CERTIFICATE

This is to certify that, Ms. AKWINDER KAUR, student of MBA has worked on the
dissertation titled “Training & development with their work with special reference
Sonalika International Tractors Limited”. She has successfully completed his
dissertation work in partial fulfillment for the degree of MBA. This dissertation is the
record of the student’s own efforts under our supervision & guideline.

Place:

St. Soldier Management and Technical institute

Date:

[i]
 STUDENT DECLARATION

I, “Akwinder kaur”, hereby declare that I have undergone my summer training at

“Sonalika International Tractor Limited” from June 2019 to June 2019.I have
completed a research project tilted “Training and Development” under the guidance of
“Asst. professor Paankhuri ” .

Further I hereby confirm that the work presented herein is genuine and original and
has not been published elsewhere.

Akwinder kaur

[ii]
 FACULTY DECLARATION

I hereby declare that the student “Ms. Akwinder Kaur” of MBA 3rd has undergone his
summer training under my periodic guidance on the project titled “Training and
Development”

Further I hereby declare that the student was periodically in touch with me during his
training period and the work done by student is genuine & original .

(Signature of supervisor )

[iii]
 ACKNOWLEDGEMENT

Through the acknowledgement, I express my sincere gratitude towards

professors who help in the preparation of this report. I am student of M.B.A. on the
completion of my industrial training at “Sonalika International Tractors Limited” I
would like to present this report of mine.

I am thankful to “Sonalika International Tractors Limited”, who gave me the

permission of training at their company and all staff members for their friendly and
frank behaviour and co-operation and also to all those industrious who helped directly
or indirectly training programmed.

Finally I would like to thank Asst Prof. Paankhuri under which I have prepared this
report.

Akwinder Kaur

[iv]
 CONTENTS

Chapter-1

Introduction to company

Introduction to topic

 Employee welfare
 Organizational commitment
 Review of literature
Chapter-2

 Objective of the study

 Need of the study
 Scope of the study
Chapter 3

 Research methodology
 Data Analysis and Interpretation
Chapter-4

 Limitations of study
 Findings
 Suggestions
 Conclusion
 Bibliography
 Questionnaire

[v]
 CHAPTER -1
INTRODUCTION OF COMPANY
1.1 Mission
1.2 IOS certified company
1.3 History
1.4 Training and Development
1.5 Objective of company

[1]
 CHAPTER – 1
Introduction of Company

Sonalika group started its journey of success during 1976 with foundation of small
unit to fabricate and assemble wheat-harvesting machines. With the passage of time
this small initiative taken by Mittal’s in 1976 turned into a great success due to the
undaunted efforts of its promoters and thousands of employees who worked unaltered
throughout.
The great success provided further motivation ultimately resulting in setting up a new
plant in the name of International Tractors Limited for the production of tractors as
the demand and requirement of which was growing at a good pace. The plant which
was set up at village Chak Gujran, Hoshiarpur and is spread over an area of 65 acres
(approx.) And obtained the certificate of incorporation on 26th, February 1996. Now
Sonalika group consists of 3 companies:
1. Sonalika Agriculture Industries
2. International Tractors Limited
3. International cars and motors limited
International tractor ltd was incorporated on October /7/1995. It was established on
1996 - 1997. Now in Feb-March, the production rate of tractor is 100-125 per day.
The total no of employees working in ITL is more than 3000.The total no of dealers of
ITL in India & neighboring countries are 548. ITL have introduced 15 models of
tractors. There are 5 regional offices in India, which are at Delhi, Patna, Ahmedabad,
Manipur and Bhopal. Company got ISO 9001 certificate in April/1999 by ICL.
Company is also running its own agriculture equipment making industries, which is
producing thrasher, disk harrow, wheat harvester etc. They have got collaboration
with Renault agriculture ltd. France. The main head office of ITL is at Mauritius.
1.1 MISSION:
International tractors ltd. Offer quality product with distinctive features at
reasonable price .the company ensure better than the best after sale service for the
satisfaction of the customer .the firm is ranked as best in terms of its quality &
production front. Company is exporting its tractors to different Asian as well as
African countries.

[2]
1.2 ISO CERTIFIED COMPANY:
Recently the company has also obtained the ISO 9001:2000 certifications
thereby becoming the only tractor company in Punjab to obtain such certification.

1.3 HISTORY
Shri L.D Mittal, Chairman, Sonalika Group is a proud man whose

efforts have born fruits. He planted a sapling of farm mechanization many

years back. He nourished & nurtured that plant & saved it from vagaries

of weather. He, in fact, sacrificed his youth for the sake of farming

community. That plant has now grown into full fledged tree with flowers &

fruits providing shelters & livelihood to more than 3,00,000 customer,

employees & vendors with family members.

At the age of 80, Shri Mittal works for 16 hours a Day & is

still looking after the huge “Sonalika Tree” with all passion & love.
Shri Mittal is ably supported by his two illustrious sons, Shri A.S Mittal,
Vice Chairman, Shri Deepak Mittal, Managing Director & two Grand Son’s
Shri Raman Mittal & Shri Sushant Sagar Mittal who are sparing no pains to
see that Sonalika scales still grater heights of glory.

1969: Modest beginning of farm equipment manufacturing.

1997: Diversification into tractor manufacturing.

2000: Joint venture with Renault agriculture, France & Class- Germany for
technological developments.
2001: Started in house manufacturing of engines for tractors. 2004:
Establishment of international cars and motors ltd. 2005: (a) Became the
4th largest tractors manufacturing in India (b) Tie up with “yanmar” of
Japan.

2006: Became the 3rd largest tractors manufacturer in India.

2007: Rhino Rx model launched.

2008: Rx series tractors launched.

1.4 RECRUITMENT: -
Diploma/graduate engineers are recruited through

[3]
Campus interview
Employment exchange
Advertisement
Also the candidates up to particular level have to undergo a better of compulsory
selection tests, which include Personality, aptitude test & a series of functional tests,
by which competence of the candidates at the cognitive level is assured. Important
factor considered while selecting an individual are the set of aptitude and values
an individual possess , as this determines the ultimate adjustments between
organization and employee. Many times vacancies are also filled by circulating
the requirement internally, for e.g. the scheme of ‘fast track’ to managerial
carriers. Candidates with the necessary aptitude under goes a selection test
programmers based ‘assessment center methodology’. Those who are successful
can jump almost four grades.
1.5 TRAINING AND DEVELOPMENT:-
All classes of employee are trained. Non skilled are trained to become skilled
worker and skilled worker are trained to acquire multiple skills. Diploma and
graduates engineers are trained for one year. There are special managements
programmers and classes. In addition to the job related training all employee
attend self-development programmes.

1.6 OBJECTIVES OF COMPANY

1. The main objective of the company is to bring the latest technology of high
quality and cost advantage to its consumers. By having a strong R&D and the
fully computerized manufacturing facility, ITL ensures a non-stop supply of
quality tractors.
2. Apart from the general objective, every department has their own objectives,
which are in tune with the main objective of the company. In that sense the
main objective of R&D department is to have the best in product development
with maximum utilization of the human resources available .

[4]
 CHAPTER-2

INTRODUCTION ON TRAINING AND DEVELOPME

[5]
INTRODUCTION ON TRAINING AND DEVELOPME
In this changing and globalization environment organization have to upgrade their
work methods, works norms, technical and managerial skills, and employees
motivation to face the challenges due to which an employee training is most important
in the changing environment because a need for highly specialized workmen is felt in
the global way. Organisation and individual should develop and progress
simultaneously for their survival and attainment of mutual goals. So every modern
management has to develop the organisation through human resource development.
Employee training is the important sub-system of human resource development.

