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TABLE OF CONTENT
1. Executive summary
2. Introduction to Training and Development
3. Importance of Training and Development
4. Need for the study
5. Research methodology
Sampling plan
Area covered
Methodology
6. Data collection
Primary data
Secondary data
7. Data Analysis
Statistical tool
Statistical package
S.N
QUESTIONS
Strongly
disagree
Somewhat
disagree
Neither
agree nor
disagree
Some
what
agree
Strongly
agree
1.
2.
3.
4.
5.
6.
7.
8.
10.
11.
1.
9.
Page 2
EXECUTIVE SUMMARY
Telecommunication is a technology intensive industry with a high probability of
obsolescence. Our country has witnessed a number of technologies varying from magneto
exchanges to the modern New Technology Digital Switches. We have also seen changes
in the transmission technology starting from carrier systems to the DWDM systems
providing long distance circuits across the length and breadth of the country.
Telecommunications today is both a public utility and a vital infra-structure. Therefore an
in house training center is an essential institution for continuous training of the officers
and employees in this key technological field.
Training is a process through which a person enhances and develops his efficiency,
capacity and effectiveness at work by improving and updating his knowledge and
understanding the skills relevant to perform his or her job.
Training also helps a person cultivate appropriate and desired behavior and attitude
towards the work and people. Unless training is provided, the jobs and lives of employees
in organizations are at stake.
It gives people an awareness of the Rules & Procedures to guide their behavior. It is an
application of knowledge to improve the performance on the Current job or to prepare
one for an intended job.
Organization & individual for their survival & attainment of mutual goals should
develop & progress simultaneously; this can be done mainly through training technique
because training is the most important technique & it is a value addition to the
organization through Human Resource Development for the development of the
employee. The employee she/he been selected, placed & introduced in an organization
should be provided with training facilities in order to adjust & make them suitable for the
Page 3
The trained employees are the valuable assets to any organization. Training at BSNL is
given when there is a difference between the job requirements & employees present
specifications. Thus employee training is the most important sub-system, specialized &
one of the fundamental operative functions of Human Resource Development.
Organizational efficiency, productivity, progress & development, also organization
viability, stability & growth to greater extent depend on training. If the required training
is not provided it leads to the performance failure of the employees. Training enhances
the Competence, Commitment, and Creativity & Contribution to the organization.
The first step in my study is to find out the effectiveness of training and development in
achieving the goals of the company, to study the different methods of training followed at
BSNL, The basis on which training programmees are planned and scheduled and how the
performance appraisal helps in identifying training needs.
The second step was data collection through various sources I used both primary and
secondary data for the study as both are quiet essential in any type of survey.
primary data was collected through survey and personal interview, whereas secondary
data made use of certain reports from the HRD department provided the information as to
the total no of employees, schedule of training programs, number of persons attending it
and other such things. The secondary data also included textbooks, company data,
internet.
Page 4
This study gives a detailed idea about the employees attitude towards the training
program and how the employees apply the knowledge, skills and attitude in job
performance.
Therefore through the analysis the study could be interpreted that the training and
development programs are quiet effective but still needs to be improved on some of the
aspects mentioned above.
Page 5
Scope of HRM without a doubt is vast. All the activities of employee, from the time of
his entry into an organization until he leaves, come under the horizon of HRM.The
divisions included in HRM are Recruitment, Payroll, Performance Management, Training
and Development, Retention, Industrial Relation, etc. Out of all these divisions, one such
important division is training and development.
Page 6
The modern approach of training and development is that Indian Organizations have
realized the importance of corporate training. Training is now considered as more of
retention tool than a cost. The training system in Indian Industry has been changed to
create a smarter workforce and yield the best results
TRAINING AND DEVELOPMENT OBJECTIVES
The principal objective of training and development division is to make sure the
availability of a skilled and willing workforce to an organization. In addition to that, there
are four other objectives: Individual, Organizational, Functional, and Societal.
Individual Objectives help employees in achieving their personal goals, which in turn,
enhances the individual contribution to an organization.
Organizational Objectives assist the organization with its primary objective by bringing
individual effectiveness.
