A Research Project Report

On
“STUDY ON TRAINING & DEVELOPMENT AND
PERFORMANCE APPRAISAL PROCESS IN GENPACT

Submitted In Partial
Fulfilment of the Requirements for the Degree

Of
MASTER OF BUSINESS ADMINISTRATION
Faculty Guide: - Submitted By: -
Prof. Prashant Tomar Radhika Saini
Assistant Professor Roll no. 2202400700054

(Session 2024 – 2025)

SUNDERDEEP ENGINEERING COLLEGE,

GHAZIABAD (240)
(Affiliated to DR. A.P.J. Abdul Kalam Technical University, Uttar Pradesh,
Lucknow, Approved by AICTE, Govt. of India)
 SUNDER DEEP ENGINEERING COLLEGE,GHAZIABAD
(240)
(Affiliated to Dr.A.P.J.Abdul Kalam Technical University , Uttar
Pradesh,Lucknow )
NH-24, Delhi-Hapur Road, Dasna, Ghaziabad (U.P.)

CERTIFICATE

TO WHOM SO EVER IT MAY CONCERN

This is to certify that the report titled “Study on Training & Development and
Performance Appraisal Process in Genpact”. being submitted by Prashant Tomar
& Roll No. 2202400700054in partial fulfillment of the requirements for the award of
the Degree of Master of Business Administration, Affiliated to DR. A.P.J. ABDUL
KALAM TECHNICAL UNIVERSITY, LUCKNOW Approved by AICTE, Govt.
of India., is a bonafide record of the project. The report has been completed under my
guidance and his/her performance during the project has been satisfactory.

I wish him/her all the best for the future endeavors.

Prof. Prashant Tomar Dr. Deepa Kanwar

Assistant Professor Dy. Director
 STUDENT’S DECLARATION

I undersigned, hereby declare that the project “Study on Training & Development
and Performance Appraisal Process in Genpact”. submitted in partial fulfillment
for the award of Degree of Master of Business Administration (MBA), Affiliated to
DR. A P J Abdul Kalam Technical University, Lucknow is a bonafide record of
work done by me under the guidance of (Prof. Prashant Tomar Assistant
Professor). This report has not previously formed the basis for the award of any
degree, diploma, or similar title of any University.

Date:

Student Name: - Radhika Saini

Roll No: - 2202400700054
MBA IV Semester
 Acknowledgements
Through this acknowledgement I express my sincere gratitude towards all those
people who helped me in this project, which has been a learning experience.
This space wouldn’t be enough to extend my warm gratitude towards my project
guide (Prof. Prashant Tomar Assistant Professor)for his efforts in coordinating
with my work and guiding in right direction.
I escalate a heartfelt regard to The Dy. Director Dr. Deepa Kanwar of our Institution
for giving me the essential help in concluding this work.
It would be injustice to proceed without acknowledging those vital supports I received
from my beloved classmates and friends, without whom I would have been half done.
I also use this space to offer my sincere love& Regards to my parents and all others
who had been there, helping me walk through this work.

Student Name: - Radhika saini

Roll No: - 2202400700054
 EXECUTIVE SUMMARY

This endeavor seeks to analytically understand the contribution of

Training and Development and Performance appraisal towards
Organizational Success in Genpact. The scope of the project is
confined to Genpact. The sample size taken is of 50 using Simple
Random Sampling. Descriptive research has been conducted to find
the impact of Training and Development and Performance Appraisal
on Genpact.

Success according to Genpact has a wide spectrum from – Revenue,

Internal Processes, Human Growth and Development, People
Perception, Customer satisfaction and Profile of the people. Training
which is based on functional levels varies in its kind from batch
training to ethics training. Genpact adopts innovative development
practices like Wings within and providing clear career path for
employees to steer ahead in the corporate ladder. Post shift and pre
shift huddling is practiced to provide a clear feedback on the day’s job
thereby making feedbacks regular and effective. It is highly People
centric blending team orientation with an aggressive outlook and
result orientation. 360 degree performance appraisal adopted with
frequent call barging associated with highly correlated reward system
like feather in the cap, Thanks a zillion, etc., highly motivates
employees. Genpact can rechristen the designation name of its
employees to boost their ego and provide perfect guidance in career
development and develop innovative HR practices to maintain the
competitive advantage. Genpact can be a clear case of successful

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organizations with more focus on its people practices and be the
market leader in a industry where the attrition rate is very high.

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 INDEX

CHAPTERS PARTICULARS PAGE NO

CHAPTER 1 Introduction 8-30

CHAPTER 2 Objective and Scope of the Study 32

CHAPTER 3 Literature Review 34

CHAPTER 4 Research Methodology 52-

CHAPTER 5 Data Analysis & Interpretation 56

CHAPTER 6 Finding, Suggestion and Conclusion 88-91

Bibliography 93
Annexure 94-100

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 CHAPTER I
INTRODUCTION

HUMAN RESOURCE MANAGEMENT

Human Resource Management is defined as the people who staff and

manage organization. It comprises of the functions and principles that are applied
to retaining, training, developing, and compensating the employees in
organization. It is also applicable to non-business organizations, such as
education, healthcare, etc Human Resource Management is defined as the set of
activities, programs, and functions that are designed to maximize both
organizational as well as employee effectiveness.

Scope of HRM without a doubt is vast. All the activities of employee,

from the time of his entry into an organization until he leaves, come under the
horizon of HRM.
The divisions included in HRM are Recruitment, Payroll, Performance
Management, Training and Development, Retention, Industrial Relation, etc. Out
of all these divisions, one such important division is training and development.

TRAINING AND DEVELOPMENT is a sub system of an organization. It

ensures that randomness is reduced and learning or behavioral change takes place
in structured format.
Hence I have taken this topic for my project. My project deals with training and
development and Performance appraisal of the employees at Genpact. The
training is imparted by Genpact.

Following are the areas of Training & Development and appraisal I tried to cover-
up in my work.
 Studying training activities
 Analyzing training programme
 Evaluating the Appraisal process.

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Employee training tries to improve skills, or add to the existing level of
knowledge so that employee is better equipped to do his present job, or to prepare
him for a higher position with increased responsibilities. However individual
growth not ends in itself. Organizational growth need to be measured along with
individual growth.
Training refers to the teaching /learning activities done for the primary
purpose of helping members of an organization to acquire and apply the
knowledge skills, abilities, and attitude needed by that organization to acquire and
apply the same. Broadly speaking training is the act of increasing the knowledge
and skill of an employee for doing a particular job.
In today’s scenario change is the order of the day and the only way to deal
with it is to learn and grow. Employees have become central to success or failure
of an organization they are the cornucopia of ideas. So it high time the
organization realize that “train and retain is the mantra of new millennium.”

PERFORMANCE APPRAISAL

Performance appraisal may be defined as a structured formal interaction between

a subordinate and supervisor, that usually takes the form of a periodic interview
(annual or semi-annual), in which the work performance of the subordinate is
examined and discussed, with a view to identifying weaknesses and strengths as
well as opportunities for improvement and skills development. Performance
appraisal, also known as employee appraisal, is a method by which the job
performance of an employee is evaluated (generally in terms of quality, quantity,
cost and time). Performance appraisal is a part of career development.

Performance appraisals are regular reviews of employee performance within

organizations. Generally, the aims of a performance appraisal are to:

 Give feedback on performance to employees.

 Identify employee training needs.
 Document criteria used to allocate organizational rewards.

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  Form a basis for personnel decisions: salary increases, promotions,
disciplinary actions, etc.
 Provide the opportunity for organizational diagnosis and
development.
 Facilitate communication between employee and administration

Validate selection techniques and human resource policies to meet federal Equal
Employment Opportunity requirements.

Performance Appraisal Summary

Performance appraisal, while enabling a manager to identify the training needs of

employees, and evolving a training plan for them, also, serves to meet other
objectives. Performance appraisal satisfies the psychological needs individuals
have to know how they are performing their job and increases employees' job
satisfaction and morale by letting them know that the manager is interested in
their progress and development. Systematic performance appraisal also provides
both the firm and the employee a careful evaluation, rather than a snap judgement
of an employee's performance. Many firms use performance appraisals to plan
placements and transfers and to provide input into decisions regarding salary
increases, promotions, and transfers. Finally, performance appraisals may be used
as a basis for the coaching and counselling of individual employees by their
superiors. To summarize the uses of performance appraisal:

 Performance improvement
 Compensation
 Placement
 Training & development needs assessment
 Career planning
 Job design error detection

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CHARACTERISTICS OF AN APPRAISAL SYSTEM

Performance appraisal cannot be implemented successfully unless it is accepted

by all concerned. There should be a common and clear understanding of the
distinction between evaluation and appraisal. As Patten (1982) argues, evaluation
aims at 'objective' measurement, while appraisal includes both objective and
subjective assessment of how well an employee has performed during the period
under review. Thus performance appraisal aims at 'feedback, development and
assessment.' The process of performance appraisal should concentrate on the job
of an employee, the environment of the organization, and the employee him- or
herself. These three factors are inter-related and inter-dependent. Therefore, in
order to be effective, the appraisal system should be individualized, subjective,
qualitative and oriented towards problem-solving. It should be based on clearly
specified and measurable standards and indicators of performance. Since what is
being appraised is performance and not personality, personality traits which are
not relevant to job performance should be excluded from the appraisal framework.

Some of the important considerations in designing a performance appraisal system

are:

 Goal : The job description and the performance goals should be structured,
mutually decided and accepted by both management and employees. Reliable
and consistent Appraisal should include both objective and subjective ratings to
produce reliable and consistent measurement of performance.

 Practical and simple format : The appraisal format should be practical,

simple and aim at fulfilling its basic functions. Long and complicated
formats are time consuming, difficult to understand, and do not elicit much
useful information.
 Regular and routine : While an appraisal system is expected to be formal
in a structured manner, informal contacts and interactions can also be used
for providing feedback to employees.

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 Participatory and open : An effective appraisal system should
necessarily involve the employee's participation, usually through an
appraisal interview with the supervisor, for feedback and future planning.
During this interview, past performance should be discussed frankly and
future goals established. A strategy for accomplishing these goals as well
as for improving future performance should be evolved jointly by the
supervisor and the employee being appraised. Such participation imparts a
feeling of involvement and creates a sense of belonging.

