A

PROJECT REPORTON
“MANPOWER TRAINING AND DEVELOPMENT AS A TOOL FOR ENHANCING EMPLOYEE PERFORMANCE IN AN
ORGANIZATION”

Submitted in fulfilment for Bachelor of Business

Administration
Program of

Shivalik institute of professional studies

Dehradun

SRI DEV SUMAN UNIVERSITY, TEHRI GARHWAL

UTTARKHAND
Under the supervision of
DR. BHAWANA RAGHAV Designation

Submitted To: Submitted By:

DR. BHAWANA RAGHAV MANISH SINGH
1
 DECLARATION

Manish Singh, in the year 2021-2024 Stream BBA hereby that, this project is an
original price of work and we have neither copied and nor submit project of.
another Institute or collage. we also undertake that, we will be responsible for any claim
regarding this Research project and collage and supervisor will not be responsible for
pertaining to the matters herewith stated.

Name: Manish Singh

Roll number: 237219290028
Enrolment number: SV21002458
Date:
Student’s Signature:

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 Bharti artel Limited
Silver City Complex, Rajpur Rd,
Uttarakhand 248197 (UK).

12-Jan-2024

To Whom It May

This is to certify that Mr. Manish Singh, a BBA student of Shivalik Institute
of professional Studies, Dehradun, has Successfully completed his Project
at Airtel.
During the period of his Project on “MANPOWER TRAINING
DEVELOPMENT AS A TOOL FOR ENHANCING EMPLOYEE PERFORMANCE IN AN
ORGANIZATION’’, he was found punctual, hardworking and inquisitive.
We wish him every success in his life

3
 ACKNOWLEDGEMENT
I lack words to express my heartiest thanks to my supervisor DR. BHAWANA RAGHAV, Shivalik Institute
of professional Studies for rendering me her ungrudging support and invaluable guidance. Without her.
encouragement and help it would have been very difficult for me to complete this assignment. She was always
there whenever I need his guidance.

I shall be failing in my duty, if I fail to acknowledge my gratitude to the teachers & staff members of this
Department for this everlasting support & needful motivation.

I am also grateful to my family & friends for the help & encouragement provided by them.

4
 TABLE OF CONTENTS
CHAPTER. NO. CONTENTS PAGE NO.

Chapter 1 INTRODUCTION 6-7

COMPANY PROFILE 8-13

Chapter 2 REVIEW OF LITERATURE 15-17

Chapter 3 RESEARCH METHODOLOG 18-22

Chapter 4 Data Analysis 23-39

Chapter 5 FINDINGS & CONCLUSION 40-52

CHAPTER 1
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 1.0 INTRODUCTION

Manpower training and development form the backbone of an organization's human resource strategy, fostering a culture of continuous learning
and adaptation. It is a multifaceted tool that goes beyond just imparting technical skills; it cultivates a holistic approach to employee
empowerment. This process involves equipping individuals with the necessary knowledge, skills, and attitudes that not only align with the
organization's goals but also enable them to thrive in a rapidly changing professional landscape.
The journey of employee performance enhancement begins with a wellstructured training program tailored to the specific needs of the
organization. This proactive approach not only addresses current skill gaps but also anticipates future requirements, ensuring a workforce that is
not just competent but also future-ready.
In the dynamic landscape of the modern workplace, the significance of manpower training and development as a catalyst for enhancing
employee performance cannot be overstated. As organizations strive to stay ahead in an ever-evolving business environment, investing in the
growth and skills of their workforce emerges as a strategic imperative.
Moreover, the benefits of effective training and development extend beyond the individual employee to the overall organizational
performance. A skilled and motivated workforce contributes to increased productivity, innovation, and employee satisfaction. It becomes a
cornerstone for building a resilient and adaptable organizational culture, capable of navigating challenges with agility.
In this introduction, we embark on a exploration of the pivotal role that manpower training and development play in shaping the destiny of an
organization. Together, we will delve into the intricacies of how investing in human capital becomes a strategic lever for organizational success,
driving performance to new heights.
In the fast-paced realm of contemporary business, where change is the only constant, organizations grapple with the imperative to not only
keep pace but to lead the charge. In this dynamic landscape, the true differentiator often lies not just in the products or services offered but in
the caliber of the workforce propelling the organization forward.
Enter the realm of manpower training and development—a realm where the seeds of organizational success are sown and nurtured. The
introduction of this transformative tool marks the threshold of a journey that transcends traditional paradigms of employment. It's a journey
that recognizes the inherent potential within each employee as a reservoir of untapped skills, waiting to be honed and refined.

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Manpower training and development cease to be mere checkboxes on an HR agenda; they emerge as the lifeblood of an organization's
sustainability and growth. As we embark on this exploration, envision a tapestry where each thread represents not just an individual employee
but a potential powerhouse of innovation, efficiency, and excellence.

