Training and Development BY MAHESH

8/2/2019 Training and Development BY MAHESH

1/68

1

INTRODUCTION TO HUMAN RESOURCE

MANAGEMENT

A Human Resource Management System (HRMS, EHRMS), Human

Resource Information System (HRIS), HR Technology or also called HR modules, or

simply "Payroll", refers to the systems and processes at the intersection between

human resource management (HRM) and information technology. It merges HRM as

a discipline and in particular its basic HR activities and processes with the

information technology field, whereas the programming of data processing systems

evolved into standardized routines and packages of enterprise resource planning(ERP) software. On the whole, these ERP systems have their origin on software that

integrates information from different applications into one universal database. The

linkage of its financial and human resource modules through one database is the most

important distinction to the individually and proprietary developed predecessors,

which makes this software application both rigid and flexible.

The function of Human Resources departments is generally administrative and

not common to all organizations. Organizations may have formalized selection,

evaluation, and payroll processes. Efficient and effective management of "Human

Capital" has progressed to an increasingly imperative and complex process. The HR

function consists of tracking existing employee data which traditionally includes

personal histories, skills, capabilities, accomplishments and salary. To reduce the

manual workload of these administrative activities, organizations began to

electronically automate many of these processes by introducing specialized Human

Resource Management Systems. HR executives rely on internal or external IT

professionals to develop and maintain an integrated HRMS. Before theclientserver

architecture evolved in the late 1980s, many HR automation processes were relegated

to mainframe computers that could handle large amounts of data transactions. In

consequence of the low capital investment necessary to buy or program proprietary

software, these internally-developed HRMS were unlimited to organizations that

possessed a large amount of capital. The advent of clientserver, Application Service

Provider, and Software as a Service or SaaS Human Resource Management Systems
http://en.wikipedia.org/wiki/Human_resource_managementhttp://en.wikipedia.org/wiki/Information_technologyhttp://en.wikipedia.org/wiki/Enterprise_resource_planninghttp://en.wikipedia.org/wiki/Human_Capitalhttp://en.wikipedia.org/wiki/Human_Capitalhttp://en.wikipedia.org/wiki/Client%E2%80%93serverhttp://en.wikipedia.org/wiki/Client%E2%80%93serverhttp://en.wikipedia.org/wiki/Client%E2%80%93serverhttp://en.wikipedia.org/wiki/Client%E2%80%93serverhttp://en.wikipedia.org/wiki/Client%E2%80%93serverhttp://en.wikipedia.org/wiki/Client%E2%80%93serverhttp://en.wikipedia.org/wiki/Client%E2%80%93serverhttp://en.wikipedia.org/wiki/Client%E2%80%93serverhttp://en.wikipedia.org/wiki/Application_Service_Providerhttp://en.wikipedia.org/wiki/Application_Service_Providerhttp://en.wikipedia.org/wiki/SaaShttp://en.wikipedia.org/wiki/SaaShttp://en.wikipedia.org/wiki/Application_Service_Providerhttp://en.wikipedia.org/wiki/Application_Service_Providerhttp://en.wikipedia.org/wiki/Client%E2%80%93serverhttp://en.wikipedia.org/wiki/Client%E2%80%93serverhttp://en.wikipedia.org/wiki/Human_Capitalhttp://en.wikipedia.org/wiki/Human_Capitalhttp://en.wikipedia.org/wiki/Enterprise_resource_planninghttp://en.wikipedia.org/wiki/Information_technologyhttp://en.wikipedia.org/wiki/Human_resource_management


2/68

2

enabled increasingly higher administrative control of such systems. Currently Human

Resource Management Systems encompass:

1. Payroll

2. Work Time

3. Benefits Administration

4. HR management Information system

5. Recruiting

6. Training/Learning Management System

7. Performance Record

8. Employee Self-Service

The payroll module automates the pay process by gathering data on employee

time and attendance, calculating various deductions and taxes, and generating periodic

pay cheques and employee tax reports. Data is generally fed from the human

resources and time keeping modules to calculate automatic deposit and manual

cheque writing capabilities. This module can encompass all employee-related

transactions as well as integrate with existing financial management systems.

The work time gathers standardized time and work related efforts. The most

advanced modules provide broad flexibility in data collection methods, labor

distribution capabilities and data analysis features was outdated. Cost analysis and

efficiency metrics are the primary functions.

The benefits administration module provides a system for organizations to

administer and track employee participation in benefits programs. These typically

encompass insurance, compensation, profit sharing and retirement.

The HR management module is a component covering many other HR aspects

from application to retirement. The system records basic demographic and address

data, selection, training and development, capabilities and skills management,

compensation planning records and other related activities. Leading edge systems

provide the ability to "read" applications and enter relevant data to applicable

database fields, notify employers and provide position management and position

control not in use. Human resource management function involves the recruitment,
http://en.wikipedia.org/wiki/Learning_management_systemhttp://en.wikipedia.org/wiki/Learning_management_system


3/68

3

placement, evaluation, compensation and development of the employees of an

organization. Initially, businesses used computer based information systems to:

produce pay checks and payroll reports;

maintain personnel records;

Pursue Talent Management.

Online recruiting has become one of the primary methods employed by HR

departments to garner potential candidates for available positions within an

organization. Talent Management systems typically encompass:

Analyzing personnel usage within an organization;

Identifying potential applicants;

Recruiting through company-facing listings;

Recruiting through online recruiting sites or publications that market to bothrecruiters and applicants.

The significant cost incurred in maintaining an organized recruitment effort,

cross-posting within and across general or industry-specific job boards and

maintaining a competitive exposure of availabilities has given rise to the development

of a dedicated Applicant Tracking System, or 'ATS', module.

The training module provides a system for organizations to administer and

track employee training and development efforts. The system, normally called a

Learning Management System if a stand alone product, allows HR to track education,

qualifications and skills of the employees, as well as outlining what training courses,

books, CDs, web based learning or materials are available to develop which skills.

Courses can then be offered in date specific sessions, with delegates and trainingresources being mapped and managed within the same system. Sophisticated LMS

allow managers to approve training, budgets and calendars alongside performance

management and appraisal metrics.

The Employee Self-Service module allows employees to query HR related

data and perform some HR transactions over the system. Employees may query their

attendance record from the system without asking the information from HR personnel.
http://en.wikipedia.org/wiki/Talent_Managementhttp://en.wikipedia.org/wiki/Talent_Managementhttp://en.wikipedia.org/wiki/Applicant_Tracking_Systemhttp://en.wikipedia.org/wiki/Learning_Management_Systemhttp://en.wikipedia.org/wiki/Learning_management_systemhttp://en.wikipedia.org/wiki/Learning_management_systemhttp://en.wikipedia.org/wiki/Learning_Management_Systemhttp://en.wikipedia.org/wiki/Applicant_Tracking_Systemhttp://en.wikipedia.org/wiki/Talent_Managementhttp://en.wikipedia.org/wiki/Talent_Management


4/68

4

The module also lets supervisors approve O.T. requests from their subordinates

through the system without overloading the task on HR department.

TRAINING AND DEVELOPMENT OVERVIEW

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

application of knowledge. It gives people an awareness of the rules and procedures to

guide their behavior. It attempts to improve their performance on the current job or

prepare them for an intended job.

Training is a short-term process utilizing systematic and organized procedure

by which non-managerial personnel learn technical knowledge and skills for a definite

purpose.

The importance of human resource management to a large extent depends on

human resource development and training is its most important technique. As stated

earlier, no organization can get a candidate who exactly matches with the job and the

organizational requirements. Hence, training is important to develop the employee

and make him suitable to the job. Training works towards value addition to the

company through HRD.