 Rewards : Both positive and negative reward should be part of the

performance appraisal system. Otherwise, the process lacks impact.
 Feedback should be timely : Unless feedback is timely, it loses its utility
and may have only limited influence on performance.
 Impersonal feedback : Feedback must be impersonal if it is to have the
desired effect. Personal feedback is usually rejected with contempt, and
eventually de-motivates the employee.
 Feedback must be noticeable : The staff member being appraised must
be made aware of the information used in the appraisal process. An open
appraisal process creates credibility.
 Relevance and responsiveness : Planning and appraisal of performance
and consequent rewards or punishments should be oriented towards the
objectives of the programme in which the employee has been assigned a
role. For example, if the objectives of a programme are directed towards a
particular client group, then the appraisal system has to be designed with
that orientation.
 Commitment Responsibility : for the appraisal system should be located
at a senior level in the organization so as to ensure commitment and
involvement throughout the management hierarchy.

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WHAT IS THE ROLE OF PERFORMANCE APPRAISAL?

We've seen from previous discussions, that people are one of a company's most
valuable assets. While most assets depreciate over time, people, viewed as assets,
may actually appreciate. One of the manager's major responsibilities is to improve
and update the knowledge and skills of employees -- appreciation of assets.
Performance appraisal plays a significant role as a tool and technique of
organizational development and growth. In essence, effective appraisal systems
provide both evaluation and feedback.The main aim of the evaluation is to
identify performance gaps -- when performance does not meet the organizational
standards -- whereas feedback is necessary to inform employee about those
performance gaps.

From the employee's perspective, performance appraisal informs them about what
is required of them in order to do their jobs, it tells them how well they have
achieved those objectives and helps them take corrective action to improve their
performance, and, finally, it may reward them for meeting the required standards.

The firm, on the other hand, needs a performance appraisal system in order to
establish principles of managerial accountability. Clearly, where employees are
given responsibilities and duties, they need to be held accountable. One of the
functions of performance appraisals is to ensure that people are accountable for
their organizational responsibilities.

Perhaps the most significant benefit of performance appraisals is the opportunities

they provide supervisors and subordinates to have one-on-one discussions of
important work issues. During appraisals, subordinates and supervisors can focus
on work activities and goals, identify and correct existing problems, and
encourage better future performance.

Performance Appraisal and Motivation

Motivational research has recognized the power of recognition as an incentive

(see Maslow and the Expectancy Theory of Motivation). Performance appraisals

13
provide employees with recognition for their work efforts. The appraisal system
provides the supervisor with an opportunity to indicate to employees that the
organization is interested in their performance and development. This recognition
can have a positive motivational influence. on the individual's sense of worth,
commitment and belonging.
Performance Appraisal and Training and Development

Performance appraisals identify performance gaps. As such, they provide an

excellent opportunity for a supervisor and subordinate to recognize and agree
upon individual training and development needs. Performance appraisal
discussion may identify the presence or absence of work skills. Further, the need
for training can be made more relevant if attaining the requisite job skills is clearly
linked to performance outcomes. Consolidated appraisal data can also help form a
picture of the overall organizational training requirements.

Performance Appraisal and Recruitment

Recruitment and selection procedures need to be evaluated. Appraisal data can be

used to monitor the success of a firm's recruitment and selection practices. From
this data, the firm can determine how well employees who were hired in the past
are performing.

Performance Appraisal and Employee Evaluation

Employee evaluation is a major objective of performance appraisal. Given the

major functions of management -- planning, organizing, leading and controlling --
it is clear that evaluations (controlling) need to be done.

At its most basic level, performance appraisal is the process of examining and
evaluating the performance of employees. However, the need to evaluate is also a
source of tension as evaluative and developmental priorities appear to clash.
Some management experts have argued that appraisal cannot serve the needs of
evaluation and development at the same time.

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Performance Appraisal and Total Quality Management (TQM)

With the advent of TQM (Total Quality Management) and the extensive use of
teams, traditional performance appraisal systems have come under some criticism.
For example, rather than motivating employees, conflict may be created when
appraisals are tied to merit pay and when that merit pay is based on a forced
ranking.

W. Edwards Deming, the founder of total quality management (TQM) has long
been associated with the view that performance appraisals ought to be eliminated.
Many TQM proponents claim that performance appraisals are harmful.

15
PERFORMANCE APPRAISAL - PROCESS MAP

16
INDUSTRY PROFILE
Definition of Outsourcing
The Webster's Universal Dictionary meaning of "Outsourcing" is: "A company or
person that provides information; to find a supplier or service, to identify a
source".

Outsourcing can be defined as a process in which a company delegates some of its

in-house operations/processes to a third party. Thus outsourcing is a contracting
transaction through which one company purchases services from another while
keeping ownership and ultimate responsibility for the underlying processes. The
clients inform their provider what they want and how they want the work
performed. So the client can authorize the provider to operate as well as redesign
basic processes in order to ensure even greater cost and efficiency benefits.

Companies turn to resources outside their organizational structure usually to save

money and/or make use of the skilled professionals.

The Outsourcing market is estimated to grow tremendously in the coming few

with an increasing number of companies planning to outsource both low end and
high-end jobs to offshore destinations. Also the number of companies providing
outsourcing services is on the rise, thus resulting in larger variety. Due to the fact
that more and more companies are outsourcing, the risks are getting smaller as
businesses have more experience and clearer objectives.

Outsourcing in the world today is seen as a strategic management option rather

than just a cost cutting operation. It aids companies to achieve their business
objectives through operational excellence and a better market position. In order
for companies to focus on their core competencies, all companies today outsource
one or more of their operations. In order to compete in the global economy
companies need to focus their resources on their core operations.

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Advantages of Outsourcing

• Companies can save up on operational costs. In fact most companies can cut
their operating costs to half by outsourcing
• Get access to cheaper and more efficient labor
• Cut up on labor training cost
• Get access to better technologies at a cheaper cost
• Increase productivity
• Concentrate on core competencies

Disadvantages of Outsourcing
• The company that outsourcers can get into serious trouble if the service provider
refuses to provide business due to bankruptcy, lack of funds, labor etc
• Outsourcing requires the control of the process being outsourced by transferred
to the service provider. Thus the company may loose control over its process
• The service provider in developing countries generally services many
companies. So there are many chances of partiality owing to more payment by
other parties
• The current employees in the company that outsources may feel threatened due
to outsourcing and may not work properly
• The attitude of people in the developed countries against companies that
outsource is generally bad

Business Process outsourcing:

Business process outsourcing is a process in which a company delegates some of
its in-house operations/processes to a third party. Thus business process
outsourcing is a transaction through which one company acquires services from
another while maintaining ownership and ultimate responsibility for the processes.
The company then informs its provider what it wants and how it wants the work
performed. So the company can authorize the provider to operate as well as
redesign basic processes in order to ensure even greater cost and efficiency

18
benefits.

The main motive for business process outsourcing is to allow the company to
invest more time, money and human resources into core activities and building
strategies, which fuel company growth.
Business process outsourcing in today’s world is seen as a strategic management
option rather than just a way to cut costs. BPO helps achieve the companies their
business objectives through operational excellence and an edge in the market
place.

Resources of the companies need to be focused on core competencies and the non
core functions are out sourced. Out sourcing gives you right combination of
people, processes and technology to operate effectively in the global market place
without burdening organization’s time and budget.

Benefits derived from BPO are:

1. Productivity Improvements
2. Access to expertise
3. Operational cost control
4. Cost savings
5. Improved accountability
6. Improved HR
7. Opportunity to focus on core business

Business Process outsourcing in India.

The BPO industry in India has grown by leaps and bounds. It has been growing 70
percent a year and is now worth US$1.6 billion, employing 100,000 people.

Indian BPO Segments Business Process Outsourcing in India is organized in

many segments. Back-office processing and customer interaction services are
among the fastest and largest growing segments that contribute significantly to the
Indian BPO market. Other notable segments are revenue accounting, content

19
development, animation, engineering and design, GIS and medical transcription.

Back-Office Operations / Revenue Accounting / Data Entry And Conversion /

HR Services - This segment is by far the largest, accounting for 42% pf the
market share in FY 2002. Industries such as banks and aviation require large-scale
data processing and data based decision-making capabilities. Indian companies
provide data entry (paper to digital) and rule-set processing (applying present
rules and criteria for processing) and are fast graduating to problem solving and
decision-making.

Content Development / Animation / Engineering And Design / GIS - The

content development segment ranks second occupying 26% of the pie. The
Roncarelli report on computer animation estimates that labor costs in India for
computer animators is roughly one-tenth that in the US. While a computer
animator in India earns about US$7,000 - 9,000 per year, an equivalent animator
in the US earns US$45,000 - 90,000.

Customer Interaction Services - The customer care segment ranks third

occupying 28% of the pie. A customer care center is a service center with
adequate telecom facilities, trained consultants, access to requisite databases,
Internet and other online information support infrastructure to provide information
and support to customers. Such centers are used for a number of customer-related
functions like marketing, selling, information dispensing, advice, technical
support etc.

Medical Transcription Services - Medical transcription accounts for 2% of the

total Indian outsourcing services. Medical transcription was one of the first
offshore BPO services to be launched from India. This service involves the
transcribing of medical records from audio format or dictated by doctors or other
healthcare into either a hard copy or electronic format.

Other Services - The other services include online education or web based

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training, market research analysis using statistical packages, remote network
maintenance and monitoring.

India, took the No. 1 spot in neo IT's ranking of 14 possible IT outsourcing
destinations. According to annual report India offers "cost competitiveness, a
highly skilled labors pool and a high level of service maturity,"

5 reasons why India is the BPO king

S Level-1 Level-1 Level 2 Sub-factors

Sr Factors Weight
No s
1  Labor cost
Financial 30%  Cost advantage –
benefit operating and capital
expenditures
2  Process maturity
Service 25% and competency of suppliers
maturity  Industry size and
growth
 Security/IP
protection
3  Labor pool and
People 25% skill level
 Language
proficiency
 HR
 Educational
system
4  ICT and physical
Infrastructure 5% infrastructure
5  Governmental

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 Catalyst 15% support
 Geopolitical
environment
 Physical and time
zone displacement
 Cultural
compatibility

Advantages of outsourcing to India:

 India - large pool of engineering resources
 12 hr time difference - Savings in time and money
 Cost benefits
 Quality awareness and processes
 Government support - infrastructure availability
 Benefit of track record

Call Centre:
A call centre or call center is a centralized office used for the purpose
of receiving and transmitting a large volume of requests by telephone. A call
centre is operated by a company to administer incoming product support or
information inquiries from consumers. Outgoing calls for telemarketing,
clientele, and debt collection are also made.