In the pages that follow, we unravel the layers of significance woven into the fabric of training and development. We illuminate how this strategic
tool acts as a beacon, guiding organizations through the turbulence of competition, technological evolution, and market dynamics. Together, we
navigate the terrain where investment in human capital becomes the linchpin of success, shaping not just employee careers, but the destiny of
the entire organization.

the symphony of organizational dynamics, manpower training and development compose the melody that resonates through the corridors of
growth and prosperity. Beyond the routine of day-to-day operations, this harmonious interplay of education and empowerment orchestrates a
transformative experience for both individuals and the collective entity they constitute.

Picture an organization as a living organism, constantly evolving and adapting to the rhythm of external influences. In such a dynamic ecosystem,
the significance of cultivating a workforce equipped with the latest skills and insights becomes
paramount. Manpower training and development serve as the tuning fork, aligning the organization's human capital with the ever-changing
notes of industry trends, technological advancements, and customer expectations.

The overture of this journey encompasses not just skill acquisition but the nurturing of a mindset—an ethos of perpetual learning and growth. It
signifies a departure from the conventional approach of viewing employees as static assets to recognizing them as dynamic contributors capable
of evolution and upskilling.

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 COMPANY PROFILE
Airtel, officially known as Bharti Airtel Limited, is one of the leading global telecommunications companies based in
India. Here's a brief profile:
Company Name: Bharti Airtel Limited
Founded: 1995 by Sunil Bharti Mittal
Headquarters: New Delhi, India
Industry: Telecommunications

Services Offered:

 Mobile telephony
 Fixed-line telephony
 Broadband internet services
 Digital television
 Enterprise solutions (including connectivity, cloud, and security services)
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Radio waves are used by a network of wireless devices in cellular telephony. Radio signals are sent and received by the mobile
phone to and from the closest cell site, which is linked to the mobile switching center (MSC). The traditional local phone
network is linked to the MSC. The use of wires that terminate at a single location is eliminated when radio waves are used as the
communication channel. You always stay connected as long as you are within the cellular coverage area, regardless of how you
are moving.

A SIM card is given to you when you sign up for cell phone service (Subscriber Identity Module). The SIM card has a
microchip that saves your mobile number and other subscriber data. It is around the size of a standard band credit card. These
days, there are four primary techniques employed in the cellular phone industry: GSM, CDMA, WLL, and MPS/cellular
business based on GSM and PDC.S.

The world is awash in technology. There are around 400 GSM networks operating in over 164 countries, with a combined
customer base of nearly 473 million. Different operators enable the evaluation of various GSM network types. There are
basically three different types of GSM networks: 900, 1800, and 1900.

Based on an aggregate of 4,26,85,530 users as of May 31, 2009, comprising 4,07,43,725 GSM mobile and 19,41,805 broadband
& telephone consumers, Bharti Airtel is one of India's top private sector suppliers of telecommunications services.
Three distinct strategic business units (SBUs) comprise Bharti Airtel's operations: enterprise services, mobile services, and
broadband and telephone services (B&T). While the B&T business group offers phone and internet services in 94 locations, the
mobile services division offers GSM mobile services throughout India in 23 telecom circles. The enterprise services group is
divided into two divisions: services to corporates and carriers, or long distance services. Under the Airtel name, all of these
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services are offered. The National Stock Exchange of India and The Stock Exchange, Mumbai (BSE) both list the company's
shares.

OUR VISION
By 2010 Airtel will be the most admired Brand in India.

 Loved by more customers

 Targeted by top talent
 Benchmarked By more Business

OUR MISSION
We will meet the mobile communication need of our customers through:

 World class network

 Error free service delivery
 Innovative products and services
 State-of-the-art distribution system

OUR VALUES

 Teamwork
 Excellence
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  Respect
 Social Responsibility
 Customer Centricity
 Innovation
 Responsible corporate Citizenship
 Ethical Practices
 Valuing Partnership
 Performance Culture

SESSION OBJECTIVE

By the end of this session you would have knowledge on:

 Airtel awareness among the retailer and subscribers
 Postpaid products
 Prepaid products

BHARTI AIRTEL SERVICES CONTRIBUTION:

Network Infrastructure:

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Bharti Airtel has made significant investments in the construction and development of its network infrastructure, which
includes data centers, fiber-optic cables, and mobile towers. As a result, network coverage, speed, and dependability have
improved throughout India and in a number of other countries where Airtel is present.

Digital Services:

Airtel has dabbled in a number of digital offerings, including Wink Music, Airtel Payments Bank, and Airtel Money. These
services have improved user convenience and aided in the digitization of financial transactions and the consumption of
entertainment content.

Mobile Services:

Voice calls, text messages, mobile data, and value-added services are just a few of the many mobile services that Bharti
Airtel provides. It has been essential in providing mobile coverage to millions of Indians, particularly those living in rural
and isolated locations.

