A STUDY ON EFFECTIVENESS OF TRAINING AND DEVELOPMENT IN RADISSION, CHENNAI

A PROJECT REPORT Submitted to the SRM SCHOOL OF MANAGEMENT In partial fulfillment of the requirements for the award of the degree Of MASTER OF BUSINESS ADMINISTRATION By POONAM KUMARI(35080384) Under the guidance of Ms. Vetri Selvi

SRM SCHOOL OF MANAGEMENT SRM UNIVERSITY KATTANKULATHUR 603 203 MAY 2010

BONAFIDE CERTIFICATE:-

This is to certify that this project work entitled A STUDY ON EFFECTIVENESS OF

TRAINING AND DEVELOPMENT at RADISSON , submitted in partial fulfillment of the

requirement for the award of the Degree of Master Of Business Administration, SRM University, Kattankulathur during the academic year 2010.

Signature of the guide (MS. VETRI SELVI)

Signature of the Dean Dr. JAYSHREE SURESH

DECLARATION:I hereby declare that this report Effectiveness of Training and Development is bonafide work of the project that I have done during the period APRIL 2010 and submitted in partial fulfillment of the requirements for the award of the degree of Master of Business Administration. I further declare that any part of this project or itself has not been submitted elsewhere for award of any degree.

POONAM KUMARI REG NO. 35080384

ABSTRACT
The need for training in any organization is when their employees lack: Knowledge, skills and attitude Lack of motivation Decrease in performance and satisfaction level

The project entitled A Study of Effectiveness of Training and development adopted in RADISSON HOTEL aims at understanding the satisfaction level of employees with respect to training programme offered by the organization. Thus, collecting information from the employees at the middle level and the executive level on the training programmes will enable us to come out with reliable information. A research method was followed for a effective findings of the research .The research study used in the study is descriptive. The sampling technique used by the researcher is Nonprobability sampling. The sample size taken up by the researcher is 50 employees which consist of Radisson employees. The primary data was collected by researcher was through questionnaire and secondary data from the organization and the books available. The major findings of the research are of the respondent are the satisfaction level of the employee with present training programme, evaluate the effectiveness of training outcome, to evaluate the effectiveness of the trainer, to analysis the effectiveness of the course content of training. The employee are happy and satisfied with the training programme conducted by the organization. The analysis helped us to study that each and every employee in the organization have to attend one or two training programme every week to fulfill the requirements. The resulted analysis helped us to understand that all the employee attend the training programme which was resulted in the satisfaction level of employees in the training and development activities carried out by RADISSON HOTEL, Chennai

ACKNOWLEDGEMENT.
First and foremost I thank almighty God for the immense blessing, Guising and Confidence he has bestowed on me in this humble attempt. I express my sincere Gratitude to HR MANAGER (T&D), RADISSON. For the Guidance, timely help, motivation and valuable suggestions he offered Throughout the Study. This project would not have materialized without their Cooperation. My friends are remembered with gratitude for the cooperation and Help extended to me all through the study. Last but not the least; we take this Opportunity to express my love and thanks to my Parents for all they have done for the support they offered throughout the study.

HR MANAGER (TRAINING AND DEVELOPMENT) RADISSONS, CENNAI

CONTENTS
CHAPTER NO. Chapter 1 Introduction 1.1 Meaning 1.2 Company profile 1.3 Service Profile 1.4 Problem Statement 1.5 Objective Of Study 1.6 Review Of Literature Chapter 2 Research Methodology 2.1 Significance Of Study 2.2 Research Design 2.3 Pilot Study 2.4 Universe 2.5 Sample Design 2.6 Sources of Data 2.7 Tools For Data Collection 2.8 Pre-test 2.9 Data Collection Process 2.10 Interpretation Of Data 2.11 Tools for Data collection 2.12 Period Of Study 2.13 Limitation of Study 2.14 Scope of Study Chapter 3 Chapter 4 Chapter 5 Data interpretations and analysis and chi-square Findings and Suggestions Conclusion ANNEXURE:1.Bibliography 2. Questionnaire 41 42 17 17 17 18 18 18 18 18 18 19 19 19 19 20 21-37 38-39 40 1-10 10-11 11-13 13 14-16 16 TITLE PAGE NO.

S.no 1.

LIST OF TABLES:

Page no.

3.1 TABLE SHOWING THE TYPE OF TRAINING 21 GIVEN TO EMPLOYEES

2.

3.2 TABLE SHOWING THE REASONS WHY 22 TRAINING IS GIVEN TO EMPLOYEES

3.

3.3 TABLE SHOWING THE AREA IN WHICH 23 TRAINING SHOULD BE FOCUSSED

4.

3.4 TABLE SHOWING THE RANK GIVEN BY 24 EMPLOYEES ON THE TRAINING METHODS

5.

3.5 TABLE SHOWING THE EFFECTIVENESS OF 25 THE TRAINING IN THE ORGANIZATION

6.

3.6 TABLE SHOWING THE INCREASE IN THE 26 CONFIDENCE LEVEL OF THE EMPLOYEES

7.

3.7 TRAINING SHOWING THE KNOWLEDGE 27 OF TRAINER ON TRAINING

8.

3.8 TABLE SHOWING THE QUALITY OF 28 MATERIALS OF THE TRAINING

9.

