2

Table of Contents





CHAPTER

DESCRIPTION

PAGE NOS.


1.

ACKNOWLEDGEMENT

1

2.


EXECUTIVE SUMMARY

2 3

3.

INTRODUCTION


4- 29

3.

RESARCH METHODOLOGY


30 36

5.

COMPANY PROFILE


37 39

6.


DATA ANALYSIS & INTERPRETATION


40 81

7.

FINDINGS & CONCLUSIONS


82 - 83

8.

ANNEXURES


84 - 87

9.

BIOLIOGRAPHY


89

3
LIST OF TABLES



TABLE NO

TITLE

PAGE

1 Age Distribution of Employees 40
2 Training Program Conducted Last Year 42
3. Type of Training Undergone by Employees 44
4. Satisfaction level of the Training Programme 46
5 Selection Criteria 48
6. Regularity of Training 50
7. Training objectives awareness 52
8. Training Feed Back 54
9. Improving skills and tactics for effective execution
of job
56
10. Management co-operation during T & D

58
11 Knowledge Development during Training
Programme
60
12. Heading any higher responsibility /Training
Programme
62
13. Contents of Training Course 64
14. Training Facilities 66
15. Satisfaction level of Training facilities 68
16 Trainers Theortical Knowledge 70
17. Relevancy of examples being given during
Training Programme
72
18. Freedom of expressions given to Trainees 74
19. Satisfaction level of Reading Material given
Training Programme
76
20. Training and Development programme is regular
activity in Strides Arcolab
78
21. Contribution towards Training Budget 80


4



LIST OF CHARTS



CHART
NO

TITLE

PAGE

1 Age Distribution of Employees 41
2 Training Program Conducted Last Year 43
3. Type of Training Undergone by Employees 45
4. Satisfaction level of the Training Programme 47
5 Selection Criteria 49
6. Regularity of Training 51
7. Training objectives awareness 53
8. Training Feed Back 55
9. Improving skills and tactics for effective execution
of job
57
10. Management co-operation during T & D

59
11 Knowledge Development during Training
Programme
61
12. Heading any higher responsibility /Training
Programme
63
13. Contents of Training Course 65
14. Training Facilities 67
15. Satisfaction level of Training facilities 69
16 Trainers Theortical Knowledge 71
17. Relevancy of examples being given during
Training Programme
73
18. Freedom of expressions given to Trainees 75
19. Satisfaction level of Reading Material given
Training Programme
77
20. Training and Development programme is regular
activity in Strides Arcolab
79
5
21. Contribution towards Training Budget 81



6







ACKNOWLEDGEMENT


It gives me great pleasure to acknowledge and to express my gratitude to all those
who have helped me through out this project.

I am thankful to Mr.Manish Kothari, MD & Director academics and Mrs .Chandra
Niranjan, Dean of IBMR for their moral support. I express my sincere thanks to
Ms.Jayantee M Saha, Faculty of IBMR. Without her, this project would have been
impossible. I thank her for her constant guidance in every aspect of this project.

I am thankful to Mr. Ravikumar, ManagerHuman Resources, Mr. Ameet Kumar,
(Executive Training & Development) from Strides Arcolab Limited for their moral
support and guidance.

I express sincere gratitude to my family members and friends who have encouraged
me directly or indirectly in completion of this project.




UMA. G
7


EXECUTIVE SUMMARY

The research project entitled Review on Techniques adopted by HR Management to
Improve the Effectiveness of Training and Development is an attempt to understand the
opinion and attitudes of the various categories of employees of the Strides Arcolab Limited
towards the maintenance of effectiveness of Training services provided by the Company.

It also aims to know and study obstacles in the proper utilization and increase the
effectiveness of Training programs and try to suggest remedial measures wherever
possible.

The data was collected through well structured questionnaires. About 30 employees were
considered for the sample size out of 180 employees, since the researchers are given very
limited time. This survey was carried out in various departments of the Company.

In the course of study, it was found that the training programmes analyzed were provided
to all the employees of Strides Arcolab Limited and was not specific to particular category
of employees. The in depth study of the welfare measures adopted by the company
revealed that majority of the employees were fairly satisfied with the training and
development programmes.

For the purpose of survey, the training was divided into two groups. A. On-job-training and
Off-job-training or Outbound Training..

1. On job Training

Apprenticeship Training
Job Instruction Training


8



2. Off the Job Training (Outbound training)

Facilities needs for training types varies from classroom to an elaborate
development center, large halls with audiovisual aids etc.,

1. Classroom-programs live

2. Workbooks / Manuals

3. Public Seminar

4. Self-study programs

5. Role plays

6. Case Studies

7. Games/simulations (not computer-based)

8. Outdoor experiential programs



9





INTRODUCTION


An organization either Business or Industrial Enterprises, needs many factors for its
growth, further development and for its very survival. The most important factors are
Capital, Materials, Machineries and Human Resources as the success or failure of any
organization depends on the effective combination of these factors. Managing all other
factors are comparatively easier than managing Human Resources. The Human
Resources are most important and need to be handled carefully. Since all the others
factors are handled by the human resources, they have to be trained in a effective manner
to utilize the resources at optimal level to get the desired output and thereby to reach the
organization goals. The effective combination of all these factors results to way for
success.

Training is defined as learning that is provided in order to improve performance on the
present job. A person's performance is improved by showing her how to master a new or
established technology. The technology may be a piece of heavy machinery, a computer, a
procedure for creating a product, or a method of providing a service.

Oliver Sheldon says No industry can rendered efficient so long as the fact remains
unrecognized that the in principally human not a mass of machines and technical process
but a body of men. If manpower is properly utilized it causes the industry to run at its
maximum optimization getting results and also work for as an climax for industrial and
group satisfaction in the relation to the work formed. Competitive advantage is therefore
depend on the knowledge and skill possessed by employee more than the finance or
market structure by organization.

10
The employee training not only serves the purpose to develop their employers but also safe
guard organizational objectives of survival and success through competitive advantages.
The training function now popularly called as Human Resource

Development, coordinates the provision of training and development experiences in
organization.

In recent years, the scope of Training and Development has broadened from simply
providing training programs to facilitating learning throughout the organization in a wide
variety of ways. There is increasing recognition that employees can and should learn
continuously, and that they can learn from experience and from each other as well as from
formally structured training programs. Nevertheless, formal training is still essential for most
organizations or teach them how to perform in their initial assignment, to improve the
current performance of employees who may not be working as effectively as desired, to
prepare employees for future promotions and increased responsibilities. The Computer
Application Training and New Employee Training are most popular training topics. Various
Management and supervisory skills such as leadership, performance appraisal,
interviewing, and problem solving were also commonly taught. Many organization provide
Train-the trainer courses for superiors or peers who will in turn provide on-the-job training
to others. Besides being one of the most important HRM functions, Training and
Development is also one of the most expensive.












11
Meaning and Definition:


After an employee is selected, placed and introduced, he or she needs to be
provided with training facilities. The training is the act of increasing the knowledge and skill
of an employee for doing the particular job. Training is a short term educational process
and utilizing systematic and organized procedure by which an employee is learned the
technical knowledge.

Definition:

Staimez: defines Training is a short term process utilizing a systematic and organized
procedure by which non-managerial personnel to learn technical knowledge and skill

Mamoria: defines Development covers not only the activities which improve job
performance, but also those which b ring about growth of personality, helps individual in the
process towards maturity and actualization of this potential capacities so that they become
not only good employees but also both good men and women.

S. P. Robbins: Defines Training is a learning process which seeks a relatively permanent
change in behavior that occurs as a result of experience.

Dale Yoder: Defines It is that deals with the effective control and use of manpower as a
distinguished from other source of man power

Meaning:

Training is part of Human Resource Development. It is concerned with concerned with
training, development, and education. Training has been defined as an organized learning
experience, conducted in a definite time period, to increase the possibility of improving job
performance and growth. Organized means that it is conducted in a systematic way.
12
Although learning can be incidental, training is concerned with the worker learning clear
and concise standards of performance or objectives. Training is the acquisition of
technology which permits employees to perform their present job to standards. It improves
human performance on the job the employee is presently doing or is being hired to do.
Also, it is given when new technology in introduced into the workplace.
Development is training people to acquire new horizons, technologies, or viewpoints. It
enables leaders to guide their organizations onto new expectations by being proactive
rather than reactive. It enables workers to create better products, faster services, and more
competitive organizations. It is learning for growth of the individual, but not related to a
specific present or future job. Unlike training, which can be completely evaluated,
development cannot always be fully evaluated. This does not mean that we should
abandon development programs, as helping people to grow and develop is what keeps an
organization in the cutting edge of competitive environments. Development can be
considered the forefront of what many now call the Learning Organization.
Development involves changes in an organism that are systematic, organized, and
successiveand are thought to serve an adaptive function. Training could be compared
this metaphor - if I miss one meal in a day, then I will not be able to work as effectively due
to a lack of nutrition. While development would be compared to this metaphor - if I do not
eat, then I will starve to death. The survival of the organization requires development
throughout the ranks in order to survive, while training makes the organization more
effective and efficient in its day-to-day operations.

