PROJECT REPORT

ON

“A STUDY ON TRAINING AND DEVELOPMENT PRACTICES AND

ITS ROLES IN EMPLOYEES PERFORMANCES: (A STUDY OF
SELECTED EMPLOYEES AT A.G INDUSTRIES PVT.LTD)”

SUBMITTED BY

CHHAYA THAKOR

SEAT NO:

In Partial Fulfillment for the Award of the degree

of

Master of Commerce

(Specialization in Human Resources Management)

Under the Guidance of

Dr. SANDIP G PRAJAPATI

Department of Commerce & Business Management,

Faculty of Commerce

The Maharaja Sayajirao University of Baroda

Vadodara

1
BONAFIDE CERTIFICATE

Date: 28/03/2019

This is to certify that Project Report entitled “A STUDY ON TRAINING AND

DEVELOPMENT PRACTICES ITS ROLE IN EMPLOYEE PERFORMANCE” of A.G
industries Pvt. Ltd” which is to be submitted to the office of the Registrar (Examination), The
Maharaja Sayajirao University of Baroda, Vadodara has been prepared by Chhaya Thakor
Seat no : as a partial fulfillment for the award of the Master of Commerce Degree with the
specialization in Human Resource Management for the Academic year 2018-2019 for the
evaluation in the lieu of the Annual Examination to be held in April 2019 is my own work
and has been carried under the guidance of DR. SANDIP G PRAJAPATI .She has conducted
the research work under my personal supervision and guidance.

(Signature of the Guide )

Dr. Sandip G Prajapati

Faculty Member,
Department of Commerce and Business Management
Faculty of Commerce
The Maharaja Sayajirao University of Baroda.
Vadodara

2
CERTIFICATE OF ORIGINALITY

Date: 28/03/2019

I Chhaya Thakor, Exam Seat No.: 406104, the undersigned hereby declare that the project
report entitled “A STUDY ON TRAINING AND DEVELOPMENT PRACTICES AND ITS
ROLE IN EMPLOYEE PERFORMANCE of A.G INDUSTRIES PVT LTD” partial
fulfillment for the award of the Master of Commerce Degree with the specialization in
Human Resource Management for the Academic year 2018-19 for the evaluation in the lieu
of the Annual Examination to be held in April 2018 is my own work and has been carried
under the guidance of Dr. Sandip G Prajapati.

The work is an original one and has not being submitted earlier to this University or to any
other institution/ organization for the fulfillment of the requirement of a course or for award
of any Degree/ Diploma / Certificate all the sources of Information used in this Project
Report have been duly acknowledged in it.

(Signature of the Student)

CHHAYA THAKOR

Exam Seat No:

Master of Commerce (Specialization in Human Resource Management)
Department of Commerce and Business Management
Faculty of Commerce,
The Maharaja Sayajirao University of Baroda.
Vadodara.

3
ACKNOWLEDGEMENT

I am glad to express my profound sentiments of gratitude to all who rendered their valuable
help for the successful completion of this project report titled, “A Project Report On training
and development practices and its roles in employees performance.

I record my deep sense of gratitude to MR. PRATIK BHOI (Mgr.-HR) who had given me a
chance to do a project under this roof of A.G INDUSTRIES PVT.LTD and given opportunity
to work under his guidance.

I would also like to thank sincerely from the deep of my heart to all those persons who
constantly guided me and gave me the practical knowledge and materials of the subject.

I would finally like to thank all employees of A.G INDUSTRIES PVT .LTD for their kind
cooperation, guidance and support which lead us to right direction of my research.

My genuine sense of gratitude goes to my University that gave me a chance to brighten and
explore my potential towards subject of Research.

4
 PREFACE

The M.COM training of the MAHARAJA SAYJIRAO UNIVERSITY, VADODARA

provides the Students an opportunity to have and insight on large scale unit so that we get the
exposure to an Actual managerial environment of company. I am lucky to have vocational
training in a company like A.G INDUSTRIES PVT.LTD.

During this period, I had an overview of the human resource department within which I
studied on training and development and its role in employee performance. Training refers to
the process of imparting specific skills. An employee undergoing training is presumed to
have had some formal education. No training program is complete without an element of
education. Hence we can say that Training is offered to operatives. I interviewed through
questionnaire 100 employees of company

I am grateful to all the employees of A.G INDUSTRIES PVT .LTD for their cooperation and
interest in my project without which it could not have been possible to go ahead with my
project.

With due honor, I present this project which consists of a brief study of Competency
Mapping and its role in Succession Planning in A.G INDUSTRIES PVT.LTD

5
 TABLE OF DATA RESPONDENTS

SR NO STATEMENT PG NO

Table of age respondents 63

1

2 Table of gender respondents 64

3 Table of years of experience respondents 65

4 Table of attended any type of training programme 66

5 Table of training programme is compulsory for employee 67

6 Table of training programme will attended in a year 68

7 Table of the mode of training method is normally used in 69

organization

8 Table of training conduct by the management was on the job or off the 70
job

9 Table of training also contributes to personal growth 71

10 Table of promotion done by the management regarding training and 72

development effective or not

11 Table of the training programme influence the motivation level or 73

morale.

6
12 Table of training and development programme add to creativity and 74
develop new idea.

13 Table of training programme has increase the knowledge level. 75

14 Table of training programme is emphasis on developing technical and 76

managerial capabilities of employee through training.

15 Table of the training programme has increase the skill and talent 77
towards the assigned job.

16 Table of training programme conducted improve the quality and 78

productivity of work.

17 Table of the training programme improved the team work. 79

18 Table of training and development create some competitive 80

environment at work.

19 Table of skill learnt in training and development are helpful. 81

20 Table of satisfaction toward method of training implementing at 82

present.

21 Table of career growth based on various training programme to attend. 83

22 Table of training centre taking any feedback from after the training 84
and development programme.

23 Table of feedback was analyzed and interpret property to improve the 85

training.

7
 TABLE OF GRAPHS

SR NO STATEMENT PG NO

Graph of age respondents 63

1

2 Graph of gender respondents 64

3 Graph of years of experience respondents 65

4 Graph of attended any type of training programme 66

5 Graph of training programme is compulsory for employee 67

6 Graph of training programme will attended in a year 68

7 Graph of the mode of training method is normally used in 69

organization

8 Graph of taining conduct by the management was on the job or off the 70
job.

9 Graph of training also contributes to personal growth 71

10 Graph of promotion done by the management regarding training and 72

development effective or not

11 Graph of the training programme influence the motivation level or 73

morale.

8
12 Graph of training and development programme add to creativity and 74
develop new idea.

13 Graph of training programme has increase the knowledge level. 75

14 Graph of training programme is emphasis on developing technical and 76

managerial capabilities of employee through training.

15 Graph of the training programme has increase the skill and talent 77
towards the assigned job.

16 Graph of training programme conducted improve the quality and 78

productivity of work.

17 Graph of the training programme improved the team work. 79

18 Graph of training and development create some competitive 80

environment at work.

19 Graph of skill learnt in training and development are helpful. 81

20 Graph of satisfaction toward method of training implementing at 82

present.

21 Graph of career growth based on various training programme to 83

attend.

22 Graph of training centre taking any feedback from after the training 84
and development programme.

23 Graph of feedback was analyzed and interpret property to improve the 85

training.

9
CONTENTS

SR.NO PARTICULERS PG.NO

1 INTRODUCTION 11-48

2 COMPANY PROFILE 49-54

3 REVIEW OF LITERATURE 55-57

4 RESERCH METHODOLOGY 58-61

5 DATA ANALYSIS & INTERPRETATION 63-85

6 FINDINGS,CONCLUSION & SUGGESTION 86-91

7 ANNEXURE 92

10
 CHAPTER-1

INTRODUCTION

11
“A STUDY TRAINING AND DEVELOPMENT PRACTICES AND ITS ROLE ON
EMPLOYEE PERFORMANCE :(A STUDY OF SELECTED EMPLOYEES AT A.G
INDUSTRIES PVT. LTD.) ”

1.0 INTRODUCTION:

 Human Resource management

 Human resource management is a process of bringing people and

organizations together so that the goals of each other are met. Nowadays it is
not possible to show a good financial or operating report unless your
personnel relations are in order. Over the years, highly skilled and knowledge
based jobs are increasing while low skilled jobs are decreasing. This calls for
future skill mapping through proper HRM initiatives. Indian organizations are
also witnessing a change in systems, management cultures and philosophy due
to the global alignment of Indian organizations. There is a need for multi skill
development. Role of HRM becomes more important.

 Human resource management regards training and development as a function

concerned with organizational activity aimed at bettering the job
performance of individuals and groups in organizational settings. Training and
development can be described as "an educational process which involves the
sharpening of skills, concepts, changing of attitude and gaining more
knowledge to enhance the performance of employees".

 The field has gone by several names, including "Human Resource

Development", "Human Capital Development" and "Learning and
Development . "Training and development activities are designed to impact
specific skills, abilities and knowledge to employees

 Scope of Human Resource Management

The Scope of HRM is indeed fast. All major activities in the working life of
worker from time of his entry in an organization until he / she leaves, come
under the preview of HRM. Specifically, the activities included are Human
Resource planning, Job analysis and design, Recruitment, Selection,

12
 Orientation and placement, Training and development, Performance appraisal
and Job evaluation, employee and executive renumeration and
communication, employee welfare, safety and health, industrial relations and
the like.
 HRM is becoming a specialized branch giving rise to a number of specialized
areas like :
 Staffing.
 Welfare and Safety.
 Wages and Salary Administration.
 Training and Development.
 Labour Relation.

 Human resource development

Human Resource Development (HRD) is the framework for helping

employees develop their personal and organizational skills, knowledge, and
abilities.HRD is one of the most significant opportunities that employees seek
when they consider you as an employer. The ability, and encouragement, to
continue to develop their skills retained motivate employees.Human Resource
Development includes such opportunities as employee training, employee
careerdevelopment, performancemanagement anddevelopment, coaching, men
toring, succession planning, key employee identification, tuition assistance,
and organization development.

 TRAINING AND DEVELOPMENT

CONCEPT

Earlier humans used to transfer knowledge with the help of sign and actions to others,
but due to industrial revolution different types of training comes into existence which
helps the workers for operations of machines. Today because of rapid technological
changes and improvement, there is need for higher skills and knowledge in many
areas and therefore training and development has been the most important
organizational activity.

