A STUDY ON TRAINING AND DEVELOPMENT AT

ANDHRA PRADESH TOURISM AND DEVELOPMENT CORPORATION (APTDC)

by

Mrs. J. SWATHI (HT.NO. 510816284)

Project Submitted in Partial Fulfillment for the award

MASTER OF BUSINESS ADMINISTRATION

by

ACME COLLEGE 2008-2009

DECLARATION
I here by declare that the project report entitled TRAINING &

DEVELOPMENT submitted by J. SWATHI to the department of Business Management ACME COLLEGE, 4thFloor, Appajicomplex, Near Super Bazar Bus stop ,Malkapet, Hyderabad- 500 0036 in ANDHRA PRADESH TOURISM AND DEVELOPMENT CORPORATION (APTDC) and submitted for partial fulfillment of the requirement for the award of degree of MASTER OF BUSINESS

ADMINISTRATION for the academic year 2008 2009.

This project has not been submitted to any other university or institution for the award of any degree/Diploma/Certificate or published by anytime before. .

Name and address of student J. SWATHI Acme College, 4th Floor Complex, Appaji Complex, Near Super Bus Stop, Malakpet, Hyderabad 500 0036.

Signature of student

CERTIFICATE

This is to certify that the project report titled A STUDY ON TRAINING AND DEVELOPMENT submitted in partial fulfillment for the award of MASTER OF BUSINESS ADMINISTRATION was carried out by Mrs J. SWATHI under my guidance.

This has not been submitted to any other University or Institution for the award of any degree/ diploma/ certificate.

Name and address of supervisor, Acme College, 4th Floor Complex, Appaji Complex, Near Super Bus Stop, Malakpet, Hyderabad 500 0036.

signature of the supervisor

ACKNOWLEDGEMENT

I sincerely express my heartfull gratitude to my Faculty Member - (project incharge), -(HR Dept), Acme College, 4th Floor, Appaji Complex, Near Super Bazar Bus Stop, Malakpet, Hyderabad - 500 0036 for his valuable guidance and keen interest that he has shown in my preparation of project report and in this regard I am thankful to M.B.A. Staff Members.

I am grateful to Mr. J. RAYMOND PETER, (IAS) (Director of APTDC, Himayathnagar, Hyderabad) and Mr. sandeep Kumar (Project Leader at APTDC Himayathnagar, Hyderabad) for providing me an opportunity to complete my project under their guidance. I am highly indebted to them for the same.

(J. SWATHI)

TABLE OF CONTENTS

S. No 1 2 3 4 5 6 7 8 9 10 11 12

LIST OF TABLES AND FIGURES PERSONAL DETAILS REGARDING EMPLOYEES PROVIDING TRAINING TO EMPLOYEES TRAINING YOU HAVE UNDERGONE TRAINING PROGRAMES DESIGNED BY ORGANISATION FEEDBACK SESSIONS IN TRAINING PERIOD WHO HAS INVOLVED IN TRAINING FUNCTION HOW ARE TRAINING NEEDS IDENTIFIED ANY TRAINING COUNCILS IN YOUR ORG. DOES MOTVATION INCREASES YOUR TARGETS ARE YOU PAID ANY SALARY DURING TRAINING PERIOD DOES THE TRAINING PROGRAMME IMPROVE YOUR EFFICIENY WHAT ARE THE BENEFITS FOR THE ORGANIZATION

PAGE
NO

INDEX
PAGE
NO

CHAPTER I 1 2 3 4 5 6

TITLE INTRODUCTION NEED FOR STUDY OBJECTIVES SCOPE LIMITATIONS RESEARCH METHODOLOGY REVIEW LITERATURE COMPANY PROFILE DATA ANALYSIS & INTERPRETATION CONCLUSIONS AND SUGGESTIONS BIBLIOGRAPHY QUESTIONNAIRE

II III IV V VI VII

INTRODUCTION TRAINING AND DEVELOPMENT

I) Meaning Training is a planned program designed to improve the performance and bring about measurable changes in knowledge, skills, and social behavior of employees. Training is the act of increasing the knowledge and skill of an employee for doing a particular job. Training is a short - term educational process and utilizing a systematic and organized procedure by which employees learn technical knowledge and skills for a definite purpose. Training improves, changes, and moulds the employees knowledge, skill, behavior, aptitude, and attitude towards the requirements of the organization. Training refers to the teaching and learning activities carried on for the primary purpose of helping the members of the organization, to acquire and apply the knowledge, skills, abilities and attitudes needed by a particular job and organization. Training bridges the differences between job requirements and the employees present specifications human resource. II) Need for Training Every organization should provide training to all employees irrespective of their qualification, skill, suitability for the job. Training is not something that is done once to new employees; it is used continuously in every well-run establishment. There are different types of training given to different types of employees in different stages. There are different processes followed to impart training and to assess the usefulness of the training. The training is usually given after assessing the needs. This training will help the employee to develop his knowledge and make him/her

more efficient than before. Further, technological changes, automation, require up-dating the skills and knowledge.

Specifically, the need for training arises due to following reasons. To match the employee specifications with the job requirements and organizational needs Organizational viability and the transformation process Technological Advancements Organizational complexity Changes in the Job assignment. Training also need to: Increase productivity Improve the quality of product/service Help the company to fulfill its future personnel needs Improve organizational climate Improve health and safety Prevent Obsolescence Effect personal growth Minimize the resistance to change. III) Training Objectives

The Personnel or HR Manager formulates the following training objectives in keeping the companys overall objectives in the mind. 1. To prepare the employee both new and old to meet the present as well as the changing requirements of the job and the organization 2. To prevent obsolescence 3. To impart the new entrants the basic knowledge and skill they need for an efficient and improved performance of definite job. 4. To prepare employees for higher / advanced level tasks. 5. To assist employees to function more effectively in their presentations by exposing them to the latest concepts, information and techniques and developing the skills they will need in their particular needs. 6. To build up a second line of competent officers and prepare them to occupy more responsible positions. 7. To develop the potentialities of the people for the next level job. 8. To ensure smooth and efficient working of a department 9. To ensure the economical and expected output of required quality. 10.To promote individual and collective morale, a sense of responsibility, cooperative attitudes and good relationships. IV) Assessment of Training Needs Training needs are identified on the basis of organizational analysis, job analysis, and personnel analysis. Training Programme, training methods and course content are to be planned on the basis of training needs. Training needs are those aspects necessary to perform the job in an organization in which employee is lacking attitude/aptitude, knowledge, and skill.

