MAHI Final PRJ

1
TRAINING AND DEVELOPMENT
INTRODUCTION:
As man invented tools, weapons, clothing, shelter and language, the need for
training became an essential ingredient in the march of civilization. Whether our
ancestors stumbled upon or invented these facts of civilization is relatively little
significance what is more important is that man had the ability to pass on to others
the knowledge and skill gained in mastering circumstances which was done by
signs and words. Through these devices the development process called training
was administered.
CONCEPT AND DEFINITION:
An inevitable consequence of change is the need to learn. Changes may be
result of the introduction of new technology of new working practices or of the
general development and changing aspirations of people. Such changes often
require people to learn new knowledge and skills and company this with changes in
attitudes. For this training is used which is concerned with helping people to learn
quickly and effectively. It requires clearly defined outcome and also affective
learning conditions.
Training is defined as “A planned process to modify attitude, knowledge or
skill through learning experience to achieve effective performance in an activity or
range of activities. Its purpose in the work situation is to develop the abilities of the
individual and to satisfy current and future manpower needs of the organization.
2
Training is the corner stone of sound management for it makes employees more
effective and productive.
Development is a related process. It covers not only activities, which
improve job performance, and also those, which bring about growth of the
personality. In organizational terms, it is intended to equip persons to earn
promotions and held greater responsibility. Training a person for a bigger and
higher job is development.
IMPORTANCE OF TRAINING:
• Reduction in wastage leading to improved profitability
• Improves the morale of the workforce
• Improve the job knowledge and skills at the levels of the organization
• Improves quality
• Improves production rate
• Improves labor management relations
• Creates an appropriate climate for growth and communication
• Aid in improving organizational communication
• Helps the individual in making better decisions and effective problem solving
• Aids in encouraging and achieving self development and self-confidence
• Helps a person handle stress, tension, frustration and conflict
3
TRAINING PROCESS
ORGANISATIONAL OBJECTIVES
AND STRATEGIES
ASSESSMET OF TRAINING NEEDS
ESTABLISHMENT OF TRAINING
GOALS
DEVISING TRAINING
PROGRAMME
IMPLEMENTATION OF
TRAINING PROGRAMME
EVALUATION OF RESULTS
4
Objectives of the study:
This project work characterizes to evaluate the training programs that are conducted
at Hyderabad Division of HAL. The objectives of the study are as follows.
• To study the training programs taken up currently by the organization.
• To analyze the procedure presently followed in planning and conduct of training
programs at HAL.
• To evaluate the training management programs.
• To analyze how the training needs of the employees are identified.
• To evaluate the feedback system followed presently.
• To identify and suggest measures for the improvement of the training programs
Research Methodology
To design this project report, a through literature survey was conducted which
included detailed study of books and journals available on the subject.
Based on this survey, a questionnaire was prepared to evaluate training and
development programs. The research also included few personal interviews with the
5
trainees as well as the trainers who gave an insight into the various training programs
conducted to gain practical view of the programs.
The questionnaires were administered to 50 executives and workers who had
undergone training. The questionnaires consisted of 31 questions out of which 5 questions
were based on employee profile, and 26 were based training and development.
Limitations of the study
• The company under study being a very large organization with large number of
employees, all of them could not be contacted for views and opinions on the topic
“TRAINING AND DEVELOPEMENT”.
• Wing to the paucity of time the questionnaires could be distributed only to a limited
number of employees. Therefore the findings of the study neither may nor be 100%
accurate.
6
7
COMPANY PROFILE:
MISSION:
To become a globally competitive Aerospace industry while working as an
instrument for achieving self-reliance in design, manufacture and maintenance of
Aerospace defense equipment and diversifying to related areas, managing the business on
commercial lines in a climate of growing professional competence.
OBJECTIVES OF THE COMPANY
• To serve as an instrument of the national policy to achieve self-reliance in the
design, development and production of aircraft and aeronautical equipment to meet
the country’s changing and growing needs, with special emphasis on military
requirements.
• In fulfillment of this objective, the company shall regard itself fundamentally
responsible for design and development, relying however upon such relevant
facilities as are available in other National Institutions, but always holding itself
basically responsible for the growth and furtherance of the country’s aeronautics
capability.
8
• To conduct its business economically and efficiently so that it can contribute its due
to the national effort for achieving a self-reliant and self-generating economy.
• Towards this end, to develop and maintain an organization which readily respond to
and adopt the changing matrix of socio-techno-economic relationships and wherein
a climate of growing professional commitment and a sense of belonging will b e
fostered and each employee will be encouraged to grow in accordance with his
potential for the furtherance of the organizational goals.
THE COMPANY:
The year 1940 is regarded as a landmark in the history of aviation in INDIA as it
saw the creation of Hindustan Aeronautics Limited. It is a public sector undertaking, which
specializes in aeronautics and aerospace.
Late Shri Walchand Hirachand at Banglore first established it as Hindustan Aircraft
Limited in association with the then Government of Mysore, as a private limited company.
In June 1942, Government of India purchased the interests of the company and took over
its management.
Shri Walchand Hirachand had the vision to start this company for manufacture of
aircraft for the first time in India. The Hallow trainer and Hawk Fighter Aircraft were the
first two aircrafts produced by Hindustan Aircraft Limited and they were successfully test
flown in 1942.
However in August 1962, Government of India entered into a collaboration
agreement with the Soviet Union for the manufacture of MIG-21 FL aircraft including its
9
engine and avionics. Aeronautics India Limited was formed to undertake the manufacture
of MIG-21 aircraft and factories were set up at Nasik in Maharashtra for manufacture of the
air trainer, Koraput in Orissa for the aero engine and at Hyderabad in Andhra Pradesh
For the avionics for the MIG Aircraft. Later with the promulgation of the Aircraft
companies amalgamation order 1964. Hindustan Aircraft Limited of the Aeronautics India
Limited merged and formed the present Hindustan Aeronautics Limited on 1st October
1964.
Over the years HAL has designed and developed a series of aircraft and also built a
unique Aeronautical complex in Asia with modern state of the art facilities. The result is a
premier aviation industry, which is capable of design and manufacture of wide range of
Aero planes, engines and Aeronautical equipment and services.
To day HAL has proudly spread its wings and has grown to a gigantic public sector
with 12 manufacturing and overhaul divisions and 7 Research and Design Centers spread
across the length and breadth of INDIA HAL is engaged in Research, Design,
Manufacturing and Overhaul of a variety of aviation products from basic trainer aircraft to
high technology fighters, helicopters, transport aircraft, their power plants, avionics, system
accessories and aerospace systems.
10
TEAM PROFILE OF HINDUSTAN AEROUNATICALS LTD
ORGANISATION CHART OF HAL
CHAIRMAN
MD MD MD MD DIRECTOR DIRECTOR ED
DIRECT VIGILAN
BANGLIORE ACCESSORIES MIG DESGN & CORPORATE P&A
COMPLEX COMPLEX COMPLEX DEV PLANING CE
OR
GM-LUCKNOW GM-NASIK GM-ADB ED – GM – (F)

