A

DISSERTATION REPORT
ON
“TRAINING AND DEVELOPMENT IN : AN
INTERVENTION TO INCREASE
ORGANISATIONAL EFFECTIVENESS”
FOR
THE PARTIAL FULFILLMENT OF THE
REQUIREMENT OF THE DEGREE OF MASTER OF
BUSINESS ADMINISTRATION (2015-17)

DEPARTMENT OF MANAGEMENT STUDIES

(KUMAUN UNIVERSITY, NAINITAL)

SUBMITTED TO: SUBMITTED BY:

 STUDENT DECLARATION

I, Ankit Joshi hereby declare that the desertation Report, entitled “Training and
Development: An Intervention to increase Organizational Effectiveness”, submitted to
the DEPARTMENT OF MANAGEMENT STUDIES in partial fulfillment of the
requirements for the award of the Degree of Master of Business Administration is a record
of original training undergone by me under the supervision and guidance of Dr. Amit Joshi,
Professor, Department of management studies Bhimtal, and it has not formed the basis
for the award of any Degree/Fellowship or other similar title to any candidate of any
University/institution.

Signature of Guide
Date: Dr. Amit Joshi
Professor
 PREFACE

The success of any organization depends on appropriate use of human assets available in the
organization. All other assets could only be supplementary to human assets. Towards
augmenting the human resources and to cope with changes – both internal and external, the
organization has to concentrate necessarily on developing the ability, wisdom and skills of its
workforce. For the development of human asset, ‘training’ becomes the base. Training is a
tool to attain individual, organizational needs related to the jobs undertaken and is also
intended to improve the work culture of the group involved in a group task. An ideal training
programme can be expected to change the attitude, skills and develop forward vision of the
participants towards the task thus leading to organizational effectiveness. Thus the skills
which were utilized by the human resource of firm can increase in output, quality
improvement at the organisation. Training is said to be the acquisition of knowledge of skills,
and the competencies. It has specific goals of improving one’s knowledge, skills and their
capacity, capability, performance and their productivity. Developing an effective training
program for an individual is vital to the long-term success of the organisation. Training
programs will be providing multiple benefits for employees and the organisation, but only if
they are carefully planned and properly implemented.

Key words: success, human assets, skills, training, implemented.

 ACKNOWLEDGEMENT

It is indeed a great pleasure and privilege for us to present “Training and Development: An
Intervention to increase Organizational Effectiveness”.

We take immense pleasure in thanking to Mr. Amit Joshi, Professor for giving us an
opportunity to do this project and for their valuable suggestion and guidance.

We also wish to thank library madam for allowing us to use the library and for helping
colleting books and magazines. We also extend our thanks to all those who directly or
indirectly involved in our project completion.

At last we would like to thanks once again to our faculty Mr. Amit Joshi, Professor whose
sincere support has enable us at each and every step and his experience always give us the
right direction to achieve our goal.

Ankit Joshi
 TABLE OF CONTENT

Sr. No. TITLE PAGE NO.

(i)
1. Preface

(ii)
2. Acknowledgement

(iii)
3. Table of Content

4. Chapter 1: INTRODUCTION OF THE TOPIC

5. Chapter 2: REVIEW OF LITERATURE

6. Chapter 3: RESEARCH OBJECTIVES AND

METHODOLOGY

7. Chapter 4: DATA ANALYSIS AND INTERPRETATION

Chapter 5: FINDINGS, CONCLUSION &

RECOMMENDATION

9. APPENDIX:-

1. List of figure

2. List of Abbreviation

10. ANNEXURE
 CHAPTER- 1
INTRODUCTION
INTRODUCTION OF THE TOPIC:-

1.1 CONCEPT OF TRAINING AND DEVELOPMENT:

1.1.1 TRAINING:-
Training may be defined as process of refining and increasing the skills and abilities of the
individual towards the best performance of a particular job – in which training is imparted.
Even if an individual knows as how to perform a particular job; through training his skills and
abilities could be further refined – to enable him to perform that job, in a still better manner.
Training, in fact makes a man perfect.
Training, in organization’s life is a continuous process this is to say whenever a superior guide
a subordinate in a particular manner towards performing his job or whenever the former
issues a instruction to the latter the idea of training is implicit. Throughout the organizational
life, such guidance is likely to be there. Hence, training is a continuous process.
The training for the top level employees is considered as development, also known as
management or executive development. It is an on-going systematic procedure in which
managerial staff learns to enhance their conceptual, theoretical knowledge. It helps the
individual to bring efficiency and effectiveness in their work performances. It is a process of
developing an understanding of some organized body of facts rules and methods. Training is
the act of increasing the knowledge and skills of an employee for doing a particular job. It is
the process by which the attitudes, skills and abilities of employees to perform specific jobs
are increased.

1.1.2 Development:
Development is a systematic use of Knowledge or understanding to meet specific objectives
or requirements, directed towards the production of useful materials. It refer to the process of
an all round development of managerial personnel. Development is a long term educational
process utilizing a systematic and organized procedure by which managerial personnel can
learn conceptual and theoretical knowledge for general purpose.
Development is career oriented. It enables a manager to perform wide variety of managerial
jobs, in an effective manner. Development produces effects for better performance of
managerial roles; specially in long run. Development is not only limited to a particular task,
but it aims to improve their personality and attitude for their all round growth which will help
them to face future challenges. It changes the mindset of the employees and makes them more
challenging or competing.
Development refers to those learning opportunities designed to help employees grow.
Development is not primarily skill-oriented. Instead, it provides general knowledge and
attitudes which will be helpful to employees in higher positions. Efforts towards development
often depend on personal drive and ambition. Development activities, such as those supplied
by management developmental programmers, are generally voluntary.
Talent Development is a set of integrated organizational HR processes designed to
attract, develop, motivate, and retain productive, engaged employees. The goal of talent
development is to create a high-performance, sustainable organization that meets its strategic
and operational goals and objectives.

