A PROJECT REPORT ON

TRANING & DEVELOPMENT

IN THE PARTIAL FULFILLMENT OF

MASTERS OF BUSINESS ADMINISTRATION

(SESSION 2015-17)

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ACKNOWLEDGEMENT

It is a great opportunity & pleasure for me to express my profound gratitude

towards all the individuals who directly or indirectly contributed towards
completion of this report.
Working on this report was a great fun, excitement, challenges and a new
exposure in the field of Human Resource.

I am greatly indebted to under whose guidance and concern i am able to bring

the report into its real shape.

Ms. Aman M.D. of TCS iON

Mrs. Ridhima Dhillon HR manager

I am thankful to all faculty members of management department in providing

me useful guidance for the completion of this report.

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I convey my gratitude to all those who are directly or indirectly related in the
completion of this project report.

Finally I would be failing in my duty if I don't express my thanks to the

respondents whom I visited and took their valuable time to answer my
questionnaire.

DECLARATION
I Sandeep kaur, student of Guru Nanak Dev University, Regional
campus here by solemnly declare that the project titled training and
development is my original as all the information, facts and figure in
this report is based on my own experience and study during my summer
training procedures.

Sandeep Kaur

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GUIDE CERTIFICATE
It is certified that the Project Report titled TRAINING AND
DEVELOPMENT being submitted by Sandeep Kaur student of MBA
(2015-2017) is genuine work carried out under my supervision and
guidelines.
This project Work is the partial fulfillment of the requirement for the
degree of Master of Business Administration from GNDU Regional campus

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Prof.
SIGNATURE

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PREFACE
Partial knowledge is an impotent suffix to theoretical knowledge; one
cannot merely rely upon the theoretical knowledge. Classroom make the
fundamental concept clear, but practical survey in a firm has significant
role to play in a subject of Business Management to develop managerial
skills, it is necessary that they combine their classroom's learning with
the knowledge of real business environment.
I

am

extremely

happy

to

place

before

the

esteemed

Teachers/Management the Report of the project entitled "Training and

Development".
It has not only helped me to enhance my knowledge about various fields
of Human Resources & Company responsibilities towards their welfare
but also gave new dimension to my knowledge about psychology &
attitude of the Employees towards the work & their duties.

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EXECUTIVE SUMMARY
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 these
requirements, training is not important. When this not the case, it is necessary to raise the
skills levels and increase the versatility and adaptability of employees.
It is being increasing common for individual to change careers several times during their
working lives. The probability of any young person learning a job today and having those
skills go basically unchanged during the forty or so years if his career is extremely unlikely,
may be even impossible. In a rapid changing society employees training is not only an
activity that an organization must commit resources to if it is to maintain a viable and
knowledgeable work force.
The entire project talks about the training and development in theoretical as well as new
concepts, which are in trend now. Here we have discussed what would be the input of training
if we ever go for and how can it be good to any organization in reaping the benefits from the
money invested in terms like (ROI )i.e. return on investment. What are the ways we can
identify the training need of any employees and how to know what kind of training he can go
for?
Training being in different aspect likes integrating it with organizational culture. The best and
latest available trends in training method, the benefits which we can derive out of it. How the
evaluation should be done and how effective is the training all together. Some of the
companies practicing training in unique manner a lesson for other to follow as to how train
and retain the best resource in the world to reap the best out of it.
Development is integral part of training if somebody is trained properly and efficiently the
developments of that individual and the company for whom he is working. Here we discussed
about development of employees, how much to identify the needs, and after developing how
to develop executive skill to sharpen their knowledge. Learning should be continues process
and one should not hesitate to learn any stage. Learning and developing is fast and easy at
TCS-iON Mohali

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CONTENTS

Chapter 1 Introduction.Page 8
Chapter - 2 Objective and Need of the study....Page 16
Chapter - 3 Review of Literature...Page 18
Chapter - 4 Research Methodology...Page 20
Chapter - 5 Analysis and interpretation...Page 24
Chapter - 6 Findings ..Page 35
Chapter - 7 Conclusions & suggestion ..Page 40
Questionnaire
Bibliography

