training and development final project / reserch report

Chapter 1

Introduction

1.0 Introduction

The chapter describes the research topic, background of the study, research problem, research objectives, research methodology, and importance of the study, limitations and chapter outlines.

1.1 Research topic

Training and development

Training and Development is a vital function of Human Resource Management. Training and Development act as the core factor which deals with maintaining and improving efficiency and effectiveness of the human resources at work in the organization. It is concerned with enhancing individual employee job performances as well as collective / group performances. Thus it will assist ultimately to improve organizational performances. Therefore it is clear that Training and Development plays a crucial role in the organization.

1.2 background of the study

This section will display important of the study and background of the study.

Definition:

“Training and Development is a formal process of changing employee behavior and motivation in the way that will enhance employee job performance and then organizational overall performance. “

Thus T&D improves employee’s capabilities in a way that will make him perform well in current job. The skills, abilities and attitudes obtained from T&D make a better demand for the employee in the job market.

In organizational environment there are service oriented organizations such as banks, hospitals, educational institutes and production oriented organizations such as garment factories, motor vehicle companies… etc.

Usually both kinds of these organizations are using same methods to give sufficient training for their employees. And also most organizations are using common procedures in the training process. This may sometimes become a success while sometimes does not appear as a really efficient way to give a proper training to the employees in the organization.

In this research, I have considered about clearly identifying the difference between the service oriented training methods and production oriented training methods. These two training methods differentiate from each other by the specific characteristics that are unique to each of these training methods. My research issue is arising within this environment.

So in this project I’m expecting to find out the most suitable training methods based on the nature of the organization (service oriented or production oriented). And also I’m going to find out that is there any other modifications that should be used in traditional training process in selected organizations.

1.3 Research problem

The specific problem addressed in this study is to identify the most suitable training and development methods for production oriented and service oriented organizations. The employee training and development programs and necessary to improve employee’s morale as well as encourage the workers to perform their jobs in a proper way. So with that purpose organizations should choose most suitable training and development methods considering about their nature of functions. Some training methods may not suitable for service oriented organizations and some methods may not suitable for production oriented organizations. The research design is used for this study was the descriptive survey research design, to determinate proper training for both production and servile oriented organizations.

1.4 Objectives of the study

In this project I expect to achieve these objectives through a pre designed methodology. These objectives are aimed at finding a reasonable solution for the research issue.

Identifying the training methods using currently in service oriented organizations and production oriented organizations.

Identifying the relationship between training methods and performance improvement of the employees in the organization.

Identifying the necessary modifications for the training process and finding out most suitable training methods for service oriented and production oriented organizations.

Directing employees to follow pre identified training methods in the purpose of enhancing employee productivity.

1.5 Methodology

To achieve these objectives there should be a pre planned methodology. In this sector I’m going to describe that methodology which consist the following steps.

• Selecting Organizations• Selection of samples• Data collection• Analyzing and presenting data

1.5.1 Selecting an organization – organizations are selected on both production oriented and service oriented basis. A brief description about the organizations which have been selected for this research appears below:

Production Oriented organization – Dong Young Company

This is a rice mill manufacturing company located in Kurunegala area. This is a small scale organization. Mother company of this firm is located in South Korea. Importing Single Phase rise mills, assembling them and distributing and selling them island wide are the major operations of this company. Currently more than 30 employees are working in this company.

Service oriented organization – Sampath Bank PLC

This is one of the most reputed commercial banks in private sector of Sri Lanka. There are more than 200 branches in island wide and more than 2000 work force. But for this project I have selected a sample of more than 25 people from 4 branches in area 7 located in western province due to the difficulties in collecting data in a large sample.

1.5.2 Selection of samples

Dong Young Company –

Total population = all the permanent employees working in Dong Young company (more than 30)

Sample size = Number of people who given the questioner (at least 20 people)

Sampath bank PLC -

Total population = all the permanent employees working in Sampath bank (more than 2000)

Sample size = Number of people who given the questioner (at least 20 people from Minuwangoda, Gampaha ,Ja ela , Mirigama branches )

These samples will include all the operational level staff including staff assistant, executive officers, branch managers, assistant managers, labors, technicians in both organizations.

1.5.3 Data collection

The relevant data for the purpose of study were collected through the both primary and

secondary sources.

1.5.3.1 Primary data: The research was used following methods for collecting the data. In

this research primary data were collected through the questionnaire. To collect the relevant

data questionnaire was designed as follows.

Questionnaires are the most common data collection method for any research. In this research,

survey questionnaires have been formulated by consisting 18 questions and it has been

categorized in to tow sections as follows

Seven questions for personal characteristics

Eleven questions for employee training and development related data.

Section One- Personal Profile

The personal characteristics of employees are requested in the first section of the questionnaire

and it is included five question items, they are

1. Age

2. Gender

3. Civil Status

4. Education Level

5. Designation

In this section, it was given the range of answers and respondents were requested to mark the

relevant cage that was extremely matched with their personal characteristics. Responses from

the questionnaire were analyzed to form of the study’s sample

Section two

in this section question designedwith the pupose of gatherin data related to training methods of

both organizations.

1.5.3.2 Secondary data

Following sources use for research as secondary data.

1. Using Bank of Ceylon annual report, central bank report and other magazines

2. News papers

3. Using internet

4. Using various books that related to the topic

1.5.4 Data presentation and analysis

Presenting of data- following methods use for presenting the data.

• Figures- Figure is one of data present method in this research. It was used this method

to present the collected analyzed data, because this method is very simple and easy to

understand

• Tables- Table is other method for presentation of analyzed data. It also easy to

understand and very simple method in this research. There columns, under relevant

data column, number of employees and percentage columns.

• Chart- Chart is most popular method for presenting the data. In this study it was used

bar charts & Pie charts to present the data illustrated by relevant table.

1.6 Importance of the study

As Schuler& Youngblood, 1996 the need of training and development is determined by the employee’s performance deficiency and it is computed as follows.

T & D need = Standard Performance – Actual Performance

So from this definition we can understand that the T & D has a very strong relationship with the performance of the employees.

With the achieving above mentioned objectives I believe this kind of befits can get to the organization.

Most important thing is can have a clear idea about what different kind of training methods is suitable for service oriented organizations and production oriented organizations.

So both kind of organizations can direct their employees to get training more effectively

If any kind of modification needs is discovered in training process using currently on this organizations, they can change the process and move in to a better training method.

So the both kind of organizations can give most suitable training to their employees to the point and enhance their job related knowledge. By giving a good training employees can have following benefits.

Increase the quality of products

Increase the productivity

Reducing unnecessary wastage

Improve employee’s moral & motivation.

Create a better demand on employees in the job market by having proper T & D

Increase efficiency and effectiveness

Employees can have more self confidence and reduce the degree of supervision

Increase salaries, promotion opportunities, rewards and job security.

When all of the above mentioned matters are considered T & D is advantageous for the organization as well as individual employees.

1.7 Limitations

The research exercise will be conduct in a limited duration. Hence a detailed study could not be made

The sample of selected employees is limited only to kurunegala and western province.

The finding conclusions are based on the knowledge and experience of the respondents, sometimes may subject bias.

Primary data is collected only through a questioner.

The production oriented organization is a small scale organization when considering with the service oriented organization.

CHAPTER 2

Literature review

2.0 Introduction

The chapter describes the review of the literature, concerned the concept of training and

development with relevant theories, definitions, concept and models.

2.1 Human Resource Management

Introduction to HRM

Every organization irrespective of its nature and size has four resources namely

men, material, and machinery. Of this men I. e., people are the most vital resources and

they only make all the differences in an organization. In this connection L.F. Urwick says

that “Business houses are made? Broken in the long –run note by the markets or capital,

patents, or equipments, but by men”. Peter F. ducker says that, “man, of all the resources

available to name can grow and develop”. This gives geneses to the concept of HRM, the

sub –system. HR is the central sub-system of an organization. As the central sub- system,

it controls the functions of each sub –system and the whole organization.

Concept

Human resource management is concerned with the human beings in an

organization. It reflects a now philosophy, a new outlook, approach and strategy, which

views an organization’s manpower as its resources and assets.

Human resource management is a managerial function which facilitates the

effective utilization of people (manpower) in achieving the organizational and individual

goals.

Simply, HRM is a management function that helps the managers to recruit,

select, train and develop the organizational members for the purpose of achieving the

stated organizational goals.

Definition

HRM is defined as follows,

“The part of management which is concerned with the people at work and with their

relationship within an enterprise. It aims to bring together and develop into and effective

organization of the men and women who make up an enterprise and having regard for the

well-being of the individuals and of working groups, to enable them to make their best

contribution to its success”

-National institute of personnel management, India.

“Human resource management is a series of decisions that affect

the relationship between employees and employers; it affects many constituencies and is

intended to influence the effectiveness of employees and employers”.

-Milkovich l boudreau.

So finally we can say HRM is the efficient and effective utilization of human resources to

achieve goals of an organization. There is a series of functions to be followed order to

accomplish the goals and the objectives of the HRM. This series of functions includes:

● Human resource planning

● Recruitment, selection, and placement

● Orientation, training and development

● Job analysis and design

● Role analysis and role development

● Career planning and communication

● Performance appraisal

● Human relation

● Safety and health

● Wage and salary administration

● Compensation and reward

● Grievance handling

● Quality of work life and employee welfare

● Organizational change and development

● Industrial relation

From this series of functions training and development takes most important place

and it is defined as the HRM function that formally and systematically provides new

learning to increase employee’s capabilities so as to increase their current job

performance and future job performance as well.

Training and Development is a vital function of Human Resource Management.

Training and Development act as the core factor which deals with maintaining and

improving efficiency and effectiveness of the human resources at work in the

organization. It is concerned with enhancing individual employee job performances as

well as collective / group performances. Thus it will assist ultimately to improve

organizational performances. Therefore it is clear that Training and Development plays a

crucial role in the organization.

2.2 Training and development

Definition

Training and development is a formal process of changing employee behavior and

motivation in the way that will enhance employee job performance and then ornisatonal

overall performance.

Employee Training is distinct from management or Executive Development.

While the former refers, training is given to employees in areas of operations, techniques

and allied areas, while the latter refers to developing an employee in areas of important

techniques of the Management Administration, Organization and allied areas.

