Vidhya Project Report 1

1.1 INTRODUCTION TO THE STUDY

In the field of human resources of management, training and development is the

field concerned with organisational activity aimed at bettering the performance of

individuals and groups in organisational settings. It has been known by several names

including employee development, human resources development, and learning and

development.

Training is an organized activity for increasing the knowledge and skills of people

for a definite purpose. It involves systematic procedure for transferring technical

knowledge- how to the employees so as to increase their knowledge and skills for doing

specific jobs with proficiency. In other words, the trainees acquire technical knowledge,

skills and problem solving ability by undergoing the training program.

The project study is mainly done to understand the effectiveness of the training and

development program for the employees in the organisation.

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1.2 EXECUTIVE SUMMARY

The project work has been undertaken in ITI Ltd, Palakkad. This project study gives

an analysis on the training programme in ITI Ltd, Palakkad.

The objectives of the project are to study about the training programme in ITI Ltd.

Palakkad. A sample size of 100 is selected for the study and the sampling technique used is

purposive sampling because each member of the population has an equal chance of being

selected. Structured questionnaire was used to collect the primary data for the analysis.

The data is analyzed using the percentage analysis and graphs. The analysis leads to a

conclusion that most of the employees have good opinion about the training programme of

ITI Ltd, Palakkad. Valuable suggestions and recommendations are also given to the

company for better future.

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1.3 NEED FOR THE STUDY

The need for the study is to measure the training programme in ITI LTD, to achieve

maximum effectiveness of job from the employees. The study of training programme is

useful to the company because the company will know about the strength and weakness

regarding their training policy. The study will also help the organization in evaluating the

training programs in future.

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1.4 STATEMENT OF THE PROBLEM

The industrial peace and social welfare of the organization is associated

with the employees of the organization. The business environment is constantly changing

therefore the knowledge and skill require for development will also change. To compete

with others, organization requires training strategy. By conducting this type of study, the

management of the company can analyze the training programs.

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1.5 OBJECTIVES OF THE STUDY

PRIMARY OBJECTIVES:

To find out the training programme provided to the employees in ITI Ltd

Palakkad.

SECONDARY OBJECTIVES:

To understand the satisfaction of the employees towards the existing training

programme

To know the attitude of the employees towards the training programme.

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1.6 SCOPE OF THE STUDY

The scope of the project is to finding out the training programme of ITI Ltd

Kanjikode. It helps to determine the training programme of the organization. Training gives

the opportunity to manage the standards and procedures, and the staff training &

certification in real time. Based on this study, we provide suggestions and recommendation

for the improvement of the training programme of organization.

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1.7 LIMITATION OF THE STUDY

In any study or research conducted, there will be some limitations associated with

it. Hence for that proper understanding of the project is inevitable to specify the limitation of

the study.

The time period of the study was very limited.

The views and the preferences of the people changes from time to time, hence the

result of the project may not be applicable in the long run.

The study is conducted by selecting 100 employees form ITI Ltd Palakkad. It may

not reflect the opinion of the entire employees in the company.

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1.8 INDUSTRY PROFILE

Telecommunications Industry

Telecommunications industry deals with the activities and services of

electronic systems for transmitting messages through cables, telephone, radio or

television. Components and factors responsible behind the growth of

telecommunications Industry. Two major factors responsible for the growth of

telecommunications industry are use of modern technology and market competition.

One of the products of modern technologies is optical fibres, which are being used as

a medium of data transmission instead of using coaxial or twisted pair cables. Optical

fibers can carry a high volume of data and are easier to maintain and install. Use of

communication satellites make this telecommunications industry a booming industry.

The use of mobile network has a crucial role behind the growth of an improved

telecommunications industry. Leading companies are showing their interest to invest

in this telecommunications industry.

Telecommunications industry is going to be a digitized one. Use of ISDN (Inter

Services Digital Network) makes this telecommunication industry a total digitalized

system and eventually enhanced the speed and quality of digital communication.

The introduction of these advanced technologies makes the telecommunications

industry

a competitive one, where a number of multinational companies have shown their

interest to invest in this industry and consequently the prices are reduced, the quality

is also improved. During the period of 1990, the telecommunication industry showed

a speedy growth in terms of investment and eventually increased the competition. The

competition between the companies led to the decline of revenues and e mployment

opportunities in telecommunications industry.

Telecommunication industry has created immense employment opportunities.

Most of the employees in this industry are engaged in large establishments, although

there are some small establishments, where a large number of small contractors are

involved. Fifty five percent of all workers are engaged in office and administrative

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support occupations. The other occupations of this industry relate to installation,

maintenance, and repair.

World Telecom Industry

World telecom industry is an uprising industry, proceeding towards a goal of

achieving two-third of the world's telecom connections. Over the past few years

information and

communications technology has changed in a dramatic manner and as a result of that

world telecom industry is going to be a booming industry. Substantial economic

growth and mounting population enable the rapid growth of this industry. Research

works associated with world telecommunication industry. A number of research

works are being carried out all over the world to improve the quality and speed of

transmission. Research works are also done on the basis of the users' needs. The

objective of the research work is to provide quality and affordable service to the

consumers. The world telecommunications market is expected to rise at an 11 percent

compound annual

growth rate at the end of year 2010. The leading telecom companies like AT&T,

Vodafone, Verizon, SBC Communications, Bell South, Qwest Communications are

trying to take the advantage of this growth. These companies are working on

telecommunication fields like broadband technologies, EDGE(Enhanced Data rates

for Global Evolution) technologies, LAN-WAN inter networking, optical networking,

voice over Internet protocol, wireless data service etc.

Economical aspect of telecommunication industry

World telecom industry is taking a crucial part of world economy. The total

revenue earned from this industry is 3 percent of the gross world products and is

aiming at attaining more revenues. One statistical report reveals that approximately

16.9% of the world population has access to the Internet.

Present market scenario of world telecom industry

Over the last couple of years, world telecommunication industry has been

consolidating by allowing private organizations the opportunities to run their

businesses with this industry. The Government monopolies are now being privatized

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and consequently competition is developing. Among all, the domestic and small

business markets are the hardest.

Telecom Industry in India

Telecom industry in India has a big market potentiality and is a fast growing

sector. Government of India is eager to reconstitute this telecom industry by enacting

effective policies for more investments from foreign companies, which results in a

very competitive and deregulated market in the world.

Policies of telecom industry in India

Government of India implemented the unified access licensing regime, which

enables basic and cellular mobile service to use any modern technology. In 1997,

Telecom Regulatory Authority of India (TRAI) was formed to facilitate the growth of

the telecom sector in India.

Major services and market potentiality of Telecom industry in India

Telecommunication sector in India is primarily subdivided into two segments,

which are Fixed Service Provider (FSPs) and Cellular Services. Telecom industry in

India constitutes some essential telecom services like telephone, radio, television and

Internet. Telecom industry in India is specifically emphasizing on latest technologies

like GSM (Global System for Mobile Communications), CDMA (Code Division

Multiple Access), PMRTS(Public Mobile Radio Trunking Services), Fixed Line and

WLL(Wireless Local Loop ). India has a prospering market specifically in GSM

mobile service and the number of subscribers is growing very fast.

Economic perspective of telecom industry in India

Telecom industry in India has a major role in Indian economy. The Indian

government is also enforcing some effective telecom policies and regulations for the

infrastructural growth of this industry. Indian telecom market provides a tele-density

of 8.5 percent as registered in the year 2004. A number of leading multinational

telecommunication companies are approaching and showing their interest to invest for

the telecom industry in India. Telecommunication industry of India ranked sixth

among all the telecommunication sectors in the world. In the year 2004, the total

number of telephone subscriptions were US$93.2.

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Leading telecommunication service providers of telecom industry in India

Bharat Sanchar Nigam Limited, Mahanagar Telephone Nigam Limited (MTNL),

Videsh Sanchar Nigam Limited (VSNL), Bharti Airtel, Tata Teleservices, SIFY Ltd.

are the major telecommunications service providers in India.

The stupendous growth of the telecommunication companies in India over the last

fifteen years can be attributed to the liberal government of India, economic policy.

The economic renaissance effected in the early 1990s brought around a paradigm shift

on the overall business scenario of India. The telecommunication companies in India

went through a huge make-over during the implementation of the open-market policy

of India.

The erstwhile closed market policy was replaced by a more liberal form of economic

policy. A whole new form of Indian Telecommunication Policy was drafted to

compliment the change effected in the economic policy of India. The amendment

effected the new telecommunication policy of India made huge changes with respect

to investments and entry of Foreign Direct Investments (FDI) and Foreign Institution

Investors (FII) respectively, into the virgin Indian telecommunication market. This

resulted entry of private, domestic and foreign telecommunication companies in India.

The economic contribution made by these newly formed telecommunication

companies of India is really mentioned worthy and this industry witnessed highest

growth after the Indian Information Technology industry. The robust growth of Indian

economy after the economic liberalization in the 1990s induced massive change in the

telecom policy and new draft was framed and implemented by the 'Telecom

Regulatory Authority of India' (TRAI) and 'Department of Telecommunication'

(DOT), under the Ministry of Telecommunication government of India. The main

aim of these telecommunication companies in India is to provide basic telephone

services to each and every Indian.

With the advent of private telecommunication companies in India, the industry

witnessed introduction of mobile telephones into the Indian market and it became

popular amongst the Indian masses in no time. Today two types of mobile phone

service providers operates in the Indian market, like the following -

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Global System for Mobile Communications (GSM)

Code Division Multiple Access (CDMA)

The main binding objective for all the telecommunication companies operating in

India are as follows -

To facilitate telecommunication for all.

