Professional Documents
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Husys
Husys
INTRODUCTION
All organizations employing people need to train and develop their staff.
Most organizations are cognizant of this requirement and invest effort and other
resources in training and development. Such investment can take the
form of employing specialist training and development staff and paying salaries to
staff undergoing training and development.
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DEFINITIONS
1. Training is the organized procedure by which people learn knowledge and
skills for a definite purpose.
Dale. S.Beach
2. Training is the act of increasing the knowledge and skill of an employee for
doing a particular job.
Edwin.B.Flippo
3. Trainings main goal is to induce a suitable change in the individual
concerned.
R.S.Davar
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OBJECTIVES OF TRAINING
To impart to new entrants the basic knowledge and skill they need for an
intelligent performance of definite tasks.
To impart customer education for the purpose of meeting the training needs
of corporation, which deal mainly with the public.
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organization can get a candidate who exactly matches with the job or the project
he/she has to perform in order to achieve the organizational and personnel goals.
Training is the corner stone of sound management for it makes employees
more effective and productive. It is actively and intimately connected with all the
personnel or managerial activities.
Moulds the employees attitudes and helps them to achieve a better
cooperation with the company and greater loyalty to it.
Heightens the morale of the employees for it helps in reducing the rate of
turnover, absenteeism and grievances.
Wastage and spoilage are lessened.
Problem solving device.
BENEFITS TO THE ORGANIZATION
Increases profit
improves morale of the work force
helps in identifying the organization goals
Improves labour management relation goals
BENEFITS TO INDIVIDUAL
To take better decisions and effective problem solving
Helps a person handle stress, tension and frustration
Increases job satisfaction and recognition
Helps to eliminate fear in attempting new tasks
Provides information for improving leadership knowledge, communication
skills and attitudes.
PRINCIPLES OF TRAINING
Training is a continues process and not a one shot affair. Training
programme or policy should be prepared with great thought and care for it should
serve the purpose of the establishment as well as needs of employees.
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Motivation
By motivation trainee acquires new skills and knowledge. Thus training
must be related to the desire of the trainee such as more wages or better job
recognition, states promotion etc.
Progress information
There is a relation between learning rapidly and effectively and
providing right kind of information. The trainer should not bombard trainee with
excessive information. Trainees desire is to learn new skills to remain update and
sustain his interest by providing him with right kind of interest.
Reinforcement
The effectiveness of the trainee in learning new skills or acquiring new
knowledge should be reinforced by means of regards and punishments.
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Programmes are planned in advance, the course material prepared and the
proper selection of the participants are ensured, and then organizing the
programmes is important. It is the proper combination of all the training aspects,
i.e., training leadership, training faculty, and training materials, training
participants, various programmes related to training, and so on, that leads to
success. Programmes must be organized in such away that it impresses the
participants can be ensured in the programme. Every component in the programme
must be organized in such a way that equilibrium is reached in the whole
programme.
EVALUATION OF TRAINING EFFECTIVENESS
As soon as the training programme is over, its effectiveness must be
evaluated, and determined whether the programme has been able to reach its
expected goals of the trainees and their employers. While designing the training
programmes and training methodologies, the trainers must fix the standards and
objectives, taking and problems of specific levels.
The participants who undergo training programmes may be asked to submit
a questionnaire filled along with proposals for any change they would suggest to
be incorporated in the programme. An appraisal form and an appraisal interview
can be used for eliciting the response and an appropriate follow up can be
introduced to improve the effectiveness of the training programme.
REVISING TRAINING PATTERN
On the basis of the evaluation of the training effectiveness, necessary
revision or improvement must be incorporated in the training programme, if the
expected result could not be which are not adequate enough to accomplish its
objectives are to be revised. Sometimes, the method, the period, the contents, and
even the participants must be changed on the basis of the evaluation of the results.
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TECHNIQUES OF TRAINING
Generally there are two techniques of training namely:
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b) COACHING
Coaching is instructing or tutoring while an individual is personally on
the job in action. Coaching a manager or an executive or an employee is the
process of developing on the job by enabling him to undertake and carry out tasks
or critical tasks under the direct supervision, instruction and guidance of a superior
helps in this, his subordinates develop the judgment required, the competence
needed and the commitment essential for effectively holding the responsibility and
caring out the tasks. The supervisor provides feedback to the trainee on his
performance and responsibilities of the coach and relieves him of his burden. A
limitation of method of this method of training is that the trainee may not have the
freedom or opportunity to express his own ideas.
