STUDY ON EFFECTIVENESS ON TRAINING AND DEVELOPMENT IN SV ltdCHAPTER 1INTRODUCTION OF THE STUDY

1.1 IntroductionWilliam James of Harvard University estimated that employees could retain their jobs by working at a mere 20-30 percent of their potential. His study led him to believe that if these same employees were properly motivated, they could work at 80-90 percent of their capabilities. Behavioral science concepts like motivation and enhanced productivity could well be used in such improvements in employee output. Training could be one of the means used to achieve such improvements through the effective and efficient use of learning resources.1.1.1. Training and DevelopmentHuman resources, are the most valuable assets of any organization, with the machines, materials and even the money, nothing gets done without man-power. The effective functioning of any organization requires that employees learn to perform their jobs at a satisfactory level of proficiency. Here is the role of training. Employee training tries to improve skills or add to the existing level of the knowledge so that the employee is better equipped to do his present job or to prepare him for higher position with increased responsibilities. However individual growth is not an end itself. Organization growth needs to be meshed with the individuals growth. The concern is for the organization viability, that it should adapt itself to a changing environment. Employee growth and development has to be seen in the context of this change. So training can be defined as:Training is a systematic development of the knowledge, skills and attitudes required by employees to perform adequately on a given task or jobThe need for improved productivity in organization has become universally accepted and that it depends on efficient and effective training. However, the need for organizations to embark on staff development programme for employees has become obvious. Absence of these programme often manifest tripartite problems of incompetence, inefficiency and ineffectiveness. So training and development aim at developing competences such as technical, human, conceptual and managerial for the furtherance of individual and organization growth which makes it a continuous process

1.2. Statement of Research ProblemTraining and development play vital role in any given organizations in the modern day. It is aimed at preparing employees for future or current jobs. The efficiency and productivity of the firm can be increased considerably with right training methods. This is the reason why HR department gives Training such a huge importance. So it is essential that we conduct studies and experiment s to improvise our training methods.The motive behind this study is to understand the effectiveness of training and development programs on the employees of Srivirad Systems and Services Pvt ltd, Chennai.The training cannot be measured directly but the change in attitude and behavior that occurs as a result of training. By studying and analyzing the response of employees regarding training, we can make scientific conclusions, which is the core idea of this study.Problem StatementThe intention of this research is to analyze and evaluate the effectiveness of training and development process in Srivirad Systems and Services, Chennai.

1.3. Need for the studyTraining is the act of increasing the knowledge and skills of an employee for doing a particular job. It utilizes a systematic and organized procedure by which employee learns technical knowledge and skills. Training refers to the teaching and learning activities carried on for the primary purpose of helping members of an organization.Training is closely related with education and development but needs to be differentiated from these terms. It is aimed at improving the behavior and performance of a person.Training is a continuous and life long process. Training provides an atmosphere of sharing synthesizing with the help of the trainers, the information already available on the subject.

1.4. Significance of the studyThe development of any organization depends on its employees. For organizational productivity training and development assumes great significance. Training aims at increasing the knowledge and skills of the employee whereas organizational development on the other hand refers to overall improvement of the organization such as its structure, objectives, policies and procedures including managers and employees. Organizational development can be achieved by hiring the services of the professionals consultants. Training and development programs are often viewed as part of organizational development. A better knowledge about these things can facilitate the trainer as well as the trainee in conducting and benefiting from the training. But training being a very complex process makes it a bit difficult. So the best way to achieve it is by studying and analyzing the feedback of employees as well as managers. The project includes collecting information from staffs of Srivirad Systems and services, analyzing it, interpreting it, and concluding useful suggestions from it.Some of the benefits of project are listed below.1. Our project is conducted to know the level of knowledge and skills imparted into employees.1. This will help the management to know the efficiency of their training programs as well as the satisfaction level of employees and thus take necessary managerial decisions.1. The inferences made out of the project can help the employer and employee to contribute for the better training facilities.1. Any training and development program should meet both primary and secondary objectives of the organization. The study will give light in the designing of better training programs aiming solely at the desired results.

1.5. Objectives of StudyPrimary Objective To study the effectiveness of training and development programs in Srivirad Systems and Services, Chennai.Secondary Objectives1. To study the methods used in training the employees1. To analyze whether the quality of training and satisfaction of respondents related.1. To analyze whether the employees are satisfied with their current training methods.1. To collect and analyze the views of the participants and superior on the training.1. To study the training program on the basis of relevance, implementation and outcomes.

1.6. Methodology Research methodology is a way to systematically solve the research problem. It may be understood as a science of studying how research is done scientifically. In it we study the various steps that are generally adopted by a researcher in studying his research problem along with the logic behind them.Methodology gives us the blueprint of activities to be carried out systematically in order to complete the study successfully. The methodology of our study has several steps[listed below] each of them are explained in chapter IV. Formulating the Research Problem Extensive Literature Review Developing the objectives Preparing the Research Design including Sample Design Collecting the Data Analysis of Data Generalization and Interpretation Preparation of the Report or Presentation of Results-Formal write ups of conclusions reached.

1.7. CHAPTERISATION

Chapter I:The first chapter deals about the Introduction Objectives, Scope, Need and Limitations of the Study.Chapter II:The second chapter deals about the concept of the study.Chapter III:The third chapter reveals about company profile.Chapter IV:The fourth chapter deals about the research methodology.Chapter V:The fifth chapter deals about the data analysis and Interpretation.Chapter VI:The sixth chapter deals about the findings, suggestions and conclusions.

CHAPTER 2CONCEPTIntroductionTraining is the process of assisting a person for enchanting his efficiency and effectiveness at work by improving and updating his professional knowledge by developing skills relevant to his work and cultivating appropriate behavior and attitude towards work and people.Training could be designed either for improving present at work or for preparing a person for assuming higher responsibilities in further which would call for additional knowledge and superior skills.Training is different education particularly formal education. While education is concerned mainly with enhancement of knowledge, training aims essentially at increasing knowledge , stimulating attitude and imparting skills related to a specific job.It is a continuous and life long process. Training provides an atmosphere of sharing and synthesizing, with the help of the trainers, the information already available on the subject. Training is a time bound activity program. Thus there is a separate specialized discipline of trainers socializing in the field of human activity.