GM-HYDERABAD GM-KORAPUT GM-HOB GM (P &
GM-KORWA GM-RWR&DC
GM-KANPUR (PLG) GM – SYS
A)
GM-AIRCRAFT
GM-AEROSPACE
GM-ENGINE
GM-OVERHAUL
GM-FORGE
& FDRY
GM-HELICOPTER
GM-MAR & GAS
11
HYDERABAD DIVISION OF HAL
The Hyderabad Division of HAL was established in the year 1965 to achieve self -
reliance in avionics. This division is located in the northern suburbs of Hyderabad and
employs more than 3000 employees including 600 executives. In the last two decades the
division has acquired the unique distinction of designing most sophisticated airborne
systems, which form the backbone of the present day aircrafts. This prestigious division is
engaged in design, development, production and servicing of electronics systems going into
various types of aircrafts manufactured by other divisions of HAL involving the state – of –
the art technology. A General Manager assisted by senior-by-senior executives for each
disciplines such as planning, Design, Manufacturing, Quality Control, Finance,
Commercial, Personnel and Training head it.
This division manufactures a large number of systems, which are common to all
types of aircrafts. This includes navigational system (like Automatic Direction Finders,
Marker Receivers etc), Communication Systems of High frequency, very High frequency
and Ultra high frequency.
12
Following are some of the products produced by the Hyderabad Division.
(1) VHF / UHF Communication Equipment
(2) HFSSB
(3) Air Route Surveillance Radar (ARSR)
(4) Precision Approach Radar (PAR)
(5) Battle Field Surveillance Radar (BFSR)
Strategic Electronics Research and Design Center of HAL, Hyd is the
leading and largest R & D organization for avionics in the country.
With a sustained R & D effort of over 4000 man – years, several systems /
equipments have been developed at this R & D Center in the fields of Radar,
Communication, Navigation, Software, Flight controls, Hybrid Microelectronics
and Electronic Warfare.
200 qualified and experienced engineers and a large group of trained
technicians and support staff are engaged in continuous efforts to design and
develop high quality products to meet the stringent quality requirements of Army,
Navy, Air force, Space satellite, Civil Aviation, Defense Research and
Development organization, Police etc.
13
The division has extensive state of the art design facilities, a full – fledged
prototype manufacturing shop, environmental and EMI / EMC test facilities and
above all a well – established quality system.
HAL is poised for a significant and meaningful growth evened at self -
reliance in the field of Design, Development, Production, Repair, Overhaul and
product support services throughout the service life of variety of Aircraft Engine.
Aviation, Accessories and system principally for the defenses in the country. While
fulfilling its primary objective of meeting the dynamic and varying defense needs of
this country. HAL also designs and manufactures electronic equipment for civilian
applications by continuously modernizing and updating its capabilities.
HAL serves its customers with a pledge to serve them by augmenting its
strength already built over a period of five decades.
14
ORGANISATION CHART OF HAL HYDERABAD
GM
AGM (D) AGM (P) AGM (M)
DGM DGM DGM DGM DGM

