A

PROJECT REPORT

ON

“TRAINING AND DEVELOPMENT”

FOR

THE PARTIAL FULFILLMENT OF THE REQUIREMENT OF THE

DEGREE OF

BACHELOR OF BUSINESS ADMINISTRATION (2018-2021)

SUBMITTED TO: SUBMITTED BY:

DR. MANOJ SINGH NEGI REKHA

Roll No - 180945250031

Faculty of Commerce and Business Management

Amrapali Group Of Institutes

Shiksha Nagar, Lamachaur

Haldwani,Uttranchal
 ACKNOWLEDGEMENT

This formal piece of acknowledgement is an attempt to express the feeling of gratitude

towards people who helped me in successful completion of research project.

Special thanks to DR. MANOJ SINGH NEGI who guided me to work honestly and to
give valuable suggestion for improving my work. Above all no words can express my
feelings to my parents, friends all those persons who supported me during my project. I
would also like to thank almighty God for his blessings showered on me during the
completion of project report.

(Rekha)
CONTENTS

CHAPTER-I

INTRODUCTION
OBJECTIVE
PERIOD OF STUDY
RESEARCH
METHODOLOGY
SCOPE OF THE STUDY
LIMITATION OF STUDY
THEORETICAL
BACKGROUND

CHAPTER-II.

INDUSTRY PROFILE

COMPANY PROFILE

CHAPTER -3

Analysis and Interpretation

Graphs & Tables

CHAPTER – 4

Findings and Conclusions

QUESTIONNAIRE
BIBLIOGRAPHY
 INTRODUCTION OF HRM

I) INTRODUCTION OF HUMAN RESOURCE MANAGEMENT

Human resources are the most valuable and unique assets of an organization. The

successful management of an organization’s human resources is an exciting, dynamic

and challenging task, especially at a time when the world has become a global village

and economies are in a state of flux. The scarcity of talented resources and the

growing expectations of the modern-day worker have further increased the

complexity of the human resource function.

Even though specific human resource functions/activities are the responsibility of the

human resource department, the actual management of human resources is the

responsibility of all the managers in an organization. It is therefore necessary for all

managers to understand and give due importance to the different human resource

policies and activities in the organization.

Human Resource Management outlines the importance of HRM and its different

functions in an organization. It examines the various HR processes that are concerned

with attracting, managing, motivating and developing employees for the benefit of the

organization.

PROJECT REPORT

ON

“Topic with Company Name”

FOR

THE PARTIAL FULFILLMENT OF THE REQUIREMENT OF THE DEGREE OF

MASTER OF BUSINESS ADMINISTRATION (2017-2019)

SUBMITTED TO:                                            SUBMITTED BY: 

Internal Guide Student Name  

Roll No

Faculty of Commerce and Business Management

Amrapali Group Of Institutes

Shiksha Nagar, Lamachaur

Haldwani,Uttranchal

1) Meaning of Human Resource Management

Human resource (or personnel) management, in the sense of getting things done

through people. It's an essential part of every manager's responsibilities, but many

organizations find it advantageous to establish a specialist division to provide an

1
expert service dedicated to ensuring that the human resource function is performed

efficiently.

"People are our most valuable asset" is a cliché which no member of any senior

management team would disagree with. Yet, the reality for many organizations is that

their people remain

 under valued

 under trained

 under utilized

 poorly motivated, and consequently

 perform well below their true capability

The rate of change facing organizations has never been greater and organizations must

absorb and manage change at a much faster rate than in the past. In order to

implement a successful business strategy to face this challenge, organizations, large or

small, must ensure that they have the right people capable of delivering the strategy.

The market place for talented, skilled people is competitive and expensive. Taking on

new staff can be disruptive to existing employees. Also, it takes time to develop

'cultural awareness', product/ process/ organization knowledge and experience for

new staff members.

As organizations vary in size, aims, functions, complexity, construction, the physical

nature of their product, and appeal as employers, so do the contributions of human

resource management. But, in most the ultimate aim of the function is to: "ensure that

at all times the business is correctly staffed by the right number of people with the

2
skills relevant to the business needs", that is, neither overstaffed nor understaffed in

total or in respect of any one discipline or work grade.

2) Functional overview and strategy for HRM

These issues motivate a well thought out human resource management strategy, with

the precision and detail of say a marketing strategy. Failure in not having a carefully

crafted human resources management strategy, can and probably will lead to failures

in the business process itself.

These sets of resources are offered to promote thought, stimulate discussion, diagnose

the organizational environment and develop a sound human resource management

strategy for your organization. We begin by looking at the seven distinguishable

function of human resource management provide to secure the achievement of the

objective defined above

3) Steps in developing HRM Strategy

Step 1: Get the 'big picture'

Understand your business strategy.

 Highlight the key driving forces of your business. What are they? e.g.

technology, distribution, competition, the markets.

 What are the implications of the driving forces for the people side of your

business?

 What is the fundamental people contribution to bottom line

business performance?

3
Step 2: Develop a Mission Statement or Statement of Intent

That relates to the people side of the business.

Do not be put off by negative reactions to the words or references to

idealistic statements - it is the actual process of thinking through the issues

in a formal and explicit manner that is important.

What do your people contribute?

Step 3: Conduct a SWOT analysis of the organization

Focus on the internal strengths and weaknesses of the people side of the business.

 Consider the current skill and capability issues.

Vigorously research the external business and market environment. High light the

opportunities and threats relating to the people side of the business.

 What impact will/ might they have on business performance?

 Consider skill shortages?

 The impact of new technology on staffing levels?

From this analysis you then need to review the capability of your personnel

department. Complete a SWOT analysis of the department

Consider in detail the department's current areas of operation, the service levels

and competences of your personnel staff.

4
Step 4: Conduct a detailed human resources analysis

Concentrate on the organization's COPS (culture, organization, people, HR

systems)

 Consider: Where you are now? Where do you want to be?

 What gaps exists between the reality of where you are now and where you

want to be?

Exhaust your analysis of the four dimensions.

Step 5: Determine critical people issues

Go back to the business strategy and examine it against your SWOT and COPS

Analysis

 Identify the critical people issues namely those people issues that you must

address. Those which have a key impact on the delivery of your business

strategy.

 Prioritize the critical people issues. What will happen if you fail to address

them?

Remember you are trying to identify where you should be focusing your

efforts and resources.

Step 6: Develop consequences and solutions

For each critical issue highlight the options for managerial action generate,

elaborate and create - don't go for the obvious. This is an important step as
 frequently people jump for the known rather than challenge existing

assumptions about the way things have been done in the past. Think about the

consequences of taking various courses of action.

Consider the mix of HR systems needed to address the issues. Do you need to

improve communications, training or pay?

What are the implications for the business and the personnel function?

