UMMER INTERNSHIP PROJECT ON

“EFFECTIVENESS OF TRAINING AND DEVELOPMENT PROGRAM”

AT
ALKEM LABORATORIES LIMITED

As The Partial Fulfilment for the Requirement of MBA Degree as Per

HPTU Guidelines

2018-2020
SCHOOL OF BUSINESS MANAGEMENT
HIMACHAL PRADESH TECHNICAL UNIVERSITY HAMIRPUR

SUBMITED BY
SATVINDER KAUNDAL (18MBA0904)

UNDER THE GUIDANCE

INTERNALGUIDE EXTERNAL GUIDE

Dr. Ashok Kumar Bansal Mr. Bablesh Kumar
Assistant Professor Executive HR
(H.P.T.U) (Alkem Laboratories limited)
 CERTIFICATE BY THE CORPORATEGUIDE

This is to certify that the project work titled “A Study on Employee Engagement” at Alkem
Laboratories Limited Baddi is an original piecework done by Satvinder Kaundal Regd no:
18MBA0947 under my guidance and supervision for the partial fulfilment of MBA degree
from Himachal Pradesh Technical University School of Management, Hamirpur.

Place: - External guide Signature

Date: - Mr Bablesh Kumar
HR Executive
Alkem laboratories limited
H.P.T.U SCHOOL OF MANAGEMENT CERTIFICATE

This is to certify that project work entitled “Employee Perception toward Training and
Development Programs” at Alkem laboratories Ltd. is an original piece of work done by
Satvinder Kaundal bearing Regd. No: - 18MBA0947 under my guidance & supervision for the
partial fulfilment of the requirement of MBA degree from H.P.T.U School of Management,
Bhubaneswar, as per H.P.T.U. Guidelines.

Place: Dr. Ashok Kumar Bansal

Date: (Associate Professor)
H.P.T.U School of management
 ACKNOWLEDGEMENT

It is really a great pleasure to have this opportunity to express the feeling of gratitude
imprisoned in the core of our heart.

Mr. Sunil Singhal: - who is the Asst. General Manager of HR .I want to thank him for giving
us the Oopportunity to do Iinternship at his company. He had the kkindness to accept us in
company and guide us through our Iinternship with advice and feedback despite his busy
schedule.

Mr. Bablesh Kumar:-who is Executive Officer in HR as he is our Mentor ,Under his

Supervision he guided us so well also teach us allot, also provided us technical support and
his Constant Supervision which contributed immensely to our Personal Development. We
also thank him for his guidance, which was a remarkable force that enabled us to successfully
complete the internship program. He helped and coached us during our Iinternship by giving
us feedback and tips on how to handle and approach to situations.

Mr. Nikhilesh Jha:-who is senior HR Manager and give us time to time suggestion how we
can increase our practical knowledge and blend in industry in future by giving examples time
to time. He guided us how we can be prove ourselves as an asset to company.

Ms. Anjali Zutshi& Ms. Pallavi Verma:-They also helped us during our internship at each
step and shared their experience which helps us to excel in future for our endeavours.

We express our sincere thanks to all the staff members of Alkem Laboratories limited. Who
have spared their valuable time to contribute their suggestions and data in order to enrich our
project?

We are thankful to Dr.Ashok Kumar Bansal for his guidance during our project work &
sparing his valuable time for the same.

We express our sincere thanks to all the faculty of H.P.T.U School of Management, Hamirpur
for their valuable advice in guiding us at every stage in bringing out this report.

Last but not the least we thank our friends Aditi, Mr. Pankaj and Shivani and our family
members who gave us moral support to complete project within stipulated time.

4
 DECLARATION

We hereby declare that this project report entitled “Employee Engagement” In Alkem
laboratories Ltd. Baddi, developed by us is a bona-fide work done under the guidance of Dr.
Ashok Kumar Bansal in partial fulfilment for the award of degree in Master of Business
Administration. It is our original work &has not been submitted earlier for the award of any
degree or Diploma to either this University or any other Institutions.

