Project Report-Final

Institute of Management Technology, Ghaziabad

PROJECT REPORT

A Study to Evaluate the Effectiveness of Training and

Development

of

FICCI LADIES’ ORGANISATION

(FLO)

Name: VINITA SINGH

Roll No. 1520400059

INSTITUTE OF MANANAGEMENT TECHNOLOGY

CENTRE FOR DISTANCE LEARNING

GHAZIABAD


Table of Contents

i. Introduction……………………………………………………….8.

ii. Review of Literature………………………………………………16

iii. Sampling Data Collection and Tools of Analysis……………..22

iv. Results & Discussion…………………………………………… 26

v. Summary & Conclusion………………………………………….44

vi. Bibliography……………………………………………………….47

vii. Limitations of Study………………………………………………48

viii. Annexures…………………………………………………………49


Preface

In today’s fast changing environment and intense competition, it is imperative for organizations

to maintain sustainable competitive advantage over its competitors. A major strategy adopted by

organizations in achieving the same is to its build intellectual capital, of which human capital is

a form apart from social and organizational capital. Human capital refers to an employee’s

capabilities – knowledge, skills, attitude, abilities and their willingness to share and transfer the

same. Therefore for continued competitive edge over its competitors an organization invests in

training and development – professional initiatives to increase the level of knowledge, skills,

abilities, value and social worth of an employee that results in increased employee satisfaction

and productivity and ultimately in improved performance of the firm yielding high returns.

Therefore investing in Training and Development is now considered to be indispensable for

effective organizational development and also in achieving organizational objectives. The

credibility of any training programme lies in its utility and relevance to the needs of the

employee or the organization at large.

As a result of this awareness there is a growing need to determine the effectiveness of training

and development in bringing about improved performance of the organization and efficient

attainment of organizational objectives.


Acknowledgement

I take this opportunity to express my gratitude to all concerned people who have directly or

indirectly contributed towards the completion of the project. I also extend my sincerest gratitude

towards FICCI Ladies’ Organisation (FLO) for giving me an opportunity to base and complete

my project on FLO.

I am extremely grateful to Dr. Deepak Dogra, faculty, Institute of Management Technology,

Ghaziabad whose insights and valuable inputs helped me in completing the project.

I also wish to extend my special thanks to my Project Guide, Mrs. Rashmi Sarita, Executive

Director, FLO for the support and guidance provided in completion of this project.

My special thanks to all the respondents who took time out to fill the questionnaire required for

evaluation of effectiveness of training and development.


Declaration

I, Vinita Singh, a student of PGEM (HR) at Institute of Management Technology, Ghaziabad

solemnly declare that the project titled “A Study to Evaluate Effectiveness of Training and

Development of FICCI Ladies’ Organisation is original and all information, facts and figures

contained therein is based on my experience, research and study.

Vinita Singh


Executive Summary

Training and development is a critical though expensive component of Human Resource

Development (HRD). It is a planned effort to improve the efficiency and effectiveness of the

employees of any organization. It enables employees to develop skills and competencies

necessary to enhance the bottom-line results of an organization. It is believed that such structured

training and subsequent transfer of the learnt skills, knowledge, and attitude at work place is the

key ingredient to improved organizational performance.

Any training and development programme is designed to match the emerging demands of

contemporary and future dynamics of the industry so that the investment lends a sustainable

competitive advantage not easy to replicate by its competitors. Since training and development is

assumed to augment knowledge and job skills, a need has been felt to assess the effectiveness of

such programmes and the resultant impact on improved individual and organizational

performance.

As a part of the curriculum, an exercise was undertaken to evaluate and assess the effectiveness

of training and development programmes conducted by FICCI Ladies’ Organisation in carrying

out ones job more efficiently with improved levels of performance. Hence a project was

formulated to assess the perception of participants towards FLO’s training and development

programmes, to capture the learning transfer, applicability of the skills and knowledge learnt at

workplace, attitudinal changes, if any, in handling jobs and their impact on devising business

strategies to meet objectives.


This study covers those who had already undergone such training and development programmes

conducted by FLO. 33.33% of the respondents fell in the age bracket of 40-49 and 50-59

respectively while 30.00 % fell in 30-39 and 3.33% fell in 60-69.

The first step in my study was to find out how FICCI Ladies’ Organisation was contributing

towards its goal of women empowerment through its training and development programmes. The

second step was collecting data through primary sources through administration of questionnaire

and observation. Secondary data were acquired through internet, books, journals etc. The third

step comprised of analysis of data thrown up by the questionnaire, their compilation and

assessment to arrive at conclusions and recommendations.

The study makes use of statistical techniques such as percentage, frequency, mean, mode in

analyzing the data for finding the result. The results put forth pertinent indicators such as

refinement for content of the training programme discussed in detail later in the report.

.


Chapter 1

Introduction

Every organization needs to have well trained, skilled and experienced people to perform

activities that is imperative to meet the organizational objectives. However, William James of

Harvard University came to the conclusion that employees retained their jobs by putting in

merely 20-30% of their potential. His study also revealed that if the same people were propelled

and inspired, their performance could be amplified to 80-90% of their capabilities. Behavioural

science concepts like motivation and enhanced productivity techniques if put to use have been

seen to boost performance. Training and development could be one of the means used to achieve

the desired results and can also be described as an attempt to improve present and future

employee performance by increasing an employee’s ability to perform through learning,

invariably by changing his/her attitude or increasing skills and knowledge.