1.2 NEED FOR TRAINING AND DEVELOPMENT ARISE DUE TO

FOLLOWING REASONS.
 Environmental changes: Mechanization, computerization, and automation have
resulted in many changes that require trained staff possessing enough skills. The
organization should train the employees to enrich them with the latest technology and
knowledge.
 Organizational complexity: With modern inventions, technological upgradation, and
diversification most of the organizations have become very complex. This has
aggravated the problems of coordination. So, in order to cope up with the
complexities, training has become mandatory.
 Human relations: Every management has to maintain very good human relations, and
this has made training as one of the basic conditions to deal with human problems.
 Change in the job assignment: Training is also necessary when the existing
employee is promoted to the higher level or transferred to another department.
Training is also required to equip the old employees with new techniques and
technologies.
 Improve in efficiency Training gives a lot of benefits to the employees such as
improvement in efficiency and effectiveness, development of self confidence and
assists everyone in self management.
1.3 PURPOSE OF TRAINING

Training is defined as the systematic development of the knowledge, skills, attitudes required
by an individual to perform a given task or job successfully. Training aims at improving the
organization’s performance through performance of its employees. While training helps
employees to their current jobs, development prepares individual to handle future
responsibilities.
The major purpose of training are improving employee performance, updating employee
skills, avoiding managerial obsolescence, preparing for promotion and managerial succession,
and satisfying personal growth needs. Training needs are determined based on the
organization’s and the employees’ needs.

It is a learning process that involves the acquisition of knowledge, sharpening of skills,

concepts, rules, or changing of attitudes and behaviors to enhance the performance of
employees. Training is activity leading to skilled behavior. Reasons for emphasizing the
training and development of personnel include:
i. Creating a pool of readily available and adequate replacements for personnel who may
leave or move up in the organization.
ii. Enhancing the company’s ability to adopt and use advances in technology because of a
sufficiently knowledgeable staff.
iii. Building a more efficient, effective and highly motivated team, which enhances the
company’s competitive position and improves employee morale.
iv. Ensuring adequate human resources for expansion into new programs.

1.4 APPROACHES TO TRAINING AND DEVELOPMENT

 Reactive Approach: The traditional approaches to training can be generally termed as
reactionary, driven by tactical delivery of technical skills in bricks and mortar,
classrooms trainings and where training is seen as an event oriented activity.
 Proactive Approach: In the learning organization this approach aligns all learning
activities with the corporate business strategy, and its focus is on developing
competencies.
Active Learning Approach: In this approach, trainees play a leading role in learning by
exploring issues and situational problems under the guidance of their facilitator. The trainees
learn by asking thought provoking questions, searching for answers, and interpreting various
observations made during the process. The active learning approach has its lasting impact on
learning since it helps in long-term retention and finding better solutions in the challenging
situations. In today’s fast paced world, continuous learning is essential to success. Individuals
need to learn to succeed in life and at work. Companies need to ensure their employees
continue to learn, so they can keep up with increased job demands and so the company can
gain or maintain competitive advantage.

1.5IMPORTANCE OF TRAINING
The management should, evolve a systematic program of training workers which will help in
turn the management a lot. Many big companies spend huge amounts on training as it
generally felt that it motivates employees to put hard work. Training is not only important
from point of view of the organization, but also for employees.. It is an important activity of
HRD which helps in improving the competency of employees. The major benefits of training
may be discussed ahead:
 Increase in Productivity: Productivity, we mean, the more output at lesser cost.
Training brings an improvement in the quality of output by increasing the skill of the
employee over a worker who as just staged working without proper training. The
worker also learns systematic way of doing things which improves the quality of the
output.
 Reduced Supervision and Direction: A well trained employee is self reliant because
he knows what to do and how to do and understands the responsibilities well, reduces,
not eliminates, the need for detailed and constant supervision. Direction is generally
not required by trained personnel.
 Better Industrial Relation: Training creates feeling among the workers that they are
been properly cared for, and that the employer is sincere to them. This will improve
the relations between the employees which ultimately results in improved productivity
and achievement of overall organizational objectives.
 Reduced Accidents: Generally, industrial accidents are caused due to deficiencies in
people then by deficiencies in equipment and working conditions. Proper training in
 job skills and safety and attitude will naturally contribute towards a reduction in
accident rate.
 Better Management: An effective training program will assist the management in
maintaining higher standard of quality. Building a satisfactory organizational structure,
delegating authority and stimulating employees which will, in turn, help the
management in improving the planning, organizing, controlling and actualizing.

1.6 SIGNIFICANCE OF TRAINING:

1.6.1 FROM VIEW POINT OF ORGANIZATION
 Better organization performance: the organizational performance is manifested in
following spheres-
i. More production in lesser time.
ii. High quality production.
iii. Lesser wastage of raw material.
iv. Better handling of machines, causing less depreciation.
 Organizational growth and development: With trained employees at its disposal, an
organization can introduce or install new and better techniques of production. This
leads to organizational growth and development in long run.
 Minimization of labor turnover: Training leads to minimization of labor turnover
and provides an organization with a dedicated and stable force- so essential for
successful management. This is because of training the morale of employees are up.
 Appreciation of man power asset: Expenditure on training programmes, in an
organization, is a sort of investment in the human assets as they are the only one to
bring more and more productivity to the organization. In fact through the training
process, the potential of the people are sought to be fully exploited, and a second line
of competent personnel is gradually developed.
 Better human relations: Training helps in the development of better human relations
in the organization that is good superior- subordinate relationships and good relations
among subordinates. Good human relations develop as the fact of imparting training to
employees gives them a feeling that they are being cared by the management.
 1.6.2 FROM VIEW POINT OF EMPLOYEES
 Job satisfaction: Trained employees who do their work with dedication derive an
intangible pleasure technically called “job satisfaction”. Job satisfaction makes
employees better and happy in their day to day lives
 Chances for promotion/ advancement: Training opens the doors to promotion for
employees. Having acquired better skills for performance through training; many
trained employees become eligible for promotion.
 Personality development: training helps employees build ‘self confidence’ and leads
to their personality development. ‘Self confidence’ acquired in this manner, helps
employees in all walks of life.
 High market value: training enhances the market value of employees. They can seek
better avenues for their career development outside the organization.