13
  The Indian companies that have made significant investments in their human
resources have enjoyed increased economic success. Therefore, training and
development is important to cope up with the challenges in the changing environment
so that organization can remain in business. Training and development programs are
needed for organizations of all size, all types, all levels and at all areas.

 Training refers to the process of imparting specific skills. An employee undergoing

training is presumed to have had some formal education. No training program is
complete without an element of education. Hence we can say that Training is offered
to operatives. Development means those learning opportunities designed to help
employees to grow. Development is not primarily skills oriented. Instead it provides
the general knowledge and attitudes, which will be helpful to employers in higher
positions. Efforts towards development often depend on personal drive and ambition.
Development activities such as those supplied by management development programs
are generally voluntary in nature. Development provides knowledge about business
environment, management principles and techniques, human relations, specific
industry analysis and the like is useful for better management of a company.

 Training and development is a subsystem of an organization and core function of

human resource management. It ensures continuous skill development of employees
working in organisation and habituates process of learning for developing knowledge
to work. Training and Development is the foundation for obtaining quality output
from employees. Training and Development is a structured program with different
methods designed by professionals in particular job. It has become most common and
continuous task in any organisation for updating skills and knowledge of employees
in accordance with changing environment. Optimisation of cost with available
resources has become pressing need for every organisation which will be possible
only by way of improving efficiency and productivity of employees, possible only by
way of providing proper employee training and development conditioned to that it
should be provided by professionals.

14
  Training activity is both focused upon, and evaluated against, the individual
currently holds.

 Education activity focuses upon the jobs that an individual may potentially hold in the
future, and is evaluated against those jobs.

 Development activity focuses upon the activities that the organization employing the
individual, or that the individual is part of, may partake in the future, and is almost
impossible to evaluate.

 The "stakeholders" in training and development are categorized into several classes.
The sponsors of training and development are senior managers. The clients of training
and development are business planners. Line managers are responsible for coaching,
resources, and performance. The participants are those who actually undergo the
processes. The facilitators are Human Resource Management staff. And the providers
are specialists in the field. Each of these groups has its own agenda and motivations,
which sometimes conflict with the agendas and motivations of the others.

 Development of individual learning plans for individual or groups of employees

based on the measurable “gaps” between job competencies or competency
proficiency levels required for their jobs and the competency portfolio processed
by the incumbent.
 Training is a process of learning a sequence of programmed behavior. It is the
application of knowledge & gives people an awareness of rules & procedures to
guide their behavior. It helps in bringing about positive change in the knowledge,
skills & attitudes of employees. Training is investment in getting more and better
quality work from your talent.
 Training is a process that tries to improve skills or add to the existing level of
knowledge so that the employee is better equipped to do his present job or to
mould him to be fit for a higher job involving higher responsibilities. It bridges
the gap between what the employee has & what the job demands. Since training
involves time, effort & money by an organization, so an organization should to
be very careful while designing a training program. The objectives & need for
training should be clearly identified & the method or type of training should be

15
 chosen according to the needs & objectives established. Once this is done
accurately, an organization should take a feedback on the training program from
the trainees in the form of a structured questionnaire so as to know whether the
amount & time invested on training has turned into an investment or it was a
total expenditure for an organization.

The HR Training and Development Manager is responsible for the organization's

staff training requirements, programs, and career development needs. They
supervise training staff, plan and administer training seminars, and manage
conflict resolution, team building, and employee skill evaluations.

 Human resource management (HRM) is a concept which deals with people’s

practices in organizations (Guest, 1997), that mainly consists of policies,
practices, and systems that influence employees’ behaviour, attitudes, and
performance (Delaney and Huselid, 1996; Huseild,1995). Simply put, HRM is a
thought concerns with determining who works for an organization and how
those employees in that organization works (Huseild and Becker, 2011; cited in
Ahmed Powell and Snellman (2004) in their paper affirm that competition
among countries and organizations is no longer determined by who owns more
natural or financial resources, but rather who has more innovative and creative
ideas. The SS logic is that, well managed human resource has the potential in
bringing undeniable competitive advantage, contributing to organizational
objectives such as quality, profits, and customer satisfaction (Huseild and
Becker,2011)

 At companies with effective HRM, employees and customers tend to be more

satisfied, and the companies tend to be more innovative, productive, and develop
a more favourable reputation in the community (Garavan et al., 1999). Training
and development of employees is one among the HRM practices, though Chang
and Ho (2001) considered training and development as an expensive and
unnecessary investment because most organizations are not sure about the actual
contribution of training and development toward organizational performance
due to lack of evaluation. Yet, most of the literature recognized the undeniable
role of training and development of employees to the growth and development
16
 of the core activities in which an organizations engages in (Noe, 2002). Training
is basically useful to equip employees with timely and relevant skills (Garavan
et al., 1999), and in turn improve organizational service quality, decrease labour
cost and increase productivity and profitability (Kim, 2006). Theretofore, for
organizations to remain competitive, they are required to equip their employees
with the relevant skills that will allow them to be creative and innovative
members of their organizations, sand to permit them to contribute to their overall
success and excellence in service delivery (Powell and Snellman, 2004; cited in
Al-Nuseirat and Biygautan, 2014)

 Training can be defined as a planned effort to enable employees to learn job-

related knowledge ,skills, and behaviour (Aguinis and Kraiger, 2009). Garia
(2004) also described training as an educational process where staffs of
organizations can learn new information as well as re-learned reinforce existing
knowledge and skill.

 Issues affecting companies in all industries and sizes and influencing training
practices Customer service, productivity, safety, employee retention and growth,
the uncertainty in the economy, coping with the retirement of skilled employees,
the use of new technology .Competitiveness company's ability to maintain and
gain market share in an industry.
 The training practices have helped them grow the business and improve customer
service by providing employees with the knowledge and skills they need to be
successful Companies are experiencing great change due to new technologies,
rapid development of knowledge, globalization of business, and development of e-
commerce.

 Training and development is the study of how structured experiences help

employees gain work-related knowledge, skill, and attitudes. It is like many other
topics in management in that it is inherently multidisciplinary in nature. At its core
is the psychological study of learning and transfer. A variety of disciplines offer
insights into this topic, including, but not limited to, industrial and organizational
psychology, educational psychology, human resource development, organizational

17
 development, industrial and labor relations, strategic management, and labor
economics.

 MEANING
 TRAINING AND DEVELOPMENT
“Training and development is any attempt to improve current or future employee
performance by increasing an employee ability to perform through learning,
usually by changing the employee’s attitude or increasing his skill and
Knowledge”

 Defination
 TRAINING
“ Training is the act of increasing the knowledge And skills of an employee for
doing a particular job” by EDWIN B. FLIPPO.

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

application of knowledge. It gives people an awareness of the rules and
procedures to guide their behaviors. It attempts to improve their performance on
the current job and prepares them for an intended job.

 DEVELOPMENT
Development is a ongoing multi-faceted set of activities aimed at bringing
someone or an organization up to another threshold, often to perform some job or
a new role in the future
 Development is a related process. It covers not only those activities which
improve job performance but also those which bring about growth of the
personality. Training a person for a bigger and higher job is development, this
process includes not only imparting skills but also certain mental and personality
attributes.

 EMPLOYEE PERFORMANCE
Employee performance is defined as whether a person executes their job duties
and responsibilities well. Many companies assess their employee's performance
18
 on an annual or quarterly basis in order to define certain areas that need
improvement. Performance is a critical factor in organizational success.

 According Armstrong (2001)

A Training is the formal and systematic modification of behavior through
learning which occurs as a result of education, instruction, development and
planned experience. Development is improving individual performance in their
present Roles and preparing them for greater responsibilities in the future.
 According Swanson &Holton (2001)
Training and development is defined as a process of systematically developing
work-related knowledge and expertise in people for the purpose of improving
performance.

 Traditional And Modern Approach Of Training And Development.

Training and Development helps in developing leadership skills, motivation,

loyalty, better attitudes, and other aspects that successful workers and managers
usually display. 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 more in executive pinching.
But now the scenario seems to be changing.

Modern approach of training and development is that Indian Organizations have

realized 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.

 Need of training

 Newly recruited employees require training so as to perform their tasks

effectively. Instructions guidance and coaching help them to handle jobs
competently without any wastage.

19
  Training is necessary to prepare existing employees for higher level jobs
(promotion)

 Existing employees require refresher training so as to keep abreast of the

latest development in job operations. In the face of rapid technological
changes, this is an absolute necessity.

 Training is necessary when a person moves from one job to another

(transfer). After training the employee can change job quickly, improve his
performance levels and achieve career goals comfortably.

 Training is necessary to make employees mobile and versatile. They can

be placed on various jobs depending on organizational needs.

 Training is needed to bridge the gap between what the employees has and
what the job demands. Training is needed to make employees more
productive and useful in the long run.

 Training is needed for employees to again acceptance from peers (learning

a job quickly and being able to pull their weight is one of the best ways for
them to gain acceptance.

 Importance of Training and Development

 Optimum Utilization of Human Resources – Training and Development

helps in optimizing the utilization of human resource that further helps the
employee to achieve the organizational goals as well as their individual
goals
 Development of Human Resources – Training and Development helps to
provide an opportunity and broad structure for the development of human
resources’ technical and behavioral skills in an organization. It also helps
the employees in attaining personal growth
 Development of skills of employees – Training and Development helps
in increasing the job knowledge and skills of employees at each level. It

20
 helps to expand the horizons of Human intellect and an overall personality
of the employees.
 Productivity – Training and Development helps in increasing the
productivity of the employees that helps the organization further to achieve
its long-term goal.• Team spirit – Training and Development helps in
inculcating the sense of team work ,team spirit, and inter-team
collaborations. It helps in inculcating the zeal to learn within the
employees.
 Organization Culture – Training and Development helps to develop and
improve the organizational health culture and effectiveness. It helps in
creating the learning culture within the organization.
 Organization Climate – Training and Development helps building the
positive perception and feeling about the organization. The employees get
these feelings from leaders, subordinates, and peers.
 Quality – Training and Development helps in improving upon the quality
of work and work-life
 Healthy work-environment – Training and Development helps in
creating the healthy working environment. It helps to build good
employee, relationship so that individual goals aligns with organizational
goal.
 Health and Safety – Training and Development helps in improving the
health and safety of the organization thus preventing obsolescence.
 Morale – Training and Development helps in improving the morale of the
work force.
 Image – Training and Development helps in creating a better corporate
image.
 Profitability – Training and Development leads to improved profitability
and more positive attitudes towards profit orientation
 .Training and Development aids in organizational development i.e.
Organization gets more effective decision making and problem solving. It
helps in understanding and carrying out organizational policies.