In today’s complex and fast changing organizational environment, building human resource is

paramount for organizational development and training is one of the most crucial segments of

Human Resource Development (HRD) process, as it helps in creating resourceful manpower.

The efficiency of any organization today, largely depends on how well trained its workforce is,

needless to emphasise why training is being regarded as the new problem solving tool in the

present day scenario.

In the opinion of the father of HRD, Dr. Leonard Nadler, development is concerned with

providing learning experience to employees so they may be ready to move into a new direction

that organizational change may call for. So it is now evident that training and development both

form an integral part of the HRD process and must work in tandem for desired outcome. Dale S

Bleach defines training as, “An organized procedure by which people learn knowledge or skills

for doing a particular job.” Nevertheless, any training would be considered to be successful only

when the knowledge gained by the participants is transferred to the job performance.

The Vision and Mission adopted by FICCI Ladies’ Organisation (FLO) very clearly states that

the organization works towards social, professional and economic empowerment of women


through a number of initiatives, training and development being one of the many strategies, it has

embraced in meeting its organizational objectives. This study has been undertaken to assess to

what extent the organizational goals and objectives are being met through the training and

development programmes being conducted by FLO, its effectiveness in achieving the same.

Scope of the study

The scope of study is limited to Federation of Indian Chambers of Commerce and Industry

Ladies’ Organisation (FLO). The study is significant as it encompasses the evaluation of

effectiveness of training and development programmes held by FLO to bring about

transformational changes in the attitude and upgradation of professional skills and knowledge of

women in its sustained endeavour towards women’s empowerment. An exercise has been

undertaken to study the efficacy of these programmes by applying suitable on data collected

from primary sources and whether and how it helps participants in achieving better/ improved

performance.

Objectives of the Study

1. To study the effectiveness of the training and development programmes conducted by FLO.

2. To evaluate if the training and development programmes help improve participants

approach towards their responsibility and refines tactical skills employed in problem

solving.


Questions pertaining to each objectives given below:

Objective 1: To study the effectiveness of

traning and development programmes at

FICCI Ladies Organisation

Objective 2: To evaluate if the training helps

improve employees’ approach towards their

responsibility and refines tactical skills

employed in problem solving.

Did the Training Programme cover topics related/ relevant/ applicable to your area of

work?

As a result of the training programme your understanding of a particular subject improved/

increased.

Were you satisfied with the amount of time devoted to each of the topics covered during the

programme?

Have you observed positive changes in your behaviour or attitude in dealing with job related

matters after training?

Were the topics delivered in a manner that was easy to grasp?

Do you agree that training reduced the requirement of constant supervision at work?

How would you rate the training programme in

terms of quality of content/ topics?

Do you agree that training enhanced your

productivity at workplace?

What kind of improvements would you

recommend for the training programme?

Do you agree that the training programme

prepared you for larger roles for future?

Were the questions handled well and efficiently

by the trainer?

Do you agree that training brings about

measurable change in knowledge for effective discharge of duties?

Did the training content match the trainees

capacity?

Extent to which the training brought about

betterment of technique to handle job?

Did you get an opportunity to implement the

skills learnt by you on the job?

Were the training programmes designed to

achieve certain organisational objectives?


Organisation Profile

FICCI Ladies’ Organisation, FLO, is an allied body of Federation of Indian Chamber of

Commerce and Industry (FICCI), the foundation for which was laid in 1983. This predominantly

women’s wing has achieved phenomenal growth not only in terms of membership from across

the country but also in meeting its organizational goals and objectives. Guided by its motto,

“Power to Empower”, the organization inculcates and promotes entrepreneurial abilities and

professional excellence in women.

13 chapters are spread across the country and collectively assume the responsibility of generating

awareness and providing professional guidance to women on a number of issues such as

personality development, career opportunities, tackling domestic violence, helping women act as

agents of change for socio-economic advancements. The organization functions with the

objective of promoting and encouraging women from all sections of society to showcase and

unfurl their talent, skills, share experiences and get together to form networks to support each

other in their endeavour to surge ahead.

For the past 33 years, FICCI Ladies’ Organisation has been successfully inculcating

entrepreneurial skills through workshops, conferences, seminars, training and development

programmes among the womenfolk. As it believes that not only is this crucial for addressing

problems of gender inequality rampant in the society but workforce participation also leads to

emancipation of women in a number of ways.


Study after study have shown that when women take better control of their lives the society

benefits and when such control is constructively enforced it becomes a driver of economic

growth. No development is complete if its benefits do not trickle down to the womenfolk of the

society. FLO, therefore plays the role of an enabler, working slowly and steadily towards

creating a supportive environment for substantive economic participation of women by paving

way for integrating them into the labour workforce.

While working with women, FICCI Ladies’ Organisation adopts a multi-pronged strategy in

order to achieve its organizational objectives,

At grassroots level: FLO encourages women to participate in skill development programmes,

it also conducts such programmes to make them industry ready and more employable

equipping them with skills that easily marketable.