Ensuring quick availability of telephone connectivity.

Achieve universal service access at affordable price covering all Indian

villages,as early as possible.

Providing world class telecommunication services.

Solving consumer complaints, resolve disputes, and special attention to be

given

to public interface.

To provide widest possible range of services at reasonable prices.

To emerges as a major manufacturing base and major exporter of

telecommunication equipment.

To protect the defense and security interests of the country.

Three types of service providers exist in the Indian telecommunication sector, like the

following:

State owned companies like - Bharat Sanchar Nigam Ltd, Videsh Sanchar Nigam Ltd

and Mahanagar Telephone Nigam Ltd

Private Indian owned companies like - Reliance Infocomm and Tata

Teleservices.

Foreign invested companies like - Hutchison-Essar, Bharti Tele-Ventures,

Escotel, Idea Cellular, BPL Mobile, Spice Communications etc.

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`1.9 COMPANY PROFILE

India’s first public sector unit (PSU) - ITI ltd was established in 1948.Ever

since, as a pioneering venture in the field of telecommunications, it has contributed to 50%

of the present national telecom network. With state-of-the-art manufacturing facilities

spread across six locations and a country wide network of marketing/service outlets, the

company offers a complete range of telecom products and total solutions covering the whole

spectrum of switching,Transmission,Access and Subscribers Premises equipment.

ITI joined the league of world class vendors of Global system for Mobile (GSM)

technology with the inauguration of mobile equipment manufacturing facilities at its

Mankapur and Rae Bareli Plants in 2005-06. This ushered in a new era of indigenous mobile

equipment production in the country. These two facilities supply more than nine million

lines per annum to both domestic as well as export markets.

The company is consolidating its diversification into Information and Communication

Technology (ICT) to hone its competitive edge in the convergence market by deploying its

rich telecom expertise and vast infrastructure. Network Management System, Encryption

and Networking Solutions for Internet Connectivity are some of the major initiatives taken

by the company.

Secure communication is the company’s forte with a proven record of engineering strategic

communication networks for India’s Defense forces. Extensive in-house R&D work is

devoted towards specialized areas of Encryption, NMS, IT and Access products to provide

complete customized solutions to various customers.

OVERVIEW

Corporate Head Quarters: ITI BHAVAN, Doorvani Nagar, Bangalore 560 016

Manufacturing Units: Bangalore, Naini (Allahabad-UP), Rae Bareli (UP), Mankapur (UP),

Palakkad (Kerala), Srinagar (J&K).

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Network System Unit: Bangalore

Regional offices : New Delhi, Kolkata, Luck now, Mumbai, Chennai, Hyderabad,

Bhubaneswar, Bhopal, Ahmadabad, Kochi.

Manpower : supported by 36 Area offices all over the country

11,500

R&D base : Bangalore, Naini, & Mankapur.

Quality system :ISO 9000 complaint.

Multi-locational state-of-the-art electronic assembly & component manufacturing facilities

accredited with ISO 9001:2000

Multi-locational ISO 14001: 2004 Environment Management Systems certified plants first

Indian company to manufacture BTS & other infra products for GSM/ WiMAX.

Countrywide marketing and customer care centers

In-house R&D for absorption of technology, indigenous development of products for in-

house manufacturing.

RESOURCES: Dedicated Network Systems Unit (Bangalore, New Delhi, Kolkata, Bhoal,

Ambala). State-of-the-art Manufacturing Plants (Bangalore, Mankapur, Rae Bareli, Naini,

Palakkad, Srinagar).R&D Centre

SMPS: Fabrications of 100A – 150A Power Plants with 25A base Module for GSM.

Fabrication of 200A-3000A’ Power Plant with 100A base Modules for telecom installation.

PRODUCTS: Cellular Mobile Infrastructule-GSM, WLL-CDMA Switching-OCB-283,

ISDN EPABX,IP-TAX, SSTP. Transmission-Satellite, Optical, Microwave,

VHF/UHF.Broadband Equipment- ADSL,WIMAX, G-PON, EDW AS. Customer Premises

P-equipment-IFWT,ADSL Modem, CLI Phones, GSM-FCT(Fixed Cellular Telephone),;

WiMAX CPE.

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SERVICE : Systems Integration-Telecom,IT, Shared Hub V-SAT Services,Customer Care

Services.Insallation & Commissioning of Telecom Equipment like GSM, CDMA, MLLN,

Microwave, Optical Fibre, etc. Pre-warranty & Post-Warranty maintenance services for all

Products/projects .Enterprise business like Data Centers etc.

PERFORMANCE

Performance from 2004 to 2009 in Rs. Crores

Year 2004-05 2005-06 2006-07 2007-08 2008-09

Sales(incl.ED) 1389.01 1749.38 1818.33 1210.00 1741.00

Production 1362.22 1607.20 1797.05 1250.42 1835.36

Profit/Loss after

Tax

(309.82) (428.76) (405.26) (358.00) (668.00)

Growth in

turnover

10.54% 25.94% 3.94% -33.45% 43.88%

CONTRIBUTION

HIGHLIGHTS

Telecom pioneers in India.

Contributed 50% to the existing national telecom network.

High impact turnkey specialist.

An ISO 9000 company with state-of-the- art facilities for entire range of telecom

equipment.

Dependable Integrated Logistics Support (ILS).

Strong in-house R&D

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PRODUCTS

GSM (Global System for Mobile)- BTS,BTS Shelter, Roof Top Tower,

CDMA (Code Division Multiple Access)

Switching: Large Switches, Medium Switches, Small Switches.

Transmission: Micro Wave, Fibre Optics, Satellites.

Access: Wireless In Local Loop(WLL), Digital Loop Carrier(DLC),Paigrain

Terminal equipment: Telephones, ISDN Products, Video Conferencing.

Micro electronics: Application Specific Integrated Circuits(ASICs)

IT Products: Computer Technology Integration (CTI), ITI PC.

Defence: OWS-Orderwire Secrecy,MIC PCM Secrecy, Ananda MIC II BEU

STM Encryptor, BEU IP, FAX Encryptor

Diversified Products: SMPS- Switched Mode Power Supply, Fake Note Detector,

Digital Inverter, Currency Counting Machine.

TECHNIAL COLLOBRATION STRATEGIC ALLIANCES

In order to meet the emerging needs of the customers as well as to develop cutting

edge capabilities ITI Limited has select strategic alliance with leading companies from

around the world.

Alcatel Lucent, France GSM Infrastructure

ZTE, China CDMA Infrastructure, DWDM, GE-PON,

NGN (IP TAX) –Class 5

Alphion, USA G-PON

SemIndia, India ADSL-CPEs

Huawei, China NGN (IP TAX)-Class 4, GSM (South Zone)

Tekelec Inc, USA SSTP

Tejas Networks India SDH Optical Transmission Eqpt

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Xalted, India STM-64

Mobi, China Antenna for GSM & CDMA

SAF Tehnika, Latvia 15/18 GHZ Microwave Equipment

Watch Data, China SIM Card

Tellabs, Finland MLLN

Vuppala, India CLIP Phones

VNT, India Automated Integrated Management System

C-DOT, India Small, Medium and Large Digital

Switches

Alcatel, France Large Digital Switches

Eltek/DACS, India SMPS

CUSTOMERS

Indian Customer Profile : Department of Telecommunication (DoT), Government of

India, BSNL Mahanagar Telephone Nigam, Defence Services, Paramilitary, Police Internal

Security Organisations, Power, Steel, Oil sectors, Railways, Post offices, Factories, Offices,

Bank, Corporate hotels, State and Central Government Organisation.

Global Customers Profile: Afghanistan, Botswana, Bhutan, Comoros, Gambia, Ireland,

Madagascar, Malaysia, Nepal, Rwanda, Sri Lanka, Sudan, Switzerland, Uganda, Vietnam,

Yemen, Zimbabwe.

INFRASTRUCTURE & FACILITIES

PHYSICAL SETUP

In-house R & D

Network System Unit capable of understanding turnkey jobs.

Self contained component evaluation centre.

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Fully automated assembly lines.

In circuit tester (ICT)

PCB manufacturing facilities.

Modern Chemical, Metallurgical Labs.

Mechanical fabrication/Machine shops with modern CNC machines.

Moulding & Die casting

Full fledged state of the art tool rooms

SMT (Surface mount technology)

Environmental testing

Component approval centre approved by Department of Telecommunications.

ISO 9000 compliant Quality Management System.

SERVICES

Turnkey projects

Project Management, System Engineering, Installation & Maintenance.

Network Solutions

Network Management Systems (NMS)

Value Added Services

Shared hub VSAT

IT Solutions

IT Projects

ITIPC

RESEARCH & DEVELOPMENT

ITI’s technological strength lies in its vibrant R&D Unit.

Products development by R&D forms a major portion of the company’s turnover.The

resources include.

An exclusive core R&D manned by highly qualified and talented engineers

with

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ISO 9001 certification and representation in national and international level

quality

standard panels.

State-of-the-art design aids

o Modern facilities for complete equipment and system evaluation

o Comprehensive vendor evaluation facilities

o Approval and qualification to match international standards.

o Customised Telecom and IT solution expertise.

o Expertise in adapting imported technology/ products to the country’s

requirement.

FACILITIES:

BANGALORE PLANT:

This is the first of the ITI set up in 1948. With its, vertically integrated, state-of-the-art

infrastructure, a vast range of telecom products are manufactures. They include digital

switches (large, medium, small), Digital Micro wave Equipment, Optic fibre equipments,

satellite communication equipment, access products, and terminal equipments.

The main R&D Centre is housed in this plant.