21
  TRAINING AND DEVELOPMENT OBJECTIVES

The principal 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 goals, which in

turn, enhances the individual contribution to an organization.
 Organizational Objectives – assist the organization with its primary objective by
bringing individual effectiveness.
 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.

 IMPORTANCE OF TRAINING OBJECTIVES.

 Training objectives are one of the most important parts of training program.
While some people think of training objective as a waste of valuable time. The
counterargument here is that resources are always limited and the training
objectives actually lead the design of training. It provides the clear guidelines
and develops the training program in less time because objectives focus
specifically on needs. It helps in adhering to a plan. Training objective tell the
trainee that what is expected out of him at the end of the training program.
Training objectives are of great significance from a number of stakeholder
perspectives,
1.Trainer
2.Trainee
3.Designer
4.Evaluator

Trainer The training objective is also beneficial to trainer because it helps the trainer to
measure the progress of trainees and make the required adjustments. Also, trainer comes in a
position to establish a relationship between objectives and particular segments of training.

22
  Trainee The training objective is beneficial to the trainee because it helps in
reducing the anxiety of the trainee up to some extent. Not knowing anything or
going to a place which is unknown creates anxiety that can negatively affect
learning. Therefore, it is important to keep the participants aware of the
happenings, rather than keeping it surprise.
 Secondly, it helps in increase in concentration, which is the crucial factor to
make the training successful. The objectives create an image of the training
program in trainee’s mind that actually helps in gaining attention.
 Thirdly, if the goal is set to be challenging and motivating, then the likelihood
of achieving those goals is much higher than the situation in which no goal is
set. Therefore, training objectives helps in increasing the probability that the
participants will be successful in training.
 Designer The training objective is beneficial to the training designer because if
the designer is aware what is to be achieved in the end then he’ll buy the
training package according to that only. The training designer would then look
for the training methods, training equipments, and training content accordingly
to achieve those objectives. Furthermore, planning always helps in dealing
effectivelyunexpectedsituation.

Consider an example; the objective of one training program is to deal

effectively with customers to increase the sales. Since the objective is known,

23
 the designer will design a training program that will include ways to improve
the interpersonal skills, such as verbal and non verbal language, dealing in
unexpected situation i.e. when there is a defect in a product or when a customer
is angry.
 Therefore, without any guidance, the training may not be designed
appropriately.
Evaluator It becomes easy for the training evaluator to measure the progress of the trainees
because the objectives define the expected performance of trainees. Training objective is an
important to tool to judge the performance of participants.

 Types of Training:

 Induction or Orientation Training:

Introducing a new employee to the organization’s environment comprising of a

day to day functioning, products, services, rules and regulations are termed as
Induction or orientation training. The purpose of such training is to reduce the
nervousness of a new joinee, by making him accustom to the working
environment. It is also called as an orientation training, which means giving a fair
idea to the new employee about, what he is supposed to do in the organization.

 Job Training:

This training is job specific and is given to the employee who has to perform that
job. Under this training, the information about the machine, the process of
production, methods to be used, the safety measures to be undertaken, etc. are
explained. Through this training, the employee develops the confidence and the
necessary skills, that enables him to perform his job effectively and efficiently.

 Safety Training:

The safety training is given to the employees so as to minimize the number of

accidents caused due to the handling of machines or other equipment. Under this

24
 training, the employees are given the safety instructions on the usage of
machinery and the other dangerous devices.

 Apprenticeship Training:

Under this training, the worker earns while learning. This training is generally
given to the technical staff, craftsmen, plumber, etc. who are required to work
under the superior for a relatively longer period, until he gains the expertise in that
particular field.

 Internship Training:

Under this type, the educational or vocational institutes have an arrangement with
the industrial institutes to provide practical knowledge to its students.Sometimes,
the companies also offer the pre-placement offers to the trainees on the basis of
their performance during their internship program.

 Refresher Training or Retraining:

As the name implies, the retraining or refresher training is given to the old
employees with the purpose of improving their efficiencies. They are introduced
to the new methods and technologies that would result in the increased
productivity and reduces the monotony in their daily work.

 Promotional Training:

This training is given to the potential employees, who can be promoted to the
senior position in the organization. The promotional training is given in advance
so that employee gets accustomed to the new roles and responsibilities and do not
get nervous at the time of promotion.

 Remedial Training:

This training is given in order to overcome the shortcomings in the behaviour and
performance of old employees. Due to the invention of technology, the employees
may resist to accept the change and cause a disturbance in the organization.
Therefore, such training is given to make them understand the importance of
25
 change and its necessity in the operations of business. This training is generally
given by the psychological expert.

Thus, different kinds of training are imparted to the employees depending on their
job position and the skills required to perform a particular kind of a task.

Training is a sub-system of the organization because the departments such as

marketing & sales, HR, production, finance, etc. depends on training for its

survival

Training is a transforming process that requires some input and in turn it produces output in
the form of knowledge, skills, and attitudes (KSAs).

The three models of training are:

1. System Model

2. Transitional Model

3. Instructional System Development Model

1. System Model Training:

The system model consists of five phases. It should be repeated on a regular basis to make

further improvements. The training should achieve the purpose of helping the employees to
perform their work to required standards.
26
The steps involved in System Model of training are as follows:
1. Analysis and Identification:
Analyze and identify the training needs i.e. to analyze the department, job, employees

requirement, who needs training, what do they need to learn, estimating training cost, etc.

The next step is to develop a performance measure on the basis of which actual performance
would be evaluated.

2. Designing:
Design and provide training to meet identified needs. This step requires developing
objectives of training, identifying the learning steps, sequencing and structuring the contents.

3. Developing:
This phase requires listing the activities in the training program that will assist the

participants to learn, selecting delivery method, examining the training material and

validating information to be imparted to make sure it accomplishes all the goals and
objectives.

4. Implementation:
Implementing is the hardest part of the system because one wrong step can lead to the failure
of whole training programme.

5. Evaluation:

Evaluating each phase so as to make sure it has achieved its aim in terms of subsequent work

performance. Making necessary amendments to any of the previous stage in order to remedy
or improve failure practices.

2. Transitional Model:
Transitional model focuses on the organization as a whole. The outer loop describes the

vision, mission and values of the organization on the basis of which training model i.e. inner
loop is executed.

27
Vision:
Focuses

on the milestones that the organization aims to achieve after the defined point of time. A

vision statement tells where the organization sees itself few years down the line. A vision

may include setting a role model, or bringing some internal transformation, or meeting some
other deadlines.

Mission:
Explain the reason of organizational existence. It identifies the position in the community.

The reason for developing a mission statement is to motivate, inspire, and inform the
employees regarding the organization. The mission statement tells how the organization
would like to be viewed by the customers, employees, and all other stakeholders.

Values:
It is the translation of vision and mission into communicable ideals. It reflects the deeply held

values of the organization and is independent of current industry environment. For example,
values may include social responsibility, excellent customer service, etc.

The mission, vision, and values precede the objective in the inner loop. This model considers

the organization as a whole. The objective is formulated keeping these three things in mind
and then the training model is further implemented.

3. Instructional System Development Model:

Instructional System Development model was made to answer the training problems. This

model is widely used now a day in the organization because it is concerned with the training

need on the job performance. Training objectives are defined on the basis of job

responsibilities and job description and on the basis of the defined objectives individual
progress is measured.

28
This model also helps in determining and developing the favorable strategies, sequencing the
content, and delivering media for the types of training objectives to be achieved.

The Instructional System Development model comprises of five stages:

1. Analysis:
This phase consist of training need assessment, job analysis, and target audience analysis.

2. Planning:
This phase consist of setting goal of the learning outcome, instructional objectives that
measures behavior of a participant after the training, types of training material, media

selection, methods of evaluating the trainee, trainer and the training program, strategies to
impart knowledge i.e., selection of content, sequencing of content, etc.

3. Development:
This phase translates design decisions into training material. It consists of developing course

material for the trainer including handouts, workbooks, visual aids, demonstration props, etc.
course material for the trainee including handouts of summary.

4. Execution:
This phase focuses on logistical arrangements, such as arranging speakers, equipment’s,
benches, podium, food facilities, cooling, lighting, parking, and other training accessories.

5. Evaluation:
The purpose of this phase is to make sure that the training program has achieved its aim in

terms of subsequent work performance. This phase consists of identifying strengths and

weaknesses and making necessary amendments to any of the previous stage in order to
remedy or improve failure practices.

29
The ISD model is a continuous process that lasts throughout the training program. It also

highlights that feedback is an important phase throughout the entire training program. In this
model, the output of one phase is an input to the next phase.

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

1) Skills

Training is imparting skills to the employees. A worker needs skills to operate machines, and
use other equipments with least damage and scrap. This is basic skills without which the
operator will not function.

There is also a need of motor skills or psychomotor skills as they are refer to performance of
specific physical activities .These skills involve learning to move various parts of their body
in response to certain external and internal stimuli. Employees particularly like supervisors
and executives, need interpersonal skills mostly know as people skills. These skills helps a
person understand oneself and others better and act accordingly. Examples of interpersonal
skills include listening.

30
2) Education

The purpose of education is to teach theoretical concepts and develop a sense of reasoning
and judgment. That any training and development programme must contain an element of
education is well understood by the HR specialist.

In fact, sometimes, organizations depute or encourage employees to do courses on a part time

basis. Chief executive officers (CEO’s) are known to attend refresher course conducted in
many Business schools..

3) Development

Another component of a training and development programme is development which is less

skill – oriented but stress on knowledge. Knowledge about business environment,
management principles and techniques, human relations, specific industry analysis and the
like is useful for better management of a company.

Development programme should help an employee to be a self-starter, build sense of

commitment, motivation, which should again helps him being self generating. It should make
their performance result oriented and help them in being more efficient and effective. .

4) Ethics

There is a need for imparting greater ethical orientation to a training and development
programme. There is no denial of the fact that ethics are largely ignored in businesses. They
are less seen and talked about in the personnel function this does not mean that the HR
manager is absolved if the responsibility. If the production, finance or marketing personnel
indulge in unethical practices the fault rest on the HR manager. It is his/her duty to enlighten
all the employees in the organization about the need for ethical behavior.