Training is an important activity in many organizations. we generally see

that a new machines is installed in a factory, it is operated on the trial basis before
going into actual production. After an employee is selected, placed and introduced he
or she must be provided with training facilities. Training is the act of increasing the
knowledge and skill of an employee for doing a particular job. Training is a short-
term educational process and utilizing a systematic and organised procedure by which
employees learn technical knowledge and skills for a definite purpose.

Training improves, changes, molds the employee’s knowledge, skill, behaviour,

aptitude, and attitude towards the requirements of the job and organisation. Training

refers to the teaching and learning activities carried on for the primary purpose of

helping members of an organisation, to acquire and apply the knowledge, skills,

abilities and attitudes needed by a particular job and organisation.

2.1 TRAINING
Training is a short term process utilizing a systematic and organized procedures by
which non managerial person acquire technical knowledge and skill for a definite

[6]
purpose. It refers to instruction in technical and mechanical operation like operation
of some machines. It is designed primarily for non managers, short duration and
specific job related purposes.

2.1.1 TRAINING CONCEPT

Training of human resources consists of providing them with the necessary facilities
and opportunities to acquire knowledge develop skills and cultivate attitude,
behaviour and habits for the efficient and effective role performance thereby
facilitating achievement of organizational goals.

A system may be defined as a group of interrelated and interdependent parts or

processes separating in sequence, according to a predetermined plan, in order to

achieve a goal or series of goals. A system may be viewed as a series of inputs or

resources which are transformed by one or more processes related to each other in

some sequence, having a transformed product or output as a result of processes.

The total transformation being monitored by a system of controls which adjust

deviations in the processes in terms of some reference standards of the system.

From an analytical point of view, we can identify the following elements in a

system:

 Inputs

 Processes

 Outputs

 Feedback controls

For understanding a system or for setting up a system, one should start by determining

the objectives of the system, that is, what the system seeks to accomplish. Then the

inputs are to be identified and the outputs specified. In the light of the relationship

between inputs and outputs, the different processes can be worked out. Suitable

feedback must be obtained at the various stages so as to ensure appropriate corrective

steps at the necessary stages.

Training input means trainees with other resources such as physical facilities, reading

material, resource persons, etc. The design and conduct of the course constitutes the

[7]
processes and the trained employee is the output. The evaluation of the training course

is the feedback on the basis of which improvements are made in the subsequent

courses organized.

A significant and meaningful approach for a proper understanding of the training

effort as a system concept consists not in regarding the conduct of the training

programmer as the sole process involved, but in viewing the training programmer as a

link in the chain of professional development of an employee.

If this view is accepted, a systems concept of training would include the environment

and organization in which the employee works including the identification of his

training needs, and the other salient aspects such as the determination of training

objectives, designing the training programmer, its implementation and evaluation of

not only the training as such but of the improvement in organizational effectiveness

and achievement of organizational goals resulting from the contribution of the trained

employee. Thus the training effort becomes a total system of which the sub-systems

are the different aspects outlined above.

 Identification of training needs.

 Formulation of training objectives

 Designing of training programmer

 Implementation of training programmer

 Evaluation of training

The traditional idea that these five phases are quite separate distinct entities, gives the

impression that though these phases are connected with one another sequentially, they

are independent, so that the findings and conclusions of each phase are treated as final

and conclusive statements for taking action and which are not supposed to be revised

in the light of findings in the subsequent phases.

[8]
Of course the evaluation phase is considered to have a bearing on the design and

implementation of subsequent programme but the interdependence of each phase with

all the others is not seriously thought of and acted upon.

2.1.2 TRAINING OBJETIVE

 To ensure an adequate supply of properly trained employees at all levels of

industry.

 To improve to performance of each employee to the highest attainable level

and to develop his potential so that he can take up jobs of higher

responsibilities.

 To attain precision and clarity in the transaction of business.

 To increase productivity by conceptual skill, imagination and judgment of

employees.

 To reduce scrap rate.

 To reduce accident rate.

 To minimize absence.

 To reduce labor turnover.

 To reduce fatigue and tardiness.

 To minimize overtime.

 To boost employee morale.

 To teach employees the standardized work methods.

 To inculcate good work habits on the part of employees.

 To promote team work.

 To find out whether an employee is suited to the job.

 To adjust employee’s outlook to new needs of new time

2.1.3 TRAINING NEED

[9]
The first sub-system of the systems concept of training is the “Identification of

Training needs”. Hence the essential preliminary step to be gone through prior to

planning and designing the training programmer is to determine the objectives of the

programmer. The objectives of a programmer are to be framed in the light of the

training requirements of personnel in an organization. The assessment of training need

is therefore, a necessary exercise to be undertaken before designing a programmer.

What is Training Need?

It is the gap between the knowledge, skills and attitudes that the job demands and the

knowledge, skills and attitudes already possessed by a Trainee.

 When performance of employees in their present position does not match with

the required standards.

 When the requirements of the job change due to changing circumstances.

 When the present job ceases to exist or the job holder changes jobs, therefore

creating new ‘gaps’ in a new job.

2.1.4 TRAINING ROLE

Training is our important HRD activity, which reinforce HRD in an organisation.

Apart from the need for internal staffing, training enhances job related skills and also

facilitates acquiring of new skills required preventing skill obsolescence in an

organisation. HRD is a process and it helps employees to improve their functional

capabilities for present and future roles.

Training may be defined as systematized tailor made programme to suit the needs of a

particular organisation for developing certain attitudes, actions, skills and abilities in

employees, irrespective of their functional levels.

Training serves following important purposes:

 To increase the performance level of an employee to develop him / her in such

a manner that he / she can rise to the positions higher responsibility

 To constantly by develop manpower to meet the current as well as future

needs the organisation.

[10]
  To ensure effective utilisation of human recourses

 To integrate individual goals with the organisation goals creating a climate, so

that an individual employee can best achieve his / her goals by attending the

goals of the organisation

 To be more specific, this is the stage of identifying employees with the

organisation

2.1.5 TRAINING PRINICPLE

Several principles of training have been devolved over the years and they can be

followed as guidelines for making training programmer more effective.

 Motivation:

Employees will be motivated by training programmer if they feel that they will be

benefitted by undergoing such training. Therefore, training must be related to the job-

performance of the employees and it must meet their needs and solve their problems

as well as increase their efficiency and improve their aptitudes.

Training should create great hopes in the employees that their chances of promotion

would be better, they would be getting more wages or better jobs, better recognition,

higher status, quick promotions etc..

 Reinforcement:

According to B.F. Skinner’s Behaviour Modification Model, when a behaviour is

repeatedly rewarded, it becomes a permanent part of one’s personality. Therefore, the

effectiveness of the trainees in learning new skills or in acquiring new knowledge

relating to the job should be reinforced by means of rewards and punishments.

Rewards or positive reinforcements are more effective in changing behaviour than

punishments or negative reinforcements. Positive reinforcements are in the form of

promotions, rise in pay, praise etc., whereas negative enforcements are in the form of

demotions, threats of dismissal, cuts in salary etc. It should be noted that positive

reinforcement is far better than negative reinforcement

 Clear Objectives:

[11]
The management should clearly define the objectives and scope of the training

programmer. The management should prepare a comparative statement of the job

requirements and existing personnel skills and knowledge. This will enable the

employees to know the need for undergoing training.

 Training Policy:

The management should formulate an ideal training policy which would serve as a

guide for designing and implementing the training programmer. It should specify the

persons responsible for conducting the training programmer, the nature of training and

employees to be trained.

