Documenti di Didattica
Documenti di Professioni
Documenti di Cultura
By
suresh
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GUIDE DECLARATION
Title
“TRAINING & DEVELOPMENT”
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LETTER HEAD
Yours sincerely,
HR Manager
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STUDENT DECLARATION
suresh
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CONTENTS
CHAPTER-I
INTRODUCTION OF HRM
CHAPTER-II
Introduction of IT Industry
COMPANY PROFILE
SWOT Analysis
CHAPTER – III
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RESEARCH DESIGN
CHAPTER -4
CHAPTER - 5
QUESTIONNAIRE
BIBLIOGRAPHY
CHAPTER-I
INTRODUCTION OF HRM
Human resources are the most valuable and unique assets of an organization. The
challenging task, especially at a time when the world has become a global village and
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economies are in a state of flux. The scarcity of talented resources and the growing
expectations of the modern day worker have further increased the complexity of the
Even though specific human resource functions/activities are the responsibility of the
managers to understand and give due importance to the different human resource policies
Human Resource Management outlines the importance of HRM and its different
with attracting, managing, motivating and developing employees for the benefit of the
organization.
Human resource (or personnel) management, in the sense of getting things done through
people. It's an essential part of every manager's responsibilities, but many organizations
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"People are our most valuable asset" is a cliché which no member of any senior
management team would disagree with. Yet, the reality for many organizations is that
• under valued
• under trained
• under utilized
The rate of change facing organizations has never been greater and organizations must
absorb and manage change at a much faster rate than in the past. In order to implement a
successful business strategy to face this challenge, organizations, large or small, must
ensure that they have the right people capable of delivering the strategy.The market place
for talented, skilled people is competitive and expensive. Taking on new staff can be
product/ process/ organization knowledge and experience for new staff members.
resource management. But, in most the ultimate aim of the function is to: "ensure that at
all times the business is correctly staffed by the right number of people with the skills
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relevant to the business needs", that is, neither overstaffed nor understaffed in total or in
These issues motivate a well thought out human resource management strategy, with the
precision and detail of say a marketing strategy. Failure in not having a carefully crafted
human resources management strategy, can and probably will lead to failures in the
These sets of resources are offered to promote thought, stimulate discussion, diagnose the
human resource management provide to secure the achievement of the objective defined
above
• Highlight the key driving forces of your business. What are they? e.g. technology,
• What are the implications of the driving forces for the people side of your
business?
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• What is the fundamental people contribution to bottom line business
performance?
Focus on the internal strengths and weaknesses of the people side of the business.
Vigorously research the external business and market environment. High light the
From this analysis you then need to review the capability of your personnel
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Consider in detail the department's current areas of operation, the service levels and
• What gaps exists between the reality of where you are now and where you want to
be?
Go back to the business strategy and examine it against your SWOT and COPS
Analysis
• Identify the critical people issues namely those people issues that you must
address. Those which have a key impact on the delivery of your business strategy.
• Prioritize the critical people issues. What will happen if you fail to address them?
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Step 6: Develop consequences and solutions
For each critical issue highlight the options for managerial action generate,
elaborate and create - don't go for the obvious. This is an important step as
frequently people jump for the known rather than challenge existing assumptions
about the way things have been done in the past. Think about the consequences of
Consider the mix of HR systems needed to address the issues. Do you need to
What are the implications for the business and the personnel function?
Once you have worked through the process it should then be possible to translate
the action plan into broad objectives. These will need to be broken down into the
• Management development
• Organization development
• Performance appraisal
• Employee reward
• Manpower planning
• Communication
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Develop your action plan around the critical issues. Set targets and dates for the
The ultimate purpose of developing a human resource strategy is to ensure that the
objectives set are mutually supportive so that the reward and payment systems are
integrated with employee training and career development plans. There is very little
value or benefit in training people only to then frustrate them through a failure to
4) Functions of HRM
Planning staff levels requires that an assessment of present and future needs of the
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Appropriate steps then be planned to bring demand and supply into balance. Thus the
first step is to take a 'satellite picture' of the existing workforce profile (numbers, skills,
existing employees) and then to adjust this for 1, 3 and 10 years ahead by amendments
for normal turnover, planned staff movements, retirements, etc, in line with the
The result should be a series of crude supply situations as would be the outcome of
present planning if left unmodified. (This, clearly, requires a great deal of information
the personnel manager, whose main task may well be to scrutinize and modify the
crude predictions of other managers. Future staffing needs will derive from:
• Variations, which respond to new legislation, e.g. payroll taxes or their abolition,
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• Changes in Government policies (investment incentives, regional or trade grants,
etc.)