At middle level: FLO not just offers consultancy services for women keen or inclined to set

up business ventures but also holds entrepreneurship programmes to provide concrete

guidance and mentoring support in setting up their own enterprise.

At senior level: FLO makes a strong case to promote women in leadership positions and

increase their representation on the boards of the industry.

Methodology in use:

Awareness programmes

Long term projects

Policy Advocacy

Consultancy Services


Training and Development

Recognition & Mentoring

Research & Publications

International Connections

As the women’s wing of the Federation of Indian Chamber of Commerce for Industries’,

FLO represents around 4000 women entrepreneurs and professionals providing a conducive

environment to harness their potential.

Vision

Changing lives of women and empowering women.

Mission

Promoting economic empowerment and seeking equal opportunities for women.

Areas of Intervention

Personality Development

Women empowerment is not just restricted to creating awareness regarding rights and imparting skills

and knowledge for gainful employment, its broader spectrum also encompasses making women

emotionally strong so that they continue to hold ground till their ventures start flourishing. –

Through personality development programmes FLO helps women build their confidence, a

trait that serves them well in their respective work environments and also helps them get

rightful recognition for their contribution at work.

Awareness Programmes

To help women keep themselves abreast with the changes and developments taking place

nationally as well as globally, FLO organizes seminars, debates, discussions on women-


centric issues and a number of other myriad topics including but not limited to healthcare,

legal issues, financial planning, taxation, insurance matters, professional rights etc.

Training and Development

In another endeavour to assist women upgrade their professional skills and knowledge, FLO

in association with Hanns-Seidal Foundation (HSF) organizes workshops and training and

development programmes to achieve the aforementioned objectives. Women from different

professions take part and have benefitted immensely.

Business Consultancy

FLO and HSF together run a Business Consultancy Cell on a weekly basis in Delhi to

provide guidance to entrepreneurs seeking professional advice on running business and

assistance with problem solving. The cell solves complex problems faced by entrepreneurs

and also directs them to industrial experts best suited to help them. Decision to establish one

such cell in all chapters will be taken very soon.


FICC Chapters across India (Source: FLO website)


Chapter 2

Literature Review

According to the Michel Armstrong, “Training is systematic development of the knowledge,

skills and attitudes required by an individual to perform adequately a given task or job”. (Source:

A Handbook of Human Resource Management Practice, Kogan Page, 8th Ed.,2001)

According to the Edwin B Flippo, “Training is the act of increasing knowledge and skills of an

employee for doing a particular job.” (Source: Personnel Management, McGraw Hill; 6th

Edition, 1984).

World over companies are accepting that the development of their Human Resources is vital not

only to business survival, but also to business success. The alternative to training and

development are nowhere near as effective and efficient as they may appear in the short term

(Keith Sisson, 2000).

As per Dale (1980), the relevance of employee training and development cannot be regarded as

recent innovation. Training refers to a planned effort by a company to facilitate and supplement

employees’ learning of job related competencies. These competencies include knowledge, skills,

or behavior that are critical to successful performance of a particular job. The goals of training

are for employee to master the skills, knowledge and behaviors emphasized in the training

programme and to apply them to their day to day activities. Training helps employees develop

skills that enable them to succeed in the current job and develop for the future. Training and

development helps the organizations create a workforce that is able to cope with change , meet

the increasing demand and challenge posed by volatile environment and prepare the future

leadership of the company. Because activities in the industry and organization is becoming

complex success will require smart, motivated employees who have the emotional strength to

deal with change and adapt to innovations.

Robert H. Mathis (2006), asserts that training plans allow organizations to identify what is the

need for betterment of employee performance before the training begins. A good training plan

deals with the following questions: Is there really a need for the training? Who needs to be


trained? Who will do the training? What form will the training take? How will knowledge be

transferred to the job? How will the training be evaluated?

The principal objective of training is to make sure the availability of a skilled and willing

workforce to the organization. In addition to that, there are four other objectives: Individual,

Organizational, Functional, and Social.

• Individual Objectives – These objectives are helpful to employees in achieving their personal

goals, which in turn, enhances the individual contribution to the organization.

• Organizational Objectives – Organizational objectives assists the organization with its primary

objective by bringing individual effectiveness.

• Functional Objectives – Functional objectives are maintaining the department’s contribution at

a level suitable to the organization’s needs.

• Social Objectives – Social objectives ensures that the organization is ethically and socially

responsible to the needs and challenges of the society.

The determination of training needs provides a good basis for planning the training programme,

choosing the training method as well as the course contents. But the determination of the training

needs itself must be based on the organizational needs analysis, task or job needs analysis as well

as person needs analysis, organizational need analysis, task analysis, performance appraisal

reports, observation among others.


