Unedited HR Report

CONTENTS
CONTENTS..........................................................................................1 SYNOPSIS..........................................................................................2 CHAPTER -1........................................................................................6 INDUSTRY PROFILE................................................................................................6 COMPANY PROFILE..............................................................................................10 CHAPTER 2....................................................................................19 REVIEW OF LITERATURE.....................................................................19 INTRODUCTION...................................................................................................19 OBJECTIVES OF THE STUDY................................................................................21 SCOPE OF THE STUDY.........................................................................................21 LIMITATIONS........................................................................................................22 NEED FOR THE STUDY........................................................................................22 CHAPTER 3.....................................................................................24 RESEARCH METHODOLOGY ............................................................24
CHAPTER -4......................................................................................26 CONCEPTUAL FRAMEWORK................................................................26 CHAPTER - 5.....................................................................................36 DATA ANALYSIS AND INTERPRETATION .............................................................36 CHAPTER - 6.....................................................................................71 FINDINGS............................................................................................................71 SUGGESTIONS....................................................................................................72 CONCLUSION......................................................................................................73 ANNEXURE...........................................................................................................74
Effectiveness of training and development
SYNOPSIS
TITLE OF THE PROJECT EFFECTIVENESS OF TRAINING AND DEVELOPMENT at M/s. Info Geosoft (India) Private Limited, ISO 9001 Company, Hyderabad.
INTRODUCTION TO TRAINING AND DEVELOPMENT:
Companies have found that investment in human capital in the form of training and development yields high returns. The ones that recognize the value of their employees and place a new emphasis on education and training are becoming more competitive, successful, and profitable as a result. According to a study conducted on 2002 by Knowledge Assessment Management, companies in the top 20 percent of those who spend money on training receive higher returns in the stock market. Some training and development programs teach new hires to perform a specific job, while others update the skills and knowledge of established employees. Some of the money is spent to provide technology-related training that teaches employees to operate, maintain, or repair equipment used in the work place. Technology training is needed for workers in industries as diverse as construction, manufacturing, health and transportation. Technical professionals include scientists, architects, engineers, health professionals. Blue-collar technical workers include mechanics, repair people and those in precision production jobs. Technology as constantly changing and therefore job responsibilities are constantly changing, requiring many workers to update their skills on a regular basis. Many of todays most successful companies realize that their employees are their greatest asset. Therefore, corporations are increasingly investing in educating their employees so that they can grow and change within the company and make it more profitable. The range of training opportunities varies considerable from company to company so, when researching potential employers, it is important for job seekers
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who care about this to investigate the level and type of training provided to employees. After employees have been selected for various positions in an organization, training them for specific tasks to which they have been assigned assumes greater importance. According to Flippo, training is the act of increasing the knowledge and skills of an employee for doing a particular job. The major outcome of training is learning. Training learns new habits, refined skills and useful knowledge during the training that helps him improve performance. FEATURES OF TRAINING: Increases knowledge and skills for doing the job, Bridges the gap between job needs and employee skills, knowledge and behavior, Job oriented process, vocational in nature, Short term activity designed essentially for operatives.
TRAINING NEEDS ASSESSMENT:
Training efforts must aim at meeting the requirements of the organization (long term) and individual employees (short term). This involves finding answers to questions such as: whether training is needed? If yes, where it is needed? Which training is needed? Etc. Once we identify training gaps within the organization, it becomes easy to design an appropriate training program. Training needs can be identified through the following types of analysis:
a.
Organizational Analysis: It involves a study of the entire organization in terms of its objectives, its resources, the utilization of these resources, in order to achieve stated objectives and its interaction pattern with environment.
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b.
Task or Role Analysis: This is a detailed examination of the job, its components, its various operations and conditions under which it has to be performed. The focus is here on the roles played by an individual and the training needed to perform such roles. Questionnaires, interviews, reports, tests, observations and other methods are generally used to collect job related information from time-to-time. After collecting the information, an appropriate training program may be designed, paying attention to: Performance standard required of employees, The tasks they have to discharge, The methods they will employ on the job and How they have learned such methods.
c.
Manpower analysis: Here the focus is on individual in a given job. There are three issued to be resolved through manpower analysis. First, we try to find whether performance is satisfactory and the training is required. Second, whether the employee is capable of being trained and the specific areas in which training is needed. Finally, we need to state whether poor performances on the job need to be replaced.
Once training needs are identified, objectives should be set to begin meeting these needs. Training objectives can be of three types. The most basic training takes place through orientation programs. The second of training objective is problem solving. The focus is on solving a specific problem instead of providing general information about a problem area. The final objective is innovation. Here the emphasis is on changing the mindset of workers, supervisors and executives working at various levels.
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SELECTION OF TRAINING METHODS
Training methods are usually classified by the location of instruction. On the job training is provided when the workers are taught relevant knowledge, skills and abilities at the actual workspace. Off-the-job training, on the other hand, requires that trainees learn at location other than the real work spot. Some of the widely used training methods are listed below: Vestibule Training, Apprenticeship Training, Classroom Training, Internship Training, Job Instruction Training (JIT), Coaching and Mentoring, Job Rotation and Off the job Methods
OBJECTIVES: To identify and understand the Training function at M/s. Info Geosoft (India) Pvt. Ltd., To find out various effectiveness criteria of Training program, To study if the existing training functions is achieving its objectives,
To analyze the Training system for further development and
To suggest measures for the improvement of the Training program.
METHODOLOGY:
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1. Research design The Research Design is Exploratory, as it is undertaken to primarily study the effectiveness of the Training and discover insights into its working and activities in the organization. 2. Sample Design Planning to take adequate number of samples (30-40) and the non probability sampling technique will be used. 3. Data Collection The primary data will be collected for the research study. The secondary data will be collected from the various sources like Organization, Journals, Company website etc. 4. Questionnaire Design There are total of 15 questions that aim to cover all aspects of the Training and Development activities of the Organization. It includes multiple choice questions (Interval Scale). 5. Data Analysis The statistical tool Chi-Square Test / Test of Independence will be used for analysis the data pertaining to different dimensions of employees. Simple statistical data like % will be used for interpretation of data results are illustrated by means of pie charts.
CHAPTER -1
INDUSTRY PROFILE
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India having 26 States and 4 Union Territories and each state has been divided into Districts and then to Villages and Thesiles and so on. There is Land, which belongs to Government, land which is Private Property, land which is totally unused. As population grows, infrastructure tends to grow and property value starts increasing. India is also known for Family disputes where close knit family with members as big as 100 number has become PAST. The family disputes in villages make more and more divisions on the land. So keeping Land Records has become a necessity. The function of Land Records can be described as follows: 1. To make Property Maps and to do settlement. 2. To do Topographic survey for Infrastructure development. 3. To keep database records related to property. 4. To evaluate the property value. 5. To divide the property in case of disputes. 6. To work in tandem with Board of Revenue, Public works departments, Utility companies etc. Most of the land records in India are using Conventional Methods in their day to day work which are as follows:
Chains to measure distances Old Opto mechanical Theodolites Vernier Theodolites Paper maps etc.
(These maps or data is called LADDER DIAGRAM" from Land records point of view) Disadvantages of using Conventional Method:
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Land Records have realized the following disadvantages. 1. Chains data can be taken only in perpendicular direction, while actually land/fields is of Zig Zag shape. 2. Chain data is always inaccurate. The land cost of today demands a more accurate method. 3. The maps generated by manual methods by draftsman can not be reproduced at user required scale. If scale has to be changed then whole map has to be redrawn. 4. Attribute data for a field can not be attached on a paper map. For example The name of the owner, the area , the cost etc.has no relation with the map. 5. Decision making process using old paper maps becomes very cumbersome and some time it leads to wrong decision. How Technology Can help Department of Land Records: Today's technology like Computers, Total Stations, GPS, Mapping Software, GIS Software etc . can do the following for Land records. 1. Making a map using Coordinates rather than by Angles and distances. The advantage is just by press of a key you have the position on the ground. 2. Area computation can be done using Total Stations as well as GPS then and there This feature can be used for solving property disputes. 3. Using Total Stations and Mapping Software the maps can be created automatically. No need of manual data entry, manual line joining and manual creating a lot. 4. Map at any scale can be created because of availability of data in electronic format. In very short time user or specific maps can be generated.
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itself.
5. Existing old data (Ladder Diagram) can be inputted into the same mapping software to bring years old data to the same level of today. 6. Using Total Stations, Mapping Software and Geographical Information Software a full-fledged GIS can be generated so that just be click of a key all the attributes corresponding to a land piece can be obtained. The decision making process becomes very simple and cost effective.
Leica's Total Solution for Land Records Total Stations are surveying instruments used for land surveying and Mapping. Since Total Stations are capable of measuring distances upto 2.5 Km to 3 Km these are most of the time used for Plot/Lot survey, Detail Mapping instruments which and establishing control points or temporary points over a small area. Global Positioning System (GPS) as the name stands can give position of a point anywhere on the globe with high accuracy. GPS can measure base lines for High accuracy control points without any line of sight requirement. Since Total Stations works on the principle of signal reflection line of sight must be there between Total Station and Prism reflector. This makes GPS more effective tool for control points establishment. However GPS cannot be used in a area with lot of trees, High rise buildings because of satellite signal interference. The BEST way is to mix Total Stations and GPS together for effective survey of Land. Following solutions are offered by Leica Geosystems, Ag Switzerland for Land Records: 1. Cadstral/land records mapping using Total Stations: ( TPS300 series, TPS700 Series, TPS1100 Series ) 2. Differential GPS for control point establishment. 3. Real Time GPS for Cadstral mapping wherever obstructions are minimum and in open area.
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4. Mapping Software for Land Records LISCAD 5. Local Language software for customization of maps and database. (For eg. Tulika Software for Malayalam Language)
COMPANY PROFILE
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INFO GEOSOFT (INDIA) PRIVATE LIMITED (IGI) is an ISO 9001:2002 companies, Hyderabad based global service provider in Remote Sensing, Digital Image Processing, Digital Photogrammetric, Computer Aided Drafting and Designing (CAD) and Geographic Information Systems (GIS) catering to the needs of various sectors. The organizational strength of IGI is its professionals of diverse academic background having substantial training and hands-on work experience in India and abroad. This lead in building confidence among the clients to use our services in a broad perspective of planning and management to arrive at feasible and optimal solutions. We believe in providing innovative, quality and cost-effective on-site and offshore consultancy services using the state of art of information technology. Our ability to apply the latest technology advantages in Digital Photogrammetric, Digital Image Processing and Remote Sensing the acquisition of the specific mapping data requirement and our ability to seamlessly convert and integrate maps / information and build the GIS or AM/FM database that is specially tailored to specific requirements. We provide derived information in any specific software format. IGI is AN ISO 9001:2000 COMPANY with a scope of Geographic Information Systems (GIS), Customization, Application Development, Natural
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Resources Mapping, Remote Sensing Data Management, Digital Image Processing and Computer Aided Designing & Drafting. The collection and customization of land related information is the cornerstone of our business and the development of unique and innovative solutions of diversity of challenges and applications is our core asset Vision To become the leading provider of Mapping solutions for clients with higher-quality with reduced risks and cost. The vision is to provide highest quality of GIS Mapping and Application development process. Info Geosoft aims in building a long-term relationship with each customer-a partnership founded on commitment to quality and trust. Mission The mission of M/s. Info Geosoft (India) Pvt. Ltd. is to give high-quality and cost effective services/solutions to clients by providing efficient professionals. To help clients meet the complex needs of business growth with GIS/mapping solutions and services delivered in a manner that builds lasting partnerships. IGI also aims to provide innovative, competitive and top-quality services to customers. The first responsibility is to meet customers requirements, to finish the project on time and within budget
Technical Support & Services
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IGI believes in synergies various disciplines of Geometrics, Identifying and Applying appropriate technology solutions and transforming digital information into Map, Image and Integrated Information Products.
Project Services Info Geosoft (India) Private Limited IGI offers specialized services in the following areas:
Vectorisation of Large Scale Satellite data to prepare/update City/Utility maps on 1:1000 scales. Remote Sensing Applications both Visual and Digital for mapping Natural Resources at various abstraction levels and on scales ranging from 1:1000 to 1:50000.
Geographic Information System (GIS) for User needs and assessments and Feasibility Analysis Multi Attribute Decisions Query shells for Decision Support Systems Web Based Applications Automated Mapping Land / Water use decisions, Mapping and Facilities Management
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Watershed Management Multi Thematic Integration Watershed Prioritization Map/Data Capture and Conversions Database creation, Management and Maintenance
Natural Resources Management and Mapping using Remote Sensing Land Use / Land Cover Mapping, Environmental Impact Assessment Studies, Geomorphologic Mapping, Ground Water Potential Zone Mapping, Urban Infrastructure Mapping, Watershed Management and Base Map Updating.
Computer Aided Designing and Drafting Drafting of Civil, Mechanical, Architectural, Electronic and Electrical drawings Conversion of Topographic Maps Digital maps preparation meeting the specific standards 3-D / 2-D Designing Aero Triangulation data acquisition Ortho image generation, Map Updating, Mono and Stereo Plotting, Image / Digital Maps Generation, Digital Elevation Model Generation Raster Image Conversions, Image Enhancements and Digital Image Classifications
Photogrammetric and Digital Image Processing
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Land Surveys
Topographical land survey, Development of Land Information Systems (LIS) using Global Positioning Systems and other modern equipments.
Watershed Management Resource Assessment, Resource management planning based on watershed principles, Watershed resource mapping, Socio-economic data Collection and analysis, Watershed modeling and River basin analysis and modeling
Ground Water Investigations Ground water investigations, Regional water resource assessment, Water management, Groundwater modeling and Water Resource Mapping
Database Development System Consulting, User needs studies, Data sourcing, Database design, Structuring, Linkage, Data attribution and Database Maintenance
IGIs Quality Policy We are committed to Quality Products and services for the complete satisfaction of the customers and strive for continual improvement of all our processes in product life
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cycle. Every one of us will involve, nurture and uphold the quality policy of the organization IGI is client-oriented. It aims utmost client satisfaction. Its commitment to implement quality systems extends beyond hand-holding to a concerted effort of transfer of skills to the client organizations. To affect this as well as to ensure implementation of solutions, IGI encourages client participation in the process of consulting. Infrastructure IGI is equipped with the state of art equipment positioned by virtue of having an indepth knowledge of wide range of hardware systems and also procured software for providing optimal solutions to its clients in the wide spectrum of CAD Conversions, Geographic Information Systems, Remote Sensing, Digital Image Processing and Digital Photogrammetric. Resource Pool - A resource pool of over 65 professionals with expertise in technology spectrum of Application Development, GIS Consulting, CAD Conversions, Utility Mapping, Image Analysis. Targeted HR Policies Streamlining the pay structure Introduction of MBO system Development of Internal Trainers Career Planning Team Building Quality Circles Appreciation / Reward for best performer
TRAINING & DEVELOPMENT AT IGI
The training Objectives at IGI are as follows:

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The skills and knowledge of employees are aligned with the latest technology and development. To enable them to do the job in more effective way so as to reduce learning time. Types of Training: A wide variety of training programs are used in different organizations, depending on requirements and size of their manpower. Some of the commonly used programs at NCL are as follows: Orientation training: It tries to put the new recruits at ease. Each new employee is usually taken on a formal tour of the facilities, introduced to key personnel and informed about company policies, procedures and benefits. Job Instruction training: It consists of the following steps: Orient trainees to the job situation by providing them with an overview of the job. Evaluate employee performance periodically and offer supplementary training, if necessary. Refresher Training: Rapid changes in technology may force companies to goin for this kind of training. By organizing short-term courses which incorporates the latest developments in a particular field, the company may keep its employees up-to-date and ready to take on emerging challenges. It is conducted at regular intervals by taking the help of outside consultants who specialize in a particular descriptive. Needs Analysis There is a review meeting every month wherein the training needs of the employees are discussed and assessed.
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After assessing the training need, the personnel those who need training are identified, and the details of which are sent to the Personnel Dept. After the training needs and personnel are identified, the suitable trainer is identified, either in-house (internal) or external.
Designing the training program Once the training needs are assessed, the H.R. Dept. and the trainers jointly design the training program. The contents are worked out keeping in mind the objective, the target group and the skills required. Other factors like nature of work performed and existing competencies play a role in the development of the programs. There are a number of predefined and designed training programs that are organized frequently, for example, personality development programs, communication skills and other technical programs. Conducting training programs The trainers for the program are decided based on the contents of the program. The choice of the faculty depends on the topic to be covered, the grasping power of the trainees and the budget. Methods used At IGI, Lecture method is the basic techniques used through few trainers also make use of group discussions and games. Though, this gets quite monotonous, it is preferred by both the trainees and the trainers here. Evaluating the training program The most common form of evaluating the training program is the feedback.
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CHAPTER 2
REVIEW OF LITERATURE
INTRODUCTION Human resource management (HRM) is the strategic and coherent approach to the management of an organizations most valued assets-the people working there who individually and collectively contributes to the achievement of the objective of the business. The terms human resource management and human resource (HR) have largely replaced the term personnel management as a description of the process involved in managing people in organizations. Human resource management is evolving rapidly. Human resource management is both an academic theory and a business practice that addresses the theoretical and practical techniques of managing a work force. The basic premise of the academic theory of HRM is that human are not machines: therefore we need to have an interdisciplinary examination of people in the workplace. Fields such as psychology, sociology, industrial engineering, industrial and organizational psychology and industrial relations and critical theories like post modernism and post structuralism ply a major role.The goal of human resource management is to help an organization to meet strategic goals by attracting, and maintaining employees and also to manage them effectively. The key word is fit, i.e. a HRM approach seeks to ensure a fit between the management of an organizations employees, and the overall strategic direction of the company. HRM is concerned with people dimension in management. Since every organization is made up of people, acquiring their service, developing their skills, motivating them to higher levels of performance and ensuring that they continue to maintain their commitment to the organization are essential to achieving organizational objectives. This is true, regardless of the type of organization government, business, education, health, recreation or social action.
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Major HR challenges faced by the Indian organization Managing Knowledge Workers Essentially, here we are looking at different kind of people who does not obey the principles of management for the traditional group. This boils down to higher educational qualifications, taking up responsibilities at a lesser age and experience, high bargaining power due to the knowledge and skills in hand, high demand for the knowledge workers, and techno suaveness. The clear shift is seen in terms of organization career commitment to individualized career management. Managing this set of people is essential for the growth of any industry but especially the IT, BPOs and other knowledge based sectors. Managing Technological Challenges In every arena organizations are getting more and more technologically oriented. Though it is not in the main run after the initial debates, preparing the work force to accept technological changes is a major challenge. We have seen sectors like banking undergoing revolutionary changes enabled by technology. It is a huge challenge to bring in IT and other technology acceptance all levels in organizations. Competence of HR Managers As it is more and more accepted that lot of success of organizations depend on the human capital, this boils to recruiting the best, managing the best and retaining the best. Clearly HR managers have a role in this process. Often it is discussed about lack of competence of HR managers in understanding the business imperative. There is now a need to develop competent HR professionals who are sound in HR management practices with strong business knowledge.
Developing Leadership
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It is quite interesting to note that there is less importance given to developing leadership at the organizational level. Though leadership is discussed on basis of traits and certain qualities, at an organizational level it is more based on knowledge. The challenge is to develop individuals who have performance potential on basis of past record and knowledge based expertise in to business leaders by imparting them with the necessary soft skills. Managing Change Business environment in India is volatile. There is boom In terms of opportunities brought forward by globalization. However this is also leading to many interventions in terms of restructuring, turnaround, mergers, downsizing, etc. Research has clearly shown that the success of these interventions is heavily dependent on managing the people issues in the process. HR has a pivotal role to play here.
OBJECTIVES OF THE STUDY To identify and understand the training function at M/s. Info Geosoft (India) Pvt. Ltd. To find out various effectiveness criteria of Training Program. To study if the existing training functions is achieving its objectives. To analyze the Training system for further development. To suggest measures for the improvement of the Training program.
SCOPE OF THE STUDY