Once you have worked through the process it should then be possible to

translate the action plan into broad objectives. These will need to be broken

down into the specialist HR Systems areas of:

 Employee training and development

 Management development

 Organization development

 Performance appraisal

 Employee reward

 Employee selection and recruitment

 Manpower planning

 Communication

Develop your action plan around the critical issues. Set targets and dates for the

accomplishment of the key objectives.

Step 7: Implementation and evaluation of the action plans

The ultimate purpose of developing a human resource strategy is to ensure that the

objectives set are mutually supportive so that the reward and payment systems are

integrated with employee training and career development plans. There is very
 little value or benefit in training people only to then frustrate them through a

failure to provide ample career and development opportunities.

4) Functions of HRM

Function 1: Manpower planning

The penalties for not being correctly staffed are costly.

 Understaffing loses the business economies of scale and specialization, orders,

customers and profits.

 Overstaffing is wasteful and expensive, if sustained, and it is costly to

eliminate because of modern legislation in respect of redundancy payments,

consultation, minimum periods of notice, etc. Very importantly, overstaffing

reduces the competitive efficiency of the business.

Planning staff levels requires that an assessment of present and future needs of the

organization be compared with present resources and future predicted resources.

Appropriate steps then be planned to bring demand and supply into balance. Thus

the first step is to take a 'satellite picture' of the existing workforce profile (numbers,

skills, ages, flexibility, gender, experience, forecast capabilities, character, potential,

etc. of existing employees) and then to adjust this for 1, 3 and 10 years ahead by

amendments for normal turnover, planned staff movements, retirements, etc, in line

with the business plan for the corresponding time frames.

The result should be a series of crude supply situations as would be the outcome of

present planning if left unmodified. (This, clearly, requires a great deal of

information accretion, classification and statistical analysis as a subsidiary aspect of

personnel management.)What future demands will be is only influenced in part by

the forecast of the personnel manager, whose main task may well be to scrutinize

and modify the crude predictions of other managers. Future staffing needs will

derive from:

 Sales and production forecasts

 The effects of technological change on task needs

 Variations in the efficiency, productivity, flexibility of labor as a result of

training, work study, organizational change, new motivations, etc.

 Changes in employment practices (e.g. use of subcontractors or agency staffs,

hiving-off tasks, buying in, substitution, etc.)

 Variations, which respond to new legislation, e.g. payroll taxes or their

abolition, new health and safety requirements

 Changes in Government policies (investment incentives, regional or trade

grants, etc.)

Function 2: Recruitment and selection of employees

Recruitment of staff should be preceded by:
An analysis of the job to be done (i.e. an analytical study of the tasks to be

performed to determine their essential factors) written into a job description so that

the selectors know what physical and mental characteristics applicants must

possess, what qualities and attitudes are desirable and what characteristics is a

decided disadvantage;

 In the case of replacement staff a critical questioning of the need to recruit at

all (replacement should rarely be an automatic process).

  Effectively, selection is 'buying' an employee (the price being the wage or

salary multiplied by probable years of service) hence bad buys can be very

expensive. For that reason some firms (and some firms for particular jobs) use

external expert consultants for recruitment and selection.

 Equally some small organizations exist to 'head hunt', i.e. to attract staff with

high reputations from existing employers to the recruiting employer. However,

the 'cost' of poor selection is such that, even for the mundane day-to-day jobs,

those who recruit and select should be well trained to judge the suitability of

applicants.

The main sources of recruitment are:

 Internal promotion and internal introductions (at times desirable for morale

purposes)

 Careers officers (and careers masters at schools)

 University appointment boards

 Agencies for the unemployed

 Advertising (often via agents for specialist posts) or the use of other local

media (e.g. commercial radio)

Where the organization does its own printed advertising it is useful if it has some

identifying logo as its trade mark for rapid attraction and it must take care not to

offend the sex, race, etc. antidiscrimination legislation either directly or indirectly.

The form on which the applicant is to apply (personal appearance, letter of

application, completion of a form) will vary according to the posts vacant and

numbers to be recruited.
It is very desirable in many jobs that claim about experience and statements about

qualifications are thoroughly checked and that applicants unfailingly complete a

health questionnaire (the latter is not necessarily injurious to the applicant‟s chance

of being appointed as firms are required to employ a percentage of disabled people).

Before letters of appointment are sent any doubts about medical fitness or capacity

(in employments where hygiene considerations are dominant) should be resolved by

requiring applicants to attend a medical examination. This is especially so where, as

for example in the case of apprentices, the recruitment is for a contractual period or

involves the firm in training costs. Interviewing can be carried out by individuals

(e.g. supervisor or departmental manager), by panels of interviewers or in the form

of sequential interviews by different experts and can vary from a five minute 'chat'

to a process of several days. Ultimately personal skills in judgment are probably the

most important, but techniques to aid judgment include selection testing for:

 Aptitudes (particularly useful for school leavers)

 Attainments

 General intelligence

(All of these need skilled testing and assessment.) In more senior posts other
techniques are:

 Leaderless groups

 Command exercises

 Group problem solving

(These are some common techniques - professional selection organizations often

use other techniques to aid in selection.)

Training in interviewing and in appraising candidates is clearly essential to good

recruitment. Largely the former consists of teaching interviewers how to draw out

the interviewee and the latter how to xratex the candidates. For consistency (and as

an aid to checking that) rating often consists of scoring candidates for experience,

knowledge, physical/mental capabilities, intellectual levels, motivation, prospective

potential, leadership abilities etc. (according to the needs of the post). Application of

the normal curve of distribution to scoring eliminates freak judgments.

Function 3: Employee motivation

To retain good staff and to encourage them to give of their best while at work

requires attention to the financial and psychological and even physiological rewards

offered by the organization as a continuous exercise. Basic financial rewards and

conditions of service (e.g. working hours per week) are determined externally (by

national bargaining or government minimum wage legislation) in many occupations

but as much as 50 per cent of the gross pay of manual workers is often the result of

local negotiations and details (e.g. which particular hours shall be worked) of

conditions of service are often more important than the basics. Hence there is scope

for financial and other motivations to be used at local levels. As staffing needs will

vary with the productivity of the workforce (and the industrial peace achieved) so

good personnel policies are desirable. The latter can depend upon other factors (like

environment, welfare, employee benefits, etc.) but unless the wage packet is

accepted as 'fair and just' there will be no motivation. Hence while the technicalities

of payment and other systems may be the concern of others, the outcome of them is

a matter of great concern to human resource management.

