SUMMER TRAINING PROJECT REPORT

ON
UTTRAKHAND POWER CORPORATION

SUBMITTED FOR THE PARTIAL FULLFILMENT OF THE DEGREE OF

MASTER OF BUSINESS ADMINISTRATION

SUBMITTED BY:
AMISHA NOOR
MBA III SEM

SESSSION:2019-20

INTERNAL GUIDE:
MR.K.B. CHAUBEY
GENERAL MANAGER (HR)

INVERTIS UNIVERSITY,
BAREILLY, U.P.
1
 ACKNOWLEDGEMENT

This is to acknowledge with sincere thanks for the assistance, guidance and support that

I have received during the Summer Internship. I place on record my deep sense of

gratitude to the management of----------------------------- (Name of the organization) for

giving me an opportunity to pursue my summer internship. My very special thanks to

Mr. K.B. CHAUBEY (Internal Guide) for his constant advice and support.

Name of Student: Amisha Noor

Address:…………………………

2
 BONAFIDE CERTIFICATE

This is to certify that Ms.……………………………...., a student of INVERTIS

UNIVERSITY, pursuing MBA, has successfully completed Summer Internship
at……………………………………………………………………………………(Name
of the organization) from………………., …………………….. As part of his/her
curriculum, the report entitled,
“……………………………………………………………..”, submitted by the student
to the undersigned is an authentic record of his/her original work, which he/she has
carried out under my supervision and guidance.

I wish him/her all the best.

Signature of Internal Guide

Date

3
 TABLE OF CONTENTS

CHAPTER – 1
 INTRODUCTION
CHAPTER – 2
 TRAINING AND DEVELOPMENT
CHAPTER – 3
 NEED FOR THE STUDY
 SCOPE OF THE STUDY
 OBJECTIVES
 LIMITATIONS OF THE STUDY
 RESEARCH METHODOLOGY
CHAPTER – 4
 DATA ANALYSIS
CHAPTER – 5
 FINDINGS
 SUGGESTION
 CONCLUSION
BIBLIOGRAPHY
QUESTIONNAIRE
CONCLUSION
BIBLIOGRAPHY
QUESTIONNAIRE

4
CHAPTER – 1
INTRODUCTION

5
 INTRODUCTION
Uttarakhand, land of origin of life giving waters of rivers ‘Ganga’ & ‘Yamuna’ is 27th state of
India formed on 9th November, 2000. It is often referred to as the ‘Devbhumi’ – Land of the
Gods, due to a large number pilgrimage center’s especially ‘ChaarDhaam’. Nestled in the lap of
the Himalayas, Uttarakhand is one of the most picturesque states in the country that enthralls
everyone with its spectacularly scenic landscapes. It has been a favoured choice for travellers
from around the world, who visit this mighty land every year to attain salvation for a life
transforming experience.

Uttarakhand Power Corporation Limited (UPCL), a Government of Uttarakhand Undertaking is

a sole electricity distribution licensee of the state. Today, UPCL is supplying electricity to its
2.23 million consumers across the State with peak demand of 2050 MW. The turnover of the
Company during Financial Year 2017-18 was Rs. 5781.31 Cr. UPCL is committed to supply
quality and reliable power to its consumers at affordable cost.

The history of Uttarakhand Power Corporation Limited (UPCL) can be traced back to erstwhile
U.P. State Electricity Board (UPSEB). The erstwhile U.P. State Electricity Board was trifurcated
pursuant to enactment of U.P. Electricity Reforms Act, 1999. U.P. State Electricity Reforms
Transfer Scheme, 2000 was promulgated for execution of the trifurcation of erstwhile UPSEB
into U.P. Power Corporation Limited (UPPCL), U.P. Jal Vidyut Nigam Limited (UPJVNL) and
U.P.Rajya Vidyut Utpadan Nigam Limited.

The State of U.P. was bifurcated by enforcement of U.P. Reorganization Act, 2000 (In short
Reorganization Act) as a result thereof the State of Uttarakhand came into existence. UPCL was
incorporated under the Companies Act, 1956 on 12-02-2001. UPCL was initially entrusted with
the work of transmission and distribution of electricity in the State of Uttarakhand. As per the
mandate of Electricity Act, 2003, the transmission business was transferred to a newly formed
State owned company named as “Power Transmission Corporation of Uttarakhand Limited”
from 01-06-2004. Since then UPCL is a sole distribution licensee for distribution of electricity in
the state.

