PROJECT REPORT

ON
“Role of Training & Development on Employees Performance in IT
Industry with special reference to Delhi NCR”

FOR

THE PARTIAL FULFILMENT OF THE AWARD OF THE DEGREE OF

“BACHELOR OF BUSINESS ADMINISTRATION” FROM
GGSIPUNIVERSITY, NEW DELHI

BATCH: 2021-24

SUBMITTED BY:- SUBMITTED TO: -

Prajwal Kumar Ray Dr. Nilambara Srivastav

ARMY INSTITUTE OF MANAGEMENT & TECHNOLOGY

GREATER NOIDA, UP - 201310
 SUPERVISOR CERTIFICATE – FACULTY MENTOR

This is to certify that Mr. Prajwal Kumar Ray a student of Bachelor of

Business Administration 2022-25, Army Institute of Management and
Technology, Greater Noida has successfully completed his project under my
supervision.

During this period, he/she worked on a project titled “Role of Training &
Development on Employees Performance in IT Industry with special
reference to Delhi NCR” in partial fulfilment for the award of the degree of
Bachelor of Business Administration from GGSIP University, Delhi.

To the best of my knowledge, no university has received the candidate's project

work for the purpose of awarding a degree. His/her performance and conduct
have been good.

(Signature)
Date:- Faculty Mentor

i
 CERTIFICATE OF ORIGINALITY

I hereby state that the project's work, which is being offered under the title
“Role of Training & Development on Employees Performance in IT
Industry with special reference to Delhi NCR”, is a genuine documentation
of the job I completed under the direction and supervision of Dr. Nilambara
Srivastav project guide, Army Institute of Management and Technology,
Greater Noida. This project was undertaken as a part of the minor project report
as per the curriculum of GURU GOBIND SINGH INDRAPRASTHA
UNIVERSITY, DELHI for the partial fulfilment of BBA from the ARMY
INSTITUTE OF MANAGEMENT AND TECHNOLOGY and has not
submitted the matter embodied here in this project for the award of any other
Degree/Diploma.

Student Name: - Prajwal Kumar Ray

Enrollment No.: -

ii
 ACKNOWLEDGEMENT

I want to express my heartfelt appreciation to everyone who helped make this

study feasible. First off, I want to express my gratitude to the Army Institute of
Management and Technology Greater Noida instructors and the helpful
personnel. Its rigorous assessment and criticism, carried out by my academic
advisor, is one of the most crucial jobs in any effective research. Dr. Nilambara
Srivastav.

I am very thankful to my faculty for investing his precious time to discuss and
criticize this study and explained the meaning of different concepts and how to
think when it comes to problem discussions and theoretical discussions. My
sincere thanks go to my Institute, friends and family, who supported and
encouraged me.

Student Name:

Mr. Prajwal Ku. Ray

AIMT Greater Noida

iii
 EXECUTIVE SUMMARY

Programmes for training and development that are effective are essential for improving staff
productivity and performance in organisations. The important elements relating to the effect
of training and development on employee performance are outlined in this executive
summary.

Programmes for employee training and development cover a variety of activities intended to
increase workers' talents, knowledge, and skills, which eventually results in better
performance and organisational success. The importance of these programmes in obtaining
such results is explored in this executive summary. Initiatives for training and development
give personnel the resources and tools they need to properly carry out their duties.
Organisations that invest in staff development generate a culture of learning that encourages
progress, uplifts morale, and enhances employee engagement. Training programmes also
provide personnel with up-to-date knowledge of their respective industries, technical
developments, and best practises, ensuring that their skills stay applicable in a changing
corporate environment.

Organisations can fill skill shortages and raise staff skills through focused training initiatives.
Through training programmes, individuals may hone their present abilities, learn new ones,
and keep current with developing trends. Having better abilities has a favourable effect on
staff performance, which in turn improves job quality, productivity, and customer happiness.

Initiatives for training and development show a dedication to the professional advancement of
employees, which in turn promotes better levels of motivation and engagement. Employees
are more likely to be devoted, content, and eager to exert their best effort when they believe
their company values their professional growth. Employee engagement has been linked to
increased levels of output, creativity, and general job happiness.

