NATIONAL INSTITUTE OF TECHNOLOGY, TIRUCHIRAPPALLI

PROJECT REPORT IN HUMAN RESEARCH MANAGEMENT ON

HUMAN RESOURCE DEVELOPMENT

INTERVENTION

SUBMITTED BY,
Adarsh Ram (215117016)
Suraj Patel (215117017)
Arjun J Poothara(215117018)
Alen Nero (215117019)
Gayathri V C(21117020)
INTRODUCTION

The significance of human resource development increases every day, so it is very important
to promote and administer human resource development with a long-term perspective, and to
integrate research into policies, turn vision into action, changing the curriculum, formal
mentoring, informing about technological change, and involving the society in decision-
making. According to Peter F. Drucker, "the prosperity, if not the survival of any business
depends on the performance of its managers of tomorrow". The human resource should be
nurtured and used for the benefit of the organisation.

The effective performance of an organization depends not just on the available resources, but
its quality and competence as required by the organization from time to time. The difference
in the level of performance of two organizations depends on utilization value of human
resources. Moreover, the efficiency of production process and various areas of management
depend to a greater extent on the level of human resources development.
MEANING
Human resource development (HRD) is the systematic and planned practice designed by an
organization to enhance employee knowledge, skills, abilities, and attitudes. It begins when
an employee is hired and continues throughout the employee's tenure with the organization.
The activities, designed for employees at all levels of the career ladder, help direct current
and future job demands so that efficient and effective use of valuable resources are
maintained. It is centralized or decentralized depending upon the structure and functions of
the organization.
Important characteristics of HRD

➢ HRD is a system and HRD develops the competencies at all levels.

➢ HRD is continuous and planned development effort.

➢The ultimate object of HRD is to contribute to the professional well-being, motivation and
pride of the employees.
Indicators of HRD at the organisational level

➢ HRD instruments/sub-systems/mechanisms, (e.g., HRD departments, appraisal systems,

job-rotation, training, and development etc.)

➢ HRD processes, (e.g., role clarity, trust, openness, pro-action, collaboration, etc.) ➢ HRD
outcomes (E.g. more competent people, work, etc.)

➢ Organisational outcomes (improved performance, profits, diversification, image

productivity, etc.)
HRD Outcomes

➢ People in the organisation become more competent because on the one hand they become
better aware of the skills required for job performance and on the other hand there is greater
clarity of norms and standards.

➢ People understand their roles better because through increased communication they
become aware of the expectation which other members of their role set have from them.

➢ People become more committed to their jobs because now there is greater objectivity in
the administration of rewards. They come forward with better and more creative ideas.

➢ People develop greater trust and respect for each other. They become more open and
authentic in their behaviour. Thus, new values are generated.

➢ There is greater collaboration and teamwork which produces synergy effects.

➢The people find themselves better equipped with problem-solving capabilities. They
become more prone to risk taking and proactive in their orientation. There is greater readiness
on their part to accept changes.

➢ Lot of useful and objective data on employees are generated which facilitates better
human resource planning.

➢The top management becomes more sensitive to employee’s problems and human
processes due to increased openness in communication.
FREQUENTLY USED HRD INTERVENTIONS:

 EMPLOYEE SELECTION:
Employee selection is choosing the right person for the job. The process begins with a precise
description of the skills and/or knowledge, experiences, and personal characteristics needed
to accomplish the job tasks. Valuable sources for identification are knowledgeable people and
personal observations of competent performers. The selection process differs in complexity
among organizations. Some fill positions quickly and inexpensively by perusing resumes and
application forms. Other organizations select potential employees by elaborate, and
sometimes costly, selection systems involving job- related tests, a series of interviews, and
background checks. Decisions regarding selection are crucial for effective organizational
performance.

