Research Project Report & Viva Voce (KMBN 408) on

THE STRATEGIC ROLE OF TRAINING AND DEVELOPMENT IN HRM

Undertaken at

“FLIPKART WAREHOUSING”

Submitted in partial fulfilment of the requirements for the award

of the degree of

MASTER OF BUSINESS ADMINISTRATION

to

DR. A.P.J. ABDUL KALAM TECHNICAL UNIVERSITY LUCKNOW

Under The Guidance of Submitted By

Name of the Faculty Guide: Name of The Student: Sonali Pandey

Mr. HIMANSHU BHUSAN BAGH MBA- IV SEM,

Assistant Professor, MIMT Enrollment no.: 2301520700337

Academic Session 2024-25

i
 To Whom It May Concern

I SONALI PANDEY bearing Enrolment No. 2301520700337 from MBA-IV Sem of the Mangalmay Institute
of Management & Technology, Greater Noida, U.P. hereby declare that the Research Project Report & Viva
Voce (KMBN 408) entitled THE STRATEGIC ROLE IN TRAINING AND DEVELOPMENT at FLIPKART
WAREHOUSE is an original work and the same has not been submitted to any other Institute for the
award of any other degree.

Date: Signature of the Stud

Certified that the Research Project Report & Viva Voce submitted in partial fulfilment of the requirements
for the award of the degree of MASTER OF BUSINESS ADMINISTRATION to DR. A.P.J. ABDUL KALAM
TECHNICAL UNIVERSITY LUCKNOW by SONALI PANDEY, Enrolment No. 2301520700337 has been
completed under my guidance and is Satisfactory.
Signature of the Faculty

Name of The Guide: Mr. Himanshu Bhusan

Bagh

Designation: Assistant Professor, MIMT

Date:

Signature of the HOD

Name of the HOD: Dr. Richa Sharma

Date:
ii
 ACKNOWLEDGEMENT
It is always a pleasure for me that I get chance to say thanks to all those people who
helped me in completed the summer training project report

First of all, I want to say thank you to my parents for giving me encouragement and
invaluable assistance.

I would like to show my sincere gratitude to my college for giving me a platform where I
can show my skills my skills, our Director Dr. Ruchika Gupta, Head of Department (HOD)
Dr. Richa Sharma who has given me the opportunity and their guidance to complete the
project work.

I would also like to thanks my project Guide Mr. Himanshu Bhushan Bagh who has
provided his valuable guidance and suggestions and also helped me in solving all my
queries throughout the project time period.

This project work required a lot of hard work, devotion and time. I tried my best to put in
this project and gained a lot of knowledge and confidence from this project work.

Finally in the last I apologize to all those who helped me but their name is not mentioned
above.

SONALI PANDEY

iii
 TABLE OF CONTENTS

S.NO CONTENTS PAGE .NO

Certificate 1-2

2 Acknowledgement 3

3 Executive Summary 4

4 Chapter I- Introduction 6-19

Chapter II – Review of literature 20-34

5
Chapter III- Research methodology 35-36
6

Chapter IV – Data Reduction, Presentation & 37-43

7 Analysis

Chapter V- Data Interpretation 44-54

8
Chapter VI– Summary & Conclusion 57
9
Bibliography/ References 58-59
10
Annexures 60-61
11

List of Tables 62
12

List of Figures 63
13

i
v
 CHAPTER 1

INTRODUCTION

1.1 INTRODUCTION

The survival of any organization in the competitive society lies in its ability to train its
human resource to be creative, innovative, inventive who will invariably enhance
performance and increase competitive advantage. Training and development are an aspect
of human resource and competence capable of improving employees‟ ability to perform
more efficiently. Training and development play a vital role in the effectiveness of an
organization. It is one of the most pervasive techniques for improving employees‟
performance enhancing organization productivity in the work place. Employees are the
indispensable asset and key element of gaining competitive advantage of any organization
e practices that help in enhancing employees‟ skills, knowledge, and training is essential
tool for its actualization. The level of competency, skills and ability of the workforces of an
organization influences its ability to preserve its obtained positions gain competitive
advantage. Meanwhile, employee‟s competence, skills and pro- activeness is directly
proportional to the level at which organization can compete with others. Organizations are
confronting with increased competiti on resulting from changes in technology, economic
environments, globalization etc. Training and development have become one of the
necessary functions in most organizations, because they lead to high performance in the
same field and are important part of human resource department, it has a significant effect
on the success of an organization through improving employee performance.

1
1.1.2 TRAINING
Training is concerned with the teaching/learning carried on for the basic purpose of
enabling the employees to acquire and apply the knowledge, skills, abilities and attitudes
needed by that organization.The objective of training is to develop specific and useful
knowledge, skills and techniques. It is intended to prepare people to carry out
predetermined tasks in well-defined job contexts. Training is basically a task- oriented
activity aimed at improving performance in current or future jobs.

1.1.3 DEVELOPMENT
Development is concerned with the growth of employees in all respects. It is the process
by which managers or executives acquire skills and competency in their present jobs and
also capabilities for future tasks. The purpose of development is imparting advanced
knowledge and competencies among the employees.
Development is a continuous process of building competencies of employees and thus
facilitating their overall development

1.1.4 TYPES OF TRAINING AND DEVELOPMENT PROGRAM

eLearning
eLearning, on the other hand, relies on online videos, tests, and courses to deliver
employee training. Employees can do their training right in the palm of their hand with a
smartphone or on their company computers. It‟s one of the easiest types of employee
training to roll out to larger populations, especially for employees who are remote or have
high-turnover rates. With interactive games, tests, videos, activities, or even gamified
components, it can also go a long way towards keepingyour employees engaged with the
training.

Hands-on training
Hands-on training includes any experiential training that‟s focused on the individual needs
of the employee. It‟s conducted directly on the job. Hands-on

2
training can help employees fit perfectly into their upcoming or current role, while
enhancing their current skills.

Coaching or mentoring
Coaching or mentoring can share similar qualities to hands-on training, but in this type of
employee training, the focus is on the relationship between an employee and a more
experienced professional, such as their supervisor, a coach, or a veteran employee.The
one-on-one mentoring style creates a relationship between employees that carries far
beyond training. It also allows the employee to ask questions they may not feel
3omfortable asking in a classroom, instructor-led training. This training method can be
done in person or virtually, through online coaching sessions.

Group discussions and activities

For the right group of employees, group discussions and activities can provide the perfect
training option. It allows multiple employees to train at once, in an environment that better
fits their current departments or groups. These discussionsand activities can be instructor-
led or facilitated by online prompts that are later reviewed by a supervisor.
This type of employee training is best used for challenges that require a collaborative
approach to complex issues. Find ideas for training activities here.

Lecture-style training
Important for getting big chunks of information to a large employee population,
lecture-style training can be an invaluable resource for communicating required
information quickly.

3
1.2 INDUSTRY PROFILE

An Introduction to Information Technology

The Information Technology & Information Technology Enabled Services (IT-IteS) sector
is a field which is undergoing rapid evolution and is changing the shape of Indian business
standards. This sector includes software development, consultancies, software
management, online services and bus iness process outsourcing (BPO). Information
Technology (IT) encompass the study and application of computers and any form of
telecommunications that store, retrieve and send information. IT includes a combination of
hardware and software used together to perform the essential functions people need and use
every day. Most IT professionals will work with an organization to focus on and meet their
needs technologically by understanding what they need, showing them options on what
current technology is available to do their needed tasks, then implementing the technology
into their current setup, or creating a whole new set up.
The relationship between IT& science & engineering has two aspects. In addition to being
a product of science and engineering, IT enabling change in S&E. IT has become on
important part of the Indian economy for example S&E make extensive use of computer
modeling & simulation and large share of database advances in networking facilitate
global collaboration in research and product development, implement the results of
academic research and conduct significant amounts of applied R&D, IT also influences
the pipeline for S&E through its affects on the demand for people with technical skills
and through its use in education at all levels. Information technology reflects the
combination of three technologies, digital computing, data storage and ability to
transmit digital signal through telecommunication network.
Rapid change in semiconductors technology,
information storage & networking, combined with advance in software, has enabled new
application, cost reduction and widespread diffusion of IT. The expanding array application
makes IT more useful & further fuels the expansion of IT.

4
CONCEPT OF INFORMATION TECHNOLOGY
Information is a resource which has no value until it is extracted, processed and utilized.
Information technology deals with information system, data storage, access, retrieval,
analysis and intelligent decision making. Information technology refers to the creation,
gathering, processing, storage, presentation and dissemination of information and also the
processes and devices that enable all this to be done.
Information technology is affecting us as individual and as a society. Information
technology stands firmly on hardware and software of a computer and tele- communication
infrastructure.

1.3 NEED FOR STUDY

The main purpose of this study was to analyze the impact of training and development on
employee performance towards accomplishing organizational goal as well as the personal
growth. Training and development enhances the productivity, knowledge and skill of the
employees and allow them to retain in the organization, It also encourages their strength
and motivate them to accomplish their goal.

1.4 SCOPE AND SIGNIFIACNCE OF THE STUDY

The study has been conducted on behalf of the impact of training and development among
employees, data was collected on survey basis, 120 respondents are involved in my study
and I have collected the information on the basis of 120 samples, hope the study has
generated the information regarding training and development.