Enterprise Solutions:

Bharti Airtel offers a full range of business solutions, such as collaboration tools, cloud services, connectivity, cybersecurity,
and IoT (Internet of Things). These services support companies of all sizes and help them become more efficient and
productive.

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International Presence:

Airtel is well-known in a number of overseas areas across Asia and Africa. It offers mobile and fixed-line services through
its subsidiaries and partnerships, helping to advance the growth of connectivity and telecommunications infrastructure in
these areas.

Innovation and Technology:

In order to maintain its lead in the fiercely competitive telecom sector, Bharti Airtel consistently makes technological and
innovative investments. This covers 5G technical developments, AI-powered network optimization, and the creation of new
goods and services to satisfy changing consumer needs.

Corporate Social Responsibility (CSR):

Airtel regularly participates in CSR programs that address community development, healthcare, education, and environmental
sustainability. These programs seek to uplift impoverished groups' standard of living and have a beneficial social impact.

13
OBJECTIVES OF THE STUDY

• Assess the Present Condition of Workers' Performance:

Evaluate and examine the current work performance levels of the organization’s personnel. Determine essential performance
metrics and indicators to gauge the effectiveness and productivity of your staff.

• Assess the Results of Programmers for Manpower Training:

Examine the success of the training and development initiatives that are currently in place. Assess how much training
programmes help people learn new skills and expand their knowledge.

• Determine Skill Gaps and Training Needs:

To pinpoint staff skill gaps and training requirements, do a thorough investigation. Identify the areas in which
workers need more training in order to perform better.

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 CHAPTER 2
REVIEW OF LITERATURE

Aremu Nuha Salihu

Employee training and development is a constant end eavour for a company looking to expand and boost output. This study looks at how
employee job performance in a business is affected by manpower development and training. Purposive sampling is the basis of this paper's
methodology. A total of ten (10) commercial banks were chosen, and data was collected using interview and questionnaire methods. The results
of the study showed a strong correlation between workers' job performance and their training. Furthermore, training boosts an organization's
output and aids in resolving operational issues. Despite the fact that training is supposedly costly, it has been suggested that spending on it
should be seen as an investment. Organizations should provide ongoing training to employees to improve high.

Organization have been investing in staff training and capacity building over time in an effort to improve overall performance and productivity.
This is a result of the realisation of how crucial personnel development and training are to achieving organizational objectives. Thus, utilising First
Bank of Nigeria Plc as a case study, this study examined the impact of manpower development and training on workers' productivity and
organizational performance in Nigeria. The research used 75-person sample size selected by simple random sampling and administered
structured questionnaires. Descriptive statistics were used to analysis the generated data. According to the study's findings, the majority of
respondents (70%) felt that their productivity and efficiency at work had increased as a result of training and personnel development. Second,
most people (80%)
15
THEORETICAL REVIEW:
The effect of employee development and training on organizational productivity was investigated in this study. The study found that increased
employee skills, attitudes, knowledge, and competencies—all of which are primarily developed through training and development—are the
primary determinants of increased productivity, effectiveness, and efficiency within organizations. According to the paper, developing
employees' skills, knowledge, and competencies is the primary goal of employee training and development. These competencies are essential
for boosting organizational effectiveness, productivity, and profitability as well as for giving an organization a competitive advantage over rivals.
The foundation of training and development is the idea that in order to meet the goals and objectives set forth by the organization, employees'
attitudes, skills, behaviours, capabilities, and competencies must be improved.
Employee training and development is a constant endeavour for a company looking to expand and boost output. This study looks at how
employee job performance in an organization is affected by manpower development and training. Purposive sampling forms the basis of this
paper's methodology. A total of ten (10) commercial banks were chosen, and data was collected using interview and questionnaire methods.
The results of the study showed a strong correlation between workers' job performance and their training. Furthermore, training boosts an
organization's output and aids in resolving operational issues. Despite the fact that training is supposedly costly, it has been suggested that
spending on it should be seen as an investment. Organizations should provide ongoing training to employees to improve high
EMPIRICAL REVIEW
Training and Development of employees is a continuous exercise for an organization to grow and increase its productivity. The focus of this
study is to examine the impact of man power training and development on employees’ job performance in an organization. Methodology for
this paper is based on purposive sampling. Ten (10) commercial banks were selected and questionnaire and interview techniques were
employed to elicit information. The study revealed that there is a significant relationship between training and employees’ job performance.
More so, training increase organization productivity and help solving operational problems. It has been recommended that though training is
said to be expensive, however, expenditure on training should be regarded as an investment.
Organization should continuously train their staff in order to enhance high performance and efficiency.

16
A Review of Empiricists:

The steps in workforce development and training are outlined in this study using an empirical review. They are as follows: As
stated by In manpower training and development, according to Knootz et al. (1993), steps include:

(a) Demand Forecasting: Demand forecasting is the process of estimating and directing. This entails calculating the level
of future workforce development and training that an organization will need.