Areas of Business

Telecom Equipment Manufacture for Defence and Civilians Applications

Installation & Communication

Turnkey Solution

IT Networks

Diversified Products

Products

Switching: CSN-MM, C-DOT, ISDN and PABX

Access: WLL/CDMA INFRA, Broadband CorDECT(EDWAS), Antenna

GSM/CDMA

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Transmission: IDR SATCOM Microwave

Terminal equipment: Caller ID Phones

Defence Equipment: ORDERWIRE SECRECY(OWS), ANAD MK II BEU, MIL

PCM

SECRECY, L VSAT 5B/5C TELEPHONES, PRIMARY MUX

ASCON

EPBT

ADSL-CPEs, Secrecy Equipments

INFO KIOSKS and Desktop Computers

Facilities

SMT Line

Mechanical Fabrication and Assembly

Through- Hole Componenmt Assembly

PCB Manufacturing

Testing Facilities

Plastic Injection Technology

Tool Room

Finishing

Other Support Facilities

MANKAPUR PLANT

Mankapur Unit was established in 1983. The plant manufactures large digits switches and

digital trunk exchanges in technical collaboration with M/S ALCATEL. The unit also

produces state-of-the-art technology of BTS (Base Tran receive Station for GSM). A lean

and highly productive plant by virtue of its structure has the most modern facility for PCB

manufacturing assembly and automatic testing facilities with SMT Line and environment

test labs.

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Area of Business

C-DOT Product/CSN, application

Banking Product (Note Counting Machine, Fake Note Detector Machine etc)

AMF Panel Manufacturing

Cable Harnessing

Educational ERP for Educational Institutions

Finishing School for Engineering Students

Products

BTS A-9100

Switching: C-DOT

OCB-CSN Equipment

Note Counting Machine

Fake Note Detector

Digital Inverter

AMF Panel

Hardware Manufacturing

All types of hardware manufacturing including surface treatment and power coating

Facilities

PCB Manufacturing

Thick Flim Hybrid manufacturing

SMT Line

Metal parts finishing shop

Injection Moduling

Powder Coating

Connectors and MDF’s manufacturing

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Facilities include:

Research and Development

Thick Flim Hybrid manufacturing

Surface Mount Technology

Environment Test Lab

PCB Plant

PCB Assembly and Testing

Metal parts manufacturing

Finishing Shop

Moulding & Tool Room

Connectors and MDF’s manufacturing

RAE BARELI PLANT

Rae bareli Manufacturing Unit was setup in 1973 and boasts a world-class infrastructure.

Presently, this unit manufactures GSM network equipment and CDMA handsets.ITI Rae

bareli has taken a leap to enter broadband equipment G-PON and WIMAX. This unit is

India’s first telecom equipment manufacturer to conduct field trial of G-PON technology in

India, and is all set rollout India’s first lot of G-PON equipment.

Area of Business

Telephone Equipment Manufacture

GSM network equipment and CDMA handsets

Broadband equipment G-PON and WiMAX

Products

GSM-Infra(BTS), Shelter, Tower, RTT, SMPS, Control Panel, Franchise

Wimax & Wimax CPEs and GPON

Facilities

SMT Line

PCB Assembly

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In-Circuit Testing

Cabinet and Rack Manufacturing

Pressed and Formed Sheet Metal Components

Plastics Moulded Components

Electroplating and Powder Coating Facilities

NAINI PLANT

This plant was set up in 1971 for the manufacture of transmission equipment. The

major products are optic fibre systems of both PDH and SDH and telephone instruments of

various types. It has an R &D Centre and modern facilities for assembly and testing with

Surface Mount Technology. Environmental lab, metal parts manufacturing facilities and

PCB plant are part of the modern infrastructure.

Area of Business

Telecom Equipment Manufacture for Defence and Civilians.

IT Services

Diversified Products

Products

EPBT/CLI Phones

Transmission (Fiber Distribution Frame, FORDAR, 9.6 Kb/s Radio)

STMI STM4 STM16 STM64

2/34 OPTIMUX, DDF

DWDM 2.5G(32 CH),DWDM 10G(40 CH)

Solar Panels

Facilities

Environment testing

PCB Assembly and Testing

Card Assembly and Testing including Incircuit tester.

Metal parts Manufacturing

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Mechanical Fabrication / Machine Shop with modern CNC machines and Finishing

shop

Moulding shop

Computer Centre

Component approval centre approved by BSNL

SRINAGAR PLANT

Srinagar plant was set up in 1969 with 5 employees as an Ancillary to Bangalore

Complex for the supply of components Parts (initially different kinds of Braided Cords)

to the main Plant. In the year 1981, the status of plant was upgraded to that of a

manufacturing Plant of Telephone Instruments with an installed capacity of 1 lakh

telephone instruments.

Facilities

Well illuminated Assemblies with testing lines fully equipped with microtones system etc.

Wave soldering, lacquering /conformal coating.

Quality Assurance labs with fully equipped testing instruments i.e.

DC Sets

B&K life testers

Micortronix

Telephones analysers

LCZ meter

Megha Ohm meter

Micro Ohm meter

Transmission Testers

Digital Multimeters

Frequency Generators

KTS

FRT(Frequency Response Tracer)

Caller ID testers.

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Established in 1971 for component manufactures, this plant has upgraded facilities for

assembly and testing of telephones of various types.

NETWORK SYSTEM UNIT

Established in 1986, this is exclusive unit with capability for

Installation and maintenance

Turnkey Projects

MRTS (Mobile Radio Trunkey services)

Shared Hub VSAT Services

Annual Maintenance Contract

PALAKKAD PLANT

Delivering Total Turnkey Solutions

Manpower: 282

Non-Officers: 255

Contract Technicians: 28

Infrastructure:

Land: 135.9 Acres

ITI LIMITED, PALAKKAD was established in the year 1976, as he Nation’s first

Electronics Switching Systems Production Unit. The Unit is situated in the Industrial

corridors of Coimbatore and Kochi (Kanjikode) in the NH-47 and only 10 kms from

Palakkad town.

The Unit went into the production in 1976 with a meagre overall investment of Rs.26 lakhs

for producing 10500 lines of small electrical exchanges of 10 to 50 lines capacity. In 1980,

the unit was expanded with an investment of Rs. 98 lakhs, to produce 60,000 lines of

medium size electronics exchanges of 200 lines capacity. The product range at that stage

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included sophisticated microprocessor controlled Exchanges for civilian and Defence use

and Subscriber Line Routines used for maintaining the telephones lines.

In 1985, it was decided to establish manufacturing facilities for Digital Trunk Automatic

Exchanges, with an investment of Rs.67.57 Crores. The planned capacity was to

manufacture 30,000 circuits of DTAX equipment, 50,000 lines of ILT and 50,000 lines of

other exchanges totalling 1,60,000 lines apart from PCB manufacturing facilities. With

some modifications within the overall investment, facilities were established to manufacture

EIOB local exchange also, thereby increasing the overall capacity to 2,60,000 lines.

Quality of the product has been consistently good. The uncompromising attitude of the

Quality has fetched ITI Ltd., Palakkad, and the coveted self certification Scheme for

DTAX.Quality system in the unit was audited and certified to ISO-9002 QMS standard in

Sept.’93. The unit was emerged successful through the surveillance audits conducted by

IQRS and was reassessed and certified as per ISO-9002:1994 version in 1996 and in

1999.ISO 9001:2000 Edition Certification was awarded to ITI Palakkad Unit during

Sept.2002.Thge surveillance audit for QMS and the Certification audit for SMART card

were successfully completed during Sept’2003 and ISO 9001:2000 edition Certification was

awarded to ITI Palakkad unit for Smart card manufacturing during this audit. ISO

9001:2000 Edition 2nd Surveillance audit was successfully completed during September

2005 and September 2006.

Environmental Management System in palakkad Unit was audited by IRQS and certified to

ISO 14001:1996 Standard in January 2005 and upgraded to 14001:2004 Edition in April

2006.Subsequently Surveillance audit was conducted successfully during February 2007.

The unit is also engaged in the manufacture of OCB 283 switching system, in technical

collaboration with ALCATEL-CIT. Total production capacity of the unit is ONE MILLION

lines as per annum.Over these years, the Unit has grown to become one of the World Class

Manufacturing Plants, with the state-of-the-art FUJI SMT Assembly line, PCB Plant with a

capacity of 10,000 Sq. Meters of PCB’s per annum.(Double sided equivalent).

Based on the consistent quality of the product and services, ITI Ltd, Palakkad is certified

under Approved Inspection Scheme for supplying OCB 283 Core equipment to

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BSNL/MTNL with effect from 23/06/99.ITI Palakkad Unit has entered into the new

business area of Information Technology. Company introduced new product in order to

exploit the business opportunities of IT.SMART Card Manufacturing is started in 2001 in

Palakkad Unit in collaboration with Incard Italy and manufacturing of SMART cards in

collaboration with G&D Germany started from 2005: Recently: in July 2007, Manufacturing

of SMART cards in collaboration with M/s Watch Data started. The unit is gearing towards

the Approved Inspection Scheme for SIM Card Assembly.

ITI Palakkad was started the production of Multinational ID Cards for RGI during March

2007.In order to meet the emerging needs of the customers as well as to develop cutting

edge capabilities ITI has select strategic alliance with leading companies from around the

world. The strategic alliances with M/s. Teklec Inc., USA for SSTP and collaboration with

M/s. Tellabs, Finland are two backbone projects of ITI Palakkad.

Managed Leased Line Network is an inte4rgrated fully managed, multi-ser5vices digital

network platform through which services provided can offer wide range of services at an

optimal cost of Business subscribers. BSNL and MTNL are the two major customers.