What should emerge from this 'blue sky gazing' is a 'thought out' and
logical staffing demand schedule for varying dates in the future which
bring supply and demand into equilibrium, not just as a one–off but
determine their essential factors) written into a job description so that the selectors
know what physical and mental characteristics applicants must possess, what qualities
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• In the case of replacement staff a critical questioning of the need to recruit at all
• Effectively, selection is 'buying' an employee (the price being the wage or salary
multiplied by probable years of service) hence bad buys can be very expensive.
For that reason some firms (and some firms for particular jobs) use external
• Equally some small organizations exist to 'head hunt', i.e. to attract staff with high
'cost' of poor selection is such that, even for the mundane day-to-day jobs, those
who recruit and select should be well trained to judge the suitability of applicants.
• Internal promotion and internal introductions (at times desirable for morale
purposes)
• Advertising (often via agents for specialist posts) or the use of other local media
Where the organization does its own printed advertising it is useful if it has some
identifying logo as its trade mark for rapid attraction and it must take care not to offend
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the sex, race, etc. antidiscrimination legislation either directly or indirectly. The form
completion of a form) will vary according to the posts vacant and numbers to be
recruited.
It is very desirable in many jobs that claim about experience and statements about
qualifications are thoroughly checked and that applicants unfailingly complete a health
questionnaire (the latter is not necessarily injurious to the applicant’s chance of being
letters of appointment are sent any doubts about medical fitness or capacity (in
involves the firm in training costs. Interviewing can be carried out by individuals (e.g.
sequential interviews by different experts and can vary from a five minute 'chat' to a
process of several days. Ultimately personal skills in judgment are probably the most
• Attainments
• General intelligence
(All of these need skilled testing and assessment.) In more senior posts other techniques
are:
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• Leaderless groups
• Command exercises
(These are some common techniques - professional selection organizations often use
recruitment. Largely the former consists of teaching interviewers how to draw out the
interviewee and the latter how to xratex the candidates. For consistency (and as an aid
to checking that) rating often consists of scoring candidates for experience, knowledge,
leadership abilities etc. (according to the needs of the post). Application of the normal
To retain good staff and to encourage them to give of their best while at work requires
attention to the financial and psychological and even physiological rewards offered by
service (e.g. working hours per week) are determined externally (by national bargaining
cent of the gross pay of manual workers is often the result of local negotiations and
details (e.g. which particular hours shall be worked) of conditions of service are often
more important than the basics. Hence there is scope for financial and other motivations
to be used at local levels. As staffing needs will vary with the productivity of the
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workforce (and the industrial peace achieved) so good personnel policies are desirable.
The latter can depend upon other factors (like environment, welfare, employee benefits,
etc.) but unless the wage packet is accepted as 'fair and just' there will be no motivation.
Hence while the technicalities of payment and other systems may be the concern of
management.
but because of the changing mix and nature of tasks (e.g. more service and professional
jobs and far fewer unskilled and repetitive production jobs) The former demand better-
things like job satisfaction, involvement, participation, etc. than the economically
source of information about and a source of inspiration for the application of the
managers to what is being achieved elsewhere and the gradual education of middle
managers to new points of view on job design, work organization and worker
autonomy.
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• To improve organizational performance via improving the performance of
o What has been done to improve the performance of a person last year?
o and what can be done to improve his or her performance in the year to
come?).
• To identify potential, i.e. to recognize existing talent and to use that to fill
are no numerical criteria (often this salary performance review takes place about
three months later and is kept quite separate from 1. and 2. but is based on the
same assessment).
On-the-spot managers and supervisors, not HR staffs, carry out evaluations. The
those to be appraised.