Investing in training and development initiatives helps with talent development and employee
retention. Employees who have access to chances for continuous learning are more likely to
remain with a company because they feel appreciated and have a clear route for professional
growth.
 TABLE OF CONTENTS

Page No.

Supervisor Certificate –Faculty mentor ………………………………………………. (i))

Certificate of Originality ………………………………………………………………. (ii)

Acknowledgement …………………………………………………………………….. (iii)

Executive Summary …………………………………………………………………… (iv)

Chapter 1– Introduction.......................................................................................................1-6

Chapter 2 –Literature Review............................................................................................7-13

Chapter 3-Objective................................................................................................................14

Chapter 4 -Research Methodology.......................................................................................15

Chapter 5 -Data Analysis......................................................................................................16-

Chapter 6 – Findings and Observation...........................................................................17-19

Chapter 7 - Conclusions& Recommendation.................................................................20-22

References...........................................................................................................................23- 24

Plagiarism report ………………………………………………………………………25

5
 LIST OF FIGURES

Chapter 6- Findings and Discussions………………………………………….17-19

Figures:
Fig 6.1……………………………………………………………….17
Fig 6.2……………………………………………………………….17
Fig 6.3……………………………………………………………….18
Fig 6.4……………………………………………………………….18
Fig 6.5……………………………………………………………….19
Fig 6.6……………………………………………………………….19
 CHAPTER 1
INTRODUCTION

1.1 Introductory Background of the Study

The current chapter's subject is a general overview of the project. In this chapter, the
researcher has made an effort to give a comprehensive summary of the main justifications for
carrying out the current study in the information technology sector in the NCR (Delhi). This
study's primary objective is to determine how training and development impact workers'
performance on a variety of fronts, including job satisfaction, leadership development, career
development, training and skill development, and employee motivation. The fundamental
structure of the thesis, within which the task is meant to be accomplished, has also been
thoroughly investigated. Both the research objectives and the study's applicability in the
contemporary setting have been presented.

Information technology is advancing and being upgraded in the modern day. Only those who
are willing to change and drive change by learning new things will survive.

Production may be made feasible by cutting-edge machinery, high-quality raw materials, and
ergonomic workplace design, but it is people who carry out the real task of production.
(Bediako,2008).

Among all the resources in an organization, human resources are without a doubt the most
adaptable. Since it is the most crucial but also the most expensive resource, it is essential to
maximize and enhance its contribution to the accomplishment of the organization's goals and
objectives through training and development in order to sustain its economic and effective
performance.

In order to provide a sufficient supply of workers who are socially and technically capable at
managing both departments and teams jobs, training is required. (Laurie,2007).

1
Heathfield (2012), said that timely staff training, development, and education had a significant
positive impact on an organization's productivity, knowledge, loyalty, and contribution.

Ivancevich (2010), Giving employees knowledge, skills, and an understanding of the business
and its goals is the goal of a process known as training and development. Through effective
performance on the job, training and development also assist an employee in maintaining the
necessary positive contribution to the employing organization's success. Launching this entire
process requires the onboarding and socialization of new employees.

Cole (2004), claimed that every organization, especially small ones, must deal with training
and development.

Although the training programs offered by different organizations can vary in terms of quality
and intensity. He continues by listing the elements that frequently affect quality. The type,
scope, and volume of training and development activities carried out by various organizations
are as follows:

1. The degree of change in the external environment, such as technology, regulation, and
other factors, has an impact on training and development.
2. Training and development are impacted by the level of internal change, including new
procedures, markets, or competitors.
3. The workforce's accessibility of the needy skills.
4. Flexibility of the current workforce.
5. How supportive the organization is of internal career progression.
6. The support of senior management for training is a critical component of financial success.
7. Management views training as a source of employee motivation.
8. The expertness of individuals in charge of delivering the training.
While some organizations lack policies that are spelled out in writing and that follow a cycle
that involves assessing training needs, planning training activities, providing training, and
monitoring or evaluating training results, others do.
1.2 The Need for Training and Development

We are all aware that technological advancement has led to an increase in the demand for
training inputs among personnel, but there are other factors at work as well. Training is

2
crucial for an employee's personal growth and advancement in addition to serving as
motivation for him or her to work hard to achieve company goals. To stay current with
shifting market conditions, employment rules, and other concerns, employees need training
and development.