3.9 TABLE SHOWING THE CO-OPERATION 29 LEVEL OF EMPLOYEES AFTER TRAINING

10.

3.10 TABLE SHOWING THE RELATIONSHIP 30 BETWEEN TRAINEE AND TRAINER

11.

3.11 TABLE SHOWING THE WHETHER CROSS 31 EXPOSURE IMPORTANT FOR TRAINEE

12.

3.12

TABLE

SHOWING

THE

EFFECT

OF 32

EMPLOYEE FROM TRAINEE TO EMPLOYEE 13. 3.13 TABLE SHOWING WHETHER TRAINEES 33 ARE INTERESTED IN CROSS-EXPOSURE

TRAINING 14. 3.14 TABLE SHOWING WHETHER TRAINING 34 IS NEEDED FOR SALARY AND PROMOTION 15. 3.15 TABLE SHOWING WHETHER EMPLOYEES 34 ARE SATISFIED BY TRAINING PROGRAMME

S.no 1.

LIST OF TABLES:

Page no.

3.1 TABLE SHOWING THE TYPE OF TRAINING 21 GIVEN TO EMPLOYEES

2.

3.2TABLE SHOWING THE REASONS WHY 22 TRAINING IS GIVEN TO EMPLOYEES

3.

3.3TABLE SHOWING THE AREA IN WHICH 23 TRAINING SHOULD BE FOCUSSED

4.

3.4TABLE SHOWING THE RANK GIVEN BY 24 EMPLOYEES ON YHE TRAINING METHODS

5.

3.5TABLE SHOWING THE EFFECTIVENESS OF 25 THE TRAINING IN THE ORGANIZATION

6.

3.6TABLE SHOWING THE INCREASE IN THE 26 CONFIDENCE LEVEL OF THE EMPLOYEES

7.

3.7TRAINING SHOWING THE KNOWLEDGE OF 27 TRAINER ON TRAINING

8.

3.8TABLE

SHOWING

THE

QUALITY

OF 28

MATERIALS OF THE TRAINING 9. 3.9TABLE SHOWING THE CO-OPERATION 29

LEVEL OF EMPLOYEES AFTER TRAINING 10. 3.10TABLE SHOWING THE RELATIONSHIP 30 BETWEEN TRAINEE AND TRAINER 11. 3.11TABLE SHOWING THE WHETHER CROSS 31 EXPOSURE IMPORTANT FOR TRAINEE 12. 3.12TABLE SHOWING THE EFFECT OF 32

EMPLOYEE FROM TRAINEE TO EMPLOYEE 13. 3.13TABLE SHOWING WHETHER TRAINEES 33 ARE INTERESTED IN CROSS-EXPOSURE

TRAINING 14. 3.14TABLE SHOWING WHETHER TRAINING IS 34 NEEDED FOR SALARY AND PROMOTION 15. 3.15TABLE SHOWING WHETHER EMPLOYEES 35 ARE SATISFIED TOWARDS TRAINING

CHAPTER-1 INTRODUCTION 1.1 Meaning:

Every organization needs well-trained and experienced people to perform the activities which bring best results. In a rapidly changing society, employee training and development are not only an activity that an organization must commit resources to if it is to maintain a viable and knowledge work force Training is an application of knowledge with a specific end in view. Through this trainees are given awareness as to what rules &regulation they have to follow to perform their operation. Training plays very important role in the organization. It is a learning process that involves the acquisition of knowledge, sharpening of skills, concepts, rules, or changing of attitudes and behaviors to enhance the performance of the employees. Training and development:Training is a process of learning, a sequence of programmed behaviors. 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 a 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 in performing their jobs and also be better men and women. NEED FOR BASIC PURPOSE OF TRAINING a) To increase productivity b) To improve quality c) To help an organization fulfill its future personnel needs

d) To improve organization climate e) To improve health and safety f) Obsolescence prevention g) Personal growth

ROLE OF TRAINING:-

NEED FOR BASIC PURPOSE OF TRAINING h) To increase productivity i) To improve quality j) To help an organization fulfill its future personnel needs k) To improve organization climate l) To improve health and safety

STEPS IN TRAINING PROGRAMMES

IDENTIFIING THE TRAINING NEEDS

GETTING READY FOR THE JOB

PREPARATION OF THE JOB

PRESENTATION OF THE OPERTION

PERFORMANCE TRY-OUT

FOLLOW-UP AND EVALUTION OF THE PROGRAMME

IMPORTANCE OF TRAINING Training makes employees more effect and productive. There is an ever present need for training men so that new and changed techniques may be taken advantage of and improvements affected in the old methods, which are woefully inefficient. It enables employees to develop and rise within the organization, and increase their market value earning power and job security. It enables management to resolve sources of friction arising from parochialism, to bring home to the employees the fact that the management is not divisible. It moulds the employees attitudes and helps them to achieve a better co-operation with the company and a great loyalty to it. Training heightens the morale of the employees,

for it helps in reducing dissatisfaction, complaints, make a better and economical use of materials and equipment. Identification of training needs must contain three types of analysis organizational analysis, operation analysis, and men analysis. Organization analysis centers primarily upon the determination of the organizations goals, its resources and the allocation of the resources as they relate to the organization goals. Operations analysis focuses on the task or job regardless of the employee doing the job. Man analysis reviews the knowledge, attitudes and skills of the incumbent in each position and determines what knowledge, attitudes or skills he must acquire And what alterations he must make in his behavior if he is to contribute satisfactory to the attainment of organizational objectives. GETTING READY FOR THE JOB As part of this process, it is to be decided who is to be trained-the new comer or the older employee, or the supervisory staff, or all of them selected from different departments. The trainer has to be prepared for the job, for he is the key figure in the entire programmer. This calls for a decision on: These have been discussed, in detail, elsewhere in this chapter under the heading; support material for training; training period; training for different employees; and training methods PRESENTATION OF OPERTION AND KNOWLEDGE This is the most important step in a training programmer. The trainer should clearly tell show, illustrate and question in order to put over the new knowledge and operations.

