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Dissertation Report


A general study to capture th Training Ef ectiv eness in e f Hindus n A ro nauti cs ta e Limited (LUC KNOW DIVISION)

Submitted To:

Pr f. Pr f. J.K. Sharma o o

Raje h Kumar s MBA (EB) – 3rd sem Rol No – 3 l 5 Ses ion : 2 1 s 0 0 -1 1

Submitted By:

Department of Business Administration University of Lucknow


With deep dev otion I thank all mi ghty God for bless ing me with desire, intention, inclination, will, ability, guidance hope and achievements of req uired goal. The present disse rtat ion entitled “A G neral study to cap ture e the training effectiveness in Hindustan Aeronautics Limited” in partial fulfillment for the Degree of Master of Bus iness Administration, Univer sity of Luckn ow. I would like to express my grati tude to all those who gave me the pos sibility to complete this project. I want to thank Hindu stan Aero nautics Limited for giving me the permi ssion to commence this project in the first instance, to do the neces sary res earch work and to use H R De partmental data. Would take this oppo rtunity as a proud privilege to express my deep felt of gratitude to Mr. Sahadat Ali (Se nior Manager Techn ical Training Centre.). I am deep ly inde bted to my super visor Mr. Chaturbh uj Bhama, TTC Division, HAL Luckn ow whose valuable guidance and sugge stions was available thro ugho ut the disse rtation work. His cooperation was very pre cious to me without which I would have been incapable to produce this disse rtat ion work.

Date: Place:

(Rajesh Kumar )



I hereby decla re that this dissertati on entitled ““A Ge neral s tudy to ca pture the tra ining effec tive ness in Hi ndustan Aeronau tics Limi ted” submitted by me in the partial fulfill ment for the degree of Master of Business Administra tion (E- Business), to the De part ment of Busi ness Administra tion, Uni versity of Lu cknow, , is an outcome of my own efforts and is an original one.

Date: Place: Lucknow Department

RAJESH KUMAR MBA (E-Business) 3rd Sem est er of Business Administration University of Lucknow


Declarat ion Cert ifi cat e Acknowledgem ent I II III

CHA PTER 1 Intr duction o 7 - Introd uction - Role of Traini ng - Importan ce of Training and Development - Ob jecti ves of the Study CHA PTER 2 8 -2 3 1–

Profi le Of Profile of Hi ndustan Aer nautics Limited o - Introd uction - HAL Products - HAL Services - HAL Divisions - Visi on, Mission, Ob jecti ves, Strat egy - Focus on Human Reso urce Policy - Types of Training Progra ms in HAL

CHAPT ER 3 Training Objective a d Models n - Training Objective
Models of Training a) Sy stema tic Model b) Transitional Model c) Ins tructional System Develop ment Model Methods of Training a) Cognitive Methods b) Behavio ral Methods

24 - 3 5

CHA PTER 4 Data An aly sis a d Evalu ation n
- Data Analysis and Evaluation - Figurative Interpretation of Responses - Tenabili ty of Hypothesis

36 - 4 5

CHA PTER 5 Conclusion and Sug e stion g
Conclusion Suggestions to enrich Training and Development

46 - 4 8


Chapte r 1 Int oducti on r .

"Human Reso urce De velopment" was rejected by academics. "Em ployee Development" was seen as too evocative of the mas ter-slave relationship between employer and employee for those who refer to their employees as "partn ers " or "associates" to be comf orta ble with. the CIPD settled upo n "Learning and De velopment". Gara van. they encom pass three separa te. and evalua ted against. educati on. alth ou gh int errelated. and learning and development . Training and de velopment encom passes three main activit ies: training. of the Irish Institute of Training and Develo pment. the . It has be en known by several na mes. Costi ne. Event ually. training and develo pment is the field concerned with organizati onal activity ai med at bettering the performan ce of individ uals and groups in organizational settings. Moreover. alth ou gh that was its elf not free from problems. Harris on observes that the na me was endlessly debated by the C hartered Institute of P ersonnel and D evelopm ent du ring its review of profess ional stan dards in 199 9/20 00. job that an individual currently holds. ac tivities: training This activity is both focused upon. the field is still wid ely known by the other names. inclu ding employee d evelopment. and de velopment. to practiti oners. note that these ide as are often cons idered to be syn onymous. and Heraty. who objected to the idea that people were "resources" — an idea that they felt to be de meaning to the individual. Howe ver. human resource develo pment. "learn ing" being an overgeneral and ambiguous na me.CHAP TER 1 INTROD UCTION In the field of hum resource m an anagem ent .

The participants are those who ac tually und ergo the proces ses. And the provid ers are sp ecial ists in the field. Training is a learning process that inv olves the ac quisiti on of knowledge. or changing of attit udes and behav iou rs to e nhan ce the performa nce of employees. or customer. nob ody ever enhan ced his or her ca reer by ma king the boss look stupid. reso urces. "Tempting as it is. workpla ce relati onsh ip authority." Training an employee to get along well with authority and with peo ple who entertain diverse po ints of view is one of the best guaran tees of long. The number one reason pe op le leave their jobs is conflict with their bos ses. and is al most impo ssible to evaluate. Dr. which sometimes conflict with the agendas and motivati ons of the others . The sponsors of training an d develo pment are seni or ma nagers. and ex ecutive coach. pe er. Each of the se groups has its own agenda and motivat ions. or that the individ ual is part of. . knowledge. and performan ce. and is evalua ted against those jobs.term s ucc ess. concepts. dev elopment This activity focuses upo n the act ivities that the organ izat ion employing the individual. may partake in the future. sharp ening of skills. John Ho over points ou t. The conflict s are the best part of care er consequences are those that take place b etween employees and their bosses. as author. The "st ak eh olders" in training and de velopment ar e categorized into several classes. And yet. and skill alone won 't compensate for a sour relat ionsh ip with a sup erior. Talent. Li ne mana gers are respons ible for c oaching. rules. The faci litat ors are Human Resource Mana gement st cati on This activity focuses upo n the jobs that an individ ual may po tentially hold in the future. The cl ients of training and develo pment are bu siness planners.

but it’s knowing how to reach it  It’s not wh ere you want to go. an d abilit ies (KSA) thr ou gh professional development. but it’s havi ng the knowledge to do it It's not a set of goals. skills. It’s not wha t you want in life. but it’s more like a vision It’s not the goal you set. bu t it’s knowi ng how to take off It may not be quite the outcome you were aiming for. and wh ere you will be after some point of time. but it will be an outcome It’s not what you dream of doing. .Training is activ ity leading to skilled behav ior. Training is about the acq uisit ion of knowledge. but it’s what you need to ach ieve it      Training is about knowing where you sta nd (no matt er how good or bad the current situati on looks) at pre sent. bu t it’s knowing how to get there It’s not how high you want to rise.