There is a greater demand for T&D in two key areas of business that are as follows:

1. Change: The concept of change alone covers practically everything. The demand for
training and development is mostly driven by it. They are directly related to one another. The
cycle continues as human and organizational transformation brought about by training and
development increases the demand for instruction and advancement. The demand is primarily
due to technology, which is altering how firms operate, compete, and deliver.

2. Development: Another aspect that drives the demand for training is development.
Employee motivation is influenced by a variety of other reasons besides money, such as the
desire for holistic self-development, spirituality, and self-awareness. The key to their
satisfaction and contentment is that they enjoy their work.

1.3 Training and Development Scenario in India

With the passage of time and technological innovation, Indian firms have come to understand
the value of corporate training. Numerous multinational corporations that operate on a global
scale require highly skilled individuals who can put up their best effort in both attaining their
objectives and maximizing profits. Additionally, training is becoming a crucial strategy for
keeping employees. Large sums of money were spent by businesses on employee training, but
these costs were soon recouped as productivity increased and employees' skills improved.

Every industry, including sales, marketing, human resources, logistics, engineering,

production and manufacturing, inventory management, and many others, today demands
training. Indian firms build a huge pool of bright individuals by offering on-the-job training
and other programs designed primarily to boost the expertise of recruits in the high-tech
industry.

In 2007, About 120,000 undergraduates were hired by the top five Indian corporations, TCS,

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Infosys, Wipro, Satyam, and HCL, right out of college. They obtained newer training under
the leadership of CEOs and numerous other executives as an essential part of the corporate
strategy. The learners' lack of experience made this training costly and time-consuming. The
fact that India has a trustworthy system for higher education accreditation is another key
problem in this viewpoint. As a result, hiring young people in technical progress is essential
for achieving political and economic stability in a country. (Riley, 2008)

There were times when company was negatively impacted by technological developments
towards cloud and digital in the Indian IT sector. Customers in the US and Europe who were
outsourcing labour to create desktop applications and manage them on their servers began to
freeze or reduce their budgets and demand lower prices from Indian companies. They also
began spending more money on developing cellphones and marketing them online.
They also reduce their staff. But later, quickly, and within a few quarters, business began to
rebound on one hand, and the IT firms resumed looking for more talented, skilled, qualified
individuals in order to offer them new projects.

1.4 Learning and Development—NEED OF THE HOUR

Due to emerging advanced technologies, organizations have realized the value of training and
development. It is now essential to constantly learn new technical skills in order to be
prepared for work. Consequently, the roles of all technological companies, learning and
development (L&D) are undergoing a major renovation.

The top five Indian IT companies, that collectively employ over a million people, and have
made sure that half of their staff members have received training in more recent fields like
agile software development, analytics, and cloud computing. Additionally, they have jointly
retrained more than 50 percent of their workforce in digital capabilities.

Hooydonk, (n.d) stated that:

In order to support effective workforce development, our investment does not simply
concentrate on training but also on the complete ecosystem. Our reskilling initiatives are very
directly related to the business units' yearly operating plans.

Mamunooru, (n.d) tried to focus on:

4
The talent requirements of every business are currently being disrupted and changed by
several variables, including emerging technology, new delivery methods, and shifting talent
demographics. We plan to create a talent model that meets the changing skill needs of both
today and tomorrow. We anticipate a change in the business needs and the accompanying skill
portfolio shortly.