6
In 6th Annual Integrated Rating of Discom’s released by Ministry of Power, Government of
UPCL was ranked at 4th place with top category of A+ among 41 Discom’s of the country and
Uttarakhand was ranked 2nd among all states.

7
Vision & Mission Statement
Vision

 To be India’s best DISCOM by providing reliable and quality power at affordable rates.

Mission

 Provide POWER TO ALL by implementing state-of-art enabled distribution network.

 Be a part of socio-economic development of state by enlightening lives and empowering
progress.
 Earn Consumer’s Delight through excellence in delivering services at par with consumer
expectations.
 Maximize sustainable value to all stakeholders through IT enabled solutions and smart
technology.
 Help Creating conducive environment for attracting investment.
 Enable and take care of employees for unleashing their full potential, teamwork,
collaboration, collective wisdom and productivity.
Core Values

 Safety
 Consumer’s delight & Care
 Ethics
 Integrity
 Responsibility
 Accountability
 Agility

8
 CHAPTER – 2
TRAINING AND DEVELOPMENT

9
 TRAINING AND DEVELOPMENT

TRAINING

Training is concerned with imparting developing specific skills for a particular

purpose.

Training is the act of increasing the skills of an employees for doing a particular

job.

Trainingis the process of learning a sequence of programmed behaviour.

In earlier practice, training programme focused more on preparation for improved

performance in particular job. Most of the trainees used to be from operative levels

like mechanics, machines operators and other kinds of skilled workers. When the

problems of supervision increased, the step were taken to train supervisors for

better supervision.

DEVELOPMENT

Management development is all those activities and programme when recognized

and

controlled have substantial influence in changing the capacity of the individual to

perform his assignment better and in going so all likely to increase his potential for

future assignments.

Thus, management development is a combination of various training programme,

though some kind of training is necessary, it is the overall development of the

10
competency of managerial personal in the light of the present requirement as well

as the future requirement.

Development an activity designed to improve the performance of existing

managers and to provide for a planned growth of managers to meet future

organizational requirements ismanagement development.

Training and development

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

which is concerned with organizational activity aimed at bettering the performance

of individuals and groups in organizational settings. It has been known by several

names, including human resource development, and learning and development.

Harrison observes that the name was endlessly debated by the Chartered Institute

of Personnel and Development during its review of professional standards in

1999/2000. "Employee Development" was seen as too evocative of the master-

slave relationship between employer and employee for those who refer to their

employees as "partners" or "associates" to be comfortable with. "Human Resource

Development" was rejected by academics, who objected to the idea that people

were "resources" — an idea that they felt to be demeaning to the individual.

Eventually, the CIPD settled upon "Learning and Development", although that was

itself not free from problems, "learning" being an overgeneral and ambiguous

name. Moreover, the field is still widely known by the other names.

11
Training and development (T&D) encompasses three main activities: training,

education, and development. Garavan, Costine, and Heraty, of the Irish Institute of

Training and Development, note that these ideas are often considered to be

synonymous. However, to practitioners, they encompass three separate, although

interrelated, activities.

 Training: This activity is both focused upon, and evaluated against, the job that

an individual currently holds.

 Education: This activity focuses upon the jobs that an individual may

potentially hold in the future, and is evaluated against those jobs.

 Development: This 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.

12
The conflicts are the best part of career consequences are those that take place

between employees and their bosses. The number one reason people leave their

jobs is conflict with their bosses. And yet, as author, workplace relationship

authority, and executive coach, Dr. John Hoover points out, "Tempting as it is,

nobody ever enhanced his or her career by making the boss look stupid." Training

an employee to get along well with authority and with people who entertain diverse

points of view is one of the best guarantees of long-term success. Talent,

knowledge, and skill alone won't compensate for a sour relationship with a

superior, peer, or customer.

Patterns of Development

Patterns of development help us sort out information and shape paragraphs or

essays. They can help organize an outline, or depending on the purpose they can

determine the form that a paper will take. Remember that most paper will use a

combination of methods, working together in function of each other.

Given the topic "environmental issues," these are some examples of how the

methods can help limiting the topic, developing a thesis statement, and writing an

outline.