(b) (b) Supply Forecasting: Manpower resources are the total effective effort that can be employed, as demonstrated by
the number of workers available, their productivity, and their ability to perform the tasks assigned to them. Manpower
training is another aspect of supply forecasting that is somewhat available from both inside and outside the company,
allowing for internal movement, promotion, absenteeism, and waste.

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 CHAPTER 3

RESEARCH METHODOLOG

Of course! Establishing a strong research methodology is essential to carrying out an extensive investigation on "Manpower Training and
Development as a Tool for Enhancing Employee Performance in an Organization." The following are the main elements and procedures that
go into creating the research methodology:

➢ Design of Research:
Taking into account the nature of the study, choose an appropriate research design. Correlational, descriptive, experimental, or quasi-
experimental designs are possible options.
Take into account a longitudinal strategy to document shifts in worker performance over time.

❑ Sampling and Population:

Identify the target population, which may include all employees or just a few departments.
To guarantee representation from various organizational levels and departments, use a stratified random sampling technique

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❑ Sampling Size:
Based on statistical considerations and the required degree of confidence, determine the suitable sample size.
Make sure there is enough data in the sample to draw relevant conclusions about the total population.

❑ Techniques for Gathering Data:

Make use of both quantitative and qualitative data collection techniques.
Performance metrics, questionnaires, and surveys are examples of quantitative methods.
To get in-depth insights, qualitative methods can include case studies, focus groups, and interviews.

❑ Tools:
Create or modify valid and dependable tools to assess worker performance, the efficacy of training, and other pertinent factors.
Make sure the tools are in line with the goals of the study and that they collect both objective and subjective data.

❑ Analysis of Training Programming:

Examine current training materials and programming to learn about the approaches, lengths of time, and content. Gather
information about the number and kinds of training sessions that staff members attend.

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❑ Methods of Data Analysis:
Use statistical methods and tools, such as t-tests, regression analysis, and analysis of variance (ANOVA), to analysis quantitative
data.
To find patterns and themes in qualitative data, use content analysis or thematic analysis.

❑ Metrics of Performance:
To gauge staff performance, establish key performance indicators (KPIs).
As outcome measures, use objective performance data, such as sales numbers, productivity metrics, or quality evaluations.

❑ Variables under control:

Determine and adjust for pertinent variables, such as past experience, job function, or outside influences, that could affect an
employee's performance.
Make sure the analysis focuses on the precise way that training affects performance.

❑ Moral Aspects to Take into Account:

Obtain ethical approvals from the appropriate ethics committees or institutional review boards (IRBs).
Maintain participant privacy, obtain informed consent, and follow moral guidelines when conducting research.

❑ Validation of Data:
20
 Apply validation procedures to guarantee the dependability and accuracy of the data.
Employ triangulation to increase the validity of findings by contrasting data obtained from various sources or techniques.

❑ Presenting and Interpreting Data:

Utilising tables, charts, and narrative explanations, clearly present the findings.
Analysis the findings in light of the study's goals, making links between employee performance and training programming.

➢ RESEARCH METHODS

❑ Questionnaires and Surveys:

Create carefully thought-out surveys or questionnaires to collect quantitative. Information about how employees feel about the training
programmes and how they affect their performance. Ask about perceived skill gains, satisfaction levels, and the applicability of the training.

❑ Interviews:
To obtain qualitative insights, conduct in-depth interviews with managers, trainers, and employees. This makes it possible to comprehend
unique experiences and perceptions in a more complex way.
To encourage in-depth answers, emphasise open-ended questions.

❑ Observational Studies:
Observe employees before and after training sessions to measure changes in behavior and performance.
This method provides real-time data and a direct look into the application of l earned skills.
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❑ Case Studies:
Within an organization, pick particular teams or departments, then conduct in depth case studies.
Examine the training strategies used, the difficulties encountered, and the effect these had on staff performance.

❑ Analysis Documents:
Examine performance reports, training materials, and other pertinent documents to determine the efficacy of training initiatives.
This approach facilitates comprehension of the training's formal components and how they relate to organizational objectives.

❑ Experimental Design:
Conduct a controlled study in which one group of workers receives targeted training while the other does not.
To assess the direct effect of training, compare the performance metrics of the two groups.

❑ Focus Groups:
Get staff members together in small groups to talk about their experiences with training and development.
Promote candid conversation and investigate common perspectives and understandings.

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 CHAPTER – 4

DATA ANALYSIS

The purpose of this chapter is to summarise, evaluate, and explain the collected data.
For the purpose of this analysis, the statistical method of presentation was applied to the data from the questionnaire. Additionally, average
and percentile were used for every answer provided.
Seventy of the ninety-five questionnaires that were given to the various worker categories from the various departments of Star Paper Mill
Ltd., Aba, were properly completed and returned. The researcher thought that working with seventy well-competitive copies would be a good
idea for the study's validity and reliability, so she went with that quantity.