(MS) (P&A) (GCA) (QC) (MM)
DGM GM
(C&M) DGM DGM DGM (FIN)
(C) (R) (PLG)
DGM DGM
(B) (MFG)
DGM
DGM DGM (COM)
(MNT) (F–PLG)
15
TRAINING AND DEVELOPMENT AT HAL
PHILOSOPHY OF TRAINING IN HAL
“Continuous human resource development to meet organizational objectives and to
build a vibrant organization responsive to changes in the environment”.
TRAINING ACTIVITIES AT HAL
To ensure an efficient manpower with up to date knowledge, a well-established
training center was set up along with the inception of the division at Hyderabad, which
caters to the training needs of all its employees.
Training is done at two places in HAL.
(a) HAL Staff college
(b) Technical Training institutes of the divisions
HAL STAFF College was established in August 1969 at Banglore. Since then it has
gone on to become a premier executive training institutes in the country to develop plans as
well as to oversee implementation of both technical and management training activities.
HAL Staff College functions under the guidance of Senior Directors and General Managers
with the principal, Staff College as member secretary. Apart from this three is a full –
fledged faculty of experienced line manages from HAL as well as from reputed
16
management training institutions and management consultants. Today more than 12000
executive and 1400 management / design trainees have benefited from the college.
Following are some of the Training activities taken up at the Staff College.
• General Management Development
• Productivity through cost and time consciousness
• Cutting Tool Technology
• Quality and Customer Satisfaction
• Bench Marking
• Helicopter Technology
• P & A HRD Policies and procedures
• Workshop on value Engineering
• Marketing management
• Trust and Team building
17
TRAINING AND DEVELOPMENT
AT HYDERABAD DIVISION
In the Hyderabad Division of HAL, the training and development programs are
conducted by the Department of Training and Development”. The department interacts
directly with the various technical and functional departments for conducting various
programs. Involvement of the top management of the division and the corporate office also
exists.
Apart from conducting training and development programs for the employees, it
also shares following statutory responsibility as part of Apprentice Act.
1. Introduction of around 180 passed. Technicians in 10 different trades as
Apprentice trainees once every year. These trainees are exposed to theoretical
classes as well as on the job training.
2. Induction of around 40 Graduates / Diplomas in Electronic, Mechanical
Electrical, Computer and Civil disciplines and exposing them to on the job
training.
TRAINING POLICY:
The training policy of the Hyderabad Division reflects the objectives mentioned
above. The importance of training and development programs are seen from the recent
directive from Corporate Office which lays down that every year at least 45% of the total
employees should be trained. The various training and development programs are
periodically modified to take into account the emerging concepts are periodically modified
to take into account the emerging concepts / practices in the industry.
18
OBJECTIVES: -
The objectives of training and development at Hyderabad Division are as follows:
• To assist employees to function effectively in their present and future
positions by exposing them to the concepts, information and techniques and
development skills that would be required in their particular field.
• To build competent officers and prepare them to occupy more responsible
positions.
• To improve / change the attitude of people towards work, organization,
goals, inter-personal relationship, team spirit etc through managerial /
behavioral inputs.
• To enable managers to broaden their outlook and to tackle problems arising
out of increasing size complexity of the organization due to technological
and social changes.
• To enable managers to handle more effectively the management labor
relations.
19
• To improve the analytical ability and decision making responsibilities of
managers.
ORGANIZATION CHART OF TRAINING & DEVELOPMENT CENTRE
DGM (P & A)
CHIEF MANAGER (TRG)
SR. MANAGER (TRG)
OFFICE STAFF MANAGER - I MANAGER - II
20
IDENTIFICATION OF TRAINING NEEDS: -
The following procedure is adopted for identifying the training needs.
• The Departmental heads are requested in the beginning of the year to nominate
personnel from their departments to various programs conducted at HAL Staff
College, Bangalore and in the divisions Training Center. These programs are
mandatory. Brochures giving particulars of each program are provided to the
Departmental heads to identify the correct nominees.
• The nominees selected by the GM will attend the programs for keeping abreast of
latest developments and trends relevant to the organization.
• Specific programs are also conducted at the request departmental heads and as per
instructions from Corporate Office in the field of Technical, functional and
managerial areas.
• The departmental heads are requested in the month of Jan / Feb to identify training
needs of personnel working with them for next year (April to March) covering
technical / functional / managerial / behavioral areas.
• As per priority / accessibility of suitable faculty / production schedule of the
organization / suitable external institutional facility, efforts will will be made to
cover as many programs as possible In – house / Staff College / Abroad.
21
FACULTY
All the In – house programs are conducted with the help of qualified and
experienced personnel form the training department as well as form technical and
functional department. When required, facilities from outside organization are invited to
handle some specific sessions or a whole program.
TRAINING AND DEVELOPMENT ACTIVITIES
The following procedure has been adopted for conducting the programs.
• Yearly plans for conducting a few mandatory programs are prepared indicating
even the dates of the programs. The top management as well as the department in
consultation with the line managers decides this.
• For employees in Gp.E to Gr.II, the programs are conducted within the divisions.
For employees in Gr.III and above, the programs are conducted at the Staff College.
• Apart from these, the training department also conducts some specific programs for
all levels of personnel at periodic intervals either in the training department or
through outside institutes in various parts of the country. Sometimes these programs
are evolved during shop level meetings / GM’s meeting with departmental heads /
management committee meeting at corporate level.
22
TRAINING METHODOLOGY: -
This consists of conventional methods of lecture and discussion and modern
methods such as case studies, exercises, syndicate work role – play etc. Sometimes video /
16 mm film are shown on specific topic relevant to the session to bring more effectiveness
in learning.
EFFECTIVENESS AND FEEDBACK
At the end of each program conducted in the division, participants who give their
comments about the effectiveness of the overall program and also the facilities fill up a
feedback Performa. Based on these, some changes are made where necessary. At the end of
the program, each participant has to initiate an action plan and the departmental heads will
monitor progress.
23
TRAINING FACILITIES AVAILABLE AT HYDERABAD DIVISION
• Class Rooms
(a) A / c & acoustically treated
(b) Ordinary
• Film projector
• Over head projector
• Slide projector
• Television
• VCR
• Tape Recorder
• 16mm Films
• Recorded Video Cassettes
• Personnel Computer
• Computer Printer
• Photo Copier
• Duplicating machine
• Black Boards
• Amplifier Systems
24
25
THEORETICAL PERSPECTIVE
TRAINING POLICY
A company’s training policy represents the commitment of its top
management to training. This helps in identifying priority areas in training. It also
highlights the firm’s approach to the training function and provides information
regarding programs to all employees.
ORGANIZATIONAL OBJECTIVES AND STRATEGIES
The first step in the training process in an organization is the assessment of its
objectives and strategies. What business are we in? At what level of quality do we wish
to provide this product or service? Where do we want to be in the future?
ASSESSMENT OF TRAINING NEEDS
Needs assessment diagnoses present problems and future challenges to be met through
training and development Organizations spend vast sums of money on training and
development. Before committing such huge resources, organizations need to assess the
26
training needs of their employees. Needs assessment occurs at two levels – group and
individual.
NEEDS ASSESSMENT METHODS
FOR GROUP ORGANIZATIONAL ANALYSIS
• Organizational goals and objectives
• Personnel / skills inventories
• Organizational climate indices
• Exit interviews
• MBO or work planning systems
• Quality circles
• Customer survey / satisfaction data
• Consideration of current and projected changes
FOR INDIVIDUAL ANALYSIS
• Performance appraisal
• Work sampling
• Interviews
• Questionnaires
• Attitude survey
• Training progress
• Rating seals
27
• Observation of behavior
OBJECTIVES OF TRAINING AND DEVELOPMENT
Once training needs are assessed, training and development goals must be
established. The following are the objectives:
• To impart to new entrants basic knowledge and skills they need for an
intelligent performance of definite tasks.
• To assist employees to function more effectively in their present positions
by exposing them to latest concepts, information and techniques.
• To create a climate in which the individuals best attain his own goals by
directing his efforts towards attaining the goals of the organization.
• To broaden the minds of senior mangers by providing them opportunities for
an inter – change of experiences within and outside.
• To increase productivity by conceptual skills, imagination and judgment in
individuals.
28
DESIGNING TRAINING AND DEVELOPMENT PROGRAMMES
Every training and development programme must address certain vital issues like
• Who re the trainees?
• Who re the trainers?
• What methods and techniques are to be used for training?
• What should be the level of training
• What learning principles are needed?
• Where is the programme conducted?
METHODS AND TECHNIQUES OF TRAINING
Training methods are classified as follows:
• On the Job – training
• Vestibule training
• Demonstration and examples
• Simulation
• Apprenticeship
• Class room methods
(a) Lectures (b) Conference (c) Case study
(d) Role – Playing (e) Programmed instruction
29
(f) Computer Assisted Instruction (CAI)
• Sensitivity Training
• Other training methods
(a) Associations (b) Audiovisual aids
GRAPHICAL REPRESENTATION OF TRAINING

