Govindarajan M 620818631014

A STUDY ON EMPLOYEE TRAINING AND DEVELOPMENT IN KGE
TECHNOLOGY, CHENNAI
By
M.GOVINDARAJAN
REGISTER NO: 620818631014
PROJECT REPORT
Submitted to the
FACULTY OF MANAGEMENT STUDIES
In partial fulfillment for the requirements
For the award of the degree
Of
MASTER OF BUSINESS ADMINISTRATION
ANNA UNIVERSITY
SEPTEMBER – 2020
BONAFIDE CERTIFICATE
This is to certify that the Main Project Report Submitted to Anna University,
Chennai. In partial fulfilment for the award of the degree of MASTER OF BUSINESS
ADMINISTRATION is a bonafide record of work done by M.GOVINDARAJAN,

Register No: 620818631014 During the period ofDecember to May-2020 in “A STUDY ON
EMPLOYEE TRAINING AND DEVELOPMENT IN KGE TECHNOLOGY,
CHENNAI” and this report have not formed the basis for the award of
Any degree or other similar title to any candidate of any University.
-----------------------------------------------------------
Project Guide Head of the Department
Submitted for the Main Project Viva – Voice Examination held on-------------------------------
------------------------------- -------------------------------
Internal Examiner External Examiner
Place:
Date:
DECLARATION
I affirm that the Main Project title “A STUDY ON EMPLOYEE TRAINING AND
DEVELOPMENT IN KGE TECHNOLOGY, CHENNAI” being submitted in partial
fulfillment for the award of MASTER OF BUSINESS ADMINISTRATION is the original
work carried work carried out by me It has not formed the part of any other report submitted
for award of any degree or diploma, either in this or
any other University.
Signature of the Student
M.GOVINDARAJAN
I certify that the declaration made above by the candidate is true,
Signature of the Guide
Mrs. T. Gomathi.,MBA.,M.Phil.,
HOD,
Department of Management Studies.

ACKNOWLEDGEMENT
I express my gratitude to Dr. T. ARANGANNAL, Chairman, GnanamaniEducational

Institutions and Smt. P. MALALEENA, Chair person, Gnanamani Educational Institutions
forgiving me an opportunity to study MBA course in this institution.
I express my profound gratitude and special thanks to Dr. K. VIVEKANANDAN, Chief

Executive Officer, Gnanamani Educational Institutions and Dr. P. PREMKUMAR, Chief
Administrative Officer, Gnanamani Educational Institutions for giving me the opportunity
to undertake this Main Project.
I would like to express my sincere gratitude to Dr. T.K. KANNAN, Principal,

Gnanamani College of Technology and Prof K. CHANDRAMMOHAN, Vice-Principal,
Gnanamani college of Technology for the encouragement in this regard.
I am thankful to DR. A. MUSTHAFFA.,MBA.,M.Phil., Head of the Department,

Department of Management Studies, Gnanamani College of Technology for his constant
advice throughout the training.
I express my sincere thanks to my guid Mrs, T. GOMATHI.,MBA.,M.Phil., Gnanamani

College of Technology for his valuable guidance throughout the Main project report.
I am highly indebted to “A STUDY ON EMPLOYEE TRAINING AND

DEVELOPMENT IN KGE TECHNOLOGY, CHENNAI” for their whole hearted co-
operation and guidance.
Last but not least my gratitude to my family and my friends for their encouragement
and supports for completing this Main Project work successfully.
(M.GOVINDARAJAN)

CONTENTS
CHAPTER
TITLE PAGE NO.
NO.
ABSTRACT viii
LIST OF TABLES ii
LIST OF CHARTS v
INTRODUCTION
1.1 INTRODUCTION OF THE STUDY 1
1.2 OBJECTIVES OF THE STUDY 4

I
1.3 SCOPE OF THE STUDY 5
1.4 LIMITATIONS OF THE STUDY 6
1.5 RESEARCH METHODOLOGY 7
PROFILE
II 2.1 INDUSTRY PROFILE 10
2.2 COMPANY PROFILE 19
III REVIEW OF LITERATURE 21
IV DATA ANALYSIS AND INTERPRETATION 24
FINDINGS,SUGGESTIONS & CONCLUSION
5.1 FINDINGS 89
V
5.2 SUGGESTIONS AND RECOMMENDATION 91
5.3 CONCLUSION 92
BIBLIOGRAPHY 93
ANNEXURE 94
i
LIST OF TABLES
TABLE NO. TABLE NAME PAGE NO.
QUALIFICATION
4.1 24
EXPERIENCE
4.2 26
SALARY
4.3 28
MARITAL STATUS
4.4 30
GENDER
4.5 32
AGE
4.6 34
KINDS OF TRAINING METHOD DOES THE

4.7 ORGANIZATION PROVIDE TO THE EMPLOYEES 36
YOUR ORGANISATION CONSIDER TRAINING AS

4.8 A PART OF ORGANIZATION STRATEGY 38
TRAINING PROGRAM ARE USED AS A TOOL FOR

4.9 RETENTION OF EMPLOYEES 40
THE INDUCTION TRAINING IS A WELL-PLANNED

4.10 SERVICE IN THE ORGANIZATION 42
TRAINING HAS HELPED ME ACHIEVE MY

4.11 INDIVIDUAL OBJECTIVE 44
THE TRAINING FACILITIES WERE EQUIPPED

4.12 WITH REQUIRED INFRASTRUCTURE 46
TRAINING PROGRAM HELPS ME TO DEVELOP MY

4.13 48
ii
INTERPERSONAL SND LEADERSHIP SKILL
TRAINING AND DEVELOPMENT PLAYS A KEY

ROLE IN CAREER PLANNING AND SUCCESSION
4.14 50
PLANNING
THE CAREER GROWTH IS BASED ON THE

TRAINING PROGRAM ATTEND BY THE
4.15 52
EMPLOYEES
THE ORGANIZATION HELPS CREATE AN

ENVIRONMENT THAT IS CONDUCTIVE FOR
4.16 54
LEARNING AND DEVELOPMENT
I HAVE HAD THE CHANCE TO MAKE THE BEST

USE OF THE SKILL THAT I LEARNT IN HIS
4.17 56
TRAINING COURSES
THE TRAINING PROGRAM HELPS ME CLEAR THE

4.18 DOUBT REGARDING THE WORK AREA 58
EMPLOYEES ARE FREE TO REQUEST FOR A

TRAINING PROGRAM IN THEY FEEL IT IS
4.19 60
NECESSARY
THERE IS A ROBUST SYSTEM IN OUR

4.20 ORGANIZATION FOR IDENTIFYING TRAINING 62
NEEDS
EMPLOYEES ARE DEPATE FOR TRAINING

4.21 PROGRAM IN AN UNBIASED MANNER 64
WHEN THE DEPUTED FOR A TRAINING

PROGRAM I FEEL EXCITED AND EAGER TO
4.22 66
ATTEND THE PROGRAM
THIS PROGRAM ADDRESS THE SPECIAL

4.23 CHALLENGE FACED BY THE MANAGER AND 68
EMPLOYEES
iii
THE QUALITY OF INTERNAL AND EXTERNAL
FACILITIES IS EXCELLENT IN THE
4.24 70
ORGANIZATION
STUDY MATERIAL PROVIDED DURING THR

4.25 PROGRAM IS EXTREMELY USEFUL 72
MY ORGANIZATION IDENTIFIES THE TRAINING

FOR THE EMPLOYEES AND PROVIDES TRAINING
4.26 74
ACCORDINGLY
HUMAN RESOURCES COMPETENCIES ARE

ADEQUATELY DEVELOPED IN YOUR
4.27 76
ORGANIZATION THOUGHT TRAINING
THE TRAINING PROGRAM INCREASE IN YOUR

4.28 COMMITMENT TO WORK 78
ENOUGH TIME WAS PROVIDED TO LEARN

ABOUT THE SUBJECT COVERED IN THE
4.29 80
TRAINING PROGRAM
YOUR PERFORMANCE HAS IMPROVED AFTER

4.30 TRAINING 82
WHAT EVER IS LEARNT IN THE TRAINING IS

4.31 EFFECTIVELY USE IN WORK PLACE 84
iv
LIST OF CHARTS
CHART NO. CHART NAME PAGE NO.
QUALIFICATION
4.1 25
EXPERIENCE
4.2 27
SALARY
4.3 29
MARITAL STATUS
4.4 31
GENDER
4.5 33
AGE
4.6 35
KINDS OF TRAINING METHOD DOES THE

4.7 ORGANIZATION PROVIDE TO THE EMPLOYEES 37
YOUR ORGANISATION CONSIDER TRAINING AS

4.8 A PART OF ORGANIZATION STRATEGY 39
TRAINING PROGRAM ARE USED AS A TOOL FOR

4.9 RETENTION OF EMPLOYEES 41
THE INDUCTION TRAINING IS A WELL-PLANNED

4.10 SERVICE IN THE ORGANIZATION 43
TRAINING HAS HELPED ME ACHIEVE MY

4.11 INDIVIDUAL OBJECTIVE 45
THE TRAINING FACILITIES WERE EQUIPPED

4.12 WITH REQUIRED INFRASTRUCTURE 47

4.13 INTERPERSONAL SND LEADERSHIP SKILL 49
v
TRAINING AND DEVELOPMENT PLAYS A KEY
ROLE IN CAREER PLANNING AND SUCCESSION
4.14 51
PLANNING
THE CAREER GROWTH IS BASED ON THE