Training Needs =

Job and Organizational Requirements

Employee Specifications

Training needs can be identified through identifying the organizational needs based on (i) (ii) Organizational Strengths and weaknesses in different areas like accidents, excessive scrap, frequent breakage of machinery etc. Departmental strength and weakness including special problems of the department or a common problem of a group of employees like acquiring skills and knowledge. (iii) Individual strengths and weaknesses in the area of the job knowledge, skill etc.
Individual Training Needs Group Training Needs Organizational Training Needs

V Training Methods Training methods are usually classified by the location of instruction. Training methods classified in to two categories. i) ii) On the job training methods Off the Job training methods On the - Job training is provided when the workers are taught relevant knowledge, skill and abilities at the actual work place. Off the Job Training on the other hand requires that trainees learn at a location rather than the real work spot.

TRAINING METHODS

ON THE JOB TRAINING METHODS

OFF THE JOB TRAINING METHODS

JOB ROTATION COACHING MENTORING APPRENTICESHIP JOB INSTRUCTION OR TRAINING THROUGH STEP-BY-STEP COMMITTEE ASSIGNMENTS

VESTIBULE

TRAINING

ROLE PLAYING LECTURE METHODS CONFERENCE OR DISCUSSION PROGRAMMED INSTRUCTIONS

Figure 1: Training Methods i) ON THE JOB TRAINING METHODS This type of training, also known as Job Instruction training, is one of the most commonly used methods. 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 or instructor. On the Job training has the advantage of offering first hand knowledge and experience under the actual working conditions. While the trainee learns how to perform the job, he is also a regular worker rendering the services for which he is paid. The Problem of transfer of skills is also minimized as the person learns on the job. On the Job training includes following methods. 1. Job Rotation 2. Coaching 3. Mentoring 4. Apprenticeship 5. Job Instruction (or) Training by Step by step 6. Committee Assignments 1. Job Rotation The kind of training involves the movement of trainee from one job to another. This helps him to have a general understanding of how organization functions. The purpose of Job Rotation is to provide trainees with a larger organizational prospective and a greater understanding of different functional areas as well as a better sense of their own objectives and interests. Job Rotation allows trainees to build rapport with a wide range of individuals in the organization facilitating future cooperation among departments. Job rotation may pose several problems, especially when the trainee rolled over several jobs at frequent intervals. In such case, trainees do

not usually stay long enough in a single phase of operation to develop a high degree of expertise. 2. Coaching Coaching is a kind of daily training and feedback process given to employees by immediate supervisors. It is a continuous process of learning by doing. It may be defined as an informal unplanned training and development activity provided by supervisors and peers. In coaching, the supervisor explains and answers many questions; he throws light on why, how, when, what, where, which things are done the way they are; he offers a model for trainees to copy; conducts lot of decision making meetings with trainee. The trainer makes the trainee understand to do things exactly as per the requirement and expectation. In coaching the trainee is placed under a particular supervisor who functions as a coach in training the individual. The supervisor provides feedback to the trainee on his performance and offers him some suggestions for improvement. Often the trainee shares some of the duties and responsibilities of the coach and relieves him of his burden. A limitation of this method of training is that the trainee may not have the freedom or opportunity to express his own ideas. 3. Mentoring Mentoring is a relationship in which a senior manager in an organization assumes the responsibility for grooming a junior person. Technical, interpersonal and political skills are generally conveyed in such relationship from more experienced person. It can also be said as sharpening the existing skills.

The main objective of the mentoring is to help an employee attain physical maturity and effectiveness and get integrated with the organization. In a work situation, such mentoring can take place at both formal and informal levels, depending on prevailing work culture and the commitment from top management. Career Functions Career functions are those aspects of the relationship that enhance the career development i) Sponsorship: where the mentors actively nominate a junior person ii) for Promotions or desirable positions.

Exposure and visibility: when mentors offer opportunities for mentees to interact with senior executives, demonstrate their abilities and exploit their potential.

iii)

Coaching: Mentors helps the men tees to analyze how they are doing their work and to define or redefine their aspirations

iv)

Protection: Mentors shield the junior person from harmful situations/seniors

v)

Challenging Assignments: Mentors help mentees to develop necessary competence through challenging job assignments and appropriate feedback.

vi)

Psychological Functions: Psychological functions are those aspects that enhance the mentees sense of competence, and identify effectiveness in a professional role.

vii)

Role Playing: Mentors offers mentees a pattern of values and behaviors to initiate.

viii) Acceptance and confirmation: Mentors offers supports, guidance and encouragement to mentees so that they can solve the problems independently and gain confidence in course of time. ix) Counseling: Mentors help men tees in working out their personal problems, learn about what to do, and what not to do offer and advice what and what doesnt, and do everything to demonstrate improve performance. x) Friendship: Mentors offer practical help and support to men tees so that they can indulge in mutually social interactions. xi) 4. Apprenticeship Training Apprentices are trainees who spend a prescribed amount of time working with an experience guide, coach or trainer. Assistantships and internships are similar to apprenticeships because they also demand high

levels of participation from the trainee. An internship is a kind on one-thejob training that is usually combines job training with classroom instruction in trade schools, colleges and universities. Coaching, as explained above, is similar to apprenticeship because the coach attempts to provide a model for trainee to copy. One important disadvantage of apprenticeship method is the uniform period of training offered to trainees. 5. Job Instruction Training This method is also known as training through step by step. Under this method, trainer explains the trainee the way of doing jobs, job knowledge and skills and allows him to do the job. The trainer appraised the performance of the trainee, provides feedback information and corrects the trainee. The JIT training method is a four-step instruction process involving preparation, presentation, performance tryout and follow-up. It is primarily used to teach workers how to do their current jobs. A trainer, supervisor or co-workers acts as a coach. The four steps of the JIT include the following. 1. The trainee receives an overview of the job, its purpose and its desired outcomes, with a clear focus on the relevance of training. 2. The trainer demonstrates the job in order to give the employee a model to copy. The trainer shows a right way to handle the job. 3. Next the trainee is permitted to copy the trainers work 4. Finally, the employee does the job independently without supervision.

6. Committee Assignments In this method, trainees are asked to solve an actual organizational problem. The trainees have to work together and offer solution to problem. Assigning talented employees to important committees can give these employees a broadening experience and help them understanding organization. ii) OFF - THE JOB TRAINING METHODS Under this method of training, 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 can place his entire concentration on learning the job rather than spending this time in performing it. There is an opportunity for freedom expression to the trainees. Off-the Job training methods are as follows: 1. Vestibule training 2. Role Playing 3. Lecture Method 4. Conference or Discussion 5. Programmed Instruction 1. Vestibule Training In this method, actual work conditions are simulated in a classroom. Material, files and equipment those are used in actual job the personalities, issues and processes governing

performance are also used in training. This type of training is commonly used for training personnel for clerical and semi-skilled jobs. The duration of this training ranges from a few days to a few weeks. Theory can be related to practice in this method.

