INTRODUCTION
A RESEARCH REPORT
ON
IMPACT OF TRAINING & DEVELOPMENT PROGRAMS ON EFFECTIVENESS
OF EMPLOYEES
Submitted in partial fulfillment of the requirements
For the degree of
Master of Business Administration
Under the Guidance of:-
Submitted By:-
DR.AMIT SHISHODIA
KOMAL MALIK
Assistant Professor (Roll: 1311470011) (IPEM)
INSTITUTE OF PROFESSIONAL EXCELLENCE AND MANAGEMENT(A -13/1,
S.S.G.T.Road, Industrial Area, NH -24, Ghaziabad)
U.P. Technical University, LUCKNOW (2013-2015)
CERTIFICATE
I, KOMAL MALIK declare that the project report entitled Impact
of Training & Development Programs on Effectiveness of
Employees being submitted to the UTTAR PRADESH TECHNICAL UNIVERSITY
for the fulfillment of the requirement for the degree of Master of
Business Administration is my own endeavors and it has not been
submitted earlier to any institution/university for any degree.
Dr. DOLLY PHILIPS
Head, Department of Management Studies,
IPEM, GHAZIABADACKNOWLEDGEMENTI would like to take this
opportunity to thank the following people who have directly or
indirectly contributed towards the completion of this dissertation
and without their help this in the present form would have not been
possible.I am thankful to Dr. Amit Shishodia for giving me
opportunity to work on such a nice project as my project. And last
but not the least my special thanks to my parents without their
support my MBA course would not have been possible. komal malik
MBA (4th Sem) Roll No. 1311470011
Executive summary ABOUT THE TOPIC
Training & Development programs is most important factor of
the organization for improving the efficiency & performance of
the employees as well as increase the productivity and turnover of
the organization. It is organized for the fresher and also for
existing employees. These programs are helpful in enhancing job
satisfaction, opportunity in future, increasing morale and
motivation.
Training is the process of increasing the knowledge and skills
for doing a particular job. It is an organized procedure by which
people learn knowledge and skill for a definite purpose. The
purpose of training is basically to bridge the gap between job
requirements and present competence of an employee.
The researcher has done a study on the impact of Training and
Development on the effectiveness of employees.
Table of Content1. introduction
Concept of Training
Training & Development
Need for Training
Importance of Training
Benefits of Training Employees
Types of Training
Training Methods & Techniques
EVALUTION CRITERIA
Concept of Executive Development
Literature Review
2. research objectives
513. research hypothesis
534. Research methodology 55 rESEARCH dESIGN
DATA COLLECTION
SAMPLE DESIGN
5. Data ANALYSIS & Interpretation
606. FINDINGS 757. Limitations
778. Recommendations & Suggestions
799. ConclusionS
8110. BIBLIOGRAPHY 8311. Questionnaire
85Introduction
Todays investment environment is complex, dynamic, and
challenging. Its not superior infrastructure or technology or the
deposits which keep it ahead of competition, but its ability to
manage investments markets. The banks ability to manage its
investments requires knowledge of investment markets and
instruments, as well as an understanding of the regulatory,
accounting, financial and economic forces that affect investment
performance and how they all interrelate to each other. Having
understood this to be a prerequisite the greatest resource of any
organization is the potential of its people.
But the fact is that employees do not come ready made, fitting
to the organizational requirements. They have to be shaped and
developed and tailored in terms of their skills, attitudes and
behaviors in order to say compatible with the organizations culture
and goals, thus, contributing to its productivity and profitability
.Precisely speaking they have to be trained . Beginning from the
policy of the organization the basic rules of the job to key
concepts to team performance to catering to the rising customers
demands training is a necessary tool without which viability if not
success is impossible in this era of cutthroat competition .
Though this fact is universally know the conventional wisdom
says that strangely there is very little organization that attaches
the commensurate level of importance to training in their concerns.
The interesting fact is that a majority of them belong to the
public sector. It is a known fact that despite the huge amounts of
state spending on staff college and universities for training
employees in the banks the most frequent names which figure out in
the top 10 belong to the private sector this continues
necessitating emergence of many question in the mind as to how
training is being done how much is the tentative spending on each
employees for training programs what is the general perception of
employees towards training how is ROI calculated if it is being
done at all a common perception exists that though a lot of
investment made is not being made on training the return
Private sector enterprises play a very crucial role in
developing the industrial base of an economy .Training and
development was deemed necessary in view of lack of trained
manpower (pant 2000) .After the implementation of new economy
policy in 1991, private sector enterprises need to improve overall
organizational effectiveness and productivity, and also need to
ensure competitive edge .These changes necessitate the training and
development of personnel in the private sector enterprises.
Today organization is passing through massive changes due to
advancement in science and technology and due to competition from
global players .India has nearly one sixth of the world population.
This overabundant human resource needs to be converted into asset
which is only possible through proper training and development. Our
former prime minister, Rajeev Gandhi rightly sensed this need had
established a separate ministry for human resource development
in1985 .he stressed on the development of human resources and
because of his initiatives, training occupied a front seat in the
national economy. Later on, most of the business organization
realized the need and importance of training their employees for
better and improved results. The human resource development
approach is essential in order to have optimum utilization of
manpower for the benefit of both, the employees and the
organization.
After the opening up of economy, talent is moving from one
organization to another search of high paying jobs in private and
multinational companies, which leads to scarcity of trained
manpower. This again emphasizes the need and importance of training
and employee retention.
A major study was conducted taking 575US-based publicly traded
firms during1996,1997and1998.the American society for training and
development (ASTD) found that companies which invested $680 more in
training per employee than the average company had an increase of
6% in their total stakeholder return in the following year (even
after considering other factors). ASTD researchers also found a
similar pattern while comparing gross profit margin, income per
employee, and price to book ratios for firms in the top quarter of
the study group who invested on average $1,595 per employee in
training with firms who invested average $128 per employee. It was
found that the former experienced 24% higher gross profit margins,
218% higher income per employee, and 26% higher price to book
ratios (ASTD, 2000)
This paper will review and analyze the training and development
policies and practices of a few private sector enterprises. The
outline framework for any training and development activity should
be linked with the organizations vision and mission so as to make
it more effective. The framework should comprise:
Training to be treated as one of the tools for increasing
organizational effectiveness.
Creating environment for self-motivation towards training and
development.
Learning through training should be transferred to the
job/work.
Today, private sector enterprises in India are passing through a
phase of metamorphosis. On one hand they are facing tough product
market competition with the advent of global players and on the
other; there are threats of closures due to inefficient operation.
in this scenario , organizations are under pressure to improve
organizational effectiveness by finding ways to become
cost-conscious and resource-efficient (joshi,2000).most of todays
business are still using labor intensive technology and large scale
as well as long term cost reductions can be achieved by improving
the productivity of employees through effective training and
development.
Participants perceptions about training program are very
important because they directly affect the acceptance and later
implementation of the learning from these programs.