TRAINING PROGRAM ATTEND BY THE
4.15 53
EMPLOYEES
THE ORGANIZATION HELPS CREATE AN

ENVIRONMENT THAT IS CONDUCTIVE FOR
4.16 55
I HAVE HAD THE CHANCE TO MAKE THE BEST

USE OF THE SKILL THAT I LEARNT IN HIS
4.17 57
TRAINING COURSES
THE TRAINING PROGRAM HELPS ME CLEAR THE

4.18 DOUBT REGARDING THE WORK AREA 59
EMPLOYEES ARE FREE TO REQUEST FOR A

TRAINING PROGRAM IN THEY FEEL IT IS
4.19 61
NECESSARY
THERE IS A ROBUST SYSTEM IN OUR

4.20 ORGANIZATION FOR IDENTIFYING TRAINING 63
NEEDS
EMPLOYEES ARE DEPATE FOR TRAINING

4.21 PROGRAM IN AN UNBIASED MANNER 65
WHEN THE DEPUTED FOR A TRAINING

PROGRAM I FEEL EXCITED AND EAGER TO
4.22 67
ATTEND THE PROGRAM
THIS PROGRAM ADDRESS THE SPECIAL

CHALLENGE FACED BY THE MANAGER AND
4.23 69
EMPLOYEES
4.24 THE QUALITY OF INTERNAL AND EXTERNAL 71
vi
FACILITIES IS EXCELLENT IN THE
ORGANIZATION
STUDY MATERIAL PROVIDED DURING THR

4.25 PROGRAM IS EXTREMELY USEFUL 73
MY ORGANIZATION IDENTIFIES THE TRAINING

FOR THE EMPLOYEES AND PROVIDES TRAINING
4.26 75
ACCORDINGLY
HUMAN RESOURCES COMPETENCIES ARE

ADEQUATELY DEVELOPED IN YOUR
4.27 77
ORGANIZATION THOUGHT TRAINING
THE TRAINING PROGRAM INCREASE IN YOUR

4.28 COMMITMENT TO WORK 79
ENOUGH TIME WAS PROVIDED TO LEARN

ABOUT THE SUBJECT COVERED IN THE
4.29 81
TRAINING PROGRAM
YOUR PERFORMANCE HAS IMPROVED AFTER

4.30 TRAINING 83
WHAT EVER IS LEARNT IN THE TRAINING IS

4.31 EFFECTIVELY USE IN WORK PLACE 85
vii
Abstract
The study focuses on human resource development through employee training and
development practices. This research sheds light on the relationship between employee
training and development practices with employees’ performance and job satisfaction. The
purpose of training and management development programs is to improve employee
capabilities and organizational capabilities. The aim of the present research is to study
employee training and development practices followed in KGE TECHNOLOGIES, Chennai.
It gives idea about various training and development programs carried in the company, type
of training provided to employees and its benefits. It also focuses on employees’ expectation
and involvement in such type of training program. The objective of the study is to analyze the
implementation of training and development practices in company and its impact on
perception of employees which leads to performance improvement and job satisfaction.
Training investment is returned in the form of more productive and effective

employees. Training and development programs may be focused on individual performance
or team performance. It is observed that those company following systematically and
scientifically training and development practices create high job satisfaction level within
employees. These employees are more committed towards better performance. The creation
and implementation of training should be based on training need analysis. Information
obtained could be useful for improvement of training and development practices. Factors that
can affect the effectiveness of training and development practices in the company include,
lack of support from top management and peers, employees’ individual attitudes, job-related
factors and also the deficiencies in training practice.
In era of globalization where Information Technology industry is booming and there is

increasing demand of IT services, all employees should be managed efficiently and
effectively by implementing systematic training and development programs. As there is an
urgent need to reshape training and development system in company in order to have
advancement in medical field and to be of world class status, Organizations should design
training policies, training budgets and training programs.
viii
CHAPTER – I
INTRODUCTION
1.1 TRAINING AND DEVELOPMENT
Training is the act of increasing the knowledge and skills of an employee for doing a
particular job. Training involves the development of skills that are usually necessary to
perform a specific job. Its purpose is to achieve a change in the behavior of those trained and
to enable them to do their jobs better. Training makes newly appointed workers fully
productive in the minimum of time.
It is equally necessary for the old employees whenever new updates & development are
introduced and there is a change in the techniques of doing the things. In fact, training is a
continuous process. The managers are continuously engaged in training their subordinates.
They should ensure that any training program should attempt to bring about positive changes
in the:
 Knowledge
 Skills and
 Attitudes
Of the workers.
Over the years, training programs have grown into corporate with these goals in mind.
Training programs should enhance performance and enrich the contributions of the
workforce. The ultimate goal of training is to develop appropriate talent in the workforce
internally.
In India, training as an activity has been going on as a distinct field with its own roles,
structures and budgets, but it is still young. This field is however, expanding fast but
controversy seems to envelop any attempts to find benefits commensurate with the
escalating costs of training.
Every organization needs to have well trained and experienced people to perform the
activities that have to be done. If current or potential job occupants can meet this
requirement, training is not important. When this not the case, it is necessary to raise the skill
levels and increase the versatility and adaptability of employees.
1
It is being increasing common for individual to change careers several times during their
working lives. The probability of any young person learning a job today and having those
skills go basically unchanged during the forty or so years if his career is extremely unlikely,
may be even impossible. In a rapid changing society employee training is not only an
activity that is desirable but also an activity that an organization must commit resources to if
it is maintain a visible and knowledgeable work force.
Development is integral part of training if somebody is trained properly and efficiently

the developments of that individual and the company foe whom he is working.
Lawrence S. Kleiman defines, Training and development as “a planned learning

experience designed to provide workers with the competencies needed to perform their
current or future jobs”.
1.1.1 TRAINING PROCESS
There are three phases of training process. They are:
PHASE 1: PRE-TRAINING
This may also be called the preparation phase. The process starts with an understanding
of the situation requiring more effective behavior. An organization’s concerns before
training lie mainly in four areas:
 Clarifying the precise objectives of training and the use the organization experts to make
of the participant after training.
 Selection of suitable participants.
 Building favorable expectations and motivation in the participants prior to the training.
 Planning for any changes that improved task performance will require in addition to
training.
PHASE 2: TRAINING
During the course of the training, participants focus their attention on the new
impressions that seem useful, stimulating and engaging. There is no guarantee that the
participants will in fact learn what they have chosen. But the main purpose remains participants
2
explore in a training situation what interests them, and a training institution’s basic task is to
provide the necessary opportunities.
Having explored, participants try out some new behavior. If they find the new behavior
useful they try it again, check it for effectiveness and satisfaction, try it repeatedly and improve
it. Finally, they incorporate this new fact into their habitual behavior in the training situation. If
they do not find it useful, they discard it, try some variant, or discontinue learning in this
direction. The intricate process of selection and testing is continuous and more or less conscious.
It is important that work organization meanwhile prepare the conditions for improved
performance by their participants upon their return.
PHASE 3: DEVELOPMENT
This may be called the “follow up” phase. When the participants return back to work
from the training, a process of adjustment begins for everyone involved. The newly learned
skills undergo modification to fit the work situation. Participants may find their organizations
offering encouragement to use the training and also support for continuing contact with the
training institution. On the other hand, they may step into a quagmire of negativity.
More effective behavior of people on the job in the organization is the primary objective
of the training process as a whole. In the simplest training process, improvement is a dependent
variable, and participants and organizations independent variables.
All the above referred have not studied on the effectiveness of training and development
on the performance employees, so the present study is aimed at the employees, a part from
verifying the finding of the above mentioned studies.
3
1.2 OBJECTIVES OF THE STUDY
PRIMARY OBJECTIVE:
 To study about the perception of training and development of the employees and its
impact on their performance
SECONDARY OBJECTIVES:
 To identify the training and development programs available to the employees

 To analyze the employees preference towards training and development provide by
organization
 To analyze the impact of training and development program on the performance of
employees
To provide suggestions to improve the training and development programs
4
1.3. SCOPE OF THE STUDY
 To understand how to assess the effectiveness of training program in the organization

 To understand the causes of the training program
This study focuses on today’s environment commercial success depends on employees making
use of their talents from what they learned in the training programs
5
1.4. LIMITATIONS
 The survey is subjected to the bias and prejudices of the respondents. Hence 100%
accuracy can’t be assured
6
1.5. RESEARCH METHODOLOGY
Research methodology used in this project is to find the training and development
effectiveness on the employee’s performance hence descriptive research is used to know the
present status in company.
Accordingly, the methodology used in this project is as follows:-
 Defining the objectives of the study