1.7 DISADVANTAGES OF TRAINING AND DEVELOPMENT

 Leave for new job: When an employee is trained and updated with all the latest
knowledge and skills. They are prepared and ready to jump to another organization
which offers good perks and salary:
 Time requirements: The other main important disadvantages of employee training
are that there may not be enough time for staff training with the daily hectic schedule.
There are many organizations who dedicate very less time, which may not be helpful
in making the employee productive or knowledgeable. With very less time, the trainer
usually rushed through the main parts of job which is to be understood by the
employees.
 Loss of interest: At times of training sessions which lead for long hours, employees
are bored and aren’t interested in their session. Data and information is thus not
retained for employees who do not listen. When training programs are conducted
continuously with same data or theory again and again, the employees lose interest.
 Waste of resource: Over-training in the workplace can be a waste of valuable
resources. At a minimum, the company will need to spend money on training
materials, hire or promote individuals to train the other employees, and also pay both
the trainers and the trainees wages while they're learning. Instead of over-training,
1.8 DIFFERENCES BETWEEN TRAINING AND DEVELOPMENT
The difference between training and management development tends to lie in timing.
Typically, training is the process by which people are taught critical skills. Participants gain
knowledge to carry out their current responsibilities. To goal is to improve performance in the
short term. Development activities, on the other hand, tend to prepare people for additional
job roles for the long term. Development tends to refer to more personalized, individualized
experiences, such as a certification process, job rotation period, coaching or mentoring.
Small-business owners can take advantage of the Small Business Administration Training
Network for both training and management development needs.

Table 1.8.1 Difference between training and development

Point of difference Training Development

Context The term ‘training ‘is used to The term ‘development’ is used to
refer to the process of increasing refer to the process of an all around
the skills and abilities of development of managerial
operatives personnel.
Nature Training is job oriented. It Development is career-oriented. It
enables an operative to perform enables a manager to perform a
a job. (in which training is wide variety of managerial jobs, in
imparted) in a better manner. an effective manner.
Effect Training produces immediate Development produces effect for
better effects on the performance better performance of managerial
of operatives. roles, specially in the long run.

Method Training is imparted specially, Development is for managerial

through, on the job-methods that personnel. it is most usually,
is while a worker is put on the planned, while they are not on the
job. jobs that is through off-the job
methods. E.g., seminars,
conference, selective readings, case
studies etc.
Emphasis In training emphasis is laid on In development, emphasis is laid
increasing technical skills of on increasing the human and
operatives. conceptual skills of managerial
personnel.
1.9 METHODS OF TRAINING
Trainings help employees enhance their capabilities and acquire new learnings, skills and
knowledge. Trainings help employees come up with unique and innovative ideas, meet targets
within the desired time frame and make them efficient resources for the organization. lot of
time, money and energy go in designing training programs for employees. Managers need to
understand where all their team members are lacking and need improvement. One needs to be
very clear how training programs would benefit the employees. Managers need to sit with
human resource professionals and design specific training programs keeping in mind the
needs and requirements of employees. Training programs conducted just for the sake of it
yield no results.
A training method is an instrument or a technique that a trainer employs for delivering
training content or for facilitating the learning process, for achieving the predetermined
objectives. A training method can also be viewed as a means of communicating with a
particular group of participants with the purpose of enhanced learning. Trainers these days
rely on the use of a variety of training methods in enhancing the quality and efficiency of their
participants.
1.9.1 On The Job Training
Probably the most widely used method of training is on the job training. It is estimated that
more than 60% of training occurs on the job. The employees are placed in the real work
situation and shown the job and the tricks of the trade by an experienced employee or the
supervisor. Workers who are supposed to work on technical machines or apparatus could
never learn the art of handling them; unless and until these machines etc. are shown to them
and they are asked to handle them under expert supervision.
 Coaching: under this method, a new manager is taught the art of managing by a senior
experienced manager, known as coach. The extend and quality of managerial development
of the new manager, much depends on the skills of the coach and the interest taken by the
coach in the development of the new person. This is the popular method of managerial
development and is widely followed in many organisations. Under this technique, the
superior coaches the knowledge and skills, to his subordinate. He briefs the trainees what
is expected of them and guides how to get it. He also watches their performance and
directs them to correct the mistakes.
Some key points on coaching:
1. It is one to one interaction.
2. It can be done at the convenience of CEO.
3. It can be done on phone, meetings, through e-mails, chat.
4. It provides an opportunity to receive feedback from an expert.
 Job Rotation: Under this system, the individual is transferred from one job to another or
from one department to another with a view to broaden the general background of the
trainee in the business The trainee is rotated from one job to another and thus acquires a
considerable degree of specialized knowledge and skill but a man can never acquire
diversified skills needed for promotion unless he is put to different situations. This approach
allows the manager to operate to diverse roles and understand the different issues that crop
up Benefits of job rotation- some of the major benefits of job rotation are:
i. It provides the employees with the opportunities to broaden the horizon of
knowledge, skills and abilities by working in different departments, business
units, functions and countries.
ii. Identification of knowledge, skills and attitudes (KSAs) required.
iii. It determines the areas where improvement is required.
iv. Assessment of employees who have potential and caliber for fulfilling the
position.
 Apprenticeship Training: Under this method of training, a trainee called an apprentice,
works under the direct supervision of an expert, for a long time. During this process of
training, the apprentice is imparted both theoretical and practical training by the expert.
Apprenticeship training is compulsory in certain occupation. In India there is an
apprenticeship act 1962 under which the employers in certain industries are required to
train a number of apprentices, in designated trades.
 Job instruction training: job instruction training (jit) uses a strategy with focus on
knowledge (factual and procedural), skills and attitude development.
Procedure of job instruction technique (jit) consists of four steps:
i. Plan: This step includes a written breakdown of the work to be done because the
trainer and the trainee must understand the documentation is must and important
for the familiarity of work. A trainer who is aware of the work well is likely to do
many things and in the process might miss few things. Therefore, a structured
 analysis and proper documentation ensures that all the points are covered in the
training program. The second step is to find out what the trainee knows and what
training should focus on.
ii. Present: In this step, trainer provides the synopsis of the job while presenting the
participants the different aspects of the work. When the trainer finished, the trainee
demonstrates how to do the job and why is that done in that specific manner.
Trainee actually demonstrates the procedures while emphasizing the key points
and safety instructions.
iii. Trail: This step actually a kind of rehearsal step, in which trainee tries to perform
the work and the trainer is able to provide the instant feedback. In this step, the
focus is on improving the method of instruction because a trainer considers that
any error if occurring may be a function of training not the trainee. This step
allows the trainee to see the after effects of using an incorrect method. The trainer
than helps the trainee by questioning and guiding to identify the correct procedure.
iv. Follow-up: In this step, the trainer checks the trainee’s job frequently after the
training program is over to prevent bad work habits from developing. Follow- up
is basically to see that the things are going according to the plan or not if there are
any deviations then corrective actions are taken. The trainer has a continuous eye
on the job or task of the trainee so that everything goes on effectively and
efficiently.