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The training and development activities were studied at M/s. Info Geosoft (India) Pvt. Ltd., Cherlapally, and Hyderabad. The statistical test is confined to the employees of that office.
LIMITATIONS The statistical study covered only 50 respondents out of the 65 employees working at the office. Therefore, few opinions may have been left uncovered. Time constraint is also one of the limitations.
Pooling is done in the X2 test (pooling is done when cell frequency is less than 10).
Because of the non availability of some of the employees.
NEED FOR THE STUDY Every organization big or small, productive or non-productive, economic or social, old or newly established should provide training to all employees irrespective of their qualification, skill, suitability for the job etc. Specifically, the need for training arises due to the following reasons To match the Employee specifications with the Job Requirements. Organizational Viability and the Transformation process Technological Advances Organizational Complexity Human Relations Change in the Job Assignment
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The need for training also arises to: Increase productivity Improve quality of the product / service. Help a company to fulfill its future personnel needs. Improve organizational climate. Improve health and safety.

Prevent obsolescence. Effect the personal growth.
Minimize the resistance to change.
Improved Productivity
Prevention of Obsolescence Fig:
Technological
Advance
Preparation for Higher Level Jobs
Organization complexity
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Improved Morale
Job Requirements
Human Relations
Top Management Support
Learning principles
Personnel Functions
CHAPTER 3
RESEARCH METHODOLOGY
Research Design The Research Design is Exploratory, as it is undertaken to primarily study the effectiveness of the Training and discover insights into its working and activities in the Organization. Sample Design The sample size taken was 50 and the technique used was Non Probability Sampling Technique.
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Data Collection For any statistical enquiry the collection of data or information is done through principle sources identically i.e., by primary sources and secondary sources of data. Primary Data:Primary data are those which are collected a fresh and for the first time. Primary data for the study is collected through questionnaire and questionnaire is used closed form. Secondary Data:Most of the data used for the study is secondary in nature and has been collected from the company and from the records of Info Geosoft (India) Pvt Ltd.
Questionnaire Design There are a total of 15 questions that aims to cover all aspects of the Training & Development activities of the organization. It includes multiple choice questions (Interval Scale). Data Analysis The statistical tool CHI-SQUARE TEST/TEST OF INDEPENDENCE is used for analysis the data pertaining to different dimensions of employees. Simple statistical data like % are used in interpretation of data results are illustrated by means of pie charts.
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CHAPTER -4
CONCEPTUAL FRAMEWORK
DEFINITIONS OF TRAINING:-
The process of providing employees with specific skills or helping those correct deficiencies in their performance. ----- Luis R. Gomez Mejia, ----- David B Balkan. Training is a process whereby people acquire capabilities to aid in the achievement of organizational goals. ----- Robert L Mathis, ----- John H. Jackson.
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Training is a process to increase an employees ability to perform through learning, usually by changing the employee attitude or increasing his or her skills and knowledge. ----- K. Aswathappa. The process of teaching new employees, the basic skills they need to perform their jobs. ----- Gary Dazzler.
Training is the act of increasing the knowledge and skills of an employee for doing a particular job. ----- Flippo.
Introduction to Training Training is something we hope to integrate into every managers mindset. Development Development is mainly considered for the executives or the management. So the concept is elaborated and described as under executive or management development. Definitions:-
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Management development is a systematic process of growth and development by which the managers develop their abilities to manage. It is the result of not only participation in formal courses of instruction but also of actual job experience. ----- V S P Rao. It is any attempt to improve current or future management performance by imparting knowledge, changing attitudes, or increasing skills. ----- Gary Dazzler.
Introduction to Training and Development Companies have found that investment in human capital in the form of training and development yields high returns. The ones that recognize the value of their employees and place a new emphasis on education and training are becoming more competitive, successful, and profitable as a result. According to a study conducted in 2002 by Knowledge Assessment Management, companies in the top 20 percent of those who spend money on training receive higher returns in the stock market. Some training and development programs teach new hires to perform a specific job, while others update the skills and knowledge of established employees. Some of the money is spent to provide technology-related training that teaches employee to operate, maintain, or repair equipment used in the workplace. Technology training is needed for workers in industries as diverse as construction, manufacturing, health, and transportation. Technical professionals include scientists, architects, engineers, and health professionals. Blue-collar technical workers include mechanics, repair people, and those in precision production jobs. Technology is constantly changing and
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therefore job responsibilities are constantly changing, requiring many workers to update their skills on a regular basis. Many of todays most successful companies realize that their employees are their greatest asset. Therefore, corporations are increasingly investing in educating their employees so that they can grow and change within the company and make it more profitable. The range of training opportunities varies considerably from company to company so, when researching potential employers, it is important for job seekers who care about this to investigate the level and type of training provided to employees. After employees have been selected for various positions in an organization, training them for the specific tasks to which they have been assigned assumes greater importance. According to Flippo, training is the act of increasing the knowledge and skills of an employee for doing a particular job. The major outcome of training is learning. A trainee learns new habits, refined skills and useful knowledge during the training that helps him improve performance. Features of training Increases knowledge and skills for doing a job. Bridges the gap between job needs and employee skills, knowledge and behavior. Job oriented process, vocational in nature. Short term activity designed essentially for operatives.
HRM AND TRAINING