2.1. MeaningA business' most important asset is often its people. Training and developing them can be one of the most important investments a business can make. The right training can ensure that your business has the right skills to tackle the future. It can also help attract and retain good quality staff, as well as increasing the job satisfaction of those presently with you - increasing the chances that they will satisfy your customers.Thus Training is the act of increasing the knowledge and skills of employee. It is a universal truth that the human resources available in an organization have to be managed more efficiently than the material resources comprising of machines and money.Eloquently putting Training is a systematic development of the knowledge, skills and attitudes required by employees to perform adequately on a given task or job.

2.2. DefinitionTraining is the continuous, systematic development among all levels of employees of that knowledge and those skills and attitudes which contribute to their welfare and that of the company.- M.C Lord and Efferson

Training may be defined as a process of developing an understanding of some organized body of facts, rules and methods. This information concerns largely the operative phases of an applied knowledge.- R.C Davis

2.3. Theories of training and development2.3.1. Kirkpatrick evaluation modelThe Kirkpatrick evaluation model or theory was developed in 1959 by University of Wisconsin professor emeritus Donald Kirkpatrick. It consists of four levels of evaluation: reaction of participants; learning, or the knowledge and skills gained; behavior, or the ability to apply the new skills; and results, or the organizational impact. Each level of evaluation builds upon and adds precision to the previous level.

The reaction:The reaction level measures how training participants react, including their level of participation; ease and comfort of experience; and the level of effort required to make the most of the learning. A reaction evaluation is inexpensive and simple to administer using interaction with the participants, post-training surveys and online questionnaires. The evaluation can be done immediately after the training ends. It is important that participants have a positive reaction to the training sessions because a negative reaction leads to poor learning.The learning:Learning evaluations are usually conducted before and after a training program to assess the impact the program has had on the learning process. Evaluations assess whether participants have advanced in knowledge, skills and intellectual capacity as a result of the training. Learning evaluation tools include self-assessment using online questionnaires and tests, and formal assessment through interviews and observations. Learning evaluation is especially relevant for technical training because technical skill level changes are usually more quantifiable.Behavior:Behavior evaluation assesses the extent to which training participants apply the learning in their jobs. The evaluation is usually done over a period of time to determine if the participants use the new skills and knowledge on the job, improve their performance and transfer the knowledge to their peers. Tools include observations, questionnaires, tests and interviews. Behavior evaluations take more time and effort than reaction and learning evaluations. It is important to involve the line managers and immediate supervisors in the process because they are in the best position to observe and assess participant behavior changes.Results:Results evaluation determines the success of a training program in operational and strategic terms, such as increased sales, reduced expenses, improved quality and reduced cases of workplace injuries. However, it may not always be possible to correlate improved operational performance with training. For example, improvements in product quality may be due to better design tools and more qualified staff, not just a new quality training program. External factors, such as changes in the economy and the competitive environment, may also influence operational results.

2.3.2. Theory X and Theory YTheory X and Theory Y are theories of human motivation created and developed by Douglas McGregor at the MIT Sloan School of Management in the 1960s that have been used in human resource management, organizational behavior, organizational communication and organizational development. They describe two contrasting models of workforce motivation.

Theory XIn this theory, which has been proven counter-effective in most modern practice, management assumes employees are inherently lazy and will avoid work if they can and that they inherently dislike work. As a result of this, management believes that workers need to be closely supervised and comprehensive systems of controls developed. A hierarchical structure is needed with narrow span of control at each and every level. According to this theory, employees will show little ambition without an enticing incentive program and will avoid responsibility whenever they can. According to Michael J. Papa, if the organizational goals are to be met, theory X managers rely heavily on threat and coercion to gain their employees' compliance. Beliefs of this theory lead to mistrust, highly restrictive supervision, and a punitive atmosphere. The Theory X manager tends to believe that everything must end in blaming someone. He or she thinks all prospective employees are only out for themselves. Usually these managers feel the sole purpose of the employee's interest in the job is money. They will blame the person first in most situations, without questioning whether it may be the system, policy, or lack of training that deserves the blame. A Theory X manager believes that his or her employees do not really want to work, that they would rather avoid responsibility and that it is the manager's job to structure the work and energize the employee. One major flaw of this management style is it is much more likely to cause diseconomies of scale in large businesses.Theory YIn this theory, management assumes employees may be ambitious and self-motivated and exercise self-control. It is believed that employees enjoy their mental and physical work duties. According to Papa, to them work is as natural as play. They possess the ability for creative problem solving, but their talents are underused in most organizations. Given the proper conditions, theory Y managers believe that employees will learn to seek out and accept responsibility and to exercise self-control and self-direction in accomplishing objectives to which they are committed. A Theory Y manager believes that, given the right conditions, most people will want to do well at work. They believe that the satisfaction of doing a good job is a strong motivation. Many people interpret Theory Y as a positive set of beliefs about workers. A close reading of The Human Side of Enterprise reveals that McGregor simply argues for managers to be open to a more positive view of workers and the possibilities that this creates. He thinks that Theory Y managers are more likely than Theory X managers to develop the climate of trust with employees that is required for human resource development. It's human resource development that is a crucial aspect of any organization. This would include managers communicating openly with subordinates, minimizing the difference between superior-subordinate relationships, creating a comfortable environment in which subordinates can develop and use their abilities. This climate would include the sharing of decision making so that subordinates have say in decisions that influence them.Theory X and Theory Y combinedFor McGregor, Theory X and Y are not different ends of the same continuum. Rather they are two different continua in themselves.

2.3.3. Abraham Maslow's Hierarchy of Needs motivational modelAbraham Maslow developed the Hierarchy of Needs model in 1940-50s USA, and the Hierarchy of Needs theory remains valid today for understanding human motivation, management training, and personal developmentThe Maslow's Hierarchy of Needs five-stage model below (structure and terminology - not the precise pyramid diagram itself) is clearly and directly attributable to Maslow; later versions of the theory with added motivational stages are not so clearly attributable to Maslow. These extended models have instead been inferred by others from Maslow's work. Specifically Maslow refers to the needs Cognitive, Aesthetic and Transcendence (subsequently shown as distinct needs levels in some interpretations of his theory) as additional aspects of motivation, but not as distinct levels in the Hierarchy of Needs. Where Maslow's Hierarchy of Needs is shown with more than five levels these models have been extended through interpretation of Maslow's work by other people. These augmented models and diagrams are shown as the adapted seven and eight-stage Hierarchy of Needs pyramid diagrams and models below. There have been very many interpretations of Maslow's Hierarchy of Needs in the form of pyramid diagrams. The diagrams on this page are my own interpretations and are not offered as Maslow's original work. Interestingly in Maslow's book Motivation and Personality, which first introduced the Hierarchy of Needs, there is not a pyramid to be seen.