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c) JOB INSTRUCTION
This method is also known as training through step by step. Here, the
trainer explains to the trainee, the way of doing the job, job knowledge and skills
required and allow him to the job and at his supervision. The trainer appraises the
performance of the trainee, provides feedback information and corrects the trainee.
d) COMMITTEE ASSIGNMENT
Under the committee assignments, a group of trainees are given and asked
to solve an actual organizational problem that exists currently. The trainees solve
the problem jointly, which develops group cohesiveness or the teamwork.
e) APPRENTICESHIP
It is the oldest and most commonly used method in crafts, trades and in
technical areas. A major part of the training time is spent on the job productive
work. Each apprentice is given a programme of assignments according to a
predetermined schedule, which provides for efficient training in trade skill.
OFF THE JOB TRAINING METHODS
Off the job training methods are extensively used for management
development, since on the job method may not always be convenient. It may
include briefing the executives on companys policies and plains, developing tools
for managerial effectiveness, counseling and human relation skills, and top
management seminars and so on.
Under this method of training, the trainee is separated from the job situation
and his attention is focused upon learning the material related to his future
requirements, he can place his entire concentration on learning the job rather then
spending his time in performing it. There is an opportunity for freedom of
expression for the trainees. Development programs planned on the basis of actual
needs are bound to be effective. Resource persons from within the organization
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share facts, ideas and data, test assumption and draw conclusions, all of which
contribute to the improvement of job performance. The success of this method
depends on the leadership qualities of the person who leads the group.
E) CASE STUDY
Christopher Lang Dell first developed this method in 1880. Case study is
based upon the belief that managerial competence can be attained through the
study, contemplation and discussion of concrete cases.
F) T-GROUP METHOD
This method is otherwise known as sensitivity training traditionally. Under
the leadership of a trained leader, a group of people gets trained to increase their
sensitivity to inter personal relationships, so as to develop their skills in inter
personal relation ships. It aims at gaining inside into ones own feeling and those of
others. It generally discusses the problems, which actual exist among them. It
actually seeks to change the under lying attitudes and behavior of the participants
on the job.
TRAINING EVALUATION:
Objective of training evaluation is to determine the ability of the participant
in the training program to perform jobs, for which they were trained, the specific
nature of training deficiencies whether the trainees required any additional on the
job training and the extent of training not needed for the participants to meet the
job requirements.
The process of training evaluation has been defined as any attempt to obtain
information on the effects of training programme and to access the value of
training in the light of information. Evaluation leads to controlling and correcting
the training programme.
In 1959 Donald Kirkpatrick published a paper that classified training out
comes into four categories.
Reactions trainees reactions to all aspects of learning.
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programme is useful.
development of employees.
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organizational needs
process
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countries.
3. Studies of this type are also useful to competitors to make necessary steps to
improve their training programmes.
4. This study also useful to policy makers to make necessary changes in policies
relating to training programmes.
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There are many constraints in the studying of this industry. Although the
There are very co-operative and helpful, they are bound by their rules and
regulations.
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RESEARCH METHODOLOGY
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Sources of data:
Data was collected based on two sources:
Primary data.
Secondary data.
Primary data:
The primary data is collected with the help of questionnaires. The
questionnaires are chosen because of its simplicity and reliability researchers can
expect a straight answer, which is directly related to the questions.
Secondary data:
Secondary data is collected through the document provided by the HR
department such as policy decisions, reports regarding suggestion scheme etc.
books from various authors of HRD, magazines, journals and annual reports of the
company, feedback reports file of training department, brochures and company
personal manual.
Sampling unit:
Sampling unit for the study is executives, senior executives, and graduates
and diploma holders, workers of Devi Sea Foods Ltd., Singarayakonda.
Sampling size:
The sample size consists of 100 respondents.
Research Design
Research as the systematic investigation into and the study of materials
and sources in order to establish facts and reach new conclusion.
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A research design involves the completes process of planning and operation of the
research.
A research design is an instrument, which helps in achieving scientific accuracy of
the study under consideration.
How many observations should be made one of each unit in the study?
Sampling technique
Sampling can be broadly classified into probability sampling and non
probability sampling. But the study is conducted by non-random convenient
sampling techniques for the purpose of assuring the sample size.
Convenience sampling:
The type of sampling depends upon the convenience of the researcher.
Random sampling
The type of sampling can be choosing on the basis of random.
Quantitative analysis:
The data is collected through questionnaire regarding the purpose of
approval and positive and negative aspects of existing system were analyzed
quantitatively and qualitatively and interpretations were summarized.