5) Attitudinal Changes
31
Attitudinal represents feelings and beliefs an individual towards others. Attitudes affect
motivation, satisfaction and job commitment. Negative attitudes needs to be converted into
positive attitudes. Changing negative attitudes is difficult because of

(1) Employees refuse to change

(2) They have prior commitments and

(3) Information needed to change attitudes may not be sufficient.

Attitude must be changed so that the employee feels committed to the organization and give
better performance.

6) Decision making and problem solving skills

Decision making and problem solving skill focus on methods and techniques for making
organizational decision and solve work related problems. Learning related to decision making
and problem solving skills seeks to improve trainee’s abilities to define and structure
problems, collect and analysis information, generate alternatives. Training of this type is
typically provided to potential managers, supervisors and professional

 Method of training

32
Methods of Training: On-the-job Training Method and Off-the-Job Methods!

Management development is a systematic process of growth and development by which the

managers develop their abilities to manage. It is concerned with not only improving the
performance of managers but also giving them opportunities for growth and development.

There are two methods through which managers can improve their knowledge and skills. One
is through formal training and other is through on the job experiences. On the job training is
very important since real learning takes place only when one practices what they have
studied.

But it is also equally important in gaining knowledge through classroom learning. Learning
becomes fruitful only when theory is combined with practice. Therefore on the job methods
can be balanced with classroom training methods (off-the-job methods).

1. On-the-job Training (OJT) Methods:

This is the most common method of training in which a trainee is placed on a specific job and
taught the skills and knowledge necessary to perform it.

The advantages of OJT are as follows:

1. On the job method is a flexible method.
33
2. It is a less expensive method.

3. The trainee is highly motivated and encouraged to learn.

4. Much arrangement for the training is not required.

On-the-job training methods are as follows:

1. Job rotation:
This training method involves movement of trainee from one job to another gain knowledge
and experience from different job assignments. This method helps the trainee understand the
problems of other employees.

2. Coaching:
Under this method, the trainee is placed under a particular supervisor who functions as a
coach in training and provides feedback to the trainee. Sometimes the trainee may not get an
opportunity to express his ideas.

3. Job instructions Training : (JIT)

Also known as step-by-step training in which the trainer explains the way of doing the jobs to
the trainee and in case of mistakes, corrects the trainee. During Second World War, Allied
Forces experienced acute shortage of skilled craftsmen and able supervisors. Special training
programme was initiated on war footings. Special training. Training within industry(TWI)
was one such programme. JIT was part of TWI. JIT was intended for developing efficient
supervisors. JIT proved very effective and extremely popular.

4. Committee assignments:
A group of trainees are asked to solve a given organizational problem by discussing the
problem. This helps to improve team work.

5. Internship training:
Skilled worker and apprenticeship training. The duration of the course/training depends on
the nature of trade and desired skill level. Apprenticeship training is normally given to
artisans, electricians, plumbers, bricklayers and the like. The duration normally varies from 2
to 5 years. This should not mix up with government sponsored “Apprenticeship Training” for
unemployed youth certain underdeveloped nations like India. Apprenticeship training is
carried out under the guidance and intimate supervision of a master craftsman’s/expert
34
worker/supervisor. During apprenticeship training period, the trainee is paid less than that of
a qualified worker.

Under this method, instructions through theoretical and practical aspects are provided to the
trainees. Usually, students from the engineering and commerce colleges receive this type of
training for a small stipend.

2. Off-the-job Methods:
On the job training methods have their own limitations, and in order to have the overall
development of employee’s off-the-job training can also be imparted. The methods of
training which are adopted for the development of employees away from the field of the job
are known as off-the-job methods.

The following are some of the off-the-job techniques:

1. Case study method:
Usually case study deals with any problem confronted by a business which can be solved by
an employee. The trainee is given an opportunity to analyses the case and come out with all
possible solutions. This method can enhance analytic and critical thinking of an employee.

2. Incident method:
Incidents are prepared on the basis of actual situations which happened in different
organizations and each employee in the training group is asked to make decisions as if it is a
real-life situation. Later on, the entire group discusses the incident and takes decisions related
to the incident on the basis of individual and group decisions.

3. Role play:
In this case also a problem situation is simulated asking the employee to assume the role of a
particular person in the situation. The participant interacts with other participants assuming
different roles. The whole play will be recorded and trainee gets an opportunity to examine
their own performance.

4. In-basket method:
The employees are given information about an imaginary company, its activities and
products, HR employed and all data related to the firm. The trainee (employee under training)
has to make notes, delegate tasks and prepare schedules within a specified time. This can
develop situational judgments and quick decision making skills of employees.
35
5. Business games:
According to this method the trainees are divided into groups and each group has to discuss
about various activities and functions of an imaginary organization. They will discuss and
decide about various subjects like production, promotion, pricing etc. This gives result in co-
operative decision making process.

6. Grid training:
It is a continuous and phased programme lasting for six years. It includes phases of planning
development, implementation and evaluation. The grid takes into consideration parameters
like concern for people and concern for people.

7. Lectures:
This will be a suitable method when the numbers of trainees are quite large. Lectures can be
very much helpful in explaining the concepts and principles very clearly, and face to face
interaction is very much possible.

8. Simulation:
Under this method an imaginary situation is created and trainees are asked to act on it. For
e.g., assuming the role of a marketing manager solving the marketing problems or creating a
new strategy etc.

9. Management education:
At present universities and management institutes gives great emphasis on management
education. For e.g, Mumbai University has started bachelors and postgraduate degree in
Management. Many management Institutes provide not only degrees but also hands on
experience having collaboration with business concerns.

10. Conferences and seminar/workshops.:

A meeting of several people to discuss any subject is called conference. Each participant
contributes by analyzing and discussing various issues related to the topic. Everyone can
express their own view point. This is a formal method of arranging meeting in which in
which individuals confer to discuss points of common interest for enriching their knowledge
and skill. This is a group activity. It encourages group discussion and participation of
individuals for seeking clarifications and offering explanations and own experiences. It is a
planned activity with a leader/ moderator to guide the proceedings, which is focused on

36
agreed agenda points prefixed during planning of such conferences. There are 3 variations
nearly Directed conferences, Training conference and seminar/workshops.

There are various methods of training, which can be divided into cognitive and behavioral
methods. Trainers need to understand the pros and cons of each method, also its impact on
trainees keeping their background and skills in mind before giving training.
Cognitive methods are more of giving theoretical training to the trainees. The various
methods under Cognitive approach provide the rules for how to do something, written or
verbal information, demonstrate relationships among concepts, etc. These methods are
associated with changes in knowledge and attitude by stimulating learning.

 The various methods that come under Cognitive approach are:

 Training by Lectures
 Training by Demonstrations
 Training by Discussions
 Computer Based Training (CBT)
 Training by Intelligent Tutorial System(ITS)
 Training by Programmed Instruction (PI)
 Training by Virtual Reality

Behavioral methods are more of giving practical training to the trainees. The various
methods under Behavioral approach allow the trainee to behavior in a real fashion.
These methods are best used for skill development

 The various methods that come under Behavioral approach are:

 GAMES AND SIMULATIONS

 BEHAVIOR-MODELING
 BUSINESS GAMES
 CASE STUDIES
 EQUIPMENT STIMULATORS
 IN-BASKET TECHNIQUE
 ROLE PLAYS

37
Both the methods can be used effectively to change attitudes, but through different means.

 Training by lecture

This method is used to create understanding of a topic or to influence behavior,

attitudes through lecture. A lecture can be in printed or oral form. Lecture is
telling someone about something. Lecture is given to enhance the knowledge of
listener or to give him the theoretical aspect of a topic. Training is basically
incomplete without lecture.
Straight Lecture: Straight lecture method consists of presenting information,
which the trainee attempts to absorb. In this method, the trainer speaks to a group
about a topic. However, it does not involve any kind of interaction between
the trainer and the trainees. A lecture may also take the form of printed text,
such as books, notes, etc. The difference between the straight lecture and the
printed material is the trainer’s intonation, control of speed, body language, and
visual image of the trainer. The trainer in case of straight lecture can decide to
vary from the training script, based on the signals from the trainees, whereas same
material in print is restricted to what is printed. Functional competencies are job-
specific competencies that drive proven high-performance, quality results for a
given position. They are often technical or operational in nature (e.g., "backing up
a database" is a functional competency).

A good lecture consists of introduction of the topic, purpose of the lecture, and priorities and
preferences of the order in which the topic will be covered.

Some of the main features of lecture method are:

1. Inability to identify and correct misunderstandings

2. Less expensive
3. Can be reached large number of people at once
4. Knowledge building exercise
5. Less effective because lectures require long periods of

 Demonstration Training Method

38
 This method is a visual display of how something works or how to do something.
As an example, trainer shows the trainees how to perform or how to do the tasks
of the job.

To carry out an effective demonstration, a trainer first prepares the lesson plan by
breaking the task to be performed into smaller modules, easily learned parts.
Then, the trainer sequentially organizes those modules and prepares an
explanation for why that part is required. While performing the demonstration,
trainer:

 Demonstrates the task by describing how to do, while doing

 Helps the focusing their attention on critical aspects of the task
 Explains why it should be carried out in that way
The difference between the lecture method and the demonstration method is the
level of involvement of the trainee. In the lecture method, the more the trainee is
involved, the more learning will occur.

 Discussion Training Method

Plans work and carries out tasks without detailed instructions; makes constructive
suggestions; prepares for problems or opportunities in advance; undertakes additional
responsibilities; responds to situations as they arise with minimal supervision; creates
novel solutions to problems; evaluates new technology as potential solutions to
existing problems.
The Discussion method consists a two-way flow of communication i.e. knowledge
in the form of lecture is communicated to trainees, and then understanding is
conveyed back by trainees to trainer.

 Computer Based Training (CBT)

With the worldwide expansion of companies and changing technologies, the demands
for knowledge and skilled employees have increased more than ever, which in turn, is
putting pressure on HR department to provide training at lower costs.

39
Some of the benefits of Computer Based Training are:

According to a recent survey, about 75% of the organizations are providing training to
employees through Intranet or Internet. Internet is not the method of training, but has become
the technique of delivering training. The growth of electronic technology has created
alternative training delivery systems.