A call centre is often operated through an extensive open workspace,

with work stations that include a computer, a telephone set/headset connected
to a telecom switch, and one or more supervisor stations. It can be
independently operated or networked with additional centres, often linked to a
corporate computer network, including mainframes, microcomputers and
LANs. Increasingly, the voice and data pathways into the centre are linked
through a set of new technologies called computer telephony integration

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 (CTI).

Most major businesses use call centres to interact with their

customers. Examples include utility companies, mail order catalogue firms,
and customer support for computer hardware and software. Some businesses
even service internal functions through call centres. Examples of this include
help desks and sales support.

Key performance indicators (KPIs) in a call center are:

A. Average Call Value (Sales and Reservations Only)
This measure is generally calculated by dividing total revenue generated by
number of calls.

B. Customer Satisfaction
Customer satisfaction is, without doubt, a top priority. Most call centers
conduct surveys via either outbound calls or mail to randomly selected
callers.

C. Service Level
Service level takes the form of X percent answer in Y seconds (such as 80
percent of calls answered in 20 seconds), and is a high level measure of how
fast callers get through to reps.

D. Percent Abandoned
Abandonment is an ongoing concern in incoming call centers. If callers hang
up before we get a chance to talk to them, we are missing the opportunity to
make them happy, sell to them and solve their customer service problems
callers' circumstances.

E. Cost Per Call

There are various ways to calculate cost per call (i.e. what factors to include
in staff costs, how to allocate equipment, how to value the building) but the

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 basic formula is to divide total costs by total calls received for a given period
of time (usually a month).

Company Profile

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GE:
GE is a diversified technology, media and financial services company dedicated to
creating products that make life better. From aircraft engines and power
generation to financial services, medical imaging, television programming and
plastics, GE operates in more than 100 countries and employs more than 300,000
people worldwide.
The company traces its beginnings to Thomas A. Edison, who established Edison
Electric Light Company in 1878. In 1892, a merger of Edison General Electric
Company and Thomson-Houston Electric Company created General Electric
Company. GE is the only company listed in the Dow Jones Industrial Index today
that was also included in the original index in 1896

Thomas Edison was the genius inventor of the electrical age, a man whose
hundreds of inventions made him a public giant in the late 19th and early 20th
centuries. Among Edison's most famous inventions are the first practical long-
lasting light bulb and the phonograph; he also helped refine and develop other
inventions like motion pictures, the stock ticker and the typewriter.
By the end of his life Edison had registered 1093 patents and had made millions
from his inventions and the businesses he built on them. He is especially known
for his work with electricity, and the story of his struggles to find the right
filament for the first working light bulb are legendary. Edison's labs were located
in Menlo Park, New Jersey, leading to his nickname: "The Wizard of Menlo
Park." Edison is also famous for being a dogged worker: he often slept no more
than four hours per night and made the famous statement, "Genius is one percent
inspiration and ninety-nine percent perspiration"

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Gecis Global reborn as Genpact

GE Capital International Services has taken on a new name : Genpact, with

tagline: Global Business Impact(SM).

Gecis Global is a pioneer in global outsourcing world and is a big name to

contend with. Expectations generated by the rebirth include passing the US $1
billion mark in annual revenues by 2007 – 2008 and gain a global workforce
reaching 30,000 in number.

The search for a new name began December 30, 2004 upon GE’s
commercialization of its GE Capital International Services unit. Of the thousands
of suggestions that poured in from employees and customers, Genpact stood out
and was eventually chosen.

"We chose it because it so aptly communicates our brand promise - generating

value, commitment, partnership and impact,” says Pramod Bahsin, Genpact’s
president and CEO. He goes further to explain the concept behind the name and
tagline, "Global enterprises today want impact," said Bhasin. "They want partners
they can trust to work with them and through process excellence measurably
improves their margins, cash performance, and speed to market."

The Genpact logo was designed by Interbrand and depicts a stylized arrow aimed
at a blue field.

"Global enterprises today want impact. They want partners they can trust to work
with them and through process excellence measurably improves their margins,
cash performance, and speed to market," explains Bahsin.

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Genpact is a global business process management and services and IT corporation
with key offices in New York City, United States. It’s listed on the New York
Stock Exchange under the symbol G.

In 2016, the company reported net revenues of US$2.57 billion with more than
77,000 employees in 20 countries. Genpact has a few hundred clients, including
approximately one-fifth of the Fortune Global 500.

It was founded in 1997 as a business unit within General Electric. In January

2005, Genpact became an independent company and in August 2007 publicly
traded. Bain Capital became its largest shareholder in November 2012.

In 2015, Business Today ranked Genpact second in its BPO, KPO, and ITES
category and 21st in its overall category for “Top 25 Best Companies to Work
For” in India. In 2016, CareerBliss ranked Genpact 23rd in its “Top 50 Happiest
Companies in America”.

Even brighter future awaits Genpact as more clients in the blue-chip market find
their way to it, in their quest for global outsourcing excellence. Growth History:
Genpact has grown from a fledgling company, employing around 350 people in
India, in 1997, to one with an employee base of over 19,000 people globally.
Combined with this, Genpact has achieved an exponential growth in revenues.

Genpact, as it was widely known, thrived with the outsourcing boom with offices
in Hyderabad, Bangalore, Jaipur, and Kolkata. It branched even further by
building sites in China, Eastern Europe, and Mexico. Under consideration are
plans to erect sites in India, China, and a yet-to-be-disclosed location in Europe or
North Africa catering to a French-speaking clientele.

Executive leadership

On June 17, 2011, NV “Tiger” Tyagarajan became the president and chief
executive officer (CEO) of Genpact and was appointed to the Board of Directors.
He had served as chief operating officer of Genpact. He succeeded Pramod

27
Bhasin, who stepped down as CEO and member of the board and became non-
executive vice chairman of the company.

Tyagarajan had been CEO of Genpact from 1999 to 2002, when he led the
business through a critical growth phase as a subsidiary of GE. When Genpact
became an independent company, he rejoined Genpact from GE Capital U.S. as
executive vice president of sales and business development from 2005 to 2009.
Thereafter, he took on the role of Genpact’s chief operating

Not only has Genpact grown in terms of its people and revenue, but has also
evolved its product portfolio over the years. Its key strategy has been to develop
product expertise in selected Industry Verticals, new technology rollouts and
expansion into new Geographies.

Genpact:
Genpact is a leading provider of Business Services & Technology Solutions. Since
it was established in 1997, the company has been driving process improvements to

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help enterprises improve their revenue, cash, costs, margins, speed, and customer
relationships globally.

Operating in six countries, Genpact combines strong business and domain

knowledge with Six Sigma and Lean quality methods to deliver important year-
over-year cost and productivity gains to customers.

In 2015, Genpact’s revenues were $493 million. A company majority owned by

GE and the private equity firms of General Atlantic and Oak Hill Capital Partners,
Genpact has 20,000 highly skilled associates specialized by industry -
banking/finance, insurance, manufacturing, transportation, and automotive and by
the impact areas they serve - sales & marketing analytics, supply chain and
aftermarket services, financial services core operations & collections, finance &
accounting, information technology services, and enterprise application services &
program management.

Global operations centers are located in:.

India China Hungary Romania United States Mexico

The Portfolio of services offered from these Global centers include:

Finance and Accounting Sales & Marketing Analytics

Financial Services
Customer Service
Collections/Ops
Information Technology
Supply Chain & Procurement
Services
Enterprise Application Services & Program
Management

29
Genpact offers to a host of GE businesses and Fortune 500 customers. Some of the
Industry verticals served are:

Banking / Finance Insurance

Manufacturing Transportation

Automotive

The business delivery model at Genpact is based on speed, simplicity, and a

constant quest for Six Sigma quality. Genpact has used the Six Sigma and Lean
approach extensively across internal functional areas and customer processes,
completing over 1000 high impact projects.

We are known for our commitment to high quality and low cost, global delivery
capability, proven transition and engagement models and process re-engineering
skills

Center Of Excellence at GENPACT:

 Insurance Solutions.
 Finance and Accounting.
 Analytics.
 IT services.
 Commercial Finance.
 Learning.

30
  Consumer Finance.
 Industrial Equipment.

Services Offered By GENPACT:

 Functional Practices.
 Industry Offerings

1. Functional Practices.- Genpact pioneered the Business Services &

Technology Solutions industry in India and has ever since been at the forefront,
expanding the breadth and depth of its product and service offering.
Core product offerings include:
 Finance & Accounting
 Sales & Marketing Analytics
 Customer Services
 Financial Services Collections/ Ops
 Supply Chain & Procurement
 Information Technology Services
 Enterprise App Services & Program Mgmt
 Learning and Content Management Services

2. Industry Offerings: Genpact, a pioneer in the Business Services &

Technology Solutions industry, has developed one of the widest range of product
offerings across several industries. We offer end-to-end solutions from document
management to high-end analytics with depth across multiple industry verticals.
 Banking / Finance:
 Insurance:
 Manufacturing:
 Transportation:
 Automotive

Future of GENPACT
Genpact wants to hit $1-billion revenues by December 2008. At $493 million, it is
already the largest Indian third-party BPO player by a yawning margin. To retain the
lead, CEO Pramod Bhasin and his team have drawn a growth strategy.

Why GENPACT

31
 We reimagine your business by extending digital's power all the way through the
middle and back office where it can generate growth, cost efficiency and business
agility.

We put digital technology and analytics to work. Importantly, our approach is

designed to help large enterprises with complex, often dated pre-existing
operations, embrace the art of the possible.

CHAPTER II

OBJECTIVE & SCOPE OF THE STUDY

STATEMENT OF THE PROBLEM

In Genpact, Training and Development and performance appraisal has
paramount importance. By pursuing the training and development systems in the
company, the aim is to gather the opinion of the employees about the training
programmes and how it influences them as well to detect the employees
perception towards appraisal system in the company

32
SCOPE OF THE STUDY
This research provides me with an opportunity to explore in the field of Human
Resources. This research also provides the feedback of people involved in the
Training & development and appraisal system process. Apart from that it would
provide me a great deal of exposure to interact with the high profile managers of
the company.

SIGNIFICANCE OF TRAINING AND DEVELOPMENT

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.

