INTRODUCTION:- Every organization needs to have well trained and experienced people to perform the activities that have to be done. If the current or potential job occupant can meet this requirements, training is not imparting. But when this is not the case, it is necessary to raise the skill levels and increase the versatility and adaptability of employees. Inadequate job performance or a decline in productivity or changes resulting out of job redesigning or a technological break through require some type of training and development efforts. As the jobs become more complex, the importance of employee development also increases. In a rapidly changing society, employee training and development or not only an activity that is desirable but also an activity that an organization must commit resources or to if it is to maintain a viable and knowledgeable workforce. Training, ‘education’, and development’ are three terms frequently used. On the face of it, there might not appear any difference between them, but when a deep thought is given, there appear some differences between 1
This document is posted to help you gain knowledge. Please leave a comment to let me know what you think about it! Share it to your friends and learn new things together.
Transcript
INTRODUCTION:-
Every organization needs to have well trained and experienced people to perform
the activities that have to be done. If the current or potential job occupant can meet
this requirements, training is not imparting. But when this is not the case, it is
necessary to raise the skill levels and increase the versatility and adaptability of
employees. Inadequate job performance or a decline in productivity or changes
resulting out of job redesigning or a technological break through require some type of
training and development efforts. As the jobs become more complex, the importance
of employee development also increases. In a rapidly changing society, employee
training and development or not only an activity that is desirable but also an activity
that an organization must commit resources or to if it is to maintain a viable and
knowledgeable workforce.
Training, ‘education’, and development’ are three terms frequently used. On the
face of it, there might not appear any difference between them, but when a deep
thought is given, there appear some differences between them. In all training ‘there is
some education’ and in all education there is some training and the two process cannot
be separated from development.
Edwin flippo “Training is the act of increasing the knowledge and skill of an
employee for doing a particular job”.
Advice Saint, “Training is includes any efforts within the organization to teach,
instruct. Coach, develop employees in technical skill, knowledge, principles,
techniques and to provide insight into and attitudes towards the organization”.
1
Dales S Beach, “Training is an organized procedure by which people learn knowledge
and \ or skills for a definite purpose”.
Michael J. Jucius, “The term Training is used here to indicate only process by which
the aptitudes. Skill and abilities of employees to perform specific jobs are increased”
THREE TERMS. TRAINING, DEVELOPMENT AND EDUCATION.
TRAINING is a process of learning a sequence of programmed behavior. It is
application of knowledge. It gives people an awareness of the rules and procedures to
guide their behavior. It attempts to improve their performance on the current job or
prepare them for an intended job. Development is related process. It covers not only
those activities which improve job performance but also those which bring about
growth of the personality, help individuals in the progress towards maturity and
actualization of their potential capacities so that they become not only good
employees but better men and women. In organizational terms, it is intended to equip
persons to earn promotion and old greater responsibility. Training a person for a
bigger and higher job is development. And this may well include not only imparting
specific skills and knowledge but also inculcating certain personality and mental
attitudes. In this sense, development is not much different from education. Education
is the understanding and intervention of knowledge. It does not provide definitive
answers, but rather it develops logical and rational mind that can determine
relationships among pertinent variables and thereby character, and understanding of
basic principles and develop the capacities of analysis, synthesis and objectivity.
Usually, education is outside the scope of an organization’s functions. It involves a
range of skills expertise which can be only by education and institutions. An
2
organization can and does make use of such institutions in order to support and
supplement its internal training development effort.
DISTINCTION BETWEEN TRAINING AND DEVELOPMENT:-
“Training is short term process utilizing a systematic and organized procedure by
which non managerial personnel learn technical knowledge and skills for definite
purposes……. Development is a long term educational process utilizing a systematic
and organized procedure by which managerial personnel learn conceptual and
theoretical knowledge for general purpose”.
“Training” refers only to instruction in technical and mechanical operations, while
“development” refers to philosophical and theoretical educational concepts. Training
is designed for non-managers, while development involves managerial personnel. In
the words of Campbell, “training courses are typically designed for a short term,
started set purpose, such as the operation of some piece(s) of machinery, while
development involves a border education for long term purposes.”
3
NEED FOR BASIC PURPOSES OF TRAINING
Basic purposes of training are ………….
1. “To increase productivity :
Instruction can help employees increase their level of performance on their present
assignment. Increased human performance often directly leads to increased
operational productivity and increased company profit. Again, increased performance
and productivity, because of training, are most evident on the part of new employees.
Who are not yet fully aware of the most efficient and effective ways of performance
their jobs.”
2. To improve quality:
“Better informed workers are less likely to make operational mistakes . quality
increases may be in relationship to a company product or service, or in reference to
the intangible organizational employment atmosphere.”
