ABSTRACT

The research looks at how training and development programs affect employee
performance at the Pension Fund Regulatory and Development Authority (PFRDA). It
aims to understand how employees feel about these programs, how the programs impact
their work and personal growth, and which training methods they prefer.

The study used a mix of methods, including both numbers-based and opinion-based
techniques, to get a full picture. Data were collected from 60 officers, which is over
65% of the staff, from different levels like Assistant Managers, Managers, Assistant
General Managers, and Deputy General Managers. A structured questionnaire with a
scale was used to collect responses, and the data were analyzed using Microsoft Excel.

Key findings show that employees view the training programs positively, noting
improvements in job relevance, work efficiency, knowledge, and personal growth. The
study also found that employees prefer in-person training than online modes of training.
Further, the majority of the employees want more than 2 trainings in a year.

The research concludes that PFRDA’s training programs are effective in preparing
officers for their roles. It recommends continuing and enhancing these programs to keep
improving employee performance and organizational efficiency.

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 INTRODUCTION
In contemporary organizations, training and development are pivotal components of
human resource management, designed to enhance the skills and knowledge of
employees to meet specific job requirements. Training, typically short-term, aims to
increase the competencies of employees for particular tasks or roles within an
organization (Sommerville, 2007). This targeted approach ensures that employees are
well-equiped to handle their assigned responsibilities, thereby contributing to the
organization's overall efficiency and effectiveness.

Development, on the other hand, encompasses a broader scope and combines various
training programs to improve the quality and performance of current managers and
prepare them for future challenges. This comprehensive strategy addresses both present
and future organizational needs, fostering growth and adaptability in a rapidly changing
global environment.

The significance of training and development has escalated in modern times, as

organizations recognize the value of investing in their human capital. Effective training
programs empower employees to acquire new skills and knowledge, making them more
productive and valuable to the organization. Research indicates that training contributes
positively to the success of organizations by enhancing employee performance and
satisfaction (Management, 2002).

Moreover, in today's fast-paced work environment, continuous training and

development are essential for maintaining the efficiency and effectiveness of both
employees and the workplace. Organizations that prioritize training opportunities often
see higher levels of employee engagement and job satisfaction. Employees who feel
valued and challenged by their training experiences are more likely to exhibit loyalty
and commitment to their careers and organizations.

Investing in training and development also reduces the need for extensive supervision
and direction, as well-trained employees can perform their tasks independently and
efficiently. Consequently, organizations that allocate significant resources to training
tend to have a more satisfied and competent workforce. The success of an organization
is intricately linked to the performance of its employees, and training plays a crucial
role in ensuring that employees are well-prepared to meet organizational goals.

Benefits of Training Evaluation:

I. Accountability
Training evaluation ensures accountability by confirming that training
programs address competency gaps and maintain high standards of deliverables.
This process ensures that training initiatives are aligned with organizational
goals and performance expectations.

II. Cost-effectiveness
Evaluation plays a crucial role in assessing the cost-effectiveness of
training programs. It verifies that training initiatives are successful in enhancing
work quality, employee behaviour, attitude, and skill development within a
specified budget. As organizations globally strive to reduce costs without
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 sacrificing quality, evaluation ensures that training programs contribute to this
objective.

III. Feedback Mechanism

Evaluation serves as a feedback mechanism for both trainers and the
overall training process. By assessing individuals' performance in their work
environment, evaluation identifies deficiencies in the training and necessary
adjustments in training methodologies. This feedback loop is essential for
continuous improvement and effectiveness of training programs.

Methods of training include various approaches to develop employees' skills and

knowledge. Here are some examples:

I. On-the-job training methods:

a. Job rotation: Employees work on different jobs to gain diverse
experience without additional cost.
b. Job instruction: Supervisors or trainers guide employees through step-
by-step job tasks.
c. Coaching: Employees receive practical and theoretical development
from assigned coaches, with regular feedback.
d. Committee assignments: Employees participate in meetings or
seminars to solve real-life problems, fostering teamwork and leadership
skills.

