A STUDY ON TRAINING AND DEVELOPMENT AT QUALITY HOTEL SABARI CLASSIC, CHENNAI

Submitted by

SAKTHIVEL.E Reg No - 40909631045

Of KARPAGA VINAYAGA COLLEGE OF ENGINEERING & TECHNOLOGY MADHURANTHAGAM (T.k) - 603308 A PROJECT REPORT Submitted to the
FACULTY OF MANAGEMENT STUDIES

In partial fulfillment for the award of the degree Of

MASTER OF BUSINESS ADMINISTRATION IN HUMAN RESOURCE MANAGEMENT ANNA UNIVERSITY:: CHENNAI 600 025
JUNE 2011

ANNA UNIVERSITY: CHENNAI 600 025

BONAFIDE CERTIFICATE

Certified that the Project report titled A STUDY ON TRAINING AND DEVELOPMENT AT QUALITY HOTEL SABARI CLASSIC, CHENNAI is the bonafide work of Mr.SAKTHIVEL.E, 40909631045 who carried out the work under my supervision.

Certified further that to the best of my knowledge the work reported herein does not form part of any other project report or dissertation on the basis of which a degree or award was conferred on an earlier occasion on this or any other candidate. Signature of Supervisor HOD
R.G.Nithya Karpaga Vinayaga College Engineering & Technology, of

Signature of
Dr.V.Vaidhyanathan KarpagaVinayagaCollegeof Engineering & Technology, G.S.T.Road, Nagar, Karpaga Vinayaga

G.S.T.Road, Karpaga Vinayaga Nagar, Chinnakolambakkam, Palayanoor Post, Madhuranthagam (T.K), Kancheepuram District 603308

Chinnakolambakkam, Palayanoor Post, Madhuranthagam (T.K), Kancheepuram District 603308

INTERNAL EXAMINER

EXTERNAL EXAMINER

Submitted to the university viva voce held on __________________________________

4 ACKNOWLEDGEMENT

With profound gratitude and due regards I whole heartedly and sincerely acknowledge with thanks the opportunity provided to me by our Respectful Director Tmt. Meenakshi Annamalai for allowing me to do this project in partial fulfillment for the degree of Master of Business Administration under Anna University, Chennai. I thank our respectable Advisor Prof. V.C. Ravichandran for his effective advice and support for planning and processing of the project. I thank our dedicated Principal Dr. V. Ilangovan for his valuable suggestions and timely advice which helped me in completing this project on schedule. I thank our Dean (Administration) Prof. T. Rangarajalu for his unrelenting support and guidance and useful tips for completing the project. I thank our Dean (MBA) Prof. J. Nirmal Joseph for his remorseless support and guidance and useful tips for completing the project. I thank our Head of the Department Prof. Dr. V. Vaidyanathan for his pain taking efforts and very encouraging and proper guidance without which this project could not have been completed. I would like to extend my hearty gratitude to R.G.Nithya, Lecturer for instructing, guiding and encouraging me carrying out this project work. I also thank Mahendiran, Trainer who guided me with full fledged support and help me complete this work successfully. I highly intended to my parents and all my dear ones without whose constant love and encouragement all these would not have been possible.

ABSTRACT

The

project

titled AT

STUDY

ON

TRAINING

AND

DEVELOPMENT

QUALITY

HOTEL

SABARI

CLASSIC,

CHENNAI, The primary data is collected with the help of structured questionnaire. For the purpose of study a sample of 100 employees were chosen. Data were analyzed and inferences were drawn with the help of statistical tools.

The researcher has been applied relevant statistical tools for analyzing the data. Based on the data analysis, findings where arrived at certain suggestions were made.

TABLE OF CONTENTS
CHAPTER NO TITLE PAGE NO

ABSTRACT LIST OF TABLES LIST OF FIGURES LIST OF SYMBOLS

1.

1.1 INTRODUCTION 1.2 OBJECTIVE OF STUDY 1.3 SCOPE OF STUDY 1.4 LIMITATIONS OF THE STUDY 1.5 COMPANY PROFILE

1 3 4 8 9

2.

2.1 REVIEW OF LITERATURE

12

3.

3.1 RESEARCH METHODOLOGY 3.2 METHODS OF DATA COLLECTION 3.3 TOOLS OF ANALYSIS

24 24 25

4.

4.1 DATA ANALYSIS AND INTERPRETATION 4.1.1 PERCENTAGE ANALYSIS 4.1.2 WEIGHTED ANALYSIS

27 27 45

5.

5.1 FINDINGS

45

5.2 SUGGESTIONS 5.3 CONCLUSION ANNEXURE BIBLIOGRAPHY

46 47 51 53

LIST OF TABLE
S.NO 1 2 3 4 5 6 7 8 9 10 TABLE NAME EMPLOYEES INTEREST IN TYPE OF TRAINING METHODS OF TRAINING ADOPTED IN THE ORGANISATION OPINION OF EMPLOYEES IN CONTEXT TO TRAINING PROGRAMME SATISFACTION OF ENVIRONMENT DURING THE TRAINING PERIOD SATISFACTION ABOUT THE TRAINING PROGRAMME PLACE OF THE EMPLOYEES GETTING PERIOD OPINION EMPLOYEES ABOUT TRAINERS BEHAVIOURAL ASPECTS OF THE TRAINERS TRAINING CONDUCTED IN SUBARI CLASSIC DURATION OF THE TRAINING PROGRAMME PAGE NO 27 28 29 30 31 32 33 34 35 36

8 11 12 13 14 15 EMPLOYEE OPINION ABOUT THE TYPE OF TRAINING ORGANIZATION CONDUCTING PRE-TEST&POST-TEST FEEDBACK OF THE TRAINING SELF EFFICACY INCREASED BY THE TRAINING PROGRAMME EMPLOYEES CONCERN TOWARDS TRAINING ENCHANCEMENT IN THE FOLLOWING AREA 37 38 39 40 41