 COMPENSATION AND BENEFITS:

Compensation programs are monetary and in-kind payments used by organizations. Goals of
compensation policies include rewarding employees' past performances, remaining
competitive in the labor market, maintaining salary equity among employees, motivating
employees' future performances, maintaining the budget, attracting new employees, and
reducing unnecessary turnover. Compensation typically includes pay for work and
performance, disability income, deferred income, health, accident, and liability protection,
loss-of-job-income, and continuation of spousal income when there is a loss due to an
employee's relocation.
Benefits are the non-cash portion of the compensation program that are intended to improve
the quality of work life for an organization's employees. Benefits include the employer's
share of legally required payments (e.g., FICA, unemployment compensation, retirement and
savings plan payments, 401k, profit sharing, stock bonuses, medical benefit payments,
etc.) Benefits were once viewed as gifts from the employer; they are now considered
entitlements.

 MOTIVATION (INCENTIVES AND REWARDS):

Incentives link pay with a standard of performance. They are future-oriented with the
objective of inducing desired behavior. They can be short or long term, and they can be tied
to individual and/or group performance. There are variations in incentives. Monetary
incentives include salary, differential pay, allowances, time off with pay, deferred income,
loss-of-job coverage, and other perquisites (product samples, an expense account, tax service,
legal service, a company apartment, club membership, free housing, parking privileges, stock
bonus, etc.).
Nonmonetary incentives include desirable working conditions, training, and adequate
equipment and materials. Examples of management incentives are participatory goal setting
and decision making, and career opportunities.
Rewards can change and reinforce behavior. Skinner's research showed that rewarded
behaviours are more likely to be repeated. Rewards need to be timely, specific, and matched
to the preferences of the person and the achievement of goals. Rewards can be formal, such
as public recognition, gift certificates, etc., or informal such as field trips. Nelson has
catalogued more than 1,000 ways to reward employees. Wilson suggests that rewards should
be SMART: specific, meaningful, achievable, reliable, and timely.

 PERFORMANCE APPRAISALS:
Performance appraisals help individuals manage their performance by providing them with
feedback. Organizations also have performance appraisal programs that provide criteria for
salary decisions, promotion, and improving job performance. Gohrman discusses the many
potential benefits of regular performance appraisal: increase in employee self-esteem and
motivation to perform effectively, job clarification, communication between employee and
rather, clearer organizational goals, and better human resource planning. Morissey suggests
that some positive advantages of performance appraisals are increased probability of
promotion for good performance, decreased likelihood of receiving undesirable assignments,
clear understanding of supervisor's expectations, and greater personal reward and recognition
for meeting those expectations. He also sees benefits for the organization in reduced
turnover, reduced liability for potential legal action, improved overall productivity, improved
organizational results, and greater attractiveness to potential new hires. Research suggests
that the performance review should be approximately 60 minutes long and conducted as a
mutual discussion.
Examples of performance appraisal methods used by organizations include checklists,
weighted checklists, graphic rating scales, mixed scales, forced-choice scales, and critical
incidents (written descriptions of a highly effective or highly ineffective performance), and
behaviourally anchored rating scales (BARS). The HRD literature is filled with positive
techniques for conducting effective performance reviews. It also reports stories of anxiety,
frustration, uncertainty, and ambiguity when performance appraisals are handled improperly.

 ASSESSMENT CENTERS AND COMPETENCY TESTING:

An assessment center is "a place where standardized selection procedures are applied, usually
to separate management from non-management candidates and executive candidates from
middle managers." Candidates are evaluated and selected by testing mechanisms to
determine if they are capable of performing predetermined skills. Others see it as a process
where trained professional evaluators observe, record, and evaluate how a candidate performs
in simulated job situations. In- basket techniques, leaderless group discussions, role playing,
and speech making are common practices for testing job candidates.
It is important for an organization to study its jobs to identify and assign weights to the
knowledge and skills each one requires. Testing people for current job skills, or for attributes
or skills needed for future performance, helps the organization fulfill its strategic goals for
human resources. Interviews, psychological profiles, intelligence testing, etc., are sometimes
used in competency testing.