Place: - Satvinder Kaundal

Date: - Regd No. 18MBA0904

5
 CONTENTS
Chapter Topic Page No.
1 Introduction to the Study 7-11

Introduction 8
Scope of the Study 9
Conceptual model of the study 9
Research Methodology 10
Limitation 11
2 Company Profile 12-43

About company 13
History 16
Milestones 17
Board of Directors 18
HR Policies 20
Leave Polices 25
Theoretical Concept T&D 28-34
 Needs
 Benefits
 Types
Systematic Approach 36-43
 Methods
 Evaluation
 Evaluation Methods
3 Literature Review 44-54

Abstract 45
Introduction 46
Literature Review 48-53
 Insight to the training
 Insight to T&D
 Insight to the 2P
4 Data Analysis And 55-71
Interpretation

5 Findings and suggestions 72-76

Summary 73
Findings 74
Suggestion 75
Conclusion 76
Annexure  Questionnaire 77-80
 Bibliography

6
 CHAPTER 1

INTRODUCTION TO THE STUDY

7
INTRODUCTION TO THE STUDY

Human Resource is most important asset of an organization. Training and Development is

considered to be most important part of an organization. Due to growing competition in the
footwear manufacturing sector it is essential for the VKC Group to measure the effectiveness
of training given to employees to make them more competitive and more efficient as
compared to other footwear producers. “A study on the effectiveness of training and
development programs and perception of the employees with special reference to ALKEM
LABORATORIES LTD.. Calicut” will be helpful in analyzing the effectiveness of training
and find out areas of further training to keep up with the challenges of international business.

The study uses a questionnaire prepared for evaluating various factors which affect the
effectiveness of training and the results are displayed in a table and graph format.
Conclusions are arrived based on this sample.

STATEMENT OF PROBLEM

No systematic study has been conducted so far about the employee’s perception and the
effectiveness of training in ALKEM LABORATORIES LTD. so far. Therefore, the present
study is an attempt to examine the effectiveness of training in ALKEM LABORATORIES
LTD.

OBJECTIVES OF THE STUDY

1. To study the various training methods followed by ALKEM LABORATORIES

LTD.
2. To assess the effectiveness of training at ALKEM LABORATORIES LTD.
3. To analyze whether employees are satisfied with various training programs
implemented by the organization.
4. Identify whether employees need further training.

8
SCOPE AND SIGNIFICANCE OF STUDY

This study can be used as a tool to develop training method for ALKEM LABORATORIES
LTD.

CONCEPTUAL MODEL OF STUDY

The efficient working of an organization depends upon efficiency or capability of personnel

working in an organization. Organizations and individuals should develop and progress
simultaneously for their survival and attainment of mutual goals. Employees need to be
trained and developed to meet present job requirements and future challenges. Training and
development is a specialized function and one of fundamental operative functions of Human
resource management.
The purpose of training is to achieve a change in behavior of those trained and to enable them
to do their job better in order to achieve this objective. Any training Program should try to
bring changes in:
Knowledge- It helps a trainee to know facts, policies, procedures and rules pertaining to his
job.
Skills-It helps him to increase his technical and manual efficiency necessary to do the job and
Attitude- It moulds his behavior towards his co-workers and supervisors and creates a sense
of responsibility in the trainee.

9
RESEARCH METHODOLOGY

1. Research Design
This project is based on descriptive research design.

2. Area of Research
This research is to be conducted in Calicut area.

3. Sample Design
Universe may be finite or infinite. The universe in this project is finite. The population
involved in this project is employees of ALKEM LABORATORIES LTD.
4. Sample Size
This refers to the number of items to be selected from the universe to constitute a sample
size. In this research the sample size constitute 50 employees in the ALKEM
LABORATORIES LTD. organization.

5. Sampling technique
Simple random sampling technique is to be used in this project.

6. Sources of Data
Both primary and secondary data shall be used to satisfy the objectives of study.
A. Primary Data
The study is based on primary data to be collected through structured
questionnaires and personal interviews.
B. Secondary Data
The data regarding company profile industry profile are collected from office
records and internet.

7. Tools for Data Analysis

For analysis and interpretation of primary data percentage analysis is to be used mainly
due to qualitative nature of data and bar diagram are to be used to represent them in
pictorial form.

10
LMITATIONS

1. Due to time limit sample size is limited to only 50 which may affect accuracy of
study.
2. Reluctance in the part of respondents may affect the accuracy of study.
3. Duration of study is limited to 14 days so that an extensive and deep study could not
be possible.