Increasingly the influences of behavioral science discoveries are becoming

important not merely because of the widely-acknowledged limitations of money as a

motivator, but because of the changing mix and nature of tasks (e.g. more service

and professional jobs and far fewer unskilled and repetitive production jobs) The

former demand better-educated, mobile and multi-skilled employees much more

likely to be influenced by things like job satisfaction, involvement, participation,

etc. than the economically dependent employees of yesteryear. Hence human

resource management must act as a source of information about and a source of

inspiration for the application of the findings of behavioral science. It may be a

matter of drawing the attention of senior managers to what is being achieved

elsewhere and the gradual education of middle managers to new points of view on

job design, work organization and worker autonomy.

Function 4: Employee evaluation

An organization needs constantly to take stock of its workforce and to assess its

performance in existing jobs for three reasons:

 To improve organizational performance via improving the performance of

individual contributors (should be an automatic process in the case of good

managers, but (about annually) two key questions should be posed:

o What has been done to improve the performance of a person last year?

o and what can be done to improve his or her performance in the year to

come?).

 To identify potential, i.e. to recognize existing talent and to use that to fill

vacancies higher in the organization or to transfer individuals into jobs where

better use can be made of their abilities or developing skills.

  To provide an equitable method of linking payment to performance where

there are no numerical criteria (often this salary performance review takes

place about three months later and is kept quite separate from 1. and 2. but is

based on the same assessment).

On-the-spot managers and supervisors, not HR staffs, carry out evaluations. The

personnel role is usually that of:

 Advising top management of the principles and objectives of an evaluation

system and designing it for particular organizations and environments.

 Developing systems appropriately in consultation with managers, supervisors

and staff representatives. Securing the involvement and cooperation of

appraisers and those to be appraised.

 Assistance in the setting of objective standards of evaluation / assessment, for

example:

o Defining targets for achievement;

o Explaining how to quantify and agree objectives;

o Introducing self-assessment;

o Eliminating complexity and duplication.

 Publicizing the purposes of the exercise and explaining to staff how the system

will be used.

 Organizing and establishing the necessary training of managers and

supervisors who will carry out the actual evaluations/ appraisals. Not only

training in principles and procedures but also in the human relations skills
 necessary. (Lack of confidence in their own ability to handle situations of poor

performance is the main weakness of assessors.)

 Monitoring the scheme - ensuring it does not fall into disuse, following up on

training/job exchange etc. recommendations, reminding managers of their

responsibilities.

Full-scale periodic reviews should be a standard feature of schemes since resistance

to evaluation / appraisal schemes is common and the temptation to water down or

render schemes ineffectual is ever present (managers resent the time taken if

nothing else).Basically an evaluation / appraisal scheme is a formalization of what is

done in a more casual manner anyway (e.g. if there is a vacancy, discussion about

internal moves and internal attempts to put square pegs into 'squarer holes' are both

the results of casual evaluation). Most managers approve merit payment and that too

calls for evaluation. Made a standard routine task, it aids the development of talent,

warns the inefficient or uncaring and can be an effective form of motivation.

Function 5: Industrial relations

Good industrial relations, while a recognizable and legitimate objective for an

organization, are difficult to define since a good system of industrial relations

involves complex relationships between:

(a) Workers (and their informal and formal groups, i. e. trade union, organizations

and their representatives);

(b) Employers (and their managers and formal organizations like trade and

professional associations);
 (c) The government and legislation and government agencies l and 'independent'

agencies like the Advisory Conciliation and Arbitration Service.

Oversimplified, work is a matter of managers giving instructions and workers

following them - but (and even under slavery we recognize that different 'managing'

produces very different results) the variety of 'forms' which have evolved to regulate

the conduct of parties (i.e. laws, custom and practice, observances, agreements)

makes the giving and receipt of instructions far from simple. Two types of 'rule'

have evolved:

 'Substantive', determining basic pay and conditions of service (what rewards

workers should receive);

 'Procedural,' determining how workers should be treated and methods and

procedures.

Determining these rules are many common sense matters like:

 Financial, policy and market constraints on the parties (e.g. some unions do

not have the finance to support industrial action, some have policies not to

strike, some employers are more vulnerable than others to industrial action,

some will not make changes unless worker agreement is made first, and

rewards always ultimately reflect what the market will bear);

 The technology of production (the effect of a strike in newspaper production is

immediate -it may be months before becoming effective in shipbuilding);

 The distribution of power within the community - that tends to vary over time

and with economic conditions workers (or unions) dominating in times of full

employment and employers in times of recession.

Broadly in the Western style economies the parties (workers and employers) are

free to make their own agreements and rules. This is called 'voluntarism'. But it does

not mean there is total noninterference by the government. That is necessary to:

 Protect the weak (hence minimum wage);

 Outlaw discrimination (race or sex);

 Determine minimum standards of safety, health, hygiene and even important

conditions of service;

 To try to prevent the abuse of power by either party.

Function 6: Provision of employee services

Attention to the mental and physical well-being of employees is normal in many

organizations as a means of keeping good staff and attracting others.

The forms this welfare can take are many and varied, from loans to the needy to

counseling in respect of personal problems.

Among the activities regarded as normal are:

 Schemes for occupational sick pay, extended sick leave and access to the

firm's medical adviser;

 Schemes for bereavement or other special leave;

 The rehabilitation of injured/unfit/ disabled employees and temporary or

permanent move to lighter work;

 The maintenance of disablement statistics and registers (there are complicated

legal requirements in respect of quotas of disabled workers and a need for

'certificates' where quota are not fulfilled and recruitment must take place);
  Provision of financial and other support for sports, social, hobbies, activities of

many kinds which are work related;

 Provision of canteens and other catering facilities;

 Possibly assistance with financial and other aid to employees in difficulty

(supervision, maybe, of an employee managed benevolent fund or scheme);

 Provision of information handbooks,

 Running of pre-retirement courses and similar fringe activities;

 Care for the welfare aspects of health and safety legislation and provision of

first-aid training.

The location of the health and safety function within the organization varies.

Commonly a split of responsibilities exists under which 'production' or

'engineering' management cares for the provision of safe systems of work and safe

places and machines etc., but HRM is responsible for administration, training and

education in awareness and understanding of the law, and for the alerting of all

levels to new requirements.

Function 7: Employee education, training and development

 In general, education is 'mind preparation' and is carried out remote from the
actual work area, training is the systematic development of the attitude,
knowledge, skill pattern required by a person to perform a given task or job
adequately and development is 'the growth of the individual in terms of
ability, understanding and awareness'.

Within an organization all three are necessary in order to:

 Develop workers to undertake higher-grade tasks;

 Provide the conventional training of new and young workers (e.g. as

apprentices, clerks, etc.);

  Raise efficiency and standards of performance;

 Meet legislative requirements (e.g. health and safety);

 Inform people (induction training, pre-retirement courses, etc.);

From time to time meet special needs arising from technical, legislative, and

knowledge need changes. Meeting these needs is achieved via the 'training loop'.

(Schematic available in PDF version.)