 Framing of interview schedule keeping objectives in mind
 Feedback from the employees
 Analysis of feedback
 Conclusion, finding and suggestion
RESEARCH PROBLEM
This is to study the effectiveness of training and development on the performance of

employees.
RESEARCH DESIGN
A research design is a basis of framework which provides guide for the rest of research
process. It is the map of blueprint to which the research is to be conducted. The research design
specific the method of study. Research design is prepared after formulating the research
problem.
RESEARCH METHOD
This study follows descriptive research method. Descriptive study aims at portraying
accurately the characteristics of a particular individual or group. Here the research attempts to
present the existing facts by collecting data.
RESEARCH INSTRUMENT
The instrument used in this study is a structured questionnaire. A questionnaire is a sheet

of paper containing questions relating to certain specific in which the researcher collects the
data. The questionnaire is given to the respondents to be filled in up.
7
DATA COLLECION
Primary data
The primary data are those which are collected a fresh and for first time and thus happen
to be original in character. The primary data was collected from the employees directly through
questionnaire.
Secondary data
The secondary data which is needed for my study was collected from the company
database, websites, articles, magazines, journals, etc… were used widely as a support to primary
data.
SAMPLING METHOD
Sampling method
Sampling techniques used in this study “simple random sampling”.
Simple random sampling
Simple random sampling is a sampling technique where every item in the population has
an even chance and likelihood of being selected in the sample. It is very basic type of sampling
method and can easily be a component of a more complex sampling method.
Sampling size
In this study, the sample size is 100 respondents.
TOOLS USED
Primary data was collected through the questionnaire and facts are presented in the form
of simple percentage method and chi-square test.
Simple percentage method
Percentage are often used in data presentation for they simplify numbers, rescuing all of
them to 0 to 100 range. Though the use of percentages, the data are reduced in the standard from
with base equal to 100 which fact facilities relative comparisons.
8
Percentage analysis is applied to create a contingency table from the frequency
distribution and represent the collected data for better understanding.
Number of respondents
Percentage of respondents = -------------------------------------- x 100
Total respondents
Chi – square test
The chi square statistic is commonly used for testing relationships between categorical
variables. The null hypothesis of the chi square test is no relationship exists on the categorical
variables in the population they are independent.
The chi square test suppose we are given a set of observed frequencies obtained under
some experiment and we want to test if the experiment result support a particular hypothesis or
theory.
CHI-SQUARE TEST
 X2 = chi square statistics

 Oi = observed frequency in the ith cell
 Ei = expected frequency in the ith cell
9
CHAPTER II
2.1 INDUSTRY PROFILE
Information Technology Industry Profile The Information Technology industry has

gained a brand image as knowledge economy due to its development from software exporter to
providing IT services to IT enabled services (BPO segment).The sector has been consistently
contributing to India’s GDP from 1.2% in the FY 1998 to 7.5% in the FY 2012.
According to NASSCOM, the IT – BPO sector in India has aggregated revenues of US $

100 billion in FY 2012, where export comprises of US $ 69.1 billion and US $ 31.7 billion
respectively growing by over 9 %.
The cities that account nearly 90% of this sectors exports are Banglore, Chennai,
Hyderabad, Delhi, Mumbai and Kolkatta.
IT industry has registered a notable growth because of the rich and varied expansion into
verticals, well –differentiated service offerings and Increasing growth penetration.
The phenomenal success of this industry is attributable to favourable government

policies, rich and burgeoning demand conditions, healthy growth of the related industries and
competitive environment prevalent in the industry. The interplay of these forces has put the
industry on the global map.
EVOLUTION OF IT INDUSTRY
Phase I : Prior to 1980 Indian IT industry was basically started with hardware products
and software industry was literally non-existent in India until 1960. Government protected the
hardware sector through high tariff barriers and licensing. In the west, there was greater demand
for software development as the inbuilt software with the systems was insufficient to perform all
the operations. The Government of India realizing the potential of this sector to earn foreign
exchange. In 1972, the government formulated a software export scheme in which it was
decided to import hardware and export software. TCS Ltd. became the first firm to agree to this
conditions. The beginning of software exports was made in the year 1974.
Phase II: 1980- 1990 During this phase, inspite of the government initiatives, the
software exports could not reach the expected level because of two reasons. The export of
10
software was dependant on the imports of hardware and the procedural aspects were too
cumbersome.
There was no proper infrastructural facilities for software development. In order to

encourage more participants in this sector, relaxation to procedural activities and reduction in
import duty was mandatory. To counter the prevailing problem a New Computer Policy to
policy was formulated. According to this policy the import procedures were simplified and the
import duty for import on hardware for software developers reduced.
In 1986, the government took a step ahead to sustain and grow the benefits received as a
result of the New Computer Policy. It formulated software policy and liberalized the IT industry.
In this policy the imports of hardware were de-licensed and were also made duty free for the
exporters. This policy has reduced a number of entry barriers making the growth in this sector
inevitable. In 1990, government gave impetus and established Software Technology parks of
India in order to increase the exports of software and services.
Phase III: 1990- 2000 This period has witnessed intensified competition in the IT
Industry. With companies investing in research and development and variety of software
services. As this decade marked the beginning of significant changes in the economy, including
trade liberalization, opening up of Indian economy for foreign investment, devaluation of the
rupee and relaxation of the entry barriers. Due to the advantages, this policy had attracted
foreign investment in India and MNCs in India were introduced. “Offshore Model” “Onsite
model” Global Delivery Model (GDM) were introduced as a part of their distinguished services.
Phase IV: Post 2000 The global problems like Y2k, the dotcom crash and the recession
in the US economy has forced many US firms to utilize the services of the Indian firms. This has
resulted in placing the Indian IT industry on the global map. Post 2002 – 03, the industry had
registered a robust growth rate. During this period there was an increase in the Indian client
base, large sized contracts and a strong global delivery model.
INDUSTRY SEGMENTATION
IT industry can be broadly classified into three sectors:
 Software
 IT Services
 IT enabled Services (ITeS)- BPO
11
Indian IT Industry Segmentation
GROWTH OF THE INDUSTRY
The Indian IT industry has been growing at a rapid pace by offering a ide range of
products and services. It is moving slowly and steadily from the exports of lower end services to
providing higher end services.
1. IT Software: Before the financial year 2003 Engineering and Research and
Development was not a part of the software segment . Realizing its need, the
introduction of Engineering, Research & Development brought about
tremendous progress in the exports increasing year after year. Software: Share of
Exports and Domestic Sales [Source: NASSCOM, D&B Industry Research
Service]
2. IT Services: India is an expert in providing customized IT services to the
clients. These services have always dominated the Indian IT industry. It was
accounting for more than 60% in the overall revenue of the industry. The
segment is growing at 26% compounded annual growth rate since FY 2000.
12
The IT services segment is divided into the following categories
 Project – oriented services
 IT outsourcing and
 Training and support services
3. IT Enabled Service BPO Sector: The reforms made in the early 1990s, the IT
industry is moving up the value chain by offering higher end services from lower
end services.
GROWTH OPPORTUNITIES
Growth opportunities in the IT industry Growth for the IT industry occurs in two ways
1. By enhancing the domestic sales and
2. Escalating the value chain.
The IT industry is predominantly export oriented. It is involved in rendering lower end

services to their clients. Looking at the growth pattern below, it is observed that the domestic
sales are lesser than the exports. Therefore, it is imperative for the government to take initiative
and increase the domestic consumption. The brand image can be strengthened provided the
industry caters to providing higher- end services.
The industry has led to massive employment generation. It generated about 2.8 million
direct employment and 8.9 million indirect employement. The industry still continues to face
challenges from emerging economies like China and Phillipines.
The recent global crisis has deeply impacted the US, the developed economy but, India
still managed to register growth during the crisis period although at a slow rate and bounced
back because of the IT sector. Exports dominate the IT and IT enabled industry and constitute
about 77% of the total industry revenue. The industry’s share of total Indian exports increased
from less than 4% in FY 1998 to about 25% in the FY 2012. The major “Top Five IT Service
Providers” are Tata Consultancy Services Ltd., Infosys Ltd., Cognizant, Wipro and HCL
Technologies.
According to the report, by Mckinsey, named “Perspective 2020 : Transform Business,