Principle of Training:

1. Training Plan: This must be well planned, prescribed and ably executed effective
implementation depends to great extend on planning.
2. Organizational objectives: T & D program must meet objectives of the
organization
13
3. Equity and fairness: T and D program must enjoy equal opportunity to drive benefit
out of such training and must have equal chance to undergo such training.

4. Application specification: Training content is balanced between theory and
practical. It must be Application specification/
5. Upgrading information: T and D program is continuous reviewed at periodic
interval as order to make them updated in terms of knowledge and skill.
6. Top Management support: Top management support is essential to make Training
and Development effective.
7. Centralization: For economy of effective uniformity and efficiency, centralization of
training department is found more common and useful.
8. Motivation Training and Development have motivation aspects like better career
opportunity, individuals & skill development etc.,

Importance of training in recent years:

Recent changes in the environment of business have made the Training and Development
function even more important in helping organization maintain competitiveness and prepare
for the future. Technological innovations and the pressure of global competition have
changed the ways organizations operate and the skills that their employee need. The tight
labor market has increased the importance of training in several ways. First higher
employee turnover means that more new employees need training. Second, it has been
suggested that frequent and relevant development experiences are an effective way to gain
employee loyalty and enhance retention of top-quality staff.





14
Need for Training:

Training must be tailored to fit the organizations strategy and structure. It is seen as pivotal
in implementing organization-wide culture-change efforts, such as developing a
commitment to customer service, adopting total quality management, or making a transition
to self-directed work teams. Pace-setting Human Resource Development departments
have moved from simply providing training on demand to solving organizational problems.
Trainers see themselves as internal consultants or performance improvement specialists
rather than just instructional designers or classroom presenters. Training is only one of the
remedies that may be applied by the new breed of Human Resource Development
practitioners.

In an age of network organizations, alliances, and long-term relationships with just-in-time
suppliers, leading companies are finding that they need to train people other than their own
employees. Some organization offer quality training to their suppliers to ensure the quality
of critical inputs. Organisations with a strong focus on customer service may provide
training for purchasers to their product.

1. Shortage of skill: Skilled and knowledge people are always on short supply,
alternatively they are too expensive to hire from outside. The best way is to improve
the skill and knowledge of the existing employees through Training and
Development.

2. Technological Obsolesce: Growth of technology takes place very fast. This will
render current technological obsolesces in the near future.




15
3. Personal Obsolesce: At the time of recruitment employees posses a certain
amount of knowledge and skill. As the time passes their knowledge becomes
obsolesce unless it is uploaded by proper training. This happens because of
changes take place in product methods procurement of better machines.

4. Organization Obsolesce: Modern management has introduced a number of
innovative steps in functioning of management like play organizing, controlling to
such change are bound to fail and become obsolete, to prevent obsolesce r
organization. Employees must be exposed to modern Technology through T & D

5. Increased Productivity: Instruction can help employees increase their level of
performance. Increase human performance often directly leads to operational
productivity and increase company profits.

6. Coercive Training by Government: In order to provide better employability
changes of unemployed youth, certain governments have taken initiatives to
mobilize resource available at public/government and private to provide training to
outside candidates. One such arrangement is called at Apprenticeship Training
conducted by Government of India. A part of expenditure incurred for this by the
private sectors is reimbursed by government.

7. Human Capital: The latest thinking is to treat employees as Human Capital. The
expenditure involved in training and development are now being considered as an
investment. This is cause in globalization it is the knowledge and skill of employees
which determine complete advantages of firm.




16
OBJECTIVES AND GOALS OF TRAINING:

Training and Development can help an organization in a number of ways. Ultimately, it is
employee knowledge and skill that produce the organizations product or service. Training
facilitates the implementation of strategy by providing employees with the capability to
perform their jobs in the manner dictated by the strategy. Training also assists in solving
immediate business problems, such as when a team of Manager in an action learning
program studies a real problem and recommends a solution. Finally to keep ahead in a
highly competitive the turbulent environment, it has been suggested that the training
function must foster a continuous learning culture and stimulate managers to reinvent their
corporation.

Training enables employees to develop and train within the organization and increase the
market value, earning power and job security. It moulds the employees attitude and also
helps them to achieve better co-operation with the company and greater loyalty to it. The
management is benefited in the sense that higher standard of quality are achieved, a
satisfactory organization structure is built up, authority can be delegated and stimulus for
progress applied to employees.
To increase productivity of employees or workers
To improve quality of work and product
To enhance and update knowledge and skill level of employee in the organization
To promote better opportunity for the growth and promotion chances of employees
and thereby the employability
To secure better health and safety standard
To improve quality of life of employees
To sustain competitive advantage
To impart new entrants of knowledge and skill
To build up a sound line of competent efficiency and prepare them as a part of their
career progress to occupy more responsible positions
17
To impart customer education, help grading skills and knowledge and employees
estimate career planning of the company.

HOW IS T & D RELATED TO HUMAN RESOURCE MANAGEMENT?

An effective use of materials, money, machines and human resource is essential for
achieving a high level of productivity in the industry. Whereas other resource have
limitation, the human resource has unlimited potential. Moreover this is the only activity
resource, other being passive. Its quality of human resource through training input is of
vital importance.

Improves communication between group and individual
Aids in orientation for new employees and taking new jobs throu8gh transfer or
promotion
Provides information on equal opportunity and affirmation action
Improves interpersonal skill
Builders cohesiveness in groups
Provides a good environment for learning, growth and co-ordination.
Improves labour management relation
Helps to create better corporate image
Provides information for further needs in all areas of organization
Moves a person towards personal goals while improve Human Resource and
Organisation goals.

Training Methods and Techniques for Employees

Because of the objective of Human Resource Development is to contribute to the
organizations overall goals, training programs should be developed systematically and with
the organizations true needs in mind. Successful training begins with a thorough needs
18
assessment to determine which employees need to be trained and what they need to be
trained to do.

Allison Rossett and Joseph W. Arwady states The question is not whether you will solicit
this kind of information through needs assessment. It is how much of it you will do and
using which tools. The culmination for the assessment phase is a set of objectives
specifying the purpose of the training and the competencies required in trainees after they
complete the program.

This section considers the choice of methods for employees training. With training
objectives defined and learning principles in mind, the trainer must be choose appropriate
training methods and design the sequence of events in the training program. Perhaps the
first decision to be made is whether to conduct the training on the job or away from the job.
In many cases, the decision is to do some of both.

1. On the Job Training: On the job training is conducted at he work site and in the
context of the actual job. The vast majority of all industrial training is conducted on the
job, often by the trainees immediate superior or a nominated peer trainer. On-the job
training has several advantages :
b. Because of training setting is also the performance setting, the transfer of
training to the job is maximized
c. The cost of a separate training facility and a full-time trainer are avoided or
reduced.
d. Trainee motivation remains high because it is obvious to trainees that what they
are learning is relevant to the job
e. Trainees generally find on-the-job training more valuable than classroom training.

Apprenticeship Training: This training is combination of on and off the job training.
The department of Labor regulates apprenticeship programs, and often
19
management and a union jointly sponsor apprenticeship training. This training is
normally given to artisans, electricians, plumbers, bricklayers etc., The duration is
normally vary from 2 to 6 years. Apprenticeship training is carried out under the
guidance and intimate supervision of master craftsman or expert worker/supervisor.
During apprenticeship training period, the trainees are paid less than that of a
qualified worker.