3. To help a company to fulfill its future personnel needs:
“Organizations that have a good internal educational programme will have to make
less drastic manpower changes and adjustments in the even of sudden personnel
alternations. When the need arises, organizational vacancies can more easily be
staffed from internal sources if a company initiates and maintains an adequate
instructional programming for both non-supervisory and managerial employees.”
4
4. To improve the organizational climate:
An endless chain of positive reactions results from a well-planned training
programme. Production and product quality may improve financial incentives may
then be increased; internal promotions become stressed, less supervisory pressure
ensue and base pay rate increase result. Increased morale may be due to many factors,
but one of the most important of these is the current state of an organization’s
educational Endeavour.
5. To improve Health and Safety:
“Proper training can help prevent industrial accidents. A safer work environment
leads to more stable mental attitudes on the part of employees. Managerial mental
state would also improve if supervisors know that they can better themselves through
company-designed development programmes.”
6. Obsolescence Prevention:
“Training and development programmes foster the initiative and creativity of
employees and help to prevent manpower obsolescence, which may be due to age,
temperament or motivation, or the inability of a person to adapt himself to
technological changes.”
5
7. Personnel Growth:
“Employees on personal basis gain individually from their exposure to educational
experiences.” Again “management development programmes seem to give
participants a wider awareness, an enlarged skill, and enlightened altruistic
philosophy, and make enhanced personal growth possible.”
NEED AND IMPORTANCE OF TRAINING
Training of employees is essential because work-force is an invaluable asset to an
organization. Training is necessary for the following reasons:
1. Increased productivity:
Training improves the performance of employees. Increased skill and efficiency
results in better quantity and quality of production. A trained worker will handle
machines carefully and will use the materials in an economical way.
2. Higher Employee Morale:
A trained worker derives happiness and job satisfaction from his work. He feels
happy when his performance is up to the mark. This also gives him job security and
ego satisfaction. The employees will properly look after a worker who performs well.
All these factors will improve employee’s morale.
6
3. Less Supervision:
The degree of supervision required for a trained worker will be less. He will not be
dependent upon the supervisor for minute details and may carry on his work himself.
On the other hand, an untrained worker will need constant watch and he will require
the guidance of the supervisor very often. A trained worker will be most disciplined
and independent. He will not like any type of interference in his work and may not
give any opportunity to the supervisor for complaint. Such workers can take more
interest in their work any may contribute significantly in reducing managerial
problems of supervision.
4. Less Wastage:
Untrained workers may waste more material, damage machines and equipment and
may cause accidents. Accidents generally occur due to deficiency in the operator and
not in the machine. A trained worker will know the art of operating the machine
properly. He will also use the material and other equipment in a systematic way
causing less wastage. The control of various wastes will substantially reduce the
manufacturing cost. The amount spent on training the workers will prove an asset to
the organization.
5. Easy adaptability:
The technological advancement will require new approach to work. The methods of
work constantly undergoing a change. This will necessitate the adaptability of worker
to changing work environment. A trained worker can be more adaptable to change
than an untrained one. The former can easily learn new work techniques with a little
7
bit of guidance. There may not be any need to employ few workers for funning new
machines. The present workers will learn new techniques with some sort of
orientation. The trained persons will adopt to new situation more easily because they
have basic technical knowledge.
6. Reduced Turnover and Absenteeism:
Labor turnover and absenteeism are mainly due to job dissatisfaction. When a worker
is properly trained he will take keen interest in his job and can derive satisfaction from
it. A satisfied person may not like to leave his job and try at a new place. Training
helps in reducing labor absenteeism by increasing job satisfaction among them.
7. Employee Development:
Training also helps in the development of employees. It first helps in locating talent
in them and then developing it to the maximum. The adaptability of a worker will help
him in working on new and improved jobs. If a worker learns fast then he will be able
to develop his talent and improve his talent and improve his performance. Training
gives him an opportunity to show his work also.
8
TYPES OF TRANING:
The following types of training are generally in use:
Orientation or induction training.
On-the-job Training.
Off-the-job Training.
Apprenticeship Training.
Refresher Training.
Vestibule Training.
Orientation or induction Training.
This type of training is given to help a new entrant for adapting himself to the new
environment. The employee is given a full description of the job he is expected to do.
He is also informed about the policies, procedures and rules which are related to his
work. Some enterprises have a specific person who gives full information about the
organization and job to every new entrant. The newcomer is also taken around the
factory and informed about the location of various departments and offices.
The newcomer will also alike to know about his supervisors and subordinates.