LIST OF CHART
S.NO 1 2 3 4 5 6 7 8 9 10 TABLE NAME EMPLOYEES INTEREST IN TYPE OF TRAINING METHODS OF TRAINING ADOPTED IN THE ORGANISATION OPINION OF EMPLOYEES IN CONTEXT TO TRAINING PROGRAMME SATISFACTION OF ENVIRONMENT DURING THE TRAINING PERIOD SATISFACTION ABOUT THE TRAINING PROGRAMME PLACE OF THE EMPLOYEES GETTING PERIOD OPINION EMPLOYEES ABOUT TRAINERS BEHAVIOURAL ASPECTS OF THE TRAINERS TRAINING CONDUCTED IN SUBARI CLASSIC DURATION OF THE TRAINING PROGRAMME PAGE NO 27 28 29 30 31 32 33 34 35 36

9 11 12 13 14 15 EMPLOYEE OPINION ABOUT THE TYPE OF TRAINING ORGANIZATION CONDUCTING PRE-TEST&POST-TEST FEEDBACK OF THE TRAINING SELF EFFICACY INCREASED BY THE TRAINING PROGRAMME EMPLOYEES CONCERN TOWARDS TRAINING ENCHANCEMENT IN THE FOLLOWING AREA 37 38 39 40 41

CHAPTER I
1.1 INTRODUCTION
Training is process of learning a sequence of programmed behavior. It is the application of knowledge. It gives people an awareness of the rules and procedures to guide their behaviors. It attempts to improve their performance on the current job and prepares them for an intended job. Specifically, the need for training arises due to the following reasons: To match the employee specifications with the Job requirements and organizational Needs: Management finds deviations between employees present specifications and the job requirements and organizational needs. Training is needed to fill these gaps by developing and molding the employee skills, knowledge, attitude, behavior, etc to the tune of the job requirements and organizational needs as felt Glaxo India, ICICI Organizational Viability and the Transformation Process: The primary goal of most of the organizations is that their viability is continuously influenced by environmental pressure. If the organization desires to adapt to these changes, first it has to train the employees to impart specific skills and knowledge in order to enable them to contribute to organizational efficiency and to cope with training in order to ensure a smooth transformation process.

10

Technological Advance: Every organization to survive and to be effective should adopt the latest technology i.e. mechanization, computerization and automation. So, the organization should train the employees train the employees to enrich them in the areas of changing technical skills and knowledge from time to time. Organizational Complexity: With the emergence of increased mechanization and automation, manufacturing of multiple products and by-products or dealing in services of diversified lines, extension of operations to various regions of the country or in overseas countries, organization of most of the companies has become complex: This creates the complex problems of co-ordination and integration of activities adaptable for and adaptable to the expanding and diversifying situations. This situation calls for training in the skills of co-ordination, integration and adaptability to the requirements of growth, diversification and expansion. Human relations: Trends in approach towards personnel management has changed from the commodity approach to partnership approach, crossing the human relations besides maintaining sound industrial relations although hitherto the managers are not accustomed to deal with the workers accordingly. Training in human relations is necessary to deal with human problems.

Change in the job assignment: Training is also necessary when the existing employee is promoted to the higher level in the organization and when there is some new job or occupation due to transfer. Training is also necessary to equip employees with advanced displaces, techniques or technology. modernization. The need for training also arises to: Increased Productivity. Improved quality of the product/service. Help a company to fulfill its future personnel needs. Training also becomes essential when an organization has plans for

11

1.2 OBJECTIVE OF THE STUDY

To prepare the employees, both new and old to meet the present as well as the changing

requirements of the job and the organization. To prevent obsolescence. To impart the new entrants the basic knowledge and skills they need for an intelligent performance of a definite job. To prepare employees for higher-level tasks. To assist employees to function more effectively in their present positions by exposing them to the latest concepts, information and techniques and developing the skills they will need in their particular fields. To build up a second line of competent officers and prepare them top occupy more responsible positions. To broaden the minds of senior managers by providing them with opportunities for an interchange of experiences within and outside with a view to correcting the narrowness of outlook that may arise from over-specialization. To develop the potentialities of people for the next level job. To ensure smooth and efficient working of a department. To ensure economical output of required quality.

12

To promote individual and collective morale, a sense of responsibility, co-operative attitudes and good relationships

1.3

SCOPE OF THE STUDY

The Scope of HRM is in deed fast. All major activities in the working life of worker from

time of his entry in an organization until he / she leaves, come under the preview of HRM. Specifically, the activities included are Human Resource planning, Job analysis and design, Recruitment, Selection, Orientation and placement, Training and development, Performance appraisal and Job evaluation, employee and executive remuneration and communication, employee welfare, safety and health, industrial relations and the like. HRM is becoming a specialized branch giving rise to a number of specialized areas like : Staffing Welfare and Safety Wages and Salary Administration Training and Development Labour Relations

Objectives of the HRM are to secure the following: -

13

1. Industrial peace: This is secured by excellent union management relations, healthy interpersonal relationships, and promoting participative management style and good industrial and labour relations. 2. Achieve High Productivity: The underlying objective brings to increase the quantity or volume of the product or service for a given input, productivity improvement programme is very significant in a competitive environment. 3. Better quality of working life of employees: This involves both intrinsic and extrinsic factors connected with work. 4. Obtain and sustain competitive advantage through empowerment : continuous improvement and innovative steps being the two essential ingredients to achieve and sustain competitive advantage, todays industries are knowledge based and skill intensive. 5. Cordial relationship between the employer and employees. 6. Personnel research functions. 7. Proper orientation and introduction to the new employees.

What is Training? Training is the act of increasing the knowledge of an employee for doing a particular job. -Edwin B Flippo Training is process of learning a sequence of programmed behavior. It is the application of knowledge. It gives people an awareness of the rules and procedures to guide their behaviors. It attempts to improve their performance on the current job and prepares them for an intended job.

What is Development?