Advantages:
i. Workmanship is good
ii. Immediate returns from training
iii. Economical, better loyalty
iv. Feed back is given quickly about the correctives of performance

Disadvantages:
i. It takes times to learn the skill
ii. Required job knowledge is too complex

Job Rotation: In the job rotation, management trainee/employee is made to
move from one function to another at planned intervals. Job rotation is widely
used as a management executive development program which makes the
employee or management trainee, a multi-tasking individual. It can be done
either vertical or horizontal.
Coaching and Understanding method: Training under experienced worker
they are coached and instructed by skilled co-worker by supervisor by special
trainee instructor.




20
Advantages:
i. Excellent for supervisor
ii. Quick and economical
iii. Sequences in logical and simple
iv. Instructions are clear and concise.

Outbound Training: The outbound training is conducted in a location specifically
designated for training. It may be near the workplace or away from work, at a
customized training center or a resort. The purpose of conducting this kind of
training away from the work place is to minimized or avoid distractions of the
employee from their daily work routine and allows them to devote their full attention
the specific subject.

Some of the outbound training methods and activities are:

a. Action planning: Often a closing activity asking participants to specify or set
goals about exactly what they will do differently back on the job
b. Behaviour-modelling training : use a videotape to demonstrate the steps in a
supervisory activity such as conducting a disciplinary interview, followed by role-
played skill practice and feedback
c. Behavioral Simulation: Large-scale multi person role-lay, noncomputerized
business game.
d. Brainstorming: Creative idea-generation exercise in which no criticism is
allowed.
e. Business Game: Computerised business simulation that requires participants to
make decisions about strategy and investments and then provides financial
results based on the decisions.
f. Buzz Group: Small-group discussion of several minutes, duration on an
assigned topic
21
g. Case Study: From a one-paragraph vignette to a fifty-page Harvard-style case.
h. Demonstration
i. Experiential exercise,
j. Field trip,
k. Group discussion,
l. Guest speaker,
m. Guided teaching : Drawing from the group the points the lecturer otherwise
would make him or herself
n. Information search : asking trainees to locate the answers to question in the
training materials or manuals provided
o. Intergroup exchange: small groups share their ideas of findings with another
group
p. Learning game: competition between teams in a quiz show format
q. Lecture
r. Mental imagery: asking participants to close their eyes and visualize or recall
something or engage in mental rehearsal of physical or interpersonal skills.
s. Outdoor leadership training: Team activities that may include hiking, rope
courses, or other physical challenges along with problem.-solving activities.
t. Problem-solving activities
u. Role-play
v. Self-assessment instrument or quiz. An example is a conflict resolution style
inventory.
w. Team Building: A series of group activities and sometimes surveys used to
develop team skills and role clarify in a team of people who must work together
closely on the job
x. Videotapes: can be used alone but are most effective in discussion and
practice.


22
There are various other instructional methods used in training program:

1. Classroom-programs live
2. Workbooks / Manuals
3. Videotapes
4. Public Seminars
5. Self-assessment instruments
6. Role plays
7. Case Studies
8. Games/simulations (not computer-based)
9. Outdoor experiential programs


Out of the above off job training techniques, the following are used in general:


1. Classroom Lectures
2. Conference and seminars
3. Group discussions and case study analysis
4. Audio-visual and film shows
5. Simulation and computer modeling
6. Vestibule training
7. Programmed organizations
8. Games and Role playing
9. T-group training
10. Retraining



23
1. Classroom lectures : this is the simplest and from the off the job training. This is a
best form of instruction when the instruction is to convey information on rules,
regulation, policies and procedures.

Advantages :
Simple and efficient
Minimum cost
Minimum time
Disadvantages :
Monologues and one way communication
Large trainees are participants
Efficiency depends on ability of trainers in the use of correct expression better
participation
Concentration and intent of majority of trainees fade off after short time or so
No individual attitude is possible with result there is no feed back of
assimilation of knowledge.

2. Conference and Seminars and Workshops: This is a formal method of arranging
meeting in which individuals confer to discuss points of common interest for
enriching their knowledge and skill. This is group activity. It encourages groups
discussion and participation of individuals for seeking clarification and offering
explanation and own experience. It is a planned activity with a leader or moderator
to guide the proceedings, which is focused on agreed agendas points prefixed
during planning stage of such conference.
There are three variables :

Directed conference
Training conference
Seminars and workshops
24

2. Group discussions and study analysis: case study method was initially
introduced by Christopher Lang Dell at Harvard Law School in 1880s. The principle
used is experiences is the best teacher. Here several empirical structure are
examined in detail to find out commonalities to derive general discussion. Based on
such studies and group discussion are initiated to derive common lesson. This
method has, however limited use of worker but both use for supervisors. In case of
workers, areas of importance in this method are that the quality control.

3. Audio-visuals and Film Shows: In order to improve understanding very usual and
sometimes is escapable to Demonstrate operation of a machine or explain or
process. Audio-visual film shows can supplement the efforts lecturing and improve
its effectiveness,.

4. Simulation Computer Modeling: A training activity in which actual working
environment is artificially created as near and realistic and possible is called
simulation training. Case study, analysis, experiment exercise game playing
computer model and vestibule training etc come under this category. When the work
environment is artificially created by using computer-programming method well call it
computer method

5. Vestibule Training: In this training, employees are trained of the equipment they
are employed, but the training is conducted away from the place of work. In which all
necessary equipment and machines required as actual machined ship are
duplicated




25
6. Programme Instruction: Programmed instruction is a stu5rctured method of
instruction aided through texts, handouts, book and computer aided instruction.

In this case the instruction materials and information is broken down in meaning full unit
and arranged in a proper sequenced from logical method of learning packages, the
learning ability is tested and evaluated in real time basis

Advantages:
Materials of learning are broken down into meaning full modules
Instruction are not key players
Trainees learn at his/her own pace of learning. Individual difference are taken
care of
No fear of evaluation and criticism
Active interaction between the learner and the machine
Immediate feedback is available
7Training can be undertaken at any time and any place
It is highly flexible and motivated

Disadvantages:
Costly method
Advance topics are untouched

7. T. group Training: T stand for training or laboratory training. T group training was
originated on 1940s but only 1960s it has opened to the industries. This Training
has both supporters and opponents. Unlike any other programmers discussed. T
group training is concerned with really problem existing within the other group itself.



26
8. Retraining: technology is advancing at rapid pace. Here obsolesce is a major
problem faced by the worker are the introduction of automation for such retraining
programme to update their knowledge, which will further make them productivity
useful of the organization and restore this confidence.

TRAINING FOR PRODUCTIVTY IN INDUSTRY:

An effective use of materials, money, machines and human resources is essential
for achieving a higher level of productivity in the industry whereas other resources have
limitations. The human resource has unlimited potential. Moreover, this is the only
activating resources, to be being passive. Its quality can be improvement in the quality for
the human resources through training inputs is of vital importance.

Training of HR can be considered at the levels of

1. Workers
2. Supervisors
3. Trade Union Functionaries
4. Middle level Managers
5. Top Managers

1. Workers: From the point of raising industrial production the training of workers
essentially
Improving job knowledge
Attitudinal change

While job knowledge can be imparted through on the job training, attitudinal and behavioral
changes can be induced through training inputs intended to the understanding of his work,
his environment and his relations with his colleagues trade union and the management.
27

2. Trade Union Functionaries :

Effective use of HR in industry will not be possible without a positive approach on the
part of trade union functionaries. Where there could occasionally, be a great conflict of
interests as well as a role conflict of union functionaries in improving productivity and
safe guarding workers interest, there is a need essentially to give the training on job
evaluation, work study and other productivity techniques. Out experience shows that
their appreciation of these techniques generate a favorable disposition towards the use
of these techniques.

The trade union and worker programmes (TUWP)_ OR THE national Productivity
Council is aimed at workers and TU functionaries. The objectives of the programme is
to create productivity consciousness amongst workers trading to a favorable climate in
the organization or enterprise for wider acceptance or productivity improvement efforts
and techniques. These programmes aimed at :

Acquaint the participants with the concept, approach and techniques or
productivity
Identifying areas in which employees could play an effective role in promoting
productivity in an organization.
Develop a rational understanding of the economical and social circumstances
and constraints in which the workers and community are placed.
Create a favorable climate for the promotion of productivity through positive and
constructive union management relations.
Help participants in the proper understanding of the role and responsibilities of
the unions.


