnoSpace provides best training for management students in the field of HR (Human
Resources), Marketing, Finance, IT (Information Technology), Digital Marketing for 6
weeks, 3 months, 6 weeks (Summer/Winter Training).

1.2 Minor & Major Project:

 Electronics kits
 Mechanical Projects
 Bulk SMS Service
 Website Development
 Software Development
AutoCAD 2D / 3D , Solid works , Catia , ANSYS , CNC , Master CAM , STAAD PRO ,
RIVETS , 3D MAX , 8051 , PLC , Embedded System , C/C++ , PHP , Java , [Link] and
many more.
 Web Designing
 Website Development
 Digital Marketing
 Graphic Designing
TechnoSpace embarks upon a step further regarding industrial training with placements. We
provide in-house training aided by a strong placement and consultancy wing. We impart
industry based effective training and excellent placements by bolstering the students with
technical and soft skills. Making Technospace the best industrial training company in
Bathinda.
1.3 Company’s Mission & Vision
Mission

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Our mission is to enhancing the business growth of our customers with creative Design and
Development to deliver market-defining high-quality solutions that create value and reliable
competitive advantage for our clients around the world.
Our mission is to deliver optimal solutions with quality and services at reasonable prices. For
us customer satisfaction is given top place. We are very friendly in our dealings to the
customers and it helps us retain existing clients and expand customer circle. We always try to
improve the quality of our products by exploring innovative ideas.
We are determined to build a company culture based on superior performance, success
through teamwork, respect and recognition for the individual, diverse and challenging work,
and flexible and rewarding career opportunities for our employees.

Vision
Our vision is to develop in a constant manner and grow as a major IT service provider to
become a leading performer, in providing quality Web and Software Development solutions
in the competitive global marketplace. Our professional, flexible and integrated process
reflects in what we do. We always guide our customers to success. We have the ability to
accelerate and quickly share the great work or products of your organization or business.

Fortunately, we have been able to bring together a talented crew of professionals shaped and
melded by their collective experiences in the agency, corporate and private industries, all of
which possess outstanding talent. The synergy of what TechnoSpace does comes from a
blend of passion for success and the skill to help accelerate your organization.

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1.2 Introduction of Topic

Human Resource Management is defined as the people who staff and manage organization.
It comprises of the functions and principles that are applied to retaining, training,
developing, and compensating the employees in organization. It is also applicable to non-
business organizations, such as education, healthcare, etc. Human Resource Management is
defined as the set of activities, programs, and functions that are designed to maximize both
organizational as well as employee effectiveness.
Scope of HRM without a doubt is vast. All the activities of employee, from the time of his
entry into an organization until he leaves, come under the horizon of HRM. The divisions
included in HRM are Recruitment, Payroll, Performance Management, Training and
Development, Retention, Industrial Relation, etc. Out of all these divisions, one such
important division is training and development.
Training And Development is a subsystem of an organization. It ensures that randomness is
reduced and learning or behavioral change takes place in structured format.
William James of Harvard University estimated that employees could retain their jobs by
working at a mere 20-30 percent of their potential. His study led him to believe that if these
same employees were properly motivated, they could work at 80-90 percent of their
capabilities. Behavioral science concepts like motivation and enhanced productivity could
well be used in such improvements in employee output. Training could be one of the means
used to achieve such improvements through the effective and efficient use of learning
resources.

Human resources, are the most valuable assets of any organization, with the
machines, materials and even the money, nothing gets done without man-power. The
effective functioning of any organization requires that employees learn to perform their
jobs at a satisfactory level of proficiency. Here is the role of training. Employee training
tries to improve skills or add to the existing level of the knowledge so that the employee is
better equipped to do his present job or to prepare him for higher position with increased
responsibilities. However individual growth is not an end itself. Organization growth needs
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to be meshed with the individual’s growth. The concern is for the organization viability,
that it should adapt itself to a changing environment. Employee growth and development
has to be seen in the context of this change. So training can be defined as:

Training is a systematic development of the knowledge, skills and attitudes required by

employees to perform adequately on a given task or job

The need for improved productivity in organization has become universally accepted and
that it depends on efficient and effective training. However, the need for organizations to
embark on staff development programme for employees has become obvious. Absence of
these programme often manifest tripartite problems of incompetence, inefficiency and
ineffectiveness. So training and development aim at developing competences such as
technical, human, conceptual and managerial for the furtherance of individual and
organization growth which makes it a continuous process

Training is the process of assisting a person for enchanting his efficiency and
effectiveness at work by improving and updating his professional knowledge by
developing skills relevant to his work and cultivating appropriate behavior and attitude
towards work and people.

Training could be designed either for improving present at work or for preparing a person
for assuming higher responsibilities in further which would call for additional knowledge
and superior skills. Training is different education particularly formal education. While
education is concerned mainly with enhancement of knowledge, training aims essentially
at increasing knowledge, stimulating attitude and imparting skills related to a specific job.

It is a continuous and life long process. Training provides an atmosphere of sharing and
synthesizing, with the help of the trainers, the information already available on the
subject. Training is a time bound activity program. Thus there is a separate specialized
discipline of trainers socializing in the field of human activity.

Meaning:

A business' most important asset is often its people. Training and developing them can be
one of the most important investments a business can make. The right training can ensure
that your business has the right skills to tackle the future. It can also help attract and retain
good quality staff, as well as increasing the job satisfaction of those presently with you -
6
increasing the chances that they will satisfy your customers.

Thus Training is the act of increasing the knowledge and skills of employee. It is a
universal truth that the human resources available in an organization have to be managed
more efficiently than the material resources comprising of machines and money.
Eloquently putting “Training is a systematic development of the knowledge, skills and
attitudes required by employees to perform adequately on a given task or job”.

Definition:

“Training is the act of increasing the knowledge & skills of an employee for doing a
particular job” Flippo It is a short term educational process & utilising a systematic
& organised procedure by which employees learn technical knowledge & skills for a
definite purpose Training improves knowledge skill, behaviour & attitude towards the
requirements of the job & organisation.

Features of Training:

The features of good training programs are as follows:-

a. Clear Purpose:

The objective of the programme should be clearly specified. The training should be
result oriented.

b. Training Needs:

The training needs of employees should be clearly defined. The methods selected for
imparting training should be appropriate and effective.

c. Relevance:

The training programme and its contents must be relevant to the requirements of the job
for which it is intended.

d. Balance between Theory and Practice:

A good training programme should provide a balanced mix of theory and practice the
theoretical framework should be backed by practical application to provide all round
training.
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e. Management Support:

Top management must actively support the training programme so that the training
programme may help the employees to yield better results. Once the employees get the
support form management support the perform there job more effectively.

Training Objectives:
1. To prepare the employee both new & old to meet the present as well as the
changing requirements of the job & the organization.
2. To prevent obsolescence
3. To help the new entrants the basic knowledge & skills they need for an
intelligent performance of a definite job.
4. To prepare employees for higher level jobs.
5. To develop the potentialities of people for the next level job.
6. To ensure economical output of required quality.
7. To ensure smooth & efficient working of a department.
8. To assists employees to function more effectively in their present positions by
exposing them to the latest concepts, information & techniques & developing
the skills they will need in their particular fields.
9. To promote individual & collective morale, a sense of responsibility, co operative
attitudes & good relationships.

Purpose of Training:
One of the main purposes of training is to prevent industrial accidents. This is done
by creating safety consciousness among workers.

a. When the employees are trained it enables them to achieve the required
level of performance which in turns increases the productivity.

b. Training helps in increasing the knowledge and skills of employee

c. When the employees are trained it becomes easy for them to adapt themselves
according to the changes made in business.

d. Training reduces the cost of supervision. Trained employees needs less guidance
which in turns reduces the needs for supervision.
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Needs of Training:
1. To enable the new recruits to understand work:
A person who is taking up his job for the first time must become familiar with it. For
example, if a fresh graduate is appointed as a clerk in a bank, he must first of all gain
knowledge of work assigned to him.
2. To enable existing employees to update skill and knowledge:
Training is not something needed for the newly recruited staff alone. Even the existing
employees of a concern may require training. Such training enables them to update
their skill and knowledge.
3. To enable an employee who has been promoted to understand his
responsibilities: Training is essential for an employee who has just been promoted
to a higher level job. With an evaluation in his position in the organization, his
responsibilities are also going to multiply.

4. To enable an employee to become versatile:

Sometimes an employee may have to gain knowledge of several related jobs. It will
not be enough if he is only good in the work he does presently.

Importance of Training:

1. Improvement in Skill and Knowledge:

Such training helps the employees to perform his job much better. This benefits the
enterprise as well.

2. Higher Production and Productivity:

If an enterprise has a team of well trained employees there will be rise in production as
well as increase in productivity. Productivity is the input- output ratio

3. Job Satisfaction:

Trained employees will be able to make better use of the making of their skill. This
increases their level of self-confidence and commitment to work. Such employees are
bound to have higher job satisfaction.