Page 7
Team spirit Training and Development helps in inculcating the sense of team work,
team spirit, and inter-team collaborations. It helps in inculcating the zeal to learn within
the employees.
Organization Culture Training and Development helps to develop and improve the
organizational health culture and effectiveness. It helps in creating the learning culture
within the organization.
Organization Climate Training and Development helps building the positive
perception and feeling about the organization. The employees get these feelings from
leaders, subordinates, and peers.
Quality Training and Development helps in improving upon the quality of work and
work-life.
Healthy work-environment Training and Development helps in creating the healthy
working environment. It helps to build good employee, relationship so that individual
goals aligns with organizational goal.
Health and Safety Training and Development helps in improving the health and safety
of the organization thus preventing obsolescence.
Morale Training and Development helps in improving the morale of the work force.
Image Training and Development helps in creating a better corporate image.
Profitability Training and Development leads to improved profitability and more
positive attitudes towards profit orientation.
Page 9
Indian Public Sector is passing through massive changes due to advancement in science
and technology and competition from private sector. India has nearly one-sixth of the
world's population. This over abundant human resource needs to be converted to asset.
This is possible only through proper training and development. The former Prime
Minister Rajiv Gandhi rightly sensed this need and had established a separate Ministry
for Human Resource Development in 1985. He stressed on the development of human
resources and because of his initiatives, training had taken a front seat in the national
economy. Later on, most of the PSEs realized the need and importance of training their
employees for better and improved results. The human resource development approach is
essential in order to have the optimum utilization of manpower for the benefit of both, the
employees and the organization.
After opening up of the economy, there has been tremendous amount of pressure on the
PSEs to increase productivity of their employees on one hand and reduce surplus
manpower on the other. PSEs have found out the route to reduce their manpower strength
Page 10
Page 11
Page 13
NATFM, Hyderabad: BSNL Corporate office has again sought applications of willing
officers having B.Tech & MBA qualification for -JAG/ DEs/ SDEs /TTS Group B &
Group A officers its letter NO.22-6/2005 - Trg Dated: 21.3.2006
Page 14
Infrastructure
In the main building all the administrative offices, class rooms and laboratories etc. are
housed. There are several faculties viz. Electronic Switching I (OCB - 283, E-10B),
Electronic Switching -II (C-DOT, ILT, NEAX), Radio Transmission, Transmission lines,
Telecom External Plant, Computer, ITMS. The technical faculties are supported by the
three sections namely Programming, Works and Administration.
There are 15 class rooms for lecture sessions fully equipped with facilities like
overhead/slide projectors.
There are 66 laboratories for practicals. They are equipped with a wide variety of latest
technology telecommunication equipments like OCB-283, E-10B, C-DOT 512P, ILT
512P, Digital Microwave, Optical Fibre, V-SAT, Digital UHF, EKB & EKBC, SFMS,
Local Area Network, Pentium/486 computers, Window based PC software , Commercial
service and other latest software.
The Support facilities for teaching/labs, available in the BRBRAITT are :
i) A big library having about 32189 books and 236 technical journals.
Page 16
ii) A Video lab, equipped with sound proof studio, editing video and audio chain &
Computerised video animation.
iii) Instructional Technology (I.T.) lab fully equipped with micro teaching equipment like
Video Cameras, TV monitors, VCRs etc.
iv) Desk Top Publishing unit fully equipped with Computers, Laser Printers, Scanner,
where the text processing of course material / handouts is done.
v) A seminar hall with a capacity of about 40 participants fully equipped with P.A.
system, Video and Computer projector on a wide screen and slide/tape projector.
vi) Screening room with facility for projecting 16 mm films and video films with a
capacity of 25 audience.
vii) An Audio Visual hall for bigger gatherings upto 200 persons for A/V programmes
and cultural functions.
TRAINING FACILITIES
The institute plays a key role in human resource development for telecom services. To
make the training effective, a good infrastructure of well equipped laboratories with
experienced teaching staff has been provided. The equipments are in live condition and
the trainees are free to handle the same to have clear concepts about the working of the
system. It is always endeavoured that the personnel trained should gain such knowledge
and skill that they are in a position to install, operate and maintain the systems without
any difficulty after completion of the training.
