INTRODUCTION

Significance of HR
Human Resource is the most potential and versatile resource.

Its effective

utilization is a sine qua non of the rate of growth of any economy regardless of the
structure and system of economy and the governance. No society and no nation can be
proud of its human resource unless there is a systematic and sustainable development of
capacities of its people and convert the human resource into human capital.
Human resource is the most strategic resource and no other resource can be fully
utilized to generate income and wealth of a nation without the active involvement of this
resource.
Money, material, men, markets and machines are regarded as the most important
resources of organizations but men or human resources are treated as the only crucial and
dynamic factor of production. Though other factors of productions are also important
they are considered to be worthless without the involvement of human factor.

Importance of HRD
HRD is basically concerned with organizational effectiveness through the
development of human beings. It is a process of increasing the knowledge, skills and the
capacities of all the people in society. HRD includes Potential Development, Task
Achievement, Skill Development, Ability to reach out, Systems Development,
understanding of Subordinate Goals, Greater Commitment, Highly exciting and Creating
climate, developing integration etc. More particularly establishing, operating and
stabilizing of HRD system like training, performance appraisal, potential appraisal, career
planning etc

Training and Development:

Training is a multifaceted and multidimensional phenomenon. For individuals it
provides an opportunity for learning and development and for organizations, it
contributes to increasing the efficiency and productivity.
Training provides solutions to work related problems and issues and also improves
work culture in organizations. It is a technique to improve skills and abilities of
employees to effectively perform their duties. It is a tool available with the organization
to influence the behaviour of its employees and make them more dynamic. Any activity
to increase the Knowledge, Skill and Attitude of employees in order to meet the
challenges and demands of their work requirements is included under training.
Training is a tool to solve operational problems of supervisory personnel, which
can help to reduce labour turnover, absenteeism, grievance rates etc. Training is also
considered as a useful technique to fill manpower needs of organizations. Training is
considered as an effective tool to make the employees more energetic and forceful to
achieve organizational goals.
Alun Jones classifies the training process into eight categories of activities, viz.,
diagnosing (identifying the need), translating (indicating what learning is required),
designing

(designing learning strategies and methods), resourcing (developing and

organizing resources required), implementing (bringing about the acquisition of the

learning required), enabling (ensuring application and development of learning),
catalyzing (helping to bring about support action required) and evaluation (helping to
evaluate in organizational terms). He holds the view that the process of training is
flexible and it can be commenced at any point.

Hudson points out four sub-systems of a training process viz., diagnosis,

prescription, construction and evaluation. He further, brings out that the training system
has got eight stages in the preparation, such as training perception, analysis of the subject
matter, planning, learning tactics, writing draft courses, production and installation of the
course and validation of the course.

Importance of training :
The importance of human resource management to a large extent depends
on human resource development. 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.
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 objectives of the TQPM
can be achieved only through training as training 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 depend on training . Organizational objectives like viability , stability and
growth can also be achieved through training . Training is important as it
constitutes significant part of management control .

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 companys goals and objectives.

(a) To prepare the employee both new and old to meet the present as well as
the changing requirements of the job and the organization.
(b) To prevent obsolescence.
(c) To impart the new entrants the basic knowledge and skill they need for
an intelligent performance of definite job.
(d) To prepare employees for higher level tasks.
(e) To assist employees to function more effectively in their present positions
by exposing them to the latest concepts , information and techniques and
developing the skills they will need in their particular fields.
(f)

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

occupy more responsible positions.

(g) To broaden

the minds of senior managers by providing them with

opportunities for an in charge of experiences within and outside with a

view to correcting the narrowness of out look that may arise from over
specialization.
(h) To develop the potentialities of people for the next level job.
(i)

To ensure smooth and efficient working of a department.

(j)

To ensure economical output of required quality.

(k) To promote individual and collective morale , a sense of responsibility , cooperative attitudes and good relationships.

Benefits of training:

Training is necessary for improving the quality of work of employees.

There are some other reasons also for which this training becomes necessary.
Explained below are various factors, giving rise to the need for training :
Employment of in-experienced and new labour requires detailed instructions for
effective performance on the job.
People have not only to work , but work effectively with minimum of
supervision , minimum of cost , waste , and spoilage, and to produce quality
goods and services.
Increasing use of fast changing techniques in production and other operations
requires training into newer methods for the operatives.
Old employees need refresher training to enable them to keep abreast of
changing techniques and the use of sophisticated tools and equipment.
Training is necessary when a person moves from one job to another because
of transfer , promotion or demotion.