METHODS
(1) On the Job (3) Demonstration (4) Simulation (6) Class room (7) Sensitivity
Training and methods training
Examples (5) Apprenticeship
(2) Vestibule training
(8) Other
training
Methods
(a) Lectures (c) Case

. Study (f) CAI
(d) Role
Playing
(b) Conference
(e) Programmed
Instruction
30
(a) Associations
(b) Audio-visual aids
IMPLEMENTATION OF THE TRAINING PROGRAMME
Once the training programmed has been designed it needs to be
implemented. Programme implementation involves action on the following lines:
• Deciding the location and organizing training and other facilities
• Scheduling the training programme
• Conducting the programme
• Monitoring the progress of trainees
EVALUATION OF THE TRAINING PROGRAMME
The last stage in the training and development process is the evaluation of results.
Evaluation of any activity is important since in evaluating one try to judge the value or
worth of the activity, using the information available. The most important means of
evaluating are
• Observations
• Ratings
• Trainee surveys
• Trainee interviews
31
S
32
DATA ANALYSIS AND INTERPRETATION
1. AGE PROFILE OF THE EMPLOYEES:
The respondents for this project work have been classified into various age groups
and is shown below in the given table.
Table – 1
Age in 20-29 30-39 40-49 50 and above
years
No. Of 5 5 15 25
employees
Percentage 10 10 30 50
33
No. Of employees
20-29
30-39
40-49
50 and above
2. DESIGNATION LEVEL OF EMPLOYEES
Table – 2
DSGN LEVEL FIRST LINE MIDDLE SENIOR

SUPERVISOR MANAGEMENT MANAGEMENT
NO.OF 10 35 5
EMPLOYEES
PERCENTAGE 20 70 10
DESIGNATION LEVEL OF
EMPLOYEES
First Line
Suervisor
Middle
Management
Senior
34 Management
3.EDUCATION QUALIFICATIONS
Table – 3
QUALIFICATIO DIP IN DIPLOM MASTER IN ITI/INTER/S

N ENG/ARTS/SCIENCE/COMME A IN ARTS/SCIENCE/COMMERC SC
RCE ENG E
NO.OF 25 10 5 10
EMPLOYEES
PERCENTAGE 50 20 10 20
35
EDUCATIONAL
QUALIFICATIONS
Degree in
Eng/Arts/Scienc
e/Commerce
Diploma in Eng
Master in
Arts/Science/Co
mmerce
IIT/Inter/SSC
4. YEARS OF EXPERIENCE IN HAL
Table – 4
Years of Less than 5 5-10 years 11-15 years 15 years and

service years above
36
No. Of 2 18 5 25
employees
Percentage 4 36 10 50
YEARS OF EXPERIENCE
IN HAL
Less tham 5
years
5 - 10 years
15-Nov
15 year and
above
1). The program objectives were clear to me?
RESPONSES Strongly Agree Not Disagree Strongly
Agree sure disagree

PERCENTAGE 13 53 13 16 5
37
RESPONSES
Strongly Agree
Agree
Not sure
Disagree
Strongly disagree
Source: Questionnaire to the Employees.