4. Better use of Resources:

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Trained employees will be able to make better use of materials and machines. This
reduces the rate of wastage and spoilage of materials and also breakage of tools and
machines

5. Reduction in Accidents:

Trained employees are aware of safety precautions and so they are alert and cautious. This
is bound to bring down the number of accident in the works place.

6. Reduced Supervision:

Well trained employees do not need much supervision. They can do their work
without having to approach their superior often for guidance.

7. Reduction in Complaints:

‘Only bad workers blame their tools’. An employee who has acquired the necessary skill
and job knowledge would certainly love his job.

8. Adaptability:

Trained workers have the capacity to adapt themselves to any kind of situation. They are
odd in crisis management too. This indeed is beneficial for the organization.

9. Scope for Management by Exception:

With trained workers working under them, it becomes easy for the managers to get things
done by delegating authority. This enables the managers to concentrate more on important
issues confronting the organization.

10. Stability:

“The employees of today are going to be the managers of tomorrow”. The retirement of
key managers may not affect the stability of an organization if it has a team of trained,
efficient and committed employees who are ever ready to take over management.

Advantages of Training:
1. Quick Learning: Training helps to reduce the learning time to reach the acceptable
level of performance. The employees need not learn by observing others & waste a

10
 long time, if the formal training program exists in the organisation. The qualified
trainers will help the new employees to acquire the skills & knowledge to do
particular jobs within a short span of time.
2. Higher Productivity: Training raises the skill of the employees in the performance
of a particular job. It helps to the existing employees to raise their level of
performance on their present job assignment.
3. Less Supervision: If the employees are given adequate training, the need of
supervision is lessened. Training does not eliminate the need of supervision but it
reduces the need of detailed & regular supervision.
4. Economical Operation: It helps to make a better & economical use of materials
&equipment’s wastage will be low. In addition the rate of accidents & damages to
the machinery & equipment will be kept to the minimum by the well trained
employees.
5. Higher Morale: The objective of training program will mold employee’s attitude to
achieve support for organisational activities & obtain better cooperation& greater
loyalty with the help of training dissatisfaction complaints absenteeism & turnover
can also be reduced among the employees.
6. Better Management: Manager can make use of training to manage in a better way.
To him training the employees can assists in improving his planning, organising,
directing & controlling.
7. Confidence: Training crates a feeling of confidence in the minds of workers. It
gives safety & security to them at a work place.
8. New Skills: Training develops skills which serve as a valuable personal asset of the
workers.
9. Promotion: Training helps for the promotion of the employees in the organisation.
10. High Earnings: By improving skills training provides a chance of increasing job
knowledge & in turn earn more.

Benefits of Training:
How training benefits the organisation:

1. Leads to improve profitability and more positive attitudes towards profits

orientation.
2. Improves the job knowledge and skills at all levels of the organisation.

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 3. Improve the morale of the workplace.
4. Helps people identify with organisational goals.
5. Helps create a better corporate image.
6. Improve the relationship between boss and subordinates.
7. Learn from the trainee.
8. Helps prepare guidelines for work.
9. Provide information for future needs in all areas of the organisation.
10. Organisation gets more effective in decision making and problem solving.

Benefits to the individual which1 in turn ultimately should benefits

the organisation:

1. Helps the individual in making better decisions and effective problem solving.
2. Helps a person handle stress, tension, frustration and conflict.
3. Provides information for improving leadership knowledge, communication skills
and attitudes.
4. Increase job satisfaction and recognition.
5. Moves a person’s towards personal goals while improving interactive skills.
6. Satisfies personals needs of the trainer.
7. Develops a sense of growth in learning.
8. Helps a person develop speaking and listening skills, also writing skills when
exercise is required.

Purpose of Training:
a. Training is necessary when a person moves from one job to another (transfer)

b. Training is necessary to make employees mobile & versatile. They can be placed
in various jobs depending on organizational needs.

c. Training is needed to bridge the gap between what the employee wants and what
the job demands.
Introduction:

Development refers to those learning opportunities designed to help employees grow.

Development is not primarily skill oriented. Instead; it provides general knowledge and
attitudes which will helpful to employees in higher positions. Efforts towards development

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often depend on personal drive and ambition. Development activities, such as those
supplied by management development programmes, are generally voluntary.

Development is a related process. it covers not only those activities which improve job
performance but also those which bring about growth of the personality; which helps
individuals in the progress towards maturity and actualization of their potential capacities so
they become not only good employees but better men and women. Training a person for
bigger and higher job is development. And this may not only imparting specific skills and
knowledge but also inculcating certain personality and mental attitudes.

How to make Training Effective:

a. Determine the training needs through job description, performance appraisal,

potential appraisal and discussion with employees.

b. Prepare a training calendar in discussion with the managers concerned.

c. Define the training objectives specifically.

d. Select the efficient faculty

Training Design:

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14
Methods of Training:

1. On the Job Methods:

 It is also known as job instruction training

 It is most commonly used method
 Under this method, the individual is placed on a regular job & taught the skills
necessary to perform that job.
 This method is also called “learning by doing”
 In this method trainee learns under the guidance or supervision of the supervisor
or instructor.

a. Job Rotation: Job rotation involves the transfer of trainees from one job to another and
sometimes from one branch to another. The trainee receives job knowledge & gains
experience from his supervisor. The trainee receives full duties and responsibilities of the
rotated position. It is more suitable for lower level executives.

b. Coaching: In coaching, the superior plays an active role in training the subordinate. The
superior may assign challenging task to the subordinate for the purpose of training.

The superior may assist and advice the subordinate to complete the assigned task. In this
case, the superior acts as a coach in training the subordinate.

A limitation of this method is that the trainee may not have the freedom or opportunity to
express his own ideas.

c. Job Instruction: This method is also known as training through step by step. Under this
method, the trainer explains to the trainee the way of doing the jobs, job knowledge &
skills & allows him to do the job. The trainer appraises the performance of the trainee,
provides feedback, information & corrects the trainer.

D. Committee Assignment: Under this method, a group of trainees are given & asked to
solve an actual organizational problem. The trainees solve the problem jointly. It develops
the team work.

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2. Off the Job Method:

• Under this method the trainee learns outside the job and involves himself in full
time learning.

• In this method of training, the trainees is separated from the job situation &
his attention is focused upon learning the material related to his future job
performance.

• There is an opportunity for freedom of expression for the trainees.

a. Vestibule Training: In this method, actual work conditions are simulated in a class
room. Material, files, & equipment which are used in actual job performance are
also used in training. This type of training is commonly used for training personnel for
clerical &semi-skilled jobs. The duration of this training ranges from days to few
weeks. Theory can be related to practice in this method.
b. Role Playing: It is defined as a method of human interaction that involves realistic
behavior imaginary situation. This method of training involves action doing & practice,
the participants play the role of certain characters such as the production manager,
mechanical engineer, workers etc. this method is mostly used for developing inter
personal interaction & relations.
c. Lecture Method: This is also called class room training. The special lectures can be
given by the top executive of the organization or by the specialist in a particular field.
The person is generally expert in the particular field. The trainees generally had the
note books to note down the important points said by the expert.
This method can also be used for the new entrant in the organization or to deliver the
message to large group in that case the cost per trainee is less.

d. Conference or Discussion: It is a method in training the clerical, professional &

supervisory personnel. This method involves a group of people who pose ideas, share
facts, ideas, data & draw conclusions all of which contribute to the improvement of job
performance.
In this method it involves two way communications& hence feedback is provided the
participants feel free to speak in small groups.

e. Seminar and Workshops: Management employees can be trained with the help of

16
 seminars and workshops. In seminars, trainees present their papers on work related
developments. The paper presentations are reviewed by experts. The experts may give their
insights on the topic presented by the trainee.
In workshops there is a good interaction between the trainer and the trainees. The trainer
may present his views on certain developments and then initiate interactive discussion.
The trainees can get insights due to the views expressed by the trainer and other
trainees.

Steps involved in Training:

Step 1:

Define the chart part of the organization in which the work has to be done. It is to
have a focused approach of the study. It could either be a particular department, a
section, a unit, a specific group or a staff category.

Step 2:

Use various data collection measures to collect both qualitative as well as quantitative data.

Step 3:

Analyze the entire data collected in order to find out causes of problem areas and
priorities areas, which need immediate attention.

Step 4:

Priorities the different training programmers according to the responses collected.

Step 5:

Record and file the entire data so that it can be used for future reference while
designing training programmers/ training calendar.

Areas of Training:
1. Knowledge: Employee gets knowledge on rules and regulations related to
job, staff & the products or services offered by the company. The aim is to
make the employee fully aware of the business environment.

2. Technical Skills: The employee is trained on specific skill (operating a

machine, handling computers etc).
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 3. Social Skills: The employee is made to develop a right mental attitude
towards the job, colleagues and the company. He/she is taught to be a team
worker/member.
4. Techniques: It involves application of knowledge and skill to various on-the-
job situations.