Given all the new business that IT organizations are getting in an industry that is experiencing
rapid change and where digital is now at the forefront, it is essential for employers to ensure
that their personnel is equipped with the most recent skills. The L&D function is no longer
viewed as a support role; it is now essential to the existence of the business, much like
breathing. According to Phatak of Tech Mahindra, teaching the entire workforce in digital
skills requires speed, scalability, and a change in learning philosophy. In order to stay up with
the quick pace of technological innovation in areas like automation, analytics, and machine
learning, 40% of India's four million IT workers will need to upgrade their skills in the
upcoming years. According to Ishan Gupta, MD of Udacity India, the company works with
Infosys, Wipro, and Mindtree, and the size of its enterprise business in India has grown by a
factor of two in the past year. Just-in-time training is being strongly promoted. According to
Gupta, we don't tailor the training to each student's needs because doing so would slow down
the pace at which we can provide the course. Instead, we concentrate on the skills that each
employee needs. After completing their online training, new employees must work on a
project that is useful to the business or its clients, according to Krishnan of Mindtree. Most
companies have systems that integrate gamification and educational materials from internal
and external massive open online courses. courses (MOOCs). These platforms enable
managers and HR teams to keep track of the skill sets each employee possesses and identify
additional prospective positions for which they might be used.”
" Our commitment focuses on the entire ecosystem, not just training, to allow rapid workforce
growth. The annual operating objectives of the business units we prioritise are also strongly
correlated with our reskilling efforts, according to Cognizant Chief Learning Officer Stefaan
Van Hooydonk. Nowadays, only 15% of Cognizant's total learning options are classroom-
based."(Sangni,2018).

1.5 Investing in people

5
Every employee at the software and services firm Zensar is required to complete four levels of
mandated training in topics like machine learning, augmented reality, and artificial
intelligence. Zensar has put more than $15 million into its Digital Training Academy over the
last 18 months. "Strict follow-through and implementation are carried out. We are enabling all
of our staff to have full credentials in these fields, according to Zensar CEO Sandeep Kishore.
500 people can be trained simultaneously at a new Bhubaneshwar facility where Mindtree,
another software company, invested about $20 million. Soft skills, a good culture, and newer
training programs are considered necessary. In this setting, physical instruction is given in
place of online instruction. Traditional methods are used to provide senior management with
access to leadership courses. classroom sessions in addition to this. The leadership and soft
skills programmes are still classroom-based, & the academies aren't yet obsolete, according to
TCS's Mukherjee. (Sangni, 2018).

6
 CHAPTER 2
LITERATURE REVIEW

2.1 Introduction
This chapter serves as an introduction to the literature review that various
authors from around the world have performed. Even though there have been
many studies done in the field of training and development, the researcher has
made an effort to provide a deeper understanding of the academic
achievements related to training and development by reviewing numerous
research papers, books, and theses. An effort has been made to evaluate some
of the significant studies done by different researchers on the subject of
training and development in India and even beyond.

2.2 Literature Review Related to Public/Private Organizations

Huang (2000), sought to assess the effect of pre-job training programmes

obtained from either state or private training organizations on the following
salaries of trainees, with special reference to engineers employed by Taiwanese
high-tech businesses. He stated that the economic status of learners has greatly
improved thanks to the pre-employment training offered by for-profit training
facilities. Contrary to popular assumption, participants' future pay in their
positions is unaffected by these pieces of training.

Kontoghiorghes (2001), conducted research to determine the important

internal and external context-related factors of training that might have an
impact on the transfer of training after the introduction of new tech in the
American organization. He found that the measurement of trainees' knowledge
prior to and immediately following training, supervisory support,
encouragement for the application of new knowledge and skills, participative
and socio-technical organizations, or characterized by a high degree of
employees involvement, and continuous learning environment that induced
frequent participation in multi-skill training and an environment of continuous
learning were the most significant factors that could affect the transfer of
learning. He came to the conclusion that, in addition to the quality of the

7
training curriculum and the existing climate for training transfer, the
organization also had an impact on how effective training is as whole.

Rastogi (2002), The tactics for training and developing Indian public and
commercial organisations were discussed in this article. For this investigation,
personnel from both lower and higher levels were recruited. She observed that
CEOs found training courses to be interesting, useful, and incentive-based.
Although their level of involvement in choosing the training's objective was
not very high. The most common training techniques included on-the-job
training, job rotation, conferences, seminars, lectures, and group discussions.
Compared to off-the-job training, on-the-job training enjoyed more popularity.
To keep current on innovations in their respective sectors, executives want a
specific training session to be offered. Training sessions were often repeated
and significantly improved CEOs' performance. Additionally, executives rather
than peers were asked to evaluate the training of their direct reports. The
study's findings showed that executives from both industries were extremely
satisfied with the policies and training programs of their respective companies.