5
1.5 OBJECTIVES OF STUDY

1.5.1 PRIMARY OBJECTIVE

To study the Impact of Training and Development among the employees.

1.5.2 SECONDARY OBJECTIVE

 To study the impact of training and development on performance and

productivity enhancement of the employees & organization
 To study the impact of training and development program on stress level
 To study the impact of training and development to increase
competency of the employee

1.6 LIMITATIONS OF THE STUDY

 Some of the respondents can hide the real information.

 Some of the respondents avoid to fill the form.
 Sometime people did not have time to fill questionnaire, so they
markoption without even reading the question.
 A sample size cannot always represent the whole population. .
 As the questionnaires were got filled through Google form, therefore 100%
response was not got despite several requests and reminders

6
 CHAPTER 2

REVIEW OF LITERATURE

Aidah Nassazi (2013) According to this study “effects of training on employee

performance.” Employees are major assets of any organization. The active role they
play towards a company’s success cannot be underestimated. As a result, equipping
these unique assets through effective training becomes imperative in order to maximize
the job performance.

Ambika Bhatia & Lovleen Kaur (2014) In today’s era employees are not keen to join an
organization where their Knowledge and skills are not upgraded. Many organizations
provide opportunities for learning and use it as a retention tool. Results prove that
training and development are positively correlated and claimed significant statistical
relationship with employee performance and effectiveness.

As mentioned by Arnoff (1971), training sessions accelerate the initiative ability and
creativity of the workforce and facilitate to avoid human resource obsolescence, that
may occur because of demographic factors such as age, attitude or the inability to cope
with the technological changes. Obisi (2001), reported that training is a systematic
process of enhancing the knowledge, skills and attitude, hence leads to satisfactory
performance by the employees at job. He further mentioned that the need and
objectives of the training program should be identified before offering it to the
employees.

Armstrong M. (2009) has differentiated training from development by putting his concept
into words that development is meant to acquire new knowledge and skills that help to
progress into some future job requirements while training helps in gaining those
competencies that enable the employees to better perform in their present jobs.

7
Aswathappa (2000) also suggested that if the training and development function is to
be effective in the future and yields all expected returns, it will need to move beyond
its concern with techniques and traditional roles. On the other hand, development
focuses on building the knowledge and skills of organizational members so that they
will be prepared to take on new responsibilities and challenges.

ALDamoe et al. (2012) claimed that organization performance is measured through

financial and non-financial measures like sale, profit, and market share and non-
financial factors measures are efficiency, quality of service, productivity of
organization, satisfaction of employees and commitment these factors can increase
through training

Akhtar et al. (2011) discovered that training has an optimistic association between
motivations along with job engagement involving personnel doing work in
organizations

T & D basically deals with the acquisition of understanding, knowhow, techniques and
practices. In fact, T & D is one of the imperatives of human resource management as it
can improve performance at individual, collegial and organizational levels (Ahmad,
Iqbal, Mir, Haider, & Hamad (2014). Khan (2001) emphasizes that training focuses
on present jobs while development prepares employees for possible future jobs.
Basically, the objective of T & D is to contribute to the organization's overall goal.

Aguinis and Kraiger (2009) said that training improves the overall organization
profitability, effectiveness, productivity, and revenue and otheroutcomes that are
directly related to the training in improving the quality of services.

8
According to Barzegar andShahroz (2011), the most important impact of training on
employees and organization performance is improve the quality and quantity of
organization‟s output, increase in the organization‟s profitability, safeguarding the
organization stability, minimizing the ri sk, decrease the organization cost and
expenses, improving the management of the organization and establishing the
organization as national and international entities.Training must be related to the
mission and performance goals of organization.
Bhatia (2014), Training is a medium to bring continuous improvement in the
quality of work performed; it would equip employees with necessary knowledge, skill,
abilities and attitude to perform their jobs.

Bartel (1994), reports that there is a positive correlation between effective training
program and employee productivity, however to make it possible, (Swart et al., 2005),
it is the responsibility of the managers to identify the factors that hinders training
program effectiveness and should take necessary measures to neutralize their effect on
employee performance. In addition, Ahmad and Bakar (2003), concluded that high
level of employee commitment is achieved if training achieve learning outcomes and
improves the performance, both on individual and organizational level. These findings
are also consistent with the results of Kim (2006) research work.

Boon & Arumugam (2006) described the organizational commitment associated in

both constructive and positive manner with the organization’s training and
development program. Training plays a fundamental role in the organization’s success
when the franchise is being considered

According to Brum (2007) training is probably the hardiest strategy to improve

employee’s determination towards the organization performance.

9
Batool and Bariha (2012) investigated that employees develop their sense of self-
confidence, dignity, self-worth as well as wellbeing when they find themselves to be a
valuable asset to the organizations. These factors provide them with a sense of
satisfaction based on their achieved company goals and continue to encourage them to
effort towards the enhancement of the organization to add value in its performance.

Bowra et al. (2011) has found successful organizations tend to be progressively

knowing that there are volume of factors which contribute to performance of
organization but human resource is definitely the most essential one

Review of Literature According to Chhopra, Bhanu (2015) training and development

is an indispensable function in an ever changing and fast paced corporate world but
most of the companies pay least importance to it.

Chris Obisi (2011) The ultimate aim of any training program is to add value and once
a training program cannot add value, it should be reworked or altogether revoked.
Acquisition of new skills is only possible with Training Programs and without skills
organizations will not achieve its objectives through people. Some organizations see
training as an expensive venture and may put embargo on training and utilize the
money for other projects in the organization.

Carolyn M. Axtell and Sally Maitlis, Shawn K. Yearta (1996) The outcomes
recommend that trainees‟ perceptions and usefulness of the course and their motivation
to transfer skills are key factors in identifying the level of transfer of training they feel
they have attained after a month. In other words, if new skills are to be transferred to
the workplace, trainees first need to feel that the course is related to their jobs, and
must also be committed to using what they have learned. Additionally, in the long
term, the individuals those who have more

1
0
control over the way they work may find they can create more opportunities to use new
skills than those who have less autonomy in their occupation.

Casse and Banahan narrates that (2007), the different Viewed to training and
development need to be explored. It has come to their attention by their own preferred
model and through experience with large Organisations. The current traditional training
continuously facing the challenges in the selection of the employees, in maintaining the
uncertainty related to the purpose and in introducing new tactics for the environment of
work and by recognizing this, they advising on all the problems, which reiterates the
requirement for flexible approach.

Moreover, Cambell (1971) has given his views as training improves the skill level of
technical staff during a short period of time for a specific objective while development
allows the managers to learn and grow during a long term learning period having
wide-ranging objective

There is lower than average probability for employers to lose subordinates if adequate
training is provided in comparison to the employers that lack the ability to provide
their employees a training opportunity (Dearden et al., 1997).

The constructive outcome is accomplished when employees demonstrate positive

perception and that actively participate in the training and development program and
enhanced feeling of motivation and utilizing the opportunities available through the
training program (Dubin, 1990; Tharenou, 2001).

To develop staff, (Daniels, 2003) simply refers to make them grow with the company
so that they can be fitted for available higher positions within their capacity.
Development deals with improving human relations and interpersonal (Iwuoha, 2009)

1
1
Development involves preparing employees for higher responsibilities in future.
Development according to Ezeuwa (2009) can be seen as the use of human resources
to quantitatively change man‟s physical and biological environments to his benefits or
ever seen as involving the introduction of new ideas into the social structure and
causing alterations on the patterns of the organization and social structure.

Training has been invaluable in increasing productivity of organizations. It does not

only enhance employees resourcefully, but also provides them with an opportunity to
virtually learn their jobs and perform more competently. Hence, increasing not only
employees productivity but also organizations‟ productivity. Various researches
indicate the positive impact of training on employees‟ productivity. Training as a
process is one of the most pervasive methods to enhance the productivity of individuals
and communicating organizational goals to personnel (Ekaterini &
ConstantinosVasilios, 2009).

The main objective of the study of Falola and his colleagues (2014) was to examine the
effectiveness of training and development on employees‟ performance and
organization competitive advantage in banking industry. The researchers used the
descriptive research method using two hundred and twenty three valid questionnaires
which were completed by selected banks in Lagos State, South-West Nigeria using
simple random sampling technique. The data collected were analyzed using descriptive
statistics to represent the raw data in a meaningful manner. The results showed that a
strong relationship exists between training and development, employees‟ performance
and competitive advantage. Summary of the findings indicates that there is strong
relationship between the tested dependent variable and independent construct.

Farooq and Khan (2011) concluded that role of the valuable training is to improve the
quality of task process that brings improvement in the performance

1
2
of employees. To test aforesaid arguments the study has proposed that: H2: “There is
not a positive relationship between employee training and employee performance”

Fanibuyan (2001) defines training as the systematic process of altering the behaviour
and or attitudes of employees in a direction to increase organizational goals and
development as programme generally aimed at educating supervisory employees above
and beyond the immediate technical requirement of the job and have a main objective
of the improvement of the effective performance of all managers.

Ganesh, M., Indradevi R., (2015), Training and development plays an important role
in the effectiveness of organizations and to make people to do work effectively &
efficiently. It is said that training has implications on productivity, commitment to the
work and personal development. All companiesmust train people and develop their
staff. Most of the organizations are aware of this requirement and invest and do many
things for training and development.