The diagnosis of other than conventional needs is complex and often depends

upon the intuition or personal experience of managers and needs revealed by

deficiencies. Sources of inspiration include:

 Common sense - it is often obvious that new machines, work systems, task

requirements and changes in job content will require workers to be prepared;

 Shortcomings revealed by statistics of output per head, performance indices,

unit costs, etc. and behavioral failures revealed by absentee figures, lateness,

sickness etc. records;

 Recommendations of government and industry training organizations;

 Inspiration and innovations of individual managers and supervisors;

 Forecasts and predictions about staffing needs;

 Inspirations prompted by the technical press, training journals, reports of the

experience of others;

 The suggestions made by specialist (e.g. education and training officers, safety

engineers, work-study staff and management services personnel).

 Designing training is far more than devising courses; it can include activities such

as:

 Learning from observation of trained workers;

 Receiving coaching from seniors;

 Discovery as the result of working party, project team membership or

attendance at meetings;

 Job swaps within and without the organization;

 Undertaking planned reading, or follow from the use of self–teaching texts and

video tapes;

 Learning via involvement in research, report writing and visiting other works

or organizations.

So far as group training is concerned in addition to formal courses there are:

 Lectures and talks by senior or specialist managers;

 Discussion group (conference and meeting) activities;

 Briefing by senior staffs;

 Role-playing exercises and simulation of actual conditions;

 Video and computer teaching activities;

 Case studies (and discussion) tests, quizzes, panel 'games', group forums,

observation exercises and inspection and reporting techniques.

Evaluation of the effectiveness of training is done to ensure that it is cost effective,

to identify needs to modify or extend what is being provided, to reveal new needs

and redefine priorities and most of all to ensure that the objectives of the training are
being met. The latter may not be easy to ascertain where results cannot be measured

mathematically. In the case of attitude and behavioral changes sought, leadership

abilities, drive and ambition fostered, etc., achievement is a matter of the judgment

of senior staffs. Exact validation might be impossible but unless on the whole the

judgments are favorable the cooperation of managers in identifying needs, releasing

personnel and assisting in training ventures will cease.

In making their judgments senior managers will question whether the efforts

expended have produced:

 More effective, efficient, flexible employees;

 Faster results in making newcomers knowledgeable and effective than would

follow from experience;

 More effective or efficient use of machinery, equipment and work procedures;

 Fewer requirements to implement redundancy (by retraining);

 Fewer accidents both personal and to property;

 Improvements in the qualifications of staff and their ability to take on tougher

roles;

 Better employee loyalty to the organization with more willingness to innovate

and accept change.

5) HR managers responsibilities

The personnel manager's involvement in the system of industrial relations varies

from organization to organization, but normally he or she is required to provide

seven identifiable functions, thus:

 1. To keep abreast of industrial law (legislation and precedents) and to advise

managers about their responsibilities e.g. to observe requirements in respect of

employing disabled persons, not to discriminate, not to disclose 'spent' convictions of

employees, to observe codes of practice etc. in relation to discipline and redundancy,

and similarly to determine organizational policies (in conjunction with other

managers) relevant to legal and moral requirements (see also 4.)

2. To conduct (or assist in the conduct) of either local negotiations (within the

plant) or similarly to act as the employer's representative in national negotiations. This

could be as a critic or advisor in respect of trade etc. association policies or as a

member of a trade association negotiating team. Agreements could be in respect of

substantive or procedural matters. Even if not directly involved the personnel manager

will advise other managers and administrators of the outcome of negotiations.

3. To ensure that agreements reached are interpreted so as to make sense to those

who must operate them at the appropriate level within the organization (this can

involve a lot of new learning at supervisory level and new pay procedures and new

recording requirements in administration and even the teaching of new employment

concepts – like stagger systems of work - at management level). To monitor the

observance of agreements and to produce policies that ensures that agreements are

followed within the organization. An example would be the policy to be followed on

the appointment of a new but experienced recruit in relation to the offered salary

where there is a choice of increments to be given for experience, ability or

qualification.

4. To correct the situations which go wrong. 'Face' is of some importance in most

organizations and operating at a „remote‟ staff level personnel manager can

correct industrial relations errors made at local level without occasioning any loss of

dignity
(face) at the working level. 'Human resource management' and the obscurity of its

reasoning can be blamed for matters which go wrong at plant level and for

unwelcome changes, variations of comfortable 'arrangements' and practices and

unpopular interpretation of agreements.

5. To provide the impetus (and often devise the machinery) for the introduction

of joint consultation and worker participation in decision-making in the organization.

Formal agreement in respect of working conditions and behavior could never cover

every situation likely to arise. Moreover the more demanding the task (in terms of the

mental contribution by the worker to its completion) the more highly–educated the

workers need to be and the more they will want to be consulted about and involved in

the details of work life. Matters like the rules for a flexi time system or for

determining the correction of absenteeism and the contents of jobs are three examples

of the sort of matters that may be solely decided by management in some

organizations but a matter for joint consultation (not negotiation) in others with a

more twenty-first-century outlook and philosophy.

6. To provide statistics and information about workforce numbers, costs, skills etc.

as relevant to negotiations (i.e. the cost of pay rises or compromise proposals, effect

on differentials and possible recruitment/retention consequences of this or whether

agreement needs to be known instantly); to maintain personnel records of training,

experience, achievements, qualifications, awards and possibly pension and other

records; to produce data of interest to management in respect of personnel matters like

absentee figures and costs, statistics of sickness absence, costs of welfare and other

employee services, statements about development in policies by other organizations,

ideas for innovations; to advise upon or operate directly, grievance, redundancy,

disciplinary and other procedures.

II) RELATIONSHIP WITH OTHER FUNCTIONAL AREAS OF

MANAGEMENT

1) System Management Framework

This overview of Systems Management architecture points out the relationship of

management functions, managed objects and the underlying communication protocols

to functional areas.

It summarizes concepts taken from OSI Reference Model - Management Framework

as defined in [ISO-7498-4], OSI System Management Overview as defined in [ISO-

10040] and TMN as defined in the [CCITT M.30].

Systems Management Specification

The three main groupings for specifying the Systems Management are:

 System Management Functions Specifications

 Managed Objects Specifications

 Communication Protocol Specifications

2) System Management Functions

A systems management function is a set of related services which provides for the

manipulation of Managed Objects to accomplish a specific purpose of systems

management. For example, Object Management Function provides the ability to

create,delete, examine and change Managed Objects. Another example is State

Management Function, which provides the ability to examine changes in state and the

ability to monitor overall operability of Managed Objects. A systems management

function may satisfy more than one requirement and to satisfy some requirements,
more than one systems management function may be applicable. Therefore, a many-

to-many relationship between functions and requirements exist.