Orientation training helps him to acquire himself with his immediate boss and the
persons who will work under his command. He is also given an organization chart so
that he knows his position in the enterprise in relation to other employees
9
On-the-job Training :
This is one of the commonly used type of training. It is also an effective method of
training the operative personnel. In this method the worker is trained on the job and at
his work-place. He gets training under the same type of conditions in which he will be
working later on. The new worker is generally attached to a supervisor or a senior
worker who will tell him the technique of doing that job. When a worker is trained on
those very machines on which he will work, then he will adapt more easily to the new
working conditions.
The success of this method will depend upon the quality of trainer is good and
knows the job well, then it will help the worker to learn all aspects of the jobs. On the
other hand, a bad trainer may give incomplete knowledge to the new person. The
trainers should be properly selected to make this system work.
Off-the-job Training :
This type of training can be given in number of ways. Off-the-job training consists of
lectures. Conferences, group discussions, case studies, programme instructions. Etc.
This method is generally used by government and public enterprises. A school or an
institution is established to provide training to all types of persons. A programme of
training is designed to suit the needs of jobs the trainees will occupy. Sometimes
different courses are arranged for separate groups of employees.
10
Only big enterprises may afford to set up separate schools but this method is
commonly in use in many concerns. The lecture method or group discussion helps
new employees to learn theoretical aspects of the jobs. Various rules, regulations, etc.
can easily be explained to employees through lecture system.
Apprenticeship Training :
In apprenticeship training, a worker is attached to an experienced or senor worker.
The worker learns while observing his senior and helping him in the task. The period
of apprenticeship is generally long, ranging from two to five years. The trainees are
paid only nominal wages as apprentices during training. This method of training is
generally used in technical jobs. Mechanics, electricians, plumbers learn their jobs y
working with trained persons. This is one of the traditional methods of training and is
still in use for learning certain jobs.
Refresher Training :
Refresher training is helpful in acquainting personnel with latest improvement in their
work. The changing technological methods require fresh training to existing
employees even if they are well trained or qualify. Everybody requires to attend
refresher courses to know the latest techniques of doing the work. Such training also
helps in refreshing the memory of employees.
The introduction of new products may also necessitate fresh training of employees.
11
Vestibule Training :
The term vestibule training is used to impart training in a class room in the plant. The
work meaning of ‘vestibule’ denotes a room between the out door and the interior of a
building. It means that workers are trained at some place in the factory.
When large numbers of workers are to be given training, then a separate training
department is set up. The instructors impart on-the-job training to new workers. This
method is similar to that of on-the-job training. The difference is only of place and
trainers. In vestibule training special instructors are appointed for this job while line
persons give training in the second workers are asked to work at a place where they
are supposed to work later on.
STEPS IN SYSTEMATIC TRAINING PLAN:
A training plan essentially involves seven steps namely:
Determining Training Needs.
Establishing Training Programmes.
Setting Goals and Objectives of Training.
Preparing Training Budget.
Deciding about the Training Venue.
Deciding about the Methods and Techniques to be deployed in training.
Determining methods of evaluating training.
12
Determining Training Needs :
The first step in training is to determine what training, if any, is required. The main
task is assessing the training needs of the new employees is to determine what the job
entails and to break it down into subtasks, each of which is then taught jot the new
employee. Assessing the training needs of the current employees can be more
complex. Since there is an added task to decide whether or not training is the solution.
According to Thayer &McGhee Model training needs can be identified through the
following types of analysis
Organizational analysis.
Analysis of objectives.
Resource utilization analysis.
Environmental scanning.
Organizational climate analysis.
Task or role analysis.
Manpower analysis.
Establishing Training policies :
Company’s policies play a vital role in the formulation and designing of training
programmes. Every organization should have a well established training policy. Such
a policy represents the top management’s responsibility for training of its employees
and comprises rules and procedures governing the standard and scope of training and
development.
13
Setting Goals and Objectives of Training :
Once specific training needs have been determined and policies relating thereto
established, stage comes for setting goals and objectives of training for filling these
needs. Broadly speaking, the immediate objectives of training are to help an employee
to improve performance for positions involving greater responsibilities.
Major types of goals and objectives:
Operational objectives.
Performance objectives.
Instructional objectives.
Reaction objectives.
Personal objectives.
Innovation or change making objectives.
Preparing Training budget:
Preparing training budget is specifically concerned with the allocation of funds to be
provided for the training for carrying out the training activities as envisaged in the
plan.
14
Deciding about the Training Venue:
The decision about the training venue depends invariably on the type of training to be
given. For in company and on the job training, the venue naturally is the plant itself. in
the case of-off-the job training and training through external sources, the venue has to
be somewhat away from the trainees working environments. The venue of the training
will be the place where the outside agency is located.