1. Biological and Physiological needs - air, food, drink, shelter, warmth, sex, sleep, etc.2. Safety needs - protection from elements, security, order, law, limits, stability, etc. 3. Belongingness and Love needs - work group, family, affection, relationships, etc. 4. Esteem needs - self-esteem, achievement, mastery, independence, status, dominance, prestige, managerial responsibility, etc. 5. Cognitive needs - knowledge, meaning, etc.6. Aesthetic needs - appreciation and search for beauty, balance, form, etc.7. Self-Actualization needs - realizing personal potential, self-fulfillment, seeking personal growth and peak experiences.8. Transcendence needs - helping others to achieve self actualization.

2.4. Institutional TrainingEvery organization needs the services of trained persons for performing the activities in a systematic way. It is in this regard to some extent, training for the students of business courses in various functional areas become mandatory before entering in to the corporate Jobs.No doubt, the employee training is required in every stage, very frequently. Since, the fast changing technological development makes the knowledge of employees obsolete. They require constant training to cope with the needs of corporate sector. They require constant training to cope with the needs of jobs. After selecting the employees the next task of management is to give them proper training. Some employees may have some previous knowledge of jobs while others may entirely be new. Both types of workers will need some kind of training to acquaint themselves with the hobs though it is more necessary for the later category of employees.Large organizations may employ a large number of persons every year. It may not be possible to recruit already trained persons. Such enterprises require separate training departments to prepare training for preparing workers for jobs and also keeping them acquainted with latest technological advancement.Training of employees is essential because work force is an invaluable asset to an organization. Training is necessary for the following reasons.

Increased ProductivityTraining improves the performance of employees. Increase skill and efficiency results in better quantity and quality of production. A trained worker will handle machines carefully and will use the materials in an economical way.

Higher Employee MoraleA trained worker derives happiness and job satisfaction from his work. He feels happily when his performance is up to the mark. This also gives him job security and ego satisfaction. The employees will properly look after a worker who performs well. All these factors will improve employees morale.

Less WastagesUntrained worker my waste more materials, damage machines and equipments and may cause accidents. A trained worker will know the art of operating the machine properly. He will also use the materials and other equipment in a systematic way causing less wastage. The control of various wastes will substantially reduce the manufacturing cost. The amount spend on training the workers will prove an asset to the organizations.

Reduce Turnover And AbsenteeismLabor turnover and absenteeism are mainly due to job dissatisfaction. When a worker is properly trained he will take keen interest in his job and can derive satisfaction from it. A satisfied person may not like to leave his job and try at a new place.

Employee DevelopmentTraining also helps in the development of employees. It first helps in locating talent in them and then developing it to the maximum. The adaptability of a worker will help him in working on new and improved jobs. If a worker learns fast then be able to develop his talent and improve his performance.

2.5. Needs of Training To enable the new recruits to understand work:A person who is taking up his job for the first time must become familiar with it. For example, if a fresh graduate is appointed as a clerk in a bank, he must first of all gain knowledge of work assigned to him. To enable existing employees to update skill and knowledge.Training is not something needed for the newly recruited staff alone. Even the existing employees of a concern may require training. Such training enables them to update their skill and knowledge. To enable an employee who has been promoted to understand his responsibilities.Training is essential for an employee who has just been promoted to a higher level job. With an evaluation in his position in the organization, his responsibilities are also going to multiply. To enable an employee to become versatile.Sometimes an employee may have to gain knowledge of several related jobs. It will not be enough if he is only good in the work he does presently.

2.6. Purpose of training One of the main purpose of training is to prevent industrial accidents. This is done by creating safety consciousness among workers. When the employees are trained it enables them to achieve the required level of performance which in turns increases the productivity.

Training helps in increasing the knowledge and skills of employee

When the employees are trained it becomes easy for them to adapt themselves according to the changes made in business.

Training reduces the cost of supervision. Trained employees needs less guidance which in turns reduces the needs for supervision.

2.7. Importance of Training Improvement in skill and knowledge:Such training helps the employees to perform his job much better. This benefits the enterprise as well. Higher production and productivity:If an enterprise has a team of well trained employees there will be rise in production as well as increase in productivity. Productivity is the input- output ratio Job satisfaction:Trained employees will be able to make better use of the making of their skill. This increases their level of self confidence and commitment to work. Such employees are bound to have higher job satisfaction. Better use of resources:Trained employees will be able to make better use of materials and machines. This reduces the rate of wastage and spoilage of materials and also breakage of tools and machines Reduction in accidents:Trained employees are aware of safety precautions and so they are alert and cautious. This is bound to bring down the number of accident in the works place. Reduced supervision:Well trained employees do not need much supervision. They can do their work without having to approach their superior often for guidance. Reduction in complaints:Only bad workers blame their tools. An employee who has acquired the necessary skill and job knowledge would certainly love his job. Adaptability:Trained workers have the capacity to adapt themselves to any kind of situation. They are odd in crisis management too. This indeed is beneficial for the organization. Scope for management by exception:With trained workers working under them, it becomes easy for the managers to get things done by delegating authority. This enables the managers to concentrate more on important issues confronting the organization. Stability:The employees of today are going to be the managers of tomorrow. The retirement of key managers may not affect the stability of an organization if it has a team of trained, efficient and committed employees who are ever ready to take over management.

2.8. Features of trainingThe features of good training programs are as follows:- Clear purpose:The objective of the programme should be clearly specified. The training should be result oriented. Training needs:The training needs of employees should be clearly defined. The methods selected for imparting training should be appropriate and effective. Relevance:The training programme and its contents must be relevant to the requirements of the job for which it is intended. Balance between theory and practice:A good training programme should provide a balanced mix of theory and practice the theoretical framework should be backed by practical application to provide all round training

Management support:Top management must actively support the training programme so that the training programme may help the employees to yield better results. Once the employees get the support form management support the perform there job more effectively.