Training means to continuously nurture the employees or workers towards better

performance in a systematic way. This can be either at the work spot or at the workshops.

This is mainly to improve the technical skills of the employees or workers.

Development means bringing out the actual potentialities and thus willing to high

motivation and commitment standards towards work. This will be generally with regard

to improvement in the behavioral skills.

Training and development will increase employee job related abilities through the

following three primary ways.

By imparting job related knowledge.

By creating job related skills.

By generating positive attitudes for proper organizational functioning.

In the HRM literature clear distinctions about knowledge and skills are hardly available.

But following definitions can found bout above terms and they will help to get an idea

about these three factors.

Know means ‘to learn or to have information about something” and knowledge means

‘what is known”.

- English business dictionary (1986)

“Skills is the ability to do something because of training”

- Dictionary of personal management, 1988

So knowledge is for having information and understanding that information. Skills are for

doing and applying the obtained knowledge.

And also the terms education and training are highly interrelated. But there are some

differences among these terms. We can make a distinction among training, education and

development. Such distinction enables us to acquire a better perspective about the

meaning of the terms.

Training - Refers to the process of imparting specific skills

Development - refers to the learning opportunities designed to help employees grow

Education - is theoretical learning in classroom

Though training and education differ in nature and orientation, they are

complementary. An employee for example who undergoes training is presumed to have

had some formal education. Furthermore, no training programme is complete without an

element of education. In fact the distinction between training and education is getting

increasingly blurred nowadays. As more and more employees are called upon to exercise

judgments and to choose alternative solutions to the job problems, training programmes

seek to broaden and develop the individual through education. For instance, employees in

well-paid jobs and/or employees in the service industry may be required to make

independent decision regarding their work and their relationship with their clients.

Hence, organization must consider elements of both education and  training while

planning their training programmes.

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

Development is not primarily skill-oriented. Instead it provides general knowledge and

attitudes will be helpful for employees in higher positions. Efforts towards development

often depend on personal drive and ambition. Development activities, such as those

supplied  by management developmental programs, are generally voluntary.

2.3 Purpose of the training and development

The fundamental aim of the training is to help the organization achieve its purpose by

adding value to its key recourse – people- employees. In here it is defined like this,

“Training helps the organization, the individual, and the human relations of the work

group. “

- Werther and Davis , 1989 –

As this definition training means investing in the people to enable them to perform better

and to empower them to make the best use of their natural abilities. And that investment

pays dividend to employee, organization and other employees.

Importance of Training and Development

• Optimum Utilization of Human Resources – Training and Development helps in

optimizing the utilization of human resource that further helps the employee to achieve

the organizational goals as well as their individual goals.

• Development of Human Resources – Training and Development helps to provide an

opportunity and broad structure for the development of human resources’ technical and

behavioral skills in an organization. It also helps the employees in attaining personal

growth.

• Development of skills of employees – Training and Development helps in increasing the

job knowledge and skills of employees at each level. It helps to expand the horizons of

human intellect and an overall personality of the employees

• Productivity – Training and Development helps in increasing the productivity of the

employees that helps the organization further to achieve its long-term goal

• Team spirit – Training and Development helps in inculcating the sense of team

work,team spirit, and inter-team collaborations. It helps in inculcating the zeal to learn

within the employees.

• Organization Culture – Training and Development helps to develop and improve the

organizational health culture and effectiveness. It helps in creating the learning culture

within the organization.

• Organization Climate – Training and Development helps building the positive

perception and feeling about the organization. The employees get these feelings from

leaders, subordinates, and peers.

• Quality – Training and Development helps in improving upon the quality of work and

work-life.

• Healthy work-environment – Training and Development helps in creating the healthy

working environment. It helps to build good employee, relationship so that individual

goals aligns with organizational goal.

• Health and Safety – Training and Development helps in improving the health and safety

of the organization thus preventing obsolescence.

• Morale – Training and Development helps in improving the morale of the work force.

• Image – Training and Development helps in creating a better corporate image.

• Profitability – Training and Development leads to improved profitability and more

positive attitudes towards profit orientation.

• Training and Development aids in organizational development i.e. Organization gets

more effective decision making and problem solving. It helps in understanding and

carrying out organizational policies.

• Training and Development helps in developing leadership skills, motivation, loyalty,

better attitudes, and other aspects that successful workers and managers usually display.

2.3 Climate for Training

With all these things organization must have a climate or suitable environment for deliver

a successful training programme.so to create a necessary environment, fulfill the

following requirements may helpful.

• Incentives that encourage employees to participate.

• Managers who make it easy for employees to attend T& D programs.

• Employees who encourage each other.

• Rewards for the use of new competencies.

• No hidden punishments for participating.

• Rewards for managers who are effective trainers

With this kind of proper environment, an organization can develop and implement an

effective training and development program. There are short term and long term effects

for both employees and organization.

2.4 Effects of training and development

2.4.1 Short-term effects

• Reactions to T & D activity

• Learning

• Changes in behavior & attitudes

• Performans on a task

2.4.2 Long-Term effects – For the organization

• Improved productivity

• Lower cost

• Improved customer services

• Pool of competent global leaders

• Improved retention rates

• Applicant pool increases

2.4.3 Long-term effects – For the Employees.

• Greater self confidence

• Increased job satisfaction

• Career advancement

• Employability

• Ability to resist unethical influence

2.5 Principles of the training

The principles, which have been evolved, can be followed as guidelines to trainees. Clear

objectives about the Training Program are:

• Training policy for designing and implementing the training programme.

• Acquisition of knowledge and new skills through motivation.

• Reinforcement to trainees by means of awards and punishments.

• Organized material should be properly prepared and provided to the trainees.

• Learning periods has to be fixed as it takes time to learn.

• Preparing he instructor who is both good at subject and job.

• Feedback regarding the performance of the trainees in the jobs.

• Practicing the skills taught by the trainee.

• Appropriate techniques related to the needs and objectives of the organization.

2.6 Roles and responsibilities in Training and Development

In the subject of training and development, there are many roles in an organization

hierarchy contributes up to various limits. And also they have deferent responsibilities

relevant to T & D

2.6.1 Line managers

• Cooperate with HR professionals in identifying the implications of business plans

for T & D

• Work with the employees to determine their individual training and development

needs.

• Participate on the delivery of T & D programs.

• Support employees participation in T & d opportunities and reinforce the transfer

of newly learned behaviors to the job.

• Do much of the on-the-job socialization and training.

• Participate in efforts to assess the effectiveness of T & D activities.

2.6.2 HR Professionals

• Identify training and development needs in cooperation with the line managers.

• Assist employees in identifying their individual T & D needs

• Communication with employees regarding training and development

opportunities and the consequences of participating in them.

• Develop and administer T & D activities.

• Train the line managers and employees in how to socialize; train and develop

employees.

• Evaluate the effectiveness of the training.

2.6.3 Employees

• Seek to understand the objectives of training and development opportunities and

accept responsibility for lifelong learning.

• Identify own T & D needs with HR Professionals and line managers.

• Consider employment opportunities that will contribute to your own personal

development opportunities.

• Assist with the socialization, training, and development of co-workers.

2.7 Systematic training and Training process

A System is a combination of things or parts that must work together to perform a

particular function. An organization is a system and training is a sub system of the

organization. The System Approach views training as a sub system of an organization.

There is a formal order of doing the training. If isn’t, the trainee will have to learn

everything in his own, he will take long period to perform as organizations expectations.

But if he has a opportunity to get a well designed training , it will be easy to learn how to

perform well in the organization. So through a systematic training process trainee will

learn appropriate methods of doing the duties resulting in achieving organizations’ goals.

In here the steps of systematic training process is listed

1. Identify training needs

2. Prioritize training needs

3. Establish training objectives

4. Determine training evaluation criteria

5. Make other related training decisions

6. Implementation

7. Evaluation the success of training

2.7.1 Identifying training needs.

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 the training needs, a gap between the

existing and required levels of knowledge, skills, performance and aptitudes should be

specific. The problem areas that can be resolved through training should also be

identified.

Without training need identifying any kind of training effort may not be done. In training

process tow major errors are possible. One is training for a wrong training need. In this

cause because of the wrong identification of training needs of the employees of the

organization, a real training program may implement but for a worthless training need.

Second major error is training owing to wrong performance diagnosis. There must be

genuine need of training. Generally training need is arise when there is a gap between

expected job performance level and actual job performance level. But we cannot say the

gap is created only because of the need of training, but there will many factors influence

that job performance level.

When considering about identifying training needs there are three types of analysis,

organization analysis, and job needs analysis, person needs analysis.

Organizational needs analysis

Organizational needs analysis refers to identifying training needs in the organizational

level. It can define like this,

“organizational needs analysis tries to answer the question of where the training emphasis

should be placed in the organization and what factors may affect the training”

-Bernardin and Russell-

In the organizational level there are three factors affecting to decide organizational needs.

They are Human recourse analysis, climate indexes and efficiency indexes. Human

recourse analysis conceder translating strategic plans, demand for products, customer

requirements etc. The climate indexes are acting as indicators of the quality of the

working life of the organization. They includes employee turnover, absenteeism ,

grievances , productivity etc. efficiency indexes are measures or indicators of the current

efficiency of work groups and the organization. They includes cost of labour, wastage,

gap between input and output, late delivers etc.

Job needs analysis

The specific content of present or anticipated jobs is examined through job analysis. For

existing jobs, information on the tasks to be performed (contained in job descriptions),

the skills necessary to perform those tasks (drawn from job qualifications), and the

minimum acceptable standards (obtained from performance appraisals) are gathered. This

information can then be used to ensure that training programs are job specific and useful.

The process of collecting information for use in developing training programs is often

referred to as job needs analysis. In this situation, the analysis method used should

include questions specifically designed to assess the competencies needed to perform the

job.

Job needs analysis can be defined as below

” Job needs analysis tries to answer the question of what would be taught in training so

that the trainee can perform the job satisfactory. “

- Bernardin and Russell-

By finding answers for these three questions below mentioned, may give a clear idea of

job need analysis.

What are the tasks, duties and responsibilities of the job?

What types of abilities, qualifications and experience are needed to perform the job?