Success of any training program largely depends upon various
factors like content method instructor work environment external
support and above all employees motivation .Motivation to learn and
then transfer it to job can be considered as one of the major
components of training., it generally reflected in the employees
attitude towards participation in training .motivation and
successful implementation of training to practice are
interdependent. Motivation creates a better learning environment
that leads to better training and later successful implementation
of learning from programs and successful practice of the learning
from training programs is a great motivator to generate interest
among the employees (Craig & bittel 1969)
According to Clark, Dobbins and Ladd (1993) career utility is
the perceived utility of training in achieving career goals .Career
goals can be promotion or increment in salary improvement in
personal skills and better job prospects. Noes (1986) model of
training effectiveness proposed that rewards resulting from
successful completion of training influence an individuals
motivation to undergo training and to learn from it.
It is quite common in organization that the training activities
are largely measured by number of training programs conducted per
year or number of training programs per employee per annum to
highlight fancy figures.
Training transfer climate (support for learning to the job) is
also equally important for transferring learning to job. Noes
(1986) model proposed that environmental favorability affects
transfer of newly learned skills or knowledge to the job.
Environment favorability comprises task constraints (e.g., lack of
resource), the perceived social support for training i.e., support
provided (with opportunities and reinforcement for practicing newly
learned skills or knowledge acquired in training) by other
employees (either by top management, immediate boss, peers or
subordinates).
It is also necessary to evaluate training programs periodically.
Current research scenario concerning evaluation of training through
sophisticated research design is not very encouraging in Indian
context. The evaluation of job behavior is generally sidelined.
This is needed to bridge the gap between training and work
practices.
Concept of Training
Training is the process of increasing the knowledge and skills
for doing a particular job. It is an organized procedure by which
people learn knowledge and skill for a definite purpose. The
purpose of training is basically to bridge the gap between job
requirements and present competence of an employee. Training is
aimed at improving the behavior and performance of a person. It is
a never ending or continuous process. Training is closely related
with education and development but needs to be differentiated from
these terms.
Training and Education:
Training should be distinguished from education Training is any
process by which the aptitudes, skills and abilities of employees
to perform specific jobs are increased. On the other hand,
education is the process of increasing the general knowledge and
understanding of employees. Thus education is wider in scope and
more general in purpose than training .Training is job-oriented or
occupational having an immediate utilitarian objective and the
major burden of training falls upon the employers. Training is
vocational whereas education is general and major burden of
education falls on the Government. Education is person oriented
while training is job oriented. Training is essentially practical
consisting of knowledge and skills required to perform specific
tasks. On the contrary, education is theoretical consisting of
concepts aimed at stimulating analytical and creative faculties of
the individual.
Training & Development Employee training is distinct from
management development. Training is a short term process utilizing
a systematic and organized procedure by which non managerial
personal learn technical knowledge and skills for a definite
purpose. It refers to instructions in technical and mechanical
operations like operation of a machine. It is designed primarily
for non managers. It is for a short duration and for a specific job
related purpose.
On the other hand, development is a long term educational
process utilizing a systematic and organized procedure by which
managerial personnel learn conceptual and theoretical knowledge for
general purpose. It involves philosophical and theoretical
educational concepts and it is designed for managers. It involves
broader education and its purpose is long term development. In the
words of Campbell, training courses are typically designed for a
short term stated set purpose, such as the operation of some
piece(s) of machinery while development involves a broader
education for long term purposes. Training involves helping an
individual learn how to perform his present job satisfactorily.
Development involves preparing the individual for a future job and
growth of the individual in all respects. Development complements
training because human resources can exert their full potential
only when the learning process goes far beyond simple routine.
Need for TrainingTraining is required on account of the
following reasons:
1. Job Requirements: Employees selected for a job might lack the
qualifications required to perform the job effectively. New and
inexperienced employees require detailed instruction for effective
performance on the job. In some cases, the past experience,
attitudes and behavior patterns of experienced personnel might be
inappropriate to the new organization. Remedial training should be
given to such people to match the needs of the organization.
2. Technological changes: Technology is changing very fast. Now
automation and mechanization have are being increasingly applied in
offices and service sector. Increasing use of fast changing
techniques requires training into new technology. For instance,
staffs in public sector bank are being trained due to
computerization of banking operations. No organization can take
advantage of latest technology without well trained personnel.
3. Organizational Viability: In order to survive and grow an
organization must continually adopt itself to the changing
environment. With increasing economic liberalization and
globalization in India, business firms are experiencing expansion,
growth and diversification. In order to face international
competition, the firms must upgrade their capabilities. Existing
employees need refresher training to keep them abreast of new
knowledge.
4. Internal mobility: Training becomes necessary when an
employee moves from one job to another due to promotion and
transfer. Employees chosen for higher level jobs need to be trained
before they are asked to perform the higher responsibilities.
Training is widely used to prepare employees for higher level
jobs.
Thus, there is an ever present need for training people so that
new and changed techniques may be taken advantage and improvements
in old methods are affected. Importance of Training
A well planned and well executed training program can provide
the following advantages:
1. Higher Productivity: Training helps to improve the level of
performance. Trained employees perform better by using better
method of work. Improvements in manpower productivity in developed
nations can be attributed in no small measure to their educational
and industrial training programs.
2. Better quality of work: In formal training, the best methods
are standardized and taught to employees. Uniformity of work
methods and procedures helps to improve the quality of product or
service. Trained employees are less likely to make operational
mistakes.
3. Less Learning Period: A systematic training program helps to
reduce the time and cost involved in learning. Employees can more
quickly reach the acceptable level of performance. They need not
waste their time and efforts in learning through trial and
error.
4. Cost Reduction: Trained employees make more economical use of
materials and machinery. Reduction in wastage and spoilage together
with increase in productivity help to minimize cost of operations
per unit. Maintenance cost in also reduced due to fewer machine
breakdown and better handling of equipments.
5. Reduced Supervision: Well-trained employees tend to be
self-reliant and motivated. They need less guidance and control.
Therefore, supervisory burden is reduced and the span of
supervision can be enlarged.
6. Low Accident Rate: Trained personnel adopt the right work
methods and make use of the prescribed safety devices. Therefore,
the frequency of accidents is reduced. Health and safety of
employees can be improved.
7. High morale: Proper training can develop positive attitudes
among employees. Job satisfaction and morale are improved due to a
rise in the earnings and job security of employees.
8. Personal Growth: Training enlarges the knowledge and skills
of the participants. Therefore, well trained personnel can grow
faster in their career. Training prevents obsolescence of knowledge
and skills. Trained employees are a more valuable asset to any
organization. Training helps to develop people for promotion to
higher posts
Benefits of Training to Employees
Training is useful to employees in the following ways:
1. Self-confidence: Training helps to improve the self
confidence of and employee. It enables him to approach and perform
his job with enthusiasm.
2. Higher Earnings: Trained employees can perform better and
thereby earn more.
3. Safety: Training helps an employee to use various safety
devices.
4. Adaptability: Training enables an employee to adapt to
changes in work procedures and methods
5. Promotion: Training employees can develop him and earn quick
promotions.
6. New Skills: Training develops new knowledge and skills among
employees .The new skills are a valuable asset of an employee and
remain permanently with him.
TYPEs OF TRAINING
Training is required for several purposes. Accordingly training
programs may be of the following types:
1. Orientation training: Introduction or orientation training
seeks to adjust newly appointed employees to the work environment.
Every new employee needs to be made fully familiar with his job,
his superiors and subordinates and with the rules and regulations
of the organization. Induction training creates. Self confidence in
the employees. It is also known as pre job training. It is brief
and informative.2. Job Training: It refers to the training provided
with a view to increase the knowledge and skills ofan employee for
improving performance on the job.