It helps to expand the • • . Deve lopment of ski lls of employees – Train ing and Develo pment helps in increasing the job knowledge and skills of employees at each level. Deve lopment of Human Re sources – Train ing and Develo pment helps to prov ide an opp ortunity and broad str uct ure for the de velopment of human resources’ techn ical and behavi oral skills in an organizati on.ROLE OF TRAINING IMPORTAN CE OF TRAINING AND DEVELOPMENT • Optimum Utilization of Hu man Res ources – Training and Develo pment helps in op timizing the utilizati on of human resource that furth er helps the em ployee to achie ve the organizati onal goals as well as their individ ual goals. It also helps the employees in attaining personal growt h.

Qua lity – Train ing and De velopment helps in improving upon the quality of work and work-life. Or ganization Cl imate – Training and De velop me nt helps building the positi ve perception and feeling about the organizati on. Image – Traini ng and better corporate image.horiz ons of hum an int ellect and an overall personali ty of the employees. and interteam collaborations. It h elps in creating the learning culture withi n the organization. It helps to bu ild good employee. It helps in inculcating the zeal to learn within the employees. The employees get these feelings from lead ers. Hea lthy work envi ronment – T raining and D evelopm ent helps in creating the healthy working envir onment. rg izatio Team spir it – Training and Develo pment helps in inc ulcating the sense of team work. • Pro ductivi ty – Training and Development helps in increasing the productivity of the em ployees that helps the o an n further to ach ieve its long -term goal. Morale – Traini ng and De velopment helps in improving the morale of the work force. Hea lth and Saf ety – Training and De velopment helps in improving the health and safety of the organizat ion thus preventing obsolescence. Development helps in creating a • • • • • • • • . and peers. su bo rdina tes. team spirit. relati ons hip so that individ ual goals aligns with organizati onal goal. Or ganization Culture – Training and De velopment helps to develop and improve the organiza tional health culture and effectiveness.

2) It is presu med that the training programs enhan ce the work performa nce level of the employees 3) Em ployees are awa re of the outco mes of the training content and delivery app roac hes. and other aspects that suc cessf ul workers and m ana gers usu ally display • • Obje tive of the Study c s “A Gene ral stu dy to captu re the trai ning ef fectiveness in Hindustan Aeronaut ics Limi ted”  To meas ure the employees work commit ment level in the organi zation.  To analy ze the employee’s work performan ce level  To mea sure the training commit ment level of the employees  To mea sure the awar eness of the training cont ent an d delivery approaches of the training programs in the employees. Organizati on gets more effecti ve decision ma king and problem solving. better attitud es.e. .• Pro fitab ility – Training and De velopment leads to improved profita bility a nd more positi ve attit udes towards profit orientation. The following hypotheses were for mu lat ed in the present study: 1) Majority of the employees are happy/sat isfied and committed towa rds t he organization . Training and Develo pment aids in organ izat ional develo pment i. loyalty. motivat ion. Training and De velopment hel ps in developing leadership skills. It helps in und ersta nding and carrying ou t organizati onal policies.

Chapte r 2 Pr file o o f Hindustan A ro a e n u tic Limited s .

HAL has man ufac tured over 35 50 ai rcraft. The Company tra ces its roo ts to the pioneering efforts of an indu strialist with extraordinary visi on. Kanpur. 36 00 engi nes and overha uled o ver 8150 aircraft and 273 00 engine. HAL has been successful in num rou s R & D programs e developed for both Defense and Civil Aviat ion sectors. the late Seth W alcha nd Hirac hand.12 typ es of aircraft man ufact ured with in-house R & D and 14 types produced und er license. The Comp any was formed by the merger of Hind ustan Aircraft Limit ed with Aeronautics India Limited and Aircra ft Manufact uring Dep ot. HAL has made subst antial progress in its current projects : .Hind ustan Aeronautics Limi ted (HAL) came into exist ence on 1st October 1964. Today. The Company has an impressive prod uct track rec ord . The Go vernment of India became a sha reholder in M arch 1941 and took over the Manage ment in 194 2. who set up Hind ustan Aircraft Limited at Bangal ore in associati on with the erstwhi le prin cely State of Mysore in De cember 1940. HAL has 19 Product ion Un its and 9 Resear ch and Design Cent res in 7 locati ons in India.

HAL's supp lies / servi ces are ma inly to Indian Defence Services.Light Co mbat Aircra ft (LCA) Intermediate Jet Trai ner (IJT) Vario us military and civil upgrades. Dhr uv was delivered to the Indian Army. Coast Guards and Border Security Forces. Several Co -prod ucti on and Joint Ventures with int ernati onal par tici pat ion are under considera tion. Navy. in the very first year of its product ion. The Company has also . a uni que ach ievement. HAL has played a si gnifican t role for India' s sp ace progra ms by par tici pating in the man ufac ture of st ruct ures for Sat ellite Launch Vehic les like • • • • PSLV (Polar Sa tellite Launch Vehicle) GSLV (Geo-synchronous Sa telli te Launch Veh icle) IRS (Indian Remote Sa tellite) INSAT (Indian National Satellite) HAL has formed the following Joint Ventures (JVs) : • • • • • • • BAeHAL Softwa re Limited Indo-Russ ian Aviat ion Limi ted (IRAL) Snecm HAL Aerospace Pvt Ltd a SAMTEL HAL Display Sys tem Limited HALBIT Avi onics Pvt Ltd HAL-Edgewood Techn ologies Pvt Ltd INFOTECH HAL Ltd Apart from the se seven. which is Advanced Light Helicopter (ALH) Tejas . other maj or diversification projects are Indust rial Mari ne Gas Turbine and Airpo rt Services. Air Force and the Coast Guard in March 2002.• • • • Dhr uv. Transport Aircraft and Helicopters have also been supplied to Airli nes as well as State Go vernments of India.