Training Needs :
Every organization big or small, productive or non-productive , economic or
social , old or newly established should provide training to all employees
irrespective of their qualification , skill , suitability for the job etc. thus, no
organization can choose whether or not to train employees.
Training is not something that is done once to new employees, it is used
continuously

in every

well run

establishment . Further, technological changes,

automation, require updating the skills and knowledge as such an organization has to
retrain the old employees.

Specifically, the need for training arises due to the following reasons:
a) To Match the Employee Specifications with the Job Requirements and
organizational Needs :
An employees specification may not exactly suit to the requirements of the
job and the organization irrespective of his past experience , qualifications , skills ,
knowledge etc. thus , every management finds deviations between employees
present specifications and the job requirements and organizational needs . Training
is needed to fill these gaps by developing and moulding the employees skill ,
knowledge , attitude , behaviour etc . to the tune of the job requirements and
organizational needs.
b) Organizational Viability and the Transformation Process :
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 the organizational efficiency
and to cope with the changing environment.
c) 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 posing skill to operate them . so organization should train
the employees to enrich them in the areas of changing technical skills and
knowledge from time to time.
d) Organizational complexity :

This leads to growth in number and kind of employees and layers in

organization hierarchy . This creates the complex problems of co-ordination 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 .

e) Human relations :
Trends in approach towards personnel management has changed from the
commodity

approach

to

partnership

approach, crossing

the

human

relations

approach . So today , managements of most of the organizations has to maintain

human relations besides maintaining sound industrial relations . So training in
human relations is necessary to deal with human problems and to maintain human
relations .
f) Change in the 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
due to transfer . Training is also necessary to equip the old employees with the
advanced disciplines techniques or technology.

Training methods:
All training methods can be broadly classified as
(a) On-job-methods and
(b) Off-job-methods.

a)

On job-methods

Under these methods the principle of learning by doing is used.

These methods are briefly described below:
1. On-the-job training:
An employee is placed in a new job and is told how it is to be
performed. It aims at developing skills and habits consistent with the existing
practices of an organization and by orienting him to his immediate problems.
Coaching and instructing is done by skilled workers, by supervisors, or by
special training instructors. A variety of training aids and techniques are used
such as procedure charts, lecture manuals, sample problems, demonstrations, oral
and written explanations, tape recorders, etc.
2. Vestibule Training or Training-Center Training:
It involves class room training imparted with the help of equipment
and machines identical to those in use at the place of work.
3. Simulation:
It is an

extension of vestibule training. The trainee works in closely

duplicated real job conditions. This is essential in cases in which actual on-thejob practice is expensive, might result in serious injury, a costly error or the
destruction of valuable material or resources.
4. Demonstration and Examples:
Here the trainer describes and demonstrates how to do a certain work.
He performs the activity himself, going through a step-by-step explanation of
the why, how and what of what he is doing. Demonstrations are often used
in combination with lectures, pictures, text material, discussion, etc.
5. Apprenticeship:

A major part of training time is spent on the on-the-job productive

work. Each apprentice is given a program of assignments according to a
predetermined schedule which provides for efficient training in trade skills. This
method is appropriate for training in crafts, trades and technical areas, specially
when proficiency in a job is the result of a relatively long training or
apprenticeship period, e.g., job of a craftsman, a machinist, a printer, a tool
maker, a pattern designer, a mechanic, etc.

b) Off-the-job or Classroom Methods

Training on the job is not a part of every day activity under these methods.
Location of this training may be a company classroom, an outside place owned
by the organization, an education institution or association, which is not a part of
the company.
These methods are:
1.

Lectures:
These are formally organized talks by an instructor on specific topics. This

method is useful when philosophy, concepts, attitudes, theories and problem

solving have to be discussed. The lectures can be used for a very large group
to be trained in a short time. These are essential when technical or special
information

of

complex

nature

is

to

be

imparted.

The lectures are

supplemented with discussions, film shows, case studies, role - playing, etc.

2.

The Conference Method:

Under this method, a conference is held in accordance with an organized

plan. Mutual problems are discussed and participants pool their ideas and

experience in attempting to arrive at better methods of dealing with these

problems. The

members

of

the group come to teach each other and to learn

together. Conferences may include Buzz sessions which divide Conferences into
small groups of four or five for intensive discussions. These small groups report
back to the whole group with their conclusions or questions. This method is
ideally suited for analyzing problems and issues, and examining them from
different

view points.

It helps in developing conceptual knowledge, reducing

dogmatism and modifying attitudes.