3. Safety training: Training provided to minimize accidents and
damage to machinery is known as safety training. It involves
instruction in the use of safety devices and in safety
consciousness.
4. Promotional Training: It involves training of existing
employees to enable them to perform higher level jobs. Employees
with potential are selected and they are given training before
their promotion,
5. Refresher Training: When exiting techniques become obsolete
due to the development of better techniques, employees have to be
trained in the use of new methods and new techniques. With the
passage of time employees may forget some of the methods of doing
work. Refresher training is designed to revive and refresh the
knowledge and to update the skills of the exiting employees. Short
term refresher courses have become popular on account of rapid
changes in technology and work methods.
6. Remedial training: Such training is arranged to overcome the
shortcomings in the behavior and performance of old employees. Some
of the experienced employees might have picked up appropriate
methods and styles of working. Such employees are identified and
correct work methods and procedures are taught to them. Remedial
training should be conducted by psychological experts.
sUP and
Identifying Training Needs
All training activities must be related to the specific needs of
the organization and the individual employees. A training program
should be launched only after the training needs are assessed
clearly and specifically. The effectiveness of a training program
can be judged only with the help of training needs identified in
advance. In order to identify training needs, the gap between the
exiting and required levels of knowledge, skills, performance and
aptitudes should be specified...
Training needs can be identified through the following types of
analysis.
1. Organizational Analysis: It involves a study of the entire
organization in terms of its objectives its resources resource
allocation and utilization growth potential and its environment.
Its purpose is to determine where training emphasis should be
placed within the organization. Organizational analysis consists of
the following elements.
a) Analysis of objective: The long term and short term
objectives and their relative priorities are analyzed. Specific
goals and strategies for various departments and sections should be
stated as a means for achieving the overall organizational
objectives. b) Resource Utilization Analysis: The allocation of
human and physical resources and their efficient utilization in
meeting the operational targets are analyzed.
c) Organization image Analysis: The prevailing climate of an
organization reflects the member attitudes. It also represents
managements attitude towards employee development.
d) Environmental Scanning: The economic, political,
technological and socio-cultural environment of the organization
can influence and the constraints which it cannot control.
2. Task or Role Analysis .It is a systematic and detailed
analysis of jobs to identify job contents the knowledge skill and
aptitudes required and the work behavior. On the part of the job
holder particular attention should be paid to the tasks to be
performed, the methods to be used, the way employees have learnt
these methods and the performance standards required of
employees.
3. Manpower Analysis: In this analysis the persons to be trained
and the changes required in the knowledge, skills and aptitude of
an employee are determined. First of all , it is necessary to
decide whether performance of an individual is substandard and
training is needed Secondly it is determined whether the employee
is capable of being trained Thirdly , the specific areas in which
the individual requires training are determined . Other
alternatives to training e.g. should also be considered.
Training Objectives:
Once the training needs are identified, the next step is to set
training objectives in concrete terms and do decide the strategies
to be the adopted to achieves these objectives. The overall aim of
a training program is to fill in the gap between the existing and
the desired pool of knowledge, skills and aptitudes .Objectives of
training express the gap between the present and the desired
performance levels. Definition of training objectives in both
quantitative and quantitative terms will help to evaluate and
monitor the effectiveness of training. Involvement of top
management is necessary to integrate the training objectives with
the organizational objectives
The main objectives of TRAINING may be defined as follows:
(a) To impart to new entrants the basic knowledge and skills
required for efficient performance of definite tasks.
(b) to assist the employees them to the latest concepts ,
information and techniques and developing the skills they would
require in their particular fields
(c) to build up a second line of competent officers and prepare
them to occupy more responsible position
(d) To broaden the minds of senior managers through interchanges
of experience within the outside so as to correct the narrow
outlook caused due to over specializations.
The above objective may be classified in terms of learning
levels e.g. motor skills, adaptation level, interpersonal
understanding and values. These may alternatively be classified
into status quo objectives, corrective objective, problems solving
objectives and innovative objectives.
According to Harris, training of any kind should have as its
objective the redirection or improvement of behavior so that the
performance of the trainee becomes more useful and productive for
himself and for the organization of which he a part In other words
training objectives should be stated in terms of changes required
in behavior and performance.
While setting training objectives, the following criteria may be
used:
(1) Nature and size of the group to be trained.
(2) Roles and takes to be coined out by the target group
(3) Relevance applicability and compatibility of training to the
work situation
(4) Identification of the behavior where change is required
(5) Existing and desired behavior defined in term ratio,
frequency, quality of interaction, repetitiveness, innovations,
supervision, etc.
(6) Operational results to be achieved through training e.g.,
productivity, cost, downtime, creativity, turnover etc.
(7) Indicators to be used in determining changes from exiting to
the desired level in terms of ratio and frequency.
Designing a Training Program:
In order to achieve the training objectives, an appropriate
training policy is necessary. A training policy represents the
commitment of top management to employee training. It consists to
rules and procedures concerning training a training policy are
required
(a) To indicate the companys intention to develop its
employees
(b) To guide the design and implementation of training
program
(c) To identification the critical are where training is to be
given on a priority basis: and
(d) To provide appropriate opportunities to employees for their
own betterment.
A sound training policy clearly defines the following issues:(1)
The results expected to be achieved through training.
(2) The responsibility for the training function.
(3) The priorities for training.
(4) The type of training required.
(5) The time and place of training.
(6) The payment to be made to employees during period.
(7) The outside agencies to be associated with the training.
(8) Relationship of training to the companys labor policy.
Once training objectives and policy are decided, an appropriate
training program can be designed and conducted. Decisions on the
following items are required for this purpose.
(1) Responsibility for Training: Training is quite a strenuous
task which cannot be undertaken by one single department. The
responsibility for training has to be shared among:
a) The top management, who should frame and authorize the basic
training policy, review and approve the training plans and
programrs, and approve training budgets
b) The personnel department which should plan establish and
evaluate instructional programs
c) The line supervisor, who should implement and apply the
various developmental plans,
d) The employees who should be properly organized. But good
organization alone is not adequate, proper planning and training is
equally important
(2) Selecting and Motivating the Target Group: It is necessary
to decide who is to trained new or old employees; unskilled or
semiskilled workers, supervisor or executives. The type and methods
to be used will depend upon the type of persons to be trained .It
is also necessary to create a desire for learning. The employee
will be interested in training if they believe that it will benefit
them personally.
(3) Preparing the Trainers: The success of a training program
depends to a great extant upon the instructors or the resource
persons. The trainer must know both the job to be taught and how to
teach it. He should have an aptitude for teaching and should employ
the right training techniques .and should employ the right training
techniques.
(4) Developing Training Package. The step involves deciding the
content of training designing support material for training and
choosing the appropriate training methods. Training course may
involve specific instruction in the procedures of doing job.
Training courses may cover time period ranging from one week to
facilitate choice.
(5) Presentation: This is the action phase of training .Here the
trainer tells demonstrates and illustrates in order to put over the
new knowledge and operation. However, before, it the learner should
be put at ease. It is necessary to explain why he is being taught
to develop his interest in training. The learner should be told of
sequence of the entire job, the need of each step in job, the
relationship of the job to the total work flow etc. Instructions
should be clear and complete.