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• Assistance in the setting of objective standards of evaluation / assessment, for
example:
o Introducing self-assessment;
• Publicizing the purposes of the exercise and explaining to staff how the system
will be used.
who will carry out the actual evaluations/ appraisals. Not only training in
principles and procedures but also in the human relations skills necessary. (Lack
• Monitoring the scheme - ensuring it does not fall into disuse, following up on
responsibilities.
render schemes ineffectual is ever present (managers resent the time taken if nothing
more casual manner anyway (e.g. if there is a vacancy, discussion about internal moves
and internal attempts to put square pegs into 'squarer holes' are both the results of
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casual evaluation). Most managers approve merit payment and that too calls for
evaluation. Made a standard routine task, it aids the development of talent, warns the
organization, are difficult to define since a good system of industrial relations involves
(a) Workers (and their informal and formal groups, i. e. trade union, organizations
(b) Employers (and their managers and formal organizations like trade and
professional associations);
(c) The government and legislation and government agencies l and 'independent'
them - but (and even under slavery we recognize that different 'managing' produces
very different results) the variety of 'forms' which have evolved to regulate the conduct
of parties (i.e. laws, custom and practice, observances, agreements) makes the giving
and receipt of instructions far from simple. Two types of 'rule' have evolved:
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• 'Substantive', determining basic pay and conditions of service (what rewards
procedures.
• Financial, policy and market constraints on the parties (e.g. some unions do not
have the finance to support industrial action, some have policies not to strike,
some employers are more vulnerable than others to industrial action, some will
not make changes unless worker agreement is made first, and rewards always
• The distribution of power within the community - that tends to vary over time and
Broadly in the Western style economies the parties (workers and employers) are free to
make their own agreements and rules. This is called 'voluntarism'. But it does not mean
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• Protect the weak (hence minimum wage);
conditions of service;
The forms this welfare can take are many and varied, from loans to the needy to
• Schemes for occupational sick pay, extended sick leave and access to the firm's
medical adviser;
'certificates' where quota are not fulfilled and recruitment must take place);
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• Provision of financial and other support for sports, social, hobbies, activities of
• Care for the welfare aspects of health and safety legislation and provision of first-
aid training.
The location of the health and safety function within the organization varies.
management cares for the provision of safe systems of work and safe places and
machines etc., but HRM is responsible for administration, training and education in
awareness and understanding of the law, and for the alerting of all levels to new
requirements.
In general, education is 'mind preparation' and is carried out remote from the actual
work area, training is the systematic development of the attitude, knowledge, skill
pattern required by a person to perform a given task or job adequately and development
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• Develop workers to undertake higher-grade tasks;
• Provide the conventional training of new and young workers (e.g. as apprentices,
clerks, etc.);
From time to time meet special needs arising from technical, legislative, and
knowledge need changes. Meeting these needs is achieved via the 'training loop'.
The diagnosis of other than conventional needs is complex and often depends upon
• Common sense - it is often obvious that new machines, work systems, task
costs, etc. and behavioral failures revealed by absentee figures, lateness, sickness
etc. records;
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• Inspirations prompted by the technical press, training journals, reports of the
experience of others;
• The suggestions made by specialist (e.g. education and training officers, safety
Designing training is far more than devising courses; it can include activities such as:
at meetings;
• Undertaking planned reading, or follow from the use of self–teaching texts and
video tapes;
• Learning via involvement in research, report writing and visiting other works or
organizations.
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• Case studies (and discussion) tests, quizzes, panel 'games', group forums,
identify needs to modify or extend what is being provided, to reveal new needs and
redefine priorities and most of all to ensure that the objectives of the training are being
met. The latter may not be easy to ascertain where results cannot be measured
abilities, drive and ambition fostered, etc., achievement is a matter of the judgment of
senior staffs. Exact validation might be impossible but unless on the whole the
In making their judgments senior managers will question whether the efforts
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• Improvements in the qualifications of staff and their ability to take on tougher
roles;
• Better employee loyalty to the organization with more willingness to innovate and
accept change.
5) HR managers responsibilities
The personnel manager's involvement in the system of industrial relations varies from
observe codes of practice etc. in relation to discipline and redundancy, and similarly to
determine organizational policies (in conjunction with other managers) relevant to legal
2. To conduct (or assist in the conduct) of either local negotiations (within the plant)
matters. Even if not directly involved the personnel manager will advise other managers
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3. To ensure that agreements reached are interpreted so as to make sense to those
who must operate them at the appropriate level within the organization (this can involve a
lot of new learning at supervisory level and new pay procedures and new recording
requirements in administration and even the teaching of new employment concepts – like
agreements and to produce policies that ensures that agreements are followed within the
new but experienced recruit in relation to the offered salary where there is a choice of
organizations and operating at a ‘remote’ staff level personnel manager can correct
industrial relations errors made at local level without occasioning any loss of dignity
(face) at the working level. 'Human resource management' and the obscurity of its
reasoning can be blamed for matters which go wrong at plant level and for unwelcome
interpretation of agreements.
