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REPORTING ON SUMMER REPORT TRAINING

Project Report of Training and Development


Submitted to PCBT (PTU)
In partial fulfillment of requirement for the award of the degree of
Master of Business Administration

Study under taken Paragon Knits Pvt. Ltd.


Submitted By Submitted To
Harjinder Singh Mr Sunny Gulati
1734731 (Assistance Prof)
MBA 3RD sem

MBA(2ND)
Department of Management
PYRAMID COLLEGE OF BUSINESS AND TECHNOLOGY
INDEX
Chapter: 1……… Introduction
1.1 Research Problem
1.2 Significance of the Project
1.3 Operational Definitions, Structure of the study with sound Justifications/ Explanations.
Chapter: 2……. Company Profile
2.1 Vision, Mission and Quality Policy
2.2 History
2.3 Products
2.4 Organization Structure
2.5 Product/ Services Profile, Area of Operation – Global/ National/ Regional, Ownership
Pattern, Competitors
2.6 Global Scenario of the Industry
Chapter: 3……. Review of Literature
Chapter: 4……. Research Methodology
4.1 Need of the Study
4.2 Objectives of the Study
4.3 Research Design
a) Population
b) Sample
c) Sample Size
d) Sampling Technique
e) Sampling Unit
f) Data Collection
g) Scope of the Study
h) Techniques of Analysis
4.4…Limitations of the Study
Chapter: 5……Data Analysis and Interpretations
Chapter: 6…… Major Findings, Conclusion and Recommendations
Bibliography
Appendices
a) Questionnaire
Training and Development
During my internship I gained practical knowledge on how the human resource division of an
organization operates and coordinates its activities to ensure smooth functioning of the
organization at all levels by ensuring right numbers of people are available at the right time to
do the right job. Not only that I have also gained insight into the working culture of the
organization and observed how Paragon Knits Pvt. Ltd. handles its employees with value and
empowerment to ensure they are motivated to give their best to the organization.

The report starts with an organization profile of Paragon Knits Pvt. Ltd. giving its background,
mission, vision, its products and services, the hierarchy and of the organization.

The next section is the comprises the project, Training and Development in Paragon Knits Pvt.
Ltd. The project encompasses introduction to the topic, recruitment, selection, training and
development.

Each chapter contains detailed discussion of the HR functions followed by Organization


Practice at Paragon Knits Pvt. Ltd. which basically conveys how things are done in the HR
Department.
ACKNOWLEDGEMENT
I express my sincere thanks to my project guide, Mr. S.Dadwal, Manager, HR Department, for
guiding me right from the inception till the successful completion of the project. I also record
my indebtedness to my supervisor, Ms. Bhupinder preet for her counsel and guidance during
the preparation of this project report. I am grateful to Head of Department, Dr Sunayna.

I wish to record my sincere thanks to my parents for their help and cooperation throughout our
project. My thanks are due to those who have helped in collecting data or analysis or
typesetting etc.

(Signature of Student)

Harjinder Singh
DECLARATION

I hereby declare that the project report titled “Training and Development” submitted for the
Degree of Master of Business Administration , is my original work and the project report has
not formed the basis for the award of any degree, diploma, associate-ship, fellowship or similar
other titles. It has not been submitted to any other University or Institution for the award of
any degree or diploma.

(Signature of Student)
Harjinder Singh
Punjab Technical University Kapurthala

ABSTRACT
Training and development is vital part of the human resource development. It is assuming ever
important role in wake of the advancement of technology which has resulted in ever increasing
competition, rise in customer’s expectation of quality and service and a subsequent need to
lower costs.

It is also become more important globally in order to prepare workers for new jobs. In the
current write up, we will focus more on the emerging need of training and development, its
implications upon individuals and the employers.

Noted management author Peter Drucker said that the fastest growing industry would be
training and development as a result of replacement of industrial workers with knowledge
workers. In United States, for example, according to one estimate technology is de-skilling 75
% of the population.

This is true for the developing nations and for those who are on the threshold of development.
In Japan for example, with increasing number of women joining traditionally male jobs,
training is required not only to impart necessary job skills but also for preparing them for the
physically demanding jobs. They are trained in everything from sexual harassment policies to
the necessary job skills.

The term 'Training' refers to the acquisition of specific skills or knowledge. Training
programs attempt to teach trainees to perform a specific job and a particular activity.

The term 'Development' usually refers to improving the intellectual or emotional abilities
needed to do a better job.

The need for Training and Development

Before we say that technology is responsible for increased need of training inputs to
employees, it is important to understand that there are other factors too that contribute to the
latter.

Training is also necessary for the individual development and progress of the employee, which
motivates him to work for a certain organization apart from just money. We also require
training update employees of the market trends, the change in the employment policies and
other thing.
Chapter 1
INTRODUCTION TO THE TOPIC
INTRODUCTION TO THE TOPIC
Training is defined by Wayne Cascio as “training consists of planed programs undertaken to improve employee
knowledge, skills, attitude, and social behavior so that the performance of the organization improves
considerably.” Training is normally viewed as a short process. It is applied to technical staff, lower, middle, senior
level management. When applied to lower and middle management staff it is called as training and for senior level
it is called managerial development program/executive development program/development program.

Objectives/purpose/goals of training and development

Training is defined by Wayne Cascio as “training consists of planed programs undertaken to improve employee
knowledge, skills, attitude, and social behavior so that the performance of the organization improves
considerably.”

The purpose of training and development can be explained as follows.

1. Improving quality of work force :- Training and development help companies to improve the quality of work
done by their employees. Training programs concentrate on specific areas. There by improving the quality of work
in that area.

2. Enhance employee growth :- Every employee who takes development program becomes better at his job.
Training provides perfection and required practice, therefore employee’s area able to develop them professionally.

3. Prevents obsolescence :- Through training and development the employee is up to date with new technology
and the fear of being thrown out of the job is reduced.

4. Assisting new comer :- Training and development programs greatly help new employees to get accustomed to
new methods of working, new technology, the work culture of the company etc.

5. Bridging the gap between planning and implementation :- Plans made by companies expect people to
achieve certain targets within certain time limit with certain quality for this employee performance has to be
accurate and perfect. Training helps in achieving accuracy and perfection.

6. Health and safety measures :- Training and development program clearly identifies and teaches employees
about the different risk involved in their job, the different problems that can arise and how to prevent such
problems. This helps to improve the health and safety measures in the company.

Methods of training operating personnel/factory workers

Training is defined by Wayne Cascio as “training consists of planed programs undertaken to improve employee
knowledge, skills, attitude, and social behavior so that the performance of the organization improves
considerably.” There are different methods of training for operating personnel (factory workers). Training these
workers becomes important because they handle equipment worth crores of rupees.

1. On the job training method :- In this method workers who have to be trained are taken to the factory, divided
into groups and one superior is allotted to every group. This superior or supervisor first demonstrates how the
equipment must be handled, and then the worker is asked to repeat whatever he has observed in the presence of
the supervisor. This method makes it easy for the employee to learn the details about specific equipment. Once the
worker studies the first equipment thoroughly the supervisor moves on to the next equipment and so on.

2. Apprenticeship training :- In this method both theory and practical session are conducted. The employee is
paid a stipend until he completes training. The theory sessions give theoretical information about the plant layout,
the different machines, their parts and safety measures etc. The practical sessions give practical training in handling
the equipment. The apprentice may or may not be continued on the job after training.

3. Vestibule training :- In this method of training an atmosphere which is very similar to the real job atmosphere
is created. The surroundings, equipment, noise level will be similar to the real situation. When an employee is
trained under such conditions he gets an idea about what the real job situation will be like. Similarly when he
actually starts doing the job he will not feel out of place. This method is used to train pilots and astronauts. In some
places graphics are also used to create the artificial surroundings. This method involves heavy investment.