Page 17
TRAINING PLANNING
The training opportunities outlined here allow you and your subordinates to develop
knowledge and skills which are consistent with departmental goals and career plans. As
individual training needs are identified, the subordinate should be an integral part of the
planning process.
As a preliminary step in planning a complete training program, you should seek answers
to the following questions.
What are the job requirements ?
What past training, job experience and/or education contributes to job performance ?
What performance deficiencies or problems could be attributed to a lack of knowledge
and / or skills ?
What related job functions would be useful to know ?
In what areas is knowledge needed in order to develop potential for future assignments ?
Page 18
Bhubaneshwar
Chennai
Guwahati
Hyderabad
Jaipur
Kalyani
Lucknow
Mysore
Nagpur
Patna
Pune
Rajpura
Thiruvanathapura
m
LOCATION OF CIRCLE TELECOM TRAINING CENTRES OF BSNL
Ahmedabad
Bhopal
Bhubaneshwar
Calcutta
Chennai
Guwahati
Page 20
Jaipur
Jammu
Kakinada
Kurukshetra
Lucknow
Mysore
Meerut
Nasik
Patna
Rajpura
Shillong
Sunder Nagar
Thiruvanantpuram
LOCATION OF DISTRICT TELECOM TRAINING CENTRES OF BSNL
Ahmedabad
Bangalore
Calcutta
Chhenai
Hyderabad
Pune
For the organizational viability & transformation process the organization has to
train its employees to impart specific skills & knowledge in order to contribute to
organizational efficiency & to cope with the changing environment.
ii.
Page 21
Training is necessary when existing employees are promoted to higher level in the
organization or when there is some new job due to transfer. It is also necessary to
equip the old employees with the new techniques or technology & advanced
disciplines.
iv.
Page 22
Research methodology.
According to this study investigation was conducted for some definite purpose with the
help of a structural & personal interview to gather primary information as much as
possible than the most appropriate research design for the study is descriptive research
design.
Page 23
The study is an evaluative & diagnostic attempt to discover empirically the nature of
relationship between performance appraisal and training and development within the
extensively draw domain of the problem of the question.
Following are the steps in the research design.
Sampling Plan
Sample size: sample size taken for this study is 100 employees
covering all the departments of the organization.
Area covered
For this survey I have covered all the departments of the organization - BSNL
Secunderabad.
Following are the number and name of departments.
Page 24
No. of employees
1
2
3
4
5
20
20
20
20
20
100
Planning
Administration
Operations
Accounts
HRD
Total
Methodology:
A list of questions was prepared by me under the guidance of my mentor.
Following were the steps in my study.
1. Questionnaire: a questionnaire was served to all the employees asking their
opinion about the effectives of training and development programs at BSNL.
2. Personal interview: a face-to-face talk is carried out with the employees where I
asked several employees about their feelings and opinions on various aspects of
their jobs and organization.
3. Company data and reports: certain reports from the HRD department provided the
information as to the total no of employees, schedule of training programs,
number of persons attending it and other such things, which indicated the
employee performance on the job after attending these training programs.
Data collection:
To produce a reliable questionnaire both primary and secondary information was used.
Primary data is the first hand information; the questionnaire was prepared by me under
the guidance of the mentor wherein I used likert five-point scale and closed ended
questions for measuring attitudes of the employees for my study.
Page 25
DATA ANALYSIS
Statistical tool:
Correlation test
Frequency test
Statistical package
SPSS software
Page 26
Analyze the rating of employees using the statistical tool (spss software)
(i)
(ii)
correlation
Training also helps a person cultivate appropriate and desired behavior and attitude
towards the work and people.
Training is a process through which a person enhances and develops his efficiency,
capacity and effectiveness at work by improving and updating his knowledge and
understanding the relevant skills relevant to his or her job.
Unless training is provided, the jobs and lives of employees in organizations are at stake.
Training is activity leading to skilled behavior.