 SUCCESSION PLANNING AND CAREER "PATHING":

Succession planning is a systematic identification of employees for senior management
positions. It involves long-term planning and is often developmentally oriented. Succession
planning is likely to involve input from several managers and recommendations for
experiential assignments to ensure the ability of the candidates to fill positions as they open.
A career path is a sequence of jobs, usually involving related tasks and experiences that
employees move through over time. For example, a career path in a school setting may
include the positions of teacher, counsellor, department head, principal, central office
administrator, and superintendent. Career paths are generally vertical lines of progression;
however, they can include horizontal assignments as well. This is increasingly the case as
management positions disappear.

 LEADERSHIP AND EXECUTIVE DEVELOPMENT:

Leadership development is necessary at all levels of an organization. High-potential
employees receive special training and experience that translate into personal and
professional growth. Leadership development includes coping with changes that occur during
the life cycle of an organization, from growth to decline. It is about changes in the external
environment, specifically about rearranging priorities and overturning assumptions about how
the business operates and the role of leadership.
Executive development deals with the organization's vision, values, and business strategies,
and the goal is to develop leaders who can ensure the strategic development of the
organization. Leadership and executive development are successful when the process is
embedded in the organization's HRD efforts.
  MANAGEMENT AND SUPERVISORY DEVELOPMENT:
Management development is "the education, training, knowledge transfer, and, ultimately,
skills demonstration of those individuals who are defined as managers by their respective
organizations." It is about coping with complexity. Effective management development
supports the organization's mission, strategy, goals, objectives, and market position.
Supervisory development is designed for front-line managers who work with and through
non-management employees to meet the objectives of the company and the needs of its
employees. It is broader than management and executive development. Bittel and Newstrom
state the unique roles the HRD and PT personnel play in supervisory development as follows:
1. Recognition of the innate qualifications, limitations, and aspirations of supervisors
2. Genuine knowledge of specific competencies required to complete work assignments
3. Sensitivity to the roles and relationships imposed on the supervisors by the company
4. Realization of the continuing evolution of the supervisor's role.

 LITERACY:
Literacy is a person's knowledge, especially one's reading and writing abilities, which enables
the person to function in society. Literacy programs are efforts by businesses to improve
workplace communication, job understanding, and job skill development.
Literacy rates are often directly connected to quality of work and job performance. Raising
the literacy skills of workers is likely to increase productivity and lower production costs.

 RETIREMENT PLANNING:
To have positive experiences in retirement, people must plan ahead. No longer is retirement
looked at as withdrawal, retreat, and solitude. Current gerontological thinking suggests new
words for retirement: reorientation, recommitment, reinvention, reinvolvement, regeneration,
renewal, renovation, redirection, reinvestigation, replenishment, reexploration, and more.
Retirement planning is usually part of a benefits package. People want to know about finding
part-time employment (should they want it), legal issues, housing arrangements, health and
wellness, etc.
  HEALTH AND WELLNESS:
Health and wellness programs are commonly offered by organizations and can serve to
enhance employee morale and productivity and to reduce absentee rates and health care costs.
According to the National Centers for Disease Control, more than 60 percent of all disease is
caused by lifestyle risks. The most powerful lifestyle risks are smoking, inattention to diet,
lack of exercise, substance abuse, back problems, mental distress, failure to use safety belts,
and excessive stress. Employees who participate in workplace wellness programs tend to
have better attitudes and behavior, exhibiting more loyalty, enthusiasm, motivation, and
energy.

LITERATURE REVIEWS:
1) HRD interventions, employee competencies and organizational effectiveness: an
empirical study
Purpose
The purpose of the study is to examine the impact of human resource development (HRD)
interventions on organizational effectiveness by means of employee competencies which are
built by some of the selected HRD interventions.
Design/methodology/approach
An integrated research model has been developed by combining the principal factors from the
existing literature. The HRD interventions chosen are training, performance management and
career management (development). The validity of the model is tested by applying structural
equation modeling (SEM) approach to the information collected from 290 executive and non-
executive employees working in two medium size cement manufacturing companies. The
reliability and validity of the dimensions are established through confirmatory factor analysis
(CFA) and the related hypotheses are tested by using SEM.
Findings
The result indicates that the selected HRD interventions have an impact on building of
employee competencies, which in turn is instrumental in improving organizational
effectiveness.

