Chapter 1

Introduction

1
 INTRODUCTION

Training is process of learning a sequence of programmed behavior. It is the application of

knowledge. It gives people an awareness of the rules and procedures to guide their
behaviors. It attempts to improve their performance on the current job and prepares them
for an intended 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 programmers are planned and scheduled and how the
performance appraisal helps in identifying training needs.

2
ate 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, and
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 quite essential for
effective training and development in the organization.

This study gives a detailed idea about the employee’s 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 quite effective but still needs to be improved on
some of the aspects mentioned above.

Human Resource Management is defined as the people who staff and manage
organization. It comprises the functions and principles that are applied to retaining,
training, developing, and compensating the employees in organization. It is also applicable
to non-business organizations, such as education, healthcare, etc. Human Resource
Management is defined as the set of activities, programs, and functions that are designed
to maximize both organizational as well as employee effectiveness.

Scope of HRM without a doubt is vast. All the activities of employee, from the time of his
entry into an organization until he leaves, come under the horizon of HRM. The divisions
included in HRM are Recruitment, Payroll, Performance Management, Training and
Development, Retention, Industrial Relation, etc. Out of all these divisions, one such
important division is training and development.

Training And Development is a subsystem of an organization. It ensures that randomness

is reduced and learning or behavioural change takes place in structured format. William
James of Harvard University estimated that employees could retain their jobs by working
at a mere 20-30 percent of their potential. His study led him to believe that if these same
employees were properly motivated, they could work at 80-90 percent of their capabilities.
Behavioural science concepts like motivation and enhanced productivity could well be

3
used in such improvements in employee output. Training could be one of the means used
to achieve such improvements through the effective and efficient use of learning
resources.

Human resources, are the most valuable assets of any organization, with the machines,
materials and even the money, nothing gets done without man-power. The effective
functioning of any organization requires that employees learn to perform their jobs at a
satisfactory level of proficiency. Here is the role of training. Employee training tries to
improve skills or add to the existing level of the knowledge so that the employee is better
equipped to do his present job or to prepare him for higher position with increased
responsibilities. However individual growth is not an end itself. Organization growth
needs to be meshed with the individual’s growth. The concern is for the organization
viability, that it should adapt itself to a changing environment. Employee growth and
development has to be seen in the context of this change. Training is a systematic
development of the knowledge, skills and attitudes required by employees to perform
adequately on a given task or job.

The need for improved productivity in organization has become universally accepted and
that it depends on efficient and effective training. However, the need for organizations to
embark on staff development programme for employees has become obvious. Absence of
these programme often manifest tripartite problems of incompetence, inefficiency and
ineffectiveness. So, training and development aim at developing competences such as
technical, human, conceptual and managerial for the furtherance of individual and
organization growth which makes it a continuous process

Training is the process of assisting a person for enchanting his efficiency and effectiveness
at work by improving and updating his professional knowledge by developing skills
relevant to

So, training can be defined as his work and cultivating appropriate behavior and attitude
towards work and people.

Training could be designed either for improving present at work or for preparing a person
for assuming higher responsibilities in further which would call for additional knowledge
and superior skills. Training is different education particularly formal education. While
education is concerned mainly with enhancement of knowledge, training aims essentially
at increasing knowledge, stimulating attitude and imparting skills related to a specific job.

4
It is a continuous and life long process. Training provides an atmosphere of sharing and
synthesizing, with the help of the trainers, the information already available on the
subject. Training is a time bound activity program. Thus, there is a separate specialized
discipline of trainers socializing in the field of human activity.

Meaning:

A business' most important asset is often its people. Training and developing them can be
one of the most important investments a business can make. The right training can ensure
that your business has the right skills to tackle the future. It can also help attract and retain
good quality staff, as well as increasing the job satisfaction of those presently with you -
increasing the chances that they will satisfy your customers.

Thus, Training is the act of increasing the knowledge and skills of employee. It is a
universal truth that the human resources available in an organization have to be managed
more efficiently than the material resources comprising of machines and money.
Eloquently putting “Training is a systematic development of the knowledge, skills and
attitudes required by employees to perform adequately on a given task or job”. “Training
is the act of increasing the knowledge & skills of an employee for doing a particular job”

It is a short-term educational process & utilising a systematic & organised procedure by

which employees learn technical knowledge & skills for a definite purpose

Training improves knowledge skill, behaviour & attitude towards the requirements of the
job & organisation.