MLLN and its application are beneficial to large sectors like banking, financial institutions,

Stock Markets, News Paper Industry, Broadcasting house and Internet services providers

etc.With a proven record of engineering strategic communication networks for India’s

Defence Forces, we have also proven our mettle in developing superior telecommunication

products and solutions, in highly secure environs.

OUR RANGE OF PRODUCTS

Large Digital Switches And Digital Trunk Exchanges (OCB)

Double Sided & Multi Layer Printed Circuit Boards (PCB)

Assembly of state-of-the-art Surface Mounted Devices (SMD)

SIM Cards/ Smart Cards/National ID Cards

New Generation Network (NGN) Equipment

Network Management System (NMS)

Managed Leased Line Network (MLLN)

Voice over Internet Protocol (VoIP)

27

Virtual Private Network (VPN)

Stand-alone Signalling Transfer Point (SSTP) Equipment.

Integrated Manufacturing Management System (IMMS) and other customised

software solutions

MANUFACTURING FACILITIY

ITI Limited, Palakkad, has a highly productive plan equipped with modern facilities for

Surface Mounted Devices (SMD) assembly and automated testing to ensure zero defect

product and Printed Circuit Board (PCB) manufacturing of various layer counts.

We also have state-of-the-art SIM Card Manufacturing and Personalization Centre, Modern

Calibration Lab, Cable Assembly and Harnessing Equipment, PC based Microprocessor

Development Systems and the latest Test Equipments.We are fully networked over a Local

Area Network with more than 200 nodes connecting all the Department along with VSAT

connectivity with all the other manufacturing Plants.

TESTING & QA

The facility has highly sophisticated tools and programmes to test the functioning of the

card, rack, cables and simulation activity based on the exact site installation layout. The

Manufacturing Automation Protocol (MAP) Test, Integration Test and Climatic Test ensure

a failure rate less than 2%. The facilities have been approved by BSNL with a Self

Certification stature.

TURNKEY SOLUTIONS: Supply, Installation & Commissioning

We have an exclusive Product Support Centre and Customers Services ‘Welcome’ Centre

equipped with skilled technical personnel and the latest test equipments, to ensure 24x7

support services.

Highlights

SMD Technology, PCB Assembly\

Installation, Commissioning & Technical Support of exchanges

Nationwide Annual Maintenance Contract (AMC) for OCB

28

Complete turnkey implementation of Nationwide Managed Leased Line

Network (MLLN) in collaboration with Tellabs

AMC for all the new products

Installation and commissioning of all the new solutions deployed like VoLP ,

MLLN, SSTP, IPTAX etc.

Equipment Calibration

SERVICES

ITI has been include in the CPSU Consortium for the ongoing National Population Register

programme of Government of India in which the data would contain personal identity

information like name, address and other family details of every individual above the age of

15 years.

29

2.0 REVIEW LITERATURE

Training and development are the methods which means the staff who are

inexperienced online will inevitably try and transfer what works for them, or what they

believe is the only the way for their discipline. This method is used by modern management

training companies facilitating skills, knowledge and attitudinal change.

Dowling, Selena (2005), Objectives of the study: To study the measurement of the

effectiveness of training and development. The research was developed after a review of the

related literature. The context for this dissertation is the hospitality industry, specifically

hotel chains in New Zealand, and is exploratory research. These themes were: lack of

resources to measure training effectiveness, turnover implications and subjectivity of

measurement methods currently used. This study shows that there are a number of areas in

the measurement of training effectiveness debate which require further research.

Ooi, Ai-Yee; Lee, Syin-Hau ( July 2007), International Journal of Business Research

Objectives of the study are the determinants of training effectiveness in Malaysian

organizations. The importance, relevance, and implications of training in organizations

today, and attempts to identify the significant determinants of training effectiveness. By

constructing a hypothetical research model to investigate the effect of 4 moderating

variables on the training participants (independent variable) towards training effectiveness

(dependent variable), a survey questionnaire was distributed to employees in various

organizations who have attended training programs. The aim of this study is to select

variables that are believed to be significant factors contributing towards training

effectiveness.

Yusaf Gohar and Rashid ejaz,(July 2000 ),Blekinge Institute of

Technology.Objectives of the study.The Case Study of Alfa Laval at the Ronneby

Manufacturing Unit.The continuous needs for individual and organizational development

can be traced to numerous demands, competitiveness, increased productivity and

employees’ development. The first thing that comes in the minds of the management is

productivity.

30

Herman Aguinis and Kurt Kraiger (January 2009), Objectives of the study : Benefits

of Training and Development for Individuals and Teams, Organizations, and Society. This

article provides a review of the training and development literature since the year 2000. We

review the literature focusing on the benefits of training and development for individuals

and teams, organizations, and society. We adopt a multidisciplinary, multilevel, and global

perspective to demonstrate that training and development activities in work organizations

can produce important benefits for each of these stakeholders. We also review the literature

on needs assessment and pretraining states, training design and delivery, training evaluation,

and transfer of training to identify the conditions under which the benefits of training and

development are maximized. Finally, we identify research gaps and offer directions for

future research.

Patrik Kull; Erik Brandt(2007),Objectives of the study is to know how firms in

Sweden find and nurture value adding human resources. Sweden is entering a time

characterized by a shortfall of qualified labour. Thus companies will have to hold on to, and

develop their most valued employees since it is getting harder to find competent

replacements. By finding and developing Talents, companies will improve their position in

the market and perhaps even create a competitive advantage. The academic discipline

concerning locating, assessing, developing and retaining Talents is called Talent

Management.The selection was made based on the response of a pre-study of 30 large

Swedish companies recognized for their employment practices. Nine oral interviews, with a

number of HR professionals at the corporations, were performed to investigate how they

utilize Talent Management to create more value from human resources. The thesis takes a

multiple case study approach investigating the utilization of Talent Management practices in

Sweden. The Swedish dialect of Talent Management correlates with the frame presented by

theory. Swedish firms are mostly locating Talents internally but are willing to use

outsourcing for some recruitments. Talents’ competencies are more important than their

credentials. Within the frame of their job description, Talents are encouraged to find

creative solutions to solve their tasks.

Ms. Saysana Phanalasy (January 2000),Objectives of the study is the effects of

vocational training on occupational development in lao pdr. The research deals with the

31

http://www.essays.se/about/Erik+Brandt/

http://www.essays.se/about/Patrik+Kull/

effects of vocational training on the occupational development in Champ sack province in

the south of Loa PDR.The main objectives of the research were to examine learning

methods of the vocational training and assess their effectiveness; to describe the process of

occupational generation of trainees after the vocational training; to assess the effect of

vocational training on the occupational development; to examine factors contribute to the

operations of business of trainees and identify problems of the business operations; and to

give recommendation to strengthen the learning methods of the vocational training and

suggest the interventions on the occupational development of those trainees. Main findings

of this research show that the vocational training provided to rural people by the NFEDC

was effective for some trainees who had resources base potential to set up their own

business after the training. The vocational training was effective through various kinds of

learning methods including classroom and practical session and a study visit. Factors

associated with the effectiveness of learning methods of vocational training included socio-

demographic aspects of trainees(i.e. age, previous experience and education level) and the

institutional aspect of the center(i.e. amount of instruction hours, frequency of instruction

sessions, availability of learning material, and availability of learning equipment)

Eriksson, Sara, kobin, Ulrika, Lulea University of Technology (May

2001),Objectives of the study is the purpose of this study is to gain deeper understanding of

Swedish MNC’s. International human resource (IHR) training in the context of MNC

strategy and international human resources training programs addressing expatriates and

host country nationals (HCNs).You reach our purpose we have chosen a qualitative and

descriptive approach and conducted three in-depth telephone interviews. IHR training

within Swedish MNC’s generally emphasis continuous competence development,

knowledge sharing, and implementation of core values necessary to attract, develop and

maintain qualified and motivated people. Another important finding is that the IHR strategy

corporate strategy must be linked in order for either one to be successful. Regarding

expatriate training programs the study showed that cross-cultural training (CCT) is used to

some extend as well as language training and pre-departure visits.

Tharenou,Phyllis;Monash University(1997),Objectives of the study are determinants of

participation in training and development.This paper reviews the evidence and theories

32

explaining participation in training and development at individual, job and organizational

level. Employee’s demography and training attitude, occupation types, the immediate work

environment of supervisor career support, and organizational internal employment system

and high performance work practice increase participation in training and development.

Michel.J.scharts, University of Tilburg(March 2007), Objectives of the study is the

relationship between training and organizational commitment. This research investigates the

literature in the field of the relationship between training and organizational commitment.

Organizational commitment is an interesting predictor for the willingness to remain in the

company. Training is a HRM practices that is influencing the organizational commitment.

The availability of the training has been shown to a strong relationship with affective

and normative commitment, but no association with continuance commitment. The thought

is that employees who receive training might perceive that the organization values them as

individuals and therefore develop a stronger affective commitment. Employees who are

aware of the expense of training or appreciate the skills they have acquired might develop a

sense of obligation (normalities commitment) that will keep them within the organization at

least long enough to allow them to reciprocate (Meyer and Allen, 1997).

The following conclusions can be presented in this thesis.First, training is related to

organizational commitment. The strongest relationships are found with the affective form of

organisational commitment. Social support for training produce the highest correlation with

all forms of organisational commitment. Second, the relationship between training and

organisational commitment is mediated by perceived support, procedural justice, awareness

of rules and morale and perceived quality of management, with the strongest correlation of

perceived support. Third, the relationship between training and affective commitment is

moderated by job satisfaction.