Job and organizational requirements are not static, they are changed from time

to time in view of technological advancement and change in the awareness of the

Total Quality and Productivity Management (TQPM). The objective of the TQPM

can be achieved only through training which develops human skills and efficiency.

Trained employees would be a valuable asset to an organization. Organizational

efficiency, productivity, progress and development to a greater extent depends on

training. If the required training is not provided, it leads to performance failure of the

employees. Organizational objectives like viability, stability and growth can also be

achieved through training. Training is important as it constitutes a significant part of

management control. Training enhances 4 Cs viz. competence, commitment,

creativity and contribution for the organization.

Some HR directors view the skill level of their work force as top priority for

planning .The challenge is creating an environment in which people love to learn.

Research concludes that companies have become slow to make a strong commitment

to train the workers they hire. In recent past there has been a growing awareness


5/68

5

circles that training enables more efficient means of acquiring knowledge and skills to

do once job.

Taking into account the complex nature of modern business operations, need

for streamlining of organization to meet the growing competition and increasing

needs and demands of people, varying tasks and preferences of clientele, it becomes

necessary for present day management to evolve training policies, programmes which

are professionally managed training is one of the means of building up the

competence by enabling administrators to acquire knew knowledge and develop

appropriate skills.

Training is a vital part of any enlightened personnel management. Today

training has gained recognition because of growing acceptance of training as an

investment in human capital productivity, profitability, expansion, growth and

diversification of activities of employee morale, client satisfaction and image of

organizationall depends on personnel training.

Organization and industry should develop and progress simultaneously for

their survival and attainment mutual goals. So every modern management has to

develop the organization through HRD . Employee training is the most important sub

system of HRD. Training is specialized function and is one of the fundamental

operative functions for HRM.

Meaning:

After an employee is selected, placed and introduced in an organization,

he/she must be provided with training facilities in order to adjust him to the job.

Training is the act of increasing the knowledge and skill of an employee for doing a

particular job. Training is a short term educational process and utilizing a systematic

and organization procedure by which employees learn technical knowledge and skills

for a definite purpose.

In other words, training improves changes and moulds employees knowledge,

skill, behavior and attitude and aptitude towards requirements of the job and the

Organization Training refers to the teaching and learning activities carried on for the

primary purpose of helping members of an organization to acquire and apply the

knowledge, skills, abilities and attitudes needed by an particular job and organization.


6/68

6

Thus training bridges the differences between job requirements and employees

present specifications.

Training and development:

Employee training is distinct from management development or executive

development. while the former refers to training given to employees in the areas of

operations , technical and allied areas the later refers to developing and employee in

the areas of principles and techniques of management, administration, organization

and allied areas.

Differences between training and development :AREA TRAINING DEVELOPMENT

Content Technical skills and

knowledge

Managerial and behavioral

skills and knowledge

Purpose Specific job related Conceptual and general

knowledge

Duration Short term Long term

For whom: Mostly technical and non-managerial personnel.

Mostly for managerialpersonnel.

BENEFITS OF TRAINING:

Benefits to the organization:

Leads to improved profitability and/or more positive attitudes towards profits

orientation

Improves the job knowledge and skills at all levels of the organization

Improves the morale of the work force

Helps people identify with organizational goals

Helps create a better corporate image

Fosters authenticity, openness and trust

Improves the relationship between boss and subordinates

Aids in organizational development

Helps prepare guidelines for work

Aids in understanding and carrying out organizational policies


7/68

7

Provides information for future needs in all areas of the organization

Organization gets more effective in decision making and problem solving

Aids in development for promotion from within

Aids in developing leadership skill, motivation, loyalty, better attitudes and

other aspects that successful workers and managers usually display

Aids in increasing productivity and / or quality of work

Helps keep costs down in many areas e.g. Production, Personnel ,

Administration etc.,

Develops a sense responsibility to the Organization for being competent and

knowledgeable.

Improves labourmanagement relations

Creates an appropriate climate for growth and communication

Aids in improving organizational communication

Helps employees adjust to change

Aids in handling conflicts, thereby helping to prevent stress and tension.

Benefits to the individuals:

Helps the industry in making better decisions and effective problem solving

Through training and development motivational variables of recognition,

achievement, growth, responsibility and advancement are internalized and

operationalized

Aids in encouraging and achieving self development and self confidence

Helps in person handle stress, tension, frustration and conflict

Provides information for improving leadership knowledge, communication

skills and attitudes

Increases job satisfaction and recognition

Moves a person towards personal goals while improving interactive skills

Satisfies personal needs of the trainees

Provides the trainee an avenue for growth

Helps a person develop speaking and listening skills, also writing skills when

exercises are required

Helps eliminate fear in attempting new tasks


8/68

8


9/68

9

COMPONENTS OF A TRAINING SYSTEM:

Input:

A person with actual or potential deficiency is the basic raw material who is

treated under a training process to transform his behavior in line with the training

objectives knowledge, skill and attitude requirements of jobs. Under the system

concept, it is pertinent to analyze the trainee and define specifically and clearly the

characteristics of the trainee in terms of age, knowledge, skill, attitude, level of

education and experience, etc so that specific criteria may be established for the

selection of right trainees for a right training programme. Trainee analysis is also

useful for developing a suitable training programme benefiting his job requirements.

Process of operation:

Transformation of input into output takes place in a predetermined training

operation system which is one of the component parts of the total training system.

The training system has to determine and define its operation system for smooth

treatment of input through various sequences of operations. The training operations

design includes various actors such as trainer, subject matter, training techniques and

aids, physical and other facilities, conditions and constraints, time and budget.

However, the operation design may vary with the nature of training such as off-the-

job training, on-the-job training, apprenticeship and correspondence training. The

Trainer

Subject

Techniques/aids Facilities

Input trainee Process Operation Out put-modifiedbehavior

Conditions Constraints Time Budget

Feedback


10/68

10

training operation system designer has logical sequence of subject with in a training

programme, instruction techniques, the format of training materials, training aids like

audio-visual equipments and specification of trainers behavior in the system. Before

operating the system, it must be tested to ensure its reliability.

Output:

The output of a training system is stated in terms of training objectives which

consist of 3 characteristics: (1) observable behavior the trainee must be able to

perform after training; (2) standard of performance or desired level of proficiency;

and (3) conditions under which trained behavior must be shown. Theses

specifications are derived from the job requirements of a person concerned through

task and industry analysis.

Feedback:

It is another component of a training system through which it receives

information and responses from outputthe trained person in respect of a variety of

issues such as reaction, learning, behavior change, and application of trained behavior

in job situation, problems and limitations. Such information is useful for monitoring,

control and evaluation of a training leading to further improvement in the training

system.

NEED FOR TRAINING:

Specifically, the need for training arises due to the following reasons:

1) To match the employees specifications with the job requirements and

organizational needs:

Management individuals deviations between employees present specifications

and the job requirements and organizational needs. Training is needed to fill

these gaps by developing and molding the employees skill, knowledge,

attitude, behavior, etc to the tune of the job requirements and organizational

needs as felt in Glaxo India, ICICI, Colgate, Palmolive, etc.


11/68

11

2) Organizational viability and the transformation process:

The primary goal and most of the organizations is that their variability is

continuously influenced by environmental pressure. If the organization does

not adapt itself to the changing factors in the environment, it will lose its

market share. If the organization desires to adapt these changes, first it has to

train the employees to impart specific skills and knowledge in order to enable

them to contribute to organizational efficiency and to cope with the changing

environment E.g. Health care, Infotech Enterprises and Polaris Software Lab

provided training in order to ensure a smooth transformation process.