What are the minimum acceptable performance standards?

So deretmined training needs by job analysis can be used to train employees.

Person need analysis

After information about the job has been collected, the analysis shifts to the person. A

person needs analysis identifies gaps between a person's current capabilities and those

identified as necessary or desirable. Person needs analysis can be either broad or narrow

in scope. The broader approach compares actual performance with the minimum

acceptable standards of performance. The narrower approach compares an evaluation of

employee proficiency on each required skill dimension with the proficiency level

required for each skill. The first method is based on the actual, current job performance of

an employee; therefore, it can be used to determine training needs for the current job. The

second method, on the other hand, can be used to identify development needs for future

jobs.

Person need analysis can be defined as below,

“Person need analysis tries to answer the question of who needs the training in the firm

and specific types of training needs.”

- Bernardin and Russell-

2.7.2 Prioritize training needs

Identifying training needs is possible but identifying or prioritize training needs is

difficult. And also meeting all kind of training needs with training programs is difficult

due to many reasons. Main reasons are limited recourses especially financial recourses

and limited time. Any kind of organization cannot spend too much for training as

investment than their day to day functions. And also if there available financial support,

finding enough time is also difficult.

Here are some factors influence prioritizing training needs,

1. Time to be spent

2. Budget essential for training

3. Desires of top management

4. Possibility of measuring the results of the training

5. Trade union influence

6. Competencies and interests of the trainers

Considering these factors the need of special process or technique to prioritize training

needs is arise. So there is a special technique can be used to prioritize training needs. It is

called Nominal Group Technique.

Nominal Group Technique

Nominal Group Technique (NGT) is designed to encourage every member of a group to

contribute, and prevents the more vocal group members from dominating the discussion.

Simply we can say, NGT method is group method that drawing out ideas from people on

a specific topic. NGT facilitates discussion, stimulates creative contributions, increases

group productivity, uncovers divergent viewpoints, and leaves group members feeling

satisfied that they have contributed and that their voices have been heard. NGT is

especially effective when difficult decisions must be made with input from every person,

and when discussion has become heated and/or when group members are attempting to

influence other members of the group. NGT requires a facilitator. A step-by-step process

to implement NGT follows. If the group is small (15 or fewer members), the steps can be

accomplished working as a whole. If the group is large (more than 15 or so), you may

find it easier to organize members into groups of six or eight and let these small groups

work together. In step 3, for example, each table would take a turn contributing an idea.

So it can be used in second step in systematic training process like prioritizing training

methods.

From the viewpoint of Human Recourse Management NGT can defined as technique that

uses a group of seven to fifteen people who are competent for the purpose do identifying

training needs of the organization.

Nominal Group Technique process

1. Generating Ideas: The moderator presents the question or problem to the group in

written form and reads the question to the group. The moderator directs everyone to

write ideas in brief phrases or statements and to work silently and independently.

Each person silently generates ideas and writes them down.

2. Recording Ideas: Group members engage in a round-robin feedback session to

concisely record each idea (without debate at this point). The moderator writes an

idea from a group member on a flip chart that is visible to the entire group, and

proceeds to ask for another idea from the next group member, and so on. There is no

need to repeat ideas; however, if group members believe that an idea provides a

different emphasis or variation, feel free to include it. Proceed until all members’

ideas have been documented.

3. Discussing Ideas: Each recorded idea is then discussed to determine clarity and

importance. For each idea, the moderator asks, “Are there any questions or comments

group members would like to make about the item?” This step provides an

opportunity for members to express their understanding of the logic and the relative

importance of the item. The creator of the idea need not feel obliged to clarify or

explain the item; any member of the group can play that role.

4. Voting on Ideas: Individuals vote privately to prioritize the ideas. The votes are tallied

to identify the ideas that are rated highest by the group as a whole. The moderator

establishes what criteria are used to prioritize the ideas. To start, each group member

selects the five most important items from the group list and writes one idea on each

index card. Next, each member ranks the five ideas selected, with the most

important receiving a rank of 5, and the least important receiving a rank of 1.

After members rank their responses in order of priority, the moderator creates a tally

sheet on the flip chart with numbers down the left-hand side of the chart, which

correspond to the ideas from the round-robin. The moderator collects all the cards

from the participants and asks one group member to read the idea number and number

of points allocated to each one, while the moderator records and then adds the scores

on the tally sheet. The ideas that are the most highly rated by the group are the most

favored group actions or ideas in response to the question posed by the moderator.

Advantages of NGT

Generates a greater number of ideas than traditional group discussions.

Balances the influence of individuals by limiting the power of opinion makers

(particularly Advantageous for use with teenagers, where peer leaders may have

an exaggerated effect over group decisions, or in meetings of collaborative, where

established leaders tend to dominate the discussion).

Diminishes competition and pressure to conform, based on status within the

group.

Encourages participants to confront issues through constructive problem solving.

Allows the group to prioritize ideas democratically.

Typically provides a greater sense of closure than can be obtained through group

discussion.

Disadvantages of NGT

Requires preparation.

Is regimented and lends itself only to a single-purpose, single-topic meeting.

Minimizes discussion, and thus does not allow for the full development of ideas,

and therefore can be a less stimulating group process than other techniques.

According to the ranking of training needs, organization or the authorities can select most

important training needs for their organization and deliver the rest steps of systematic

training process.

2.7.3 Establish Training Objectives.

“Objectives can be defined as ‘criterion behavior’, i.e. the standards or changes of

behavior on the job to be achieved if training is to be regarded as successful. This should

be definition of what the trainee will be able to do when he or she goes back to work on

completing the course: in other words, terminal behavior. Transfer of training is what

counts: behavior on the job is what matters.”

-Armstrong (1992 p. 433)-

Objectives are established based on training needs, in other words after completing

training program there should no lack of training or performance in relevant field.

Establishing objectives in time related is very important. And also success of the program

can be measured by checking whether pre established objectives are completed or not.

There are several proposes of establishing training objectives.

1. When a trainer deciding contents of the training program the objectives are very

much helpful.

2. Objectives are essential for formulate criteria and standards in order to measure

success of the training program

3. By noticing objectives of training program , participants will know what’s going

to be happen

4. Establishing training objectives related to organizational goals may helpful to

achieve them

2.7.4 Determine Training evaluation Criteria

Training evaluation refers to the process of collecting the outcomes needed to determine

if training is effective. Training evaluation criteria provides the data needed to

demonstrate that training does provide benefits to the company.

There are two types of evaluating training program,

Formative evaluation – evaluation conducted to improve the training process

Helps to ensure that:

o the training program is well organized and runs smoothly

o trainees learn and are satisfied with the program

Provides information about how to make the program better

Summative evaluation – evaluation conducted to determine the extent to which

trainees have changed as a result of participating in the training program

May also measure the return on investment (ROI) that the company receives from

the training program

Why Should A Training Program Be Evaluated?

To identify the program’s strengths and weaknesses

To assess whether content, organization, and administration of the program

contribute to learning and the use of training content on the job

To identify which trainees benefited most or least from the program

To gather data to assist in marketing training programs

To determine the financial benefits and costs of the programs

To compare the costs and benefits of training versus non-training investments

To compare the costs and benefits of different training programs to choose

2.7.5 Make other related decisions

2.7.4.1 Training contents

Training contents refers to all the things trainees going to learn in training program.

Training contents are decided after the analyzing of training needs and training

objectives. In training contents there are 3 parts regarding any kind of training objective

or training need. They are Knowledge, Attitude and Skills.

E.g.: Training objective - After the training program accidents and health issues in the

organization should minimize by 15%.

Training contents – The participants should gather knowledge about what are the

accidents and health issues, how to prevent them, how to identify them before arise, what

are the steps to be followed if an occupational accident happen and basic first aid

knowledge.

Attitudes – attitudes refers to believing positively, feeling positively and tending to

behave positively about the knowledge gathered by the training program.

Skills – Skills are ability to do things that learned by the training program, in this cause

skills related to first aid and preventing occupational accidents is important.

2.7.4.2 Trainers

When we choosing trainers to the training program there are some factors should be

consider about them. Their educational background, their knowledge about relevant

subject, previous experience in training and skills in delivering a effective training

program. Managers, supervisors or peers (senior) can utilize in-house training programs.

Because they are already know about organization and its culture. Training specialists or

consultants or university professors, tutors can be utilized to in-house but off the job

training. And also when we selecting lecturers should careful that they are able to train

educated people and non educated employees like drivers, technicians at the same time.

Because when the university lecturer delivers the training program , non educated people

may not affected by the program because the their education level not sufficient for

understand the important thing in the training program.

2.7.4.3 Training methods

The most suitable training method should select considering training objectives and

training contents. Not only the objectives and contents, but also should consider about

training budget, availability of trainers, number of trainees availability of time and other

relevant factors. Sometimes more than one method have to be used when consider about

these kind of factors.

2.7.4.4Training budget

This refers to hoe much can spend to this kind of training program. Normally

organizations are allocating funds for their training and development activities from their

annual budget. Allowances to the trainers, expenses to meals and refreshments, rental and

travelling fees, expenses on training materials are some expenditures that taking place in

a training program. If the training program effective for the employees and their

knowledge, attitudes and skills are developed as expected ROI will be high.

2.7.4.5 Training time

In a proper training program specific time table or time schedule must prepared. When

preparing a time table training programmers should consider about availability of

trainers, holidays, availability of trainees. If the training program is held in outside the

organization, organizers should care about availability of lecture hall and other facilities.

In time table it is necessary to mention about starting time, ending time, intervals, and

how many days training will continue. And also organizers are responsible for continue

training program as time table. When the program is running as the time table it will

motivate participants at the same time trainers also will satisfy with the program and will

give maximum output for trainees.

2.7.4.6 Training place

Training place refers to where the training to be conducted. There are three kinds of

places to held training program. When conducting on-the-job training the training place

will be office room or site, other employees also working. And when a training program

conducting in the organization premises but not in the working site or office room , can

be identified as second method. Third one is off-the-site. That means the training program

will be conduct in a lecture hall, university or conference hall. Some organizations have

their own lecture halls for training programs.

2.7.4.7 Meals and refreshments

This is a most important factor that influences a success of a training program.