Deciding about the Methods and Techniques to be deployed in Training.
Broadly speaking, the training methods and techniques vary from unorganized system
of learning from working colleagues to more systematic methods of instruction
through programmed texts. No wonder, training may range from highly specified
instructions in the procedure to be adopted while performing particular job, to very
general instructions concerning economy and society. Factors that generally matter in
the selection or choice of a particular methods or technique for training are:
Depth of knowledge, nature of the skill called for in particular job to be filled.
Background of the trainees for assessing their capacities and potential and
ascertaining their aptitudes.
Various kinds of operative problems confronted by the organization or for
achievement of any other specific organization objectives which compel them to bring
in use particular methods and techniques.
Consideration of facilities by way of cost, time, material, equipments. Etc. as
available
15
REVIEW OF LITERATURE
16
Introduction:
The knowledge of other research literature is very important carry out the research
project successfully. They help the researcher to get a clear idea about the particular
field.
A study survey conducted by W.D.Scott, R.C.Colother and W.R. springal (1954)
conducted over 600 companies showed that 87% provided for formal on-the-job
training for new employee. 72% had formal training classes, and 60% had special
classes for employees.
In a survey conducted at New York with 167 companies having systematic executive
development programmes on-the-job coaching was the single most used method with
56% reporting that it was much used and only 19% reported much. National industrial
Objective-1Training in attitude change 7.How do you feel about your present job performance ? a.verygood [ ] b.good [ ] c.bad [ ] c.very bad [ ]
8. Do you feel that training is an element to change your attitude ? a. yes [ ] b.no [ ]
9. Does training foster authenticity openness and trust according to you? a. yes [ ] b.no [ ]
10. Have you attended any other training programmes outside the company ? a. yes [ ] b.no [ ]
11. Is there any training programmes on attitude change in your company? a. yes [ ] b.no [ ]
12. How is your boss measured your performance after training programmes by keeping you in the categories of, a. Improved group [ ] b.Non-improved group [ ] c.To be improved group [ ]
13. Do You think that training provides an avenue for growth in your future? a. yes [ ] b.no [ ]
14. Do you think that your behaviour and attitude is improved after training? a. yes [ ] b.no [ ]
15. How do you evaluate your attitude and behaviour while you were in the group? a.verygood [ ] b.good [ ] c.bad [ ] c.very bad [ ]
89
Objective-2
Training in skill development
16. Do you feel that your skill in concerned job is…… a.verygood [ ] b.good [ ] c.bad [ ] c.very bad [ ]
17. Do you need skill development training programmes in your company? a. yes [ ] b.no [ ]
18. Have you attended any skill development training programmes? a. yes [ ] b.no [ ]
19. Do you have skill development programmes in your company? a. yes [ ] b.no [ ]
20. How do you feel about the training programmes conducted while introducing new machineries such as computer etc? a.verygood [ ] b.good [ ] c.bad [ ] c.very bad [ ]
21. Do you believe that training programmes would be helpful to manage job related crisis? a. yes [ ] b.no [ ]
22. Apart from your basic skills does training improved your interpersonal skills? a. yes [ ] b.no [ ]
90
Objective-3
Training in knowledge improvement 23. Do you know about training? a. yes [ ] b.no [ ]
24. Do you had any training programmes for your knowledge improvement? a. yes [ ] b.no [ ]
25. Did you put training programmes (theory) into practice? a. yes [ ] b.no [ ]
26. Do you think training programmes improve your knowledge? a. yes [ ] b.no [ ]
27. How is your present knowledge about the job\handling the tools\machine parts after having training programmmes? a.verygood [ ] b.good [ ] c.bad [ ] c.very bad [ ]
28. what type of training programmes your prepare….. a.Internal training programmes [ ] b.External training programmes [ ]
91
Objective-4
Evaluation of training programmes
29. How many training programmes you have attended? a.Below-5 [ ] b.5-10 [ ] c.10-15 [ ] d.15-20 [ ] e.Above-20 [ ]
30. How is your performance after having training programmes? a.verygood [ ] b.good [ ] c.bad [ ] c.very bad [ ]
31. How is your interpersonal relationship with your boss and colleagues after having training programmes? a.verygood [ ] b.good [ ] c.bad [ ] c.very bad [ ]
32. Are you engaging any other additional job after having training programmes? a. yes [ ] b.no [ ]
33. Do you believe that training programmes would be helpful to manage job related crisis? a. yes [ ] b.no [ ]
34. Do you agree that training would increase the versatility and adoptability of employees? a. yes [ ] b.no [ ]