Académique Documents
Professionnel Documents
Culture Documents
1. Executive summary
2. Introduction to Training and Development
3. Importance of Training and Development
4. Need for the study
5. Research methodology
Sampling plan
Area covered
Methodology
6. Data collection
Primary data
Secondary data
7. Data Analysis
Statistical tool
Statistical package
S.N
QUESTIONS
Strongly
disagree
Somewhat
disagree
Neither
agree nor
disagree
Some
what
agree
Strongly
agree
1.
2.
3.
4.
5.
6.
7.
8.
10.
11.
1.
9.
EXECUTIVE SUMMARY
Telecommunication is a technology intensive industry with a high probability of
obsolescence. Our country has witnessed a number of technologies varying from magneto
exchanges to the modern New Technology Digital Switches. We have also seen changes
in the transmission technology starting from carrier systems to the DWDM systems
providing long distance circuits across the length and breadth of the country.
Telecommunications today is both a public utility and a vital infra-structure. Therefore an
in house training center is an essential institution for continuous training of the officers
and employees in this key technological field.
Training is a process through which a person enhances and develops his efficiency,
capacity and effectiveness at work by improving and updating his knowledge and
understanding the skills relevant to perform his or her job.
Training also helps a person cultivate appropriate and desired behavior and attitude
towards the work and people. Unless training is provided, the jobs and lives of employees
in organizations are at stake.
It gives people an awareness of the Rules & Procedures to guide their behavior. It is an
application of knowledge to improve the performance on the Current job or to prepare
one for an intended job.
Organization & individual for their survival & attainment of mutual goals should
develop & progress simultaneously; this can be done mainly through training technique
because training is the most important technique & it is a value addition to the
organization through Human Resource Development for the development of the
employee. The employee she/he been selected, placed & introduced in an organization
should be provided with training facilities in order to adjust & make them suitable for the
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 &
one of the fundamental operative functions of Human Resource Development.
Organizational efficiency, productivity, progress & development, also organization
viability, stability & growth to greater extent depend on training. If the required training
is not provided it leads to the performance failure of the employees. Training enhances
the Competence, Commitment, and Creativity & Contribution to the organization.
The first step in my study is to find out the effectiveness of training and development in
achieving the goals of the company, to study the different methods of training followed at
BSNL, The basis on which training programmees are planned and scheduled and how the
performance appraisal helps in identifying training needs.
The second step was data collection through various sources I used both primary and
secondary data for the study as both are quiet essential in any type of survey.
primary data was collected through survey and personal interview, whereas secondary
data made use of certain reports from the HRD department provided the information as to
the total no of employees, schedule of training programs, number of persons attending it
and other such things. The secondary data also included textbooks, company data,
internet.
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
of two test that is : frequency test and correlation.
These tests gave the clear idea about the most significant factors which are positively
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
effective training and development in the organization.
This study gives a detailed idea about the employees attitude towards the training
program and how the employees apply the knowledge, skills and attitude in job
performance.
Therefore through the analysis the study could be interpreted that the training and
development programs are quiet effective but still needs to be improved on some of the
aspects mentioned above.
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.
TRAINING AND DEVELOPMENT is a subsystem of an organization. It ensures that
randomness is reduced and learning or behavioral change takes place in structured
format.
The modern approach of training and development is that Indian Organizations have
realized the importance of corporate training. Training is now considered as more of
retention tool than a cost. The training system in Indian Industry has been changed to
create a smarter workforce and yield the best results
TRAINING AND DEVELOPMENT OBJECTIVES
The principal objective of training and development division is to make sure the
availability of a skilled and willing workforce to an organization. In addition to that, there
are four other objectives: Individual, Organizational, Functional, and Societal.
Individual Objectives help employees in achieving their personal goals, which in turn,
enhances the individual contribution to an organization.
Organizational Objectives assist the organization with its primary objective by bringing
individual effectiveness.
Functional Objectives maintain the departments contribution at a level suitable to the
organizations needs.
Societal Objectives ensure that an organization is ethically and socially responsible to
the needs and challenges of the society.
Organization Culture Training and Development helps to develop and improve the
organizational health culture and effectiveness. It helps in creating the learning culture
within the organization.
Organization Climate Training and Development helps building the positive
perception and feeling about the organization. The employees get these feelings from
leaders, subordinates, and peers.
Quality Training and Development helps in improving upon the quality of work and
work-life.