4. Job rotation :- In this method the person is transferred from one equipment to the other for a fixed amount of
time until he is comfortable with all the equipments. At the end of the training the employee becomes comfortable
with all the equipment. He is then assigned a specific task.
5. Classroom method :- In this method the training is given in the classroom. Video, clippings, slides, charts,
diagrams and artificial modules etc are used to give training.

Methods of training for managers/methods of development/managerial development/executive development

Training is defined by Wayne Cascio as “training consists of planed programs undertaken to improve employee
knowledge, skills, attitude, and social behavior so that the performance of the organization improves
considerably.” Various methods are used to train personnel for managerial level jobs in the company. These
methods can be explained with the help of following diagram.

Methods of training
 On the job training
 Off the job training Job rotation
 Classroom method
 Planned progression
 Simulation Coaching and counseling
 Business games Under study Committees
 Junior boards Conferences
 Readings
 In-basket training

On the job method :-

On the job method refers to training given to personnel inside the company. There are different methods of on the
job training.

1. Job rotation :- This method enables the company to train managerial personnel in departmental work. They are
taught everything about the department. Starting from the lowest level job in the department to the highest level
job. This helps when the person takes over as a manager and is required to check whether his juniors are doing the
job properly or not. Every minute detail is studied.

2. Planned progression :- In this method juniors are assigned a certain job of their senior in addition to their own
job. The method allows the employee to slowly learn the job of his senior so that when he is promoted to his senior
job it becomes very easy for him to adjust to the new situation. It also provides a chance to learn higher level jobs.
3. Coaching and counseling :- Coaching refers to actually teaching a job to a junior. The senior person who is the
coach actually teaches his junior regarding how the work must be handled and how decisions must be taken, the
different techniques that can be used on the job, how to handle pressure. There is active participation from the
senior. Counseling refers to advising the junior employee as and when he faces problems. The counselor superior
plays an advisory role and does not actively teach employees.

4. Under study :- In this method of training a junior is deputed to work under a senior. He takes orders from the
senior, observes the senior, attends meetings with him, learns about decision making and handling of day to day
problems. The method is used when the senior is on the verge of retirement and the job will be taken over by the
junior.

5. Junior board :-In this method a group of junior level managers are identified and they work together in a group
called junior board. They function just like the board of directors. They identify certain problem, they have to
study the problem and provide suggestions. This method improves team work and decision making ability. It gives
an idea about the intensity of problem faced by the company. Only promising and capable junior level managers
are selected for this method.

Off the job training method :- Off the job training refers to method of training given outside the company. The
different methods adopted here are

1. Classroom method :- The classroom method is used when a group of managers have to be trained in theoretical
aspects. The training involves using lectures, audio visuals, case study, role play method, group discussions etc.
The method is interactive and provides very good results.

2. Simulation :- Simulation involves creating atmosphere which is very similar to the original work environment.
The method helps to train manager handling stress, taking immediate decisions, handling pressure on the jobs etc.
An actual feel of the real job environment is given here.

3. Business games :- This method involves providing a market situation to the trainee manager and asking him to
provide solutions. If there are many people to be trained they can be divided into groups and each group becomes
a separate team and play against each other.

4. Committee :- A committee refers to a group of people who are officially appointed to look into a problem and
provide solution. Trainee managers are put in the committee to identify how they study a problem and what they
learn from it.

5. Conference :- Conferences are conducted by various companies to have elaborate discussions on specific topics.
The company which organizes the conference invites trainee manager and calls for experts in different fields to
give presentation or lecture. The trainee manager can ask their doubts to these experts and understand how
problems can be solved on the job.
6. Readings :- This method involves encouraging the trainee manager to increase his reading related to his subject
and then ask him to make a presentation on what he has learned. Information can be collected by trainee manager
from books, magazines and internet etc.

7. In basket training :- In this method the training is given to the manager to handle files coming in and to finish
his work and take decisions within a specified time limit. The trainee manager is taught how to prioritize his work,
the activities which are important for his job and how to take decisions within limited time limit.

Training procedure/process of training :- Training is defined by Wayne Cascio as “training consists of planed
programs undertaken to improve employee knowledge, skills, attitude, and social behavior so that the performance
of the organization improves considerably.” Every company has a specific training procedure, depending upon its
requirements.

Process/procedure of training

 Determining training need of employee


 Select a target group for training
 Preparing trainers
 Developing training packages
 Presentation Performance
 Follow up

1. Determining training needs of employee :- In the very 1st step of training procedure, the HR department,
identifies the number of people required training, specific area in which they need training, the age group of
employee, the level in organization etc. in some cases the employee may be totally new to the organization. Here
the general introduction training is required. Some employees may have problems in specific areas; here the
training must be specific. This entire information is collected by HR department.

2. Selecting target group :- Based on information collected in step 1 the HR department divides employee into
groups based on the following. Age group i. The area of training ii. Level in the organization iii. The intensity of
training etc.

3. Preparing trainers :- Once the employees have been divided into groups, the HR department arranges for
trainers. Trainers can be in house trainers or specialized trainers from outside.

The trainers are given details by HR department, like number of people in group, their age, their level in
organization, the result desired at the end of training, the area of training, the number of days of training, the
training budget, facilities available etc.

4. Preparing training packages :- Based on the information provided by trainers, he prepares entire training
schedule i.e. number of days, number of sessions each day, topics to be handled each day, depth of which the
subject should be covered, the methodology for each session, the test to be given foe each session, handout/printed
material to be given in each session.
5. Presentation :- On the first day of training program the trainer introduces himself and specifies the need and
objective of the program and then actually stars the program. The performance of each employee is tracked by the
trained and necessary feedback is provided.

6. Performance :- At the end of training program the participants reports back to their office or branches. They
prepare report on the entire training program and what they have learned.

They the start using whatever they have learned during their training. Their progress and performance is constantly
tracked and suitable incentives are given if the participant is able to use whatever he has learned in training.

7. Follow up :- Based on the em0ployee performance, after training, the HR department is able to identify what is
exactly wrong with training program and suitable correction is made.

Evaluation of training program

Training is defined by Wayne Cascio as “training consists of planed programs undertaken to improve employee
knowledge, skills, attitude, and social behavior so that the performance of the organization improves
considerably.” Effectiveness of training programs are constantly evaluated by the company to find if the money,
they have invested has been spend properly or not.

Training programs can be evaluated by asking following questions.

a) Has change occurred after training?

b) Is the change due to training?

c) Is the change positive or negative?

d) Will the change continue with every training program?

A training program should give following resulting changes.

1. Reaction :- Reaction refers to attitude of employee about the training, whether the employee considers training
to be +ve or –ve one. If reaction are +ve then people have accepted the program and changes will be possible.

2. Learning :- Another method of judging effectiveness is to identify levels of learning i.e. how much the people
have learnt during the training. This can be found out by trainers mark sheet, the report submitted by the employee,
and actual performance.

3. Behavior :- The HR department needs to understand behavior of the employees, to understand the effectiveness
of training. The behavioral change can be seen in how the person interacts with juniors, peer groups and seniors.
They mark change in behavior and inform the HR department of the success of training program.

4. Result :- Results provided by employee in monetary terms also determines effectiveness of training program i.e.
employee success in handling the project, the group performance before and after training etc.
5. Effectiveness of training program must lead to

i. Increase in efficiency of worker

ii. Reduction in labour turnover

iii. Increase in discipline

iv. Reduction in wastage and therefore cost of production

v. Proper care of tools and equipments

vi. Employee development in career terms

vii. Overall efficiency in the company

Advantages of training programs/training

Training is defined by Wayne Cascio as “training consists of planed programs undertaken to improve employee
knowledge, skills, attitude, and social behavior so that the performance of the organization improves
considerably.”

The following are the advantages of training program to the company

1. Increase in efficiency of worker :- Training programs can help workers to increase their efficiency levels,
improve quality and thereby increase sales for the company.

2. Reduced supervision :- When workers have been formally trained they need not be supervised constantly. This
reduces the work load on the supervisor and allows him to concentrate on other activities in the factory.