Transform India” the export revenues of Indian IT industry will touch US $ 175 billion and the
domestic revenue will be approximately US $ 50 billion by 2020. Therefore, this indicated that
13
the Indian IT industry will continue to show sustained growth at a rapid pace. The figures
suggest that the IT industry is shining and will continue to do so as well.
Series of scams in IT industry post liberalization and the Satyam episode have made the
regulatory bodies realized the significance and role of Corporate Governance.
The following companies have been chosen for the study with special reference to
Corporate Governance Practices.
1. Infosys Ltd.
2. Tata Consultancy Services Ltd.
3. HCL Technologies Ltd.
4. MphasiS Ltd.
5. Tech Mahindra Ltd.
PROFILE OF THE COMPANIES
1. INFOSYS LTD
Infosys Ltd is a company which was started in the year 1981 by seven people with the
investment of US $ 250. It is the second largest software exporter company to be listed on
NASDAQ 100 index in the year 1992. Successively for the years 2001, 2002 and 2003, the
company won the National award for excellence in corporate governance conferred by the
Government of India.
Infosys Ltd. continues to be a benchmark in the aspect of corporate governance for its highly
transparent disclosure practices. It believes that the success of the company depends on sound
governance. It aims to attain the performance rules with integrity and honesty. For Infosys Ltd.,
Corporate Governance is a reflection of its culture, policies, and the relationship it shares with
the shareholders and the commitment it has to ethical values. It aims to consistently intensify its
efforts to enhance long term- shareholder value and respect minority rights in all the business
decisions. The Board exercises its responsibilities in the widest sense of the term ICRA has
assigned CGR1 for the corporate governance practices followed by Infosys Ltd. CRISIL has
14
also assigned high ratings as CRISIL GVC Level 1. The company has complied with the
requirements of Revised clause 49 of Listing Agreement incorporated by SEBI
Governance Philosophy
The Corporate Governance philosophy at Infosys Ltd. is based on the following principles.
1. To follow the Indian law as well as comply with the law of countries where it is operating
in letter and spirit.
2. Maintain high degree of transparency.
3. Management is the trustee of shareholder‘s capital and it is not the real owner.
4. The functioning of the company has to be explicitly stated in a truthful manner.
5. Design simple corporate structures and make distinction between personal conveniences
and corporate resources.
2. TATA CONSULTANCY SERVICES LTD
TCS Ltd. a 144 year old IT firm is a part of the most respected business conglomerate
Tata group. It is listed on NSE and BSE and one of the major top five companies. TCS Ltd.
offers wide range of IT services, business process outsourcing services, engineering and
industrial services, global consulting and asset leveraged solutions. The company became
publicly listed on 9 August, 2004. The Company won the Tata Business Excellence Model,
highest incremental improvement award at the JRD QV Awards and moved on to being the
Industry Leader. In December, 2008 the company has promoted trading of electrical power in
India and subscribed 50% of the share capital of National Power Exchange Ltd. In June, 2009
the company acquired 100% interest in ERI Holdings Corporation through their wholly owned
subsidiary at Canada.
Corporate Governance practices at TCS Ltd. speaks volume about strong, fair and
transparent ethical values. As the practices are aligned with the ten principles stipulated in the
UN Global Compact, TCS Ltd. is a signatory. This award is conferred to those companies in
which sustainability is present and it has become a key aspect for measuring business excellence
at the Board level A council has been set up to oversee the implementation of the strategy.
15
3. HCL TECHNOLOGIES LTD
It is a global technology company. It is primarily engaged in providing a range of

services from software to infrastructure. The company leverages an extensive offshore
infrastructure and it has a global network of offices in various countries and professionals to
deliver solutions across select verticals including Financial Services, Aerospace, defence and
Retail Automotive, Hi-tech, Telecom, Government, Media and Travel, Entertainment,
Energy and utilities, Life Sciences, Transportation and Logistics and Healthcare. The
company was conferred the prestigious Excellence in Education Award for 2004 by the Life
Office Management Association (LOMA). In August, 2004 BPO delivery centre in Chennai
got BS7799 Certification by the British Standards Institute (BSI). At HCL Tech Ltd. the
company has good corporate governance as one of the essential pillars for building efficient
and sustainable environment. It laid down its Corporate Governance practices based on the
principles of integrity, equity, fairness, transparency, responsibility, accountability and
commitment to ethical values. It stated that good governance stems from the culture and
mindset present in the organization as well as the influence of independent review.
Corporate governance at HCL technologies Ltd is effective and in complete compliance with
the Revised Clause 49 of Listing Agreements. As the company’s stakeholders are scattered
across the globe and evince great interest in the practices and performance of companies for
which Corporate Governance has emerged in the forefront. HCL Tech Ltd. shares similar
corporate governance philosophy as Infosys Ltd.
GOVERNANCE PHILOSOPHY
The Corporate Governance philosophy is based on the following principles.
1. To follow the Indian law as well as comply with the law of countries where it is operating in
letter and spirit.
2. Maintain high degree of transparency.
3. Management is the trustee of the shareholder‘s capital and it is not the real owner.
4. The functioning of the company has to be explicitly stated in a truthful manner.
16
5. Design simple corporate structures and make distinction between personal conveniences and
corporate resources.
4. MPHASIS LTD
MphasiS Limited (MphasiS), is the result of a merger between Mphasis Corporation and
the Indian IT services company BFL Software company. It delivers global infrastructure
Technology Outsourcing, Business Process Outsourcing services and Application Services
Outsourcing through a combination of technology know- how and expertise in the field. The
Company is certified with ISO 9001:2000, ISO/IEC 27001:2005 (formerly known as BS 7799).
During the year 2004, MphasiS achieved the SEI-CMMI Level 5 accreditation. In the year 2006,
the group became a subsidiary of Electronic Data Systems Corporation (EDS). The name of the
company was changed from MphasiS BFL Ltd. to MphasiS Ltd. with effect from 24th
November of the year 2006.
The corporate governance at Mphasis Ltd is directed at the maximization of shareholder

value by protecting the interest of the stakeholders such as clients, investors, employees,
regulatory bodies etc. The company is committed to setting up of committees to oversee and
monitor the management functions. It reinforces its commitment for benchmarking itself against
the global best practices.
5. TECH MAHINDRA LTD
Mahindra Satyam (formerly Satyam Computer Services Limited) is an Indian IT services

company based in Hyderabad, Andhra Pradesh, India. It took over Satyam on 9 April, 2009.The
Company offered consulting and Information Technology services spanning various sectors and
was listed on Bombay Stock Exchange and National Stock Exchange. In June, 2009 the
company revealed its new brand identity “ Mahindra Satyam” and subsequently got merged
within Tech Mahindra on June 25, 2013: the delay caused is due to the two pending cases with
the Income Tax Department. Tech Mahindra follows stringent quality processes eventually
adding value to its client through well established methodologies and tools and techniques. Tech
Mahindra is noted as a leader in the Telecom vertical in India (Frost & Sullivan 2006) and
received Deloitte Tech Fast 50 2007 Award. It also won the prestigious award for Billing & OSS
world 2008 Excellence Awards in the Best Solution category. It is the sixth largest software
exporter and second largest solution provider to the global telecom. Tech Mahindra continues its
commitment to ethical values and maintains the spirit by providing timely and accurate
17
disclosure of the information regarding the financial position, the situation it is currently facing,
its performance in the Industry, proportion of institutional ownership and governance of the
company. It aims to benchmark its corporate governance practices with the best in the world.
Summary
The Information Technology industry profile in India. The IT industry has played a key
role in transforming India’s image from a slow moving bureaucratic economy to a land of
innovative entrepreneurs. IT industry has grown to US dollar 108 billion in 2011-12, with the
annual growth rate not sliding below 50% since 1991. To protect and safeguard the interest of
the parties involved, it is widely believed that Corporate Governance can raise efficiency and
growth especially for countries like India which relies on capital market to raise capital. The
Companies considered for study are Infosys Limited, Tata Consultancy Services Limited, HCL
Technologies (Hindustan Computers Limited), Mphasis Limited and Tech Mahindra Limited.
According to Gartner, Tata Consultancy Services Limited, Infosys Limited, HCL Technologies,
Cognizant, Wipro are the “Top Five Indian IT Services Providers.”
STATEMENT OF THE PROBLEM
Training and development helps in increasing the productivity of the employees that
helps the organization further to achieve its long term goal. Training and development helps
building the positive perception and feeling about the organization. Training and development
helps in developing leadership skills, motivation, loyalty, better attitude, and other aspects that
successfully workers and manages usually display. Hence the study is conducted to find out the
effectiveness of training and development on the performance among employees.
18
2.2. COMPANY PROFILE
INTRODUCTION:
a) Date of Incorporation : 21-05-2013

b) Directors : Balashekar Mercy Amaravathi, Balasekar Vikash Raaj
C) Details:
 KGE Technologies Private Limited is a Private incorporated on 21 May 2013.
 It is classified as Non-govt company and is registered at Registrar of Companies,
Chennai.
 It is involved in Other computer related activities [for example maintenance of
websites of other firms/ creation of multimedia presentations for other firms etc.
 We have successfully delivered thousands of projects covering a wide range of
industries from simple websites to complete E-commerce platforms and powerful
bespoke, business critical web applications.
 KGE Technologies Private Limited's Annual General Meeting (AGM) was last held
on 30 September 2019 and as per records from Ministry of Corporate Affairs
(MCA), its balance sheet was last filed on 31 March 2019.
 KGE Technologies Private Limited's Corporate Identification Number is (CIN)
U72900TN2013PTC091258 and its registration number is 91258.
Addresses KGE Technologies & Registered Office:
No. 35, Balaramapuram
(Behind Ashok Leyland Layout)
Adhanur,
Guduvanchery,
Chennai,
Kancheepuram-TN 603202 IN.
VISION:
 To decouple business growth and ecological footprint from its operations to address the
environment bottom-line.
19
 To grow sustainably and help our customers achieve sustainable growth through our
green solutions and service.
MISSION:
 To help customers achieve their business objectives by providing innovative, best-in-