Systematic Approach to Training:

Determine
Training needs
Assessment Identify training
objectives

Select training
Implementationmethods
Conduct training

• Compare
training
Evaluation outcomes
against criteria

Training Needs Assessment:

1. Determine: the training needs: This involves finding answers to questions such
as , whether training is needed? Where it is needed, which training, what is the
duration
a. Organizational analysis

b. Task or role analysis

c. Person analysis

2. Organizational Analysis: Study of the entire organization in terms of its

objectives, resources, utilization of these resources.
a. Analysis of objectives – study of short term and long term objectives and
the strategies to fulfill the objectives.
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 b. Resource utilization analysis: contribution of various departments towards
resources utilization.

c. Environmental scanning – the economic, political, socio-cultural and

technological environment is examined.

d. Organization climate analysis – the climate of an organization speaks

about the attitudes of members towards work, company policies,
supervisors, co-workers, etc.

3. Task or Role Analysis:

a. Detailed examination of a job, its components, its various operations
and conditions under which job is performed.

b. The exercise is meant to find out how the various tasks have to
performed, what kind of skills, knowledge, attitudes are needed to meet
the job needs.

c. After collecting the information, appropriate training programmes are designed.

4. Person Analysis:
a. Focus is on the individual in a given job.

b. Find out if performance is satisfactory and if training is required

c. Find if employee is capable of being trained and the specific areas in

which he has to be trained.

d. Analysis is done by personal observation, performance reviews,

supervisory reports, etc.

Identify Training Objectives:

Basically there are three types of objectives:

1. Regular

2. Problem Solving

3. Innovative

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 1. Regular :
a. Orientation: Basic training, introduction about the job, how it has to be
performed, time needed to perform.
b. Refresher courses on safety procedures
2. Problem Solving:
a. To reduce complaints, mistakes, errors, accidents.
b. Training in communication to reduce and handle employee grievances

3. Innovative:
a. Anticipating problems before they occur
b. Team building session with the departments.

Evaluation of a Training Programme:

Evaluation helps in controlling & correcting the training programme. It can be done
in 5levels:

1. Reactions: Trainees reactions to the overall training – coverage of topics,

method of presentation, techniques used, doubts were clarified etc.
2. Learning: The trainer’s ability and the trainees abilities can be judged by
the content that is being learnt and how he applies it to the job.
3. Job behavior: Includes manner and extent to which the trainee has applied
his learning to the job.
4. Organization: This evaluation measures the use of training, learning and
change in job behavior in the form of increased productivity, quality,
morale, sales turnover and the like.
5. Ultimate value: Measures the ultimate results of training, its contributions
towards achievements of organization goals like growth, profitability etc.

Methods of Evaluation:

1. Questionnaire: A detailed questionnaire can be used to obtain opinions,

reactions, and views of trainees.
2. Tests: Standard tests can be conducted to check how much the trainees have learnt.
3. Interviews: One to one interview with trainees to know their reactions
regarding training.
20
 4. Human Resource Factors: Evaluation can be done based on employee
satisfaction, which can be determined by decrease in absenteeism,
accidents, grievances, dismissals etc.

5. Studies: Comprehensive studies can be carried out eliciting the opinions and
judgments of trainers, superiors, colleagues etc.
6. Cost benefit Analysis: The cost of training (cost of hiring, tools to learn, training
centers, production stoppage etc) could be compared with its value (in terms of
improved learning, superior performance etc.)
7. Feedback: Identify gaps in the training programmer, correction measures needs to
be taken for improvement.

Introduction:

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

According to Mr. Emoia “Development covers not only those activities which improve job
performance, but those which bring about growth of personality, help individuals in the
progress towards maturity actualization of their potential capacities, so that they become
not only good employees but better men and women”.

Training needs identification for a company:

Training need identification is a tool utilized to identify what educational courses or
activities should 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

21
outcome. In order to emphasize the importance of training need identification we can focus
on the following areas:
a. To pinpoint if training will make a difference in productivity and the bottom line.
b. To decide what specific training each employee needs and what will improve his or
her job performance.
c. To differentiate between the need for training and organizational issues and
bring about a match between individual aspirations and organizational goals.

Identification of training needs, 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.
Identification of training needs is important from both the organizational point of
view as well as from an individual's point of view. From an organization’s point of
view it is important because an organization has objectives that it wants to achieve
for the benefit of all stakeholders or members, including owners, employees,
customers, suppliers, and neighbors. These objectives can be achieved only through
harnessing the abilities of its people, releasing potential and maximizing
opportunities for development. Therefore people must know what they need to learn
in order to achieve organizational 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 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.
Training and development is a function of human resource management concerned
with organizational activity aimed at bettering the performance of individuals and
groups in organization settings. It has been known by several names, including
"Human Resource Development", "Human Capital Development" and "Learning
and Development". These definitions, of course, are viewed within the context of
organizational learning rather than other contexts (e.g. personal) of training and
development.

22
Training Process Needs Assessment:

1. Organization Support
2. Organizational Analysis
3. Tasks and KSA Analysis
4. Person Analysis
Instructional Objectives Development of Criteria Training Validity Transfer Validity Inter
organizational Validity Inter organizational Validity Selection and Design of Instructional
Programs Training Use of Evaluation Mod. Lots of time training is confused with
development, both are different in certain respects yet components of the same system.
Development implies opportunities created to help employees grow. It is more of long
term or futuristic in nature as opposed to training, which focus on the current job. It also is
not limited to the job avenues in the current organization but may focus on other
development aspects also. At Goodyear, for example, employees are expected to
mandatorily attend training program on presentation skills however they are also free to
choose a course on ‘perspectives in leadership through literature’. Whereas the presentation
skills program helps them on job, the literature based program may or may not help them
directly.

Similarly many organizations choose certain employees preferentially for programs to

develop them for future positions. This is done on the basis of existing attitude, skills and
abilities, knowledge and performance of the employee. Most of the leadership programs
tend to be of this nature with a vision of creating and nurturing leaders for tomorrow. The
major difference between training and development therefore is that while training focuses
often on the current employee needs or competency gaps, development concerns itself with
preparing people for future assignments and responsibilities. With technology creating
more deskilled workers and with industrial workers being replaced by knowledge workers,
training and development is at the forefront of HRD. The onus is now on the human
development department to take a proactive leadership role in responding to training and
business needs.

Development refers to those learning opportunities designed to help employees grow.

Development is not primarily skill oriented. Instead; it provides general knowledge and
attitudes which will helpful to employees in higher positions. Efforts towards development
often depend on personal drive and ambition. Development activities, such as those
23
supplied by management development programmes, are generally voluntary.

Development is a related process. it covers not only those activities which improve job
performance but also those which bring about growth of the personality ;which helps
individuals in the progress towards maturity and actualization of their potential capacities
so they become not only good employees but better men and women. Training a person for
bigger and higher job is development. And this may not only imparting specific skills and
knowledge but also inculcating certain personality and mental attitudes.

Training and Development Objectives:

The principal objective of training and development division is to make sure the
availability of a skilled and willing workforce to an organization. In addition to that, there
are four other objectives: Individual, Organizational, Functional, and Societal.
Individual Objectives –It help employees in achieving their personal goals, which in turn,
enhances the individual contribution to an organization.
Organizational Objectives –It assist the organization with its primary objective by
bringing individual effectiveness.
Functional Objectives –It maintain the department’s contribution at a level suitable to the
organization’s needs.
Societal Objectives –It ensure that an organization is ethically and socially responsible to
the needs and challenges of the society.
Difference between Training and Development:
Training Development

1. Training refers to teaching specific Development is more general, aims to

skills &behavior provide knowledge & understanding

2. Training is meant for operatives Development is meant for managers

3. Training improves specific skills Development improves total personality of an

relating to a job individual

4. Training is one shot deal It’s a continuous process

5. Scope of training is to individual Scope is for entire work group or

employees organization

24
 6. Its due to initiative taken by This is due to result of internal motivation
management

7. It seeks to meet current requirements It seeks to meet future requirements

of a job

8. Training is reactive process Development is proactive and future oriented

process

Theories of Training and Development

1. Kirkpatrick Evaluation Model:

The Kirkpatrick evaluation model or theory was developed in 1959 by University of

Wisconsin professor emeritus Donald Kirkpatrick. It consists of four levels of evaluation:
reaction of participants; learning, or the knowledge and skills gained; behavior, or the
ability to apply the new skills; and results, or the organizational impact. Each level of
evaluation builds upon and adds precision to the previous level.

The reaction:

The reaction level measures how training participants react, including their level of
participation; ease and comfort of experience; and the level of effort required to make the
most of the learning. A reaction evaluation is inexpensive and simple to administer using
interaction with the participants, post-training surveys and online questionnaires. The
evaluation can be done immediately after the training ends. It is important that participants
have a positive reaction to the training sessions because a negative reaction leads to poor
learning.

