1 CHAPTER - I INTRODUCTION OF THE STUDY 1.1 INTRODUCTION 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. 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 - 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 continuous, systematic development among all levels of employees of that knowledge and those skills and attitudes which contribute to their welfare and that of the company”. - M.C Lord and Efferson
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A STUDY ON EFFECTIVENESS OF TRAINING AND DEVELOPMENT IN AMPHENOL OMNI CONNECT INDIA PVT LTD, CHENGALPATTU
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CHAPTER - I
INTRODUCTION OF THE STUDY
1.1 INTRODUCTION
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.
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 - 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 continuous, systematic development among all levels of employees of that
knowledge and those skills and attitudes which contribute to their welfare and that of the
company”. - M.C Lord and Efferson
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“Training may be defined as a process of developing an understanding of some organized body
of facts, rules and methods. This information concerns largely the operative phases of an applied
knowledge”. - R.C Davis
1.2 TRAINING AND DEVELOPMENT
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 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.
1.3 THEORIES OF TRAINING AND DEVELOPMENT
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.
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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.
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,
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such as changes in the economy and the competitive environment, may also influence
operational results.
1.4 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.
1.5 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.
Advantages of study
Our project is conducted to know the level of knowledge and skills imparted into
employees.
This will help the management to know the efficiency of their training programs as well
as the satisfaction level of employees and thus take necessary managerial decisions.
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The inferences made out of the project can help the employer and employee to contribute
for the better training facilities.
Any training and development program should meet both primary and secondary
objectives of the organization. The study will give light in the designing of better training
programs aiming solely at the desired results.
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1.6 OBJECTIVES OF STUDY
To study the methods used in training the employees
To analyze whether the quality of training and satisfaction of Respondents related.
To analyze whether the employees are satisfied with their current training methods.
To collect and analyze the views of the participants and superior on the training.
To study the training program on the basis of relevance, implementation and
outcomes.
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1.7 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. The methodology of our study has several steps[listed below]
each of them are explained in chapter IV.
Formulating the Research Problem
Extensive Literature Review
Developing the objectives
Preparing the Research Design including Sample Design
Collecting the Data
Analysis of Data
Generalization and Interpretation
Preparation of the Report or Presentation of Results-Formal write ups of
conclusions reached.
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1.8 SCOPE OF STUDY
In this project I have tried to present details about the training and development programs
being presently followed in the feedback, I collected from different employees during my
interaction with them.
The scope of training and development can be explained with the help of following points –
Exact position of performance of employees through their feedback
Development of the employees through various training and development programs.
Developing altered of unbiased treatment to all employees
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1.9 REVIEW OF LITERATURE
(Michael S. Lane, Gerald L. Blakely, 1990):
Management development programmes are increasingly being studied and evaluated,
regarding their efficiency and effectiveness. Presents the results of a survey of 155 directors and
vice-presidents of personnel and human resource management departments regarding the current
status of their management development programmes. The results indicate that management
development programmes do not seem to differentiate between levels of management.
Oladele Akin (1991)
Evaluation is increasingly being regarded as a powerful tool to enhance the effectiveness
of training. Three major approaches to training evaluation: quality ascription, quality assessment
and quality control are highlighted. In order to enhance the effectiveness of training, evaluation
should be integrated with organizational life.
Phillip C. Wright (1992)
Reports on a study of current and past training literature which suggests that, to be
effective and to isolate both training needs and those problems having other, non-trainable
solutions, training must be preceded by a needs analysis. Proposes a needs assessment model to
illustrate an optimum needs assessment process, and compares this model with the Ontario
Government's.
Farhad Analoui (1995)
Traditionally, the effectiveness of the senior officials within the public sector has been
disproportionately associated with task instead of people-related skills. A study of 74 senior
managers within Indian Railways, over three years, has revealed that managers, in order to
become effective, not only require task and people skills but also self-development knowledge
and skills. Moreover, the above broad categories of managerial skills form a hierarchy which
suggests that the more senior positions which managers occupy, the greater the need for people
and self-development. Explores the implications of the above for senior management training
and development in public sector.
According to the Michel Armstrong, “Training is systematic development of the
knowledge, skills and at
Attitudes required by an individual to perform adequately a given task or job”. (Source:
A Handbook of Human Resource Management Practice, Kogan.8th
Ed., 2001)
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According to the Edwin B Flippo, “Training is the act of increasing knowledge and skills
of an employee for doing a particular job.”(Source: Personnel Management, McGraw Hill;
6thEdition, 1984).
The term „training‟ indicates the process involved in improving the aptitudes, skills and
abilities of The employees to perform specific jobs. Training helps sin updating old talents and
developing new ones. „Successful candidates placed on the jobs need training to perform their
duties effectively‟.
(Source: Aswathappa, K. Human resource and Personnel Management, New Delhi: Tata