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Chapter-1 Introduction

Training
This activity is both focused upon, and evaluated against, the job that an
individual currently holds.
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Education
This activity focuses upon the jobs that an individual may potentially hold in the
future, and is evaluated against those jobs.
Development
This activity focuses upon the activities that the organization employing the
individual, or that the individual is part of, may partake in the future, and is
almost impossible to evaluate.
The "stakeholders" in training and development are categorized into several
classes. The sponsors of training and development are senior managers.
The clients of training and development are business planners. Line managers
are responsible for coaching, resources, and performance. The participants are
those who actually undergo the processes. The facilitators are Human Resource
Management staff. And the providers are specialists in the field. Each of these
groups has its own agenda and motivations, which sometimes conflict with the
agendas and motivations of the others.
The conflicts are the best part of career consequences are those that take place
between employees and their bosses. The number one reason people leave their
jobs is conflict with their bosses. And yet, as author, workplace relationship
authority, and executive coach, Dr. John Hoover points out, "Tempting as it is,
nobody ever enhanced his or her career by making the boss look
stupid." Training an employee to get along well with authority and with people
who entertain diverse points of view is one of the best guarantees of long-term
success. Talent, knowledge, and skill alone won't compensate for a sour
relationship with a superior, peer, or customer.

Training need identification is a tool utilized to identify what educational

courses or activities should be provided to employees to improve their work
productivity. Here the focus should be placed on needs as opposed to desires of
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the employees for a constructive outcome. In order to emphasize the importance

of training need identification we can focus on the following areas: To pinpoint if training will make a difference in productivity and the
bottom line.
To decide what specific training each employee needs and what will
improve his or her job performance.
To differentiate between the need for training and organizational issues
and bring about a match between individual aspirations and
organizational goals.
Identification of training needs (ITN), if done properly, provides the basis on
which all other training activities can be considered. Also requiring careful
thought and analysis, it is a process that needs to be carried out with sensitivity
as people's learning is important to them, and the reputation of the organization
is also at stake.
Identification of training needs is important from both the organizational point
of view as well as from an individual's point of view. From an organizations
point of view it is important because an organization has objectives that it wants
to achieve for the benefit of all stakeholders or members, including owners,
employees, customers, suppliers, and neighbors. These objectives can be
achieved only through harnessing the abilities of its people, releasing potential
and maximizing opportunities for development. Therefore people must know
what they need to learn in order to achieve organizational goals. Similarly if
seen from an individual's point of view, people have aspirations, they want to
develop and in order to learn and use new abilities, people need appropriate
opportunities, resources, and conditions. Therefore, to meet people's aspirations,
the organization must provide effective and attractive learning resources and
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conditions. And it is also important to see that there is a suitable match between
achieving organizational goals and providing attractive learning opportunities.

IMPORTANCE OF TRAINING AND DEVELOPMENT

OPTIMUM UTILIZATION OF HUMAN RESOURCES- Training and
development helps in optimizing the utilization of human resource that further
helps the employee to achieve the organizational goals as well as their
individuals goals.
DEVELOPMENT OF HUMAN RESOURCE- Training and development
helps to provide an opportunity and broad structure for the development of
human resources technical and behavioral skills in an organization. It also helps
the employees in attaining personal growth.
DEVELOPMENT OF SKILLS OF EMPLOYEES- Training and
development helps in increasing the job knowledge and skill of employees at
each level. It helps to expand the horizons of human intellect and an overall
personality of the employees.
ORGANISATION CLIMATE.
QUALITY.
HEALTHY WORK-ENVIRONMENT.
HEALTH AND SAFETY.

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METHODS OF TRAINING
There are various methods of training, which can be divided in to cognitive and
behavioral methods. Trainers need to understand the pros and cons of each
method, also its impact on trainees keeping their background and skills in mind
before giving training. The various methods that come under cognitive approach
are:
LECTURE- A method training
It is one of the oldest methods of training. This method is used to create
understanding of a topic or to influence behavior, attitudes through lecture. A
lecture can be in printed or oral form. Lecture is telling someone about
something.
Demonstration training method
This method is a visual display of how something works or how to do
something. As an example, trainer shows the trainees how to perform or how to
do the tasks of the job. In order to be more effective, demonstration method
should be accompanied by the discussion or lecture method.
Discussion training method
This method uses a lecture to provide the learners with context that is supported,
elaborated, explain, or expanded on through interactions both among the
trainees and between the trainer and the trainees.
The discussion method consists a two-way flow of communication i.e.
knowledge in the form of lecture is communicated to trainees, and then
understanding is conveyed back by trainees to trainer.
Computer based training
With the world-wide expansion of companies and changing technologies, the
demands for knowledge and skilled employees have increased more than ever,
which in turns, is putting pressure on HR department to provide training at
lower costs. Many organizations are now implementing CBT as an alternative to
classroom based training to accomplish those goals.
Behavioral methods are more of giving practical training to the trainees. The
various methods under behavioral approach allow the trainee to behave in real
fashion. These methods are best used for skill development.

