Escolar Documentos
Profissional Documentos
Cultura Documentos
1. Executive summary
2. Introduction to Training and Development
3. Importance of Training and Development
4. Need for the study
Title of the project
Statement of the problem
Purpose of the study
Scope of the study
Objectives of the study
5. Research methodology
Sampling plan
Area covered
Methodology
6. Data collection
Primary data
Secondary data
7. Data Analysis
Statistical tool
Statistical package
8. Limitation of the study
9. Theoretical aspects of training and development
10. Introduction to the company
11. Analysis and interpretation
12. Findings
13. Suggestions
14. Conclusion
15. Bibliography
16. Annexure
TRAINING & DEVELOPMENT SURVEY AT BSNL
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
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
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
Job as no organization can get a candidate who exactly matches with the job &
organizational requirements.
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 &
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 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
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.
The analysis of the questionnaire was carried out through which the purpose of the study
was served. The analysis was done by using statistical tool in which the study made use
correlated and those factors which are not so significant and are not positively correlated.
Hence it helped the study to identify the important factors which are quiet essential for
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
Human Resource Management is defined as the people who staff and manage
organization. It comprises of the functions and principles that are applied to retaining,
training, developing, and compensating the employees in organization. It is also
applicable to non-business organizations, such as education, healthcare, etc Human
Resource Management is defined as the set of activities, programs, and functions that are
designed to maximize both organizational as well as employee effectiveness
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.
Traditional Approach Most of the organizations before never used to believe in training.
They were holding the traditional view that managers are born and not made. There were
also some views that training is a very costly affair and not worth. Organizations used to
believe more in executive pinching. But now the scenario seems to be changing.
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
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.
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.
Quality Training and Development helps in improving upon the quality of work and
work-life.
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.
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
by adopting Voluntary Retirement Scheme (VRS). The biggest challenge in VRS is to
safeguard talent drain. Talented employees see this as an opportunity and are moving
away from PSEs in search of high paid jobs in private and multinational companies,
which leads to scarcity of trained manpower. On the one side they get lump sum
compensation package by opting for VRS and on the other side they will be attracted by
MNCs and other private sector enterprises (The Indian Express, January 25, 2001;
Business Line, June 08, 2000; www.syndicatebank.com). Nearly 40% of the employees
in Reliance Petroleum were drawn from the public sector (Vittal, 2001). This again
emphasizes the need and importance of training and employee retention in PSEs.
Research conducted by TVRLS on VRS also proves that good outside opportunity is one
of the important reasons for employees opting for VRS (www.tvrls.com).
Government of India promoted PSEs to fulfill the social objectives since the time of the
first Prime Minister Jawahar Lal Nehru. As a result, reservation for socially and
educationally weaker sections of the society was introduced in public sector jobs. The
government has banned de-reservation of vacancies meant for the reserved categories
since 1989 and reservation for other backward classes were introduced in 1993. Now
PSEs are required to recruit up to 50% of their manpower from the reserved categories. In
the event of candidates from reserved categories not meeting the required standards,
reserved seats are filled after relaxing the standards (Naik, 1998). This is another reason
to concentrate more on training and development activities in PSEs and to provide proper
training and development opportunities to persons recruited on relaxed standards, so that
they can come up on par with the required standards.
In the year 2000, 11th Finance Commission emphasized that the second phase of
structural reforms should concentrate on the extensive restructuring of PSEs. This
restructuring should not only give PSEs the same benefits of autonomy and freedom as
the private sector, but also free them from the shackles of ministries from which they
originally emerged. In one of its recommendations, this Commission said that it a public
sector enterprise fails to demonstrate its sustainability and cannot come out of the zone of
chronic losses after five years of structurally reformed existence, it should be sold of at
whatever price it can fetch. This further emphasized the need for training and
development in PSEs to improve their performance. (Sudhman, 2000)
IMPORTANCE OF TRAINING AT TELECOM SECTOR
Telecom is one of the fastest growing sectors in India with a growth of 21% and revenue
of Rs 86,720 crore in the year 2006. The sector is expected to grow over 150% by 2012.