11
 CHAPTER 2

COMPANY PROFILE

12
COMPANY PROFILE

Alkem Laboratories

Type Public company

Industry Pharmaceuticals

Founded 1973

Founder Samprada Singh

Headquarters Mumbai, Maharashtra, India

Key people Samprada Singh, Dhananjay Kumar Singh

Products Pharmaceuticals, generic drugs

Operating ₹31.82 billion(US$470 million) (2014–15)

income

Net income ₹11.44 billion(US$170 million) (2014–15)

Number of 15,000 (2015)

employees

Website www.alkemlabs.com

13
ABOUT COMPANY:

Alkem Laboratories Limited is an Indian Pharmaceutical Company based in

Mumbai, Maharashtra, India. Established in 1973 by Mr. Samprada Singh, the
company manufactures and sells branded generics,generic drugs, active
Pharmaceutical Ingredient (APIs) andNeutraceuticals both in India and internationally
in 55 countries (mainly the US), including Australia, Europe, South East Asia, Latin
America, Africa and CIS.
The company has a wide-ranging presence in the Acute and Chronic Therapeutic
segments such as Anti-infectives, Gastro-intestinal, Pain Management, Vitamins,
Minerals and Nutrition, Central Nervous System, Anti-diabetic, Anti-osteoporosis,
Anti-malarial, Cardiovascular, Immunosuppressant’s and Neutraceuticals segments.
As per its September 2015 figures, the company:

 Had a portfolio of 736 branded generic drug

 Had 13 of its brands featured among the top 300 brands in India
 Was one of India’s top 10 pharmaceutical companies (in terms of domestic sales)
for the past 12 years
 Had 16 manufacturing facilities (all cGMP compliant):
 14 were in India
 2 were in US
 5 facilities were US FDA, TGA, UK MHRA approved
 Had 4 R&D facilities (2 in India and 2 in the US) employing 438 scientists

14
  Ranked 5 in the Indian pharmaceutical market in terms of domestic sales in the
fiscal year 2015, the company enjoys a domestic market leadership in the
following segments
 Ranked 1 in Anti-infectives, with an 11.2% market share
 Ranked 3 in gastro-intestinals with a 5.6% market share
 Ranked 3 in pain/analgesics with a 5% market share
 Ranked among the top 10 in vitamins, minerals, nutrients and gynecology
 Alkem Laboratories Limited is listed on the National Stock Exchange of India
(NSE) and the Bombay Stock Exchange (BSE).

Our Vision

To Achieve Value Driven Leadership Through

“Quality that’s Infinite”

“Service That’s Caring”
“Hard Work That’s Enduring”

Our Aspiration

To be among the top 5 Pharmaceutical Companies in India by 2014 And Progressive Global
Company through strategic alliances & innovation.

Our Values
At Alkem we genuinely believe that quality health care services have n boundaries. Moving forward
in the direction, we stretch our imagination and resources to deliver the best healthcare available in
the medical field today. Moreover, our “people –first policy “ensures that we not just meet the ever
growing customer expectations, but surpass them in every possible way we can.

At Alkem, three vital element have helped us build our reputation:

• Curiosity
• Passion
• Accountability

15
HISTORY

Alkem Laboratories Limited was established in 1973 as a healthcare marketing firm by

founders, Mr. Samprada Singh and his brother, Mr. BN Singh. It started manufacturing in
1978, when it established its first plant at Taloja, Mumbai.
Since its incorporation in 1973, the company has grown significantly.

 In the fiscal year 2015, it was the 5th largest pharmaceutical company in India in terms of
domestic sales,(Source: IMS Health)
 Its domestic business grew at a CAGR of 14.2% from fiscal year 2011 to fiscal year 2015,
which was faster than the Indian pharmaceutical industry’s growth of CAGR of
12.2%. (Source: IMS SSA MAT March 2015)
 It was the 3rd fastest growing company among India’s top 10 domestic Pharma
companies by sales between the fiscal year 2011 to 2015,(Source: IMS SSA MAT March
2015)