Singh (2006), studied select Multinational Corporations (MNCs) in India and

examined several aspects of their training and development practices,
contrasting them with those of other MNCs. He found that multinational
corporations (MNCs) had internalized the value of training and development
strategies. The consulting, pharmaceutical, and information sectors used
training and development practices more frequently than other organisations.
After induction training, developmental programs were seen as the second-
most important component of training. When developing executive training
and development programmes, he advocated making serious efforts to
guarantee effective follow-up of the same and make the required changes to
training and development policies in light of comparing employee performance
before and after the training programmes.

Saleem and Shahid (2011) explored how training and development affect
employee behaviour in the banking, financial services, and pharmaceutical
industries, three significant economic sectors. The study's factors were

8
employee conduct and training and development. Primary data was gathered by
developing 300 questionnaires, generally 100 for each industry. The findings
of the study demonstrated that training and development had a significant
influence on employees' performance. To encourage organisational efficiency
and growth, all employees must be given equal opportunities for training and
development.

Munir, Md, Yusoff, Azam, Khan, and Thukiman (2011) Examined various
significant external elements, such as coachability, team coordination, action
learning, coach flexibility, leadership, etc., helped to understand the connection
between on-the-job coaching and work success. They collected primary data
for the study from the Marketing Sales Executives (MSEs) of
GlaxoSmithKline (GSK) in the Rawalpindi and Islamabad areas using a case
study technique and questionnaires. According to the study's findings, a
number of coaching variables, such as coach expertise, team cooperation,
action learning, and coach flexibility, were positively correlated with job
performance on the one hand and with the benefits of on-the-job coaching on
overall job performance on the other.

Saeed and Asghar (2012), made an effort to evaluate the moderating impact
of each individual's work fit in both relationships, which simply entails
matching job performance to the demands of the position and the individual's
personality qualities. Their study emphasizes the important connections
between employee work performance and training and development as well as
the connections between employee motivation and job performance. This study
employed two independent factors, training and motivation, one dependent
variable, employee work performance, and one mediating variable, person-job
fit. It was found that a person's fit for the work effectively kept together the
link between training, motivation, and employee job performance.

Ababneh (2013) This study looked at the organisational commitment, job

inventiveness, and job turnover as well as the empirical predictors (career
planning and career management) and outcomes (career development) in the
Jordanian public sector. 531 workers from Jordanian public sector

9
organisations made up the study's sample. The results of the study
demonstrated that career management and planning had positive significant
effects on career advancement, as well as positive significant effects on
organisational commitment and work inventiveness, but negative significant
effects on job turnover.

Lukasik (2017), explains how employee training has a significant impact on

employees' motivation in SME industrial enterprises. The remaining
information came from 70 employees who worked in various SME sectors and
was discovered by the researcher through study into both local and
international literature. The study's findings indicate a beneficial association
between internal training and employee motivation.

2.3 Literature Review Related to IT Sector

Klink and Streamer (2002), analyzed data from a sample of 36 contact center
trainees and 45 new counter clerk trainees from post offices to measure the
effectiveness of on-the-job training. They found that the majority of
respondents had significantly changed their conduct as a result of on-the-job
training. It was shown that training characteristics including self-efficacy, prior
knowledge of the task and workforce, management help, and workload were
the most significant determinants of on-the-job training success. On the other
hand, while more study is needed in this area, training characteristics such as
training duration and training quality have minimal impact on the efficacy of
on-the-job training.

Silva, Udawatta and Nanayakkara (2011), Since Sri Lanka's IT and BPO
industries struggle with staff turnover and a lack of motivation, the job
satisfaction and performance of outsourced workers were highlighted. They
selected 1500 employees from the BPO and IT industries, and they utilized
questionnaires to gather data. The authors claim that job satisfaction promotes
employee retention and has a positive effect on Sri Lanka's outsourced
workforce's productivity levels in the IT/BPO industry. The results of the study
also showed that turnover rates and job satisfaction are closely associated and

10
that tenure and marital status had a significant influence on the number of
hours that workers worked.