The learning:

Learning evaluations are usually conducted before and after a training program to assess
the impact the program has had on the learning process. Evaluations assess whether
participants have advanced in knowledge, skills and intellectual capacity as a result of the
training. Learning evaluation tools include self-assessment using online questionnaires and
tests, and formal assessment through interviews and observations. Learning evaluation is
especially relevant for technical training because technical skill level changes are usually
more quantifiable.
25
Behavior:

Behavior evaluation assesses the extent to which training participants apply the learning in
their jobs. The evaluation is usually done over a period of time to determine if the
participants use the new skills and knowledge on the job, improve their performance and
transfer the knowledge to their peers. Tools include observations, questionnaires, tests and
interviews. Behavior evaluations take more time and effort than reaction and learning
evaluations. It is important to involve the line managers and immediate supervisors in
the process because they are in the best position to observe and assess participant
behavior changes.

Results:

Results evaluation determines the success of a training program in operational and strategic
terms, such as increased sales, reduced expenses, improved quality and reduced cases of
workplace injuries. However, it may not always be possible to correlate improved
operational performance with training. For example, improvements in product quality may
be due to better design tools and more qualified staff, not just a new quality training
program. External factors, such as changes in the economy and the competitive
environment, may also influence operational results.

Factors influencing Training and Development:

a. Top management support

b. Commitment from specialists and generalists
c. Technological advances
d. Organizational complexity
e. Learning principles

Methods of Training and Development in Technospace:

1. On the Job Methods:

 It is also known as job instruction training
 It is most commonly used method
 Under this method, the individual is placed on a regular job & taught the
skills necessary to perform that job.

26
  This method is also called “learning by doing”
 In this method trainee learns under the guidance or supervision of the
supervisor or instructor.

A. Coaching: In coaching, the superior plays an active role in training the subordinate.
The superior may assign challenging task to the subordinate for the purpose of training.

The superior may assist and advice the subordinate to complete the assigned task. In this
case, the superior acts as a coach in training the subordinate.

A limitation of this method is that the trainee may not have the freedom or opportunity to
express his own ideas. This method of training motivate the employees in Technospace.

B. Job Instruction: This method is also known as training through step by step. Under
this method, the trainer explains to the trainee the way of doing the jobs, job knowledge
& skills & allows him to do the job. The trainer appraises the performance of the trainee,
provides feedback, information & corrects the trainer. This method of training motivate the
employees in Technospace.

C. Committee Assignment: Under this method, a group of trainees are given & asked to
solve an actual organizational problem. The trainees solve the problem jointly. It develops
the team work.

2. Off the Job Method:

• Under this method the trainee learns outside the job and involves himself in full
time learning.

• In this method of training, the trainees is separated from the job situation &
his attention is focused upon learning the material related to his future job
performance.

• There is an opportunity for freedom of expression for the trainees.

a. Vestibule Training:

In this method, actual work conditions are simulated in a class room. Material, files, &
equipment which are used in actual job performance are also used in training. This type of
training is commonly used for training personnel for clerical &semi-skilled jobs. The
duration of this training ranges from days to few weeks. Theory can be related to practice
27
in this method.

b. Role Playing:

It is defined as a method of human interaction that involves realistic behavior imaginary

situation. This method of training involves action doing & practice, the participants play
the role of certain characters such as the production manager, mechanical engineer,
workers etc. this method is mostly used for developing inter personal interaction &
relations.

c. Lecture Method:

This is also called class room training. The special lectures can be given by the top
executive of the organization or by the specialist in a particular field. The person is
generally expert in the particular field. The trainees generally had the note books to note
down the important points said by the expert.

This method can also be used for the new entrant in the organization or to deliver
the message to large group in that case the cost per trainee is less. This method of training
motivate the employees in Technospace.

d. Conference or Discussion:

It is a method in training the clerical, professional & supervisory personnel. This method
involves a group of people who pose ideas, share facts, ideas, and data& draw
conclusions all of which contribute to the improvement of job performance. In this
method it involves two way communications& hence feedback is provided the
participants feel free to speak in small groups. This method of training motivate the
employees in Technospace.

e. Professional skill training:

Here, training is given to Professional staff such as Accountants, Surveyors, Auditors, and
Architects etc. Organization provides this training to newly joined professionals to gain the
professional qualification and it is also given to the existing professionals

28
CHAPTER-2
REVIEW OF
LITERATURE

29
Kuldeep Sing (2000) has selected 84 organization from business representing all the major
domestic industries questionnaire has developed by Huselid (1993) are used to study training.
The objectives of the study are to examine the relationship between training and
organizational performance which shows that Indian organizations are still not convinced of
the fact that investments in human resources can result in higher performance.
Alphonsa V.K. (2000) has conducted training climate survey in a large private hospital in
Hyderabad. 50 supervisors from different departments of the hospitals randomly selected for
the study. The researcher used training – climate survey questionnaire (Rao-1989). “The
analysis of training climate as perceived by the supervisors” Covered various aspects such as
corporate philosophy policies superior, subordinate relationships, valued performance
features and behaviours, interpersonal and group relationship. The results showed that
reasonably good training-climate is prevailing in this organization but the supervisors’
perception about training-climate differs according to their respective departments.
A study conducted by Shiv Kumar Singh and Subhash Banerjee (2000), ”Trainer roles in
Cement industry”, says that ,today the Indian Cement Industry is the second largest in the
world. There has been tremendous growth of activities in the Indian Cement Industry in terms
of modernization, in order to keep pace with such modernization/expansion due to
technological development, a strong manpower base equipped with latest development has to
be built with in Cement Industry, New Training nitiative has to be taken at all levels. A
Trainer’s main objective is to transfer his knowledge and skills to the Trainees. This paper is
focused on the Trainer Roles in Cement Industry, the factors which are important to become
an effective Trainer. This involves identifying training courses, choosing appropriate
Training methods, evaluation of Training activities, and helping the Trainer to deliver good
Training to the Cement Industry. A study on “HRD strategies at various levels in construction
organisations” by Singh,
S. K. and Banerjee, S. (2000), reveals that construction is the second largest economic
activity in India, and accounts for half of the nation's investment or development. In this
article the authors briefly discuss the HRD strategies at various levels in construction
organisations. Many sectors of the construction industry are in urgent need of technological
upgradation. An effort to develop manpower by the organisations will directly show results in
the bottom line. Since there are not many professionals imparting training in construction -

30
related aspects, refreshers training is essential and some concrete efforts in imparting
systematic technical training is necessary.
Binna Kandola (2000) has discussed some of the difficulties associated with accurate and
useful evaluation of training effectiveness particularly in the department of soft skills which
include skills relating to people management. The author highlights some existing training
evaluation techniques and then outlines a model of training evaluation which currently is
found to be successful in the United Kingdom.
Moses (2000) observed that companies can no longer guarantee employees promotions to the
top, it is important that training and development help employees with career planning and
skills development. Some organization fear that career planning will communicate to
employees that their jobs are at risk, but it can be framed differently to communicated that
they are willing to invest in helping employees reach their potential. Companies can also help
ease employees’ minds by making career planning a standard part of their employee
development process of downsizing or restructuring. When a company communicates to their
employees that they are marketable outside the organization, yet still invests in their training
and development, it makes a strong statement to workers that they are values, and many are
compelled to offer a high level of commitment.
Logan, J.K (2000) illustrated that retention is a complex concept and there is no single recipe
for keeping employees with a company. Many companies have discovered, however, that one
of the factors that helps retain employees is the opportunity to learn and try new things. The
Gallup Organization also supports this contention, as they found “the opportunity to learn and
grow” as one of the critical factors for employee retention. Companies that offer employee
development programs find success with retaining workers. Sears has found that in locations
where managers work to help their employees grow professional turnover is 40 to 50 per cent
less than in stores where that relationship does not exist.
Wagner S (2000) in his study on “Employees Speak out on Job Training: Findings of New
Nationwide Study,” highlighted employee development programs are experiencing higher
employees satisfaction with lower turnover rates although salary and benefits play a role in
recruiting and retaining employees, people are also looking for opportunities to learn new
things, the challenge of new responsibilities, and the prospect of personal and professional
growth. The Gallup Organization found that employee satisfaction and retention are high
when a company is willing to train its workers.
Lance Gray and Judy Mc Gregor (2001) have compared 100 New Zealand surveys for