CBT does not require face to face interaction with a human trainer. This method is so varied
in its applications that it is difficult to describe in concise terms.

 come under Cognitive approach are:

INTELLEGENT TUTORIAL SYSTEM(ITS)
PROGRAMMED INSTRUCTION (PI)
VIRTUAL REALITY
Both the methods can be used effectively to change attitudes, but through different means.
Another Method is Management Development Method –

 Management Development
The more future oriented method and more concerned with education of the
employees. To become a better performer by education implies that management
development activities attempt to in still sound reasoning processes. According to
Management Development Institute of India— "Management development is the
development of management over and above its science and theory, of its practice and
application in organizations, corporations and institutions, alike in relation to the
organization and manager, so as continuously to re-equip both to fulfill their purposes
more effectively and in harmony with each other and both with the environment in
which whey function and have their being and hope to thrive upon and grow14 .
Management development method is further divided into two parts:

 On-the- job

 The development of a manager’s abilities can take place on the job. The four
techniques for on the job development are:

40
  coaching
 MENTORING
 JOB ROTATION
 JOB INSTRUCTION TECHNIQUE (JIT)

 OFF-THE-JOBTRAINING


There are many management development techniques that an employee can take
in off the job. The few popular methods are:

 SENSITIVITY TRAINING
 TRANSACTIONAL ANALYSIS
 STRAIGHT LECTURES/ LECTURES
 SIMULATION EXERCISES

Makes sound decisions; bases decisions on fact rather than emotion; analyzes
problems skillfully; uses logic to reach solutions.

 Training need analysis (TNA)

An analysis of training need is an essential requirement to the design of effective training.

The purpose of training need analysis is to determine whether there is a gap between what
is required for effective performance and present level of performance.

Why training need analysis?

Training need analysis is conducted to determine whether resources required are available
or not. It helps to plan the budget of the company, areas where training is required, and
also highlights the occasions where training might not be appropriate but requires
alternate action.
Training Need arises at three levels:

41
Corporate need and training need are interdependent because the organization performance
ultimately depends on the performance of its individual employee and its sub group.

Organizational Level – Training need analysis at organizational level focuses on strategic

planning, business need, and goals. It starts with the assessment of internal environment of
the organization such as, procedures, structures, policies, strengths, and weaknesses and
external environment such as opportunities and threats.

After doing the SWOT analysis, weaknesses can be dealt with the training interventions,
while strengths can further be strengthened with continued training. Threats can be reduced
by identifying the areas where training is required. And, opportunities can be exploited by
balancing it against costs.

For this approach to be successful, the HR department of the company requires to be involved
in strategic planning. In this planning, HR develops strategies to be sure that the employees in
the organization have the required Knowledge, Skills, and Attributes (KSAs) based on the
future KSAs requirements at each level.

Individual Level – Training need analysis at individual level focuses on each and every
individual in the organization. At this level, the organization checks whether an employee is
performing at desired level or the performance is below expectation. If the difference
between the expected performance and actual performance comes out to be positive, then
certainly there is a need of training.

42
However, individual competence can also be linked to individual need. The methods that are
used to analyze the individual need are:

* Appraisal and performance review

* Peer appraisal
* Competency assessments
* Subordinate appraisal
* Client feedback
* Customer feedback
* Self-assessment or self-appraisal

Operational Level – Training Need analysis at operational level focuses on the work that is
being assigned to the employees. Employees need to prepare for these changes. The job
analyst also gathers information on the tasks needs to be done plus the tasks that will be
required in the future.
Based on the information collected, training Need analysis (TNA) is done

Understands, encourages and carries out the principles of integrated safety

management; complies with or oversees the compliance with Laboratory safety
policies and procedures; completes all required ES&H training; takes personal
responsibility for safety

 IMPEDIMENTS TO EFFECTIVE TRAINING :

There are impediments which can make a training programme ineffective :

 Management commitment is lacking and uneven: Most companies do not spend

money on training. Those that do tend to concentrate on managers, technicians and
professionals. The rank and file workers are ignored. This must change for as a result
of rapid technological change, combined with new approaches to organizational
design and production management, workers are required to learn three types of new
skills:
(i)the ability to use technology.

(ii) the ability to maintain it.

43
 (iii) the ability to diagnose system problems.

In an increasingly competitive environment, the ability to implement

rapid changes in product and technologies is often essential for economic

viability.

 Aggregate spending on training is inadequate: companies spend minuscule of their

revenues on training. Worse still, budget allocation to training is the first item to be
cut when a company faces financial crunch.
 Educational institutions award degrees but graduates lack skills: This is the reason
why business must spend vast sums of money to train workers in basic skills.
Organizations also need to train employees in multiple skills. Managers, particularly
at the middle level, need to be retrained in team-playing skills, entrepreneurship skills,
leadership skills and customer oriented skills.
 Large scale poaching of trained workers: Trained workforce is in great demand.
Unlike Germany, where local business groups pressure companies not to poach
company’s employees there is no such system in our country. Companies in our
country, however insist on employees to sign ‘bongs of tenure’ before sending them
for training, particularly before deputing them to undergo training in foreign
countries. Such bonds are not effective as the employees or the poachers are to pay
the stipulated amounts as compensation when the bounds are breached.
 No help to workers displaced because of downsizing: Organizations are downsizing
and de-layering in order to trim their workforces. The government should set apart
certain fund from the national renewal fund for the purpose of retraining and
rehabilitating displaced workers.
 Employers and B schools must develop closer ties: B schools are often seen as not
responding to labour-market demands. Business is seen as not communicating its
demand in B schools. This must change.
 Organised labour can help: organized labour can play a positive role in imparting
training to workers. Major trade unions in our country seem to be busy in attending to
mundane issues such as bonus, wages, settlement of disputes and the like. They have
little time in imparting training to their members.

44
1. Needs assessment: The first step in the training process is to assess the need for training the
employees. The need for training could be identified through a diagnosis of present and
future challenges and through a gap between the employee’s actual performance and the
standard performance.

The needs assessment can be studied from two perspectives: Individual and group. The
individual training is designed to enhance the individual’s efficiency when not performing
adequately. And whereas the group training is intended to inculcate the new changes in the
employees due to a change in the organization’s strategy.

2. Deriving Instructional Objectives: Once the needs are identified, the objectives for which
the training is to be conducted are established. The objectives could be based on the gaps
seen in the training programmes conducted earlier and the skill sets developed by the
employees.
3. Designing Training Programme: The next step is to design the training programme in line
with the set objectives. Every training programme encompasses certain issues such as: Who
are the trainees? Who are the trainers? What methods are to be used for the training? What
will be the level of training? etc.Also, the comprehensive action plan is designed that includes

45
 the training content, material, learning theories, instructional design, and the other training
requisites.
4. Implementation of the Training Programme: Once the designing of the training
programme is completed, the next step is to put it into the action. The foremost decision that
needs to be made is where the training will be conducted either in-house or outside the
organization.

Once it is decided, the time for the training is set along with the trainer who will be
conducting the training session. Also, the trainees are monitored continuously throughout the
training programme to see if it’s effective and is able to retain the employee’s interest.

5. Evaluation of the Training Programme: After the training is done, the employees are asked
to give their feedback on the training session and whether they felt useful or not. Through
feedback, an organization can determine the weak spots if any, and can rectify it in the next
session. The evaluation of the training programme is a must because companies invest huge
amounts in these sessions and must know it’s effectiveness in terms of money.

Thus, every firm follows the series of steps to design an effective training programme that
serves the purpose for which it was intended.

 TRAINING IN A.G INDUSTRIES PVT.LTD :

 Training is the most important activity and plays an important role in the
development of human resources. To put the right man at the right task with the
trained personnel has now become essential in today’s Globalized Market. No
organization has a choice on whether or not to develop employees. Therefore
training has nowadays become an important and required factor for maintaining
and improving interpersonal and inter group collaboration. Our approach to
training must be to increase productivity and profitability and secondly to
initiate personal growth and development.

TRAINING IS REQUIRED TO ACHIEVE THE FOLLOWING:

 Growth, Expansion and Modernization

 To increase productivity and profitability, reduce cost and finally enhance skill and
knowledge of the employee.

46
  To prevent obsolescence.
 To help in developing a problem solving attitude.
 To give people awareness of rules and procedures.
 To make people more competent .
 To make personnel become committed to their job resulting in pro activeness.
 To make people trust each other more.
KEY ASPECTS OF HRD TRAINING IN A.G INDUSTRIES PVT.LTD

 Learning and Development

 Leadership, Management Training
 Setting training and learning at the right level
 Training Needs Analysis (TNA)

Training Methods adopted in A.G INDUSTRIES :

Classroom lectures:

Arranging classroom lecture to the participants which do not involve much participation
except some questions from participants. This is suitable for large audience.

Talk:

Incorporates variety of techniques, allows participation and discussion from trainees. Suitable
for groups of not more than 20. Lack of participation may reduce it to a lecture.

Discussion:

 Knowledge, ideas and opinions on a subject exchanged freely. Suitable where

information a matter of opinion. Helps change attitudes and provide feedback to

the instructor on application. Some trainees may become entrenched about there

behaviour rather than change it.

Behavioural and attitudinal training - Key factors

 Health & eating the right food

 Attitude & motivation
 Team work

47
  Leadership and decision making.
 Effects of bad habit
 Communication skills
 Leadership training

Technical Training

 Works unit and Field works, Preventive Maintenance

 Safety Devices and Proper usage at working places.
 Fire fighting training.

Benefits of training

How Training Benefits the Organization :

 Leads to improved profitability and/or more positive attitudes toward profits

orientation
 Improve the job knowledge and skills at all levels of the organization
 Improve the morale of the workforce
 Helps people identify with organizational goals
 Helps create a better corporate image
 Fosters authenticity, openness and trust
 Improves the relationship between boss and subordinate
 Aids in organizational development
 Learns from the trainee
 Helps prepares in guidelines for work
 Aids in understanding and carrying out organizational policies
 Provides information for future needs and all areas of the organization
 Improves labor management relations
 Helps prepare guidelines for work
 Organization gets more effective decision making and problem solving skills
 Aids in development for promotion from within
 Aids in developing leadership skills, motivation, loyalty, better attitudes and others
aspects that successful workers and managers usually display.
 Helps keep costs in many areas, e.g. production, personnel distribution etc…
48
  Develops a sense of responsibility t the organization for being competent and
knowledgeable.

Benefits to the individual which in turn ultimately should benefit the organization:

 Helps the individual in making better decisions and effective problem solving.
 Through training and development, motivational variables of recognition,
achievement, growth, responsibility and advancement are internalized and
operationalized.
 Aids in encouraging and achieving self-development and self-confidence.
 Provides information for improving leadership, knowledge, communication skills and
attitudes.
 Increases job satisfaction and recognition.
 Moves a person towards personal goals while improving interactive skills.
 Provides the trainee an avenue for growth and a say in his/her own future
 Develops sense of growth in learning.
 Helps a person develop speaking and listening skills: also writing skills when
exercises are required.
 Helps eliminate fear in attempting new tasks.
Benefits in personnel and Human Relations, Intragroup and intergroup relations and
policy implementations:

 Improves communication between groups and individuals.