 Organized Material:

The training material should be properly organized and a complete outline of the

training programmer should be distributed to the employees who are required to

undergo training. This will also enable them to prepare themselves to undergo

training.

 Individual Differences:

Individual employees differ in intelligence and aptitude. Training programme should

therefore be adjusted to the individual abilities and aptitudes, depending upon the

financial strength of the organisation. Since individual training is costly and

impracticable, the organisation should always arrange for group training which is

economically viable and advantageous.

 Suitable Techniques:

The methods and techniques used for training should be related directly to the needs

and objectives of the organisation as well as the job. Training should be conducted as

far as possible in the actual job environment if it is to be meaningful.

2.1.6 TRAINING IMPORTANCE

Training is mainly job-oriented; it aims at maintaining and improving current job

performance.

[12]
  Entry of new recruits- New entrants need training to attain clarity in job

responsibility, nature of the job, and other organizational matters so that

person-hours are not wasted.

 Promotions- Preparation of employees for higher level jobs like promotions

requires skill up gradation or competency building.

 To prevent skill obsolescence- Training and development programmer foster

the initiative and creativity of employees and help to prevent obsolescence of

skills, which may be due to an employee’s age, temperament, motivation level,

or inability to adapt to technological changes.

 To increase productivity- Instruction can help employees increase their level

of performance on their present assignment. Increased human performance

often leads to increased operational productivity and increased company

profit.

 To improve quality- With globalization, increased competitiveness has

resulted in greater emphasis on producing or delivering quality goods and

services. Hence training in quality maintenance and quality management

becomes essential.

 To meet organizational objectives- Future organizational goals, plans dictate

training of its existing workforce, particularly, where there is a dearth of skills

to match the needs of organizational plans.

 To improve organizational climate- Organizational climate refers to the

overall relations and effective orientations of the employees towards the

organization. These orientations may be positive or negative. Positive

orientations will result in increased productivity and employee morale.

2.1.7 TRAINING BENEFITS

Benefits of training are multi-faceted. Training benefits the organisation, individual,

policy formulation process and maintenance of relations.

 Improves the job knowledge and skills at all levels of the organisation.

[13]
  Improves the morale of the workforce.

 Helps people identify with organizational goals.

 Helps create a better corporate image.

 Improves the relationship between boss and subordinate.

 Aids in organizational development.

 Learns from the trainee.

 Helps prepare guidelines for work.

 Aids in understanding and carrying out organizational policies.

 Provides information for future needs in all areas of the organisation.

 Organisation gets more effective decision-making and problem solving

 Aids in development for promotion from within

 Aids in developing leadership skill, motivation, better attitudes, and other

aspects that successful workers and managers usually display

 Aids in increasing productivity and/or quality of work

 Helps keep costs down in many areas, e.g., production, personnel,

administration, etc.

 Develops a sense of responsibility to the organisation for being competent and

knowledgeable

 Improves labor-management relations

 Reduces outside consulting costs by utilizing competent internal consulting

 Stimulates preventive management as opposed to putting out fires

2.1.8 TRAINING METHODS FOR TRAINING LEADERS

 Lecture Method:

The lecture method is the most widely used method to train leaders. The potential

supervisors and leaders are at the outset selected on the basis of tests and interviews.

They are, thereafter, given various lectures by experts relating to management,

discipline, coordination, incentive, recognition of ideas and the dos and do nots of a

leader or manager.

[14]
At the end of the course, it is taken for granted that the training is completed. The

lecture method is quite simple, economical and less time consuming as it gives

information in a very short period. A Good lecture also facilitates learning and

influences attitude more than mere passive reading. Good lectures also help in

understanding and selective learning.

But lectures usually do not help people to develop associations. The lecture method is

also criticized as superficial by which the majority of people do not gain much. The

gain is very little as it only touches the surface and making associations and

understanding them becomes quite difficult.

 Conference or Discussion Method:

A series of topics on problems relating to the areas of the trainees are placed for

discussion. Topics may relate to any problem starting from employee problems to

decision-making, meetings of emergencies, coordination of activities of the groups

and subgroups, cooperation and competition etc.

 Role Playing Technique:

The role playing technique is one of the most important techniques to train leaders in

various types of training programmer. This technique is also known as the reality

practice or problem approach.

In this training technique, a day-to-day problem of any organisation is presented and

each trainee is given a role to play either as a supervisor or as a subordinate member.

By this, they are provided with the opportunity of experiencing, approaching and

viewing the problem from different angles.

[15]
2.1.9 TRAINING PROCESS
Important steps in a typical training process

ORGANISATIONAL
OBJECTIVE

ASSESSMENT OF
TRAINING NEEDS

ESTABLISHMENT OF
TRAINING GOALS

DEVISING OF TRAINING
PROGRAMME

IMPLEMENTATION OF
TRAINING PROGRAMME

EVALUATION OF RESULT

[16]
2.1.10 ADVANTAGES OF TRAINING:

The contributions of imparting training to a Company should be readily

apparent. The major values are:

 Increased Productivity: An increase in skill usually results in an increment in

both quality and quantity of output. However, the increasingly technical nature of

modem jobs demands systematic training to make possible even minimum levels

of accomplishment

Increased Productivity: An increase in skill usually results in an increment in

both quality and quantity of output. However, the increasingly technical

nature of modem jobs demands systematic training to make possible even

minimum levels of accomplishment.

 Reduced Supervision: The trained employee is one who can perform with

limited supervision. Both employee and supervisor want less supervision but

greater independence is not possible unless the employee is adequately trained.

 Reduced Accidents: More accidents are caused by deficiencies in people than by

deficiencies in equipment and working conditions. Proper training in both job

skills and safety attitudes should contribute toward a reduction in the accident

rate.

 Increased Organisational Stability: The ability of an organisation to sustain

its effectiveness despite the loss of key personnel can be developed only
through creation of a reservoir of employees. Flexibility, the ability to adjust to

[17]
 short-run variations in the volume of work requires personnel with multiple
skills to permit their transfer to jobs where the demand is highest.

2.2 DEVELOPMENT

In contrast a development is along term process utilizing a systematic and organized

procedure by which managerial personnel get conceptual and theoretical knowledge it
is not technical knowledge or skills but philosophical theoretical educational concept.
It is considered more general than training and more oriented to individuals needs in
addition to organized needs and it is most often aimed towards management people.
Usually the intent of development is to provide knowledge and understanding
function more effectively such as problem solving decision making and relating to
people

Successful candidate placed on the job need training to perform their duties
effectively. Workers must be trained to operate machines, reduce scrap and avoid
accidents. It is not only the workers who need training.

Another component of a training and development programme is

development which is less skill oriented but stresses on knowledge about business
environment, management principles and technique, human relations, specific
industry analysis and the like is useful for better management of a company.
Supervisors, managers and executives also need to be developed in order to enable
them to grow and acquire maturity of though and action.

2.2.1 DEVELOPMENT CONCEPT

While drawing a distinction between training and development, we introduced, in

brief, the concept of development. Based on that concept, we can now elaborate it in
more detail. The term ‘development’ implies overall development in a person.

[18]
Accordingly, executive development means not only improvement in job
performance, but also improvement in knowledge, personality, attitude, behaviorism
of an executive, etc.

It means that executive development focuses more on the executive’s personal

growth. Thus, executive development consists of all the means that improve his/her
performance and behavior. Executive development helps understand cause and effect
relationship, synthesizes from experience, visualizes relationships or thinks logically.
That is why some behavioral scientists suggest that the executive development is
predominantly an educational process rather than a training process. We can derive
these as follows:

 Executive development, being a predominantly educational process, is a

continuous and life-long process. It is not like training as a one-shot
programmer but an on-going continuous programmer throughout the career of
an executive or manager.