Company Profile

Established in 2013, Globin pharmaceutical Corporation has become one of the most
famous medical and pharmaceutical products distributors in Iraq and a leading company in
the medical care industry. Globin provides a range of healthcare solutions, importing
products from our global partners and distributing them to our dear clients all over Iraq,
Globin has developed a reputation for excellence and has rapidly become the one of the
best suppliers in Iraq and now Globin Pharma markets & its products in 19 provinces with
a simple aim: the pursuit of uncompromising quality.

Globin Pharmaceuticals Private Limited is a non-govt company, incorporated on 23 Mar,

2000. It's a private unlisted company and is classified as ‘company limited by shares.
Company's authorized capital stands at Rs 30.0 lakhs and has 100.0% paid-up capital

5
which is Rs 30.0 lakhs. Globin Pharmaceuticals Private Limited last annual general meet
(AGM) happened on 30 Sep, 2017. The company last updated its financials on 31 Mar,
2017 as per Ministry of Corporate Affairs (MCA).

Globin Pharmaceuticals Private Limited is majorly in null business from last 24 years and
currently, company operations are active. Current board members & directors are Sanjay
Wadhwa, Deepak Kumar Agarwal, Satish Kumar and Vipin Wadhwa.

Globin Pharmaceuticals Private Limited registered address is 133 A/LNEW COLONY

PALWAL FARIDABAD HARYANA HR 121102 IN.

SERVICES

We supply at competitive prices with minimum and maximum quantity, according to the
requirement of the customers. We are capable of fulfilling the urgent and bulk requirement
of the clients in the best possible manner. We distribute our products almost all-over Iraqi
provinces.

We are importing from well-known leader pharmaceutical manufacturers,

supplying, distributing, wholesaling, retailing and trading pharmaceutical products,
surgical products and all medical products. We are among the leading industries engaged
in importing and supplying a quality-assured range of pharmaceutical products to our
clients. furthermore, we strive to make these products available to the customers at
suitable prices in the market, within stipulated time frame, in order to stand efficiently by
their expectations.

STRATEGY

Today, we are striving to become a top pharmaceutical company that is trusted and
supported by our partners. We intend to do much more for the benefit of the medical
community and human health.

PRODUCTS

An extensive generics portfolio covering all the major therapeutic areas: drugs for
treatment of cardiovascular diseases, women’s health, respiratory agents, Antibiotics and
Antifungal and agents, urological medicinal products, drugs for the treatment of central
nervous system, analgesics, and gastrointestinal medicinal products.

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MISSION
Globin Pharma mission is to dedicate itself to adding exceptional value through the
distribution of innovative medical products and services for the benefit of the medical
community and human health around the world.

VISION
To provide quality assured, outcome – based healthcare and wellbeing services to our
community, in collaboration with client’s staff and partners.

Industry Profile

Globin Pharma company establish new pharma Face, in Dubai, in order to serve financial
facilities to all our overseas partners.

Good health is vital to all of us, and finding sustainable solutions to the most pressing
health care challenges of our world cannot wait.

That’s why we at Globin Pharma are committed to applying science and our global
resources to improve health and well-being at every stage of life.

SUCCESS

The Company’s success is an outcome of extensive research and development in the

pharmaceutical distribution space, which enabled it to move up the pharmaceutical value
chain for products and services all over Iraq. Globin has been constantly investing in
various growth platforms thereby promoting a culture of innovation.

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 Chapter 2

Literature Review

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 Literature Review

Human resources are every organization’s backbone and central resource (Khan et al.,
2011). HR Management is responsible for all aspects of how businesses recruit and
manage employees and managers. Previous studies find that HR is a beneficial resource
whose abilities and skills promote the development of products and services (Kelly, 2001).
According to Armstrong (2016), HRM fosters employee selection, development, and
convenience in organizations integrative and coherently. Furthermore, the objective of HR
management is to optimize the firm’s HR payoffs while reducing potential material losses.
Moreover, HR managers are accountable for managing tasks and processes efficiently,
lawfully, fairly, and consistently (Hustled, 1995).

From their side, Boxall and Purcell (2016) find that human resource management (HRM)
develops employees to achieve their required performance level. (Riaracháin & O'riordan,
2017). HR practices are essential power that influences and directs human resources and
the engagement of the staff (MacDuffie, 1995; Wright et al., 1998).