Research limitations/implications
The research is undertaken in Indian cement manufacturing companies which cannot be
generalized across a broader range of sectors and international environment.
Practical implications
The findings of the study have potential to help decision makers of manufacturing companies
to develop strategies which will enable them to improve employee competency, to formulate
effective HRD interventions and to enhance the capability of the employees to achieve
desired goals and objectives of the organization.

Originality/value
The research is unique in its attempt to measure employee competencies for organizational
effectiveness by combining the existing scales of individual competences. The article
contributes to the HRD literature, integrating HRD interventions and employee competencies
into a comprehensive research model that influence organizational effectiveness.

2) Multiple effects of human resource development interventions

Purpose
This study aims to explore the simultaneous impact of employees' participation in
non‐technical training, technical training, and coaching on subsequent job performance,
job involvement, and job satisfaction.

Design/methodology/approach
The present study was based on a sample of German call center employees and on a
longitudinal, multiple‐sources‐of‐data research design.

Findings
It was found that non‐technical training impacted subsequent soft skills and that
technical training predicted subsequent hard skills as well as job involvement. Moreover,
employees' participation in coaching predicted job satisfaction.

Research limitations/implications
The present study was the first to demonstrate positive effects of technical training on
job involvement, and of coaching on job satisfaction. In sum, validity of several
developmental interventions was highlighted.

Practical implications
Organizations designing and implementing various developmental interventions should
pay attention to the relative effectiveness of these interventions on various
organizational‐relevant outcome criteria.
Originality/value
For the first time, the simultaneous impact of multiple human resource development
interventions on several outcome criteria was tested empirically.

3) Repatriation readjustment of international managers: An empirical analysis

of HRD interventions

Purpose
With increasing interest in overseas business expansion, particularly in the Asia ‐Pacific
region, expatriate management, including repatriation readjustment, has become a
critical international human resource development (HRD) issue for multinational
enterprises (MNEs). This empirical study therefore aims to investigate the use of HRD
interventions relating to training and development for effective readjustm ent of
international managers on repatriation.

Design/methodology/approach
The data were collected through a field survey conducted on repatriation experience of
international managers from more than five countries, who are working in Singapore.

Findings
The study provides valuable insights about repatriation training programmes, training
contents, programme duration, delivery modes, and providers of effective training
programmes.

Research limitations/implications
HRD professionals and senior executives of MNEs will benefit from the findings of this
study in making decisions on effective design and implementation of training and career
development programmes.

Practical implications
The findings have significant implications for career development of mana gers involved
in international business operations.

Originality/value
This paper discusses readjustment problems of the repatriating managers and suggests
how realistic HRD programmes, mainly based on training, can be developed and
implemented for retaining international managers. These findings from the dynamic
region of Asia will also help in developing appropriate career development programmes.

4) Strategic Human Resource Development

This article reviews some of the literature on strategic human resource development focusing
in particular on the characteristics of such activities, conditions necessary for the promotion
of HRD and the possible benefits to an organisation pursuing such activities. Empirical
evidence is presented on HRD policy formulation and planning processes in Irish High
Technology companies. In conclusion a number of critical issues are considered which must
be focused upon by organisations wishing to develop a strategic focus in their HRD activities.

5) Line managers and human resource development

Focuses on the line manager as a key stakeholder in the process. Considers the general
trend towards devolvement of hr activities to line specialists. Examines issues involved
in devolving training to the line, with specific emphasis on the potential difficulties.
Recent empirical evidence is represented. Concludes that the shape of things to come, at
least for the foreseeable future, will be a sharing of responsibilities between the
specialist and the line.

6) Impact of Human Resource Development and Organizational Commitment on

Financial Sector Employees in Nigeria
Studies have shown that for any organization to achieve enhanced service delivery and
profitability; competent employees are required. In this regard, human resource development
(HRD) of an organization could be seen as strategy to improve the capacity of employees,
bring about organizational commitment (OC) and promote performance. The paper
empirically examines the impact of HRD and OC on financial sector employees in Nigeria.
Findings show a strong impact of HRD and OC on performance of employees. In addition,
literature reveals the need to tackle the issue of unethical behaviour (corruption) amongst
banks’ staff at all levels as basis to eliminate failure and bring about enhanced performance in
the Nigerian banking sector. The paper therefore recommend among others the enforcement
of stiffer penalty for bank employees found engaging in unethical practices as a way of
overcoming the challenge of unethical behaviour of staff for sustainable growth in Nigeria.