 Like any kind of learning, executive development is based on the assumption

that there always exists a gap between what an executive performs and what
he/she can. Executive development harnesses this untapped potential.

2.2.2 DEVELOPMENT OBJECTIVE

The main objectives of any programmer of development are to:

 Improve the performance of managers at all levels.

 Identify the persons in the organization with the required potential and prepare
them for higher positions in future.

 Ensure availability of required number of executives / managers succession

who can take over in case of contingencies as and when these arise in future.

 Prevent obsolescence of executives by exposing them to the latest concepts

and techniques in their respective areas of specialization.

 Replace elderly executives who have risen from the ranks by highly competent
and academically qualified professionals.

2.2.3 DEVELOPMENT NEED

[19]
People need competencies (knowledge, attitudes, values and skills) to perform tasks.
Higher degree and quality of performance of tasks requires higher level of degree of
skills. Without continuous development of competencies in people, an organization is
not likely to achieve its goals.

Any organization that is interested in improving its services and its effectiveness
needs to develop its employee competencies to perform the tasks required to bring
about such improvements

• Growth of organization.

• Diversification in an organization

• Renewing itself to become more effective

• Improving the systems and services of an organization

• Change and becoming more dynamic

• Playing leadership roles

2.2.4 DEVELOPMENT OF IMPORTANCE

Employee development is a joint initiative of employee as well as the employer to

improve or elevate the existing skills, knowledge and abilities of an individual..

Organizations should go above and beyond to encourage employees to participate in

employee development activities and here are five reasons employee development is
important to your company.

 Helps attract and retain Good employees

Employee retention as well as the hiring process is a huge challenge for a lot of
employers. There are a lot of highly qualified and experienced people applying for the
little jobs available. This challenge can be greatly reduced by having a solid employee
development program.

Most employees nowadays take the employee development seriously and it is one of
the factors they take into consideration when looking for a job, therefore, providing
employee development as part of the hiring package gives your company a very
competitive advantage over other organizations advertising for the same vacancy.

 Helps Create Promotable Employees

[20]
A proper and solid employee development and training plan will create a pool of
capable workers, create workers ready for promotion and help identify the weaknesses
and strengths of your employees.

Employee development trains and equips your current crop of employees for possible
future promotion from daily worker to management as well as shows you which
employees have the aptitude for such a promotion. It is very common to see
companies advertising to the public the top positions such as managers and other top-
level employees.

 Keeps Employees Engaged at Work

Having all your employees busy and engaged at work is something every employer
wants to see, but it’s not always going to be this way every day, there are days when
the workload will be reduced thus giving employees a lot of free time leading to
boredom at the workplace. This is not desirable because bored employees are a recipe
for disaster.

The employees will easily take on negative attitudes, sloppy work habits including
reporting late for work and may even cause damage to relationships with other
employees, customers and even the employer.

 Helps To Save and Earn Money

Investment is all about saving today so as to get a better return on your capital
tomorrow. The same can be said of employee development and training. It is said that
a good employee is like money in the bank, he/she will come in handy at one point in
time. A well trained, confident and engaged employee is going to deliver better work
for the company in the long run.

This is going to save the organization a lot of money. Instead of hiring someone from
outside, the company can use personnel from within since they are more efficient and
proficient. Using employees from within is in the long run going to save the company
a lot of money while at the same time earning more from the employees increased
efficiency and expertise. It’s also not a given that someone from elsewhere will come
in and make the desired impact.

 Forces you to Look to the Future

[21]
Employee development is a continuing and dynamic thing, the relevant skills today
may be obsolete tomorrow. This means that as an employee you always have to have
an eye on the future at all times otherwise the company will stagnate.

Therefore, as an employer, you need to ask yourself several questions in line with the
goals and objectives of the company, some of the questions include; what kind of
leadership will I need? What will my customers need from my employees? What
industry changes may I expect in the near future and in the long run?

2.2.5 DEVELOPMENT BENEFITS

 It emphasizes on all around development of the employees by developing

skills, attitude and knowledge about the organization. This helps in making the
employees more competent.

 HRD emphasizes on performance appraisal system through which the

performance of the employees can be judged time to time. This makes the
employees more committed towards their work and motivates others to
perform well.

 As human resource development acts as a link between the organization and

the employees, thus, it creates an environment of trust and respect.

 It emphasizes on problem solving approach, hence, HRD helps in creating an

environment of acceptability towards change.

 HRD focuses on team spirit within the organization which helps in creating a
positive environment within the organization. This ultimately helps in
increasing the productivity of the organization.

 It emphasizes on the participation of employees in the organization. This

increases the amount of participation within the organization and they feel
more and more associated with the organization if they achieve anything.

[22]
2.2.6 Development Process:
Like any learning programmer, executive development also involves a process
consisting o) certain steps. Though sequencing these various steps in a chronological
order is difficult.

These steps, also called the components of the development programmer, have been-
discussed in the succeeding paragraphs

Identifying Development
Needs

Appraisal of Present
Managerial Talent

Inventory of Executive
Manpower

Developing Development
Programmer

Conducting Development
Programmer

Evaluating Development
Programmer

Development Process

[23]
  Identifying Development Needs:

Once the launching of an executive development programmer (EDP) is decided, its

implementation begins with identifying the developmental needs of the organization
concern. For this, first of all, the present and future developmental needs for
executives/ managers ascertained by identifying how many and what type of
executives will be required in the organization at present and in future.

This needs to be seen in the context of organizational as well as individual, i.e.

manager needs. While organizational needs may be identified by making
organizational analysis in terms of organization’s growth plan, strategies, competitive
environment, etc., individual needs to be identified by the individual career planning
and appraisal.

 Appraisal of Present Managerial Talent:

The second step is an appraisal of the present managerial talent for the organisation.
For this purpose, a qualitative assessment of the existing executives/managers in the
organisation is made. Then, the performance of every executive is compared with the
standard expected of him.

 Inventory of Executive Manpower:

Based on information gathered from human resource planning, an inventory is

prepared to have complete information about each executive in each position.
Information on the executive’s age, education, experience, health record,
psychological test results, performance appraisal data, etc. is collected and the same is
maintained on cards and replacement tables.

[24]
An analysis of such inventory shows the strengths and also discloses the deficiencies
and weaknesses of the executives in certain functions relative to the future needs of
the concern organization. From this executive inventory, we can begin the fourth step
involved in the executive development process.

 Developing Development Programmer

Having delineated strengths and weaknesses of each executive, the development

programmers are tailored to fill in the deficiencies of executives. Such tailor-made
programmers of development focus on individual needs such as skill development,
changing attitudes, and knowledge acquisition.

 Conducting Development Programmers:

At this stage, the manager actually participates in development programmer. It is

worth mentioning that no single development programmer can be adequate for all
managers. The reason is that each manager has a unique set of physical, intellectual
and emotional characteristics.

As such, there can be different development programmer to uniquely suit to the needs
of an executive/ manager. These development programmer may be on-the-job or off-
the-job programmer organized either by the organization itself or by some outside
agencies.

 Evaluating Development Programmer:

Just as with employee training programmer, executive development programmer is

evaluated to see changes in behavior and executive performance. Evaluation of
programmer enables to appraise programmer’s effectiveness, highlight its weaknesses

[25]
and aids to determine whether the development should be continued or how it can be
improved.

2.3 METHOD OF TRAINING AND DEVELOPMENT

The various methods of training and development may be classified as follows:

 On-the-Job Methods:

 Experience

 Coaching

 Understudy

 Position Rotation

 Special Projects and Task Forces

 Committee Assignments

 Multiple Management.