Percentage Method:
The method is very simple to analyze the data. The sample size may be
large. To analyze such large size of data, we change into percentages. To change
that the formula is,
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INDUSTRY PROFILE
INTRODUCTION:
India's software exporting industry is one of the world's successful
information technology industries. Begun in 1974, it employed 345,000 persons in
2004 and earned revenue of $12.2 bn, equal to 3.3% of global software services
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spending. This paper's object is to explain the industry's origins, growth and
sustainability.
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During the early years of the industry's third decade, beginning in the mid-
1990s, the establishment of the Internet facilitated the separation of services, such
as software maintenance and email management, from the site where the software
was located. Following telecommunications policy reforms in 1999, this opened
new opportunities for domestic firms .In 2000, reforms in foreign ownership
rules, intellectual property protection and venture capital policy induced TNC,
Diaspora and foreign venture capital entry.
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In the 1980s, the PC was invented. The Wintel standard became established
by themid-1980s, leading to a decline in hardware prices and rising demand for
applications. Unlike mainframes, the PC was for retail users, who were reliant on
product software. The PC of the 1980s lacked both the programming capacity and
performance needed by enterprises.
An ISV could now own a workstation made by any manufacturer, yet write
programs for a client whose installed hardware might be of a different brand (even
a mainframe). In another words, programming became platform independent or
modularized from the hardware component. In the 1990s, the success of database
software packages further simplified the creation of applications software.
The platform independence that arose from the U-W standard, combined
with the risen demand for custom software by small firms, resulted in a large
custom software industry. In the 1990s, the rising computing power and declining
cost of the PC improved its capacity to program in Unix/C. The PC, therefore,
replaced the workstation as the hardware platform for programming. Later in the
decade, the success of PC-based networks increased the accessibility of
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applications to many more users within the enterprise. The first four columns in
the table below summarize the main changes in the software services industry in
the U.S. and the driving forces reviewed
Even within software, one would expect that work to support product
software, done by TNCs, would be the point of origination. The developing
country's engineers could initially provide just technical support and maintenance.
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Some of this is undoubtedly due to the leveling of the playing field for
TNCs and startups since1999. Some has to do with a strategy of overseas alliances
being pursued by the larger domestic firms. The industry, therefore, appears to
have the capability to move up the value-chain. As a result, industry leadership,
currently with large domestically-owned software services firms offering custom
programming services, will have to be shared with startups diaspora-linked or
funded with foreign venture capital and TNCs offering innovative products and
services
COMPANY PROFILE
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redefine the HR function with a new dimension of managing the HR function with
Human Synergies to meet the challenges of business focused HR practices.
HUSYS is having 5 years of rich fundamental experience in managing HR for
more than 60+ companies and it specialize in managing HR department for
organizations and providing one-stop solution for all the HR needs.
SKILLS
HR function outsourcing.
HR function management solutions of SMEs.
Creating recruitment arm for companies.
Benefit administration.
Employee relation management.
Policy formulation.
Training delivery outsourcing.
New business setup in India
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Executive Search
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Solution for Small & Medium Size Organization (SME) with excellent core
competency in your area of operation
If you are a Small & Medium Size Organization and looking to expand and
build an Organization of repute! Just go through what we can do for you.
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You don't have to have a huge setup of HR Function and pay more
your HR Department
world-class touch.
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HR/People Policies
HR Manual Preparations
Business Needs
Realities
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HUSYS ACHIEVEMENTS:
Husys have achieved 40+ customers in 4 years and continue to work with each
of them. Thats the customer retention by Husys. They served the following
Industries in adding business value:
IT, ITES & BPO
Services & Hospitality
Construction
Manufacturing Industries
Pharmacy & Bio-Technology
Education
Insurance
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4. Weaver 60 35/-
Quality of work ( ) ( ) ( )
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General behavior ( ) ( ) ( )
Conduct ( ) ( ) ( )
Advantages of training:
TEAM MANAGEMENT
GR Reddy - Founder and Chief Facilitator
Team Mission
Key focus of our Team:
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Talk to the employee directly. Encourage him to speak the truth. Give him
a patient hearing.
not hold back the remedy if the company is wrong. Inform your superior
Get all relevant facts about the grievance. Examine the personal record of
the aggrieved worker. See whether any witnesses are available. Visit the
work area. The idea is to find where things have gone wrong and who is at
fault.
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Gather information from the union representative, what he has to say, what
he wants, etc. Give short replies, uncovering the truth as well as provisions.