Its not what you want in life, but its knowing how to reach it
Its not where you want to go, but its knowing how to get there
Its not how high you want to rise, but its knowing how to take off
It may not be quite the outcome you were aiming for, but it will be an outcome
Its not what you dream of doing, but its having the knowledge to do it
It's not a set of goals, but its more like a vision
Its not the goal you set, but its what you need to achieve it
Training is about knowing where you stand (no matter how good or bad the current
situation looks) at present, and where you will be after some point of time.
Training is about the acquisition of knowledge, skills, and abilities (KSA) through
professional development.
Page 28
OBJECTIVES OF TRAINING:
Preparing both the old & new employees to meet the present as well
as the changing requirements of the job & the organization.
Preventing obsolescence.
Preparing employees for the higher-level tasks.
Ensuring smooth & efficient working of the department.
Ensuring economical output of the required quality.
Imparting knowledge & skills for new entrants.
Induction
Updating
Preparing for future assignments
Competency development
CLASSIFICATION OF TRAINING:
There are a number of training methods available; Use of a particular method
depends on the type of trainees viz. worker, supervisor and manager. Basically these
methods can be classified into following categories:
Page 29
equipments, which are used in actual job performance, are also used in training. This
type of training is commonly used for training personal for clerical and semi-skilled jobs.
Theory can be related to practice in this method.
10.Role-playing:
It is a method of human interactions that involves realistic behavior in imaginary
situations. This method of training involves certain characters. This method is mostly
used for developing inter-personal interactions and relations.
11.Lecture Method:
The instructor organizes the material and gives it to a group of trainees in the form
of a talk. To be effective, the lecture must motivate and create interest among the
trainees. This method is direct and can be used for a large group of trainees. Costs and
time involved are reduced.
Page 31
instruction. The trainee goes through these units by answering questions or filling the
blanks.
14.Internship Training:
Here, the organization makes arrangements with technical institutes to get its
employees duly trained in the latest theoretical knowledge and other developments
relating to trade, this training is provided to the employee in such a way as to bring
balance between theory and practice.
professionals.
Page 32
Technological advances
Organizational complexity
Learning principles
Training
Development
Page 33
1.
5. EVALUATION The purpose of this phase is to make sure that the training program
has achieved its aim in terms of subsequent work performance. This phase consists of
identifying strengths and weaknesses and making necessary amendments to any of the
previous stage in order to remedy or improve failure practices.
The ISD model is a continuous process that lasts throughout the training program. It also
highlights that feedback is an important phase throughout the entire training program. In
this model, the output of one phase is an input to the next phase.
Transitional Model
Transitional model focuses on the organization as a whole. The outer loop describes the
vision, mission and values of the organization on the basis of which training model i.e.
inner loop is executed.
Vision focuses on the milestones that the organization would like to achieve after the
defined point of time. A vision statement tells that where the organization sees itself few
years down the line. A vision may include setting a role mode, or bringing some internal
transformation, or may be promising to meet some other deadlines.
Mission explain the reason of organizational existence. It identifies the position in the
community. The reason of developing a mission statement is to motivate, inspire, and
inform the employees regarding the organization. The mission statement tells about the
identity that how the organization would like to be viewed by the customers, employees,
and all other stakeholders.
Values is the translation of vision and mission into communicable ideals. It reflects the
deeply held values of the organization and is independent of current industry
Page 37
TYPICAL
REASONS
FOR
EMPLOYEE
TRAINING
AND
DEVELOPMENT
Training and development can be initiated for a variety of reasons for an employee or
group of employees, e.g.,:
Page 38
GENERAL
BENEFITS
FROM
EMPLOYEE
TRAINING
AND
DEVELOPMENT
Page 39
Enhanced company image, e.g., conducting ethics training (not a good reason for
ethics training!)
Page 40
Page 41
Page 42
INDUSTRY PROFILE
Page 44
CHALLENGES
Page 46
Page 47
Page 48
Key Objectives
To provide high speed Internet connectivity (upto 8 Mbps)
volume-based billing. It shall provide the customer with the option to select the
services through web server
Page 49
High speed Internet Access: This is the always-on Internet access service with
speed ranging from 256 kbps to 8 Mbps.