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The various methods that come under behavioral approach are:

GAMES AND STIMULATION
BEHAVIOR-MODELING
BUSINESS GAMES
CASE STUDIES
EQUIPMENT STIMULATORS
IN-BASKET TECHNIQUE
ROLE PLAY
ON THE JOB TRAININGThere are many management development techniques that an employees can
take in off the job. The few popular methods are:
SENSITIVITY TRAINING
TRANSACTIONAL ANALYSIS
STRAIGHT LECTURE/ LECTURES
SIMULATION EXERCISE

TRAINING AND DEVELOPMENT METHOD ADOPTED BY

TCS-Ion
The training methods which are generally used in an organization are classified
into two i.e
1-ON THE JOB: On the job training places the employees in an actual work
situation and makes them appear to be immediately productive. It is learning by
doing. For jobs, that either are difficult to simulate or can be learn quickly by
watching and doing on-the job training makes sense.

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2- OFF THE JOB: Off-the-job training covers a number of techniques

classroom lectures, films, demonstration, case studies and other simulation
exercises, and programmed instruction.

INPUTS IN TRAINING AND DEVELOPMENTS IN LUMAX

INDUSTRIES LTD.
Any training and development program must contain inputs which enable the
participants to gain skills, learn theoretical concepts and help acquire vision to
look into distant future. In addition to these, there is a need to impart ethical
orientation, emphasize on attitudinal changes and stress upon decision-making
and problem-solving abilities.
Skills
Training, as was stated earlier, is imparting skills to employees. A worker needs
skills to operate machines, and use other equipments with least damage or scrap.
This is a basic skill without which the operator will not be able to function.
There is also the need for motor skills. Motor skills refer to performance of
specific physical activities. These skills involve training to move various parts
of ones body in response to certain external and internal stimuli. Common
motor skills include walking, riding a bicycle, tying a shoelace, throwing a ball
and driving a car. Motor skills are needed for all employees from the clerk to
the general manager. Employees, particularly supervisors and executives, need
interpersonal skills popular known as the people skills. Interpersonal skills are
needed to understand one self and others better, and act accordingly. Examples
of interpersonal skills include listening, persuading, and showing an
understanding of others feelings.
Education
The main purpose of lumax industries is to provide education to teach
theoretical concepts and develop a sense of reasoning and judgment. That any
training and development program must contain an element of education is well
understood by HR specialist. Any such program has university professors as
resource persons to enlighten participants about theoretical knowledge of the
topic proposed to be discussed. In fact organizations depute or encourage
employees to do courses on a part time basis. Chief Executive Officers (CEOs)
are known to attend refresher courses conducted by business schools. Education
is important for managers and executives than for lower-cad reorders.
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Development
Another component of a training and development is development which is less
skill oriented but stressed on knowledge. Knowledge about business
environment, management principles and techniques, human relations, specific
industry analysis and the like is useful for better management of the company.
Ethics
There is need for imparting greater ethical orientation to a training and
development program. There is no denial of the fact that ethics are largely
ignored in businesses. Unethical practices abound in marketing, finance and
production function in an organization. They are less see and talked about in the
personnel function. If the production, finance and marketing personnel indulge in
unethical practices the fault rests on the HR manager. It is his/her duty to
enlighten all the employees in the organization about the need of ethical behavior.

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Chapter 2 Objectives and Need of the study

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The specific objectives of the study are:

To examine the effectiveness of training in overall development of skills
of workforce.
To examine the impact of training on workers.
To study the changes in behavioral pattern due to training.
To find out new methods of training and development in LUMAX,
SIDCUL.
I have tried to take a view on the topic in a practical manner, so that the
feedback can be provided to the organization.