2.9. Steps involved in training: Step1:Define the chart part of the organization in which the work has to be done. It is to have a focused approach of the study. It could either be a particular department, a section, a unit, a specific group or a staff category. Step2:Use various data collection measures to collect both qualitative as well as quantitative data. Step3:Analyze the entire data collected in order to find out causes of problem areas and priorities areas, which need immediate attention. Step4:Priorities the different training programmes according to the responses collected. Step5:Record and file the entire data so that it can be used for future reference while designing training programmes/ training calendar.

2.10. Methods and Types of Training and their Advantages and Disadvantages.Following chart illustrates advantages and disadvantages for the different training methods.Training MethodType of TrainingAdvantagesDisadvantages

Instructor-Led TrainingClassroomRevised easilyScheduling is difficult

Developed quicklyTravel costs

Face-to-face contactDifferences from class to class

On-line Group TrainingNo travel costsRequires computer equipment

Developed quicklyNo face-to-face contact

Videoconferencing and Video/On-lineSupports large groups and multiple sitesHigh equipment costs

No travel costsLogistically challenging

On-the Job CoachingEffective knowledge transferDifferences from instructor to instructor, session to session.

Related to trainee's jobCostly in terms of instructor-to-trainee ratio

Face-to-face contact

On-line Self-Directed TrainingAll On-line TrainingConsistent training contentHigh development costs

Convenient access to trainingLengthy development time

Trainee sets own paceRequires computer equipment

Reuse does not require trainer participation

Web-Based TrainingEasy to modifyLimited bandwidth causes slow download times.

CD-ROM/DVDSupports complex multimediaDifficult to modify

Off-line Self-Directed TrainingPrinted MaterialPortableLess Interesting

Trainee sets own paceDifficult to modify

Developed quickly

Video DVD orAudio CDConsistent training contentRequires playback equipment

Can share copiesCan be costly to develop

Trainee sets own paceDifficult to modify

Just-In-Time TrainingElectronic Performance Support System (EPSS)Available when needed at trainee's convenienceCostly to develop

Related to trainee's jobRequires computer equipment

Continuous ImprovementPromotes employee involvementRequires training resources that are readily available on a continuous basis

Promotes creative solutionsDifferences from instructor to instructor

Computer-Mediated Asynchronous CollaborationAccessible at the trainee's convenienceRequires computer equipment

Promotes creative solutionsCan require computer software

Promotes employee involvement

2.11. Training Design

CHAPTER -3COMPANY PROFILE

CHAPTER - 4RESEARCH METHODOLOGY

IntroductionResearch methodology is a way to systematically solve the research problem. It may be understood as a science of studying how research is done scientifically. In it we study the various steps that are generally adopted by a researcher in studying his research problem along with the logic behind them.Research methodology has many dimensions and research methods do constitute a part of the research methodology. The scope of research methodology is wider than that of research methods. Thus, when we talk of research methodology we not only talk of the research methods but also consider the logic behind the methods we use in the context of our research study and explain why we are using a particular method or technique and why we are not using others so that research results are capable of being evaluated either by the researcher himself or by others. Why a research study has been undertaken, how the research problem has been defined, in what way and why the hypothesis has been formulated, what data have been collected and what particular method has been adopted, why particular technique of analyzing data has been used and a host of similar other questions are usually answered when we talk of research methodology concerning a research problem or study.

4.1. Topic of StudyThis study focuses on the effectiveness of training and development processes in Srivirad Systems and Services Pvt ltd. Training is the process of increasing the knowledge and skills of the employee. A better knowledge about these things can facilitate the trainer as well as the trainee in conducting and benefiting from the training. But training being a very complex process makes it a bit difficult. So the best way to achieve it is by studying and analyzing the feedback of employees as well as managers. The project includes collecting information from staffs of Srivirad Systems and services, analyzing it, interpreting it, and making observation and providing useful suggestions from it.This study helps to know the impact of training process on employees in the organization. And also it enables to know the attitude of employees towards training, satisfaction of employees, efficiency of training programs and trainers, and impact of training on the productivity of the organization. This study provides the management with information regarding the effectiveness of their training process and the satisfaction level of their employees with which they can understand the areas of strengths and weaknesses of their training program and their by take necessary managerial decisions.The study mainly deals with the efficiency of training processes which has to b increased. The objective, relevancy of training, methods, materials, environment and time duration of training, personal satisfaction of employees all affect the effectiveness of training. The study tries to cover as many areas as possible in order to come with the best and accurate conclusions. The feedbacks of the participants and trainers of training process have contributed a lot to achieve this.

4.2. Sources of DataData refers to information or facts however it also includes descriptive facts, non numerical information, qualitative and quantitative informationData could be broadly classified as Primary data Secondary data4.2.1. Primary dataPrimary data is the data collected for the first time through field survey. It is collected with a set of objectives to assess the current status of any variable studied. Primary data reveals the cross-section picture of the object under scruting. Therefore primary data are those collected by the investigator (or researcher) himself for the first time and thus they are original in character.Advantages of primary data They are the first hand information. The data collected are reliable as they are collected by te researcher for himself. The primary data are useful for knowing opinion, qualities and attitudes of respondents.

4.2.2. Secondary dataSecondary data refers to the information or facts already collected. It is collected with objective of understanding the part status of any variable or the data collected and reported by some source is accessed and used for the objective of a study. Normally in research, the scholars collect published data analyze it in order to explain the relationship between variables.Advantages of secondary data The information can be collected by incurring least cost. The time required for obtaining the information is very less. Most of the secondary data are those published by big institutions. So they contain large quantity of information

4.2.1 Sources of informationPrimary datai. Questionnaire or scheduleii. Observationiii. Feedback formiv. Interviewv. Projective techniquesvi. Content analysisvii. Consumer panelsSecondary datai. Bookii. Periodicals or journalsiii. Research thesis and dissertationsiv. Footnotesv. Encyclopediasvi. Statistical data sourcesvii. Websites/blogs

4.3. Tools Used for Data CollectionData collection tools are instruments used to collect information for performance assessments, self-evaluations, and external evaluations. The data collection tools need to be strong enough to support what the evaluations find during research. The researcher has used the method of interview to collect the information in that organization and other techniques like observation to collect primary data.4.3.1. Questionnaire The questionnaire contains two parts; Part A and Part B. Part A contains personal questions. The question about name is avoided to get true answers from respondents. The questions such as marital status, age, gender are asked because they have individual influence on the study.Part B contains 20 questions. All questions are provided with options and all of them were given with checkbox such that the employees can easily record their response.4.3.2. Observation techniqueIt is well known that observation is a method of collecting data with sensible organs in understanding less explained or explained phenomena.In this method researcher observes some of the data like utilization of resources, level of performance of workers, idle time given for workers, training frequency etc.