1. Narration means to tell a story: The history of the Love Canal A narration

deals with people, places, events, dates, etc.

2. Description means to tell what something is like.

13
Describe the damage done by pollution to a river, lake, forest, etc. A good

description will revolve around a "dominant impression."

3. Illustration with examples means that a generalization is supported by specific

instances.

Food industries do not encourage consumers to produce less litter.

4. Definition means to explain what something is.

Define "ozone layer"

5. Comparison means to identify the ways in which two "different" items are

similar. Contrast means to identify the ways in which two "similar" items are

different. This means that there is no purpose in comparing or contrasting two

items that do not share some common characteristic (apples and books). Compare

the environmental advantages of paper bags as opposed to plastic bags

6. Classification means to sort items in order to group together those with similar

characteristics and to distinguish them from those with different characteristics.

Provide examples of how we can reduce waste by reducing, reusing, recycling.

7. Causal analysis means to find the reasons that produced a certain result or to

identify the results produced by a certain phenomenon.

Effects of acid rain on vegetation

8. Argumentation means to provide enough reasons and proof to convince the

reader that a certain opinion is valid.

14
Industries do not receive enough incentives to reduce waste.

9. Process analysis means to explain how to do something.

How to start a compost pile.

Combining different methods: "Identifying plastic as a source of pollution"

How plastic was developed (narration/process)

Definition/description of plastic

Different kinds of plastic (classification/illustration)

Consequences of the use of plastic (effects)

Alternative solutions offered (argumentation/comparison)

More examples:

Thesis statements

Topic: food

1. Narration: Baking and sharing Christmas cookies is my favorite holiday

tradition.

2. Description: The table at my grandmother's Thanksgiving dinner is covered

with delicious, great smelling, and colorful holiday dishes.

3. Exemplification: Because they cannot easily prepare their own food, many

college students who live in the dorms are on a diet of fast food, junk food, or

snacks.

4. Definition: A pizza is a flat bread, which may be covered with tomato sauce,

15
cheeses, and a variety of toppings.

5. Comparison: Real Italian food, the kind that is eaten in Italy, is very different

from American Italian food.

6. Classification: Although traditionally pizza is an Italian dish, Greek pizza,

Mexican pizza, and Hawaiian are becoming increasingly popular.

7. Cause and effect: Italian food in Italy is very different from American Italian

food because of regional variations and because of availability of ingredients.

8. Process: Baking bread is a process which consists of three main steps:

kneading, shaping, and baking.

Typical Topics of Employee Training

1. Communications: The increasing diversity of today's workforce brings a

wide variety of languages and customs.

2. Computer skills: Computer skills are becoming a necessity for conducting

administrative and office tasks.

3. Customer service: Increased competition in today's global marketplace

makes it critical that employees understand and meet the needs of customers.

4. Diversity: Diversity training usually includes explanation about how people

have different perspectives and views, and includes techniques to value

diversity

16
 5. Ethics: Today's society has increasing expectations about corporate social

responsibility. Also, today's diverse workforce brings a wide variety of

values and morals to the workplace.

6. Human relations: The increased stresses of today's workplace can include

misunderstandings and conflict. Training can people to get along in the

workplace.

7. Quality initiatives: Initiatives such as Total Quality Management, Quality

Circles, benchmarking, etc., require basic training about quality concepts,

guidelines and standards for quality, etc.

8. Safety: Safety training is critical where working with heavy equipment ,

hazardous chemicals, repetitive activities, etc., but can also be useful with

practical advice for avoiding assaults, etc.

9. Sexual harassment: Sexual harassment training usually includes careful

description of the organization's policies about sexual harassment, especially

about what are inappropriate behaviors.

General Benefits from Employee Training and Development

There are numerous sources of online information about training and development.

Several of these sites (they're listed later on in this library) suggest reasons for

supervisors to conduct training among employees. These reasons include:

 Increased job satisfaction and morale among employees

17
  Increased employee motivation

 Increased efficiencies in processes, resulting in financial gain

 Increased capacity to adopt new technologies and methods

 Increased innovation in strategies and products

 Reduced employee turnover

 Enhanced company image, e.g., conducting ethics training (not a good

reason for ethics training!)