With increase in competition between the major players like BSNL, MTNL, Hutchison
Essar, BPL, Idea, Bharti Tele services, Tata, etc, the requirement for mobile analysts,
software engineers, and hardware engineers for mobile handsets has increased. However,
holding an engineering degree is not enough to survive in the Telecom Sector. There is
constant need of updating of knowledge, skills, and attitudes.
With this rapid growth in Telecom Sector, the need for trained professionals in bound to
rise and so is the training need. The total training market in Telecom Sector is estimated
to Rs 400 crore.
Many top players are spending a huge amount on training and development, for example
BSNL alone spends more than 100 crore on training and development of its employees
through the Advanced Level Telecommunications Training Centre (ALTTC) and 43 other
regional training institutes. Reliance has also established Dhirubhai Ambani Institute of
Information and Communication Technology. In addition to that, Bharti has also tied-up
with IIT Delhi for the Bharti School of Telecommunication Technology and
Management.
With the increase in competition, availability of huge amount of information through
internet, magazines, newspapers, TV, etc, and increased awareness among customers, the
demand to impart proper training in non-technological areas like customer care and
marketing has increased too.
DoT-BSNL MoU: Training of minimum 20% BSNL officials-: BSNL has signed MoU
with DoT vide which at least 20% staff has to imparted training in 2006-07. To achieve
this, all BSNL units have been asked to fix the target to train 25% of their staff &
officers. The training report has to be compiled under various heads such as indu ction,
seminar, workshop, behavior & Attitudinal etc.
Field courses: It is always the endeavor of ALTTC to take all possible steps to meet the
training needs of BSNL family. Many times BSNL Circles have special need for
customized trainings. ATTC is always willing to conduct customized field
course/programs as per the need of BSNL field units. Circle HQ of field units may write
to CGM ALTTC for such requests. Summary of field programs conducted by ALTCC in
the last quarter is given for reference.
Training of all BSNL officials in Customer interface on GSM & Broadband: BSNL
Corporate office has directed ALTTC to conduct courses on training of trainers for all
RTTC/CTTC so that training on GSM & broadband is disseminated to all BSNL officials
working in positions of customer interface. The feature of this training is not just
technical inputs but also the focus on information from customers point of view. One
batch of trainers has already been trained in GSM & Broadband. Two more batches will
be trained soon.
Behavior and Attitude revitalization Training: BSNL corporate office has reiterated
its drive to train all BSNL executives in this program vide its letter 2-4/05-Trg dated
5/1/2006.
b) Induction Training
The induction training is imparted in various disciplines for the newly recruited staff as a
pre-job training. The cadres for which the training is given in the training centre are
ADET (Probationers), Asstt. Manager (Probationers)(Telecom Factory) , Junior
Engineers (Telecom Factories) and Junior Accounts Officers.
c) Inservice Training
The purpose of inservice training is to give the necessary knowledge and know how
about the new systems/technologies inducted into the network from time to time. The
institute offers in-service training in latest technologies and techniques. JTO
specialization batches conducted are a part of in-service training. The courses are
monitored continuously and the utility of these in-service courses is assessed from time to
time and courses which are not in demand are weeded out and new courses are
introduced.
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.
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.
Keeping in view the rapid development in telecom technologies throughout the world,
new labs are being added to the training centre. These are installed and commissioned by
the faculty members. Each lab is maintained by a S.D.E. with the help of J.T.Os.
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 ?
Answers to these questions should provide you with sufficient information to identify
training requirements. As part of the planning process, you should perform the following
activities :
Step 1 : Identify the areas in which training is needed.
Step 2 : Determine which courses address those needs.
Step 3 : Determine pre-requisites and ensure that they are met.
Step 4 : Map out the appropriate sequence of courses to be taken.
Step 5 : Document training planned and scheduled.
Step 6 : Schedule of training.
The Course Directory 1999 gives the necessary information about the various training
courses planned to be conducted in the different RTTCs & BRBRAITT Jabalpur.