Maintain proper records and follow up the action taken in each case.
workers to ventilate their grievances freely, listen to the other side patiently,
explain the reasons why the problems arose and redress the grievances
promptly.
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Incentives
Employee clashes
Organizational culture
Salaries distribution
Infrastructure facilities
Admin/Accounts Department
Financial Transactions
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Maintenance of peripherals
Technology
up gradation
Software Department
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Problem solved
Problem solved
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solved he can contact the person specified in 3 rd box ,then like final person
specified in 4th
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7%
4% 8
4. WHAT ARE THE RENS FOR DEDUCTIONS IN MY SALARY?
9
5. WHY THERE ARE BREAKDOWNS IN MY SALARY.
5% 5 6 6%
6. WHY I HAD NOT GIVEN MY SHIIFT ALLOWANCE.
12. WHY I HAVE NOT BEEN PIDED THE LEAVE TRAVEL ALLOWANCE.
13. WHY I HAVE NOT BEEN PIDED WITH ADVANCE SALARY EVEN AFTER ACCEPTING T
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On the job 47 47
Both 40 40
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100
90
80
70
60
40
30
20
10
0
No. of Re spondents Percentage of Res pons e
Interpretation
From the above table it is clear that 47% of respondents agreed that the
company is using on the job methods of training by the company 13% of
respondents agreed that the off the job methods are using and 40% of respondents
are agree that both the methods are using the company.
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Yes 74 74
No 14 14
No comments 12 12
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100
90
80
70
60
Yes No No comments Total
50
40
30
20
10
0
No. of Respondents Percentage of response
Interpretation
From the above it is interpreted 74% of the respondents said that yes is used
and 14% of the respondents said that no are placed and 12% of respondents said
that no comments
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No 39 39
No comment 13 13
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100
90
80
70
60
40
30
20
10
0
No. of Responde nts Perce ntage of re sponse
Interpretation
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To some extent 55 55
Not at all 12 12
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100
90
80
70
60
40
30
20
10
0
No. of Respondents Percentage of response
Interpretation
From the above it is interpreted 33% of respondents agree that the company is
conducting employee development programmes. In large extent and 55% said that
in some extent and 12% said that not at all.
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Usefui 41 41
Department requirement 5 5
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100
90
80
70
60
40
30
20
10
0
No. of Respondents Percentage of response
Interpretation
From the above it is interpreted 54% of the respondents said that train up is waste
and 41% said that train up is useful to you and 5% said that basing on
departmental requirement
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To improve safety 25 25
To increase productivity 26 26
All 9 9
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100
90
80
70
60
40
30
20
10
0
No. of Respondents Percentage of response
Interpretation
From the above it is interpreted that 40% said that to improve skills and
25% said that to improve safety and 26% said that to increase productivity and 9%
said to increase all the above .
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Just adequate 14 14
Adequate 12 12
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100
90
80
70
60
40
30
20
10
0
No. of Respondents Percentage of Response
Interpretation
From the above it is observed that 74% said that more than enough and
14% said that just adequate and 12% said that adequate.
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No 20 20
No comment 12 12
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100
90
80
70
60
40
30
20
10
0
No. of Respondents Percentage of Response
Interpretation
From the above table it is observed that 68% were accepting the new
technology and 20% were not accepted and 12% said that no comment on it.
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No 18 18
satisfactory 20 20
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100
90
80
70
60
40
30
20
10
0
No. of Respondents Percentage of Response
Interpretation
From the above graph 62% of respondents were said that yes and 18% said
that no and 20% said that satisfactory.
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No 49 49
No comments 3 3
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100
90
80
70
60
40
30
20
10
0
No. of Respondents Percentage of Response
Interpretation
From the above it is interpreted that 48% of respondents feel burden of
training and 49% of respondents said that there is no burden about the training and
3% of employees are not responded.
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11) Would you attend training programme during out of working hours?
No 13 13
Some times 59 59
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100
90
80
70
60
40
30
20
10
0
No. of Respondents Percentage of Response
Interpretation
From the above it is interpretation 28% of employees attend training
programme out of working hours and 13% of employees do not attend training
programme out of working hours and 59% of employees attend some times.
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12) The training which is provided by HUSYS on the safety programmers are
very much helpful for your personal life or at the work place.
Both 1 & 2 63 63
No comment 7 7
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Interpretation
From the above it is interpreted 63% of respondents said that training is
useful for personal life and also at work place. 15% of employees said that only
for personal life and only for work place respectively. And 6% of respondents said
that no comment.