28
These programmes highlight:

Appreciation of organizational work in the context of micro and macro factors of
production.
Appreciation of productivity techniques with special reference to manpower
requirements, workload assessment, wage differential (job evaluation) incentive
system etc.
Appreciation of improved technological requirement for modernization

Thus, NPC programmes aim at educating and training the works in the concepts and
methods of productivity, stimulating the idea and thinking, levels of productivity. The
Central Board of Workers education (CBWE) on the other hand, has bordered objectives
of educating workers in trade unionism, good citizenship, leader qualities, etc., the CBWE
scheme adopts a three tier system with the long-term training for workers, teachers who
after their training are deputed to plants for workers education. While NPC programmes are
of short duration and are mostly tailor made, DBSE schemers are broadly both in
objectives and approach.

3. Supervisory and Middle Level Management:

Usually, we find that supervisory jobs are filled in by promoting efficient workers. An
efficient worker need not be a good supervisor. The type soft skills required being an
efficient worker and the supervisor are quite different. A good supervisor needs a possess
human relations and administrative skills. Training in these areas seems to be
inadequate. The prime need therefore is to sharpen these skills through systematic
training inputs. An efficient use of training instruments should be made to develop these
skills among the promote supervisors.

29
Provides for acquiring professional standards in supervision to those who may hold
or are in line for promotion to supervisory positions
Induces existing supervisory personnel to acquire essentials of scientific
supervision through training and self-study, supplemented by the enterprise level
guidance wherever practicable.
Test if he candidate possess sufficient skills, including management of men at
work, so as to be able to discharge supervisory duties effectively.

TOP MANAGEMENT:

It has to be trained essentially and primarily for bridging the gap between technology and
management. Scientific and technological kno2wledge has been growing, particularly
during the last decade, at an astonishing rate. It becomes vital or the top manager to have
keen appreciation of the widening scope of technology. In this way he will be able to
discharge his functions as an effective manager. Another area where he needs to be
trained and exposed is computers and electronic processes. The growing complexities of
companies internal operations, diversification and growth, and in some cases competitions,
have generated unprecedented pressures. The process of managerial decision-making can
be considerably improved by harnessing these electronic aids.

The top manager also needs to be exposed to the growing complexities of the
environment. He needs to examine the relationship of his job so such as the growing
influence of the government in business, the changing role of the organized labour, the
altered expectation of the public from the business and growing internal competitions as
well as possibilities for international co-operation.




30
Evaluation phase:

Donald Kirkpatrick developed the best-known and most widely used framework

Reaction: The first level involves reaction measures, or the participants feelings
about the program. Reaction information is usually gathered by questionnaire during
or immediately after the program. At least two aspects of reaction should be
assessed: Did the trainee enjoy the program, and do they think the program will be
useful to them.
Learning: The second level of evaluation has to do with learning. Learning measures
assess the degree to which trainees have mastered the concepts, information, and
skills that the training tried to impart. Learning is assessed during and or at the end
of the training program with paper and pencil tests, performance tests and graded
simulation exercises.
Behaviour On-the-job behaviour is the third level of evaluation. Behaviour
measures ask whether employees are doing things differently on the job after
training, whether they are visibly using what they have been taught. In essence, this
is transfer of training.
Results: The final level of evaluation involves results measures. At this level, the
impact of the training program on the work group or organization as a whole is
assessed objectively. The appropriate objective measures to use depend on the
content and objectives of the training. Samples measures of results include cost
savings, profit, productivity, quality, accidents, turnover, and employee attitude.








31

RECOMMENDATIONS / CONCLUSIONS

USING THE EVALUATION TO IMPROVE TRAINING:

Information from the training evaluation can be used in making decisions about whether to
continue the training program or how to improve it. Modifying the training based on reaction
measures is fairly straightforward. A boring speaker can be replaced, a film rates as
irrelevant dropped, or a caterer changed, depending on the feedback received. If a sound
evaluation design was used, additional modification of the training might be suggested by
scores on the learning, behaviour or results measures.

If insufficient learning occurred, the training presentation itself may have been at fault.
Information may have been presented unclearly, or inadequate time and practice may have
been allowed for trainees to absorb the materials. Alternatively, trainee readiness or
motivation may be been deficient so that an otherwise well designed training experience
had no real impact on the trainees

If behavior on the job did not improve despite gains in learning, the fault could lie in the
needs assessment, the training program itself, or the work environment. If the initial needs
assessment was not performed correctly, trainees might have mastered material that was
not relevant to the demands of their jobs. Thus, while they might have learned something
from the training, what they learned is not something that they can use. Another possibility
is that the training content might have been appropriate, but there was insufficient
emphasis either on transfer of training to the job or on relapse prevention. Finally, the fault
could lie in the work environment if supervisors or the environment do no facilitate the use
of new skills.


32
When learning and behaviour change but results d no improve, the appropriateness of the
training or validity of the results measures should be scrutinized. If people are behaving
differently, but the behaviour has no impact on the bottom line, from a poor needs
assessment. If on the other hand, the trained behaviours are better and more effective than
the behaviours used previously, then the problem be simply that t6he results measures are
too coarse or contaminated to register their beneficial effect. Results measures like profit
and turnover are affected by many factors outside the organization, such as general
economic and labor market conditions. Perhaps a training program does have beneficial
impact, but he impact is simply not visible against larger trends in global results measures.

Utility of Training Programs:

Utility of Training is the net gain realized by an organization as a result of adopting a given
Human Resource Management practice, and it can be calculated for training programs as
well as which Jack Phillips has championed addition a fifth level to Krikpatricks training
evaluation hierarchy, return on investment. Phillips believes that the benefits of training
should be carefully quantified and compared to the cost of delivering the training in order to
justify training expenditures and evaluate the relative work of different training programs.

Calculating utility or return on investment requires both assessing the costs of the training
and putting a dollar on the benefits of the training. Some cost categories associated with
the training are show in as below. They include one-time costs incurred in developing the
program initially, costs that the are incurred each time the program is repeated, and costs
incurred for each person trained. It is harder to put in terms of value on the benefits of
training that it is to assess the costs. First one must estimate how much better a trained
employee will perform than an untrained employee. The money payback of a certain
percentage of improvement in performance depends on the importance of the job. It is
probably worth more to an organization to increase an executives performance by 10%
33
than to increase a secretarys performance by 10%. He multiplies the amount gained per
trainee per year no. of persons trained.

Next the duration of the training impact must be estimated. Because the benefit of training
an employee is lot when that employee quits, turnover rates are often built into utility
calculations. However, even if an employee stays with the organization, the effects of some
kinds of training gradually wear off as trainees forget what they have learned or the
knowledge become obsolete. Thus as estimate of the half-life of the training intervention
also must be factored in.

One-Time Costs:

Needs assessment costs
Salaries of training designers or consultants
Purchase for reusable training equipment and materials
Full-scale evaluation of the program when first offered

Pre-Session Costs

Trainer salaries, travel and lodging
Facilities rental

Pre-Trainee Costs

Trainee wages or salary during training
Transportation, food and lodging for trainees during training
No reusable training materials, handouts etc.


34
The final step in calculating utility is to subtract the total costs from the total benefits of a
particular training program given to a specified number of people. Estimating the necessary
parameters and calculating utility can be extremely complex, but by doing so, an employer
can build a solid justification for a training program on purely economic grounds.

Properly conceived and implemented training programs can have definite effects on
organization performance and profits. A recent extensive study of the utility of several
training programs in a large pharmaceutical company found that training programs varied
widely in their impact, Manager training programs had an average return on investment of
45% whereas sales and technical training had an average return on investment of 156%.
Information of this sort can be used to decide where to direct training resources to produce
the larges impact.

STATEMENT OF PROBLEM:
To study and analyze the effectiveness of the various Training and Development
reaction about them.
To find out the obstacles in the proper utilization and increase the effectiveness
of Training programs and try to suggest remedial measures wherever possible.
SCOPE OF STUDY
Study of the Training policy and various development programs being conducted
at Strides Arcolab
To find out how much the employees perceive these training programs to be
effective and beneficial.
To find out to what degree is the Training given to these employees catering to
their general as well as specific needs.