The HRD officers of the Telecom Circles are requested to assess the training needs of
their circles and submit to this office the consolidated requirements of seats for each
course, for the entire year 1999 with specific remarks that how many candidates can be
spared at a time for each batch. The requirement of seats from your Circle must reach this
office before 31.12.98 if not submitted earlier.
Requirements received from subordinate Units/Minor Telecom District/SSAs of your
Circle will not be considered for allotment.
Seats are allotted to your Circle for each course through separate allotment orders called
'A' Circular which are normally released three months in advance to the actual dates of
commencement of each batch. You may depute the participants for the respective courses
after the fulfillment of various conditions as laid down in the allotment orders and
confirmation of the nomination in 'B' Circular.
For trainees from other Departments and organisations in non DOT a fee of
Rs. 10,950/- per trainee per week excluding boarding and lodging shall be charged. The
lodging charges are Rs. 100/- to 200/- per bed per day & are likely to be revised. For
foreign trainees a fee of U.S. Dollar 650 (six hundred fifty U.S. Dollar only) per trainee
per week excluding boarding and lodging shall be charged. For boarding and lodging
charging will be done separately. In addition charges for study tours outside Jabalpur are
also payable. (The above rates are under revision and latest rates may be checked at the
time of nomination of candidates).
Thiruvanathapura
Rajpura
m
LOCATION OF CIRCLE TELECOM TRAINING CENTRES OF BSNL
Thiruvanantpuram
LOCATION OF DISTRICT TELECOM TRAINING CENTRES OF BSNL
i. 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. For the organizational complexity which occurs because of the increased
mechanization & automation manufacturing the products & by-products or
dealing in services of diversified lines extension of operations to various regions
& overseas countries. This creates a complex problem & this situation calls for
training in the skills of coordination, integration, & adaptability to the
requirement of growth, diversification & expansion.
iii. 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. It is necessary for maintaining human relation besides maintaining sound
industrial relations & also to deal with the human problems.
Title of the project: A study on Effectiveness of Training and Development in
Public Sector - BSNL Belgaum
Statement of the problem: The study is conducted to find out the overall impact of
training and development on the job performance of employees working in different
cadre groups in each department.
Purpose of the study: The main purpose is to know the effectiveness of training in
relation to the job performance of employees and to reduce the resisting forces in
employees to new technological advancement.
Scope of the study: The scope of the study is restricted to the employees working in
different cadre groups in each of the department in the organization - BSNL Belgaum.
Objectives:
1. To find out the relevance of training and development in achieving goals of the
organization.
2. The basis on which the training is planned and scheduled.
3. To study the different methods of training at BSNL
4. To find out whether the training activities is aligned with overall goals of the
organization
5. To study the relationship between performance and training
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.
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.
Sampling Plan
Sampling frame: the respondents are the employees of the public
sector Bharat Sanchar Nigam Ltd (BSNL) Belgaum SSA.
Sampling unit: the sampling unit is an individual employee of all the
departments of the organization Bharat Sanchar Nigam Ltd(BSNL)
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 Belgaum.
Methodology:
A list of questions was prepared by me under the guidance of my mentor.
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.
The questionnaire comprised 12 questions which covered all the aspects of measuring
the effectiveness of training and development.
PRIMARY DATA
An instrument is used to collect the required information from the employees and also
interact the employees personally.
Both primary and secondary data served the purpose in measuring the effectiveness of
training and development at BSNL. Both are equally essential for any type ofsurvey.
DATA ANALYSIS
Statistical tool:
Correlation test
Frequency test
Statistical package
SPSS software
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.
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
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.
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:
Here, the individual is placed on a regular job and taught the skills necessary to
perform that job. The trainee learns under the supervision and guidance of a qualified
worker or instructor. It gives first hand knowledge and experience under the actual
working conditions.