Dial VPN Service: This service allows remote users to access their private
network securely over the NIB-II infrastructure.
Content based Services: Like Video on Demand, Interactive Gaming, Live and
time shifted TV
Page 50
BSNL LANDLINE
PERMANENT CONNECTION
CONCESSION IN RENTALS
SHIFT OF TELEPHONE
TRANSFER OF TELEPHONE
TELEPHONE TARIFF
BSNL MOBILE
POSTPAID
PREPAID
UNIFIED MESSAGING
GPRS/WAP/MMS
DEMOs
TARIFF
Page 51
INTERNET SERVICES
NETWORK
BROADBAND
TYPES OF ACCESS
WI-FI
CO-LOCATION SERVICE
INTERNET TARIFF
DIAL UP INTERNET
BSNL BROADBAND
REGISTER ONLINE
TARIFF
FAQ
CHECK USAGE
BSNL MPLS-VPN
ISDN
ISDN
Page 52
TARIFF
Page 53
Page 54
Pearson Correlation
Sig. (2-tailed)
N
Training Program
Pearson Correlation
emphasis on managerial Sig. (2-tailed)
& technical capabilities N
Training is given
Pearson Correlation
adequate importance
Sig. (2-tailed)
N
Employees are
Pearson Correlation
sponsored for trainig
Sig. (2-tailed)
programs
N
Sponsored employees
Pearson Correlation
take training seriously
Sig. (2-tailed)
N
Employees participation Pearson Correlation
in determining training
Sig. (2-tailed)
needs
N
Ehe quality of training is Pearson Correlation
excellent
Sig. (2-tailed)
N
External training program Pearson Correlation
are well examined
Sig. (2-tailed)
N
Training program is well Pearson Correlation
designed & widely shared Sig. (2-tailed)
N
.275*
.028
64
.079
.537
64
.291*
.020
64
.402**
.001
64
.315*
.011
64
.141
.268
64
.055
.663
64
.098
.443
64
.228
.070
64
.280*
.025
64
-.037
.773
64
-.141
.267
64
.209
.098
64
.044
.730
64
.077
.545
64
.129
.310
64
.164
.196
64
.002
.987
64
.365**
.003
64
.434**
.000
64
.512**
.000
64
.427**
.000
64
.378**
.002
64
.357**
.004
64
.456**
.000
64
.293*
.019
64
.490**
.000
64
Training is
periodically
evaluated &
improved
.275*
.028
64
.280*
.025
64
.365**
.003
Training
Program
emphasis on Training is
managerial &
given
technical
adequate
capabilities importance
.079
.291*
.537
.020
64
64
-.037
-.141
.773
.267
64
64
.434**
.512**
.000
.000
Employees
are
sponsored
for trainig
programs
.402**
.001
64
.209
.098
64
.427**
.000
Sponsored
employees
take training
seriously
.315*
.011
64
.044
.730
64
.378**
.002
Employees
participation Ehe quality
in determining of training
training needs is excellent
.141
.055
.268
.663
64
64
.077
.129
.545
.310
64
64
.357**
.456**
.004
.000
External
Training
training
program is
program well designe
are well
& widely
examined
shared
.098
.22
.443
.07
64
6
.164
.00
.196
.98
64
6
.293*
.49
.019
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64
64
64
64
64
64
64
64
1.000
.
64
.299*
.017
64
.386**
.002
64
.349**
.005
64
.066
.606
64
.195
.122
64
.230
.067
64
-.026
.841
64
.219
.083
64
.299*
.017
64
1.000
.
64
.300*
.016
64
.227
.072
64
.441**
.000
64
.137
.280
64
.344**
.005
64
.215
.088
64
.369**
.003
64
.386**
.002
64
.300*
.016
64
1.000
.
64
.360**
.003
64
.361**
.003
64
.441**
.000
64
.424**
.000
64
-.050
.696
64
.535**
.000
64
.349**
.005
64
.227
.072
64
.360**
.003
64
1.000
.