1.9.2 Off The Job Training

As the name implies, under this method of training, workers are first trained at a place away
from the job; and are placed on jobs, only after training process is over.

 Class – room training: As the name implies, under this method of training workers
are trained in the theory of handling jobs; the way the students are taught in a
school/college, in a class room manner. Workers, under this system might be trained in
a class-room either in the enterprise itself; or might be sent by the employer to the
training institutes or vocational training centers.
The scheme of training, in this method, usually consist of:
i. Lectures delivered by experts on various aspects of work performance.

ii. Group-discussion etc. among trainees.

 Sensitivity Training: in sensitivity training the executives spend about two work-
hours attending the lecture on the subject such as leadership and communication. The
members sit around the table and discuss. The trainer, usually a psychologist, neither
leads the discussion nor suggests what should be discussed but only guides the
discussion. The members freely discuss and criticize the behavior of each other
thereby giving a feedback positive or negative. Sensitivity training is about making
people understand about themselves and others reasonably which is done by
developing in them social sensitivity and behavioral flexibility.
i. Social sensitivity in one word is empathy. It is ability of an individual to sense
what others feel and think from their own point of view.
ii. Behavioral flexibility is ability to behave suitability in light of understanding.
 Transactional analysis:- Transactional analysis provides trainees with realistic and
useful method for analyzing and understanding the behavior of others. In every social
interaction, there is motivation provided by one person and the reaction to that
motivation given by another person. This motivation-reaction relationship between
two persons is transaction.
Transactional analysis can be done by the ego states of an individual.
An ego state is a system of feeling accompanied by a related set of behaviors. There
are basically three ego sates:
Child: It is a collection of recordings in the brain of an individual of behaviors,
attitudes, and impulses which come to her naturally from her own understanding as a
child. The characteristics of this ego are to be spontaneous, intense, unconfident,
reliant, probing, anxious, etc. Verbal clues that a person is operating from its child
states are the use of words like “I guess” “I suppose” etc, and non verbal clues like
giggling, coyness, silent, attention seeking, etc.
Parent: It is a collection of recordings in the brain of an individual of behaviors,
attitudes, impulses and imposed on her in her childhood from various sources such as
social, parents, friends, etc. the characteristics of this ego are to be overprotective,
isolated, rigid, bossy, etc. Verbal clues that a person is operating from its parent states.
CHAPTER- 2
LITERATURE
REVIEW
According to Abdul Hameed Amar Waheed (2011), Training and Development refers to
activities leading to the acquisition of new knowledge or skills for purposes of growing.
Organizations provide employees with development programmes in order to enhance
their capabilities. Employee development is gaining an increasingly critical and strategic
imperative in organizations in the current business environment.
Atifetal. (2010), in their research found that Training and development programmes seem to
reduce the turnover rate of employees. Thus advancement opportunities do not only reduce
absenteeism, but it increases employee’s commitment and satisfaction that helps reduce
turnover
McDowall. (2010) stated that recognition of the importance of training in recent years has
been heavily influenced by the intensification of competition and the relative success of
organizations where investment in employee development is considerably emphasized. He
add that technological developments and organizational change have gradually led some
employers to the realization that success relies on the skills and abilities of their employees,
and this means considerable and continuous investment in training and development
Sims, R (1990) observed that Training and development is beneficial not just for the
organization itself but also to the individual employees. On the one hand, training and
development leads to improved profitability and/or more positive attitudes toward profit
orientation, improves the job knowledge and skills at all levels of the organization, improves
the morale of the workforce and helps the employees identify with organizational goals .
Kate Hutchings, Cherrie J. Zhu, Brian K. Cooper, Yiming Zhang and Sijun Shao (2009)
stated that training and development benefits individual employees through helping them
make better decisions and effective problem solving, assisting in encouraging and achieving
self-development and self-confidence, helping an employee a person handle stress, tension,
frustration, and conflict, increasing job satisfaction and recognition and moving the person
toward personal goals while improving interaction skills. Training and development must be
designed and delivered to meet the needs of all employees in such a way that the employees
will not be only productive but also be satisfied. Training and development has a positive
impact on the employees to carry out their work more effectively, increasing their
interpersonal and technical abilities, team work, job confidence and work motivation
According to sims R (2006) in order to identify whether a trainee is learning a new skill or
acquiring knowledge from the training programme the trainee should be given opportunity to
practice what is being taught. Practice is also essential after the individual has been
successfully trained. There are two aspects of practice – active practice and over learning.
Active learning allows the trainees to perform the task repeatedly or use the knowledge being
learned. Over learning occurs when trainees are given the opportunity to practice far beyond
the point where the task becomes ‘second nature’ and is said to be ‘over learned’.
Michel Armstrong, (2001) stated that “Training is systematic development of the knowledge,
skills and attitudes required by an individual to perform adequately a given task or job for the
growth of an organization”
According to Sims (2002) training focuses on present jobs while development prepares
employees for possible future jobs. Basically, the objective of training and development is to
contribute to the organization's overall goal.