31
workers aged 55 years and over, and another one for employers. The issue of older workers
captured respondent attention with both studies receiving response roles of around 50%. The
congruence of attitudes among older workers and employers regarding the efficiency was
negative. Training stereotypes is a feature of the study. Older workers are in some agreements
that there is difficult to train less willing to lean and afraid of new technology older workers
saw provision of training as a concern with 11.6% reporting discrimination with regard to
training. Significantly, skilled older workers saw the provision of training was a signal by
employers that they are to be taken as serious contributors.
Olga et al (2001) is concerned with how MNCs differ from indigenous organization in
relation to their training needs and whether this relationship changes across countries. The
question is whether local isomorphism is apparent in the training needs of MNCs, or whether
MNCs share more in common with their counterparts in the countries. A series of hypothesis
has been put forward and tested using survey data form 424 multinational and 259 indigenous
organizations based in the UK (United Kingdom) and Ireland. The result suggests a hybrid
form of localization. Where MNCs adopt their practices to accommodate national differences
but that these adaptations have not reflected convergence to domestic practice. The results
also indicates that the MNCs are selective in the training practices that are adopted. Evidence
from this study indicate that country difference in career traditions and labour market skill
needs are key drivers in the localization of associated training. In contrast MNCs, irrespective
of national Content adopt comparable systematic training frameworks (i.e.) Training and
identification evaluation and delivery.
Yadapadithaya (2001) studied the current practices of evaluating training and development
programmes in the Indian corporate includes High pressure for increased quality, innovation,
and productivity acts as a major driving force for the Indian corporate training and
development programmes, Most of the key result areas of training and development function
are related to the measurement and evaluation of training effectiveness. Nearly 6 per cent of
the private sector, 81 per cent of the public sector, and all the MNCs evaluate the
effectiveness of training in one way or the other, The major purpose of evaluation is to
determine the effectiveness of the various components of a training and development
programme. Organizations rely mostly on the participants’ reactions to monitor the
effectiveness of training. An overwhelming majority of the organizations use
“questionnaires” as an instrument to gather relevant data for evaluation, In most of the cases,
evaluation was done immediately after the training. Majority of private and public sector

32
organizations use one –shot programme design and more than half of the MNCs also use
single group, pre-test and post-test design for evaluating the effectiveness of training and
development programmes. Absence of transfer of learning from the place of training to
workplace has been a major perceived deficiency of the corporate training and development
system. Indian Corporate sector is currently facing the challenge of designing and developing
more valid, reliable and operational measures to evaluate the effectiveness of training and
development.

Radhakrishna, Plank, and Mitchell (2001) studied using a learning style instrument (LSI)
and demographic profile in addition to reaction measures and learning measures. The three
training objectives were to assess knowledge gained through a Webbased training, to
determine participant reaction to Web-based material and Listerv discussion, and to describe
both the demographic profile and the learning style of the participants. The evaluation of the
training began with an on-line pretest and an on-line LSI. The pretest included seven
demographic questions. The LSI, pretest and post test, and LSI questionnaire were paired by
the agent’s social security numbers. Fifty-five agents of the available (106) agents completed
all four instruments and were included in this study.
A study conducted on “Return on investment in Training” by Bettina Lankard Brown
(2001) reveals that training and development efforts are big business in the United States,
with the amount of money spent increasing every year. However, changes in the economy
and declining profit margins are prompting many businesses to question the value of their
training investments. Do businesses benefit from their expenditures on employee training or
are they merely preparing their workers for jobs elsewhere? When workers bear the costs of
such training, do they realize personal benefits or does the employer reap the only rewards?
This study examines myths and misconceptions about who pays and who reaps the Return On
Investment (ROI) in training. Investments in Training are assumed to have positive returns.
A number of studies, including one conducted by the Australian National Training Authority
(2001), have found that skills and training produce the best results, where training is a part of
an overall business strategy. This is supported by Knuckey and Johnston (2002) in New
Zealand, where a survey of businesses identified a highproportion of “leaders” engaging in
training compared with “laggers”. This concept also underpins the “Investors in People”
standard in the UK.
Training strategies in the emerging hi-tech banking environment by Basu, Kishanjit; Satish,

33
P. (2001) implies that, like all other institutions, banks have to organise, develop and manage
their human resources effectively in order to achieve their goals. Their major responsibility in
this regard is to build up a right mix of skills and attitude among their employees. For
achieving this, a continuous process of training interventions in banks is a must. However
banking the world over, including India, is undergoing a change, transforming itself into
technology based, specifically, IT [Information Technology] based banking. This
transformation calls for a radical departure from the existing training strategies. While
upgraded technology calls for training in both hardware as well as software, the methods and
content of training delivery are also likely to undergo change. Computer based training,
distance learning, Internet based training, etc. would be increasingly used in this emerging
scenario. The role of a trainer would also be more of a facilitator than a knowledge
disseminator. The need also exists for a matching input of commitment building and
attitudinal orientation along with skill inputs if the totality of the organisation’s needs is
considered. In the fast changing situation, banks cannot afford to be away from new
technology if they want to continue to be relevant in the market. With the Indian banking
industry entering an era of hi-technology, the training strategies have to keep pace with this
transformation, albeit with a re-emphasis on the human side of the enterprise.
Srivastava (2001) has evaluated the effectiveness of various training programmes offered by
the in-house training centre of Tata Steel, Shavak Nanavati Training Institute (SNTI), India.
The effectiveness of the training was measured in terms of various outcomes such as
satisfaction level; reaction and feedback of participants; and change in performance and
behavior as perceived by participants, their immediate supervisors, and departmental heads.
The sample consisted of sixty departmental heads, fourteen hundred participants and thirteen
hundred immediate supervisors from various departments. The data were collected through
structured interview schedule. It was found that the satisfaction levels of participants, their
superiors, and divisional heads were above average for all types of programmes. The
participants were benefited from the programmes, but transfer of learning was not as
expected form their supervisors. There were changes in the post training performance ranging
from 10 to 37 per cent. The training programmes could meet the objectives only to a limited
extent.
Ogunu (2002) in his study titled “Evaluation of Management Training and Development
Programme of Guinness Nigeria PLC” examined the management training and development
programme of Guinness Nigeria PLC, Benin City with a view to ascertaining its relevance,

34
adequacy, and effectiveness. A convenience sampling design was adopted, whereby the
researcher used all the 50 management staff in the company’s Benin Brewery as subjects for
the study. Data was collected by administering a questionnaire titled ‘Management Training
and Development Questionnaire’ (MTDQ) that was developed by the researcher. Hypotheses
testing in the study revealed that facilities for staff training were adequate for effective
training of management staff, training programmes for management staff were relevant to the
jobs they performed, and the training programmes undergone by the staff did indeed improve
their performance and effectiveness at works.
A Study by Barnes and Kennard (2002) in Australia suggest that factors other than
increased skill have mainly contributed to Australia’s recent productivity surge. They also
comment that there does not appear to be a strong correlation across countries between labour
productivity growth and movements in skill composition towards skilled workers. Some
countries with large contributions of skill change, such as France and the UK, do not have
very high labour productivity growth. Having said this, they believe that education and skills
remain important for long-run growth.
Another study by L. Holladay, Jennifer L. Knight, Danielle L. Paige, & Miguel A. (2002)
investigated how the Effects of Training, Course title, Training content, Training assignment,
and Gender influence participant’s attitudes in this study. They have found that women were
influenced by the training content and not by the organization standing.

35
 CHAPTER - 3
OBJECTIVES OF
THE STUDY

36
Objectives of the Study:

1. To study the employees perception towards organisational training and

development.

2. To study the methods used in training the employees.

3. To determine which kind of training and development programs are

effective in motivation.

4. To know how the training and development program effects on the

employee productivity.

37
Need for the Study:

Training is the act of increasing the knowledge and skills of an employee for
doing a particular job. It utilizes a systematic and organized procedure by which employee
learns technical knowledge and skills. Training refers to the teaching and learning
activities carried on for the primary purpose of helping members of an organization.

Training is closely related with education and development but needs to be differentiated
from these terms. It is aimed at improving the behavior and performance of a person.

Training is a continuous and life long process. Training provides an atmosphere of sharing
synthesizing with the help of the trainers, the information already available on the subject.

Significance of the Study:

The development of any organization depends on its employees. For organizational

productivity training and development assumes great significance. Training aims at
increasing the knowledge and skills of the employee whereas organizational
development on the other hand refers to overall improvement of the organization
such as its structure, objectives, policies and procedures including managers and
employees. Organizational development can be achieved by hiring the services of
the professional’s consultants. Training and development programs are often
viewed as part of organizational development.

A better knowledge about these things can facilitate the trainer as well as the trainee
in conducting and benefiting from the training. But training being a very complex
process makes it a bit difficult. So the best way to achieve it is by studying and
analyzing the feedback of employees as well as managers. The project includes
collecting information from staffs of Technospace Private Limited, analyzing it,
interpreting it, and concluding useful suggestions from it.

38
CHAPTER - 4
SCOPE OF THE
STUDY

39
Scope of the Study

1. The scope of study is limited to the respondents are selected from in and around
Company Region.
2. Measurement of customer satisfaction is complex subjects, which uses non-objectives
method, which is not reliable.
3. The sample unit was 20 respondents.