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No 20 20
No comment 6 6
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Percentage of Response
80
70
60
50
40
30
20
10
0
Yes No No comment
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Interpretation
From the above it is interpreted 74% of respondents said that management
also participating with them in training program. 18% said that not participates
management training program and 8% said that no comment.
14) After training the management will motivate or they leave you?
Motivates us 60 60
Leave us 25 25
No comment 15 15
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Percentage of Response
60
50
40
30
20
10
0
Motivates us Leave us No comment
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Interpretation
From the above it is interpreted 60% of the respondents said that the
company is motivating then even after training programme and 25% said that they
were not motivate us and 15% said that no comment.
Excellent 10 10
Good 60 60
Average 19 19
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Poor 11 11
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Percentage of Response
60
50
40
30
20
10
0
Excellent Good Average Poor
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Interpretation
From the above information faculty training program was good 60% of
respondents said 19% said that average, 10% of respondents said that excellent
and 11% of respondents said that poor.
Excellent 14 14
Good 55 55
Average 24 24
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Poor 7 7
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Percentage of Response
60
50
40
30
20
10
0
Excellent Good Average Poor
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Good 58 58
Average 23 23
Poor 6 6
Interpretation
from the above it is interpreted 55% of respondents said that infrastructure
is good for training and 24% said that average, 7% said that poor and 14% said
that excellent.
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Percentage of Response
60
50
40
30
20
10
0
Excellent Good Average Poor
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Interpretation
From the above it is interpreted 58% of respondents said that environment
of the training of the place was good and 23% said that average and 13% excellent
and 6% said that poor.
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Audio from 13 13
Video from 14 14
Both 1 & 2 73 73
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Percentage of Response
80
70
60
50
40
30
20
10
0
Audio from Video from Both 1 & 2
Interpretation
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From the above it is interpreted 73% of respondents said that both audio
and video said that system are being used by the management in the program 13%
says only audio form is used and 14% says only video form is used.
YES 25 25
NO 59 59
No comment 16 16
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Percentage of Response
60
50
40
30
20
10
0
Yes No No comment
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Interpretation
From the above it is interpreted 56% of respondents felt the training
programme that it burden, 28% of respondents feel it is not burden to them and
16% said that no comment.
FINDINGS
47% of respondents agreed that the company is using on the job methods of
training by the company 13% of respondents agreed that the off the job methods
are using and 40% of respondents are agree that both the methods are using the
company.
74% of the respondents said that yes is used and 14% of the respondents said
that no are placed and 12% of respondents said that no comments
48% of the respondents said that management is participated in and 39% of
respondents said that management is not participated and 13% said that no
comments.
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faculty training program was good 60% of respondents said 19% said that
average, 10% of respondents said that excellent and 11% of respondents said
that poor.
55% of respondents said that infrastructure is good for training and 24% said
that average, 7% said that poor and 14% said that excellent.
58% of respondents said that environment of the training of the place was good
and 23% said that average and 13% excellent and 6% said that poor.
73% of respondents said that both audio and video said that system are being
used by the management in the program 13% says only audio form is used and
14% says only video form is used
56% of respondents felt the training programme that it burden, 28% of
respondents feel it is not burden to them and 16% said that no comment.
SUGGESTIONS
Management should take necessary steps to make all the employees involve
in the identification of training needs.
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Since the employees are satisfied with existing training programmers the
same may be continued.
The management of Husys Pvt. Ltd., should continue the same interest
towards the training and development programmers in future also.
The quality of the training program me should vary according to the types
of groups of employees.
CONCLUSION
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present and used within a firm for the welfare of its stake-holders. To develop
this competence regular Training and Development is required Therefore,
Training initiatives and programs have become a priority for Human
Resources. As business markets change due to an increase in technology
initiatives, companies need to spend more time and money on training
employees. In today's business climate employee development is critical to
corporate success and organizations are investing mom in their employees
training and development needs.
QUESTIONNAIRE
NAME:
AGE:
GENDER:
OCCUPATION:
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B) To improve safety
C) To improve productivity
D) All
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A) Yes
B) No
C) Some times
12. The training which is provided by HUSYS on the safety programme is very
much helpful for your personal life or at the work place? [ ]
A) Only for personal life
B) only for work place
C) both
14. After training the management will motivate or they leave you? [ ]
A) Motivates us
B) leave us
C) no comment
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BIBLIOGRAPHY
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2.PERSONNEL MANAGEMENT
EDWIN B FLIPPO
ICFAI HR REVIEW
E-References:
www.husys.com
www.wikipedia.org
www.citehr.com
www.hrjournal.com
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