35









36
RESEARCH METHODOLOGY
Research can be defined as a scientific and systematic search for pertinent information in
any branch of knowledge. It is the pursuit of truth with the help of study, observation,
comparison and experiment. Research is , thus, an original contribution to the existing
stock of knowledge making for its advancement.
OBJECTIVES OF RESEARCH:
Research inculcates scientific and inductive thinking and it promotes the development of
logical habits of thinking and organisation. The purpose of research is to discover answer
to question through the application of scientific procedures. The main aim of research is to
find out the hidden truth, which has not been discovered yet. Though each research study
has its own specific purpose, we may think of research objectives as falling not a number of
following broad groupings :
To gain familiarity with a phenomenon or to achieve new insights into it (Exploratory
or formularize research studies)
To portray accurately the characteristics of a particular individual, situation or a
group (Descriptive research studies)
To determine the frequency with which something occurs or with which it is
associated with something else. (Diagnostic Research Studies)
To test a hypotheses of a casual relationship between variables (hypothesis testing
research studies)
This research is an amalgamation of both formularize as well as descriptive
research, as it reflects on the present sartisfaction level of the employees at Strides
Arcolab regarding the various training and development programmes being
conducted here. In the process, it also aims to collect more detailed information on
the subject of training and development itself.

37
RESEARCH APPROACHES
There are two basic approached to research, quantitative approach and the qualitative
approach. The former involves the generation of data in quantitative form, which can be
subjected to rigorous quantitative analysis in a formal and rigid manner. This approach is
further sub-divided into inferential approach is to form a database form which to infer
characteristics or relationship of a population. This usually means survey research where a
sample of population is studied to determine its characteristics and it is then inferred that
the population has the same characteristics.
Qualitative approach to research is concerned with subjective assessment of attitudes,
opinions and behaviour. Research in such a situation is a function of researchers insight
and impressions. Such an approach to research generates results either in non-quantitative
form or in the form, which are no subjected to rigorous quantitative analysis.
This research follows both the inferential quantitative and qualitative approach. The
questionnaires circulated to collect the relevant information have been analyzed ion the
basis of rating given to each question and then, aggregate of the rating of all the questions
of a group has been taken to find out the percentage of each response to that group.
RESEARCH PROCESS FOLLOWED:
Research process consists of a series of actions or steps necessary to effectively carryout
research and the desired sequencing of these steps. The various steps involved in a
research process are not mutually exclusive, not are they separate or distinct. However,
the following order concerning various steps provides a useful procedural guideline
regarding the research process and has been used to carry out this research :


38
FORMULATING THE RESEARCH PROBLEM
At the very beginning the researcher, singles out the problem, he / she wants to study in
specific terms. Here, for this purpose and extensive study of available literature was done.
The training and development policies were studies from the personal manual as well as
some information brochures made available by the training department at Strides Arcolab.
No literature was available of any study conducted earlier on a similar topic. The subject
matter related to the topic. Training and Development was also examined from the
available literature i.e. books, manuals etc. by this review the extent of available of the data
of other materials was known and this led to a specification of the problem in a more
meaningful context.
After specifying the problem, a synopsis was submitted to the company for approval.
REPAIRING THE RESEARCH DESIGN:
The function of research design is to provide for the collecting of the relevant information
and data with minimal expenditure of effort, time and money. But the way of achieving all
this depends mainly on the purpose of the research. Here, the purpose of the study is both
exploration and description
THE MEANS OF OBTAINING INFORMATION:
In this research case, a structure red questionnaire was used with close-ended questions
with the exception of three questions that required descriptive answers.
The time available for research 15 days and for the completion of this research, the time
limit was 25 days.
Explanation of the way in which selected means of obtaining information will be organized
and the reasoning for the selection.
39
DETERMINING SAMPLE DESIGN:
A sample design is a definite plant for obtaining a sample from the given population. It is
determined before the data is collected.
Steps in sampling design:
Population: All items under consideration in the field of enquiry, in this case, the
employees of Strides Arcolab
Sample: The respondents that have been selected for the purpose of the study
Sampling unit: the individual unit of the selected sample
Sample frame: this contains the list of all the items of the universe. For this project, the
employee lists of Strides Arcolab Limited are the sample frame.
Size of the sample: this refers to the number of items selected from the universe to
constitute the sample. For the purpose of this study, a sample size of 30 was taken which
is approximately 20% of the population.
DIFFERENT TYPES OF SAMPLING DESIGNS:
Non-probability sampling: It is the sampling which does not offer any basis for estimating
the probability that each item in the populations has of being included in the sample
deliberately; his/her choice remains supreme. The organizer of the study deliberately
chooses the particular units of the universe for constituting a sample on the basis that the
small mass that they so select out of huge one will be typical or representative of the
whole.


40
Probability sampling:
Under this sampling design, every item of the universe has an equal chance of inclusion in
the sample.
Sample random sampling: This design involves the use of lottery system or the random
tables for the selection of the sample. Random sampling ensures the law of statistical
regulatory i.e., the sample has the same composition and characteristics as a the universe.
Systematic sampling: when the sampling is done by selecting every item on the list, it is
known as systematic sampling. An element of randomness is introduced by using random
numbers to pick up the with which to start.
Stratified sampling: If the population from which the sample is to be drawn does no
constitute a homogenous group, stratifies sampling techniques is generally applied in order
to obtain a representative sample. Under this population is divided into several sub-groups
that are individually more homogeneous the total population and then items are
proportionally selected to constitute the sample.
Quota sampling: in stratifies sampling, the cost of taking random samples from individual
strata is often so expensive that interviewers are simple given quota to be filled from
different stratas the actual selection of items for sample being left to the interviewers
judgment. This I scaled quota sampling. The size of the quota for each stratum is generally
proportionate to the size of that stratum in the population.
Cluster sampling: this sampling involves grouping the population and then selecting the
groups or the clusters rather than individual elements for inclusion in the sample.
Area sampling: under area sampling, the total area is first divided into a number of smaller
non-overlapping areas, generally called geographical clusters. Then, a number of these
smaller areas are randomly selected and all units in these smaller areas are included in the
sample.
41
Multi stage sampling: a further development of the cluster sampling this techniques is
meant for big enquiries extending to a considerably large geographical area like a country.
Under this sampling, the first stage may be to select large primary sampling units such as
the states, then districts, then towns and finally, certain families within the towns.
For the purpose of acquiring the related information for the project a sample of size of 30
was chose by applying the quota sampling technique. The size of the sample of each
grade of employee was proportional to its strength in the total populating. The sample
covered all grades of employees.
Execution of the Project:
This is a very important step in the research process. If the execution for the project
proceeds along the correct lines, the data to be collected would be adequate and
dependable. Hence it was necessary to see to it that the project proceeds in the right
direction and in the fight manner within the time limits. The respondents were made aware
of the purpose of the project and the probably benefit of expressing their frank views. The
introduction accompanying each copy of the questionnaire made the things even clearer
and ensured the required response.
In the questionnaire, the respondents were asked to express their views on the present
scenario regarding the training and development porgrammes and their suggestions for
future programmes so as to make them more beneficial for the employees.
42

COMPANY PROFILE

The adrenaline definitely pumps at Strides. They are among Indias youngest and fastest
growing pharma companies with truly global skill sets and global reach. From a modest
start in 1990, they now have 8 plants in India.

The oral solid dosage forms plant near Bangalore is rated amongst the best in the
country. With a capacity of 2.3 billion soft gelatin capsules, 1.275 billion hard gelatin
capsules and 2.5 billion tablets, this facility is approved by MHRA-U.K., MCC South Africa
and TGA Australia.
The dedicated block for TB products has been pre-qualified by WHO/Global TB Drug
Facility. More than 200 qualified pharmacists work in our R&D, quality control and
production departments.
43
The sterile products division manufactures parenterals in
ampoules/vials and dry powder injections. This facility has
capacity for 22 million ampoules, 18 million vials and 15
million vials of dry powder per year and has approval from
MCC South Africa, MOH Zimbabthey, MOH Tanzania, MOH
Brazil and UNICEF.
This facility has produced for for global pharma majors such as Glaxo Smith Kline and
Beecham, Aventis and Wyeth Ayerst.
The dedicated beta lactam plant manufactures 250 million hard gelatin capsules, 120
million tablets and 30 million dry powder injectables in a year with a ISO 9002 quality
system. A separate dedicated facility for cephalosporins is under construction and will be
commissioned by mid 2004.







The specialty chemical units at New Mangalore and Panoli (near Baroda) manufacture a
variety of APIs, intermediates for drugs, intermediates for fine and specialty chemicals as
theyll as a variety of fine and specialty chemicals under secrecy agreements.