PERFORMANCE TRY OUT Under this, the trainee is asked to go through the job several times slowly, explaining him each step. Mistakes are corrected, and if necessary, some complicated steps are done for the trainee the first time. The trainee is asked to do the job, gradually building up skill and speed. FOLLOW-UP This step is undertaken with a view to testing the effectiveness of training efforts. This consists in: (a) Putting a trainee on his/her own. (b) Checking frequently to be sure that he has followed instructions; (c) Tapering off extra supervision and close follow-up until he is qualified to work with normal supervision. SUPPORT MATERIAL FOR TRAINING (a) Lectures, conferences, seminars and staff-meetings (b) Role-playing (c) case or project studies and problem-solving sessions (d) Use of pamphlet, graphs, pictures, books, slides, movie projectors. (e) Reading rooms and libraries where specified books and journals are maintained for reference and use. (f) Under-study and visits to plants. (g) Membership of professional or trade associations, which offer new techniques and ideas to their members.

TRAINING FOR DIFFERENT EMPLOYEES Employees at different levels require training. Unskilled workers require training in improved method of training machines and materials to reduce the cost production and waste and to do job in the most economical way. The training period ranges from 3 weeks to 6 weeks. Semi-skilled workers require training to cope with the requirement of an industry arising out of the adoption of mechanization, rationalization and technical process. The training lasts for a few hours or weeks, depending upon the number of operations and the speed and accuracy required on a job. Skilled workers are given training through the system of apprenticeship, which varies in duration from a year to three or five years, Such training is also known as tradesmen or craftsmen training. TRAINING METHODS The forms and types of employee training methods are inter-related. It is difficult, if not impossible; to say which of the methods or combination of methods is more useful than the other. The best technique for one situation may not be best for different groups and task. ON THE JOB TRAINING (OJT) Virtually every employee, from the clerk to company president, gets some on the job training, when he joins a firm. Thats why? William Tracly calls it, the most common, the most widely used and accepted, and the most necessary method of training employees in the skills essential for acceptance for job performance.

VESIBULE TRAINING (OR TRAINING-CENTRE TRAINING) This technique enables the trainee to concentrate on learning the new skill rather than on performing an actual job. Theoretical training is given in the classroom, while the practical work is conducted on the production line. Training is generally given in the form of lectures, conferences, case studies, role-playing and discussion. DEMONSTRATIONS AND EXAMPLES In the demonstration method, the trainer describes and displays something as when he teaches an employee how to do something by actually performing the activity himself and by going through a step by step explanation of why and what he is doing. Demonstrations are very effective in teaching because it is much easier to show a person how to do a job than to tell him. SIMULATION Simulation is a technique which duplicates, as nearly as possible, the actual conditions encountered on a job. The vestibule training method or the business-game methods are examples of business simulations. Simulation techniques have been most widely used in the aeronautical industry. CLASS-ROOM OR OFF-THE JOB METHODS 1. Lectures (or Class-Room Instruction): Lecture is formal organized talks by the training specialist, then formal superior or other individual specific topics.

2. The conference method: In this method, the participating individuals confer to discuss points of common interest to each other. There are three types of conferences. In the directed discussion, the trainer guides the discussion in such a way that the facts, principles or concepts are explained. In the training conferences, the instructor gets the group to pool its knowledge and past experience and brings different points of view to bear on the problem. In the seminar conference, answer is bound to a question or a solution to a problem. 3. Seminar or Team Discussion This is an established method for training. It may be based on a paper prepared by one or more trainees on a Subject selected in consultation with the person in charge of the Seminar. It may be a part of a study or related to theoretical studies or Practical problems. The trainees read their papers, and this is followed by a critical discussion. The Chairman of the seminar summarizes the contents of the papers and the discussions which follow their reading. 2. Case Studies(or Learning by Doing): This method was first developed in the 1800s by Christopher Langdell at the Harvard Law School to help students to learn from themselves by independent thinking and by discovering in the ever-tangled skein of human affairs, principles and ideas which have lasting validity and general applicability. A collateral object is to help them develop skills in using their knowledge.

5.

Role-Playing:

This method was developed by Moreno, a Venetian psychiatrist. In role-playing, trainees act out a given role as they would in a state play, two or more trainees are assigned parts to play before the rest of the class. Role-playing primary involves employee-employer relationship-hiring, firing, discussing a grievance procedure, conducting a post-appraisal interview or disciplining a subordinate or a salesman making a representation to a customer. A programmed instruction involves breaking information down into meaningful units and then arranging these in a proper way to form a logical and sequential learning programmer or package. The training programmers can be made effective and successful: 1. Specific training objectives should be outlined on the basis of the type of performance required to achieve organizational goals and objectives 2. Attempt should be made to determine if the trainee has the intelligence, maturity, and motivation to successfully complete the training programmers. 3. The trainee should be helped to see the need for training by making him aware of the

personal benefits he can achieve through better performance. 4. The training programme should be planned so that it is related to the trainees previous

experience and background. 5. Attempts should be made to create organizational conditions that are conductive to a

good learning environment

6.