TYPES OF TRAINING AND DEVELOPMENT PROGRAMMES

Types of Training

On the Job Training

Job instruction

Apprenticeship & Coaching

Job Rotation

Internship Training

Committee Assignment

Step by Step Training

Off the Job Training

Classroom Lectures

Simulation Exercises

Case Study Method

Audio-Visual Method

Vestibule Training

Conferences

Seminars

Workshops


STAGES OF TRAINING AND DEVELOPMENT PROGRAMMES

Source: Human Resource Management and Industrial Relations (Himalaya Publication House)

Stage I

• Assessment of Training Needs

• Organisational Analysis

• Department Analysis

• Job Analysis

• Employee Analysis

Stage II

• Designing of Training Programmes

• Instructional Objectives

• Learning Principles

• Teaching Principles

• Training Principles

• Content Design

Stage III

• Implementation of Training Programmes

• On-the-Job-Methods

• Off-the-Job-Methods

• Characteristics of the Conductor conducting the Programme

Stage IV

• Evaluation of the Training Programme

• Learning

• Job Behaviour

• Organisation

• Ultimate Value


Conceptual Framework of Training and Development of Employees

DDrivers

Source: International Journal of Engineering & Management Studies; I.J.E.M.S., VOL.2(4) 2011: 187-198

The figure above is a diagrammatic representation of the conceptual framework which depicts

the drivers that impel the higher ups in an organization to conduct training and development

programmes for their employees in these times of intense competition. A number of methods are

adopted to impart necessary skills and knowledge to the employees. For instance, on the job

training and off the job training methods are applied to train employees. An employee equipped

with the necessary skills benefits the organisation by contributing towards achieving

organisational goals. Training and development is then evaluated by using various approaches to

see whether the employees have changed their behavior and whether they are contributing

towards achieving organisational goals. In the long run it leads to organisational effectiveness.

Drivers Methods

Benefits Evaluation

Outcomes

Organisational

Effectiveness

Off-the-job training

On-the-job training

Individual

Organisation


Distinction Between Training and Development

TRAINING DEVELOPMENT

Training means learning skills and knowledge

for doing a particular job. It increases job skill

Development means the growth of an

employee in all respects. It shapes attitudes

The term “training” is generally used to denote imparting specific skills among operative workers and employees.

The term “development” is associated with the overall growth of the executives.

Training is concerned with maintaining and improving current job performances. Thus, it has a short-term perspective.

Executive development seeks to develop competencies and skills for future performances. Thus, it has a long term perspectives.

Training is job centered in nature. Development is career centered in nature.

The role of trainer or supervisor is very important in training.

All development is “self development”. The executive has to be internally motivated for self development.

Source: Mohapatro, 2010

According to Banjoko (1996) every organization provides training for their employees for a

number of reasons which includes:

1. To remove performance deficiencies.

2. To match the employees’ abilities with the job requirements and organizational needs.

3. To enhance organizational viability and the transformation process.

4. To cope with new technological advancement e.g. the demands of automation, mechanization

and computerization.

5. To improve quality and quantity of work.

6. To increase productivity and efficiency.

7. To cope with increasing organizational complexity.

8. To enhance employees’ self-esteem, morale and thereby improve organizational climate.

9. To induce certain behavioural changes in the employees.


Chapter 3

Sampling, Data Collection and Tools of Analysis

Methodology

This paper adopts a quantitative research method and uses survey questionnaire to collect the

required data from the target population comprising of people participating in the training and

development programmes conducted by FLO. Out of the 300 target population, a sample size of

30 respondents was found adequate. The collected data were analysed electronically using

descriptive and inferential statistics.

The research methodology/ design applied while conducting this study was a cross-sectional

survey. Random sampling was chosen because of greater speed in data collection and ease of

availability of population elements. The participants of training and development programmes

were randomly selected, the respondents were handed out questionnaires for filling in the

responses.

Some of the forms which remained partially filled were edited using rules of business research

methods. The data was collected through self-administered questionnaires. Questionnaires were

distributed and collected by hand. All questions were close ended and with extensive use of five

point Likert scale. In short the methodology can be described summarized in the following

steps:-

i. Framing the objectives of the study.

ii. Designing and developing questionnaires aligning them with the objectives.

iii. Eliciting response from respondents of the sampling frame.

iv. Analysing the data collected through questionnaires.

v. Drawing conclusions and findings.

vi. Listing out recommendations.


Sources of Data

There were two sources of data

i. Primary data ii. Secondary data

Primary Data

Primary data have been collected through structured questionnaires administered to respondents.

Secondary Data

Secondary data have been collected through means such as journals, internet, newspapers etc.

Sampling frame

Respondents were those who had participated in training and development programmes of FLO.

Selection of Sample Size

10% of the population size was assumed to give a reasonable sample size to effectively carry out

the analysis of the data to arrive at conclusions. A sample size of 30 has been used in the study.

96.66% of the sample size comprised of women, since we chose to study the effect of training

and development on women empowerment.

Sample Design

For the purpose of the study, participants of FLO’s training and development programme were

selected. Random sampling technique has been used as it is the least expensive and least time

consuming of all techniques. In random sampling all sampling units have the same chance of

being selected and no bias creeps in. In person contact was established with the respondents and

questionnaires collected hand to hand. 30 people formed a part of the sample size to whom the

questionnaires were administered.

Data Collection

Data collection was done through survey questionnaire.