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Recognition of the importance of training in recent years has been heavily influenced by the intensification of overseas competition and the relative success of economies like Japan, Germany and Sweden where investment in employee development is considerably emphasized. Technological developments and organizational change have gradually led some employers to the realization that success relies on the skills and abilities of their employees, and this means considerable and continuous investment in training and development. This has also been underscored by the rise in human resource management with its emphasis on the importance of people and the skills they possess in enhancing organizational efficiency. Such HRM concepts as commitment to the company and the growth in the quality movement have led senior management terms to realize the increased importance of training, employee development and long term education. There has also been more recognition of the need to complement the qualities of employees with the needs of the organization. Such concepts require not only careful planning but a greater emphasis on employee development. HRD programs are continuous and shaped to fit the culture changes in the organization in relation to the needs of the individual. In this way training and HRD become tools for effecting change and the policy ramification can be wide ranging and strategic. As a result training takes on a variety of forms and covers a multitude of subjects. Training Objectives To upgrade the skills and prevent obsolescence. To develop healthy and constructive attitude. To prepare employees for future assignments. To minimize operational errors.
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To enhance employee confidence and morale. To bring down costs of production. To bring down labor turn over and absenteeism. Training vs Development Training often has been referred to as teaching specific skills and behavior. The skills are almost always behavioral as distinct from conceptual or intellectual. Development, in contrast, is considered to be more general than training and more oriented towards individual needs in addition to organizational needs and it is most often aimed toward management people. Usually the intent of development is to provide knowledge and understanding that will enable people to carry out non technical organizational functions more effectively, such as problem solving, decision making and relating to people. Training & Development Distinctions Table Learning Dimension Who What Why When Training Non-managers Technical-Mechanical Operations Specific job related information Short Term Development Managers Theoretical-Conceptual ideas General knowledge Long Term
Areas of Training The areas of training in which training is offered may be classified into the following categories:
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Knowledge - Here the trainee learns about a set rules and regulations about the job, the staff and the products or services offered by the company. The aim is to make the new employee fully aware of what goes inside and outside the company.
Technical Skills - The employee is taught a specific skill (e.g. operating a machine, handling computer etc.) so that he can acquire that skill and contribute meaningfully.
Social Skills - The employee is made to learn about him and other, develop a right mental attitude towards the job, colleagues and the company. The principal focus is on teaching the employee how to be a team member and get ahead.
Techniques - This involves the application of knowledge and skill to various on-the job situations. In addition to improving the skills and knowledge of employees, training aims at molding employee attitudes: when administered properly
A systematic approach to training Table 1.Assessment Determine training needs. Identify training objectives. 2.Implementation Select training methods. Conduct training. 3.Evaluation Compare training outcomes and criteria.
Training Methods: There are two kinds of main training methods. On-the-job training methods. Off-the-job training methods.
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Training Methods
On-The-Job Methods Vestibule Training Apprenticeship Training Classroom Training Internship Training Job Instruction Training(JIT). Coaching and Mentoring Job Rotation
Off-The-Job Methods Evaluation of Training Programs. a. Reactions
b.
Learning
c.
Job Behavior
d.
Organization
Selection of training methods Training methods are usually classified by the location of instruction. On the job training is provided when the workers are taught relevant knowledge, skills and abilities at the actual workplace. Off-the-job training, on the other hand, requires that trainees learn at location other than the real work spot. Some of the widely used training methods are listed below: Vestibule Training - In this method, a training center called vestibule is set up and actual job conditions are duplicated or simulated in it. Expert trainers
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are employed to provide training with the help of equipment and machines, which are identical with those in used at the workplace. Apprenticeship Training - In this method, theoretical instruction and practical learning are provided to trainees in training institutes. In India, the government has established Industrial Training Institutions (ITI) for the purpose. Under the Apprenticeship Act 1962 employers in specified industries are required to train the prescribed number of persons in designated trade. Classroom Training - Training is provided in company classrooms or in educational institutions. Lectures, case studies, group discussions, and audio visual aids are used to explain knowledge and skills to the trainees. Classroom training is suitable for teaching concepts and programs. Some companies maintain their own training institutes or schools. Special training courses are designed e.g., management course for foremen, computer course for typists, etc., Internship Training - It is a joint program me of training in which educational institutions and business firms cooperate. Selected candidates carry on regular studies for the prescribed period. They also work in some factory or office to acquire practical knowledge and skills. This method helps to provide a good balance between theory and practice. However, it involves a long time due to slow process. This method of training is used in professional work e.g., MBBS, CA, ICWA, Company Secretaries, etc. Job Instruction Training (JIT) - The JIT is a four step instructional process involving preparation, presentation, performance try up and follow up. It is used primarily to teach workers how to do their current jobs. A trainer, supervisor or co-worker acts as a coach. The four steps are as follows:
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a. The trainee receives an overview of the job, its purpose and its desired outcomes, with a clear focus on the relevance of training. b. The trainee demonstrates the job to give the employee a model to copy. The trainer shows the right way to do the job. c. Finally, the employee does the job independently without supervision. Coaching and Mentoring - Coaching is a one-on-one relationship between trainees and supervisors which offer workers continued guidance and feedback on how well they are handling their tasks. Mentoring is a particular form of coaching used by experienced executives to groom junior employees. Normally, mentoring involves the one-on-one coaching for a period of several years until the individual is eventually capable of replacing the mentor. Job Rotation - This kind of training involves the movement of trainee from one job to another,. This helps in to have a general understanding of how the organization functions. Apart from releasing boredom, job rotation allows workers to built rapport with a wide range of individuals within the range of organization, facilitating future cooperation among departments. Off the Job Methods - Under this method of training, the trainee is separated from the job situation and his attention is focused upon learning the material related to his future job performance. Since the trainee is not distracted by the job requirements, he can place his entire concentration on learning the job rather than spending his time in performing it. Evaluation of training program - The process of training evaluation has been defined as any attempt to obtain information on the effects of training performance and to assess the value of training in the light of bad information. Evaluation helps in controlling and correcting the training program. Evaluation of training takes place at 5 levels:
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a.
Reactions: The trainees reactions to the overall usefulness of the training including the coverage of the topics mark the method of presentation, the techniques used to clarify things, throw light on the effectiveness of the program.
b.
Learning: Training program, trainers ability and trainees ability are evaluate don the basis of quantity of content learned and time in which it is learnt and learners ability to use or apply, the content he learnt.
c.
Job Behavior: This evaluation includes the manner and extent to which the trainee has applied his learning to his job.
d.
Organization: This evaluation measures use of training, learning and change in the job behavior of the department/organization in the form of increase productivity, quality, morale, sales turnover and the like.
e.
Ultimate value: It is the measurement of ultimate results of the contribution of the training program to the company goals like development of personality and social goals like maximizing social benefits
CHAPTER - 5
DATA ANALYSIS AND INTERPRETATION
1. Training program improves efficiency In the above question the employees are asked about whether the training program improves efficiency. The employees opinions are tabulated as follows TABLE Opinion of the employees on whether the training program improves efficiency Opinion of the No. of respondents Percentage