14

Development is a related process. It covers not only those activities which improve job performance but also those which bring about growth of the personality. Training a person for a bigger and higher job is development, this process includes not only imparting skills but also certain mental and personality attributes.

Need for training : Specifically, the need for training arises due to the following reasons: To match the employee specifications with the Job requirements and organizational Needs: Management finds deviations between employees present specifications and the job requirements and organizational needs. Training is needed to fill these gaps by developing and molding the employee skills, knowledge, attitude, behavior, etc to the tune of the job requirements and organizational needs as felt Glaxo India, ICICI Organizational Viability and the Transformation Process: The primary goal of most of the organizations is that their viability is continuously influenced by environmental pressure. If the organization desires to adapt to these changes, first it has to train the employees to impart specific skills and knowledge in order to enable them to contribute to organizational efficiency and to cope with training in order to ensure a smooth transformation process. Technological Advance: Every organization to survive and to be effective should adopt the latest technology i.e. mechanization, computerization and automation.

15

So, the organization should train the employees train the employees to enrich them in the areas of changing technical skills and knowledge from time to time. Organizational Complexity: With the emergence of increased mechanization and automation, manufacturing of multiple products and by-products or dealing in services of diversified lines, extension of operations to various regions of the country or in overseas countries, organization of most of the companies has become complex: This creates the complex problems of co-ordination and integration of activities adaptable for and adaptable to the expanding and diversifying situations. This situation calls for training in the skills of coordination, integration and adaptability to the requirements of growth, diversification and expansion. Human relations: Trends in approach towards personnel management has changed from the commodity approach to partnership approach, crossing the human relations besides maintaining sound industrial relations although hitherto the managers are not accustomed to deal with the workers accordingly. Training in human relations is necessary to deal with human problems.

Change in the job assignment: Training is also necessary when the existing employee is promoted to the higher level in the organization and when there is some new job or occupation due to transfer. Training is also necessary to equip employees with advanced displaces, techniques or technology. when an organization has plans for modernization. Training also becomes essential

The need for training also arises to: Increased Productivity. Improved quality of the product/service. Help a company to fulfill its future personnel needs. Improved organizational climate. Improved health and safety.

16

Prevent obsolescence. Effect personal growth. Minimize the resistance to change and To act as mentor.

1.4 LIMITATIONS OF THE STUDY

The time duration was very short, to complete the study in the stipulated time.
The study is purely confined to BESCOM and based on the facts and data provided

by the company. Due to time and financial constraints it was possible to interview 40 respondents

though we selected 60 respondents. However, adequate representation was given for all categories of employees and officers.

17

1.5 COMPANY PROFILE

Quality hotel sabari classic extends an invitation and welcomes you with its professional services and sincere dedication. Asheer delight to its guests, Quality hotel sabari classic is a home away from home .Be it a brief business trip ,or along vacation ,we ensure that every need of yours will be attended to with courtesy, speed and efficiency. Quality hotel sabari classic is situated on the top notch techie corridor of india In the old mahabalipuram road ,with modern luxurious and with excellent Amenities ,exclusively for those who wish to have a comfortable stay enjoying The tasty food ,rooms with all amenities. Quality hotel sabari classic ,a l part of choice hotels international has

18

So much to offer at amazing room tariff, tasty food with the best service at door step with a warm friendly welcome. The rooms are built in such a way keeping in mind the amenities required as well As the choicest food with exclusive tastes according to the choice of the guest and The place from where they come.When you think of comfort and taste Quality hotel sabari classic comes Before you.Choice hotels International Inc , U.S.A, is a major mid market hotel Chain , with 5,200 hotels in 42 countries. Quality hotel sabari classic is associated With choice hotels and receives professional marketing and management and Management support. Located in the heart of chennais city center, Quality Inn sabari is one of The finest 4-star economic hotels in Chennai. The hotel is at a walking distance From major corporative houses, shopping mall, and entertainment centers of Chennai.

Its proximity to Chennai airport (13 km) and railway station (6 km) Is an added advantage for tourist. One of the popular economy hotels in Chennai, Hotel quality Inn Sabari offers a good choice for economy tourists and Travellers in Chennai.

ACCOMMODATION

The Quality Inn Sabari hotel offers 75 fully equipped air- conditioned Tastefully furnished rooms. All rooms are provided with modern amenities like Centralized air -conditioning, satellite TV, telephone, in-house movies, mini bar, Writing desks ,data ports, safe deposit vault,24 hour check out, 24-hour room

19

Service, and attached baths with H\C running water to name a few.

DINING

The Quality Inn sabari Hotel, Chennai offers a multi-cuisine restaurant, A 24-hr coffee shop and a bar.

CONFERENCE &BANQUET

The hotel offers excellent conference\banquet facilities. It has as Exclusive floor reserved for lady executive. The hotel also has a fully equipped Business center.

HEALTH

& RECREATION

The Quality Inn sabari Hotel, Chennai offers 5-star health and Recreational facilities to its valued guests. The hotel has an outdoor swimming Pool and a fully equipped fitness center. Guest can also enjoy the facilities of Catamaran ride on request. Other facilities and service offered at Quality Inn sabari Hotel , Chennai Include 24-hr front desk, tour and travel desk, internet connectivity, currency Exchange, doctor on call, laundry services, babysitting, 24 hr room service, And car rental to name a few.