Exports. Leaders hip. Mana gerial Per forman ce. Technology and Innovation. HAL won the "GOLD TROPHY" for excellence in Public Sector Manage ment. Quality and Fulfillm ent of Social Responsibilities • • HAL was award ed the “INTERNATIONAL GOLD MEDAL AWARD” for Cor po rate Achievement in Qu ali ty and Effici ency at the Intern ational Summit (Global Rating Lead ers 200 3). instit uted by the Stan ding Conference of Pub lic Ent erprises (SCOPE). having dem onstrated its quality and price competitiveness. UK in conjuncti on wi th the Interna tiona l Information and Mark eting Cent re (IIMC). En ergy Co nservati on. At the National level. London. Technology.ach ieved a foothold in export in more than 30 countri es.“ ARCH OF EUR OPE ” Award in Gold Ca tegory in recogniti on for its commit ment to Qu ality. HAL was presented the Internat ional . UK by M/s Global Rating. HAL has won several Intern ational & Nati onal Awards for ach ievements in R&D . • .

HAL PRODUCTS Light C mbat Aircraft (TEJAS) o H licop er (DHRUV) e t .

SUKHOI Aero En in s of Rus ian O igin g e s r .

A dvan ced C mmunication a d Navigation Equipment o n Micr p ces or Contr l er a d Hy da ulic P mps o ro s o l n r u .


HAL has succ essfully com pleted man y sys tem up dates and int egrat ion tasks. Eq uipped with the latest faci lities. aircraft communicat ion and navigat ion systems and mechan ical sys tem ac ces sories. HAL has 9 Re search & s Design Centres engaged in the design and de velopment of combat aircraft. HAL's R&D capabiliti es have gr own from str ength to strength and ha ve be en har ness ed to ach ieve gr eater heights of self reliance. The Intermediate Jet Trai ner (IJT) is und ergoing test flights . the company is ba cked by high profile. The test flights on Technology Demonstrat ors (TD-I and II) and Prototype Vehicles (PV-1 and 2) of Light Co mbat Aircra ft . it heralded the at HAL This aircraft served as the fle et for more than three decades.LCA (Tejas) are progressing satisfac torily. engine test be ds. . gas turbines. helico pters.ALH (DHRUV) is the latest new generat ion helicopter desig ned and developed by HAL. The Advanced Light Helicopter .In the year 19 51 . aero engi nes. highly skilled manp ower with an impressive track record of more than five dec ades of rich exp erience in all disc ipline of aeron autics. The indigenously upgraded Mi G-27M aircraft has received Initial Op erati on Cleara nce (IOC) and the first bat ch of aircraft has been deli vered. In additi on. It is und er prod uction since 2002. desig ned primary train er era of Research & Design back bone of IAF's training when HT-2 the first indigen ously made its first flight. First flig ht test on Jaguar Nav WASS up gr aded aircraft with indigenously de veloped mission computer with weap on deli very capabilit ies has been car ried ou t and retrom od of fle et has been tak en up. Subsequently.


. so as to meet the chal lenges of quality and excel lence. value. Ob jecti ves. This will be driven by core va lues of the Company fully embedded in the culture of the Organization" MISSION To become a globally comp etiti ve aerospace industry while working as an instr ument for ach ieving self reliance in design. the strat egic Human Reso urce Develop ment (HRD) goal of HAL is to create an atm osphere of techn ological a nd man agerial excellence to beco me a globally comp etiti ve Aerosp ace Industry.based lear ning organizati on wi th human resources exceptional ly skilled. vi brant. technological up gradati on etc. managing the .Emanating from the Compan y's Miss ion Sta tement. recruitm ent and retenti on of competent human resources and de velop high commit ment and a sense of belongings to the Company. manufac ture and m ain tenan ce of aerospac e defen ce eq uipment and diversifying to related areas. Mission. Accordingl y. gr eater custo mer dema nd. rapid techn ological chan ges charac terized by a paradigm sh ift from licensed producti on to R&D based producti on duly bala nced with codevelo pment / co -prod ucti on. W ith the changing envir onm ent. highly motiva ted and commit ted to m et the current and e future chal lenges. Strategies and Po licies have been identif ied and indica ted as follows:VISION "To make HAL a dynam ic. the Com pan y's HR Visi on. focused diversificati on to civilia n and exp ort mark ets. the overall ob jecti ve of the Human Reso urce Develop ment plan is to build a vibrant and lear ning organizati on.

Multiskilling etc Cu lti vate Leadership with Sha red Visi on at vario us levels in the Organization Focus on Develo pment of Core Competence in High-Tech ar eas Bu ild Cross-func tional Tea ms Create awa reness of Mission. Re-traini ng. Skill and Comp etence (Managerial.busi ness on com mercial professional competence. Motivation . OBJEC TIVES • • • • • • lines in a climate of growing To en sure avail ability of To tal Quality Peo ple to meet the Organizati onal Goals and Object ives To ha ve a conti nuous improvement in Knowle dge. Analysis and Upgr adati on of Kn owledge and Skills inclu ding Training. Credibility and Quality To maintain a motiva ted workforce thro ugh empowerment of Individual and Team.building To enhan ce Organizati onal Learning To play a pivotal role directly and significant ly to enhance Productivity. Values and Organ izat ional Goals thr ou gh out the Company Introd uce / Implement personnel polic ies based on performa nce that wou ld ensure gr owth. Behavi oral and Tech nical To prom ote a Cult ure of Achievement and Excellence with emphasis on Integrity. Rewards. Profitability and improve the Quality of Work Life STRATEG Y • • • • • • • • To be in total ali gnment with Co rporate Stra tegy Maintain Human Reso urce at optimum level to meet the ob jecti ves and goals of the Company Be competent in Mapping. Rec ognit ion.