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respondents Strongly agree Agree Neutral Disagree Strongly disagree TOTAL
12 30 2 6 0 50
24 60 4 12 0 100.0
CHI SQUARE ANALYSIS: CHI SQUARE TEST/TEST OF INDEPENDENCE is used for analysis. Null hypothesis (Ho): Improvement in efficiency is independent of the training program with the belief that the numbers of respondents agree that the training program improves efficiency.
Level of significance =5%
Degrees of freedom = n-1 = 5-1 = 4
Total number of respondents = 12+30+2+6+0 = 50
Expected frequency (Ei) = (Total no of respondents)/no of opinions = 50/5 = 10
CHI-SQUARE (x2) = [Oi-Ei)2/Ei] Where Oi = Observed frequency, TABLE Calculation of x2 Ei = Expected frequency
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Opinion
Observed frequency (Oi) 12 30 2 6 0
Expected frequency (Ei) 10 10 10 10 10
(Oi-Ei)
(Oi-Ei)2
(Oi-Ei)2/Ei
Strongly agree Agree Neutral Disagree Strongly disagree
2 20 8 4 10
4 400 64 16 100
0.4 40 6.4 1.6 10
[(Oi-Ei)2/Ei] = 58.4 CHI-SQUARE (x2) = [(Oi-Ei) 2/Ei] The calculated x2 value is 58.4 The table value of x2 for Degree of Freedom 4, at 5% level of significance is 9.49 x2 computed value = 58.4 x2 table value = 9.49 INTERPRETATION - Since x2 (computed value) > x2 (Table value), Null
hypothesis is rejected. So, improvement in efficiency is not independent of the training program with the belief that the numbers of respondents agree that the training improves efficiency. 42 out of 50 employees studied agree that training programs improves efficiency. So, the organization is conducting training programs which improve efficiency.
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2.
Training program improves communication
In the above question the employees are asked about whether the training program improves communication. The employees opinions are tabulated as follows TABLE Opinion of the employees on whether the training program improves communication Opinion of the No. of respondents Percentage
respondents Strongly agree 6 12 Agree 34 68 Neutral 1 2 Disagree 9 18 Strongly disagree 0 0 TOTAL 50 100.0 CHI SQUARE ANALYSIS: CHI SQUARE TEST/TEST OF INDEPENDENCE is used for analysis. Null hypothesis (Ho): Improvement in communication is independent of the training program. Alternative hypothesis (Ha): Improvement in communication is not independent of the training program with the belief that the numbers of respondents agree that the training program improves communication. Level of significance =5% Degrees of freedom = n-1 = 5-1 = 4 Total number of respondents = 6+34+1+9+0 = 50 Expected frequency(Ei)=(Total no of respondents)/no of opinions=50/5 = 10 CHI-SQUARE (x2) = [(Oi-Ei) 2/Ei] Where Oi = Observed frequency TABLE Calculation of x2
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Ei = Expected frequency.
Opinion
Observed frequency (Oi) 6 34 1 9 0
Expected frequency (Ei) 10 10 10 10 10
(Oi-Ei)
(Oi-Ei)2
(Oi-Ei)2/Ei
4 24 9 1 10
16 576 81 1 100
1.6 57.6 8.1 0.1 10
[(Oi-Ei)2/Ei] = 77.4 CHI-SQUARE ( 2 ) = [(Oi-Ei)2/Ei] = 77.4 The calculated x2 value is 77.4 The table value of x2 for Degree of Freedom 4, at 5% level of significance is 9.49 x2 computed value = 77.4 x2 table value = 9.49
INTERPRETATION: Since x2 (computed value) > x2 (Table value), Null hypothesis is rejected. So, improvement in communication is not independent of the training program with the belief that the numbers of respondents agree that the training program improves communication. When the question is asked 40 out of 50 employees feel that training programs improves communication. So, most of the employees agree in the firm agree that training program improves communication.
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3. Training program improves efficiency In the above question the employees are asked about whether the training program improves promotional aspects. The employees opinions are tabulated as follows TABLE Opinion of the employees on whether the training program improves promotional aspects Opinion of the respondents Strongly agree Agree Neutral Disagree Strongly disagree TOTAL No. of respondents 3 25 6 15 1 50 Percentage 6 50 12 30 2 100.0
CHI SQUARE ANALYSIS: CHI SQUARE TEST/TEST OF INDEPENDENCE is used for analysis. Null hypothesis (Ho): Improvement in promotional aspects is independent of the training program. Alternate Hypothesis (Ha): Improvement in promotion aspects is not independent of the training program with the belief that the numbers of respondents agree that the training program improves promotion aspects. Level of significance =5% Degrees of freedom = n-1 = 5-1 = 4
Total number of respondents = 3+25+6+15+1 = 50 Expected frequency(Ei)=(Total no of respondents)/no of opinions= 50/5 = 10 CHI-SQUARE (x2) = [(Oi-Ei)2/Ei]
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Where Oi = Observed frequency, TABLE Calculation of x2 Opinion Observed frequency (Oi) 3 25 6 15 1 Expected frequency (Ei) 10 10 10 10 10
Ei = Expected frequency
(Oi-Ei)
(Oi-Ei)2
(Oi-Ei)2/Ei
7 15 4 5 9
49 225 16 25 81
4.9 22.5 1.6 2.5 8.1
[(Oi-Ei)2/Ei] = 39.6 CHI-SQUARE ( 2 ) = [(Oi-Ei)2/Ei] = 39.6 The calculated x2 value is 39.6 The table value of x2 for Degree of Freedom 4, at 5% level of significance is 9.49 x2 computed value = 39.6 INTERPRETATION - Since x2 x2 table value = 9.49 (computed value) > x2 (Table value), Null
hypothesis is rejected. So, improvement in promotional aspects is not independent of the training program with the belief that the numbers of respondents agrees that the training improves promotional aspects. 28 out of 50 employees feel that training programs improves promotional aspects on the basis that training program improves employees skills which in turn increases promotional opportunities.
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4. Training program improves behavior and attitude of the employees In the above question the employees are asked about whether the training program improves behavior and attitude of the employees. The employees opinions are tabulated as follows TABLE Opinion of the employees on whether the training program improves behavior and attitude of the employees Opinion of the respondents Strongly agree Agree Neutral Disagree Strongly disagree TOTAL No. of respondents 18 26 3 3 0 50 Percentage 36 52 6 6 0 100.0
CHI SQUARE ANALYSIS: CHI SQUARE TEST/TEST OF INDEPENDENCE is used for analysis. Null hypothesis (Ho): Improvement in behavior and attitude of the employees is independent of the training program. Alternate Hypothesis (Ha): Improvement in behavior and attitude of the employees is not independent of the training program with the belief that the numbers of respondents agree that the training program improves behavior and attitude of the employees. Level of significance =5% Degrees of freedom = n-1 = 5-1 = 4 Total number of respondents = 18+26+3+3+0 = 50
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Expected frequency(Ei)=Total no of respondents/no of opinions=50/5=10 CHI-SQUARE (x2) = [(Oi-Ei)2/Ei] Where Oi = Observed frequency, Ei = Expected frequency. TABLE Opinion Calculation of x2 Observed frequency (Oi) 18 26 3 3 0 Expected frequency (Ei) 10 10 10 10 10 (Oi-Ei) (Oi-Ei)2 (OiEi)2/Ei 8 16 7 7 10 64 256 49 49 100 6.4 25.6 4.9 4.9 10
[(Oi-Ei)2/Ei] = 51.8 CHI-SQUARE ( 2 ) = [(Oi-Ei)2/Ei] = 51.8 The calculated x2 value is 51.8 The table value of x2 for Degree of Freedom 4, at 5% level of significance is 9.49 x2 computed value = 51.8 x2 table value = 9.49 INTERPRETATION - Since x2 (computed value) > x2 (Table value), Null
hypothesis is rejected. So, improvement in behavior and attitude of the employees is not independent of the training program with the belief that the numbers of respondents agrees that the training program improves behavior and attitude of the employees. 44 out of 50 employees are having the impression that training program
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improves behavior and attitude of the employees. Only 3 employees are neutral and 3 disagree that training program improves the behavior and attitude of the employees.
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5. Training program improves behavior and attitude of the employees In the above question the employees are asked about whether the training program improves job knowledge. The employees opinions are tabulated as follows TABLE Opinion of the employees on whether the training program improves job knowledge Opinion of the respondents Strongly agree Agree Neutral Disagree Strongly disagree TOTAL CHI SQUARE ANALYSIS: CHI SQUARE TEST/TEST OF INDEPENDENCE is used for analysis. Null hypothesis (Ho): Improvement in job knowledge is independent of the training program. Alternate Hypothesis (Ha): Improvement in job knowledge is not independent of the training program with the belief that the numbers of respondents agree that the training program improves job knowledge. Level of significance =5% Degrees of freedom = n-1 = 5-1 = 4 No. of respondents 10 38 2 0 0 50 Percentage 20 76 4 0 0 100.0
Total number of respondents = 10+38+2+0+0 = 50 Expected frequency (Ei) = (Total no of respondents)/no of opinions = 50/5 = 10 CHI-SQUARE (x2) = [(Oi-Ei)2/Ei]
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Where Oi = Observed frequency, TABLE Calculation of x2 Opinion Observed frequency (Oi) 10 38 2 0 0 Expected frequency (Ei) 10 10 10 10 10
Ei = Expected frequency.
(Oi-Ei)
(Oi-Ei)2
(OiEi)2/Ei
0 28 8 10 10
0 784 64 100 100
0 78.4 6.4 10 10
[(Oi-Ei)2/Ei] = 104.8 CHI-SQUARE ( 2 ) = [(Oi-Ei)2/Ei] = 104.8 The calculated x2 value is 104.8 The table value of x2 for Degree of Freedom 4, at 5% level of significance is 9.49 x2 computed value = 104.8 INTERPRETATION: Since x2 (computed value) > x2 (Table value), Null hypothesis is rejected. So, x2 table value = 9.49
improvement in job knowledge is not independent of the training program with the belief that the numbers of respondents agrees that the training program improves job knowledge. So, training program improves job knowledge. 48 out of 50 employees feel that training program improves job knowledge.