7) Reframing Human Resource Development

Human resource development (HRD) practice can be viewed from a number of theoretical
standpoints. Rather than viewing competing standpoints as unhelpful at best, or incompatible
at worst, this article proposes purposeful dialogue between them. The argument of this article
is that to draw on a range of interpretive lenses, far from inhibiting our understanding of
HRD, actually helps the researcher arrive at a fuller and more holistic understanding of such
activities. This, in turn leads to better informed feedback to HRD practitioners as they seek to
design and manage training interventions in organizations. By way of illustration, Bolman
and Deal’s multi frame approach is applied as an interviewing device, with managers taking
part in an executive coaching program in a case organization, demonstrating the
unpredictability of an apparently straightforward HRD intervention. Implications for HRD
theorizing, methodology, and practice are summarized.

8) HRD and HRM Perspectives on Organizational Performance

A systematic review of literature on the relationship of human resources (HR) and
organizational performance (OP) revealed a dearth of contribution from human resource
development (HRD) in establishing the linkage. This linkage, which refers to the significant
relationship between HRD and OP,  is an important topic relevant to research and practice.
The review utilized OP as the dependent variable to survey the state of human resource
literature and thus, includes contributions from human resource management (HRM). The
literature review revealed similarities and differences in the conceptualization of OP as a
dependent variable between the two fields. On further analysis, the similarities and
differences reveal convergence in specific areas of inquiry as well as emphasize the
underlying differences in the philosophical assumptions of HRD and HRM. The independent
contributions of HRD and HRM in establishing the HR–OP linkage also reflect the utilization
of diverse research designs, methods of data collection, analysis, and findings. Both fields
have focused on strategic contributions for improving organizational performance and are
very much connected in practice. Much of the separation therefore, appears to be academic
where competing views highlight a tension that exists in theory, research and what we know
about effective HRD or HRM in practice.

9) Evaluating human resource interventions

Orientation: Programme evaluation is a transdiscipline, which examines whether a

programme has merit or not. A programme is a coherent set of activities aimed at bringing
about a change in people or their circumstances.
Research purpose: The purpose of this special edition is to introduce readers to the
evaluation of human resource (HR) programmes.
Motivation for the study: There are few comprehensive evaluations of HR programmes
despite many publications on functional efficiency measures of HR (i.e. measures of cost,
time, quantity, error and quality).
Research design, approach and method: This article provides a value chain for HR
activities and introduces the reader to programme theory-driven evaluation.
Main findings: In summarising all of the contributions in this edition, one of the main
findings was the lack of programme evaluation experience within HR functions and the
difficulty this posed for the evaluators.
Practical/managerial implications: This introductory article presents answers to two simple
questions: What does HR do? and, What is programme evaluation? These answers will
enable practitioners to understand what programme evaluators mean when we say that
programme evaluation seeks to determine the merit of a programme.
Contribution/value-add: The main contribution of this introductory article is to set the scene
for the HR evaluations that follow. It alerts the reader to the rich theory contribution in HR
literature and how to apply this in a theory-driven evaluation.

10)A systems approach to measuring return on investment for HRD

interventions
This study contributes to the limited methodological literature on HRD program evaluation
and measurement. The study explores an interdisciplinary approach for return on investment
(ROI) measurement in human resource development (HRD) research and practices. On the
basis of a comprehensive review and analysis of relevant studies in economics,
industrial‐organizational psychology, financial control, and HRD fields, we developed a
systems approach to quantitatively measure ROI for HRD programs. The ROI concept for
HRD field was defined, and a theoretical systems framework was developed. The
applicability of using statistical and mathematical operations to determine ROI and isolate
non‐HRD program impacts is discussed. Application scenarios are presented to demonstrate
the utility of the systems approach in real‐world ROI measurement for HRD interventions.
BACKGROUND
There is a growing body of evidence on the importance of Human Resource Management
(HRM) in the quality of services that health workers are able to deliver. Agencies such as the
Capacity Project have identified planning, developing and supporting the workforce as the
three pillars needed to strengthen human resources for health (HRH) to implement quality
health programming in developing countries. Most governments are addressing the planning
aspects of HRM, through initiatives such as increasing the output from IT professional
training colleges or attracting MNC workers back into the workforce, but outputs from
previous research clearly articulate the need to address support of the workforce.