16
MILESTONES

 1973 – Starts operations as a health care marketing company

 1978- Establishes first plant at Taloja, Mumbai
 Alkem Laboratories Limited is incorporated
 1992 – Establishes manufacturing facility in Mandura, Maharashtra (converted into an
API facility in 2005)
 2003 – Sets up an in-house R&F facility for ANDA development at Taloja
 2006 – Taxim becomes the first anti-invective drug in the Indian pharmaceutical industry
to cross INR 1,000 million in domestic sales
 2007 – Files first ANDA in the US for the Amlodipine
 2009 – Acquires Australian generic Pharma company, Pharmacor Pty Ltd.,
 2009 – Receives first ANDA approval in US for Amlodipine
 2010 – Acquires US generic marketing company, Ascend Laboratories
 2011 – Acquires Enzene, an Indian company engaged in the development of bio similar
 2012 – Acquires an API manufacturing facility in the US
 2013 – Acquires another API manufacturing facility in the US
 2014 –Clavam crosses INR 2,000 million in domestic sales in India
 2014 – Acquires the “Clindac-A” brand in India from Galderma S.A.
 2015 – Acquires a formulation manufacturing facility in the US

17
BOARD OF DIRECTORS

Designation Name

Founders Mr. Samprada Singh, Mr. BN Singh

Chairman Emeritus Mr. Samprada Singh

Executive Chairman Mr. BN Singh

Joint Managing Director Mr. DK Singh

Joint Managing Director Mr. Sandeep Singh

Directors Mr. BP Singh, Mr. MK Singh, Mr. AK

Purwar, Mr. RL Shenoy, Ms. Sudha Ravi, Ms.
Sangeeta Singh, Mr. AM Prasad, Mr. MC Shah

Chief Executive Officer Mr. Prabhat Agrawal

Chief Financial Officer Mr. Rajesh Dubey

Sr. VP – Legal & Company Secretary Mr. Manish Narang

18
 ORGANISATIONAL HIRERACHY

Sr. VICE PRESIDENT -(Corporate)

DEVENDRA VIJAY

VICE PRESIDENT (Head Operation)

RAKESH TRIPATHI

ASST.GENERAL MANAGER - HR

SUNIL SINGHAL

AVP-ACCOUNT W/H HEAD

AVP- ENG.
Managers/Execut EHS
JAGDISH GOPAL
ives/Officers KALMINDER
ss
CHITKARA SASMAL PARVESH RANA
CCCCHCHITKAR CHANDEL
ACHITKARA

G- BLOCK HEAD C- BLOCK HEAD IS- BLOCK HEAD

SANJEEV SHRIVASTAV SANJAY RAI RAJESH KUMAR

Managers /
Executives Executives/ AGM/
Officers Managers

19
H.R POLICIES IN ALKEM

TALENT MANAGEMENT

 Talent engagement is done as per the Approved Human Resource Budget and Plan.
 At the time of business planning and budgeting process all the HOD's in consultation
with the Head HR finalize the manpower requirement for the coming year.
 Alter the manpower requirement is finalized, the concerned HOD fills the TRF
(Talent Requisition Form) giving the details of the position like job
description/profile, attributes and competencies etc. along with the necessary
qualification, age and experience. Same process will be followed for replacement.
 Based on the TRF, the Head -HR will finalize the HR budget. The budget will he
approved by the Managing Director. E. Based upon the Annual HR Budget and Plan,
Recruitment scheduled as per the departmental requirement on a monthly basis.

1. Recruitment:

Once the recruitment plan is freezed, following sources are used:-

 INTERNAL RECRUITMENT Primarily, the potential candidate is identified

internally, within all Divisions
 CAMPUS RECRUITMENT For entry-level positions, in technical and management
side, recruitment is made through visiting campuses of engineering/Pharma colleges
and management institutes.
 ADVERTISMENTS IN PRINT MEDIASome of the positions are advertised in
local and regional dailies for TBO and Factory requirement.
 E-RECRUITMENT For wider circulation, many positions are posted in the job
websites like Naukri.com
 EMPLOYEE REFERALS Employees are also free to suggest potential candidates
from competitiveindustry as reference. Reference should not be from family
members. For any reference contact on bablesh.Kumar@alkem.com

20
  WALK-IN For bulk recruitment walk-in interviews is used. Advertised through
Notice displayed at various location at company premise, and various social media
like WhatsApp, LinkedIn, Naukri.com, Facebook etc.