If necessary, a combination of training methods should be selected so that variety is

permitted and as many of the senses as possible are utilized 7. It should be recognized that all the trainees do not progress at the same rate. Therefore,

flexibility should be allowed in judging the rates of progress in the training programmer. 8. As the trainee acquires new knowledge, skills or attitudes and applies them in job

situations; he should be significantly rewarded for his efforts.

1.2 COMPANY PROFILE

Carlson is a global group of integrated companies providing business and leisure travel, hotel, restaurant, cruise and marketing services directly to consumers, corporations and government entities. Working together to serve you, from individual travel to all aspects of corporate meetings and events, we will fulfill customer and client needs with a true service heart. We will celebrate our company's 70th anniversary in 2008.

Mission: Vision:

Building Better Relationships To become the most respected

private company on earth. Strategies: Build Satisfy Deliver our the the family of team customer businesses

Work smarter, not harder Credo: Whatever you do, do with Integrity Wherever you go, go as a Leader And never, ever give up Carlson is on Working Mother magazine's 2001-2004 and 2006-2007 lists of "The Best Companies for Working Mothers," and Fortune magazine's 2002 list of "The

100 Best Companies to Work For." In 2006, we were named one of the "Best Places to Work for GLBT Equality" by the Human Rights Campaign. We are one of the largest privately held corporations in the world. Based in Minneapolis, our brands and services employ about 190,000 people in nearly 150 countries. Carlson's 2006 system wide sales, including franchised operations, totaled $37.1 billion. Carlson Hotels With five major hotel brands operating in more than 950 locations in 71 countries, Carlson Hotels Worldwide is one of the world's largest hotel companies. From the prestige of Regent Hotels & Resorts, to the convenience and comfort that define our award-winning Country Inns & Suites by Carlsons brand, we are dedicated to "Great Hospitality Built on Trusted Relationships."

Regent Hotels & Resorts is one of the most respected luxury brands in the lodging industry. We focus on local culture, luxury for all senses and highly personalized service to create truly unique and memorable experiences for every guest. Radisson Hotels & Resorts is one of the world's leading, full-service global hotel companies, operating, managing and franchising 400 hotels and resorts in 66 countries. We're focused on being the hotel of choice for today's independent-minded, frequent business and leisure travelers who want more control over their hotel experience. ParkPlazaHotels&Resorts is a mid-scale brand that serves the needs of business and leisure travelers with full-service meeting rooms, restaurants, catering and amenities. Properties are located in downtown and airport locations of primary and secondary cities, and are generally 150 rooms or larger. CountryInns&SuitesByCarlson is a global, select-service, mid-scale brand offering attractive rates and charming accommodations. Featuring residential architecture and home-like interior design, our properties offer many upgraded amenities such as complimentary breakfast, in-room hair dryer and coffee maker. We feature the Read It & Return Lending Library, and offer warm, caring hospitality and superior guest value that has resulted in one of the industry's highest

guest return ratings. Park Inn is a select-service brand that operates within the upper economy and mid scale categories, offering bright and cheerful accommodations that celebrate the individual personality and local color of the area. We deliver clean, fresh rooms, upbeat service and key amenities such as complimentary high-speed Internet access to assure that guests sleep and live well during their stay with us.

1.3 VARIOUS SERVICES OF THE ORGANIZATION

Global Locations With over 400 Radisson locations worldwide, our doors are always open to you. Ready to greet you with our signature Yes I Can!TM service.

Free Internet We dont just want you to stay with us, we want you to connect with us. Thats why unlimited high speed Internet is free with your stay. Best Online Rate Guaranteesm Radisson.com, our homepage is your home base for the best savings. We deliver your best online rates guaranteed. Best Online Rate Guarantee Customer Loyalty Programsm At Radisson, were always looking for ways to give you that little something extra. Thats why we offer goldpoints plusSM. Its the rewards program thats tailor-made for you and your needs. Full Service Restaurant and Room Service Hungry for satisfaction? Youll get it when you enjoy a meal in one of our full service restaurants. If you prefer to stay in, help yourself to something from our room service menu!

Business Centers Its easy to stay on the job even when youre traveling. Our business centers are fully upgraded to fit the way you work today.

Pool and Fitness Centers Spend your downtime shaping up in our modernized fitness centers or take the plunge poolside and stay fit when youre on the go. Meeting and Banquet Facilities Whether youre planning a business meeting or a family celebration, were here to help. With the space and the services that will make your event special in every way.

1.4 PROBLEM STATEMENT

It is essential to plan the training and development activities of the organization to ensure that appropriate training and development activities are planned for the targeted employee segments and to ensure that the entire activities is conducted more effectively. Training can influence a lot to design work environments so as to maximize concern for human welfare. Training entails the design of work systems that enhance the working life experiences of organizational members, thereby improving commitment to and motivation for achieving organizational goals. Typical elements that contribute to the training are programs that seeks to promote human dignity and growth, employees work collaboratively, work changes participative, etc. The present study attempts to find the various dimension and their influences in reducing the absenteeism, having an associate level turnover and improving job satisfaction.