5. To provide the impetus (and often devise the machinery) for the introduction of
Formal agreement in respect of working conditions and behavior could never cover every
situation likely to arise. Moreover the more demanding the task (in terms of the mental
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contribution by the worker to its completion) the more highly–educated the workers need
to be and the more they will want to be consulted about and involved in the details of
work life. Matters like the rules for a flexi time system or for determining the correction
of absenteeism and the contents of jobs are three examples of the sort of matters that may
6. To provide statistics and information about workforce numbers, costs, skills etc.
as relevant to negotiations (i.e. the cost of pay rises or compromise proposals, effect on
experience, achievements, qualifications, awards and possibly pension and other records;
figures and costs, statistics of sickness absence, costs of welfare and other employee
other procedures.
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II) RELATIONSHIP WITH OTHER FUNCTIONAL AREAS OF
MANAGEMENT
functional areas.
The three main groupings for specifying the Systems Management are:
A systems management function is a set of related services which provides for the
management. For example, Object Management Function provides the ability to create,
delete, examine and change Managed Objects. Another example is State Management
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Function, which provides the ability to examine changes in state and the ability to
satisfy more than one requirement and to satisfy some requirements, more than one
3) Managed Objects
Thus, a managed object is the abstraction of such a resource that presents its properties as
seen by (and for the purpose of) management. An essential part of the definition of a
managed object is the relationship between these properties and the operational behavior
of the resource. Part of the definition of a managed object is the specification of the set of
management operations that can be performed upon it and the effect that these
management operations have upon the managed object and its attributes. Managed
objects can also emit notifications, which contain information concerning the occurrence
The interactions between management system and managed system are realized through
the exchange of management information. The rules governing these interactions are the
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5) Systems Management Functional Areas
The requirements to be satisfied by systems management activities can be categorized
• fault management
• accounting management
• configuration management
• performance management
• security management
fulfill a particular functional area requirement. Similarly, managed objects are general in
the sense that they may be used to fulfill requirements in more than one functional area.
protocols are known to be common to more than one area. In general, the managed
system - agent - cannot determine the purpose of the management operations it receives
or the notifications that it emits. For example, a managed system cannot in general
determine whether its responses to read error counters requests will be used for the
responds to requests from a manager individually, without needing any wider context
within which to carry out the request. In general, driving the design of the managed
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III) INTRODUCTION OF TRAINING AND DEVELOPMENT
Every organization needs to have well trained and experienced people to perform the
If the current or potential job occupant can meet this requirement, training is not
important. But when this is not the case, it is not necessary to raise the skill levels and
break through require some type of training and development efforts. As the job become
changing society, employee training and development is not only as activity that is
Employee training is the important subsystem of HRD. It is the specialized function and
of the fundamental operative functions for HRM After an employee is selected, placed
increasing the knowledge and skill of an employee for doing a particular job.
1) Employee Training
procedure by which employees learn technical knowledge and skills for a definite
purpose. Training can be defined as “A process by which the means of which the
aptitude skills and capabilities of individual employees to perform specific jobs are
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application of knowledge. It gives application of knowledge. It gives people an
awareness of the rules and procedures to guide their behavior. It attempts to improve
their performance on the current job. Or prepare them for an intended job.
Training refers to the teaching and learning activities carried on for the primary purpose
2) Definitions of Training
According to O.Jeff Harris, Jr.observes “Training of any kind should have as its
trainee becomes more useful and productive for himself and for the organization of which
basic skills related to the successful completion of a task), interpersonal skills (how to
Since training is a continuous process and not a one shot affair, and since it consumer
time and entails much expenditure, it is necessary that a training program or policy
should be prepared with great thought and care, for it should serve the purpose of the
establishment as well as the needs of employees. Moreover, it much guard against over-
training, use of poor instructions, too much training in skills which are unnecessary for a
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particular job, initiation of other company training programmes, misuse of testing
techniques, inadequate tools and equipment, and over reliance on one single technique.
A successful training programme presumes that sufficient care has been taken to discover
areas in which it is needed most and to create the necessary environment for its conduct.