OBJECTIVES OF THE STUDY

Primary objective:
To study about the present Training & Development and Performance system in
Genpact
Secondary objectives:
1) To study employees perception towards Training and Development
2) To examine the impact of training on the workers.
3) To examine the benefits of training to the employees
4) To identify the areas of training in the organization
5) To identify the technique of Performance Appraisal followed in Genpact.
6) To identify how the performance of the employees is improved and
enhanced
7) To provide suggestions & recommendations to improve their Performance
Appraisal

LIMITATIONS OF THE STUDY

33
The following things may affect my research project:-
 Availability of secondary data
 Respondents may be hesitated
 Limited time available for the study
 The sample size might be too small to reflect the opinion of the whole
organization.
 The answers given by the respondents have to be believed and have to
be taken for granted as truly reflecting their perception even if they are
not.

CHAPTER III

REVIEW OF LITERATURE

TRAINING AND DEVELOPMENT

Employee training tries to improve skills, or add to the existing level of
knowledge so that employee is better equipped to do his present job, or to prepare
him for a higher position with increased responsibilities. However individual
growth not ends in itself. Organizational growth need to be measured along with
individual growth.

34
 Training refers to the teaching /learning activities done for the primary
purpose of helping members of an organization to acquire and apply the
knowledge skills, abilities, and attitude needed by that organization to acquire and
apply the same. Broadly speaking training is the act of increasing the knowledge
and skill of an employee for doing a particular job.
In today’s scenario change is the order of the day and the only way to deal
with it is to learn and grow. Employees have become central to success or failure
of an organization they are the cornucopia of ideas. So it high time the
organization realize that “train and retain is the mantra of new millennium.”

TRAINING
For any organization to perpetuate itself and achieve growth, there is a
basic need for developing its manpower resources. It is one thing to possess
knowledge but yet another thing to put it to effective use. It is essential to help
develop skills and also update the knowledge. Especially, in a rapidly changing
society, employee training and development is not only an activity that is
desirable but also an activity than an organization must commit resources to if it is
to maintain a viable and knowledgeable workforce. (AQUINAS P.G, 67)
According to Flippo, training is the act of increasing the knowledge and
skills of an employee for doing a particular job. The major outcome of training is
learning. A trainee learns new habits, refined skills and useful knowledge during
the training that helps him improve performance. Training enables an employee to
do his present job more efficiently and prepare himself for a higher level job.
Training thus, may be defined as a planned programme designed to improve
performance and bring about measurable changes in knowledge, skills, attitude
and social behavior of employees.
Basically, it is a learning experience that is planned and carried out by the
organization to enable more skilled task behavior by the trainee. Training imparts
the ability to detect and correct error. Furthermore it provides skills and abilities
that may be called on in the future to satisfy the organization’s human resource
needs. Training may be carried out on the job or in the classroom and in the latter
case, it may be on site or off site; perhaps in a hotel or a training centre or it may

35
be in a simulated environment that is thought to be similar to the work
environment. In any case, trainees are expected to acquire abilities and knowledge
that will enable them to perform their jobs more effectively. (RAO V.S.P, 194)

NEED FOR TRAINING

Training is required of account of the following reasons:

1. Job Requirements. Employees selected for a job might lack the
qualifications required to perform the job effectively. New and
inexperienced employees require detailed instruction for effective
performance on-the-job. Remedial training should be given to such people
to match the needs of the organization. New employees need to be
provided orientation training to make them familiar with the job and the
organization.

2. Technological Changes. Technology is changing very fast. Now

automation and mechanization are being increasingly applied in office and
service sector increasing use of fast changing techniques requires into new
technology.

3. Organizational Viability. In order to survive and grow. An organization

must continually adapt itself to the changing environment. With increasing
economic liberalization and globalization in India, business firms are
experiencing expansion, growth and diversification. In order to face
international competition, the forms must upgrade their capabilities.
Existing employees need refresher training to keep them abreast of new
knowledge. Training programmers foster the initiative and creativity of
employees and help to prevent obsolescence of skills.

4. Internal Mobility. Training becomes necessary when an employee moves

from one job to another due to promotion and transfer. Employees chosen

36
 for higher level jobs need to be trained before they are asked to perform
the higher responsibilities. Training is widely used to prepare employees
for higher level jobs. ( GUPTA C.B, 3.5-3.6)

IMPORTANCE OF TRAINING
The importance of training as a means of improving productivity is
increasingly recognized. Changing technology and patterns of work mean that
training must be a continuous process throughout a working life. Employee
training has become necessary and increasingly important as jobs have become
more sophisticated and influenced by technological changes. Every organization
needs to have well-trained and experienced workforces to perform the activities.
(GHANEKAR ANJALI, 161)

The reasons why training is important are:

1. Training enables the management to face the pressure of changing environment.
2. Training usually results in an increase of quantity and quality of output.
3. Training leads to job satisfaction and higher morale of the employees.
4. Trained workers need lesser supervision.
5. Trained workers enable the enterprise to face competition from rival
organizations.
6. Training enables employees to develop and rise within the organization and
increase their earning capacity.
7. It moulds the employees‟ attitude and helps them to achieve better co-operation
within the organization.
8. Training instructs the workers towards the better job adjustment and reduces the
rate of labor turnover and absenteeism. (AQUINAS P.G, 68)

Imparting of training to the workers and employees has become the

number one requirement of the organization in modern times for better
performance of the job. Here it can be said that the question of training is always
an accepted principle while the choice of method of training may vary. The
importance of training cannot be underestimated.

37
(a) Better Performance: Training leads to increase the skill of an employee and in
turn he/she performs the job better than before. It improves quantity of work.

(b) Less Supervision: The trained worker usually does not commit mistakes; he
knows his job well. Therefore, his works require less supervision. A trained
worker is self-reliant.

(c) Increased Morale: The objective of the training is to change the attitude and
outlook of the workers besides increasing their knowledge and skills. A trained
worker’s morale is increased because of the support and encouragement he gets
from his superiors at the work place.

(d) Uniformity and Standardization: Training provided to workers enable

uniformity in works and standardization of methods in performing works because
they work with great care and understanding.

(e) Less Learning Time: A well planned and systematically organized training
programme reduces the learning span. More time is consumed when workers learn
through unsystematic methods. (SHEIKH A.M, 58)
TYPES OF TRAINING AND DEVELOPMENT PROGRAMS
Different practices are followed in different industries and in different
organizations too. So, the need of training and development programs is
depending up on the requirements of the job profile. Therefore there are various
types of programs shared by different authors. The types of training and
development programs are as follows:

Types of Training

On-the-job training Off-the-job training

Job Instructions Programmed Instructions

38
Apprenticeship & Coaching Class Room Lectures
Job Rotation Simulation Exercises
Committee Assignment Business Games
Internship Training Case Study Method
Audio- visual Method
Experiential Exercises
Vestibule training
Computer Modelling
Behavioural Modelling
Role Playing
Conference Method
Workshop / Seminars

STAGES OF TRAINING AND DEVELOPMENT PROGRAMS

Training should be conducted in a systematic order so as to derive
expected benefits from it. The training system involves four stages, namely:
a. Assessment of training and development programs needs.
b. Designing the training and development programs.
c. Implementation of the training program
d. Evaluation of the training program
Stages of Training and Development Programs

Stage 1

Assessment of Training Needs

Organizational Analysis
Departmental Analysis
Job Analysis
Employee Analysis

Stage 2

Designing of Training
Programs
Instructional objectives
Learning Principles
Teaching Principles 39
Training Principles
Content design
 Stage 3

Implementation of Training
Programs
On-the-Job Methods
Off-the-Job Methods
Characteristics of the
Instructor Conducting the
Program

Stage 4

Evaluations of Training
Programs
Reactions
Learning
Job Behaviour
Ultimate Value

Author Opinions of different authors regarding Training & Development

Oatey (1970) Training improves a person’s skill at a task. Training helps in socially,
intellectually and mentally developing an employee, which is very essential
in facilitating not only the level of productivity but also the development of
personnel in any organization.
Yoder (1970) Training and development in today’s employment setting is far more
appropriate than training alone since human resources can exert their full
potentials only when the learning process goes for beyond the simple routine.
Hesseling (1971) Training is a sequence of experiences or opportunities designed to modify
behavior in order to attain a stated objective.
Kane (1986) If the training and development function is to be effective in the future, it
will need to move beyond its concern with techniques and traditional roles.
He describes the strategic approaches that the organization can take to
training and development, and suggests that the choice of approach should be

40
 based on an analysis of the organization’s needs, management and staff
attitudes and beliefs, and the level of resources that can be committed. This
more strategic view-point should be of use in assessing current efforts as well
as when planning for the future.
Raymond (1986) The influences of trainees’ characteristics on training effectiveness have
focused on the level of ability necessary to learn program content.
Motivational and environmental influences of training effectiveness have
received little attention. This analysis integrates important motivational and
situational factors from organizational behavior theory and research into a
model which describes how trainees' attributes and attitudes may influence
the effectiveness of training.

Adeniyi (1995) Staff training and development is a work activity that can make a very
significant contribution to the overall effectiveness and profitability of an
organization.
Chris (1996) Training and development aim at developing competences such as technical,
human, conceptual and managerial for the furtherance of individual and
organization growth.
Seyler,Holton The continuous changing scenario of business world, training is an effective
III,Bates, Burnett measure used by employers to supplement employees’ knowledge, skills and
and behaviour.
Carvalho(1998)
Akinpeju (1999) The process of training and development is a continuous one. The need to
perform one’s job efficiently and the need to know how to lead others are
sufficient reasons for training and development and the desire to meet
organizations objectives of higher productivity, makes it absolutely
compulsory.
Oribabor (2000) Training and development aim at developing competencies such as technical,
human, conceptual and managerial for the furtherance of individual and
organization growth.
Tan, Hall and Companies are making huge investment on training programmes to prepare
Boyce (2003) them for future needs. The researchers and practitioners have constantly
emphasized on the importance of training due to its role and investment.
Stavrou et al., The main goal of training is to provide, obtain and improve the necessary
(2004) skills in order to help organizations achieve their goals and create

41
 competitive advantage by adding value to their key resources – i.e. managers.
Karthik R (2012) Training objectives tell the trainee that what is expected out of him at the end
of the training program. Training objectives are of great significance from a
number of stakeholder perspectives; Trainer, trainee, designer, evaluator.