20

CHAPTER II
2.1 REVIEW OF LITERATURE LITERATURE SURVEY
William James of Harvard University estimated that employees could retain their jobs by working at a mere 20-30 percent of their potential. His research led him to believe that if these same employees were properly motivated, they could work at 80-90% of their capabilities. Behavioral science concepts like motivation and enhanced productivity could well be used for such improvements in employee output. Training could be one of the means used to achieve such improvements through the effective and efficient use of learning resources. Training and development has been considered an integral part of any organization since the industrial revolution era. From training imparted to improve mass production to now training employees on soft skills and attitudinal change, training industry has come a long way today. In

21

fact most training companies are expecting the market to double by the year 2007, which just means that the Indian training industry seems to have come of age. Organization and individual should develop and progress simultaneously for the their survival and attainment of mutual goals. So, every modern management has to develop the organization through human resource development. Employee training is the most important subsystem of human resources development. Training is a specialized function and one of the fundamental operative functions for human resources management. The market is unofficially estimated to be anywhere between Rs 3000 crores and Rs 6000 crores. What is surprising is that the Indian companies. Perception regarding corporate training seems to have undergone a sea-change in the past two years, with most companies realizing it to be an integral part of enhancing productivity of its personnel. While MNC.s with their global standards of training are the harbingers of corporate training culture in India, the bug seems to have bitten most companies aiming at increasing their efficiency.

According to Ms Pallavi Jha, Managing Director, Walchand Capital and Dale Carnegi Training India, "The Indian training industry is estimated at approximately Rs 3,000 crores per annum. The NFO study states that over a third of this is in the area of behavior and soft skills development. With the exponential boom in the services sector and the emergence of a fullfledged consumer-driven market, human resources have become the key assets, which organizations cannot ignore. With soft skills training gaining so much momentum, it.s imperative to understand if it serving the right purpose or not. With this background, I plan to research if training indeed is proving to be effective in the behavioral area.

The following steps must form the basis of any training activity: Determine the training needs and objectives. Translate them into programs that meet the needs of the selected trainees. Evaluate the results.

22

There are few generalizations about training that can help the practitioner. Training should be seen as a long term investment in human resources using the equation given below: Performance = ability (x) motivation Training can have an impact on both these factors. It can heighten the skills and abilities of the employees and their motivation by increasing their sense of commitment and encouraging them to develop and use new skills. It is a powerful tool that can have a major impact on both employee productivity and morale, if properly used.

What is Training? Training is the act of increasing the knowledge of an employee for doing a particular job. -Edwin B Flippo Training is process of learning a sequence of programmed behavior. It is the application of knowledge. It gives people an awareness of the rules and procedures to guide their behaviors. It attempts to improve their performance on the current job and prepares them for an intended job. What is Development? Development is a related process. It covers not only those activities which improve job performance but also those which bring about growth of the personality. Training a person for a bigger and higher job is development, this process includes not only imparting skills but also certain mental and personality attributes.

Need for training :

23

Specifically, the need for training arises due to the following reasons: To match the employee specifications with the Job requirements and organizational Needs: Management finds deviations between employees present specifications and the job requirements and organizational needs. Training is needed to fill these gaps by developing and molding the employee skills, knowledge, attitude, behavior, etc to the tune of the job requirements and organizational needs as felt Glaxo India, ICICI Organizational Viability and the Transformation Process: The primary goal of most of the organizations is that their viability is continuously influenced by environmental pressure. If the organization desires to adapt to these changes, first it has to train the employees to impart specific skills and knowledge in order to enable them to contribute to organizational efficiency and to cope with training in order to ensure a smooth transformation process. Technological Advance: Every organization to survive and to be effective should adopt the latest technology i.e. mechanization, computerization and automation. So, the organization should train the employees train the employees to enrich them in the areas of changing technical skills and knowledge from time to time. Organizational Complexity: With the emergence of increased mechanization and automation, manufacturing of multiple products and by-products or dealing in services of diversified lines, extension of operations to various regions of the country or in overseas countries, organization of most of the companies has become complex: This creates the complex problems of co-ordination and integration of activities adaptable for and adaptable to the expanding and diversifying situations. This situation calls for training in the skills of coordination, integration and adaptability to the requirements of growth, diversification and expansion. Human relations: Trends in approach towards personnel management has changed from the commodity approach to partnership approach, crossing the human relations besides maintaining sound industrial relations although hitherto the managers are not accustomed to deal with the workers accordingly. Training in human relations is necessary to deal with human problems.

24

Change in the job assignment: Training is also necessary when the existing employee is promoted to the higher level in the organization and when there is some new job or occupation due to transfer. Training is also necessary to equip employees with advanced displaces, techniques or technology. Training also becomes essential when an organization has plans for modernization.

The need for training also arises to: Increased Productivity. Improved quality of the product/service. Help a company to fulfill its future personnel needs. Improved organizational climate. Improved health and safety. Prevent obsolescence. Effect personal growth. Minimize the resistance to change and To act as mentor.

Classification of Training : There are a number of training methods available. Use of particular methods depends on the trainees viz., worker, supervisor, and manager. Basically these methods can be classified into following broad categories: On the job training Off the job training In regard to employees, other than managers (executives following are the methods of training: On the job training 1. Apprenticeship training.

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2. Job instruction training (JIT). Off the job training 1. Class room lectures. 2. Conferences/seminars. 3. Group discussions/case study analysis. 4. Audio visual/film shows. 5. Simulation/Computer modeling. 6. Vestibule training. 7. Programmed instructions (PI). 8. Games and Role-playing. On The Job Training: Apprenticeship Training: Skilled worker and apprenticeship training. The duration of the course/training depends on the nature of trade and desired skill level. Apprenticeship training is normally given to artisans, electricians, plumbers, bricklayers and the like. The duration normally varies from 2 to 5 years. This should not mix up with government sponsored Apprenticeship Training for unemployed youth certain underdeveloped nations like India. Apprenticeship training is carried out under the guidance and intimate supervision of a master craftsmans/expert worker/supervisior. During apprenticeship training period, the trainee is paid less than that of a qualified worker. Job Instruction Training(JIT): During Second World War, Allied Forces experienced acute shortage of skilled craftsmen and able supervisors. Special training programme was initiated on warfootings. Special training. Training within industry(TWI) was one such programme. JIT was part of TWI. JIT was intended for developing efficient supervisiors. JIT proved very effective and extremely popular.\ Off The Job Training:

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Class Room Lectures: This is the simplest form of training. This is a best form of instruction when the intention is to convey information on rules, regulations, policies, and procedures. This form os also suited on imparting knowledge on theory and concepts. Lecture form has limited success when the objective is to improve the skill level of trainees. Another advantage is that it can be used effectively even when numbers of trainees. Another advantage is that it can be used effectively even when numbers of trainees are more. It also saves time. Major disadvantage is that it involves passive participants of trainees and depends on ability of teacher to a great extent. Conferences, Seminars and Workshops: This is a formal method of arranging meeting in which in which individuals confer to discuss points of common interest for enriching their knowledge and skill. This is a group activity. It encourages group discussion and participation of individuals for seeking clarifications and offering explanatations and own experiences. It is a planned activity with a leader/ moderator to guide the proceedings, which is focused on agreed agenda points prefixed during planning of such conferences. There are 3 variations nearly Directed conferences, Training conference and seminar/workshops. Audio/Visual and film shows: In order to improve understanding, audio-visual aids considered very useful and sometimes inescapable to demonstrate operation of a machine or explain a process. Audio visual and film shows can supplement the efforts of lecturing and improve its effectiveness. Group Discussions and Case study analysis: Christopher Langdell initially introduced case study method at Harvard Law School in 1880s. The principle used is experience is the best teacher. Here several empirical studies are examined in details to find out commonalities to derive general principles. This method has, however, limited use for workers but better use for supervisiors. In case of workers , one area of importance in this method is that of quality control . The case study is based upon the belief that managerial competence can best attained through the study, contemplation and discussion of concrete cases.

27

Simulation/Computer Modelling: Any training activity in which actual working environment is artificially created as near and realistic as possible, is called simulation training. Case study analysis experimenting exercises, game playing, computer modeling and vestibule training etc. come under this category. When using computer-programming method artificially creates work environment, we call it computer modeling. Vestibule Training : In vestibule training, employees are trained on the equipment they are employed, but the training is conducted away from the place of work. For training a machineshop operator, a vestibule or separate room is arranged for training in which all necessary equipment and machines required in an actual machineshop are duplicated. Programmed instruction: Programmed instruction is a structured method of instruction aided through texts, handouts, books, and computer aided instructions(CAI) . In this case the instruction material and information is broken down in meaningful units and arranged in a proper sequence to form a logical method of learning package, the learning ability is tested and evaluated in real time basis. Retraining: Technology is advancing at a very rapid pace. Hence obsolescence is a major problem fixed by individual workers. Second problem faced by the workers are the introduction of automation. Loyal workers of long service, suddenly find themselves useless to the company. There are many instances of protests and fear by many workers in various fields like railways, posts and telegraphs, LIC, Banking etc. Phases of training: The various steps involved in the design and development of training programme particularly for the employees are: 1) Identification of training needs of employees 2) Planning of training programme 3) Preparation of trainees

28

4) Implementation 5) Evaluation The last stage in the training programme process is the evaluation of results this is the main part to know the effectiveness/determines the results of the training programme.

Benefits of training How Training Benefits the Organization : Leads to improved profitability and/or more positive attitudes toward profits orientation Improve the job knowledge and skills at all levels of the organization Improve the morale of the workforce Helps people identify with organizational goals Helps create a better corporate image Fosters authenticity, openness and trust Improves the relationship between boss and subordinate Aids in organizational development Learns from the trainee Helps prepares in guidelines for work Aids in understanding and carrying out organizational policies Provides information for future needs and all areas of the organization

29

Improves labor management relations Helps prepare guidelines for work Organization gets more effective decision making and problem solving skills Aids in development for promotion from within Aids in developing leadership skills, motivation, loyalty, better attitudes and others aspects that successful workers and managers usually display. Helps keep costs in many areas, e.g. production, personnel distribution etc Develops a sense of responsibility t the organization for being competent and knowledgeable.

Benefits to the individual which in turn ultimately should benefit the organization: Helps the individual in making better decisions and effective problem solving. Through training and development, motivational variables of recognition, achievement, growth, responsibility and advancement are internalized and operationalised. Aids in encouraging and achieving self-development and self-confidence. Provides information for improving leadership, knowledge, communication skills and attitudes. Increases job satisfaction and recognition. Moves a person towards personal goals while improving interactive skills. Provides the trainee an avenue for growth and a say in his/her own future Develops sense of growth in learning. Helps a person develop speaking and listening skills: also writing skills when exercises are required. Helps eliminate fear in attempting new tasks. Benefits in personnel and Human Relations, Intragroup and intergroup relations and policy implementations: Improves communication between groups and individuals.

30

Aids in orientation for new employees and those taking new jobs through transfer or promotion.

IMPEDIMENTS TO EFFECTIVE TRAINING : There are impediments which can make a training programme ineffective : Management commitment is lacking and uneven: Most companies do not spend money on training. Those that do tend to concentrate on managers, technicians and professionals. The rank and file workers are ignored. This must change for as a result of rapid technological change, combined with new approaches to organizational design and production management, workers are required to learn three types of new skills: (i)the ability to use technology. (ii) the ability to maintain it. (iii) the ability to diagnose system problems. In an increasingly competitive environment, the ability to implement rapid changes in product and technologies is often essential for economic viability. Aggregate spending on training is inadequate: companies spend misuscule of their revenues on training. Worse still, budget allocation to training is the first item to be cut when a company faces financial crunch. Educational institutions award degrees but graduates lack skills: This is the reason why business must spend vast sums of money to train workers in basic skills. Organizations also need to train employees in multiple skills. Managers, particularly at the middle level, need to be retrained in team-playing skills, entrepreneurship skills, leadership skills and customer oriented skills. Large scale poaching of trained workers: Trained workforce is in great demand. Unlike Germany, where local business groups pressure companies not to poach companys employees there is no such system in our country. Companies in our country, however

31

insist on employees to sign bongs of tenure before sending them for training, particularly before deputing them to undergo training in foreign countries. Such bonds are not effective as the employees or the poachers are to pay the stipulated amounts as compensation when the bounds are breached. No help to workers displaced because of downsizing: Organizations are downsizing and de-layering in order to trim their workforces. The govt should set apart certain fund from the national renewal fund for the purpose of retraining and rehabilitating displaced workers. Employers and B schools must develop closer ties: B schools are often seen as not responding to labour-market demands. Business is seen as not communicating its demand in B schools. This must change. Organised labour can help: organized labour can play a positive role in imparting trainng to workers. Major trade unions in our country seem to be busy in attending to mundane issues such as bonus, wages, settlement of disputes and the like. They have little time in imparting training to their members.