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6. Training program improves professional skills In the above question the employees are asked about whether the training program improves professional skills. The employees opinions are tabulated as follows TABLE Opinion of the employees on whether the training program improves professional skills Opinion of the respondents Strongly agree Agree Neutral Disagree Strongly disagree TOTAL No. of respondents 6 42 2 0 0 50 Percentage 12 84 4 0 0 100.0
CHI SQUARE TEST/TEST OF INDEPENDENCE is used for analysis. Null hypothesis (Ho): Improvement in professional skills is independent of the training program. Alternate Hypothesis (Ha): Improvement in professional skills is not independent of the training program with the belief that the numbers of respondents agree that the training program improves professional skills. Level of significance =5% Degrees of freedom = n-1 = 5-1 = 4 Total number of respondents = 6+42+2+0+0 = 50 Expected frequency (Ei)=Total no of respondents/no of opinions=50/5= 10 CHI-SQUARE (x2) = [(Oi-Ei)2/Ei]
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Where Oi = Observed frequency Ei = Expected frequency. TABLE Calculation of x2 Opinion Observed frequency (Oi) 6 42 2 0 0 Expected frequency (Ei) 10 10 10 10 10 (Oi-Ei) (Oi-Ei)2 (OiEi)2/Ei 4 32 8 10 10 16 1024 64 100 100 1.6 102.4 6.4 10 10
[(Oi-Ei)2/Ei] = 130.4 CHI-SQUARE ( 2 ) = [(Oi-Ei)2/Ei] = 130.4 The calculated x2 value is 130.4 The table value of x2 for Degree of Freedom 4, at 5% level of significance is 9.49 x2 computed value = 130.4 x2 table value = 9.49 INTERPRETATION - Since x2 (computed value) > x2 (Table value), Null
hypothesis is rejected. So, improvement in professional skills is not independent of the training program with the belief that the number of respondents agrees that the training program improves professional skills. 46 out of 50 employees agree that the training program improves professional skills. None of the employees from the sample are disagreed that training program improves professional skills. So, the
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organization is conducting training programs which aims at increasing professional skills.
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7. The internal trainers are very effective In the above question the employees are asked about the effectiveness of the internal trainers. The employees opinions are tabulated as follows TABLE Opinion of the employees on the effectiveness of the internal trainers Opinion of the respondents Strongly agree Agree Neutral Disagree Strongly disagree TOTAL No. of respondents 10 32 2 6 0 50 Percentage 20 64 4 12 0 100.0
Graphical Representation -
The internal trainers are very effective
INTERPRETATION 20% of the employees strongly agree that internal trainers are very effective.
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64% of the employees agree that internal trainers are very effective. 12% of the employees disagree that internal trainers are very effective So, 42 out of 50 employees feel that internal trainers are very effective.
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8.
The external trainers are very effective
In the above question the employees are asked about the effectiveness of the external trainers. The employees opinions are tabulated as follows TABLE Opinion of the employees on the effectiveness of the external trainers Opinion of the respondents Strongly agree Agree Neutral Disagree Strongly disagree TOTAL No. of respondents 2 20 4 24 0 50 Percentage 4 40 8 48 0 100.0
Graphical Representation -
The external trainers are very effective
INTERPRETATION: 4% of the employees strongly agree that external trainers are very effective.
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40% of the employees agree that external trainers are very effective. 42% of the employees disagree that external trainers are very effective So, 22 out of 50 employees feel that external trainers are very effective.
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9.
The physical recruitments and facilities provided during training were excellent
The following table gives the information about the opinion of the employees about physical recruitment and facilities provided during the training program. TABLE Opinion of the employees on the physical recruitment and facilities provided during training Opinion of the respondents Strongly agree Agree Neutral Disagree Strongly disagree TOTAL No. of respondents 9 20 0 18 0 50 Percentage 18 40 0 36 0 100.0
Graphical Representation - The physical recruitments and facilities provided during training were excellent.
INTERPRETATION:
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18% of the employees strongly agree that there were excellent physical recruitments and facilities during training. 40% of the employees agree that there were excellent physical recruitments and facilities during training. 36% of the employees disagree that there were physical recruitments and facilities during training. So, 29 out of 50 employees feel that there were physical recruitments and facilities during training.
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10.
The employees are well informed about the goals/objectives of the training program
In the above question the employees asked whether there are well informed about the goals/objectives of the training program. TABLE Opinion of the employees whether there are well informed about the goals/objectives of the training program Opinion of the respondents Strongly agree Agree Neutral Disagree Strongly disagree TOTAL No. of respondents 18 23 3 6 0 50 Percentage 36 46 6 12 0 100.0
Graphical Representation - The employees are well informed about the goals/objectives of the training program
INTERPRETATION:
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36% of the employees strongly agree that employees are well informed about goals/objectives of the training program. 46% of the employees agree that employees are well informed about goals/objectives of the training program. 12% of the employees disagree that employees are well informed about goals/objectives of the training program. So, 41 out of 50 employees feel that their employees are well informed about goals/objectives of the training program.
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11. Training program has helped you to identify your strengths and overcome weaknesses. In the above question the employees asked whether the training has helped them to realize their strengths and overcome weakness. The employees opinions are tabulated as follows. TABLE Opinion of the employees on whether the training has helped them to identify their strengths and overcome weaknesses. Opinion of the respondents Strongly agree Agree Neutral Disagree Strongly disagree TOTAL CHI SQUARE ANALYSIS: CHI SQUARE TEST/TEST OF INDEPENDENCE is used for analysis. Null hypothesis (Ho): Realizing strengths and overcoming weakness is independent of the training program. Alternate Hypothesis (Ha): Realizing strengths and overcoming weakness is not independent of the training program with the belief that the numbers of respondents agree that the training program enables them to realize their strengths and overcome the weakness. Level of significance =5% Degrees of freedom = n-1 = 5-1 = 4 Total number of respondents = 12+30+2+6+0 = 50
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No. of respondents 15 21 0 4 3 50
Percentage 30 42 0 8 6 100.0
Expected frequency(Ei)=Total no of respondents/no of opinions=50/5= 10 CHI-SQUARE (x2) = [(Oi-Ei)2/Ei] Where Oi = Observed frequency Ei = Expected frequency. TABLE Calculation of x2 Opinion Observed frequency (Oi) 15 21 0 4 3 Expected frequency (Ei) 10 10 10 10 10 (Oi-Ei) (Oi-Ei)2 (OiEi)2/Ei 2.5 12.1 10 3.6 4.9
5 11 10 6 7
25 121 100 36 49
[(Oi-Ei)2/Ei] = 33.1 CHI-SQUARE ( 2 ) = [(Oi-Ei)2/Ei] = 33.1 The calculated x2 value is 33.1 The table value of x2 for Degree of Freedom 4, at 5% level of significance is 9.49 x2 computed value = 33.1, x2 table value = 9.49
INTERPRETATION - Since x2
(computed value) > x2
(Table value), Null
hypothesis is rejected. So, Realizing strengths and overcoming weakness is not independent of the training program with the belief that the numbers of respondents agree that the training program enables them to realize their strengths and overcome the weaknesses. 36 out of 50 employees agree that the training program enables them
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to realize their strengths and overcome the weaknesses. 4 out of 50 employees disagree, 3 out of 50 employees strongly disagree that training program enables them to realize their strengths and overcome the weaknesses.
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12. Training program has a demonstrable effect on the performance of the task and achievement of organizational goals. In the above question the employees asked whether the training program has a demonstrable effect on the performance of the task and achievement of organizational goals. The employees opinions are tabulated as follows. TABLE Opinion of the employees on the demonstrable effect of training program on performance of the task and achievement of organizational goals. Opinion of the respondents Strongly agree Agree Neutral Disagree Strongly disagree TOTAL No. of respondents 3 32 2 13 0 50 Percentage 6 64 4 26 0 100.0
CHI SQUARE ANALYSIS: CHI SQUARE TEST/TEST OF INDEPENDENCE is used for analysis. Null hypothesis (Ho): performance of the task and achievement of organizational goals is independent of the training program Alternate Hypothesis (Ha): performance of the task and achievement of organizational goals is not independent of the training program with the belief that the numbers of respondents agree that the training program has a demonstrable effect on performance of the task and achievement of organizational goals.
Level of significance =5%