McCourt, W., Derek, E (2003): stated that it is important that the organizations should be
able to identify the needs for training and development and select techniques suitable for these
needs, plan how to implement them and thereafter evaluate outcome.
Birdi, K., Clegg, C., Patterson, M., Robinson, A., Stride, C. B., Wall, T. D., Wood, S.
J. (2008): Training and development are indispensable strategic tools for effective individual
and organisation performance, thus, organisation are spending money on it with confidence
that it will earn them a competitive advantage in the world of business.
According to Logan, J. K. (2000). Employee retention is a challenging notion and there is no
particular method to retain employees with the organization. Several organizations have
revealed that one of the characteristic that help to retain employee is to offer them
opportunities for improving their skills through effective training programmes.
Goldstein and Ford (2002). Stated that Training is an organized method of learning and
development which expand the efficiency of individual, group, and the organization
Development mentions the accomplishments leading to gaining of new abilities and skills for
personal growth of employees.
Greengard S. (2000) described that organizations are required to develop and maintain such
training and development environment for the employees that expand the knowledge of
organization and competitive ability. However, employee training programs derived through a
high price, but have a positive impact on return-on-investment.
According to Dobbs (2000) Employees get a lot of benefits from the employee training and
development program. They learn the soft and technical skills as required by their jobs.
Chaminade (2007) stated that Organizations that are offering employee development
programs are getting success with retaining employees. An effective design of training
program can also increase
retention among employees. Employee retention is a volunteer move by organizations to
create an environment which involves employees for long term
According to Kraiger (2002) Training effects on behavior of employees and their working
skills which resulted in enhanced employee performance and further constructive changes that
serves as increase employee performance.
Mel Kleiman (2000) described that the essentials parts of a worthy employee training
program are constructed on orientation, management skills, and operational skills of
employees. These theories are the groundwork of any employee development program.
Gerbman, R. V (2000) stated that Employee development programs includes a variety of
teaching technique, schedule, and helping learning environment that ensure employee to
improve their skills and later apply on their jobs
According to Allen, D.G., Shore, L.M., and Griffeth, R.W. (2003) defined that providing
employees training and development opportunities can be perceived a meaning that the
organization cares for their employees. This perception in employees may produce benefits
even though training and development structure and transfer might be not optimum.
According to Garger, E. M. (1999). Companies should realize that experienced employees
are important assets and companies have to suffer the challenge for retaining them Therefore,
companies which are providing training and development programs to their employees are
getting success in retaining them.
Carlos A. Primo (1995) Delivery style is a very important part of Training and Development
Employees are very conscious about the delivery style. If someone is not delivering the
training in an impressive style and he is not capturing the attention of the audience it is means
he is wasting the time. It is very necessary for a trainer to engage its audience during the
training session. Delivery style means so much in the Training and Development.
According to Ginsberg, (1997) It is very necessary for the organization to design the training
very carefully. The design of the training should be according to the needs of the employees.
Those organizations which develop a good training design according to the need of the
employees as well as to the organization always get good results. It seems that Training
design plays a very vital role in the employee as well as organizational performance. a bad
training design is nothing but the loss of time and money.
Deming (1982) on the job training helps employees to get the knowledge of their job in a
better way. People learn from their practical experience much better as compare to bookish
knowledge. It is good for organization to give their employees on the job training to the
employees because it is cost effective and time saving.
According to (Cascio 1991) training need identification provides a benchmark (pre-measure)
of the skills trainees have before training and the same can be compared to a measure of the
skills acquired in training (post-measure) which highlights the cost savings or value additions
achieved as a result of training need identification ensures that training focuses on those skills
which are to be acquired by the trainees to perform their assigned jobs. The trainings must be
relevant, and organized in a manner that an interest and value is created to ensure active
participation by the trainees. Such trainings must be avoided which are not required by the
employees, who if sent forcibly, will not be taking them seriously.
 CHAPTER- 3
RESEARCH
METHODOLOGY
AND
OBJECTIVES
3.1 RESEARCH OBJECTIVES
1. To understand the perception of employees towards training and development
2. To study the relationship of T&D program with employee efficiency.
3. To study the relationship of training and development and organizational
effectiveness.

3.2 RESEARCH METHODOLOGY

Research is a systematic and objective process of collection, compilation, analysis and
interpretation of facts to draw certain conclusions in the form of alternative solutions to
problems under study. The purpose of research is to discover answers to questions through the
application of scientific procedure.

Research design
Exploratory and descriptive research has been used because the researcher has explored as
many facts as possible related to training and development and its impact to increase
organizational effectiveness without knowing the uses and applications of these facts. The
findings being explored by the researcher with regard to various aspects of training and
development is helpful in gaining of knowledge. Descriptive research has been used to
describe the various facts and figures related to training and development and its impact to
increases organizational effectiveness.