Today most of the organizations have built up different programs for the training and
development of their employees. Usually companies offered tuition reimbursement
package to their employees so that they can improve their knowledge and education. It
has been found by the Corporate University that almost 10 percent of employees are
entitled for this benefit (Rosenwald 2000). Furthermore, only senior management and
those employees who are at top level are entitled for tuition reimbursement (Rosenwald
2000). As a result thereof, many organizations conduct in-house training programs for
their employees that are more beneficial and cheap. Training section of the
organizations attempts to concentrate on particular job proficiency whereas the
corporate department is proactive with an additional strategic approach. Training and
development program is a planned education component and with exceptional method
for sharing the culture of the organization, which moves from one job skills to
understand the workplace skill, developing leadership, innovative thinking and
problem resolving (Meister, 1998). Employee

1
3
development programs includes a variety of teaching technique, schedule, and helping
learning environment that ensure employee to improve their skills and later apply on
their jobs (Gerbamn 2000).

As depicted by the work of Harrison (2000), learning through training influence the
organizational performance by greater employee performance, and is said to be a key
factor in the achievement of corporate goals. However, implementing training
programs as a solution to covering performance issues such as filling the gap between
the standard and the actual performance is an effective way of improving employee
performance (Swart et al., 2005).

Training and Development program is part of organizational support system that is

effective in determining and strengthening employees' performances through level of
commitment (Haque & Yamoah, 2014, p. 337). There is alsoan impact of Training on
the investment return specifically when cultural oriented workforce is provided
adequate training under certain type of leadership (Haque, Faizan, Zehra, Baloch,
Nadda, & Riaz, 2015).

It has been known by several names, including employee development, human resource
development, and learning and development (Harrison 2005 as cited in Kennedy,
2009). In training the focus is current, use of work experiences is low, goal is to gain
skills for the present job, and participation is mandatory if initiated while vice versa is
applicable for development initiatives. Development is more self-directed and requires
self-motivation to explore and find the ways for career and personal advancement.

T & D have been defined in several ways by different authors. The main idea that each
one of them highlighted in their studies is, the workforce capability enhancement
(Imran & Tanveer, 2015). In the field of human resource management, T & D is the
field concerned with organizational activity aimed at bettering the performance of
individuals and groups in organizational settings.

1
4
Jackson (2002) opined that some cultural assumptions underlie human resource
management with regards to developing employees: he deliberated through an example
which highlighted the distinction between the hard and soft approaches on
developmental aspects, appearing in the strategic HRM literature.

Janet Kottke (1999) described that employee development programs must be

comprises with core proficiencies, appropriate structure through which organizations
develop their businesses at corporate level. The basic function of the theory is to gain
knowledge, cooperation, inventive thinking and resolving problem (Kottke 1999).
Fundamental goals of several employee development programs are to deliver the
mission of the organization and support workers to learn the culture of the organization
(Gerbman 2000). These objectives provide help to the strategic goals of business by
facilitating learning chances and support organizational culture (Kottke 1999). The
requirements for technical training program for employees raised their job satisfaction
and help to understand the culture of organization, which lead to the success of the
organization. We must take care about these elements that employee shouldbe updated
with the present knowledge of the job. Employee will be more productive, if companies
provide them training as per the requirement of the job

Khan, Abdul Ghafoor, Khan, Furqan Ahmed, Khan, Muhammad Aslam Khan (2011),
Training and Development, On the Job Training, Training Design and Delivery style
are four of the most important aspects in organizational studies. This paper tried to
evaluate the effect of Training and Development, On the Job Training, Training Design
and Delivery style on Organizational performance.

Khan (2001) emphasizes that training focuses on present jobs while development
prepares employees for possible future jobs. Basically, the objective of T & D is to
contribute to the organization's overall goal. T & D describes the formal, ongoing
efforts that are made within organizations to

1
5
improve the performance and self-fulfillment of their employees through a variety of
educational methods and programs. In the modern workplace, these efforts have taken
on a broad range of applications from instruction in highly specific job skills to long-
term professional development. In recent years, T & D has emerged as a formal
business function, an integral element of strategy, and a recognized profession with
distinct theories and methodologies. More and more companies of all sizes have
embraced "continual learning" and other aspects of T & D as a means of promoting
employee growth and acquiring a highly skilled work force.

Training is only considered when people of an organization looking for promotion of

rank. Some employees prefer training to improve professional skills that help them to
work more efficiently. Professional training enhances knowledge then otherwise
(Kennedy, 2009)

Training is most effective way of motivating and retaining high quality in human
resources within an organization (Kate Hutchings, Cherrie J.Zhu, Brain K, Cooper,
Yiming Zhang & Sijun Shao, 2009).

According to Konings & Vanormelingen (2009),Colombo & Stanca (2008) and

Sepulveda (2005) training is an instrument that fundamentally affects the successful
accomplishment of organizations‟ goals and objectives. However, the optimum goal of
every organization is to generate high revenue and maximize profit and a vital tool to
realize this is an efficient and effective workforce. Thus, a workforce is only efficient
and effective if the appropriate training and development is provided for such and
therefore leading to productivity.

Khanfar (2011) views substantiates Brum‟s (2007) claim regarding employee

performance that is provided by training

Laing (2009) defines training as an indicator to enhance superior skills,

1
6
knowledge, capabilities and outlook of the employees that results in effective
performance of the workers. However, he adds one thing more that it (training)extends
the production of the organization. Massod (2010) and Khan far (2011) argued that
training is an active means to enable individual to make use of his capability and his
potential capability.

Mel Kleiman (2000) described that the essentials parts of a worthy employee training
program are constructed on orientation, management skills, and operational skills of
employees. These theories are the groundwork of any employee development program

According to Mahbuba (2013) assumed that trainer‟s role is shifting from a simple
role of providing skills to active communicator, who makes an effort in achieving
training as well as organizational objectives. The main objective ofthe training is to
improve the knowledge and skills, change attitude and behavior of the employees so
that they can easily adapt the new technology in the organization for production. As
result the turnover and absenteeism rate will be less. Well trained employees show both
quantity and quality performance. There is less wastage of time, money and resources
if employees are properly trained James et al. (2014).

Manu (2004) focuses on the importance of skillful workers that is very necessary for
the improvement of the organization.

Niazi(2011) said in his study that training is beneficial for both employee and
organization. Trained employee can face the current and future challenges of
organization and achieve the competitive advantages

Olaniyanand Lucas (2008) believe that training enhances the employees‟ capacity to
contribute the optimal performance of the organization. Therefore,

1
7
the study intended to test that: H1:“There is not a significance relationship between
employees training and organization performance".

In the same way, training enhancement of skills pertaining to a particular job while
development has its scope stretched across the growth and personal development of the
employees Obisi (2011).

Training is the application of gained knowledge and experience (Punia & Saurabh,
2013). Training can be defined as organized activity aimed at imparting information
and/or instructions to improve the recipient's performance or to help him or her attain a
required level of knowledge or skill (Appiah et al, 2013).

Ramachandran (2010) has made an analytical study on effectiveness of training

programme of different cadre of employees working in a public sector organization.
The result reveals that employees differed in effectiveness of training programme on
the basis of demographic characters. It is also inferred that experience and education of
the employees of the organization is predominating and determining factor in training
programme.

Rohan & Madhumita (2012) also supported that investing in training employees on
decision making, teamwork, problem-solving and interpersonal relations has beneficial
impact on the organizations‟ level of growth, as well as impacting on employees‟
performance.
Swaminathan, J. and Gowri Shankar, U., (2011). This paper tries to conclude that
training is the act of increasing the knowledge and skill of an employee for doing a
particular job. The training is to acquire new skill, technical knowledge, problem
solving, etc. It improves the performance of employees on present jobs and prepares
them for taking up new assignments in the future. Training also helps in the growth of
the employees. The main objective of the study is to

1
8
measure the effectiveness of the training in the organization and its impact on
employee job performance.

Scott Brum, University Of Rhode Island (2007) To gain an advantage amongst

competitors training is of great importance to companies. There is significant debate
among professionals and scholars as to the affect that training has on both employee
and organizational goals.

Saleem and Mehwish (2011) suggest that training is major activity of Human
Resources Development for employees‟ development. In this competitive world,
training is the key strategy to achieve the organizational objectives. Training benefits
employees‟ performance and organizational effectiveness. Attractive employee‟s
performance is highly demanding in this competitive world for achieving the
organizational performance

Singh and Madhumita (2012) believe that training is important mean to improve the
employees‟ productivity which ultimately affects the organization performance and
effectiveness.

Singh and Mohanty (2012) believe that training is important mean to improve the
employees productivity which ultimately affects the organization performance and
effectiveness. On the other hand Training must be talked in such a way that it covers
the employee‟s performance-development needs and is in accordance with their job
descriptions.

Training is considered as the process of improving the existing skills, knowledge,

exposure, and abilities in an individual. According to Saleem and Mehwish (2011)
training is an organized increase from the know-how skills and sensations needed for
staff members to execute efficiently in the offered process, as well as, to operate in
underling situation. Moreover, it also enhances the capabilities of panel of employees
in very effective way by motivating them and transforming them in to well organize
and well-mannered,

1
9
that ultimately affects the performance of organization

Training affects employees‟ behavior and their working skills which results into
employees enhanced performance as well as constructive changes (Satterfield &
Hughes, 2007).