TRAINING METHODS & TECHNIQUESThe methods employed for
training of operatives may be described as under:
(1) On the Training (OJT): In this method the trainee is placed
on a regular job and taught the skills necessary to perform it. The
trainee learns under the guidance and supervision the superior or
an instructor. The trainee learns by observing and handling the
job. Therefore, it is called learning by doing.
Several methods are used to provide on the job training e.g.,
coaching, job, rotation committee assignments, etc . A popular form
of on the job training is job instruction training (JIT) or step by
step learning. It is widely used in the United States to prepare
supervisors. It is appropriate for acquisition or improvement of
motor skills and repetitive operations. The jit involves the
following steps:
(a) Preparing the trainee for instruction. This involves putting
the trainee at ease, securing his interest and attention, stressing
the importance of the jobs; etc.
(b) Presenting the jobs operations or instructions in terms of
what the trainee is required to do. The trainee is put at work site
and each step of the job is explained to him clearly.
(c) Applying and trying out the instruction to judge how far the
trainee has understood the instructions.
(d) Following up the training to identify and correct the
deficiencies, if any. JIT method provides immediate feedback,
permit quick correction of errors and provides extra practice when
required .But it needs skilled trainers and preparation in
advanceAdvantages
a) The main advantage of OJT is that the trainee learns on the
actual machine in use and in the real environment of the job. He
gets a feel of the actual job. Therefore, he is better motivated to
learn and there is no problem of transfer of training skills to the
job.
b) This method is very economical because no additional space,
equipment, personnel or other facilities are required for training.
The trainee produces while he learns.
c) The trainee learns the rules regulation s and procedures by
observing their day to day applications.
d) This is the most suitable method for teaching knowledge and
skills which can be acquired through personal observation in a
relatively short time period. It is widely used for unskilled and
semi-skilled jobs e.g., machinist, clerical and sales jobs.
e) Line supervisors take an active part in training their
subordinates.
DisAdvantagesa) In on the jobs training, the learner finds it
difficult to concentrate due
to noise of the actual work place
b) This method is oft method soften haphazard and unorganized.
The superior or experienced employee may not be a good trainer.
c) In this method the trainee may cause damage to costly
equipment and materials.
d) On the job training is, however, the most widely used and
accepted method of training.
e) It is suitable for all levels of employees, workers,
supervisors and executives. It
Is appropriate for teaching knowledge and skills which can be
learnt in a relatively short period of time and where only a few
persons are to be trained on the job.
In order to make on the job training successful, some conditions
must be satisfied.
(a) What and how to teach should be carefully decided,
(b) The instructor should be carefully selected and trained,
and
(c)A definite follow-up scheduled should be used to judge the
result of training.
2. VESTIBULE TRAINING: in this method a training centre called
vestibule is set up and actual job conditions are duplicated or
simulated in it. Expert trainers are employed to provide training
with the help of equipment and machines which are identical with
those in used at the workplace.
MERITS:
a) The main advantage of vestibule training is that the trainee
can concentrate on learning without disturbance of the workplace
noise.
b) The interest and motivation of the trainee are high as the
real job conditions are duplicated.c) This method is essential in
cases where on the job training might result in a serious injury, a
costly event, or the destruction of valuable equipment and material
e.g., aeronautical industry.
d) Correct method can be taught effectively by the trained
instructor who knows how to teach.
e) It permits the trainee to practice without the fear of being
observed and undisturbed by the superior/co-worker.
f) It is a very efficient method of training a large number of
employees of the same kind of work at the same time.
g) This method is also useful when it is not advisable to put
the burden of training on line supervisors and when a special
coaching is needed. It is often used to train clerk, bank tellers,
inspectors, inactive operators, testers, typists, etc.
EVALUATING TRAINING EFFECTIVNESS NEED FOR EVALUTION:
It is necessary to evaluate the extent to which training
programs have achieved the aims for which they were designed. Such
an evaluation would provide useful information about the
effectiveness of training as well as about the design of future
training programs.
CONCEPT OF TRAINING EFFECTIVNESS:
Training effectiveness is the degree to which trainee are able
to learn and apply the knowledge and skills acquired in the
training program . It depends on the attitude ,interest , values
,and expectations of the trainee and the training environment . A
training program is likely to be more effective when the trainees
want to learn, are involved in their jobs, have career strategies.
Contents of a training program, and the ability and motivation of
trainers also determine training effectiveness.
EVALUTION CRITERIA
Evaluation of training effectiveness is the process of obtaining
information on the effects of a training program and assessing the
value of training in the light of that information. Evaluation
involves controlling and correcting the training programe. The
basis of evaluation and mode are determined when the training
program is designed. Retraining:
Retraining is the process of providing training to persons who
underwent training earlier in their job. Retraining programs are
generally arranged for employees who have long been in the service
of an organization. Such programs are designed to avoid
obsolescence of a person in terms of job requirements. Retraining
is required on account of the following factors:
I. Some employees concentrate on a narrow task and lack all
round
Knowledge and skills. Training is required to wider their
knowledge and attitudes.
II. Employees who are called back to work after layoff are given
training
So as to handle highly skilled jobs.
III. Due to technological changes some jobs may become
unnecessary.
Employees working on such jobs are retrained for other jobs.
IV. Retraining is necessary to develop a versatile workforce
capable of
Performing more than one job.
V. Retraining becomes necessary when the knowledge and skills of
employees
Become obsolete due to rapid changes in technology. With
automation and computerization new skills become necessary.
VI. Due to changes in demand for goods and services, some new
jobs are created.
Retraining of exiting staff is needed to handle new jobs.
Retraining may be required at all levels. But it is more common
for rank and file workers. This is so because technological make an
immediate impact on these people. Moreover, they are less equipped
to four see their personal needs and therefore, require greater
assistance than others. Workers need refresher courses to help them
recall what they have forgotten. They require retraining when work
tools and methods change due to technological progress.
CONCEPT OF EXECUTIVE DEVELOPMENT
Executive development or management development is a systematic
process of learning and growth by which managerial personnel gain
and apply knowledge, skills, attitudes and insights to manage the
work in their organizations effectively and efficiently. It is an
educational process through which executives learn conceptual and
theoretical knowledge and managerial skills is an organized manner
. Management development involves relating experience to learning.
The main aim of formal education for manager is to increase his
ability to learn from experience.
According to flippo, management development includes the process
by which managers and executives acquire not only skills and
competency in their present jobs but also capabilities for future
managerial tasks of increasing difficulty and scope . Thus,
executive development is any planned effort to improve current and
future managerial performance. It is an attempt at improving an
individual s managerial effectiveness through a planned and
deliberate process of learning.
An analysis of these definitions reveals the following
characteristics of executive development:
(1) Executive development is a planned and organized process of
learning rather than a haphazard or trail an error approach
(2) .It is an ongoing or never ending exercise rather than a
one-shot affair
(3) .It continues throughout an executives entire professional
career because there is no end to learning.
(4) Executive development is a long term process as managerial
skills cannot be developed overnight.Executive development is
guided self-development. An organization can provide opportunities
for development of its present and potential managers. But the
images for learning have to come from the executive himself.