1.5 OBJECTIVE OF STUDY

PRIMARY OBJECTIVE To evaluate the effectiveness of training programme held in the organisation.

SECONDARY OBJECTIVE To evaluate the effectiveness of the training outcome. To analysis the effectiveness of the course content of training. To evaluate the effectiveness of trainer. To analysis the nature of training & development. Delineate the different stages in a training &development program. To know the satisfaction level of the employees with there present training programme. To understand the need for training &development in the organisation. Different methods of training. Factors influencing training.

1.6 REVIEW OF LITERATURE

This literature review offers a comprehensive look at the history, development and effectiveness of training and development as they may apply to business firms. Furthermore, it selects successful models of training and development, methods of needs assessment for training and development programs for employers and employees, managerial techniques that

contribute to lost productivity and moral and identifies business skills most essential for career success in the business culture. Following are some of the literatures reviewed upon as successful models. Damodar Saur, Abhik dan (2001) has assessed the training needs assessment of a) field sales officers, b) divisional office incharges, c) frontline operation officers and d) operation location heads of an oil company. In this study, the different hierarchy of managers and supervisors of the respondents are asked to assess the training needs based on the existing competencies and required competencies of nine broad categories namely, aptitudes, skills and abilities, communication, leadership, knowledge, physical competency, personality, principles and values and interests. Two broad conclusions have been drawn from the result. First, irrespective of work areas, the existing competencies of employees were lower than the required competencies. Second, there was commonality in deficiency of competencies in different work areas. Motilal Sharma (2002) has advised that the public enterprises should adopt systems approach to the development of new training needs assessment for their executives. There are four steps namely: 1) Study of needs 2) Analysis 3) Designing training system synthesis and 4) Implementation and evaluation involved in this systems approach. Study of needs refers to the assessment of training needs of the executives whereas the second step analysis is nothing but analyse the goals and objectives of the training programme. The author opined that a system approach to training is a close loop. Self correcting process which moves from identified needs to predicted outcomes. Punia (2002) has identified the training needs assessment of supervisors and executives of an Indian organization. The training needs assessment of supervisors are interpersonal relations, conflict management, delegating skills, positive thinking, communication and listening, value system, supervision skills, motivating skills and time management. The study found that the executives must be trained in interpersonal behaviour, conflict management, positive leadership and institution building, practical decision making, business planning, communication and listening skills, motivation skills and time management. Vaishali, D.K.K. and Mohit P. Kumar (2002) made a research to develop competency mapping based training needs assessment (TNA) system for two levels of hierarchy i.e., scale one and scale two officers of Indian bank. In this research there are eighteen core

competencies have been included as variables. The results of the study reveal that the officers are falling short on sixteen competencies out of eighteen and hence they must need a training in these competencies. The study concludes that there is significant variation in the level of training need between the regions / branches. Fredric and Lyme (2003) conducted a study on Assessing Training needs assessment: A Skills Approach, the respondents were public Managers (n = 110). There were 57 various skills identified. The results of the survey indicate that planning, decision making and performance skills were the most important training needs assessment as seen by the Managers. Another concern of this study was to examine the particular needs of supervisors based on more objective variable, such as age, education, size of government and number of employees supervised. Differences were identified. Age and education have negative associations with training needs, which predominantly human relations or human resources oriented. Older, more educated Managers have less need for this type of training. An exception to this education and computer applications, in which there is positive association. Mehla (2003) noted that, since systematic training needs assessment is a time consuming and costly exercise, it is therefore important that training needs assessment remain valid for at least 3-5 years. There is a golden rule that says if an employee has about 60 per cent knowledge and skill in a particular field and has some related experience in another field, there is no need to train him in a formal sense. If training needs are not properly assessed, then the training programmes will be organized on the basis of inadequate assessment of training needs and such programmes will be irrelevant to the needs of the individuals and organization. Such irrelevant training is bound to lead to wastage of time and effort. A proper analysis of training needs will facilitate training plans being drawn up on a short-term basis to take care of immediate needs placed on a long-term basis in the light of the overall objectives of the organization.

CHAPTER- 2 RESEARCH METHODOLOGY

The research was descriptive in nature. Descriptive Research includes surveys and fact findings enquire. The major purpose of research is description of the state of affairs as it existed. The methods of research utilized is survey methods. 2.1 SIGNIFICANCE OF THE STUDY The success of any organization depends upon the quality of the human resource. In the wake of increased competition, opening up of the Indian economy and development of global villages, people have become the pivot around which successful organizations rotate. In the light of these, the training and development function in organizations has become more important. Training and development today has become a tool both to help people to grow with in the organizations and retain them. 2.2 RESEARCH DESIGN Research Design was adopted by the research or for the purpose of collecting and analysis of data in manner that aimed to combine relevant data along with economic infrastructure and time in mind. It was conceptual structure within which research conducted, collected, measured and analyzed. 2.3 PILOT STUDY