3) Technological advances:

Every organization in order to survive and to be effective should adopt the

latest technology i.e mechanization, computerization and automation.

Adoption of latest technological means and methods will not be complete until

they are manned by employees possessing skills to operate them. So, the

organization should train the employees to enrich them in the areas of

changing technical skills and knowledge from time to time.

4) Organizational complexity:

With the emergence of increased mechanization and automation,

manufacturing of multiple products and by-products or dealing in services of

diversified line, extension of operations to various regions of the country or in

overseas countries, organization of most of the companies has become

complex. This creates the complex problems of coordination and integration

of activities adaptable for and adaptable to the expanding and diversifying

situations. This situation calls for training in the skills of coordination,

integration and adaptability to the requirements of growth, diversification and

expansion.

5) Human relations:

Every organization needs to maintain human relations to be effective. So,

training in human relations is necessary to deal with human problems and to

maintain human relations.

6) Change in job assignment:

Training is also necessary when the existing employee is promoted to the

higher level in the organization and when there is some new job or occupation


12/68

12

due to transfer. Training is also necessary to equip old employees with the

advanced disciples, techniques or technology.

The need for training also arises to:

Increase productivity

Improve quality of the product / service

Help a company to fulfill its future personnel needs

Improve organizational climate

Improve health and safety

Prevent obsolescence

Effect personal growth

Minimize the resistance to change and To act as mentor

TRAINING OBJECTIVES:

Generally line managers ask the personnel manager to formulate the training

policies. The personnel manager formulates the following training objectives in

keeping with the companies goals and objectives:

To prepare the employees, both new and old to meet the present as well as the

changing requirements of the job and the organization

To prevent obsolescence

To impart the new entrants the basic knowledge and skills they need or an

intelligent performance of a definite job

To prepare employees for higher level tasks

To assist employees to function more effectively in their present positions by

exposing them to the latest concepts, information and techniques and

developing the skill they will need in their particular fields.

To build up a second line of competent officers and prepare them to occupy

more responsible positions

To broaden the individuals of senior managers by providing them with

opportunities for an interchange of experiences within and outside with a view

to correcting the narrowness of outlook that may arise from over-

specialization


13/68

13

To develop the potentialities of people for the next level job

To ensure smooth and efficient working of a department

To ensure economical output of required quality

To promote industry and collective morale, a sense of responsibility,

cooperative attitudes and good relationship.

TRAINING METHODS:

As a result of research in the field of training, a no. of programmes is

available. Some of these are new methods, while others are improvements over the

traditional methods. The training programmes commonly used to train operative and

supervisory personnel are given below. These programmes are classified into on-the-

job and off-the-job training programmes as given below.

Training Methods

Onthejob methods offthejob methods

Job Rotation

Coaching

Job Instruction

Committee assignments

Training through step by step

Vestriblue training

Role Playing

Lecturer method

Conference of Discussion

Programmed instruction


14/68

14

On-the-job training methods:

This type of training, also known as job instruction training, is the most

commonly used method. Under this method, the industry is placed on a regular job

and taught the skills necessary to perform that job. The trainee learns under thesupervision and guidance of a qualified worker or instructor. On-the-job training has

the advantage of giving first hand knowledge and experience under the actual working

conditions. While the trainee learns how to perform a job, he is also a regular worker

rendering the services for which he is paid. The problem of transfer of trainee is also

minimized as the person learns on-the-job. The emphasis is placed on rendering

services in the most effective manner rather than learning how to perform the job.

On-the-job training method includes:

1) Job rotations:

This type of training involves the movement of the trainee from one job to

another. The trainee receives job knowledge and gains experience from his

supervisory or trainer in each of the different job assignments. Though this

method of training can also be rotated from job to job in workshop jobs, this

method gives an opportunity to the trainee to understand the problems of

employees on other jobs and respect them.

2) Coaching:

The trainee is placed under a particular supervisor who functions as a coach in

training the industry. The supervisor provides feedback to the trainee on his

performance and offers him some suggestions for improvement. Often the

trainee shares some of the duties and responsibilities of the coach and relieves

him of his burden. A limitation of this method of training is that the trainee

may not have the freedom or opportunity to express his own ideas.

3) Job instruction:

This method is also known as training through step-by-step. Under this

method, the trainer explains to the trainee the way of doing the jobs, job

knowledge and skills and allows him to do the job. The trainer appraises the


15/68

15

performance of the trainee, provides feedback information and corrects the

trainee.

4) Committee assignments:

Under the committee assignments, a group of trainees are given and asked to

solve an actual organizational problem. The trainees solve the problem

jointly. It develops team work.

Off-the-job training methods:

Under this method of training, the trainee is separated from the job situation

and his attention is focused up on learning the material related to his future job

performance. Since the trainee is not distracted by job requirements, he can place his

entire concentration on learning the job rather than spending his time in performing it.

There is an opportunity for freedom of expression for the trainees. Companies have

started using multimedia technology and information technology in training. Off-the-

job training methods are as follows:


16/68

16

1) vestibule training:

In this method, actual work conditions are simulated in a classroom. Material,

files and equipment, which are used in actual job performance, are also used in

training. This type of training is commonly used for training personnel for

clerical and semi-skilled jobs. The duration of this training ranges from days

to a few weeks. Theory can be related to practice in this method.

2) Role playing:

It is defined as a method of human interaction that involves realistic

behavior in imaginary situations. This method of training involves action,

doing and practice. The participants play the role of certain characters such as

the production manager, mechanical engineer, superintendents, maintenance

engineers, quality control inspectors, foremen, workers and the like. This

method is mostly used for developing interpersonal interactions and relations.

3) Lecture method:

The lecture is a traditional and direct method of instruction. The

instructor organizations the material and gives it to a group of trainees in the

form of a talk. To be effective, the lecture must motivate and create interest

among the trainees. An advantage of the lecture method is that it is direct and

can be used for a large group of trainees. Thus, costs and time involved are

reduced. The major limitation of the lecture method is that is does not provide

for transfer of training effectively.

4) Conference or discussion:

It is a method in training the clerical, professional and supervisory

personnel. This method involves a group of people who pose ideas, examine

and share facts, ideas and data, test assumptions and draw conclusions, all of

which contribute to the improvement of job performance. Discussion has the

distinct advantage over the lecture method, in that the discussion involve two-

way communication and hence feedback is provided. The participants feel

free to speak in small groups. The success of this method depends on the

leadership qualities of the person who leads the group.


17/68

17

5) Programmed instruction:

In recent years, this method has become popular. The subject matter to

be learned is presented in the series of carefully planned sequential units.

These units are arranged from simple to more complex levels of instruction.

The trainees go through these units by answering questions or filling the

blanks. This method is expensive and time consuming.

THE TRAINING PROCEDURE:

The important steps in the training procedure are as follows:

1) Preparing the instructor:

The instructor must know both the job to be taught and how to teach it. The

job must be divided into logical parts so that each part is better explained to

the trainee.

A serious and committed instructor must:

Know the job or subject he is attempting to teach

Have the aptitude and ability to teach

Have willingness towards the profession

Have a pleasing personality and capacity for leadership

Have the knowledge of teaching principles and methods

Be a permanent student in the sense that he should equip himself to the

latest concepts and knowledge

2) Preparing the trainee:

The first step in training is to attempt to place the trainer at ease. Most people

are somewhat nervous when approaching an unfamiliar task. So, it is the duty

of the instructor to prepare the trainee in advance.