Questionnaire

The questions were designed to facilitate the respondents to identify the key Training and

Development issues, on which employees’ perception could be obtained like content design, ease

of understanding, applicability of learnt skills and knowledge at workplace etc. The respondents

were requested to ignore their personal prejudices and use their best judgment mostly on a 5

point Likert scale. The purpose of this exercise was to make the response a true reflection of

organization reality rather than an individual opinion. The 5 point of the scale indicated in the

questionnaire are- 1. Strongly agree, 2. Agree, 3.Uncertain, 4. Disagree and 5. Strongly disagree.

Statistical Tools

The study makes use of statistical techniques such as percentage, frequency, mean, mode, pie

chart, bar charts in analyzing the data for finding the result.

Total sample size: 30 where the average age of the participant was 45.9, maximum number of

participants were 55 years of age and median age was 45.

97%

3%

Male-Female Representation in Sample

Female Male


Age Differentiation of Respondents

0

1

2

3

4

5

6

7

8

9

10

30-39 40-49 50-59 60-69

910 10

1

Age Range

No. of Respondents

30%

33.33% 33.33%

3.33%


Chapter 4

Data Analysis and Interpretation

Total No. of Respondents: 30

Factors Yes No Total

Q1. Did the Training and Development

Programme cover topics related/ relevant/

applicable to your area of work?

Frequency 30 0 30

Frequency

%age

100 0 100

Interpretations

i. 100% respondents agree that the training and development programme conducted by

FLO are related / relevant and applicable to their area of work.

ii. The respondents uninanimously expressed satisfaction over the topics covered during

training and development sessions, therefore no change is required.

0

5

10

15

20

25

30

Yes No

100%

0.00%

No

of

Res

po

nd

ents

Responses




Q2. Were you satisfied with the amount of time

devoted to each of the topics covered during the

training and development programme?

Frequency 27 3 30

Frequency

%age

90 10 100

Interpretation

i. Out of a total of 30 respondents, 90% were satisfied with the time devoted to each

topic covered during the training and development programme.

ii. However, 10% of the respondents felt that the time devoted to the topics were not

enough.

iii. It is inferred that the trainers may interact with the respondents to figure out which

sections of the programme needed more/ less time and accordingly make changes if

suggestions found viable.

0

5

10

15

20

25

30

Yes No

27

3

No

. of

Res

po

nd

ents

90.0%

10.0%




Q3. Were the topics delivered in a manner that

was easy to grasp?

Frequency 29 1 30

Frequency

%age

99.67 3.33 100

Interpretation

i. 99.67% of the respondents believe that the topics were delivered in a manner that was

easy to grasp.

ii. 3.33% felt that the manner in which the topics were delivered were not easy to grasp.

iii. It may be concluded that since only a miniscule percentage found it difficult to grasp

it could have been due to some lack of interest/inclination or knowledge and not due

to delivery mechanism per se.

0

5

10

15

20

25

30

Yes No

29

1

No

. of

Res

po

nd

ent

Response of Respondents

96.67%

3.33%



Factors Excellent Good Satisfactory Poor Total

Q4. How would you

rate the training

and development

programmes in

terms of quality of

content/ topics?

Frequency 9 15 5 1 30

Frequency

%age 31.03% 50.0% 16.7% 3.33% 100

Interpretation

i. Around 31.03% of the respondents believe that the quality of the content was

excellent.

ii. 50.0% thought that it was good.

iii. 16.67% found the content satisfactory.

iv. And 3.33% found it poor.

v. Therefore it is concluded that content may undergo some change in consultation with

participants.

0

2

4

6

8

10

12

14

16

Excellent Good Satisfactory Poor

9

15

5

1

No

. of

Res

po

nd

ents 31.03

%

50.00%

16.67%

3.33%



Factors No

Improvements

Make

Content

Delivery

More

Interesting

Shorten

Training

Prog

Lengthen

Training

Prog

Total

Q5. What kind of

improvements

would you

recommend for the

training and

development

programme?

Frequency 7 17 4 2 30

Frequency

%age 23.33% 56.67% 13.33% 6.67% 100

0

2

4

6

8

10

12

14

16

18

No Improvement

Make Content Delivery

Interesting

Shorten Training

Lengthen Training

7

17

42

No

. of

Res

po

nd

ents

23.33%

56.67%

13.33%

6.67%


Interpretations

i. 23.33% of the respondents are of the opinion that the training and development

programmes are just right and do not require any improvements.

ii. 56.67% feel that the delivery of content could be made more interesting to engage

more passionately with the audience.

iii. 13.33% felt that the length of the sessions could be shortened and that there was

scope of eliminating superfluous interactions and fillers.

iv. 6.67% participants felt that the time for sessions could be increased to encourage

deliberations or could be spent discussing some complex issues.

v. A total of 20% together wanted some change in the duration of the training and

development programmes.

vi. It may be inferred that these feedbacks could lead to brainstorming sessions or

interviews with those falling in the 20% category in order to build consensus on the

length of the programmes.




Q6. Were the questions handled well and

doubts cleared by the trainer?

Frequency 28 2 30

Frequency

%age

93.33 6.67 100

Interpretations

i. 93.3% felt that the doubts were cleared and questions too were handled well by the

trainers.

ii. Only 6.67% felt otherwise and were not satisfied by the manner in which doubts and

questions were handled.

iii. It maybe inferred that since the percentage of those complaining regarding handling

of doubts and questions were small, the problem could also lie with the participants

i.e, language problem, hearing disability.

iv. Nevertheless a discussion with such participants would help in clearing air and

deciding measures to resolve the issue.