class consulting, IT solutions and services.
20
CHAPTER III
REVIEW OF LITERATURE
Kirkpatrick’s (1971), the first level of measurement, reaction, is defined as how well
the trainees liked the training program. The second measurement level, learning, is designated as
the determination of what knowledge, attitudes, and skills were learned in the training. The third
measurement level is defined as behavior outlines a relationship of learning to the actualization
of doing. The fourth measurement level results, is the expected outcomes of most educational
training programs such as reduced costs, reduced turnover and absenteeism and increased
quality and quantity of production.
Paulet & moult, (1987), British airways assessed the effectiveness of the Managing
People First (MPF) training by measuring the value shift, commitment, and empowerment of the
trainees. An in-depth interview was used to measure the action potential and level of action as a
result of the course. Each measurement was assigned a value of high, medium, or low.
Alliger and Horowitz (1989), numerous studies reported use of components of the
Kirkpatrick model; however, no study was found that applied all four levels of the model.
Although level one is the least complex of the measures of evaluation developed by Kirkpatrick,
no studies were found that reported use of level one as a sole measure of training. One
application of the second level of evaluation, knowledge, was reported by. In this study the IBM
Corporation incorporated knowledge tests into internally developed training. To ensure the best
design, IBM conducted a study to identify the optimal test for internally developed courses.
Bushnell (1990) also created a modification to the Kirkpatrick model by identifying a

four-step process of evaluation. Bushnell’s model included evaluation of training from the
development through the delivery and impact. Step one involved the analysis of the system
performance indicator that included the trainee’s qualification, instructor abilities, instructional
materials, facilities, and training dollars. Step two involved the evaluation of the development
process that included the plan, design, development, and delivery. Step three was defined as
output which equated to the first three levels of the Kirkpatrick model.
21
Philips (1991) started the Kirkpatrick model was probably the most well known
framework for classifying areas of evaluation. This was confirmed in 1997 when the America
society for training and development (ASTD) assessed the nationwide prevalence of the
importance of measurement and evaluation to human resources department (HRD) executives by
surveying a panel of 300 HRD executives from a variety of types of U.S. organizations. Survey
results indicated the majority (81%) of HRD executives attached some level of importance to
evaluation and over half (67%) used the Kirkpatrick model.
Lookatch (1991) and ASTD (2002) reported that only one in ten organizations
attempted to gather any results based evaluation. In 1952, Donald Kirkpatrick (1996) conducted
doctoral research to evaluate a supervisory training program. Kirkpatrick goal was to measure
the participant’s reaction to the program, the amount of learning that took place, the extent of
behavior change after participants returned to their jobs, and any final results from a change in
behavior achieved by participants after they returned to work.
Wagner & Roland (1992), over 20 organizations and 5000 participants were studied.
Three measures were used to determine behavioral changes. Measure one was a questionnaire
completed by participant both before and after training. The second measure was supervisory
reports completed on the functioning of work groups before and after training. The third
measure was interviews with managers, other than the immediate supervisor, to obtain reactions
to individual and work group performance after an OBERT program. Results reported showed
no significant changes in behavior.
Hopkins (1995), there is several ways managers can use professional development to
increase the competence, skills, and leadership capacity of their employees. One way to do this
involves managers encouraging employees to pursue continuing education opportunities and
empowering employees through various leadership opportunities within the organization.
Holli and calabrese (1998), defined evaluation as comparisons of an observed value or

quality to a standard or criteria of comparison. Evaluation is the process of forming value
judgments about the quality of program, products, and goals.
Boulmetis and Dutwin (2000) defined evaluation as the systematic process of collecting
and analyzing data in order to determine whether and to what degree objectives were are being
achieved.
22
Phillips and Pulliam (20001), reported an additional measure of training effectiveness
return on investment (ROI), was used by companies because of the pressures placed on Human
Resource Department to produce measure of output for total quality management (TQM) and
continuous quality improvement (CQI) and the threats of outsourcing due to downsizing.
Schalock (2001), defined effectiveness evaluation as the determination of the extent to

which a program has met its stated performance goals and objectives.
Fancsali (2002) recommends that staff development occur on an ongoing basis. More
specially, the national staff development council suggests that educators spend at least a quarter
of their work time on staff development activities.
23
CHAPTER IV
DATA ANALYSIS AND INTERPRETATION
TABLE NO 4.1
QUALIFICATION
S.NO QUALIFICATION NO. OF PERCENTAGE

RESPONDENTS (%)
1 Graduate 20 20%
2 Post Graduate 34 34%
3 Diploma 30 30%
4 SSLC/+2 15 15%
5 Others 1 1
TOTAL 100 100%
Source: primary data
INTERPRETATION
The above table shows that qualification of the respondents, 20% of the respondents are
graduate, 34% of the respondents are post graduate, 30% of the respondents are diploma, 15% of
the respondents are SSLC/+2, 1% of the respondents are others.
Majority 34% of the respondents are post graduate.
24
CHART NO 4.1
QUALIFICATION
25
TABLE NO 4.2
EXPERIENCE
NO. OF PERCENTAGE
S.NO EXPERIENCE RESPONDENTS (%)
1 Less than 10 years 25 25%
2 10 – 15 years 28 28%
3 15 – 20 years 21 21%
4 More than 20 years 26 26%
TOTAL 100 100%
INTERPRETATION
The above table shows that experience of the respondents, 25% of the respondents are
less than 10 years, 28% of the respondents are 10 – 15 years, 21% of the respondents are 15 – 20
years, 26% of the respondents are more than 20 years.
Majority 28% of the respondents are 10 – 15 years.
26
CHART NO 4.2
EXPERIENCE
27
TABLE NO 4.3
SALARY
NO. OF PERCENTAGE
S.NO SALARY RESPONDENTS (%)
1 50000 11 11%
2 50000 – 70000 21 21%
3 70000 - 100000 38 38%
4 100000 – 125000 23 23%
5 Above 125000 7 7%
TOTAL 100 100%
INTERPRETATION
The above table shows that salary of the respondents, 11% of the respondents are 50000,
21% of the respondents are 50000 - 70000, 38% of the respondents are 70000 - 100000, 23% of
the respondents are 100000 - 125000, 7% of the respondents are above 125000.
Majority 38% of the respondents are 70000 – 100000.
28
CHART NO 4.3
SALARY
29
TABLE NO 4.4
MARITAL STATUS
NO. OF PERCENTAGE
S.NO MARITAL STATUS RESPONDENTS (%)
1 Single 4 4%
2 Married 91 91%
3 Widowed 4 4%
4 Divorced 1 1%
TOTAL 100 100%
INTERPRETATION
The above table shows that marital status of the respondents, 4% of the respondents are
single, 91% of the respondents are married, 4% of the respondents are widowed, 1% of the
respondents are divorced.
Majority 91% of the respondents are married.
30
CHART NO 4.4
MARITAL STATUS
31
TABLE NO 4.5
GENDER
NO. OF PERCENTAGE
S.NO GENDER RESPONDENTS (%)
1 Male 71 71%
2 Female 29 29%
TOTAL 100 100%
INTERPRETATION
The above table shows that gender of the respondents, 71% of the respondents are male,
29% of the respondents are female.
Majority 71% of the respondents are male.
32
CHART NO 4.5
GENDER
33
TABLE NO 4.6
AGE
NO. OF PERCENTAGE
S.NO AGE RESPONDENTS (%)
1 Below 30 13 13%
2 30 – 40 37 37%
3 40 - 50 27 27%
4 Above 50 23 23%
TOTAL 100 100%
INTERPRETATION
The above table shows that age of the respondents, 13% of the respondents are below 30,
37% of the respondents are 30 - 40, 27% of the respondents are 40 - 50, 23% of the respondents
are above 50.
Majority 37% of the respondents are 30 - 40.
34
CHART NO 4.6
AGE
35
TABLE NO 4.7
KINDS OF TRAINING METHOD DOES THE ORGANISATION

PROVIDE TO THE EMPLOYEES
KINDS OF TRAINING METHOD NO. OF PERCENTAGE

S.NO DOES THE ORGANISATION RESPONDENTS (%)
1 On the job training 46 46%
2 Off the job training 12 12%
3 Audio visuals 23 23%
4 Lectures 19 19%
TOTAL 100 100%
INTERPRETATION
The above table shows that suitability and interest of the respondents, 46% of the
respondents are on the job training, 12% of the respondents are off the job training, 23% of the
respondents are audio visuals, 19% of the respondents are lectures.
Majority 46% of the respondents are on the job training.
36
CHART NO 4.7
KINDS OF TRAINING METHOD DOES THE ORGANISATION