SCOPE OF STUDY

In this project I have tried to present details about the training and development
programs being presently followed in LUMAX SIDCUL and the feedback, I
collected from different employees during my interaction with them.
The scope of training and development can be explained with the help of
following points -

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 Exact position of performance of employees through their feedback

Development of the employees through various training and development
programs.
Developing altered of unbiased treatment to all employees

Chapter 3 Review of literature

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Dr.sarbjit, direction apeejay college of engineering, gurgon, india, august 18,

2009.In todays fast moving economy and prevailing uncertainty all around us,
the role of HRD is lot more than just identifying suitable manpower and
meeting organizational training needs. Developing peoples full capabilities and
managing them well is the heart of any organization. This articles focus on three
controlling elements for the success of any business that are people, time and
cost.
Paul lewis, William j. rothwell, lindamillar, ahad osman-gani,14/2010.This
article says that, the effective use of human resources is seen as a perquisite, and
the training and development of employees as paramount. The growth of
training and development as an academic subject reflects its growth in practice.
Department of psychology & institute of Molecular Biology, University of
Oregon,
Eugene, OR 97403; and Sackler Institute for Developmental
Psychobiology, Weill Medical College of Cornell University, New York, NY
10021 ,August 9, 2005. This article test training effects on different age group.
They compared with different types of no training (control groups) in 4years old
and 6 years children and attention training (experimental group).
lane randale crocket colifornia museum of science and industry, California
museum foundation, 700 state drive, los angeles, California 90037, USA 2008
This article identifies useful and feasible methods to meet these needs. Finally,
it suggested that informal science learning is understood as a collective entity.
Main focuss is on learning activities, and on methods.
L.B.oio & D.A.olanivan,2008.This article examines the impact of training and
development on the performance of home economics teaching schools

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important. The study revealed among others that and development has a positive
impact on the performance of home economics teachers.
Barid, liayd, grith Darrell, lunderson, john,2003.This article focuses on training
and development strategies require remodeling due to globalization and fast
moving business. In order to enhance performance with less cost and
development certain as peers of business, learning opinions frameworks has
been defined.

Chapter 4 Research Methodology

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MEANING OF RESEARCH & DEFINITION

Research refers to a search for knowledge. Once can also define research as a
scientific and systematic search for pertinent information on a specific topic.
Research is an art of scientific investigation.
Systematized effort to gain new knowledge [Redman and Mary]
It is a voyage of discovery
METHODOLOGY
Methodology can be defined as The analysis of the principles of methods, rules, and postulates
employed by a discipline.
The systematic study of methods that are, can be or have been applied
within a discipline.
A particular procedure or set of procedures.
Methodology includes a collection of theories, concepts or ideas as they relate
to a particular discipline or field of inquiry:
Methodology refers to more than a simple set of methods; ] rather it refers to the
rationale and the philosophical assumptions that underlie a particular study
relative to the scientific method. This is why scholarly literature often includes a
section on the methodology of the researchers. This section does more than
outline the researchers methods might explain what the researchers ontological
or epistemological views are.
Another key (though arguably imprecise) usage for methodology does not refer
to research or to the specific analysis techniques. This often refers to anything
and everything that can be encapsulated for a discipline or a series of processes,
activities and tasks. Examples of this are found in software development,
project management and business process fields. This use of the term is typified
by the outline who, what, where, when, and why. In the documentation of the
processes that make up the discipline that is being supported by this
methodology that is where we would find the "methods" or processes. The
processes themselves are only part of the methodology along with the
identification and usage of the standards, policies, rules, etc.
Researchers acknowledge the need for rigor, logic, and coherence in their
methodologies, which are subject to peer review.

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RESEARCH METHODOLOGY
Primary data was collected through
Questionnaires
Personal observations
Secondary data was collected through
Newspapers
Magazines
Internet
SAMPLE SIZE
Sample size is decided under three decisions:
1-

Sample Size unit TCS-iON Mohali

2-

Sample Size No. - 25 Staff members.

3-

Sample size method - Rating Method

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LIMITATION OF STUDY
During my training period although the management and plant personnel were
very co-operative & extended their full support, yet there were following
limitations associates with my study which I would like to mention:
Due to the busy schedule of an organization I was unable to grasp the precious
words of the HRD Manager.

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Chapter 5 Analyses and Interpretation

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1-Your organization considers training as a part of organizational strategy. Do you

agree with this statement?
RESPONSE
STRONGLY
AGREE
AGREE
SOME WHAT
AGREE
DISAGREE
TOTAL

n
o
.
o
f
e
m
p
l
o
y
e
e
s

NO. OF
RESPONDENTS

PERCENTAG
E

13
1

52
4

4
7
25

16
28
100

training as a part of oraganisation strategy

120
100
80
60
40
20
0

100
52
13

14

16

28

25
NO. OF
RESPONDENTS
PERCENTAGE

%age

Interpretation
The above graph indicates that organization considers training as a part of organizational
strategy.
QUES 2): How many training programs will you attend in a year?