SAMPLING DESIGN:

Sampling Technique:
Sampling is concerned with the selection of a subset of individuals from within a statistical
population to estimate characteristics of the whole population. Sampling is the process of
obtaining information from a subset (sample) of a larger group (population). There are two
sampling method.
Convenience sampling was used for the study as researcher has the freedom to choose
whomever the researcher finds and the respondents were conveniently available to participate
in the study.
Sample area:
The research area taken by the researcher is Rudrapur as it is an industrial area where there
are many competitors so it is necessary to understand how various industries face competition
by giving training and development programmes to their employees.

Sample size:
Sample size must be fixed enough, so that it will be the true representative of the population.
The sample size chosen for this study was 85.

Sample unit:
Sample unit was small and Medium Enterprises engaged in manufacturing companies.

Data collection:
Data collection is a systematic process of gathering relevant and required information for the
study from a various sources. There are two types of sources of data collection.

Primary Source:
Primary data are those which are fresh and collected for the first time. That means this data
have not anywhere. It is real time data which are collected by the researcher himself/herself
specifically to address the research problem. Following are the primary sources:-personal
Interview, questionnaire, observation.

Secondary data:
Secondary are those which have already been collected by some other people for some
purpose other than the problem at hand. Secondary sources to collect the data are journals,
periodicals, publications, books etc.
Researcher has used both primary data and secondary data. Sources of primary data for this
research includes questionnaire designed by the researcher whereas sources of secondary data
includes books highlighting the various aspects of training and development, internet and
Online and print journals.
Questionnaire has been designed by keeping in mind the objectives of the research. Structured
questions have been used. The questionnaire was constructed in three sections comprising;
Section I: Demographic information of respondent.
Section II: Information related to Training and Development programme
Section III: Information related to employee efficiency and organizational effectiveness.
First part consists of demographic questions related to personnel details of the respondents
such as age, gender, marital status, income level, qualification, length of association with the
organisation etc. Likert scale has been used and on the scale of 1-5 respondents were asked to
mark their responses. Open ended and close ended questions have been used in order to
design the questionnaire. The questionnaire was filled by both male and female respondents.
`
 CHAPTER 4
DATA ANALYSIS AND
INTERPRETATION
 4.1 DEMOGRAPHIC CHARACTERISTICS OF THE RESPONDENTS
The demographic characteristic of respondents consists of age, gender, income of
respondents, marital status of respondents and years associated with the organisation. Table
and pie charts have been shown below so as to understand the various demographic
characteristics of respondents. Table shows data related to the frequency and percent of
various respondents while the figures shows the data related to pie chart and also the
percentage of data.
4.1.1 Age Wise Classification Of Respondents
Table 4.1.1 Age Wise Classification
Cumulative
Frequency Percent Valid Percent Percent
Valid upto 25 17 20.0 20.0 20.0
25-35 years 18 21.2 21.2 41.2
35-45 years 30 35.3 35.3 76.5
45-55 years 13 15.3 15.3 91.8
55 years and above 7 8.2 8.2 100.0
Total 85 100.0 100.0

Figure 4.1.1 Age Wise Classification

Interpretation: From the above table and chart it is clear that majority of respondents i.e.
35.3% belong to the age group of between 35-45 years of age whereas 21.2% of respondents
belong to 25-35 years of age, 20% are of upto 25 age group whereas 13% belong to 45-55
years of age and 7% belong to 55 years and above category.
4.1.2 Gender Wise Classification Of Respondents

Table 4.1.2 Gender Wise Classification

Cumulative
Frequency Percent Valid Percent Percent
Valid Male 29 34.1 34.1 34.1
Female 56 65.9 65.9 100.0

Total 85 100.0 100.0

Figure 3.1.2 Gender Wise Classification Of Respondents

Interpretation: Table 4.1.2 depicts that out of total 85 respondents 34.1% respondents are
male whereas 65.9% comprises of female respondents.
Thus it can be concluded that majority of respondents belonging to the organisation were
female comprising of 65.9%
4.1.3 Marital Status Wise Classification

Table 4.1.3 Marital status wise classification

Frequency Percent Valid Percent Cumulative Percent

Valid Married 50 58.8 58.8 58.8
Unmarried 35 41.2 41.2 100.0
Total 85 100.0 100.0

Figure 4.1.3 marital status wise classification of respondents

Interpretation: Above Table 4.1.3 shows marital status wise classification of respondents.
Table depicts that 58.8% of respondents are married whereas 41.2 % of respondents are
unmarried.
From the data it can be concluded that sample has been dominated by majority of unmarried
respondents.
4.1.4 Education Wise Classification

Table 4.1.4 Educational Qualification Wise Classification

Frequency Percent Valid Percent Cumulative Percent

Valid metric and below 8 9.4 9.4 9.4
under-graduate 12 14.1 14.1 23.5
Graduate 23 27.1 27.1 50.6
post-graduate 35 41.2 41.2 91.8
professional
7 8.2 8.2 100.0
qualification
Total 85 100.0 100.0

Figure 4.1.4 Education Wise Classification Of Respondents

Interpretation: Above table and pie chart shows that 9.4% respondents are metric and below,
14.1% are under-graduate, 27.1% are graduate, majority i.e. 41.2% respondents fall under
post graduate category whereas the rest i.e. 8.2% have professional qualification.
4.1.5 Income Of Respondents
Table 4.1.5 Income Wise Classification
Cumulative
Frequency Percent Valid Percent Percent
Valid upto 15000 pm 15 17.6 17.6 17.6
15000-25000 pm 14 16.5 16.5 34.1
25000-35000 pm 35 41.2 41.2 75.3
35000-45000 pm 12 14.1 14.1 89.4
45000-55000 pm 5 5.9 5.9 95.3
55000 pm and above 4 4.7 4.7 100.0
Total 85 100.0 100.0

Figure 4.1.5 Income Wise Classification

Interpretation: The above table depicts that 17.6% of total respondent receive income upto
15000 pm, 16.5% respondents receive income ranging between 15000-25000 pm, 41.2%
respondents receive income between 25000-35000 pm, 14.1% have 35000-45000 income,
5.9% receive income ranging between 45000-55000 pm whereas 4.7% receive income
ranging 55000 pm and above.
4.1.6 Length Of Association With The Present Organisation