Sometimes organizers may ask from participants supply meals for themselves. In addition

a some payment can be done to get meals. But commonly organization is provides meals

and refreshments to the participants. If financial ability is not sufficient to provide meals

for everyone, organizers can provide meals for trainers..

2.7.6 Implementation

In this step the pre planned training program will implement. All kind of dictions taken in

above steps will be taken in to action under this step. When a training program

implementing it should supervise by organizers whether the program is running as the

schedule. Before implementation of the training program trainees should evaluate. It will

be making easy to evaluate trainees and measuring what kind of knowledge gathered by

trainees after the training program.

2.7.7 Evaluate the success of training

Training evaluation defined as,

“Any attempt to obtain information (feedback) on the effects of a training program, and

to assess the value of the training in the light of that information.’ Evaluation leads to

control, which means deciding whether or not the training was worthwhile (preferably in

cost/benefit terms) and what improvements are required to make it even more cost-

effective.”

- Hamblin (1974)-

Evaluation is an integral feature of learning activities. In its crudest form, it is the

Comparison of objectives (criterion behavior) with outcomes (terminal behavior) to

answer the question of how far the event has achieved its purpose. The setting of

objectives and the establishment of methods of measuring results are, or should be, an

essential part of the planning stage of any learning and development program.

Levels of evaluation

1st level - Reaction

At this level, evaluation measures how those who participated in the training have reacted

to it. In a sense, it is a measure of immediate customer satisfaction.

• Determine what you want to find out.

• Design a form that will quantify reactions.

• Encourage written comments and suggestions.

• Get 100 present immediate responses.

2nd Level - Evaluating learning

This level obtains information on the extent to which learning objectives have been

attained. It will aim to find how much knowledge was acquired, what skills were

developed or improved, and the extent to which attitudes have changed in the desired

direction. So far as possible, the evaluation of learning should involve the use of tests

before and after the program – paper and pencil, oral or performance tests.

3rd Level - Evaluating behavior

This level evaluates the extent to which behavior has changed as required when people

attending the program have returned to their jobs. The question to be answered is the

extent to which knowledge, skills and attitudes have been transferred from the classroom

to the workplace. Ideally, the evaluation should take place both before and after the

training. Time should be allowed for the change in behavior to take place. The evaluation

needs to assess the extent to which specific learning objectives relating to changes in

behavior and the application of knowledge and skills have been achieved.

4th Level - Evaluating results

This is the ultimate level of evaluation and provides the basis for assessing the benefits of

the training against its costs. The objective is to determine the added value of learning

and development programs – how they contribute to raising organizational performance

significantly above its previous level. The evaluation has to be based on ‘before and after’

measures and has to determine the extent to which the fundamental objectives of the

training have been achieved in areas such as increasing sales, raising productivity,

reducing accidents or increasing customer satisfaction.

2.8 Issues on Training and Development

When an organization tries to deliver a training program there are many kind of issues

that influence the training program. Trainers and organizers are often forced to deal with

a wide variety of important issues that arise from inside of the organization and outside of

the organization.

External environmental pressures influence training practices:

• Legal issues related to training practices

• Cross-cultural preparation

• Diversity training

• School-to-work programs

• Hardcore-unemployed training programs

Internal environment pressures which influence training practices

• The need to train managerial talent

• Training and development opportunities for all employees (regardless of

their personal characteristics)

• Use of the company’s compensation system to motivate employees to

learn

In here some of issues are described briefly.

Legal issues related to training practices

There are some legal issues that can be arising during the training sessions. These legal

issues can be due to external and internal influences.

• Employee injury during a training activity

• Employees or others injured outside the training session

• Breach of confidentiality or defamation

• Reproducing and using copyrighted material in training classes without

permission

• Excluding women, minorities, and older Americans from training

programs

• Not ensuring equal treatment while in training

• Requiring employees to attend training programs they find offensive

• Revealing discriminatory information during a training session

• Not accommodating trainees with disabilities

Cross-cultural preparation

To successfully conduct business in the global market place, employees must understand

the business practices and the cultural norms of different countries. So organization may

had to sent their employees to foreign countries and let them gather knowledge about

global market place and new trends in market. Cross-cultural preparation involves

educating employees and their families who are to be sent to a foreign country.

Diversity training

Diversity training refers to training designed to change employee attitudes about diversity

and/or developing skills needed to work with a diverse work force. When talking about

attitude, this will focus on increasing employees’ awareness of differences in cultural and

ethnic backgrounds, physical characteristics, and personal characteristics that influence

behavior toward others. The assumption is that by increasing their awareness of

stereotypes and beliefs, employees will be able to avoid negative stereotypes. At the same

time in behavioral changing it will focus on changing the organizational policies and

individual behaviors that inhibit employees’ personal growth and productivity. One

approach is to identify incidents that discourage employees from working up to their

potential. Another approach is to teach managers and employees basic rules of behavior

in the workplace.

Here are some important characteristics related to Successful Diversity Efforts

• Top management provides resources, personally intervenes, and publicly

advocates diversity.

• The program is structured.

• Capitalizing on a diverse work force is defined as a business objective.

• Capitalizing on a diverse work force is seen necessary to generate revenue

and profits.

• The program is evaluated

• Manager involvement is mandatory.

• The program is seen as a culture change, not a one-shot program.

• Managers and demographic groups are not blamed for problems.

• Behaviors and skills needed to successfully interact with others are taught.

School-to-work programs

Combine classroom experiences with work experiences to prepare high school students

for employment. This is a common activity in most of high schools and universities in

today. These training opportunities will a huge advantage to students.

Training and development opportunities for all employees

In an organization, all employees have a right to participate relevant training and

development programs. So if only selected employees only gets chance to participate

training programs rest of other employees will take actions against training programs

because the selected employees only gets high demand for their skills and knowledge

than other workers.

2.9 Training methods

In practical usage there are many training methods available for organizations for the

purpose of the training their employees. In this section some of training methods are

briefly described. Mainly training methods can classified as on-the-job training and off –

the-job training. In below there is a brief description on commonly using training

methods.

2.9.1 On the job training

This is most popular job training method and it is also known as Job Instruction

Training (JIT). Under this method, the individual is placed on a regular job and

taught the skills necessary to perform the job. The trainee learns under the

supervision and guidance of a qualified worker instructor. On-the-job training has

advantage of giving firsthand knowledge and experience under actual working

conditions. While the trainee learns how to perform the job, he is also a regulars

worker rendering the serve for which his paid. The problem of transfer of the

trainee is also minimized as the person learns on the job. The emphasis is placed

on rendering the services in the effective manner rather than learning. This

method is using commonly both service sector companies and production oriented

companies because of following advantages

• Most simple and low cost method

• Allowed to the trainee to be active

• Allow trainee to repeat

• Allow trainee to participate

2.9.2 Job rotation

This trainee involves the movement of trainee form one job to another. The

trainee receives job knowledge and gains experience from his supervisor or

trainer in each of the different job assignments. Though this method of trainings

common in training managers for general management position, trainees can also

be rotated from hob to ob in workshop jobs. This method gives an opportunity to

the trainee to understand the problems of employees of other jobs and respect

them.

2.9.3 Coaching

The trainee is placed under a particular supervisor functions as a coach in training

the individual. The supervisor provides the feedback to the trainee on his

performance and offers his some suggestions for improvement. Often the trainee

shares some of the duties and responsibilities of the coach and relieves his of his

burden. A limitation of this method of training is that the trainee may not have the

freedom or opportunity to ex press his own ideas.

2.9.4 Committee assignments

Under the committee assignment, group of trainees are given an asked to solve an

organizational problem. The trainee solves the problem jointly. It develops

teamwork.

2.9.5 Cause study

Is a written description of an actual situation in business which provokes, in the

reader, the need to decide what is going on, what the situation really is or what the

problems are, and what can and should be done. Taken from the actual

experiences of organizations, these cases represent to describe, as accurately as

possible, real problems that managers have faced.

Trainee studies the cases to determine problems, analyses causes, develop

alternativesolutions, select the best one, and implement it. Case study can provide 

stimulatingdiscussions among participants as well as excellent opportunities for

individuals to defend their analytical and judgment abilities. It appears to be

an ideal method to promote decision-making abilities within the constraints of

limited data.

2.9.6 Vestibule training

Utilizes equipment which closely resembles the actual ones used on the job.

However, training takes place away from the work environment. A special area or

a room is set aside from the main production area and is equipped with

furnishings similar to those found in the actual production area. The trainee is

thenpermittedto learn under simulated conditions, without disrupting ongoing ope

rations. A primaryadvantage of vestibule training it relieves the employee from

the pressure of having to produce while learning. The emphasis is on learning

skills required by the job. Of course, the cost of duplicate facilities and a special

trainer is an obvious disadvantage. The advantage of simulation is the opportunity

to 'create an environment' similar to real situations the manager incurs, but

without the high costs involved should the actions prove undesirable. This method

using mostly to train pilots in aircraft industry. in pilot training airlines use flight

simulations for safety, learning efficiency, and cost savings, including savings on

maintenance, pilot cost, fuel and cost of not having a aircraft in regular service.

And also this method is using to train astronomers. It is huge advantage for

trainers because there is no place to give training to astronomers in the world

other then vestibule training.

And also there are some disadvantages of this method,

i) It is difficult to duplicate the pressures and realities of actual decision-

making none the job and (ii) individuals often act differently in real-lifesituations

than they do in acting out a simulated exercise.

2.9.7 Role playing

Generally focuses on emotional (mainly human relations) issues rather than actual ones. The essence of role playing is to create a realistic situation, as in case study, and then have the trainee assume the parts of specific personalities in the situation. For example, a male worker may assume the role of a female supervisor, and the supervisor may assume the role of a male worker. Then, both may be given a typical work situation and asked to responds they expect others to do. The consequences are a better understanding among individuals. Role playing helps promote interpersonal relation. Attitude change is another result of role playing. Case study and role playing are used in MDP s.

2.9.8 Apprentice training

Training is given to people who are new to the jobs which are craft jobs such as plumber, machinist, carpenter, printer, electrician and tool and die maker. This training is for new employees. It is designed to give employees an understanding of the rules and procedures they must follow in carrying this job in future. This type of training has high levels of participation, practice, relevance and transferability. Most suitable method for production oriented organizations.