3.Apprenticeship training:
4.Job Rotation:
This involves the movement of the trainee from one job to another. The trainee
receives job knowledge and gains experience from his supervisor or trainer in each of the
This method is also known as training through step by step. The trainer explains
to the trainee the way of doing the jobs, job knowledge and skills and allows him to do
the job. The trainer appraises the performance of the trainee, provides feedback
information and corrects the trainee.
7.Committee Assignments:
A group of trainees are given and asked to solve an actual organizational problem.
The trainees solve the problem jointly. It develops teamwork.
8.Off the job training:
The trainee is separated from the job situation and his attention is focused upon
learning the material related to his future job performance. Since the trainee is not
distracted by job requirements, he can place his entire concentration on learning the job
rather than spending his time in performing it. There is an opportunity for freedom of
expression for the trainees.
9.Vestibule training:
Actual work conditions are simulated in the classroom. Material, files and
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:
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.
12.Conference or discussion:
This method involves a group of people who pose ideas, examine and share facts,
ideas and data, test assumptions and draw conclusions, which contribute to the
improvement of job performance.
13.Programmed instruction:
Technological advances
Organizational complexity
Learning principles
Training Development
1. Training is often referred to as 1. Development on the other hand
importing specific skills. is often focused at overall
2. The focus is on improvement in development of personality.
performance after training. 2. 2.They focus on aspects like
3. The impact of training be leadership skills, managing teams,
experienced and assessed by the problem solving, decision making ,
organization. people skills, time management, etc.
4. Usually, administrative, supervisory
and technical workforce may be
exposed to training program.
Training is a sub-system of the organization because the departments such as, marketing
& sales, HR, production, finance, etc depends on training for its survival. Training is a
transforming process that requires some input and in turn it produces output in the form
of knowledge, skills, and attitudes (KSAs).
1.System Model
3. Transitional model
SYSTEM MODEL
The system model consists of five phases and should be repeated on a regular basis to
make further improvements. The training should achieve the purpose of helping
employee to perform their work to required standards. The steps involved in System
Model of training are as follows:
1. Analyze and identify the training needs i.e. to analyze the department, job, employees
requirement, who needs training, what do they need to learn, estimating training cost, etc
The next step is to develop a performance measure on the basis of which actual
performance would be evaluated.
2. Design and provide training to meet identified needs. This step requires developing
objectives of training, identifying the learning steps, sequencing and structuring the
contents.
Instructional System Development model was made to answer the training problems.
This model is widely used now-a-days in the organization because it is concerned with
the training need on the job performance. Training objectives are defined on the basis of
job responsibilities and job description and on the basis of the defined objectives
individual progress is measured. This model also helps in determining and developing the
favorable strategies, sequencing the content, and delivering media for the types of
training objectives to be achieved.
1. ANALYSIS This phase consist of training need assessment, job analysis, and target
audience analysis.
2. PLANNING This phase consist of setting goal of the learning outcome, instructional
objectives that measures behavior of a participant after the training, types of training
material, media selection, methods of evaluating the trainee, trainer and the training
program, strategies to impart knowledge i.e. selection of content, sequencing of content,
etc.
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
environment. For example, values may include social responsibility, excellent customer
service, etc.
The mission, vision, and values precede the objective in the inner loop. This model
considers the organization as a whole. The objective is formulated keeping these three
things in mind and then the training model is further implemented.
Training and development can be initiated for a variety of reasons for an employee or
group of employees, e.g.,:
When a performance appraisal indicates performance improvement is needed
To "benchmark" the status of improvement so far in a performance improvement
effort
As part of an overall professional development program
As part of succession planning to help an employee be eligible for a planned
change in role in the organization
To "pilot", or test, the operation of a new performance management system
To train about a specific topic.
There are numerous sources of online information about training and development.
Several of these sites (they're listed later on in this library) suggest reasons for
supervisors to conduct training among employees. These reasons include:
Increased job satisfaction and morale among employees
Increased employee motivation
Increased efficiencies in processes, resulting in financial gain
Increased capacity to adopt new technologies and methods
Increased innovation in strategies and products
Reduced employee turnover
Enhanced company image, e.g., conducting ethics training (not a good reason for
ethics training!)