Healthy work-environment Training and Development helps in creating the healthy
working environment. It helps to build good employee, relationship so that individual
goals aligns with organizational goal.
Health and Safety Training and Development helps in improving the health and safety
of the organization thus preventing obsolescence.
Morale Training and Development helps in improving the morale of the work force.
Image Training and Development helps in creating a better corporate image.
Profitability Training and Development leads to improved profitability and more
positive attitudes towards profit orientation.
Training and Development aids in organizational development i.e. Organization gets
more effective decision making and problem solving. It helps in understanding and
carrying out organisational policies
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)
JTO Induction program: BSNL corporate office has approved the JTO Induction
Training Structure & Syllabus vide its letter no 4-1/04/Trg dated 23/6/2006.
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.
Panel of volunteers for posting in ALTTC, Ghaziabad,
NATFM, Hyderabad: BSNL Corporate office has again sought applications of willing
officers having B.Tech & MBA qualification for -JAG/ DEs/ SDEs /TTS Group B &
Group A officers its letter NO.22-6/2005 - Trg Dated: 21.3.2006
Considering the need to update the knowledge and skills of the technical maintenance
personnel in specific disciplines of technology from time to time, a system of short-term
practical oriented training programmes has been developed by this institute. For
conducting these courses the trainers go to the field stations. These programmes called
Field Training Programmes (FTPs) are for a maximum of 5 days duration and conducted
with the help of the equipment available in the field. Besides training the lower staff on
job, this also helps the trainers getting acquainted with the day to day problems in the
field which can later be taken care of in the training modules being developed in the
Training Centre.
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.
also payable. (The above rates are under revision and latest rates may be checked at the
time of nomination of candidates).
Bhubaneshwar
Chennai
Guwahati
Hyderabad
Jaipur
Kalyani
Lucknow
Mysore
Nagpur
Patna
Pune
Rajpura
Thiruvanathapura
m
LOCATION OF CIRCLE TELECOM TRAINING CENTRES OF BSNL
Ahmedabad
Bhopal
Bhubaneshwar
Calcutta
Chennai
Guwahati
Jaipur
Jammu
Kakinada
Kurukshetra
Lucknow
Mysore
Meerut
Nasik
Patna
Rajpura
Shillong
Sunder Nagar
Thiruvanantpuram
Bangalore
Calcutta
Chhenai
Hyderabad
Pune
For the organizational viability & transformation process the organization has to
train its employees to impart specific skills & knowledge in order to contribute to
organizational efficiency & to cope with the changing environment.
ii.
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.
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.
Following are the steps in the research design.
Sampling Plan
Sample size: sample size taken for this study is 100 employees
covering all the departments of the organization.
Area covered
For this survey I have covered all the departments of the organization - BSNL Belgaum.
Following are the number and name of departments.
Sl no Department
No. of employees
1
2
3
4
5
20
20
20
20
20
100
Planning
Administration
Operations
Accounts
HRD
Total
Methodology:
A list of questions was prepared by me under the guidance of my mentor.
Following were the steps in my study.
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
SECONDARY DATA
It was collected from the website of the company, and the compaby personnel, certain
reports from the HR department. The research also took the help of the books and journal.
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
Analyze the rating of employees using the statistical tool (spss software)
(i)
(ii)
correlation
1. Due to restriction to enter into some of the departments at BSNL I could not cover
some of the aspects required for my study.
2. Interaction with the company executive was limited due to their busy schedule.
3. The information collected is mainly primary data and the accuracy is subject to
the responses received.
.
Its not what you want in life, but its knowing how to reach it
Its not where you want to go, but its knowing how to get there
Its not how high you want to rise, but its knowing how to take off
It may not be quite the outcome you were aiming for, but it will be an outcome
Its not what you dream of doing, but its having the knowledge to do it
It's not a set of goals, but its more like a vision
Its not the goal you set, but its what you need to achieve it
Training is about knowing where you stand (no matter how good or bad the current
situation looks) at present, and where you will be after some point of time.
Training is about the acquisition of knowledge, skills, and abilities (KSA) through
professional development.
OBJECTIVES OF TRAINING:
Preparing both the old & new employees to meet the present as well
as the changing requirements of the job & the organization.
Preventing obsolescence.
Preparing employees for the higher-level tasks.
Ensuring smooth & efficient working of the department.
Ensuring economical output of the required quality.