2.9.9 Sensitivity training

Sensitivity training uses small numbers of trainees, usually fewer than12 in a Group. They meet with a passive trainer and gain insight into their own and others' behavior. Meeting have no agenda, are held away from workplaces, and questions deal with the 'here and now' of the group process. Discussions focus on 'why participants behave as they do, how they perceive one another, and the feelings and emotions generated in the interaction process. Specific results soughtincludeincreased ability to empathize with other, improved listening skills, greater openness,increased tolerance of individual difference and increased conflict-resolution skills. The drawback of this method is that once the training is over, the participants are themselves again and they resort to their old habits. The objectives of sensitivity training are to provide the participants with increased awareness of their own behavior and how others perceive them-greater sensitivity to the behavior of others, and increased understanding of group’s process.

2.9.10 Programmed instruction

This is a method where training is offered without theintervention of a trainer. Information is provided to the trainee in blocks, either in a book of thought a teaching machine. After reading each block of material, the learner must answer

question about it. Feedback in the form of correct answers is provided after each response. Thus, programmed instruction (PI) involves: 1.Presenting questions, facts, or problems to the learner 2.Allowing the person to respond3.Providing feedback on the accuracy of his or her answers4.If the answers are correct, the learner proceeds to the next block. If not, he or she repeats the same. The main advantage of PI is that it is self-paced-trainees can progress through the program meet their own speed. Strong motivation is provided to the learner to repeat learning. Material is also structured and self-contained, offering much scope for practice. The disadvantages are not to be ignored. The scope for learning is less, compared to other methods of training. Cost of preparing books, manuals and machinery is considerably high.

2.9.11 Skill builders

A skill builder is an assignment or an exercise that aims at allowing the trainee to develop a certain skill or certain skills rather than his/ her knowledge. The learner is given the skill builder and is required to do it. Later trainer will gives a right feedback.

2.9.12 In-basket method

The trainee is given a special box that includes a number of business papers such

as memoranda, reports, letters, emails and telephone messages that would

typically come across manager’s desk, and it required to act on the information

contained in these business papers. This training most suitable for managers and

it more practical training that has realism, high participation, high relevance, high

transference and built-in motivation.

2.9.13 Lecture method

Lecture method is most frequently used method for training and development.

Lectures are verbal presentations that deliver subject knowledge to participants by

expert on relevant subject. To increase effectiveness of the method lectures can

use presentations, hand outs and other extras. This method can use to a large

number of participants in a one time. It is one of huge advantage of this method.

And also cost per trainee is very low. This method can use both service oriented

and production oriented organizations.

2.9.14 Conference

It is a method obtaining the clerical, professional and supervisory personnel. This

method involves a group of people who pose ideas, examine a those facts, ideas

and data, test assumptions and draw concussions, all of which contribute to the

improvement of job performance.

It is possible to classify the above discussed methods in training and development

according to these bases.

1. On-the-job method

An on-the-job method gives training to the trainee while he/ she is performing the duties

of the job

2. Off-the-job method

Under the method of training, the trainee is separated from the job situation and his

attention is focused upon learning the material related to his future job performance.

Since the trainee is not distracted by job requirements, he and place his entire

concentration on learning the job rather than speeding in performing it.

On-the-job training Off-the-job training

Job instruction training method

Job rotation

Vestibule training

Coaching

Skill builder

Role playing

Sensitivity training

In-basket training

Lecture method

Programmed instructions

Training and development methods also can classify according to the type of job

Service oriented jobs Production oriented jobs

On the job training

Lecture method

Skill builders

Vestibule training

Apprentice training

Lecture method

On the job training

Off the job training

In-basket training

Sensitivity training

Role plying

2.10 Using technology in training programs and E Learning

In today technology is growing very fast than ever, it is changing day by day and to take a

competitive advantage organizations should update frequently. Technology is having a

major impact on the delivery of training programs. So to deliver an effective and success

training program trainers and persons who organize a training program may use new

technology.

In this new technology, this term includes

• Multimedia

• Distance learning

• Expert systems

• Electronic support systems

• Training software applications

Because of this new technology there are some advantages for both trainers and trainees.

They are listed below in briefly.

• Employees can gain control over when and where they receive training.

• Employees can access knowledge and expert systems on an as-needed

basis.

• Employees can choose the type of media (print, sound, video) they want to

use in a training program

• Course enrollment, testing, and training records can be handled

electronically, reducing the paperwork and time needed for administrative

activities.

• Employees’ accomplishments in training in progress can be monitored

• Reduce the costs associated with delivering training

• Increase the effectiveness of the learning environment

• Help training contribute to business goals

Multimedia training

Multimedia training combines audiovisual training methods with computer-based

training. These programs integrate text, graphics, animation, audio, and video. Because

this training is computer-based, the trainee can interact with the content. Can be delivered

using the Internet or intranets. This method is recognized as very important and effective

method to deliver any kind of training program. With multimedia facilities trainers can

give a large area of subject by visuals and audios to the trainees. And also it makes some

diversification of learning culture and makes some extra interesting on learning process.

In here table No displays advantages and disadvantages of multimedia training.

Advantages Disadvantages

• Self-paced

• Interactive

• Consistency of content

• Consistency of delivery

• Unlimited geographic accessibility

• Immediate feedback

• Built-in guidance system

• Appeals to multiple senses

• Can test and certify mastery

• Privacy

• Expensive to develop

• Ineffective for certain training

content

• Trainee anxiety with using

technology

• Difficult to quickly update

• Lack of agreement on effectiveness

E learning

E-learning or online learning refers to instruction and delivery of training by computer

online through the Internet or the Web. This is most popular learning method in today.

Because any one in any corner of the world can access internet and search relevant

subjects and study. There is also webinars, chat rooms and discussions to participate and

gather knowledge. Most of these services are can get free of charge. It is a huge

advantage for all kind of learners.

E-learning method can include:

Task-based support

Simulation-based training

Distance learning

Learning portals

Characteristics of e-learning:

• Involves electronic networks that enable information and instruction to be

delivered, shared, and updated instantly.

• Delivered to the trainee using computers with Internet technology.

• Focuses on learning solutions that go beyond traditional training.

Advantages of E learning

• It supports company’s business strategy and objectives.

• Can gather knowledge from any place in the world.

• The audience can include employees and managers as well as vendors, customers,

and clients.

• Training can be delivered to geographically dispersed employees.

• Training can be delivered faster and to more employees in a shorter period of

time.

• Updating is easy.

• Paperwork related to training management can be eliminated.

• It can link learners to other content, experts, and peers.

• Can give training to very large amount of trainees at one time and it will be cost

less than traditional training methods.

Chapter 3

Introduction to Organization

3.0introduction

In this section profiles of selected organizations will display.

3.1 Dong Young Company (PVT) LTD

Dong Young Company is a Korean company which has branches in world wide. It was

origin on 70’s and grows up slowly to this position in the market. In this company mainly

focused on producing agricultural machinery and equipments. In early 70’s in Korea

three was a high demand in agriculture sectorwith the influence of communist political

views. So because of this high demand late Mr. Dong Young started to produce

agricultural machineries and equipments to the market. But most there were number of

companies in the market which supplies same products to farmers in same price. So it

was hard to retain in the market by producing machineries for farmers. It was needed that

to find new inventions or products or upgrades of the current machineries.

In the middle of 80’s decade the communist influence was decreased and country was

exposed heavily to the open economy. So there was rapid growth in every sector

including agriculture, industrial, motor vehicles, electronics and other service sectors. So

with this development of the economy the demand for agriculture machinery and

equipments also increased.

In this era company noticed there was a demand but not fulfilled in post agricultural /

harvesting activities among farmers. Mostly in rural areas farmers used tractors and other

machineries in the field but after harvesting they used to take their paddy to rice mills and

turn their paddy to rice. This was done by large scale rise mills and the cost that spend to

this process is high to small level farmers who cultivating for their domestic purposes.

After identifying this demand they invented and introduced rice mills and polishing

machines to the market focusing small scale farmers. The main feature of these machines

is, these machines can be operated by single phase (110-220V) main current. It was huge

advantage for the farmers who cultivated paddy for domestic purposes. So this product

made a revolution in post agriculture machineries and equipment supply industry. Most

farmers used this not only their own usage but also as a self employment. So they started

small scale rice mills and facilitate other farmers to rise from their paddy at a low cost.

After few years other competitors also introduced same kind of machines but Dong

Young Company still take the lead. Because of this product’s unique features made huge

competitive advantage in the market. Because of this success the company decided to

reach other international market. Dong Young Company mainly focused Asian countries

such like India, Sri Lanka, Pakistan Bangladesh and other south Asian countries that

agriculture sector taking strong place in economy. At the same time they focused on small

scale farmers in rural areas who can utilize these machines well.

As a result of this decision in 2002 Dong Yong Company opened a research institute in

Sri Lanka. This was located atThimbirigasyaya, Colombo. At the same year Don Young

Company opened their head office and industrial plant at Kurunrgala.

In this plant they started producing various kin of agricultural machinery and other

equipments. Early 2000’s the company was engaged to sell their products in dawn south

and Kurunegala, Anuradhapuara areas. They are unable to sell their products in north and

eastern areas due to the terrorist war.

Mainly Dong Young Company introduced their products focusing farmers who live in

rural areas .the machines are not for large scale agricultural activities. At the beginning

they had introduced single phase rice mills and polishing machines. So most farmers

interested on this machine for domestic usage and also as a self employment. Because of

this huge demand Dong Yong Company was busy with opening new branch at

Ambalanthota end of year 2003. After finalizing terrorist war in north areas in 2008 there

was a development in all sectors specially including agriculture. So Dong Young

Company opened a branch at Ampara.

In below table will show what kind of growth achieved by the Dong Young Company.

The chart is displaying no of machines sold per year and service workshops arranged by

the company per year.

2002 2003 2004 2005 2006 2007 2008 2009 2010 20110

50

100

150

200

250

300

350

400

450

500

No of machines soldNo of service workshops

Because of this rapid growth Dong Yong company also increased their sales agents from

8 to 24 in island wide.