How to make training effective? Determine the training needs through job description, performance appraisal, potential appraisal and discussion with employees. Prepare a training calendar in discussion with the managers concerned. Define the training objectives specifically. Determine the criteria of need for nomination of employees for training. Select the efficient faculty. Ensure that the management commits itself to allocate major resources and adequate time to training. Ensure that training contributes to competitive strategies of the firm.
Different strategies need different HR skills for implementation. Let training help

0employees at all levels and acquire the needed skills.

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Ensure that a comprehensive and systematic approach too exists, training and retraining are for all levels of employees. Make learning one of the fundamental values of the company. Let this philosophy percolate down to all employees in the organization. Ensure that there is proper linkage among organizational, operational and individual needs. Create a system to evaluate the effectiveness of training.

CHAPTER III
3.1 RESEARCH METHODOLGY

Research methodology is a systematic way to solve the research problem. It is a science of studying how research is done scientifically.

3.1.1 SAMPLE SCHEME

The number of sample size selected was 40 of the 100 employees; Simple random sampling is used as sampling techniques for this study.

3.1.2 PERIOD OF STUDY

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The study was carried out for a period of 3 months.

3.2 METHOD OF DATA COLLECTION

The data were collected from employees of Quality hotel sabari classic in Chennai.

(I) PRIMARY DATA:

Primary data was collected through questionnaire; the questions were unbiased narrow minded, multiple ended ranking and rating questions.

(II)

SECONDARY DATA:
Secondary data was collected from books, journals and magazines.

3.1.4 TOOLS OF ANALYSIS STATISTICAL TOOL:

These are tools, which helps to analyse the collected data. This analysis contains various approaches like comparisons, detecting, accuracy, estimation etc., in my survey I applied some statistical tool for analysing raw data

THE TOOLS USED FOR ANALYSIS ARE:

Simple percentage. Weighted average

STATISTICAL FORMULA

34

PERCENTAGE ANALYSIS
Percentage refers to a special kind of ratio. Percentages are used in making comparison between two or more series of data. Percentages can also used to compare the relative terms, the distribution of two or more series of data. The easy and simplicity of calculating, the general understanding of its purpose and the universal applicability of the percent static have made it most widely and standardized tool in researchers. Percentage analysis formula: In this project Percentage method test was used. The percentage method is used to know the accurate percentages of the data we took, it is easy to graph out through the percentages. The following are the formula

No of Respondent Percentage of Respondent = Total no. of Respondents x 100

From the above formula, we can get percentages of the data given by the respondents.

WEIGHTED AVERAGE METHOD:

Formula for computing weighted average method is: WEIGHTED AVERAGE: WiXi/N

35

CHAPTER IV
DATA ANALYSIS AND INTREPRETATION
In the study as said overly 40 respondents were interviewed and analysis were drawn on the basis of their opinions.

TABLE 1: EMPLOYEES INTEREST IN TYPE OF TRAINING

PARTICULARS NO. OF RESPONDENTS PERCENTAGE

36

ON THE JOB OFF THE JOB TOTAL

34 6 40

85% 15% 100%

INFERENCE: From the Table1 and graph, it reveals that 85% of employees are interested in on-the-job and only 15% of the employees are interested in off-the-job.

TABLE 2: METHODS OF TRAINING ADOPTED IN THE ORGANISATION

NO. OF PARTICULARS REFRESHER SENSITIVITY CONVERGENT LATEST TECHNOLOGY 8 20% RESPONDENTS 4 1 4 PERCENTAGE 10% 2.5% 10%

37

CEP TOTAL

23 40

57.5% 100%

INFERENCE: The above stated training are the main training programmes conducted in the organization, from the above Table2 and graph 57% of the employees have attended CEP ie continous education propgramme, 20% of them have attended latest technology, 10% for both

TABLE 3: OPININON OF EMPLOYEES IN CONTEXT TO TRAINING PROGRAMME

PARTICULARS INTRAPERSONAL INTERPERSONAL TECHNICAL TOTAL NO. OF RESPONDENTS 1 12 26 40 PERCENTAGE 5% 30% 65% 100%

38

INFERENCE: From the above Table3 and graph, it is highlighted that 65% of the employees opine training is helpful for their technical activities, 30% of the employees opine training is helpful for interpersonal activities and only 2.5% said training is helpful for intrapersonal activities. It clearly indicates that about 98% of respondents opine that the training facilities so far offered was not helpful for the enhancement of intrapersonal activities in the institution. Hence, the organization should also give priority for conducting training programmes which can enhance the intrapersonal activities.

TABLE 4: SATISFACTION OF ENVIRONMENT DURING THE TRAINING PERIOD

NO. OF PARTICULARS YES NO TOTAL RESPONDENTS 38 12 40 PERCENTAGE 95% 5% 100%

39

INFERENCE: From the above Table4 and graph, it can be viewed that 95% of the employees are comfortable during the training programme, and only 5% are not comfortable during the training period. Thus most of the employees are comfortable during the training programme.

TABLE 5: SATISFACTION ABOUT YHE TRAINING PROGRAMME

PARTICULARS YES NO NO. OF RESPONDENTS 36 4 PERCENTAGE 90% 10%

40

TOTAL

40

100%

10%

YES NO

90%

INFERENCE: From the above Table5 and graph, it is analysed that 90% of the employees are satisfied with the training programme they had and only 10% are not satisfied with the training programme. Thus it can be concluded that most of the employees are fully satisfied with the training programme conducted by the organization.