Khatri and Khushboo (2013), the focus of their study was on how employees
felt empowered and involved in matters such as job security, work-life balance,
top management's concern, performance evaluation processes, etc. They found
that while there is a sizable pool of skilled, affordable, and English-speaking
workers available to Indian companies, they are also one of the top countries
for outsourcing due to their reputation for IT-enabled operations, clever HR
practices, rotational shifts, and high employee turnover rates. In addition, they
learned that despite good compensation and additional chances, the attrition
rate was increasing every day. The study's 100 BPO employees in Delhi NCR
were selected using a multistage sampling procedure. A well-designed
questionnaire that aimed to gauge the link between engagement and
empowerment was used to collect the study's primary data levels. The study's
findings were above satisfaction.

Varadharaj (2013), studied how employee performance was affected by

training and development in a few Chennai-based information technology (IT)
firms. The study's main objectives were to define the term "employee training
and development," as well as to determine the training needs of these
employees, the efficacy of the training programmes IT companies have put in
place, and to offer some recommendations for strengthening these companies'
training and development initiatives. He used a standardized questionnaire to
collect primary data from 200 IT business employees in Chennai. The sample
size was determined randomly using probability. Despite the fact that the
study's results showed that the company's training and development
programmes were usually successful, it was nonetheless suggested that current
technology be employed to increase their efficiency.

Udayasuriyan and Rajendran (2015), conducted research to determine the

effectiveness of the training and development courses offered to workers by
ITES companies in Chennai, Tamil Nadu. They employed a descriptive
research design for their inquiry. The study's target population was the staff of

11
ITES businesses with offices in Chennai. 100 ITES firm workers were picked
using a simple selection approach, and 100 structured questionnaires were sent
to them in order to collect the primary data. Secondary data for the study were
gathered from earlier research endeavors as well as a variety of printed
journals, magazines, websites, and online publications. They employed
techniques including basic percentage analysis, ANOVA, and t-test for the data
analysis. Age, gender, and experience all had a beneficial effect, according to
this study.
Jan, Subramani, Gaur & Mahesan (2015), a concerted attempt in their study
report to illuminate several factors that affect the job satisfaction of IT
specialists working in certain Chennai IT organisations. They developed and
presented the structural equation model to examine the impact of factors
including monetary rewards, prospects for career progression, the working
environment, training and development opportunities, and interpersonal
interactions on the job satisfaction of IT workers. Twenty software businesses
at Ambattur Industrial Estate in Chennai, including TCS, HCL, Novel
Techpark, etc., were polled to obtain information for the research. 960 of the
1472 participants in the research returned filled-out questionnaires.
Researchers came to the conclusion that these characteristics were related and
had a positive influence on work satisfaction as a result of the study's findings
which would enhance commitment and reduce staff turnover in organizations.

Baum and Burck (2016), programmes for managers, supervisors, and workers

that are based on IT have been shown to boost their productivity at work and

provide them more control. They thought that both service-based and

manufacturing-based businesses might benefit from employing IT as a

sophisticated tool for education and training. In this case, the researchers

surveyed 78 companies and conducted in-depth interviews with 26 of them

from a Midwestern organisation. Twenty utilities, transportation, and process

(chemical) type businesses as well as 35 service-related businesses (insurance,

banking, retailing, etc.) were consulted out of these for information. So, based

12
on this, they concluded that, in order to improve top management levels'

morale, working relationships, efficacy, and self-diagnosing capacities, an

increasing amount of IT-based education and training activities are required to

be carried out in the service sector.

13
 CHAPTER 3
OBJECTIVE

The primary goal of this study is to investigate how training and development factors affect
employee performance. The relationship between training and development characteristics
and employee performance is also examined in this study, as well as the mediating effects of
employee motivation and job satisfaction.

The following are the research objectives:

i. To study the influence of training and development variables on employee

Performance.

14
 CHAPTER 4
RESEARCH METHODOLOGY

The plan, framework, or blueprint for carrying out the research is known as the research
technique. It is a strategy that facilitates data collection, measurement, and analysis. To
perform the study, a scientific version and technique had been followed. The methodology
specifies the choice of the applicable statistics, software of suitable studies equipment and
techniques for analysis, and clinical research of the problem. The content material of this
phase offers with technique and technique of the study. All the scales followed have been
standardized. The statistics became collected with the assistance of the dependent
questionnaire.