II. Off-the-job training methods:

a. Vestibule training method: Also known as simulated or near-real
environment training, this method replicates workplace conditions
outside the actual work environment to minimize risks associated with
on-site training.
b. Case study method: Focuses on real-world organizational problems,
encouraging analytical thinking and problem-solving skills among
employees.
c. Incident method: Involves presenting employees with real-life
scenarios or incidents, prompting them to discuss and propose solutions
individually and as a group.
d. Conference: Employees gather to discuss specific topics or issues,
sharing insights and opinions to enhance knowledge and collaboration.
e. Lecture method: Involves structured talks by trainers to impart
theoretical knowledge to white-collar or administrative employees,
often supported by audio-visual aids.
f. Simulation method: Uses specially designed equipment or virtual
reality to simulate real-world scenarios, enhancing practical skills and
operational awareness without using expensive actual equipment.
g. Outward Bound Training (OBT) method: Requires participants,
often managers and employees, to live in outdoor settings for several
days, engaging in various challenges to develop personal qualities like
leadership and teamwork.

These methods aim to develop skills and knowledge in controlled environments away
from the workplace, fostering learning and personal growth.

3
1.2 Significance of Study

In the rapidly evolving landscape of financial regulation, the role of the Pension
Fund Regulatory and Development Authority (PFRDA) is pivotal. As a regulatory
body, PFRDA oversees the promotion, development, and regulation of National
Pension System (NPS) and Atal Pension Yojana (APY) in India, ensuring that they
operate with transparency, accountability, and in the best interest of the public. To fulfil
these responsibilities effectively, it is crucial that PFRDA's employees are not only
well-versed in current regulatory frameworks but also equipped with the best practices
in the industry.

The competence and efficiency of PFRDA's workforce directly impact the Authority's
ability to enforce regulations, adapt to new challenges, and innovate in policy
development. Therefore, investing in comprehensive training programs for employees
is essential. Such initiatives not only enhance the immediate performance of the staff
but also prepare them for future responsibilities, fostering a culture of continuous
improvement and professional growth.

The main purpose of this research is to evaluate the training and development programs
provided to officers of the Pension Fund Regulatory and Development Authority
(PFRDA) based on the feedback received from the officers(trainees). By examining,
this study aims to understand their effectiveness in enhancing the skills, knowledge,
and overall performance of the officers. The findings will offer insights into how
training and development initiatives can be optimized to better meet the needs of both
the employees and the organization, thereby contributing to the broader goal of
organizational success and efficiency.

4
1.3 Literature Review:

JK Paper Ltd, Songadh (2021) found that Training and development are crucial for
enhancing employee performance and personal growth, creating a highly skilled
workforce. The study examined the impact of training and development on employee
performance at JK Paper Ltd, Songadh. Results indicated a significant positive effect,
with increased performance, productivity, and financial returns. Employees viewed
training programs positively, noting benefits to personal growth and job enthusiasm.
Reduced employee turnover and absenteeism were also observed. The success of the
programs is attributed to formal training for both new and existing employees, with
continuous evaluation and correction.

Divyaranjani (2013) There is a direct relationship between training and employee

performance, which contributes significantly to organizational success and competitive
advantage. Organizations invest in training to align with strategic objectives and
maximize workforce effectiveness. Evaluating training and development programs is
essential to ensure they deliver desired outcomes. Regular evaluation is crucial due to
the transient nature of trainees who attend programs to acquire specific skills and later
return to work to apply them. As knowledge and skills evolve, periodic training updates
become necessary to maintain effectiveness.

1.4 Research Questions:

The main objective of the study was to determine the effectiveness of training and
development on employee performance at PFRDA.
The study aims to achieve the following objectives in particular:

I. To understand the perception of employees towards training and development

activities carried out in the organization.
II. To study whether training has helped in improving the work efficiency/output).
III. To ascertain that training was helpful in the personal growth (knowledge/
personality etc.) of the trainees.
IV. To determine the preferred mode of training.

5
 METHODOLOGY
To analyze the questions in the project, a mixed-method research approach is employed.
This methodology integrates both quantitative and qualitative research techniques
within the same study. By doing so, it enables us to corroborate the findings through
triangulation, ensuring that results obtained via one method can be confirmed and
enriched by the other. This approach also facilitates the examination of any
discrepancies or unexpected outcomes by leveraging the strengths of both methods to
provide a comprehensive understanding of the research questions.