The following objecti ves have been set in thi s regard:- . identific ation of training competency profile in terms of Visi on. inducti on will be restric ted to Direct Workmen onl y Improving the existing qualificat ion profile by focusing on ind uct ion of professionally qualified personnel and diploma holders • Hence focus of recr uitment wo uld be to recruit people with a combination of knowledg e. II) TRAINING AND DEVE LOPMENT Training is one of the most imp ortant too ls for developing human resource.FOCUS OF HUMAN RESO URCE POLICY • • • • Comp eten ce Bu ilding Comm itment Motivation Em ployee Relat ions In the backdrop of the ab ove. the focus of Human Resource Develo pment initiati ves at HAL emphasi zes the following: I) • • MAN POWER PLANNI NG Ou t sou rcing of low tech and medium tech jobs Fresh ind uct ion only in critical / highly speciali zed areas based on req uirements due to increase in work load and sup er annuati on profile (Annexure-II). Miss ion of the Co mpany wou ld be the stra tegic point of the training and de velopment strat egy of the Company. skill. Hence. experience and attit ude in line with the organi zati onal requirement through ap propria te manpo wer plan both short term (contra ct appointments ) and long term recruitm ent programme. In the Workmen Cadre.

to facilitate (cha nge of mind with IITs.) tra ining cont inuous basis. the following have been iden tified as the key focus areas of training: • • • • Technology Tooling Quality Informati on Technology the development of soft skills gerial development etc. The new . for given prime importance. NDC. Further. Kee ping in view the organizat ional requirement and goals and ob jecti ves of training. Tie. etc) The goals of tra ining will be to pr ogressi vely ach ieve 7 days training per em ployee per year wi th a budget of 2% of ann ual Wa ge Bill. FIAS Fra nce etc. mana would be imparted on a Centers of Excellence like imparting training wou ld be III) PERFORMANCE APP RAIS AL : Appraising peo ple for meeting the Co mpany 's goal wou ld be the prime focus of performance ma nagement.• To provide train ing to all employees at regular intervals in a plan period of 5 years • training to become an integral compo nent of individual professional evolution by: o o o o updating knowledge to avoid obsolescence enhancing professional creat ivity enabling em ployees to shou lder higher responsibilit y creating a business trend and st rat egic thin king to take up new busi ness cha llenges (creation of Centre of Excellence.

it is only the em ployees who can convert knowledge into efficient act ions. . performan ce review and feed back would ensure that the focus wo uld be on value adding act ivities rath er than on rou tine activit ies which bear no relationship with the Organ ization’s goals and object ives. V) SCHEME FOR LEA RNING AND CERTIFI CATION FOR EXEC UTIVES A "Lear ning Organizat ion" is es sential for survival in the present era of Liberaliza tion. IV) REW ARD SYSTEM The focus of the reward sys tem in the Co mpany is to promote team work and cultiva te a sense of ach ievement an d excellence in the Organizat ion.Performance Appraisal System based on work planning and commit ment (mutually agreed tas ks) . self-review and performance ana lysis. schemes like "Inter Divis ional Competiti on" and "Profit Sharing Scheme" have be en instit utiona lized in the Company for team reward. fast er career growth oppo rtunity wou ld be provided to high performers . Coupled with the above. Sin ce individual knowledge is the starting po int for organizati onal knowledge. "Knowle dge" is t he only core comp etence of Organizati ons for coping with chan ges. Similarly. Identificat ion of low performers and res ultant correcti ve action thr ou gh out the Company wo uld be given priority. Privatizati on and Globaliza tion. This is in addition to the existing scheme of rewa rd for an individual who inn ovat ively and creati vely makes exem plary contrib utions in the key thr ust areas of the Company that wou ld lead to its ach ieving overall excellence. Therefore.

So far. Lastly. the HRD Plan will also include time-to-time OD Interventi ons to add ress specific req uirement of the Compan y. approximat ely. 45% (both for "O" & "A" level) of executives ha ve been certi fied (Annexu re IV). by linking the scheme to some kind of rewa rd mecha ni sm.Central Manufacturing Technology Ins titute.In line with the above phi losophy. if required. HAL has also intro duced the scheme for Learning and Certi fication for exe cutives as a starting po int for bu ilding individual knowledge. It is proposed to expand the coverage of this scheme furth er.. IIT – Indian Ins titute of Technology) 4) Apprenti ces Programs 5) Diploma Technic ian Trai ning 6) Workshops . Academy Banga lore) 3) External Progr ams (CMTI . The scheme inter-alia provides an opport unity for the Junior and Middle Mana gement Cadre Exec utives to broaden their perspecti ve by not only learning about all funct ions and proced ures in their respecti ve disc iplines but also in related ar eas and overall knowledge a bout the Organizati on and its envir onment. Types of Tr ining Pr gr ms in HAL a o a 1) Intern al Progra ms 2) St aff College / HMA (HAL Mgmt. among other ini tiatives like instit utional izing Learning Cent ers in Divis ions etc.

Chapte r 3 Training O je tive and b c Model s .