Executives development is possible only when the individual has the
desire to learn and practice what he learns. No amount of coercion
can lead to development . Executive develop Executive development
aims at preparing managers for better performance and helping them
to realize their full potential.
(5) Development is eventually something that the executives have
to attain him. But he will do this much better if he is given
encouragement, guidance and opportunity by his company.
(6) Executive development aims at preparing managers for better
performance and helping them to realize their full potential.
Objectives of Executive Development
Any program of executive development aims achieving the
following purpose:
1. To improve the performance of managers at all levels in their
present jobs.
2. To sustain good performance of managers throughout their
careers by exploiting
Their full potential i.e.to prepares managers for higher jobs in
future.
3. To ensure availability of required number of managers with
needed skills so as
To meet the present and anticipated future needs of the
organization.
4. To prevent obsolescence of executives them to the latest
concepts and Techniques in their respective areas of
specialization.
5. To replace elderly executives who have risen from the ranks
by highly competent and academically qualified professionals.
6. To provide opportunities to executives to fulfill their
career aspirations.
Prof. A. Dasgupta has given objectives of executive development
at various levels of authority. These are stated in table 3.3. It
can be seen that for top management the objectives are mostly
general and aim at developing the ability to understand and decide.
On the other hand, objectives at middle and lower levels are more
specific.
Executive Development Objectives at three levels of Authoritya)
Top management
1. To improve thought process and analytical ability in order to
uncover and examine problems and take decisions in the best
interests of the country and organization.
2. To broaden the outlook of the executive in regard to his
role, position and responsibilities in the organization and
outside.
3. To think through problems this may confront the organization
now or in the future.
4. TO understand economic, technical and institutional forces in
order to solve business problems.
5. To acquire knowledge about the problems of human
relations.
b) Middle line Management
1. To established a clear picture of executive functions and
responsibilities.
2. To bring about an awareness of the broad aspects of
management problems, and an acquaintance with, and appreciation of,
inter departmental relations.
3. To develop the ability to analyses problems and to take
appropriate action.
4. To develop familiarity with the managerial uses of financial
accounting, psychology, business law and business statistics.
5. To inculcate knowledge of human motivation and human
relationships
6. To develop responsible leadership.
c) Middle Functional Executives and Specialists1. To increase
knowledge of business functions and operations in specific fields
in marketing production, finance, personnel.
2. To increase proficiency in management techniques such as work
study, inventory control, operations research, quality control.
3. To stimulate creative thinking in order to improve methods
and procedures.
4. To understand the functions performed in a company.
5. To understand industrial relations problems.
6. To develop the ability to analyze problems in ones area or
functions.
Importance of Executive Development
Executive development is necessary for the following
reasons:
(i)The size and complexity of organizations, both business and
non-business are increasing. Managers need to be developed to
handle the problems of giant and complex organization in the face
of increasing competition.
(ii)The rapid rate of technological and social change in society
requires training of Managers so that they are able to cope with
these changes. Automation, cut throat competition, growth of new
markets, enlarged labor participation in management, growing public
and government interest in business activities are the major
problems that have to be handled.
(iii)Business and industrial leaders are increasingly
recognizing their social and public responsibilities. They require
a much broader outlook to discharge these new responsibilitie.
(iv) Labor management relations are becoming increasingly
complex. Executives require new and better skills in union
negotiations, collective bargaining, grievance redressed, etc.
Workers are better educated and more aware.
(v)
There is a noticeable shift from owner managed to professionally
managed enterprises, even in family business houses. Executive
development programs are required to train and develop professional
managers.
(vi) Executives need education and training to understand and
adjust to changes in socio-economic forces. Changes in public
policy, concepts of social justice, industrial democracy,
ecology(pollution) ekistics. (Humansettlements), ergonomics
(working environment), cultural anthropology (problem of fitting
machines to men) are the main socio-economics changes. Without
management development programs, executives may become
obsolete.
(vii) Management of public utilities, state enterprises and
civic bodies is being professionalized in order to improve
operational efficiency. Similarly, agriculture, rural development
and public administration require professional executives. In the
words of Peter Drucker, an institution that cannot produce its own
managers will die. From an overall point of view the ability of an
institution to institution to produce managers is more important
than its ability to produce goods efficiently and cheaply
Process of Executive Development
The essential ingredients of an executive development program
are as follows:1
1. Analysis of Development needs: First of all the present and
future developmental needs of the origination are ascertained. It
is necessary to determine how many and what type of executives are
required to meet the present and future needs of the enterprise.
This calls for organizational planning. A critical analysis of the
organization structure in the light of future plans will reveal
what the organization needs in terms of departments, functions and
key executive positions.
2. Appraisal of Present Managerial Talent: A qualitative
assessment of the existing executives is made to determine the type
of executive talent available within the organization. The
performance of every executive is compared with the standard
expected of him.
3. Inventory of Executive manpower: this inventory is prepared
to obtain complete information about each executive. Data on the
age, education, experience, health, test result and performance
appraisal results is collected. This information is maintained on
cards or replacement tables, one for each executive.
4. Planning Individual Development Programs: each one of us has
a unique set of physical, intellectual and emotional
characteristics. Therefore, development plan should be tailor made
for each
5. Establishing training and Development Programs: The human
resource department prepares comprehensive and well conceived
programs. The department identifies development needs and may
launch specific courses in fields of leadership, decision-making,
human relations, etc. it also recommends specific executive
development programs organized by well-known institutes of
management.
6. Evaluating development programs: considerable money, time and
efforts are spent on executive development programs. It is
therefore; natural to find out to what extent the program
objectives have been achieved. Program evaluation will reveal the
relevance of the development programs and the changes that should
be made to make these more useful to the organization. General
result of development programs can be measured in the long run. But
some specific result may be assessed during the short term.
Methods and Techniques of Executive Development
Various techniques of executive development may be classified
into two broad categories as shown in fig.
Executive Development
On the job Techniques
off the job Techniques
Coaching
Lectures
Under Study
Case Studies
Position Rotation
Group Discussions
Project Assignment
Conferences
Committees
Role Playing
On the job training is most suitable when the aim is to improve
on the job behavior of executives. Such training is inexpensive and
time saving. The motivation to learn is high as training takes
place in the real job situation. The trainee can size up his
subordinates and demonstrate his leadership qualities without
artificial support. But neither the trainer nor the trainee are
free from the daily routine and pressure of their respective jobs.
On the job-training is given through the following methods.
1. Coaching:
In this method, the superior guides and instructs the trainee as
a coach. The coach or counseller sets mutually agreed upon goals,
suggest how to achieve these goals, periodically reviews the
trainees progress and suggests changes required in behavior and
performance.
Coaching method offers several advantages: (i) It is learning by
doing (ii) Every executive can coach his subordinate even if no
executive development program exists (iii) Periodic feedback and
evaluation are a part of coaching. (iv) It is very useful for
orientation of new executives and for developing operative skills.
Coaching method, however, suffers from certain disadvantages: (i)
it tends to perpetuate current managerial styles and practices in
the organization. (ii) It requires that the superior is a good
teacher and guide (iii) the training atmosphere is not free from
the worries of daily, routine.