0

5

10

15

20

25

30

Yes No

28

2

No

. of

Res

po

nd

ents

93.33%

6.67%




Q7. Did the training content match the trainees

capacity?

Frequency 28 2 30

Frequency

%age

93.33 6.67 100

Interpretations

i. 93,33% of the respondents felt that the training content matched the trainees capacity.

ii. While a small 6.67% felt that there was a mismatch between the content of the

training and development programme and the trainees’ capacity to comprehend it.

iii. Overall satisfaction regarding content was observed. Further investigation into the

mismatch, though small may be undertaken through dialogues, interviews to ascertain

the exact cause.

iv. The mismatch if found due to the age factor or certain disability of the respondent,

then steps can be taken to either build in measures in the training programmes to

overcome them or some guidelines may be issued for similar candidates in future to

make understanding easier.

v. The trainers must also be open to some changes in need assessment if the situation so

demands.

0

5

10

15

20

25

30

Yes No

28

2

No

. of

Res

po

nd

ents

93.33%

6.67%




Q8. Did you get an opportunity to implement

the skills learnt by you on the job?

Frequency 22 8 30

Frequency

%age

73.33 26.67 100

Interpretations

i. Results point that 73.33% of the respondents agree that they got an opportunity to

apply the skills/ knowledge learnt during such session at work.

ii. While 26.67% felt that the skills/ knowledge imparted during such sessions were not

used by them at workplace.

iii. The reason of such a situation could have arisen because there was some flaw in

selection of candidates, or candidates own disabilities or mental capacity.

iv. Alternatively such a gap could be thoroughly investigated and some changes in

content design / delivery affected if the problem was due to content or delivery

mechanism.

0

5

10

15

20

25

Yes No

22

8

No

. of

Res

po

nd

ents

73.33%

26.67%



Factors Strongly

Agree Agree Uncertain Disagree

Strongly

Disagree Total

Q9. Were the

training &

development

programmes

designed to

achieve certain

organizational

objectives?

Frequency 8 16 4 0

0 30

Frequency

%age 26.67% 60.00% 13.33% 0% 0% 100

Interpretations:

i. 26.67% respondents strongly agreed that training and development programmes were

designed to meet organisational objectives.

ii. 60.00% agreed that organizational objectives were met through these programmes.

iii. While 13.33% were indecisive whether the objectives were met or not.

iv. None of the participants disagreed or strongly disagreed.

v. It can be inferred that a large fraction of the sample found the training to meet its

objectives.

26.67%

60.00%

13.33%

Strongly Agree

Agree

Uncertain

Disagree

Strongly Disagree

26.67%

60.00%%

13.33%

0.00%

0.00%



Factors Strongly


Strongly

Disagree Total

Q10. Do you agree

that as a result of

the training

programme your

understanding of

a particular

subject improved/

increased?

Frequency 8 19 3 0

0 30

Frequency

%age 26.67% 3.33% 10.00% 0% 0% 100

Interpretation

i. 26.67% and 63.33% respondents strongly agree and agree respectively that training

and development improves their understanding of a particular subject. 10% were

uncertain and were not able to decide. No respondent disagreed or strongly disagreed

with it.

ii. It may be inferred that training and development does improve understanding of a

particular subject. Those uncertain can deliberate with trainers to ascertain the cause

of uncertainty.

26.67%

63..33%

10% Strongly Agree

Agree

Uncertain

Disagree

Strongly Disagree

26.67%

63.33%

10.00%

0%

0%



Factors Strongly


Strongly

Disagree Total

Q11. Do you agree

that positive

changes in your

behavior or

attitude have been

observed in

dealing with job

related matters

after the training?

Frequency 7 18 4 1

0 30

Frequency

%age 26.67% 3.33% 10.00% 0% 0% 100

Interpretations

i. 23.33% and 60% of the respondents strongly agreed and agreed respectively that training

brought about positive behavioural and attitudinal changes in them while dealing with job

related tasks. 13.33% were uncertain while 3.33% disagreed that training brought some

positive changes in them.

23.33%

60.00%

13.33%

3.33%0

Strongly Agree

Agree

Uncertain

Disagree

Strongly Disagree

23.33%

60.00%

13.33%

3.33%

0.00%


ii. It may be therefore inferred a large percentage (83.33%) of attendees felt that training and

development did have a positive impact on behavior and attitude and helped tackle tasks

assigned in a better manner.

iii. The percentage of those who felt uncertain or those who disagreed about training

programmes helping them deal with job related tasks in a positive manner is

comparatively small.

iv. However, proper discussions to weed out any problem would further help achieving even

better results.



Factors Strongly


Strongly

Disagree

NA Total

Q12. Do you agree

that training

reduced constant

supervision at

work?