The hard approach assumed the employees in the organizations as mere resources to
achieve the objectives of the organization, where as the soft approach viewed the
employees more as valued assets capable of development (Tyson and Fell 1986;
Hendry and Pettigrew 1990).The need for developing our employees is compelling
because a sound Training and Development plan has its contributions to increase
productivity and quality of work. The development strategy reduces staff turnover and
absenteeism and also helps in improving motivation among the employees

According to Tharenou, Alan and Celia (2007) the goal of training is to enhance the
organization effectiveness. It also demands an influence on employee‟s performance,
as well as in relation to organizational performance which is mediated by means of
employee‟s performance.

Thang and Drik (2008) argued that the success of organization is determined by human
resources, definitely not physical resources and is highly endorsed toincreasethe
organization‟ investments in training in order to offer superior expertise, knowledge
and features pertaining to employees rather than their competitors relationship between
training and organization performance.

Training and development are a significant component of the Human Resource (HR)
Department in organizations. According to Van (1962) „‟training is the process of
teaching, informing, or educating people so that they may become

2
0
as well qualified as possible to do their job, and become qualified to perform in
positions of greater difficulty and responsibility‟‟.

Veekesy Polymers Pvt Ltd. adopted a training and development program that mainly
focuses on areas like job oriented trainings, technical skills, knowledge and quality
aspects. Most of the respondents were satisfied with the present training methods and
also rated it as good and excellent towards the quality and effectiveness of the
program. The program had to concentrate on people who are dissatisfied with the
training. Training ought to be based on the need of the organization. It must benefit the
personnel in terms of performance and learning which will thus influence the
organization. As it may be, a portion of the small scale and full scale establishments
intended to prepare and equip representatives with the essential aptitudes and learning
are not doing very well in terms of number of individuals these institutions prepare.
Velmurugan P. S., (2009) Training is the periscope to see the future. It is intended to
identify the future of the organization to develop and steer them. Development creates
generalists and helps people to think strategically, even when their present jobs do not
call for such thinking. It pushes and stretches people beyond their present function.

2
1
 CHAPTER 3

RESEARCH AND METHODOLOGY

3.1 RESEARCH DESIGN

The analysis is of a Descriptive sort. It attempts to explain the employees' attitudes to the
training and development programs and their influence on them, Easy Random Sampling
was used to pick the workers for the analysis. The study sample size was 120 IT workers
working at various IT companies.

3.2 SAMPLING TECHNIQUE

The methodology of Convenience Sampling was used in this analysis. The justification for
using the process of convenience sampling was quick and economical. I understand the
issue and I also know who I should pose the questions to find the answer for my study.

3.3 SOURCES OF DATA

For the purpose of the study two sources of data have been collected.

3.3.1 Primary Data

In order to gather Primary data, a survey will be carried out. It is the evidence that is
obtained directly by employees working in IT sectors of different companies and the data
are collected on the basis of

 Personal questions

 Questionnaire

2
2
 3.3.2 Secondary Data

The method of convenient sampling that is, selecting the accessible population from the
workers, from whom information can be obtained. The rationale for using the convenience
sampling method was fast and expedient, Inexpensive, I understand the problem and I
know who I should be posing the problem, questions to find a solution to my studies.

3.4 STRUCTURE OF QUESTIONNAIRE

Multiple choice questions and Likert‟s scale questions.

3.5 SAMPLE SIZE

In this survey the sample size is 150 IT employees working at various IT companies of
different age group, employment status, educational criteria and convenience sampling
method is being used.

3.6 PERIOD OF STUDY

The period of study was from December 2020 to March 2021.

3.7 ANALYTICAL TOOLS

Percentage Analysis

Percentage Analysis Percentage analysis is the method to represent raw streams of data as a
percentage (a part in 100-percent) for better understanding of collected data. Percentage
Analysis is applied to create a contingency Chart from the frequency distribution and
represent the collected data for better understanding.

2
3
Correlation coefficient

The correlation coefficient is a statistical measure of the strength of the relationship

between the relative movements of two variables. The value range between -1.0 and 1.0.A
correlation of -1.0 shows a perfect negative correlation, while a correlation of 1.0 show a
perfect positive correlation.

ANOVA

It is a collection of statistical models and their associated estimation procedures (such as

the variation‖ among and between groups) used to analyze the differences among group
means in a sample. ANOVA was developed by statistician and evolutionary biologist
Ronald Fisher.

T-TEST

A t-test is a statistical test that is used to compare the means of two groups. It is often used
in hypothesis testing to determine whether a process or treatment actually has an effect on
the population of interest, or whether two groups are different from one another.

2
4
 CHAPTER 4

DATA ANALYSIS AND INTERPRETATION

4.1 PERCENTAGE ANALYSIS

Table 4.1.1 Showing respondents in age

NO OF PERCENTAGE
AGE RESPONDENTS %
Above 20 years 62 51.7%

Between 30-40 41 34.2%

Above 40 years 17 14.2%

TOTAL 120 100

Source: Primary Data

14%
52%
34%

Above 20 years Between 30-40

Above 40 years

CHART 4.1.1 Showing respondents in age

Inference
From the above Chart it is interpreted that 52% of respondents are above 20 years, 34% of
respondents are between 30-40 years and 14% of respondents are above 40 year

2
5
 Table 4.1.2 Showing respondents in gender

PERCENTAGE
GENDER NO OF RESPONDENTS
%

Male 64 53.3%

Female 56 46.7%

Total 120 100

Source: Primary Data

FEMALE

MALE FEMALE

Chart showing 4.1.2 Showing respondents in gender

Inference
From the above Chart it is interpretated that 53% of respondents are male and 47% of
respondents are female.

2
6
 Table 4.1.3 Showing respondents Marital status

MARITAL STATUS NO. RESPONDENTS PERCENTAGE

Single 64 53.3%

Married 48 40%

Prefer not to say 8 6.7%

Total 120 100

Source: Primary Data

SINGLE
MARRIED
PREFER NOT TO SAY

Chart 4.1.3 Showing respondents Marital status

Inference
From the above Chart it is interpretated that 53% of respondents are Unmarried, 40% of
respondents are married and 7% of respondents prefer not to say.

2
7
 Table 4.1.4 showing respondents in qualification

NO OF PERCENTAGE
QUALIFICATION
RESPONDENTS %

UG 53 45%

PG 37 31%

Professional courses 18 15%

Diploma 11 9

Total 120 100

Source: Primary Data

UG PG PROFESSIONAL COURSES Diploma

Diploma
9%
PROFESS
IO
NAL UG
COURS 45%
ES15%

PG
31%

Chart 4.1.4 showing respondents in qualification

Inference
From the above Chart it is interpretated that 45% of the respondent are under graduate,
31% of respondent are post graduate, 15% of the respondents have Professional courses
and 9% of the respondents have diploma.

2
8
 Table 4.1.5 showing respondents in Designation

DESIGNATION NO OF RESPONDENTS PERCENTAGE

Programmer 18 16%

Android/IOS developer 15 13%

Web developer 33 29 %
Technical support 23 20%
Data analyst 9 8%
Computer system analyst 16 14%
Functional consultant 6 16%

Total 120 100

Source: Primary Data

programmer
Android/IOS developer
Web Developer
Technical support
Data analyst
Computer system analyst
Functional Consultant

Chart 4.1.5 showing respondents in qualification

Inference
From the above Chart it is interpretated that 29% of respondents are web developer, 20% of
respondent are technical support, 16% of respondents are programmer, 14% of respondents
are computer system analyst, , 13% of respondents are Android/IOS developer and 8%
respondents are Data analyst.

2
9
 Table 4.1.6 showing respondents in annual income

ANNUAL INCOME NO OF RESPONDENTS PERCENTAGE

Less than 1 – 5 lakh 66 55%

5 -10 lakhs 43 35.8%

Above 10 lakhs 11 9.2 %
Total 120 100 %
Source: Primary Data

1- 5 lakhs 5 -10 lakhs Above 10 lakhs

9%

36% 55%

Chart 4.1.6 showing respondents in annual income

Inference
From the above Chart it is interpretated that 55% of respondents have less
than 1-5 lakh of annual income, salaried, 35.8% of respondents have 5-10
lakhs of annual income and 9.2% of respondents have above 10 lakhs of
annual income.

3
0
 Table 4.1.7 showing respondents Year of experience

YEARS NO OF RESPONDENTS PERCENTAGE

Less than 5 years 64 53 %

6 - 10 years 13 11%

10 - 15 years 25 21%

More than 15 years 18 15%

Total 120 100

Source: Primary Data

Less than 5
years
6 - 10 years
10 - 15
years
More
than 15
years

years

Chart 4.1.7 showing respondents Year of experience

Inference
From the above Chart it is interpreted that 53% of the respondents have less than
4 years of experience, 21% of the respondent have 10-15 years of experience, 15% of the
respondent have more than 15 years of experience and only 11% of the respondent have 6-
10 years of experience

3
1
 Table 4.1.8 showing respondents Shift

SHIFT NO OF RESPONDENTS PERCENTAGE

Day 90 75%

Night 30 15%

Total 120 100

Source: Primary Data

7
0

6
0

5 58
0 %
3 42
0 %
2
0

1
0
Da Nigh
y t

Chart 4.1.8 showing respondents Year of experience

Inference

From the above Chart it is interpretated that 58% of respondents have day shift and 42%
of respondents have night shift.