Thomas Cassidy (2001),Objectives of the study is the education and training in the

hospitality industry.The importance of management training to the hospitality industry has

been highlighted by Peterson & Hicks (1996). According to them management training is

vital because of the unavoidable changes that occur in organizations. To achieve continuing

33

progress successful reprograms themselves and retrain their employees accordingly, e.g. to

gain a competitive edge over their competitors by improving service quality in their hotel

etc.The effect of management training at the top filters downward throughout the entire

organization where well trained staff builds stronger teams of employees, in turn leading to

better financial results.

According to Gob (1999) this is an area that is often overlooked, as new employees are

eager to become contributing members of the team. Employees may therefore see the

amount of time and effort, which an organization spends, on them to help them become

competent as a strong training program can be from the employees perspective as an

indication that the employee is not important enough to warrant any attention & effort from

the organization.

Unsworth, Kerrie L., Bonello, Elaine C.;Queensland University of

Technology(1999)Objectives of the study is the Role of Individualism-Collectivism

Orientation in Training and Development.This study examined the relationship between

employee’s individualism-collectivism (I-C) orientation and attitudes towards, and uptake

of, training and development activity. A survey of 191 manufacturing employees

ascertained their I-C orientation, preferences for development activity, and actual

participation behavior in development activities. The results showed that the greater the

collectivistic orientation of an employee, the more they preferred activities that emphasized

group skills. A preference for development activities that emphasized personal skills

however was not related to I-C orientation. Collectivists participated more in activities that

emphasized group skills than activities emphasizing individual skills, while individuals

showed the apposite trend. Implications, both theoretical and practical, are discussed.

Yamao, Sachiko,Fenwick,Marilyn;Monash University(2006).Objectives of the study is

the role of training and development & knowledge transfer capacity.The capability to

transfer knowledge successfully within the multinational enterprise (MNE) has been

identified as a source of competitive advantage. This paper develops a conceptual

framework that links the knowledge transfer capacity of MNE employees, training and

development, and the degree of knowledge transfer success within MNEs. The integrative

34

conceptual framework bridges the disciplines of international business and strategic human

resources management, and organizational and individuals levels of analysis in MNEs.

Thus, from its perspective of the capability-based view of knowledge transfer, it contributes

to building theory and an agenda for future research into knowledge transfer capacity in

MNEs.

Zornada, M.A.; The university of Adelaide (2005,2006) journals,Objectives of the study

is E-learning and the changing face of corporate training and development.Internet

technology and the advent of e-learning application in many organizations have made a

fundamental difference to the way, organizations deliver training and development content,

activities and experiences to their employees. Some of the organizations at the forefront of

deploying e-learning technologies gave been global corporations and/or transaction

processing intensive organizations, who typically have difficulties assembling their staff for

traditional classroom based training activities, either due to logistical difficulties or because

of the impact, this would have on work flows and business continuity. Such organizations

have development approaches to e-learning and competency development that overcome the

logistical problems of conventional training by making innovative use of e-learning. This

paper examines the approaches used by several leading global, Australian and Asian

organizations, include Cisco Systems, Motorola, Quanta’s and several others by drawing on

a field study conducted by the writer during 2003-2004.It attempts to identify some key

emerging trends and practices in the field, and the lessons that can be learnt from the

experiences of organizations reviewed, for the successful deployment of e-learning

strategies

McKay, Michael; University of Southern Queensland(2007),Objectives of the study is

electrical training package for mining area. Training has some importance within the

Australian mining industry and is affected by many factor including the ageing workforce,

high levels of employee turnover and the current skills shortage, enhanced by the global

commodities boom fuelling the mining Industry. This dissertation outlines the designs,

development, implementation and evaluation of an electrical training package for the

Mining Area C Iron Ore deposit operated by HWE Mining in Western Australia. This

involves reach into training within the Australian mining industry and HWE Mining as well

35

as stakeholder consultation to identify and select the component of the electrical training

system. The development, implementation and evaluation of selected training material

highlighted the effectiveness of a site specific training system comprised of on-the-job and

simulated theoretical and practical components. The continuation of this process is to

develop the remaining material will provide significant benefits to the mining operation and

its employee’s development and positive reinforcement of a training culture within the

organization. The potential for this training package to be adapted to other disciplines within

the organizations has been identified and the ongoing evaluation process will provide a

strong basis for such projects.

Baharim,Shahril bin; Australasian Digital These Program (2008).Objectives of the study

are the influence of knowledge sharing on motivation to transfer training. Organization

wishing to enhance their return on investment from training must understand the variables

associated with transfer of training so that they can promote those which enable transfer and

intervene to limit those which inhibit transfer. In the international literature on training

transfer, researchers and practitioners have acknowledged that transfer of training will occur

only when trainees have the desire or motivation to transfer training to the job. In Malaysia,

despite increasing investment in public sector training, there has been very little research on

transfer of training.

This thesis contributes to a greater understand of transfer of training variables and how

they affects trainees’ motivation to transfer their training. Further, as the role of training has

progressively changed from a focus on programs to broader focus on learning, creating and

sharing knowledge. These theses test the hypothesis that knowledge sharing behavior

influences a trainees’ motivation to transfer their training. Using a research framework

constructed from an adaptation of two key Human Resources Development models (Holten

1996; Holten et al. 2000) and the theory of planned behavior (Ajzen 1991, this thesis

explores the contention that trainees’ motivation to transfer training is influenced by a

number of secondary variables, expected utility variables, transfer climate variables,

enabling variables and ability variables associated with sharing behavior. The findings of

this thesis impact on HRD function in the Malaysian public sector at two broad levels: pre

training and post training. The thesis makes a contribution to both HRD practices by

36

detailing the sort of HRD activities which will enhance transfer of training and secondly,

makes a contribution to theory through the creation of a new model of motivation to transfer

training which features knowledge sharing behavior.

Zheng, connie., Hyland, p. (paul), Soosay, Claudine.; Central Queensland

University.Objectives of the study is exploring training issues of multinational companies in

Asian. Effective employee training is important to organizations as it improves quality of

human resources, which in turn help achieve better organizational outcomes. The literature

on education, training and other aspects of human resources development (HRD) among

multinational companies (MNCs) in Asia is quite limited. This paper intends to explore

training expenditure, training programs offered and training concerns indicated by

companies, using a survey of 529 MNCs operating in six Asian countries (namely

Indonesia, Malaysia, Philippians, Singapore, Thailand, and Taiwan). The findings show that

the majority of MNCs surveyed recognized the benefits of employees in local subsidiaries.

Organizational variables such as size, industry, parent source and population of international

activity also affected training practices of MNCs. The paper identified some quality and

relevance issue related t formal and externally-conducted training programs.

37

3.0 RESEARCH METHODOLOGY

For achieving the objectives of study, survey was conducted. For survey, personal

interviews of the Management & workers were undertaken. Personal interviews were

selected as the mode of survey to make the study more meaningful & so that maximum

information could be collected. For conducting the personal interviews of the workers, a

questionnaire was made. The questionnaire was structured with open ended & close ended

questions.

Research Methodology prepares the investigator to adopt techniques and tools to

neutralize the description, explanation and justification of various methods of continuing

research. The study utilizes both primary and secondary data. Both primary data and

secondary data have been used in this study. However the study heavily relies on primary

data.

RESEARCH DESIGN

Research Design is the scheme of work to be undertaken by a researcher in various

stages. It is a guide to the researcher to achieve the goal set. The research design includes

mode of data to be collected, and analyzed part of research.

TYPE OF RESEARCH

Descriptive research is a fact finding research. It is used to explain the state of affairs

as it exists at present. They describe the characteristics of a particular individual or group. It

helps the researcher to use facts or information already available and analyses these to make

a critical evaluation of the material.

Period of the study

The Period of the study is 11th April to 23rd May

Area of study: Human Resource management, Employees of ITI Ltd, Palakkad.

38

SAMPLING DESIGN

Population: employees of ITI Ltd, Palakkad, which consists of 100 employees. The

population is Finite.

Sampling frame: officers and non- officers of the employees of the company.

Sample size

Sample size refers to items to be selected from the Universe to constitute a sample.

The sample size selected here is 100 employees; the period of study is two weeks.

Sample size = (Z2 ÷ 4e2) / √ (N-n ) / (N-n )

Where Z = Standard variant at 9 % confidence level

e = acceptance level

N = total number of employees

Sample size = 118.56*√ (282-86 / 282-1)

= 98.98 ~99~100

METHOD OF SAMPLING

Sample survey or sampling:-

Sampling may be defined as the process of obtaining information about an entire

population by examining only a part of it. In any investigation if data collected only from a

representative part of the universe we say that the data are collected by sampling. The

representative part is called a sample.

Sampling Technique

The sampling done is the Probability sampling and the method of sampling

used for my study is random sampling.

39

Method of Data collection

The task of data collection begins after a research problem has been defined and

research design checked out. While deciding about the method of data collection to be used

for study, the researcher should keep in mind two types of data, they are:

Primary Data

Primary sources are original sources from which the researcher directly collect data

that have not been previously collected. It is collected through Questionnaire.

Secondary Data

The secondary data consists of readily available data are already complied statistical

statements and reports whose data may be used by researchers for their studies. It is

collected through Journals, Magazines, Company records, and Websites.

DATA COLLECTION TOOL

The tool used for data collection is through Questionnaire using Likert Scales, which

is termed as summated instrument scale. This means that the items making up a Likert Scale

are summed to produce a total score. A Likert Scale is a composite of itemized scales. It

consisted of a number of statements which express whether a positive or negative attitude

towards the object of interest. The respondent is asked to agree or disagree with each

statement. Each response given a numerical score to reflect its degree of attitude,

favourableness or unfavourableness, and the score are totalled to measure the respondent’s

attitude. In other words, the overall score represents the respondent’s position on the

continuum of favourable-un favourableness towards an issue. Typically, each scale item will

have 5 categories. In Likert scale, the respondent is asked to respond to each of the

statements in terms of several degrees, usually five degrees of agreement or disagreement.