Also. Tra ining ob jecti ves are of gr eat significan ce from a number of stak eholder perspect ives.Training object ives are one of the m ost im ortant parts p of training program. W hile some peo ple think of tra ining ob jecti ve as a was te of valua ble tim e. 3. Not knowing anything or going to a place whi ch is unknown creates anxiety that can negati vely affect learning. Trainee – The training objecti ve is beneficial to the trainee becau se it helps in reducing the an xiety of the trai nee up to some extent. it is impo rtant to keep the partici pants aware of the happ enings. 2. It provides the clear guidelines and develops the training program in less time because objecti ves focu s specifi cally on needs. 4. Training objecti ve tell the trai nee that what is expected ou t of him at the end of the training program. It helps in adhering to a plan. trainer a comes in a positi on to est ablish a relati onsh ip between ob jecti ves and partic ular segments of tra ining. 1. Tra iner Trainee Desig ner Eval uat or Trainer – The training objecti ve is also beneficial to trainer becau se it helps the train er to m eas ure the pr ogress of trainees and m ke the req uired adjust ments. rath er than kee ping it surprise. Therefore. . The counter ar gument here is that resou rces are alw ays limi ted a nd the trai ning ob jecti ves actual ly lead the design of trai ning.

The train ing desig ner wo uld then look for the training metho ds. The object ives crea te an ima ge of the training program in trainee’s mind that act ually helps in gaining att ent ion. if the goal is set to be chal lenging and motivating. training equipments. planning alwa ys helps in dealing effecti vely in an unexpec ted . Desi gner – The training ob jecti ve is beneficial to the trainin g desig ner bec ause if the desig ner is awa re wh at is to be ach ieved in the end then he ’ll bu y the training package ac cording to that only. Thir dly. Therefore. it helps in incr ease in concentrati on. which is the cr ucial fac tor to make the traini ng success ful. and tra ining content accordingly to ach ieve those objecti ves. Furth ermore. tra ining ob jecti ves helps in incr easing the probabili ty that the participants will be success ful in trainin g. then the l ikelihood of ach ieving those goals is much hi gher than the sit uation in which no goal is set.Sec ondly.

An organizati on is a sys tem and training is a sub system of the orga ni zation. the desig ner will design a training program that will include ways to improve the int erpersonal skills. the training may n ot be desig ned appropriately. wh en there is a defect in a product or wh en a customer is angry. m keting & sales. such as verbal and non verbal lan guage. dealing in unexpected situati on i. the ob jecti ve of one tra ining program is to deal effecti vely with customers to increa se the sales. production. Therefore. HR. etc dep ends on training for its survival.sit uati on. Eva luator – It becomes easy for the training evaluator to measure the progr ess of the trainees bec ause the objectives define the exp ected performa nce of traine es. ar finan ce. Cons ider an exa mple. Sy stem Approach can be used to exami ne broad between the sequ ential sta ges in the process of tra ining need . Sin ce the ob jecti ve is known. MODELS OF TRAINING Training is a sub-sys tem of the organizati on becau se the de part ments su ch as. T he T ning System rai A Sys tem is a com binat ion of things or parts that must work together to perform a parti cular functi on. Train ing objective is an imp orta nt to tool to jud ge the performan ce of par ticipan ts. and attit udes (KSAs).e. Training is a tra nsforming process that requires some inp ut and in turn it produces output in the form of knowledge. The Sys tem Approach views tra ining as a sub system of an organizati on. witho ut any guidan ce . skills.

formulating. technology.analysis (TNA). ma terial.e. There are 4 necessary inpu ts i. The steps inv olved in Sys tem Model of training are as follows: . and conduct of the training efforts. A sys tem ap proach to training is plan ned creat ion of training program. Und er sys tema tic ap proach. The three mod el of training are: 1) System Model 2) Transitional model 3) Instructional System Development Model Systematic Model The sys tem model consists of five phas es and sho uld be rep eated on a reg ular basis to make further improvements. therefore.e. delivering. And every syst em must ha ve some ou tpu t from these inpu ts in order to survi ve. train ers need to be aware of these forces which may im pact on the cont ent. Organization are working in open envir onment i. that po ses thr eats and opp ortunit ies. The internal forces are the various demands of the organizati on for a better learning environment. training is und ertaken on plan ned basis. It esta blishes a logical relationship. form. and aim. need to be up to date with the latest tech nologies. one such bas ic model of five steps is sys tem mod el that is explai ned below. Out of this planned effort. man. and eva luating issu es like objecti ves. funct ions. time required in every system to prod uce pr oducts or servi ces. This ap proach uses step -by-step procedur es to solve the problems. there are some int ernal and external forces. The ou tpu t can be tangi ble or intangi ble depe nding upo n the organizati on’s requir ement. The training sho uld ach ieve the pu rpose of helping employee to perform their work to required standar ds.

Making necessary amend ments to any of the previo us sta ge in order to remedy or improve failure pract ices. Deve lop . estimating traini ng cost. examining the traini ng ma terial. Imp lem enting is the hard est part of the syst em because one wr ong s tep can lead to the failure of wh ole traini ng progra m. job .1. 2.e. Analyze and identify the training nee ds i.This phase requires listing the activit ies in the training program that will ass ist the partic ipants to learn. to an alyze the de part ment. validating inf ormati on to be impar ted to make sure it ac complishes all the goals & object ives. ident ifying the learning ste ps. employees req uirement. This step requires develo ping ob jecti ves of tra ining. Desi gn and provide training to meet identif ied needs. selecting delivery metho d. what do they need to learn. 4. 5. 3. etc The next step is to de velop a performan ce measure on the basis of which ac tual performance would be evaluated. . sequencing and str uct uring the contents. Eva lua ting each pha se so as to make sure it has ach ieved its aim in terms of subsequent work performa nce. who need s training.

Tr nsitional Mo e l a d Tra nsitional mod el focuses on the organizat ion as a wh ole. The reason of develo ping a mi ssion sta tement is to motiva te. excellent cust omer servi ce. A vision state ment tells that wh ere the organizati on sees its elf few years do wn t he lin e. Miss ion – exp lain the reason of organizati onal exist ence. It reflect s the deeply held values of the organizati on and is indep endent of current industry envir onment. inn er loop is executed. A vis ion may include setting a role mode. It identif ies the positi on in the community. values may inc lude social respons ibility. etc.e. and all other stakeholders. For e xample. Va lues – is the translati on of visi on and missi on into communicable ideals. miss ion and values of the organi zati on on the basis of which training model i. employees. . or may be promising to meet some other deadlines. The miss ion state ment tells about the identity that how the organization would like to be viewed by the cust omers. Vision – focuses on the mi lest ones that the organizati on would like to ach ieve aft er the defined point of time. ins pire. The outer loop describes the vision. an d inf orm the employees rega rding the organizat ion. or bringing some int ernal transf ormati on.