2. ROLE PLAYING It is defined as method of human interactions that involves realistic behavior in imaginary situations. This method of training involves action, doing and practice. The participant plays the role of certain characters, such as the production manager, quality control inspector, foreman and the like. This method mostly used for developing interpersonal interactions and relations.

3. Lecture Method The lecture method is traditional and direct method of instruction. The instructor organizes the material and gives it to the group of trainees in the form of talk. To be effective, the lecture must motivate and create interest among the trainees. An advantage of this method is that it is direct and can also be used for a large group of trainees. The costs and time involved are reduced. The major limitation of the lecture method is that, it does not provide for transfer of knowledge / training effectively. 4. Conferences or Discussion It is a method in training the clerical professional and supervisory personnel. This method involves a group of people who pose

ideas, examine and share facts, ideas and data, test assumptions, and draw conclusions, all of which contributed to the improvement of job performance. Discussion has the distinct advantage over the lecture method in that the discussion involves two-way communication and hence feedback is provided. The participants feel free to speak small groups. The success of this method depends upon the leadership qualities of the person who leads the group. It also depends on the communication skills / levels of the employees and the sense of participation.

5. Programmed instruction In the recent years this method has became popular. This subject matter to be learnt is presented in series carefully sequential units. These units are arranged from simple to more complex levels of instruction. The trainee goes through these units by answering questions or filling the blanks. This method is time consuming and less effective unless the feedback is monitored properly.

VI) Training Effectiveness Training effectiveness can be evaluated on the basis of some factors postulated in Kirk Patricks hierarchical model of training outcomes.

Training Program designed and conducted systematically aims at positive trainee reactions, learning, behavior change and improvement in job-related outcomes. However, the attitudes, interests, values, expectations and commitment of the trainees can enhance training effectiveness. These factors influence trainability. Trainability is the degree to which trainees are able to learn and apply the skill and knowledge acquired in the training program to the job. Trainability is described as a function of trainees ability, motivation and environmental favor ability.

Trainability = f {Ability, motivation, Environmental favorability}

Improvement in tangible individual/ organizational outcomes such as turnover, accidents or productivity Behavioral Change (Behavior)

Knowledge or skill acquisition (Learning) Trainees Reaction to the programme Content and training process (Reaction)

Figure 2: Kirk Patricks Hierarchical Model of Training Operations

Trainees who react positively to the needs of the assessment procedure are more likely to be satisfied with the training program content. Trainees'

involvement in their jobs and career are important factors towards learning and behavior change. Individuals who have a career willing to apply training content to their work because of an awareness relationship between performance /behavior improvement and career mobility. The effectiveness of the training program therefore depends on motivational strategy of the organization in addition to other factors like content and trainer. VII) Evaluation of Training Program The specification forms a basis evaluation. The basis of evaluation and the mode of collection of information necessary for evaluation should be determined at the planning stage. This process of training evaluation has been defined as any attempt to obtain information on the needs of the training performance and to assess the value of training in the light of that information. Evaluation leads to controlling and correcting the training program. Hamblin suggested five levels at which evaluation of training can take place viz., reactions, learning, job behavior, organization and ultimate value.

Reactions: Training program is evaluated on the basis of trainees reaction to the usefulness of coverage of the matter, depth of the course content, method of presentation, teaching methods etc.

Learning: Training program, trainers ability and trainees ability are evaluated on the basis of quantity of content learned and time in which it is learned and learners ability to use or apply, the content learned. Job Behavior: This evaluation includes the manner and extent to which the trainee has applied his learning to his job. Organization: This evaluation measures the use of training, learning and change in the job behavior of the department/organization in the form of increased productivity, quality, morale and the like. Ultimate Value It is the measurement of ultimate of the contributions of the training program to the company goals like survival, growth, profitability etc., and to the individual goals like development of personality and social goals like maximizing social benefit.

Essential Ingredients for Successful Evaluation There are three successful ingredients in a successful evaluation. They are

(i)

Support throughout the evaluation process. Support items are human resources, time, finance, equipment and availability of data sources etc.,

(ii)

Existence etc.,

of

open

communication

channels

among

top

management, participants and those involved in providing data (iii) Existence of sound management process.

VIII) Various Methods of training evaluations 1. Immediate assessment of trainees reactions to the program. 2. Trainees observation during training program. 3. Knowing trainees expectations before the training program and collecting their views regarding the attainment of the expectations after training. 4. Seeking opinion of trainees superior regarding his/her job performance and behavior before and after training. 5. Evaluation of trainees skill level before and after training program 6. Measurement of improvement in trainees on the job behavior 7. Examination of testing system before and after some time of the training program. 8. Measurement of trainees attitudes before and after training program. 9. Cost benefits analysis of the training program. 10.Seeking opinions of trainees sub-ordinates regarding his/her job performance and behavior.

NEED FOR THE STUDY In the competitive environment of the present millennium, only a learning organization will survive. Its abilities to learn, create, codify and utilize knowledge faster than its rivals and quicker than environment changes will provide tomorrows corporation a competitive edge that is sustainable forever. Indeed, since the core competence of any organization is nothing but the individual and collective learning of its entire people, corporation of coming age around the world. A learning organization is one that has developed the capacity to adopt and change. Learning organization will constantly learn. In order to become learning organization, an organization has to learn new skills, knowledge and techniques which possible only through providing Training and Development to all employees of the organization. A P T D C being a governmental entity has to compete with the private players. In corporate sector and private sector the right decisions are taken in a faster way when compared to the government sector. The facilities provided to the tourist in private sector may be better than the government sector or vice versa. Hence there is a need to study about how training and development is imparted to the staff in A P T D C. Being a regular commuter it was felt that the need can be identified and contribution can be extended by way of suggesting them better ways of training and development that suits A P T D C. OBJECTIVES OF THE STUDY

1. To study the need for training programs of APTDC for administrative employees. 2. To know the employees perception towards the training and development program. 3. To identify the mode of selection of training program and the types of training programs offered. 4. To study the adequacy of training program with emphasis on duration and accessibility. 5. To suggest better training and development programs and give suggestions to improve the existing programs.

SCOPE OF THE STUDY The present study titled Training and Development in APTDC covers only in the APTDC corporate office at Himayathnagar, Hyderabad. The scope is limited to this corporate office only. It need not be generalized to the other offices of the same organization in other places.

RESEARCH METHODOLOGY
RESEARCH DESIGN
The study employed is the exploratory type of research design as it was felt that it is best-suited design as it is characterized by great amount of flexibility and ad hoc versatility.