TABLE 4.1 Gender Wise Classifications of Respondents.

Gender No. of Respondents Percentage%

Male 60 60%
Female 40 40%

Total 70 100%
23
 Sales

Male female

Table 4.2: Marital Status of Respondents

Options Respondents Percentage %

Single 30 30%

Married 40 40%

Total 70 70%

24
 Respondents

Single Married

The table 1 above showed that 57% of the total respondents are married while 43% of them are still single.
Table 4.3: Departments of the Respondents

Options Respondents Percentage %

Accounts 13 19
Warehouse 10 14
Administration 18 26
Marketing 15 2
Production 14 20

Total 70 100

Departments of The Respondent.

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 20 % 19 %
2%
14 %
26 %

Administration

Account Warehouse Marketing Production

From table 4.2 above 25.7% of the respondent are from administrative department, 21.4% are from
marketing followed by production with 20%, 18% are from warehouse department and 14.3% are from
account Department.

26
Table 4.4: Age Distribution of Respondents.
Option Respondents Percentage

17-22 5 7

23-27 10 14

28-32 25 36

33 and above 30 43

Total 70 100
AGE DISTRIBUTION OF RESPONDENTS
17-22 23-27 28-32 33 and above
7%

14%

43%

36%

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 From table 4.3 above, 5 respondents representing 7% belong to the age group of 17-22 years, 10 respondents representing 14%
belong to the age group of 23-27 years, 25 respondents representing 36% belong to the age of 28-32 years old, while 30
respondents representing 43% belong to age group of 33 years and above. This shows that majority of the respondents sampled
for this study are 33 years and above.
Table 4.3 EXPERIENCE WISE CLASSIFICATIONS OF RESPONDENTS
Experience No. of Percentage
Respondents

Below 5 years 30 30%

6-10 years 22 22%
11-15 25 25%
Above 15 years 23 23%
Total 100 100%

9%
10% 1
2
23% 59% 3
4

INTERPRETATION:

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 From the table it can be inferred that 30% of the respondents are having less than 5 years of experience. 22% of the respondents are having
6-10 years of experience. 25% of the respondents are having 11-15 years of experience. 23% of the respondents are having above 15 years
of experience.

EDUCATIONAL QUALIFICATION OF RESPONDENTS:

TABLE 4.5 EDUCATIONAL QUALIFICATION OF RESPONDENTS

Educational Qualification No. of Percentage (%)
Respondents

UG Degree 34 34%
PG Degree 43 43%

Engineering 10 10%

Other ITI 13 13%

Total 100 100%

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 Respondent

UG Degree PG Degree Engineering Other ITI

INTERPRETATION:
From the above table it can be inferred that 43% of the respondents are UG holders,13% of the respondents are some other
(ITI), 34% of the respondents are PG holders and 10% of the respondents are engineering graduates

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CURRENT ROLE IN THE COOPERATIVE

TABLE 4.6 CURRENT ROLE IN THE COOPERATIVE OF RESPONDENTS

Current Role in the Cooperative: No. of Respondents Percentage (%)

Frontline Worker 45 45%

Supervisor/Team Leader 24 24%

Manager 11 11%

Administrative Staff 15 15%

Other 5 5%

Total 100 100%

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 Responden

5%
Frontline
15% Supervisor/Team Leader
Manager
45% Administrative Staff
11% Other

24%

INTERPRETATION:

From the above table it can be inferred that 45% of the respondents are Frontline Worker, 24% of the respondents are
Supervisor/Team Leader, 11% of the respondents are manager and 15% of the respondents are Administrative staff, 5% of
the respondents are other.

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DECISION-MAKING IN THE COOPERATIVE

TABLE 4.7 DECISION-MAKING IN THE COOPERATIVE OF RESPONDENTS

Decision-Making in the No. of Respondents Percentage (%)

Cooperative:

Participatory 27 27%
Hierarchical 39 39%
Democratic 31 31%
Other 3 3%
Total 100 100%

Responden

3%
Participatory
27%
Hierarchical
31%
Democratic
Other

39%

33
 INTERPRETATION:

From the above table it can be inferred that 27% of the respondents are participatory, 3% of the respondents are some
other, 31% of the respondents are democratic and 39% of the respondents are hierarchical.

INCOME SATISFACTION

TABLE 4.8 INCOME SATISFACTION IN THE COOPERATIVE OF RESPONDENTS

Income Satisfaction: No. of Respondents Percentage (%)

Very satisfied 23 23%

Satisfied 42 42%

Neutral 19 19%

Dissatisfied 9 9%

Very dissatisfied 7 7%

Total 100 100%

34
 Responden

Very satisfied
9% Satisfied
10% Neutra
Dissatisfied
Very dissatisfied

23% 59%

INTERPRETATION:

From the above table it can be inferred that 42% of the respondents are satisfied, 23% of the respondents are very satisfied,
19% of the respondents are neutral and 9% of the respondents are dissatisfied, 7% of the respondents are very dissatisfied.