40

4.0 THEORETICAL FRAMEWORK OF THE STUDY

For organizational productivity training assumes great significance. Though it is a

type of education, training is job oriented. It is skill learning. Education is wider in scope

and general in purpose where as training is organization specific and practice based.

Training has greater significance for the success of modern organizations. Core

competencies and expertise give the organizations an edge over their competitors and

training plays a vital role in developing and strengthening these competencies. Change of

technology demands that employees update their knowledge, skills, abilities and technical

expertise. Jobs are becoming more interdependent demanding high interpersonal and

problem solving skills, which can be acquired only through training.

Human Resources Management is defined as the people who staff and manage

organization. It comprises of the functions and principles that are applied to retaining,

training, developing and compensating the employees in the organization. It is also

applicable to non-business organisations, such as education, healthcare etc. Human

Resources Management is defined as the set of activities, programs and functions that are

designed to maximize both organizational as well as employee effectiveness.

Scope of the HRM without a doubt is vast. All the activities of employees, from the time of

his entry into an organisation until he leaves, come under the horizon of HRM. The division

included in HRM are Recruitment, Payroll, Performance Management, Training and

Development, Retention, Industrial Relation, etc. Out of all these divisions, one such

important division is training and development.

Training and Development is a subsystem of an organization. It ensures that randomness

is reduced and learning or behavioural change take place in structured format. Training is

defined as the systematic development of the knowledge, skills and attitudes required by an

individual to perform a given tasks or job successfully. A formal definition of training and

development is determined as follows: It is any attempt to improve current or future

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

41

usually by changing the employee’s attitude or increasing his or her skills and knowledge.”

Training aims at improving the organization’s performance through the enhanced

performance of its employees. While training helps the employees to do their current jobs,

development prepares individuals to handle the future responsibilities.

The major purposes of training are improving employee performance, updating employee

skills, avoiding managerial obsolescence, preparing for promotion and managerial

succession, and satisfying personal growth needs. Training needs are determined based on

the organisation’s and the employee’s needs.

INPUTS IN TRAINING AND DEVELOPMENT

Any training and development programme must contain inputs which enable the

participants to gain skills, learn theoretical concepts and help acquire vision to look into the

distant future. The inputs of training and development are as follows:

1) Skills

2) Education

3) Development

4) Ethics

5) Attitudinal Changes

6) Decision making and problem solving skills

Organizations’ provide training to employees in the area of company policies and

procedures, specific skills, human relations, and managerial skills. Some organizations also

provided apprentices training. There are two types of training methods – on-the-job and off-

42

the-job. In on-the-job training methods, an employee is given training in the actual work

situation, where he learns by doing and through direct experience.

Some of the on-the-job methods of training are job instruction training, apprenticeship

and coaching, lob rotation, and committee assignments. Off-the-job training refers to the

training given to an employee away from the immediate work area. Here the employee

focuses his attention upon learning from the trainer’s lectures of through simulated

exercises. Off-the-job training methods includes classroom lectures; various simulation

exercises like case exercises, experimental exercises, computer modelling, vestibule training

and role playing ; and programmed instructions. Systematic evaluation of training activities

helps in evaluating the success of the training program.

Training increases productivity, reduces the level of supervision required, reduces

accidents related to work and increases the organizational stability. Apart from training, an

organizational should also concentrate on management development. Management

development is a systematic process of growth and development by which employees

develop their skills and abilities to manage.

It is future oriented and is concerned with education of the employees. Management

development improves a manager’s ability to understand problems and arrive at solutions. It

helps the manager in effective handling of his different work roles like planning, monitoring

performance, communication and development. Management development programs are

designed to meet specific objectives, which contribute to both employee and organisational

effectiveness.

There are several steps in the process of management development. These include

reviewing organisational objective, evaluating the organisation’s current management

resources, determining individual development needs, designing and implementing

development programs, and finally, evaluating the effectiveness of the programs.

43

The two categories of development methods are on-the-job development, and off-

the-job development. Some of the widely used on-the-job development methods are:

coaching. Job rotation, under study assignment and multiple management .Off-the-job

development methods include simulation exercise, sensitivity training, transactional

analysis, conferences and lectures. To ensure the success of the management development

programs, they have to be evaluated from time to time.

TRADITIONAL AND MODERN APPROACH OF TRAINING AND

DEVELOPMENT

Traditional approach- Most of the organizations before never used to believe in

training. They were holding the traditional view that managers are born and not made. There

were also some views that training is a very costly affair and not worth. Organizations used

to believe ore in executive pinching. But now the scenario seems to be changing.

Modern approach- of training and development is that Indian Organizations have

realised the importance of corporate training. Training is now considered as more of

retention tool than a cost. The training system in Indian industry has been changed to create

a smarter workforce and yield the best results.

TRAINING AND DEVELOPMENT OBJECTIVES

The principle objective of training and development division is to make sure the

availability of a skilled and willing workforce to an organization. In addition to that, there

are four other objectives: Individual, Organizational, Functional, and Societal.

Individual Objectives- help employees in achieving their personal gaols, which in turn,

enhances the individual contribution to an organization.

Organizational objectives- assist the organization with its primary objectives by bringing

individual effectiveness.

44

Functional Objectives- maintain the department’s contribution at a level suitable to the

organization’s needs.

Societal Objectives- ensure that an organization is ethically and socially responsible to the

needs and challenges of the society.

45

VARIABLES OF THE STUDY

Training is the process of increasing the knowledge and skills for doing particular

job .People learn knowledge and skill for a definite purpose by an organized procedure. In

other words training is a systematic program of the organization, which aims at increasing

the aptitude, skills and abilities of the workers to perform specific job. By training, the

employee can acquire new manipulative skills, technical knowledge, problem solving

abilities etc.

Training duration : - Duration is the time or period of the activity. The duration

will give an idea whether the training period is sufficient or not.

Individual attention :- is the cognitive process of selectivity on one aspect bof the

environment while ignoring other thing.

Type of training :- The management should select an appropriate method or type

of training which is suited to the organisation needs; there are two types of

training

a) On the job training

b) Off the job training

Employee co-operation :- It enables to assess whether the employees are

participating in the training programs and determining the needs.

Efficiency of the employee : - It is the individual skill of an employee to perform

better.

Number of trainees : - It is the no: of employees included for a single training

batch. The no: of trainees in a batch influences directly on the training

programme.

Feed back from employees : - It refers to the response of the employees about the

quality of training.

46

Table 5.1

The table showing age group of the employees

Age group No of respondents Percent (%)< 25 years - -

25 - 35 years 5 5.0

35 - 45 years 15 15.0

45 - 55 years 60 60.0

55 above 20 20.0

Total 100 100.0

Interpretation:-

The table above shows, out of 100 respondents 60 are in the age group 45 – 55, 20 are in

the age group 55 above, 15 are in the age group 35– 45, & 5 of age are in the group 25 –

35 years.

Chart 5.1

47

above5545 - 5535-4525 - 35

Age

60.0%

50.0%

40.0%

30.0%

20.0%

10.0%

0.0%

Per

cen

t

20.0%

60.0%

15.0%

5.0%

The chart showing age group of the employees

Interpretation:-

The chart above shows, out of 100 respondents 60 percent are in the age group 45 – 55, 20

percent are in the age group 55 above, 15 percent are in the age group 35– 45, & 5 percent

of age are in the group 25 – 35 years.

Table 5.2

48

The table showing the gender of the employees

GenderNo of respondents Percent (%)

Male 75 75.0

Female 25 25.0

Total 100 100.0

Interpretation:-

The table above shows, out of 100 respondents 75 are male & 25 are female.

Chart 5.2

49

FemaleMale

Gender

80.0%

60.0%

40.0%

20.0%

0.0%

Per

cen

t

25.0%

75.0%

The chart showing the gender of the employees

Interpretation:-

The chart above shows, out of 100 respondents 75 percent are male & 25percent are female.

Table 5.3

50

The table showing qualification of the employees

Interpretation:-

The table above shows, out of 100 respondents 25 are with ITI Grade qualification, 25 with

Diploma, 25 with Degree, 25 with PG qualification.

Chart 5.3

The chart showing qualification of the employees

51

qualification No of respondents Percent(%)

ITI Grade 25 25.0

Diploma 25 25.0

Degree 25 25.0

PG 25 25.0

Total 100 100.0

PGDegreeDiplomaITI Grade

Education

25.0%

20.0%

15.0%

10.0%

5.0%

0.0%

Per

cen

t 25.0%25.0%25.0%25.0%

Interpretation:-

The chart above shows, out of 100 respondents 25 are with ITI Grade qualification, 25 with

Diploma, 25 with Degree, 25 with PG qualification.

Table 5.4

The table showing the category/grade of the employees

52

CategoryNo of respondents Percent (%)

Officers 35 35.0

Non officers 65 65.0

Total 100 100.0

Interpretation:-

The table above shows, out of 100 respondents 65 are Non officers & 35 are Officers.

Chart 5.4

The chart showing the category/grade of the employees

53

Non officersOfficers

Category

70.0%

60.0%

50.0%

40.0%

30.0%

20.0%

10.0%

0.0%

Per

cen

t

65.0%

35.0%

Interpretation:-

The chart above shows, out of 100 respondents 65 percent are Non officers & 35percent are

Officers.