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RESPONS
E
LESS
THEN 0010
10- 20
20-40
MORE
THAN 40
TOTAL

NO. OF
RESPONDENT

n
o
.

PERCENTAG
E

14
2
6

56
8
24

3
25

12
100

no. of training programs in a year

120

o
f

100

e
m
p
l
o
y
e
e
s

60

100

80
56

NO. OF RESPONDENT

40
20

25

24

14
2

0
LESS THEN 10

6
20-40

PERCENTAGE

12
TOTAL

%age

INTERPRETATION
The above chart indicates that less training programs are held in the organization.

QUES 3): To whom the training is given more in your organization?

RESPONSE
SENIOR STAFF
JUNIOR STAFF
NEW STAFF
BASED ON
REQUIRTMENT
TOTAL

NO. OF
RESPONDENT
3
5
6
13
25

PERCENTAGE
12
20
24
52
100

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n
o
.

120
100
o
80
f
60
40
e
20
m
0
p
l
o
y
e
e
s

to whom traning is given

100
52
20
12
5
3 OF RESPONDENT
NO.

24

13
PERCENTAGE

25

%age

INTERPRETATION
The above chart shows indicates that training is provided on the basis of requiretment.

QUES 4): what are all the important barriers to training and development in your
organization?
RESPONSE
TIME
MONEY
LACK OF INTEREST BY
STAFF
NON-AVAILABILITY OF
SKILL TRAINER
TOTAL

NO. OF
RESPONDENT

PERCENTAG
E

20

24

10
25

40
100

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n
o
.
o
f
e
m
p
l
o
y
e
e
s

barriers to training and development

120
100
80
60
40
20
0

100
40
25
24
10
6

20
5

NO. OF RESPONDENT
PERCENTAGE

%age

INTERPRETATION
The graph indicates that the important barriers to training and development in the
organization is non-availability of skilled trainers.

QUES 5): Enough practice is given for us during training session? Do you agree with this
statement?
RESPONSE
STRONGLY
AGREE
AGREE
SOME
WHAT
AGREE
DISAGREE

NO. OF
PERCENTA
RESPONDENT GE
14
2

56
8

6
3
25

24
12
100

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n
o
.
o
f
e
m
p
l
o
y
e
e
s

practice given during training period

120
100
80
60
40
20
0

100
56
14

28

24
6

312

25
NO. OF RESPONDENT
PERCENTAGE

%age

INTERPRETATION
The above graph indicates that enough practice is given for employees during training
sessions.

QUES 6): The training session conducted in your organization is useful. Do you agree with
this statement?
RESPONSE
STRONGLY
AGREE
AGREE
SOME WHAT
AGREE
DISAGREE
TOTAL

NO. OF
RESPONDENT

PERCENTAG
E

15
5

60
20

5
0
25

20
0
100

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n
o
.
o
f
e
m
p
l
o
y
e
e
s

training is useful
120
100
80
60
40
20
0

100
60
15

20
5

25

20
5

NO. OF RESPONDENT

00

PERCENTAGE

%age

INTERPRETATION
The above graph indicates the training sessions conducted in the organization is useful.

QUES 7): Employees are given appraisal in order to motivate them to attend the training. Do
it agree with this statement?
RESPONSE
STRONGLY
AGREE
AGREE
SOME WHAT
AGREE
DISAGREE
TOTAL

NO. OF
RESPONDENT

PERCENTAG
E

14
6

56
24

3
2
25

12
8
100

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n
o
.
o
f
e
m
p
l
o
y
e
e
s

training is motivation for employee

120
100
80
60
40
20
0

100
56
14

24
6

312

28

25
NO. OF RESPONDENT
PERCENTAGE

%age

INTERPRETATION
The above graph indicates employees are given appraisal in order to motivate them to attend
the training.

QUES 8): How well the work place of training is physically organization?