The research investigates the training programs administered to PFRDA officers,

involving a sample of 60 officers selected using stratified sampling to ensure
representation across various cadres. The officers sampled encompass Assistant
Managers, Managers, Assistant General Managers, and Deputy General Managers.
This approach ensures a comprehensive view of training practices across different
hierarchical levels within the organization. Importantly, the sample size represents over
65% of the total organizational strength, ensuring a robust reflection of training
practices prevalent within PFRDA. The study aims to analyze the effectiveness and
adequacy of current training initiatives in preparing officers for their roles and
responsibilities within the organization.

The Cadre wise sample size is given below:

S. No Cadre Sample Size

1 Deputy General Managers 6
2 Assistant General Managers 14
3 Managers 12
4 Assistant Managers 35
Total Sample Size 67

2.1 Analytical Tools Used:

To conduct this research, a structured questionnaire was developed (see Annexure A).
The questionnaire utilized a Likert scale (scale 1 to 5) for response measurement,
enabling a nuanced assessment of the participants' opinions and attitudes. For data
analysis, Microsoft Excel was employed to calculate both the total and average
responses. These calculations provided a quantitative basis for evaluating the training
program. Additionally, the results were graphically represented, which facilitated a
clearer visualization of the data patterns and trends. This approach helped in identifying
key insights and drawing meaningful conclusions about the effectiveness of the training
provided to PFRDA officers.

6
 RESEARCH FINDINGS
The analysis of the survey responses has been conducted on a cadre-wise basis, with an
overall synthesis performed to consolidate the findings. This approach allows for a
detailed examination of the data across different respondent categories, facilitating a
comprehensive understanding of the patterns and trends identified. The aggregated
analysis serves to summarize the key insights derived from the individual cadre
assessments, ensuring that the final conclusions are reflective of both specific subgroup
dynamics and the broader respondent population. This methodology provides a robust
framework for interpreting the survey results, supporting the derivation of nuanced and
actionable conclusions.

Details of the questions asked in the questionnaire to the respondents is mentioned

below:

I. Did you find the training relevant to your job?

II. Do you find the training helpful in your working in the organization?
III. Do you think the training has helped in enhancing your knowledge of work?
IV. Has the training helped in improving the accuracy of work?
V. What would you rate, has the training helped in improving the work
efficiency/output)?
VI. Was the training helpful in your personal growth (knowledge/ personality etc.)?
VII. How many trainings in a year training should be arranged?
VIII. Do you think internal sessions within the organization should be arranged in
order to have an understanding of different departments?
IX. Preferred Mode of Training

3.1 Assistant Manager Cadre:

Based on the conducted analysis, the average score for each question has been
calculated. This calculation is grounded in quantitative analysis, with scores ranging
from 1 to 5, where 5 represents the highest possible score and 1 represents the lowest.
Out of a sample size of 35, responses were received from 33 respondents.

Details of the Average score per question are mentioned below:

Was the
Do you
Has the training
Did you think the
Do you find training What would you helpful in
find the training has
the training helped in rate, has the your
training helped in
helpful in your improving training helped in personal
relevant enhancing
working in the the improving the work growth
to your your
organization? accuracy efficiency/output)? (knowledge/
job? knowledge
(2) of work? (5) personality
(1) of work?
(4) etc.)?
(3)
(6)
2.7 2.6 2.9 2.8 2.8 3.2

7
 3.5 3.2
2.9 2.8 2.8
3.0 2.7 2.6
2.5
Average

2.0

1.5

1.0

0.5

0.0
0 1 2 3 4 5 6 7

From the quantitative analysis, it can be deduced that the average score is more than
2.5 for every question asked. Further, the score is the highest in the personality
development of the respondents and the lowest in the training has helped in enhancing
the knowledge of the work of the respondent.

Based on the qualitative analysis, responses are graphed below:

Mode of Training Number of Training

2 Sessions in a year
2

13 10
29 10

Inperson Online Both 1 2 2+

Internal Sessions

27

Yes No

From the qualitative analysis, it is deduced that 29 respondents (88%) prefer in-person
training, and 23 respondents (70%) desire more than two sessions per year.
Additionally, 27 respondents (82%) expressed a need for internal sessions to enhance
their understanding of different departments.

8
3.2 Manager Cadre:

Based on the conducted analysis, the average score for each question has been
calculated. This calculation is grounded in quantitative analysis, with scores ranging
from 1 to 5, where 5 represents the highest possible score and 1 represents the lowest.
Out of a sample size of 12, responses were received from 9 respondents.