Training is a quick response to increased job performance, while development is an

extensive course to improve managerial performance. HRM training intends to boost the
needed competencies, while development aims to strengthen the overall character of the
employees. Managers proceed with the training procedure to cover employees’ skills
shortage, whereas they conduct the development procedure with a potential succession
plan in mind. Training and development activities are highly needed to train newcomers to
the organizations, but at the same time, they must follow the latest trends and innovations.
Moreover, they enable companies to fit, compete, take the initiative, invent, manufacture,
provide better services, and achieve their goals (Salas et al., 2012).

Organizations invest billions of dollars annually in Training (Salas et al., 2012), allowing
their staff to perform the firm’s-specific work processes and procedures, leading to
organizations accomplishing competitive advantages. At the heart of organizational
learning is developing and propagating tacit knowledge throughout the organization
(Miller, 1996; Senge, 2006). The company collects the charges from the skills specific to it
while allowing employees to grow and develop (Barney & Wright, 1998).

Pfeffer (1995) focuses on the importance of HR functions and habits, and this is because
the ability of a company’s workforce to provide competitiveness is becoming more and
more noticeable to businesses. As a result, carefully considering the methods that

9
effectively use these resources is necessary to develop a competitive edge through people.
(Wright, Gardner, et al., 2003).

In addition to competitive advantage, organizational training and development constitute

the keys to HR practices that affect organizational learning and innovation (Sung & Choi,
2013). Researchers and practitioners recognized people as the optimum foundations of
inspiration and innovation (Amabile, 1996). Consequently, appropriate training and
development of competent and active employees are essential for creativity (Collins &
Smith, 2006).

Furthermore, several studies demonstrate that companies glowing at innovation have

considerable investments in training and development programs. These programs boost
employees’ accommodation and adaptation abilities by enhancing innovation and
resolving issues. Moreover, modernization scholars stressed the necessity of training and
development and exploring new learning at different levels, such as detecting problems,
generating ideas, promoting concepts, and implementing (Nonaka & Takeuchi, 1996;
Shalley et al., 2004). The learning activities are correlative processes that add, share,
absorb and employ knowledge to augment organizational innovation (Hatch & Dyer,
2004).

As one can notice, training and development is a significant ongoing investment, process,
and mission for organizations. With training and development, organizations can achieve a
competitive advantage, go along with innovation and global issues, and, most importantly,
work constantly as the organization performs (Miller, 1996; Senge, 2006). This literature
review focuses on the importance of training and development and their relationship with
competitive advantages, innovation, and organizational performance and suggests future
studies.

The rest of this literature review will be as follows: the following section contains the
literature review about training and development, their relationship with a competitive
advantage, and their relationship with innovation and organizations’ performance, then the
last section will conclude and suggest further future studies.

2.1 Training and Development

The firm’s HR practices will immediately influence the employees’ skills which will add
to the organization. Furthermore, they will foster employees’ development to get involved
and committed to the business (MacDuffie, 1995; Wright et al., 1998). Training and

10
development are necessary for any firm, and they are an organizational subsystem derived
from two independent yet interrelated words that work together to increase the individual’s
global productivity (Salas et al., 2012).

Previous studies find that the most popular term for “training and development” is
“lifelong learning.” It takes into account how individuals continue learning (Field, 2008),
develop competencies (Shandler, 2000), add value, are intelligent and experienced (Jarvis,
2012), fit, adjust to changes (Nolfi & Parisi, 1996), improve as they grow, and, in sum,
accommodate with the stream (Sartori et al., 2018).

According to Kadiresan et al. (2015), “development is setting up and making employees

ready for potential vacancies and issues.” Moreover, when organizations communicate
with employees about their skills gap, they decide whom to train, which areas they need
training, and when to do it; only training can be introduced appropriately (Kum et al.,
2014). Hence, training becomes a joint action between an expert and an employee leading
to the efficient transfer of information, know-how, skills, and attitudes, consequently
allowing an efficient output from the employee on the job. Training activities are focused
on and evaluated against an individual’s recent work (Lerner, 2018).