PROBLEM STATEMENT
In India, Human Resource Development (HRD) plays an important role in the economic
development of the country. Despite government policies encouraging the implementation of
HRD activities, as well as the substantial infrastructural and financial support provided, the
benefits or outcomes of the HRD activities being implemented and provided to employees
have not been examined. The aim of this study was to examine the outcomes of HRD
interventions using the fundamental aspects of HRD’s definitions.

OBJECTIVE OF STUDY
The main objective of this study is to find whether training programs help to improve one’s
efficiency and whether employees are satisfied with the HRD programmes in their IT
organisation.
RESEARCH METHODOLOGY
Methodology is a way to systematically solve the research problems. It explains the various
steps that are generally adopted by a researcher in studying the research problem with logic
behind them.
Research design: This study is part of a larger investigation of HRD practices in IT firms in
India. A concurrent mixed-method approach using both quantitative and qualitative
methodologies was utilized. The particular methods used were structured questionnaires and
online survey. These multiple methods were used to enhance the validity of the findings
reported.
Data Sources: The data for this study are of two types: - Primary data & Secondary data.
The primary data are collected afresh from various users through survey. The secondary data
has been collected by referring to various Project works, Articles, Journals and Internet links
about Mobile communication.
Research Approach: Research approach used here is survey research and Two ANOVA
Test.
Research Instruments: Research instrument consisted of a questionnaire.

Sampling:
Using convenience sampling, IT professionals who were directly involved or in charge of
HRD or employee training and development activities were sampled. The samples were
selected based on their willingness to participate in the survey.
Sampling Plan: A sample consists of different individual respondents of different genders,
ages, and income groups of IT Professionals, with a sample size of 38 in questionnaire. Non
Probablistic convenient sampling technique has been used for the study and the data was
collected through responses from an online non-disguised structured questionnaire.
HRD INTERVENTION SURVEY QUESTIONNAIRE

1. Strongly Agree
2. 2. Agree
3. 3. Neither Agree (or) Nor Disagree
4. 4. Disagree
5. 5. Strongly Disagree.

1)There is a widely shared training and development policy in the organization?

1
2
3
4
5

2)Senior staff take interest and spend time with new recruits during training?

1
2
3
4
5

3)The norms and values of the company were clearly explained to the new employees during
induction?

1
2
3
4
5

4)Training programs organized help to improve one’s capability and potential?

1
2
3
4
5

5)There is strong supportive climate for training?

1
2
3
4
5

6)The employees are helped to acquire technical knowledge and skills through training?

1
2
3
4
5

7)Training programs are well-planned in advance?

1
2
3
4
5

8)Training programs are given adequate importance?

1
2
3
4
5

9)There is a adequate emphasis on developing Managerial capabilities in the training

program?

1
2
3
4
5

10)There is a process for assessing the employees training needs?

1
2
3
4
5

11)Identification of training needs is done on a systematic basis?

1
2
3
4
5

12)Feedback from the performance appraisal system has been taken into consideration while
conducting training program?

1
2
3
4
5

13)The results of training programs are monitored?

1
2
3
4
5

14)Organization have a clear policy on career planning and employee development?

1
2
3
4
5

15)The Organization creates awareness on the existence of a formal career plan on regular
basis?

1
2
3
4
5

16)Career planning improves morale and motivation by matching skills to job requirement?

1
2
3
4
5

17)HRD team advice and counsel the employee for developing of career?

1
2
3
4
5

18)The fairness of employee development is very high?