Frequency 4 10 11 3 0 2 30

Frequency

%age 13.33% 33.33% 36.67% 10% 0%

6.67

%

100

Interpretation

i. A total of 46.66% agreed that training did reduce the need for constant supervision at

work. However 36.67% couldn’t decide whether it reduced requirement of

supervision, and another 10% disagreed that supervision was not required after

training. For 6.67% the question was not applicable.

ii. More than half the respondents either disagreed/ were uncertain about the efficacy of

training in reducing constant supervision.

13.33%

33.33%

36.67%

10.00%

6.67%

Strongly Agree

Agree

Uncertain

Disagree

Strongly Disagree

Not Applicable

13.33%

33.33%

36.67%

10.00%

0.00%

6.67%



Factors Strongly


Strongly

Disagree

NA Total

Q13. Do you agree

that training

brought about

measurable

change in

knowledge for

effective discharge

of duties?

Frequency 4 18 7 0 0 1 30

Frequency

%age 13.33% 60.00% 23.33% 0% 0%

3.33

%

100

Interpretation

i. 13.33% respondents strongly agreed and 60% agreed that training brought

measurable change in knowledge helping in discharge of duties.

ii. 23.33% were uncertain regarding any measurable change in knowledge while 3.33%

said it did not apply.

iii. A substantive 73.33% sensed a measurable change in knowledge affected by training.

Strongly Agree

Agree

Uncertain

Disagree

Strongly Disagree

Not Applicable

4

18

7

0

0

1 3.33%

0.00%

0.00%

23.33%

60.00%

13.33%


Factors Large

Extent

Limited

Extent Marginal None

NA Total

Q14. Extent to

which training

brought

betterment of

technique to

handle job?

Frequency 15 9 4 1

1 30

Frequency

%age 50.00% 30.00% 13.33% 3.33% 3.33% 100

Interpretation

i. 50% said that training affected betterment of technique to a large extent in handling

job while 30% felt the effect was limited and 13.33% felt that the effect was

marginal.

ii. A small 3.33% felt there was no effect and that it was not applicable respectively.

iii. It can be safely inferred that training brought betterment in technique to handle jobs

with varying degrees.

Large Extent

Limited Extent

Marginal

None

Not Applicable

15

9

4

1

1 3.33%

3.33%

13.33%

30.00%

50.00%



Factors Strongly


Strongly

Disagree Total

Q15. Do you agree

that training

helped in creating

awareness

regarding latest

advancement/

development in

related topic?

Frequency 7 16 7 0

0 30

Frequency

%age 23.00% 54.00% 23.00% 0% 0% 100

Interpretation

i. 23% of respondents strongly agree and 54% agree that training helped create

awareness regarding latest advancement/ development in the related topic.

ii. 23% were uncertain about its impact on awareness.

iii. It can be safely inferred that training does bring about changes in levels of awareness

in latest advancements on topics on which it is delivered.

Strongly Agree23%

Agree54%

Uncertain23%

Disagree0%

Strongly Disagree0%



Factors Strongly


Strongly

Disagree Total

Q16. Do you agree

that training

programmes

prepared you for

larger roles for

future?

Frequency 7 16 7 0

0 30

Frequency

%age 30.00% 30.00% 13.00% 0% 0% 100

Interpretation

i. 30% respondents strongly agreed while 57% agreed that training prepared them for

larger roles for future.

ii. Only 13% were uncertain if training prepared them for larger roles of future.

iii. It can be concluded that training programmes do prepare the participants for larger

roles for future.

Strongly Agree30%

Agree57%

Uncertain13%

Disagree0%

Strongly Disagree

0%


Chapter 5

Summary and Conclusion

100% of respondents felt that the training and development programmes of FLO covered

topics that were applicable to their area of work.

90% of the respondents were satisfied with the amount of time devoted to the topics

covered during training and development programme.

96.67% of the respondents agreed to the fact that the training was delivered in a manner

that was easy to comprehend.

50% said that the quality and content of the training programme was good.

56.67% felt that the delivery of content should be made more interesting.

93.33% respondents pointed that questions were handled well and doubts clarified during

the training and development programmes.

93.10% respondents agreed that the content of the training programme matched the

trainees’ capacity to understand them.

73.33% respondent felt that they got an opportunity to implement skills and knowledge

imparted during training and development programmes.

60% of the respondents agreed that the training was designed to achieve certain

organizational objectives.

63.33% of the respondents agreed that as a result of the training and development

programme their understanding of the subject showed improvement/ betterment.

60% of respondents agreed that positive changes in attitude and behavior related to job

was observed post training and development.


36.67% were uncertain about training and development programmes being able to reduce

constant supervision at work.

60% of the respondents agreed that training and development brought about measurable

change in knowledge for effective discharge of duties.

50% of respondents felt that training and development brought about betterment of

technique to handle jobs to a large extent.

54% agreed that training and development programmes offered at FLO helped in creating

awareness regarding latest advancement/ development in related matters.

57% of the respondents agreed that training and development programmes offered by

FLO did prepare them for larger roles for future.