64
.522**
.000
64
.629**
.000
64
.440**
.000
64
.298*
.017
64
.320*
.010
64
.066
.606
64
.441**
.000
64
.361**
.003
64
.522**
.000
64
1.000
.
64
.507**
.000
64
.483**
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64
.396**
.001
64
.423**
.000
64
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.122
64
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64
.441**
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64
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.000
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1.000
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64
.640**
.000
64
.125
.327
64
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.005
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64
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64
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64
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1.000
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64
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64
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64
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64
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64
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64
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64
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64
.125
.327
64
.276*
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64
1.000
.
64
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64
Interpretation: the correlation test is used to link one factor with all the other factors in
order to know which the most significant factor and which factor is most positively
Page 55
.21
.08
6
.36
.00
6
.53
.00
6
.32
.01
6
.42
.00
6
.35
.00
6
.54
.00
6
.37
.00
6
1.00
Page 56
Valid
somewhat agree
strongly agree
Total
Frequency
33
67
100
Percent
33.0
67.0
100.0
Valid Percent
33.0
67.0
100.0
Cumulative
Percent
33.0
100.0
P e rce n t
20
10
0
somew hat agree
strongly agree
Page 57
Valid
somewhat disagree
neither agree nor
disagree
somewhat agree
strongly agree
Total
Frequency
8
Percent
8.0
Valid Percent
8.0
Cumulative
Percent
8.0
3.0
3.0
11.0
21
68
100
21.0
68.0
100.0
21.0
68.0
100.0
32.0
100.0
60
Pe rce n t
40
20
0
somew hat disagree
strongly agree
Page 58
Valid
somewhat disagree
neither agree nor
disagree
somewhat agree
strongly agree
Total
Frequency
5
Percent
5.0
Valid Percent
5.0
Cumulative
Percent
5.0
6.0
6.0
11.0
51
38
100
51.0
38.0
100.0
51.0
38.0
100.0
62.0
100.0
50
40
30
P e rce n t
20
10
0
somew hat disagree
strongly agree
Page 59
Missing
Total
Percent
Valid Percent
Cumulative
Percent
8.0
12.5
12.5
39
17
64
36
100
39.0
17.0
64.0
36.0
100.0
60.9
26.6
100.0
73.4
100.0
Percen t
20
10
0
neither agree nor di
strongly agree
Page 60
Valid
Missing
Total
strongly disagree
neither agree nor
disagree
somewhat agree
strongly agree
Total
System
Frequency
1
Percent
1.0
Valid Percent
1.6
Cumulative
Percent
1.6
2.0
3.1
4.7
22
39
64
36
100
22.0
39.0
64.0
36.0
100.0
34.4
60.9
100.0
39.1
100.0
P e rc e n t
20
10
0
strongly disagree
strongly agree
Page 61
Valid
somewhat disagree
neither agree nor
disagree
somewhat agree
strongly agree
Total
System
Missing
Total
Frequency
4
Percent
4.0
Valid Percent
6.3
Cumulative
Percent
6.3
5.0
7.8
14.1
26
29
64
36
100
26.0
29.0
64.0
36.0
100.0
40.6
45.3
100.0
54.7
100.0
40
30
P e rce n t
20
10
0
somew hat disagree
strongly agree
Page 62
Valid
somewhat disagree
neither agree nor
disagree
somewhat agree
strongly agree
Total
System
Missing
Total
Frequency
4
Percent
4.0
Valid Percent
6.3
Cumulative
Percent
6.3
5.0
7.8
14.1
38
17
64
36
100
38.0
17.0
64.0
36.0
100.0
59.4
26.6
100.0
73.4
100.0
P e rc e n t
20
10
0
somew hat disagree
strongly agree
Page 63
Valid
strongly disagree
somewhat disagree
neither agree nor
disagree
somewhat agree
strongly agree
Total
System
Missing
Total
Frequency
1
2
Percent
1.0
2.0
Valid Percent
1.6
3.1
Cumulative
Percent
1.6
4.7
8.0
12.5
17.2
32
21
64
36
100
32.0
21.0
64.0
36.0
100.0
50.0
32.8
100.0
67.2
100.0
50
40
30
P e rce n t
20
10
0
strongly disagree
strongly agree
Page 64