Imparting knowledge & skills for new entrants.
Induction
Updating
Preparing for future assignments
Competency development
CLASSIFICATION OF TRAINING:
There are a number of training methods available; Use of a particular method
depends on the type of trainees viz. worker, supervisor and manager. Basically these
methods can be classified into following categories:
1.Induction training:
Here, training is given to newly joined employees. The main objective of this
training is to give an idea to the employee about the particular work. It is concerned with
orienting a new employee to a new environment.
2.On-the-job 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:
Apprenticeship training is normally given to artisans, electricians, plumbers and a
like. The duration is mainly 6 months to 2 years; this is carried out under the guidance
and intimate supervision of master craftsman, expert worker and supervisor. During
training period the trainee is paid less than that of a qualified worker.
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
different job assignments. This method gives an opportunity to the trainee to
understand the problems of employees on other jobs.
5.Coaching:
The trainee is placed under a particular supervisor who functions as a coach in
training the individuals. The supervisor provides feedback to the trainee on his
performance and offers him some suggestions for improvements. But the trainee may not
have the freedom or opportunity to express his own ideas.
6.Job Instruction:
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.
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.
equipments, which are used in actual job performance, are also used in training. This
type of training is commonly used for training personal for clerical and semi-skilled jobs.
Theory can be related to practice in this method.
10.Role-playing:
It is a method of human interactions that involves realistic behavior in imaginary
situations. This method of training involves certain characters. This method is mostly
used for developing inter-personal interactions and relations.
11.Lecture Method:
The instructor organizes the material and gives it to a group of trainees in the form
of a talk. To be effective, the lecture must motivate and create interest among the
trainees. This method is direct and can be used for a large group of trainees. Costs and
time involved are reduced.
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:
The subject matter to be learned is presented in a series of carefully planned
sequential units.
instruction. The trainee goes through these units by answering questions or filling the
blanks.
14.Internship Training:
Here, the organization makes arrangements with technical institutes to get its
employees duly trained in the latest theoretical knowledge and other developments
relating to trade, this training is provided to the employee in such a way as to bring
balance between theory and practice.
professionals.
Technological advances
Organizational complexity
Learning principles
Training
1. Training is often referred to as
importing specific skills.
2. The focus is on improvement in
performance after training.
3. The impact of training be
experienced and assessed by the
organization.
4. Usually, administrative, supervisory
and technical workforce may be
exposed to training program.
Development
1.
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.
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.
3. DEVELOPMENT This phase translates design decisions into training material. It
consists of developing course material for the trainer including handouts, workbooks,
visual aids, demonstration props, etc, course material for the trainee including handouts
of summary.
4. EXECUTION This phase focuses on logistical arrangements, such as arranging
speakers, equipments, benches, podium, food facilities, cooling, lighting, parking, and
other training accessories.
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.
TYPICAL
REASONS
FOR
EMPLOYEE
TRAINING
AND
DEVELOPMENT
Training and development can be initiated for a variety of reasons for an employee or
group of employees, e.g.,:
GENERAL
BENEFITS
FROM
EMPLOYEE
TRAINING
AND
DEVELOPMENT
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:
Enhanced company image, e.g., conducting ethics training (not a good reason for
ethics training!)
COMPANY PROFILE:
Correlations
Training
helps to
increase
productivity & Training
achieve org programs are
goal
well planned
Training helps to increase Pearson Correlation
1.000
.172
productivity & achieve org Sig. (2-tailed)
.
.088
goal
N
100
100
Training programs are Pearson Correlation
.172
1.000
well planned
Sig. (2-tailed)
.088
.
N
100
100
Training Program are of Pearson Correlation
.284**
.252*
sufficient duration
Sig. (2-tailed)
.004
.011
N
100
100
Training is periodically
evaluated & improved
Training Program
emphasis on managerial
& technical capabilities
Training is given
adequate importance
Employees are
sponsored for trainig
programs
Sponsored employees
take training seriously
Employees participation
in determining training
needs
Ehe quality of training is
excellent
External training program
are well examined
Training program is well
designed & widely shared
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
.275*
.028
64
.079
.537
64
.291*
.020
64
.402**
.001
64
.315*
.011
64
.141
.268
64
.055
.663
64
.098
.443
64
.228
.070
64
.280*
.025
64
-.037
.773
64
-.141
.267
64
.209
.098
64
.044
.730
64
.077
.545
64
.129
.310
64
.164
.196
64
.002
.987
64
Training
Program are
of sufficient
duration
.284**
.004
100
.252*
.011
100
1.000
.