DEVELOPMENT
Management development is all those activities and programme when
recognized and controlled have substantial influence in changing the capacity of
the individual to perform his assignment better and in going so all likely to
increase his potential for future assignments. Thus, management development is a
combination of various training programme, though some kind of training is
necessary, it is the overall development of the competency of managerial personal
in the light of the present requirement as well as the future requirement.
Development an activity designed to improve the performance of existing
managers and to provide for a planned growth of managers to meet future
organizational requirements is management development.

According to Harold Koontz and Cyril O’Donnell, “Developing a manager

is a progressive process in the same sense that educating a person is. Neither
development nor Education should be thought of as something that can ever be
completed, for there are no known limits to the degree to which one may be
developed or educated. Manager development concerns the means by which a
person cultivates those skills whose application will improve the efficiency and
effectiveness with which the anticipated results of a particular organizational
segment are achieved.”

According to G.R.Terry, “Management development should produce

change in behaviour which is more in keeping with the organization goals than the
previous behaviour. The change frequently consists of a number of small steps
resulting from training but the cumulative effect is considerable. It is also basic
that a terminal behaviour is identified before the development efforts start”

42
 Thus, executive or management development implies that there will be a
change in knowledge and behaviour of the individuals undergoing development
programme. The individual will not only be able to perform his job better but also
increase his potential for future assignments through the acquisition,
understanding and use of new knowledge, insights and skills. Self-development is
an important concept in the whole programme of management development.
(AQUINAS P.G, 70)

NEED AND IMPORTANCE OF EXECUTIVE DEVELOPMENT

In this age of ‘professionalization of management’ the importance of
executive development cannot be minimized. Executive talent is the most
important asset of an organization. According to peter drucker, ‘an institution that
cannot produce its own managers will die. From an overall point of view, the
ability of an institution to produce managers is more important than its ability to
produce goods efficiently and cheaply.

The need for executive development is felt because:

•There is a shortage of trained managers. The organization has to develop the
talented employees and maintain an inventory of executive skills to meet the
future demands.
• The performance of a company depends upon the quality of its managers.
Executive development, therefore, is of paramount importance to have effective
and desired managerial talents to meet the organization’s demand.
• Obsolescence of managerial skills is another factor which calls for continuous
executive development. A manager must regularly update himself to successfully
meet new challenges. (AQUINAS P.G, 70)

Performance Appraisal System

Organizations exist to achieve goals. Goals are only met when individual
employees efforts matches with policy of the organization and thus bringing out

43
success and effectiveness. The assessment of how successful employees have
been at meeting their individual goals therefore becomes a critical part of HRM
and here comes Performance Appraisal System.

Performance appraisal is an important component of the information and control

system. In today’s flexible organizations, performance evaluation provides an
important way for managers to clarify performance goals and standards and to
enhance future individual performance. Thus the purpose of performance
appraisal is to improve the organization’s performance through the enhanced
performance of individuals.

The performance appraisal system:

1. Is an organizational necessity
2. Is based on well defined objective criteria
3. Is based on careful job analysis
4. Uses only job related criteria
5. Is supported by adequate studies
6. Is applied by trained qualified raters
7. Is applied objectively throughout the organization
8. Can be shown non discriminatory as defined by law

PERFORMANCE APPRAISAL METHODS

1. Graphic rating scale

2. Paired Comparison
3. Forced choice approach
4.Essay method
5.3600 appraisal

Graphic Rating Scale: A performance appraisal that rates the degree to

which the employee has achieved various characteristics.
1) The graphic rating scale is the most common type of appraisal used.

44
2) Various characteristics such as job knowledge or punctuality are rated by the
degree of achievement.
3) The rate usually receives a score of 1 to 5, with 5 representing excellent
performance.
4) Some forms allow for additional comments.

Paired-comparison Approach: A performance appraisal that measures the

relative performance of employees in a group.
1) This is a method of performance evaluation that results in a rank ordering of
employees to come up with a best employee.
2) This type of approach measures the relative performance of employees in a
group.

Forced-choice Approach: A performance appraisal that presents the

appraiser with sets of statements describing employee behavior; the appraiser
must choose which statement is most characteristic of the employee and which is
least characteristic.

Essay method: Sometimes the supervisor must write a description of the

employee’s performance. The essay method is often used along with other types
of appraisals, notably graphic rating scales. They provide an opportunity for
supervisors to describe aspects of performance not thoroughly covered by an
appraisal questionnaire.

360-degree Performance Appraisal: Evaluating Employees From All

Angles

Traditional performance appraisals, as discussed above, can be both subjective

and simplistic. At times, they can also be deemed to be "political". In an attempt
to improve this methodology, some companies have turned to 360-degree
appraisals. 360 appraisals pool feedback from a department's internal and external

45
customers to ensure a broader, more accurate perspective of an employee's
performance.

360-degree performance appraisal is an attempt to answer the question: "How

can a supervisor evaluate an employee he or she sees only a few hours each
week?"

Benefits of Performance appraisal

For the organization:

The organization comes to know the true position of the employees working
capacities and the problems they face while working in the organization. This
performance appraisal system also acts as a motivating factor for the employees,
which helps the organization to get better results.

For the appraise:

The appraise feels themselves an important part of the organization, they get a
chance to express their views in front of their superiors; they get a platform to
express their ideas. The employee comes to know the truth about:
 To what extent they have achieved their objectives.
 In what respect their work has been most successful.
 Are there any aspects of their work, which they have not completed?

Are many other question, which make them assess rightly. ..

Guidelines for effective performance evaluation interviews...

 emphasize positive aspects of employee performance

 tell employee that the purpose is to improve performance, not to discipline
 conduct the review in private
 review the performance formally at least annually (more frequently for those
performing poorly)
 make criticisms specific

46
 focus on performance, not personality
 stay calm; do not argue
 identify specific actions the employee can take to improve performance
 emphasize the evaluator’s willingness to assist the employee’s efforts to
improve performance
 end by stressing positive

Appraisal Process
In order to obtain a better understanding of how the performance appraisal has
been put together by The Corporation, the researcher has provided an overview of
the company’s performance appraisal process. The researcher felt that the
overview of the performance appraisal process would be necessary, since the
process provided a framework for the performance appraisal.

PRE-APPRASIAL STEPS
The performance evaluation can be made for variety of reasons counseling,
promotions, salary increases, administration or combination of these. It becomes
very necessary to begin by stating the objectives of evaluation programs very
clearly and precisely. The personal appraisal system should address the question
who, what, how of performance appraisal.

These questions are the components of these appraisal systems which are
discussed below individually.

“WHO “OF THE APPRAISAL OR ‘’WHO’’ IS TO RATE.

The immediate superior, the head of the department or any other can rate the
performance of an individual. In addition to this, sum organizations follow the
system of self appraisal and /or appraisal by peers. A group, consisting of his
senior, peers and subordinates, can do appraisal, whoever is rating; he should be
trained and impartial. In most of the organizations the ratings is done by his
immediate superior who is considered the best person to understand his

47
subordinates strengths and weaknesses. Now a day some organizations are
following the method of self-appraisal.

THE “WHAT”OF APPRAISAL It is considered with

 Creating and maintaining a satisfactory level of performance of employees in
their present job.
 Highlighting employee’s needs and opportunities of for personal growth and
development.
 Aiding in decision making for promotions, transfers, layoff and discharges.
 Promoting understanding between supervisors and his subordinates.
 Providing a useful criterion for determining the validity of selections and
training methods for attracting individuals of higher caliber to the organization.

THE ‘WHEN’ OF APPRAISAL

The ‘when’ answers the query the frequency of appraisal? The informal
counseling should occur continuously but the manager should discuss an
employee’s work as soon as he gets an opportunity to provide positive
reinforcement and use poor work as basis of training. The time and period of
appraisal differs according to the need and nature of the organization.

THE ‘WHERE’ OF APPRAISAL

The where indicates the location where employee should be evaluated? It is
usually done at work place or office of the supervisor.

THE ‘HOW’ OF APPRAISAL

Under this, the organization must decide what different kinds of methods are
available and which of these may be used for performance appraisal. On the basis
of comparative advantages and disadvantages, the nature and philosophy of
management and the needs of an organization; the method of appraisal is decided.

48
PERFORMANCE APPRAISAL AT GENPACT

While on the job, performance reviews of every employee are done every quarter.

The reviews are done with a view to helping the individual excel at his/her

workplace. In case there are any training requirements, these are noted and acted

upon in the coming quarter. Also, the goals and objectives for the employee are

re-visited for

The performance appraisal mechanism is carried out at Genpact for promotional

purposes

These are done so as to motivate the employee and improve his performance level.

The method is as follows:

a) Establishment of performance standards with the employees

b) The goals are set mutually as per measurable standards.

c) The actual performance is hence measured.

d) After measuring of the actual performance, the same is compared with the

standards set

e) The appraisal is then discussed with the employees.

f) And finally, if need arises corrective action is initiated. For this purpose the

corrective action is actually identified through brainstorming exercises

initiated by the departmental heads at all the Genpact. It is then measured as a

tool to evaluate the past performances of the employees.

Some of the methods used at Genpact are:

1. Key Performance Index

49
2. 360 Degree Feedback

3. Paired Comparisons

4. Behaviorally Anchored Rating Scale

1. KPI-Key Performance Index

It is based on the performance level of the employee generally classified on the

basis of:

 Targets achieved

 Ratings through students’ feedback forms

 Punctuality and regularity

 Day to day performance

This is given after every module at the centers.

Thus we can observe that the appraisal system is not a biased one but based on

performance and productivity basis. All the respective heads of the employee

together with the senior persons at the center brainstorm and then give the

promotion.

2. 360 Degree Feedback

This feedback system involves the participation of Top Management.

Thus the feedback given by these members at Genpact is considered under a

holistic view and then the employee is given a performance appraisal. This

evaluation method involves 40% feedback from the coworkers which says that the

50
employee should not only maintain good rapport with the senior or junior but

majorly with the coworkers also.

3. Paired Comparisons

The evaluator compares all possible pairs of subordinates on their overall ability

to do the job. Due to the subjectivity of evaluating overall performance some

managers me e a number of different job related dimensions when comparing.

4. Behaviorally Anchored Rating Scale (BARS)

It is a sophisticated method of evaluating the employee based on the employee

behavior. It is a numerical scale that is anchored by the seniors of the organization

at various centers. This is highly confidential and the information is sent in sealed

envelopes and opened only at the time of the final evaluation. There is no further

discussion regarding this scaling, thus it is not given enough weightage.