Table 5.5

The table showing income of the employees

54

Income No of respondents Percent (%)

<10000 - -

10000-15000 5 5.0

15000-20000 15 15.0

20000-30000 45 45.0

30000 above 35 35.0

Total 100 100.0

Interpretation:-

The table above shows, out of 100 respondents 45 employees have 20000-30000 income, 35

employees have above 30000,15 employees have 15000-20000, 5 employees have 10000-

15000.

Chart 5.5

The chart showing income of the employees

55

Above 3000020000-3000015000-2000010000-15000

Monthly income

50.0%

40.0%

30.0%

20.0%

10.0%

0.0%

Per

cen

t

35.0%

45.0%

15.0%

5.0%

Interpretation:-

The chart above shows, out of 100 respondents 45 percent of employees have 20000-30000

income, 35 percent of employees have above 30000,15 percent of employees have 15000-

20000, 5 percent of employees have 10000-15000.

Table 5.6

56

The table showing experience of the employees

Experience No of respondents Percent (%)

< 5 years - -

5 - 10 years - -

10 - 15 years 12 12.0

15-20 years 32 32.0

20 above 56 56.0

Total 100 100.0

Interpretation:-

The table above shows, out of 100 respondents 56 have above 20 years experience, 32 with

15-20 years of experience, 12 with10-15 years of experience.

Chart 5.6

57

20above15-20yrs10-15yrs

Experience

60.0%

50.0%

40.0%

30.0%

20.0%

10.0%

0.0%

Per

cen

t

56.0%

32.0%

12.0%

The chart showing experience of the employees

Interpretation:-

The chart above shows, out of 100 respondents 56 percent have above 20 years experience,

32 percent with 15-20 years of experience, 12 percent with10-15 years of experience.

Table 5.7

58

The table showing department of the employees

Department No of respondents Percent

P C B plant 15 15.0

Quality control 25 25.0

Finance 5 5.0

Production 35 35.0

Purchase 20 20.5

Total 100 100.0

Interpretation:-

The table above shows, out of 100 respondents 35 are from production department, 25 are

from Quality control, 20 are from Purchase department, 15 are from PCB Plant and 5 are

from Finance department.

Chart 5.7

59

PurchaseProductionFinanceQuality controlPCB Plant

Department

40.0%

30.0%

20.0%

10.0%

0.0%

Per

cen

t

20.0%

35.0%

5.0%

25.0%

15.0%

The chart showing department of the employees

Interpretation:-

The chart above shows, out of 100 respondents 35 percent are from production department,

25 percent are from Quality control, 20 percent are from Purchase department, 15 percent

are from PCB Plant and 5percent are from Finance department.

Table 5.8

60

The table showing duration of the training

Opinion No of respondents Percent (%)

Strongly agree 15 15.0

Agree 55 55.0

Neutral 15 15.0

Disagree 10 10.0

Strongly disagree 5 5.0

Total 100 100.0

Interpretation:-

The table above shows, out of 100 respondents 55 agree that the training duration is

satisfactory, 15 strongly agrees, 15 have no opinion and rest of them have negative opinion

Chart 5.8

The chart showing duration of the training

61

Strongly AgreeAgreeNeutralDisagreeStrongly Disagree

Duration

60.0%

50.0%

40.0%

30.0%

20.0%

10.0%

0.0%

Per

cen

t

15.0%

55.0%

15.0%10.0%

5.0%

Interpretation:-

The chart above shows, out of 100 respondents 55 percent Agree that the training duration is

satisfactory, 15 percent strongly agrees, 15 percent have no opinion and rest of them have

negative opinion

Table 5.9

The table showing type of training

62

Opinion No of respondents Percent


Agree 65 65.0

Neutral 15 15.0

Disagree - -

Strongly disagree - -

Total 100 100.0

Interpretation:-

The table above shows, out of 100 respondents 65 agree that type of training is satisfactory,

20 strongly agrees,15 have no opinion and rest of them have negative opinion.

Chart 5.9

63

Strongly AgreeAgreeNeutral

Type

70.0%

60.0%

50.0%

40.0%

30.0%

20.0%

10.0%

0.0%

Per

cen

t

20.0%

65.0%

15.0%

The chart showing type of training

Interpretation:-

The chart above shows, out of 100 respondents 65 percent agree that type of training is

satisfactory, 20 percent strongly agrees, 15 percent have no opinion and rest of them have

negative opinion.

Table 5.10

64

The table showing no of trainees



Agree 29 29.0

Neutral 21 21.0

Disagree 4 4.0


Total 100 100.0

Interpretation:-

The table above shows, out of 100 respondents 42 strongly agree that the number of trainees

included in each training batch is appropriate, 29 agrees, 21 have no opinion and rest of

them have negative opinion.

Chart 5.10

The chart showing no of trainees

65

Strongly

Agree

AgreeNeutralDisagreeStrongly

Disagree

Number

50.0%

40.0%

30.0%

20.0%

10.0%

0.0%

Pe

rc en t

42.0%

29.0%

21.0%

4.0%4.0%

Interpretation:-

The chart above shows, out of 100 respondents 42 percent strongly agree that the number of

trainees included in each training batch is appropriate, 29 percent agrees, 21 percent have no

opinion and rest of them have negative opinion.

Table 5.11

The table showing individual attention

66

Interpretation:-

The table above shows, out of 100 respondents 40 strongly agree that they got individual

attention during training period, 26 agrees, 26 have no opinion and rest of them have

negative opinion

Chart 5.11

The chart showing individual attention

67



Agree 26 26.0

Neutral 26 26.0

Disagree 4 4.0


Total 100 100.0

StronglyAgree

AgreeNeutralDisagreeStronglyDisagree

Attention

40.0%

30.0%

20.0%

10.0%

0.0%

Per

cen

t

40.0%

26.0%26.0%

4.0%4.0%

Interpretation:-

The chart above shows, out of 100 respondents 40 percent strongly agree that they got

individual attention during training period, 26 percent agrees, 26 percent have no opinion

and rest of them have negative opinion

Table 5.12

The table showing systematic training method

68



Agree 34 34.0

Neutral 17 17.0

Disagree 6 6.0


Total 100 100.0

Interpretation:-

The table above shows, out of 100 respondents 35 strongly agree that the company follows a

systematic training, 34 agrees, 17 have no opinion and rest of them have negative opinion.

Chart 5.12

The chart showing systematic training method

69

StronglyAgree


Systematic

40.0%

30.0%

20.0%

10.0%

0.0%

Per

cen

t

35.0%34.0%

17.0%

6.0%8.0%

Interpretation:-

The chart above shows, out of 100 respondents 35 percent strongly agree that the company

follows a systematic training, 34 percent agrees, 17 percent have no opinion and rest of


Table 5.13

The table showing level of confidence

70



Agree 34 34.0

Neutral 17 17.0

Disagree 6 6.0


Total 100 100.0

Interpretation:-

The table above shows, out of 100 respondents 35 strongly agree that the training program

helps to increase their confidence level, 34 agrees, 17 have no opinion and rest of them have

negative opinion.

Chart 5.13

The chart showing level of confidence

71

StronglyAgree


Confidence

40.0%

30.0%

20.0%

10.0%

0.0%

Per

cen

t

35.0%34.0%

17.0%

6.0%8.0%

Interpretation:-

The chart above shows, out of 100 respondents 35 percent strongly agree that the training

program helps to increase their confidence level, 34 percent agrees, 17 percent have no


Table 5.14

The table showing co operation of senior employees

72

Opinion No of respondents Percent(%)


Agree 26 26.0

Neutral 26 26.0

Disagree 4 4.0


Total 100 100.0

Interpretation:-

The table above shows, out of 100 respondents, 40 strongly agree for the cooperation of

senior employee, 26 agrees, 26 have no opinion and rest of them have negative opinion.

Chart 5.14

The chart showing co operation of senior employees

73

Strongly

Agree


Disagree

Cooperation

40.0%

30.0%

20.0%

10.0%

0.0%

Per

cen

t

40.0%

26.0%26.0%

4.0%4.0%

Interpretation:-

The chart above shows, out of 100 respondents, 40 percent strongly agree for the

cooperation of senior employee, 26 percent agrees, 26 percent have no opinion and rest of


Table 5.15

The table showing knowledge level

74



Agree 30 30.0

Neutral 20 20.0

Disagree 9 9.0


Total 100 100.0

Interpretation:-

The table above shows, out of 100 respondents, 36 strongly agree the knowledge level of the

trainer, 30 agrees, 20 have no opinion and rest of them have negative opinion.

Chart 5.15

The chart showing knowledge level

75

Strongly

Agree


Disagree

Knowledge

40.0%

30.0%

20.0%

10.0%

0.0%

Per

cen

t

36.0%

30.0%

20.0%

9.0%

5.0%

Interpretation:-

The chart above shows, out of 100 respondents, 36 percent strongly agree the knowledge

level of the trainer, 30 percent agrees, 20 percent have no opinion and rest of them have

negative opinion.

Table 5.16

The table showing proper feedback

76



Agree 37 37.0

Neutral 22 22.0

Disagree 8 8.0


Total 100 100.0

Interpretation:-

The table above shows, out of 100 respondents, 37 agree that proper feedback is taken from

the trainee during training period, 24 strongly agrees, 22 have no opinion and rest of them

have negative opinion.