SAMPLE DESIGN
Sampling technique adopted: Random sampling technique was adopted to choose the respondents for the sample. This technique was used keeping in view the scope of the study, which tries to cover different cadres of employees. Size of sample: The size of the sample was restricted to 25 drawn from all cadres. The study being exploratory in nature it was felt that a sample would be representative of the population.

LIMITATIONS The study being exploratory in nature the sample may not be unbiased. Accuracy of information given by the employees cant be guaranteed. Some of the facts are not disclosed in the report due to restrictions and formalities of organization. The findings and suggestions might not be generalized.

 The time factor to go deep into the issue was limited. This study was meant for educational purpose only.

REVIEW OF LITERATURE

Tourism is a service-based industry comprising a number of tangible and intangible components. The tangible elements include transport, foods and beverages, tours, souvenirs and accommodation, while the intangible elements involve education, culture, and adventure or simply escape and relaxation. Tourism Comprises the activities of persons traveling to and staying in places outside their usual environment for not more than one consecutive year for leisure, business and other purposes not related to the exercise of an activity remunerated from within the place visited. People with money can refer tourism as an Industry promoting sightseeing. "Tourism is often regarded by the host community as an economic necessity but a social evil." Tourism can be defined as the act of travel for the purpose of recreation, and the provision of services for this act. A tourist is someone who travels at least eighty kilometers (fifty miles) from home for the purpose of recreation, as defined by the World Tourism Organization (a United Nations body). Tourism is a fun industry, one that initially appears to be very simple and straightforward. But look a little deeper we can quickly realize its made up of a myriad of different sectors, sub-sectors and organizations, often proud bearers of mysterious acronyms. And to make it even harder, they seem to change daily here have been many attempts to define Tourism.

It is easy to refer to tourists as if they were an anonymous mass of people, but of course there are many different types of tourist, each with different needs and motivations.

ECONOMIC IMPACTS OF TOURISM The tourism industry generates substantial economic benefits to both host countries and tourists' home countries. Especially in developing countries, one of the primary motivations for a region to promote itself as a tourism destination is the expected economic improvement. As with other impacts, this massive economic development brings along both positive and negative consequences.

HOW TOURISM CAN CONSERVATION

CONTRIBUTE

TO

ECONOMIC

The main positive economic impacts of tourism relate to foreign exchange earnings, contributions to government revenues, and generation of employment and business opportunities.

Foreign exchange earnings

Tourism expenditures and the export and import of related goods and services generate income to the host economy and can stimulate the investment necessary to finance growth in other economic sectors. Some countries seek to accelerate this growth by requiring visitors to bring in a certain amount of foreign currency for each day

of their stay and do not allow them to take it out of the country again at the end of the trip.

Contribution to government revenues

Government revenues from the tourism sector can be categorized as direct and indirect contributions. Direct contributions are generated by taxes on incomes from tourism employment and tourism businesses, and by direct levies on tourists such as departure taxes. Indirect contributions are those originated from taxes and duties levied on goods and services supplied to tourists. The World Travel and Tourism Council estimates that travel and tourism's direct, indirect, and personal tax contribution worldwide was over US$ 800 billion in 1998 - a figure it expects to double by 2010.

Employment generation
The rapid expansion of international tourism has led to significant employment creation. For example, the hotel accommodation sector alone provided around 20 million jobs worldwide in 2006. Tourism can generate jobs directly through hotels, restaurants, nightclubs, taxis, and souvenir sales, and indirectly through the supply of goods and services needed by tourism-related businesses. According to the WTO, tourism supports some 7% of the world's workers.

Stimulation of infrastructure investment

Tourism can induce the local government to make infrastructure improvements such as better water and sewage systems, roads, electricity, telephone and public transport networks, all of which can improve the quality of life for residents as well as facilitate tourism.

 Contribution to local economies

Tourism can be a significant, even essential, part of the local economy. As the environment is a basic component of the tourism industry's assets, tourism revenues are often used to measure the economic value of protected areas There are other local revenues that are not easily quantified, as not all tourist expenditures are formally registered in the macro-economic statistics. Money is earned from tourism through informal employment such as street vendors, informal guides, rickshaw drivers, etc. The positive side of informal or unreported employment is that the money is returned to the local economy, and has a great multiplier effect as it is spent over and over again. The World Travel and Tourism Council estimate that tourism generates an indirect contribution equal to 100% of direct tourism expenditures.

NEGATIVE ECONOMIC IMPACTS OF TOURISM

There are many hidden costs to tourism, which can have unfavorable economic effects on the host community. Often rich countries are better able to profit from tourism than poor ones. Whereas the least developed countries have the most urgent need for income, employment and general rise of the standard of living by means of tourism, they are least able to realize these benefits. Among the reasons for this are large-scale transfer of tourism revenues out of the host country and exclusion of local businesses and products.

Leakage
The direct income for an area is the amount of tourist expenditure that remains locally after taxes, profits, and wages are paid outside the area and after imports are purchased; these subtracted amounts are called leakage. In most all-inclusive package

tours, about 80% of travelers' expenditures go to the airlines, hotels and other international companies (who often have their headquarters in the travelers' home countries), and not to local businesses or workers. In addition, significant amounts of income actually retained at destination level can leave again through leakage.

Import leakage:

This commonly occurs when tourists demand standards of equipment, food, and other products that the host country cannot supply. Especially in less-developed countries, food and drinks must often be imported, since local products are not up to the hotel's (i.e. tourist's) standards or the country simply doesn't have a supplying industry. Much of the income from tourism expenditures leaves the country again to pay for these imports. The average import-related leakage for most developing countries today is between 40% and 50% of gross tourism earnings for small economies and between 10% and 20% for most advanced and diversified economies, according to UNCTAD.

Export leakage:
Multinational corporations and large foreign businesses have a

substantial share in the import leakage. Often, especially in poor developing destinations, they are the only ones that possess the necessary capital to invest in the construction of tourism infrastructure and facilities. As a consequence of this, an export leakage arises when overseas investors who finance the resorts and hotels take their profits back to their country of origin

Enclave tourism

Local businesses often see their chances to earn income from tourists severely reduced by the creation of "all-inclusive" vacation packages. When tourists remain for their entire stay at the same cruise ship or resort, which provides everything they need and where they will make all their expenditures, not much opportunity is left for local people to profit from tourism.

Infrastructure cost
Tourism development can cost the local government and local taxpayers a great deal of money. Developers may want the government to improve the airport, roads and other infrastructure, and possibly to provide tax breaks and other financial advantages, which are costly activities for the government. Public resources spent on subsidized infrastructure or tax breaks may reduce government investment in other critical areas such as education and health.