35
JOB SECURITY

TABLE 4.9 JOB SECURITY IN THE COOPERATIVE OF RESPONDENTS

Job Security No. of Respondents Percentage (%)

Yes 36 36%

No 54 54%

Unsure 10 10%

Total 100 100%

36
 Responden

Yes No Unsure

INTERPRETATION:

From the above table it can be inferred that 54% of the respondents are saying YES for well- being, 36% of the
respondents are saying NO for well-being, 10% of the respondents are UNSURE for well-being.

37
PROFIT-SHARING

TABLE 4.10 PROFIT-SHARING IN THE COOPERATIVE OF RESPONDENTS

Profit-Sharing No. of Respondents Percentage (%)

Very effective 21 21%

Effective 48 48%
Neutral 17 16%
Ineffective 8 7%
Very ineffective 6 4%
Total 100 100%

RESPONDENTS

Very effective Effective Neutral Ineffective Very ineffective

38
 INTERPRETATION:

From the above table it can be inferred that 48% of the respondents are effective, 21% of the respondents are very
effective, 17% of the respondents are neutral and 8% of the respondents are ineffective, 6% of the respondents are neutral
and 8% of the respondents are very ineffective.

SENSE OF COMMUNITY

TABLE 4.11 SENSE OF COMMUNITY IN THE COOPERATIVE OF RESPONDENTS

Sense of Community No. of Respondents Percentage (%)

Strongly agree 21 21%

Agree 43 43%
Neutral 20 20%
Disagree 11 11%
Strongly disagree 5 5%
Total 100 100%

39
 Responden

Strongly agree Agree Neutral Disagree Strongly disagree

40
 CHAPTER = 5
FINDINGS & CONCLUSION
Findings of the study
. Results indicated that an environment where employees are inspired and encouraged to actively participate in various
training and developmental programs is fostered by an organizational culture that lays a high focus on the necessity of
continuous learning and personal growth. Employee engagement and performance are positively correlated when companies
provide concrete support, provide resources, and create a positive learning environment.
It is imperative that training and development activities are closely aligned with the strategic goals and
objectives of the firm. Employees are more likely to be motivated and actively utilize their newly gained
abilities to accomplish desired objectives when they can perceive a clear link between their own development
and the overall performance of the firm.
It is imperative that training and development activities are closely aligned with the strategic goals and
objectives of the firm. Employees are more likely to be motivated and actively utilize their newly gained
abilities to accomplish desired objectives when they can perceive a clear link between their own development
and the overall performance of the firm.

41
. Activities related to training and development must be closely coordinated with the strategic aims and objectives of the
company. When workers can clearly see a connection between their individual growth and the company's overall performance,
they are more likely to be motivated and actively use their newly acquired skills to achieve desired goals.

. Putting into practice a thorough needs assessment makes it easier to find skill gaps, identify the training that is required, and
identify areas that could use development. This procedure ensures that training curricula are tailored to address particular
challenges and correspond with staff duties, increasing the likelihood of notable performance improvements.

. Effective training programs incorporate interactive and engaging approaches and consider various learning styles.The
implementation of several instructional methodologies, including as workshops, e-learning, and on-the-job training, caters to a
broad spectrum of learning inclinations and enhances knowledge retention.

. It is the responsibility of managers and supervisors to emphasize the value of training and development. Managers that
actively support and encourage their team members to participate in training events demonstrate the importance that they
place on lifelong learning, which in turn leads to improved performance.

. Adequate resources, including both monetary and technological ones, are required for training and development initiatives
to be carried out successfully. Employees must have access to up-to-date tools, resources, and technology in order to actively
engage in learning activities.

. A key factor in determining the success of training and development programs is the application of uniform feedback and
assessment techniques. Following training sessions, organizations can evaluate the attainment of specified performance gains
and make required adjustments to their approaches by gathering participant feedback and tracking their performance.
42
. Employee motivation and active involvement are sparked when a link is established between training and development
programs and opportunities for career growth. When workers see a clear link between their personal development and future
career success, they are more likely to make personal development investments.

. One way to emphasize the value of ongoing learning is to recognize and reward staff members who take an active part in
training and development programs. Employee morale is raised and a culture of continuous improvement is fostered when
efforts are recognized through promotions, pay raises, or other measures.