 Off-the-Job Methods:

 Selected Readings

 Conferences & Seminars

 Special Courses

 Case Study

 Programmed Instruction

 Brain Storming

 In-basket Exercise

 Role Playing

[26]
  Management Games

 On-the-Job Training:

On-the-job involves learning by doing. It is considered to be an effective approach for

making managers more competent. The trainee is motivated to learn because the
training takes place in the real job situation. Little additional space and equipment is
needed for training. But neither the trainee nor the trainer are free from the daily
pressure of job. The trainer (senior) has seldom the time and patience to impart
effective training.

 Experience:

This is one of the oldest methods of on-the-job training. It involves learning by doing.
It is the most practical and effective method. But it is wasteful and inefficient.

 Coaching and Counseling:

Under this method, the senior or super r plays the role of the guide and instructor of
the management trainee. He provides personal instruction and guidance. He
demonstrates the task operations and answers queries. The trainee observes the
superior carefully to learn the necessary skills of the functional area. He mentally
visualizes and rehearses the modeled sequence of behavior. He asks the superior
questions about different facets of the job.

The senior seldom finds enough time and attention for providing training. He may not
be properly trained and oriented himself.

 Understudy or Attachment Method:

When a person is promoted to higher level he is given training in the job to which he
is to be appointed. He is chosen as the successor to the current incumbent who is
going to retire or resign. The trainee is attached with the senior and is called as
understudy assistant to or apprentice.

 Position Rotation:

Position rotation is the process of training executives by rotating them through a

series of related jobs or positions. The trainee learns several different jobs within a
work unit or department. He performs each job for a specified and limited period.

[27]
Some companies follow the channel method under which a particular discipline is
earmarked for progression of the junior manager.

Position rotation is a useful method of training managers. It provides a broader

background or a more varied experience than could be provided in any single job. The
trainee is exposed to various tasks and viewpoints. This avoids over-specialization
and facilitates change. Promotion of highly competent individuals is accelerated and
the effectiveness of the organisation increases. This provides a greater flexibility in
posting and allocation of trainee among departments.

 Committees Assignments:

Under this method, the trainee managers are appointed as members of a committee.
The committee deliberates upon and discusses problems of the enterprise. By
participating in meetings and discussions, every member learns analytical thinking
and decision-making skills. Managers keep abreast of current developments in their
respective areas of specialization Committees provide an opportunity to know what is
happening in the rest of the organisation.

 Multiple Management:

This technique was developed by Charles McCormick of Baltimore, U.S.A. Under it a

junior board of executives is constituted. In this board, executives discuss real life
problems, debate different viewpoints and take decisions. The participants learn
comprehension, analysis and decision-making. This method widens the perspective of
executives-and promotes teamwork. But no specific attention is given to the training
needs of managers. The discussions may become discursive lacking purpose or
authority.

 Off-the-Job Training:

In recent years, formal training and management development programmer have

become very popular due to the limitations of on-the-job training. First, on-the-job
training does not provide adequate expertise, environment and facilities. Secondly,
on-the-job training is inadequate for developing improved behaviour patterns in
managers. Thirdly, highly sophisticated tasks and techniques of management
development are now available. Training has become a specialized job.

[28]
  Selected Readings:

Many organizations maintain their own libraries for this purpose. Moreover,
executives may become members of professional associations to keep abreast of latest
developments in management. Management process has become complex and on-the-
job training alone cannot provide the required knowledge and skills. A modern
executive cannot depend upon others to inform him of latest developments in
knowledge. He has to read literature as a part of his daily routine.

 Conferences and Seminars:

In a conference, participants are required to pool their ideas, viewpoints and

suggestions. The participants are normally drawn from different companies and
sectors. Sometimes, a conference is divided into small groups. These groups discuss
thoroughly the problems of common interest and report their recommendations to the
conference. A conference provides a common platform for intensive group discretion
and allows the participants to look at the problem from different angle.

 Special Courses and Lectures:

Special courses are designed by the company itself or by management schools.

Companies sponsor their executives to attend these courses. The participants are given
classroom instructions through lectures and audiovisual aids. They are imparted
concepts, principles and techniques in various areas of management, e.g., general
management, finance and accounts, marketing, production, personnel and industrial
relations, etc.

 Case Study Method:

The case study method of executive development was developed at the Harvard
Business School, U.S.A. It was developed as a supplement to the lecture method.
There is no dynamic participation of the learner in the lecture method. Case study
method is designed to overcome this limitation of the lecture method.

A case is typically a record of an actual business issue which has been faced by
business executives together with surrounding facts, opinions and prejudices upon
which executive decision had to depend. The case is presented to the trainees for
discussion and analysis.

[29]
  Programmed Instruction:

It is a technique of instruction without the intervention of a human instructor. It is a

learner centered method wherein the subject-matter is presented to the trainees in
small steps and they are asked to make frequent responses. They are given feedback
on their responses. The information is broken into meaningful units and rearranged
into a proper sequence so as to form a learning package. Manuals, electronic teaching
machines and computer systems are used in this method. It is a useful method fir
building knowledge and for retention of that knowledge.

 Bain Storming:

Under this method a problem is put before a group of trainees and they are
encouraged to offer ideas or suggestions. Criticism of any idea is not allowed so as to
reduce inhibiting forces. Each trainee is allowed maximum possible participation.
Later on all the ideas are critically examined. The purpose is to maximise innovation
and creativity on the part of executives.

 Role Playing:

Under this method two or more trainees spontaneously act out or play role in an
artificially created situation. They act out the given roles as they would be playing in
real life situation. They are informed of the situation and the roles they are expected to
play. For example, a trainee may play the role of a trade union leader and another
trainee of a personnel manager. Each debates the issue from his own role viewpoint
with the common objective of reaching the best solution.

 Management Games:

Under this method, an actual business situation is presented as a model. The

participants compete with each other to analyse the problem and to take decisions.
Their decisions are processed in stages. A performance report is prepared periodically
to measure the success of the participants. This method is useful in developing the
ability of taking decisions with incomplete data and amid conditions of uncertainty. It
improves power of- anticipation and prediction of the competitor’s actions. Training
and Development Programmer

2.4 TRAINING AND DEVELOPMENT PROGRAMMER

[30]
Training and development programmer are designed according to the requirements of
the organization, the type and skills of employees being trained, the end goals of the
training and the job profile of the employees. These programmer are generally
classified into two types: (i) on the job programmer, and (ii)off the job programmer.

Different training is given to employees at different levels. The following training

methods are used For the training of skilled workers and operators- Specific job
training programmer, Technical training at a training with live demos, Internship
training, Training via the process of rotation of job.

Training given to people in a supervisory or managerial capacity is – Lectures, Group

Discussions, Case studies, Role-playing, Conferences etc.

People in managerial programmer are given this type of training- Management Games
to develop decision making, Programmer to identify potential executives, Sensitivity
training to understand and influence employee behavior, Simulation and role-playing,
Programmer for improving communication, human relations and managerial skills.

 Technical Training – Technical training is that type of training that is aimed

at teaching employees how a particular technology or a machine.

 Quality Training – Quality training is usually performed in companies who

physically produce a product. Quality training teaches employees to identify
faulty products and only allow perfect products to go out to the markets.

 Skills Training – Skills training refers to training given to employees so as to

perform their particular jobs. For e.g. A receptionist would be specifically
taught to answer calls and handle the answering machine.

 Soft Skills – Soft skills training includes personality development, being

welcoming and friendly to clients, building rapport, training on sexual
harassment etc.