Products of dong Yong Company

Basically Dong Young Company producing many kind of agricultural machinery and

equipments to the Sri Lankan market but they mainly focusing on Rice mills ( Rubber)

Currently Dong young company introducing four types of rice mills. There are some

unique fetures in these products.

Easy handling and functioning

Can be operated by domestic current supply – single phase-

Three rubber mills functioning at one time.

Can be operated without current supply by using a tractor.

Minimum cost in electricity.

High mobility

Dong Young Company producing not only rise mills. They also producing,

Fertilizer distributing systems for large scale agricultural fields

Tractor equipments

Harvesting machines

Training and development in Dong Young Company

In Dong Yong company more than 55 people working as permanent staff. This includes

technicians, supervisors and factory managers. They directly involved in producing

machines and repairing. And also company having sales force including more than 75

sales representations and agents. Most of them are outsourced and not directly

responsible for the Dong young Company. To the permanent staff (this includes all kin of

technicians, welders, fitters, supervisors, plant managers another staff) Dong Young

Company offers various kind of training a\programs.

3.2 Sampath bank

In 1987 Sampath Bank was incorporate with an initial share capital of Rs.175 Mn.

Sampath Bank becomes a truly broad based company with over 18000 share holders

island-wide participating in the I.P.O.

First Sampath team consisted of 60 members all of whom where executives.

The atmosphere and the ambience of its branch offices were unique as air-conditioning,

piped music, interior décor and A.T.M network was made available at all branches

irrespective of its location. The Banking hours were extended.

Sampath Bank was the first company operating in Sri Lanka who undertook the

sponsorship of nature and environment protection programs on a vast scale.

Several sports events, sports men and sports women were also sponsored by the Bank.

Bank won several prestigious awards in consecutive years for its outstanding

performance from The Banker, Asia Money and Banking Digest.

A.T.M network was followed by Phone Banking, Debit Card, Internet Banking and

Vishwa the Virtual Banking channel.

Sampath’s pioneering spirit and the team work continuous to provide the customer

superior value and the share holder high returns, in the same manner its major value

innovations the face of the local Banking industry at the inception.

Vision of Sampath Bank

  "The Growing Force in Sri Lankan Financial Services"

Values of the Sampath bank

Create a learning culture that promotes individualand organizational development as well as

promoting innovation and value for customers.

Treat all internal and external customers the waywe would like to be treated.

Encourage and promote teamwork in all aspectsof behavior.

Open to feedback and demonstrate an eagernessfor personal development.

Monitor and demonstrate an impressivecommitment to results.

Uncompromising ethical and professionalstandards of behavior

Milestones of SAMPATH BANK

1987

The bank was originally incorporated as Investment and Credit Bank Limited. Whilst Mr. N U Jayewardene became the Chairman of the Bank, Mr. Janaka De

Silva was appointed the General Manager. The registered office was at No 55, D R Wijewardena Mawatha, Colombo 10, Sri

Lanka. The Bank was ceremonially opened for business, supported by High Technology,

on 15th May 1987 following the soft opening on 25th March 1987.

Bank became popularly known by the name, Sampath and accordingly the name of the Bank was changed.

By the end of the 1st year, the Bank employed 94 staff members comprising all executives.

Following are some of the products/innovations that were introduced to the Industry by the Bank.

o A cheque guarantee card. o A saving account with checking facilities. o Extended banking hours till 3.00 p.m. for the first time in the country

1988

ATM (SET) facility was introduced. o The first Bank in Sri Lanka to operate a multi-point network of automated

teller machines.

1989

MasterCard was introduced to Sri Lanka (under license from MasterCard International Incorporated in USA).

The new concept of Personal Banking Unit (PBU) was introduced and units were opened in the busy areas of the capital.

o Chatham Street o Bambalapitiya

Uni-Banking System was introduced to the country for the fist time in Sri Lanka. First standalone ATM was installed at Liberty Plaza shopping complex.

1996

Taking full advantage of the IT capabilities, TELEBANKING facility was introduced.

1997

The bank's Head Quarters moved to the new building in the financial district of Colombo.

The new product RANDIRIYA pawn brokering scheme was launched.

1998

The bank was honored with the award BEST COMMERCIAL BANK OF THE YEAR 1998 by Asiamoney for the third year in succession.

The bank ventured into re-engineering of its IT induced banking technology, a massive revamping project designed to strengthening its product development and diversification capabilities.

1999

The bank also invested in a new state of the art ATM switch. That too assisted in the continued efforts of improving products and services offered by the bank.

2000

The Banker bestows the Bank of the year 2000 award on Sampath Bank. This is the first occasion that The Banker owned and managed by the Financial Times Group of London presents an award to a Sri Lankan bank.

. A special fixed deposit account for senior citizens was introduced "Sampath

Sanhinda" in April. Sampath Thilina gift vouchers were introduced in May. Sampath Bank launched an Internet banking facility "Sampathnet" in July.

2001

• Achieving an excellent performance is one thing. Maintaining it is another. Bank have completed another eventful year and step into year 2002 with many hopes and aspirations. Looking back, we could certainly rejoice over our achievements in the year 2001. Increases in productivity and customer care are the two main challenges that we had to meet in the last twelve months.

2002 • Top award for Human Resource Management Services Sector – Large Companies

was awarded to Sampath Bank at the National HRM Award 2002. 

• Sampath Bank launched the first Visa Platinum Credit Cards in Sri – Lanka, which is considered as one of the most prestigious Credit Cards in the world.

•Sampath Bank was appointed as the settlement bank for US Dollar cheque clearing system in Sri – Lanka.

      2003

• Ten new branches were opened during the year, which is the highest number of branches opened during a calendar year in the history of the bank.

 • As the first step towards expanding in the South East Asian Region, the Bank

invested in Vanik Bangladesh Limited, which is introducing a leasing and credit card company in Bangladesh.

• The Bank became the first in Sri Lanka to introduce "One day clearing" for all cheques drawn on any Sampath Bank branch, collected by any Commercial Bank in the island & presented through Sri Lanka Automated Clearing House (SLACH).

      2004

• The first ever Cheque Imaging & Truncating (CIT) site in Sri Lanka was launched by Sampath Bank on 25th of October.

• Was awarded awarded A+(sri) National rating by Fitch Rating (Lanka) Limited. 

• The Bank won two prestigious awards i.e first runner up in overall category and the award for best HR practice in the service sector large category at the National HRM Awards 2004.

2005• Sampath Leasing & Factoring Ltd., a fully owned subsidiary of Sampath Bank

Limited engaged in the business of Leasing of Equipment and Factoring of Trade Receivables commenced its operations on 12th May 2005.

Sampath Bank was placed Second Runner-up in Banking Sector for business excellence at ‘National Business Excellence Awards 2005’ organized by The National Chamber of Commerce of Sri Lanka

   2006

• Two fully owned subsidiaries were opened namely, Sampath Trade Services (Hong Kong) Ltd., and Sampath Information Technology Solutions Ltd. 

  • Credit rating was enhanced to AA- (lka) by Fitch Rating (Lanka) Ltd.   

2007

• ATM network reached 150 machines across the island. 

• Created another first in South Asia with the launch of VISA Mini Debit Card.

 • Eight Branches and one personal banking centre were opened during the year,

bringing the total number of branches to 114. 

• Placed among ‘The Ten Best Corporate Citizens’ in Sri Lanka for the 4th consecutive year at the Best Corporate Citizens Awards organised by The Ceylon Chamber of Commerce.

Sampath Bank was awarded:    - Overall Second Runner-up    - Best Category Award: Community Relations    - First Runner-up Special Projects: Empowerment and    - Entrepreneurship    - Ten Best Corporate Citizens Award 2008

• Awarded the ‘Brand Leadership Award’ at the Asia Brand Congress, Mumbai, India.

2009• Became the third largest private sector Bank in Sri Lanka in terms of total assets.

•Silver Award for the Overall Competition for National Business Excellence * First Runner-Up Award in the Extra Large

  Category * Winner of the Banking Sector of Sri Lanka Award  

•Sampath Bank reached a greater height by clinching the global accolade ‘Bank of the Year – 2009’ by the highly acclaimed international magazine ‘The Banker’ of Financial Times - London. 

•Placed among ‘The Ten Best Corporate Citizens’ in Sri Lanka for the 5th consecutive year at the Best Corporate Citizens Awards organised by The Ceylon Chamber of Commerce. Sampath Bank was awarded; 

• Corporate Social Responsibility Award for 2009 (Best Corporate Citizen 2009) 

Training and development in Sampath bank

Training and development takes important palace in Sampath bank functions related to

employees. In today Sampath ban has e learning system in intranet. So gathering

knowledge for employees of the Sampath bank is became easy than the past. But still

they delivering training programs related to banking functions.

3.3 Training and Development methods in Service oriented organizations and

Production oriented organizations.

When considering about an organization’s functions mainly we can divide in to tow

categories. They are,

Service oriented organizations

Production oriented organizations

There are some differs on Human Recourse functions related to these organizations.

Before launching into the salient aspects, it is pertinent to note that the human resources

are more critical to the success of the organizations in the service oriented organizations

as compared to their importance in the production oriented organizations. The primary

reason for this is that human resources are considered as an asset and a source of

competitive advantage in the service oriented organizations whereas they are yet another

factor of production in the production oriented organizations. The HRM function in the

production oriented organization is often concerned with payroll, administrative work and

mediating between the management and the workers. Mostly, the production oriented

organizations lean on the HRM function in times of labor unrest and strikes. On the other

hand, the HRM function is pivotal to the success of the service oriented organizations as

they are seen as enabling and empowering the employees in the services sector. The point

here is that in the service sector companies, the HRM function plays a more important

role as the chief sources of competitive advantage in these two kind of organizations are

the human resources. In the services oriented organizations like the financial and

technology companies, the brand value is measured according to the level of intellectual

capital which is a derivative of the contribution of the human resources in the company.

Further, the services oriented organizations runs on human resources whereas the

production oriented organizations uses machines and equipment as the key aspect of

production. This means that the HRM function in the services oriented organizations has

to ensure that the human resources are enabled and fulfilled to actualize their potential.