The researcher made regular visit to the selected organization to find out the feasibility of carrying out his research studies. During her visits she had discussions with Human Resource Manager; this made the researcher to arrive at a research problem. 2.4 UNIVERSE The present research study includes employees in RADISSON HOTEL. 2.5 SAMPLING DESIGN The sampling techniques used for the research is convenience sampling. Convenience sampling is a non-probability sampling technique where subjects are selected because of their convenient accessibility and proximity to the researcher. The subjects are selected just because they are easiest to recruit for the study and the researcher did not consider selecting subjects that are representative of the entire population. 2.6 SOURCE OF DATA The source of the data collection was primary source and secondary source. The information required for the study was directly collected from the employee secondary source like employee record were also used for collecting the details of the universe. 2.7 TOOLS FOR DATA COLLECTION The researcher adopted questionnaire method to measure the effectiveness of training programme in the organization. 2.8 PRETEST The researcher conducted pretest by distributing the questionnaire to employee of this organization just after their training classes to know the effectiveness of training. 2.9 DATA COLLECTION PROCESS

Researcher explained the purpose of the data collection process to the employees. They also explained each and every dimension of the study, and questionnaire were distributed to employees and they have been asked to give their responses. The data are always collected by the trainer after each training class but since one month the data is collected by the researcher. 2.10 INTERPRETATION OF DATA The collected data was first put in a tabulated form for each question and for subsequent responses. After tabulation, percentages were determined, which helped in interpreting data. 2.11 TOOLS USED FOR DATA ANALYSIS The tools used for data analysis are: 1. The Percentage method: This is the earliest and the best method to analyze a give data. The percentage wise distribution of the data gives an idea of which factor is more than & which is less. The method has used extensively in this project. Number of response/sample size * 100 2.12 PERIOD OF STUDY The Project work was started in the month of April 7th 2010 and ended on 26th of April .During this duration survey was made, report was prepared; review was done and finally project presentation. 2.13 LIMITATION OF STUDY Although there was large number of population in Radisson Hotel, this study was conducted with maximum of the employees.

2.14 SCOPE OF THE STUDY This study is conducted only for employees level; the same thing can be extended to executive level also. The organization selected for the purpose of the study different in terms of size, the number of personnel employed, the nature of activity etc. it was agreed that accuracy of the results could be increased by concentrating on organization of the similar types and sizes. I got opportunity to observe the various training programmes in the organization. Each and every day nearly 2-3 training programmes were conducted.

CHAPTER -3 DATA ANALYSIS AND INTERPRETATIONS

TABLE: 3.1 TYPE OF TRAINING GIVEN TO EMPLOYEES:

OPTION
On the job training Off the job training

No of Respondent
40 10

Percentage
80% 20%

Total Inference:

50

100%

80% of the employee stated that the type of training provided to them were On- The Job Training. And a mere 20% stated Off the Job. CHART-3.1

TABLE: 3.2 MOTTO BEHIND TRAINING:

OPTION

No Respondent
17 30 3

of Percentage

Learning SOPS Updating skills and knowledge Others

34% 60% 6%

Total Inference:

50

100%

More than half of the respondents 34% indicated that training program given by Radisson hotel is highly useful for self development. Also supporting to it another majority of 60% indicated that training program helped them update their skills and knowledge according to the change and requirements of the organizations, the rest of the 6% felt it was of no use for

Chart:3.2

TABLE: 3.3
AREA IN WHICH FEED BACK TRAINING SHOULD FOCUS AND WHY?

OPTION

No of Respondent Percentage
56% 42% 2%

Communication effectiveness 28 Setting goals and objectives Others 21 1

Total Inference:

50

100%

From the table it can be inferred that, 56% of the employees feels that feedback training should focus on communication effectiveness.42% of the employees feels that feedback training should focus on setting goals and objectives and 2% of the employees feels that they should focus on varies other things also.

Chart: 3.3

TABLE: 3.4 RANKING OF TRAINING METHODS BY EMPLOYEES:

Satisfaction level
Excellent Good Fair poor

No of Respondent
34 13 2 1

Percentage
68% 26% 4% 2%

Total
Inference:

50

100%

From the above table it is clear that half of employees 26% are very much satisfied with the training offered by the Radisson hotel. Supporting to this majority of employees (68%) reported they are highly satisfied with the type of training and feel that the training course given in Radisson is excellent. 4% of the respondents said that the training is fairly good. 2%were moderately satisfied and no comments respectively with the training.

Chart: 3.4

TABLE: 3.5 LEVEL OF EFFECTIVENESS AFTER THE TRAINING:

Option
Excellent Good Fair

No of Respondent
29 15 6

Percentage
58% 30% 12%

Total
Inference:

50

100%

The above table shows that the overall effectiveness of training was excellent. The overall percentage score of 58% there by reasonably affirming that the company adopts good trainer and the training programmers are very effective. The course content of few employees shows that there is a scope for improvement in ones area.

Chart: 3.5

TABLE: 3.6 INCREASE IN CONFIDENCE LEVEL DUE TO TRAINING:

Option
Excellent Good Fair Poor

No of Respondent
33 14 6 0

Percentage
66% 28% 6% 0%

Total
Inference:

50

100%

From the table it can be inferred that majority (66%) of the employees feel that the training given in Radisson has increased their confidence level to the maximum.28% of the employees feel that their confidence level is good and the other 6% of the employees has no comments and has nothing to say about the confidence level .

Chart:3.6

TABLE: 3.7 TRAINERS KNOWLEDGE ABOUT THE TRAINING:

Option
Excellent Good Fair Poor

No of Respondent
30 16 3 1

Percentage
60% 32% 6% 2%

Total
Inference:

50

100%

As the table proves majority 60% of the respondent has accepted that trainers knowledge was relevant to training subject and they are highly satisfied with the doubts cleared by the trainer.32% of the respondents feel that the trainers knowledge was good and the others are not satisfied with the trainers knowledge.