[31]
  Professional Training – Professional Training is done for jobs that have
constantly changing and evolving work like the field of medicine and research.
People working in these sectors have to be regularly updated on matters of the
industry.

 Team Training – Team training establishes a level of trust and synchronicity

between team members for increased efficiency.

2.5 NATURE AND SCOPE OF TRAINING AND DEVELOPMENT

In simple terms training and development refers to the imparting of specific skill and
abilities and knowledge to employee. A formal definition of training and development
is attempt to improve current future employee performance by increasing an
employee ability to perform through learning usually by changing the employee
attitude and her knowledge. The need for training and development is determined by
the employee performance deficiency as follows:

TRAINING AND DEVELOPMENT NEED = STANDARD PERFORMANCE –

ACTUAL PERFORMANCE.

Training and Development distinction:

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 LEARNING TRAINING
DIMENSION DEVELOPMENT

WHO Non-managers Managers

WHAT Technical-mechanical Theoretical conceptual

operation ideas

WHY Specific job related General knowledge

information

WHEN Short term Long run

Training is a continuous systematic development among all levels of employees of

that knowledge and their skills and attitude which contribute to their welfare and their
company .Manager development concerns the mean by which person cultivate those
skills which application will improve the efficiency and effectiveness with which the
anticipated result of the particular organizational segment are achieved

2.6 EVALUATION OF TRAINING PROGRAMME

The specification of values forms a basis for evaluation. The basis of
evaluation and the mode of collection of information necessary for evaluation should
be determined at the planning stage. The process of training evaluation has been
defined as “any attempt to obtain information of the effects of training performance,
and to assess the value of training in the light of that information.” Evaluation leads to
controlling and correcting the training programmer. Hamblin suggested five levels at
which evaluation of training can take place, via reactions, learning, job behavior,
organization and ultimate value.
 Reaction

[33]
Training programmer is evaluated on the basis of trainee’s reactions to the usefulness
of coverage of the matter, depth of the course content, method of presentation,
teaching methods etc.
 Learning
Training programmer, trainer’s ability and trainee ability are evaluated on the basis of
quantity of content learned and time in which it is learned and learner’s ability to use
or apply, the content he learned.
 Job Behavior
This evaluation includes the manner and extent to which the trainee has applied his
learning to his job.

 Organization
This evaluation measures the use of training, learning and change in the job behavior
of the department/organization in the form of increased productivity, quality, morale,
sales turnover and the like.
 Ultimate Value
It is the measurement of ultimate result of the contributions of the training
programmer to the Company goals like survival, growth, profitability etc., and the
individual goals like development of personality and social goals like maximizing
social benefit.
There are three essential ingredients in a successful evaluation. They are:
Support throughout the evaluation process. Support items are human resources, time,
finance, equipment and availability of data source, records etc.
Existence of open communication channels among top management, participants and
those involved in providing data etc.
Bases of Evaluation:
Training programmer can be evaluated on the basis of various factors like production
factor, general observation, human resource factor, performance, tests, cost-value
relationship etc.
Production Factors: In operative training, the prime measure of worth is that of
productivity. Productivity rates covering both quantity and quality are good indicators
of the values of training. In most business situations these rates will have to be
obtained before and after training. In an experimental situation, a control group that

[34]
does not receive training could be compared with the one that does in order to
ascertain the effect of training. Management will generally look first at production and
wastage rates to determine the worth of operative training. The other production
factors are decrease in unit time and unit cost of production and reduction in space or
machine requirements.

General Observations: General observation should not be overlooked as a

means of training evaluation. The immediate supervisor is often a good judge of the
skill level of his subordinates. For on-the-job training programmers, the supervisor is,
in effect, the judged of his or her own efforts. If the supervisor is treated as a part of
the professional management of the organization and is properly selected and trained,
this self-analysis and appraisal can be quite accurate and objective. The efficient
supervisor observes accurately the level of skill and knowledge acquired by the
trainee during the training programmer. I also observe how effectively the trainees
apply the acquired skill and knowledge to the present and future jobs.
Human resource Factor: Training programmer can also be evaluated on the
basis of employee satisfaction, which in turn can be viewed on the basis of:
 Decrease in employee turnover.
 Decrease in absenteeism.
 Decrease in number and severity of accidents.
 Betterment of employee morale.
 Decrease in grievance and disciplinary cases.
 Reduction in time to earn piece rates.
 Decrease in number of discharges or dismissals.
Performance Tests: In the immediate sense, the specific source of training can be
evaluated in terms of written and performance tests. The test is supported by a sample
of what the trainee knows or can do. Successful accomplishment of the tests would
indicate successful training. But the true test is whether or not what has been learned
in training is successfully transferred and applied to the job. It is dangerous to rely
upon tests alone to demonstrate the true value of training. Performance appraisal on
the job before and after training may be supplemented to the tests.
Cost-Value Relationship: Cost factor in training should be taken into consideration in
evaluating the training effectiveness. Cost of various techniques of training and their

[35]
value in the form of reduced learning time, improved learning and higher performance
can be taken into account. Cost of training includes cost of employing trainers, and
trainees, providing the means to learn, maintenance and running of training centers,
wastage, low level of production, opportunity cost of trainers and trainees etc. The
value of the training includes increased value of human resources of both the trainee
and trainer and their contribution to raise production, reduce wastage, breakage,
minimization of time requirement etc.
Cost-value relationship of a training programmer or a training technique is helpful in:
 Determining the priorities for training (for present and potential managers, age
structure of the trainees etc.).
 Matching the employee and job through training.

2.7 TRAINING AND DEVELOPMENT EFFECTIVESS

Training programs provide a great opportunity for employees to expand their is an
investment on the company’s part, it is worthwhile in the long run. The return on
investment from training employees can benefit a business in multifold as employees
can use their training to keep up with the latest advancements in technology and serve
their customers better. Here are a few reasons why training is essential to companies:

 More productivity
Training and development can help employees perform better as they become more
skilled in their job and are able to complete their work quicker than before. Moreover,
training can increase the quality of the employees work and there is less wastage of
time and money. As productivity increases, workers are able to work more
independently and require a lot less supervision than before.

 Improve on weaknesses
Employees may find areas in their job that they can improve on. A training program
allows employees to address those weaknesses and work at getting better at them. As
the knowledge level in the organization increases, it removes any weak links in the
company. Workers can use their knowledge from the training to multi-task and
become less dependent on others to get the work done.

[36]
  Increased job satisfaction
Training and development make employees feel more satisfied with their job as it
makes them feel more valued by the company. This is because they are now armed
with the knowledge to perform their duties with greater efficiency which gives them a
sense of belonging to the company.

 Employees can learn faster

Training and development in an organization can help employees learn faster and this
leaves little room for error. If employees learn through trial and error, a lot of time
will be wasted in the learning, causing delays in their work.
Training and development can help an organization increase motivation of employees
and create a positive and productive work culture. It is the responsibility of the
administration to implement
them into a workplace in such a manner as to maximize output and also keep
employee satisfaction in mind.

[37]
 CHAPTER-3
NEED, SCOPE & OBJECTIVE OF STUDY

3.1 OBJECTIVE
 To understand the importance given to training needs‟ identification in
the
 Manufacturing and also in the Information Technology industries.
 To understand how employees perceive training in both the types of
industries.
 To review how effective is the training function in both the types of
industries.