Table 4.1.6 Length Of Association With The Present Organisation

Cumulative
Frequency Percent Valid Percent Percent
Valid 0-1 year 3 3.5 3.5 3.5
1-5 years 70 82.4 82.4 85.9
5-10years 5 5.9 5.9 91.8
more than 10 years 7 8.2 8.2 100.0
Total 85 100.0 100.0

Figure 4.1.6 Lenth Of Association With The Orgaisation

Interpretation: From the above table it is clear that majority of respondents i.e. 82.4% have
been associated with the organisation for the past 1-5 years, 8.2% of total respondents have
been working with the organisation for more than 10 years, 5.9% of respondents are working
in the organisation for past 5-10 years whereas 3.9% of total respondents are associated with
the organisation for past 0-1 years. This concludes that majority of 82.4% have been working
with the organisation for the past 1-5 years.
4.2 OUTLOOK OF TRAINING AND DEVELOPMENT PROGRAMME
The Researcher made an attempt to know the perception of employees towards Training and
Development. These factors comprises of views of respondents related to of compulsion of
training programs, methods of training programs attended by the respondents and the
frequency of training programs followed by the nature of training programs being attended by
the respondents.

4.2.1 Necessity Of Training And Development Programmes

Table 4.21. Necessity Of Training And Development Programmes

Cumulative
Frequency Percent Valid Percent Percent
Valid Yes 46 54.1 54.1 54.1
No 25 29.4 29.4 83.5
can't say 14 16.5 16.5 100.0
Total 85 100.0 100.0

Figure4.2.1 Necessity Of Training And Development Programs

Interpretation: Above table shows that majority of respondents i.e. 54.1% respondents are of
the opinion that training programs should be compulsory to all the employees of the
organisation, 29.4% of respondents believes that training programmes should not be
compulsory to all the employees of the organisation whereas 16.5% respondents are not sure
about the opinion that whether training programmes should be compulsory or not.
4.2.2 Methods Of Training And Development Program

Table 4.2.2 Method of training and Development Programme.

Cumulative
Frequency Percent Valid Percent Percent
Valid on the job 13 15.3 15.3 15.3
off the job 23 27.1 27.1 42.4
Both 49 57.6 57.6 100.0
Total 85 100.0 100.0

Figure 4.2.2 method of training and development programmes.

Interpretation: The above table 4.2.2 depicts that 27.06% respondents had attended off the
job training programs while 15.29% had attended on the job training programs and the rest i.e
57.65 have attended both the training programmes.
It concludes that that the organisation gives both the training methods in order to train their
employees and make the employees competitive
4.2.3 Frequency Of Training Programmes :

Table 4.2.3 Frequency Of Attending Training And Development Programme During

Last Years In The Organisation.
Frequency Percent Valid Percent Cumulative Percent
Valid upto 2 4 4.7 4.7 4.7
2-5 39 45.9 45.9 50.6
5-10 34 40.0 40.0 90.6
more than 10 8 9.4 9.4 100.0
Total 85 100.0 100.0

Figure 4.2.3 Frequency Of Training And Development Programmes Attended.

Interpretation: Majority of respondents i.e. 45.88% have attended 2-5 training programs in
the organisation, 40% have attended 5-10 training programmes, 4.71% respondents have
attended upto 2 training programmes whereas 9.4% respondents has received more than 10
training programmes in the organisation. Thus, majority had received 2-5 training
programmes in the organisation.
 4.2.4 Satisfied with the training and Development program

RESPONDENT Strongly Disagreed Neutral Agreed Strongly TOTAL

disagreed agreed
EMPLOYEE 7 9 21 30 18 85
 CHAPTER-5
FINDINGS,
RECOMMENDATIONS
AND CONCLUSION
5.1 FINDINGS

1. The factors related to training and development programs indicates that majority have
the opinion that training and development programs should be compulsory to all the
employees of the organisation as training programs helps in increasining of knowledge
and skills. Further it leads to minimization of accidents.
2. Majority of employees who had participated in the training and development programs
of the organisation believed that they had received both on the job and off the job
training programmes
3. Employees had participated in the training and development programs of the
organisation and had received 2-5 training programs.
4. The results of hypothesis 1 was that null hypothesis was rejected while alternative
hypothesis was accepted in other word there was significant impact of T & D
programmes in increasing organisation effectiveness.
5. To test the hypothesis dependent factors were organisational effectiveness and
employee efficiency and dependent factor was training and development.

5.2 RECOMMENDATIONS

1. Training and development programmes should be provided to an employee on a

regular basis.
2. Both the trainer and trainee should participate in the training programs. Trainer should
handle the quarries of trainee so that he does not face any difficulties while carrying
out his\her work. Thus, leading to an increase in employee efficiency.
3. Organisation should identify the training needs of an employees and the content of
training programmes should be according to the job profile of participants.
4. Effective training materials should be provided to an employee before conducting the
training and development programmes
5. External training experts should be hired to deliver an effective training and
development programmes
6. Before delivering the training and development programmes the objectives of training
should be properly defined to the employees.

5.3 CONCLUSION
In India, many companies other than multi-nationals are not meeting the employee demands
with reference to training and development and ultimately the gaps found in the required
skills vis-a-vis attained skills have become so wide that inter-relationships of training and
performance are badly disturbed. There is still a big gap between the knowledge and skills
imparted and acquired in the institutions and its applications as seen in the industrial
environments. Due to this gap, companies now feel that there should be a close liaison
between such institutions and the industry so that employee development programs are made
more purpose oriented. There are training institutions which offer customized as well as off-
the-shelf programs based on their client’s business operations but yet, there is much to be
improved. Therefore, training and development cannot be disconnected from the business
activities of the organizations; on the contrary, this is the area that clearly illustrates positive
relationships between training activities and the organizational performance. In particular it is
recognized that an effective training and development policy can be a crucial factor in
addressing inequalities in employment in relation to race, gender and disabilities. It is
recommended that organization produce a training and development plan, the aim of which
shall be to empower all employees to carry out their roles to the highest standards, and deliver
high quality services to customer. In these guidelines, training and development are broadly
defined as those activities aimed at raising the standards of employee practice and thus lifting
the quality of the employees, and customers learning and organization experiences.