3) Getting ready to teach:

This stage of the programme consists of the following activities:

Planning the programme

Preparing the instructors outline

Do not try to cover too much material


18/68


19/68

19

EVALUATION OF TRAINING PROGRAMMES:

Evaluation is the most important and necessary system that which requires a

concrete basis of mode of collection of information, which is determined at a planning

stage. Any attempt to obtain information on effects of training performance and to

asses the value of training in light of information is the process that the training

evaluation involves.

Controlling and correction of the training programmes are lead by the

evaluation process.

There are about five levels where the evaluation of training can take

place:-

Reactions:training programme is evaluated on the basis of trainees reactions

to the usefulness of coverage of the matter, depth of course content, method of

presentation, teaching methods, etc.

Learning: Trainers ability, trainees ability, training programme is evaluated

on the basis of the time in which the quantity of the content learned and the

quality of content in itself and the learners ability to use or apply the content

he learned.

Job behavior: The manner and the extent to which the trainee has applied his

learning in his job is what is evaluated in this.

Organization: This evaluation measures the use of training, learning and

change in the job behavior of the department or the organization in the form ofincreased productivity, quality, morale, sales turnover and the like.

The ultimate value: It is the measurement of the final and ultimate result of

the contribution of training programme to company or organizational goals

like survival, profitability, growth, etc., and to the industrys goals like

personality development, and also the social goals like maximizing the social

benefit, etc.


20/68

20

Steps in evaluation process:

Immediate assessment of trainees reaction to programme

Measurement of trainees attitudes after training programme

Measurement of levels in absenteeism, turnover, wastage, accidents, breakage

of machinery during pre and post period of training programme

Seeking opinion of trainees superior regarding his or her job performance and

behavior before and after training

Knowing trainees expectations before the training programme, and collecting

their views regarding the attainment of their expectations after training

Trainers observation during the training programme

Evaluation of trainees skill levels both before and after training programme

Bases for evaluation:

General observation:

General observation should not be overlooked as a means of training

evaluation. Usually, the immediate supervisor is considered a god judge of

skill level of his subordinates. For on-the-job training programmes, the

supervisor is, in effect, is the judge of this or her own efforts. If the supervisor

is treated as part of professional management of the organization, and is

properly selected and trained, his self analysis and appraisal can be quite

accurate and objective. The efficient supervisor observes accurately the skill

and knowledge acquired by trainee during the training programmes. He also

observes how effectively the trainees apply the acquired skill and knowledge

to the present job and also the future job.

Human resource factors:

Training programme can be evaluated on the basis of employee satisfaction

also, which in turn, can be viewed on the basis of

Betterment of employee morale

Decrease in grievance and disciplinary cases

Decrease in no. of discharges and dismissals


21/68

21

Decrease in no. of severity of accidents

Decrease in employee turnover

Decrease in absenteeism

Production factors:

Productivity rates covering both quantity and quality are good

indicators of value training. In most business situations these rates will have

to be obtained before and after training. In an experimental situation, a control

group that does not receive training could be compared with the one that

underwent training in order to ascertain the effect of training. Management

will first look at the production and wastage rates to determine the worth of

operative training. The production factors are decreased in unit time and also

unit cost of production and reduction in space or machine requirements.

Costvalue relationship:

Cost factors in training should be taken into consideration in evaluating

the effectiveness. Cost of various techniques of training and their values in the

form of reduced learning time, improved learning and higher performance can

be taken into account. Cost of training includes cost of employing trainers and

trainees, providing the means to learn, maintenance and running of training

centres, low level of production, opportunity costs of trainers and trainees,

wastage, etc. the value of training includes the increased value of human

resource of both the trainee and the trainer and their contribution to raise

production, reduce wastage, minimization of time requirement, breakage, etc.

It is helpful in:

Choosing the right training method

Determining the priorities of training

Determining the work of management sacrifices

Performance tests:

Training can be evaluated in terms of written and performance tests.

The test is supported by a sample of what the trainee knows or can

successfully accomplish would indicate a successful training. But the true test


22/68

22

is whether or not whatever has been learned in training has been transferred

successfully and applied to the job. It is dangerous to rely on the tests alone to

demonstrate true value of training. Performance appraisal on the job, before

and after training may be supplemented to the tests.

RECENT DEVELOPMENTS IN TRAINING:

Employees self initiative:

Employees have realized that change is the order of the day and they have

started playing the role of a change agent. Consequently, employees identify their

own training needs, select appropriate training programmes organized by various

organizations and undergo the training programme. Thus, employees in recent time

started taking proactive learning measures on their own.

On-line training:

Companies started providing on-line training. Trainees can undergo training

by staying at the place of their work. Participants complete course work from

wherever they have access to computer and internet. Different types of media are

used for on-line training.


23/68

23

SCOPE OF THE STUDY

Training enables the management to face the pressure of changing

environment. It results in increase of quantity and quality of output.

The scope of the study confined to the specified training programmes,

described in the organizational profile. Limited understanding of the various training

programmes conducted in Sree Rayalaseema Sugar & Energy Pvt., Ltd., It covers the

aspects related to conducting of the training programmes in the organization.


24/68

24

NEED OF THE STUDY

Training is corner stone of sound management. For it maps employees more

effective and productive. Training is actively and intimately connected will all thepersonnel or managerial activity.

It is an integral part of whole management programme, with all its many

activities functionally inter-related. Training moreover, heightens the morale of the

employees, for it helps in reducing dissatisfaction, complaints, grievances and

absenteeism.

Every organization big or small productive or non productive or economic or

social old or newly established should provide training to all employees irrespective

of train qualification skill, suitability for the job etc.,

Thus is not something that is done once to new employee it is used

continuously in every well run establishment. Further technological changes,

automation, require up-dating the skills and knowledge. As such organization has to

retain the old employees.


25/68

25

OBJECTIVES OF THE STUDY

To understand the concept and policy of Sree Rayalaseema Sugar & Energy

Pvt., Ltd., regarding training programme.

To understand the methods and techniques of training followed by Sree

Rayalaseema Sugar & Energy Pvt., Ltd.,

To identify and understand various aspects related to training and different

programmes conducted at various levels of the corporation.

To analyze the view point of the employees on training programmes.

To ascertain the impact of the training programme on the job and on the

personal developments of trainees.

To assess the effectiveness of the training programmes carried out in the

company.

To understand the impact of mutual quarterly task setting in an accomplishing

of organizational goals.


26/68

26

METHODOLOGY OF THE STUDY

TITLE OF THE STUDY: A study on EMPLOYEE TRAINING &

DEVELOPMENTUNIT OF THE STUDY: SREE RAYALASEEMA SUGAR & ENERGY PVT.,

LTD.,.

DATA COLLECTION:

Primary Data: Primary data was collected through scheduled questionnaire.

It was prepared to collect the required information on different training activities. It

was distributed among the respondents for their view and analysis.

Secondary Data : The secondary data was collected from various text books

on Human Resources Management, Training and Development, Internet,

Rayalaseema Sugars, Manual etc.,

SAMPLING TECHNIQUE:

Once the list of participants is obtained, respondents are selected on random

basis.

Sample size for the study is 50 and responses are obtained from those who

underwent training.

ANALYSIS OF DATA:

Data collected has been presented, tabulated and analyzed both quantitatively

and qualitatively by using various percentages and Bar graphs.