3
2
Table: 4.1.9 Showing that respondents opinion about efficiency in work through
training and development

Particulars No of respondents Percentage

Agree 71 59.2%
Strongly agree 37 30.8%
Neutral 8 6.7%
Disagree 3 2.5%
Strongly disagree 1 0.8%
Total 120 100
Source: Primary Data

2%
7%
1%

31%
59%

Agree Strongly agree Neutral Disagree Strongly disagree

Chart: 4.1.9 Showing that respondents opinion about efficiency in work through
training and development

Inference
From the above Chart it is interpretated that 59% of the respondents are agree, 31% of the
respondents are strongly agree, 7% of the respondents are neutral, 2% of the respondents
are disagree and 1% of the respondents are strongly disagree.

3
3
Table 4.1.10 Respondents view on employees enhancement come through
Training and Development

Particulars No of respondents Percentage

Agree 45 37.5%

Strongly agree 10 8.3%

Neutral 31 25.8%

Disagree 6 5%

Strongly disagree 8 6.7%

Total 120 100

Source : Primary Data

8%
6%

45%

31%

10%

Agree Strongly agree Neutral

Disagree Strongly disagree

Chart 4.1.10 : Respondents view on employees enhancement come through Training

and Development

Inference
From the above Chart it is interpretated that 45% of the respondents are agree, 10% of the
respondents are strongly agree, 31% of the respondents are neutral, 6% of the respondents
are disagree and 8% of the respondents are strongly disagree.

3
4
Table 4.1.11: Respondents view on training and development program help in
personal growth

Particulars No of respondents Percentage

Agree 41 34%

Strongly agree 50%

60
Neutral 9 7%

Disagree 9 8%

Strongly disagree 1 1%

Total 120 100

Source : Primary Data

agree
strongly agree
neutral
disagree
strongly disagree

Chart 4.1.11 Showing respondents view on training and development

program help in personal growth

Interpretation

From the above Chart it is interpretated that 50% of the respondents are strongly
agree ,34% of the respondents are agree, 8% of the respondent are disagree, 7% of the
respondents are disgaree and 1% of te respondent are strongly disagree.

3
5
Table 4.1.12 : Respondents rating on how far training has helped in reducing absenteeism

Particulars No of respondents Percentage

1 5 4.2%

2 6 5%

3 44 36.7%

4 45 37.5%

5 20 16.7%

Total 120 100

Source : Primary Data

50
45
40
N O R S ON E TS

35
30 45
25 44
20
15 20
10
5 5 6
0
1 2 3 4 5
SATISFACTION LEVEL

Chart 4.1.12 : Respondents rating on how far training has helped in reducing absenteeism

Inference
From the above Chart it is interpretated that 37.5% of the respondents give 4 out of 5,
36.7% of the respondents give 3 out of 5, 16.7% of the respondents give 5
on 5 , 5% of the respondents give 2 on 5 and 4.2% of the respondents give 1 out
of 5.

3
6
Table 4.1.13 : Respondents view on the Competency level of employees
increases due to Training and development

Particulars No of respondents Percentage

Agree 65 54.2%
Strongly agree 34 28.3%
Neutral 11 9.2%
Disagree 8 6.7%
Strongly disagree 2 1.7%
Total 120 100
Source : Primary Data

Agree
Strongly agree
Neutral
Disagree
Strongly disagree

Chart 4.1.13 : Respondents view on the Competency level of employees increases

due to Training and development

Inference
From the above Chart it is interpretated that 54% of the respondents are agree, 28% of the
respondents are strongly agree, 9% of the respondents are neutral, 7% of the respondents
are disagree and 2% of the respondents are strongly disagree.

3
7
Table 4.1.14 : Respondents opinion whether the oraganization conduct training and
development program

Particulars No of respondents Percentage

Yes 110 91.7%

No 10 8.3%

Total 120 100

Source : Primary Data

Yes

No

Chart 4.1.14 : Respondents opinion whether the oraganization conduct training and
development program

Interpretation

From the above Chart it is interpretated that 92% of the respondents are agree and 8%
of the respondents are disagree.

3
8
Table 4.1.15: respondents attending training and development program

Particulars No of respondents Percentage

Yes 110 91.7%

No 10 8.3%

Total 120 100

Source : Primary Data

8%

92%

Yes No

Chart 4.115: showing respondents attended training and development

program

Inference
From the above Chart it is interpretated that 92% of the respondents are agree and 8%
of the respondents are disagree.

3
9
Table 4.116: showing respondents attended number of training sessions

Sessions No Of Respondents Percentage

Less 0-2
29 24.2%
2-3
46 38.3%
3-4
25 17.5%
More than 5
20 11.7%

Total 120 100

Source : Primary Data

more than 5

between 3-4

less than 2
between 2 - 3
between 3-4
more than 5

between 2 - 3

Chart 4.1.16: showing respondents attended number of training sessions

Inference

From the above Chart it is interpretated that 45% of the respondent have attended 2-3
training sessions, 25% of the respondent have attended between 3-4 training sessions and
29% of the respondent have attended Less than 2 training sessions and 1% of the
respondent have attended more than 5.

4
0
Table 4.1.17 : showing number of times training and development program is conducted in their
organization
Time No Of Respondents Percentage
Once in a year 43
36%
Half Yearly 37
31%
Every Month 39
33%

Total 120 100

Source : Primary Data

Once in a
year Half
Yearly

Chart 4.1.17 : showing number of times training and development program is conducted in their
organization

Inference
From the above Chart it is interpretated that 36% of the respondent attended the training
session once in a year, 33% of the respondent attended the training session every month
and 31% of the respondent attended the training session half yearly.

4
1
Table 4.1.18: respondents opinion about the type of training they have attended
Types No of respondents Percentage

Technical 77 64%

Non technical 23 19%

Both 20 17%

Total 120 100

Source : Primary Data

Technical

Non
technical
Both

technical
Technical

Chart 4.1.18: showing respondents opinion about the type of training they have
attended

Inference
From the above Chart it is interpretated that 64% of the respondents have attended
technical training method, 19% of the respondents have got Non - technical training and
19% of the respondent have got both technical and non technical training.

4
2
 Table 4.1.19 : respondents view on training and development reduce the stress of
the employees

Particulars No of respondents Percentage

Agree 35 29%
Strongly agree 34 28%
Neutral 14 12%
Disagree 12 10%
Strongly disagree 25 21%
Total 120 100
Source : Primary Data

29%

28%
35
21%
30

25

20 12%
10
15 %

10

0
Agree Strongly agree Neutral Disagree Strongly
disagree

Chart 4.1.19 : respondents view on training and development reduce the stress of the
employees

Inference
From the above Chart it is interpretated that 29% of the respondents are agree, 28% of the
respondents are strongly agree, 12% of the respondents are neutral, 10% of the respondents
are disagree and 21% of the respondents are strongly disagree.

4
3
Table 4.1.20: Respondents view on training and development teach the
technique of performing a job to employees

Particulars No of respondents Percentage

Agree 46 48.3%
Strongly agree 32 28.3%
Neutral 21 15%
Disagree 21 9.2%
Strongly disagree 0 0
Total 120 100
Source : Primary Data

Agree
Strongly agree
Neutral
Disagree
Strongly disagree

Chart 4.1.20 : respondents view on training and development teach the technique of
performing a job to employees

Inference
From the above Chart it is interpretated that 38% of the respondents are agree, 27% of the
respondents are strongly agree, 17% of the respondents are neutral, 18% of the respondents
are disagree and 0% of the respondents are strongly disagree.

4
4
Table 4.1.21: Respondents rating on their satisfaction level of training and development
program taken in your organization

Particulars No of respondents Percentage

1 ( lowest) 1 1%

2 5 4.1%

3 38 35%

4 48 40%

5 ( Highest) 28 23%

Total 120 100

Source : Primary Data

5 28
LEVEL OF SATISFACTION

4 48

3 38

2 5

1 1

NO OF RESPONDENTS

Chart 4.1.21: showing Respondents rating on their satisfaction level of training

and development program taken in your organization

Inference
From the above Chart it is interpretated that 48 respondent have given 4 out of 5, 38
respondent have given 3 out of 5, 28 respondent have given 5 on 5, 5
respondent have given 2 on 5 and 1 respondent have given 1 out of 5.

4
5
Table 4.1.22 Respondents view on Training and development enhance the performance
and productivity of the employees as well as of the organization

Particulars No of respondents Percentage

Agree 47 48.3%
Strongly agree 42 28.3%
Neutral 19 15%
Disagree 12 9.2%
Strongly disagree 0 0
Total 120 100

Source : Primary Data

Agree
Strongly agree
Neutral
Disagree
Strongly disagree

Chart 4.1.22 showing respondents view on training and development enhance the
performance and productivity of the employees as well as of the organization

Inference
From the above Chart it is interpretated that 39% of the respondents are agree, 35% of the
respondents are strongly agree, 16% of the respondents are neutral, 10% of the respondents
are disagree

4
6
4.2 CORRELATION:

Hypothesis:

HO (Null Hypothesis): There is no significant relationship between kinds of training and

development program is provided in organization with regard to Training and development
program teach techniques of performing a job to employees.