 Aids in orientation for new employees and those taking new jobs through transfer or
promotion.

49
 CHAPTER-2

COMPANY
PROFILE

50
 2.0 COMPANY PROFILE:

 A.G. INDUSTRIES ACCREDITED BY Modern Plastics as among the 50

Notable Plastic Component Molder in the world & accredited by ICRA
with ratings AA.

 The company’s expertise lies in manufacturing a wide range of plastic components for
the automotive sector. A G Industries has state-of-the-art manufacturing units in
Gurgaon, IMT Manesar, Haridwar, Halol, Dharuhera, Chennai and Bawal plant I &
Bawal Plant II.The current turnover of the company is INR 11176.80 Million (USD
180 Million) in 2016-17 and target to achieve INR 22400 Million (USD 350 Million)
in the year 2021-22.

 All the units are well equipped with modern machinery and boast of low power
consumption machines and automatic material handling systems, to meet the
International Standards of manufacturing. Catering to automobiles and auto-
ancillaries, the company’s expertise lies in Plastic Molding, Painting, Steering Wheel,
Decoration and Sub-assemblies.

As an initiative towards upward integration, the company has diversified its existing product
line to meet the growing demands of its esteemed customers. AG has set up a world class
commercial tool manufacturing facility at Bawal.

 HISTORY:

 AG Industries was established in 1993. It started production in Gurgaon.

Expanded the operation to IMT, Manesar in 2002. Transformation into a lean, flexible
company well positioned to thrive in a global markets. In 2015 company have taken
over the management of Premium Mouldings and Pressings Pvt. Ltd. Dharuhera and

51
 Premium steerings and moulding Pvt. Ltd. Chennai. And in 2016 the company have
taken over Business also of the above companies.
 A.G. Industries is the cumilination of the far sighted vision of its managing
director Ms. Geeta Anand. She has been awarded with Bhartiya Udhyog Ratan
Award by IEDRA in 2016, International Gold Star award in 2010 at Bangkok
and many others. A.G. Industries has ahighly dedicated staff of 4200 out of
which 410 persons are of engineering and other are professional background.

HALOL PLANT

 Molding, Painting & Sub Assemblies

 Message :

Real strength of the organization spring from clear management philosophy, management
principle, culture climate and the behavioral standard of our member. Hence it has become an
important task for us to remove all barriers of communication and nature of human resource
to enable it to understand our management philosophy and realize the strategy, policies and
objectives of our company.

 Objectives :

Design human resourses programme to support business strategy and business

performances and growth of all associates.

52
  Strategy / Policy
 Design performance and competency assessment system to motivate for
higher performance and to bring out training needs both at organizational as
well as individual level.
 Planning Merit Base recruitment and selection system leading to optimum
sizing and right placement of the right person.
 Design career growth / development plan for employees.

 HR Policy:-
 It is policy of the AGI management to always strive for engaging competent
and efficient employees at level to create , inculpate and foster good working
environment because we believe in :
 Team concept and participative management with falter organization
 Effective communication with faster decision making.
 Encouraging multi skill and multi functional responsibility where
employees may report two or three layer higher with better growth
opportunities for performers.
 VISION
 Creating a world class manufacturing company by continous learning &
improving.

 MISSION
 Manufacturing and sale automotive injection moulding component to major
OEm’s.
 Provide opportunities for personal growth.
 Involvement of all employees and inculate teamspirit.
 Achieve higher turn over and profitability
 Ensure safety of employee.

53
  MANAGEMENT OBJECTIVES

The company has witnessed exponential growth under their dynamic leadership and
continues to prosper with new ventures and strategic diversification in its product range.

 QUALITY POLICY

AG Industries is a IATS – 16949 certified company and a customer-centric organization. The

principle ‘Quality is manufactured, not inspected’ drives the company to achieve the highest
level of client satisfaction.

Besides, components are checked at every stage of manufacturing and dispatched only after
final inspection. AG Industries provide such quality products to its clients at reasonable and
competitive prices. It also ensures the timely delivery of all the orders..

AG is a Direct on Line (DOL) supplier approved by Hero MotoCorp and Mahindra &
Mahindra.

 FUTURE DESTINATION:

AG industries believes in being upto date with the latest trends and
development.it has future upgraded its services by adding new and advanced
technology to reunites set-up

 Engineering Compounding unit

 Manufacturing at multi location
 Product diversification
 JV in tool design & Manufacturing
 Establishment of center of Excellence

 PRODUCT PROFILE:-

 AG Industries manufacture injection moulded and painted parts for all the models,
being manufactured for Hero motocorp, along with assemblies

54
  Distributor of steering wheels. Manufacturer of two wheeler spare parts :- clutch
plate, gearbox, gasket, spring, backlight, headlight, indicator...

Front visor assy Rear Fender Assy side crowl cover

Front Fender Assy Front Grille Car Air Bag Cover

 CLIENT

OEM

55
 TIER I

56
CHAPTER-3

REVIEW

OF

LITRETURE

 REVIEW OF LITERATURE:

 Learner R , (1986) Training is often interpreted as the activity when an

expert and learner work together to effectively transfer information from the
expert to the learner (to enhance a learner’s knowledge, attitudes or skills) so
the learner can better perform a current task or job. Training activity is both
focused upon, and evaluated against, the job that an individual currently
holds.
 K Aswathappa. The term ‘training’ indicates the process involved in
improving the aptitudes, skills and abilities of employees to perform

57
 specific jobs. Training helps in updating old talents and developing new
ones. ‘Successful candidates placed on the jobs need training to perform
their duties effectively’.
 Nadler Leonard, (1984) .Development is often viewed as a broad, ongoing
multi-faceted set of activities (training activities among them) to bring
someone or an organization up to another threshold of performance. This
development often includes a wide variety of methods, e.g., orienting about a
role, training in a wide variety of areas, ongoing training on the job,
coaching, mentoring and forms of self-development. Some view
development as a life-long goal and experience. Development focuses upon
the activities that the organization employing the individual, or that the
individual is part of, may partake in the future, and is almost impossible to
evaluate.

 The environment of an organization refers to the sum total of the factors or

variables that may influence the present and future survival of an
organization (Armstrong, 1998)

 McGhee (1997) stated that an organization should commit its resources to a

training activity only if, in the best judgment of managers, the training can
be expected to achieve some results other than modifying employee
behaviour. It must support some organizational goals, such as more efficient
production or distribution of goods and services, product operating costs,
improved quality or more efficient personal relations is the modification of
employees behaviour affected through training should be aimed at
supporting organization objectives.

 Armstrong ,2005 Intellectual capital is the source of competitive advantage

for organizations. The challenge is to ensure that firms have the ability to find,
assimilate, compensate, and retain human capital in shape of talented individual
who can drive a global organization that both responsive to its customer and
‘the burgeoning opportunities of technology’

58
  McNamara, C.: Training and development increases employees’efficiencies,
innovation, invention, capacity to accept new technologies and techniques

 Oteyy(1970) Training improves a person’s skill at a task. Training helps in

socially, intellectually and mentally developing an employee, which is very
essential in facilitating not only the level of productivity but also the
development personnel in any organization.

 Chris (1996) Training and development aim at developing competences such

as technical, human conceptual and managerial for the furtherance of
individual and organisation growth.

 Harrison Rosemary, (2005).Training and development ensures that

randomness is reduced and learning or behavioral change takes place in
structured format. In the field of human resource management, training and
development is the field concerned with organizational activity aimed at
bettering the performance of individuals and groups in organizational settings.
It has been known by several names, including employee development, human
resource development, and learning and development.

59
 CHAPTER-4

RESEARCH

METHODOLOGY

3.0 RATIONALE OF THE PROPOSED RESEARCH STUDY:

Build a more efficienct,effective and highly motivated team ,which enchance the company’s
competitive position an improves employee morale. In order to ensure that employees are
equipped with the right kind of skills, knowledge and abilities to perform their
assigned tasks, training and development plays its crucial role towards the growth and
success of our business.

4.0 SCOPE & COVERAGE OF THE RESEARCH STUDY:

60
To know the present condition of the training and development programme. To know the
expectations of the employees towards training and development programmes. To know the
willingness of the employees towards training ad development programme.

5.0 OBJECTIVE OF THE RESEARCH STUDY:

 To know and evaluate the skill of the employees of the employees

required to perform job or operate a machine
 To study the effectiveness of training and development programme at
A.G.. industries pvt. Ltd.
 To understand the programme and their impact on the employee of A.g.
industries pvt.Ltd
 To analysis the views and opinions of the employees regarding the
programmes provided at A.g. industries pvt.Ltd
 To find out the statisfaction levels of the employees.

6.0 RESEARCH DESIGN OF THE PROPOSED RESEARCH STUDY:

The research design of the proposed research study considering its objectives,
scope and coverage would be Exploratory as well as Descriptive in nature.

7.0 RESEARCH METHODOLODGY OF THE PROPOSED RESEARCH STUDY:

The research methodology mainly includes the:

8.1 Sources of information:

The researcher would make the use of both primary data and secondary data
sources of information the case may be.

Primary Data:

The primary data will be obtained from the selected employees

ofA.G.INDUSTRIES Pvt. Ltd.

61
  Secondary data:

The secondary data will be obtained from published from

published/unpublished literature on the topic and journals, newspapers, books,
magazines, websites, or any other relevant services.

8.2 Research Instrument:

The researcher will be put to use structure non-disguised questionnaire,

supported with personal interviews of the employees of A.G INDUSTRIES
PVT.LTD

8.3 Sampling Decisions:

The researcher proposed to follow various sampling decision for conducting

the research study will include the following:

 Representative Sample:

The selected employees drawn from the total number of employees of the
different sections of the company would be selected as the Representative
sample.

 Sampling Frame:

The employee database, available with the company will be used as the
sampling frame for the purpose of collecting primary data for the proposed
research study.

 Sample Size:

62
 Appropriate number of sample size will be put to use for the purpose of
collecting primary data from the selected employees of different sections of the
company.100 employees will be selected as the sample size.

 Sample Design:

The sampling design is to be followed be non-probability sampling based on

convenience sampling.