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Degrees of freedom = n-1 = 5-1 = 4 Total number of respondents = 3+32+2+13+0 = 50 Expected frequency(Ei)=Total no of respondents/no of opinions= 50/5 = 10 CHI-SQUARE (x2) = [(Oi-Ei)2/Ei] Where Oi = Observed frequency Ei = Expected frequency. TABLE Calculation of x2 Opinion Observed frequency (Oi) 3 32 2 13 0 Expected frequency (Ei) 10 10 10 10 10 (Oi-Ei) (Oi-Ei)2 (OiEi)2/Ei 4.9 48.4 6.4 0.9 10
7 22 8 3 10
49 484 64 9 100
[(Oi-Ei)2/Ei] = 70.6 CHI-SQUARE ( 2 ) = [(Oi-Ei)2/Ei] = 70.6 The calculated x2 value is 70.6 The table value of x2 for Degree of Freedom 4, at 5% level of significance is 9.49 x2 computed value = 70.6, x2 table value = 9.49
(computed value) > x2
(Table value), Null
hypothesis is rejected. So, performance of the task and achievement of organizational goals is not independent of the training program with the belief that the numbers of
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respondents agree that the training program has a demonstrable effect on the performance of the task and achievement of organizational goals. 35 out of 50 employees agree that the training program has a demonstrable effect on the performance of the task and achievement of organizational goals. 15 out of 50 employees disagree that training program agree that the training program has a demonstrable effect on the performance of the task and achievement of organizational goals.
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13. There is much difficulty in applying the training program concepts in day to day work The following table gives the data about opinion of the employees in applying training program concepts in day to day work. TABLE Opinion of the employees in applying training program concepts in day to day work Opinion of the No. of respondents Percentage
respondents Strongly agree Agree Neutral Disagree Strongly disagree TOTAL Graphical Representation - There is day to day work
8 16 24 48 10 20 8 16 0 0 50 100.0 difficulty in applying training concepts in
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INTERPRETATION: 16% of the employees strongly agree that there is difficulty in applying training concepts in day to day work. 48% of the employees agree that there is difficulty in applying training concepts in day to day work. 16% of the employees disagree that there is difficulty in applying training concepts in day to day work. So, 32 out of 50 employees feel that there is difficulty in applying training concepts in day to day work.
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14. There is value addition (learning) after attending the training program In the above question the employees are asked about is there any value addition after attending the training program. The employees opinions are tabulated as follows. TABLE Opinion of the employees on value addition after attending the training programs Opinion of the respondents Strongly agree Agree Neutral Disagree Strongly disagree TOTAL CHI SQUARE ANALYSIS: No. of respondents 12 28 2 8 0 50 Percentage 24 56 4 16 0 100.0
CHI SQUARE TEST/TEST OF INDEPENDENCE is used for analysis. Null hypothesis (Ho): value addition is independent of the training program.
Alternate Hypothesis (Ha): value addition is not independent of the training program with the belief that the numbers of respondents agree that there is a value addition after attending the training program. Level of significance =5% Degrees of freedom = n-1 = 5-1 = 4
Total number of respondents = 12+28+2+8+0 = 50 Expected frequency (Ei) = (Total no of respondents)/no of opinions = 50/5 =10 CHI-SQUARE (x2) = [(Oi-Ei)2/Ei] Where Oi = Observed frequency Ei = Expected frequency.
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TABLE Calculation of x2 Opinion Observed frequency (Oi) 12 28 2 8 0 Expected frequency (Ei) 10 10 10 10 10 (Oi-Ei) (Oi-Ei)2 (OiEi)2/Ei 2 18 8 2 10 4 324 64 4 100 0.4 32.4 6.4 0.4 10
[(Oi-Ei)2/Ei] = 49.6 CHI-SQUARE ( 2 ) = [(Oi-Ei)2/Ei] = 49.6, The calculated x2 value is 49.6
The table value of x2 for Degree of Freedom 4, at 5% level of significance is 9.49 x2 computed value = 49.6 x2 table value = 9.49 (computed value) > x2 (Table value), Null
hypothesis is rejected. So, value addition is not independent of the training program with the belief that the numbers of respondents agree that there is a value addition after attending the training program. 40 out of 50 employees feel that there is a value addition after attending the training program. 2 out of 50 employees are neutral and 8 out of 50 employees disagree that there is a value addition after attending the training program.
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15. Overall rating of the training and development program In the above question the employees of the sample size are asked about how much they are satisfied with the training and development programs that are taking place in the organization. Employees opinions are tabulated as follows. TABLE Satisfaction levels of the employees on training and development programs Opinion of the respondents Very much satisfied Satisfied upto certain extent Not satisfied TOTAL No. of respondents 24 26 0 50 Percentage 48 52 0 100.0
Graphical Representation - Overall rating of the training program
INTERPRETATION:
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4% of the employees are very much satisfied with training programs. 40% of the employees are satisfied up to certain extent. So, the employees in the organization are satisfied with training programs that are being conducted.
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CHAPTER - 6
FINDINGS
The objective of the tests carried out was to measure the effectiveness of the training programs conducted at Info Geosoft. The parameters considered while studying the effectiveness are: learning, Transfer of learning and Reactions of the employees. The questionnaire covered the first three criteria in its study and they were as follows.
Most of the employees feel that there is a value addition on attending the training programs.
Hence, 40 out of 50 employees studied feel that there is value addition on attending the training programs. The structure and functioning of the organization is very traditional.
There is not much of empowerment given to the employees. The ultimate authority lies with the Higher Management people. They set the goals and disseminate to the subordinates. There is shortage of man power in the H.R. Department as there are only 2 employees in it. Due to this, the company has been following old performance Appraisal and Training & Development systems. Though, most of the employees are satisfied with the Training & Development activities, there is still a lot of improvement to be done. The Management is lenient and believes in making its employees happy and satisfied first. There are no well defined H.R policies and systems.
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SUGGESTIONS
As per my study of the Organization and the Training & Development activities, and to the best of my knowledge and capability, I would like to make the following suggestions: There should be an Induction form for the new recruits, where they can express their satisfaction/dissatisfaction if any. A self Assessment Training needs form should be introduced wherein the employees can assess their training needs. The employees would like to have more reading material and games, than just listening to the lecture. There should also be counseling of trainees, who could not grasp the topic well or who could not implement the learning well. Feedback should be given due prominence and should be taken from everyone and not only a selected few. Trainees should be rewarded for better performance in and after the Training programs. Appraisal should be carried out quarterly instead of annually.
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CONCLUSION
Training has become increasingly vital to the success of modern organizations. They often compete on competencies the core sets of knowledge and expertise that give them an edge over their competitors. Training plays a central role in nurturing and strengthening these competencies, and in this way has become part of the backbone of strategy implementation. In addition, rapidly changing technologies require that employees continuously hone their knowledge, skills and abilities (KSAs) to cope with new processes and systems. Employees Training and Development programs try to improve skills or add to the existing level of knowledge so that the employees is better equipped to do his/her present job or to get prepared for a higher position with increased responsibilities. Employee growth and development should be seen in the context of an ever changing and dynamic environment. Info Geosoft, being into the software industry, has to make sure that its employees are well trained, technically as well as in other aspects also, Employees as well as the Organization has benefited from these programs. From the study conducted on its effectiveness, most of the employees are satisfied with the training & development activities, though there is still scope for improvement in it. This work has given me an enriching experience and provided me with more insights into the nitty-gritty of the training and development activities. It helped me to put into use the related theory for its further development. Finally, this project has been a value addition for me, in terms of learning and exposure to the various training and development aspects in the Company.
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ANNEXURE
A STUDY ON EFFECTIVENESS OF TRAINING & DEVELOPMENT AT
INFO GEOSOFT (INDIA) PRIVATE LIMITED
HYDERABAD
Dear Sir / Madam, I am Latha studying MBA II year in Department of Management Studies, cm engineering college Hyderabad. As part of my studies, I am doing my project at Coriolis Software Solutions., on the above subject. I request you to spend your valuable time in filling up the enclosed questionnaire and return at the earliest. I assure you that the information furnished by you will be strictly confidential and will be used only for my academic purpose.
Communication Address: NAME:GENDER:AGE:QUALIFICATION:DEPARTMENT:EXPERIENCE:-
QUESTIONNAIRE
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1. Training program improves efficiency? a) Strongly agree b) Agree c) neutral d) Disagree e) strongly disagree
2. Training program improves communication? a) Strongly agree b) Agree c) neutral d) Disagree e) Strongly disagree
3. Training program improves promotion aspects? a) Strongly agree b) Agree c) neutral d) Disagree e) strongly disagree
4. Training program improves behavior and attitude of the employees? a) Strongly agree b) Agree c) neutral d) Disagree e) strongly disagree
5. Training program improves job knowledge? a) Strongly agree b) Agree c) neutral d) Disagree e) strongly disagree
6. Training program improves professional skills? a) Strongly agree b) Agree c) neutral d) Disagree e) strongly disagree
7. The internal trainers are very effective? a) Strongly agree b) Agree c) neutral d) Disagree e) strongly disagree
8. The external trainers are very effective? a) Strongly agree b) Agree c) neutral d) Disagree e) strongly disagree
9. The physical requirements and facilities provided during training were excellent? a) Strongly agree b) Agree c) neutral d) Disagree e) strongly disagree
10. The employees are well informed about the goals/objectives of the training program? a) Strongly agree b) Agree c) neutral d) Disagree e) strongly disagree
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11. The training program has helped you to identify your strengths and to overcome the weaknesses? a) Strongly agree b) Agree 12. c) neutral d) Disagree e) strongly disagree
Training has a demonstrable effect on the performance of the task or the
achievement of organization goals? a) Strongly agree b) Agree c) neutral d) Disagree e) strongly disagree
13. There is much difficulty in applying the training program concepts I day to day work? a) Strongly agree b) Agree c) neutral d) Disagree e) strongly disagree
14. There is a value addition after attending the training program? a) Strongly agree b) Agree c) neutral d) Disagree e) strongly disagree
15. Overall rating of the training and development program? a) Very much satisfied b) Satisfied up to certain extent c) Not satisfied
BIBLIOGRAPHY
BOOKS
_____________________________________________________________________76
GARY DESSLER (2003), Human Resource Management, 10th Edition, Pearson education, New Delhi, Page Number: 283
BHASKARCHATTARGEE
(1996),
Human
Resource
Management
Contemporary Text, Sterling publishers, New Delhi, Page Number:135 BISWAJEET PATTANAYAK (2001), Human Resource Management, Prentice-Hall Of India Pvt Ltd, New Delhi, Page Number:150 K.ASWATHAPPA (2002), Human Resource Management, Tata McGraw-Hill Publishing Company Ltd, Page Number:193
WEBSITES
www.infogeosoft.in www.google.com www.hrm.co.in
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CONTENTS