27/68

27

LIMITATIONS

Through adequate care has been taken while doing the project

This project suffers certain limitations they are:-

This study covers only those employees who are working at Sree Rayalaseema

Sugar & Energy Pvt., Ltd.,.

The Interpretations is being based on the percentage method.

Response errors could arise on the questionnaire was administrated.

Responses by respondents might be biased

The duration of the project was limited

The sample size that was surveyed was 50.


28/68

28

COMPANY PROFILE

HISTORY:

Nandyal cooperative sugars was established by the government during

1973 and the actual production started in the year 1981.This company was bought by

K.MADHUSUDAN RAO who is the present leading MLA of GUNTAKAL. Later in

the year 2001 the company was named as Sree Rayalaseema Sugar & Energy Ltd.

The company is located at a distance of 5km from nandyal taluk of Kurnool Dt. The

company is spread over vast area of 125 acres.

GROWTH AND PERFORMANCE:

At present sugar factory is producing sugar ranging from 800-1200 tonnes

.The annual capacity of the company is around 1 lakh tonnes a year.The factory works

for only three months a year.Production starts during November ending and ends in

febrauary. It utilizes 1250 tonnes of sugar cane everyday.In this span of time it utilizes

around 112500 tonnes of sugar cane.

INDUSTRIAL RELATIONS:

Harmonious industrial relations are being maintained. No strikes and

lockouts are reported. It has a union to discuss the problems and solve them.

PROFILE OF THE ENVIRONMENT:

Andhra Pradesh pollution control board gave permission to the factory to

utilize the nearby water for its daily purpose.The factory is functioning under the

guidelines prescribed by the board.The company is taking necessary measures to

prevent sound pollution following the guidelines prescribed by the government of

India.The factory did not pose any threat to surrounding environment.The company is

also following the rules and regulations specified by central excise department and

control.


29/68

29

TAX POLICIES:

Central excise department gets 30% of sugar production as levy i.e. the rate

specified by the government as it is an essential commodity.

CURRENT OPERATIONS:

At present the company is producing three grades of sugar.Three grades are

differentiated on the basis of size of crystals .Each grade have the difference of

Rs.200 to 300 per tonne.The company produces sugar bags with a capacity of

100kg.The rate of each bag of sugar is 2300 rupees.

Byproducts obtained during the production of sugar are Molasses and

Bagasse . Molasses rate varies from season to season .Its rate ranges varies from 2400

to 6000 per tonne. The other by product bagasse is sold to power plant at the rate of

900 per tonne. Factory purchases sugar cane from the farmers at the rate of 1400 per

tonne. Inturn the management is providing chemicals and fertilizers on loan basis to

these to farmers.They give ample information to the farmers to cultivate crops and

give higher yield. 864 kg of sugar cane is extracted from 1000kg of sugar cane. 1.5

mega watt power is consumed during the production period of 3 months.Production

begins in the month ending of November and ends in February. Daily intake of sugar

cane by machine is about 1250 tonnes. Yearly intake of sugar cane during the period

of 112500 tonnes approximately.

FINANCIAL DEPARTMENT:

Initially the company approached external sources for finance . Syndicate

bank of nandyal provides loan for the company.


30/68

30

PRODUCTION PROCESS:

The sugar of our daily use is obtained from sugar cane.Sugar cane is

member of grass family.It grows at a height of 3 to 5 meters and contains 11 to 15%

of sucrose by weight. In india sugar is manufactured from sugar cane.

The following steps are involved in the production of sugar cane:

a) Extraction of juice from sugar cane:

After harvesting the canes are sent to sugar factories within less

than 24 hours for the extraction of juice.delay causes loss of sugar yield.in the factory

the cane is washed to remove mud.It is chopped into pieces in cutting machines.

These pieces are fed into role crushers where juice is extracted.In this stage water

may be added to aid the extraction.About 93% of juice is extracted from the cane .

The spent cane is called as bagasse.

It is the byproduct in the sugar industry.It is used as fuel in the production of

electricity.or in the manufacture of paper or hard boards.

b)Purification of sugar cane juice:

The juice obtained from above process is slightly acidic.it contains

some imourities and suspended particles.Acidity causes loss of sugar due to

hydrolysis.Lime and Ca(OH)2 is added to precipitate the impurities as well to

neutralize the juice.The step is called the defecation. The juice is then heated in large

tanks. Impurities floating on the surface are removed by pedal.excess lime is removed

as carbonates sulphur di oxide solution is also produced int the last stage removes any

traces of lime.This process is also known As sulphitation.The precipitates of

defecation ,carbonation and sulphitation are called press mud and is useful as manure.


31/68

31

c) Concentration and Crystallization:

The purified juice called clarified juice.This contains 85% of water.It

is evaporated to approximately 40% of water in evaporators.the juice is concentrated

to low pressure in the beginning and in the vacuum in later stages.The resulting thick

juice goes to vacuum pans and is concentrated to supersaturation.

d)Separation of crystals and drying:

The sugar crystals are formed in the pan above the thick juicecontaining

10% of water.The crystals are separated by centrifugation.In the centrifuge the crystal

and liquid juice are separated.The sugar crystals obtained in the process are heated by

dry hot air to remove traces of water.The thick black kiquid obtained after separation

of crystals is called as molasses .Molasses contains 50% percent of sucrose together

with some glucose and fructose and byproduct of sugar industry.molasses is used in

the manufacture of alcohol by fermentation and as animal feed supplement.


32/68

32

SUGAR CANE

CANE YARD

CANE CARRIER

MILLS

JUICE BAGASSE

JUICE HEATER BOILER

LIME & SO2 STEAM POWER

JUICE HEATER

CLARIFI FILTER

EVAORATORS

SYRUP SULPHUR

PANS

MOLASSES SUGAR


33/68

33

THEORETICAL FRAMEWORK

If you don' t know where you are go ing , any

road wi l l take you there .

- Lewis Carroll in Alice's Adventure in Wonderland (1865).

Give a man a fish, and you have given him meal. Teach man to catch fish, and

you have given him a livelihood.


34/68

34

This ancient Chinese proverb seems to describe the underlying rationale of all training

and development programme. No industrial organization can long ignore the training

and development needs of its employees without seriously inhibiting its performance.

Even the most careful selection does not eliminate the need for training, since people

are not moulded to specifications and rarely meet the demands of their jobs

adequately.

Poverty stricken India spends $45 billion on training each year. Expenditures of such

magnitudes call for a periodic sharp look. Training in particular needs such scrutiny.

TRAINING

It refers to the acquisition of knowledge, skills, and competencies as a result of the

teaching of vocational or practical skills and knowledge that relates to specific useful

skills. It forms the core of apprenticeships and provides the backbone of content at

technical colleges and polytechnics. Today it is often referred to as professional

development.

Training is primarily concerned with preparing people for certain activities delineated

by technology and by the organization and settings in which they work. Education

helps students to choose their activities. Training helps participants to improve their

performance. Education deals mostly knowledge and understanding. Training deals

mostly with understanding, skill and action. Training embraces an understanding of

the complex processes by which various factors that make up a situation interact.