 Risk management, e.g., training about sexual harassment, diversity training

Management development is based on following on assumptions.

1. Management development is a continuous process. It is not one shot programme

but continues though out the career of a manager.

2. Management development is any kind of learning, is based on the assumption

that there, always existing a gape between an individual’s performance and his

potential for the performance

.3. Management development seldom takes place in completely peaceful and

relaxed atmosphere.

4. Management development requires clear setting of goals.

5. Management development required conducive environment.

18
Training Need Identification for a company

Introduction

Training need identification is a tool utilized to identify what educational courses

or activities should be provided to employees to improve their work productivity.

Here the focus should be placed on needs as opposed to desires of the employees

for a constructive outcome. In order to emphasize the importance of training need

identification we can focus on the following areas: -

To pinpoint if training will make a difference in productivity and the bottom line.

To decide what specific training each employee needs and what will improve his or

her job performance.

To differentiate between the need for training and organizational issues and bring

about a match between individual aspirations and organizational goals.

Identification of training needs (ITN), if done properly, provides the basis on

which all other training activities can be considered. Also requiring careful thought

and analysis, it is a process that needs to be carried out with sensitivity as people's

learning is important to them,and the reputation of the organization is also at stake.

Identification of training needs is important from both the organizational point of

view as well as from an individual's point of view. From an organization’s point of

view it is important because an organization has objectives that it wants to achieve

for the benefit of all stakeholders or members, including owners, employees,

19
customers, suppliers, and neighbors’. These objectives can be achieved only

through harnessing the abilities of its people, releasing potential and maximizing

opportunities for development. Therefore people must know what they need to

learn in order to achieve organizational goals.

Similarly if seen from an individual's point of view, people have aspirations, they

want to develop and in order to learn and use new abilities, people need

appropriate opportunities, resources, and conditions. Therefore, to meet people's

aspirations, the organization must provide effective and attractive learning

resources and conditions. And it is also important to see that there is a suitable

match between achieving organizational goals and providing attractive

Identification of training needs is important from both the organizational point of

view as well as from an individual's point of view. From an organization’s point of

view it is important because an organization has objectives that it wants to achieve

for the benefit of all stakeholders or members, including owners, employees,

customers, suppliers, and neighbors’. These objectives can be achieved only

through harnessing the abilities of its people, releasing potential and maximizing

opportunities for development. Therefore people must know what they need to

learn in order to achieve organizational goals. Similarly if seen from an individual's

point of view, people have aspirations, they want to develop and in order to learn

20
and use new abilities, people need appropriate opportunities, resources, and

Conditions. Therefore, to meet people's aspirations, the organization must provide

effective and attractive learning resources and conditions. And it is also important

to see that there is a suitable match between achieving organizational goals and

21
 The Factors – Purpose relationship training is as follows:

FACTORS PURPOSES
Technological
Advances
Improved Productivity
Organizational
Complexity
Prevention of

Obsolescence Job
Requirement
Preparation of Higher Jobs
Level
Human
Relations
Top Management
Support
Learning
Improved Morale
Principles
Personal
Functions

22
Training program is conducted every month on an average.

When a new employee is recruited into the company, he is given on-the-job

training, followed by off-the-job training in the form of lectures and seminars

doubt.

Training is not something that is done once to new employees; it is used

continuously in every well-run establishment. Further, technological changes,

automation, require up-dating the skills and knowledge. Training need arises due

to the following reasons:

1) To match the employee specifications with the job requirements and

organizational needs

2) Organizational viability and transformation process

3) Technological advances

4) Organizational complexity

5) Human relations

6) Change in job assignments

23
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.

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

Training Need arises at three levels:

24
 SWOT ANALYSIS

SWOT is acronym for strengths, weakness, opportunities and threats. While a port unities and threats can

be identify by environmental analysis, strengths and weakness can be identified by corporate appraisal

here these are briefly describe as follows:

* Opportunities:

An opportunity is a favorable condition in the organization environmental which enable it to strengthen

its position.

* Threats:

A threats is an unfavorable condition in the organization environmental

Which cause a risk for damage to the organization position?

* Strength:

Strength is an internal capability of the organization which it can use to gain strategic advantage over its

competitors.

* Weakness:

A weakness is an internal limitation or constraints of the organization Which creates strategic

disadvantages to it.