4.4. Research designA research design is the assignment of conditions for collection and analysis of data in a manner that aims to combine relevance to the search purpose formidable problem that follow the fact defining the research is the preparation in this study the researcher has made use of the descriptive research design this is used to determine some definitive purpose with the help of structured questionnaire to further primary information to focus on the accurate description of the variable present in the problem

4.5. SamplingSampling is concerned with the selection of a subset of individuals from within a population to estimate characteristics of the whole population.Researchers rarely survey the entire population because the cost of a census is too high. The three main advantages of sampling are that the cost is lower, data collection is faster, and since the data set is smaller it is possible to ensure homogeneity and to improve the accuracy and quality of the data. In the study researcher has used probability sampling.

4.5.2. Sample sizeThe total number of population [employees] is 150. It would be time consuming as well as difficult to interview all 150 employees. So he researcher has selected 30% of population for sampling. The samples were selected using simple random sampling techniques ie every individual in the total population had equal chances of being selected.

4.6. Selection of Sample Respondents4.6.1. Simple random samplingA simple random sample is a subset of individuals (a sample) chosen from a larger set (a population). Each individual is chosen randomly and entirely by chance, such that each individual has the same probability of being chosen at any stage during the sampling process, and each subset of k individuals has the same probability of being chosen for the sample as any other subset of k individuals. This process and technique is known as simple random sampling.In our study the total population (employees who participated in training ) is 150. Every employee of the population had equal chances of being selected among which 45 (30%) employees were chosen to conduct the study.

4.7. Tools Used for Data AnalysisFor this research researcher has used some of the tolls like probability, graphical methods, pie charts, bar diagram etc for doing the data analysis.4.7.1. Chi squarePearson's chi-squared is used to assess two types of comparison: tests of goodness of fit and tests of independence. A test of goodness of fit establishes whether or not an observed frequency distribution differs from a theoretical distribution. A test of independence assesses whether paired observations on two variables, expressed in a contingency table, are independent of each otherfor example, whether people from different regions differ in the frequency with which they report that they support a political candidate.The first step in the chi-squared test is to calculate the chi-squared statistic. In order to avoid ambiguity, the value of the test-statistic is denoted by 2 rather than 2 (which is either an uppercase chi instead of lowercase, or an upper case roman X); this also serves as a reminder that the distribution of the test statistic is not exactly that of a chi-squared random variable. However some authors do use the 2 notation for the test statistic. An exact test which does not rely on using the approximate 2 distribution is Fisher's exact test: this is substantially more accurate in evaluating the significance level of the test, especially with small numbers of observations.The chi-squared test statistic is calculated by finding the difference between each observed and theoretical frequency for each possible outcome, squaring them, dividing each by the theoretical frequency, and taking the sum of the results. A second important part of determining the test statistic is to define the degrees of freedom of the test: this is essentially the number of observed frequencies adjusted for the effect of using some of those 4.7.1. MS excelMicrosoft Excel is a commercial spreadsheet application written and distributed by Microsoft for Microsoft Windows and Mac OS X. The application was used to organize and analyze the raw data collected from survey. Excel was also helpful in making graphical representations of the organized data.4.7.2. SPSSSPSS is a computer program used for survey authoring and deployment (IBM SPSS Data Collection), data mining (IBM SPSS Modeler), text analytics, statistical analysis, and collaboration and deployment. The program was helpful in conducting the chi square test..

4.8. Definition of Important Terms4.8.1. TrainingThis term is often interpreted as the activity when an expert and learner work together to effectively transfer information from the expert to the learner (to enhance a learner's knowledge, attitudes or skills) so the learner can better perform a current task or job. Here's another perspective.4.8.2. DevelopmentThis term is often viewed as a broad, ongoing multi-faceted set of activities (training activities among them) to bring someone or an organization up to another threshold of performance. This development often includes a wide variety of methods, e.g., orienting about a role, training in a wide variety of areas, ongoing training on the job, coaching, mentoring and forms of self-development. Some view development as a life-long goal and experience. 4.8.3. InformationAt its most basic form, a piece of information about something is a "unit of awareness" about that thing. (A field of philosophy, epistemology, includes analysis of what is really information and what isn't. This field might visit the question: "If a tree falls in the forest, does it make a sound?") Some people think that this awareness occurs only in the brain and, therefore, usually comes from some form of thought. Other people also accept information as a form of realization from other forms of inquiry, e.g., intuition.4.8.4. KnowledgeKnowledge is gleaned by organizing information. Typically, information evolves to knowledge by the learner's gaining context, perspective and scope about the information.

4.8.5. SkillsSkills are applying knowledge in an effective and efficient manner to get something done. One notices skills in an employee by their behaviors.4.8.6. TaskA task is a typically defined as a unit of work, that is, a set of activities needed to produce some result, e.g., vacuuming a carpet, writing a memo, sorting the mail, etc. Complex positions in the organization may include a large number of tasks, which are sometimes referred to as functions.4.8.7. JobA job is a collection of tasks and responsibilities that an employee is responsible to conduct. Jobs have titles.4.8.8. RoleA role is the set of responsibilities or expected results associated with a job. A job usually includes several roles.4.8.9. LearningTypically, learning is viewed as enhancing one's knowledge, understanding or skills. Some people see learning as enhancement to one's knowledge, awareness and skills. Some professionals view learning as enhancing one's capacity to perform. Some view learning as a way of being that includes strong value on receiving feedback and increasing understanding. It's important to note that learning is more than collecting information -- more than collecting unreferenced books on a shelf. Depending on the needs of the learner, knowledge is converted to skills, that is, the learner knows how to apply the knowledge to get something done. Ideally, the skills are applied to the most appropriate tasks and practices in the organization, thereby producing performance -- results needed by the organization. Here's another perspective.4.8.10. Continuous LearningSimply put, continuous learning is the ability to learn to learn. Learning need not be a linear event where a learner goes to a formal learning program, gains areas of knowledge and skills about a process, and then the learning ceases. If the learner can view life (including work) as a "learning program", then the learner can continue to learn from almost everything in life. As a result, the learner continues to expand his or her capacity for living, including working. 4.8.11. EducationThis term seems to be the most general of the key terms in employee training. Some professionals view education as accomplishing a personal context and understanding of the world, so that one's life and work are substantially enhanced, e.g., "Go get an education." Others view the term as the learning required to accomplish a new task or job. Here's another perspective.