3. Reduction in wastage :- The amount of material wasted by a trained worker is negligible as compared to the
amount of material wasted by an untrained worker. Due to this the company is able to reduce its cost its cost of
production.

4. Less turnover of labour :- One of the advantages of the training program is that it increases the confidence of
employees and provides them with better career opportunities. Due to this employee generally do not leave the
company. There by reducing labour turnover.

5. Training helps new employees :- A person, who is totally new to the company, has no idea about its working.
Training helps him to understand what is required from him and helps him to adjust to the new environment.

6. Union management relations :- When employees are trained and get better career opportunities. The union starts
having a possible attitude about the management. They feel that the management is genuinely interested in workers
development. This improves union management relations.

The following are the advantages of training program to the employee


1. Better career opportunities :- Training programs provide the latest information, develops talent and due to this
the employee is in a position to get better jobs in the same company or other companies.

2. High rewards :- Effective training programs result in improved performance. When performance appraisal is
done excellent performance from the employee is rewarded by giving him incentives and bonus.

3. Increased motivation :- Employees who have been trained are generally more confident as compared to others.
Since their efforts will be rewarded in future they are very much interested in improving their performance.
Therefore we can say that their motivation levels are very high.

4. Group efforts :- Training programs are not only technical programs but are also conducted in areas like conflict
management, group dynamics (formal and informal groups), behavioral skills, stress management etc. this enables
employees to put in group effort without facing problems that groups normally face. In other words training teaches
people to work in a group.

5. Promotion :- People who attend training programs learn from them and improve themselves are generally
considered for promotion. Thus training increases chances of promotion.

Training is the process of assisting a person for enhancing his efficiency and effectiveness at work by improving
and updating his professional knowledge, by developing skills relevant to his work and cultivating appropriate
behavior and attitude towards work and people.

Training could be designed either for improving present capabilities at work or for preparing a person for assuming
higher. Responsibilities in future which would call for additional knowledge and superior skills.

Training is different from education particularly formal education. While education is concerned mainly with
enhancement of knowledge, training aims essentially at increasing knowledge, stimulating aptitude and imparting
skills related to a specific job.

In India, considerable importance has been accorded to training in social development and this is evident form the
fact that the community spends roughly six million dollars annually on training every year.

But there are complains about the ineffectiveness of training and possible waste of resources because of the use of
stereotyped and conventional methods in training which are often not set completely in tune with job requirements.

The Training Cycle

A training cycle consists of a series of steps which lead to a training event being undertaken. Evaluation provides
feedback which links back to the initial stages of training design.

Indeed, it is the evaluation/feedback process which makes this a cyclical event without it training would be a
linear process leading from initiating training through to its implementation. The steps in the cycle are:-

Stage1:
Identification of training needs. Examining what skills and attributes are necessary for the job to be undertaken,
the skills and attributes of the job holder and the extent of the gap.

Stage2:

Design, preparation and delivery of training.

Stage 3:

Discovering the trainee’s attitude to training (reaction) and whether the training has been useful from the point of
view of training. Reaction involves the participant’s feelings towards the training process, including the training
content, the trainer and the training methods used.

Learning is the extent to which the trainee has actually absorbed the content of the learning event.

Fig 1.1

Stage 4:

Discovering whether the lessons learnt during training have been transferred to the job and are being used
effectively in doing the job.

Stage5:
Evaluating the effects of the training on the organization. Thus is the area on which there is perhaps most confusion,
subsequently little real action to clear it.

Stage 6:

Reinforcement of positive behavior. It is optimal that positive outcomes are maintained for as long as possible. It
is not rare event for changes in behavior to be temporary, with a gentle slide back to previous ways of working.

It is important to note the feedback loops. Feedback on the process of actually delivering the training can come
from the reaction and learning stage, the transfer of the training to the work place and the evaluation of the impact
of the training. The main, feedback for the identification of training needs comes from an assessment of the transfer
of work to the training and the evaluation of the impact on the organization.

It is important to note that these feedback loops may consist of two very different types of information.

•To determine the worth of training to the organization- a process best done by quantitative methods and with hard,
numerical data.

•Allowing insights into the method of learning, where the experience of those involved are the main focus, thus
using mainly softer, qualitative information.

Identification of training needs

The procedure of identifying training and development needs is crucial for the success of the training function and
requires to be carried out systematically on a regular basis, preferably every year. How are training needs identified
to match the organizational requirements in terms of technology /task/ people? Has the training bought the desired
change in the individuals’ performance and if so, how is it assessed? These are the focal points, which require
attention of the HR professionals to assess the training needs of the employees working in the organization. Many
organizations have their own system to identifying training needs every year. However, need identification
exercise can do real harm if the needs are not met by conducting suitable programs. Managers must perceive that
their recommendations are grown due consideration and suitable actions are initiated to satisfy the felt needs. Only
then, they will take this exercise seriously. Hence, formulation of suitable and need based training programs and
their timely implementation is very important for the success of any training program.

Evaluation of Training Programs

Training programs are conducted with a view to help the employees to acquire the knowledge, skills and attitude
necessary to perform the task assigned to them.

They are conducted in order to bring about a planned change which in turn involves substantial investment of
money, time and efforts.
Therefore, one has to know whether such an investment in training yielded the desired results. This desire naturally
leads to evaluation of training. Evaluation means literally, the assessment of value or worth.

Strictly speaking the act of evaluating training is the act of judging whether or not it was worthwhile in terms of
some criterion of value, in the light of the information available.

Evaluation is the tool whereby information about the result of trainees, interaction with the learning experiences
systematically collected and analyzed. Thus, evaluation can provide useful data both for improvement of training
and enhancement of learning. In brief it is important in 3 ways.

•It indicates whether appropriate monetary investment is made on the implementation of training programs.

•It determines the degree of effectiveness and success of the training programs.

•It provides a basis for introductory the necessary corrective measures.

The benefits of constructive, practical evaluation of training substantially outweigh the costs six direct benefits of
evaluating training programs are:-

Quality Control:

Quality control systems are designed to ensure that products or services are fit for their intended purpose.
Evaluation in training will assess the extent to which work-related results can be demonstrated to arise from the
training.

Successful, positive elements of training can be maintained and reinforced, whilst negative elements removed or
revised.

If results cannot be justified, then it becomes hard to justify the commitment of any resources to the training
activity and they can be re-allocated to Where they may make a greater impact.

Efficient training design:

It throws an emphasis on those elements of a training system which matter, such as proper definition of objectives
and setting criteria on now these objectives are to be measured.

Enhanced professional esteem:

Training professionals can gain enhanced stature from having systematic evaluation of data rather than intuitive
assessment of their contribution to the business.

Being assessed on their contribution to the ‘bottom-line’ of the business puts the HRDfunction on the same footing
as other functions, instead of claiming that the nature of their work does not allow an application of the same
criteria. This helps to break down the barriers facing the integration of HRD professionals within the organization.

Enhanced negotiating power:


On much the same tack evaluation makes it possible for the HR function to demonstrate a successful contribution
to the business over a period of time. When resources are to be allocated and new investment decisions to be made,
them being able to show the outcomes of training would be invaluable.

Appropriate criteria of assessment:

Individuals within an organization will make judgments about how effective the training function is, regardless of
whether an evaluation system is in place or not. Given this, it is very important that the HR controls the choices of
appropriate criteria, which it can most safely do on the back of a formal evaluation process.

Intervention strategy:

Evaluation can be a tool for changing the way that training is integrated into the organization. It offers a means by
which the HR function can build on its enhanced esteem and negotiating power to play a more active role in
developing policies

BENEFITS OF TRAINING

Training usually is a strategic human resource activity because it plays a major role in determining the effectiveness
and efficiency of an organization. Successful training and development program will achieve the following
benefits:

1.Improve the quality and quantity of work done.

2.Reduce the learning time required for employees to reach acceptable standards of performance.

3.Create more favorable attitudes, loyalty and cooperation.

4.Satisfy human resource planning requirements.