The selected trainer should be one who clearly understands his job and has professional
expertise, has an aptitude and ability for teaching, possesses a pleasing personality and a
capacity for leadership, is well-versed in the principles and methods of training, and is
1. To increase productivity
2. To improve quality
6. Obsolescence prevention
7. Personal growth
3. Vestibule
4. Simulation
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5. Demonstration and examples
6. Apprenticeship
a. Lectures
b. Conference
c. Case study
d. Role-Player
e. Programmed instruction
A. Associations
B. Audiovisual aids
Virtually every employee, from the clerk to company president, gets some “on the job
training” when he joins a firm. That is why William tracly calls it, “the most common,
the most widely used and accepted, and the most necessary method of training employees
Trainees earn as they learn under the watchful eyes of a master mechanic or craftsman,
receive immediate feedback, practice in the actual work environment, and associate with
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Employees are coached and instructed by skilled co-workers, by supervisors, by the
special training instructors. They learn the job by personal observation and practice as
well as occasionally handling it. It is learning by doing, and it is most useful for jobs that
are either difficult to stimulate or can be learned by doing, and it is most useful for jobs
that are either difficult to stimulate or can be learned quickly by watching and doing.
They are a variety of OJT methods, such as “coaching” or understudy, job rotation and
special assignments.
Merits of OJT
The trainee learns on the actual equipment in use and in the true environment of
his job.
training.
The trainee learns the rules, regulations procedures by observing their day-to-day
applications.
This type of training is a suitable alternative for a company in which there are
It is most appropriate for teaching the knowledge and skills which can be acquired
Demerits of OJT
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employee to impart skills to the trainee, the breakdown of the job for the purpose
of instructions
Low productivity when the employee is unable to fully develop his skills.
Off-the-job training simply means that training is not a part of everyday job activity. The
actual location may be in the company class-rooms or in places which are owned by the
Lectures
Conference
Case study
Role-Player
Programmed instruction
classroom training which is often imparted with the help of the equipment and machines
which are identical with those in use in the place of work. This technique enables the
trainee to concentrate on learning the new skill rather than on performing an actual job.
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iv) Demonstrations & Examples
In the demonstration method, the trainer describes and displays something, as when he
for job duties and responsibilities, for informal group standards, supervisory expectations,
v) Simulation
examples of business simulations. Simulation techniques have been most widely used in
vi) Apprenticeship
For training is crafts, trades and in technical areas, apprenticeship training is the oldest
and most commonly used method, especially when proficiency in a job is the result of a
relatively long training period of 2 years to 3 years for persons of superior ability and
from 4 years to 5 years for others. The field in which apprenticeship training is offered
are numerous and range from the job of a draughtsman, a machinist, a printer, a tool-
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6) Executive Development
All the persons who have authority over others and are responsible for their activities and
for the operations of an enterprise and managers. In a business organization, the co-
ordination and direction of the efforts of others is a major part of the management job.
The manager has to deal not only with the staff but also with others outside his own
group, and has a decided influence on the organization. In any organization, each
supervisor, foreman, executive is a manager in the area of his responsibility. Even the
is, in fact, a manager, although many of them do not supervise others but are on the
Board of Management. The titles of managers are not standardized; but, in a broad sense,
all supervisors, foremen, executives and administrators and managers. These terms are
used interchangeably.
The manager is the dynamic life-giving element in a business. The caliber and
performance of managers will largely determine the success of a business. If the business
wants to improve the quality of its mangers, it much expend money and effort and
managers themselves play a crucial role. All enterprises need to devote great attention to
the continuous supply of their future managers, both functional and general.
A manager’s task includes certain skills which can be improved, even perfected or nearly
so. The major and more elusive task of management development is to mould and
fashion the behavior component into a virile and unmixed weapon of enterprise
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mind concerned with profitable results matched by determination and integrity in
7) Managerial Functions
translating the broad organizational goals into details working purposes and providing
iii) The maintenance of faith in the superiority and desirability of achieving the
organizational aims.