How ever, it is suitable only for a small group of, say 20-30
persons, because a larger group often discourages active participation of
all the conferees. Under this method of
3. Seminar or Team Discussion:
The group learns through discussion of a paper on a selected subject.
The paper is written by one or more trainees. Discussion may be on a statement
made by the person in charge of the seminar or on a document prepared by an
expert. The material to be analyzed is distributed in advance in the form of
required reading.
4. Case Discussion:
Under this method, a real (or hypothetical) business problem or
situation demanding solution, is presented to the group and members are trained
to identify the problems present, they must suggest various alternatives for
tackling them, analyze each one of these, find out their comparative suitability,
and decide for themselves the best solution. The trainer only guides the
discussion and in the process ensures that no relevant aspect is left out of
discussion, and adequate time is spent on each aspect. This method promotes
analytical thinking and problem solving ability.
5. Role - Playing:

This method is also called role-reversal socio-drama or psycho-drama.

Here trainees act out a given role and they would in a stage play. Two or
more trainees are assigned roles in a given situation, which is explained to the
group. There are no written lines to be said and, naturally, no rehearsals. The
role players have to quickly respond to the situation that is ever changing and
to react to it as they would in the real one.

It is a method of human

interaction which involves realistic behavior in a imaginary or hypothetical

situation. Role playing

primarily

involves

employee - employer relationships,

hiring, firing, discussing a grievance problem, conducting a post appraisal

interview, disciplining a subordinate, or a salesman making presentation to a
customer.
6. Programmed Instruction:
This involves two essential elements: (a) a step-by-step series of bits
of knowledge, each building upon what has gone before, and (b) a mechanism
for presenting the series and checking on the trainees knowledge. Questions are
asked in proper sequence and indication given promptly whether the answers
are correct. This program may be carried out with a book, a manual or a
teaching machine. It is primarily used for teaching factual knowledge such a
Mathematics, Physics, etc.

Training for Different Employees

The employees who are to be trained can be of different types and each type
would require a different type of training.
Unskilled workers are given training in improved methods of handling machines
and materials. The objective here is to secure reduction in cost of production and
waste. Training is given on the job itself, by immediate superior officers.

Semi skilled workers

require training to cope with requirements arising out of

adoption of mechanization, rationalization and technical processes. Training is given

by more proficient workers, bosses or inspectors. It may be given either in the
section or department of the worker or in segregated training shops.
Skilled workers are given training through apprenticeship in training centers or in
the industry itself .
Salesmen are trained in the art of salesmanship, in handling customers, planning
their work, and facing challenges of market place.
Supervisory staff constitute a very important link in the chain of administration.
They have to cope with the increasing demands of the enterprise in which they are
employed and to develop team spirit among people under their charge. A training
program for them should aim at helping the supervisors to improve their
performance, and to prepare them for assuming greater responsibilities at higher
levels of management.

Need for the study

Building human capital at all levels in organization is imperative. The method and
approach of human development differs depending on the position held by people, their
roles, experiences etc..

The scope, content, methods, techniques of manpower

development vary from category to category of manpower employed in the organization.

So much so employees education and technical background, experience, perception and
level of understanding constitute the determinants of scope and content of training and its
delivery.

Factors such as organization restructuring, technology, job restructuring

require organization to train its manpower.

Many studies have been carried out

encompassing various issues and dimensions of human resources management however;

most of the studies have been carried out with a focus on general policies of HR. Zeal to
know the facts, which contributed to the success of VSP in general and training &
development activities in particular inspired me to take up the study of its Training and
Development

Objectives of the study

To observe the policies and procedures of manpower training in Public Sector
Undertakings.
To find out the methods and techniques of manpower training and training needs in
Visakhapatnam Port Trust.
To examine and analyze the various methods of training programs of Visakhapatnam
Port Trust and to evaluate the effectiveness on manpower.
To assess and evaluate the impact of training based on employee perceptions.
To summarize and suggest the specific observations.

Scope of the Study

The scope of present study is emphasized on executive and supervisory cadre of

Public Sector Undertakings in particular to Visakhaptnam Port Trust. In VPT there are 10
departments out of which 6 departments are the non-operational departments and four
departments are operational. In the entire organization, 3209 supervisors are working in
various sections of the 10 departments. The study has covered the supervisory cadre who
are working on technical side and also in the administration side.

Methodology and Database

The study is based on both primary and secondary sources of information and data.
The primary data to be collected are by opinions or perceptions of some sample
respondents in VPT through a structured questionnaire. The secondary data consists of
the annual reports and other records of VPT, which contains the potential source of
information relating to various training programs organized, number of participants,
resource persons and expenditure etc.

Limitations of the study

One of the limiting factors for a thorough and complete study of the subject
has been the insufficient period of time.
The survey was conducted on the sample based upon stratified random
selection, and stratified random selection has its own defects.
Some of the trainees could not reveal much information for the fear of
management.
The size of the sample representing the universe is very small.