Risk management, e.g., training about sexual harassment, diversity.
THE PROCESS OF TRAININ AND DEVELOPMENT
COMPANY PROFILE:
ANALYSIS AND INTERPRETATION
Correlations
Training Training
helps to Program Employees External Training
increase Training Training is emphasis on Training is are Sponsored Employees training program is
productivity & Training Program are periodically managerial & given sponsored employees participation Ehe quality program well designed
achieve org programs are of sufficient evaluated & technical adequate for trainig take training in determining of training are well & widely
goal well planned duration improved capabilities importance programs seriously training needs is excellent examined shared
Training helps to increase Pearson Correlation 1.000 .172 .284** .275* .079 .291* .402** .315* .141 .055 .098 .228
productivity & achieve org Sig. (2-tailed) . .088 .004 .028 .537 .020 .001 .011 .268 .663 .443 .070
goal N 100 100 100 64 64 64 64 64 64 64 64 64
Training programs are Pearson Correlation .172 1.000 .252* .280* -.037 -.141 .209 .044 .077 .129 .164 .002
well planned Sig. (2-tailed) .088 . .011 .025 .773 .267 .098 .730 .545 .310 .196 .987
N 100 100 100 64 64 64 64 64 64 64 64 64
Training Program are of Pearson Correlation .284** .252* 1.000 .365** .434** .512** .427** .378** .357** .456** .293* .490**
sufficient duration Sig. (2-tailed) .004 .011 . .003 .000 .000 .000 .002 .004 .000 .019 .000
N
100 100 100 64 64 64 64 64 64 64 64 64
Training is periodically Pearson Correlation .275* .280* .365** 1.000 .299* .386** .349** .066 .195 .230 -.026 .219
evaluated & improved Sig. (2-tailed) .028 .025 .003 . .017 .002 .005 .606 .122 .067 .841 .083
N 64 64 64 64 64 64 64 64 64 64 64 64
Training Program Pearson Correlation .079 -.037 .434** .299* 1.000 .300* .227 .441** .137 .344** .215 .369**
emphasis on managerial Sig. (2-tailed) .537 .773 .000 .017 . .016 .072 .000 .280 .005 .088 .003
& technical capabilities N 64 64 64 64 64 64 64 64 64 64 64 64
Training is given Pearson Correlation .291* -.141 .512** .386** .300* 1.000 .360** .361** .441** .424** -.050 .535**
adequate importance Sig. (2-tailed) .020 .267 .000 .002 .016 . .003 .003 .000 .000 .696 .000
N 64 64 64 64 64 64 64 64 64 64 64 64
Employees are Pearson Correlation .402** .209 .427** .349** .227 .360** 1.000 .522** .629** .440** .298* .320*
sponsored for trainig Sig. (2-tailed) .001 .098 .000 .005 .072 .003 . .000 .000 .000 .017 .010
programs N 64 64 64 64 64 64 64 64 64 64 64 64
Sponsored employees Pearson Correlation .315* .044 .378** .066 .441** .361** .522** 1.000 .507** .483** .396** .423**
take training seriously Sig. (2-tailed) .011 .730 .002 .606 .000 .003 .000 . .000 .000 .001 .000
N 64 64 64 64 64 64 64 64 64 64 64 64
Employees participation Pearson Correlation .141 .077 .357** .195 .137 .441** .629** .507** 1.000 .640** .125 .350**
in determining training Sig. (2-tailed) .268 .545 .004 .122 .280 .000 .000 .000 . .000 .327 .005
needs N 64 64 64 64 64 64 64 64 64 64 64 64
Ehe quality of training is Pearson Correlation .055 .129 .456** .230 .344** .424** .440** .483** .640** 1.000 .276* .548**
excellent Sig. (2-tailed) .663 .310 .000 .067 .005 .000 .000 .000 .000 . .027 .000
N 64 64 64 64 64 64 64 64 64 64 64 64
External training program Pearson Correlation .098 .164 .293* -.026 .215 -.050 .298* .396** .125 .276* 1.000 .372**
are well examined Sig. (2-tailed) .443 .196 .019 .841 .088 .696 .017 .001 .327 .027 . .002
N 64 64 64 64 64 64 64 64 64 64 64 64
Training program is well Pearson Correlation .228 .002 .490** .219 .369** .535** .320* .423** .350** .548** .372** 1.000
designed & widely shared Sig. (2-tailed) .070 .987 .000 .083 .003 .000 .010 .000 .005 .000 .002 .