Analysis: The above Table shows the following.
The analysis revealed that 66% of the respondents have agreed or strongly agreed that
objectives of training programmes were in line with their needs.
Interpretation:
A detailed study was conducted to evaluate whether the training objectives were in line
with the employee’s needs. Whether the program objectives were clear to the employees
before the commencement of the training program. The Maximum No. Of Employees have
agreed that objectives of training programmes were in line with their needs.
2). The nomination procedure to the training programme was good.
RESPONSES Strongly Agree Not Disagree Strongly
Agree sure disagree

38
RESPONSES
60
50
40
30 RESPONSES
20
10
0
Strongly Agree Not sure Disagree Strongly
Agree disagree

Since 62% of the respondents did not agree with the nomination procedure, the training
programme should be planned in such way that employees are consulted before nominating
them to any training programme.
Interpretation:
A detailed study was conducted to know whether the nomination to the training
programmes was made in consultation with the employees or not. The Maximum No. Of
Employees have not agreed that nomination procedure to the training programme was
good.
3).Is the methodology adopted was adequate?
RESPONSES Strongly Agree Agree Not sure Disagree Strongly
disagree
39
RESPONSES
60
50
40
30
RESPONSES
20
10
0
Agree disagree

Analysis of the data reveal that 71% of the sample scored very high in stating that the
methodology adopted was adequate.
Interpretation: A detailed study was conducted to know whether the methodology adopted
was adequate. The Maximum No.Of Employees have agreed that the methodology adopted
was adequate.
4). Is the Course structure was well organized?
RESPONSES Strongly Agree Not sure Disagree Strongly
Agree disagree
16 58 13 13 1
PERCENTAGE
40
RESPONSES
Strongly Agree
Agree
Not sure
Disagree
Strongly disagree

The analysis revealed that 74% of the participants have agreed or strongly agreed that the
structure of the programme was good.
Interpretation:
A detailed study was conducted to know the Course structure was well organized.
The Maximum No. of Employees have agreed that the Course structure was well
organized.
5). The training was imparted considering the change in Job factor and Individuals
responsibility.
The study has attempted to evaluated the Training management programme in terms
of two important factors – job factor and individual factor.
(a) JOB FACTOR
This includes study of combination of training in improvement of analytical ability
problem soling and decision – making skills and its contribution to work place and outside
work place. The responses are given below:
41
Agree disagree
PERCENTAGE 8 52 22 18 NIL
60
50
40
30 Series1
20
10
0
Agree disagree

Analysis reveled that 60% of the respondents agree / strongly agree that the training
programme has contributed in improving the effectiveness of the job in terms of factors
refer to above.
Interpretation:
A detailed study was conducted to know The training was imparted considering the change
in Job factor. The Maximum No. Of Employees have agreed that the training was imparted
considering the change in Job factor.
(b) INDIVIDUAL FACTOR
The respondents were asked to respond on the effectiveness of the training programme in
terms of its contribution to improve their skills as individuals. The responses are tabulated
below:
Agree disagree
PERCENTAGE 18 58 20 4 NIL
42
RESPONSES
70
60
50
40
RESPONSES
30
20
10
0
Agree disagree
Source:
The study shows that 76% of the respondents were of the opinion that the various training
programmes conducted helped identifying their strong and weak points
Interpretation:
The respondents were asked to respond on the effectiveness of the training programme in
terms of its contribution to improve their skills as individuals
6) I am fully satisfied with the culture and climate of the organization
The respondents were asked to answer whether they were satisfied with the culture
and climate of organization and whether a change has to be brought about in the working
climate to implement the skills acquired from the training programmes.
Agree disagree
43
RESPONSES
30
25
20
15 RESPONSES
10
0
Agree disagree

The analysis revealed that only 44% of the respondents feel that the organization climate
and culture is satisfied to them.
Interpretation: The respondents were asked to answer whether they were satisfied with the
culture and climate of organization and whether a change has to be brought about in the
working climate to implement the skills acquired from the training programmes.
7). Training was helpful to me outside my workplace
The effectiveness of the training gave emphasis to whether the individuals
made attempts to practically use the skills that were imparted during the training
programme at their work place. The responses are as follows:
Agree disagree
44
RESPONSES
Strongly disagree
Disagree
Not sure
RESPONSES
Agree
Strongly Agree
0 10 20 30 40

Analysis: The above Table shows the following
The responses revealed an even distribution among agree and disagree a clear conclusion
could not be made. But since 42% of respondents disagreed or strongly disagreed, it is very
important that the employees should be given an opportunity to practically implement the
skills learnt during the training programme.
Interpretation:
The effectiveness of the training gave emphasis to whether the individuals made attempts
to practically use the skills that were imparted during the training programme at their work
place.
8). Are you satisfied with the Training courses attended?
Agree disagree
45
60
50
40
30 Series1
20
10
0
EE
EE
EE
EE
R
R
R
SU
R
AG
AG
AG
AG
IS
IS
LY
D
N
D
G
LY
N
O
G
R
N
ST
O
R
ST

75% of employees were satisfied with the training courses attended
Interpretation:
The maximum numbers of Employees are satisfied with the Training Courses attended.
9). The programme objectives were in line with my needs
Agree disagree
46
60
50
40
30
20
10
0
EE
EE
EE
EE
R
R
SU
R
R
AG
AG
AG
AG
IS
IS
LY
D
N
D
G
LY
N
O
G
R
N
ST
O
R
ST

65% of employees were agreed that the training programme objectives were in their needs
Interpretation:
Most of the employees feel that the training objectives were in line to their needs
10). The training was imparted considering the change in Individuals responsibility
Agree disagree
47
45
40
35
30
25 Series1
20 Series2
15
10
5
0
1 2 3 4 5 6

60% of employees feel that the training was imparted considering the change in Individuals
responsibility were agreed.
Interpretation:
Most of the employees feel that the training was imparted considering the change in
Individuals responsibility were agreed.
11). The duration of the training Programme was adequate
Agree disagree
48
60
50
40
Series1
30
Series2
20
10
0
1 2 3 4 5 6