CONCLUSION
The study came to the conclusion that the intricate relationship between employee growth and training functions as a dynamic
component that significantly affects both worker performance and a company's overall success. The complex problems that
firms confront in today's business environment call for a deliberate focus on training and development as a means of fostering
continuous improvement, creativity, and excellence within their staff. The first step in the employee training process is the
acquisition of specialized information and skills that are intended to fulfill the demands of the job right now. When this
targeted approach is put into practice, staff members have the tools they need to succeed in their roles, which boosts output,
reduces errors, and enhances task performance. Through all-encompassing development initiatives, staff members participate
in a transformative process that goes beyond their present positions. This more all-encompassing strategy encourages the
growth of qualities like leadership, flexibility, and critical thinking, preparing people to succeed in roles and responsibilities in
the future. The amalgamation of training and development endeavors yields a labor force endowed with not only a superior
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degree of expertise but also with the agility to promptly adjust and foresee forthcoming obstacles. When these two essential
components are combined, strong teamwork is made possible, which forms the cornerstone of ongoing worker productivity.
When staff members grow in skills and perspective, they actively promote a culture of continuous improvement and learning
throughout the company. As previously indicated, this ripple effect encourages collaboration, advances new ideas, and raises
employee engagement throughout the whole workforce. However, it is crucial to recognize that staff training and development
has consequences that go beyond human impact. Employee flexibility and competency levels raise the organization's capacity
to adjust to shifting market conditions and technological advancements. Because of its strategic advantage, the company is
able to grow and remain competitive in a constantly changing and dynamic environment.
It is advantageous for both parties to enhance staff performance through training and development. Companies stand to gain
from these initiatives in the form of increased customer happiness, increased productivity, and the development of a strong
talent pool. Furthermore, this investment shows a commitment to staff development, which encourages employee loyalty,
work satisfaction, and a reduction in turnover. Businesses that place a high value on and allocate resources towards the
training and development of their employees stand to gain substantial control over their own career paths in an era
characterized by constant change. Organizations can successfully leverage staff talents to handle current challenges and take
proactive measures by establishing a complete framework that promotes learning, flexibility, and advancement.

Bibliography
1. Books:
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  Dessler, Gary. Human Resource Management. Pearson Education, 2020.
 Goldstein, Irwin L., and Kevin Ford. Training in Organizations: Needs Assessment, Development, and
Evaluation. Cengage Learning, 2020.
 Noe, Raymond A., et al. Employee Training and Development. McGraw-Hill Education, 2020.

2. Academic Journals:
 Baldwin, Timothy T., and John W. Ford. "Transfer of Training: A Review and Directions for Future Research."
Personnel Psychology, vol. 41, no. 1, 1988, pp. 63-105.
 Burke, L. A., and D. G. Hutchins. "Training Transfer: An Integrative Literature Review." Human Resource
Development Review, vol. 6, no. 3, 2007, pp. 263–296.
 Salas, Eduardo, et al. "The Science of Training and Development in Organizations: What Matters in
Practice." Psychological Science in the Public Interest, vol. 15, no. 2, 2014, pp. 75–101.

3.Reports and White Papers:

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  Society for Human Resource Management (SHRM). "Employee Training and Development: Reasons and Benefits."
SHRM Research, 2019.
 American Society for Training & Development (ASTD). "State of the Industry Report." ASTD Press, 2020.

4.Online Resources:
a Harvard Business Review. Various articles on training and development, available at https://hbr.org/.
b Training Industry Magazine. Articles and resources on training and development trends, available at
https://www.trainingindustry.com/magazine/.
5.Government Publications:
c U.S. Department of Labor. "Training and Development: Issues and Policy Perspectives." Available at
https://www.dol.gov/.

Recommendations:
 It is advised that management increase staff engagement in training and development programs in order to improve
employee training and development, performance, and service delivery. The application of incentives is one possible
strategy to promote staff involvement in training and development initiatives.
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 Prospective inducements that could motivate staff members to participate in training and development programs include
the prospect of career progression and the implementation of clear internal hierarchies that indicate the areas in which
exceptional work is appropriately acknowledged and rewarded.

 The possibility of receiving a pay increase could act as a motivating factor to encourage staff participation in training and
development programs.

 Employee training and development programs must be implemented by firms in order to provide a fair market presence
and encourage competitiveness. It has been demonstrated that these kinds of programs increase customer happiness and
have a beneficial effect on business profit margins.

 The responsibilities of relevant authorities can be met by improving access to information transfer about employee training
and development initiatives. When it comes to employee training and development, information accessibility is essential
because employees can only take part in these programs if they are aware of the requirements.

 The responsibilities of relevant authorities can be met by improving access to information transfer about employee training
and development initiatives. When it comes to employee training and development, information accessibility is essential
because employees can only take part in these programs if they are aware of the requirements.

 Organizations must undertake employee training and development initiatives in order to provide a fair market presence
and encourage competition. Research has demonstrated that implementing such strategies can have a favorable influence
on business profit margins and improve customer satisfaction.
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Limitation
1. External Factors:
External factors such as changes in market conditions, technological advancements, or regulatory requirements can
render training obsolete or less effective over time. Organizations need to continuously adapt their training and
development strategies to remain responsive to evolving business environments and industry trends.
2. Measurement Challenges:

Evaluating the effectiveness of training and development initiatives can be challenging. Traditional metrics such as
training completion rates or participant satisfaction surveys may not provide meaningful insights into actual performance
improvements. Measuring the impact of training on key performance indicators (KPIs) such as productivity, quality, and
customer satisfaction requires robust evaluation methodologies and access to relevant data.
3. Skill Transferability:

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 Even with successful completion of training programs, employees may struggle to apply newly acquired skills and
knowledge to their daily tasks. This can occur if there is a lack of alignment between training content and job
requirements, or if employees do not perceive the relevance of the training to their roles. Ensuring the transferability of
skills requires careful design of training programs and ongoing support and reinforcement in the workplace.