Chart:3.7

TABLE: 3.8 QUALITY OF TRAINING TRAINING PROGRAMME: MTERIALS PROVIDED DURING

Option
Excellent Good Fair Poor

No of Respondent
35 11 4 0

Percentage
70% 22% 8% 0%

Total
Inference:

50

100%

Almost half of the respondents 22% indicated that the material provided for the training programmes were very good. 70% went a step high and stated that the material was excellent. And the rest of the 8% respondents reported that it was fair and no comments.Thus from the above table it is clearly indicating that the materials provided for the training was very good.

Chart: 3.8

TABLE: 3.9 CO-OPERATION LEVEL OF EMPLOYEES AFTER TRAINING:

Option
Excellent Good Fair Poor

No of Respondent
31 17 2 0

Percentage
62% 34% 4% 0%

Total
Inference:

50

100%

From the above table it can be inferred that maximum number of the employees are highly satisfied with their co operation level .Half of the respondents feel that their cooperation with the other employees after training is good and the rest of the respondents are not satisfied and has no comments.

Chart:3.9

TABLE: 3.10 REALTIONSHIP BETWEEN TRAINER AND TRAINEE:

Option
Excellent Good Fair Poor

No of Respondent
37 12 1 0

Percentage
74% 24% 2% 0%

Total
Inference:

50

100%

Almost majority of the respondent are highly satisfied with their excellent relationship and half of them feel that their relationship can be better and the rest few respondents has no comments.

Chart: 3.10

TABLE: 3.11 IMPORTANCE OF CROSS-EXPOSURE FOR TRAINEE:

Option
Excellent Good Fair Poor

No of Respondent
37 12 1 0

Percentage
74% 24% 2% 0%

Total
Inference:

50

100%

Half of the respondents feel that cross exposure is important. Also supporting to them the majority (74%) of them indicated that cross exposure training has to be conducted in an organization and its really important and 2% of the respondents felt it was of no use for them

Chart: 3.11


TABLE: 3.12
TRANSITION LEVEL OF TRAINEE TO FULL-TIME EMPLOYEE:

Option
Excellent Good Fair Poor

No of Respondent
35 10 5 0

Percentage
70% 20% 10% 0%

Total
Inference:

50

100%

The above table shows that majority of the respondents level from a trainee to a full time employee has been really smooth and minority of the respondent feel that their transition level is good but the rest of the respondents 10% reported there were no comments. Thus

from the above table it is clear that almost majority of the respondents feel that their transition level has been smooth.

Chart: 3.12

TABLE: 3.13 TRAINEES INTEREST IN CROSS-EXPOSURE TRAINING:

Option
Yes No

No of Respondent 47 3

Percentage
94% 6%

Total
Inference:

50

100%

From the above table it can be inferred that almost majority of the respondent are interested in doing cross exposure training and only few are less interested.

Chart: 3.13

TABLE: 3.14 TRAINEE WAS ENABLED FOR SALARY AND PROMOTION:

Option
Yes No

No of Respondent
46 4

Percentage
92% 8%

Total
Inference:

50

100%

Majority of the respondents reported that training given in Radisson enable them to secure promotion and salary. And the rest of the respondents of 8% reported that training does not lead to promotion and salary.

Chart: 3.14

TABLE: 3.15

SATISFACTION LEVEL OF EMPLOYEE ON THE TRAINING:

Option
Highly satisfied Satisfied Not satisfied

No of Respondent
24 25 1

Percentage
48% 50% 2%

Total
Inference:

50

100%

From the above it can be indicated that half of the respondents are satisfied with the training program and majority of them 50% say that they are highly satisfied and only 2% of them say that they are not satisfied with the training programmers. through this we come to know that the organization is doing well as per the training programs.

Chart: 3.15

TESTING OF HYPOTHESIS: CHI-SQUARE TEST TRAINING METHODS AND SATISFACTION LEVEL OF EMPLOYEES
To test whether there is any significant relationship between the responses for the training methods and training satisfaction level of employees. Ho: There is no significant relationship between the responses for the satisfaction level towards training methods and employee satisfaction level being provided by RADISSON. H1: There is significant relationship between the responses for the satisfaction level towards the training methods and employee satisfaction level being provided by RADISSON.

OBSERVEDFREQUENCY:

Particulars
TRAINING METHODS

SS 32 14

S 11 17

SWS 5 11

DS 2 8

TOTAL 50 50

EMPLOYEE SATISFACTION LEVEL

TOTAL

46

28

16

10

100

OBSERVED FREQUENCY:Expected frequency: E=Corresponding cells row total*that cell column total /grand total O 32 11 5 2 14 17 11 8 E 23 14 8 5 23 14 8 5 (O-E) 9 -3 -3 -3 9 3 3 3 (O-E)2 81 9 9 9 81 9 9 9 TOTAL (O-E)2/E 3.52 0.642 1.125 1.8 3.52 0.642 1.125 1.8 =14.174

RESULT:Calculated value = 14.174 Degree of freedom = (Row-1)(column-1)

= (2-1) (4-1) =1*3 =3 Significant level = 5% Tabulated level = 7.81

Reference:Since calculated value is greater than table value Ho is rejected, H1 is accepted. There is significant relationship between the training methods and employees satisfaction level being rendered by RADISSONS.