70% of employees feel that the duration of the training Programme was adequate.
Interpretation:
Most of the employees feel that the duration of the training Programme was adequate.
12). Course structure was well organized
Agree disagree
49
60
50
40
30 Series1
20
10
0
EE
EE
EE
EE
R
R
R
SU
R
AG
AG
AG
AG
IS
IS
LY
D
N
D
G
LY
N
O
G
R
N
ST
O
R
ST

75% of employees feel that Course structure was well organized
Interpretation:
Most of the employees feel that the course structure is well organized
13). The quality of the course Material was good
Agree disagree
50
60
50
40
Series1
30
Series2
20
10
0
1 2 3 4 5 6

60% of employees feel that the quality of the course Material was good
Interpretation: Most of the employees feel that the quality of the course Material was good.
14). The faculty handled the Subject effectively
Agree disagree
51
60
50
40
Series1
30
Series2
20
10
0
1 2 3 4 5 6

90% of employees feel that the faculty handled the Subject effectively
Interpretation: Most of the employees feel that the faculty handled the Subject effectively
15).The training aids used in the programme were Sufficient
Agree disagree
52
60
50
40
Series1
30
Series2
20
10
0
1 2 3 4 5 6

75% of employees feel that the training aids used in the programme were Sufficient
Interpretation:
Most of the employees feel that the training aids used in the programme were Sufficient
16). The involvement of the Participants was good
Agree disagree
53
35
30
25
20
Series1
15
10
5
0
EE
EE
EE
EE
R
R
R
SU
R
AG
AG
AG
AG
IS
IS
LY
D
N
D
G
LY
N
O
G
R
N
ST
O
R
ST

55% of employees were participated effectively
Interpretation: Most of the employees feel that the involvement of the Participants was
good
17). Time to implement my Learning was sufficient
Agree disagree
54
45
40
35
30
25
Series1
20
15
10
5
0
EE
EE
EE
EE
R
R
R
SU
R
AG
AG
AG
AG
IS
IS
LY
D
N
D
G
LY
N
O
G
R
N
ST
O
R
ST

70% of employees feel that time to implement their Learning was sufficient
Interpretation:
Most of the employees feel that time to implement their Learning was sufficient
18). Training was helpful to me outside my workplace
Agree disagree
55
35
30
25
20
Series1
15
10
5
0
EE
EE
EE
EE
R
R
R
SU
R
AG
AG
AG
AG
IS
IS
LY
D
N
D
G
LY
N
O
G
R
N
ST
O
R
ST

55% of employees disagreed that feel that training was helpful to them outside their
workplace
Interpretation: Most of the employees feel that the training programmes were not helpful
to them outside their work place.
19). The training programme has Improved my decision Making skills
Agree disagree
56
50
45
40
35
30
25 Series1
20
15
10
5
0
EE
EE
EE
EE
R
R
R
SU
R
AG
AG
AG
AG
IS
IS
LY
D
N
D
G
LY
N
O
G
R
N
ST
O
R
ST

65% of employees feel that the training programme has improved their decision-making
skills.
Interpretation:
Most of the employees feel that the training programme has improved their decision-
making skills.
20). The programme helped me An opportunity to become More open minded
Agree disagree
57
60
50
40
30 Series1
20
10
0
EE
EE
EE
EE
R
R
R
SU
R
AG
AG
AG
AG
IS
IS
LY
D
N
D
G
LY
N
O
G
R
N
ST
O
R
ST

60% of employees feel that the programme was not helping them to become More open
minded
Interpretation:
Most of the employees feel that the programme was not helping them to improve human
skills.
21). The programme helped me to become aware of my Strong and weak points
Agree disagree
58
50
45
40
35
30
25 Series1
20
15
10
5
0
EE
EE
EE
EE
R
R
R
SU
R
AG
AG
AG
AG
IS
IS
LY
D
N
D
G
LY
N
O
G
R
N
ST
O
R
ST

60% of employees feel that the programme helped them to became aware of my Strong and
weak points
Interpretation:
Most of the employees feel that the programme helped them to became aware of my Strong
and weak points
22). I am free to set my own Goals
ESPONSES Strongly Agree Not sure Disagree Strongly
Agree disagree
59
60
50
40
30 Series1
20
10
0
EE
EE
EE
EE
R
R
R
SU
R
AG
AG
AG
AG
IS
IS
LY
D
N
D
G
LY
N
O
G
R
N
ST
O
R
ST
95% of employees feel that the programme helped them to set their own Goals.
Interpretation:
Most of the employees feel that the programme helped them to set their own Goals .
23). I am fully satisfied with the culture and climate of the organization
Agree disagree
60
60
50
40
30 Series1
20
10
0
EE
EE
EE
EE
R
R
R
SU
R
AG
AG
AG
AG
IS
IS
LY
D
N
D
G
LY
N
O
G
R
N
ST
O
R
ST