RESPONSE
EXCELLENCE
GOOD
AVERAGE
BAD
TOTAL

NO. OF
RESPONDENT
8
6
6
5
25

PERCENTAG
E
32
24
24
20
100

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n
o
o
f
e
m
p
l
o
y
e
e
s

place of training
120
100
80
60
40
20
0

100

32
8

24
6

24
6

20

25

NO. OF RESPONDENT
PERCENTAGE

%age

INTERPRETATION
This graph indicates the trainers should possess technical skill to make the training effective.

QUES 9): What are the general complains about the training session?
RESPONSE
TAKE AWAY PRECIOUS TIME OF
EMPLOYEES
TOO MANY GAPS BETWEEN THE
SESSIONS
TRAINING SESSIONS ARE
UNPLANNED
BORING AND NOT USEFUL
TOTAL

NO. OF
RESPONDENT

PERCENTAG
E

25

10

40

6
5
25

15
20
100

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n
o
o
f

complains about training session

120
100

100

80

e
60
m
40
p
40
25
2025
l
15
20
10 6 5
o
4
y
0
e TAKE AWAY PRECIOUS TIME OF EMPLOYEES
e
%age
s

NO. OF RESPONDENT
PERCENTAGE

INTERPRETATION
This graph indicates that there are too many gaps between the training sessions.

QUES 10): Time duration given for the training period is;
RESPONSE
SUFFICIENT
TO BE EXTENDED
TO BE SHORTENED
MANAGEABLE
TOTAL

NO. OF
RESPONDENT
5
10
8
2
25

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PERCENTAGE
20
40
32
8
100

Page

n
o
o
f
e
m
p
l
o
y
e
e
s

training period
120
100
80
60
40
20
0

100

20

40
10

32
8

28

25
NO. OF RESPONDENT
PERCENTAGE

%age

INTERPRETATION
This graph indicates the reasons for shortage of skilled manpower at workplace are lacks of
support from senior staff.

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Chapter 6 Findings

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 Leads to improved profitability and/or more positive attitudes towards

profit orientation.
Improves the job knowledge and skills at all levels of the organization
Improves the morale of the workforce.
Helps people identify with organizational goals.
Helps create a better corporate image.
Fosters authenticity, openness and trust.
Improves relationship between boss and subordinate.
Aids in organizational development.
Learns from the trainee.
Helps prepare guidelines for work.
Aids in understanding and carrying out organizational policies.
Provides information for future needs in all areas of the organization.
Organization gets more effective decision-making and problem-solving
skill.
l

Aids in increasing productivity and/or quality of work.

Helps keep costs down in many areas, e.g. production, personnel,
administration, etc.
Develops a sense of responsibility to the organization for being
competent and knowledgeable.

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 Improves Labor-management relations.

Reduces outside consulting costs by utilizing competent internal
consultation
Stimulates preventive management as opposed to putting out fires.
Eliminates suboptimal behavior (such as hiding tools).
Creates an appropriate climate for growth, communication.
Aids in improving organizational communication.

TRAINING AND DEVELOPMENT AT TCS-iON

In the field of human resource management, training and development is the
field concerned with organizational activity aimed at bettering the performance
of individuals and groups in organizational settings. It has been known by
several
names,
including employee development, human resource
development, and learning and development

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Harrison observes that the name was endlessly debated by the Chartered
Institute of Personnel and Development during its review of professional
standards in 1999/2000. "Employee Development" was seen as too evocative of
the master-slave relationship between employer and employee for those who
refer to their employees as "partners" or "associates" to be comfortable with.
"Human Resource Development" was rejected by academics, who objected to
the idea that people were "resources" an idea that they felt to be demeaning
to the individual. Eventually, the CIPD settled upon "Learning and
Development", although that was itself not free from problems, "learning" being
an over general and ambiguous name. Moreover, the field is still widely known
by the other names.
Training and development encompasses three main activities: training,
education, and development. Garavan, Costine, and Heraty, of the Irish Institute
of Training and Development, note that these ideas are often considered to be
synonymous. However, to practitioners, they encompass three separate,
although interrelated, activities:

TRAINING AND DEVELOPMENT AS SOURCE OF COMPETITIVE

ADVANTAGE:
TCS derive competitive advantage from training and development. Training and
development program, as was pointed out earlier, help remove performance
deficiencies in employee. This is particularly true when