4.9. HypothesisA hypothesis is a proposed explanation for a phenomenon. The term derives from the Greek, hypotithenai meaning "to put under" or "to suppose". For a hypothesis to be put forward as a scientific hypothesis, the scientific method requires that one can test it. Scientists generally base scientific hypotheses on previous observations that cannot satisfactorily be explained with the available scientific theories. Even though the words "hypothesis" and "theory" are often used synonymously, a scientific hypothesis is not the same as a scientific theory. A working hypothesis is a provisionally accepted hypothesis proposed for further research.

4.10. Period of the StudyThis study was conducted in Srivirad Systems and Services with a period of 30 days. Initial five days were spent on data collection. Next 6 days were engaged with the employees to have a personal contact with them. The next 15 days were used to help up in the HR department concerns such as conducting meetings, applications arranging and informing meeting etc. The last 5 days were used to circulate the questionnaire and collect reply from employees.

4.11. Limitations of StudySome difficulties were encountered while doing the project. The limitations were listed below. The employees of the Srivirad systems and services found it difficult to answer questions properly due to their busy and heavy workload. Some were reluctant to answer some question thinking that might affect their job negatively. The primary collection of data was time consuming, as the employees were busy. Sample size was 20% of total population. The total time allowed by company to do the project. Being a very lengthy and complex process it is difficult to analyze the details of training and process. The working personals are not proffered to give complete informationCHAPTER 5DATA ANALYSIS AND INTERPRETATION

IntroductionAnalysis and interpretation is the one of the important stage of a project. In this stage the recorded responses are coded into symbols, for making counting, edited, tabulated and represented in appropriate pictorial form. The responses in the questionnaire have its own value in making a true interpretation. There are 45 respondents for the study. The questions are created in a way that the ambiguity is avoided. After preliminary scrutiny of the filled questionnaires, it is noticed that all the respondents marked their responses to important questions which will lead the study.The responses of the questionnaires are tabulated and represented in percentages to get a clear cut picture about the responses. It made the interpretation quite easier on the basis of percentages chart is drawn. The selected pie chart was very useful for the interpretation.The interpretation for questions which seeks Yes or No answers was easy because comparative majority can be identified by the percentage. Diagrammatic representations are given for each question in order to make the finding s more clearly to the reader. Along with simple bar diagrams and pie charts new 3D representation methods are also used to make the presentation more interactive. The questionnaire contains two parts. Part A is about personal data and Part B about the necessary questions

Personal Data: Part A

Table 1.1AGE OF RESPONDANTSAge GroupNo. Of RespondentsPercentage Of Respondents

18-231533.33

24-281840

29-33920

34-3936.67

total45100

Table 1[a] shows the age group of respondents and their respective percentage.

Table 1.2GENDER OF RESPNDENTSGenderNo. Of RespondentsPercentage Of Respondents

male3986.67

female613.33

total45100

Table 1[b] shows the gender of respondents and the percentage of respondents in each gender.

Table 1.3MARITAL STATUS OF RESPONDANTSstatusNo. Of RespondentsPercentage Of Respondents

single3066.67

married1533.33

total45100

Table 1[c] shows the marital status of the respondents and the percentage of respondents in each group.

Table 1.4EXPERIENCE OF RESPONDANTS IN SRIVIRAD SYSTEMS SERVICESexperience in yearsNo. Of RespondentsPercentage Of Respondents

0-33373.33

4-6920

7-936.67

total45100

Table 1[d] shows the experience of respondents in years in Srivirad systems and services.

Part BTABULATION OF RESPONSES OF EMPLOYEES

1. Opinion about the regular assessment of training needs at the company.

Table 2.0OpinionNo. Of RespondentsPercentage Of Respondents

Yes3272

No1329

Total45100

InferenceFrom the table 2.0, 71.11% of respondents agreed that training needs are assessed regularly at Srivirad Systems and Services. While 28.8 percent respondents are of the opinion that training needs arent assessed properly.

Figure 1.01. Opinion about the regular assessment of training needs at the company

2. Opinion about training process as a learning experience.Table 3.0OpinionNo. Of RespondentsPercentage Of Respondents

Very Good511

Good2044

Satisfactory1329

Bad511

Very Bad24

Total45100

Inferences:From table 3.0, we can see that 11% of respondents say that training process as a learning experience is very good at Srivirad Systems and Services. While 44% are of the opinion it is Good and 29 percent are just satisfied with the training process as far as the learning experience is concerned. 11% percent rated training process as very bad and just 4% stated training as very bad.

Figure 2.0Opinion about the regular assessment of training needs at the company.

3. Opinion about the performance of trainer/guest faculty/instructor.Table 4.0

OpinionNo. Of RespondentsPercentage Of Respondents

Very Good511

Good2147

Satisfactory1227

Bad511

Very Bad24

Total45100

Inference:From the table 4.0, we can see that 11% percent of the respondents are of the opinion that performance of trainer/guest faculty/instructor is very good. 47% said its good and 27% find the performance of trainer satisfactory. And 11% voted it as bad and 45 voted it as very bad.Figure 3.0

Figure 3.0Opinion about the performance of trainer/guest faculty/instructor.

4. Achievement of learning objective from training program.Table 5.0OpinionNo. Of RespondentsPercentage Of Respondents

Yes3169

Partially818

No12

Can't say511

Total45100

Inference:69% percent of the respondents claim that they have achieved the learning objective from the training program. 18% respondents were of the opinion that they achieved the learning objective partially. 2% percent couldnt achieve the training objective and 13 percent of respondents refused to answer.

Figure 3.0Achievement of learning objective from training program

5. Relevancy of training program with the jobTable 6.0AnswerNo. Of RespondentsPercentage Of Respondents

Very Good511

Good2964

Satisfactory818

Bad37

Very Bad00

Total45100

Inference:From table 6.0 and figure 5.0 we can observe that 11percent of respondents reveal that the training provided is very much relevant to the job while majority ie 64% revealed that it is good and 18 percent revealed that its satisfactory. And 7% voted it as irrelevant. The above diagram shows the opinion of employees about the relevancy of training process to the job.