Training is the most important activity or plays an important role in the development

of human resources. To put the right man at the right place with the trained personnel

has now become essential in todays globalize market. No organization has a choice on

whether or not to develop employees. Therefore training has nowadays become an
http://en.wikipedia.org/wiki/Apprenticeshiphttp://en.wikipedia.org/wiki/Apprenticeshiphttp://en.wikipedia.org/wiki/Technical_collegehttp://en.wikipedia.org/wiki/Technical_collegehttp://en.wikipedia.org/wiki/Polytechnichttp://en.wikipedia.org/wiki/Polytechnichttp://en.wikipedia.org/wiki/Professional_developmenthttp://en.wikipedia.org/wiki/Professional_developmenthttp://en.wikipedia.org/wiki/Professional_developmenthttp://en.wikipedia.org/wiki/Professional_developmenthttp://en.wikipedia.org/wiki/Professional_developmenthttp://en.wikipedia.org/wiki/Professional_developmenthttp://en.wikipedia.org/wiki/Polytechnichttp://en.wikipedia.org/wiki/Technical_collegehttp://en.wikipedia.org/wiki/Apprenticeship


35/68

35

important and required factor for maintaining and improving interpersonal and inter-

group collaboration.

Human resource is the life blood of any organization. Only through well-trained

personnel, can an organization achieve its goals.

Training is defined as learning that is provided in order to improve performance on

the present job.

A person's performance is improved by showing her how to master a new or

established technology. The technology may be a piece of heavy machinery, a

computer, a procedure for creating a product, or a method of providing a service.

Training is provided for the present job. This includes training new personnel to

perform their job, introducing a new technology, or bringing an employee up to

standards.

Training is mainly concerned with the meeting of two of these inputs -- people and

technology. That is, having people learn to master a given technology.

DEVELOPMENT

This 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.

Training & Development is the field concerned with workplace learning to improve

performance. Such training can be generally categorized as on-the-job or off-the-job.

On-the-job describes training that is given in a normal working situation, using the
http://en.wikipedia.org/wiki/Training_%26_Developmenthttp://en.wikipedia.org/wiki/Training_%26_Development


36/68

36

actual tools, equipment, documents or materials that they will use when fully trained.

On-the-job training is usually most effective for vocational work.

Off-the-job training takes place away from normal work situation which means that

the employee is not regarded as productive worker when training is taking place. An

advantage of off-the-job training is that it allows people to get away from work and

totally concentrate on the training being given. This type of training is most effective

for training concepts and ideas.

At a glance, we find that training gives the following results:

1) Growth, expansion and modernization cannot take place without trained

manpower.

2) It increases productivity and profitability, reduces cost and finally enhances

skill and knowledge of the employee.

3) Prevents obsolescence.

4) Helps in developing a problem solving attitude.

5) Gives people awareness of rules and procedures.

6) Builds better communications skills.

7) Develops hidden talent.

8) Ensures consistent quality.

9) Provides greater focus.

10)Produces more effective/productive efforts.

11)Clarifies the concept of marketing as a business process.

TYPICAL REASONS FOR EMPLOYEE TRAINING AND DEVELOPMENT

Training and development can be initiated for a variety of reasons for an employee or

group of employees, e.g.


37/68

37

When a performance appraisal indicates performance improvement is needed.

To "benchmark" the status of improvement so far in a performance

improvement effort.

As part of an overall professional development program.

As part of succession planning to help an employee be eligible for a planned

change in role in the organization.

To "pilot", or test, the operation of a new performance management system.

To train about a specific topic.

GENERAL BENEFITS FROM EMPLOYEE TRAINING AND

DEVELOPMENT

There are numerous reasons for supervisors to conduct training among employees.

These reasons include:

Increased job satisfaction and morale among employees

Increased employee motivation

Increased efficiencies in processes, resulting in financial gain

Increased capacity to adopt new technologies and methods

Increased innovation in strategies and products

Reduced employee turnover

Enhanced company image, e.g., conducting ethics training.

Risk management, e.g., training about sexual harassment, diversity training


38/68

38

DETERMINATION OF TRAINING NEEDS

In order to determine the training needs of an organization the HRD manager should

seek information on the following points:

a) Whether training is needed?

b) Where training is needed?

c) Which training is needed?

Whether training is needed?

Training result from problems such as:

Standards of work performance not being met;

Accidents;

Excessive scrap;

High rate of transfer and turnover;

Too many low ratings on employee evaluation reports;

Many people using different methods to do the same job;

Excessive fatigue, fumbling, struggling with the job;

Bottlenecks and deadlines not being met;

In many organizations the determination of training needs is predominantly done

through observations. One common method for recording observations is the check-

list of training needs. It provides for indicating by a Yes or No check.


39/68

39

Where training is needed?

After determining the need for training the manager should determine where the

organization training emphasis can and should be placed. This involves a detailed

analysis of the following factors:

i. Structure of the organization,

ii. Objectives,

iii. Human resource and future plans, and

iv. Cultural milieu.

Which training is needed?

The last question to be answered by the personnel manager is about the type of

training needed. This involves determining what knowledge, skills or attitudes each

individual employee should develop to be able to perform his task in an effective way.

The three major skills which the employees of any organization need to successfully

discharge their duties are: the conceptual skill, the human relations skill and the

technical skill. Conceptual skill deals with ideas, technical skill with things and

human skill with people.

WHAT IS GOOD TRAINING

The three typical beneficiaries of a training programme are the managers and

supervisors of trainees, trainees themselves and external customers. Each beneficiary

has his own requirements and perception of what is good training. Thus, the senior

managers and supervisors want training to be low in cost, to increase employees j ob

performance, to improve their attitudes and morale and to be minimally disruptive to


40/68

40

the work in terms of promotion or compensation. Trainees want the training to be of

high quality which can be easily transferred to the job. They want the training venue

to be more pleasant than the job venue and expect training work place to benefit them

personally. Last, though not the least important are external beneficiaries who want

the training to result into high quality products and services, but do not want

training to interfere with the fulfillment of their needs for example, a bank customer

wants high quality customer service from tellers but does not want a trainee teller to

take a few moments longer than usual with a transaction. The HRD manager must

address all the above needs of different beneficiaries throughout the training process.

METHODS OF TRAINING

No simple formula defines the form of training to be used for a given purpose. The

skills needs of operatives, the size and traditions of the company, the abilities of

trainers, the time and the money available for training and the experience of the

company about the training activities that have been carried on in the past, will affect

the type of training that will be most successful in a given situation. Nevertheless it

will be helpful to indicate briefly the principal alternatives from which the manager

may choose:-

1)

On- the- job training The most important type of training is On- the job

training. The experience of actually doing something makes a lasting

impression and has a reality that other types of training cannot provide. The

worker in this method learns to master the operations involved on the actual

job situation under the supervision of his immediate boss. Some important

advantages of this type of training are as follows :-


41/68

41

a) It can be learned in a relatively short period of time, say, a week or

two.

b) It is highly economical.

c) It is not located in an artificial situation, either physically or

psychologically and, therefore, eliminates the possible problem of

transfer of learning.

There are several types of training programmes which make use of on-the-job

training concept. Some of them are described below:-

Job rotation

Internship training

Apprenticeship

2) Vestibule Training: - This method attempts to duplicate on the job situation

in a company classroom training, which is often imparted with the help of

equipment and machines, which are identical with those in use in the place of

work. It is very efficient method of training semiskilled personnel, particularly

when many employees have to be training for the same kind of work.

3) Learning by seeing or demonstration method :- In this method , the trainer

describes and display something ,as when he teaches an employee how to do

something by actually performing the activity himself and by going through

step by step explanation of why and how he is doing .

Demonstration are very effective in teaching because it is much easier to show

a person how to do a job then ask him to gather instructions from the reading

materials, discussion etc.


42/68

42

4) Simulation: - Simulation is a technique, which duplicates, as nearly as

possible, the actual conditions encountered on the job. The training is essential

in cases which actual on the job practice might result in a serious injury, a

costly error, or the destruction of valuable materials or resources.