This model is wid ely used now-a-days in the organizati on becau se it is concerned with the training need on the job performance. In truction l System De ve lopmen M del s a t o Instr uctional System De velopment model or ISD tra ining mod el was made to ans wer the training prob lems.The mission. This model also helps in determining and develo ping the favorable . Tr a i ni ng obj e ct i ves are defined on the basis of job respons ibilit ies and job descri ption and on the basis of the defined ob jecti ves individ ual progress is mea sured. vis ion. This mod el cons iders the organi zati on as a wh ole. and va lues pr ecede the objecti ve in the inn er loo p. The objecti ve is formulated keepi ng th ese three things in mind and then the tra ining model is furth er implemented.

and targ et au dience analysi s. strat egies to impart knowledge i. b enches. train er and the training program. and delivering me dia for the types of training ob jecti ves to be ach ieved. sequencing of content. sequencing the content. v isual aids. 3. etc. lighting. 4. ne ed ass essm ent. PLANNING – This pha se cons ist of setting goal of the learni ng ou tcome. 5. food facilit ies. workbooks. parking. . EVALUATION – The purpose of this pha se is to make sure that the training program has ac hie ved its aim in terms of subsequent work performan ce.e. This pha se consists of ident ifying str engths and weakness es and m king necessar y a amendments to any of the previous sta ge in order to remedy or improve fail ure practices. selection of content. cooling. DEVELOPMENT – This phase tra nsla tes design dec isi ons into training mat erial. 2. podium. and other traini ng acces sories. equipments. demonstrati on pr op s. It consists of developing cou rse ma terial for the trai ner incl ud ing ha ndouts. types of training mat erial. instru ctional objecti ves that mea sures behavi or of a participant aft er the training. course material for the tra inee inclu ding handouts of summary. etc. EXECUTION – This pha se focuses on logistical ar ran gements. such as arrang ing sp eakers. methods of evaluating the traine e.strat egies. The Instru ctional Syst em Develop ment mod el comprises of five sta ges: 1. ANALYSIS – This pha se consist of training job analysis. media select ion.

It also highlights tha t feed back is an impo rtant phase thr ou ghout the entire tra ining program. In this mod el. . the output of one pha se is an inpu t to the next phase.The ISD mod el is a contin uous process that last s thr ou gho ut the training program .

Trainers need to und erstand the pr os and cons of each metho d. etc. The vario us methods und er Behavioral ap proach allow the trainee to behav ior in a real fash ion.METHODS OF TRAINING There are var iou s metho ds of training. de monstra te relati onshi ps among concepts. written or verbal inf ormati on. The vari ous methods und er Co gniti ve approach provide the rules for how to do something. Cog nitive methods are more of giving the oretical training to the trainees . These methods are associa ted wi th changes in knowle dge and attit ude by sti mulating learn ing. al so its impact on traine es keep ing their bac kground and skills in mind before giving traini ng. The var ious methods that are:     come under Cogniti ve approach LECTURES DEMONSTRATIONS DISCUSSIONS COMPUTER BASED TRAINING (CBT) o o o INTELLEGENT TUTORIAL SYSTEM(ITS) PROGRAMMED INSTRUCTION (PI) VIRTUAL REALITY Be hav ioral me thods are more of giving practical training to the trai nees. These methods are best used for skill development. The vario us methods that are:  come und er Behavioral ap proach GAMES AND SIMULATIONS o BEHAVIOR-MODELING o BUSINESS GAMES o CASE STUDIES o EQUIPMENT STIMULATORS . which can be divided in to cogniti ve and behav ioral methods.

To become a better performer by ed ucat ion implies that mana gement develo pme nt act ivities att empt to instill so und reasoning proces ses. bu t thr ou gh diff erent means.o o IN-BASKET TECHNIQUE ROLE PLAYS Bo th the methods can be used effecti vely to chan ge atti tu des. The fou r techniques for on the job develo pment ar e: • • • • COACHING MENTORING JOB ROTATION JOB INSTRUCTION TECHNIQUE (JIT) OFF THE JOB TRAINING – There are many mana gement de velopment techni ques that an employee can take in off the job. The few po pu lar methods are:     SENSITIVITY TRAINING TRANSACTIONAL ANALYSIS STRAIGHT LECTURES/ LECTURES SIMULATION EXERCISES . Mana gement de velopment method is furth er divided into two parts : ON THE JOB TRAINING – The develo pment of a mana ger's abiliti es can take place on the job. Another Method is MANAGEMENT DEVELOPMENT METHOD Ma n a g e me n t De v e l o p me n t – The more future oriented method and more c oncerned with ed ucat ion of the em ployees.

Chapte r 4 Data ANALYS IS & Inte rpretation .

These me thod s are designed to refine and distill the data so that read ers can glean interest ing inf ormati on with ou t needing to sort throu gh all of the data on their own. Over the course of the data analys is process. In the course of organizing the data. Some peo ple divide data analysis into: . The process of organizing and thinking about data is a key to und ersta nding what the data does and does not contain. bu t also overwhelming.CHAP TER 4 ANALYSIS OF DATA Data analysis is a practi ce in which raw data is ordered and organi zed so that useful information can be extrac ted from it. and ob servati ons. this infor mation can be incre dibly useful. the raw is ordered in a way which will be useful. There are a var iety of ways in wh ich people can ap proach data analysis. Chart s. including measurements. S ummarizing data is often critical to supp orti ng arg uments made with that data. and these trends can be highlighted in the writ e-up of the data to ensure that read ers take note. trends often emerge. and text ual writ e-ups of data are al l forms of data analysis. survey respo nses. For this rea son. In its raw form. and to thi nk critically ab ou t the data and the conc lusions which were drawn. and it is notoriously easy to m anip ulate data du ring the an alysis phas e to push certain conc lusions or agendas. it is impo rtant to pay att enti on when data analys is is presen ted. gra phs. The raw data may also be included in the form of an appendix so that peo ple can look up sp eci fics for the ms elves. Raw data can take a var iety of forms. as is presenting the data in a clear and und erstan dable way.