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(1) The deficiency is caused by a lack of ability rather than a lack of motivation
to perform,
(2) The individual(s) involved have the aptitude and motivation need to learn to
do the job better, and
(3) Supervisors and peers are supportive of the desired behaviors.
Training & Development offers competitive advantage to TCS by removing
performance
deficiencies; making employees stay long; minimized accidents, scraps and
damage; and
meeting future employee needs.
There is greater stability, flexibility, and capacity for growth in an organization.
Training contributes to employee stability in at least two ways. Employees
become efficient after undergoing training. Efficient employees contribute to the
growth of the organization. Growth renders stability to the workforce. Further,
trained employees tend to stay with the organization. They seldom leave the
company. Training makes the employees versatile in operations. All rounders
can be transferred to any job. Flexibility is therefore ensured. Growth indicates
prosperity, which is reflected in increased profits from year to year. Who else
but well-trained employees can contribute to the prosperity of an enterprise?
Accidents, scrap and damage to machinery and equipment can be avoided or
minimized through training. Even dissatisfaction, complaints, absenteeism, and
turnover can be reduced if employees are trained well.
Future needs of employees will be met through training and development
program. Organizations take fresh diploma holders or graduates as apprentices
or management trainees. They are absorbed after course completion. Training
serves as an effective source of recruitment. Training is an investment in HR
with a promise of better returns in future.
In LUMAX training and development pays dividends to the employee. Though
no single training program yields all the benefits, the organization which
devotes itself to training and development enhances its HR capabilities and
strengthens its competitive edge. At the same time, the employee's personal and
career goals are furthered, generally adding to his or her abilities and value to
the employer.

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Chapter 7Conclusion and Suggestions

CONCLUSION
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This study was a learning experience for me and I came to know the training
and development programs in TCS-iON Mohali was positive in response but
still more training and development is needed in TCS so that the employees are
motivated time by time and they should know their strength & weakness so that
they can work on it & improve their knowledge & skills for the betterment of
their organization.
In the last but not the least I conclude that all the training and development
programs of company are highly effective & beneficial to the employees in
giving their best contribution to their personal growth & development as well to
meet the organizational objective

SUGGESTIONS

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On the basis of survey through questionnaire, I hereby humbly propose my

recommendation to carry out further improvement in existing training and
development activities in TCS-iON Mohali
Efforts for making training and development formats user friendly should
be kept continued.

ANNENXURE
Questionnaire:

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Ques 1) - Your organization considers training as a part of organizational

strategy. Do you agree with this statement?

STRONGLY AGREE
AGREE
SOME WHAT AGREE
DISAGREE

Ques 2)- How many training programs will you attend in a year?
Less than 10
10-20
20-40
More than- 40
Ques 3)- To whom the training is given more in your organization?

SENIOR STAFF
JUNIOR STAFF
NEW STAFF
BASED ON REQUIRTMENT

Ques 4)- what are all important barriers to training and development in your
organization?
Time
Money
Lack of interest by the staff
Non-availability of skilled trainers

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Ques 5)- Enough practice is given for us during training session? Do you agree
with this statement?
JOB ROTATION
EXTERNAL RATING
CONFERENCE/DISCUSION
PROGRAMMED INSTRUCTION
Ques 6)- The training session conducted in your organization is useful. Do you
agree with this statement?
STRONGLY AGREE
AGREE
SOME WHAT AGREE
DISAGREE
Quest 7)- The training session conducted in your organization is useful. Do
you agree with this statement?
STRONGLY AGREE
AGREE
SOME WHAT AGREE
DISAGREE
Ques 8)- Employees are given appraisal in order to motivate them to attend the
training. Do you agree with this statement?

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 STRONGLY AGREE
AGREE
SOME WHAT AGREE
DISAGREE

Ques 9)- What are the general complains about the training session?
TAKE AWAY PRECIOUS TIME OF EMPLOYEES
TOO MANY GAPS BETWEEN THE SESSION
TRAINING SESSION ARE UNPLANNED
BORING AND USEFUL
Ques 10)- Time duration given for the training period is;
SUFFICIENT
TO BE EXTENDED
TO BE SHORTEND
MANAGEABLE

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BIBLOGRAPHY
1. David A. Decenzo/Stephen P. Robins (2004) Personal Human Resource
Management
2. www.google.com
3. www.tcs.com
4. www.tcsion.com
5. www.wikipedia.org
6. www.naukrihub/training&development.com
7. Paul Lewis, William J. Rothwell, Lindamillar Aahad osan-gani
8. Department of psychology & Institute of molecular Biology
9. www.shine.com
10.L.B.oio & D.A.olaninan

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