5) Class-room or off-the-job training: - Off-the job training is not a part of

everyday job activity. The actual location may be in the company classroom or

in places which are owned by the company. These methods consists of :-

Lectures

Conferences

Group discussions

Case studies

Role-playing

Programmed instructions

Laboratory trainings

TRAINING PLAYS THE FOLLOWING ROLES IN AN ORGANIZATION

1) Increase in efficiency: Training plays active role in increasing efficiency of

employees in an organization. Training increases skills for doing a job in

better way. Though an employee can learn many things while he is put on a

job, but he can do much better if he learns how to do the job. This becomes


43/68

43

more important specially in the context of changing technology because the

old method working may not be relevant.

2) Increase in morale of employees: - Morale is a mental condition of an

individual or group, which determines the willingness to cooperate. High

morale is evidenced by employee enthusiasm voluntary conformation with

regulations and willingness to cooperate with others to achieve organizational

objectives. Training increases employee morale by relating their skills with

their job requirements. Trained employees can see job in more meaningful

ways because they are able to relate their kills with job.

3) Reduced Supervision: Trained employees require less supervision. They

require more autonomy and freedom. Such autonomy and freedom can be

given if the employees are trained properly to handle their jobs without the

help of supervision.

4) Increased organizational viability and flexibility: Trained people are

necessary to maintain organizational viability and flexibility. Viability relates

to survival of the organization during bad days, and flexibility relates to

sustain its effectiveness despite the loss of its key personnel and making short-

term adjustment with the existing personnel. Such adjustment is possible if the

organization has trained people who can occupy the positions vacated by key

personnel.


44/68

44

BENEFITS OF TRAINING

Training benefits the organization in manifold ways: -

1. Benefits to organization: -

Leads to improved profitability and more positive attitudes toward

profit orientation.

Improves the job knowledge and skills at all levels of the organization.

Improves the morale of the workforce.

Helps people identify with organizational goals.

Helps create a better corporate image.

Fosters authenticity, openness, and trust.

Aids in organizational development.

Learns from the training.

Helps keep costs down in many areas, example production, personnel,

administration etc.

Develops a sense of responsibility to the organization for being

competent and knowledgeable.

Improves labour management relations.

Helps employee adjust to change.

Aids in handling conflict, thereby helping to prevent stress and tension.

2. Benefits to the individual which in turn ultimately benefit the

organization: -

Helps the individual in making better decisions an effective problem

solving.


45/68

45

Through T&D, motivational variables of recognition, achievement,

growth, responsibility and advancement are internalized and

operationalized.

Aids in encouraging and achieving self development and self

confidence.

Helps a person handle stress, tension, frustration and conflict.

Provides information for improving leadership knowledge,

communication skills and attitudes.

Increase job satisfaction and recognition.

Satisfy personal needs of the trainer.

Helps eliminate fear in attempting new task.

3. Benefits in personnel and human resources:

Improves communication between groups and individual.

Aids in orientation for new employees and those taking new jobs

through transfer and promotion.

Provides information on equal opportunity and affirmative action.

Improves interpersonal skills.

Improves morale.

Builds cohesiveness in groups.

Provides a good climate for learning, growth and coordination.

Makes organization policies, rules and regulations viable.

Makes the organization a better place to work and live.


46/68

46

TRAINING PROCEDURE

1) Identify training needs: - These are certain steps that are performed for

training the employees. The first step is to identify T&D needs. In this step we

arrange and obtain support for the contribution of T&D to organizational

strategy. Then we identify organizational T&D needs. Thereafter we agree

priorities for developing the T&D function. These sub steps are followed by

identifying the current competence of individuals of individuals and agreeing

individuals and group priorities or learning.

2) Design T&D strategies and plans: - The second step is to design T&D

strategies and plans. In this step first we identify resources required to

implement a strategic plans and specify an operational plan that meets

organizational requirements and further designing learning programs that meet

learning needs and test, adapt and agree learning program designs.

3) Provide learning opportunities resources and support: - The third step is to

provide learning opportunities resources and support. In this we obtain and

allocate resources to meet the requirement of Training and development plans.

Then prepare and present demonstrations and information to co-ordinate and

assist the preparation and delivery of learning opportunities.

4) Evaluate effectiveness of T&D:-Fourth step in training is to evaluate the

effectiveness of T&D, which involves plan setup, evaluate, and modify the

learning plans. Then assess, co-ordinate, verify and identify previously

acquired competence.


47/68

47

5) Support T&D advances and practice: - And last step is to support T&D

advances and practice. This includes evaluating and disseminating advances in

T&D. Then we administer training facilities and after that establish and

maintain information system.

BLOCK DIAGRAM OF TRAINING PROCEDURE

Identify Training and

Development Needs

Design T& D strategies and

plans.

Provide learning

opportunities, resources and

support

Evaluate the effectiveness of

T& D

Support T &D advances and

practice.

Identify organizational requirements for

T&D

Identify the learning needs of individuals

and groups.

Design organizational T&D strategies

and plans

Design strategies to assist individuals and

groups to achieve their objectives.

Obtain and allocate resources to deliver

T&D plans

Provide learning opportunities andsupport to enable individuals and groups

to achieve their objectives

Evaluate the effectiveness of T&D

Evaluate individual and group

achievements against objectives.

Assess achievements for public

certification.

Contribute to advances in T&D

Provide services to support T&D

practice.


48/68

48

DATA ANALYSIS & INTERPRETATION

1. A question was asked with respondents regarding the usefulness of

training.

TABLE - 1

Options Number of Respondents Percentage

Very much 30 60 %

Some what 20 40 %

Not at all - -

Cant say - -

Total 50 100%

Source: Field Survey

Interpretation:

60%

40%

0 00%

10%

20%

30%

40%

50%

60%

70%

Very much Some what Not at all Cant say

USEFUL NESS OF TRAINING


49/68

49

From the above table, it can be found that 60% of respondents feel that

training was Very much useful while 40% said that training was somewhat useful.

2. A question was posed with respondents regarding the awareness of the

training objectives.

TABLE - 2


Very much 10 20%

Some what 25 50%

Not at all 10 20%

Cant say 5 10%

Total 50 100%


Interpretation:

From the above table it can be found that 20% of respondents fee that they are

very much aware of training objectives before offering training program and 50% of

respondents feel that they are somewhat and 20 % not at all they are aware of the

20%

50%

20%

10%

0%

10%

20%

30%

40%

50%

60%


AWARENESS OF THE TRAINING


50/68

50

training and 10 % cant say that they are aware of the training objectives before

offering training programs.

3. Training objectives were realized after training programs

TABLE - 3


Excellent 5 10 %

Good 40 80%

Average 5 10%

Poor - -

Total 50 100%


Interpretation:

From the above table, it can be found that 10% of respondents feel that,

training facilities provided by the company are excellent, while 80% of respondents

feel that training facilities provided by the company are good and another 10% of

respondents feel that training facilities provided by the company are average.

10%

80%

10%0

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

Excellent Good Average Poor

TRAINING OBJECTIVES WERE REALIZED


51/68

51


52/68

52

4. Performance of internal faculty.

TABLE - 4


Excellent 15 30 %

Very good 25 50 %

Good 10 20 %

Average - -

Poor - -

Total 50 100%


Interpretation:


performance of internal faculty was excellent, while 50% of respondents feel that

performance of internal faculty was very good and 20% of respondents feel that

performance of internal was good.