Chart 5.16

The chart showing proper feedback

77

Strongly

Agree


Disagree

Feedback

40.0%

30.0%

20.0%

10.0%

0.0%

Per

cen

t

24.0%

37.0%

22.0%

8.0%9.0%

Interpretation:-

The chart above shows, out of 100 respondents, 37 percent agree that proper feedback is

taken from the trainee during training period, 24 percent strongly agrees, 22 percent have no


Table 5.17

The table showing imparting of training by management

78



Agree 26 26.0

Neutral 23 23.0

Disagree 14 14.0


Total 100 100.0

Interpretation:-

The table above shows, out of 100 respondents, 31 strongly agree that the management is

imparting necessary training to update the skills and knowledge, 26 agrees, 23 have no


Chart 5.17

The chart showing imparting of training by management

79

Strongly

Agree


Disagree

Skills

30.0%

20.0%

10.0%

0.0%

Per

cen

t 31.0%

26.0%23.0%

14.0%

6.0%

Interpretation:-

The chart above shows, out of 100 respondents, 31 percent strongly agree that the

management is imparting necessary training to update the skills and knowledge, 26 percent

agrees, 23 percent have no opinion and rest of them have negative opinion.

Table 5.18

The table showing training evaluation

80


Yes 65 65.0

No 35 35.0

Total 100 100.0

Interpretation:-

The table above shows, out of 100 respondents, 65 are in the category of yes for the training

evaluation method, 35 are in the category of no.

Chart 5.18

The chart showing training evaluation

81

YesNo

Evaluation

70.0%

60.0%

50.0%

40.0%

30.0%

20.0%

10.0%

0.0%

Per

cen

t

65.0%

35.0%

Interpretation:-

The chart above shows, out of 100 respondents, 65 percent are in the category of yes for the

training evaluation method, 35 percent are in the category of no.

Table 5.19

The table showing training evaluation satisfaction

82



Agree 35 35.0

Neutral 19 19.0

Disagree 15 15.0


Total 100 100.0

Interpretation:-

The table above shows, out of 100 respondents, 35 agree that the training evaluation method

is satisfactory, 22 strongly agrees, 19 have no opinion and rest of them have negative

opinion.

Chart 5.19

The chart showing training evaluation satisfaction

83

StronglyAgree


Satisfactory

40.0%

30.0%

20.0%

10.0%

0.0%

Per

cen

t

22.0%

35.0%

19.0%

15.0%

9.0%

Interpretation:-

The chart above shows, out of 100 respondents, 35 percent agree that the training evaluation

method is satisfactory, 22 percent strongly agrees, 19 percent have no opinion and rest of


Table 5.20

The table showing training impact on skills

84

skill No of respondents Percent (%)

Technical 53 53.0

Managerial 47 47.0

Other - -

Total 100 100.0

Interpretation:-

The table above shows, out of 100 respondents, 53 are technically increased their skills and

47 are managerial.

Chart 5.20

85

ManagerialTechnical

Skills increased

60.0%

50.0%

40.0%

30.0%

20.0%

10.0%

0.0%

Per

cen

t

47.0%

53.0%

The chart showing training impact on skills

Interpretation:-

The chart above shows, out of 100 respondents, 53 percent are technically increased their

skills and 47 percent are managerial.

Table 5.21

86

The table showing efficiency



Agree 31 31.0

Neutral 19 19.0

Disagree 4 4.0


Total 100 100.0

Interpretation:-

The table above shows, out of 100 respondents, 40 strongly agree to increase their

efficiency, 31 agrees, 19 have no opinion and rest of them have negative opinion.

Chart 5.21

87

Strongly AgreeAgreeNeutralDisagreeStrongly disagreedisagree

Efficiency

40.0%

30.0%

20.0%

10.0%

0.0%

Per

cen

t

40.0%

31.0%

19.0%

4.0%6.0%

The chart showing efficiency

Interpretation:-

The chart above shows, out of 100 respondents, 40 percent strongly agree to increase their

efficiency, 31 percent agrees, 19 percent have no opinion and rest of them have negative

opinion.

Table 5.22

88

The table showing sufficient materials

Opinion No of respondents Percent


Agree 32 32.0

Neutral 19 19.0

Disagree 15 15.0


Total 100 100.0

Interpretation:-

The table above shows, out of 100 respondents, 32 agree that the organisation provides

sufficient materials, 20 strongly agrees, 19 have no opinion and rest of them have negative

opinion.

Chart 5.22

89

The chart showing sufficient materials

strongly agreeagreeneutraldisagreestrongly disagree

period

30.0%

20.0%

10.0%

0.0%

Percent

20.0%

31.0%

19.0%

16.0%14.0%

Interpretation:-

The chart above shows, out of 100 respondents, 32 percent agree that the organisation

provides sufficient materials, 20 percent strongly agrees, 19 percent have no opinion and

rest of them have negative opinion.

Table 5.23

90

The table showing overall effectiveness

Opinion Frequency Percent

Excellent 41 41.0

Good 26 26.0

Average 17 17.0

Poor 10 10.0

Very poor 6 6.0

Total 100 100.0

Interpretation:-

The table above shows, out of 100 respondents 41 have excellent opinion about the overall

effectiveness of the training programme, 26 have good opinion, 17 have average opinion

and 10 have poor opinion and 6 percent have very poor opinion.

Chart 5.21

91

ExcellentGoodNeutralPoorVery poor

Effectiveness

50.0%

40.0%

30.0%

20.0%

10.0%

0.0%

Per

cen

t

41.0%

26.0%

17.0%

10.0%6.0%

The chart showing effectiveness

Interpretation:-

The chart above shows, out of 100 respondents 41 percent have excellent opinion about the

overall effectiveness of the training programme, 26 percent have good opinion, 17 percent

have average opinion and 10 percent have poor opinion and 6 percent have very poor

opinion.

Descriptive Statistics

92

Descriptive statistics above shows that the variables type of training and the number

of employees in each training batch has a mean greater than or equal to 4. So these variables

have more significance in the training programme as per the analysis. The variables duration

of the training, number of trainees for each batch, individual attention, systematic training

method, confidence, co-operation, knowledge level of the trainer, proper feedback, skills

and knowledge imparted, training evaluation, efficiency of training and period of training

have significant standard deviation (ie) greater than 1.

5.1 FINDINGS AS PER ANALYSIS

93

Variables Mean Std. DeviationAge 3.95 .744Gender 1.25 .435Education 2.50 1.124Category 1.65 .479Monthly income 4.16 .861Experience 4.64 .523Department 3.30 1.494Duration 3.65 1.019Type 4.05 .592Number 4.01 1.078Attention 3.93 1.103Systematic 3.82 1.209Confidence 3.82 1.209Cooperation 3.94 1.090Knowledge 3.83 1.164Feedback 3.60 1.206Skills 3.62 1.229Evaluation 1.65 .479Satisfaction 3.46 1.243Skills increased 1.47 .502Efficiency 3.95 1.140Period 3.27 1.332Effectiveness 3.86 1.231Valid N (list wise)

55% of the employees are agrees with the duration of the training programme

provided by the company.

65% agree that the type of training programme provided to employees is satisfied.

42% strongly agree that no: of trainees included for each training batch is

appropriate.

40% strongly agree that individual attention is given for each trainee during training

programme.

35% strongly agree that there is a systematic training method followed by the

company.

35% strongly agree that the training programme helps to increase the level of

confidence.

40% strongly agree that the co-operation of the senior employee helps in the training

programme.

36% strongly agree that the knowledge level of the trainee is good.

37% agree that proper feedback is taken from the trainees for the improvement at the

time of training.

31% strongly agree that the management is imparting necessary training to update

the skills and the knowledge.

65% agree that there is a training evaluation method in the company.

35% agree that the training evaluation done by the management is satisfactory.

53% of technical skills are increased on training.

40% strongly agree that the training programme provided by the company help the

employees to increase their efficiency.

32% agree that the organisation provides sufficient materials during the period of

training.

41% had the opinion that the overall effectiveness of the training programme is

excellent.

5.2 SUGGESTIONS

94

Management must take appropriate measure to make that all the employees are

highly improved by the training programme.

Maintain proper communication between the superior and sub-ordinates.

The company may try to aware the employees for the benefit of training and provide

a certificate of excellence or rewards for the performance shown during the training

sessions. It beneficial to improve the participation and attitude of the trainees.

Trainees can concentrate more on interacting with the employees and clearing the

doubts in a better way to get much more improved skilled.

Management must provide more technical backup whenever necessary.

Management must adopt proper measures to decrease absenteeism through proper

training means.

5.3 CONCLUSION

95

Employees are the assets of any organisation making the maximum utilisation of this

assets is the core responsibility come under the human resource department. At the same

time it is the duty to provide better opportunity for improving their performance. The

performance of the employee is improved through adequate training programme. Training

program is mainly concentrate on personality development as well as work related

development and this type of training program is help to strengthen the commitment of the

employees towards the work. The training and its importance are very useful to the

organisation to its growth. At the end of the study it was found that, the employees of the

company are satisfied with training programs provided to them. But the company has to

improve their training infrastructure and the techniques to the current trend so that they will

be able to face the challenges of the new world in a better way.

96

BIBILOGRAPHY

C.R KOTHARI RESEARCH METHODOLOGY methods and techniques 2nd

REVISED EDITION, NEW DELHI, NEW AGE INTERNATIONAL (P) LIMITED, PUBLISHERS,2009

T N CHHABRA- ‘HRM CONCEPTS AND ISSUES’ DHANPAT RAI AND

COMPANY- 5TH EDITION 2008

S S KHANKA-‘ ORGANIZATIONAL BEHAVIOR’, OCTOBER 2005 AND

JANUARY 2006

ITI LTD RECORDS

97

WEBLIOGRAPHY

WEBSITES

www.wikipedia .com

www.projectsparadise .com

www.itiltd-india.com

www.academicresearchpapers.com

98

http://www.itiltd-india.com/

Vidhya Project Report 1

Documents

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