[38]
3.2 NEED

 Training is a continuous systematic development among all levels of employees of

that knowledge and their skills and attitude which contribute to their welfare and
their company.
 It is essential to increase productivity and reduce cost of production for meeting
competition in the market.
 Employees play an important role in the industrial production of the country.
Hence, organizations have to secure the cooperation of employees in order to
increase the production and to earn higher profits and also for the commitment of
the employees towards the job as well as organization.
 The cooperation of employees is possible only when they are fully satisfied with
their employer and the working conditions on the job.
 In the past, industrialists and the employers believed that their only duty towards
their employees was to pay them satisfactory wages and salaries.
 To know the level of awareness of employees about the various welfare measures
provided to them.
 To study how the welfare facilities provided help in increasing the services and
job satisfaction.
 To learn how welfare services provided to employees help organization to build
up a stable work force by reducing absenteeism and labor turnover.
 To offer useful suggestions for improving the effectiveness of welfare measures.
 On the other hand committed organizational members contribute positively to the
organization which is not the case with less committed members

3.3 SCOPE

 The Training & Development MBA HR Related Student Project concentrates

on the study of the concept Training and Development Process. The study has
been conducted at Deccan soft software services.

[39]
 This research provides me with an opportunity to explore in the field of Human
Resources. This research also provides the feedback of people involved in the
Training and development process Apart from that it would provide me a great deal of
exposure to interact with the high profile managers of the company
 The scope of employee Welfare cannot be limited, since it differs according to
social customs and the degree of industrialization indifferent countries and at
different times. They have to be elastic and flexible enough to suit the
conditions of the workers, and to include all the essential prerequisites of life
and the minimum basic amenities.
 This study aims to find out the satisfaction of the employees, whether the
company is providing necessary health, safety and welfare measures in
Reliance Fresh. This study helps to improve the performance of the Human
resource management department.
 This study will help the management to analysis and suggest solution for stress
level of employee. This study will help in increase productivity by reducing
the stress level of the employees in hospitals.
 The scope of the research is to reduce the employee attrition hospital industry
and retain them for longer period.
 This research can help the management to know for which reasons the
employees tend to change their job based on stress, through dissatisfaction
variables faced in the organization based on their commitment.
 exact position of performance of employees through their feedback
 Development of the employees through various training and development
programs.
 Developing altered of unbiased treatment to all employees

[40]
 CHATER- 4
RESEARCH METHODOOGY

4.1 RESEARCH METHODOOGY

RESEARCH METHODOOGY is a way to systemically solve the research problem. It
may be understood as a science of studying how research is done. and it to study the
various steps that are generally adopted by a researcher in studying his research
problem it is necessary for the researcher to design the methodology form the problem
as a method differ from problem- problem.

4.1.1 RESEARCH PROCESS

[41]
Before embarking on the detail of research methodology and the techniques it seems
appropriate to present the brief overview of the research process. Research process
consists of series of action or steps necessary to effectively carried out the research
and the desired sequencing of these steps one should remember that the desired
sequencing of these steps. One should remember that various steps involve in a
research process are not mutually exclusive nor they are separate and distinct they do
not necessarily follow each other. any specific order and researcher have to be
constantly anticipating at each steps in the research process however the following
order concerning various steps provide a useful procedural guideline regarding the
research process.

4.1.2DEFINING THE PROBLEM :

The objective of the project was to undertake a study on the training and development
of the employee working in the COCA-COLA with a view to know the improvement
in the performance after the training programme was imparted to them.

4.1.3 DEVELOP A RESEARCH DESIGN

Research design is a conceptual structure within which research is conducted; it is

basically the blue print for a collection of data, measurement and analysis of data. “A
research design is the arrangement of conditions for collection and analysis of data in
manner that aims to combine relevance to research purpose with economy in
procedure”.
My research design is of descriptive type. A descriptive research includes survey fact
finding and enquiries of different kinds with a major purpose of description of affairs
as it exist in present.
 Data collection.
I have used primary and secondary data for which a comprehensive questionnaire
was prepared and was got filled up by the employee of the organization
 Primary data
Questionnaires: A formal list of the questions answered by the employee of sonalika
and later analysis the responses.

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We have used structured questionnaire as a formal list of question produces more
reliable results.
Direct personal: personal interview is versatile and flexible.
Interview: Direct face to face conversation help in getting accurate data.
Secondary data
 Internet
 Books
 Journal
 Manuals
 Annual reports

4.2 SAMPLING
Sampling procedure includes finite types of universe with random sampling which
comes under probability method of sampling because under this method every item of
the universe has a equal chance of being selected and no place for biases ness.

4.2.1 SAMPLING DESIGN

A sampling design is a definite plan for obtaining a sample for a given population. It
refers to the techniques and procedure the researcher would adopt in selecting items
for sample design is determined before data is collected. The sample size should also
be ascertained before starting the research programme.
I have choosen a sample size of the 100 employee.
4.2.2 DATA COLLECTION
The task of data collection begins after research problem has been defined and
research design/ plan chalked out while deciding about the data collection to be used
for studying two types of data is used.
 Primary data: Are those which are collected fresh and for first time and thus
happen to be original in character
 Secondary data: On the other hand are those which have already been
collected by some one else and which have been already passed on.
the method of collecting primary and secondary data differs since primary data
are to be originally collected while in case in secondary data the nature of data
collections works is merely that of compilation.

[43]
 

CHAPTER-5
ANALYSIS AND INTERPRETATION

[44]
Questionnaire was prepared in a view to study the changes in the performance skills
and abilities of the employees of SONALIKA after the training programme was
imparted to them. For this I have taken a sample size of 50 employees and made an
analysis.
Few questions are of general types consisting of employee name and their
designation, age sex etc.

1. Awareness about training?

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 Yes-90%
 No-10%

Interpretation: 90% of the employees aware about the training in their

organization.

2. Number of time training is conducted?

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 Weekly
 Monthly
 Yearly

Interpretation: Weekly training is better for company training.

[47]
3. Methods of Training:
 On the job
 Off the job

 Interpretation: Yes70% of the respondents is employee needs on the job

training and 30% are comfortable from off the job.

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4. Training increases morale and motivation:
 Morale-70%
 Motivation -15%
 Both -15%

Interpretation: The main objective increases of training is to improving morale

70% ,motivation15%,and both are 15% by the Improving prospecting because the
training program me was designed for growth of the company.

[49]
5. Satisfaction regarding training program:
 Yes-70%

 No -30%

Interpretation: 70% says it is best for growth or satisfied or 30% are not satisfied
from the training it says waste of time.

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6. Employees selected for the training
 All employee-10%
 New recruits -70%
 Existing salesperson-20%

Interpretation: Basically new recruits need training as they are new in their
job thus they are selected for the training.

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7. Normal duration for imparting the training
 2-3 days -33%
 1 week -65%
 1 month -2%

Interpretation: The normal duration for imparting the training was considered to
be the 1 week and 65% of the employee agree with this time period and considered
that 2-3 days is too short and 1 month is too long.

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8. The basic method of training and development are
 a. Lecture based-40%
 b. Group discussion-30%
 c. Demonstration-20%
 d. Other-10%

Interpretation: As training program was designed for the sales persons the lecture
was considered to be the best basic method of training followed by the group
discussion.

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9. Trainer comes from outside or company’s personnel is trainer.
 Trainer from outside-60%
 Company’s trainer -30%
 Both-10%

Interpretation: Company’s trainer are basically responsible for giving training to

the sales persons and for some specific purpose the trainer comes from outside.

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10. The content of the training

 Attitude towards training -30%

 Knowledge of company, competitors, and customers- 60%
 Time management-10%

Interoperation: 30% of respondents think that the content of the training is

attitude towards training and 60% of respondents think that the content of the training
is knowledge of company, competitors, and customers and 10% of respondents think
that the content of training is time management.