51
 CHAPTER IV
RESEARCH METHODOLOGY

RESEARCH
“Research is a careful enquiry of examination in seeking facts or principles, a
diligent investigation to ascertain something.”

According to Mr. Williams, “Research means a search for facts or an organized

enquiry.”

According to Redman and Mory, Research is a systematized effort to gain new

knowledge.

RESEARCH METHODOLOGY

“Research methodology is a way to systematically solve the research problem. It

includes not only the research methods, but also the logic behind using the
methods. It shows the type of sample design used, its size and the procedure used
to draw the sample.”

RESEARCH DESIGN
The research design refers to the overall strategy that the researcher choose to
integrate the different components of the study in a coherent and logical way,

52
thereby, ensuring you will effectively address the research problem; it constitutes
the blueprint for the collection, measurement, and analysis of data.

The research design adapted to this study is Descriptive Research. Descriptive

Research studies are those studies which are concerned with describing the
characteristics of a particular individual or of a group. This study focus on the
method of putting the knowledge into practice in finding a solution to the problem

SAMPLING DESIGN
Sampling is the process of selecting a number of units for a study in such a way
that the units represent the larger group from which they are selected. The
universe or population to be studied maybe too large or unlimited that it is almost
impossible to reach all of them

Sampling makes possible this kind of study because in sampling only a small
portion of the population maybe involved in the study, enabling the researcher to
reach all through this small portion of the population.

There are 2 methods of sampling technique. They are probability sampling and
Non- probability sampling. For the study we have taken probability sampling.
Probability sampling methods include: simple random sampling and stratified
random sampling.

The sampling design adopted in this study is simple random sampling. In this type
of sampling, everyone in the population of the inquiry has an equal chance of
being selected to be included in the sample.

UNIVERSE
Universe is the total population of the study. Here the universe is the employees of
Genpact. In this study, the researcher use finite number of items.

53
SAMPLE SIZE
Sample size taken for this study is 50 employees covering various departments of
the organization.

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

Primary data is the first hand information; the questionnaire was prepared by me
under the supervision of the guide. Questionnaire comprised 30 questions which
covered all the aspects of measuring “training & development and performance
appraisal Process” in Genpact.

The researcher used Primary and Secondary sources of data for this study.

 PRIMARY DATA:
An instrument is used to collect the required information from the employees and
also to interact with the employees personally.

Primary data helps us in making observation of employee behaviors, talk, and

gestures which helped me in identifying the attitude of employees towards the
training program and the effectiveness of the training program in the organization.

 SECONDARY DATA:
It was collected from the website of the company, and the company personnel,
certain reports from the HR department. The research also took the help of the
books and journal.

Both primary and secondary data served the purpose in measuring the
effectiveness of training & development and performance appraisal Process at
Genpact

54
RESEARCH TOOLS

The main tools used in the study are:

1. Questionnaire
Questionnaire is used to collect primary data from employees.

2. Statistical Tools
Different statistical tools were used to analyze and interpret the data. The main
tools used in the analysis are percentage, diagrams and charts.

ANALYSIS OF DATA
Analysis of data is the basic tool for data representation. After collecting data,
they must be properly evaluated. Here, the data analysis tools used are simple
percentage method, tables, pie charts and bar diagrams.

Calculation of simple percentage method:

No. of responses
X 100
Total no. of responses

55
 CHAPTER V
DATA ANALYSIS AND INTERPRETATION

The data collected in this study have been tabulated, analyzed, and interpreted
using tables, percentages, graphs and diagrams. Data analysis and interpretation
deals with the personal information of the respondent and the aspects related to
training and development programs in Genpact

Formula:
Number of respondents
Percentage= X 100
Total number of respondents

The above formula is used to find out the percentage analysis. Tables and
figures are used to interpret the data.

56
1. SOCIO - DEMOGRAPHIC PROFILE

Table 1:

Category No. of Percentage

respondents
Age 20-30 14 28
30-40 18 36
40-50 18 36
Sex Male 15 30
Female 35 70
Education Graduates 38 76
Post-graduates 12 24
Job Category Officer 28 56
Lab Technician 8 16
Sales executive 14 28

Interpretation

 Most of the employees are working in the company between the ages of
30-50.

57
  Majority of workers are female.
 76% of workers are graduates and 24% of them are post graduates.

2. NUMBER OF YEARLY TRAINING PROGRAMMES ATTENDED BY

THE EMPLOYEES
Table 2:

Category No. of Respondents Percentage

Less than 10 27 54
10-20 15 30
20-30 6 12
More than 30 2 4

Total 50 100

Chart 1:

58
 60

50

40

30

20

10

0
Less than 10 10 - 20 20-30 More than 30

Interpretation
The above diagram shows that 54% of the employees undergo less than 10
training programs an year, 30% of the respondents undergo 10-20 training
programs, 12% of the employees undergo 20-30 training programs and 4% of the
employees undergo more than 30 training programmes an year.
3. EMPLOYEES’ OPINION ABOUT WHETHER THEY ARE BEING
TRAINED BY INTERNAL OR EXTERNAL TRAINER

Table 3:

Category No.of Respondents Percentage

Internal trainer 13 26

External trainer 18 36

Both 19 38

Total 50 100

Chart 2:

59
 26%

38%

Internal trainer
External trainer
Both

36%

Interpretation
Out of 50 samples, 26% of the employees said that they are being trained
by internal trainer, 36% of them with external trainer, and 38% of the employees
are being trained by both internal and external trainers.

4. EMPLOYEES’ OPINION ABOUT THE LOCATION OF TRAINING

Table 4:

Category No.of Respondents Percentage

At the workplace itself 17 34
Within the organization 25 50
Outside the organization 8 16
Total 50 100

Chart 3:

60
 16%

34%

At the workplace itself

Within the organization
Outside the organization

50%

Interpretation
Out of 50 samples, 34% of the employees expressed that they are given
training at the workplace itself, 50% of them said that they are given training at
somewhere within the organization, and the remaining 16% of the employees said
that they have given training outside the organization.

5. EMPLOYEES’ OPINION ABOUT THE PHYSICAL QUALITY OF

TRAINING PLACE

Table 5:

Category No. of Respondents Percentage

Excellent 17 34

Good 19 38

Average 10 20

Bad 4 8

Total 50 100

Chart 4:

61
 40

35

30

25

20

15

10

0
Excellent Good Average Bad

Interpretation
Out of 50 samples, 34% of the employees expressed very excellent opinion
towards the quality of the training place, 38% of them with good opinion, 20% of
the employees with average opinion and 8% with opinion of poor.

62
6. EMPLOYEES’ OPINION ABOUT THE TIME DURATION OF
TRAINING

Table 6:
Category No.of Respondents Percentage
Sufficient 16 32
To be extended 12 24
To be shortened 8 16
Manageable 14 28
Total 50 100

Chart 5:

35

30

25

20

15

10

0
Sufficient To be extended To be shortened Manageable

Interpretation
The above diagram shows that 32% of the employees are of the opinion
that the time given for training programmes is sufficient, 24% of the respondents
prefer if the time is extended, 16% of the respondents wants the time duration of
training programs to be shortened and 28% of the respondents believe that the
current time duration is manageable.
7. EMPLOYEES’ OPINION ABOUT THE RECIPIENTS OF TRAINING

63
Table 7:

Category No. of Respondents Percentage

Senior staff 8 16

Junior staff 17 34
New staff 12 24
Based on requirement 13 26

Total 50 100

Chart 6:

40

35

30

25

20

15

10

0
Senior staff Junior staff New staff Based on requirement

Interpretation
The above diagram shows that 16% of the employees are of the opinion
that the training is given more to the senior staff, 34% of the respondents says
training is given more to the junior staff, 24% of the respondents says it is the new
staff and 26% of the respondents believe that recipients are selected based on
requirement.
8. EMPLOYEES’ OPINION ABOUT WHETHER THEY PREFER ON THE
JOB OR OFF THE JOB TRAINING

64
Table 8:

Category No. of Respondents Percentage

On the job training 12 24
Off the job training 17 34
Both 21 42
Total 50 100

Chart 7:

24%

42%
On the job training
Off the job training
Both

34%

Interpretation
The above diagram shows that 24% of the employees prefer on the job
training, 34% of the respondents prefer off the job training, and 42% of the
respondents prefer both on the job and off the job training methods.

9. EMPLOYEES’ OPINION ABOUT THE AWARENESS OF TRAINING

OBJECTIVES

65
Table 9:

Category No.of Respondents Percentage

Yes 42 84

No 8 16

Total 50 100

Chart 8:

90

80

70

60

50

40

30

20

10

0
Yes No

Interpretation
Out of 50 samples, 84% of the employees mentioned that they are aware of
the objectives of training, and 16% mentioned that they are unaware of the
objectives of the training.

10. EMPLOYEES’ OPINION ABOUT THE ACCOMPLISHMENT OF

TRAINING OBJECTIVES

66
Table 10:

Category No.of Respondents Percentage

All objectives are met 22 44
Some objectives are met 11 22
Met according to the need 17 34
No objectives are met 0 0
Total 50 100

Chart 9:
50

45

40

35

30

25

20

15

10

0
All objectives are met Some objectives are met Met according to the No objectives are met
need

Interpretation
Out of 50 samples, 44% of the respondents indicated that all the objectives
of training are being met, 22% was of the opinion that some objectives are met,
34% said that the objectives are met according to the need.

11. EMPLOYEES’ OPINION ABOUT THE FOCUS OF TRAINING

Table 11:

67
 Category No.of Respondents Percentage
Betterment of performance 21 42
Technological updation 12 24
Educational purposes 14 28
As part of a routine 3 6
Total 50 100

Chart 10:

45
40
35
30
25
20
15
10
5
0
e
s
n
ce

se

tin
tio
an

po

u
da
rm

ro
ur
up
fo

lp

fa
er

al

to
na
fp

ic

ar
tio
og
to

p
ca
ol

As
en

u
hn
rm

Ed
c
tte

Te
Be

Interpretation
The above diagram shows that 42% of the employees believe that the
training objectives are focused on the betterment of performance, 24% of them
think that the focus is on technological updation, 28% believe that training is
focused on education, and 6% think that training is part of a routine.
12. EMPLOYEES’ OPINION ABOUT THE FEEDBACK OF TRAINING

Table 12:

68
 Category No. of Respondents Percentage
Always 28 56
Sometimes 15 30
Rarely 6 12
Never 1 2
Total 50 100

Chart 11:

60

50

40

30

20

10

0
Always Sometimes Rarely Never

Interpretation
The above diagram shows that 56% of the employees mentioned that the
feedback takes place every time after the training, 30% of them said that feedback
takes place sometimes after the training, 12% said that the follow-up rarely takes
place and 2% said that feedback never takes place.