Details of the Average score per question are mentioned below:

Was the
Do you
Has the training
Did you think the
Do you find training What would you helpful in
find the training has
the training helped in rate, has the your
training helped in
helpful in your improving training helped in personal
relevant enhancing
working in the the improving the work growth
to your your
organization? accuracy efficiency/output)? (knowledge/
job? knowledge
(2) of work? (5) personality
(1) of work?
(4) etc.)?
(3)
(6)
2.9 2.7 3.2 2.4 2.6 2.9

3.5 3.2
2.9 2.9
3.0 2.7 2.6
2.4
2.5
Average

2.0
1.5
1.0
0.5
0.0
0 1 2 3 4 5 6 7

From the quantitative analysis, it can be deduced that the average score is more than
2.5 for every question, except for has training help improve the accuracy of the work
of the respondent. Further, the score is the highest in the training has helped enhance
the knowledge of the work of the respondents.

Based on the qualitative analysis, responses are graphed below:

Mode of Training Internal Sessions
0

9 8

In Person Online Yes No

9
 Number of Trainings in a
year
0

4
5

1 2 2+

From the qualitative analysis, it is deduced that 9 respondents (100%) prefer in-person
training, and 9 respondents (100%) desire more than two sessions per year.
Additionally, 8 respondents (89%) expressed a need for internal sessions to enhance
their understanding of different departments.

3.3 Assistant General Manager Cadre:

Based on the conducted analysis, the average score for each question has been
calculated. This calculation is grounded in quantitative analysis, with scores ranging
from 1 to 5, where 5 represents the highest possible score and 1 represents the lowest.
Out of a sample size of 14, responses were received from 13 respondents.

Details of the Average score per question are mentioned below:

Was the
Do you
Has the training
Did you think the
Do you find training What would you helpful in
find the training has
the training helped in rate, has the your
training helped in
helpful in your improving training helped in personal
relevant enhancing
working in the the improving the work growth
to your your
organization? accuracy efficiency/output)? (knowledge/
job? knowledge
(2) of work? (5) personality
(1) of work?
(4) etc.)?
(3)
(6)
3.4 3.5 3.4 3.5 3.3 3.8

3.9 3.8

3.8
3.7
Average

3.6
3.5 3.5
3.5
3.4 3.4
3.4 3.3
3.3
3.2
0 1 2 3 4 5 6 7

10
From the quantitative analysis, it can be deduced that the average score is more than
3.0 for every question asked. Further, the score is the highest in the personality
development of the respondents and the lowest in the training has improved the work
efficiency and output.

Based on the qualitative analysis, responses are graphed below:

Mode of Training Internal Sessions

1 2

12 11

Inperson Online Yes No

Number of training is a year

1 2 2+

From the qualitative analysis, it is deduced that 12 respondents (92%) prefer in-person
training, and 11 respondents (85%) desire more than two sessions per year.
Additionally, 11 respondents (85%) expressed a need for internal sessions to enhance
their understanding of different departments.

11
3.4 Deputy General Manager Cadre:

Based on the conducted analysis, the average score for each question has been
calculated. This calculation is grounded in quantitative analysis, with scores ranging
from 1 to 5, where 5 represents the highest possible score and 1 represents the lowest.
Out of a sample size of 6, responses were received from all 6 respondents.

Details of the Average score per question are mentioned below:

Was the
Do you
Has the training
Did you think the
Do you find training What would you helpful in
find the training has
the training helped in rate, has the your
training helped in
helpful in your improving training helped in personal
relevant enhancing
working in the the improving the work growth
to your your
organization? accuracy efficiency/output)? (knowledge/
job? knowledge
(2) of work? (5) personality
(1) of work?
(4) etc.)?
(3)
(6)
3.7 3.8 3.7 3.2 3.0 3.5

4.5
3.8
4.0 3.7 3.7
3.5
3.5 3.2
3.0
3.0
Average

2.5
2.0
1.5
1.0
0.5
0.0
0 1 2 3 4 5 6 7

From the quantitative analysis, it can be deduced that the average score is more than
3.0 for every question asked. Further, the score is the highest in the training is helpful
in working in the organization and the lowest in the training has helped to improve the
efficiency or output of the respondent.