5.Reduce the number and cost of accidents.

6.Help employees in their personal development and advancement.

7.Help organizations to respond to dynamic market conditions and changing consumer demands. Different jobs
require different capabilities.

These capabilities can be considered under four categories:

1. Technical

2. Managerial

3. Behavioral
4. Conceptual

TECHNICAL CAPABILITIES:

They deal with the technology of the job or the tasks the employee is expected to perform. They include
information, skills and knowledge.

MANAGERIAL CAPABILITIES:

They include the ability to organize, coordinate, plan, monitor, evaluate and redesign a variety of activities. As
managers have the task of getting things done by others with optimal use of resources for achieving the best
possible results, they need to possess managerial capabilities. Knowledge of management techniques like PERT,
systems analysis, performance budgeting etc. are evidences of managerial capabilities. Management skills involve
the application of these techniques for better planning, better coordination, better monitoring, and for better
achievement of results.

BEHAVIOURAL CAPABILITIES:

These include leadership skills, ability to motivate others, communication skills, ability to work as a team member,
dynamism, initiative etc. Mere knowledge of behavioral sciences does not ensure that person has behavioral
capabilities. Attitudes and orientations play an important role in determining the effectiveness of the employees to
a great degree

On-The-Job Coaching :

On-the-job coaching is another way of training employees. This type of training is given to employees who are
new to a given job (not necessarily to the organization). The purpose of this kind of training is to equip the
employee with the capabilities required to perform various tasks of his job. This may involve skill training by the
supervisor of the employee, either on a day-to-day basis or periodically. On-the-job training techniques also
include job instruction training, job rotations, internships, coaching and counseling. On-the-job training should be
particularly stressed upon during the early stages of their careers.

3. Apprentice Training:

Apprentice training is given to those who have just completed their studies and are about to enter the organizational
world. The apprenticeship involves practical training under the guidance of one or more instructors designated by
the organization to train the trainees.

IN-HOUSE TRAINING:

In-house training programs are programs offered exclusively for the employees of an organization by the
organization.

The Training Department assesses the training needs of various categories of employees periodically, invite
suggestions from the senior executives of that company on the training needs as perceived by them, keep in touch
with the new developments taking place in the outside world that have relevance to their own organizational
activities and periodically invite outside trainers to train their employees.

In the in-house training Programmes, the training department may use its own senior employees as trainers or may
depend exclusively on outsiders or may use both sets of resources.

SPONSORED TRAINING:

As most organizations do not have sizeable units of training, it is easier for them to sponsor a few employees for
training by outside agencies.

DISTANCE TRAINING:

Distance training is the training conducted without the trainer being physically present near the trainee. The most
well known forms of distance training are correspondence courses, auto-teaching machines, programmed
instruction materials, video and audio cassette programs, alumni bulletins etc.

This form of training is useful mainly to keep the trainee informed about various developments in his field or to
acquaint him with new technology, processes etc.

CAREER DEVELOPMENT PROGRAMS

Career Development programs help people grow and continue after they begin their employment. Career
Development refers to helping individuals plan their future careers within the organization. The objectives of career
development are to help individuals achieve maximum self-development and also to help the organization achieve
its objectives.

INDIVIDUAL BENEFITS:

For the individual, the most immediate benefits of career development include a better job, more money, increased
responsibility, greater mobility, and the acquisition of skills that improve productivity. Career Development also
provides less tangible benefits for individuals, such as increased job satisfaction, the development of a career
orientation rather than a job orientation, increased involvement at work, greater exposure, a better understanding
of what is expected and broader knowledge of additional areas of career interest.

ORGANIZATIONAL BENEFITS:

Through the development of competent employees, organizations are able to identify future managers and prepare
them to achieve organizational goals. By developing competent replacement managers, an organization is able to
practice promotion from within, which increases the level of motivation for aspiring managers. Employees who
remain in the same position for an extended period typically become obsolete, either because of a lack of training
or a lack of motivation. Career planning helps to prevent the problems of obsolescence by providing employee
training by moving employees into different jobs, and by motivating employees to make valuable contributions to
the organization. An organization that tries to help employees’ plan their careers can benefit directly through lower
turnover and personal costs.
DEVELOPMENTAL PROGRAMS:

1. Mentoring:

Some organizations assign an experienced employee to serve as a mentor for new employees. A mentor is a trusted
counselor, coach or advisor who provides advice and assistance. Effective mentors teach these new employees a
number of things, which include:

1. Provide instruction in specific skills and knowledge critical to successful job performance.

2. Help in socializing them in the culture of the organization and understanding the unwritten rules of the
organization.

3. Answer questions and provide useful insights.

4. Offer emotional support and encouragement.5.Serve as a role model.6.Create an environment in which mistakes
can be made without losing self-confidence.

2. Career Counseling:

Most organizations provide some form of career counseling on various occasions: during employment interviews
when employees are first hired, during employees ‘annual performance evaluation interviews, and as part of the
special career counseling that is provided for high-potential employees.

Career counseling typically occurs as part of the day-to-day relationship between a supervisor and subordinate.
Moreover, some organizations provide special career counseling by conducting psychological assessments of
employees and helping them interpret their individual results.

3. Career Pathing:

Career pathing refers to identifying a sequence of jobs through which an individual can expect to progress towards
high levels of management. Some organizations provide job progression plans for all new employees, while others
do it only for exceptionally bright and promising candidates.

Career path information must be provided to the employees before a possible career path can be charted out for
them.

4.Career Development Programs:

Career development includes any and all activities that prepare a person for progression along a designated career
path. Career development usually involves both formal and informal means.

These programs maybe conducted in-house or by external sources, such as professional organizations or colleges
and universities and are organized by the T&D department of an organization.

Internal Mobility
There is a possibility in organizations that over a period of time an employee will change his role or position, from
one job to another – laterally or vertically in the organization structure.

This kind of employees’ movement within an organization is known as internal mobility. Internal mobility
includes a cluster comprising, may take place between jobs in section, sections, departments, division or even
between plants in multi - plant operations.

Promotion

Promotion is the upward reassignment of an individual in an organization’s hierarchy, accompanied by increased


responsibilities, enhanced status, and usually with increased income, though not always so.

On being promoted, the promoter’s duties and responsibilities increase, and the higher one goes in an organization
the greater the implications of the individual’s decisions on the viability of the enterprise. After promotion, an
individual’s duties and responsibilities usually becomes qualitatively different from those of this earlier job. The
following are the objectives of promotion:

1.It is recognition of a job well done by an employee.

2.It is a device to retain and reward and employee for his years of service to the company.

3.It is to increase individual and organizational effectiveness.

4.It is to promote a sense of job satisfaction in the employee.

5.It is to build loyalty, morale and a sense of belongingness in the employee

6.It is to impress upon others that opportunities are open to them also in the organization, if they perform well.

An internal mobility system also needs as supportive information system to make it viable. It is desirable to have
a central, maintain a detailed inventory of the skills of all employees and coordinate all information – promo -table
posts available, posts vacant, number of employees on transfer, permanent and temporary posts.

When making internal mobility decisions, organizations tend to place emphasis on their objectives, filling job
vacancies, eliminating employee surpluses, correcting behavioral problems, etc. Promotion maintains
organizational effectiveness through maintenance of employee moral and favorable attitudes towards the
organization.

Demotions frequently used as from of disciplinary action since it represents loss of status and earning.

Transfers are required in the process of organization job requirements, job rotations and filling in absenteeism,
separations and termination, such as discharge and dismissal, from a part of the outward mobility of an
organization.
Chapter 2
REVIEW OF LITERATURE
REVIEW OF LITERATURE
At the enterprise level, employee training and development are main areas of human resource development. The
efficiency of an organization depends directly on the capability and talent of its personnel, and how motivated they
are. Capability of a person depends on his ability to work and the type of training he receives. While his personal
capability is evaluated through proper selection procedure, his training is taken care of by the organization after
he has been employed by the organization. After employee have been selected for various positions in
an organization, training them for those specific tasks to which they have been assigned assumes great
importance.