25
 STRENGTH

 Strong Brand Name

 Strong Markey presence

 Access of technology

 Quality of trained and skilled manpower

 Motivated sales force and excellent market coverage

 It has its 24 hours customer care service

 Widest area network

 Excellent quality network

WEAKNESS

 More expenses than competitors (ex – TATA)

 High license fees to be paid to DOT

 There are some customers who don’t pay their bills regularly so their must be proper arrangement

of collecting bills from such customer.

 Customer care lines busy.

 Short battery backup.

26
 CHAPTER – 3
NEED FOR THE STUDY
SCOPE OF THE STUDY
OBJECTIVES
LIMITATIONS OF THE STUDY
RESEARCH METHODOLOGY

27
 NEED FOR THE STUDY
i. For the organizational viability & transformation process the organization has to train its

employees to impart specific skills & knowledge in order to contribute to organizational

efficiency & to cope with the changing environment.

ii. For the organizational complexity which occurs because of the increased mechanization

& automation manufacturing the products & by-products or dealing in services of

diversified lines extension of operations to various regions & overseas countries. This

creates a complex problem & this situation calls for training in the skills of coordination,

integration, & adaptability to the requirement of growth, diversification & expansion.

iii. Training is necessary when existing employees are promoted to higher level in the

organization or when there is some new job due to transfer. It is also necessary to equip

the old employees with the new techniques or technology & advanced disciplines.

iv. It is necessary for maintaining human relation besides maintaining sound industrial

relations & also to deal with the human problems.

28
Title of the project:

A study on “Training and Development” in Public Sector – Continental HR servies Bareilly”

Statement of the problem:

The study is conducted to find out the overall impact of training and development on the job

performance of employees working in different cadre groups in each department.

Purpose of the study:

The main purpose is to know the effectiveness of training in relation to the job performance of

employees and to reduce the resisting forces in employees to new technological advancement.

Scope of the study:

The scope of the study is restricted to the employees working in different cadre groups in each of

the department in the organization – Continental HR servies , Bareilly.

Objectives:
1. To find out the relevance of training and development in achieving goals of the organization.

2. The basis on which the training is planned and scheduled.

3. To study the different methods of training at Continental HR servies .

4. To find out whether the training activities is aligned with overall goals of the organization

5. To study the relationship between performance and training

29
Limitations of the study:

1. Due to restriction to enter into some of the departments at Continental HR servies I could

not cover some of the aspects required for my study.

2. Interaction with the company executive was limited due to their busy schedule.

3. The information collected is mainly primary data and the accuracy is subject to the responses

received.

30
 RESEARCH METHODOLOGY.

According to this study investigation was conducted for some definite purpose with the help of a

structural & personal interview to gather primary information as much as possible than the most

appropriate research design for the study is descriptive research design.

The study is an evaluative & diagnostic attempt to discover empirically the nature of relationship

between performance appraisal and training and development within the extensively draw

domain of the problem of the question.

Following are the steps in the research design.

Sampling Plan

 Sampling frame: the respondents are the employees of the public sector –Continental HR

servies .

 Sampling unit: the sampling unit is an individual employee of all the departments of the

organization – Continental HR servies .

 Sample size: sample size taken for this study is 100 employees covering all the departments

of the organization.

31
Area covered

For this survey I have covered all the departments of the organization – Continental HR servies

Bareilly

Following are the number and name of departments.

Sl no Department No. of employees

1 Planning 20

2 Administration 20

3 Operations 20

4 Accounts 20

5 HRD 20

Total 100

Methodology:

A list of questions was prepared by me under the guidance of my mentor.

Following were the steps in my study.

1. Questionnaire: a questionnaire was served to all the employees asking their opinion about the

effectives of training and development programs at Continental HR servies .

2. Personal interview: a face-to-face talk is carried out with the employees where I asked

several employees about their feelings and opinions on various aspects of their jobs and

organization.

3. Company data and reports: certain reports from the HRD department provided the

information as to the total no of employees, schedule of training programs, number of

32
 persons attending it and other such things, which indicated the employee performance on the

job after attending these training programs.

Data collection:

To produce a reliable questionnaire both primary and secondary information was used.