75% of employees feel that they are fully satisfied with the culture and climate of the
organization
Interpretation:
Most of the employees feel that they are fully satisfied with the culture and climate of the
organization
24). A change is required in the present working climate
Agree disagree
61
60
50
40
30 Series1
20
10
0
EE
EE
EE
EE
R
R
R
SU
R
AG
AG
AG
AG
IS
IS
LY
D
N
D
G
LY
N
O
G
R
N
ST
O
R
ST
Source:
Questionnaire to the Employees.
60% of employees did not agree that a change is required in the present working
climate
Interpretation:
Employees are satisfied with presenting organization climate and they are not
showing interest in bringing changes in organization. This indirectly reflects
employees’ resistance to change.
25). Evaluation procedure Followed was satisfactory
Agree disagree
62
45
40
35
30
25
Series1
20
15
10
5
0
EE
EE
EE
EE
R
R
R
SU
R
AG
AG
AG
AG
IS
IS
LY
D
N
D
G
LY
N
O
G
R
N
ST
O
R
ST
Source:
70% of employees feel that the Evaluation procedure Followed was satisfactory
Interpretation:
Most of the employees feel that the Evaluation procedure Followed was satisfactory
26). Positive action is taken on the feedback received from the participants
Agree disagree
63
35
30
25
20
Series1
15
10
5
0
EE
EE
EE
EE
R
R
SU
R
R
AG
AG
AG
AG
IS
IS
LY
D
N
D
G
LY
N
O
G
R
N
ST
O
R
ST
Source:
50 of employees feel that the Positive action is taken on the feedback received from the
participants
Interpretation:
Half of the employees feel that positive action is taken from employees i.e., employees co-
operate positively during their unsatisfied response to training sometimes.
QUESTIONNAIRE
Name of the participant (Optional):
Department:
Please indicate by a tick ( ) mark
1. To which age group do you belong?
(i) 20 – 29 Years
(ii) 30 – 39 Years
64
(iii) 40 – 49 Years
(iv) 50 Years & above
2. Designation / level
1) First line Supervisor
2) Middle Management
3) Sr. Management
3. Qualification
(i) Degree in Eng / Arts / Science / Commerce
(ii) Diploma in Eng.
(iii) Master in Arts / Science / Commerce
(iv) ITI / Inter / SSC
4. Area of Work
1) Administration / HRD
2) Finance & Accounts
3) Material Management
4) Production
5) Design
6) Services
7) Any others (Specify)
5. Years of experience in HAL
(i) Less than 5 years
(ii) 5 – 10 years
(iii) 11 – 15 years
65
(iv) Above 15 years
1) The program objectives were clear to me?
1. STRONGLY AGREE
2. AGREE
3. NOT SURE
4. DISAGREE
5. STRONGLY DISAGREE
2) The nomination procedure to the training program was good.
1. STRONGLY AGREE
2. AGREE
3. NOT SURE
4. DISAGREE
3) Is the methodology adopted was adequate?
1. STRONGLY AGREE
2. AGREE
3. NOT SURE
4. DISAGREE
4) Is the Course structure was well organized?
1. STRONGLY AGREE
2. AGREE
3. NOT SURE
66
4. DISAGREE
5) The training was imparted considering the change in Job factor and Individuals
responsibility.
1. STRONGLY AGREE
2. AGREE
3. NOT SURE
4. DISAGREE
1. STRONGLY AGREE
2. AGREE
3. NOT SURE
4. DISAGREE
7) Training was helpful to me outside my workplace
1. STRONGLY AGREE
2. AGREE
3. NOT SURE
4. DISAGREE
8) Are you satisfied with the Training courses attended?
1. STRONGLY AGREE
2. AGREE
67
3. NOT SURE
4. DISAGREE
9) The program objectives were in line with my needs
1. STRONGLY AGREE
2. AGREE
3. NOT SURE
4. DISAGREE
10) The training was imparted considering the change in Individuals responsibility
1. STRONGLY AGREE
2. AGREE
3. NOT SURE
4. DISAGREE
11) The duration of the training program was adequate
1. STRONGLY AGREE
2. AGREE
3. NOT SURE
4. DISAGREE
12) Course structure was well organized
68
1. STRONGLY AGREE
2. AGREE
3. NOT SURE
4. DISAGREE
13) The quality of the course Material was good
1. STRONGLY AGREE
2. AGREE
3. NOT SURE
4. DISAGREE
14) The faculty handled the Subject effectively
1. STRONGLY AGREE
2. AGREE
3. NOT SURE
4. DISAGREE
15) The training aids used in the program were Sufficient
1. STRONGLY AGREE
2. AGREE
3. NOT SURE
4. DISAGREE
69
16).The involvement of the Participants was good.
1. STRONGLY AGREE
2. AGREE
3. NOT SURE
4. DISAGREE
17). Time to implement my Learning was sufficient
1. STRONGLY AGREE
2. AGREE
3. NOT SURE
4. DISAGREE
18) Training was helpful to me outside my workplace
1. STRONGLY AGREE
2. AGREE
3. NOT SURE
4. DISAGREE
19) The training program has Improved my decision Making skills
1. STRONGLY AGREE
2. AGREE
3. NOT SURE
4. DISAGREE
70
20) The program helped me An opportunity to become More open minded
1. STRONGLY AGREE
2. AGREE
3. NOT SURE
4. DISAGREE
21) The program helped me To became aware of my Strong and weak points
1. STRONGLY AGREE
2. AGREE
3. NOT SURE
4. DISAGREE
22) I am free to set my own Goals
1. STRONGLY AGREE
2. AGREE
3. NOT SURE
4. DISAGREE
1. STRONGLY AGREE
2. AGREE
3. NOT SURE
71
4. DISAGREE
24) A change is required in the present working climate
1. STRONGLY AGREE
2. AGREE
3. NOT SURE
4. DISAGREE
25) Evaluation procedure Followed was satisfactory
1. STRONGLY AGREE
2. AGREE
3. NOT SURE
4. DISAGREE
5. SDSTRONGLY DISAGREE
72
FINDINGS
• A majority (66%) has responded that the objectives of the training
programmes were in line with their needs.
• Majorities (62%) of the respondents were not satisfied with the nomination
procedure.
• A majority of 71% has responded that the methodology adopted in the
training programme
73
• Structure (74%) of the programme has been satisfactory.
• 60% of the respondents agreed or strongly agreed that the contents of the
programme contributed to their on – the – job effectiveness
• 76% of the respondents have opined that the programmes contributed in
identifying there strong and week points.
• Only 44% of the respondents felt that the organization climate was
satisfactory.
CONCLUSIONS:
It was good learning session for me during my tenure with the company. While doing the
project, I learnt the practical implications of a training programme. I got practical exposure
to study the effectiveness of the changes brought in the training program at HAL.
Employees at HAL are satisfied with the training program at HAL but if
organization desires to have improved response from employees, it should try to
concentrate not just on technical skills but also on personality development. Employees
should learn how to survive in the present competitive environment.
74
SUGGESTIONS
1) In view of the response to the nomination procedure, it will be ideal to contact the
employees before they are selected. This will give a feeling of importance to the employee
75
and also enable the organization to cover the training programmes based on their need and
requirements.
2) The study has brought out that the organization climate is not progressive as pointed by
respondents for implementation of the ideas generated in the training programmes. This is a
major issue and any decision on this calls for a deeper organizational study.
3) Employees should be given sensitivity training to improve their human skills because
employees should be groomed for future managerial positions in the organization.
4) Organization should try to deal with resistance to change exhibited by employees.