TABLE 6: PLACE OF THE EMPLOYEES GETTING TRAINED

NO. OF PARTICULARS WORK SHOP RESPONDENTS 2 PERCENTAGE 5%

41

CLASS ROOMS CONFERENCE HALL OUTSIDE THE ESTABLISHMENT TOTAL

16 9

39% 23%

13 40

33% 100%

INFERENCE: The above are the places were the training are held, from the graph it is viewed that 5% of them were trained in work shops, 39% in class rooms, 23% in conference hall, 33% of them outside the establishment. Hence, it can suggested that in order let out the fatigue it is better to conduct some out station programme outside the factory specially for the technicians and other skilled workers.

TABLE 7: OPININON OF EMPLOYEES ABOUT TRAINERS

NO. OF PARTICULARS 1. QUALIFIED & 20 5 50% 11% RESPONDENTS PERCENTAGE

EXPERIENCED 2. SKILLFUL &

42

KNOWLEDGEABLE 3. ENCOURAGED 1 14 40 3% 36% 100%

CLASS PARTICIPATION ALL(1+2+3) TOTAL

INFERENCE: From the Table7, it is analysed that 50% of the employees view their trainers as qualified and experienced, 12.5% of them are skillful and knowledgeable, 3% of them encourage class participation and other 36% said trainers are qualified & experienced, skillful & knowledgeable, and also encouraged class participation.

TABLE 8: BEHAVIOURAL ASPECTS OF THE TRAINERS

PARTICULARS IMPARTIAL RUDE FRIENDLY EASY GOING NO. OF RESPONDENTS 4 0 28 8 PERCENTAGE 10% 0% 28% 20%

43

TOTAL

40

100%

INFERENCE: From the above graph and Table8 it reveals that 10% of the employees feel that trainers were impartial, 70% feel that trainers were friendly, 20% feel they were easy going and finally employees feel none of the trainers were rude that is 0%.

TABLE 9: TRAINING CONDUCTED IN BESCOM PARTICULARS FORTNIGHTLY NO. OF RESPONDENTS 0 PERCENTAGE 0%

44

MONTHLY QUARTERLY HALF YEARLY ANNUALLY TOTAL

16 4 1 19 40

40% 10% 3% 47% 100%

INFERENCE: From the above Table9 it reveals that, when all training courses are held, 40% of them said the fact that courses are conducted monthly, 2.5% for half yearly, 10% for quarterly, 47.5% for annually. The table clearly indicates that most of the training programme were conducted monthly(40%) some of the training programs are conducted even once in a year(47.5). The table further reveals that no training programms is been conducted with a period duration of a fortnight.

45

TABLE 10: DURATION OF THE TRAINING PROGRAMME

NO. OF PARTICULARS ONE DAY 2-3 DAYS ONE WEEK FORTNIGHT TOTAL RESPONDENTS 1 4 22 13 40 PERCENTAGE 3% 10% 55% 33% 100%

INFERENCE: As regards the duration of the training programme, 2.5% of the employees said it was held for one day, 10% said for 2-3 days, 55% said training takes place for a week, remaining 32.5% said it was conducted fortnight. It indicates that highest % of training programme are one week duration.

TABLE 11: EMPLOYEE OPINION ABOUT THE TYPE OF TRAINING

46

NO. OF PARTICULARS WORK SCHEDULE PERFORMANCE APPRAISAL CONTINOUS LEARNING ALL TOTAL 2 18 14 40 5% 45% 35% 100% RESPONDENTS 6 PERCENTAGE 15%

INFERENCE: From the Table11, it is highlighted, 15% of the employees said training as a part of their work schedule, 5% of them for performance appraisal, 45% of them for continuous learning and 35% of them vote for all.

TABLE 12: IS ORGANIZATION CONDUCTING PRE-TEST & POST-TEST

PARTICULARS NO. OF RESPONDENTS PERCENTAGE

47

YES NO TOTAL

4 36 40

10% 90% 100%

INFERENCE: From the Table12, it is analysed that the organization is not conducting regularly the pre-test and the post-test. It is most surprising fact inspite of its existence in the field for more than 3-4 decades it is not taking interest in the pre-test and pro-test because out of 40 respondents 36 respondents i.e. 90% of respondents opine that the pre and pro-test are not conducted.

TABLE 13: FEEDBACK OF THE TRAINING

48

NO. OF PARTICULARS YES NO TOTAL RESPONDENTS 38 2 40 PERCENTAGE 92% 8% 100%

INFERENCE: From the above Table13 it is analysed that 92% of the employees expressed that their performance are evaluated and the feed back is given, the remaining 8% expressed a negative answer. It is one of the important aspects of HRD is that identification of the type of the training requirements of the employees and also to evaluate their performance of the trained workers during their post period . It can be emphasized that the training component of the organization gives importance for getting the feedback about the impact of the training programme on the employees.

TABLE 14: SELF EFFICACY INCREASED BY THE TRAINING PROGRAMME

49

NO. OF PARTICULARS YES NO TOTAL RESPONDENTS 35 5 40 PERCENTAGE 87% 13% 100

INFERENCE: From the above table 87% of the employees opine is that there is an increase in their self improvement and the remaining 13% have not noticed any improvement.

TABLE 15: EMPLOYEES CONCERN TOWARDS TRAINING ENCHANCMENT IN THE FOLLOWING AREA
PARTICULARS 1. OPERATIONAL SKILLS NO. OF RESPONDENTS 5 PERCENTAGE 13%

50

2. EFFICIENCY 3. BEHAVIOUR 4. COMMUNICATION SKILLS 5. TEAM BUILDING ALL(1+2+3+4+5) TOTAL

10 2

25% 5%

2 4 17 40

5% 10% 42% 100%

INFERENCE: It is seen from the graph that ,training has enhanced in the following areas like 12.5% in operational skills for few employees, 25% in efficiency for others, 5% in Behaviour for others, 5% in communication, 10% in team building for few employees and other 43% feel that training has enhanced them for all the areas stated.