Effectiveness of training and development

Effectiveness of training and development

TRAINING NEEDS ASSESSMENT:

Effectiveness of training and development

Effectiveness of training and development

SELECTION OF TRAINING METHODS

To analyze the Training system for further development and

To suggest measures for the improvement of the Training program.

Effectiveness of training and development

Effectiveness of training and development

Effectiveness of training and development

Effectiveness of training and development

Effectiveness of training and development

Effectiveness of training and development

Effectiveness of training and development

Technical Support & Services

Effectiveness of training and development

Effectiveness of training and development

Photogrammetric and Digital Image Processing

Effectiveness of training and development

Effectiveness of training and development

The training Objectives at IGI are as follows:

Effectiveness of training and development

Effectiveness of training and development

Effectiveness of training and development

Effectiveness of training and development

Effectiveness of training and development

SCOPE OF THE STUDY

Effectiveness of training and development

Because of the non availability of some of the employees.

Effectiveness of training and development

Prevent obsolescence. Effect the personal growth.

Minimize the resistance to change.

Prevention of Obsolescence Fig:

Preparation for Higher Level Jobs

Effectiveness of training and development

Top Management Support

Effectiveness of training and development

Effectiveness of training and development

Effectiveness of training and development

Effectiveness of training and development

Effectiveness of training and development

HRM AND TRAINING

Effectiveness of training and development

Effectiveness of training and development

Effectiveness of training and development

Effectiveness of training and development

Off-The-Job Methods Evaluation of Training Programs. a. Reactions

Effectiveness of training and development

Effectiveness of training and development

Effectiveness of training and development

Effectiveness of training and development

respondents Strongly agree Agree Neutral Disagree Strongly disagree TOTAL

Level of significance =5%

Degrees of freedom = n-1 = 5-1 = 4

Total number of respondents = 12+30+2+6+0 = 50

Expected frequency (Ei) = (Total no of respondents)/no of opinions = 50/5 = 10

Effectiveness of training and development

Observed frequency (Oi) 12 30 2 6 0

Expected frequency (Ei) 10 10 10 10 10

Strongly agree Agree Neutral Disagree Strongly disagree

0.4 40 6.4 1.6 10