Coaching can be effective if the coach is a good communicator,
enable motivator and a patient listener. Coaching will work well if
the coach provides a good model with whom the trainee can identify,
if both can be open with each other, if the coach accepts his
responsibility fully, and if he provides the trainee with
recognition of his improvement and suitable rewards.
2. Understudy:
An understudy is a person selected and being trained as the heir
apparent to assume at a future time the full duties and
responsibilities of the position presently held by his superior. In
this way a fully trained person becomes available to replace a
manager during his long absence or illness, on his retirement,
transfer, promotion or death. The superior routes much of the
departmental work through the junior, discusses problems with him
and allows him to participate in the decision making process as
often as possible. The junior is generally assigned tasks which are
closely related to the work in his section
Under study method provides many advantages: (i) the trainee
receives continuous guidance from the senior and gets the
opportunity to see the total job (ii) it is practical and time
saving due to learning by doing (iv) the junior and the senior come
closer to each other (v) it ensures continuity of management when
the superior leaves his position.
Understudy method, however suffers from the following
disadvantages (i) it perpetuates the existing managerial practices.
(ii) As one employees is identified in advance as the next occupant
of higher level managerial position, the motivation of other
employees in the unit may be affected.(iii) the subordinate staff
may ignore the understudy and treat him as an intruder without
clear authority and responsibility The success of this method
depends upon the teaching skills and cooperation of the superior
with whom the understudy is attached.
3. Position Rotation:
It involves movement or transfer of executives from one position
or job to another on some planned basis. These persons are moved
from one managerial position to another according to a rotation
schedule. Position rotation is also called job rotation. Or
position rotation is often designed for junior executive .IT may
continue for a period ranging from six month to two years According
to Bennett . Job rotation is a process of horizontal movements that
widens the managers experience horizon beyond the limited confines
of his own. Job rotation method offers the following advantage: (1)
it helps to reduce monotony and boredom by providing variety of
work (2) It facilitates interdepartmental cooperation and
coordination (3)it infuses new concepts and ideas into elder
personal (4) Executive get a chance to move up to higher position
by developing them into generalists Job rotation method suffer from
the following disadvantage ;(1) Job rotation may cause disturbance
in established operation (2) The trainee executive may find it
difficult to adjust himself to frequent moves. He may feel insecure
in the absence of stable interpersonal relationship (3) the new in
cement may introduce ill conceived and hasty innovations causing
loss to the organization (4) Job rotation may demotivate
intelligent and aggressive trainee who seek specific responsibility
in their chosen specialization.
4. Projects assignments
Under this method a number of trainee executives are put
together to work on a project directly related to their functional
area. The group called project team or task force will study the
problem and find appropriate solutions. For instance, accounts
officers may be assigned the task of designing and developing an
effective budgetary control system. By working on this project, the
trainee learns the work procedures and techniques of budgeting.
Sometimes, a syndicate or team consisting of persons of mature
judgment and proven ability is constituted. It is given a task
properly spelt out in terms of brief and background papers.
5. Committee Assignment:
A permanent committee consisting of trainee executives is
constituted. The entire trainee participates in the deliberations
of the committee. Through discussion in committee meetings they get
acquainted with different viewpoints and alternative methods of
problem solving. They also learn interpersonal skills.
6. Multiple Management:
This technique was developed by Charles P. McCormick oh
McCormick Corporation of Baltimore, USA Under. Under it a junior
board of young executives is constituted. Major problems are
analyzed in the junior board which makes recommendations to the
Board of Directors.REVIEW OF SOME OF THE BEST PRACTICES OF TRAINING
AND DEVELOPMENT IN INDIA
There are some private sector organization which are emphasizing
on training and development to improve manpower utilization and
employee development. A few good examples are described here
Career development: Eicher group experience
Eicher believes in role model philosophy in which supervisor can
set the right example by encouraging subordinates to play
leadership roles. Training in eicher emphasizes that it is
primarily the responsibility of the superior to develop, her /his
subordinate and become her/ his mentor. Each employee at eicher is
a part of career development group (CDG)
Which consists of her/his immediate superior , the bosss
superior and a person from another division .CDG is responsible for
appraising , monitoring , training and planning of each individual
career and development path .They write down what kind of training
requirements in his annual Self-Development Review . Training at
Eicher can be classified as discussed below
1. Behavioral Training Organizational behavior, interpersonal
skills and counseling.
2. Functional Training Finance for non-finance executives,
manufacturing skills,
Quality control etc.
3. Potential related Training Managerial skills for junior
management , development executive skills
4. Multi skills training
5. Training for Dealers Dealership management program
6. International Exposure. (business today , 1996 : dayal et al
., 1996)
Benchmarking: Ranbaxy Laboratories Experience
Ranbaxy laboratories provided works first-hand experience of
global best practices. Most of the workers in pharmaceutical
industries have generally come from a background where even a
hospital did not display good hygiene and Ranbaxy was trying to
train them to achieve high quality standards. A group of workers
was selected and sent on a ten-day US visit clinics and hospitals.
The workers got a first-hand feel of the kind of environment in
which the medicines prepared by them would be used and they came
back with memories of very high quality standards and where
motivated to achieve them (Business today 1996)
Learning Together: Mahindra and Mahindra Experience
Supervisors and managers should be trained with workers in the
basic training philosophy at Mahindra and Mahindra . In order to
bridge the communication gap Mahindra and Mahindra sent its workers
abroad to expose them to quality manufacturing practices but with a
slightly different strategy : The workers were sent along with the
supervisors and managers (from several levels ) . It was found that
at the end of the trip most communication gaps between them had
been bridged. Till 1995, 40 workers (shop floor) along with
managers and union leaders were sent to Japan, South Korea, Europe,
UK, and us to visit various automotive plants and to learn best
work practices around the world. These people were then asked to
share their experience with other employees (business today
1996)
Employee Involvement: Modi Xerox Experience
The company has invested in developing high quality training
.Employees at every level are exposed to international training.
Each employee spends almost 5 man-days on training every year which
costs Rs 4000 per employee per annum. Training is not only the
responsibility of training department, but there is a continuous
involvement of line managers also. The boss and subordinates sit
together and match the job profile with the individuals skills.
Once the gapes are identified, they search for solutions to bridge
them which could range from formal to informal training one to one
coaching and facilitation. Training managers workshop is organized
biannually to get feedback on the present status and also on future
training requirements.
These examples show the importance of employee involvement
superior role and accountability in training and developing the
human potential and exposure to international standards for
measuring quality, to develop good training and development
practices in any organization.
research
OBJECTIVE
research OBJECTIVES:1. To find out the impact of training&
development programs on the performance and attitude of employees
as well as organization productivity.
2. To gain the in-depth information and knowledge about the
training and development program and its impact on the
effectiveness of the employees
3. To get the information about the training and development
programs and its necessities that how it helps the organization in
increasing productivity and in achieving objectives effectively and
efficiently.
4. To find out the impact of training& development programs
on the performance and attitude of employees as well as
organization productivity.
research
HypothesIs
H1: Training and Development helps in increasing the
effectiveness of Bank employees
H2: Training and development increases the productivity level
prove to be right.
No individual or system is perfect for all times, so training
and development activities with the changed order must take place.
Following suggestion have been proposed to improve the training
effectiveness of banking sector employees:
1. Technical training should be provided
2. Training must be imparted in a trainee friendly
atmosphere.