1
2
3
4
5

RELATION BETWEEN PERFORMANCE APPRAISAL AND TRAINING AND

DEVELOPMENT

Analysis using ANOVA

Null Hypothesis H0: Performance Appraisal is dependent on Training and Development.

Alternate Hypothesis H1: Performance Appraisal is not dependent on Training and
Development.
 SUMMARY

Groups Count Sum Average Variance

Training programs organized
help to improve one’s
capability and potential. 35 74 2.114285714 0.986554622
Feedback from the
performance appraisal system
has been taken into
consideration while conducting
training program 35 88 2.514285714 1.433613445

ANOVA
Source of Variation SS df MS F P-value F crit
Between Groups 2.8 1 2.8 2.313888889 0.132859607 3.981896256
Within Groups 82.28571429 68 1.210084034
Total 85.08571429 69

RESULT
Since F value is less than F critical value, Null Hypothesis is accepted.
ie, Performance Appraisal is dependent on Training and
Development.

HRD TEAM USES FEEDBACK FROM PERFORMANCE APPRAISAL OF

EMPLOYEES TO GUIDE AND COUNSEL THEM FOR CAREER DEVELOPMENT

Analysis using ANOVA

Null HypothesisH0: HRD team uses feedback from performance appraisal of employees to
guide and counsel them for career development.

Alternate Hypothesis H1: Performance Appraisal is not dependent on Training and

Development.

SUMMARY
 Groups Count Sum Average Variance
Feedback from the performance appraisal
system has been taken into consideration
while conducting training program 35 88 2.514286 1.433613
HRD team advice and counsel the employee
for developing of career 35 90 2.571429 1.487395

ANOVA
Source of
Variation SS df MS F P-value F crit
Between Groups 0.057143 1 0.057143 0.039125 0.84379 3.981896
Within Groups 99.31429 68 1.460504
Total 99.37143 69

RESULT
Since F value is less than F critical value, Null Hypothesis is accepted.
ie, HRD team uses feedback from performance appraisal of employees to guide and counsel
them for career development.
Performance Appraisal Feedback on Training program

Performance Appraisal Feedback on Training

program
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
1 2 3 4 5 Grand Total

Female Male

Relation between Experience and HRD

100%
90%
80%
70%
60% 48

50% 36

40% 24

30% 12
20%
10%
0%
1 2 3 4 5
FINDINGS AND SUGGESTIONS
From the analysis it was found that Training and Development really aids employees in their
performance appraisal. It helps employees to get knowledge in modern and advanced
technology and their by making them skilled employees who can cope up with latest
technologies. Training and Development is directly related to the performance appraisal of an
employee in an organisation. A performance appraisal, also referred to as a
performance review, performance evaluation, development discussion, or
employee appraisal is a method by which the job performance of an employee is documented
and evaluated.
From the study we would like to suggest that Organisations must spend more on Training and
Development because it was found that it helps in the betterment of performance of
employees and thereby it results in the growth of the organisation in a positive manner. It
helps in making their employees more effective and efficient in their working environment.
While preparing the annual budget organisations must give more importance to allocate a
good amount solely for Training and Development. So that organisations can use this amount
to invite good trainers for their organisation and thereby prepare and train their employees
with advanced technical knowledge.
CONCLUSION

The project and study were conducted to find out the relation between performance appraisal
and Training and Development. After doing the analysis test using ANOVA tool it was found
that the Performance appraisal is dependent on the Training and Development provided to the
employees of the company. Employee training and development is a broad term covering
multiple kinds of employee learning. Training is a program that helps employees learn
specific knowledge or skills to improve performance in their current roles. A performance
appraisal, also referred to as a performance review, performance evaluation, development
discussion, or employee appraisal is a method by which the job performance of an employee
is documented and evaluated. Performance appraisal means the promotion and incentives and
the improved compensation that a employer may receive due to his performance in the last
financial year. Training and Development improves the skill of an employee and make him
capable of doing the work in a more improved manner.
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 http://www.emeraldinsight.com/doi/full/10.1108/EJTD-02-2016-0008
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