30%

50%

20%

0%

10%

20%

30%

40%

50%

60%

Excellent Very good Good Average Poor

INTERNAL FACULTY


53/68

53

5. A question posed with respondents regarding the implementation of their

skills acquired through training.

TABLE - 5


Excellent 10 20 %

Very good 15 30 %

Good 20 40 %

Average 5 10 %

Poor - -

Total 50 100%


Interpretation:


implementation of their skills acquired through training are excellent, while 30% of

respondents feel that are implementation of their skills acquired through training are

very good, another 40% of respondents feel that implementation of their skills

acquired through training are good and 10% of respondents feel that implementation

of their skills acquired through training was average.

20%

30%

40%

10%

00%

5%

10%

15%

20%

25%

30%

35%

40%

45%


IMPLEMENTATION SKILLS


54/68

54

6. Performance of External faculty.

TABLE - 6


Excellent 15 30 %

Very good 25 50 %

Good 10 20%

Average - -

Poor - -

Total 50 100%


Interpretation:


performance of external faculty was excellent, while 50% of respondents feel thatperformance of external faculty was very good, and further 20% respondents feel that

performance of external faculty was good.

30%

50%

20%

0%

10%

20%

30%

40%

50%

60%


PERFORMANCE OF EXTERNAL FACULTY


55/68

55

7. A question was posed with respondents regarding the providing the off-

the-job training.

TABLE - 7


Yes - -

No 50 100%

Total 50 100%


Interpretation:

From the above table, it can be found that 100% respondents feel that the

company is not providing the offthejob training.

100%

0

0.2

0.4

0.6

0.8

1

1.2

Yes No

PROVIDING THE OFF-THE- JOB TRAINING


56/68

56

8. A question was asked with respondents regarding the acquired of

knowledge during the training period.

TABLE - 8


Very much 5 10 %

Some what 35 70 %

Not at all 5 10 %

Cant say 5 10 %

Total 50 100%


Interpretation:

From the above table, it can be found that 10% of respondents feel that during

training period they have acquired very much knowledge, while 70% of respondents

feel that they have acquired somewhat knowledge during the training period. Another

10% they have not at all acquired knowledge, and 10% of respondents cant say.

10%

70%

10% 10%0%

10%

20%

30%

40%

50%

60%

70%

80%


ACQUIRED KNOWLEDGE


57/68

57

9. A question was posed with respondents regarding whether training is

essential to perform the duties effectively.

TABLE - 9


Very much 40 80 %

Some what 10 20 %

Not at all - -

Cant say - -

Total 50 100%


Interpretation:

From the above table show it can be useful that 80% of respondents feel that

very much training is essential to perform the duties effectively, while 20% of

respondents feel that training is somewhat essential to perform the duties effectively.

80%

20%

0 00%

10%

20%

30%

40%

50%

60%

70%

80%

90%


PERFORMING THE DUTIES EFFECTIVELY


58/68

58

10. Training programs bring the change in employees attitude.

TABLE - 10


Very much 20 40 %

Some what 25 50 %

Not at all - -

Cant say 5 10 %

Total 50 100%


Interpretation:

From the above table, 40% of the respondents the training programme an very

much important to bring the change in employees attitude, 50 % of the respondents

the training programme are somewhat important to bring the change in employees

attitude, 10% of the respondents the training programme are cant say important to

bring the change in employees attitude.

40%

50%

10%

0%

10%

20%

30%

40%

50%

60%


EMPLOYEE ATTITUDE


59/68

59

11. A question was posed with respondents regarding that training should be

a continuous process.

TABLE11


Very much 25 50 %

Some what 25 50 %

Not at all - -

Cant say - -

Total 50 100%


Interpretation:

From the above table, it can be found that 50% of respondents feel that they

Very much of training should be a continuous process. And another 50% of

respondents feel that somewhat training should be a continuous process.

50% 50%

0 00%

10%

20%

30%

40%

50%

60%


TRAINING A CONTINUOUS PROCESS


60/68

60

12. A question was asked with respondents regarding which training method

usually in practice.

TABLE - 12


On-the-Job training 50 100 %

Off-the-job training - -

Others - -

Total 50 100%


Interpretation:

All the respondents has been training through on the job methods in the

organization.

100%

0 00%

20%

40%

60%

80%

100%

120%

On-the-Job training Off-the-job training Others

TRAINING METHODS

Percentage


61/68

61

13. A question was asked with respondents regarding, the effective feedback

mechanism for the training programs.

TABLE13


Definitely 10 20 %

Probably 36 72 %

Probably not 4 8 %

TOTAL 50 100%


Interpretation:

From the above table, it can be found that, 20% of the respondents feel that

definitely training will be effective feedback mechanism while 72% of the

respondents feel that probably training will be effectively feedback and 8% of the

respondents fee that, its probably not effective feedback mechanism for the training

programs.

20%

72%

8%0%

10%

20%

30%

40%

50%

60%

70%

80%

Definitely Probably Probably not

EFFECTIVE FEED BACK


62/68

62

FINDINGS

60% of respondents rated that the training was very much useful to them. This

is because of that the training was useful to a great success and beneficial to a

great extent.

50% of respondents feel that the aware of training objectives before offering

training programs.

80% of respondents are satisfied by the training facilities provided by the

company.

50% of respondents rated that the performance of internally faculty are very

good and 30% of respondents rated that the performance of internal faculty are

excellent. Some of the employees feel that implementation of skills acquired through

training are goods, by taking training in the organization the employees and

establish knowledge, skills in their respective fields and establish good

relations with their co-workers as well as the management.

Employees are satisfied by the performance of external faculty.

100% of the respondents feel that the company providing on the job training.

Some what the employees feel that training is essential to perform the duties

effectively. This is because while performing the duties effectively in the

organization the company can reach the goal and by this employees can also

be benefited by getting bonus etc., from the company.

50% of the employee rated that the training programmes bring the change in

employees attitude. Its not compulsory that every employee have to change

their attitude after taking the training programs.

Most of employees feel that training should be a continuous process.

The company is providing only on the job training.

Some of the employees feel that the training should be an effective feedback

mechanism for the training programs. This must be compulsory in the

company to the employees that it should be given effective feedback after

accomplishing the task of the training. This made the employees to work

efficiently. This made the employees to work efficiently which lead to the

growth of the organization.


63/68

63

SUGGESTIONS

Training must be a continuous process for effective work.

The organization should recognize the training needs of the employee and plan

the training programmes accordingly.

An awareness should be created among the employees about the importance

and benefits of training.

Depending upon the performance of employees training should be provided.

Internal and external faculty should support the employees.

Not only on-the- job training but also off-the-job training is to be provided for

the employees.

Motivation environment should be created to employees so that employees

will improve their skills, knowledge and abilities.

Feedback must be provided regarding employees performance in the

organization.

The training and development programs conducted by the organization should

not only improve the job performance but also improve the personal life and

career development of the employees.


64/68

64

CONCLUSION

Training performs a vital role in the Organizational Performance and

Development. The Training Programmes Conducted by the Sree Rayalaseema

Sugar & Energy Pvt., Ltd., are Good and they should enhance the Man Power and

Improve the Companys Productivity and should make all the employees indulged

in the Training and Development Programmes and should get the best out of them.

If organization is continuous to Practice this kind of Concepts in its

Organization it will definitely help the employees to develop their skills and

motivates them to achieve higher goals. Besides that it helps the company to

maintain a Consistent Quality in their product which will help the company to

reach a Very good Position in no time with competitive Strength.

8/2/2019 Traini

Training and Development BY MAHESH

Documents

Transcript of Training and Development BY MAHESH