N 64 64 64 64 64 64 64 64 64 64 64 64
**. Correlation is significant at the 0.01 level (2-tailed).
*. Correlation is significant at the 0.05 level (2-tailed).
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
correlated to each other. and helps us to decide on the factors which are important in
designing the training program
Pearson correlation was effective for my study as the study made use of the nominal
scale in the questionnaire.
in the above correlation table the point at which the row and column intersects and
there is an star mark, that factor is the most significant factor. if there is one star sign that
factor is positively correlated at 0.01 level of significance and when there is 2 star marks
that factor is positively correlated at 0.05 level of significance.
This table gives us the clear idea about the important factors that are essential for
effective training and development programs. when the rows and columns intersect and it
has a negative sign those factors cannot be correlated at all or those factors are not at all
significant.
Therefore we can clearly make out from the above table the significant and not so
significant factors in the correlation table.
Training helps to increase productivity & achieve org goal
Cumulative
Frequency Percent Valid Percent Percent
Valid somewhat agree 33 33.0 33.0 33.0
strongly agree 67 67.0 67.0 100.0
Total 100 100.0 100.0
60
50
40
30
20
P e rce n t
10
0
somew hat agree strongly agree
Cumulative
Frequency Percent Valid Percent Percent
Valid somewhat disagree 8 8.0 8.0 8.0
neither agree nor
3 3.0 3.0 11.0
disagree
somewhat agree 21 21.0 21.0 32.0
strongly agree 68 68.0 68.0 100.0
Total 100 100.0 100.0
60
40
20
Pe rce n t
0
somew hat disagree somew hat agree
neither agree nor di strongly agree
Cumulative
Frequency Percent Valid Percent Percent
Valid somewhat disagree 5 5.0 5.0 5.0
neither agree nor
6 6.0 6.0 11.0
disagree
somewhat agree 51 51.0 51.0 62.0
strongly agree 38 38.0 38.0 100.0
Total 100 100.0 100.0
50
40
30
20
P e rce n t
10
0
somew hat disagree somew hat agree
neither agree nor di strongly agree
Cumulative
Frequency Percent Valid Percent Percent
Valid neither agree nor
8 8.0 12.5 12.5
disagree
somewhat agree 39 39.0 60.9 73.4
strongly agree 17 17.0 26.6 100.0
Total 64 64.0 100.0
Missing System 36 36.0
Total 100 100.0
60
50
40
30
20
Percen t
10
0
neither agree nor di somew hat agree strongly agree
Cumulative
Frequency Percent Valid Percent Percent
Valid strongly disagree 1 1.0 1.6 1.6
neither agree nor
2 2.0 3.1 4.7
disagree
somewhat agree 22 22.0 34.4 39.1
strongly agree 39 39.0 60.9 100.0
Total 64 64.0 100.0
Missing System 36 36.0
Total 100 100.0
60
50
40
30
20
P e rc e n t
10
0
strongly disagree somew hat agree
neither agree nor di strongly agree
Cumulative
Frequency Percent Valid Percent Percent
Valid somewhat disagree 4 4.0 6.3 6.3
neither agree nor
5 5.0 7.8 14.1
disagree
somewhat agree 26 26.0 40.6 54.7
strongly agree 29 29.0 45.3 100.0
Total 64 64.0 100.0
Missing System 36 36.0
Total 100 100.0
40
30
20
P e rce n t
10
0
somew hat disagree somew hat agree
neither agree nor di strongly agree
Cumulative
Frequency Percent Valid Percent Percent
Valid somewhat disagree 4 4.0 6.3 6.3
neither agree nor
5 5.0 7.8 14.1
disagree
somewhat agree 38 38.0 59.4 73.4
strongly agree 17 17.0 26.6 100.0
Total 64 64.0 100.0
Missing System 36 36.0
Total 100 100.0
60
50
40
30
20
P e rc e n t
10
0
somew hat disagree somew hat agree
neither agree nor di strongly agree
Cumulative
Frequency Percent Valid Percent Percent