40
 CHAPTER - 5
RESEARCH
METHODOLOGY

41
Research Methodology:
Research methodology is a way to systematically solve the research problem. It may be
understood as a science of studying how research is done scientifically. In it we study the
various steps that are generally adopted by a researcher in studying his research problem
along with the logic behind them.

Methodology gives us the blueprint of activities to be carried out systematically in order to

complete the study successfully.

 Formulating the Research Problem

 Extensive Literature Review
 Developing the Objectives
 Preparing the Research Design including Sample Design
 Collecting the Data
 Analysis of Data
 Preparation of the Report or Presentation of Results, Formal write ups of
conclusion.
 Generalization and Interpretation and Conclusion

Methodology:
1. Questionnaire: A questionnaire was served to all the employees asking their
opinion about the effectives of training and development programs at Technospace
Private Limited.

2. Personal Interview: A face-to-face talk is carried out with the employees where I
asked several employees about their feelings and opinions on various aspects of
their jobs and organization.
3. Company Data and Reports: Certain reports from the HRD department provided
the information as to the total no of employees, schedule of training programs,
number of persons attending it and other such things, which indicated the employee
performance on the job after attending these training programs.

42
Data Collection:
To produce a reliable questionnaire both primary and secondary information was used.
Primary data is the first hand information; the questionnaire was prepared by me under
the guidance of the mentor and closed ended questions for measuring attitudes of the
employees for my study.
The questionnaire comprised 20 questions which covered all the aspects of measuring
“the effectiveness of training and development”.
1. Primary Data:

An instrument is used to collect the required information from the employees and also
interact the employees personally.
Primary data helps us in making observation of employee’s behaviors, talk gestures which
helped me in identifying the attitude of employees towards the training program and the
effectiveness of the training program in the organization.
Primary Data Sources:

a. Questionnaire

b. Observation

c. Interview

2. Secondary Data:

It was collected from the website of the company, and the company personnel,
certain reports from the HR department. The research also took the help of the
Websites.
Secondary Data:
a. Websites

b. Periodicals or journals

c. Research thesis and dissertations

Both primary and secondary data served the purpose in measuring the effectiveness
of training and development at Technospace Private Limited. Both are equally
essential for any type of survey.
Research Design:
43
A research design is the assignment of conditions for collection and analysis of data
in a manner that aims to combine relevance to the search purpose formidable
problem that follow the fact defining the research is the preparation in this study the
researcher has made use of the descriptive research design this is used to determine
some definitive purpose with the help of structured questionnaire to further primary
information to focus on the accurate description of the variable present in the
problem

Sampling:

Sampling is concerned with the selection of a subset of individuals from within a

population to estimate characteristics of the whole population. Researchers rarely
survey the entire population because the cost of a census is too high. The three main
advantages of sampling are that the cost is lower, data collection is faster, and since
the data set is smaller it is possible to ensure homogeneity and to improve the
accuracy and quality of the data. In the study researcher has used probability
sampling.

Sample Size:

The total number of employees in an organization is 20. It would be time

consuming as well as difficult to interview all 20 employees. So for the purpose of
this project report researcher has selected 20 of population for sampling. The
samples were selected using simple random sampling techniques i.e, every
individual in the total population had equal chances of being selected.

Selection of Sample Respondents

Simple Random Sampling:

A simple random sample is a subset of individuals (a sample) chosen from a larger

set (a population). Each individual is chosen randomly and entirely by chance,
such that each individual has the same probability of being chosen at any stage
during the sampling process, and each subset of k individuals has the same
probability of being chosen for the sample as any other subset of k individuals. This
process and technique is known as simple random sampling.
44
Tools Used for Data Analysis:

For this research researcher has used some of the tools like graphical methods, bar
diagram etc for doing the data analysis.

Area Covered:

For this survey I have covered all the departments of the organization - Technospace
Private Limited

Limitations of the Study:

1. Due to restriction to enter into some of the departments at Technospace Private
Limited. I could not cover some of the aspects required for my study.
2. Interaction with the company executive was limited due to their busy schedule.
3. The information collected is mainly primary data and the accuracy is subject to
the responses received.
4. The employees of the Technospace and services found it difficult to answer
questions properly due to their busy and heavy workload.
5. Some were reluctant to answer some question thinking that might affect their
job negatively.
6. The primary collection of data was time consuming, as the employees were busy.
7. The total time allowed by company to do the project was very less.
8. Being a very lengthy and complex process it is difficult to analyze the
details of training and process.

45
 CHAPTER - 6

DATA ANALYSIS
AND
INTERPRETATION

46
 Data Analysis and Interpretation

1. Table 1: Like to attend training program.

Like to attend training program No. of Respondents Percentage

N= 20
Yes 19 99%
No 1 1%
20 100%

Figure 1:

Like to attend training program

Percentage

99%

1%

Yes No

Interpretation:

In Table 1 and Figure 1, 99%of the respondents agree that they like to attend
training program and 1% of the respondents does not like to attend training
program for their necessary performance.

47
2. Table 2: Meaning of Training

No. of

Meaning of Training Respondents Percentage

N= 20
Learning 2 11%
Enhancement 1 2%
Sharing Information 1 5%
Knowledge and Skills 16 82%
20 100%

Figure 2:

Meaning of Training
Percentage

82%

11% 2% 5%
t
ni
ng en on ills
r m ati Sk
Le
a ce rm d
han fo e an
n
En gI led
g
in
ar w
Sh K no

Interpretation:

In Table 2 and Figure 2, 82% of the respondents agree that training means it is
knowledge and skills, 11% of the respondents agree that training means learning,
5% of the respondents agree that training for them is sharing information and 2 %
of the respondents agree that training is enhancement of their knowledge and skills
necessary for their performance.
48
3. Table Training program is essential for both new employees and existing
employees.

No. of
Training program is essential for both new
Respondents Percentage
employees and existing employees
N= 20
Yes 18 89%
No 2 11%
20 100%

Figure - 3

Training program is essential for both new employees and existing employees

100%
89%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
11%

Yes No

Interpretation:

In Table 3 and Figure 3, 89%of the respondents agree that training program is
essential for both new employees and existing employee, 11% of the respondents
does not agree with the statement.

49
4. Table 4: Organization considers training as a part of organizational strategy.

Organization considers training as a part of No. of

organizational strategy Respondents Percentage
N= 20
Agree 11 56%
Strongly agree 5 26%
Neutral 3 17%
Disagree 0 0%
Strongly disagree 1 1%
20 100%

Figure 4:

Organization considers training as a part of organizational strategy

56%
60%

50%

40%

30% 26%

20% 17%

10%

0% 1%
0%
Agree Strongly agree Neutral Disagree Strongly disagree

Interpretation:

In Table 4 and Figure 4, 82% of the respondents strongly agree that training is a
part of organizational strategy, 17% of the respondents neutral in their opinion and
1% of the respondents not agree with this statement.

50
5. Table 5: Training is well planned in your organization.

No. of
Training is well planned in your organization Respondents Percentage
N= 20
Yes 19 96%
No 1 4%
20 100%

Figure 5:

Training is well planned in your organization

120%

100% 96%

80%

60%

40%

20%

4%
0%
Yes No

Interpretation:

In Table 5 and Figure 5, 96%of the respondents agree that training is well planned in
their organization, 4% of the respondents does not agree that it is well planned.

51
6. Table 6: Training programs are conducted in your organization oftenly

Training programs are conducted in your No. of Percentage

organization often Respondents
N= 20
Every month 15 73%
Quarterly 3 19%
Half yearly 1 6%
Once in a year 1 2%
20 100%

Figure 6:

Training programs are conducted in your organization often

80% 73%

70%

60%

50%

40%

30% 19%

20%
6%
2%
10%

0% Every month Quarterly Half yearly Once in a year

Interpretation:

In Table 6 and Figure 6, 73% of the respondents agree that every month training
programs are conducted in their organization, 19% of the respondents agree that
quarterly required training programs in their organisation. 6% of the respondents
agreed that training is required half yearly, and 2 % of the respondents agreed that
once in a year they conduct training programs to their employees.

52
7. Table 7: Training program is compulsory for the employees to work better.

No. of
Training program is compulsory for the Respondents Percentage
employees to work better N= 20
Yes 19 99%
No 1 1%
20 100%

Figure 7:

Training program is compulsory for the employees to work better

120%

99%
100%

80%

60%

40%

20%
1%
0%
Yes No

Interpretation:

In Table 7 and Figure 7, majority of the respondents agree that training program
is compulsory for the employees to work better.

53
8. Table 8: Training is helpful in enhancing productivity and
performance of employees.

Training is helpful in enhancing productivity and No. of

performance of employees Respondents Percentage
N= 20
Agree 12 64%
Strongly agree 6 33%
Neutral 1 2%
Disagree 0 0%
Strongly disagree 1 1%
20 100%

Figure 8:

Training is helpful in enhancing productivity and performance of an

employee
70%
64%

60%

50%

40%
33%
30%

20%

10%
2% 1%
0%
0%
Agree Strongly agree Neutral Disagree Strongly disagree

Interpretation:

In Table 8 and Figure 8, 97% of the respondents agree that training is helpful in
enhancing productivity and performance of an employee, 2% of the respondents
neutral in their opinion and only 1% of the respondent disagree with the statement.