Valid
Missing
Total
strongly disagree
somewhat disagree
neither agree nor
disagree
somewhat agree
strongly agree
Total
System
Frequency
2
7
Percent
2.0
7.0
Valid Percent
3.1
10.9
Cumulative
Percent
3.1
14.1
8.0
12.5
26.6
36
11
64
36
100
36.0
11.0
64.0
36.0
100.0
56.3
17.2
100.0
82.8
100.0
50
40
30
P e rce n t
20
10
0
strongly disagree
strongly agree
Page 65
Missing
Total
Percent
Valid Percent
Cumulative
Percent
5.0
7.8
7.8
16
43
64
36
100
16.0
43.0
64.0
36.0
100.0
25.0
67.2
100.0
32.8
100.0
P e rce n t
30
20
10
0
neither agree nor di
strongly agree
Page 66
Valid
somewhat disagree
neither agree nor
disagree
somewhat agree
strongly agree
Total
System
Missing
Total
Frequency
1
Percent
1.0
Valid Percent
1.6
Cumulative
Percent
1.6
14
14.0
21.9
23.4
20
29
64
36
100
20.0
29.0
64.0
36.0
100.0
31.3
45.3
100.0
54.7
100.0
40
30
P e rce n t
20
10
0
somew hat disagree
strongly agree
Page 67
Valid
somewhat disagree
neither agree nor
disagree
somewhat agree
strongly agree
Total
System
Missing
Total
Frequency
1
Percent
1.0
Valid Percent
1.6
Cumulative
Percent
1.6
4.0
6.3
7.8
16
43
64
36
100
16.0
43.0
64.0
36.0
100.0
25.0
67.2
100.0
32.8
100.0
60
40
Percent
20
0
somew hat disagree
strongly agree
Page 68
FINDINGS
The training programs are not given adequate importance due to the
work pressure in the organization.
The training programs are well designed and widely shared in the
organization.
Page 69
More priority is given for on the job trainings than the value addition
programs like motivation, stress management, group dynamics.
SUGGESTION
Employees should decide and determine the training programs that they need so
that they can work more effectively and efficiently, employees should decide
some of the training they would like to undergo.
Apart from on-job training programs the HR Department should conduct constant
value addition programs such as Time management, Stress management trainings,
group dynamics, grievance redressal, these will help to add value and is also
essential in todays business scenario.
Page 70
It should aim to narrow down the gap between expected level of performance and
the actual level of performance.
It should provide new recruits or trainees a scientific pace for imbibing the
knowledge and skills required to discharge their duties
and responsibilities
Page 71
CONCLUSION
According to the study conducted we can conclude that the overall satisfaction level of
employees in relation to the training programs is moderate.
the employees agree that the training programs helps to increase productivity and achieve
the organizational goal.
The employees said that the training programs in the organization are well planned but
they are not satisfied with the duration of the training program and the are also not
satisfied with the evaluation process of training program, they are not evaluated
periodically.
The training programs in the organization strongly focus on the technical and managerial
capabilities but these programs are not given adequate importance sometimes because of
the work pressure.
The employees do not take the training programs seriously, as there are no strict rules and
regulations to attend the training programs.
The employees are not involved in determining the training need analysis. The training
programs are fixed by the top management.
Page 72
The quality of the training programs is excellent but the employees are not making the
best use of it.
Therefore we can conclude that the training programs in the organization are excellent
but they have been not utilized properly by the employees as the training programs are
not mad compulsory to all the departments. There is a broader scope to develop and
improve its training programs in future in order to meet the requirements of the global
market
REFERENCES
Books:
Human Resources Management by Gary Dessler
Publised by Pearson Education 9th Edition
PP 184 - 240
Website:
Bibliography
Reference
a. Books
P L RAO, HRD THROUGH IN-HOUSE TRAINING,
Concepts of Training, Methods of Training,
Effectiveness of Training
PP-3-185
Page 73
ANNEXURE
Page 74