Increase in prices
Increasing demand for basic services and goods from tourists will often cause price hikes that negatively affect local residents whose income does not increase proportionately. Tourism development and the related rise in real estate demand may dramatically increase building costs and land values. Not only does this make it more difficult for local people, especially in developing countries, to meet their basic daily needs, it can also result in a dominance by outsiders in land markets and in-migration that erodes economic opportunities for the locals, eventually disemboweling residents.

Economic dependence of the local community on tourism

Diversification in an economy is a sign of health, however if a country or region becomes dependent for its economic survival upon one industry, it can put major stress upon this industry as well as the people involved to perform well. Many countries, especially developing countries with little ability to explore other resources, have embraced tourism as a way to boost the economy.

Seasonal character of jobs

The seasonal character of the tourism industry creates economic problems for destinations that are heavily dependent on it. Problems that seasonal workers face include job (and therefore income) insecurity, usually with no guarantee of employment from one season to the next, difficulties in getting training, employment-related medical benefits, and recognition of their experience, and unsatisfactory housing and working conditions.

TOURISM DEVELOPMENT IN INDIA

Tourism development in India has passed through many phases. At Government level the development of tourist facilities was taken up in a planned manner in 1956 coinciding with the Second Five Year Plan. The approach has evolved from isolated planning of single unit facilities in the Second and Third Five Year Plans. The Sixth Plan marked the beginning of a new era when tourism began to be considered a major instrument for social integration and economic development. But it was only after the 80s that tourism activity gained momentum. The Government took several significant steps. A National Policy on tourism was announced in 1982. Later in 1988, the National Committee on Tourism formulated a comprehensive plan for achieving a sustainable growth in tourism. In 1992, a National Action Plan was prepared and in 1996 the National Strategy for Promotion of Tourism was drafted. In 1997, a draft new tourism policy in tune with the economic policies of the Government and the trends in tourism development was published for public debate. The draft policy is now under revision.

The proposed policy recognizes the roles of Central and State governments, public sector undertakings and the private sector in the development of tourism. The need for involvement of Panchayati Raj institutions, local bodies, non-governmental organizations and the local youth in the creation of tourism facilities has also been recognized. The other major development that took place was the setting up of the India Tourism Development Corporation in 1966 to promote India as a tourist destination and the Tourism Finance Corporation in 1989 to finance tourism projects. Altogether, 21 Government-run Hotel Management and Catering Technology Institutes and 14 Food Craft Institutes were also established for imparting specialized training in hotel management and catering.

Tourist Attractions
India is a country known for its lavish treatment to all visitors, no matter where they come from. Its visitor-friendly traditions, varied life styles and cultural heritage and colorful fairs and festivals held abiding attractions for the tourists. The other attractions include beautiful beaches, forests and wild life and landscapes for ecotourism, snow, river and mountain peaks for adventure tourism, technological parks and science museums for science tourism; centre of pilgrimage for spiritual tourism; heritage trains and hotels for heritage tourism. Yoga, ayurveda and natural health resorts also attract tourists. The Indian handicrafts particularly, jewelry, carpets, leather goods, ivory and brass work are the main shopping items of foreign tourists. The estimates available through surveys indicate that nearly forty per cent of the tourist expenditure on shopping is spent on such items.

Growth

Domestic tourism is as old as the Indian society. According to available statistics, domestic tourism has grown substantially during the last one decade. It increased to 350 million in 2006 from just 168 million in 1998, thus registering a compound annual growth of 40 per cent. The growth of inbound tourism since Independence has been quite impressive. It was just around 17 thousand in 1951. From this level it rose to 22.36 million in 2006. Tourism receipts on the other hand have grown at a phenomenal rate.

Economic Impact
Tourism has emerged as an instrument of employment generation, poverty alleviation and sustainable human development. During 2005-06, employment generation through tourism was estimated at 34.79 million. Foreign exchange earnings from the tourism sector during 2005-06 were estimated at Rs.12, 011 crore. Tourism has thus become the second largest net foreign exchange earner for the country. Tourism also contributed Rs.24, 241 crore during 2005-06 towards the countrys Gross Domestic Product (GDP).

Thrust Areas
In order to speed up the development of tourism in the country several thrust areas have been identified for accomplishment during the tenth Five Year Plan (2002-2007). The important ones are development of infrastructure, products, trekking, winter sports, wildlife and beach resorts and streamlining of facilitation procedures at airports, human resource development and facilitating private sector participation in the growth of infrastructure.

Organization

The organizations involved in the development of tourism in India are the Ministry of Tourism with its 21 field offices within the country and 18 abroad, Indian Institute of Tourism and Travel Management, National Council for Hotel Management and Catering Technology, India Tourism Development Corporation, Indian Institute of Skiing and Mountaineering and the National Institute of Water Sports.

Boosting Tourism
Some of the recent initiatives taken by the Government to boost tourism include grant of export house status to the tourism sector and incentives for promoting private investment in the form of Income Tax exemptions, interest subsidy and reduced import duty. The hotel and tourism-related industry has been declared a high priority industry for foreign investment which entails automatic approval of direct investment up to 51 percent of foreign equity and allowing 100 percent non-resident Indian investment and simplifying rules regarding the grant of approval to travel agents, tour operatiors and tourist transport operators.

Celebrations
During the Golden Jubilee celebrations of India as a Republic, the Ministry of Tourism made special efforts to publicize the tourism potential of India. The first-ever Indian Tourism Day was celebrated on January 25, 1998. Bauddha Mahotsav was organized from 24th October to 8th November 1998. The Year 1999 was celebrated as Explore India Millennium Year by presenting a spectacular tableau on the cultural heritage of India at the Republic Day Parade and organizing India Tourism Expo in New Delhi and Khajuraho. The Wong La Millennium was held from April 1999 to January 2001. A special calendar of events has been formulated for highlighting contributions to Millennium events by various places in all the States. An official website of the Ministry of Tourism has also been created for facilitating dissemination of information on tourism.

Constraints

The major constraint in the expansion of international tourist traffic to India is non-availability of adequate infrastructure including adequate air seat capacity, accessibility to tourist destinations, accommodation and trained manpower in sufficient number. Poor visitor experience, particularly, due to inadequate infrastructure facilities, poor hygienic conditions and incidents of touting and harassment of tourists in some places are factors that contribute to poor visitor experience. Tos sum up; Indian tourism has vast potential for generating employment and earning large sums of foreign exchange besides giving a fillip to the countrys overall economic and social development. Much has been achieved by way of increasing air seat capacity, increasing trains and railway connectivity to important tourist destinations, four-laning of roads connecting important tourist centers and increasing availability of accommodation by adding heritage hotels to the hotel industry and encouraging paying guest accommodation. But much more remains to be done. Since tourism is a multi-dimensional activity, and basically a service industry, it would be necessary that all wings of the Central and State governments, private sector and voluntary organizations become active partners in the endeavor to attain sustainable growth in tourism if India is to become a world player in the tourist industry.