H1 (Alternate Hypothesis): There is significant relationship between kinds of training and

development program is provided in organization with regard to Training and development
program teach techniques of performing a job to employees.

Table 4.2.1 Showing correlation on Different kinds of training and

development programs teach techniques of performing job to employees

Correlations
Kind of training
Training and and development
development teach program provided
the technique of is provided in
performing a job your
to employees organization

Training and development teach Pearson Correlation 1 .220*

the technique of performing a job Sig. (2-tailed) .016
to N 120 120
Employees
Kind of training and Pearson Correlation .220* 1
development program Sig. (2-tailed) .016
provided is provided in your N 120 120
organization
*. Correlation is significant at the 0.05 level (2 -tailed).

4
7
Inference:
Since the P value is .016 is less than .05, H0 is rejected and H1 is. There is positive
correlation between kinds of training and development program is provided in
organization with regard to Training and development program teach techniques of
performing a job to employees.

4.3 T- TEST

Hypothesis:

HO (Null Hypothesis): There is no significant difference between Work shift timing in

regard to Training and development reduces the stress of the employees.

H1 (Alternate Hypothesis): There is significant difference between Work shift timing in

regard to Training and development reduces the stress of the employees.

Table 4.3.1: Showing Significant difference between Training and

development reduces the stress of the employees and Work shift timing

Group Statistics

Shift N Mean Std. Deviation Std. Error Mean

Do Training and Day 70 2.10 1.131 .135
development reduce the stress Night 50 3.42 1.642 .232
of the employees

4
8
Independent Samples Test
Levene's Test
for Equality of
Variances t-test for Equality of Means
95%
Confidence
Sig. Interval of the
(2- Mean Std. Error Difference
F Sig. t df tailed) Difference Difference Lower Upper
Do Training Equal 28.222 .000 - 118 .000 -1.320 .253 -1.821 -.819
And variances 5.215
Development assumed
reduce the Equal - 81.212 .000 -1.320 .269 -1.855 -.785
stress of the variances 4.911
Employees Not
assumed

Inference:

Since the P value is .000 which is less than .005, H0 is rejected and H1 is accepted, Hence
There is significant difference between Work shift timing in regard to Training and
development reduces the stress of the employees.

4.4 ANOVA

Hypothesis:

HO (Null Hypothesis): There is significant difference between years of experience with

regards to Training and development enhance the performance and productivity of the
employees as well as of the organization

4
9
H1 (Alternate Hypothesis): There is no significant difference between years of
experience with regards to Training and development enhance the performance and
productivity of the employees as well as of the organization

Chart 4.4.1: showing significant difference between Training and development

enhance the performance and productivity of the employees aswell as of the
organization and year of experience

ANOVA

Training and Development enhance the productivity and performance of employees as well as the
organization
Sum of Squares Df Mean Square F Sig.
Between Groups 3.033 3 1.011 .724 .539
Within Groups 161.892 116 1.396
Total 164.925 119

Tests of Homogeneity of Variances

Levene Statistic df1 df2 Sig.

Training and Development Based on Mean .111 3 116 .954
enhance the productivity and Based on Median .145 3 116 .932
performance of employees as Based on Median and with .145 3 97.297 .932
well as the organization adjusted df
Based on trimmed mean .080 3 116 .971

Inference:
Homogeneity of variances is more than 0.05 From the above Chart, it is observe that the
significance level is higher than 0.05, H1 is rejected and H0 is accepted. There is no
significant difference between years of experience with regards to Training and
development enhance the performance and productivity of the employees as well as of the
organization

5
0
 CHAPTER 5

FINDINGS, SUGGESTIONS AND CONCLUSION

5.1 Findings of the study

 Majority (52%) of the respondent fall in the age category of Above 20 years.

 Majority (53.3%) of the respondent are male.

 Majority (45%) of the respondent are Under Graduate.

 Majority (55%) of the respondent fall under Less than 1-5 Lakhs

 Majority (53%) of the respondent have Less than 5 years of experience.

 Majority (90%) of the respondent are working in Day shift.

 Majority (59.2%) of the respondent are agreed that the training and

development program have helped you to improve your work efficiency

 Majority (45%) of the respondent are agreed that the employees

enhancement come through Training and Development

 Majority (84%) of the respondent are agreed that the training and

development have helped then in personal growth.

 Majority (38%) of the respondent rate 4 on 5 for for training has helped

inreducing absenteeism.

 Majority ( 54.25%) of the respondent agree that the Competency level of

employees increases due to Training and development

 Majority (76%) of the respondent agree that the training and development reduces

the stress of the employees.

 Majority (40%) of the respondent rates 4 on 5 on their satisfaction level of training

and development program taken in your organization.

5
1
  Majority (76%) of the respondent have agreed that the Training and development

enhance the performance and productivity of the employees as well as of the

organization

Correlation Findings

Since the P value is 0.016 < 0.05, then alternate hypothesis accepted and there is positive
correlation between Training and development program teach techniques of performing a
job to employees and kinds of training and development program provided in organization.

T – TEST Findings

The result suggest that sig (2-tailed) value is <.001 which is less than 0.05, Training and
development has an effective impact over the shift timing and it was found training and
development is not helpful in reducing the stress of the employees working in night shift.

ANOVA Findings

Since the P value is .539 > 0.05, then alternate hypothesis is rejected, There is no significant
difference between years of experience with regards to Training and development enhance
the performance and productivity of the employees as well as of the organization.

5
2
5.2 SUGGESTIONS

 Training and development enhances the personal growth of the employees as well
helps in accomplishment of organizational goal therefore every organization should
effectively train their employees.

 Majority of the respondent feels that stress level reduces due to training and
development, but employees working in night shift says that training and
development is not so helpful for them in reduction of stress thereby organization is
responsible to find the alternative way to keep up their confidence level and which
help them in reducing stress.

 The majority of respondents agree that training and growth are an important part of
the job, however, not all workers have undergone adequate training or have shown
interest in the training program.

 It is very much essential for an employee to get adequate training, so that he/she
can develop the skills and knowledge and put their best to achieve the goals,
therefore organization should provide relevant training and development programs.

 Provide adequate training program to each and every person arranged periodically,
The result of the training program also should be analyzed and training should be
arranged periodically.

 Provide employees motivation programs and other training programs for the
development towards profit making.

 Incentives beyond monetary ones can be effective for the night shift employees i.e
lessening the paper works, avoiding weekend work and a break from less desirable
works can serve as an incentive for night shift workers.

 Bringing some entertainment to training and development program will help the
trainee to focus more.

5
3
 5.3 CONCLUSION

Training and development ultimately upgrade not only the productivity of employees but also
of the organization. Companies need to invest in on-going employee training and
development in order to both keep employees and be successful. competitors. Training
enhances employees‟ initiative and quality of work, thereby assisting them to be more
committed to achieving the organizational goals and objectives and in turn enhancing
employees‟ effectiveness within the organization. However, it is recommended for
management of organizations to give training and development of employees a priority in
order to get the best out workforce as well as improving the organization‟s productivity.
Further research studies is also recommended on the training and development of
employees in order to have a broader understanding of its valuable impacts.
This study was a learning experience for me and I have come across the impact of training and
development of employees in IT Industry is positive in response but still effective training
sessions are necessary and post training analyzation is rather important.

5
4
REFERENCES

 Aidah Nassazi (2013), International Journal of Emerging Research in Management

&Technology, Volume-3, Issue-8
 Ambika Bhatia & Lovleen Kaur (2014), Global Journal of Management and
Business Research, Volume 11 Issue 7 Version 1.0,Global Journals Inc. (USA),
 Arnoff (1971), Global Journal of Management and Business Research, Volume 11
Issue 7 Version 1.0, Global Journals Inc. (USA).
 Armstrong M. (2009), Perceived Effectiveness of Training and Development,
International Journal of Current Research, Vol. 3, Issue 6.
 Aswathappa (2000),Importance and Effectiveness of Training and Development,
Mediterranean Journal of Social Sciences, Vol. 6.
 Aguinis, H. & Kurt, K. 2009.benefits of training and development for individuals
and teams, organizations,and society. Annual Review of Psycholog., 60:451–74
 Axtell, Carolyn & Maitlis, Sally & K. Yearta, Shawn. (1997). Predicting
immediate and longer-term transfer of training. Personnel Review.26. 2013
 ALDamoe, A. M. F., Yazam, M. Ahmed, B. K. 2012. The mediating effect of hrm
outcomes (employee retention) on the relationship between hrm practices and
organizational performance. International Journal of Human Resource Studies.,
2(1): 2162-3058
 Akhtar et al. (2011), A Vital Tool for Organizational Effectiveness”, Journal of
Business and Management, 6(2) Nov-Dec, pp 48-57.
 Barzegar and Shahroz(2011),
 Brum S. (2007), What Impact Does Training Have on Employee Commitment and
Employee Turnover? , University of Rhode Island Digital Commons @ URI ,
Seminar Research Paper Series
 Bhatia A., Kaur L.,(2014), Global Training & Development trends & Practices: An
Overview, International Journal of Emerging Research in Management
&Technology, Volume-3, Issue-8