Test of Hypothesis Whether the training and development activities has reached the employees or not . Efforts are made in the study for proving the following hypothesis.

51

Information:

Sample size

: 40

Number of respondents for YES : 38 Number of respondents for NO : 2

Assumptions: The test is at 5% level of significance. It is assumed that out of total population 5% of the respondents will respond negatively. Such a test for attributes are one tailed on the basis of the above assumptions Null hypothesis = Ho = Training and development activities has not reached the employees effectively. Alternative hypothesis = Ha = Training and development activities has reached the employees effectively.

Test statistic

Zcal = p-P PQ n

when n = sample size p = Population proportion P = sample proportion Q = Significance

52

Given: p = 38/40 = 0.92 P = 95% Q = 1-P n = 40 Therfore, Zcal = p-P PQ/n = 0.95 = 1-0.95 = 0.05

= 0.950.05/40 = 0.03 Zcal = 0.92-0.95 0.03

Ztab = 1.96 Conclusion Zcal < Ztab Therefore , we can infer that training and development activities has reached the employees effectively.

53

CHAPTER 5
FINDINGS

85% of employees are interested in on-the-job and only 15% of the employees are interested in off-the-job.

57% of the employees have attended CEP ie continous education propgramme.

54

65% of the employees opine training is helpful for their technical activities, 30% of the employees opine training is helpful for interpersonal activities and only 2.5% said training is helpful for intrapersonal activities.

95% of the employees are comfortable during the training programme.

It is analysed that 90% of the employees are satisfied with the training programme.

It is analysed that 50% of the employees view their trainers as qualified and experienced.

70% feel that trainers were friendly, 20% feel they were easy going and finally

employees feel none of the trainers were rude that is 0%.

92% of the employees expressed that their performance are evaluated and the feed back is given, the remaining 8% expressed a negative answer.

90% of respondents opine that the pre and pro-test are not conducted.

SUGGESTIONS & RECOMMENDATIONS

55

Determine the training needs through job description, performance appraisal, potential appraisal and discussion with employees. Prepare a training calendar in discussion with the managers concerned. Define the training objectives specifically. Determine the criteria of need for nomination of employees for training. Select the efficient faculty. Ensure that the management commits itself to allocate major resources and adequate time to training. Ensure that training contributes to competitive strategies of the firm. Different strategies need different HR skills for implementation. Let training help employees at all levels and acquire the needed skills. Ensure that a comprehensive and systematic approach too exists, training and retraining are for all levels of employees. Make learning one of the fundamental values of the company. Let this philosophy percolate down to all employees in the organization. Ensure that there is proper linkage among organizational, operational and individual needs.
Create a system to evaluate the effectiveness of training.

Conclusion

56 The Quality hotel sabari classic has an effective training program which is highly helpful

for the employees to enhance their career development. However some improvement is needed in the quality of training program. The training program can be designed properly cater the requirements of different category of employees. Well designed induction program is also is need to keep the employees informed about the activities of this organization

BIBLIOGRAPHY

57

HUMAN RESOURCE AND PERSONNEL MANAGEMENT

BY K. ASWATHAPPA

PERSONNEL MANAGEMENT AND INDUSTRIAL RELATIONS

BY N. G. NAIR & LATHA NAIR

HUMAN RESOURCE MANAGEMENT.

BY JOHAR IVANCEVICH, TATA Mc GRAW HILL, 2003.

TRAINING AND DEVELOPMENT" EDITED BY V V RAMANI,

ICFAI PUBLICATIONS, 2005.

QUESTIONNAIRE:

58 1. Name (optional): Designation (optional): 3. What according to you is Training? An instrument of change. An instrument to bring effectiveness. An instrument of better performance in terms of productivity. Maximize benefits. Enhancing the skills efficiency and behavior. Learning organization. All the above. 4. Have you undergone any type of training? a. Yes b. No

5. What kind of training programme. a. On-the-job b. Off-the-job

6. Have you undergone any of the following types of training? Refresher Training Sensitivity Training Convergent Training Latest Technology CEP 7. What was the context of the training program? a. Intrapersonal

59 b. Interpersonal c. Technical 8. Was the environment during training period comfortable? a. Yes b. No

9. Are you satisfied with the training you had a. Yes b. No

If No, please suggest ___________________________ 10. Where were you trained? (Venue) Work shop Class rooms Conference hall Outside the establishment. 11. How were the trainers? a. Qualified and Experienced. b. Skillful and knowledgeable. c. Encouraged class participation. d. All of the above. 12. Behavioral part of the trainers. a. Impartial c. Friendly b. Rude d. Easy going

Others please specify_______________________ 13. How often is the training programmer conducted?

60 a. Fortnightly c. Quarterly e. Annually 14. What was the duration of the training programme? a. One day c. One week b. 2-3 days d. fortnight b. Monthly d. half yearly

15. Is the training programme part of? a. Work schedule. c. Continuous learning. b. Performance appraisal. d. All.

16. Is the training programme having Pre-test and Post-test? a. Yes b. No

17. Is your performance evaluated and feedback given after? Training. a. Yes b. No

18. How effectively is the training programme implemented onthe-job. a. Quality of work life improved. b. Personality development. c. Increase in work environment. d. Group synergy. 19. Is your self-efficacy increased by the training programme? a. Yes b. No

61 20. Whether the training enhance the following. a. Operational skills c. Behaviour e. Team building b. Efficiency d. Communication skills f. All of the above.

Others please specify__________________________ 21. How were you benefited by training in terms of monetary? a. Promotion. b. Hike in the salary. c. Increase in incentives. 22. How has training programme benefited the organization? a. Increase in the productivity. b. Increase in Quality of work life. c. Improvement in the Human relations. d. Improvement in Intrapersonal relations. (Junior/senior) 23. Any Suggestions. _________________________________ Thank you.. d. Transfer to the convenient place e. Recognition