Especially with the prevalence of the RBV or the Resource Based View of the firm that

treats human resources as being central to the functioning of companies, the services

sector employs different methods and procedures to fulfill this aspect. On the other hand,

the production oriented organizations are still in the process of orienting their strategies

towards the RBV and in many cases, they might not be able to do so since the mode of

operation is fundamentally different from that of the services sector

Finally, the production oriented organizations have classification of employees into blue

collar and white collar roles which creates a barrier to the way in which they are treated

and they in turn demand their rights. On the other hand, the services oriented

organizations has only white collar roles which mean that labor arbitration and mediating

between organized unions and the management is virtually non-existent. This is an

important and crucial distinction which often determines the differing perceptions of the

HRM function in these sectors

3.3.1 Service oriented organizations

Service oriented organizations refer to organizations which supplies various kind of

services not more than physical products. These kinds of organizations deal with human

beings/ customers.

e.g.

Telephone operating companies

Banks

Audit firms

Distributors

IT service providers

The most difficult thing is doing business with human beings because the

expectations of people who wish to get a service is differ from one to another from same

organization. People who working at service oriented organizations should develop skills

in customer caring and handling. This subject called CRM (customer relationship

management).

CRM is a business strategy directed to understand, anticipate and respond to the

needs of an enterprise's current and potential customers in order to grow the

relationship value.

Important steps in CRM

1. Selecting the correct customers from the portfolio.

2. Building relationship with identified important customers

3. Respond before request

4. Maintaining customer base

5. Training employees to the deliver proper CRM

This refers to identifying important customers to the organization from the whole

customer portfolio. In this term important customers can be described like this,

1. Customers who have high life time value (people who dealing with

organization for a long time period and generate maximum profits to the

organization.)

2. Customers who deals with organization for a short time period and not

making long time profits but making new sales ideas.

3. Customers who buying maximum services or products in low cost.

Building relationship with identified important customers

In this cause employees or the organization should able to build a close relationship with

the customer. We can use customer data and history to do this task. From the customers

buying history can recognize what kind of products or the services he expects from the

organization. And also customer complaints and suggestions are also taking important

place when maintaining good customer relationship. Analyzing all the data about

customer we can get an idea about what are his or her favorites, what are rejects and other

interests of the customer.

Respond before request

In the subject of CRM it is very important that the respod before customer’s request. If

the organization maintains a proper customer data base they can analyze and identify

what are the needs of the customer before his or her request and present the service or

product. This will pleased customer more than satisfies him. So it helps to retain

customer with the organization and develop customer loyalty.

Maintaining customer base

This is most important this in CRM considering long term basis. Identifying and building

customer relationship is may easy but maintaining the customer base is too difficult.

Always competitors in the market are waiting to grab important customers to their

organization by supplying same services at low cost. To avoid this situation developing

customer loyalty is most important. By respond before request, maintaining proper

customer data base, trying to pleased customer than satisfy him are important factors in

maintaining customer base.

Training employees to the deliver proper CRM

In an organization it is worthless if the employees fail to deliver a proper customer

service if they maintain a good customer base. So employees must train well to maintain

customer relationships well.

So when we consider about service oriented organizations, employees who working those

organizations should well trained and gather skills about above mentioned areas. For

these kinds of organizations it is not much important about production related knowledge

or technical related skills. When planning a training program for these organizations it is

important to focus about developing skills on customer relations and maintaining

customer base.

3.3.2 Production Oriented Organizations

Organization whose primary function is production. A production-oriented organization

can either perform the production itself or contract for the production.for example auto

mobile company is a production oriented company.

Product Orientation

Business with a product orientation emphasizes on the product itself rather than on the

consumers' need. The typical mentality is that a good product will sell itself. For a

product-oriented firm, the focus is first on the production of goods or services, then look

for people who will buy them. Such strategy is very limiting. It often runs into trouble

when the producer’s rates and values of his products are not same as that of the market.

The production-oriented era of marketing management dominated the first half of the

20th century. During this time, companies were focused upon production efficiency, with

little regard to differences in customer needs or preferences..

The Production Oriented Era of marketing management is exemplied by Henry Ford's

famous comment, "Customers can have any color they want so long as it's black."

Although the production-orientation approach is no longer dominant, there are still

successful production-oriented companies today. Can you think of good examples? What

types of products do these companies sell? How would you characterize their business

environment?

A small business can decide whether to become product-oriented or market-oriented. A

product-oriented business focuses its efforts on products as its strength. A market-

oriented business uses market statistics to determine what customers want to buy and

then focuses on that data. Both method have advantages and disadvantages. Small

businesses tend to use the product-oriented business model because of its focus on quality

and design.

Quality

One advantage of a product-oriented business model is that it allows the business to focus

on product quality. With the product-oriented method, the small business is not worried

about what the customer wants to buy or what the market says will sell in a certain

economy. Instead, the sole focus is on creating a perfect product. The small business can

focus all its money and efforts on the design of the product so it works to specifics.

Technological Investment

Another advantage to the product-oriented business model is that allows for a technology

to be developed that can then be used for a wider range of products. An example of a

product-oriented business was Sony's creation of the Walkman. This device was created

as a product to be sold and not based on what customers wanted at that time. The product

proved successful and the technology was then used by Sony to create additional music

listening devices.

Economies of Scale

A third advantage is that economies of scale can develop more easily for this business

method. Economies of scale involve factors that can reduce the cost of producing an item

as the number of items produced increases. With product-oriented businesses, the focus is

on a certain product. Since the focus is specifically directed, this enables the company to

create this product efficiently and in mass quantities. More quantities can be made at a

lower price, which will increase the number produced.

Outsourcing

A final advantage is that a product-oriented business is easier to adapt for outsourcing its

product. A small business can focus solely on creating one product and making it the best

product possible. Once the design is created, this design can be sent to another factory for

production. This can also save on costs. The small company may be able to find another

company that can produce the product on a mass level at a lower price.

Product orientation.

When a business is product orientated, it will base its products or services on what it

perceives as its internal organizational strengths. Firms with a product orientated

approach to selling, try to sell whatever they can make, without trying to find out if it's

what the customers want. Sony grew hugely successful using this policy, and became

famous for this approach. The clearest example was the Walkman, launched in the late

70’s, marketing professionals said it would not sell because it had no recording facility—

a generation of teenagers proved them wrong. A more up to date example is Apple, the

iPhone being the latest in a long line of product led launches

Market orientated- market led

When a business is market led, the business's activities will be dictated by the market, it

will at all times attempt to meet the needs of the market with little if any reference to

internal strengths of the business. An organization with a market orientation thinks that its

most important asset is its customers. The firm believes that, as long as it is able to

identify potential customers, find out what they want, and then produce that for them, it

will remain successful

This market orientation does have advantages. These advantages include:

• The business should be flexible to changes in demand patterns

• The business, through market research, will have a strong understanding of the

needs of the customer

• New products should have a greater chance of success

• But there can be disadvantages to being market led. These disadvantages include:

• High cost of market research to understand the market

• Constant internal change as needs of the market are met

Chapter 4

Data Analysis and Presentation

4.0 Introduction

This chapter describes the analysis of the collected data through the questionnaire and

evaluated those data through the various statistical tools and techniques. Further tables,

pie charts, and bar charts were used to present the analyzed data.

4.1 Analysis of Variable

4.1.1 Personal information analysis

The following tables and graphs were illustrated the profile of the respondents by age,

gender, civil status, level of education and working experience. In this part data collected

by both organizations are displayed in same chart.

4.1.1: 1 Employee by age

Age is an important factor in classifying respondents. In this research the sample were

divided in to five groups by using the age of both samples of Sampath bank employees

and Don Young company employees. The following table no(04.01) illustrates the range

of age group of respondents in the sample and the data was presented by using bar chart

in order to clearly illustrate those data.

Age Category Respondents Percentage (%)

Bellow 25 6 10

25 to 35 9 25

35 to 45 8 19

45 to 55 15 37

Above 55 4 40

Total 40 100

Table No-04.01

Bellow 25 25 to 35 35 to 45 45 to 55 Above 55 Total0

20

40

60

80

100

120

Percentage (%)

4.1.1:2 Employee by gender group

Gender is an important factor in classifying respondents. In this research the sample of

employees were divided in to two groups by using the sex of the both samples of

Sampath bank and Dong Young Company. The following table No (04.02) illustrates the

gender group of respondents in the sample and the data was presented by using pie chart

to clearly illustrate those data.

Gender Respondents Percentage (%)

Male 30 80

Female 10 20

Total 40 100

Employee by gender group

Male

Female

Figure No-04.02

4.1.1:3 Employees by Civil Status

Civil status is an important factor in classifying respondents. The following table no

(04.03) illustrates the civil status of respondents in the sample and the data was presented

by using pie chart to clearly illustrate those data.

Civil Status Respondents Percentage (%)

Single 28 70

Married 12 30

Total 40 100

Table No-04.03

Sales

singlemarried

Figure No-04.03

4.1.1:4 Employees by Educational Background

Educational background is an important factor in classifying respondents. The following

table no (04.04) illustrates the educational background of the respondents in the sample

and the data was presented by using bar chart to clearly illustrate those data. Table No-

04.04

Educational Qualifications Respondents Percentage (%)

Below G.C.E(O/L) 1 3

Passed G.C.E(O/L) 3 7

Passed G.C.E(A/L) 24 60

Degree 6 15

Postgraduate Degree 2 5

Other 4 10

Total 40 100

Below G.C.E(

O/L)

Passed

G.C.E(O/L)

Passed

G.C.E(A/L)

Degree

Postgrad

uate Deg

reeOther

Total

0

20

40

60

80

100

120

Percentage (%)Column1Column2

Figure No-04.04

4.1.2 Training and development analysis

In this section data and analysis will display separately both Sampath Bank and Dong

Young Company. so it would be more understandable.