Primary data is the first hand information; the questionnaire was prepared by me under the

guidance of the mentor wherein I used likert five-point scale and closed ended questions for

measuring attitudes of the employees for my study.

The questionnaire comprised 12 questions which covered all the aspects of measuring “the

effectiveness of training and development”.

PRIMARY DATA

An instrument is used to collect the required information from the employees and also interact

the employees personally.

Primary data helps us in making observation of employee’s behaviors, talk gestures which

helped me in identifying any the attitude of employees towards the training program and the

effectiveness of the training program in the organization.

SECONDARY DATA

It was collected from the website of the company, and the compaby personnel, certain reports

from the HR department. The research also took the help of the books and journal.

Both primary and secondary data served the purpose in measuring the effectiveness of training

and development at Continental HR servies . Both are equally essential for any type ofsurvey.

33
 CHAPTER – 4
DATA ANALYSIS

34
 Training helps to increase productivity & achieve org goal

Cumulative
Frequency Percent Valid Percent Percent
Valid somewhat agree 33 33.0 33.0 33.0
strongly agree 67 67.0 67.0 100.0
Total 100 100.0 100.0

Training helps to increase productivity

70

60

50

40

30

20
Percent

10

0
somewhat agree strongly agree

Training helps to increase productivity & achieve org goal

35
 Training programs are well planned

Cumulative
Frequency Percent Valid Percent Percent
Valid somewhat disagree 8 8.0 8.0 8.0
neither agree nor
3 3.0 3.0 11.0
dis agree
somewhat agree 21 21.0 21.0 32.0
strongly agree 68 68.0 68.0 100.0
Total 100 100.0 100.0

Training programs are well planned

80

60

40

20
Percent

0
so me wha t d isag ree so me wha t a gre e
ne ith er a gre e n or d i strong ly agre e

Training programs are well planned

36
 Training Program are of sufficient duration

Cumulative
Frequency Percent Valid Percent Percent
Valid somewhat disagree 5 5.0 5.0 5.0
neither agree nor
6 6.0 6.0 11.0
dis agree
somewhat agree 51 51.0 51.0 62.0
strongly agree 38 38.0 38.0 100.0
Total 100 100.0 100.0

Training Program are of suf ficient duration

60

50

40

30

20
Percent

10

0
so me wha t d isag ree so me wha t a gre e
ne ith er a gre e n or d i strong ly agre e

Training Program are of sufficient duration

37
 Traini ng is periodica lly eva lua ted & im prove d

Cumulative
Frequency Percent Valid Perc ent Percent
Valid neither agree nor
8 8.0 12.5 12.5
dis agree
somewhat agree 39 39.0 60.9 73.4
strongly agree 17 17.0 26.6 100.0
Total 64 64.0 100.0
Missing Sy stem 36 36.0
Total 100 100.0

Training is periodically evaluated & improved

70

60

50

40

30

20
Percent

10

0
neither agree nor di somewhat agree strongly agree

Training is periodically evaluated & improved

38
 Traini ng Program em phasi s on ma nageri al & techni cal capabi litie s

Cumulative
Frequency Percent Valid Perc ent Percent
Valid strongly disagree 1 1.0 1.6 1.6
neither agree nor
2 2.0 3.1 4.7
dis agree
somewhat agree 22 22.0 34.4 39.1
strongly agree 39 39.0 60.9 100.0
Total 64 64.0 100.0
Missing Sy stem 36 36.0
Total 100 100.0

emphasis on technical and managerial skills

70

60

50

40

30

20
Percent

10

0
strong ly disa gre e so me wha t a gre e
ne ith er a gre e n or d i strong ly agre e

Training Program emphasis on managerial & technical capabilities

39
 Traini ng i s gi ven ade qua te i mporta nce

Cumulative
Frequency Percent Valid Perc ent Percent
Valid somewhat disagree 4 4.0 6.3 6.3
neither agree nor
5 5.0 7.8 14.1
dis agree
somewhat agree 26 26.0 40.6 54.7
strongly agree 29 29.0 45.3 100.0
Total 64 64.0 100.0
Missing Sy stem 36 36.0
Total 100 100.0

Training is given adequate importance

50

40

30

20

10
Percent

0
so me wha t d isag ree so me wha t a gre e
ne ith er a gre e n or d i strong ly agre e