15
 CHAPTER 5
DATA ANALYSIS

5.1 METHOD OF DATA COLLECTION

The observation is primarily based totally on number one in addition to secondary statistics.
The secondary statistics studies covered the evaluation of existing literature on task
satisfaction. From the secondary statistics, the goals of the observation have been framed.

The primary data of collection was the questionnaire that has been floated with the help of
Google surveys to find the Role of Training & Development on Employees Performance in
the IT Industry with special reference to Delhi NCR.

The data was collected from large IT companies located in Delhi NCR. A total of 100
questionnaires were distributed out of which around 57 responses were returned. Many
questionnaires were not filled properly and had many missing values. 54 questionnaires were
included in the data analysis.

Out of the responses, there were a total of around 48 percent of men and rest were the women.
Most of the employees were of age less than 30 years with 6 to 10 years of work service with
the organization.

1. Around 55 percent of employees are married and among which 52 percent of employees
were those whose spouses were also employed.

2. 48 percent of the employees are non-executive and 52 percent of respondents are the
executive of the organization.

3. 61 percent of respondents have done their post-graduate out of which most of them have
done Engineering (35 percent) and ITI (32 percent).

4. 59 percent of the respondents are not pursuing any degree or course, and around 53 percent
of the respondents have a membership in a professional organization.

16
 CHAPTER 6
FINDINGS AND DISCUSSION

After doing the survey I found out many different things that are:

1. Most of the respondents strongly agree that most of the employees expect that training
is done for improving skills and product knowledge, to gain knowledge about their
organization, and to understand different management functions. Many of them expect
that training and development is not a paid holiday or a routine task.

Fig 6.1

2. On being asked about the benefits of training and development most of them strongly
agree that training program improves the efficiency of the employees and training program
teaches concepts and methods for improving skills

Fig 6.2

3. On being asked about the impact of training and development programs on behavioral
changes, the results are:
 Increased confidence
 Improved leadership quality and style
 Improved morale
 Resulted in better analytical ability
 Helped them to behave carefully with customers

17
While many of them also think that it helped them in
 Enjoying work and life
 Helped them to manage stress
 Improved job satisfaction

Fig 6.3

4. The next question which was asked was about the impact of training and development
programs on job performance for which the respondents agree that
 It improved their ability to achieve organizational goals
 It improved their decision-making skills
 It helped them to work with better coordination in teams
 It helped them to transfer the benefits of training to the job
 It helped them in clarifying their doubts about the task and,
 Helped them to understand their organization and its functions

Fig 6.4

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5. On being asked about the impact of training and development on self-development,
most of them strongly agreed upon the following:
 It helped them to achieve their personal goals and aspirations
 It helped them to derive new ideas in their performance
 Improved their communication skills
 Helped them to reduce job-related stress
 It helped them to acquire knowledge on various subjects

Fig 6.5

6. The last question that is asked was about the overall opinion about the training and
development programmers for that I received numerous results that are:
Most of the agreed that:
 In their organization training and development applies to all the employees
 Supervisors urge new hires to teach others what they have learned when they return
from training.
 They are motivated to learn the concepts that will be useful in their regular job.
 They can fulfill their job commitments with training skills.

Fig 6.6

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 CHAPTER 7

CONCLUSION, RECOMMENDATIONS AND LIMITATIONS

7.1 Conclusion

To gain a full understanding of the state of training and development and its effect
on employee performance, the researcher conducted an exploratory survey of
workers in the IT industry in Delhi's NCR. To make it more understandable, the
employee feedback from the chosen company is transformed into percentages.

The goal of the study was to ascertain how work happiness and motivation impact
employee performance in the setting of Indian information technology firms.

In order to analyse the study's results and offer some suggestions for improving the
training and development paradigm in the Indian IT sector, the researcher wrote the
chapter that is now available. The limitations and potential avenues for future study
are also discussed in the conclusion.