4.1.2.1 Is Training and Development given adequate importance in your organization?

S NO Opinion Respondents

SB

Percentage Respondents

DYC

Percentage

1 To a great

extent

6 30 3 15

2 To a

reasonable

extent

12 60 15 75

3 To a small 2 10 2 10

extent

4 Not at all

total 20 100 20 100

Table no 4.1.2.1

To a

great

exten

t

To a

reaso

nable

exten

t

To a

small

exten

t0

10

20

30

40

50

60

70

80

Percentage SBPercentage DYCColumn1

Figure no 4.1.2.1

It was found through the response of a major number of employees that in both

organizations, Training was given a reasonable importance in the organization followed

by many to a great extent and some to a small extent

4.1.2.2 Do you think the Training Programs are relevant to your work environment?

S NO Opinion Respondents

SB

Percentage Respondents

DYC

Percentage

1 To a great

extent

8 40 7 35

2 To a

reasonable

extent

10 50 11 55

3 To a small

extent

2 10 2 10

4 Not at all

total 20 100 20 100

Table no 4.1.2.2

Figure NO 4.1.2.2

0

10

20

30

40

50

60

Percentage SBPercentage

It was found from the response that major number of respondents felt that the Training Programs were relevant to the work environment to a reasonable extent followed by some

to a great extent and very little respondents to a small extent and some even felt that the Training Programs were not at all relevant to the work environment In both organizations.

4.1.2.3 Have you experienced any improvement in your self-confidence levels after attending the Training Programs?

S NO Opinion Respondents

SB

Percentage Respondents

DYC

Percentage

1 To a great

extent

12 60 9 45

2 To a

reasonable

extent

5 25 7 35

3 To a small

extent

3 15 3 1

4 Not at all

total 20 100 20 100

Table no 4.1.2.3 figure no 4.1.2.3

To a

great

exten

t

To a

reaso

nable

exten

t

To a

small

exten

t

Not at a

ll0

10203040506070

PercentagePercentage2

It was found from the response that major number of respondents experienced

improvement in their self-confidence levels to a reasonable extent followed by many to a

great extent and some to a small extent. It was even found that a little number of

respondents did not find any improvement in their self-confidence levels in both

organizations.

4.1.2.4 Are training needs regularly assessed at your company?

S NO Opinion Respondents

SB

Percentage Respondents

DYC

Percentage

1 To a great

extent

6 30 7 35

2 To a

reasonable

extent

9 45 11 25

3 To a small

extent

4 20 2 20

4 Not at all 1 5 2 10

total 20 100 20 100

Table no 4.1.2.4

To a

great

exten

t

To a

reaso

nable

exten

t

To a

small

exten

t

Not at a

ll0

5

10

15

20

25

30

35

40

45

50

Sampath BankDYC

Figure no 4.1.2.4

It was found from the response that major number of respondents experienced training

needs regularly assessed to a reasonable extent followed by many to a great extent and

some to a small extent. It was even found that a little number of respondents did not find

any improvement in their self-confidence levels in both organizations. And also there are

some responds saying that the training needs are not assessing not at all in both

organizations.

4.1.2.5 Is employees permitted time-off from work to attend training?

S NO Opinion Respondents

SB

Percentage Respondents

DYC

Percentage

1 No 7 35 3 15

2 Yes with pay 6 30 2 10

3 Yes without

pay

7 35 9 45

4 No only

after

working

hours

3 15

5 No, only in

special

causes

2 3 15

Total 20 100 20 100

Table no 4.1.2.5

no

Yes ,

with tr

aining d

irecto

r

Yes, c

onducted by s

uperviso

rs

Yes c

onducted by o

utsiders total

05

101520253035404550

Sampath bankDYC

Figure no 4.1.2.5

In this table explain that the dong young company gives less attention on giving training

with payments. It will dissatisfy the employees. And also in Sampath bank, they are

giving training with payments and without pauments.

4.1.2.6 Is in-house training provided for employees?

S

NO

Opinion Respondents

SB

Percentage Respondents

DYC

Percentage

1 no 0 0 0 0

2 Yes , with training

director

6 45 7 35

3 Yes, conducted by

supervisors

9 20 11 55

4 Yes conducted by outsiders

5 25 2 10

total 20 100 20 100

Table no 4.1.2.6

no

Yes ,

with tr

aining d

irecto

r

Yes, c

onducted by s

uperviso

rs

Yes c

onducted by o

utsiders

0

10

20

30

40

50

60

Sampath BankDYC

Figure no 4.1.2.6

In this figure both employees in organizations are saying that they having in house

training. and most of them delivered by training director in Sampath bank and by

supervisors in DYC .

4.1.2.7 What is the minimum hour per year in which employees must participate in

training?

S NO Opinion Respondents

SB

Percentage Respondents

DYC

Percentage

1 No

minimum

0 0 3 15

2 Up to8

hours

1 5 2 10

3 9 to 24 2 10 9 45

4 25 to 40 15 75 3 15

5 40 and

above

2 10 3 15

Total 20 100 20 100

Table no 4.1.2.7

No min-imum

Up to8 hours

9 to 24 25 to 40 40 and above

0

10

20

30

40

50

60

70

80

PercentagePercentage2Column1

Figure no 4.1.2.7

In this figure shows that the time giving to employee to training is mostly 25-40 hours in

both organizations.

4.1.2.8 What methods of training using in your organization?

S NO Opinion Respondents

SB

Percentage Respondents

DYC

Percentage

1 On the job

training

4 20 6 30

2 Lecture

method

3 15 3 15

3 Skill builder 2 10 3 15

4 Vestibule

training

0 0 3 15

5 Apprentice

training

0 0 2 10

6 Off the job

training

3 15 2 10

7 In basket

training

2 10 1 5

8 Sensitivity

training

3 15

9 Role plying 3 15

Total 20 100 20 100

Table no 4.1.2.8

On the j

ob train

ing

Lecture

method

Skill

builder

Vestibule

training

Apprentice

training

Off the j

ob train

ing

In basket

training

Sensiti

vity t

raining

Role plyi

ng 0

5

10

15

20

25

30

35

sampath BankDYC

Figure no 4.1.2.8

This is most important figures in the research. In Sampath bank they have given priority

to role plying, sensitivity training, and off the job training more than DYG. And also

Sampath bank has given same level priority to lecture method and on the job training

when comparing with DYC. In other hand DYC has given priority to vestibule and

apprentice training methods.

4.1.2.9 Are there any changes occurred in the pattern of Training Programs conducted to

you in past five years?

S NO Opinion Respondents

SB

Percentage Respondents

DYC

Percentage

1 To a great

extent

11 55 9 45

2 To a

reasonable

extent

6 30 7 35

3 To a small

extent

3 15 4 20

4 Not at all 0 0 0 0

total 20 100 20 100

Table no 4.1.2.9

To a

great

exten

t

To a

reaso

nable

exten

t

To a

small

exten

t

Not at a

ll0

10

20

30

40

50

60

PercentagePercentage2Column1

Figure no 4.1.2.9

It was found from a major number of respondents that changes occurred in the pattern of

Training Programs conducted in past 5 years to a great extent followed by some to a

small extent and some to a reasonable extent. There are less number of respondents who

said that there were no changes in the Training Programs from long time. Some

employees did not respond, as their service in the organization is only a few months. This

si also important figure that displays how much attention given to the update the contents

and method of training and development in both organizations.

Chapter 5

Conclusions

Findings

1. Training programs provided by both Sampath bank and DYC almost good.

2. Organization should focus on the benefits that are aimed towards self

improvement since of the employees satisfied.

3. There are 15% and 20% in Sampath bank and DYC employees are not satisfied with

changing pattern of the training programs. Authorities of both

organizations should give attention more than now.

4. Organization should provides training programs on the basis of employee

performance

5. Most effective training for both kinds of organizations is on the job training method.

6. In organization employee almost depend on HR department for

Training programs.

Suggestions

1. Along with training programs organization should provide some other motivational programs

2. Implement training institutions at near the organizations

3. Evaluate cost of training and its result of training.

4. Frame the training programs chart and proper care should be taken while conducting the

training.

5. A proper performance appraisal system should be adopted.

6. in my opinion if the above suggestions are followed total training program.

7. Feedback must be collected from the entire trainer

8. Organization should provide immediate supervisor solving employee’s problem

Annexure

Personal information

1. AgeBellow 25 25-35 35-45

45-55 Over 55

2. Gender Male Female

3. Civil Status

Single Married

4. Education

Bellow G.C.E (O/L) Passed G.C.E (O/L)

Passed G.C.E (A/L) Degree

Postgraduate Degree Other ……………………..

5. Designation

Office Assistant Staff Assistant Junior Exe. Officer

Senior Exe. Officer Assistant Manager Branch Manager

Technician Supervisor

Other …………………….

Professional Information

6. How many years have you been worked in banking industry?

<5 5-15 15-25 25<

7. Briefly describe your work responsibilities/ assign duties? ....................................................................................................................

Training and development

1. Is Training and Development given adequate importance in your organization?

a) To a great extent

b) To a reasonable extent

c) To a small extent

d) Not at all

2. Have you experienced any improvement in your self-confidence levels after

attending the Training Programmes?

a) To a great extent

b) To a reasonable extent

c) To a small extent

d) Not at all

3. Do you think the Training Programmes are relevant to your work environment?

a) To a great extent

b) To a reasonable extent

c) To a small extent

d) Not at all

4. Are training needs regularly assessed at your company?

a) Yes, by Human Resources

b) Yes, by outside consultants

c) Yes, by department heads

d) No

5. Is employees permitted time-off from work to attend training?

a) No

b) Yes, with pay

c) Yes, without pay

d) No, only after work hours

e) No, only in special cases

6. Is in-house training provided for employees?

a) No

b) Yes, with training director

c) Yes, conducted by supervisors and human resources department

d) Yes, conducted by outside professionals

7. What is the minimum hour per year in which employees must participate in training?

a) No minimum

b) Up to 8 hours

c) 9 to 24 hours

d) 25 to 40 hours

e) Over 40 hours

8. What methods of training using in your organization?

a) On the job training

b) Lecture method

c) Skill builders

d) Vestibule training

e) Apprentice training

f) Off the job training

g) In-basket training

h) Sensitivity training

i) Role plying

j) Other methods………………………………………………………

………………………………………………..

9. Are there any changes occurred in the pattern of Training Programmes conducted

to you in past five years?

a) To a great extent

b) To a reasonable extent

c) To a small extent

d) Not at all

e)

10. How is the feedback collected?

a) Questionnaire

b) Interviews

c) Tests

11. Is your feedback considered for further Training Programmes organized?

a) Yes

b) No

c) Not aware