3) Managed Objects

A managed object is the management view of a resource that is subject to

management, such as a layer entity, a connection or an item of physical

communication equipment. Thus, a managed object is the abstraction of such a

resource that presents its properties as seen by (and for the purpose of) management.

An essential part of the definition of a managed object is the relationship between

these properties and the operational behavior of the resource. Part of the definition of

a managed object is the specification of the set of management operations that can be

performed upon it and the effect that these management operations have upon the

managed object and its attributes. Managed objects can also emit notifications, which

contain information concerning the occurrence of an event associated with the

managed object.

4) Management Communication Protocol

The interactions between management system and managed system are realized

through the exchange of management information. The rules governing these

interactions are the management communication protocols. Management Functions

and Managed Objects are components of the communication protocol.

5) Systems Management Functional Areas

The requirements to be satisfied by systems management activities can be categorized

into five functional areas:

 fault management

 accounting management
  configuration management

 performance management

 security management

6) Relationship of Systems Management Specifications and Functional Areas

In performing management activities, sets of management functions may be combined

to fulfill a particular functional area requirement. Similarly, managed objects are

general in the sense that they may be used to fulfill requirements in more than one

functional area. Managed objects, their associated management operations and the

communication protocols are known to be common to more than one area. In general,

the managed system - agent - cannot determine the purpose of the management

operations it receives or the notifications that it emits. For example, a managed

system cannot in general determine whether its responses to read error counters

requests will be used for the purpose of fault management or performance

management. The managed system responds to requests from a manager

individually, without needing any wider context within which to carry out the request.

In general, driving the design of the managed system - agent - based on functional

area requirements is a mistake.

III) INTRODUCTION OF TRAINING AND DEVELOPMENT

Every organization needs to have well trained and experienced people to perform the

activities that have done to be done.

If the current or potential job occupant can meet this requirement, training is not

important. But when this is not the case, it is not necessary to raise the skill levels and

increase the versatility and adaptability of employees. Inadequate job performance or

a decline in productivity or changes resulting out of job redesigning or a technological

break through require some type of training and development efforts. As the job

become more complex, the important of employee development also increase. In a

rapidly changing society, employee training and development is not only as activity

that is desirable but also an activity that an organization much commit resource to if it

is to maintain a viable and knowledgeable work force.

Employee training is the important subsystem of HRD. It is the specialized function

and of the fundamental operative functions for HRM After an employee is selected,

placed and introduced he or she much be provided with training facilities. It is an act

of increasing the knowledge and skill of an employee for doing a particular job.

1) Employee Training

Training is a short-term educational process and utilizing a systematic and organized

procedure by which employees learn technical knowledge and skills for a definite

purpose. Training can be defined as “A process by which the means of which the

aptitude skills and capabilities of individual employees to perform specific jobs are

increased. Training is a process of learning a sequence of programmed behavior. It is

the application of knowledge. It gives application of knowledge. It gives people an

awareness of the rules and procedures to guide their behavior. It attempts to improve

their performance on the current job. Or prepare them for an intended job.

Training refers to the teaching and learning activities carried on for the primary

purpose of helping members of an organization to acquire and apply the knowledge,

skills abilities and attitudes needed by a particular job and organization.

2) Definitions of Training

According to DALE.S.BEACH “Training is the organized procedure by which

people learn knowledge and/or skill for a definite purpose”.

According to O.Jeff Harris, Jr.observes “Training of any kind should have as its

objective the redirection or improvement of behavior so that the performance of the

trainee becomes more useful and productive for himself and for the organization of

which he is part. Training normally concentrates on the improvement of operative

skills (the basic skills related to the successful completion of a task), interpersonal

skills (how to relate satisfactorily to other), decision-making skills (how to arrive at

the most satisfactory causes of action), or a combination of these.”

3) Principles or Concepts of Training

Since training is a continuous process and not a one shot affair, and since it consumer

time and entails much expenditure, it is necessary that a training program or policy

should be prepared with great thought and care, for it should serve the purpose of the

establishment as well as the needs of employees. Moreover, it much guard against

over-training, use of poor instructions, too much training in skills which are

unnecessary for a particular job, initiation of other company training programmes,

misuse of testing techniques, inadequate tools and equipment, and over reliance on

one single technique.

A successful training programme presumes that sufficient care has been taken to

discover areas in which it is needed most and to create the necessary environment for

its conduct. The selected trainer should be one who clearly understands his job and

has professional expertise, has an aptitude and ability for teaching, possesses a

pleasing personality and a capacity for leadership, is well-versed in the principles and
methods of training, and is able to appreciate the value of training in relation to an

enterprise.

4) Need for basic purposes of Training

1. To increase productivity

2. To improve quality

3. To help a company fulfill its future personnel needs

4. To improve organizational climate

5. To improve health and safety

6. Obsolescence prevention

7. Personal growth

5) Classification of Training Methods

1. On the job training

2. Off the job training methods

3. Vestibule

4. Simulation

5. Demonstration and examples

6. Apprenticeship

7. Other training methods

6. Off the job training Methods

a. Lectures

b. Conference

c. Case study

d. Role-Player

e. Programmed instruction
 7. Other Training Methods

A. Associations

B. Audiovisual aids

i) On the Job Training (OJT)

Virtually every employee, from the clerk to company president, gets some “on the job

training” when he joins a firm. That is why William tracly calls it, “the most

common, the most widely used and accepted, and the most necessary method of

training employees in the skills essential for acceptable for job performance.

Trainees earn as they learn under the watchful eyes of a master mechanic or

craftsman, receive immediate feedback, practice in the actual work environment, and

associate with the same people they will work with after training.

Employees are coached and instructed by skilled co-workers, by supervisors, by the

special training instructors. They learn the job by personal observation and practice

as well as occasionally handling it. It is learning by doing, and it is most useful for

jobs that are either difficult to stimulate or can be learned by doing, and it is most

useful for jobs that are either difficult to stimulate or can be learned quickly by

watching and doing.

They are a variety of OJT methods, such as “coaching” or understudy, job rotation

and special assignments.

Merits of OJT

 The trainee learns on the actual equipment in use and in the true environment

of his job.
  It is highly economical since no additional personnel or facilities are required

for training.

 The trainee learns the rules, regulations procedures by observing their day-to-

day applications.

 This type of training is a suitable alternative for a company in which there are

almost as many jobs as there are employees.

 It is most appropriate for teaching the knowledge and skills which can be

acquired in a relatively short period say, a few days or weeks.

Demerits of OJT

 Introduction is often highly disorganized and haphazard and not properly

supervised. This is due to such reasons as the inability of the experienced

 employee to impart skills to the trainee, the breakdown of the job for the

purpose of instructions

 The lack of motivation on the part of the trainee to receive training.