54
9. Table9 Method of training is used in your organization.

No. of
Method of training is used in your organization Respondents Percentage
N= 20
Coaching 13 65%
Job rotation 1 3%
Conference 3 17%
Role playing 1 5%
Others 2 10%
20 100%

Figure 9:

Method of training is used in your organization

70% 65%

60%

50%

40%

30%

20%
17%
10%
10% 5%
3%
0%
Coaching Job rotation conference Role playing others

Interpretation:

In Table 9 and Figure 9, 65% of the respondents agree that coaching is the method
to use training in the organisation. 17% of the respondent’s agree that they consider
conference as their training, 5% of the respondents agree that role playing is the
method which they used for training and rest 3% agree that job rotation is the
method which they use to their employees in the organisation.

55
10. Table 10: Barriers to training and development in the organization

No. of
Barriers to training and development in the organization Respondents Percentage
N= 20
Lack of interest 9 48%
Non availability of skilled trainer 2 10%
Lack of time 1 1%
Finance problem 1 5%
others 7 36%
20 100%

Figure 10:

Barriers to training and development in the organization

60%

50% 48%

40% 36%

30%

20%

10%
10%
5%
1%
0%
Lack of interest Non availability of Lack of time Finance problem others
skilled trainer

Interpretation:

In Table 10 and Figure 10, 48% of the respondents agree that lack of interest is the
barrier for training and development in their organization. 10% of the respondents
agree that barrier may be non-availability of skilled labours. 5% of the respondents
may agree that finance is the barrier for training and development for their
organisation and rest of the respondents says it is due to some other factor.
56
11. Table 11: How long does it take to implement the trained process?

How long does it take to implement the trained No. of

process? Respondents Percentage
N= 20
Less than 1 month 4 20%
2-3 months 15 77%
4-5 months 1 3%
6 months 0 0%
20 100%

Figure 11:

How long does it take to implement the trained process

90%
80% 77%
70%
60%
50%
40%
30%
20%
10%
0%
20%

3%
0%

Less than 1 month 2-3 months 4-5 months 6 months

Interpretation:

In Table 11 and Figure 11, 77% of the respondents agree that within 2-3 months
they need to implement training process, 20% of the respondents agree that they
need minimum of one month for implementing training. 3% of the respondents
agree that they need 4 to 5 months to implement training process in their
organisation.

57
12. Table12: Training is relevant to the needs of the organization.

No. of
Training is relevant to the needs of the organization
Respondents Percentage
N= 20
Yes 19 98%
No 1 2%
20 100%

Figure 12:

Training is relevant to needs of the organization

120%

98%
100%

80%

60%

40%

20%
2%
0%
Yes No

Interpretation:

In Table 12 and Figure 12, majority of the respondents agree that training is
relevant to needs of the organization.

58
13. Table 13: Training helps to improve employee and employer relationship.

No. of
Training helps to improve employee and employer Respondents Percentage
relationship N= 20
Agree 8 42%
Strongly agree 9 47%
Neutral 2 10%
Disagree 1 1%
Strongly disagree 0 0%
20 100%

Figure 13:

Training helps to improve employee and employer relationship

47%
50%
45%
40% 42%
35%
30%
25%
20%
15%
10%
5%

10%

1% 0%
0%
Agree Strongly agree Neutral Disagree Strongly disagree

Interpretation:

In Table 13 and Figure 13, 89% of the respondents agree that training helps to
improve employee and employer relationship, 10% of the respondents neutral in
their opinion and only 1 % of the respondents disagree with this statement.

59
14. Table 14: Training helps to increase the motivation level of employees.

No. of
Training helps to increase the motivation level of Respondents Percentage
employees N= 20
Agree 6 30%
Strongly agree 12 68%
Neutral 1 1%
Disagree 0 0%
Strongly disagree 1 1%
20 100%

Figure 14:

Training helps to increase the motivation level of employees

80%
68%
70%

60%

50%

40%
30%
30%

20%

10%
1% 0% 1%
0%
Agree Strongly agree Neutral Disagree Strongly disagree

Interpretation:

In Table 14 and Figure 14, 68% of the respondents strongly agree that training
helps to increase motivational level of the employees. 30% of the respondents agree
that it helps to improve employee and employer relationship, 1% of the respondents
neutral in their opinion and only 1% of the respondents strongly disagree that it
does not help to improve employee and employer relationship.

60
15. Table 15: Training program enable the employees to be accountable and
authoritative in making decision.

No. of
Training program enable the employees to be
accountable and authoritative in making decision. Respondents Percentage
N= 20
Agree 10 51%
Strongly agree 6 33%
Neutral 3 15%
Disagree 0 0%
Strongly Disagree 1 1%
20 100%

Figure 15:

Training program enable the employees to be accountable

and authoritative in making decision.
60%

50%
51%
40%

30% 33%

20%

10% 15%

0%
Agree Strongly agree Neutral Disagree
0% 1%
Strongly
Disagree

Interpretation:

In Table 15 and Figure 15, 51% of the respondents agree that training program
enable the employees to be accountable and authoritative in making decision. 33%
of the respondents strongly agree that training program enable the employees to be
accountable and authoritative 15% of the respondents neutral in their opinion and
only 1% of the respondent strongly disagree with the statement.

61
16. Table16: Training method focus on developing team work and leadership skills

No. of
Training method focus on developing team work and Respondents Percentage
leadership skills
N= 20
Agree 7 39%
Strongly agree 8 42%
Neutral 2 4%
Disagree 2 10%
Strongly Disagree 1 5%
20 100%

Figure 16:

Training method focus on developing team work and leadership skills

45% 42%

39%
40%

35%

30%

25%

20%

15%
10%
10%
4% 5%
5%

0%
Agree Strongly agree Neutral Disagree Strongly Disagree

Interpretation:

In Table 16 and Figure 16, 81% of the respondents agree that training method focus
on developing team work and leadership skills, 15% of the respondents not agree
with the statement.

62
17. Table 17: Whether instructor response to trainees doubts.

No. of
Whether instructor response to trainees doubts.
Respondents Percentage
N= 20
Agree 9 54%
Strongly agree 8 42%
Neutral 1 1%
Disagree 1 1%
Strongly disagree 1 2%
20 100%

Figure 17:

Whether instructor response to trainees doubts.

60%
54%

50%
42%
40%

30%

20%

10%
1% 1% 2%
0%
Agree Strongly agree Neutral Disagree Strongly disagree

Interpretation:

In Table 17 and Figure 17, 96% of the respondents agree that instructor response to
trainees doubts, 3% of the respondents are not agree that instructor will not
response to trainees doubts.

63
18. Table 18: Employees after training are given preference for new assignments.

No. of
Employees after training are given preference for new
Respondents Percentage
assignments.
N= 20
Agree 11 57%
Strongly agree 5 29%
Neutral 2 12%
Disagree 1 1%
Strongly disagree 1 1%
20 100%

Figure 18:

Employees after training are given preference for new assignments.

60%57%

50%

40%

29%
30%

20%
12%
10%
1% 1%
0%
Agree Strongly agree Neutral Disagree Strongly disagree

Interpretation:

In Table 18 and Figure 18, 86% of the respondents agree that employees after
training are given preference for new assignments. 12% of the respondents are
neutral in their opinion and 2% of the respondents are not agreeing with the
statement.

64
19. Table 19: Are you satisfied with the effectiveness of training program

No. of
Are you satisfied with the effectiveness of training Respondents Percentage
program
N= 20

Excellent 12 63%
Very good 6 28%
Average 1 8%
Poor 1 1%
20 100%

Figure 19:

Are you satisfied with the effectiveness of training program

70%
63%
60%

50%

40%

30% 28%

20%

10% 8%
1%
0%
Excellent Very good Average Poor

Interpretation:

In Table 19 and Figure 19, 63% of the respondents agree that effectiveness of
training program is excellent, 28% of the respondents agree that effectiveness of
training program is very good, 8% of the respondents agree that it is average and 1
% of the respondents agree that it is poor.

65
20. Table 20: Feedback can evaluate the effectiveness of training program

No. of
Feedback can evaluate the effectiveness of Respondents Percentage
training program N= 20
Yes 19 95%
No 1 5%
20 100%

Figure 20:

Feedback can evaluate the effectiveness of training program

100% 95%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%

5%

YesNo

Interpretation:

In Table 20 and Figure 20, 95% of the respondents agree that feedback can evaluate
the effectiveness of training program and 5% of the respondents are not agree with this.

66
CHAPTER - 7

FINDINGS OF
THE STUDY

67
Findings:

1. 99%of the respondents agree that they like to attend training program.