Steps of Training to achieve maximum percent of utilization in deploying company resources.

The State Tourism Policy & its impact on the tourism Corporation
Tourism being identified as an engine of economic growth, harnessing the direct and multiplier effects for employment generation and economic development in an environmentally sustainable manner.

Highlighting the opportunities the State has to offer to bring out the vast untapped potential in heritage, pilgrim, beach, and convention tourism. Turning in to the concept of 'global village' against the background of world inter - relatedness & advanced communication to accord tourists to Andhra Pradesh the ideal, memorable, pleasurable & economically - friendly travel experience.

Financial Performance
Keeping in tune with the growth, several systems have been introduced in regard to accounting & finance. A computerized accounting system was introduced in 1999. There is a daily collection at large number of points such as accommodation units, catering, water fleet, and CROs; Authorized agents, etc. Hence greater control on finances becomes essential. A full - proof coordination & feedback mechanism between the head office & the various units has been established. Internal audit system has been strengthened.

Audit & Accounts The Audit of Accounts has been completed up to 31.03.2005 & the audit of Accounts is in progress for the year 2005-2006.

Revenue Particulars for the year 2001 to 2006-07 PARTICULARS 1. Transport 2. Hotels 3. Water Fleet 4. Sound & Light Shows 5. Eco-Tourism 6. Other Income Total Revenue Projections Operation/Unit 1. Income 2. Other Income Total

( LAKH ) INR 2006 - 07 3245.06 1772.52 481.70 86.78 144.89 400.78 6131.73

2001-02 2002-0320003-04 2004-05 2005 06 82.00 98.00 30.00 -426.00 172.00 31.00 -729.00 420.00 245.00 36.00 36.00 1700.21 704.23 275.54 99.21 -2674.43 1020.74 332.44 47.75 -230.00 361.00

177.00 68.00 245.00 296.48 537.57 617.00 1058.00 1711.00 3075.67 4612.93 ( LAKH ) INR 2005-06 2006-07 2007-08 2008-09 7871.40 9496.00 11396.00 13676.00 900.00 1000.00 1200.00 1300.00

8771.40 10496.00 12496.00 19476.00 Table 3.1: Audits and Accounts of APTD

Awards & Recognitions The Ministry of Tourism, Government of India has awarded Andhra Pradesh Tourism & Culture Department in the following categories. For the year 2006: Best Implementation of Tourism Projects.

For the year 2005: Best City Hyderabad

Best Maintained Tourism Friendly Monument - Qutub Shahi Tombs For the year 2004: Best Tourism Performing State Best City - Hyderabad Best effective use of IT in Tourism & Best Tourism Website Best Tourism Poster Best Unique Tourism Project - Belum Caves

Best Maintained Tourism Friendly Monument Golconda.

THE CORPORATION'S ACTIVITIES Accommodation, Catering, Conducted Tours, Package Tours, Leisure Cruises & Pleasure Boating , Water Sports, Sound & Light Shows, Eco-Tourism, Adventure Tourism,

Tourism Infrastructure

Development, New Projects Implementation The Corporation chalked out an action plan covering all these vital functions. The organizational structure of the corporation has also been recast keeping in mind the growth & result oriented development activity in all these spheres.

Tourism Policy

The Travel and Tourism industry is well on its way to becoming one of the most powerful growth engines in the coming millennium and is anticipated to generate nearly 338 million jobs by the year 2006 with an annual growth rate of 4.8%. Acknowledging the vast potential and spin-off tourism has on other industries, the Government of Andhra Pradesh is focusing on tourism for generating greater employment and achieving higher economic growth. APTDC has a vision of making Andhra Pradesh the destination state of India, given its attractive diversity, natural endowments and friendly population. Andhra Pradesh has a rich tourist potential, which is yet to be exploited. "Bring the world to Andhra Pradesh, take Andhra Pradesh to the world", is our guiding spirit. Andhra Pradesh has great potential for tourism with its temple towns, beach resorts, monuments and other tourist attractions. Hyderabad and Visakhapatnam airports are proposed to be expanded to receive international flights. Hyderabad has been identified as one of the 5 locations in the country for the establishment of a full-fledged international airport. Direct flights to Singapore have recently commenced from Hyderabad in addition to other destinations. Hyderabad is being developed as a major transit hub between Europe and the Far East. "Andhra Pradesh Unlimited", is the strategy of this policy. APTDC had recognized the advantage of offering the collective attractiveness of other places in the

region with places in Andhra Pradesh. APTDC planned to decentralize tourism development to districts and local bodies. This policy will also encourage private sector in the tourism industry and provide a framework for private-public partnership. To encourage private investment in tourism and related industry, various incentives and concessions are being offered. In keeping with our objective and spirit, taxation has been attempted to be rationalized on the logic of intelligent taxation to enable private sector to expand tourism. While acknowledging the primacy of the private sector, the state retains with itself the responsibility of provision of public goods and for addressing issues related to safety, quality and regulation. APTDC with the view, the new tourism policy as the product of a shared vision for the state. A series of consultations within the government and with the industry culminated in this policy, which stands enriched by the inputs of the industry. It is necessary that the state moves in a clear direction and consolidates its comparative advantage and realizes its tourist potential to the fullest. It is in this context that the tourism policy has to be evaluated.

Step Forward To the Next Millennium

Tourism Policies are products of time, technology and needs of people. Secular growth trends in tourism witnessed all over are a result of social factors that boost demand for tourism and development in technology. Demand for tourism is propelled mainly by growth. Growing wealth and the rise of a middle class creates that demand. Technology, in turn, makes travel better, easier and hassle-free. Service technology makes leisure an activity, which delivers memorable experiences. Tourism provides opportunity for economic growth, employment generation and poverty alleviation. Tourism holds the key for creation of rural wealth, opportunity for the hitherto neglected segments of society, artisans and service providers in the backward areas.

This sector employs 212 million people worldwide, generates $3.4 trillion in gross output and contributes $655 billion towards government tax revenues. Travel and Tourism is the worlds largest industry. By 2006, the industry is expected to grow to $7 trillion. The industry accounts for 10.7% of the global work force and provides 1 in every 9 jobs. Between the years 2001 and 2006, the industry is adding a new job every 2.5 seconds. Andhra Pradesh is gearing itself for these opportunities with this policy.

This policy, while defining the direction of tourism development and providing a strategic action plan converging on Vision 2020 of the state, also articulates the express desire of the state to use it as a growth platform and charter a growth path which is sustainable and responsible. Sustainable because our people, history, culture and life styles are at the core of this policy.