37
TABLE NO 4.8
YOUR ORGANISATION CONSIDERS TRAINING AS A PART OF

ORGANISATION STRATEGY
YOUR ORGANISATION NO. OF PERCENTAGE

S.NO CONSIDERED TRAINING AS ARESPONDENTS (%)
PART OF ORGANISATION
STRATEGY
1 Strongly agree 33 33%
2 Agree 38 38%
3 Neutral 15 15%
4 Strongly disagree 9 9%
5 Disagree 5 5%
TOTAL 100 100%
INTERPRETATION
respondents are strongly agree, 38% of the respondents are agree, 15% of the respondents are
neutral, 9% of the respondents are strongly disagree, 5% of the respondents are disagree.
Majority 38% of the respondents are agreed.
38
CHART NO 4.8
YOUR ORGANISATION CONSIDERS TRAINING AS A PART OG

ORGANISATION STRATEGY
39
TABLE NO 4.9
TRAINING PROGRAMS ARE USED AS A TOOL FOR RETENTION OF

EMPLOYEES
TRAINING PROGRAMS ARE USED AS

S.NO A TOOL FOR RETENTION OF NO. OF PERCENTAGE
EMPLOYEES RESPONDENTS (%)
2 Agree 50 50%
3 Neutral 20 20%
5 Disagree 6 6%
TOTAL 100 100%
INTERPRETATION
Majority 50s% of the respondents are agreed.
40
CHART NO 4.9
TRAINING PROGRAMS ARE USED AS ATOOL FOR RETENTION OF

EMPLOYEES
41
TABLE NO 4.10
THE INDUCTION TRAINING IS A WELL-PLANNED SERVICE IN THE

ORGANISATION
THE INDUCTION TRAINING IS A

S.NO WELL-PLANNED SERVICE IN THE NO. OF PERCENTAGE
ORGANISATION RESPONDENTS (%)
2 Agree 42 42%
3 Neutral 13 13%
5 Disagree 10 10%
TOTAL 100 100%
INTERPRETATION
42
CHART NO 4.10
THE INDUCTION TRAINING IS A WELL-PLANNED SERVICE IN THE

ORGANISATION
43
TABLE NO 4.11
TRAINING HAS HELPED ME ACHIEVE MY INDIVIDUAL

OBJECTIVES
S.NO TRAINING HAS HELPED ME NO. OF PERCENTAGE

ACHIEVE MY INDIVIDUAL RESPONDENTS (%)
OBJECTIVES
2 Agree 43 43%
3 Neutral 15 15%
5 Disagree 3 3%
TOTAL 100 100%
INTERPRETATION
44
CHART NO 4.11
TRAINING HAS HELPED ME ACHIEVE MY INDIVIDUAL

OBJECTIVES
45
TABLE NO 4.12
THE TRAINING FACILITIES WERE EQUIPPED WITH REQUIRED

INFRASTRUCTURE
S.NO THE TRAINING FACILITIES WERE NO. OF PERCENTAGE

EQUIPPED WITH REQUIRED RESPONDENTS (%)
INFRASTRUCTURE
2 Agree 44 44%
3 Neutral 21 21%
5 Disagree 5 5%
TOTAL 100 100%
INTERPRETATION
46
CHART NO 4.12
THE TRAINING FACILITIES WERE EQUIPPED WITH REQUIRED

INFRASTRUCTURE
47
TABLE NO 4.13

INTERPERSONAL AND LEADERSHIP SKILL
S.NO TRAINING PROGRAM HELPS ME NO. OF PERCENTAGE

TO DEVELOP MY INTERPERSONAL RESPONDENTS (%)
AND LEADERSHIP SKILL
2 Agree 41 41%
3 Neutral 24 24%
5 Disagree 7 7%
TOTAL 100 100%
INTERPRETATION
48
CHART NO 4.13

INTERPERSONAL AND LEADERSHIP SKILL
49
TABLE NO 4.14
TRAINING AND DEVELOPMENT PLAYS A KEY ROLE IN CAREER

PLANNING AND SUCCESSION PLANNING
TRAINING AND DEVELOPMENT

S.NO PLAYS A KEY ROLE IN CAREER NO. OF PERCENTAGE
PLANNING AND SUCCESSION RESPONDENTS (%)
PLANNING
2 Agree 32 32%
3 Neutral 33 33%
5 Disagree 5 5%
TOTAL 100 100%
INTERPRETATION
Majority 33% of the respondents are neutral.
50
CHART NO 4.14
TRAINING AND DEVELOPMENT PLAYS A KEY ROLE IN CAREER

PLANNING AND SUCCESSION PLANNING
51
TABLE NO 4.15
THE CAREER GROWTH IS BASED ON THE TRAINING PROGRAM

ATTEND BY THE EMPLOYEES
S.NO THE CAREER GROWTH IS BASED NO. OF PERCENTAGE

ON THE TRAINING PROGRAM RESPONDENTS (%)
2 Agree 43 43%
3 Neutral 23 23%
5 Disagree 1 1%
TOTAL 100 100%
INTERPRETATION
52
CHART NO 4.15
THE CAREER GROWTH IS BASED ON THE TRAINING PROGRAM

53
TABLE NO 4.16
THE ORGANISATION HELPS CREATE AN ENVIRONMENT THAT IS

CONDUCTIVE FOR LEARNING AND DEVELOPMENT
S.NO HELPS CREATE AN ENVIRONMENT NO. OF PERCENTAGE

THAT IS CONDUCTIVE FOR RESPONDENTS (%)
2 Agree 40 40%
3 Neutral 28 28%
5 Disagree 6 6%
TOTAL 100 100%
INTERPRETATION
54
CHART NO 4.16
THE ORGANISATION HELPS CREATE AN ENVIRONMENT THAT IS

CONDUCTIVE FOR LEARNING AND DEVELOPMENT
55
TABLE NO 4.17
I HAVE HAD THE CHANCE TO MAKE THE BEST USE OF THE SKILLS
THAT I LEARNT IN HIS TRAINING COURSE
S.NO I HAVE HAD THE CHANCE TO MAKE NO. OF PERCENTAGE

THE BEST USE OF THE SKILLS THAT I RESPONDENTS (%)
LEARNT IN HIS TRAINING COURSE
2 Agree 40 40%
3 Neutral 20 20%
5 Disagree 8 8%
TOTAL 100 100%
INTERPRETATION
56
CHART NO 4.17
I HAVE HAD THE CHANCE TO MAKE THE BEST USE OF THE SKILLS
THAT I LEARNT IN HIS TRAINING COURSE
57
TABLE NO 4.18
THE TRAINING PROGRAM HELPS ME CLEAR THE DOUBTS

REGARDING THE WORK AREA
THE TRAINING PROGRAM HELPS

S.NO ME CLEAR THE DOUBTS NO. OF PERCENTAGE
REGARDING THE WORK AREA RESPONDENTS (%)
2 Agree 37 37%
3 Neutral 25 25%
5 Disagree 5 5%
TOTAL 100 100%
INTERPRETATION
58
CHART NO 4.18
THE TRAINING PROGRAM HELPS ME CLEAR THE DOUBTS

REGARDING THE WORK AREA
59
TABLE NO 4.19
EMPLOYEES ARE FREE TO REQUEST FOR A TRAINING PROGRAM

IF THEY FEEL IT’S NECESSARY
EMPLOYEES ARE FREE TO

S.NO REQUEST FOR A TRAINING NO. OF PERCENTAGE
PROGRAM IF THEY FEEL RESPONDENTS (%)
2 Agree 45 45%
3 Neutral 17 17%
5 Disagree 3 3%
TOTAL 100 100%
INTERPRETATION
60
CHART NO 4.19
EMPLOYEES ARE FREE TO REQUEST FOR A TRAINING PROGRAM

IF THEY FEEL IT’S NECESSARY
61
TABLE NO 4.20
THERE IS A ROBUST SYSTEM IN OUR ORGANISATION FOE

IDENTIFYING TRAINING NEEDS
S.NO THERE IS A ROBUST SYSTEM IN OUR NO. OF PERCENTAGE

ORGANISATION FOE IDENTIFYING RESPONDENTS (%)
TRAINING NEEDS
2 Agree 53 53%
3 Neutral 17 17%
5 Disagree 1 1%
TOTAL 100 100%
INTERPRETATION
62
CHART NO 4.20
THERE IS A ROBUST SYSTEM IN OUR ORGANISATION FOE

IDENTIFYING TRAINING NEEDS
63
TABLE NO 4.21
EMPLOYEES ARE DEPUTED FOR TRAINING PROGRAM IN AN

UNBIASED MANNER
S.NO EMPLOYEES ARE DEPUTED FOR NO. OF PERCENTAGE

TRAINING PROGRAM IN AN RESPONDENTS (%)
UNBIASED MANNER
2 Agree 43 43%
3 Neutral 20 20%
5 Disagree 6 6%
TOTAL 100 100%
INTERPRETATION
64
CHART NO 4.21
EMPLOYEES ARE DEPUTED FOE TRAINING PROGRAM IN AN