As a result, Training and development programs will convince the employees that their
managers care, and they will be pleased, reassured, and committed to further enhancing
organizations in achieving organizational goals and objectives. They will be able to
develop and succeed in varying environments, technology, and fierce rivalry (Khan et al.,
2016).

2.2 Relationship Between Training and Development with Competitive Advantage

One

scholar states that development and growth are usually the objectives and goals of
organizations (Goldberg, J., 2018). During a constantly changing environment,
organizations realize that they must adopt a new strategy to empower their competitive
advantage to survive. Thus, they focus on their employee’s performance as a significant
resource to improve competitiveness (Diamantidis & Chatzoglou, 2019).

Porter (1980) defines ‘competitive advantage’ as the capacity to perform better than rivals
in the same sector or market due to resources and personal qualities (Charbagh & Lynch,
1999). Moreover, studying competitiveness draws researchers’ attention due to current
concerns regarding organizations’ higher performance levels in today’s competitive

11
market. A firm achieves a competitive advantage when applying a benefit-maximizing
approach not implemented concurrently by existing or future rivals (Clulow et al., 2003).

Much of the research supports the idea that businesses that use effective human resource
methods, those with the proper recruitment process, training and development program,
good benefits, etc., will be more competitive over rivals. (Byrnes & Cascio, 1984; Steffy
& Maurer, 1988; Barney & Wright, 1998).

In addition to their competitive position, organizations will benefit from training and
development at different levels. They will react effectively to changes and the latest
unpredictable external factors in the industry (Beaver & Hutchings, 2005)

2.3 Relationship Between Training and Development with Innovation

Development and growth are usually the objectives and goals of organizations (Goldberg,
2014). In all the organization theories, from the classical view that values work to the
human relations theory that values human resources in organizations, the critical factor in
any organization is the human element; humans make the job done, and the organizations’
goals and objective met (Őnday, 2016).

Furthermore, innovation is fundamental for business achievement in the market because

innovative companies are more open and compliant to new situations and variations
(NARANJO-VALENCIA et al., 2018). Academics and experts try to identify innovation
influencing factors. Previous research found that human resource (HR) methods improve
innovation, emphasizing the position of training (Laursen, 2002; Laursen & Foss, 2003).

Researchers found that training and development will enhance learning and understanding
of management processes by exposing them to extensive viewpoints, talents, experience,
and insights that will enable them to increase their reservoir of new and valuable
innovative ideas (Muñoz Castellanos & Salinero Martín, 2011).

Training and development can push innovation in different forms. By initiating innovative
technologies in the learning area, firms will enhance the employees’ learning experience
while getting acquainted with new technologies. However, previous studies find that
organizational innovation will not occur when the environment does not foster innovation
(Sung & Choi, 2013). Furthermore, these practices will stimulate innovation only when a
firm nurtures a job environment that promotes innovation. Hence, the interaction between
an innovative environment and learning processes is elementary for creative performance
in the firm (Bowen & Ostroff, 2004).
12
Firms nowadays are broadly leaning toward Information Technology (IT) systems for their
training programs. Since fast-moving technologies are dragging firms toward them, their
survival has relied on the up-to-date IT knowledge of their employees. Employees need to
be trained for a new task to handle the new job quickly. Employees’ knowledge, ability,
and up to-the-job-level skills remain the organization’s responsibility. Moreover, when
employees need essential skills and expertise, organizations should train them at the right
time without delay.

Subsequently, companies must ensure that the staff can acquire knowledge or skill every
time they ask for it (Garger 1999). Thus, training sessions must assist staff in prioritizing
their working capabilities over enhancing their performance (German 2000). When
repetitive thinking prevails, organizations shall train their employees to develop their
unique thinking skills (German 2000).

Moreover, research shows that training courses that can develop cooperative and collective
learning must consider the individual and psychological facts that can facilitate or obstruct
it. Researchers find that training methods promote creativity, encourage a learning
environment (Jerez Gómez et al., 2004; Shipton et al., 2005; Cortini et al., 2016), and
nurture discovery (Shipton et al., 2006; Beugelsdijk, 2008). However, as expected, the
study demonstrates that workers’ ability to manage group learning processes, interact with
one another, and collaborate is necessary for the development of communication and
coordination for new products and services (Larsson et al., 1998; Ceschi et al., 2014;
Manute et al., 2017; Sartori et al., 2018). In addition, Sartori & Scalco (2014) find that
such actions need training since one cannot expect individuals to control and direct them
internally (Sartori & Scalco, 2014).