55
 Boon, O. K., & Arumugam, V. (2006). The Influence of Corporate
Cultureon Organizational Commitment: Case Study of Semiconductor
Organization in Malaysia. Sunway Academic Journal, 3 (1), 31-35.
 Brum, S. 2007. What Impact does Training have on Employee Commitment and
Employee Turnover Schmidt Labor Research Center Seminar Research Series.,
University of Rhode Island.
 Bowra, Z. A., Sharif, B. & Niazi, M. K. 2011. Impact of human resource practices
on employee perceived performance in banking sector of Pakistan. African Journal
of Business Management.,6(1): 323-332.
 Chopra, Bhanu, (2015), Importance of training and development in an
organization, The Times of India, New Delhi.
 Casse and Banahan (1989) The Competences of Development Trainers, The
Training Agency, Manpower Services Commission ISBN 0 86392 300-
 Dearden, L., Machin, S., Reed, H., & Wilkonson, D. (1997), Labour turnover and
work-related training, The Institute for Fiscal studies, London.
 Organization in Malaysia. Sunway Academic Journal, 3 (1), 31-35.
 Dubin, S. S. (1990) Maintaining competence through updating, in S. S. Dubin
(ed.) Maintaining Professional Competence, San Francisco, CA: Jossey-Bass,
pp. 9 – 45.
 Daniels, S. (2003),” Employee Training; A Strategic Approach to better Return on
Investment”,Journal of Business Strategy, 24(4)pp 39-42.
 Ekaterini Galanou, Constantinos-Vasilios Priporas (2009): “A model for
evaluating the effectiveness of middle managers‟
training courses: evidence from a major banking organization in Greece”. International
Journal of Training and Development, pp 221-245
 Fanibuyan, (2001), in Olusanya, S.O., Awotungase, S.A. and Ohadebere,
E. C. (2012),“Training and Development, A Vital Tool for Organizational
Effectiveness”, Journal of Business and Management, 6(2) Nov-Dec, pp
 Ganesh, M., Indradevi R., (2015), Importance and Effectiveness of Training and
Development, Mediterranean Journal of Social Sciences, Vol. 6.
 Haque, A. U., Faizan, R., Zehra, N., Baloch, A., Nadda, V., & Riaz, F. (2015).
Leading Leadership Style to Motivate Cultural Oriented Female Employees in I.T
Sector of Developing Country: I.T Sectors' Responses

56
from Pakistan. International Journal of Academic Research in Business and Social
Sciences. 5 (9). 280-302.
 Imran, M., & Tanveer, A. (2015). IMPACT OF TRAINING &
DEVELOPMENT ON EMPLOYEES‟PERFORMANCE IN BANKS OF
PAKISTAN. European Journal of Training and Development Studies, 3(1).
 Jackson (2002), Training and Development, A Vital Tool for Organizational
Effectiveness”, Journal of Business and Management, 6(2) June- July, pp
 Khan, R. A. G., Khan, F. A. & Khan, M. A. 2011. Impact of Training and
Development on Organizational Performance.Global Journal ofManagement and
Business Research.,11(7): 63-68
 Khan, Abdul Ghafoor, Khan, Furqan Ahmed, Khan, Muhammad Aslam Khan
(2011), Impact of Training and Development on Organizational Performance,
Global Journal of Management and Business Research, Volume 11 Issue 7
Version 1.0, Global Journals Inc. (USA)
 Kennedy, J. 2009. The impact of Training and Development on job Performance;
A Case Study of the Judicial Service of Ghana. A thesis submitted to the Institute
of Distance Learning, Kwame Nkrumah University of Science, and Technology,
(2009): 1-77
 Kate Hutchings, Cherrie J. Zhu, Brain K, Cooper, Yiming Zhang and Sijun Shao
(2009): “Perceptions of the effectiveness of training and development of „grey-
collar‟ workers in the People‟s Republic of China”. Human Resource Development
International, Vol.12, No.3, pp 279-296.
 Konings, Jozef & Vanormelingen, Stijn. (2009). “The Impact of training on
Productivity and Wages: Firm Level Evidence”.Discussion paper No. 244,
Available at SSRN.
 Mel Kleiman (2000, January). What happens if you don‟t train them and they stay?
Occupational Health and Safety, 69 (1), pp. 18, 70
 Nassazi A., (2013), Effects Of Training On Employee Performance. Evidence
From Uganda Vaasan, Ph.D. Thesis, Ammattikorkeakoulu University Of Applied
Sciences International Business
 Obisi C.,(2011), Employee Training and Development in Nigerian Organisaitons:
Some Observations and Agenda for Research; Australian Journal of Business and
Management Research, Vol.1, No.9, Pp 82-91

57
 Olaniyan, D. A. & Ojo, L. B. 2008. Staff Training and Development: A Vital Tool
for Organizational Effectiveness. European Journal of Scientific Research., 24(3):
326-331.
 Rohan, S. & Madhumita, M. (2012): “Impact of Training Practices on Employee
Productivity: A Comparative Study”.Interscience Management Review (IMR)
ISSN: 2231-1513 Volume-2, Issue-2, 2012.
 Rosenwald, M. (2000, October 15). Working class: More companies are creating
corporate universities to help employees sharpen skills and learn new ones. Boston
Globe, H1.
 Saleem, Q., Shahid, M. &Naseem, A. 2011.Degree of influence of training and
development on employee‟s behavior. International Journal of Computing and
Business Research., 2(3): 2229-6166.
 Satterfield JM, Hughes E. (2007):”Emotion skills training for medical students: a
systematic review”. MedicalEducation,41:935–41.
 Swaminathan, J. and Gowri Shankar, U., (2011) Perceived Effectiveness of
Training and Development, International Journal of Current Research, Vol. 3,
Issue 6.
 Tyson and Fell 1986; Hendry and Pettigrew 1990, Global Journal of Management
and Business Research, Volume 11 Issue 7 Version 1.0, Global Journals Inc.
(USA).
 Tharenou, P., Saks, A. M., Moore, C. 2007. A review and critique of research on
training and organizational level outcomes, Human Resource Management
Review, 17: 251–273.
 Thang, N. N., &buyens, D. 2008.Working paper training, organizational strategy,
and firm performance.Economics& International Business Research Conference,1-
31
 Velmurugan P. S., (2009), Effectiveness of the Training and Development
Programme in improving the HRD: A CPCL Experience
 Veekesy Polymers Pvt Ltd (2014), Essential Not Optional: Why Employee
Training & Development Matters, Employee training and development is essential
for your organization‟s success, Capilano University, British Columbia

58
 APPENDIX I - (QUESTIONNAIRE)

1. Name

2. AGE
• Above 20
• Between 30-40
• Above 40

3. Gender
• Male
• Female

4. Marital status
 Single
 Married
 Prefer not to say

5. Qualification

 Under Graduation
 Post Graduation
 Diploma
 Others

6. Designation
 Web developer
 Technical support
 Programmer
 Computer system analyst
 7. Year of experience
 Less than 5 years
 6 - 10 years36254
 10 - 15 years
 More than 15 years

8 . Annual Income Level

 Less than 1-5 Lakh
 5-10 Lakh
 More than 10 Lakh and above

9. Shift
 Day
 Night

10.Do you feel the training and development program have helped you to improve your
work efficiency

 Agree
 Strongly agree
 Neutral
 Disagree
 Strongly disagree

11. Do you agree that Employees enhancement come through Training and
development
 Agree
 Strongly agree
 Neutral
 Disagree
 Strongly disagree

12. Do you agree that training and development program helped in personal growth
 Agree
  Strongly agree
 Neutral
 Disagree
 Strongly disagree

13. How far do you rate that training has helped in reducing the absenteeism
 *
 **
 ***
 ****
 *****

14.Do you agree that Competency level of employees increases due to Training and
development
 Agree
 Strongly agree
 Neutral
 Disagree
 Strongly disagree

15.Do your organization conduct training and development program

 Yes
 No

16 . Have you attended training and development program

 Yes
 No

17. How many training sessions have you attended

 Less 0-2
 2-3
 3-4
 More than 5
18.How often training and development program is conducted in your
organization?
 Every month
 Half Yearly
 Once in a year

19.What kind of training and development programes are provided in your

organization?

 Technical
 Non-Technical
 Both

20.Do Training and development reduce the stress of the employees

 Agree
 Strongly agree
 Neutral
 Disagree
 Strongly disagree
21.Training and development teach the technique of performing a job to
employees
 Agree
 Strongly agree
 Neutral
 Disagree
 Strongly disagree

22.Rate your satisfaction level of training and development program taken in

yourorganization
 *
 **
 ***
 ****
 *****
23.Training and development enhance the performance and productivity of the
employees as well as of the organization
 Agree
 Strongly agree
 Neutral
 Disagree
 Strongly disagree
 APPENDIX - II (ARTICLE)

A Study on Impact of Training and Development among employees in IT

Industry
Dr. Nithya S, Assistant Professor, School of Business Administration, Sathyabama Institute of
Science and Technology, Chennai

Anjali S, Student, School of Business Administration, Sathyabama Institute of Science

andTechnology, Chennai

ABSTRACT
Employees are the company's greatest asset, and investing in talent is key to long- term business
development and success. Training and development promote profitability and/or more
optimistic attitudes toward benefit orientation, increases job awareness and skills at all levels
of the company, boosts employee productivity, and assists workers in identifying with
organizational goals. This report aims at impact of training and development among
employees, training and productivity of the employees, training is solution for stress busters,
relation of training and motivation. Training and development enhance the productivity,
knowledge and skill of the employees and allow them to retain in the organization, It also
encourages their strength and motivate them to accomplish their goal.