UNBIASED MANNER
65
TABLE NO 4.22
WHEN DEPUTED FOR A TRAINING PROGRAM I FEEL EXCITED AND

EAGER TO ATTEND THE PROGRAM
S.NO WHEN DEPUTED FOR A TRAINING NO. OF PERCENTAGE

PROGRAM I FEEL EXCITED AND RESPONDENTS (%)
EAGER TO ATTEND THE
PROGRAM
2 Agree 36 36%
3 Neutral 26 26%
5 Disagree 5 5%
TOTAL 100 100%
INTERPRETATION
66
CHART NO 4.22
WHEN DEPUTED FOR A TRAINING PROGRAM I FEEL EXCITED AND

EAGER TO ATTEND THE PROGRAM
67
TABLE NO 4.23
THIS PROGRAM ADDRESSES THE SPECIAL CHALLENGES FACED

BY THE MANAGER AND EMPLOYEES
S.NO THIS PROGRAM ADDRESSES THE NO. OF PERCENTAGE

SPECIAL CHALLENGES FACED RESPONDENTS (%)
BY THE MANAGER AND
EMPLOYEES
2 Agree 37 37%
3 Neutral 28 28%
5 Disagree 6 6%
TOTAL 100 100%
INTERPRETATION
68
CHART NO 4.23
THIS PROGRAM ADDRESSES THE SPECIAL CHALLENGES FACED

BY THE MANAGER AND EMPLOYEES
69
TABLE NO 4.24
THE QUALITY OF INTERNAL AND EXTERNAL FACILITIES IS

EXCELLENT IN THE ORGANISATION
THE QUALITY OF INTERNAL AND

S.NO EXTERNAL FACILITIES IS NO. OF PERCENTAGE
EXCELLENT IN THE RESPONDENTS (%)
ORGANISATION
2 Agree 46 46%
3 Neutral 21 21%
5 Disagree 4 4%
TOTAL 100 100%
INTERPRETATION
70
CHART NO 4.24
THE QUALITY OF INTERNAL AND EXTERNAL FACILITIES IS

EXCELLENT IN THE ORGANISATION
71
TABLE NO 4.25
STUDY MATERIAL PROVIDED DURING THE TRAINING PROGRAMS

IS EXTERMELY USEFUL
S.NO STUDY MATERIAL PROVIDED NO. OF PERCENTAGE

DURING THE TRAINING RESPONDENTS (%)
PROGRAMS IS EXTERMELY
USEFUL
2 Agree 35 35%
3 Neutral 30 30%
5 Disagree 6 6%
TOTAL 100 100%
INTERPRETATION
72
CHART NO 4.25
STUDY MATERIAL PROVIDED DURING THE TRAINING PROGRAMS

IS EXTERMELY USEFUL
73
TABLE NO 4.26
MY ORGANISATION IDENTIFIES THE TRAINING NEEDS FOR THE

EMPLOYEES AND PROVIDES TRAINING ACCORDINGLY
MY ORGANISATION IDENTIFIES
S.NO THE TRAINING NEEDS FOR THE NO. OF PERCENTAGE
EMPLOYEES AND PROVIDES RESPONDENTS (%)
TRAINING
2 Agree 48 48%
3 Neutral 20 20%
5 Disagree 5 5%
TOTAL 100 100%
INTERPRETATION
74
CHART NO 4.26
MY ORGANISATION IDENTIFIES THE TRAINING NEEDS FOR THE

EMPLOYEES AND PROVIDES TRAINING ACCORDINGLY
75
TABLE NO 4.27
HUMAN RELATIONS COMPETENCIES ARE ADEQUATELY

DEVELOPED IN YOUR ORGANISATION THROUGH TRAINING
HUMAN RELATIONS COMPETENCIES

S.NO ARE ADEQUATELY DEVELOPED NO. OF PERCENTAGE
IN YOUR ORGANISATION RESPONDENTS (%)
2 Agree 35 35%
3 Neutral 24 24%
5 Disagree 5 5%
TOTAL 100 100%
INTERPRETATION
76
CHART NO 4.27

77
TABLE NO 4.28
THE TRAINING PROGRAMS INCREASE YOUR COMMITMENT TO

WORK
THE TRAINING PROGRAMS

S.NO INCREASE YOUR COMMITMENT NO. OF PERCENTAGE
TO WORK RESPONDENTS (%)
2 Agree 39 39%
3 Neutral 24 24%
5 Disagree 4 4%
TOTAL 100 100%
INTERPRETATION
78
CHART NO 4.28

79
TABLE NO 4.29
ENOUGH TIME WAS PROVIDED TO LEARN ABOUT THE SUBJECT

COVERED IN THE TRAINING PROGRAM
S.NO ENOUGH TIME WAS PROVIDED NO. OF PERCENTAGE

TO LEARN ABOUT THE SUBJECTRESPONDENTS (%)
COVERED IN THE TRAINING
PROGRAM
2 Agree 48 48%
3 Neutral 27 27%
5 Disagree 2 2%
TOTAL 100 100%
INTERPRETATION
80
CHART NO 4.29
ENOUGH TIME WAS PROVIDED TO LEARN ABOUT THE SUBJECT

COVERED IN THE TRAINING PROGRAM
81
TABLE NO 4.30
YOUR PERFORMANCE HAS IMPROVED AFTER TRAINING
YOUR PERFORMANCE
S.NO HAS IMPROVED AFTER NO. OF PERCENTAGE
TRAINING RESPONDENTS (%)
2 Agree 43 43%
3 Neutral 25 25%
5 Disagree 5 5%
TOTAL 100 100%
INTERPRETATION
82
CHART NO 4.30
YOUR PERFORMANCE HAS IMPROVED AFTER TRAINING
83
TABLE NO 4.31
WHATEVE IS LEARNT IN THE TRAINING IS EFFECTIVELY USE IN A

WORKPLACE
WHATEVE IS LEARNT IN
S.NO THE TRAINING IS NO. OF PERCENTAGE
EFFECTIVELY USE IN A RESPONDENTS (%)
WORKPLACE
2 Agree 45 45%
3 Neutral 23 23%
5 Disagree 3 3%
TOTAL 100 100%
INTERPRETATION
84
CHART NO 4.31
WHATEVE IS LEARNT IN THE TRAINING IS EFFECTIVELY USE IN A

WORKPLACE
85
CHI SQUARE ANALYSIS
Relationship between qualification of the employee and respondents expectation

level on performance
Hypothesis test
Null hypothesis (Ho) – employee qualification is not related with respondents expectation
Alternative Hypothesis (H1) – employee qualification is related with the respondents’

expectation.
Two – way (Qualification of the employee and respondents expectation level on

employee performance appraisal)
Overall qualification and respondents of expectation
Qualification Never Often Sometimes Every time Total
Graduate 05 05 05 05 20
Post Graduate 10 10 10 04 34
Diploma 05 05 10 10 30
SSLC/+2 07 05 02 01 15
Others - - 01 - 01
Total 27 25 28 20 100
86
O E O-E (O – E)2 (O – E )2/E
05 5.4 -0.4 0.16 0.02
05 05 0 0 0
05 5.6 0.6 0.36 0.06
05 04 1 1 0.25
10 9.18 0.82 0.67 0.07
10 8.5 1.5 2.25 0.26
10 9.52 0.48 0.23 0.02
04 6.8 -2.8 7.84 1.15
05 8.1 -3.1 9.61 1.18
05 7.5 -2.5 6.25 0.83
10 8.4 1.6 2.56 0.30
10 06 04 16 0.26
07 4.05 2.95 8.70 2.14
05 3.75 1.25 1.56 0.41
02 4.2 -2.2 4.48 1.15
01 03 -2 4 1.3
01 0.28 0.72 0.51 0.53
Total 9.93
Chi- Square Test (X) 2 = ∑ (O-E) 2 /E
Degree of freedom = (R-1) (C-1)
= (4-1) (5-1)
= (3) (4)
= 12
87
Level of significance = 5%
Table Value = 21.026
Calculated Value = 9.93
Calculated Value > Table Value, Reject Ho
9.93 > 21.026
Interpretation
The table value lesser than the calculated value. So here Null hypothesis was rejected.
That means there is a significance association between listening and communication.
88
CHAPTER V
5.1. FINDINGS
 One third of the respondents (34%) are post graduate.