4. Cost:
Implementing comprehensive training and development programs can be expensive, especially for smaller organizations
with limited budgets. Costs may include trainer fees, materials, technology, and employee time away from regular duties.
This financial burden can be prohibitive for some companies, limiting their ability to invest in high-quality training
initiatives.

5. Skill Transferability:
Even with successful completion of training programs, employees may struggle to apply newly acquired skills and
knowledge to their daily tasks. This can occur if there is a lack of alignment between training content and job
requirements, or if employees do not perceive the relevance of the training to their roles. Ensuring the transferability of
skills requires careful design of training programs and ongoing support and reinforcement in the workplace.
6. Resistance to Change:
Some employees may resist training initiatives due to fear of change or reluctance to learn new skills. This resistance can
hinder the effectiveness of training programs and limit their impact on employee performance. Addressing resistance to

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change requires effective communication, management support, and a positive organizational culture that values
continuous learning.

Future Scope

 Soft Skills Development:

Soft skills like problem-solving, communication, and emotional intelligence are becoming more and more valuable
in the job, even while technical skills are still crucial. It is expected that future training programs will emphasize
these abilities more in order to improve the efficacy and performance of employees as a whole.

 Personalized Learning Paths:

There will be a move toward tailored learning routes as companies become more aware of the various learning
preferences and styles of their workforce. Customized training materials and recommendations can be generated by
employing adaptive learning algorithms to evaluate employee performance data.

 Technology Integration:
Organizations will probably concentrate on incorporating digital tools and platforms into their training programs due
to the rapid evolution of technology. This might include AI-driven learning platforms, mobile learning applications
customized for each employee, and virtual reality simulations.
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  Continuous Learning Culture:
The importance of fostering an environment of ongoing learning within businesses will increase in the future.
Programs for training and development will be viewed as continuous procedures that assist professional
advancement and flexibility in a work environment that is changing quickly rather than as one-time occurrences.

Data-driven Insights:
With the proliferation of data analytics tools, organizations will leverage employee performance data to
gain insights into the effectiveness of training programs. This data-driven approach will enable
organizations to identify areas for improvement and optimize training initiatives for maximum impact .

 Leadership Development:
As leadership plays a crucial role in driving employee performance and organizational success, there will
be an increased focus on leadership development programs. Future training initiatives will aim to cultivate
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 leadership skills at all levels of the organization to foster innovation, collaboration, and employee
engagement.

SIGNIFICANCE OF STUDY
The goals, benefits, and procedure of the personnel training and development program must be
comprehended from utilitarian perspectives in order for it to be successful.

Consequently, when executed correctly, it will be utilized to boost employees' productivity and
quality of work. As a result, the study's conclusions and recommendations will be highly helpful to business
administration students and those in similar fields who oversee the human resources departments of various
organizations.
The study would also be very helpful to researchers and students who plan to do research on
human resources management, training and development, and other related areas. It will also
help Nigeria Breweries make any necessary amendments.

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53
 QUETIONNAIRE
1) Age:
(a) 18-25
(b) 26-35
(c) 36-45
(d) 45 and above
2) Gender:
(a) Male
(b) Female
(c) Other
3) Educational Background:
(a) High School
(b) Bachelor’s Degree
(c) Master Degree
(d) Other

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4) Were there any hands-on, practical exercises or activities related to your job
included in the training programming.
(a) Yes
(b) No

5) Please rate how applicable the training material is to your regular duties and responsibilities. (Range: 1 to 5)
(a) 1-2 (2) 3-5

6) Have you participated in any training programs provided by the organization in

the last 12 months?
(a) Yes
(b) No
7) After completing the completion programming, have you noticed any changes
in your work performance?
(a) Yes
(b) No
8) Regarding your current employment, how satisfied are you with your job?
(a) Very good
(b) Average

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9) What advantages can the business get from developing and training its
workforce?
(a) Managerial development
(b) Employee’s satisfaction
(c) No benefit
10) How well do you feel the organization utilizes resources to provide effective
training and development programs?
(a) Very effectively
(b) Effectively
(c) Neutral
(d) Other
11) What type of training have you received from your organization that is directly effect on performance?
(a) On- The Job
(b) Off- The Job Training
(c) External Training
(d) Refresher
12) Training program is compulsory for the employees for better performance and productivity?
(a) Yes (b) No

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