It is true in many organizations that before an employee is fitted into a harmonious working relationship with
other employees, he is given adequate training. Training is the act of increasing the knowledge and skills of
an employee for performing a particular job. The major outcome of training is learning. A trainee learn new
habits, refined skills and useful knowledge during the training that helps him improve
performance. Training enables an employee to do his present job more efficiently and prepare himself for a
higher level job

Training, Education, Learning and Development

Training

Training is an act of increasing knowledge, skill and attitude of an employee for improving his performance
on the job.

Training is concerned with imparting specific skill for doing particular job. For example, a clerk on typing. It is
task-oriented activity. It is for job related purpose and short-term.

Education

Education is concerned with increasing general knowledge and understanding of an employee’s


total environment. Education is directed more towards the future of an individual .It prepares him for future
challenges of life, shapes his career and grooms him for social responsibilities.

Learning

Learning is the process of accumulation of knowledge, skills and attitudes by whatever means. Learning is a
broad one which includes both training and education. Learning is observable modification of behaviour as a result
of some experience. Learning may be through experience, reading, observation, discussions, electronic media
including internet, experimentation, facing the new challenges, travel and exploration, etc.

Development

Development has a broader meaning. Its aim is to grow or improve the overall personality of an individual.
It is continuous process and is on the initiative from individual. Development is to meet an individual’s
future needs. Efforts towards development often depend on personal drive and ambition. It helps
individual’s in the progress towards maturity and actualization of their potential capacities. Development
is whole process by which employee learns, grows, improves his abilities to perform variety of roles
within and outside the organization. He acquires socially desirable attitudes and values.

Table2.1

Training Education
Training is narrow and specific job related. Education is broad and general.
Although training is concerned with the Education is mainly towards the future of an
future of an individual, his past and present individual and any reference to his present
nonetheless provide a crucial frame of state is incidental.
reference.
Training is for short duration. Education is for long duration.
Applied and practical. Pure and theoretical.
Training has less emphasis on ideology and Education is firmly rooted in the culture of
social values as it stresses development of the society. One of the key concerns of
competencies. Societal forces play very less education is the inculcation of socially
significant role than they do in education. accepted values in an individual.
In training, the group comes together for a In education, the group is more enduring
specific purpose and disperses after the and there is sustained interaction over a long
programme objectives are assumed to have period of time.
been achieved.

Difference between Training and Development

Table 2.2

Training Development
Short term process. Long term process.
Knowledge and skills for a specific For overall development.
purpose.
Primary related to technical skills learning. Related to managerial, behavioral and
attitude development.
Training is a reactive process to meet Development is a reactive to meet future
current need. needs.
From management management-external From individual himself-internal
motivation. motivation.
Develops specific job related skills. Develops total personality.
Training is for non-managerial personnel. Development is for managerial personnel.

Types of Training
Training is required for several purposes. Accordingly, training programmes may be of the following types:
1. Orientation Training In orientation training, new hires get a first hand view of what the company stands for,
how the work is carried out and how to get along with colleagues. In short, they learn the specific ways of doing
things in proper manner. When a new employee is from different country and culture, this initial training is
important in helping new employees adjust in the company.

2.Job Training It refers to the training provided with a view to increase the knowledge and skills of an employee
for improving performance on-the-Job. Employees may be taught the correct methods of handling equipment and
machines used in a job. Such training helps to reduce accidents, waste and inefficiency in the performance of the
job.

3.Safety Training Training provided to minimize accidents and damage to machinery is known as safety training,
It involves giving instructions in the use of safety devices and in safety consciousness.

4.Promotional Training :It Involves training of existing employees to enable them to perform higher level jobs
.Employees with potential are selected and they are given training before their promotion, so that they do not find
it difficult to shoulder the higher responsibilities of the new positions to which they are promoted.

5.Refresher Training :Rapid changes in technology may force companies to go in for this kind of training. When
existing techniques become obsolete due to the development of better techniques, employees have to be trained in
the use of new methods and techniques. By organizing short-term courses which incorporate the latest
developments in a particular field, the company may keep its employees up-to-date and ready to take on emerging
challenges. It is conducted at regular intervals by taking the help of outside consultants who specialize in a
particular descriptive.

6.Remedial Training: Such training is arranged to overcome the shortcomings in the behavior and performance
of old employees. Some of the experienced employees might have picked up appropriate methods and styles of
working. Such employees are identified and correct work methods and procedures are taught to them. Remedial
training should be conducted by psychological experts.
Chapter 3
RESEARCH METHDOLOGY &RESEARCH
DESIGN
RESEARCH METHDOLOGY &RESEARCH DESIGN
Research in common parlance refers to a search for knowledge. One can also define research as a scientific and
systematic search for pertinent information on a specific topic. In fact, research is an art of scientific
investigation. It is the pursuit of truth with the help of studies, observation, comparison and experiment. In short
the search for knowledge through objective and systematic method of finding solution to a problem is research.

According to Clifford Woody, “Research comprises defining and redefining problems, formulating hypothesis
or suggested solutions, collecting, organizing and evaluating data, making deductions and reaching conclusions
to determine whether they fit the formulating hypothesis”.

 RESEARCH DESIGN

The research design is purely the framework or plans for a study that guides the collection and analysis of
data. It is a blue print that is followed in completing a study. It may be a worthwhile to mention here that a
research design is essentially the framework for the study.

Scope of Study :

This research provides me with an opportunity to explore in the field of Human Resources. This research also
provides the feedback of people satisfies with the motivation provided to them by company.

Types of Research Designs

Research design is mainly of three types: -

1. Exploratory research

2. Descriptive research

3. Experimental research

Exploratory Research: - It is often the initial step in the series of studies designed to supply information for
decision-making. The main purpose of this research is for formulating the problem for more precise investigation
or of developing a working hypothesis from an operational point of view. The major emphasis in such studies is
on the discovery of ideas and insights.
Descriptive Research: - It includes surveys and fact-finding enquiries. The descriptive research is typically
concerned with determining the frequencies with which something occurs or determining the degree to which
variables is associated. It is guided by an initial hypothesis.

Experimental Research: - In this some variables are manipulated to observe their effect on other variables.
Experimentation is defined as a process where events occur in a setting at the discretion of the experiment and
controls are used to identify the source of variants in the subject. Thus they are those where the researcher tests
the hypothesis of the causal relationship between variables.

The method of the research used here is

DESCRIPTIVE.

Descriptive research includes surveys and fact finding enquiries of different kinds. It is used to portray
accurately the characteristics of a particular individual, situation or a group. This research include survey and
fact finding enquiries of different kind. Basic purpose of this type of research is that it describes the state of
affairs in current scenario. It is being generally used in social science and business research. This study is also
termed as “ex post facto” Main characteristic of method are that research has no control over the variables he can
only report what happening.

Here in descriptive research we have prepared questionnaire and done surveys of different individuals

The research methodology adopted for the project can be stated as follows –

 An extensive study of the topic through various sources like internet, books and work done on some
topics

 A questionnaire was prepared to analyze the level of absenteeism in NFL Nangal.

 Collection of questionnaire took place after a couple of weeks to analyze

data.

 All the responses were studied and certain findings and recommendation were given.

 A detail and systematic report was prepared.

Sampling Design

Sampling is used to collect primary data when the source of data is far too many to be exhausting handled.
Sampling is the integral part of data collection process. The way of selecting a sample is known as sample
design.

Data Collection Methods


The work does not end by framing is design, it is necessary to acquire the various details. The collected
information is aimed at getting a truthful & clear result. The results can be further analyzed to get the necessary
inputs and is a tough task to undertake. Hence the selection of best possible method for collecting data becomes
very vital for this type of study.

Data is basically collected in two methods. They are classified in to two ways

1. Primary data 2. Secondary data

Primary Data

The primary data are those, which are collected afresh and for the first time, and thus happen to be original in
character.

There are different methods available in collection of primary data.