44
These facilities incorporate the latest technology in equipment,
Utilities and production methods and are designed in line with cGMP guidelines .They
regularly undertake contract research and custom synthesis projects of new molecules and
molecules for which processes are to be standardised. And they do so from milligram
levels to commercial scales.
The breadth of the marketing operations backs their manufacturing width. With more than
350 product registrations, they cover more than 49 countries.They are regular suppliers to
UNICEF and other aids and charity organizations. Trained professional field personnel and
detailmen man our front-end operations.
Strides global initiatives in AIDS, TB and Malaria (ATM) have started yielding results they
have just signed a contract for treatment 20,000 patients with ARVs for one year. In TB,
they are one of the few companies pre-qualified by WHO for supplies to the Global TB
Drug Facility.
They have made major forays into regulated markets in partnership with global pharma
companies.
45

TABLE 1

SHOWING THE AGE DISTRIBUTION OF EMPLOYEES



AGE CLASS NO. OF RESPONDENTS PERCENTAGE
Less than 30 15 50%
30-35 6 20%
35-40 8 27%
40 & ABOVE 1 30%
TOTAL 30 100%

46

CHART 1


SHOWING THE AGE DISTRIBUTION OF EMPLOYEES :


50%
20%
27%
3%
Less than 30
30-35
35-40
40 & ABOVE



CONCEPT :

Age of employees is the most important factor, which indicates the experience and
knowledge of the employees.

ANALYSIS :


From the study it is found that 50% of the employees are in the age group of less
than 30, followed by 20% in the age group of 30-35 years, 25% from the 35 40 years,
while 3% from the age group of 40 and above.

INTERPRETATION OF DATA :


The above diagram indicates that 30% of the employees fall under age group of 35
years and above who enjoy more experience with regard to their responsibility.
47

TABLE 2



SHOWING THE RESPONSE OF RESPONDENTS ABOUT THE
TRAINING PROGRAM CONDUCTED LAST YEAR.


SL NO RESPONSE
NO. OF
RESPONDENTS
PERCENTAGE
1 YES 26 87%
2 NO 4 23%
TOTAL 30.00 100%

48

CHART 2

SHOWING THE RESPONSE OF RESPONDENTS ABOUT THE
TRAINING PROGRAM CONDUCTED LAST YEAR.


0
10
20
30
YES NO


ANALYSIS :

From the above table it is found that 87% of the respondents says YES that they
had undergone training last, whereas 23% says NO.
INTERPRETATION OF DATA :

From the above analysis, they can conclude that majority of the respondents had
undergone training program in the last year.






49
TABLE 3

SHOWING TYPE OF TRAINING UNDERGONE BY EMPLOYEES :

TYPE
No. of
Respondents
PERCENTAGE
On-Job Training 20 67%
Off-Job-Training 6 20%
BOTH 4 13%
TOTAL 100%

50

CHART 3

SHOWING TYPE OF TRAINING UNDERGONE BY EMPLOYEES :

67%
20%
13%
On-Job Training
Off-Job-Training
BOTH

CONCEPT:


Satisfaction is the most important part of Training Programme. It plays a major role
in employees growth, personal development and interest or commitment towards work.
ANALYSIS :

From the above chart, it is understood that 67% of the employees are

INTERPRETATION OF DATA :

From the above, on-the-job training is given importance in Strides Arcolab Limited
being a Pharmaceutical Company major part of the work is involved in Laboratory.

51

TABLE 4

SHOWING THE RESPONSE TOWARDS SATISFACTION LEVEL
FOR DURATION OF TRAINING :

RESPONSE No. OF RESPONDENTS PERCENTAGE
Satisfied 22 66%
Not Satisfied 0 0%
Moderately satisfied 5 15%
Can't say 3 9%
TOTAL 30 100%

52
CHART 5

SHOWING THE SATISFACTION LEVEL OF RESPONDENTS
TOWARDS DURATION OF TRAINING UNDERGONE :
66%
0%
15%
9%
Satisfied
Not Satisfied
Moderately
satisfied
Can't say

CONCEPT
Satisfaction of the learner is the most important factor in Training programme. It
plays a major role in employees growth and development, commitment towards the job.
ANALYSIS

The above chart shows that 66% of employees are satisfied with the duration of
Training, whereas 15% are moderately satisfied and 9% indicates as they could not
conclude.
INTERPRETATION OF DATA :

Thus employees are satisfied with the Training duration extended by the Strides
Arcolab Limited since there is no particular training period for employees, since training is
given as and when required which calls for upgradation of technical, new skills and
knowledge being Research based industry.

53

TABLE 5

SHOWING THE EMPLOYEES SELECTION CRITERIA FOR
TRAINING :

RESPONSE No. OF RESPONDENTS PERCENTAGE
Department 9 27%
Company 6 18%
Random 14 42%
Not known 1 3%
TOTAL 30 100%

54

CHART 5

SHOWING THE SELECTION CRITERIA FOR TRAINING :

27%
18%
42%
3%
Department
Company
Random
Not known

CONCEPT

For training, a Company has to follow some criteria for Selection depending on the
need and to get each employees trained to achieve the desired results.
ANALYSIS

From the above diagram, 42% of the employees are selected randomly, 18% by
Company, 27% by the Department, while 3% says as not known the criteria for selection
for Training.
INTERPRETATION OF DATA :

The above vividly depicts the 42% of employees are selected randomly for the
training programme and no other proper method is follotheyd.


55
TABLE 6

SHOWING THE OPINION OF RESPONDENTS ABOUT
RECEIVING TRAINING REGULARLY :

SL. NO RESPONSE
No. OF
RESPONDENTS
PERCENTAGE
1 YES 28 92%
2 NO 2 8%
TOTAL 30 100%

56

CHART 6

SHOWING THE DISTRIBUTION OF REGULAR TRANING
ACTIVITY :
92%
8%
YES
NO


CONCEPT:
Training should be a regular activity: it has to be given regularly to the employees to
enable the them to carry out their job in the required manner without any deviation.

ANALYSIS:

From the above table it is clear that of the 92% of respondents says that they
undergo training regularly and only 2% say that they dont receive training.

INTERPRETATION:
Thus, it is found that at Strides Arcolab, training is a regular and continuous process
based on the training needs and general training guideline structure.

57
TABLE 7

SHOWING AWARNESS ABOUT TRAINING OBJECTVIES WHEN
BEING SELECTED

SL. NO RESPONSE
No. OF
RESPONDENTS
PERCENTAGE
1 YES 26 87%
2 NO 4 13%
TOTAL 30 100%

58

CHART 7

SHOWING THE DISTRIBUTION OF AWARNESS ABOUT
TRAINING OBJECTIVES

87%
13%
0%
20%
40%
60%
80%
100%
1 YES NO


CONCEPT :
A Trainee has to know the objectives of the Training Program before the Training
Program. From this he will know that what he is going to learn, need to achieve out of it.

ANALYSIS
From the above diagram, it shows that out of 30 respondents, 87% accepted that
they are aware about the Training objectives, while balance 13% says NOT.

INTERPRETATION
Thus is it clear that the most of the employees are aware about the Training
Objectives when being selected.
59

TABLE 8

SHOWING THE OPINIONS OF RESPONDENTS ABOUT THE
TRAINEES FEEDBACK

SL. NO RESPONSE
No. OF
RESPONDENTS
PERCENTAGE
1 Yes 24 80%
2 Not at all 0 0%
3 To some extent 3 10%
4 Not known 3 10%
TOTAL 30 100%


60
CHART 8

SHOWING THE OPINION OF THE RESPONDENTS TOWARDS
RAINING FEED BACK
80%
0%
10%
10%
Yes
Not at all
To some extent
Not known


CONCEPT:
Trainee's feedback is most important tool which helps the Organisation to evaluate
the Training standards, needs. If the trainees feedback is considered with necessary
action plan, they will be motivated and do the best job.

ANALYSIS:
From the above chart, it clearly shows that 80% of the respondents says YES, their
feed back is considered, while 10% says that their feedback is considered to some extent
and balance 10% says that they do no know.

INTERPRETATION:
From the above analysis, it is found clearly that Trainees feedback is given
importance in Strides Arcolab Limited.