Training is given adequate importance

40
 Em ployee s are sponsore d for tra ini g progra ms

Cumulative
Frequency Percent Valid Perc ent Percent
Valid somewhat disagree 4 4.0 6.3 6.3
neither agree nor
5 5.0 7.8 14.1
dis agree
somewhat agree 38 38.0 59.4 73.4
strongly agree 17 17.0 26.6 100.0
Total 64 64.0 100.0
Missing Sy stem 36 36.0
Total 100 100.0

Employees are sponsored for training programs

70

60

50

40

30

20
Percent

10

0
so me wha t d isag ree so me wha t a gre e
ne ith er a gre e n or d i strong ly agre e

Employees are sponsored for trainig programs

41
 Sponsored employees take training seriously

Cumulative
Frequency Percent Valid Percent Percent
Valid strongly dis agree 1 1.0 1.6 1.6
somewhat disagree 2 2.0 3.1 4.7
neither agree nor
8 8.0 12.5 17.2
dis agree
somewhat agree 32 32.0 50.0 67.2
strongly agree 21 21.0 32.8 100.0
Total 64 64.0 100.0
Missing System 36 36.0
Total 100 100.0

Sponsored employees take training seriously

60

50

40

30

20
Percent

10

0
strong ly disa gre e ne ith er a gre e n or d i strong ly agre e
so me wha t d isag ree so me wha t a gre e

Sponsored employ ees tak e t raining s eriously

42
 Employees participation in determining training needs

Cumulative
Frequency Percent Valid Percent Percent
Valid strongly dis agree 2 2.0 3.1 3.1
somewhat disagree 7 7.0 10.9 14.1
neither agree nor
8 8.0 12.5 26.6
dis agree
somewhat agree 36 36.0 56.3 82.8
strongly agree 11 11.0 17.2 100.0
Total 64 64.0 100.0
Missing System 36 36.0
Total 100 100.0

Employees determine training needs

60

50

40

30

20
Percent

10

0
strong ly disa gre e ne ith er a gre e n or d i strong ly agre e
so me wha t d isag ree so me wha t a gre e

Employees participation in determining training needs

43
 The quality of trai ning is excelle nt

Cumulative
Frequency Percent Valid Perc ent Percent
Valid neither agree nor
5 5.0 7.8 7.8
dis agree
somewhat agree 16 16.0 25.0 32.8
strongly agree 43 43.0 67.2 100.0
Total 64 64.0 100.0
Missing Sy stem 36 36.0
Total 100 100.0

The quality of training is excellent

80

70

60

50

40

30

20
Percent

10

0
ne ith er a gre e n or d i so me wha t a gre e strong ly agre e

Ehe qualit y of t raining is excellent

44
 Ex ternal training progra m a re w ell exa mined

Cumulative
Frequency Percent Valid Perc ent Percent
Valid somewhat disagree 1 1.0 1.6 1.6
neither agree nor
14 14.0 21.9 23.4
dis agree
somewhat agree 20 20.0 31.3 54.7
strongly agree 29 29.0 45.3 100.0
Total 64 64.0 100.0
Missing Sy stem 36 36.0
Total 100 100.0

External training program are well examined

50

40

30

20

10
Percent

0
so me wha t d isag ree so me wha t a gre e
ne ith er a gre e n or d i strong ly agre e

External t raining program are well ex amined

45
 Traini ng program is wel l de signed & w idel y share d

Cumulative
Frequency Percent Valid Perc ent Percent
Valid somewhat disagree 1 1.0 1.6 1.6
neither agree nor
4 4.0 6.3 7.8
dis agree
somewhat agree 16 16.0 25.0 32.8
strongly agree 43 43.0 67.2 100.0
Total 64 64.0 100.0
Missing Sy stem 36 36.0
Total 100 100.0

Training program is well designed & widely shared

80

60

40

20
Percent

0
somewhat disagree somewhat agree
neither agree nor di strongly agree

Training program is well designed & widely shared

46
CHAPTER 5
FINDINGS
SUGGESTION
CONCLUSION

47
 FINDINGS

 Training helps to increase productivity and achieve the goals of the organization

 Training programs are well planned in the organization.

 The training given in organization is not of sufficient duration.

 The training programs are not evaluated periodically.

 The training programs strongly focus on technical and managerial capabilities..