 Sampling Method:

The researcher would apply convenience sampling methods to draw sample

from selected employees.

CHAPTER-5
63
 DATA ANALYSIS

&

INTERPRETATION

8.0 DATA ANALYSIS & INTERPRETATION:

The collected information and primary data would be subjected to data analysis and
interpretation, content analysis and statistical analysis. The collected primary data shall
be pre-coded considering the designing of the structured Non-disguised questionnaire.
The primary data would be scrutinized, edited and shall be validated and thereafter it

64
 would be presented in the forms of Graphs, charts, graphs and diagrams as the case
may be.

Graph showing the age of respondents:

AGE GROUP 18-21 22-25 26-29 30-33 34-37 38 &

Above

NO. OF 12 30 40 08 05 05
EMPLOYEES

NO OF EMPLOYEE

18-21
22-25
26-29
30-33
34 & ABOVE

GENDER:-

GENDER MALE FEMALE

NO.OF EMPLOYEE 98 2

65
 NO OF EMPLOYEE

MALE
FEMALE

Showing the years of experience of the respondents:

YEAR 0-03 04-07 08-11 12 & Above

NO. OF 46 42 06 06
EMPLOYEES

66
 NO OF EMPLOYEE

0-03
04 07
08 11
12 & ABOVE

Q-1 Have you ever attended any type of training programme?

ANSWER YES NO
NO.OF 87 04
EMPLOYEES

67
 90

80

70

60
50
40 NO. OF EMPLOYEES
30
20
10
0
YES
NO

INFERENCES:-From the above Graph & chart we say that 87 % of the respondents agree
that they attended a any training , the 4% is disagree with this.

Q-2 Do you feel training programme is complusary for the employees?

ANSWER YES NO CANT, SAY

NO.OF 73 25 02
EMPLOYEES

68
 80

70

60

50

40
NO. OF EMPLOYEES
30

20

10

0
YES
NO
CAN'T
SAY

INFERENCES:-From the above Graph & chart we say that 73 % of respondents agree that
training programme is complusary for the employees, 25% disagree for the training
programme is complusary while 2% can’t say.

Q-3 How many training progarmme will you attended in a year?

ANSWER NO OF EMPLOYEES PERCENTAGE

LESS THAN 10 30 30%
10-20 45 45%
20-40 15 15%
MORE THAN 40 10 10%

69
 45

40

35

30

25

20
NO. OF EMPLOYEES
15

10

5
0
Less than
Oct-20
10 20-40
more than
40

INFERENCES:-From the above Graph & chart we say that 30% of the employee attend the
training programme in a year less than10, 45% attended 10-20 training programme,15% of
employee attended 20-40 training programme and10% of the employee attend more than 40
training programmes

Q-4 What are the mode of training method is normally used in your organization?

ANSWER NO OF EMPLOYEES PERCENTAGE

Job rotation 40 40%
External training 35 35%
Conference/ discussion 15 15%
Programmed instruction 10 10%

70
40

35

30

25

20

15

10
NO. OF EMPLOYEES
5

Inferences: From above its clear that 40% of the employee feel that job rotation mode is used
as training a training method ,35% of employee belive that external training is used,15%
believe that conference training is used and 10% believe programme instruction is used as a
mode of training method.

Q.5 Whether the training conduct by the management was on the job or off the job?

71
ANSWER NO OF EMPLOYEES PERCENTAGE
ON THE JOB 42 42%
OFF THE JOB 10 10%
BOTH 38 38%
NOT APPLICABLE 10 10%

45

40

35

30

25

20 NO. OF EMPLOYEES

15

10

0
ON-THE- JOB
OFF-THE-JOB BOTH
NOT APPLICABLE

Inferences: From above its clear that 42% of the employees are saying that the company
conducted on the job training.10% of the respondent are saying that the company conducted
off the job ,38% of the respondent are saying that the company conducted both, the another

72
10% of the respondent are saying that not applicable in this training and development
programme.

Q-6 Do you feel training also contributes to personal growth of an employees?

ANSWER YES NO CAN’T SAY

NO.OF 89 0 11
EMPLOYEES

90

80

70

60

50

40
NO. OF EMPLOYEES
30

20
10
0
YES NO
CAN'T
SAY

73
Inferences: From above its clear that 89% believes training also contributes to personal
growth of an employees while only 11% can’t say to the statement.

 SA=STRONGLY AGREE
 A=AGREE
 N=NEUTRAL
 D=DISAGREE
 SD=STRONGLY DISAGRE

Q.7 was a promotion done by the management regarding the training and development
effective or not?

ANSWER SA A N D SD

NO. OF 10 58 20 10 2
EMPLOYEES

60

50

40

30
NO. OF EMPLOYEES

20

10

0
SA A
N
D
SD

74
Inferences: From above it’s clear that 10% of the respondent strongly agree felt that the
commitment of a.g. industries pvt. Ltd that promotion done by the management regarding
the training and development effective or not.,58% is agree with this or 20% is neutral or
10% disagree while 2% strongly disagree.

Q-8 The training progrmme influence the motivation level or morale.

ANSWER SA A N D SD
NO. OF 30 53 13 02 02
EMPLOYEES

60

50

40

30
NO. OF EMPLOYEES
20

10

0
SA A N D SD

Inferences: From above it’s clear that 30% strongly agree that they are highly motivated with
the effectiveness of training conducted by the organisation.,53% is agree that they some what
motivated or 13% is neutral or 2% disagree while 2% strongly disagree.

75
Q-9 The training and development programme add to my creativity and develop new idea.

ANSWER SA A N D SD
NO.OF 25 54 19 01 01
EMPLOYEES

60

50

40

30
NO. OF EMPLOYEES

20

10

0
SA A N D SD

Inferences: From above it’s clear that 25% strongly agree the training and development
programme add to my creativity and develop new idea,54% is agree with this or 19% is
neutral or 1% disagree while 1% strongly disagree.

76
Q-10)weather the training programme has the increase the knowledge?

ANSWER SA A N D SD

NO. OF 45 50 05 0 0
EMPLOYEES

50

45

40

35

30

25
NO. OF EMPLOYEES
20

15

10

0
SA A
N
D
SD

Inferences: From above it’s clear that 24% strongly agree the training programme has the
increase the knowledge,54% is agree with this or 20% is neutral or 1% disagree while 1%
strongly disagree
77
Q-11)Training programme is emphasis an developing technical and managerial capabilities of
employees through training .

ANSWER SA A N D SD

NO. OF 15 39 35 8 3
EMPLOYEES

40

35

30

25

20
NO. OF EMPLOYEES
15

10

0
SA
A
N
D
SD

Inferences: From above it’s clear that 15% strongly agree training programme is emphasis an
developing technical and managerial capabilities of employees ,39% is agree with this or
35% is neutral or 8% disagree while 3% strongly disagree.

Q-12 ) The training programme has increase the skill and talent towards assigned job.

78
ANSWER SA A N D SD
NO. OF 38 56 6 2 0
EMPLOYEES

60

50

40

30
NO. OF EMPLOYEES

20

10

0
SA
A
N
D
SD

Inferences: From above it’s clear that 38% strongly agree the training programme has
increase the skill and talent towards assigned job,54% is agree with this or 6% is neutral
while 2% disagree.

79
Q-13)The training programme conducted improve the quality and productivity of your work.

ANSWER SA A N D SD

NO. OF 8 48 42 2 0
EMPLOYEES

50
45
40
35
30
25
NO. OF EMPLOYEES
20
15
10
5
0
SA
A
N
D
SD

Inferences: From above it’s clear that 8% strongly agree The training programme conducted
improve the quality and productivity of your work,48% is agree with this or 42 % is neutral
while 2% disagree.

80
Q-14)Has the training programme improved the team work?

ANSWER SA A N D SD
NO. OF 15 45 38 2 0
EMPLOYEES

45

40

35

30

25

20 NO. OF EMPLOYEES

15

10

0
SA
A
N
D
SD

Inferences: From above it’s clear that 15%is strongly agree training programme improved
the team work ,45 % is agree with this while 38% is neutral and 2% is dis agree.

81
Q-15) Training and development create some competitive enviroument at work?

ANSWER SA A N D SD
NO. OF 31 37 24 4 4
EMPLOYEES

40

35

30

25

20
NO. OF EMPLOYEES
15

10

0
SA
A
N
D
SD

Inferences: From above it’s clear that 31% strongly agree training and development create
some competitive enviroument at work ,37% is agree with this or 24% is neutral or 4%
disagree while 4% strongly disagree.

82
Q-16) skill learnt in training and development programme are helpful to me.

ANSWER SA A N D SD
NO. OF 22 32 35 8 3
EMPLOYEES

35

30

25

20

NO. OF EMPLOYEES
15

10

0
SA A
N
D
SD

Inferences: From above it’s clear that 22% strongly agree skill learnt in training and
development programme are helpful to me ,32% is agree with this or 35% is neutral or 8%
disagree while 3% strongly disagree.

83
Q-17was there a satisfaction towards method of training implementing at present?

ANSWER SA A N D SD
NO. OF 25 38 26 20 0
EMPLOYEES

40

35

30

25

20
NO. OF EMPLOYEES
15

10

0
SA A
N
D
SD

Inferences: From above it’s clear that 25% strongly agree there a satisfaction towards method
of training implementing at present.38% is agree with this or 26% is neutral while 20%
disagree.

84
Q-18) Is your career growth based on various training programme you attend?

ANSWER SA A N D SD
NO. OF 41 48 9 2 0
EMPLOYEES

50

45

40

35

30

25
NO. OF EMPLOYEES
20

15

10

0
SA
A
N
D
SD

Inferences: From above it’s clear that 41% strongly agree your career growth based on
various training programme you attend , 48% is agree with this or 9% is neutral while 2%
disagree.

85
Q-19)the training centre taking any feedback from after the training and development
programme.

ANSWER SA A N D SD
NO. OF 35 49 11 3 2
EMPLOYEES

50

45

40

35

30

25
NO. OF EMPLOYEES
20

15

10

0
SA
A
N
D
SD

Inferences: From above it’s clear that 35% strongly agree the training centre taking any
feedback from after the training and development programme. ,49% is agree with this or 11%
is neutral or 3% disagree while 2% strongly disagree.