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11. After completion of training were you asked to fill a feedback
form?
 Yes -90%
 No-10%

Interpretation: 90% of the employees are asked to fill the feedback form as to
know the effectiveness of the training programme. It also helps in improving the
training programmed design for future.

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12. Suitable method for the evaluating the training programme
 Questionnaire-35%
 Observational-35%
 Performance appraisal report-30%

Interpretation: Questionnaire and observation was considered to be the suitable

method for the evaluating the training programme.

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 CHAPTER – 6
FINDINGS OF THE STUDY

[58]
6.1 FINDING OF STUDY

 80% of the employees get the training in their organization.

 The main factor which determines the need of training is prior performance of
the employee.
 yes70% of the respondents are comfortable in discussing training needs
superior whereas 30% are not comfortable
 The main objective of training is to improving salesmanship followed by the
Improving prospecting because the training programmer was designed for
sales persons of the company.
 60% says it is necessary to get trained each employee whereas 40% are not
necessary to get trained each employee.
 Basically new recruits need training as they are new in their job thus they are
selected for the training.
 The normal duration for imparting the training was considered to be the 1
week and 65% of the employee agree with this time period and considered that
2-3 days is too short and 1 month is too long.
 As training programmer was designed for the sales persons the lecture was
considered to be the best basic method of training followed by the group
discussion.
 Company’s trainer are basically responsible for giving training to the sales
persons and for some specific purpose the trainer comes from outside.
 30% of respondents think that the content of the training is attitude towards
training and 60% of respondents thinks that the content of the training is
knowledge of company, competitors, and customers and 10% of respondents
thinks that the content of training is time management.
 90% of the employees are asked to fill the feedback form as to know the
effectiveness of the training programmer. It also help in improving the training
programmer design for future.

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  Questionnaire and observation was considered to be the suitable method for
the evaluating the training programmer

CHAPTER – 7
CONCLUSION, SUGGESTIONS & RECOMMENDATIONS OF
THE STUDY

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7.27.1 LIMITATIONS OF THE STUDY:
 Short time period: The time period for carrying out the research was short as
a result of which many facts have been left unexplored. For the research a time
factor is more affect to results which is less.

 Lack of resources: Lack of time and other resources as it was not possible to
conduct survey at large level. Primary data collection is an expensive task.

 Small no. of respondents: Only 50 employees have been chosen which is a

small number to represent whole of the population. Small number of
respondents is not represent effective information which cannot be
generalized.

 Unwillingness of respondents: While collection of the data many consumers

were unwilling to fill the questionnaire. Respondents were having a feeling of
wastage of time for them and they are unwillingness to answer or by giving
wrong information.

 Huge quantity of data: Sometimes data collected through primary sources are
huge quantity. This large volume of data leads to confusion about the accuracy
of the information

 Accuracy: The accuracy of data is questionable due to many reasons such as

using inappropriate data collection method, research biasness, inappropriate
sampling technique, etc.

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7.2 SUGGESTIONS

In the era of the globalization the organization has to face new challenges in the
present context and achieve its objectives. It must be dynamic, desalinated efficient
especially in the training, development placement and promotion of its personnel. The
huge investment in the industrial sectors demand better operational efficiency, better
management of capital and above all, better management & development of human
resources.
For enhancing the effectiveness of training & development programme there are few
useful suggestion which is implemented earnestly & sincerely may hopefully add to
the luster & improve the planning execution and follow-up of the training and
development programmer in particular.

 Training and development programmer should be based on specific needs of

the organization and its employees.
 Selection of participants should be made on the basis of the needs of the
employees & objectives of the programmer.
 New technology and methods of training should be used to make it interesting
for the employees.
 The programmer should be frequently revised so as to be in tune with the ever
changing business and economic environment.
 Both in company & external agencies programmer should be evaluated
properly for measuring their effectiveness.
 In my opinion company should provide transportation facility to contract
worker by taking the fare of the bus.
 Organizational commitment or active participation of the laboring class to a
possible extent should be got in the welfare activities.
 Workers should be provided with opportunity to avail the newly needed
welfare measures.

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  The worker should be provided with personal assistance when he encounters
welfare activities obstacles.

CONCLUSION

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6.1 CONCLUSION
Private sector occupies a pivotal position in the Indian economy. It is considered as a
pacesetter for the rest of the economy. It has expanded enormously and contributed a
lot towards the economic growth of country by adding a major share in the net
national product generating gainful employment & growth of every organization
depends on the quality of the manpower, & its people improvement & utilization in
suitable challenging jobs. Training and development is an important aspect of
proffessionalisation of our executive cadre. There is no doubt that training and
development can do lot for development of its personnel. Training and development
can do lot for its personnel. Training and Development is an integral part of the
Human Resource Development HRD. It is an important tool for the organization. To
sharper executive knowledge with the object of strengthening & profit maximization
of the organization.
In SONALIKA also training is very helpful towards organization and
employees. The employee attended training programme of the company the were also
benefited by it in terms that their performance increased, also almost 70% of the
employees also found changes in terms of productivity i.e they gained more
professional knowledge also almost all of them can discuss their needs with their
superiors. We can therefore say that training programs discuss their needs with their
superiors.

6.2 SUGGESTIONS
In the era of the globalization the organization has to face new challenges in
the present context and achieve its objectives. It must be dynamic, desalinated

[64]
efficient especially in the training, development placement and promotion of its
personnel. The huge investment in the industrial sectors demand better operational
efficiency, better management of capital and above all, better management &
development of human resources.
For enhancing the effectiveness of training & development programme there are few
useful suggestion which is implemented earnestly & sincerely may hopefully add to
the luster & improve the planning execution and follow-up of the training and
development programme in particular.

 Training and development programme should be based on specific needs of the

organization and its employees.
 Selection of participants should be made on the basis of the needs of the
employees & objectives of the programme.
 New technology and methods of training should be used to make it interesting for
the employees.
 The programme should be frequently revised so as to be in tune with the ever
changing business and economic environment.
 Both in company & external agencies programmes should be evaluated properly
for measuring their effectiveness.

[65]
 BIBLIOGRAPHY

o WWW.SONALIKA.COM
o WWW.GOOGLE.COM
o WWW.WIKIPEDIA.COM.

 Sivarethinamohan, R, Industrial Relations and Labour Welfare-

Text and Cases, PHI Learning Pvt. Ltd, New Delhi, 2010.

 Robbins, Organization Behaviour, Pearson Education.

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 QUESTIONNAIRE

i) Name of the organization_____________

ii) Name of the employee________________
iii) Designation_______________________
iv) Age ________________________________
v) Date __________________

1).Do you get training in the organization.

 Yes
 No

2).How do you identify the training need.

 prior performance of employee
 company growth
 both

3).Were you comfortable in discussing your training needs with your superiors

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 Yes
 No

4).The objective of training is

 Improving salesmanship
 Improving prospecting
 Both

5).Is it necessary to get trained each employee

 Yes
 No

6).What is the person selected for the training

 All employee
 New recruits
 Existing salesperson

7).What should be the normal duration for imparting the training

 2-3 days
 1 week
 1 month

8).The basic method of training and development are

 Lecture based
 Group discussion
 Demonstration
 Other

9).Whether trainer comes from outside or company’s personnel is trainer

 Trainer from outside
 Company’s trainer

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 Both

10).What is the content of the training

 Attitude towards training
 Knowledge of company, competitors, and customers
 Time management
11).After completion of training were you asked to fill a feedback form
 Yes
 No

12).What may be the suitable method for the evaluating the training programme
 Questionnaire
 Observational
 Performance appraisal report

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