 The training programs are not given adequate importance due to the work pressure in

the organization.

 Employees’ attitude towards the training programs is casual/informal.

 There is no involvement of employees in determining the training need analysis.

 The quality of training programs in the organization is excellent..

 The training programs are well designed and widely shared in the organization.

 More priority is given for on the job trainings than the value addition programs like

motivation, stress management, group dynamics.

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 SUGGESTION

 Employees should decide and determine the training programs that they need so that they

can work more effectively and efficiently, employees should decide some of the training

they would like to undergo.

 The HR department should conduct briefing and debriefing sessions for employees for

Training as to give them an idea as to why this training is been conducted and what they

have to learn in the training program conducted and also after training completion they

should take a feedback as to how effective was the training so that the necessary

improvements in training programs can be considered and implemented.

 Apart from on-job training programs the HR Department should conduct constant value

addition programs such as Time management, Stress management trainings, group

dynamics, grievance redressal, these will help to add value and is also essential in today’s

business scenario.

 Performance of every employee undergone training should be evaluated so as to get

Improved quality of training activities, Improve ability of the trainers to relate inputs to

output know their understanding about the training programme conducted

 Training program should evaluate the abilities, competencies and potentials of the

trainees for a particular job or work skills.

 It should aim to narrow down the gap between expected level of performance and the

actual level of performance.

 It should provide new recruits or trainees a scientific pace for imbibing the knowledge

and skills required to discharge their duties and responsibilities meaningfully and

purposefully.

49
 The company should conduct training programs at regular intervals, which helps the

employees to enhance their knowledge for their current jobs.

 The company should design the training program based on the current requirement,

which includes development of technical skills, personality development, time

management, computer knowledge etc.

 The training session should be made more interactive and participative so that trainees

and trainer are in constant interaction

50
 CONCLUSION

According to the study conducted we can conclude that the overall satisfaction level of

employees in relation to the training programs is moderate.

The employees agree that the training programs helps to increase productivity and achieve the

organizational goal.

The employees said that the training programs in the organization are well planned but they are

not satisfied with the duration of the training program and the are also not satisfied with the

evaluation process of training program, they are not evaluated periodically.

The training programs in the organization strongly focus on the technical and managerial

capabilities but these programs are not given adequate importance sometimes because of the

work pressure.

The employees do not take the training programs seriously, as there are no strict rules and

regulations to attend the training programs.

The employees are not involved in determining the training need analysis. The training programs

are fixed by the top management.

The quality of the training programs is excellent but the employees are not making the best use

of it.

51
 BIBLIOGRAPHY

www.shishir@cvontinental hrservices.com
www.scribd.com
www.google .com
www.pdf.con

52
 QUESTIONNAIRE

Name : _______________________

Age : _______________________

Gender : _______________________

Qualification : _______________________

1. How many training programs have you attended in last 5 years?

i) 0-5 ii) 6-10

iii) 10-15 iv) More than 152.

2. To whom is training given more in your organization?

i) New Staff ii) Junior Staff

iii) Senior Staff iv) Based on requirement.

3. What mode of training is normally used in your organization?

i) Job Relation ii) Conference/Discussion

iii) External Training iv) Programmed Instruction

4. What are the condition that have to be improved during training session?

i) Re organize the job ii) Remove Interference

iii) Re organize the work place

5. The training programme wsa relevant to your development needs

i) Strongly Agree ii) Moderately Agree

iii) Can’t say iv) Moderately Disagree

v) Strongly Disagree

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6. The training methods used during the training were effective for understanding the

subject

i) Yes ii) No

iii) Can’t say

7. Which kind of training you prefer most?

i) On the Job training ii) Off – the job training 8.

8. Which training method you like most?

i) Lecture method ii) Seminar

iii) Job Instruction iv) Coaching

v) Any other (Specify) …………

9. Does your organization provide all training material to you?

i) Yes ii) No

10. How was yours experience with the knowledge & spills of your trainer?

i) Excellent ii) Good .

iii) Moderate iv) Low

11. Not Good How your organization identify your training needs?

i) Performance Appraisal ii) Regular Feedback

iii) Customer / Client feedback

12. What is one method of evaluating training program used in your organization?

i) Feedback of trainer ii) Efficiency Index

iii) Customer complaints

54