ORGANIZATIONAL/COMPANY PROFILE

NAME NATURE OF THE ORGANIZATION HEAD OFFICE DATE OF INCEPTION AUTHORISED CAPITAL HEAD OF THE ORGANIZATION

: : : : :

Andhra Pradesh Tourism and Development Corporation (APTDC) State Government Undertaking Himayathnagar, Hyderabad-500029 18th February, 1976 2003 04 10 crores. 2004 05 30 crores. 2005 06 46 crores. Mr. J. Raymond Peter, IAS 1. Development of tourism in AP. 2. Providing Facilities to the satisfaction of tourist

OBJECTIVES

:
1. Regular basis 293 1219 60 ______ TOTAL EMPLOYEES 1572 2. Contract basis

EMPLOYEES

3. Deputation

Andhra Pradesh Tourism Development Corporation promoted by Andhra Pradesh Transport Corporation (APSRTC) was incorporated as the latters subsidiary on February 18th, 1976 under the name Travel and Tourism Corporation Pvt. Ltd with main aim

providing facilities and benefits to the manner employees is really helpful to employees in building their career in an efficient manner.

ORGANISATION CHART

Chairman & Managing Director

Manager (AMC) JM (adm) JM (pro)

Managing Director

Executive Director (A&P)

GM(P) GM(S) GM(WF&SL ) GM(F) GM(TO) SE CS/Legal EO Manager (material)

Hotels of VSP,VIJ,TPT Hotels of Tourism,HYD Water Fleet,sound&light Finance,Accounts TU,CRO'S,MKTG Civil construction,eco-tourism Legal &company affirs Acquisition of Land Purchases Marketing Public Relations Provide backup support

Manager (Marketing) JM(PR&E) JM(IT)

DATA ANALYSIS AND INTERPRETATION

Question 1-5 In the given questionnaire the first four queries are about personal details of the respondents like name, gender, designation, and department. The fifth query is to know whether the respondents have undergone the training or not. The data is collected from 25 respondents out of which 64 per cent of respondents (16 respondents) have undergone training and the remaining 36 per cent of respondents (9 respondents) did not undergo training program (figure4).
Respondents Having the Training Program Does not having the Training Program Total No. of Respondents 16 9 25 Percentage 64 36 100

Figure 4

36% 64%

Having the Training Program Does not having the Training Program

From the above table we can say that APTDC mostly provides training to their employees. Here we will come to know that the policies of training to every employees is made mandatory. Hence the percentage is 64.

Question 6:

The intention of asking this query is to know what is the method(s) followed by APTDC in order to train their staff members. The Respondents were responded in the following manner.
Perception Classroom Lecture Demonstrations Job Instruction All the above Total No. Of. Respondents 9 2 2 3 16 Percentage 55 13 13 19 100

Figure 5

19% 13% 13% 55%

Classroom Lecture Job Instruction

Demonstrations All the above

From the above table and it is evident that 55 per cent of the respondents (nine respondents) say that the organization provides classroom lecture method in order to train the employees. 13 per cent of the respondents (two respondents) have replied that they were trained through Demonstrations. 13 Per cent of the respondents (two respondents) replied that they were trained by using the Job Instruction method and the remaining 19 per cent respondents (three respondents) replied that they have undergone the training by using all the above three methods. By this we can conclude that APTDC mostly provides Classroom Lecture method to train their employees. As it is Off-The-Job training method, trainee is separated from the job situation and his attention is focused upon learning the material related to his future job performance. Organization believes that the lecture motivates and creates interest among the trainees. Question 7 The basic purpose of this question is to get feedback from the respondents of their feeling about the training program. The respondents responded in the following manner. Perception Excellent Very Good Good Poor TOTAL No. Of. Respondents 2 13 1 16 Percentage 13 81 6 100

Figure 6 6% 13%

81%

Excellent

Good

Poor

From the above table and figure 6 it is evident that 81 per cent of the respondents (13 respondents) felt that the training provided to them is Good, 13 per cent (two respondents) of the respondent felt that the training provided to them is Excellent and the remaining 6 per cent (one respondent) of the respondents felt that the training provided to them is poor. From the above data we can conclude that the training provided by the APTDC is very much helpful to their employees in performing their job and training program is performed in effective and efficient manner that motivate employees.

Question 8 The purpose of this query is found whether any feedback was taken after the training program. The respondents have responded in the following manner. Perception Yes No TOTAL No. Of. Respondents 13 13 16 Percentage 50 50 100

Figure 7

50%

50%

Yes

No

From the above table and figure 7 it is evident that 50 per cent of the respondents (13 respondents) replied that feed back mechanism was implemented to know the effectiveness of the program. The remaining 50 per cent of the respondents (13 respondents) replied that there was no feed back mechanism was implemented to know the effectiveness of the program From the above data we can conclude that feedback mechanism was not implemented in the effective manner to the effectiveness of the training program.

Question 9 The intention of asking this query was to know who is mainly involved and responsible for the training program conducted. responded in the following manner. Perception H.R No. Of. Respondents 4 Percentage 25 The respondents were

G.M External Trainer All the above Total

4 8 16

25 50 100

Figure 8

25% 50% 25%

H.R

G.M

External Trainer

From the above table and figure 8 it is evident that 50 per cent of the respondents (eight respondents) replied that External Trainer was involved in the training program, 25 per cent of the respondents (four respondents) replied that General Manger was involved in the training program and the remaining 25 per cent of respondents (four respondents) replied that H.R executive was involved in the training program. From the above data we can conclude that mostly APTDC conducts training program by using the External Trainer who can transform the organizations in to a learning organization.

Question 10 The purpose of this question was to identify the needs for a training program for the employees and what should be the criteria for training program. The respondents have responded in the following manner.

Perception Discussion between you and your employee Performance of the employees New Employees On Performance Appraisal basis All the above Total

No. Of. Respondents 3 5 1 3 4 16

Percentage 19 31 6 19 25 100

Figure 9

25%

19%

Discussion between you and your employee Performance of the employees New Employees

19% 6%

31%

On Performance Appraisal basis all the above

It is evident from the above table and figure 9 it is evident that 19 per cent of the respondents (three respondents) replied that Discussion between you and your employee is the need for training, 31 per cent of the respondents (five respondents) felt that Performance of the employee should be taken as criteria for training. 6 per cent of the respondents (one respondent) felt that New employees should be taken as the criteria for training and the remaining 25 per cent of the employees (four respondents) felt that all the perceptions should be taken into considerations for the training program. From the above data we can conclude that Performance of the employees should be taken as the criteria for the training program.