CHAPTER-4

4.1 FINDINGS
It is found that Radisson hotel provide training to all the employees. From the survey it is clearly indicated, as 100% of the respondents have attended the training program. The organization is very keen towards the training of the employees and each and every day there is at least 2-3 training sessions which includes: o Induction o Training for promotion o Train the trainer i.e. training the supervisor of each department As per the survey majority of the respondent report that feedback was given o by the trainer at right time.

The training material provided by RADISSON HOTEL trust was an o effective one. As the survey indicated 66% of respondents were happy with the training and training material. It is found that the employees of RADISSON HOTEL are satisfied with the training provided to them. As the survey clearly indicated that 98% Satisfied with the present training systems. Majority of the respondents strongly agreed that the concept of training is clear and effective and is very well communicated to the participants.

The type of training provided by Radisson hotel is on-the Job Training. And also the off- the job Training is provided but to some employees. The survey clearly indicated it as 80% reported the training provided was on the job training.

The training programme in Radisson is mandatory for the promotions and each employee have to complete at least 68 different training classes per year. As a trainer he was always particular in his duty which includedMonitor and identify training needs Well versed with his operations Being the role model There was no bias and yardsticks Willing to learn and teach

4.2 SUGGESTIONS
For the betterment of effective operation of the organization, based on finding of the present study, the following practical suggestion may be considered. The Researcher found from the research study that, most of the employees are not very much interested in attending the class room training programmers method of training programmers. Ensure that training programmes are been conducted whenever needed, and increase the number of programs as there is a change in the environment in todays world to, and to better the competitors. .

Clearing of doubts and giving adequate free time to reflect and plan can be improved. Periodical evaluation of training programmers of the organization can be suitably modified.

The organization has an effective trainers, same thing can be continued for the future also.

The organization can review the course content to make the training more effective in future.

The course objective is effective in the training programmes. The organization should sustain the same thing.

The organization can carry out certain modification as far as course content is concerned.

CHAPTER-5 CONCLUSION

After the identification of training, training goals must be established. Untill goals are not said it is difficult to design a training program and when training has been implemented, there will no way of measuring its effectiveness.

Five parameters can be taken to give the project last touch:

a. Post training satisfaction b. Enhancement of knowledge c. Empowerment of the employees d. Efficiency of performance e. Alignment of individual and organizational growth

 After doing the survey on the effectiveness of the training programme of the organization we came to the conclusion that: The organization is very keen in training the employees according to the needs and demands and from time to time. The effectiveness of training can be seen in the daily working schedule of the employees which includes: Less absenteeism More concentration on the work Productivity rises Better handling of equipments and materials Which resulted in the 100% customer satisfaction In the above given data analysis it is shown that most of the respondents were very satisfied with the training programmes and the way of training, feedback and response given by the trainer at the time of the training.

ANNEXURE
Bibliography:1. Dave Ulrich (2008): HR COMPETENCIES-MASTERY AT THE INTERACTION OF PEOPLE AND BUSINESS- SOCIETY FOR HR. 2. P.Nick Blanchard(2008): EFFECTIVE TRAINING- EASTERN ECONOMY EDITION 3. S.P. Gupta(2007): STATISTICAL METHODS-

Journals:1. HR Management Manual-Paul Davis

Websites:-

1. www.allbusiness.com 2. www.ihrnetwork.com

QUESTIONNAIRE

I Poonam Kumari of SRM University is undertaking this study on Effectiveness of Training and Development in GRT Radisson. I hereby request you to help me complete this study with substantial findings by filling this questionnaire in full and with your most honest and spontaneous responses.

1.

What type of training was given to ( )On the job training you? ( )Off the job training

2.

According to you why training is ( )Learning SOPs given. ( )Updating the skills/Knowledge ( )Others ( )Communication effectiveness What is the area in which the feedback training should focus on ( )Setting goals& objectives and why? ( )Others

3.

4.

How would you rank the training Excellent Poor given in Radisson? __1_______2______3_______4_____5____

5.

6.

According to you, mark the level of Effective Ineffective effective of the training given in _1_______2______3_______4_____5____ Radisson? Excellent poor Does the training increase your _1______2_____3______4________5____ confidence level? Does the trainer clarify the doubt that Excellent Normal Poor arrives during training, if yes, then to __1_______2______3_______4_____5____ what level?

7.

8.

Are you satisfied with the materials Excellent poor provided to you in training? __1_______2______3_______4_____5____

9.

What is your co operation level with Excellent poor other employees after training? __1_______2______3_______4_____5___ _ How is the relationship between u Good Bad and your trainer? __1_______2______3_______4_____5____

10.

11. How important do you think is Cross Mandatory Not Mandatory Exposure Training for a Trainee? __1_______2______3_______4_____5____

12.

Has your Transition from a trainee to Excellent normal poor a full time employee been smooth __1_______2______3_______4_____5____

13.

Are you interested in doing Cross ( )Yes Exposure Training?

( ) No

14.

Does training enable you to secure ( )Yes promotion/Salary?

( ) No

15.

What is your satisfaction level ( ) highly satisfied ( )satisfied ( ) not towards the training program satisfied 1. Suggest your ways to improve 2. Training. 3.

16.