Figure 5.0Relevancy of training program with the job

6. There is well designed and widely shared training policy in the companyTable 7.0OpinionNo. Of RespondentsPercentage Of Respondents

Very Good613

Good1227

Satisfactory2044

Bad511

Very Bad24

Total45100

Inference:From table 7.0 and figure 6.0 we can see that 13% percent of the respondents reveal that the companys training policy is designed very good. 27% said its good and 44% said its satisfactory. 11% percent rated it as bad and Rest 4% reveal that they are very dissatisfied with companys training policy.

Figure 6.0There is well designed and widely shared training policy in the company

7. Opinion about the content and methodology used in the training program.Table 8.0AnswerNo. Of RespondentsPercentage Of Respondents

Very Good37

Good2044

Satisfactory1533

Bad511

Very Bad24

Total45100

Inference:7 percent of the respondents revealed that the content and methodology used in the training program is very good. 44 percent were of the opinion that it was good. 33 percent responded that training methodology and content was satisfactory. 11% said its bad and 4% said its really very bad.

Figure 7.0Opinion about the content and methodology used in the training program

8. Usefulness of training materials.Table 9.0OpinionNo. Of RespondentsPercentage Of Respondents

Very Good613.

Good2147

Satisfactory1533

Bad37

Very Bad00

Total45100

.

Inference:From table 9.0 and figure 8.0 we can see that 13 percent of the respondents revealed that training materials were really useful, 47% stated it as good and 33 percent respondents found training material satisfactory. Only 6 percent respondents declared training materials to be bad.

Figure 8.0Opinion about Usefulness of training materials.

9. Opinion about the use of audio-visual aidsTable 10.0OpinionNo. Of RespondentsPercentage Of Respondents

Very Good37

Good613

Satisfactory2453

Bad1227

Very Bad00

Total45100

Inference:From the above table 10.0 and figure 9.0 we can observe that 53% of respondent are satisfied with the use of audio-visual aids. 13% were stated the use of audio-visual aids to be good and 7% percent declared it very good. 27 percent of respondents declared the use of audio-visual aids to be bad.

Figure 9.0Opinion about the use of audio-visual aids

10. Opinion about the practical sessions in the training program.Table 11.0AnswerNo. Of RespondentsPercentage Of Respondents

Very Good49

Good1022

Satisfactory2862

Bad24

Very Bad12

Total42100

Inference:From the above give table 11.0 and figure 10.0 we can observe that 9% and 22% respondents responded that practical sessions are very good and good respectively. 62% of respondent are satisfied with the practical sessions conducted in the training process. 4% and 2% respondents stated practical sessions of training process at Srivirad systems and services is bad and very bad respectively.

Figure 10.0Opinion about the practical sessions in the training program.

11. Opinion about the working environmentTable 12.0OpinionNo. Of RespondentsPercentage Of Respondents

Strongly satisfied36

Satisfied2454

Dissatisfied1840

Strongly dissatisfied00

Total45100

Inference:From the above table 12.0 and figure 11.0 we can observe that 54% respondents are satisfied about the working environment provided with training and 6% were strongly satisfied. We can also observe that 40 percent of respondents are dissatisfied about the working environment. None were strongly dissatisfied about the working environment of training process conducted at Srivirad systems and services

Figure 12.0Opinion about the working environment

.12. Opinion about the time duration given for the training period.Table 13.0OpinionNo. Of RespondentsPercentage Of Respondents

Sufficient1227

Good2453

Fair818

Poor12

Very poor00

Total45100

Inference:The above table 13.0 and figure 12.0 clearly shows that 26.67 percent of respondents are satisfied with the time given for training. While 53.3% respondents explained the time allotment as good. 17.77% found the time allotment to be fair and 2.22% respondent revealed that they arent satisfied with the time given for training and voted bad.

Figure 12.0Opinion about the time duration given for the training period.

13. Opinion about the preferences given to the participants suggestions.Table 14.0AnswerNo. Of RespondentsPercentage Of Respondents

Excellent613

Good2248

Fair1124

Poor37

Very Poor37

Total45100

Inference:The above table 14.0 and figure 13.0 shows that 13% respondents said that the participants suggestions are really taken into account. 48% respondents found that preferences given to participants suggestion to be good, 24% opinioned it to be fair [average] but 7% declared the acceptance of participants suggestion as poor another 7% said its very poor.

Figure 13.0Opinion about the preferences given to the participants suggestions.

14. Opinion about the motivation given to the participants.Table 15.0AnswerNo. Of RespondentsPercentage Of Respondents

Strongly agree12

Somewhat agree2452

Disagree1840

Strongly disagree36

Total45100

Inference:From the table 15.0 and figure 14.0 we can observe that 53.33 percent respondents somewhat agree they have given with motivation to participate in the training process. 40% respondents disagreed with this and 6.67 % respondents strongly disagreed.

Figure 14.0Opinion about the motivation given to the participants.

15. Are employees permitted times off from work to attend trainingTable 16.0AnswerNo. Of RespondentsPercentage Of Respondents

Yes, with pay00

Yes, without pay00

No2760

No, such thing1840

Total45100

Inference:We can observe that, from table 16.0 and figure 15.0 , 60 percent of respondents answered no when asked if they are permitted time offs from work to attend training. And 40% respondents said they arent aware of any such thing.

Figure 15.0Are employees permitted times off from work to attend training?

16. Does training process affect normal working hours?Table 17.0OpinionNo. Of RespondentsPercentage Of Respondents

Yes920

No3066

Can't say614

Total45100

Inference:From table 17.0 and figure 16.0 we can see that 20%,ie majority, of respondents are of the opinion that training process affect the normal working hours of Srivirad systems and services. 66% respondents dont think working hours are affected. And 14% respondents refused to answer.

Figure 16.0Does training process affect normal working hours?

17. Do you think employees apply the new concepts taught at the training program in their job?Table 18.0OpinionNo. Of RespondentsPercentage Of Respondents

Yes920

Somewhat2453

No00

Can't say1227

Total45100

Inference:From table 18.0 and figure 17.0 we can observe that 53% respondents think employees somewhat apply their newly learned skills. While 20 % respondents confidently stated employees apply their new skills. 27% respondents choose not to say.

Figure 17.0Do you think employees apply the new concepts taught at the training program in their job?

18. Opinion about overall quality of the training programTable 19.0AnswerNo. Of RespondentsPercentage Of Respondents

Very Good1431

Good2352

Poor715

Very Poor12

Total45100

Inference:From table 19.0 and figure 18.0 we can observe that 31% employees said the quality of training program is very good and 52% said its good. 15 and 2 percent respondents rated quality as poor and very poor respectively.