Training is
periodically
evaluated &
improved
.275*
.028
64
.280*
.025
64
.365**
.003
Training
Program
emphasis on Training is
managerial &
given
technical
adequate
capabilities importance
.079
.291*
.537
.020
64
64
-.037
-.141
.773
.267
64
64
.434**
.512**
.000
.000
Employees
are
sponsored
for trainig
programs
.402**
.001
64
.209
.098
64
.427**
.000
Sponsored Employees
employees participation Ehe quality
take training in determining of training
seriously training needs is excellent
.315*
.141
.055
.011
.268
.663
64
64
64
.044
.077
.129
.730
.545
.310
64
64
64
.378**
.357**
.456**
.002
.004
.000
External
Training
training program is
program well designed
are well
& widely
examined
shared
.098
.228
.443
.070
64
64
.164
.002
.196
.987
64
64
.293*
.490**
.019
.000
100
64
64
64
64
64
64
64
64
64
.365**
.003
64
.434**
.000
64
.512**
.000
64
.427**
.000
64
.378**
.002
64
.357**
.004
64
.456**
.000
64
.293*
.019
64
.490**
.000
64
1.000
.
64
.299*
.017
64
.386**
.002
64
.349**
.005
64
.066
.606
64
.195
.122
64
.230
.067
64
-.026
.841
64
.219
.083
64
.299*
.017
64
1.000
.
64
.300*
.016
64
.227
.072
64
.441**
.000
64
.137
.280
64
.344**
.005
64
.215
.088
64
.369**
.003
64
.386**
.002
64
.300*
.016
64
1.000
.
64
.360**
.003
64
.361**
.003
64
.441**
.000
64
.424**
.000
64
-.050
.696
64
.535**
.000
64
.349**
.005
64
.227
.072
64
.360**
.003
64
1.000
.
64
.522**
.000
64
.629**
.000
64
.440**
.000
64
.298*
.017
64
.320*
.010
64
.066
.606
64
.441**
.000
64
.361**
.003
64
.522**
.000
64
1.000
.
64
.507**
.000
64
.483**
.000
64
.396**
.001
64
.423**
.000
64
.195
.122
64
.137
.280
64
.441**
.000
64
.629**
.000
64
.507**
.000
64
1.000
.
64
.640**
.000
64
.125
.327
64
.350**
.005
64
.230
.067
64
.344**
.005
64
.424**
.000
64
.440**
.000
64
.483**
.000
64
.640**
.000
64
1.000
.
64
.276*
.027
64
.548**
.000
64
-.026
.841
64
.215
.088
64
-.050
.696
64
.298*
.017
64
.396**
.001
64
.125
.327
64
.276*
.027
64
1.000
.
64
.372**
.002
64
.219
.083
64
.369**
.003
64
.535**
.000
64
.320*
.010
64
.423**
.000
64
.350**
.005
64
.548**
.000
64
.372**
.002
64
1.000
.
64
Interpretation: the correlation test is used to link one factor with all the other factors in
order to know which the most significant factor and which factor is most positively
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.