3. Training and development activities should be a regular
process.
4. Top management should appreciate the role of training and
development.
5. Transparency should be maintained in selecting the
trainees.
RESEARCH METHODOLOGY
RESEARCH METHODOLOGY
Its aim to understand the research methodology establishing a
framework of training and development of employees through primary
and secondary research and it explains about present employees
scenarios and its present base of organisation through training and
development techniques and concepts used during primary research in
order to arrive at findings; which are also dealt with and lead to
a logical deduction towards the analysis and results.
RESEARCH DESIGN
The researchers propose to first conduct a intensive secondary
research to understand the full impact and implication of the
industry, to review and critique the industry norms and reports, on
which certain issues shall be selected, which the researchers feel
remain unanswered or liable to change , this shall be further taken
up in the next stage of exploratory research. This stage shall help
the researchers to restrict and select only the important question
and issue, which inhabit growth and segmentation in the industry.
These set of questions are then proposed to be studied under a
descriptive research setting finally leading to formation of
hypotheses and testing under causal research.
The new data gathered to help solve the problem at hand. As
compared to secondary data which is previously gathered data. An
example is information gathered by a questionnaire. Qualitative or
quantitative data that are newly collected in the course of
research. Consists of original information that comes from people
and includes information gathered from surveys, independent
observations and test results. Data gathered by the researcher in
the act of conducting research. This is contrasted to secondary
data which entails the use of data gathered by someone other than
the researcher information that is obtained directly from
first-hand sources by means of surveys, observation.
SECONDARY DATA
Information that already exists somewhere, having been collected
for another purpose. Sources include magazines, various web sites,
and subscription services. Data that have already been collected
and published for another research project. There are two types of
secondary data: internal and external secondary data. Information
compiled inside or outside the organization for some purpose other
than the current investigation. Data that have already been
collected for some purpose other than the current study.
Researching information which has already been published. Market
information compiled for purposes other than the current research
effort; it can be internal data, such as existing sales-tracking
information, or it can be research conducted by someone else, such
as a market research company. Mainly the secondary source of data
has been used consists of magazines, books and websites and
newspapers about present employee scenarios in banking sector.
DATA ANALYSIS
Based on the type of data collected and the target segment with
the appropriate statistical methods, inference should be made. The
response set of one variable is compared with another set of
variable to ensure a detailed analysis of data.
It has been used the SPSS software to analyze our data
accurately. After the respondents had filled in the questionnaires,
the data was entered into the software and the analysis was made
thereby.
FIELD WORK
Some important points which each member kept in mind while doing
the fieldwork. To make the respondents comfortable before
questioning him by introducing ourselves as students and ensuring
the respondent that all information collected is only for academic
purpose and will be kept confidential Ensure that we fill the
questionnaires our selves Not to lead a person into any
preconceived notion Not to influence the respondents answers in any
way/form. Use simple language, so that the technical language does
not intimidate the respondent.
The main objective of this chapter is limited to expressing its
research results, analysis and interpretation of the gathered data.
The following chapter presents details review of the data collected
and it relevance in drawing inference.It hence stands the valuator
of the hypothesis generated in the earlier chapter.
PILOT TESTING
The first stage of the data gathering study was our dummy run a
pilot study. This helped the researcher to throw up some inevitable
problems of converting the design into reality. An experiment or a
survey can and should be piloted on a small scale in virtually all
circumstances. We soon made changes to the questionnaire like
reduce the number of questions to reduce time, also provided income
under brackets instead of asking for absolute figures.
data ANALYSIS
&
Interpretation
Graphical data Interpretation
Q.1. For how long have you been working in the organization
Interpretation:
Out of 100employees interviewed 40% had an experience of less
than 2years while 30% had experience of 2-5 years while rest had
experience of 5years and more.
Q.2. Does your organization have regular training programs
Interpretation :
Out of all the employees surveyed 90% of the organizations are
providing training to their employees.
Q.3. Training programs are conducted only after identifying
Training needs?
Interpretation:
In the research it is observed that training programs are
conducted after the training needs are identified.88% respondent
are say yes while 12% are say No. Q.4. Training programs are
conducted in your organization to
Improve: Interpretation:
In Training Programs 35% concentration is over Technical skills,
while 30% on
Managerial skills,19% on Administrative skills and 16% on
Interpersonal skills.
Q.5. Training programs have been able to improve interpersonal
relationship
Interpretation:
80% of employees agree that training programs help to improve
Interpersonal skills while 10% hardly agree and rest disagree.
Q.6. Training programs have always been beneficial for
Employees?
Interpretation:
Out of 100 employees surveyed 75% of employees strongly agreed
to the fact that training helps while rest 25% also agree.
Q.7. Training programs reduce work stress?
Interpretation:
50% of employees agree that training helps to reduce stress, 10%
also agree while 25% hardly agree and 10% disagree.
Q.8. Training programs reduce the monotony of job?
Interpretation:
55% of employees agree that training helps to reduce monotony of
job, 9% also agree while 20% hardly agree and 16% disagree.
Q.9. Training programs reduce absenteeism?
Interpretation:
9% of employees strongly agree that training helps to reduce
absenteeism, 36% also agree while 30% hardly agree and 25%
disagree.
Q.10. Training programs are helpful in reducing turnover
rate?
Interpretation:
10% of employees strongly agree that training helps to reduce
turnover, 40% also agree while 30% hardly agree and 20%
disagree.
Q.11. Training programs increase the self-worth of
employees?
Interpretation:
18% of employees strongly agree that training helps to increase
self worth of employees, 70% also agree while 12% hardly agree and
none disagree.
Q.12. Training programs actually help in overall development of
employees?
Interpretation:
9% of employees strongly agree that training help in overall
development of employees, 60% also agree while 25% hardly agree and
6% disagree.
Q.13. In which areas do you think there is more need of
training?Interpretation:
26% of employees think that training is needed in enhancement of
soft skills, while 30% require in employee development, 37% require
technical skills and rest in others.
FINDINGS
Out of 100employees interviewed 40% had an experience of less
than 2years while 30% had experience of 2-5 years while rest had
experience of 5years and more.
Out of 100employees interviewed 40% had an experience of less
than 2years while 30% had experience of 2-5 years while rest had
experience of 5years and more.
Out of all the employees surveyed 90% of the organizations are
providing training to their employees. In the research it is
observed that training programs are conducted after the training
needs are identified. In Training Programs 35% concentration is
over Technical skills, while 30% on Managerial skills, 19% on
Administrative skills and 16% on Interpersonal skills.
80% of employees agree that training programs help to improve
Interpersonal skills while 10% hardly agree and rest disagree. Out
of 100 employees surveyed 75% of employees strongly agreed to the
fact that training helps while rest 25% also agree.
50% of employees agree that training helps to reduce stress, 10%
also agree while 25% 9% of employees strongly agree that training
helps to reduce absenteeism, 36% also agree while 30% hardly agree
and 25% disagree hardly agree and 10% disagree.
10% of employees strongly agree that training helps to reduce
turnover, 40% also agree while 30% hardly agree and 20%
disagree.
18% of employees strongly agree that training helps to increase
self worth of employees, 70% also agree while 12% hardly agree and
none disagree.