13. EMPLOYEES’ OPINION ABOUT THE CAPABILITY OF THE

TRAINER

Table 13:

69
 Category No. Of Respondents Percentage

Highly satisfied 29 58

Satisfied 16 32

Neither satisfied nor

5 10
dissatisfied
Dissatisfied 0 0

Total 50 100

Chart 12:
70

60

50

40

30

20

10

0
Highly satisfied Satisfied Neither satisfied nor Dissatisfied
dissatisfied

Interpretation
The above diagram shows that 58% of the employees are highly satisfied
with the capability of the trainer, 32% of the respondents are satisfied, 10% of the
respondents are neither satisfied nor dissatisfied and there are no respondents who
are dissatisfied.
14. EMPLOYEES’ OPINION ABOUT THE IMPACT OF TRAINING ON
PERFORMANCE AND PRODUCTIVITY

Table 14:

70
 Category No.of Respondents Percentage

Yes 42 84

No 8 16

Total 50 100

Chart 13:

16%

Yes
No

84%

Interpretation
The above diagram shows that 84% of the employees believe that training
can increase employee performance and organization’s productivity while the
remaining 16% doesn’t think so.

15. EMPLOYEES’ OPINION ABOUT THE MAJOR TRAINING AREAS

Table 15:

71
 Category No. of Respondents Percentage
Performance 28 56

Skill 9 18
Knowledge 7 14
Attitude 6 12

Total 50 100

Chart 14:
60

50

40

30

20

10

0
Performance Skill Knowledge Attitude

Interpretation
From the above chart, we can observe that 56% of the respondents
mentioned that, the area in which training affect most is performance, 18% said it
is skills, 14% were of the opinion that training affects knowledge the most, and
12% believe that training affects attitude, the most.

16. EMPLOYEES’ OPINION ABOUT WHETHER TRAINING

INCREASES MOTIVATION

Table 16:

72
 Category No. of Respondents Percentage
Strongly agree 32 64
Agree 13 26
Neither agree nor disagree 4 8
Disagree 1 2
Total 50 100

Chart 15:
70

60

50

40

30

20

10

0
Strongly agree Agree Neither agree nor Disagree
disagree

Interpretation
The analysis shows that 64% of the employees strongly agreed with the
fact that after each training session, they feel motivated to work better. While,
26% of the employees agreed with the statement and 2% disagreed. 8% of the
respondents neither agreed nor disagreed with the statement.

17. EMPLOYEES’ OPINION REGARDING THE FACT THAT THERE

ARE ENOUGH CAREER DEVELOPMENT OPPORTUNITIES IN THE
ORGANIZATION.

Table 17:

73
 Category No.of Respondents Percentage

Strongly agree 31 62

Agree 12 24

Neither agree nor disagree 5 10

Disagree 2 4

Total 50 100

Chart 16:
70

60

50

40

30

20

10

0
Strongly agree Agree Neither agree nor Disagree
disagree

Interpretation
The analysis shows that 62% of the employees strongly agreed with the
statement that they have enough opportunities for career development. While,
24% of the employees agreed with the statement and 4% disagreed. 10% of the
respondents neither agreed nor disagreed with the statement.
18. EMPLOYEES’ OPINION ABOUT THE PRACTICE GIVEN DURING
THE TRAINING SESSION BEING SUFFICIENT

Table 18:
Category No. of Respondents Percentage

74
 Strongly agree 29 58

Agree 17 34

Neither agree nor disagree 3 6

Disagree 1 2

Total 50 100

Chart 17:

70

60

50

40

30

20

10

0
Strongly agree Agree Neither agree nor Disagree
disagree

Interpretation
The analysis shows that 58% of the employees strongly agreed with the
statement that they are given enough practice during the training session. While,
34% of the employees agreed with the statement and 2% disagreed. 6% of the
respondents neither agreed nor disagreed with the statement.
19. EMPLOYEES’ OPINION ABOUT THE AREA, THE TRAINER
SHOULD FOCUS

Table 19:
Category No. of Respondents Percentage
Interpersonal skills 10 20

75
 Behaviour 6 12
Attitude 8 16
Performance 26 52
Total 50 100

Chart 18:

60

50

40

30

20

10

0
Interpersonal skills Behaviour Attitude Performance

Interpretation
As the above chart reveals, 20% of the employees said that the trainer
should focus on the development of interpersonal skills, 12% were of the opinion
that the trainer should focus on behavioural development, 16% demanded for
attitudinal development and 52%, the majority of the respondents were of the
opinion that the trainer should focus on performance improvement.
20. EMPLOYEES’ OPINION ABOUT THE BARRIERS TO TRAINING

Table 20:
Category No. of Respondents Percentage
Time 23 46
Lack of interest by the staff 12 24
Money 6 12

76
 Non availability of skilled trainer 9 18
Total 50 100

Chart 19:

50

45

40

35

30

25

20

15

10

0
Time Lack of interest by the Money Non availability of
staff skilled trainer

Interpretation
As the diagram shows, 46% of the employees said that time is the major
barrier to training in the organization, 24% were of the opinion that lack of
interest by the staff is the major problem, 12% believe that money is the major
barrier and 18% were of the opinion that the major barrier to training is the non
availability of skilled trainer.

21. Employees regularly receive feedback about their potential for higher
level jobs?

Response Category No. of responses Percentage

Very true 0 0
True 8 16
Partly true 7 14

77
Not true 35 70

70

60

50

40

30 Very true True Partly true

20

10 Not true

0
No. of responses Percentage

Interpretation

70% of the respondents agreed that the appraisal system did not helped them to
know their potential to perform at higher levels. Plan their performance well by
saying that it was ‘Not True’. Only 16% and 14% people felt that this statement
was ‘True’ and ‘Partly True’.

22. Job rotation is practiced widely to help people develop their potential in
new areas?

Response Category No. of responses Percentage

Very true 7 14

True 18 36

78
Partly true 25 50

Not true 0 0

50
45
40
35
30
25
Very true True Partly true
20
15
10
Not true
5
0
No. of responses Percentage

Interpretation

About 50% of the respondents felt that the above statement was ‘Partly True’. It
was followed by 36% people feeling that it was ‘True’ with 14% believing that it
was ‘Very True’.

23. The appraisal system provides an opportunity for self-review and

reflection?

Response Category No. of Responses Percentage

Very true 0 0

79
True 0 0

Partly true 13 26

Not true 37 74

80

70

60

50

40
Very true True Partly true
30

20
Not true
10

0
No. of Responses Percentage

Interpretation

There is a general agreement on then fact that the PA

system in Genpact does provide ample opportunity for
self-review and reflection. 74% of the people felt that it
was ‘Partly True’ with 26% agreeing.

80
24. Promotions are based strictly on need rather than to reward individuals?

Response Category No. of Responses Percentage

Very true 0 0
True 4 8
Partly true 25 50
21 42
Not true

50
45
40
35
30
25
Very true True Partly true
20
15
10
Not true
5
0
No. of Responses Percentage

Interpretation

50% of the respondents believe that the above statement is

‘Partly True’ This was closely followed by 42% of the
respondents rating it as ‘Not True’ and 8% of the respondents
feeling that it was ‘True’.

81
25. The appraisal system gives each appraisee an idea of what is expected of
him next year?

Response Category No. of Responses Percentage

Very true 0 0

True 10 20

Partly true 26 52

14 28
Not true

60

50

40

30
Very true True Partly true

20

10 Not true

0
No. of Responses Percentage

Interpretation

52% of the respondents felt that the above statement was ‘Partly
True’. This was followed by 28% and 20% of the respondents
feeling that it was ‘Not True’ and ‘True’ respectively.

82
26. It is designed to aid the appraisee and appraiser jointly understand the
formers job?

Response Category No. of Responses Percentage

Very true 0 0
True 14 28
Partly true 22 44
14 28
Not true

45

40

35

30

25

20 Very true True Partly true

15

10
Not true
5

0
No. of Responses Percentage

Interpretation

There was a mixed response to the given statement. 44% of the

responses consisted of “Partly True’ ratings. 28% respondents
believed that this was ‘Not True’ whereas 28% believed that
this was ‘True’.

83
27. The performance appraisal provides an opportunity for self review and
reflection?

Response Category No. of Responses Percentage

very true 0 0

true 2 4

partly true 25 50

not true 23 46

50
45
40
very true
35
30
25
20 true

15
10
partly true
5
0
No. of Responses Percentage
not true

Interpretation

Most of the respondents agreed that the appraisal system

catered to their development needs (50% believed that it was
“Partly True”) and it was very closely followed by 46% saying
it was “Not True”. There were 4% cases, which believed that it
was ‘True’.

28. The appraisal procedure allows the appraisee to express his

developmental needs?

84
 Response Category No. of Responses Percentage
very true 0 0

True 8 16

partly true 16 32

not true 26 52

60

50
very true
40

30
True
20

10 partly true

0
No. of Responses Percentage
not true

Interpretation

The most common response on above statement was an

astounding ‘Not True’ with 52% people agreeing that the PA
system was free of any biases. It was followed by 32%
saying that it was ‘True’ and 16% saying that it was ‘Partly
True’.

85
29. The system has scope to correct the biases of the assessor through a super
review?

Response Category No. of Responses Percentage

very true 0 0

true 2 4

partly true 14 28

not true 34 68

70

60

very true
50

40

30 true

20

10 partly true

0
No. of Responses Percentage
not true

Interpretation

68% of the people rated the above statement as ‘Not True’ 28%
believed it was ‘Partly True’ with 4% disagreeing by saying that
it was ‘True’.

86
30. The appraisal system provides for a frank discussion between appraiser
and appraisee?

Response Category No. of Responses Percentage

very true 0 0

True 6 12

partly true 0 0

not true 44 88

90

80

70
very true
60

50

40
True
30

20
partly true
10

0
No. of Responses Percentage
not true

Interpretation

An astounding 88% rated the above statement as not true

with 12% that it was true.