LIST OF ABBREVIATION
1. T&D : Training And Development
2. HRM : Human Resource Management
3. ICF : International Coach Federation
4. KSAs : Knowledge, Skill And Attitude
5. JIT : Job Instruction Training
6. AVT : Audio Visual Training
7. HRD : Human Resource Development
8. SPSS : Statistical Package For Social Sciences
 BIBLIOGRAPHY

Books:
1. David ,A. Decenzo.. , Stephen, A. Robbins.,(2007) .Human Resource Management, 3rd
edition.
2. Saini Debis S. , Khan, Sami A.,(2005). Human Resource Management, 3rdedition.
3. Jyoti, P., and Venkatesh ,D.N., (2010)Human Resource Management, 12th edition,
4. Aswathappa K.,( 2009), Human Resource Management, 5thedition.
5. Singh. N.K., (2006).Human Resource Management, 5thedition.
6. Gupta, S .L.,(2010).Marketing Research, 4th edition.
7. Kumar, Aakar.,(2007).Marketing Research, 7th edition.
8. Kothari ,C. R.,(2004) “Research Methodology”, Methods and Techniques, Wishma
Prakashan, New Delhi.

Websites:
1. http//www.managementhelp/search/management/management.help.search.html=train
ing+and+development.
2. http//www.humanresource.about.com/od/trainingtrends/future.

Research Papers:
1. Stewart, J.,& Knowles, V. (2000). Graduate training and development programmes in
small businesses. Career Development International Review, 5(1), 21-38.
2. Ghada El-Kot, Mike Leat, (2008) "A survey of training and development in Egypt",
Education, Business and Society: Contemporary Middle Eastern Issues, Vol. 1 Iss: 3,
pp.200 – 212

QUESTIONNAIRE
 TRAINING AND DEVELOPMENT: AN INTERVENTION TO
INCREASE ORGANISATIONAL EFFECTIVENESS

(NOTE: This questionnaire is designed for completion of my research work. The information
thus received will be kept confidential and will not be used for any other purpose.)

Please mark your responses by putting a tick mark ( ) at appropriate place.

Q.1 Personal Information:-

a) Name: ________________________________

b) Age:

(i) upto 25 years ( ) (ii) 25-35 years ( )

(iii) 35-45 years ( ) (iv) 45-55 years ( )
(v) 55 years and above ( )

c) Gender: Male / Female

d) Marital Status: Married / Unmarried.

e) Educational Qualification:

(i) Metric & below ( ) (ii) Under-Graduate ( )

(iii) Graduate ( ) (iv) Post-Graduate ( )
(v) Professional qualification ( )

f) Income:-

i) Upto Rs.15, 000 PM ( ) ii) Rs15, 000to Rs.25, 000 PM ( )

iii) Rs.25, 000 to Rs.35, 000 PM ( ) iv) Rs.35, 000 to Rs 45,000 PM ( )
v) Rs 45,000 to 55,000 PM ( ) vi) Rs 55, 000 PM and Above ( )

Q2. Since how many years have you been working with this organization?

a) 0-1 Year ( )
 b) 1-5 Years ( )
c) 5-10 Years ( )
d) More than 10 years ( )
Q.3. Do you feel training program should be compulsory for all the employees in the
organization?
a) Yes ( )
b) No ( )
c) Can’t say ( )
Q4.From the following which method of training you have undergone at this organization?

a) On the job ( )
b) Off the job ( )
c) Both ( )
Q5. How many training programmes have you attended during last years in the organisation?

a) Up to 2 ( )
b) 2-5 ( )
c) 5-10 ( )
d) More than 10 ( )

Q6. How much are you satisfied with the training and Development program?
Strongly disagreed 1
Disagreed 2
Neutral 3
Agreed 4
Strongly agreed 5

Q.7 Kindly indicate your level of agreement on the following statements pertaining to training
and development programmes of your organization:-

S. No. Description Strongly Disagree Neither Agree Strongly

Disagree 2 Agree Nor Agree
1 Disagree 4 5
3
1. My organisation has competent
training professionals.

2. My organisation is conducting a
well planned training and
development programme
3. The training programme of my
organisation is well delivered.
4. The goals of Training and
 Development program is aligned
with the organizational goals.

5. The goals of Training and

Development program is clearly
defined.

6. The methods used to deliver

Training and Development program
are effective.

7. Training and development program

have reduced my consumption time
to complete my task.

8. After training , I have improved my

competency and as a result my
work performance has improved

9. Training and development

programme in the organisation is
linked to succession planning of
organisation.

10. Training and development

programme have reduced my stress.

11. My morale has been increased due

to training and development
programme.

12. Training and Development reduces

turnover rate in the organisation.

13. Training and development programs

reduce damage to equipments.
14. Training and development program
helps to enhance the use of tools and
machine.

15. Training and development program

is helpful in team building.

16. Training and development programs

have reduced the possible accidents.

17. Errors have been reduced due to

training and development.
18. Training and development
programme helps to reduce
frequency of supervision.

19. Training helps in acquiring

innovative ideas for doing a work.

20. Training and development programs

helps in facilitating organizational
change.

21. Style of delivering training

programme is helpful in increasing
the effectiveness of the employees.

22. Training and development program

ensure the survival and growth of
the organisation.

23. The goals of Training and

Development program are clearly
defined.

24. The methods used to deliver

Training and Development program
are effective.