61
TABLE 9

SHOWING THE OPINION OF RESPONDENTS ABOUT SKILLS
AND TACTICS TAUGHT FOR EFFICIENT JOB EXECUTION

SL.
NO
RESPONSE
No. OF
RESPONDENTS
PERCENTAGE
1 To some extent 6 20%
2 To a great extent 10 33%
3 Yes 11 37%
4 Not at all 0 0%
TOTAL 27 100%

62
CHART 9

SHOWING THE OPINION OF RESPONDENTS ABOUT
APPLICABILITY OF SKILLS AND TACTICS TAUGHT IN
EFFEICIENT JOB EXECUTION

6
10
11
0 0
2
4
6
8
10
12
To some
extent
To a great
extent
Yes Not at all

CONCEPT:
Skills and efficiency learned in the Training need to be applied in the relevant Job
execution.

ANALYSIS:
From the above it is found that 10% of the respondents says that it is applicable only
to some extent, while 10% says to a great extent, 11 % says just yes.

INTERPRETATION:
From the above analysis, it can be concluded that the majority of respondents
accepts that the Training helps in improving their skills and execute their job efficiently.
63

TABLE 10

SHOWING THE MANAGEMENT CO-OPERATION
DURING TRAINING AND DEVELOPMENT

SL.
NO
RESPONSE
No. OF
RESPONDENTS
PERCENTAGE
1 Good 26 87%
2 Moderate 4 13%
3 Bad 0 0%
4 No support 0 0%
TOTAL 30 100%

64
CHART 10

SHOWING THE MANAGEMENT CO-OPERATIN DURING
TRAINING AND DEVELOPMENT

87%
13% 0% 0%
Good
Moderate
Bad
No support


CONCEPT:
The Management support should be extended to the Trainees, it can motivate them
and develops confidence in handling various kinds of jobs.

ANALYSIS:
From the above chart, it is found that 87% of the respondents says that the
Management is supporting to a great extent, while 13% says that they are getting moderate
support.

INTERPRETATION
From the above analysis, it is found that the majority of the respondents are of the
opinion that the Management is extending its full co-operation during Training and
Development program.
65

TABLE 11

SHOWING THE OPINION OF THE RESPONDENTS ABOUT
KNOWLEDGE DEVELOPMENT DURING TRAINING:

SL. NO RESPONSE
No. OF
RESPONDENTS
PERCENTAGE
1 To some extent 12 40%
2 To a great extent 12 40%
3 Yes 6 20%
4 Not at all 0 0%
TOTAL 30 100%

66

CHART 11

SHOWING THE OPINION OF RESPONDENTS OF KNOWLEDGE
DEVELOPMENT DURING TRAINING AND DEVELOPMENT.
40%
40%
20%
0%
To some extent
To a great extent
Yes
Not at all


CONCEPT:
Knowledge is the important factor for any kind of learning. It gives an idea to a
employee about the subject matter.

ANALYSIS:
From the above table, it is found that 40% of the respondents says that the training
helps in knowledge development to great extent, 40% says to some extent while balance
20% says seemingly yes.

INTERPRETATION:
From the above analysis, it is found that the majority of the respondents saying that
the training helps to knowledge development during training program.
67

TABLE 12

SHOWING THE OPINION OF THE RESPONDENTS OF
SHOULDERNG ANY HIGHER RESPONSIBILITY


SL. NO
RESPONSE
No. OF
RESPONDENTS
PERCENTAGE
1 Confident 25 83%
2 To some extent 5 17%
3 Not at all 0 0%
4 Not known 0 0%
TOTAL 30 100%

68

CHART 12
SHOWING THE OPINION OF RESPONDENTS ABOUT
SHOULDERING HIGHER RESPONSIBILITY.
83%
17%
0% 0%
Confident
To some extent
Not all all
Not known


CONCEPT:
Training helps in getting promotion also, if an employees is undergoes training, he
may get promoted to higher level.

ANALYSIS:
From the above table, it is found that 83% of the respondents say that they are
confident to shoulder higher responsibility, while 17% says that to some extent they are
confident.

INTERPRETATION:
From the above analysis, they can conclude that majority of the respondents are
confident and ready to handle any higher responsibility

69

TABLE 13

SHOWING THE OPINION ABOUT TRAINING COURSE
CONTENT:

SL. NO
RESPONSE
No. OF
RESPONDENTS
PERCENTAGE
1 Good 25 83%
2 Properly chose 5 17%
3 Bad 0 0%
TOTAL 30 100%

70

CHART 13

SHOWING THE OPINION ABOUT TRAINING COURSE
CONTENT:
83%
17%
0%
Good
Properly chose
Bad


CONCEPT:
Even though the Company choose the Training contents relevant to the job, the
trainees opinion is also very important from their angle. Training contents should cover all
necessary information regarding the training subject, so that an employee can fee easy to
understand the matter in clear manner.

ANALYSIS
From the above table it is clear that 83% of the respondents says properly chosen,
while remaining 17% saying as good.

INTERPRETATION:
From the above analysis, it is found that majority of the respondents opinion says
that it is properly chosen.

71
TABLE 14

SHOWING THE OPINION OF THE RESPONDENTS TOWARDS
THE FACILITIES PROVIDED DURING TRAINING:

SL. NO RESPONSE
No. OF
RESPONDENTS
PERCENTAGE
1 LCD 25 83%
2 OHP 5 17%
3 BOOKS 0 0%
4 AUDIO 0 0%
TOTAL 30 100%

72

CHART 14

SHOWING THE OPINION OF RESPONDENTS ABOUT THE
FACILITIES PROVIDED DURING TRAINING:
83%
17%
0% 0%
0%
20%
40%
60%
80%
100%
LCD OHP BOOKS AUDIO

ANALYSIS:
From the data the picture indicates 83% and 17% are of the opinion that they are
provided with LCD AND OHP facility respectively.

INTERPRETATION
From he above analysis it is clear that the majority of respondents says LCD
facilities are being provided during training program.
73

TABLE 15
SHOWING THE SATISFACTION LEVEL OF RESPONDENTS
ABOUT THE TRAINING FACILITY PROVIDED.

SL. NO RESPONSE
No. OF
RESPONDENTS
PERCENTAGE
1 YES 27 90%
2 NO 3 10%
TOTAL 30 100%

74

CHART 15
SHOWING THE SATISFACTION LEVEL OF RESPONDENTS
ABOUT THE TRAINING FACILITY PROVIDED.

90%
10%
YES
NO


CONCEPT:
The facilities provided during the training have major impact. It should have
professional environment and support to the Trainees.

ANALYSIS:
From above chart showing that 90% of the respondents are of the opinion that the
existing facility is good.

INTERPRETATION:
From the above chart, it is clear majority the respondents say that they are satisfied
with the existing facilities provided during the Training.
75

TABLE 16

SHOWING THE OPINION OF RESPONDENTS ABOUT THE
TRAINERS THEORATICAL KNOWLEDGE

SL. NO RESPONSE
No. OF
RESPONDENTS
PERCENTAGE
1 Excellent 9 30%
2 Good 17 57%
3 Average 4 13%
4 Poor 0 0%
TOTAL 30 100%

76

CHART 16

SHOWING THE OPINION OF RESPONDENTS ABOUT THE
TRAINERS THEORATICAL KNOWLEDGE
30%
57%
13%
0%
0%
10%
20%
30%
40%
50%
60%
Excellent Good Average Poor

CONCEPT:
A trainer should have thorough knowledge about the Training, so that he can clear
the doubts of the Trainee theoretically.

ANALYSIS
From the above table it is found that 30% of the respondents says that trainers
knowledge is excellent, when 50% quotes as good and 13% are of the opinion that it is
average.

INTERPRETATION
From the above analysis they can conclude that majority of the respondents are
showing positive opinion about the Trainers theoretical knowledge is good.


77
TABLE 17

SHOWING OPINION TOWARDS THE SATISFACTION OF
EXAMPLES BEING QUOTED DURING TRAINING PROGRAMME

SL. NO RESPONSE
No. OF
RESPONDENTS
PERCENTAGE
1 Highly Satisfied 10 33%
2 Not satisfied 0 0%
3 Satisfied 20 67%
4 Highly dissatisfied 0 0%
TOTAL 30 100%

78
CHART 17

SHOWING OPINION TOWARDS THE SATISFACTION OF
EXAMPLES BEING QUOTED DURING TRAINING PROGRAMME

33%
0%
67%
0%
0% 20% 40% 60% 80%
Highly Satisfied
Not satisfied
Satisfied
Highly dis-satisfied


CONCEPT:
During training, it is very helpful if the trainer quote the relevant and good examples
that the trainee can understand the subject clearly. This enables the employee to
remember and helpful while applying this for job execution.