31. What kind of an appraisal system will bring out the best of an employee?

87
 Response Category No. of Responses Percentage
appraisal by all superiors 10 20
appraisal by immediate 5 10
superior

appraisal by reference 15 30
team
appraisal by reference 20 40
team and self.

40

35 appraisal by all superiors

30

25
appraisal by immediate superior
20

15

10
appraisal by reference team
5

0
No. of Responses Percentage
appraisal by reference team and self.

Interpretation

This shows that the relationship between appraiser and

appraise, in Genpact, with respect to planning the
performance is quite good. The subordinate in planning his
performance. The appraiser helps the appraise in testing the
soundness of his goals as well as of his plans for achieving
them. This implies that there is active participation of both
appraiser and appraise in performance planning. The
reason behind ‘Not True’ answer may be due to the fact
that many jobs in Genpact are not well defined and
therefore an elaborate planning on them is not done.

CHAPTER VI

88
 FINDINGS, SUGGESTIONS AND CONCLUSION
The main findings of this study are based on the anaysis of data obtained
from the respndents with the help of questionnaire method.

GENERAL DETAILS
 70% of the employees are females
 72% of the employees are between the age group 30-50

FINDINGS
 60% of the employees are satisfied with the present Training and
Development system in Genpact
 72% of the employees have very good opinion about the quality of the
training place
 32% of the employees are satisfied with the time allotted for training
 34% of the employees believe that training is given more to the junior staff
 34% of the employees prefer off the job training
 84% of the employees are aware of the objectives of training
 54% of the employees said that they attend less than 10 training
programmes an year
 38% of the employees said they are being trained by both internal and
external trainers.
 50% of the employees said that they are given training at somewhere
within the organization
 42% of the employees said that the training objectives are focused on
betterment of performance
 58% of the employees are highly satisfied with the capability of the trainer
 46% of the employees believe that time is the major barrier to training
 56% of the employees mentioned that the feedback takes place every time
after the training

89
 62% of the employees strongly agreed with the statement that they have
enough opportunities for career development
 84% of the employees believe that training can increase employee
performance and organization’s productivity
 64% of the employees strongly agreed with the fact that after each training
session, they feel motivated to work better
 58% of the employees strongly agreed with the statement that they are
given enough practice during the training session
 44% of the employees believe that all the training objectives are met
 52% of the employees suggested that the training should focus on
performance
 56% of the respondents mentioned that, the area in which training affect
most is performance
 50% of the respondents believe that the above statement is ‘Partly True’
This was closely followed by 42% of the respondents rating it as ‘Not
True’ and 8% of the respondents feeling that it was ‘True’
 74% of the people felt that it was ‘Partly True’ with 26% agreeing.
 70% of the respondents agreed that the appraisal system did not helped
them to know their potential to perform at higher levels. Plan their
performance well by saying that it was ‘Not True’. Only 16% and 14%
people felt that this statement was ‘True’ and ‘Partly True’
 Most of the respondents agreed that the appraisal system catered to their
development needs (50% believed that it was “Partly True”) and it was
very closely followed by 46% saying it was “Not True”. There were 4%
cases, which believed that it was ‘True’

90
 SUGGESTIONS
 More training programmes should be arranged for middle & top level
employees as they indirectly train their subordinates at actual work.
 Other type of training methods should also be adopted than lectures like
role playing, job rotation, conference, vestibule & so on.
 Trainees should be mentally prepared to attain training programme.
 Importance of the training should be conveyed to trainees.
 Training programmes suggested by managers should be considered &
discussed with the subordinates before adding in final list of the
programme.
 Employees should decide and determine the training programs that they
need so that they can work more effectively and efficiently, employees
should decide some of the training they would like to undergo.
 Apart from on-job training programs the HR Department should conduct
constant value addition programs such as Time management, Stress
management trainings, group dynamics, etc, as these will help to add value
and is also essential in today’s business scenario.
 Performance of every employee undergone training should be evaluated so
as to get Improved quality of training activities, Improve ability of the
trainers to relate inputs to output know their understanding about the
training programme conducted .
 Training program should evaluate the abilities, competencies and
potentials of the trainees for a particular job or work skills.
 In the beginning of the year employee must know the performance
standards on which his/her performance will be judged in end of year.
 More stress relieving packages should be offered to the mentally stressed
staff.
 Overtime should be taken care of at time of performance appraisal, which
would motivate the employees to perform better for longer hours.
 Performance appraisal should after at proper span of time.
 Performance appraisal should be done by expert person.

91
 CONCLUSION
According to the study conducted we can conclude that the overall
satisfaction level of employees in relation to the training programs is very good.
The employees agree that the training programs help to increase productivity and
achieve the organizational goal.

The employees said that the training programs in the organization are well
planned and they are satisfied with the duration of the training programs and also
they are satisfied with the evaluation process of training programs, as they are
evaluated periodically.

The training programs in the organization strongly focus on the betterment

of performance but these programs are not given adequate importance sometimes
because of the work pressure.

The employees may not take the training programs seriously, as there are
no strict rules and regulations to attend the training programs.

The quality of the training programs is excellent but steps are to be taken
to make sure that the employees are making best use of it.

Therefore we can conclude that the training programs in the organization

are excellent and the trainees feel motivated to work better after each training
session. There is a broader scope to develop and improve its training programs in
future in order to meet the requirements of the global market.

In the process management expects to reinforce the employee’s strengths, identify

improvement areas so that one can work on them and also set stretched goals for
the coming year.

Effective performance management requires a good deal of face-to-face

supervisor-employee interaction. By knowing the subordinates, a supervisor can
steer them onto a path of greater productivity and optimized output. It is one of the

92
most significant and indispensable tool for an organization as it helps in getting to
know the people who work for them. provides information, which helps in taking
important decisions for the development of an individual and the organization.

93
 BIBLIOGRAPHY
1. Aquinas P.G, Human Resource Management: Principles and Practice,
2. Rao V S P, Human Resource Management: Text and Cases, Excel Books
3. Gupta C. B, Human Resource Management, Sultan Chand and Son’s
4. Ghanekar, Anjali, Organizational Behaviour: Concepts and Cases: Indian
Context, Everest Publishing House
5. Sheikh A.M, Human Resource Developement and Management, S. Chand
Limited.

6. Subba Rao P, Essentials of Human Resource management and Industrial

Relations , Himalaya Publication House, 3rd Revised & Enlarged Edition
7. Armstrong Michel , “A Handbook of Human Resource Management Practice”,
Kogan Page, 8th Editon

8. Mamoria, C. B., “Personnel Management (Management of Human resources)”,

Himalaya Publishing House

9. Aswathappa, K., “Human resource and Personnel Management”, Tata

Mcgraw-Hill Publishing Company Limited, New Delhi

10. Dwivedi, R. S,“Managing Human Resources-Personnel Management in

Indian Enterprises”, Galgotia Publishing Company, New Delhi

94
 QUESTIONNAIRE

Training and Development for the Employees of

I humbly request your participation in this survey. The information

provided by you will be strictly used for academic purpose only.

PERSONAL DATA

Name :

Age :

Sex :

OPINIONS:

1. How long have you been working with the organization?

Below 1 year

1-5 Years

5-10 Years

More than 10 years

2. How many training programmes will you attend in a year?

Less than 10

10-20

20-30

More than 30

3.Whether the trainer is an existing staff or an external person?

Internal trainer

External

Both

4.Where does the training takes place usually?

At the workplace itself

Within the organization

95
Outside the organization

All of the above

5. How well the training place is physically organized?

Excellent

Good

Average

Bad

6. The time duration given for the training is?

Sufficient

To be extended

To be shortened

Manageable

7.To whom the training is given more in your organization?

Senior staff

Junior Staff

New staff

Based on requirement

8. Which do you prefer?

On the job training

Off the job training

Both

9. Whether the employees are aware of the objectives of training?

Yes

No

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10. Whether the training objectives are being met?

All objectives are met

Some objectives are met

Met according to the need

No objectives are met

11.The training objectives are focused on?

Betterment of performance

Technological updation

Educational purposes

As part of a routine

12. Whether a follow-up (feedback) take place after the training programmes?

Always

Sometimes

Rarely

Never

13.Are you satisfied with the capability of the trainer?

Highly satisfied

Satisfied

Neither satisfied nor dissatisfied

Dissatisfied

14. Do you believe that the training can increase employee performance and
organization’s productivity?

Yes

No

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15. In which area does the change affect?

Performance

Skill

Knowledge

Attitude

16. After each training session, I feel motivated to work better. Do you agree?

Strongly agree

Agree

Neither agrees nor disagrees

Disagree

17. In my organization, I have enough opportunities for career development. Do

you agree?

Strongly agree

Agree

Neither agrees nor disagrees

Disagree

18. Enough practice is given during the training session. Do you agree?

Strongly agree

Agree

Neither agrees nor disagrees

Disagree

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19. In which area should the trainer focus?

Interpersonal skills

Behaviour

Attitude

Performance

20. What all are the major barriers to training & development in your
organization?

Time

Lack of interest by the staff

Money

Non availability of skilled trainer

21. Employees regularly receive feedback about their potential for higher level
jobs
a) very true
b) true
c) partly true
d) not true

22. Job rotation is practiced widely to help people develop their potential in new
areas.
a) very true
b) true
c) partly true
d) not true

23. Your company’s promotion policies are clearly defined and shared with all
employees.
a) very true
b)true
c) partly true
d) not true

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24. Promotions are based strictly on need rather than to reward individuals?
a) very true
b)true
c) partly true
d) not true

25. The appraisal system gives each appraisee an idea of what is expected of him
next year?
a) very true
b)true
c) partly true
d) not true

26. It is designed to aid the appraisee and appraisers jointly understand the
former’s job?
a) very true
b)true
c) partly true
d) not true

27. The appraisal procedure allows the appraisee to express his developmental
needs?
a) very true
b)true
c) partly true
d) not true

28. The system has scope to correct the biases of the assessor through a super
review?
a) very true
b)true
c) partly true
d) not true

29. The appraisal system provides for a frank discussion between appraiser and
appraisee?
a) very true
b)true
c) partly true
d) not true

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30. The procedure allows for the communication of CEO‘s goal to the workforce?
a) very true
b)true
c) partly true
d) not true

31. What kind of an appraisal system will bring out the best of an employee?
a) appraisal by all superiors
b) appraisal by immediate superior
c) appraisal by reference team
d) appraisal by reference team and self.

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