From their side, Sartori et al. (2018) find that the achievement of any business innovation
needs appropriate capabilities. More than highly qualified members in the firm may be
necessary for creation that seeks to stand up in the rapidly changing environment. Other
factors, such as cooperation and coordination among people and training practices that
enable the employees to upgrade and strengthen their respective and proficient attributes,
are a must so that both the administrators and the working staff will be creative.

The study by Sung & Choi (2013) shows that firms investing in training considerably
increase innovation. Moreover, Gonzalez et al. (2015) show that research & development
(R&D) and staff training substantially raise the chance that innovation will occur. From

13
their side, Sung & Choi (2013) emphasize that an organization’s training and development
investment will develop a continuous learning environment that will enhance sharing of
information and opinion. Successively, this will promote the generation of knowledge and
innovation.

In addition, Learning Pursuit in the organization, defined by training and development,

empowers workers, employees, and managers’ skills in constant improvement (Sartori et
al., 2018). Hence, their competencies are the personal qualities of shining and influential
people in a challenging environment. Valuable goods and services, cherished and paid for
by an organization’s customers, are created by the ideas or inventions of competent people
(Sartori et al., 2018).

Collaboration between development, training, and innovation mitigates unexpected and

challenging situations threatening a company’s existence and progress. (Sartori et al.,
2018).

2.4 Relationship Between Training and Development with Organizations

Performance
The organization will be the ultimate beneficiary knowing that the training and
development are being directly invested in the staff (Abdul Ghafoor Khan et al., 2011);
moreover, human resources as an asset contribute to the firm performance and growth.
Hence, to increase both firm and staff performance, training and development are
implemented to improve staff performance (Ahmad & us Din, 2009)
At a global level, different organizations provide training and development programs to
their employees to improve their skills and abilities. These programs will help employees
match their talents with the new requirements of their occupation and guarantee the firm’s
development and progress (O’Herron & Simonsen, 1995). It is easier for employees to
accomplish properly in the workplace with prior training (Garapan, 1997), and the
performance of trained employees exceeds that of untrained (Partlow, 1996). So,
organizations must train their employees to achieve their overall goals better (Flynn et al.,
1995). The repayment of training and development exceeds the high financial training
cost since training contributes to higher performance at the global organizational level.
Hence, organizations shall always keep their employees at a high competence

14
 Chapter 3

Research Methodology

15
Research Methodology:
Research methodology is a way to systematically solve the research problem. It may be
understood as a science of studying how research is done scientifically. In it we study the
various steps that are generally adopted by a researcher in studying his research problem
along with the logic behind them.

Methodology gives us the blueprint of activities to be carried out systematically in order to

complete the study successfully.
➢ Formulating the Research Problem
➢ Extensive Literature Review
➢ Developing the Objectives
➢ Preparing the Research Design including Sample Design
➢ Collecting the Data
➢ Analysis of Data
➢ Preparation of the Report or Presentation of Results, Formal write ups of conclusion.
➢ Generalization and Interpretation and Conclusion

Methodology:
1. Questionnaire: A questionnaire was served to all the employees asking their opinion
about the effectives of training and development programs at Vision Plus Private Limited.
Silicon City College of Commerce and Management A Study on Employees Training and
Development Vision Plus Private Limited
2. Personal Interview: A face-to-face talk is carried out with the employees where I
asked several employees about their feelings and opinions on various aspects of their jobs
and organization.
3. Company Data and Reports: Certain reports from the HRD department provided the
information as to the total no of employees, schedule of training programs, number of
persons attending it and other such things, which indicated the employee performance on
the job after attending these training programs.

Data Collection:
To produce a reliable questionnaire both primary and secondary information was used.
Primary data is the first-hand information; the questionnaire was prepared by me under the
guidance of the mentor wherein I used Likert five-point scale and closed ended questions
for measuring attitudes of the employees for my study.