Valid
somewhat agree
strongly agree
Total
Frequency
33
67
100
Percent
33.0
67.0
100.0
Valid Percent
33.0
67.0
100.0
P e rce n t
20
10
0
somew hat agree
strongly agree
Cumulative
Percent
33.0
100.0
Valid
somewhat disagree
neither agree nor
disagree
somewhat agree
strongly agree
Total
Frequency
8
Percent
8.0
Valid Percent
8.0
Cumulative
Percent
8.0
3.0
3.0
11.0
21
68
100
21.0
68.0
100.0
21.0
68.0
100.0
32.0
100.0
60
Pe rce n t
40
20
0
somew hat disagree
strongly agree
Valid
somewhat disagree
neither agree nor
disagree
somewhat agree
strongly agree
Total
Frequency
5
Percent
5.0
Valid Percent
5.0
Cumulative
Percent
5.0
6.0
6.0
11.0
51
38
100
51.0
38.0
100.0
51.0
38.0
100.0
62.0
100.0
50
40
30
P e rce n t
20
10
0
somew hat disagree
strongly agree
Missing
Total
Percent
Valid Percent
Cumulative
Percent
8.0
12.5
12.5
39
17
64
36
100
39.0
17.0
64.0
36.0
100.0
60.9
26.6
100.0
73.4
100.0
Percen t
20
10
0
neither agree nor di
strongly agree
Valid
Missing
Total
strongly disagree
neither agree nor
disagree
somewhat agree
strongly agree
Total
System
Frequency
1
Percent
1.0
Valid Percent
1.6
Cumulative
Percent
1.6
2.0
3.1
4.7
22
39
64
36
100
22.0
39.0
64.0
36.0
100.0
34.4
60.9
100.0
39.1
100.0
P e rc e n t
20
10
0
strongly disagree
strongly agree
Valid
somewhat disagree
neither agree nor
disagree
somewhat agree
strongly agree
Total
System
Missing
Total
Frequency
4
Percent
4.0
Valid Percent
6.3
Cumulative
Percent
6.3
5.0
7.8
14.1
26
29
64
36
100
26.0
29.0
64.0
36.0
100.0
40.6
45.3
100.0
54.7
100.0
40
30
P e rce n t
20
10
0
somew hat disagree
strongly agree
Valid
somewhat disagree
neither agree nor
disagree
somewhat agree
strongly agree
Total
System
Missing
Total
Frequency
4
Percent
4.0
Valid Percent
6.3
Cumulative
Percent
6.3
5.0
7.8
14.1
38
17
64
36
100
38.0
17.0
64.0
36.0
100.0
59.4
26.6
100.0
73.4
100.0
P e rc e n t
20
10
0
somew hat disagree
strongly agree
Valid
strongly disagree
somewhat disagree
neither agree nor
disagree
somewhat agree
strongly agree
Total
System
Missing
Total
Frequency
1
2
Percent
1.0
2.0
Valid Percent
1.6
3.1
Cumulative
Percent
1.6
4.7
8.0
12.5
17.2
32
21
64
36
100
32.0
21.0
64.0
36.0
100.0
50.0
32.8
100.0
67.2
100.0
50
40
30
P e rce n t
20
10
0
strongly disagree
strongly agree
Valid
Missing
Total
strongly disagree
somewhat disagree
neither agree nor
disagree
somewhat agree
strongly agree
Total
System
Frequency
2
7
Percent
2.0
7.0
Valid Percent
3.1
10.9
Cumulative
Percent
3.1
14.1
8.0
12.5
26.6
36
11
64
36
100
36.0
11.0
64.0
36.0
100.0
56.3
17.2
100.0
82.8
100.0
50
40
30
P e rce n t
20
10
0
strongly disagree
strongly agree
Missing
Total
Percent
Valid Percent
5.0
7.8
7.8
16
43
64
36
100
16.0
43.0
64.0
36.0
100.0
25.0
67.2
100.0
32.8
100.0
P e rce n t
30
20
10
0
neither agree nor di
Cumulative
Percent
strongly agree
Valid
somewhat disagree
neither agree nor
disagree
somewhat agree
strongly agree
Total
System
Missing
Total
Frequency
1
Percent
1.0
Valid Percent
1.6
Cumulative
Percent
1.6
14
14.0
21.9
23.4
20
29
64
36
100
20.0
29.0
64.0
36.0
100.0
31.3
45.3
100.0
54.7
100.0
40
30
P e rce n t
20
10
0
somew hat disagree
strongly agree
Valid
Missing
Total
somewhat disagree
neither agree nor
disagree
somewhat agree
strongly agree
Total
System
Frequency
1
Percent
1.0
Valid Percent
1.6
Cumulative
Percent
1.6
4.0
6.3
7.8
16
43
64
36
100
16.0
43.0
64.0
36.0
100.0
25.0
67.2
100.0
32.8
100.0
60
40
Percent
20
0
somew hat disagree
strongly agree
FINDINGS
The training programs are not given adequate importance due to the
work pressure in the organization.
The training programs are well designed and widely shared in the
organization.
More priority is given for on the job trainings than the value addition
programs like motivation, stress management, group dynamics.
SUGGESTION
Employees should decide and determine the training programs that they need so
that they can work more effectively and efficiently, employees should decide
some of the training they would like to undergo.
Apart from on-job training programs the HR Department should conduct constant
value addition programs such as Time management, Stress management trainings,
group dynamics, grievance redressal, these will help to add value and is also
essential in todays business scenario.
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
meaningfully and purposefully.
and responsibilities
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
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
ANNEXURE