 Exp lorat ory data an alysi s. Descri ptive statistics. Explora tory da ta analysis (EDA) is an ap proach to ana lyzi ng data for the pu rpose of formulat ing hy po thesis worth testing. of data has been . It is sometimes called confirmat ory data analysis.  Confirmatory data an alysis. The tab ulat ion and interpretation divided according to the qu est ionnaire. p-va lues. Interpretat ion al so exten ds beyond the data of the st ud y to include the results of other research the ory and hypothesi s. Descr iptive stat istics are used to descr ibe the main feat ures of a collecti on of data in quantitati ve terms. The term used for the set of ideas abo ut hypothesis testing. INTE RPRET ATION OF DATA Interpretation refers to the task of drawing inferences from the collec ted fact s aft er an analytical or experimental stud y. in contrast to exp lorat ory data an alysi s. A statistical hypothes is test is a method of ma king st at ist ical decisions using exp erimental data. complementing the tools of convent ional statisti cs for testing hy po thesis. In one sense int erpr etati on is awarded with relat ionsh ip with the collected data. The interpretation is a devi ce thro ugh which the observed data can be better und erstand and it also provides a theoretical conception which can serve as a guide for furth er research. partially overlap ping analy sis. In the fact it is search for broader meaning of research fin dings. confiden ce intervals etc.

staying with my organization is a matter of necessitybecause they provide training I work here as much as desire that could benefit me in my works Training provided has motivated me to work harder than before and valuesup on my to-do list My organization catch my contribution to its well being and appreciate any extra effort for me Strongl Slightly Neutra Slightl Strongl y Disagre l y y Disagre e 3 3 6 Agree Agree 9 29 2 2 10 5 5 2 6 4 8 7 6 7 9 8 10 9 11 17 11 13 18 16 15 16 22 23 4 13 13 8 .Figurati ve R ponse es s Int r pre ti on e ta o f th e 1) Testing Employee ’s W rk Com mitme nt Level o I would be happy to spend the rest of my carrier with the organization I work here because the people are great and they have helped a lot in my work I really feel as if this organization's problem are my own Right now.

2) Mea uring s Leve l Employee’s Work Performa ce n Training programs establish a clear view of work roles and increase performance Training programs encourage teamwork and selfmanaged team culture Training programs encourage me to make criticisms. which contribute more to productivity Training programs provide knowledge sharing demonstrated in the organization Training programs improved my skills and knowledge at performance level Training programs provide supportive and trusting work environment for my efficient Training programs provide to update work of skills which increase my performance in theprovide me to Training programs job communicate openly and honestly with my subordinates so that I know my strengths and weaknesses Strongl Slightly Slightl Strongl y y Disagre Neutra y l Disagre e Agree Agree 0 0 6 15 29 3 4 2 2 1 1 6 6 3 3 5 4 11 13 10 7 11 8 20 17 21 13 11 22 10 10 14 25 22 15 8 9 10 11 12 .

I was In most the actual at work treated as "important" individualtraining I was able to test out techniques in my work so that the training objectives are achieved Strongl Slightly Slightl Strongl y y Disagre Neutra y l Disagre e Agree Agree 5 6 14 18 7 6 11 7 16 11 9 19 8 7 6 5 7 12 18 8 .3) Training Commitment Level o the Employee ’s f Most training programs were able to fulfill my expectation Most of training programs are practical and do relate totraining programs.

4) Understanding o f Training Delivery Approaches Co tent n and Providing a platform to showcase technical skills Mentoring another people in organization as role model personal growth Helping Updating existing skills and acquiring new technologies Utilizing information gathered to support and assist the top management Assessing comprehensive new hiring training programs Problem solving and conflict resolution Strongl Slightly Slightl Strongl y y Disagre Neutra y l Disagre e Agree Agree 4 7 16 12 11 8 3 4 3 3 4 11 6 5 7 6 6 13 13 13 15 10 15 12 17 17 12 17 12 6 11 11 13 14 13 .

5) Respo dent Pro ile n f a) Gender b) Age Group .

c) Education Level d) Years o Service in the Current f Orga ization n .

Hypothesis 2 “It is pre sumed that the training progra m enha nce the s work per formance level of the employee s” Majority of the employees feel that training programs establish a clear view of work roles and increase their performance leve l. Also the training program p rovide knowledge sharing demonstrated in the organization. majority of the employees feel happ y and are willing to spe nd the rest of their carrier with the organization. Hypothesis 1 “Majority of the em ploye es are happy/ satisfi ed com itt ed toward s the organizatio n” m and Acco rding to the results of the study. In addition to this. the employees also feel the organization’s problem as their own and adhering to the organization is not the consequence of any obligation to them. Also the training programs are practical and were able to apply the training techniques in their work so that the training objectives are achieved.Tenability o Hypothesis f The tenability of the hyp othesis ha ve be en checked in the light of above findings. majority of the users slightly agree that most of the training programs were able to fulfill their expe ctation. This shows that the employees are aware of the outcomes of the training content. the training program also provide suppo rtive and trusting work environment for their efficient performance. Hypothesis 3 “Employ ee s are awa re of the outcomes of the training conten t and deliv er y approac hes” Acco rding to the results of the study. Along with this. .

Chapte r 5 Conclusion and S g es tion ug .