16
The questionnaire comprised 20 questions which covered all the aspects of measuring “the
effectiveness of training and development”.
1. Primary Data:
An instrument is used to collect the required information from the employees and also
interact the employees personally. Primary data helps us in making observation of
employee’s behaviours, talk gestures which helped me in identifying the attitude of
employees towards the training program and the effectiveness of the training program in
the organization.
Primary Data Sources:
a. Questionnaire
b. Observation
c. Interview
2. Secondary Data:
It was collected from the website of the company, and the company personnel, certain
reports from the HR department. The research also took the help of the books and journal.
Secondary Data Sources:
a. Book
b. Periodicals or journals
c. Research thesis and dissertations
d. Footnotes
e. Encyclopaedias
f. Websites/blogs
Both primary and secondary data served the purpose in measuring the effectiveness of
training and development at Vision Plus Private Limited. Both are equally essential for
any type of survey.
Research Design:
A research design is the assignment of conditions for collection and analysis of data in a
manner that aims to combine relevance to the search purpose formidable problem that
follow the fact defining the research is the preparation in this study the researcher has
made use of the descriptive research design this is used to determine some definitive
purpose with the help of structured questionnaire to further primary information to focus
on the accurate description of the variable present in the problem
Sampling:

17
Sampling is concerned with the selection of a subset of individuals from within a
population to estimate characteristics of the whole population. Researchers rarely survey
the entire population because the cost of a census is too high. The three main advantages
of sampling are that the cost is lower, data collection is faster, and since the data set is
smaller it is possible to ensure homogeneity and to improve the accuracy and quality of the
data. In the study researcher has used probability sampling.
Sample Size:
The total number of employees in an organization is 400. It would be time consuming as
well as difficult to interview all 400 employees. So, for the purpose of this project report
researcher has selected 100 of population for sampling. The samples were selected using
simple random sampling techniques i.e., every individual in the total population had equal
chances of being selected.

Simple Random Sampling:

A simple random sample is a subset of individuals (a sample) chosen from a larger set (a
population). Each individual is chosen randomly and entirely by chance, such that each
A Study on Employees Training and Development Vision Plus Private Limited
individual has the same probability of being chosen at any stage during the sampling
process, and each subset of k individuals has the same probability of being chosen for the
sample as any other subset of k individuals. This process and technique is known as simple
random sampling.
Tools Used for Data Analysis:
For this research researcher has used some of the tools like graphical methods, bar
diagram etc for doing the data analysis.

Area Covered:
For this survey I have covered all the departments of the organization – Globin
Pharmaceuticals Private Limited.

18
 Chapter 4

Data Analysis & Interpretation

19
Data Analysis and Interpretation

1. Table 1: Like to attend training program.

Like to attend training No. of Respondents Percentage

program N= 100

Yes 99 99%

No 1 1%

100 100%

Figure 1

Interpretation:

In Table 1 and Figure 1, 99%of the respondents agree that they like to attend training
program and 1% of the respondents does not like to attend training program for their
necessary performance.

20
2. Table 2: Meaning of Training

Meaning of Training No. of Respondents Percentage

N= 100

Learning 11 11%

Enhancement 2 2%

Sharing Information 5 5%

Knowledge and Skills 82 82%

100 100%

Figure 2

Interpretation:
In Table 2 and Figure 2, 82% of the respondents agree that training means it is knowledge
and skills, 11% of the respondents agree that training means learning, 5% of the
respondents agree that training for them is sharing information and 2 % of the respondents

21
agree that training is enhancement of their knowledge and skills necessary for their
performance.

3. Table Training program is essential for both new employees and existing
employees.

No. of

Training program is essential for both new employees Respondents Percentage

and existing employees N= 100

Yes 89 89%

No 11 11%

100 100%

22
 Figure 3

Interpretation:

In Table 3 and Figure 3, 89%of the respondents agree that training program is essential for both
new employees and existing employee, 11% of the respondents does not agree with the statement.

4. Table 4: Organization considers training as a part of organizational strategy.

No. of

Organization considers training as a part of Respondents Percentage

organizational strategy N= 100

Agree 56 56%

Strongly agree 26 26%

Neutral 17 17%

Disagree 0 0%

Strongly disagree 1 1%

100 100%

Figure 4

23
Interpretation:

In Table 4 and Figure 4, 82% of the respondents strongly agree that training is a part of

organizational strategy, 17% of the respondents neutral in their opinion and 1% of the

respondents not agree with this statement.

5. Table 5: Training is well planned in your organization.

Training is well planned in No. of Percentage

your organization Respondents
N= 100

Yes 96 96%

No 4 4%

100 100%

24
 Figure 5

Interpretation:

In Table 5 and Figure 5, 96%of the respondents agree that training is well planned in them

organization, 4% of the respondents does not agree that it is well planned.