 Observation

 Personal interview

 Questionnaire

 Telephone enquiry

 Feedback form

Secondary Data

Secondary data means, data that are already available that is they refer to the data which have already been
collected and analyzed by someone else and which have already been passed through the statistical process.
Secondary data may either be published data or unpublished data and can be gathered through :

 Internet,

 Books,

 Magazines,

 Manuals,

 Journals etc

Here in my research I have used both the primary as well as secondary data for research topic. Primary data
that I have used is the structured questionnaire.

I have designed a structured questionnaire as they are simple to administer and relatively inexpensive to analyze
Provision of alternative replies, helps to understand the meaning of questions clearly questions. The data was
collected by conducting personal interview of respondents with the help of questionnaire. Along with the
primary data obtained through use of questionnaire. I have used secondary data from various sources like
financial websites, newspapers, journals etc

Sample Size

The sample size for this study is taken as 100.

Sample AREA

PARAGON KNITS PVT LTD.

SCOPE OF THE STUDY


The significance of the study on training and development by the new researchers has increased due to rapidly
changing technology and work culture in industrial environment due to an increasingly skilled workforce and very
competitive global marketing.

Training is very much essential to upgrade skills of employees in this scenario, for the development of self as well
as the organization. Thus, study on Training and Development is extremely important as it reveals and identifies
the lacunas in the training policy and the areas where the organization can improve for the betterment of the
organization as well as the industry

All training activities must be related to the specific needs of the organization and the individual employees. A
training programme should be launched only after the training needs are assessed clearly and specifically. The
effectiveness of a training programme can be judged only with the help of training needs identified in advance. In
order to identify training needs, the gap between the existing and required levels of knowledge, skills performance
and aptitudes should be specified. The problem areas that can be resolved through training should also be
identified.

PROJECT OBJECTIVES
The objective of my study is to examine the training and development process being followed by PARAGON
KNITS LIMITED,UPMAHAL RAM NAGAR.

Honing up identified functional skill areas of personnel, for more effective contribution to the organization.

Providing platforms for professional growth and exploration leading to overall improved organizational health and
quality of life.

Developing human resources in consonance with broader corporate horizon and long range vision of the
organization.
This will have done on the basis of four parameters which forms the basis of the questionnaire

1. To examine the effectiveness of training in overall development of skills of workforce.


2. To examine the impact of training on workers.
3. To study the changes in behavioral pattern due to training.
4. To find out new methods of training and development in Paragon Knits Pvt. Ltd.

This analysis will be solely on the perception of individuals who have gone through this process. The outcome
will depict whether difference in perception exists between two levels of employees or not.

Chapter 4
COMPANY PROFILE
COMPANY PROFILE

About Us

We, 'PARAGON KNITS Ltd.’ as a company conceptualized in the year 2013, started our knitting and dyeing
operations at Ajanala (Amritsar), located and strategically well positioned amongst ginning and spinning mills, in
the Northern part of India.

'PARAGON KNITS Ltd.’ An integral part of PARAGON APPARELS Pvt. Ltd. is recognized as a leading player
in the apparel industry in India.

Established in 1996, Paragon Apparels Pvt. Ltd. today is a major manufacturer and exporters of quality knitted
garments with attest designs, all types of knitted fabric, not only in India but to the whole world. Spearheading the
revolution in NCR, Paragon Apparels Pvt. Ltd. is a name synonymous with quality and reliability. With our
constant efforts to manufacture and supply quality products we have developed a top-of-the-line infrastructure
with all manufacturing units under one roof.

'PARAGON KNITS Ltd.’ has an assortment of products comprise of Polyester, polyester blends, specialized
performance fabrics, Lenzing Viscose Ring spun & Vortex, Lenzing Modal, Lenzing Tencel, Bamboo Blends,
Amsler Effect(Slub) Yarn, Melange& Fiber Dyed Yarn, Polyester & Blends, 'S&Z' Twist, Organic Cotton (GOTS
Certified), Supima cotton yarn, 100% Linen, Cotton/Linen, NanoSlub (Linen look), Injected Slub, Melange Slub,
Poly/Cotton Slub, Viscose Slub, Indigo Denim Yarn.

Our Knitting division is equipped with latest machinery to produce high class knitted fabrics.
With addition of its Top of the Line knitting and Right from Fabric manufacturing to finished garment, we have
every unit in-house which makes us the most preferred name today. We perform a wide spectrum of activities
ranging from fabric knitting, dyeing, and sewing to finishing of garments. We have highly efficient, dedicated
employees who make it possible for us to achieve the whole process, from design to production, for large quantity
orders, within a short lead time.

Our range of products is exhaustive and showcases a complete collection of different kinds of knitted fabrics for
servicing highly developed & competitive markets like:- India, U.S.A., U.K., Dubai / Europe etc.

With the assistance of our expert professionals and advanced infrastructural set-up, we are successful in efficiently
meeting the specific requirements of our customers by offering durable, reliable and elegant range of Fabrics.
Prime importance is given to quality and thus, we have set quality parameters of packaging, delivery and services
so that our customers get 100% quality products.

Vision Mission

Our Vision

To create a world-class company, engaging best professionals, developing world class infrastructure, delivering
strong financials, and providing humane work-life environment and impeccable service to its clients.

Our Mission

We will:

Offer innovative, customized and value added services to our customers

Actively explore potential markets & products Optimize use of all resources

Maximize people development initiatives

Become a process driven organization

Be a knowledge leader and an innovator in our businesses

Exceed compliances and global quality standards

Be an ethical, transparent and responsible global organization

HR Vision

At Paragon Knits we have a vision of where we want to go and where we want to reach and we are really excited.

To achieve our Vision, we are always looking out for talented and knowledgeable individuals who are ambitious
and like to take on challenges. We believe in giving them an opportunity to grow with the organization.
Products

We are one of the leading and well recognized manufacturers and suppliers of Knitted Fabrics in the Industry.

We have a wide range of products that includes both POLYESTER AND NATURAL FIBER based knitted fabrics
and many others. Our garments are developed using quality fabric in various colours, style and trends in order to
meet the specific demands of our customers. These fabric and garments are smooth in texture, have high tear
strength and are colour fast in nature.

We have emerged as a well reckoned manufacturer and supplier of best quality Knitted Fabrics that come in
stunning colours and combinations. Our range includes 100% Polyester (Interlock/Jersey/Jacquards), Poly Lycra
up to 18% and many others. Made from superior grade raw materials, these fabrics are soft and easy to wash.
Accentuating a soft charm to the look of every age, knitted fabrics evolved in our firm is one of the most preferred
ones in market and can be sourced from us at industry leading prices.

Fig 4.2

Product List

 100% polyester –Jersey’s /Interlock/Jacquards/Yarn dyed’s


 Poly Spandex up to 18%
 Warp & Weft knit
 Body mapping fabrics and Sublimation prints
 Recycled Polyester
Finishes

 Moisture Management
 Anti-Stain/oil
 Water Repellent
 Anti Odour
 Anti-Microbial
 UV Protection

Infrastructure

Our Infrastructure

We have built a state-of-the-art infrastructure unit for manufacturing our range of Knitted Fabrics.

For producing our wide product range, we make use of quality yarns & latest knitting techniques. Thus, we have
divided our infrastructure into various departments where each department is equipped with advanced machinery
and tools. Some of the machines installed at our manufacturing unit includes:

Fig 4.3

Machine List

Knitting:

 Single Circular Knitting Machine (30" X 20G X 90F)


 Single Circular Knitting Machine (30" X 28G X 90F)
 Single Circular Knitting Machine (26" X 24G X 78F)
 Ultra High Speed Single Jersey Circular Knitting Machine (34"x 28G x 102F)
 Universal Interlock Circular Knitting Machine (34"x 28G x 72F)
 High Production Interlock Circular Knitting Machine (34"x 28G x 122F)
 Rib Interlock Circular Knitting Machine (34"x 18G x 68F)

Dyeing:

 FONG'S PLC based Soft flow dyeing machine


 "DAEIL" Circular Jet Dyeing Machine
 SUPER SLIT Opening Slitting and Squeezing Line
 "SAMJIN" brand Boil-Off Relaxer for wet setting
 "HANSEONG" brand Centrifugal Hydro Extractor
 "HANA" brand Slitting & opening machine
 "ILSUNG" brand, Sun-Super "S" Stenter
 "DAEIL" brand, Automatic Wet Straightener
 Knit Fabric Felt Compacting Range
 Fong's Relax Dryer

Fig 4.4

Quality

Quality Assurance is a fundamental and non-negotiable part of the way we do business.