It is clear from the above findings that training and development programmes at FLO are

successful in increasing productivity and achieving organizational objectives. Training and

development is now a necessity of significant value in today’s fast changing and competitive

environment. The quality of these programmes are commendable and participants have observed

positive changes in their capabilities to handle job related matters and enhanced level of

understanding of a particular subject. On the whole it is concluded that training and development

programmes offered at FLO are effective in achieving their objectives as per the major results

that have been discussed here. However, it is felt that training and development programmes

need to be slightly redesigned to achieve their objective of making women capable enough of

working without supervision. A large percentage of participants were uncertain if that objective

of the training and development programmes was achieved. The effectiveness of the training and

development programmes offered by FLO thus also meets its organizational objective of women

empowerment.


Recommendations

1. A thorough need analysis for training and development of the programmes is

recommended as that would help in designing focused programmes resulting in better

desired outcomes of such programmes.

2. All stakeholders must be represented while designing the structure and content of the

training programmes.

3. Care should be exercised during selection of candidates who undergo training

programme, only suitable candidates with the capability to understand the subject matter

must be selected/ allowed to participate.

4. Some effort should also be made to make the interactions more interesting and lengths of

breaks could be shortened.

5. Efforts must also be made to make the delivery of content more interesting/ engaging/

captivating so as to not allow the interest of the participants to wear off during the

remaining session.

6. Briefing and debriefing of the participants to sensitise them regarding the training

programmes should take place to enhance effectiveness of these programmes.

7. Continuous feedback from participants must be sought.

8. Training records must be maintained properly.

9. Use of audio-visual aids to make training programmes more interactive is recommended.


Chapter 6

Bibliography

Banjoko, S. A. (1996) Human Resources Management An expository Approach.

Mahapatro, B. B. (2010), Human resource Management. New Age International (P) Limited,

publishers.

John E.P. (2009), Human Resources Management for Public and Non-profit Organizations: A

Strategic Approach 3rd Edition. Jossey-Bass A Willey Imprint.

International Journal of Engineering & Management Studies; I.J.E.M.S., VOL.2(4) 2011: 187-

198

Human Resource Management and Industrial Relations (Himalaya Publication House)

Research methodology-C R KOTHARI

www.fiiciflo.com

http://www.fiiciflo.com/


Chapter 7

Limitations of the Study

1. The study was carried out at FLO, Delhi.

2. Interaction with personnel and participants were restricted due to their busy schedule.

3. Sample size is small.

4. Sample may be biased.


Chapter 8

Annexure

Annexure I………………………………….Questionnaire

Annexure II………………………………….Photocopy of approved Synopsis

Annexure III………………………………..Photocopy of Identity Card issued by IMT CDL

Annexure IV…………………………………Letter from Project Guide

Annexure V…………………………………..Filled Questionnaires from Respondents


Annexure I

Questionnaire to

“Evaluate the Effectiveness of Training and Development”

I, Vinita Singh am undertaking a research project as a part of the curriculum

prescribed for PGEM (HR) by IMT, Ghaziabad. In this respect you are requested to

take some time out to fill the questionnaire below in order to evaluate effectiveness

of training and development programmes held at FICCI Ladies Organisation.

1. Name:…………………………………………………………………………

2. Age:………………………………

3. Gender: Male Female

4. Mobile:……………………………………………………………………….

5. Email:…………………………………………………………………………

A) Did the Training Programme cover topics related/ relevant/ applicable to your

area of work?

a) Yes

b) No

B) Were you satisfied with the amount of time devoted to each of the topics

covered during the training programme?

a) Yes

b) No

C) Were the topics delivered in a manner that was easy to grasp?

a) Yes

b) No

D) How would you rate the training programme in terms of quality of content/

topics?


a) Excellent c) Satisfactory

b) Good d) Poor

E) What kind of improvements would you recommend for the training

programme?

a) No improvements

b) Make content delivery more interesting

c) Shorten the Training Programme

d) Lengthen the Training Programme

F) Were the questions handled well and doubts clarified by the trainer?

a) Yes

b) No

G) Did the training content match the trainees capacity?

a) Yes

b) No

H) Did you get an opportunity to implement the skills learnt by you on the job?

a) Yes

b) No

I) Were the training programmes designed to achieve certain organizational

objectives?

a) Strongly agree

b) Agree

c) Uncertain

d) Disagree

e) Strongly Disagree

J) Do you agree that as a result of the training programme your understanding

of a particular subject improved/ increased?

a) Strongly agree


b) Agree

c) Uncertain

d) Disagree


K) Do you agree that positive changes in your behaviour or attitude have been

observed in dealing with job related matters after the training?

a) Strongly agree

b) Agree

c) Uncertain

d) Disagree


L) Do you agree that training reduced the requirement of constant supervision at

work?

a) Strongly agree

b) Agree

c) Uncertain

d) Disagree


M) Do you agree that training brought about measurable change in knowledge for

effective discharge of duties?

a) Strongly agree

b) Agree

c) Uncertain

d) Disagree



N) Extent to which the training brought about betterment of technique to handle

job?

a) Large extent c) Marginal

b) Limited extent d) None

O) Do you agree that training helped in creating awareness regarding latest

advancement/ development in the related topic?

a) Strongly agree

b) Agree

c) Uncertain

d) Disagree


P) Do you agree that the training programme prepared you for larger roles for

future?

a) Strongly agree

b) Agree

c) Uncertain

d) Disagree


Project Report-Final

Documents

Transcript of Project Report-Final