 Learners are often subjected to distractions of a noisy shop or office.

 Low productivity when the employee is unable to fully develop his skills.

ii) Off-the-Job Training

Off-the-job training simply means that training is not a part of everyday job activity.

The actual location may be in the company class-rooms or in places which are owned

by the company or in universities or associations which have no connection with the

company.

Following are the methods of off-the-job training:

 Lectures

 Conference
  Case study

 Role-Player

 Programmed instruction

iii) Vestibule Training

This method attempts to duplicate on-the-job situations in a company classroom. It is

a classroom training which is often imparted with the help of the equipment and

machines which are identical with those in use in the place of work. This technique

enables the trainee to concentrate on learning the new skill rather than on performing

an actual job.

iv) Demonstrations & Examples

In the demonstration method, the trainer describes and displays something, as when

he teaches an employee how to do something by actually performing the activity

himself and by going through a step-by-step explanation of “why” and “what” he is

doing.

Teaching by example is effective in mechanical operations or interpersonal

relationships, for job duties and responsibilities, for informal group standards,

supervisory expectations, and the like.

v) Simulation

Simulation is a technique which duplicates, as nearly as possible, the actual conditions

encountered on a job. The vestibule training method or the business-game method is

examples of business simulations. Simulation techniques have been most widely used

in the aeronautical industry.

vi) Apprenticeship

For training is crafts, trades and in technical areas, apprenticeship training is the

oldest and most commonly used method, especially when proficiency in a job is the

result of a relatively long training period of 2 years to 3 years for persons of superior

ability and from 4 years to 5 years for others. The field in which apprenticeship

training is offered are numerous and range from the job of a draughtsman, a

machinist, a printer, a tool-maker, a pattern designer, a mechanic, carpenters, weavers,

fitters, jewelers, diesinkers, engravers, and electricians.

6) Executive Development

All the persons who have authority over others and are responsible for their activities

and for the operations of an enterprise and managers. In a business organization, the

co-ordination and direction of the efforts of others is a major part of the management

job. The manager has to deal not only with the staff but also with others outside his

own group, and has a decided influence on the organization. In any organization,

each supervisor, foreman, executive is a manager in the area of his responsibility.

Even the corporate chairman, departmental head, personnel administrator, planner or

coordinator is, in fact, a manager, although many of them do not supervise others but

are on the Board of Management. The titles of managers are not standardized; but, in

a broad sense, all supervisors, foremen, executives and administrators and managers.

These terms are used interchangeably.

The manager is the dynamic life-giving element in a business. The caliber and

performance of managers will largely determine the success of a business. If the

business wants to improve the quality of its mangers, it much expend money and

effort and introduce imaginative and systematic development schemes for them – in

which managers themselves play a crucial role. All enterprises need to devote great
attention to the continuous supply of their future managers, both functional and

general.

A manager‟s task includes certain skills which can be improved, even perfected or

nearly so. The major and more elusive task of management development is to mould

and fashion the behavior component into a virile and unmixed weapon of enterprise

achievement. The secret of effective management lies in vitality, a conceptual

attitude of mind concerned with profitable results matched by determination and

integrity in management and managers.

7) Managerial Functions

Managerial functions consist of three key tasks:-

i) The maintenance and operation of the organizational communication with a view to

translating the broad organizational goals into details working purposes and providing

feedback on progress on the problems of achievement.

ii) The maintenance of the organization

iii) The maintenance of faith in the superiority and desirability of achieving the

organizational aims.

Knowledge and Skills of the Manager

Technical skills

Human skills

Conceptual skills
IV) IMPORTANCE OF TRAINING AND DEVELOPMENT

1) Importance of Training

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. It is an integral part of the whole management programme,

with all its many activities functionally inter-related.

Training is a practical and vital necessity because, apart from the other advantages

mentioned above, it enables employees to develop and rise within the organization,

and increase their “Market Value,” earning power and job security. It enables

management to resolve sources of friction arising from parochialism, to bring home to

the employees the fact that the management is not divisible. It moulds the employees

attitudes and help them to achieve a better co-operation with the company and a

greater loyalty to it. The management is benefited in the sense that higher standards

of quality and achieved, a satisfactory organizational structure is built up: authority

can be delegated and stimulus for progress applied to employees. Training, moreover,

heightens the morale of the employees, for it helps in reducing dissatisfaction,

complaints, grievance and absenteeism, reduces the rate of turnover. Further, trained

employees make a better and economical use of materials, and equipment; therefore,

wastage and spoilage are lessened, and the need for constant supervision is reduced.

The importance of training has been expressed in these words;

Training is a widely accepted problem-solving device. Indeed, our national

superiority in manpower productivity can be attributed in no small measure to the

success of our educational and industrial training programmes. This success has been

achieved by a tendency in many quarters to regard training as a panacea. It is almost

traditional in America to believe that if something is good, more of the thing is even
better. Hence, we take more vitamin pills to solve personal health problems and more

training to solve our manpower problems. Over and under-emphasis on training

stems largely from inadequate recognition and determination of training needs and

objectives. They stem also from lack of recognition of the professional techniques of

modern industrial training.

2) Importance of Management Development

The management Training & Development Committee of the Central Training

Council in the U.K has emphasized the importance of management development in

these words:

“The existence of a policy on management development makes clear to everyone in

the business what the intentions of the Board of Directors are, and it sets the context

with the detailed plans and techniques it will fit. The preparation of a policy

statement compels the top management and their specialist advisers to define their

reasons for investing money and spending time in systematic management

development. The debate that takes place, and the policy evolves, is as invaluable in

its own way as the formal document itself.

 The development of the full potential of all those who are under their

command as a prime responsibility

 Providing for the present and future needs of the firm for managerial talent by

establishing, operating and improving management training and development

scheme,

 Taking account by regular appraisal of how successful managers are

developing their own subordinates

 Providing opportunities of every manager to take an active part in his own

development
 INDUSTRY PROFILE

What Is the Service Sector?

The service sector produces intangible goods, more precisely services instead of
goods, and according to the U.S. Census Bureau, it comprises various service
industries including warehousing and transportation services; information
services; securities and other investment services; professional services; waste
management; health care and social assistance; and arts, entertainment, and
recreation. Countries with economies centered around the service sector are
considered more advanced than industrial or agricultural economies.

KEY TAKEAWAYS

 The service sector is the third sector of the economy, after raw materials
production and manufacturing.
 The service sector includes a wide variety of tangible and intangible
services from office cleaning to rock concerts to brain surgery.
 The service sector is the largest sector of the global economy in terms of
value-added and is especially important in more advanced economies.

The service sector, also known as the tertiary sector, is the third tier in the three
sector economy. Instead of the product production, this sector produces services
maintenance and repairs, training, or consulting. Examples of service sector jobs
include housekeeping, tours, nursing, and teaching. By contrast, individuals
employed in the industrial or manufacturing sectors produce tangible goods, such
as cars, clothes, or equipment.