Valid strongly disagree 1 1.0 1.6 1.6
somewhat disagree 2 2.0 3.1 4.7
neither agree nor
8 8.0 12.5 17.2
disagree
somewhat agree 32 32.0 50.0 67.2
strongly agree 21 21.0 32.8 100.0
Total 64 64.0 100.0
Missing System 36 36.0
Total 100 100.0
50
40
30
20
P e rce n t
10
0
strongly disagree neither agree nor di strongly agree
somew hat disagree somew hat agree
Cumulative
Frequency Percent Valid Percent Percent
Valid strongly disagree 2 2.0 3.1 3.1
somewhat disagree 7 7.0 10.9 14.1
neither agree nor
8 8.0 12.5 26.6
disagree
somewhat agree 36 36.0 56.3 82.8
strongly agree 11 11.0 17.2 100.0
Total 64 64.0 100.0
Missing System 36 36.0
Total 100 100.0
50
40
30
20
P e rce n t
10
0
strongly disagree neither agree nor di strongly agree
somew hat disagree somew hat agree
Cumulative
Frequency Percent Valid Percent Percent
Valid neither agree nor
5 5.0 7.8 7.8
disagree
somewhat agree 16 16.0 25.0 32.8
strongly agree 43 43.0 67.2 100.0
Total 64 64.0 100.0
Missing System 36 36.0
Total 100 100.0
70
60
50
40
30
20
P e rce n t
10
0
neither agree nor di somew hat agree strongly agree
Cumulative
Frequency Percent Valid Percent Percent
Valid somewhat disagree 1 1.0 1.6 1.6
neither agree nor
14 14.0 21.9 23.4
disagree
somewhat agree 20 20.0 31.3 54.7
strongly agree 29 29.0 45.3 100.0
Total 64 64.0 100.0
Missing System 36 36.0
Total 100 100.0
40
30
20
P e rce n t
10
0
somew hat disagree somew hat agree
neither agree nor di strongly agree
Cumulative
Frequency Percent Valid Percent Percent
Valid somewhat disagree 1 1.0 1.6 1.6
neither agree nor
4 4.0 6.3 7.8
disagree
somewhat agree 16 16.0 25.0 32.8
strongly agree 43 43.0 67.2 100.0
Total 64 64.0 100.0
Missing System 36 36.0
Total 100 100.0
Training program is well designed & widely shared
80
60
40
20
Percent
0
somew hat disagree somew hat agree
neither agree nor di strongly agree
FINDINGS
Training helps to increase productivity and achieve the goals of the
organization
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.
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.
The HR department should conduct briefing and debriefing sessions for
employees for Training as to give them an idea as to why this training is been
conducted and what they have to learn in the training program conducted and also
after training completion they should take a feedback as to how effective was the
training so that the necessary improvements in training programs can be
considered and implemented.
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.
Training program should evaluate the abilities, competencies and potentials of the
trainees for a particular job or work skills.
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
meaningfully and purposefully.
The company should conduct training programs at regular intervals, which helps
the employees to enhance their knowledge for their current jobs.
The company should design the training program based on the current
requirement, which includes development of technical skills, personality
development, time management, computer knowledge etc.
The training session should be made more interactive and participative so that
trainees and trainer are in constant interaction
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 they 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.
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
Websites
http://www.mckinseyquarterly.com/
http://www.google.com
Reports
Annual Report of infoapps technologies
20014-2015 PP- 1-10
ANNEXURE