26% of employees think that training is needed in enhancement of
soft skills, while 30% require in employee development, 37% require
technical skills and rest in others. 9% of employees strongly agree
that training help in overall development of employees, 60% also
agree while 25% hardly agree and 6% disagree.
LIMITATIONS
LimitationS
Though best efforts have been made to make the study fair,
transparent and error free. But there might be some inevitable and
inherent limitation. Though outright measure are undertaken to make
the report most accurate
The limitations of the survey are narrated below.
1) It was not possible to cover each and every organization due
to time contains of the research report.
2) There may be some biased response from the respondent.
3) Some respondents did not provide fully data.
4) Restriction to disclose the organization information which is
necessary for research work.
Recommendations &
SUGGESTIONsTraining is the process of increasing the knowledge
and skills for doing a particular job. It is an organized procedure
by which people learn knowledge and skill for a definite purpose.
The purpose of training is basically to bridge the gap between job
requirements and present competence of an employee. Training is
aimed at improving the behavior and performance of a person. It is
a never ending or continuous process. Training is closely related
with education and development but needs to be differentiated from
these terms.
The overall aim of a training program is to fill in the gap
between the existing and the desired pool of knowledge, skills and
aptitudes .Objectives of training express the gap between the
present and the desired performance levels. Definition of training
objectives in both quantitative and quantitative terms will help to
evaluate and monitor the effectiveness of training. Involvement of
top management is necessary to integrate the training objectives
with the organizational objectives
CONCLUSION
Once the training needs are identified, the next step is to set
training objectives in concrete terms and do decide the strategies
to be the adopted to achieves these objectives. The overall aim of
a training program is to fill in the gap between the existing and
the desired pool of knowledge, skills and aptitudes .Objectives of
training express the gap between the present and the desired
performance levels. Definition of training objectives in both
quantitative and quantitative terms will help to evaluate and
monitor the effectiveness of training. Involvement of top
management is necessary to integrate the training objectives with
the organizational objectives
From the study it has been found that 30% respondents believe
that training programs improve managerial skills, while 35% believe
it is responsible for improving technical skills. Further it is
found that training programs improve interpersonal relationship.
About 80% respondents are of the same view. 75% respondents believe
that training programs are always beneficial for employees. 25%
respondents strongly emphasis this point.. Moreover, training
programs increase the self worth of employees and are even
responsible for increasing overall efficiency level of employees,
reduced monotony, stress & absenteeism and are responsible for
development & growth.
BIBLIOGRAPHY
Magazines / Newspapers
1. Business World
2. Business Today
3. The Times of India
4. The Economic Times
Websites
1. www.hrbank.co.in2. www.bankhrdtandd.com
3. www.google.co.in4. www.yahoo.co.in5. www.citehr.com6.
www.hrbooks.com
BOOKS:-1. RKBKs training planner and induction guide.
2. Human Resource Management : V S P Rao
3. Encyclopadeia of Management (trg. & dev) : edited by John
Prior
4. Human Resource Management - L M Prasad5. Training for
Development Lynton & Pareek
6. Principles & Practices of Management
7. Training for Development R K Sahu
QUESTIONNAIRE
Questionnaire for Employees
Name..
Designation
Age..
Gender Male / Female
Contact No
Organization
Note : All the information provided will be confidential and
will only be used for research project purpose
Q.1.For how long have you been working in the organization?
A) 0-2yrs
(
B) 2-5yrs
(
C) 5-8yrs
(
D) More than 8yrs
(Q.2.Does your organization have regular training programs?
A) Yes
( B) No
(
Q.3.Training programs are conducted only after identifying
Training needs?
A) Yes
(B) No.
(
Q.4.Training programs are conducted in your organization to
improve?
A) Managerial skills (
B) Technical skills
(
C) Administrative skills(
D) Interpersonal
(E) Any other (Q.5.Training programs have been able to improve
interpersonal relationship?
A) Strongly agree
(
B) Agree
(
C) Hardly agree
(
D) Disagree
(
E) Strongly disagree (Q.6.Training programs have always been
beneficial for employees?
A) Strongly agree
(
B) Agree
(
C) Hardly agree
(
D) Disagree
(
E) Strongly disagree (Q.7.Training programs reduce work
stress?
A) Strongly agree
(
B) Agree
(
C) Hardly agree
(
D) Disagree
(
E) Strongly disagree (Q.8. Training programs reduce the monotony
of job?
A) Strongly agree
(
B) Agree
(
C) Hardly agree
(
D) Disagree
(
E) Strongly disagree (Q.9. Training program reduce
absenteeism?
A) Strongly agree
(
B) Agree
(
C) Hardly agree
(
D) Disagree
(
E) Strongly disagree (Q.10. Training programs are helpful in
reducing turnover rate?
A) Strongly agree
(
B) Agree
(
C) Hardly agree
(
D) Disagree
(
E) Strongly disagree (Q.11. Training programs increase the self
worth of employees?
A) Strongly agree
(
B) Agree
(
C) Hardly agree
(
D) Disagree
(
E) Strongly disagree (Q.12. Training programs actually help in
overall development of employees?
A) Strongly agree
(
B) Agree
(
C) Hardly agree
(
D) Disagree
(
E) Strongly disagree (sQ.13. In which areas do you think there
is more need of training?
A) Soft skills
(
B) Employee development(
C) Technical skills
(
D) Any other
(Q.14.Suggest same ways to improve the efficiency of training
programs?Identifying training needs
Setting training Objectives and policy
Systematic approach to training
Designing Training programme
Follow evaluation
Conducting the training
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5%
80%
10%
5%
0%
20%
40%
60%
80%
Strongly
agree
Agree
Hardly
Agree
Disagree
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TRAINING NEED
Sheet1
TRAINING NEED
YES88
NO12
To resize chart data range, drag lower right corner of
range.
_1491406512.xlsChart1
0.09
0.55
0.2
0.16
East
Sheet1
Stongly agreeAgreeHardly agreeDisagree
East9%55%20%16%
_1491406631.xlsChart1
0.09
0.6
0.25
0.06
East
Hardly agree, 25%
Sheet1
Stongly agreeAgreeHardly agreeDisagree
East9%60%25%6%
_1491406754.xlsChart1
0.26
0.3
0.37
0.07
East
Sheet1
Soft skillsEmployee developmentTechnical skillsAny other
East26%30%37%7%
_1491406028.xlsChart1
0.3
0.35
0.19
0.16
East
Sheet1
Managerial SkillsTechnical SkillsAdministrative
SkillsInterpersonal Skills
East30%35%19%16%
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90
10
East
Sheet1
YesNo
East9000%1000%
_1395486518.xlsChart1
0.09
0.36
0.3
0.25
East
Sheet1
Strongly agreeAgreeHardly agreeDisagree
East9%36%30%25%
_1395486948.xlsChart1
0.18
0.7
0.12
0
East
Sheet1
Strongly agreeAgreeHardly agreeDisagree
East18%70%12%0%
_1395486511.xlsChart1
0.25
0.75
0
0
East
Sheet1
Strongly agreeAgreeHardly agreeDisagree
East25%75%0%0%
_1395486502.xlsChart1
0.4
0.3
0.18
0.12
East
Sheet1
0-2 yrs2-5 yrs5-8 yrsmore than 8 yrs
East40%30%18%12%