Among the countries that place heavy emphasis on the service sector, the United
States, the United Kingdom, Australia, and China rank among the top. In the
United States, the Institute for Supply Management (ISM) produces a monthly
index that details the general state of business activity in the service sector. This
index is regarded as a metric for the overall economic health of the country
because approximately two-thirds of U.S. economic activity occurs in the service
sector.
The Service Sector in the Three-Part Economy

The service or tertiary sector is the third piece of a three-part economy. The first
economic sector, the primary sector, covers the farming, mining, and agricultural
business activities in the economy. The secondary sector covers manufacturing
and business activities that facilitate the production of tangible goods from the raw
materials produced by the primary sector. The service sector, though classified as
the third economic sector, is responsible for the largest portion of the global
economy’s business activity.

Technology in the Service Industry

Technology, specifically information technology systems, is shaping the way

businesses in the service sector operate. Businesses in this sector are rapidly
placing more focus on what is becoming known as the knowledge economy, or
the ability to surpass competitors by understanding what target customers want
and need, and operate in a way that meets those wants and needs quickly with
minimal cost. In nearly all industries within the sector, businesses adopt new
technology to bolster production, increase speed and efficiency, and cut down on
the number of employees required for operation. This cuts down on costs and
improves incoming revenue streams.

According to the CIA World Factbook, the following countries are the largest
by service or tertiary output as of 2018:

1. United States: $15.5 trillion

2. China: $6.2 trillion
3. Japan: $3.4 trillion
4. Germany: $2.5 trillion
5. Canada: $1.2 trillion
6. United Kingdom: $2.1 trillion
7. France: $2.0 trillion
8. Brazil: $1.5 trillion
9. India: $1.5 trillion
 COMPANY PROFILE

ABOUT PRIYADARSHI PRINT-O-PACK

Priyadarshi print O PACK as a leading organization in North India in the field of

Graphic Designing, Offset Printing & Packaging, since 2007 & established our
selves as prominent & reputed house in Printing & Packaging industry.

Priyadarshi print O PACK provide a full range of printing services and handle all
aspects of packaging. Priyadarshi print O PACK approach is to combine creativity
with printing expertise to provide our clients with services that meet their business
objectives. Priyadarshi print O PACK believe in the rapid and quick delivery, which
plays a vital role in today's environment when time is the essence of transaction.

Priyadarshi print O PACK provide international standard of printing services to a

diverse group of Indian and Foreign clientele doing business in India. Priyadarshi
print O PACK continued efforts to maximize the value and quality of services to
our valued clients, we adhere to extremely strict manufacturing and printing
standards.

Priyadarshi print O PACK would also like to bring to your notice that one of our
Sister concern Unit has experience of over 15 years in the printing & packaging
line and is already running a successful manufacturing unit in New Delhi since
past 15 years as Maurya Printers Pvt. Ltd., having an annual turnover of Rs. 8
crore. Priyadarshi print O PACK production and quality control is monitored by
highly skilled personnel in the concerned departments.
 SERVICES
SERVICES INCLUDE GRAPHIC DESIGNING AND
PRIYADARSHI PRINT-O-PACK
OFFSET PRINTING & PACKAGING. WE CATER TO THE VARIOUS NEEDS OF
PRINTING LIKE:
Publicity Leaflets, Folders, Brochures, Catalogues, Balance Sheets, Magazines
Annual Reports, Calendars, Technical Manuals, Books, Tags,

Swatch cards, Labels, Multi Color Unit Carton, S.A. Labels, and Direction etc. for
Government Undertakings, Corporations, Limited, Private

Limited Organizations. Priyadarshi print O PACK also cater to our Clients needs
for Russian, German, French, Arabic & other foreign languages and publications
are fully equipped to get the work executed on state-of-the-art, machineries
installed at our press (Annexure attached).

 Mono Cartons (printed and non-printed)

 Master Cartons (printed and non-printed)
 Plain & Printed Stickers, Labels
 Product Labels
 Company Catalogues.
 Posters
 Danglers
 Leaflets

 Folders
 Brochures
 Catalogues
 Magazines
 Annual Reports
 Calendars
 Technical
 Manuals
 Books

HAVE IN HOUSE FACILITIES OF PRINTING,

Priyadarshi print O PACK
CORRUGATION AND CARTON/ BOX MAKING PLANT. OUR R&D UNIT
IS HIGHLY DEDICATED TO PROVIDE OUR CLIENT BEST QUALITY
WITH LATEST DESIGN SEEING PRESENT COMPETITIVE SCENARI
 RESEARCH DESIGN

TITLE

TRAINING AND DEVELOPMENT – A study of employee training and executive

development at xyz co.

OBJECTIVES OF THE STUDY

To evaluate the importance of training and development in an organization

To study in depth the activities of training in the organization

To understand the need for HRM in today‟s world.

To analyse how training and development benefits the organization

To analyse how employees are satisfied with the Training team

SAMPLE SIZE AND SAMPLING TECHNIQUES

Sampling plan:

 Sampling Technique: The sampling technique used for the purpose of

this project report was XYZ CO software and BPO employees. The

collection of data was made from different departments of XYZ CO.

3) Research instrument:

 Face-to-face interview.

 Questionnaire.
DATA COLLECTION METHODS

Primary Date

Through interactive and exchange of information with the concerned executive and

employees in the organization

Secondary Date

Company hand books

Internet

Textbooks
 LIMITATIONS OF THE STUDY

Firstly, the study excluded Multinational firms and joint ventures with multinational

firms. Multinational corporations are driven by a different set of needs and business

motives therefore it was felt that MNC's will have a different set of factors which

influence their global expansion when compared to Indian firms.

Secondly, the study excluded Information Technology Enabled Service (ITES) and

Business Process Outsourcing (BPO) companies. Though ITES and BPO companies

are classified as IT services export firms, the study excluded these companies as their

operations was primarily in India and only services from India are exported. The

absence of international operations changes the nature of these businesses and factors

influencing ITES and BPO companies are substantially different from that of software

companies.

Thirdly, the study did not consider the influence of entrepreneur-diaspora networks on

global expansion. Managers who answered the survey were not the founders of the

company. Moreover technical managers had little exposure to entrepreneur-diaspora

networks to form an opinion. The impact of entrepreneur-diaspora network on

globalization of Indian software firms requires further study with inputs from

entrepreneurs and Indian diaspora.