Figure 18.0Opinion about overall quality of the training program

19. Have your personal goals been benefiting out of training?Table 20.0OpinionNo. Of RespondentsPercentage Of Respondents

Yes12

Somewhat920

No1125

Can't say2453

Total45100

Inference:25% respondents said no when asked if their personal goals have been benefiting out of company training. 20% said they somewhat achieve their personal goals through training. 2% percent said they certainly benefit from training. And 53% choose not to answer.

Figure 19.0Have your personal goals been benefiting out of training?

20. Opinion about the satisfaction of the training program conducted as per the schedule.Table 21.0OpinionNo. Of RespondentsPercentage Of Respondents

Strongly satisfied1533

satisfied1942

Dissatisfied716

Strongly Dissatisfied49

Total45100

Inference:From the table 21.0 and figure 20.0 we can see that 33% respondents are strongly satisfied with the training program conducted as per the schedule. 42% respondents are satisfied. 16% respondents are dissatisfied with the training program while 9% respondents are strongly dissatisfied.

Figure 20.0Opinion about the satisfaction of the training program conducted as per the schedule.

CHI SQUARE Aim:To find out whether there is an association between quality of the training program conducted and satisfaction of the training program conducted.Null hypothesis: [H0]There is no significant indifference between quality of the training program conducted and satisfaction of the training program conducted.Alternative hypothesis: [H1]There is an indifference between quality of the training program conducted and satisfaction of the training program conducted.

OBSERVED FREQUENCYQuestion Quality of the training provided

Satisfaction of the training providedOptionVery GoodGoodPoorVery poorTotal

Strongly satisfied582015

Satisfied8122022

Dissatisfied13217

Strongly dissatisfied00101

Total14237145

E =

EXPECTED FREQUENCYQuestionQuality of the training provided

Satisfaction Of the training providedOptionVery GoodGoodPoorVery poorTotal

Strongly satisfied4.677.662.330.3315

Satisfied6.8411.243.420.04822

Dissatisfied2.173.571.080.1567

Strongly dissatisfied0.3110.5110.150.0221

Total14237145

OEO-E[O-E]^2[[O-E]^2]/E

54.670.330.10890.023319

86.841.161.34560.196725

12.17-1.171.36890.630829

00.311-0.3110.0967210.311

87.660.340.11560.015091

1211.240.760.57760.051388

33.57-0.570.32490.091008

00.511-0.5110.2611210.511

22.33-0.330.10890.046738

23.42-1.422.01640.589591

21.080.920.84640.783704

10.150.850.72254.816667

00.33-0.330.10890.33

00.048-0.0480.0023040.048

10.1560.8440.7123364.566256

00.022-0.0220.0004840.022

TOTAL13.03332

Calculated Value of X2 = 13.03DF= [r-1]*[c-1]where r: Number of rowsc :Number of columns= [4-1]*[4-1]= 3*3= 9Table value of x2 for dof =16.91 @ 5% level of significance

RESULT:Calculated Value of x2 is less than table value of x2. Hence null hypothesis is accepted.

INFERENCE:The calculated value is 13.27 is lesser than tabulated value is 16.91. There for. we Accept null hypothesis and alternative hypothesis is rejected and therefore there is a significance relation between the quality of the training program conducted and satisfaction of participants.

CHAPTER 6SUMMARY AND FINDINGS

6.1. Observations and FindingsThough by and large, substantial number of employees are content with the way the training is conducted, still there is a scope to analyze at micro level whether the negatives respondents were either non attentive confronted confused or otherwise. Based up on the data there is a scope to take corrective action. Majority of the employees who have attended the training program were well educated. Their level of education was from diploma holders to engineering graduates Majority of the employees stated that they were informed about the purpose of training, its intended results and significance of training. This reflects that the management was keenly interested in achieving the objective for which the training programs were conducted. As far as the infrastructure facilities are concerned, majority of employees have stated that the learning atmosphere was quite all right and the facilities provided during the process of training were adequate and conductive to learning. Majority of the employees have expresses satisfactory opinion about the training faculty and their ability to train but a few numbers of the respondents were neither satisfied with the way in which the training programs were conducted by the trainer /faculty. With regards to the enhancement of skills and knowledge of the employee who have attended the training program, eighty percent of them have cited there was an enhancement in their knowledge and skills compared to the other employees who have not attended the training program. The skill and knowledge learned through training were helpful to them in exercising on the job. Only a few members of the respondents have the opinion of significance of training in developing the personality of the individual. This shows that the training programs conducted were related only with their job but not concerned with the personal development of the employees. Te training expectations of the respondents were found to be moderate. It could be observed from these facts that the employees expectations were not completely fulfilled trough training

6.2. Suggestions In todays competitive world attitude is the factor which is the dividing line between failure and success. Thus recruitment of the employees must be made not only on skills and attitude but also the attitude of the employee. If an employee has a positive attitude then training for him can be more effective, he has a positive effect on the climate. The training needs should be assessed regularly by observing the performance of employees and also from feedback. The training records must be maintained, preserved properly and updated timely. Proper care should be taken while selecting the trainers. Trainers must be given continuous feedback and the training should be performed as a continuous planned activity. New and different trainers should be invited so that the maximum impact can be got from the training programmes. Co ordination and interaction of the employees of all levels must be encouraged to locate new talents among employees. Individual care should be given as much as possible in case of practical sessions Try to consider the personal goals of participants also when designing the training module. By which the interest and satisfaction of participants can be increased. Try to use more visual and audio aids to make trainings more interactive and active.

6.3. ConclusionsAnalysis of all the facts & figures, the observations and the experience during the training period gives a very positive conclusion/ impression regarding the training imparted by the Srivirad Systems and Services trainers. The Srivirad Systems and Services is performing its role up to the mark and the trainees enjoy the training imparted especially the practical sessions and simulations.The training imparted meets the objectives like: Effectiveness of the training and its resultant in the performance of the employees. Assists the employees to acquire skills, knowledge and attitude and also enhance the same. Helps to motivate employees and helps in avoiding mistakes.It becomes quite clear that there is no other alternative or short cut to the development of human resources. Training when used in a planned and purposeful manner can be an extremely effective management tool as they increase the knowledge and skills of workers and thereby increasing the productivity and wealth of the organization.