Employees should be train how to learn.
5) Training programmes may be conducted frequently and for longer period stressing on
job skills and interpersonal skills
6) More of case studies, seminars and group discussions; may be included in the training
programme.
7) Faculty from reputed institution may be invited to enhance the training management
programmes.
8) More training programmes may be conducted in the field of computers due to increase
technological changes.
9) Contents of the training may include more about the products, policies, present and
future plans of the company may be job oriented.
10) The training may also include a visit to other factories as well.
11) Training programmes may be imported a manner in which it can be practically
implemented in the organization.
76
12) The programmes should consist of employees from the same discipline in order to have
more homogeneity among the participants.
BIBLIOGRAPHY
1. “Training & Development Robert L. Craig
Hand Book, A Guide to HRD”
77
2. Personnel Management Arun Monappa and
Mizra S. Saiyadain
3. Training Michael Jinks
Branford Management
Series
4. The Management of Andy Davis, John McLeod
Training Chris Williams, Aidan
Hughes, Mike Cross,
John Stock & Jim Gospel
5. Personnel Management
Himalaya Publishing House C. B. Mamoria
6. Evaluating Management B. R. Virmani and
Training & Development Premila Seth
7. Human Resources and K. Aswathappa
Personnel Management
78

MAHI Final PRJ

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

MAHI Final PRJ

Uploaded by

Copyright:

Available Formats

1

TRAINING AND DEVELOPMENT

training became an essential ingredient in the march of civilization. Whether our

ancestors stumbled upon or invented these facts of civilization is relatively little

CONCEPT AND DEFINITION:

An inevitable consequence of change is the need to learn. Changes may be

result of the introduction of new technology of new working practices or of the

general development and changing aspirations of people. Such changes often

Training is defined as “A planned process to modify attitude, knowledge or

skill through learning experience to achieve effective performance in an activity or

effective and productive.

Development is a related process. It covers not only activities, which

personality. In organizational terms, it is intended to equip persons to earn

higher job is development.

• Reduction in wastage leading to improved profitability

• Improves the morale of the workforce

• Improves production rate

• Improves labor management relations

• Creates an appropriate climate for growth and communication

• Aid in improving organizational communication

• Aids in encouraging and achieving self development and self-confidence

• Helps a person handle stress, tension, frustration and conflict

ASSESSMET OF TRAINING NEEDS

at Hyderabad Division of HAL. The objectives of the study are as follows.

• To study the training programs taken up currently by the organization.

• To analyze the procedure presently followed in planning and conduct of training

• To evaluate the training management programs.

• To analyze how the training needs of the employees are identified.

• To evaluate the feedback system followed presently.

included detailed study of books and journals available on the subject.

Based on this survey, a questionnaire was prepared to evaluate training and

conducted to gain practical view of the programs.

The questionnaires were administered to 50 executives and workers who had

undergone training. The questionnaires consisted of 31 questions out of which 5 questions

Limitations of the study

“TRAINING AND DEVELOPEMENT”.

To become a globally competitive Aerospace industry while working as an

instrument for achieving self-reliance in design, manufacture and maintenance of

commercial lines in a climate of growing professional competence.

OBJECTIVES OF THE COMPANY

• To serve as an instrument of the national policy to achieve self-reliance in the

design, development and production of aircraft and aeronautical equipment to meet

• In fulfillment of this objective, the company shall regard itself fundamentally

to the national effort for achieving a self-reliant and self-generating economy.

and adopt the changing matrix of socio-techno-economic relationships and wherein

a climate of growing professional commitment and a sense of belonging will b e

potential for the furtherance of the organizational goals.

The year 1940 is regarded as a landmark in the history of aviation in INDIA as it

specializes in aeronautics and aerospace.

Late Shri Walchand Hirachand at Banglore first established it as Hindustan Aircraft

However in August 1962, Government of India entered into a collaboration

Aero planes, engines and Aeronautical equipment and services.

accessories and aerospace systems.

ORGANISATION CHART OF HAL

GM-LUCKNOW GM-NASIK GM-ADB ED – GM – (F)

disciplines such as planning, Design, Manufacturing, Quality Control, Finance,

Commercial, Personnel and Training head it.

and Ultra high frequency.

(1) VHF / UHF Communication Equipment

(3) Air Route Surveillance Radar (ARSR)

(4) Precision Approach Radar (PAR)

(5) Battle Field Surveillance Radar (BFSR)

Strategic Electronics Research and Design Center of HAL, Hyd is the