Question 11 The basic purpose of this question is to know whether the organization maintains any training councils or committees to assess the training needs. Perception Yes No TOTAL No. Of. Respondents 2 14 16 Percentage 13 87 100

Figure 1 0

13%

Yes No

87%

From the above table and figure 10 it is evident that 87 per cent of the respondents (14 respondents) replied that there were no committees or councils to assess the training needs for the employees and the remaining 13 per cent respondents (two respondents) replied that there were councils or committees to assess the training needs. From the above we can conclude that there were committees or councils were maintained by APTDC to assess the training needs. Question 12

The intention of this query is to take the opinion of the employees to whether training really motivates the employees in achieving the targets. The respondents have responded in the following manner. Perception Maximum Extent Good Extent Minimum Extent Zero Extent TOTAL No. Of. Respondents 3 9 3 1 16 Percentage 19 56 19 6 100 Figure 11

6% 19%
From the above table and the figure 11 it is evident that 56 per cent of the respondents respondents) that (nine felt training

19%
Maximum Extent Good Extent Minimum Extent

56%

Zero Extent

program would help them in achieving their targets up to Good Extent, 19 per cent of the respondents (three respondents) felt that training program would help them in achieving their targets to a Maximum Extent, 19 per cent of the respondents (three respondents) felt that training program would help them in achieving their targets to a Minimum Extent and the remaining one percent of the respondents (one respondent) felt that training program would not help them in achieving their targets. From the above we can conclude that training program is effective in achieving the targets up to a Good Extent. Question 13

The intention of asking this question is whether any extra remuneration/allowance is paid to employees during the training period. The respondents have given their answers like this: Perception Yes No TOTAL No. Of. Respondents 10 6 16 Percentage 62 38 100 Figure 12

38% 62%

Yes No

From the above table and figure 12 it is evident that 62 per cent of the respondents (10 respondents) replied that they have been paid during the training period and the remaining 38 per cent of the respondents (six respondents) replied that they have not been paid anything extra by the organization during the training program. From the above table we can conclude that mostly the organization pays salary to the employees during the training period.

Question 14 The intention of this query is to take the opinion of the employees to whether training really helpful in building their career plan in the organization. The responded were responded in the following manner. Perception Yes No TOTAL No. Of. Respondents 14 2 16 Percentage 87 13 100

Figure 13

13%

87%

Yes

No

From the above table and the figure 13 it is evident that 87 per cent of the respondents (14 respondents) felt that the training program really helped them in building good career, the remaining 13 per cent of the respondents (two respondents) do not felt that training program really helped in building their career. From the above we can conclude that training provided by APTDC to their employees is really helpful to employees in building their career in an efficient manner. Question 15

The basic purpose of this question is what an employee feels how training program really helpful to the organization. The respondents have responded in the following manner.
Perception To minimize the wastage To mould the employee according to the requirement For smooth running of the organization All the above TOTAL No. Of. Respondents 2 5 6 3 16 Percentage 13 31 17 19 100

Figure 14 19%

13% 31%

37%

To minimize wastage To module the employee according to the requirement For smooth running of the organization all the above

From the above table and figure 14 it is evident that the 31 per cent of the respondents (five respondents) felt that training program would help the organization in molding the employee according to the requirement, 17 per cent of the respondents (six respondents)

felt that training program would help the organization in smooth running of the organization. 13 per cent of the respondents (three respondents) felt that training would reduce the wastage in organization and the remaining 19 per cent of the respondents (three respondents) felt that all the perceptions are advantages of the training program. From the above we can conclude that training program would help the organization in molding the employee according to the requirement, which would be an asset to the company.

SUGGESTIONS APTDC providing training program that is helping the employees achieving their targets, but the feedback mechanism conducted or implemented by the organization to know the effectiveness of the training program was not appropriate. So an efficient feedback mechanism should be implemented after every training program. In order to become a learning organization it should maintain councils or committees to assess the training needs with the change in the working environment. So APTDC should maintain training councils or committees to assess the training needs. Both the internal and external faculty should handle the training sessions so that it provides more comfort and flexibility to the trainees. The external faculty can impart better knowledge of both the internal and external environment. The modern and efficient methods and tools of training should be used to have a competitive edge in the market. The frequency of the training programs should be increased. There should be more and better types of training programs for different cadres.

The lower cadre employees who will have direct contact with the customers should be trained in a professional way.

BIBLIOGRAPHY

Texts and References:

P. Subba Rao and V.S.P.Rao, "Personnel/Human Resource Management", Pgs: 156158,175,192, TMH. K-Ashwathappa," Human Resource and Personnel Management", Pgs: 120-124, 130,132, PHI. P.C.Tripathi, "Personnel Management and Industrial Relations", Pgs: 90- 92,100,115, Himalaya Publishing House. ' Previous project reports Journals:

HRM Review", Pgs: 25-28, 35, 38, Business Line", Pgs: 10-15, 20, 23,

Websites:

1. www.aptdc.in 2. www.indiabusiness.nic.in 3. www.google.co.in 4. www.aptourism.com

Questionnaire A Study of Training and Development of employees in APTDC

Dear Respondent, I am conducting a Survey on Training and Development of the employees in APTDC as a part of my academic project for MBA. Please cooperate with me by giving relevant information in the Questionnaire.

1. NAME 3. DESIGNATION a) YES

: : b) NO

2. GENDER 4. DEPARTMENT

: :

5. Does your Organization provide training for employees?

6. What is the type of training you have undergone? a) Class room Lecture b) Demonstrations c) Job Rotation d) Job Instruction a) Excellent c) Good a) YES a) H.R c) External Trainer 10. How are training needs identified? a) Discussion between you and your employee. b) Performance of the Employees. c) New Employees. d) On Performance appraisal basis. di) 11. Are there any training councils or committees in your organization? a) YES targets? a) Maximum Extent c) Minimum Extent a) YES a) YES 15. program? b) Good Extent d) Zero Extent b) NO b) NO b) NO 12. To what extent do you feel that Training program motivates you in achieving your ( ( ( ( ) ) ) ) b) Very Good d) Poor b) NO b) G.M d) All the above e) Training through step by step f) Vestibule Training g) Videos and Films ( ( ( ) ) )

7. How do you feel about the training programs designed in the Organization?

8. Do you have any feedback sessions in Training period? 9. Who in your organization is mainly involved in Training function?

13. Are you paid any extra remuneration / allowance during training period? 14. Does the training program help you in building a good career? What do you think is the benefit for the Organization by conducting training

a) To minimize the wastage b) To mould the employee according to the requirement c) For smooth running of operations / activities d) Others if any

16. Suggestions, if any

_________________________________________

____________________________________________________________ _____________________________________________________________