86
Q-20)Weather the feedback was analyzed and interpreted properly to improve the training

ANSWER SA A N D SD
NO. OF 26 30 16 18 10
EMPLOYEES

30

25

20

15
NO. OF EMPLOYEES

10

0
SA
A
N
D
SD

Inferences: From above it’s clear that 26% strongly agree that the feedback was analyzed and
interpreted properly to improve the training,30% is agree with this or 16% is neutral or 18%
disagree while 2% strongly disagree.

87
 CHAPTER-6

FINDINGS,
CONCLUSION
&
SUGGESTION

88
 9.0 FINDINGS , CONCLUSION AND SUGGESSION OF THE RESEARCH STUDY:

RESEARCH FINDINGS

 After analyzing and interpreting the data, certain findings have been drawn
to make it clear about the effectiveness of training and development
programmes organize in the company

 Majority of employees are technically qualified, well experienced and

between age group of 25 -35, all this will increase the efficiency of
employees
 Majority of employees of A.G. industries Pvt.Ltd attended the training
programme .
 Most of employee feel that training programme is complusary for the
employees.
 Employees of A.G industries pvt. ltd attended to 10-20 training
programme in year.
 Most of employee believe that job rotation and external mode of training
method is normally used in organization.
 Most of the employees are of the opinion that the company is commited in
promoting the training and development programme is good, which shows
that company should focus more on these aspects.
 Majority of employees are technically qualified, well experienced and
between age group of 25 -35, all this will increase the efficiency of
employees
 The majority of the employees believe that traning and development
programme is increasing knowledge to the employees.
 It is portrayed that majority of the employees feel that training and
development programme cultivate the sense of the competition and
competiveness among employees
 Most of the employees believe that the training programme improve the
personal growth .

89
  Most of the employees feel that training development programme have
moderately increase the skill and talent towards assignised job.
 Most of the employees feel that the training programme motivates them
and build up better team work
 Surveys reveal that majority of the employees with the training programme
that is conducted by the organization which is helpful for the practicle
work.
 Most the employees are satisfied with the method of the training
implementing at present.
 Majority of the employees feel that the feedback collected by the company
has been revised properly for the next traning programme.

CONCLUSION

The employee in every orgaisation work for the betterment of the organization and so
AG industries pvt. Ltd. Its is a pioneer in the spring industry has embedded ts name in
the field of human resources and practices. To make work effectively the concerned
department should oraganize training ad development programme.

 The study concluded that the overall effectiveness at AG industries its

good and it can also achieve the level of excellence in the future by
making possible changes in its process.
 Employees benefit by attending effective training programmes in the
orgaisation.
 Organisation benefit by having employees with more skills who are more
productive.
 The company lay good foundation for career growth of the employees
through training development programmes.
 It is more important to increase employee satisfaction level regarding
training and development programme.
 The introduction of new or innovative process of training programme to
existing level will surely help this oragnisatioin to reach a greater height in
year to come.
90
  We must select for the competent individual, develop, motivate, retain, and
provide them with the organizational culture and process that will allow
them to succeed.

 Trough proper training an employee can became multi skilled and this I
have practically noticed through my analysis. Thus training help to
develop knowledge , skill and attitude necessary to perform job related
task.
 Because of training employee are more able to perform their work very
effectively. By imparting suitable training to employee the company
achieve the target of

 Low cost
 High quality
 Productivity
 Time delivery
 Reliability

SUGGESTIONS

 Introduce more training programme which will benefit for the both employer and
employee .
 Enhance good communication attitude among the workers and employees.
 Identification of employees for training and development programme should be done
strictly.
 Introduce good training programme with selective topics related to improve quality
and production .
 A company should implement in a manner that 100% of their employees agree that
their personal growth increase with training and development programme.
 Determine the training needs through job description, performance appraisal, potential
appraisal and discussion with employees.
 Prepare a training calendar in discussion with the managers concerned.

91
  Define the training objectives specifically.
 Determine the criteria of need for nomination of employees for training.
 Select the efficient faculty.
 Ensure that the management commits itself to allocate major resources and adequate
time to training.
 Ensure that training contributes to competitive strategies of the firm. Different
strategies need different HR skills for implementation. Let training help employees at
all levels and acquire the needed skills.
 Ensure that a comprehensive and systematic approach too exists, training and
retraining are for all levels of employees.
 Make learning one of the fundamental values of the company. Let this philosophy
percolate down to all employees in the organization.
 Ensure that there is proper linkage among organizational, operational and individual
needs.
 Create a system to evaluate the effectiveness of training.

11.0 SIGNIFICANCE OF THE PROPOSED RESEARCH STUDY:

It is expected that the study will inform the Management of organizations that to increase
productivity, there is the need to have and retain well trained and motivated employees. the
study cover is to understand and learn the impact of training and development programme of
on the employees A.G. industries pvt.ltd. so the employee assessment should be done after
training session by the management to known the effectiveness of training given to the
employees.

12.0 LIMITATION OF THE PROPOSED RESEARCH STUDY:

 Sample size is limited.

 Selected sample may be bias.
 Time constrain.
 Some employees were not able to understand the questionnaire as it was new to the
organization. To solve this problem and to make it understandable to all, the
questionnaires had to be made in simple language and also with day today activities.
 Respondents were reluctant to give unbiased opinion fearing of the management.
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  The data was collected from the plant through questionnaires. The respondents were
not able to spend the desired time with the researcher.
 The Rater's decision on the employees was the final one. The problems like central
tendency and other partially towards the staff may be present

WEBLIOGRAPHY:

 https://www.mbaknol.com/research-literature-reviews/literature-review-
employee-training-and-development/

 http://www.agindus.com

 www.wikipedia.0rg

 http://www.whatishumanresource.com/Employee-Training-Introduction
 https://accountlearning.blogspot.in/2013/03/training-process-or-steps-
involved-to.html
 http://www.naukrihub.com/trainings/methods-of-training

REFERENCE

 Nadler, Leonard (1984). The Handbook of Human Resource Development

(Glossary). New York: John Wiley & Sons.
 Aswathappa, K. Human resource and Personnel Management, New Delhi:
Tata Publishing CompanyLimited,2000, p.189)
 Armstrong, M (1998): Human Resource Management: Strategy and Action,
Irwin, Boston
 Learner, R. (1986).Concepts and Theories of Human Development (2nd
ed.). New York: Random House).
 Harrison Rosemary (2005). Learning and Development.CIPD Publishing.
pp. 5

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  McNamara, C.: Employee Training and Development: Reasons and
 Benefits. New York. Authenticity Consulting, LLC, 2008.
 Mamoria, C. B. (1995), “Personnel Management (Management of Human
resources)”, HimalayaPublishing House, Bombay.
 Personnel and human resource management by k. aswathappa
 david a. decenzo/ Stepen p.robins (2004) personnal human resource
management.
 personnel management by C.B mamoria
 http://www.whatishumanresource.com/Employee-Training-Introduction
 https://accountlearning.blogspot.in/2013/03/training-process-or-steps-
involved-to.html
 http://www.naukrihub.com/trainings/methods-of-training
 https://www.hr.com/en/communities/training_and_development/list-of-
training-methods_eacwezdm.html
 http://www.hrwale.com/training-development
 http://traininganddevelopment.naukrihub.com/importance-of-training.html.

ANNEXURE

Dear Sir,

I, Chhaya Thakor a student of M.Com HR, Faculty of Commerce, The Maharaja

Sayajirao University of Baroda.

As a part fulfillment of M.Com, I am required to take up a dissertation project. For the

same, I intend to understand “a study on training and development practices and its
role in employee performance: (a study of selected employees at A.G industries
pvt.ltd)

As an employee of A.G INDUSTRIES PVT.LTD, you are requested humbly to

respond to the questionnaire attached hereby putting a “√ “(a tick mark) in any one
box out of five boxes associated with each question. Kindly tick the option you feel is
most appropriate.

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 I assure you that data would be tampered. The information given by you will be
treated highly confidential and used for academic purpose only.

Thanking you,

(Chhaya Thakor)

A QUESIONNAIRE ON STUDY ON TRAINING AND DEVELOPMENT

PRACTICES AND ITS ROLES IN EMPLOYEE PERFORMANCE:(A STUDY OF
SELECTED EMPLOYEES AT A.G INDUSTRIES PVT.LTD)

PERSONAL INFORMATION:

 Name:-______________________________
 Designation:-_________________________
 Gender:-
MALE ( )
FEMALE ( )
 Age:-
18-21 ( )
22-25 ( )
26-29 ( )
30-33 ( )
34-37 ( )
38 & Above ( )
 No of Years of Experience:-

0-03 ( )

04-07 ( )

08-11 ( )

12 & Above ( )

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  Education Qualification:-
STREAM MATRICULATE GRADUATE POST GRADUATE
COMMERCE
SCIENCE
ARTS

(1) Have you ever attended any type of training programme?

 Yes [ ]
 No [ ]

(2) Do you feel you training programme is compulsory for the employees?

 Yes [ ]
 NO [ ]
 Can’t Say [ ]

(3) How many training programme will you attended in year?

 Less than 10 [ ]
 10-20 [ ]
 20-40 [ ]
 More than 40 [ ]

(4) What are mode of training method is normally used in your organization?

 Job rotation [ ]
 External training [ ]
 Conference/discussion [ ]
 Programmed instruction [ ]

(5) Whether the training conduct by the management was the on the job or off the job?

 On the job [ ]
 Off the job [ ]
 Both [ ]
 Not applicable [ ]

(6) Do you feel training also contributes to personal growth of an employee?

 Yes [ ]
 No [ ]

96
Please complete the questionnaire carefully and thoughtfully. You are required to choose the
most appropriate response.

 SA=STRONGLY AGREE
 A =AGREE
 N=NEUTRAL
 SD= STRONGLY DISAGREE

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NO. STATEMENT SA A N D SD
(7) Was a promotion done by the management regarding training
and development effective or not?
(8) Training programme influence the motivation level or
morale.
(9) The training and development programme add to my creativity
and idea.
(10) The training programme has increase the knowledge.

(11) Training programme is emphasis on developing technical and

managerial capabilities of employee through training.
(12) The training programme has increase the skill and talent
toward assigned job.
(13) The training programme conducted improve the quality and
productivity of work.
(14) Has training programme improved the team work?

(15) Training and development create some competitive

environment at work.
(16) Skill and talent in training and development are helpful to
me.
(17) Was there a satisfaction towards method of training
implementing at present?
(18) Was Your career growth based on various training
programe you attend?
(19) The training centre taking any feedback from after the
training and development programme.
(20) Feedback was analyzed and interpreted property to improve
the training.

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99