Lastly, the study was conducted by an Indian and all the managers were Indian

nationals working in India or in USA. The lack of cultural diversity among the

managers who took part in the survey could have impacted the study.
 Analysis and Interpretation

TABLE – 1

Table Showing Service of the Employee

GRAPH - 1

Graph Showing Service of the Employees

Years Respondents Percentage

0–1 20 20

1–2 15 15

2–3 10 10

3–4 5 5

Service

25
20
15
10
5
0

0-1 1-2 2-3 3-4

Interpretation

From the above graph we come to know there are very less vintage employees, and

more new employees.

 TABLE – 2

Table Showing Awareness of Training and Development Programms

Options Respondents Percentage

Yes 50 100

No 0 0

GRAPH - 2

Graph Showing Awareness Training and Development Programms

Awareness

100
80
60
40
20
0

Yes No

Interpretation

From the above graph we can see that everyone is aware of training and

development programs
 TABLE – 3

Table Showing Awareness of Training and Development Programms

Prior to its commencement

Options Respondents Percentage

Yes 50 100

No 0 0

GRAPH – 3

Graph Showing Awareness of Training and Development Programms

Prior to its commencement

Priortocommencement

100
80
60
40
20
0

Yes No

Interpretation

From the above graph we can see that everyone is aware of training and

development programs prior to its commencement

 TABLE – 4

Table Showing Additional skills/knowledgecould beacquired through

training programms

Options Respondents Percentage

Yes 70 70

No 30 30

Graph – 4

Graph Showing Additional skills/knowledgecouldbeacquiredthrough

training programms

Additional skills

80
60
40
20
0

Yes No

Interpretation

From the above graph we can see that “seventy percent” of the respondent says

they get additional knowledge from training programmes, and “thirty percent” of

the respondent says they won‟t get any additional knowledge from training.
 TABLE – 5

Table showing quality conscious after training programms

Options Respondents Percentage

Yes 40 40

No 60 60

GRAPH – 5

Graph Showing Quality conscious after training programms

Quality Conscious

80
60
40
20
0

Yes No

Interpretation

From the above graph we can conclude that most of the respondent says they are

not more quality conscious after attending training programms

 TABLE – 6

Table showing increase in confident level after attending training

programms

Options Respondents Percentage

Yes 80 80

No 20 20

GRAPH – 6

Graph Showing increase in confident level after attending training

programms

Confidence

100
80
60
40
20
0

Yes No

Interpretation

From the above graph I can conclude that most of the respondent says training

programs will boost up the confidence level.

 TABLE – 7

Table showing changes in interpersonal skills/attitude after attending

training programms

Options Respondents Percentage

Strongly agree 30 30

Partly agree 50 50

Agree 10 10

Disagree 10 10

GRAPH – 7

Graph showing changes in interpersonal skills/attitude after attending

training programms

Changes in Interpersonnel skills

100
80
60
40
20
0
Strongly Partly Agree Disagree
agree agree

Interpretation

From the above graph we can see that more number of respondent says partly

agree and less number of respondent says agree and disagree in terms of changes

in interpersonnel skills and attitudes after attending training programms

 TABLE – 8

Table showing acquired skill in T&D programme

can be implemented in your work

Options Respondents Percentage

Yes 65 65

No 35 35

GRAPH – 8

Graph showing acquired skill in T&D programme

can be implemented in your work

Implementation of skills

100
80
60
40
20
0

Yes No

Interpretation

From the above graph we can see that most of the respondent says the acquired

skills at T&D programs can be implemented at their work.

 TABLE – 9

Table showing improvements can be brought into T&D programms

Options Respondents Percentage

Adopting interactive sessions 60 60

Improve the quality of materials 20 20

Hire expert trainers 20 20

Others 0 0

GRAPH – 9

Graph showing improvements can be brought into T&D programms

Improvents on T&D

100
80
60
40
20
0
AdoptingImproveHire expertOthers interactive the qualitytraineers
sessionsof
materials
 TABLE – 10

Table showing Satisfaction level on T&D programms

Options Respondents Percentage

Excellent 20 20

Good 30 60

Satisfied 8 15

Dissatisfied 2 4

GRAPH – 10

Graph showing Satisfaction level on T&D programms

Satisfaction Level

100
80
60
40
20
0

Interpretation

From the above graph we can see that most of the respondents are satisfied with

the Training and Development Programmes

 FINDINGS

 Few training programmes will be conducted based on projects

 Feedback from the trainees about the training programme is given extreme

importance for future training programmes.

 The company has been benefited by training its employees, and even the

employees are personally benefited by acquiring additional

skills/knowledge and by becoming more quality conscious.

 Each and every new employees will be getting Induction program i.e

regarding companies policies and procedures

 Every employee will be trained on their particular process; training will be

conducted in two ways i.e. on the job training and off the job training.
 CONCLUSION

The findings of this study can conclusively say that global expansion of Indian

software firms is primarily driven demand factors: market size, market attractiveness

and competition intensity. Political risk factors are considered before entering a

foreign country. Political stability and diplomatic relation of that country with India

play a role in evaluating the political risk factors. Surprisingly cultural differences do

not seem to weigh much in global expansion plans. Indian software firms utilize

programmers from India more than hiring locals from a foreign country. This tend

explains the importance to legal hurdles regarding visa procedure and the cultural

insensitivity at these companies. Finally, the availability of telecommunication

infrastructure is considered to be of moderate importance. The universal nature of

Internet and satellite communication capability provided by Indian government has

mitigated the importance of telecommunication infrastructure.

India is globally recognized for software development and programms; many software

based industries realize that India is growing venture for software development

programming and trainings. Many foreign companies have established and are

establishing their branches across India. The opinions of managers on global

expansion might change with greater experience in running a global firm.

 QUESTIONNAIRE

1. Since how long you have served the company?

0 – 1 year ( )

1 – 2 year ( )

2 – 3 year ( )

3 – 4 year ( )

2. Are you aware of Training Programs conducted by the Training department?

Yes ( )

No ( )

3. Were you aware of the T&D programmes prior to its commencement?

Yes ( )

No ( )

4. Do you feel additional skills/knowledge could be acquired through such

programmes?

Yes ( )

No ( )

5 Do you think the training programme has made you more quality conscious?

Yes ( )

No ( )

6. Do you think training help‟s in boost up the confidentlevel?

Yes ( )

No ( )
7. Do you agree that T&D programme can help in bringing out changes in
inter personnel skills/attitudes?

Strongly agree ( )

Partly agree ( )

Agree ( )

Disagree ( )

8. Do you think the acquired skill in T&D programme can be implemented

in your work?

Yes ( )

No ( )

9. How do you think improvements can be brought into the T&D

programmes?

Adopting interactive sessions ( )

Improve the quality of materials/input ( )

Hire expert trainers ( )

Others Please Specify ( )

10. How do you rate your satisfaction level regarding Training &
Development Programms?

Excellent ( )

Good ( )

Satisfied ( )

Dissatisfied ( )
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