2. 82% of the respondents agree that training means it is knowledge and skills.

3. Majority of the respondents agree that training program is essential for both
new employees and existing employee.
4. 82% of the respondents strongly agree that training is a part of organizational strategy.

5. Majority of the respondents agree that training is well planned in their organization.

6. 73% of the respondents agree that every month training programs are
conducted in their organization.
7. Majority of the respondents agree that training program is compulsory for the
employees to work better.
8. 97% of the respondents agree that training is helpful in enhancing
productivity and performance of an employee.
9. 65% of the respondents agree that coaching is the method to use training in
the organization.
10. 48% of the respondents agree that lack of interest is the barrier for training
and development in their organization.
11. 77% of the respondents agree that within 2-3 months they need to
implement training process in their organization.
12. Majority of the respondents agree that training is relevant to needs of the organization.

13. 89% of the respondents agree that training helps to improve employee and
employer relationship
14. 68% of the respondents strongly agree that training helps to increase
motivational level of the employees.
15. 51% of the respondents agree that training program enable the employees to
be accountable and authoritative in making decision.
16. 81% of the respondents agree that training method focus on developing team
work and leadership skills.
17. 96% of the respondents agree that instructor response to trainees doubts.
68
18. 86% of the respondents agree that employees after training are given
preference for new assignments.
19. 63% of the respondents agree that effectiveness of training program is excellent.

20. 95% of the respondents agree that feedback can evaluate the effectiveness
of training program.

Findings from the Organisation:

a. The environment of the organisation must be very friendly which will help
employees in satisfaction of the work and others factors.
b. The organisation has many fresher’s from which they work very
enthusiastically and there can be more productivity.
c. The relationship between the superior and subordinate is very good and this
will bring the organisation and employees to work in a good environment.
d. Organisation provides employee opportunity to the people who are not
properly educated or highly qualified.
e. The organisation gives them proper training and improve them.

69
 CHAPTER - 8

SUGGESTIONS
OF THE STUDY

70
Suggestions:

1. Employees should decide and determine the training programs that they need so
that they can work more effectively and efficiently, employees should decide
some of the training they would like to undergo.
2. The HR department should conduct briefing and debriefing sessions for
employees for training as to give them an idea as to why this training is been
conducted and what they have to learn in the training program conducted and
also after training completion they should take a feedback as to how effective
was the training so that the necessary improvements in training programs can be
considered and implemented.
3. Apart from on-job training programs the HR Department should conduct
constant value addition programs such as Time management, Stress
management trainings, group dynamics, grievance redressal; these will help to
add value and is also essential in today’s business scenario.
4. Performance of every employee undergone training should be evaluated so as to
get Improved quality of training activities, Improve ability of the trainers to
relate inputs to output know their understanding about the training programme
conducted
5. Training program should evaluate the abilities, competencies and potentials of
the trainees for a particular job or work skills.
6. It should aim to narrow down the gap between expected level of performance
and the actual level of performance.
7. It should provide new recruits or trainees a scientific pace for imbibing the
knowledge and skills required to discharge their duties and responsibilities
meaningfully and purposefully.
8. The company should conduct training programs at regular intervals, which
helps the employees to enhance their knowledge for their current jobs.
9. The company should design the training program based on the current
requirement, which includes development of technical skills, personality
development, time management, computer knowledge etc.
10. The training session should be made more interactive and participative so that
trainees and trainer are in constant interaction

71
CHAPTER -
10

CONCLUSION

72
Conclusion:

HRM is nothing but managing the human resource, from the date of recruitment till
the retirement and each employee needs some training program to develop their
skills and ability. Today we are living in a competitive world in order to survive
among other factors, it is the employees who make the organisation reach their
desired goal. Identification the training and development needs in the employees
which is very important in the organisation .it will help to achieve individual goals
has well has organisation goals it also help in productivity of the present employees
and also the standard of living of the employees and their family

When proper training and development is provided from the organisation to the
employees, it helps increase the employee’s interest towards the work and also the
organisation, when training and development is done by the organisation, it helps
to recognize the present level of the employees and what changes are needed to
improve their skills, attitude knowledge, experience and also it is able to recognize
the negativity of the present problems in the programs which are improving the
profits, goodwill.

There are lot of problems which are faced by the organisation because of the lack of
training they can be like accidents, injuries fights, work environment, alcohol and
harassment, machineries can also be a major part of failure so training on all this
teams is to be given properly and the organisation should understand the problems
of the employees. Training must be given in factors which are mostly affected on
the employees such has on-the-job programs.

According to the study conducted we can conclude that the overall satisfaction level
of employees in relation to the training programs is moderate.

The employees agree that the training programs help to increase productivity and

73
achieve the organizational goal.

The employees said that the training programs in the organization are well planned
but they are not satisfied with the duration of the training program and they are also
not satisfied with the evaluation process of training program, they are not evaluated
periodically.

The training programs in the organization strongly focus on the technical and
managerial capabilities but these programs are not given adequate importance
sometimes because of the work pressure.

The employees do not take the training programs seriously, as there are no strict
rules and regulations to attend the training programs.

The employees are not involved in determining the training need analysis. The
training programs are fixed by the top management.

The quality of the training programs is excellent but the employees are not making
the best use of it.

Therefore we can conclude that the training programs in the organization are
excellent but they have been not utilized properly by the employees as the training
programs are not mad compulsory to all the departments. There is a broader scope
to develop and improve its training programs in future in order to meet the
requirements of the global market

74
CHAPTER – 11

ANNEXURE

75
 Annexure Questionnaire

Questionnaire on Training and Development

Riya Sharma pursuing my bachelor of business Administrative (H.R) has

undertaken a project study on training and development in your esteemed
organisation. I would be great full if you would kindly make it convenient to spare
your valuable time for filling up questionnaire enclosed.

I do undertake that the information collected through this questionnaire shall be

kept confidential and will be used for academic purpose only.

a. Name:
b. Gender:
c. Occupation:
d. Age of Respondents
a. 25 - 35 Years
b. 35 - 45 Years
c. 45 - 55 Years

1. Do you like to attend the training program?

a. Yes
b. No

2. What do you understand by training?

a. Learning
b. Enhancement
c. Sharing information
d. Knowledge and skills

3. Do you feel training program is essential for both new employees and existing
employees.
a. Yes
b. No

4. Do you agree that organization considers training as a part of organizational strategy?

a. Agree
b. Strongly Agree
c. Neutral
d. Disagree
e. Strongly Disagree

76
5. Do you agree that training is well planned in your organization?
a. Yes
b. No

6. How often the training programs are conducted in your organization?

a. Every month
b. Quarterly
c. Half yearly
d. Once in a year

7. Do you feel training program is compulsory for the employees to work better?
a. Yes
b. No
8. Do you agree that training is helpful in enhancing productivity and
performance of an employee?
a. Agree
b. Strongly Agree
c. Neutral
d. Disagree
e. Strongly Disagree

9. What method of training is used in your organization?

a. Coaching
b. Job Rotation
c. Conference
d. Role playing
e. Others

10. What are the barriers to training and development in your organization?
a. Lack of interest
b. Non availability of skilled trainer
c. Lack of time
d. Finance Problem
e. Others

11. How long does it take to implement the trained process?

a. Less than 1 Month
b. 2 - 3 Months
c. 4 - 5 Months
d. 6 Months

12. Whether training is relevant to the needs of the organization?

a. Yes
b. No
77
13. Does training help to improve employee and employer relationship?
a. Agree
b. Strongly Agree
c. Neutral
d. Disagree
e. Strongly Disagree

14. Does training helps to increase the motivation level of employees?

a. Agree
b. Strongly Agree
c. Neutral
d. Disagree
e. Strongly Disagree
15. Training program enable the employees to be accountable and authoritative
in making decision?
a. Agree
b. Strongly Agree
c. Neutral
d. Disagree
e. Strongly Disagree

16. Does the training method focus on developing team work and leadership skills?
a. Agree
b. Strongly Agree
c. Neutral
d. Disagree
e. Strongly Disagree

17. Do you agree that instructor responses to trainees doubts?

a. Agree
b. Strongly Agree
c. Neutral
d. Disagree
e. Strongly Disagree

18. Employees who use their training are given preference for new assignments.
a. Agree
b. Strongly Agree
c. Neutral
d. Disagree
e. Strongly Disagree

78
19. Are you satisfied with the effectiveness of training program?
a. Excellent
b. Very good
c. Average
d. Poor

20. Do you think that the feedback can evaluate the effectiveness of training program?
a. Yes
b. No

79
CHAPTER - 12

BIBLIOGRAPHY

80
References Books:

1. Training and Development – SubbaRao

2. Human Resource Personal Management – K. Ashwatappa
3. Human Resource Management - Gary Dessler

Websites:

a. [Link] Nov 2004

b. [Link]
c. [Link]
d. [Link]

81