. the employees also feel the organ izat ion’s problem as their own and adhering to the organizat ion is not the consequence of any ob ligat ion to them. Majority of the em ployees feel happ y and are willing to sp end the rest of their carri er with the organizati on. the training progra ms are practical and employees were able to app ly the training techniqu es in their work. mana gerial development etc.CHAP TER 5 CONCLUSIO N AND SUGGESTION As previo usly menti oned.) tra ining would be imparted on a continu ous basis. Also the tra ining program provide knowledge sh aring demonstra ted in the organizati on. training and de velopment can be initiated to add ress a "performance gap" (lear ning needed to meet performa nce sta ndards for a current task or job). Also. Along with this. "growth gap" (lear ning needed to ach ieve care er goals) or "opportunity gap" (learni ng needed to qualify for an ident ified new job or r ole). the employees feel that training progra ms est ablish a clear view of work roles and inc reas e their performan ce level. Kee ping in view the organizat ional requirement and goals and objecti ves of training. Further. the following have been identif ied as the key focus areas of training: • • • • Technology Tooling Quality Informati on Technology Further. to facilitate the development of soft skills (cha nge of mind -set.

Metho ds and Evaluat ion) Do n't Worry About W ether Your Plan is Perfect or No t -h The Plan is Guide. to Experience Growth Involves the Enti re Learner Growth Requires See king Ong oing Feedback Some Bas ic Requirem ents of Superv isors • • • • • • Include Lear ners in De velopment of Training an d Develo pment Plan If Avai lable. Maximi ze Feedba ck h Abo ut Performance Budget Ne cessary Funds for Resources Lear ner Will Need Set Aside Regular Times for Supervis or and Learn er to Meeting Deve loping the Tra ining and Deve lopm ent Plan • • • Docu ment a Training and De velopment Plan (Goals. Not Law Re member that De velopment is a Process . Ha ve Hu man Resou rces Representati ve Play Major Role Provide Ong oing Feedba ck and Support W en Assessi ng Res ults of Lear ning.Sug e stion to Enrich Training a d De ve lopment: g s n Some Bas ic Requirem ents of Learn ers • • • Lear ners Must Be Willing to Grow.

http://managementhelp.html .com/trainingimplementation. Human Reso urce Mana gement. Ash wat hapa. Human Hall of India and Personal .hal-india. Reso urce Mana gement.Bibliogr phy a - www. Ltd.naukrihub.A Guide To Effecti ve Human Reso urces Mana gement Mu rugan Anandarajan. Prentice .htm .Gary Dess Clai re Simm ers . Tata McGraw Hill .

Please indicate the degree of your agreement or disagreement with each statement by circling a number from 1 to 5 using the scale below: 1 Strongly Disagree 3 Slightly Disagree 4 Neutral 5 Slightly Agree 1 1 1 1 1 1 2 2 2 2 2 2 7 Strongly Agree 3 3 3 3 3 3 4 4 4 4 4 4 5 5 5 5 5 5 Training programs establish a clear view of work roles and increase performance Training programs encourage teamwork and self – managed team culture Training programs encourage me to make criticisms. staying with my organization is a matter of necessity as much as desire I work here because they provide training that could benefited me in my works Training provided has motivated me to work harder than before and catch up on my to-do list My organization cares and shows concern about my general satisfaction at work My organization values my contribution to its well being and appreciate any extra effort from me 1 1 1 1 1 1 1 1 2 2 2 2 2 2 2 2 3 3 3 3 3 3 3 3 4 4 4 4 4 4 4 4 5 5 5 5 5 5 5 5 Part B – Employee’s Work Performance Listed below are statements that represent YOUR perceptions towards your performance after attending any of training conducted by your organization.Questionnaire A General study to capture the training effectiveness Hindustan Aeronautics Limited Part A – Employee’s Work Commitment in Listed below are statements that represent feelings that YOU might have about your organization. which contribute more to productivity and productions Training programs provide knowledge sharing demonstrated in the organization Training programs improved my skills and knowledge at performance level Training programs provide supportive and trusting work environment for my efficient performance Training programs provide to update work of . Please indicate the degree of your agreement or disagreement with each statement by circling a number from 1 to 5 using the scale below: 1 Strongly Disagree 3 Slightly Disagree 4 Neutral 5 Slightly Agree 7 Strongly Agree I would be happy to spend the rest of my career with this organization I work here because the people are great and they have helped a lot in my works I really feel as if this organization’s problems are my own Right now.

Please indicate the degree of your agreement or disagreement with each statement by circling a number from 1 to 5 using the scale below: 1 Strongly Disagree 3 Slightly Disagree 4 Neutral 5 Slightly Agree 7 Strongly Agree Most training programs able to fulfill my expectation of needs Most of training programs are practical and do relate to the actual problems at work In most training programs.skills which increase my performance in on – the – job Training programs provide me to communicate openly and honestly with my subordinates so that I know my strengths and weaknesses 1 1 2 2 3 3 4 4 5 5 Part C – Training Commitment Listed below are statements that represent training commitment provided by your organizations. Please indicate the degree of your agreement or disagreement with each statement by circling a number from 1 to 5 using the scale below: 1 Strongly Disagree 3 Slightly Disagree 4 Neutral 5 Slightly Agree 7 Strongly Agree Providing a platform to showcase technical skills 1 Mentoring another people in organization as role model Helping personal growth Updating existing skills and acquiring new technologies Utilizing information gathered to support and assist the top management Assessing comprehensive new hiring training programs. and updated organizational procedures and policies Problem solving and Conflict Resolution 1 1 1 1 1 1 2 2 2 2 2 2 2 3 3 3 3 3 3 3 4 4 4 4 4 4 4 5 5 5 5 5 5 5 . I was treated as “important” individuals I able to test out training techniques in my work so that the training objectives are achieved 1 1 1 1 2 2 2 2 3 3 3 3 4 4 4 4 5 5 5 5 Part D – Training Contents and Delivery Approaches Listed below are training and development contents that most of the training programs might have which YOU had attended. which reflects to YOUR commitment.

Education Level e Male 21. Gender 2.Part E – Respondent Profile Please tick (√) the answer and fill in the blanks when necessary 1.30 Female 31. Years of service in your current organization a Less than 2 years 2 to 5 years 6 to 10 years More than 10 years ~ Thank you for your time and patience ~ . Age 3.50 51 and above Diploma Post Graduate ITI I Degree / Professional Certificate 4.40 41.