 One third of the respondents (28%) are 10 – 15 years of working experience.
 A part of the respondents (38%) are getting salary 70000 – 100000.
 Majority of the respondents (91%) are married.
 Majority of the respondents (71%) gender are male.
 Most of the respondents (37%) are age between 30 – 40 years.
 Most of the respondents (47%) are on the job training.
 Majority of the respondents (38%) are considers training as a part of organization
strategy.
 A part of the respondents (50%) agree training program are used as a tool for retention
of employees.
 One third of the respondents (42%) are agree to the induction training is a well planned
service in the organization.
 Majority of the respondents (43%) are agreed the training has helped me achieve my
individual objectives.
 Half of the respondents (44%) are agree the training facilities were equipped with
required infrastructure.
 Most of the respondents (41%) are agree that this training program helps me to develop
my interpersonal and leadership skill.
 One third of the respondents (33%) are neutral for plays a key role in career planning and
succession planning.
 Most of the respondents (43%) are agree the career growth is based on the training
program attend by the employees.
 Majority of the respondents (40%) are agreed for organization helps create an
environment that is conductive for learning and development.
 Majority of the respondents (40%) are agreed the chance to make the best use of the
skills that I learnt in his training course.
 A part of the respondents (37%) are agreed that the training program helps me clear the
doubts regarding the work area.
89
 Most of the respondents (45%) are agree to request for a training program if they feel it’s
necessary.
 More than half of the respondents (53%) are agree a robust system in our organization
for identifying training needs.
 Majority of the respondents (43%) are agreed deputed for training program in an
unbiased manner.
 A part of the respondents (36%) are agreed when deputed for a training program I feel
excited and eager to attend the program.
 Majority of the respondents (37%) are agreed to addresses the special challenges faced
by the manager and employees.
 Half of the respondents (46%) are agree the quality of internal and external facilities is
excellent in the organization.
 One third of the respondents (35%) are agreed study material provided during the
training program is extremely useful.
 Most of the respondents (48%) are agreed for identifies the training needs for the
employees and provides training accordingly.
 One third of the respondents (35%) are agrees human relation competencies are
adequately developed in your organization through training.
 Majority 39% of the respondents are agrees the training program increase your
commitment to work.
 Half of the respondents (48%) are agreed enough time was provided to learn about the
subject covered in the training program.
 A part of the respondents (43%) are agreed your performance has improved after
training.
 Most of the respondents (45%) are agrees whatever is learnt in the training program is
effectively use in a workplace.
90
5.2. SUGGESTION AND RECOMMENDATION
 According to the respondents view they feel better with the current training and
development system.
 The organization may utilize both subjective and objective approach for the training
programs.
 The In the job training program will be beneficial to the organization as well as
employees, since it will help employees to attend their official work while undergoing
the training.
 The organization may consider deputing each employee to attend at least one training
program each year.
 The organization can also arrange part time training program in the office premises for
short duration, spanning over a few days, in order to avoid any interruption in the routine
work.
 The management can arrange the training programs department wise in order to give
focused attention towards the departments.
91
5.3. CONCLUSION
On the basis of the analysis mode, the maximum number of the employees finds healthy
environment at the work place. Lack of interest in employees act as a barriers in training
programs. Maximum employees said that they get help whenever they require. Employees are
satisfied with the training and development program given to them. The training programs has
helped in developing skills of the employees. After attending the training program most of the
workers find their attitude better towards the job. Most of the employees want to the workplace
to be redesigned where the training sessions are been conducted. Employees felt the time
wastage during training session. But trainees were satisfied with activities conducted during
training program because it was related to their job.
92
BIBLIOGRAPHY
 S. N. Murthy and U. Bhojanna, Business research methods, Excel Book, 2nd edition,
2008.
 C.R. Kothari, research Methodology Method & Technique, new age international
publisher, revised 2nd edition, 2007.
 Dr. B.Janakiram, Training and Development, Biztantra, 2nd edition, 2008.
WEBSITES
 www.bheltry.com
 www.hrworld.com
 www.surveyconsole.com
 www.slideshare.com
 www.surveymethods.com
93
ANNEXURE
QUESTIONNARIE
1. Name of the employee:

2. Qualification:
a) Graduate b) Post Graduate c) Diploma d) SSLC/+2 e) Others
3. Experience :
a) Less than 10 years b) 10-15 years c) 15-20 years d) More than 20 years
4. Salary :
a) 50000 b) 50000 - 70000 c) 70000 - 100000 d) 100000 – 125000 e) above 125000
5. Marital status:
a) Single b) Married c) Widowed d)Divorced
6. Gender :
a) Male b) Female c) Transgender
7. Age :
a) Below 30 b) 30 to 40 c) 40 to 50 d) Above 50
Kindly tick the appropriate options based on your agreeableness to the given
statements
1. What kind of training method does the organization provide to the employees?
a) On the job training b) Off the job training c) Audio visuals d) Lectures
2. Your organization considers training as a part of organization strategy. Do you agree

with the statement?
a) Strongly agree b) Agree c) Neutral d) Strongly disagree e) Disagree
3. Training programs are used as a tool for retention of employees.
4. The induction training is a well-planned service in the organization
5. Training has helped me achieve my individual objectives.
94
6. The training facilities were equipped with required infrastructure.
7. Training program helps me to develop my interpersonal and leadership skill.
8. Training and development plays a key role in career planning and succession planning.
9. The career growth is based on the training program attend by the employees.
10. The organization helps create an environment that is conductive for learning and
development.
11. I have had the chance to make the best use of the skills that I learnt in his training course.
12. The training program helps me clear the doubts regarding the work area.
13. Employees are free to request for a training program if they feel it’s necessary.
14. There is a robust system in our organization for indentifying training needs.
15. Employees are deputed for training program in an unbiased manner.
16. When deputed for a training program I feel excited and eager to attend the program.
17. This program addresses the special challenges faced by the manager and employees.
18. The quality of internal and external facilities is excellent in the organization.
19. Study material provided during the training programs is extremely useful.
20. My organization identifies the training needs for the employees and provides training
accordingly.
95
21. Human relations competencies are adequately developed in your organization through
training.
22. The training programs increase your commitment to work.
23. Enough time was provided to learn about the subject covered in the training program.
24. Your performance has imporved after training.
25. Whatever is learnt in the training program is effectively use in a workplace.
96

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A STUDY ON EMPLOYEE TRAINING AND DEVELOPMENT IN KGE

REGISTER NO: 620818631014

FACULTY OF MANAGEMENT STUDIES

In partial fulfillment for the requirements

For the award of the degree

MASTER OF BUSINESS ADMINISTRATION

ADMINISTRATION is a bonafide record of work done by M.GOVINDARAJAN,

Any degree or other similar title to any candidate of any University.

Project Guide Head of the Department

Internal Examiner External Examiner

DEVELOPMENT IN KGE TECHNOLOGY, CHENNAI” being submitted in partial

fulfillment for the award of MASTER OF BUSINESS ADMINISTRATION is the original

for award of any degree or diploma, either in this or

any other University.

Signature of the Student

REGISTER NO: 620818631014

I certify that the declaration made above by the candidate is true,

Signature of the Guide

Department of Management Studies.

I express my gratitude to Dr. T. ARANGANNAL, Chairman, GnanamaniEducational

I express my profound gratitude and special thanks to Dr. K. VIVEKANANDAN, Chief

I would like to express my sincere gratitude to Dr. T.K. KANNAN, Principal,

I am thankful to DR. A. MUSTHAFFA.,MBA.,M.Phil., Head of the Department,

I express my sincere thanks to my guid Mrs, T. GOMATHI.,MBA.,M.Phil., Gnanamani

I am highly indebted to “A STUDY ON EMPLOYEE TRAINING AND

REGISTER NO: 620818631014

1.1 INTRODUCTION OF THE STUDY 1

1.2 OBJECTIVES OF THE STUDY 4

1.4 LIMITATIONS OF THE STUDY 6

1.5 RESEARCH METHODOLOGY 7

II 2.1 INDUSTRY PROFILE 10

2.2 COMPANY PROFILE 19

III REVIEW OF LITERATURE 21

IV DATA ANALYSIS AND INTERPRETATION 24

FINDINGS,SUGGESTIONS & CONCLUSION

TABLE NO. TABLE NAME PAGE NO.

KINDS OF TRAINING METHOD DOES THE

YOUR ORGANISATION CONSIDER TRAINING AS

TRAINING PROGRAM ARE USED AS A TOOL FOR

THE INDUCTION TRAINING IS A WELL-PLANNED

TRAINING HAS HELPED ME ACHIEVE MY

THE TRAINING FACILITIES WERE EQUIPPED

TRAINING PROGRAM HELPS ME TO DEVELOP MY

TRAINING AND DEVELOPMENT PLAYS A KEY

THE CAREER GROWTH IS BASED ON THE

THE ORGANIZATION HELPS CREATE AN

I HAVE HAD THE CHANCE TO MAKE THE BEST

THE TRAINING PROGRAM HELPS ME CLEAR THE

EMPLOYEES ARE FREE TO REQUEST FOR A

THERE IS A ROBUST SYSTEM IN OUR

EMPLOYEES ARE DEPATE FOR TRAINING

WHEN THE DEPUTED FOR A TRAINING

THIS PROGRAM ADDRESS THE SPECIAL

STUDY MATERIAL PROVIDED DURING THR

MY ORGANIZATION IDENTIFIES THE TRAINING

HUMAN RESOURCES COMPETENCIES ARE

THE TRAINING PROGRAM INCREASE IN YOUR

ENOUGH TIME WAS PROVIDED TO LEARN

YOUR PERFORMANCE HAS IMPROVED AFTER

WHAT EVER IS LEARNT IN THE TRAINING IS

CHART NO. CHART NAME PAGE NO.

KINDS OF TRAINING METHOD DOES THE