We continuously focus our manufacturing and allied practices on the concept of 'get it right - first time and every
time'. To do so, our products, manufacturing process and equipment are rigorously and often checked for quality
standards and process deviations, if any.

To be the world's best integrated textile solutions enterprise with leadership position across products and
markets, exceeding customer & stakeholder expectation.

Quality Assurance

At our organization, we are committed to quality management system in order to offer exclusive range of Knitted
Fabrics. We have appointed quality controllers who conduct regular inspections and make certain that only
defect free product range reaches our customers. The entire range passes through stringent tests and is quality
tested on the following parameters:
 Colour fastness
 Tear strength
 Designs
 Polish and finish

Furthermore, we are well equipped with requisite tools and equipment, which help us in carrying out stringent
quality checks for optimum quality products.

MD OF THE COMPANY

Fig 4.5

Environment Care

Fig 4.6

Contact Us

Paragon Knits Ltd.


Registered Address:

A-106,Lajpat Nagar-1

New Delhi-11002

LIMITATION
 The topic was such that it required vast and thorough study necessistating complete enumeration of the
organization and analysis of several issues thtat considerable time which was a major limiting factor.
 Collecting information from people during the working hours was also critical.
 Also the interviews were limited to some time
 Time is limited for interview
 Sample size is limited to 40.

GOALS OF HRD SYSTEM AT PARAGON KNITS LIMITED,UPMAHAL RAM NAGAR

•To create on enabling climate that continuously identity, nurtures and utilize the capabilities of employees.

•To develop the capacity of each employee as an individual

•To develop the capacity of each employee in relation his/her present job/role.

•To develop the capacity of each employee in his/ her expected future job/role

•To develop a mutually supporting relationship between each employee and his/her supervision.

•To develop team spirit and effective functioning of every subsystem of the organization.

•To develop overall health and self reasoning capabilities in the organization. The goals of HRD system are
realized through various subsystems practiced on the company. They are as follows:

•Performance appraisal

•Suggestion scheme

•Training

•Awards

•Grievance procedure for the employees

•Incentive and reward scheme


•Employee participation

•Communication policies

•Socio cultural activities

•Employee welfare and quality of work life

Training and Development

Keeping in view the principle of Right person for the management position, PKL take adequate care while selecting
the employee. Merit is always recognized and given weight age. To meet the demands of competition, high
premium is attached to training activities.

Training Objectives

High premium is placed on training and development activities in the organization keeping in view the following
objectives-

•To achieve systematic integration of training in the organizations mission.

•To upgrade skills, abilities and capabilities of the employees.

•To establish a distinctive work culture in the organization.

•To meet the organizations need for success, better performance and growth.

•To prepare employees the job meant for them while on first application, on transfer or on promotion and impact
to them, the required skills and knowledge.

•To assist the employees to function more effectively in their present positions by exposing them to the latest
concepts, information, techniques and developing the skills that would be required in the particular fields.
PARAGON KNITS LIMITED,AMRITSAR is relentlessly trying to materialize these objectives to the fullest
extent

TRAINING SET UP

Main thrust areas of training

•Management training in house

•External programs

•Overseas programs

•Training of trainees
•Pre employee training scheme

•Apprentrenship training

•Vocation training coming from other institutions

•Other training programs

Training policy

Formulation of training policy

Training and development function

Responsibility of Training and development


Chapter 5

DATA ANALYSIS AND INTERPRETATION

Data Analysis & Interpretation -


Ques-1. Your organization considers training as a part of organizational strategy. Do you agree
with this statement?
NO. OF
RESPONSE RESPONDENTS PERCENTAGE
 STRONGLY AGREE 13 52
 AGREE 14
 SOME WHAT
AGREE 4 16
 DISAGREE 7 28
 TOTAL 25 100

training as a part of organization strategy


120 100
e 100
m 80
n 52
p 60
o 40 28 25
l 13 16
. 20 1 4 4 7
o 0 NO. OF RESPONDENTS
y
o PERCENTAGE
e
f
e
s

%age

Figure: 1.1

Interpretation

The above graph indicates that organization considers training as a part of organizational strategy.
Ques-2. How many training programs will you attend in a year?

NO. OF
RESPONSE RESPONDENT PERCENTAGE

 LESS THEN
00-10 14 56
 10- 20 2 8
 20-40 6 24
 MORE
THAN 40 3 12
 TOTAL 25 100

no. of training programs in a year


120
e 100
100
m
n 80
p
o 56
l 60
.
o 40 24 25 NO. OF RESPONDENT
y 20 14 12
o 8 6 3
2 PERCENTAGE
e
f 0
e
LESS 10 20 20-40 MORE TOTAL
s
THEN THAN
10 40
%age

Figure: 1.2

INTERPRETATION

The above chart indicates that less training programs are held in the organization.
QUES 3): To whom the training is given more in your organization?

NO. OF
RESPONSE RESPONDENT PERCENTAGE

 SENIOR STAFF 3 12
 JUNIOR STAFF 5 20

 NEW STAFF 6 24
 BASED ON
 REQUIRTMENT 13 52
 TOTAL 25 100

to whom training is given


120
100
e
100
m
n 80
p
o 60 52
l
.
o 40 24 25
20
y 20 12 13
o 3 5 6
e 0
f
e
s NO. OF RESPONDENT
PERCENTAGE

%age

Figure: 1.3

INTERPRETATION

The above chart shows indicates that training is provided on the basis of requiretment. what
are all the important barriers to training and development in your organization?
Ques-4. What are all the important barriers to Training and Development in your
organization?

NO. OF
RESPONSE RESPONDENT PERCENTAGE

 TIME
MONEY 5 20
 LACK OF INTEREST
BY
STAFF 6 24
 NON-AVAILABILITY
OF
SKILL TRAINER 10 40
 TOTAL 25 100

barriers to training and development


120 100
e 100
m 80
n 60 40
p 40 24 25
o 20
l 20 5 6 10
.
o 0
NO. OF RESPONDENT
y
o PERCENTAGE
e
f
e
s

%age

Figure: 1.4
INTERPRETATION

The graph indicates that the important barriers to training and development in the organization is
non-availability of skilled trainers.

QUES 5): Enough practice is given for us during training session? Do you agree with this
statement?

NO. OF
RESPONSE RESPONDENT PERCENTAGE
 STRONGLY AGREE 14 56
 AGREE 2 8
 SOME WHAT AGREE6 24
 DISAGREE 3 12
 TOTAL 25 100

practice given during training period


120 100
e 100
m 80 56
n 60
p
o 40 24 25
l 14 12
. 20 2 8 6 3
o 0 NO. OF RESPONDENT
y
o PERCENTAGE
e
f
e
s

%age

Figure 1.5
INTERPRETATION

The above graph indicates that enough practice is given for employees during training sessions.

Ques-6. The training session conducted in your organization is useful. Do you agree with this
statement?