Based on the qualitative analysis, responses are graphed below:

Mode of Training Internal Sessions
0

6 5

Inperson Online Yes No

12
 Number of Training in a year
0

1 2 2+

From the qualitative analysis, it is deduced that 6 respondents (100%) prefer in-person
training, and 6 respondents (100%) desire more than two sessions per year.
Additionally, 5 respondents (84%) expressed a need for internal sessions to enhance
their understanding of different departments.

3.5 All Cadres (AM to DGM):

Details of the Average score per question of all the respondents are mentioned below:

Designati Did Do you find Do you Has the What would you Was the
on you the training think the training rate, has the training
find helpful in training helped training helped helpful in
the your has in in improving the your
trainin working in helped in improvi work personal
g the enhancin ng the efficiency/outpu growth
releva organizatio g your accuracy t)? (knowledg
nt to n? knowled of work? (5) e/
your (2) ge of (4) personalit
job? work? y etc.)?
(1) (3) (6)
AM (33) 89 86 95 92 92 106
MGR (9) 26 24 29 22 23 26
AGM (13) 44 45 44 45 43 50
DGM (6) 22 23 22 19 18 21
Total 181 178 190 178 176 203
Average 3.0 2.9 3.1 2.9 2.9 3.3

3.4 3.3
3.3
3.2 3.1
Average

3.1
3.0
3.0 2.9 2.9 2.9
2.9
2.8
0 1 2 3 4 5 6 7

13
From the quantitative analysis, it can be deduced that the average score is more than
2.5 for every question asked. Further, the score is the highest in the training is helpful
in personality development.

Based on the qualitative analysis, responses are graphed below:

Mode of Training internal Sessions

32 10

56 51

Inperson Online Both Yes No

Number of Training
Sessions in a year

12
25

24

1 2 2+

From the qualitative analysis, it is deduced that 56 respondents (92%) prefer in-person
training, and 49 respondents (80%) desire more than two sessions per year.
Additionally, 51 respondents (84%) expressed a need for internal sessions to enhance
their understanding of different departments.

14
 CONCLUSION
The evaluation of the training and development programs for officers at the Pension
Fund Regulatory and Development Authority (PFRDA) reveals that the initiatives are
generally effective and well-received. Across different cadres, including Assistant
Managers, Managers, Assistant General Managers, and Deputy General Managers, the
training programs have been found to be beneficial in various aspects:

I. Overall Effectiveness:
a. The average score for training relevance, helpfulness, and impact on job
performance across all cadres is above 2.5, indicating a generally
positive perception.
b. Scores are notably higher in areas related to personal growth and
personality development, highlighting the training's effectiveness in
enhancing individual capabilities.

II. Knowledge and Skill Enhancement:

a. Training has significantly contributed to improving employees'
knowledge and work-related skills, with high scores particularly in the
Assistant General Manager and Deputy General Manager cadres.
b. Despite the positive impact, there is room for improvement in enhancing
the accuracy of work and work efficiency/output, especially for
Managers.

III. Preference for Training Modes:

a. A substantial majority of respondents (92%) prefer in-person training
sessions over online or mixed methods.
b. There is a strong demand (80%) for conducting more than two training
sessions annually, indicating a desire for continuous learning and
development.

IV. Internal Training Sessions:

a. A significant number of respondents (84%) expressed the need for
internal sessions to better understand different departments within the
organization. This suggests a gap in inter-departmental knowledge that
internal training could address.

In conclusion, the training programs at PFRDA have proven to be a valuable investment

in enhancing employee performance, satisfaction, and organizational efficiency.
However, to maximize the benefits, it is recommended that PFRDA consider increasing
the frequency of training sessions, emphasize improving work accuracy and efficiency,
and incorporate more internal sessions to bridge the knowledge gap across different
departments.

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 REFERENCES
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development on employee’s performance at JK Paper Ltd. International

Journal of Creative Research Thoughts (IJCRT), 9(2320–2882).

https://ijcrt.org/papers/IJCRT2105860.pdf

2. R.Divyaranjani, & D. Rajasekar. (2013). A STUDY ON EVALUATING

TRAINING AND DEVELOPMENT PROGRAMME ON

ORGANIZATIONAL PERFORMANCE. AMET International Journal of

Management, 2231–6779.

https://www.ametjournal.com/attachment/ametjournal6/7_Divya_ranjani_-

_UPDATE.pdf

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