25
 Chapter 5

Finding & Suggestion

26
Findings:
1. 99%of the respondents agree that they like to attend training program.
2. 82% of the respondents agree that training means it is knowledge and skills.
3. Majority of the respondents agree that training program is essential for both new
employees and existing employee.
4. 82% of the respondents strongly agree that training is a part of organizational strategy.
5. Majority of the respondents agree that training is well planned in their organization.
6. 73% of the respondents agree that every month training programs are conducted in them
organization.
7. Majority of the respondents agree that training program is compulsory for the
employees to work better.
8. 97% of the respondents agree that training is helpful in enhancing productivity and
performance of an employee.
9. 65% of the respondents agree that coaching is the method to use training in the
organization.
10. 48% of the respondents agree that lack of interest is the barrier for training and
development in their organization.
11. 77% of the respondents agree that within 2-3 months they need to implement training
process in their organization.
12. Majority of the respondents agree that training is relevant to needs of the organization.
13. 89% of the respondents agree that training helps to improve employee and employer
relationship
14. 68% of the respondents strongly agree that training helps to increase motivational level
of the employees.
15. 51% of the respondents agree that training program enable the employees to be
accountable and authoritative in making decision.
16. 81% of the respondents agree that training method focus on developing team work and
leadership skills.
17. 96% of the respondents agree that instructor response to trainees’ doubts.
18. 86% of the respondents agree that employees after training are given preference for
new assignments.
19. 63% of the respondents agree that effectiveness of training program is excellent.
20. 95% of the respondents agree that feedback can evaluate the effectiveness of training.

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Findings from the Organisation:

a. The environment of the organisation must be very friendly which will help employees
in satisfaction of the work and others factors.
b. The organisation has many freshers from which they work very enthusiastically and
there can be more productivity.
c. The relationship between the superior and subordinate is very good and this will bring
the organisation and employees to work in a good environment.
d. Organisation provides employee opportunity to the people who are not properly
educated or highly qualified.
e. The organisation gives them proper training and improve them.

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Suggestions:
1. 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.
2. The HR department should conduct briefing and debriefing sessions for employees for
training as to give them an idea as to why this training is been conducted and what
they have to learn in the training program conducted and also after training completion
they should take feedback as to how effective was the training so that the necessary
improvements in training programs can be considered and implemented.
3. 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 today’s business scenario.
4. Performance of every employee undergone training should be evaluated so as to get
Improved quality of training activities, improve ability of the trainers to relate inputs to
output know their understanding about the training programme conducted
5. Training program should evaluate the abilities, competencies and potentials of the
trainees for a particular job or work skills.
6. It should aim to narrow down the gap between expected level of performance and the
actual level of performance.
7. It should provide new recruits or trainees a scientific pace for imbibing the knowledge
and skills required to discharge their duties and responsibilities meaningfully and
purposefully.
8. The company should conduct training programs at regular intervals, which helps the
employees to enhance their knowledge for their current jobs.
9. 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.
10. The training session should be made more interactive and participative so that trainees
and trainer are in constant interaction.

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Conclusion:
HRM is nothing but managing the human resource, from the date of recruitment till the
retirement and each employee needs some training program to develop their skills and
ability. Today we are living in a competitive world in order to survive among other
factors, it is the employees who make the organisation reach their desired goal.
Identification the training and development needs in the employees which is very
important in the organisation .it will help to achieve individual goals has well has
organisation goals it also helps in productivity of the present employees and also the
standard of living of the employees and their family

When proper training and development is provided from the organisation to the
employees, it helps increase the employee’s interest towards the work and also the
organisation, when training and development is done by the organisation, it helps to
recognize the present level of the employees and what changes are needed to improve
their skills, attitude knowledge, experience and also it is able to recognize the negativity
of the present problems in the programs which are improving the profits, goodwill.

There are lot of problems which are faced by the organisation because of the lack of
training they can be like accidents, injuries fights, work environment, alcohol and
harassment, machineries can also be a major part of failure so training on all this teams is
to be given properly and the organisation should understand the problems of the
employees. Training must be given in factors which are mostly affected on the employees
such has on-the-job programs.

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 help 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.

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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

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