RESPONSE NO. OF
RESPONDENT PERCENTAGE
 STRONGLY
AGREE 15 60
 AGREE 5 20
 SOME WHAT
AGREE 5 20
 DISAGREE 0 0
 TOTAL 25 100

training is useful
120 100
e 100
m 80 60
n 60
p
o 40 20 20 25
l 15
. 20 5 5 0 0
o 0 NO. OF RESPONDENT
y
o PERCENTAGE
e
f
e
s

%age

Figure: 1.6

INTERPRETATION

The above graph indicates the training sessions conducted in the organization is useful.
Ques-7. Employees are given appraisal in order to motivate them to attend the training. Do
it agree with this statement?
RESPONSE NO. OF
RESPONDENT PERCENTAGE
 STRONGLY
AGREE 14 56
 AGREE 6 24
 SOME
WHAT
AGREE 3 12
 DISAGREE 2 8
 TOTAL 25 100

training is motivation for employee


120 100
e 100
m 80 56
n 60
p
o 40 24 25
l 14 12
. 20 6 3 2 8
o 0 NO. OF RESPONDENT
y
o PERCENTAGE
e
f
e
s

%age

Figure: 1.7

INTERPRETATION

The above graph indicates employees are given appraisal in order to motivate them to attend the
training.
QUES-8. How well the work place of training is physically organization?

NO. OF
RESPONSE RESPONDENT PERCENTAGE
 EXCELLENCE 8 32
 GOOD 6 24
 AVERAGE 6 24
 BAD 5 20
 TOTAL 25 100

place of training
120
100
e 100
m
80
n p
60
o l
40 32
o 24 24 20 25
20 8 6 6 NO. OF RESPONDENT
o y 5
f e 0 PERCENTAGE
e
s

%age

Figure: 1.8

INTERPRETATION

This graph indicates the trainers should possess technical skill to make the training effective.
Ques-9. What are the general complains about the training session?

NO. OF
RESPONSE RESPONDENT PERCENTAGE
 TAKE AWAY PRECIOUS TIME OF
EMPLOYEES 4 25
 TOO MANY GAPS BETWEEN THE
SESSIONS 10 40
 TRAINING SESSIONS ARE
UNPLANNED 6 15
 BORING AND NOT USEFUL 5 20
 TOTAL 25 100

Figure: 1.9

INTERPRETATION

This graph indicates that there are too many gaps between the training sessions.
Ques-10. Time duration given for the training period is?

NO. OF
RESPONSE RESPONDENT PERCENTAGE
 SUFFICIENT 5 20
 TO BE EXTENDED 10 40
 TO BE SHORTENED 8 32
 MANAGEABLE 2 8
 TOTAL 25 100

training period
120 100
e 100
m 80
n p 60 40
40 32 25
o l 20
10 8
o 20 5 2 8
0 NO. OF RESPONDENT
o y
f e PERCENTAGE
e
s

%age

Figure 1.10

INTERPRETATION

This graph indicates the reasons for shortage of skilled manpower at workplace are lacks of
support from senior staff.
Chapter6
FINDINGS,CONCLUSION,
RECOMMENDATIONSAND SCOPE OF
THE STUDY
FINDINGS OF THE STUDY
 75.00% of the employee think that Consistency & loyalty of the employee for the
company is an important part in training and development
 45.00 % of the employee have 6-10 years in experience and training that is required for
the company needs
 92.50% think that there must be job responsibility. If not it must be bounded by some
guidelines
 87.50% % of the employee think that there must be a clarity for the job responsibility
for the company
 95.00% % of the employee think that there must be an extra classes for the training and
development of the employee
 97.50% % of the employee agree that the training and development leads to the benefit
of the company
 90.00% % of the employee think that there must be skill development enhancement
during the training and development
 75.00% % of the employee think that there must a introduction of technical and
professional skills of the employee in training and development
 90.00% % of the employee think that every employee must go through the proper
training and development
 100 % of the employee think that training and development sharps the skills and career
of the employee
CONCLUSION
This study was a learning experience for me and I came to know the training and development
programs in Paragon Knits Pvt. Ltd. Ajanala (Amritsar) was positive in response but still more
training and development is needed in Paragon Knits so that the employees are motivated time
by time and they should know their strength & weakness so that they can work on it & improve
their knowledge & skills for the betterment of their organization.

In the last but not the least I conclude that all the training and development programs of
company are highly effective & beneficial to the employees in giving their best contribution
to their personal growth & development as well to meet the organizational objective.
RECOMMENDATIONS
1.Training should be given according to the job profile of the employees. e.g. Managers should
be made to attend more of team oriented workshops since they are required to work in teams.
Whereas an officer level employee needs to enhance his computer skills. Hence training
Programmes have to be designed accordingly.

2.Since a few employees felt that the training they had undergone in the last two years didn’t
help them at all, a feedback session should be made mandatory after every training session, in
order to ascertain whether the above idea behind the training programme had been
accomplished or not.

3.Every now and then the employees should be encouraged to identify their own training needs
which would enhance employee morale and also shift the burden from the superior to the
employee him self.

4.Rather than just investing money on various training programmes, PARAGON KNITS
LIMITED, Amritsar .. should also concentrate on regular training evaluation
SCOPE OF FURTHER RESEARCH
The training needs analysis is the base for all training activities in, PARAGON KNITS
LIMITED ,Amritsar Efforts at all levels of the organization are made to identify and meet the
training needs of the employees. Priority is given to ‘need base training’ which can have direct
impact on the employees’ performance and improve work efficiency.

The training and development department takes into consideration the annual appraisal report
of the employees for analyzing the training needs. The training programmes usually provided
valuable inputs to the trainees for performing present as well as future roles effectively.

Also, at the end of each training session trainers impressions about the session should be
recorded in a register which gives a weight into the trainee’s performance during the training
period.

The timely feedback of both the trainers and the trainees helps in taking corrective action for
future training programmes. This analysis has depicted what common training and
development techniques are adopted by from and has provided an insight into the training and
development system followed by ,PARAGON KNITS LIMITED, Amritsar

But still much more can be done. Suitable strategies can be framed to develop a team of highly
motivated and committed work force so that the company can make inroads into the
international markets and build favorable image there. The quest for improvement should never
ends it is an endless journey
BIBLIOGRAPHY
•http://paragonknits.com/home/home.html

•HR.com

•Mirza S. Saiyadain- Human Resource Management 2ndEdition Publishers – Tata McGraw-


Hill.

•V.K. Dubey – Management of Training and Development and Motivation Skills


ANNENXURE
Questionnaire:
Q 1) - Your organization considers training as a part of organizational strategy. Do you
agree with this statement?

 STRONGLY AGREE
 AGREE
 SOME WHAT AGREE
 DISAGREE

Q 2)- How many training programs will you attend in a year?

 LESS THAN 10
 10-20
 20-40
 MORE THAN- 40

Q 3)- To whom the training is given more in your organization?

 SENIOR STAFF
 JUNIOR STAFF
 NEW STAFF
 BASED ON REQUIRTMENT

Q 4)- what are all important barriers to training and development in your
organization?

 TIME
 MONEY
 LACK OF INTERST BY STAFF
 NON AVAILABILITY OF SKILLED TRAINERS
Q 5)- Enough practice is given for us during training session? Do you agree with this
statement?

 JOB ROTATION
 EXTERNAL RATING
 CONFERENCE/DISCUSION
 PROGRAMMED INSTRUCTION

Q 6)- The training session conducted in your organization is useful. Do you agree with
this statement?

 STRONGLY AGREE
 AGREE
 SOME WHAT AGREE
 DISAGREE

Q 7)- The training session conducted in your organization is useful. Do you agree with
this statement?

 STRONGLY AGREE
 AGREE
 SOME WHAT AGREE
 DISAGREE

Q 8)- Employees are given appraisal in order to motivate them to attend the training.
Do you agree with this statement?

 STRONGLY AGREE
 AGREE
 SOME WHAT AGREE
 DISAGREE
Q 9)- What are the general complains about the training session?

 TAKE AWAY PRECIOUS TIME OF EMPLOYEES


 TOO MANY GAPS BETWEEN THE SESSION
 TRAINING SESSION ARE UNPLANNED
 BORING AND USEFUL

Q 10)- Time duration given for the training period is?

 SUFFICIENT
 TO BE EXTENDED
 TO BE SHORTEND
 MANAGEABLE