India's economy is unquestionably one of the fastest-growing in the world, and the
IT industry is one of the important businesses that has been expanding swiftly and
contributed significantly to the development of the nation. The fact that this sector
was picked in large part due to its extraordinary everyday growth.

With a focus on the NCR and Delhi, the study's major objective was to empirically
evaluate the link between employee motivation, job satisfaction, and performance
among people working in India's IT sector.

A questionnaire with 9 questions that included training and development, job

satisfaction, employee motivation, and employee performance was used in the
survey that the researcher conducted.

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7.2 Suggestions & Recommendations

The study's findings and analyses are expected to provide management with the
required guidance for handling T&D practices in connection to employee
performance, job satisfaction, and motivation. To gain the trust of employees,
however, ongoing efforts must be made to inspire and provide them with adequate
job satisfaction so that they can have mental peace and operate with a focused mind
in the organization. Therefore, for a competitive advantage over rivals, IT industries
must focus on the critical problems that are continually evolving in order to identify
the gaps and should strive for continuous development in addressing such
challenges.

The researcher discovered that an organization's ability to grow sustainably and

achieve success is greatly affected by the way it hires, develops, and motivates its
staff. This includes giving them opportunities to advance their careers and develop
their innate skills while also guaranteeing their job satisfaction. Employers must
treat their staff members with respect and humanity to foster in them a sense of
accountability and trust. Two-way communication, fair compensation, wholesome
and comfortable working circumstances, and a pleasant workplace, i.e., Employee
performance will improve if there is no bureaucracy of any kind. The employees
should receive a straightforward job rotation and an appropriate job description.

The top management should try to study the uncertainties of their employees by
creating effective communication channels with them and assessing their
performances, even though training and development programs are deemed to be
satisfactory.

7.2.1 Directions for Future Research

 Future studies may examine the effect of these antecedents on other

pertinent dependent variables as well, as the current study solely examines
the impact of training and development on job satisfaction, motivation, and
performance.

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  As this study is focused on the IT industry and its data was gathered in the
NCR of Delhi, future researchers may be able to reproduce it using data
from other industries and localities.

 The sample of 54 IT workers employed in this investigation showed

sufficient psychometric features. A larger data collection, however, might
be more representative and useful for major, publicly financed
investigations.

The focus of the researcher's investigation is on the impact of training and

development on employee performance in the IT sector, particularly with reference
to Delhi's NCR. However, future researchers could concentrate on other topics or
undertake alternative assignments. These many components can use a different
variable as the research's main variable in place of T&D, such a performance
assessment study in the IT sector or a talent management (TM) study in the Indian
IT sector. Future researchers may do the same investigation across numerous
countries. Numerous factors might be further studied, similar to this.

7.3 Limitations of the Study

This study has several drawbacks, just like many other studies based on survey data
do. The following is a list of the study's principal limitations:

 The data was gathered through a survey with a self-made questionnaire.

This may lead to societal acceptability biases.

 Information was gathered from a selected city i.e., NCR, Delhi. This might
make the study's conclusions less generalizable.

 Information was gathered through questionnaires through Google surveys

which have its own limitations.

 There are numerous more elements that could also have an impact on
employee performance. However, the study's main objective was to
determine the impact of solely training and development-related
components.

 The researcher faced difficulty in collecting data from the IT industry.

REFERENCES

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According to Saxena and Kakkar, (n.d.), National Training Policy, p-47,
(https://shodhganga.inflibnet.ac.in/bitstream/10603/4405/10/10.pdf)

Ameeq, A. & Hanif, F. (2013). Impact of Training and Development on Employee Development and
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Amin, A., Saeed, R., Lodhi, R., Mizna, simra, Iqbal, A., &Tahreem, R. (2013). The impact of
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Anitha, R., & Kumar, M. A. (2016). a research on how training affects worker performance in the
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Devi, V.R. & Durga, L.S.V. (2012). Training Need Identification of General Administrative Staff- A
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Javed, S. (2014). Unpublished Master Thesis, Newport: Newsport's Institute of Communication and
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K. Karthikeyan, K. & Karthi, R.(2010). Role of Training and Development in Banking sector-an
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PLAGIARISM REPORT

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