Technical skills
Human skills
Conceptual skills
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IV) IMPORTANCE OF TRAINING AND DEVELOPMENT
1) Importance of Training
effective and productive. It is actively and intimately connected with all the personnel or
managerial activities. It is an integral part of the whole management programme, with all
Training is a practical and vital necessity because, apart from the other advantages
mentioned above, it enables employees to develop and rise within the organization, and
increase their “Market Value,” earning power and job security. It enables management to
resolve sources of friction arising from parochialism, to bring home to the employees the
fact that the management is not divisible. It moulds the employees attitudes and help
them to achieve a better co-operation with the company and a greater loyalty to it. The
management is benefited in the sense that higher standards of quality and achieved, a
satisfactory organizational structure is built up: authority can be delegated and stimulus
for progress applied to employees. Training, moreover, heightens the morale of the
absenteeism, reduces the rate of turnover. Further, trained employees make a better and
economical use of materials, and equipment; therefore, wastage and spoilage are
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educational and industrial training programmes. This success has been achieved by a
America to believe that if something is good, more of the thing is even better. Hence, we
take more vitamin pills to solve personal health problems and more training to solve our
inadequate recognition and determination of training needs and objectives. They stem
also from lack of recognition of the professional techniques of modern industrial training.
The management Training & Development Committee of the Central Training Council in
the U.K has emphasized the importance of management development in these words:
business what the intentions of the Board of Directors are, and it sets the context with the
detailed plans and techniques it will fit. The preparation of a policy statement compels
the top management and their specialist advisers to define their reasons for investing
money and spending time in systematic management development. The debate that takes
place, and the policy evolves, is as invaluable in its own way as the formal document
itself.
The development of the full potential of all those who are under their command as
a prime responsibility
Providing for the present and future needs of the firm for managerial talent by
scheme,
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Taking account by regular appraisal of how successful managers are developing
development
Developing all parts of the scheme together as a consistent and orderly whole, in
CHAPTER – III
RESEARCH DESIGN
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TITLE
Sampling plan:
Sampling Technique: The sampling technique used for the purpose of this
project report was XYZ CO software and BPO employees. The collection
3) Research instrument:
Face-to-face interview.
Questionnaire.
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DATA COLLECTION METHODS
Primary Date
Through interactive and exchange of information with the concerned executive and
Secondary Date
Internet
Textbooks
Firstly, the study excluded Multinational firms and joint ventures with multinational
firms. Multinational corporations are driven by a different set of needs and business
motives therefore it was felt that MNC's will have a different set of factors which
Secondly, the study excluded Information Technology Enabled Service (ITES) and
Business Process Outsourcing (BPO) companies. Though ITES and BPO companies are
classified as IT services export firms, the study excluded these companies as their
operations was primarily in India and only services from India are exported. The absence
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of international operations changes the nature of these businesses and factors influencing
ITES and BPO companies are substantially different from that of software companies.
Thirdly, the study did not consider the influence of entrepreneur-diaspora networks on
global expansion. Managers who answered the survey were not the founders of the
globalization of Indian software firms requires further study with inputs from
Lastly, the study was conducted by an Indian and all the managers were Indian nationals
working in India or in USA. The lack of cultural diversity among the managers who took
part in the survey could have impacted the study. It is felt that foreign nationals who are
managers in Indian firms should be included in future studies to accurately capture the
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CHAPTER -4
TABLE – 1
50
Analysis
From the above table we can see that “twenty” percent of the employees are working new
employees, “fifteen” percent of the employees are working from “one to two” years,
“ten” percent of the employees are working from “two to three” years and “five” percent
0–1 20 20
1–2 15 15
2–3 10 10
3–4 5 5
GRAPH - 1
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Service
25
20
15
10
5
0
0-1 1-2 2-3 3-4
Interpretation
From the above graph we come to know there are very less vintage employees, and more
new employees.
TABLE – 2
52
Options Respondents Percentage
Yes 50 100
No 0 0
Analysis
From the above table we can see that each and every employees and executives
knows about the training and development programs conducted by training team.
GRAPH - 2
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Awareness
100
80
60
40
20
0
Yes No
Interpretation
From the above graph we can see that every one is aware of training and
development programms
TABLE – 3
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Table Showing Awareness of Training and Development
Programms
Analysis
From the above table we can see that each and every employees and executives are
GRAPH – 3
55
Prior to its commencement
Prior to commencement
100
80
60
40
20
0
Yes No
Interpretation
From the above graph we can see that every one is aware of training and
TABLE – 4
56
Options Respondents Percentage
Yes 70 70
No 30 30
Analysis
From the above table we can see that seventy percent of the respondent says they get
additional knowledge from training programmes, and thirty percent of the respondent
Graph – 4
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Additional skills
80
60
40
20
0
Yes No
Interpretation
From the above graph we can see that “seventy percent” of the respondent says they
get additional knowledge from training programmes, and “thirty percent” of the
respondent says they won’t get any additional knowledge from training.