ANALYSIS:
From the above table, it is found that 67% of the respondents are satisfied with the
examples quoted, 33% says they are highly satisfied.

INTERPRETATION
From the above analysis, they can conclude that the respondents are satisfied with
the examples being quoted during training.
79



TABLE 18

SHOWING THE OPINION TOWARDS FEEDOM OF EXPRESSION
GIVEN TO TRAINEES

SL. NO RESPONSE
No. OF
RESPONDENTS
PERCENTAGE
1 Good 29 97%
2 No Freedom 0 0%
3 Average 1 3%
TOTAL 30 100%

80

CHART 18
SHOWING THE OPINION TOWARDS FEEDOM OF EXPRESSION
GIVEN TO TRAINEES
G
o
o
d
N
o
F
r
e
e
d
o
m
A
v
e
r
a
g
e
S1
97%
0%
3%
0%
20%
40%
60%
80%
100%


CONCEPT:
The freedom of expression of doubts is which in turn will affect the productivity of the
organization, if no freedom is given then Trainee might do some mistakes in while working
in Laboratories, Machines and executing Shipments.

ANALYSIS :
From the above table it is found that 97% of the respondents says freedom of
expression in clearing their doubts is good, while 3% says average.

INTERPRETATION :

From the above, they can conclude that majority of the respondents are highly
satisfied with the freedom extended to them for expressing their doubts for clearance.
81

TABLE 19

SHOWING THE OPINION OF THE READING MATERIAL DURING
THE TRAINING PROGRAM.

SL. NO RESPONSE
No. OF
RESPONDENTS
PERCENTAGE
1 Sufficient 25 83%
2 Not Sufficient 0 0%
3
Moderately
sufficient 5 17%
TOTAL 30 100%

82

CHART 19

SHOWING THE OPINION OF THE READING MATERIAL DURING
THE TRAINING PROGRAM.
83%
0%
17%
0%
20%
40%
60%
80%
100%
Sufficient Not Sufficient Moderately
sufficient


CONCEPT:
Enough reading material will definitely increase the knowledge of the trainees and
they can have the clear idea of the subject what is being dealt with.

ANALYSIS
From the above table it is found that 83% of the respondents are of the opinion that
the reading materials given during training is sufficient while remaining 17% says
moderately sufficient.
83

TABLE 20

Showing the response of employees towards training and
development program is regular activity at STRIDES ARCOLAB
LIMITED

SL. NO RESPONSE
No. OF
RESPONDENTS
PERCENTAGE
1 YES 30 100%
2 NO 0 0%
TOTAL 30 100%

84

CHART 20

Showing the response of employees towards training and
development program is regular activity at STRIDES ARCOLAB
LIMITED
100%
0%


CONCEPT :
Regular training program keep the employees updated and intact about the
knowledge of various hurdles arising during the job process.

ANALYSIS :
From the above table it is found that 100% of the respondents are says YES, the
Company follows training and development program as regular activity.

INTERPRETATION :
From the above analysis they can conclude that the Training and Development
program is follotheyd as regular activity at this Company.

85
TABLE 21

Showing the opinion of respondents about the investment
made on training gains more than the expected returns/results

SL. NO RESPONSE
No. OF
RESPONDENTS
PERCENTAGE
1 YES 30 100%
2 NO 0 0%
TOTAL 30 100%

86

CHART : 21

Showing the opinion of respondents about the investment
made on training gains more than the expected returns/results
100%
0%

CONCEPT :
Investment on Training need to be measured to know whether it is gaining the
expected returns. An attempt was made to know the respondents opinion about the same.

ANALYSIS :
From the above diagram, 100% of the respondents says that the Company is
gaining expected returns from the Training.

INTERPRETATION
The ROI The return on investment made towards training and development activity
is difficult to measure. Hotheyver, employees are made to be aware about the cost
invested by Company indirectly and they must be motivated to get the desired result
output. In Strides Arcolab, the respondents feel that the return on investment made for
training is more than the expected gain.

87
FINDINGS

Training and development programs at Strides Arcolab Limited is aimed at
systematic development of knowledge, skills, attitude and team work.

The majority of employees fall under age group of 35 years and above who enjoys
more experience with regard to their responsibility.

Maximum respondents have undergone training program in the last year. But it is
only showing 66% of the respondent are satisfied with the training duration

The employees are not aware about the criteria of selection for Training. 42% of the
employees are selected randomly for the training programme and no other proper
method is followed

The Trainee has to know the objectives of Training before selection. Only 87% of
the employees are aware about the objective of training when being selected.

Knowledge is the important factor for any kind of learning. It gives an idea to
employee about the subject matter. 40% said that the training imparted is only
helping to some extent in gaining the knowledge, not to the full extent.

Training is given to employees by recognizing their area of deficiency. No training is
imparted to the employees on the basis of giving promotion upon completion.

The Return of investment made on the training and activity are not measured
properly. Employees are feeling that the return on investment made for training is
more than the expected gain.

88

CONCLUSIONS

The human resource executives should be exposed to lot of management programs

More experienced and senior executive should be involved in training sessions and
for experience sharing sessions

The duration of the Training programme should increase

The employees should aware about the criteria for selection and they should aware
about the objectives of training when being selected.

Training should be more relevant to the job and need contribute to trainees
knowledge to the fullest extent.

Training also to imparted to the employee based on giving promotion, not just only
for the employees who are found inefficient. This helps in motivating the employees
and maintain the effectiveness of training.

The ROI The return on investment made towards training and development
activity need to be measured. Employee has to be aware about the cost invested by
Company indirectly and they will be motivated to get the desired result output.



89
ANNEXURES :
QUESTIONNAIRE

Personal Data of the Employees

2. Age
3. Designation

Q1. Have you undergone any Training in the last year

a. YES b. NO.


Q2.What is the Training duration undergone?

a. Less than one month b. 1 - 3 months

c. 3-6 month e. 6 & above


Q3. Type of training undergone by you :

a. On the Job b. off the job

Q4. Are you satisfied with the duration of training programmes ?

a. Satisfied b. Not Satisfied

c. Moderately satisfied e. Not known

Q5. What is the selection creiteria for Training ?

a. By the Department Head b. By the Supervisor

c. By the Company e. Not known

90
Q6. Do you get training/s periodically?

a. YES b. NO

Q7. Are you aware about the training objectives when being selected ?

a. YES b. NO

Q8. Is your feedbacks on training modules are considered ?

a. Yes b. Not at all

c. To some extent e. Not known

Q9. Does training helps you in improving skills and tactics for effective
execution of job?
a. To some extent b. To a great extent

c. Yes e. Not at all


Q10. What Is the support you receive from your immediate reporting officer in the
form of feedback while implementing training inputs?

a. Good b. Moderate

c. Bad e. No support

Q11. How training helps you in your knowledge development ?

a. To some extent b. To a great extent

c. Yes e. Not at all

Q12. What is your confidence level to shoulder any higher responsibility after
the training?
a. Confident b. To some extent

c. Not at all e. Not known
91

If yes, what type of responsibility you would like shoulder for




Q13. Your opinion about relevancy of course syllabus ?

a. Good b. Bad

c. Properly Chosen


Q14. What are the facilities provided during training ?

a. LCD b. OHP

c. Books e. Audio

a. Any other

Q15. Are you satisfied witht eh facilities available?

a. YES b. No

If no, please give your suggestions in providing better facilties during Training





Q16. How is the Trainer's theoretical knowledge?

a. Excellent b. Good

c. Average e. Poor


92
Q17. Are you satisfied with the relevant examples given during Training ?

a. Highly satisfied b. Not satisfied

c. Satisfied e. Highly dissatisfied

Q18. How is the liberty of expressions given to trainees to clear their doubts ?

a. Good b. No freedom at all

c. Average

Q19. About reading material given during the training

a. Sufficient b. Not sufficient

c. Moderately sufficient

Q20. Whether the company conducting training & development as a regular
activity for the growth of employees ?

a. Yes b. No

if yes, who prepares training requirements


21. Do you feel the investment made on training gains more than the expected
returns?
a. Yes b. No

Your valuable suggestion are important for us to improve the efficiency
of Training and Development activity. Please suggest liberally.





93
BIBIOLOGRAPHY

HUMAN RESOURCE MANAGEMENT V. S. RAO
HUMAN RESOURCE MANAGEMENT GARY DESSLER
STRATEGIC HUMAN RESOURCE MANAGEMENT SRINIVAS R KANDULA
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