Key words: Productivity and performance, Motivation, Stress, Knowledge and skill.

INTRODUCTION
Training and development are educational activities within an organisation that are designed to
improve employees' expertise and skills, as well as to improve the individual's quality and
provide them with tremendous confidence to perform the
 task. Training is a short-term reactive process designed for operatives, while growth is a
continuous pro-active process designed for executives. The goal of employee training is to
develop additional skills, while the goal of growth is to develop a total personality.
Management takes the initiative in training with the goal of meeting an employee's current
need. Individuals take initiative in growth with the goal of meeting an employee's future
needs. According to Edwin B. Flippo, "training is the act of enhancing an employee's
understanding and skills for doing a specific job." “Training is the systematic modification
of behaviour through learning that occurs as a result of education, instruction,
development, and planned experience,” according to Michael Armstrong. According to
Michael J. Jucious, "training is any process by which workers' behaviours, skills, and
abilities to perform specific jobs are improved."

OBJECTIVE
 To study the stress level of employees reduces due to training and
development

 To study the competency level of employees increases due to training and

development

LITERATURE REVIEW

 Ambika Bhatia & Lovleen Kaur (2014) The findings show that training and
growth are positively correlated and have a statistically significant relationship
with employee performance and efficiency.
 Bhatia et al., (2014), Training is a process of getting about continuous
improvement in the quality of work performed; it provides workers with the expertise,
skills, abilities, and attitude required to do their jobs.
 According to Chopra, Bhanu (2015) training and development is an essential
function in corporate world but most of the organization pay least attention training
and development
 Ganesh, M., Indradevi R., (2015), Training and growth are critical to the
effectiveness of organisations and to enabling people to do their jobs effectively
and efficiently. Training is said to have an impact on productivity,
 commitment to work, and personal growth. All businesses must train and grow their
employees. Most companies are aware of this requirement and are investing and
doing a variety of things to meet it.
 Swaminathan, J. and Gowri Shankar, U., (2011The primary objective of the study
is to analyse the effectiveness of organizational training and its impact on
employee job performance

METHODOLOGY

The study has been conducted on behalf of the impact of training and development among
employees, data was collected on survey basis, 120 respondents are involved in my study and
I have collected the information on the basis of 120 samples, hope the study has generated the
information regarding training and development. The analysis is of a Descriptive sort. It
attempts to explain the employees' attitudes to the training and development programs and
their influence on them, Easy Random Sampling was used to pick the workers for the
analysis. The study sample size was 120 IT workers working at various IT companies. The
methodology of Convenience Sampling was used in this analysis. The justification for using
the process of convenience sampling was quick and economical. I understand the issue and I
also know who I should pose the questions to find the answer for my study.

DISCUSSION
On completing the project “ A study on impact of training and development among employees in
IT Industry”, the t test was done to find out the significant difference between Work shift
timing in regard to Training and development reduces the stress of the employees. To find the
competency level of employees increases dueto training and development with regards to the
number of training sessions attended by them chi square was done.
ANALYSIS AND FINDINGS

4.1 T- TEST
Hypothesis:

HO (Null Hypothesis): There is no significant difference between Work shift timing in

regard to Training and development reduces the stress of the employees. H1 (Alternate
Hypothesis): There is significant difference between Work shift timing in regard to
Training and development reduces the stress of the employees.

Table : Showing Significant difference between Training and development reduces

the stress of the employees and Work shift timing

Group Statistics
Std. Std. Error
Shift N Mean Deviation Mean
Do Training and Day 70 2.10 1.131 .135
development reduce the Night 50 3.42 1.642 .232
stress of the
employees
 Independent Samples Test

Levene's
Test for
Equality of
Variances t-test for Equality of Means
95%
Confidence
Interval of
Sig. Std. the
(2- Mean Error Difference
Sig tailed Differenc Differenc Lowe Uppe
F . T df ) e e r r
Do Equal 28.22 .00 - 118 .000 -1.320 .253 - -.819
Training variance 2 0 5.21 1.82
And S 5 1
developme assume
nt reduce D
the stress Equal - 81.21 .000 -1.320 .269 - -.785
of the variance 4.91 2 1.85
employees s not 1 5
assume
D

Inference:
Since the P value is .000 which is less than .005, H0 is rejected and H1 is accepted, Hence
There is significant difference between Work shift timing in regard to Training and
development reduces the stress of the employees.
4.2 CHI SQUARE TEST

HO (Null Hypothesis): There is significant association between number of graining

sessions attended by the employees with regards to the competency level of employees
increases due to training and development
H1 (Alternate Hypothesis): There is no significant association between number of
graining sessions attended by the employees with regards to the competency level of
employees increases due to training and development

Table: showing the between number of graining sessions attended by the employees
with regards to the competency level of employees increases due to training and
development

Case Processing Summary

Cases
Valid Missing Total
N Percent N Percent N Percent
competency level of 120 100.0% 0 0.0% 120 100.0%
employees increases due to
training and development *
training sessions you have
attended

Chi-Square Tests

Value Df Asymptotic Significance (2-sided)

Pearson Chi-Square 14.059a 12 .297

Likelihood Ratio 17.036 12 .148

Linear-by-Linear 2.347 1 .126

Association
N of Valid Cases 120
 a. 13 cells (65.0%) have expected count less than 5. The minimum expected count is .23.

Inference:

Since the p value is .297 is greater than .05, H0 is accepted and H1 is rejected, Hence there
is a significant association between number of graining sessions attended by the employees
with regards to the competency level of employees increases due to training and
development

CONCLUSION

Training and development is a essential part of every enterprise, investing in skill

development is something which is very important which enhances the employees
competency level, and increases the knowledge and skill of the employees, The organization
should provide adequate training to each and every employee so that they can perform their
best to accomplish the job assigned to them, it is not necessary that all the employees are
encouraged by this program, for those employees, organization should plan alternative to
keep up their confidence level which will increase retention.

REFERENCE
 Ambika Bhatia & Lovleen Kaur (2014), Global Journal of Management and Business
Research, Volume 11 Issue 7 Version 1.0, Global Journals Inc. (USA),
 Bhatia et al. (2014), Global Training & Development trends & Practices: An
Overview, International Journal of Emerging Research in Management &Technology
ISSN: 2278-9359 (Volume-3, Issue-8)
 Chopra, Bhanu, (2015), Importance of training and development in an
organization, The Times of India, New Delhi.
 Ganesh, M.Indradevi R., (2015), Importance and Effectiveness of Training and
Development, Mediterranean Journal of Social Sciences, Vol. 6.
 Swaminathan, J. and Gowri Shankar, U., (2011) Perceived Effectiveness of Training

 and Development, International Journal of Current Research, Vol. 3, Issue 6.

LIST OF TABLES

Table. No Title Page.no

4.1.1 Table showing respondents in age 25

4.1.2 Table showing respondents in gender 26

4.1.3 Table Showing respondents Marital status 27

Table showing respondents in qualification

4.1.4 28

4.1.5 Table showing respondents in Designation 29

4.1.6 Table showing respondents in annual income 30

4.1.7 Table showing respondents Year of experience 31

Table showing respondents Shift

4.1.8 32
Table Showing that respondents opinion about
4.1.9 efficiency in work through training and Development 33

Table Respondents view on employees enhancement come

through Training and Development
4.1.10 34

Table Respondents view on training and development

4.1.11 program help in personal growth 35

Table Respondents rating on how far training has helped

4.1.12 in reducing absenteeism 36

Table Respondents view on the Competency level of

employees increases due to Training and development
4.1.13 37

Table Respondents opinion whether the oraganization

conduct training and development program
4.1.14 38

Table showing respondents attending training and

4.1.15 39
development program
 Table showing respondents attended number of training
4.1.16 sessions 40

Table showing number of times training and development

program is conducted in their organization
4.1.17 41

Table respondents opinion about the type of training they

4.1.18 42
have attended
respondents view on training and development reduce the
4.1.19 stress of the employees 43

Table respondents view on training and development teach

the technique of performing a job to employees
4.1.20 44

Table Respondents rating on their satisfaction level of

training and development program taken in your
4.1.21 45
organization

Table Respondents view on Training and development

enhance the performance and productivity of the
4.1.22 employees as well as of the organization 46
 LIST OF CHARTS

Table No Title Page.No

4.1.1 Chart showing respondents in age 25

4.1.2 Chart showing respondents in gender 26

4.1.3 Chart Showing respondents Marital status 27

Chart showing respondents in qualification

4.1.4 28

4.1.5 Chart showing respondents in Designation 29

4.1.6 Chart showing respondents in annual income 30

4.1.7 Chart showing respondents Year of experience 31

Chart showing respondents Shift

4.1.8 32
Chart Showing that respondents opinion about
4.1.9 efficiency in work through training and Development 33

Chart Respondents view on employees enhancement come

through Training and Development
4.1.10 34

Chart Respondents view on training and development

4.1.11 program help in personal growth 35

Chart Respondents rating on how far training has helped in

4.1.12 reducing absenteeism 36

Chart Respondents view on the Competency level of

employees increases due to Training and development
4.1.13 37

Chart Respondents opinion whether the oraganization

conduct training and development program
4.1.14 38