TABLE – 5
58
Options Respondents Percentage
Yes 40 40
No 60 60
Analysis
From the above table we can see that “forty percent” of the respondent says “Yes”
and “sixty percent” says “No” on Quality conscious after training programms
GRAPH – 5
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Quality C onscious
80
60
40
20
0
Y es No
Interpretation
From the above graph we can conclude that most of the respondent says they are not
TABLE – 6
60
Options Respondents Percentage
Yes 80 80
No 20 20
Analysis
From the above table we can see that “Eighty percent” of the respondent says “Yes”
GRAPH – 6
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Confidence
100
80
60
40
20
0
Yes No
Interpretation
From the above graph I can conclude that most of the respondent says training
TABLE – 7
programms
62
Analysis
From the above table “fifty percent” of the respondents says, partly agree, “thirty
percent says strongly agree, and “ten” percent says agree and disagree on change in
GRAPH – 7
programms
63
C h an g es in In terp ers o n ne l skills
100
80
60
40
20
0
S trongly P artly A gree Dis agree
agree agree
Interpretation
From the above graph we can see that more number of respondent says partly agree
and less number of respondent says agree and disagree in terms of changes in
TABLE – 8
64
Options Respondents Percentage
Yes 65 65
No 35 35
Analysis
From the above table we can see that “Sixty five percent” of the respondent says
“they can implement the skills at work and “Thirty five percent” says “they can’t
GRAPH – 8
65
Implementation of skills
100
80
60
40
20
0
Y es No
Interpretation
From the above graph we can see that most of the respondent says the acquired skills
TABLE – 9
66
Options Respondents Percentage
Adopting interactive sessions 60 60
Improve the quality of materials 20 20
Hire expert trainers 20 20
Others 0 0
Analysis
GRAPH – 9
67
Graph showing improvements can be brought into T&D programms
Improvents on T&D
100
80
60
40
20
0
Adopting Improve Hire expert Others
interactive the quality traineers
sessions of
materials
TABLE – 10
68
Options Respondents Percentage
Excellent 20 20
Good 30 60
Satisfied 8 15
Dissatisfied 2 4
Analysis
From the above table we can see that “Sixty” Percent of the Respondents rate “Good”,
GRAPH – 10
69
Satisfaction Level
100
80
60
40
20
0
d
nt
d
oo
fie
fie
l le
tis
tis
ce
Sa
sa
Ex
s
Di
Interpretation
From the above graph we can see that most of the respondents are satisfied with the
CHAPTER - 5
70
Few training programmes will be conducted based on projects
Feedback from the trainees about the training programme is given extreme
The company has been benefited by training its employees, and even the
Each and every new employees will be getting Induction program i.e
conducted in two ways i.e. on the job training and off the job training.
Conclusion
71
The findings of this study can conclusively say that global expansion of Indian software
firms is primarily driven demand factors: market size, market attractiveness and
competition intensity. Political risk factors are considered before entering a foreign
country. Political stability and diplomatic relation of that country with India play a role in
evaluating the political risk factors. Surprisingly cultural differences do not seem to
weigh much in global expansion plans. Indian software firms utilize programmers from
India more than hiring locals from a foreign country. This tend explains the importance to
legal hurdles regarding visa procedure and the cultural insensitivity at these companies.
telecommunication infrastructure.
India is globally recognized for software development and programms; many software
based industries realize that India is growing venture for software development
programming and trainings. Many foreign companies have established and are
establishing their branches across India. The opinions of managers on global expansion
QUESTIONNAIRE
72
0 – 1 year ( )
1 – 2 year ( )
2 – 3 year ( )
3 – 4 year ( )
Yes ( )
No ( )
Yes ( )
No ( )
Yes ( )
No ( )
Do you think the training programme has made you more quality conscious?
Yes ( )
No ( )
Yes ( )
No ( )
7. Do you agree that T&D programme can help in bringing out changes in inter
personnel skills/attitudes?
73
Strongly agree ( )
Partly agree ( )
Agree ( )
Disagree ( )
Yes ( )
No ( )
9. How do you think improvements can be brought into the T&D programmes?
10. How do you rate your satisfaction level regarding Training & Development
Programms?
Excellent ( )
Good ( )
Satisfied ( )
Dissatisfied ( )
BIBLIOGRAPHY
74
• Internet
• Business Articles
• Text books
75