2. Selection
 Once the CV's received, it is screened and short listed.
 The short- listed candidates are first interviewed telephonically by the concerned
HOD and HRD.
 Based on the first round of Interview, shortlisted candidates are called for the
personal interview. The HOD and Head HR/ location HR-Head will take the final
interview. In the case of the position of HOD'S and G.M's and above, the final
Interview is taken by Senior Management at Head Office.
 If the candidate is finalized, the HR representative will negotiate the iv compensation
and benefits.
 Once negotiated successfully offer letter will be issued from Corporate HR
indicating date of joining.
3. Notice Pay Reimbursenment Policy for New Joinee

 Objective: To provide clarity to Managers and Recruitment team/Business HR for

reimbursement of the Notice Pay for new joinees..ds

Maximum THREE months of Notice Pay would be reimbursed.

In case of any deviations the following approvals are mandatory

 Less than or equal to 3 months: HEAD HR

 More than 3 months :CEO

Once the candidate accepts the offer, and if the need arises to make him join early and for
which the notice period needs to be reimbursed then the Recruitment team/ HR has to follow
the approval governance from Function Head and post that to communicate to the Candidate.

 Notice pay will be reimbursement if it Pre discussed before joining.

4. Induction

21
Once a person accepts the offer, he intimates the date of joining and completed his Pre-
employment Medical Check-up and based upon that, necessary arrangements like his work
place, transportation, visiting card, email-Id,etc is arranged. Formally f joining the new
employee is a person reports at HRD for his joining.At the time required to fill up following
forms:

 Joining Report
 Mediclaim/ESI
 provident fund

He is given an access card/I Card. He is given the induction manual and briefed about the
company rules and regulation.

22
COMPENSATION

The compensation structure of the company is bascd on combination of Cost to the Company
and administrative benefits Cost to Company structure is split between two fields:

1. Fixed Salary Component-

 Basic salary can he opted once by the employee on joining of thecompany
 Provident Fund is calculated on an annual basis @ 12% of Basic salary with a
matching contribution from the employer which forms a part of CTC
 Gratuity is deducted @ 4.81 % of basic salary to CTC and payable as per the
provision of ThePayment of Gratuity Act
 Bonus/Exgratia- It will be paid during Diwali festive period.
 ESIC Employees drawing salary of Rs.21,000 and above will be covered under
ESIC scheme Company is paying 4.75 % contribution and employee has to
contribute 1.75% of their salary under ESIC

Five kinds of benefits are covered under this scheme-

 Medical benefits: Hospitalization in ESI hospitals

 Sickness benefits
 Compensation benefits
 Maternity benefits
 Funeral benefits

2. Flexi Salary Component

 HRA- it arises in case an employee is occupying a rented accommodation; he/she can
opt for HRA.HRA should be in tune of 30% -50% depends on residing in Metro/Non
metro location. Income Tax benefits shall be applicable as per Rules provided for
exemption in Income Tax Law
 Conveyance Allowance - this benefit is applicable to all the employees who are not
opting for fuel and maintenance, Railway pass/Bus pass. As per the current Income
Tax Guidelines, a maximum amount of Rs.800/- P.M will be paid as Conveyance
allowance
 Medical Reimbursement- This option can be exercised up to the limit of Rs 15000/-
p.a.It will be part of reimbursable benefits subject to production of bills/receipts. The

23
 reimbursement will be in respect of medicines, consultation and diagnostic charges.
This will be processed through Accounts on submission of bills
 Children education allowance - this will be applicable@ Rs.200/- P.M.and 2400/-
per child pa.subject to a maximum to two children. While this will be processed
through Payroll on a monthly basis, you will be required to submit School/ College
Fee ill and receipts respectively when asked for by the Payroll Department LTA-
LTAwill be a part of reimbursable benefits and paid off with the salary after
 5 the employee submits proof of travel etc. Income Tax Rule. the format and in
accordance with the This can be opted by those
 Petrol Maintenance and Driver Reimbursement who have a vehicle registered in
their name of have been allotted a company financed or owned car. For those who
have opted for a Company provided car, they will be reimbursed Vehicle Running
Expenses level wise up to a Vice President & above - Rs 20000/P.M. (Rs. 2. 40.000
p.a) b GM.& above- 15000/-PM. (Rs 1,80,000 p.a.) Dy. G.M.-10000/pm (Rs. 1,
20,000 p.a) For those who have a vehicle registered their name, vehicle Running
Expenses reimbursement up to Rs. 8.000/- PM are exempt from Income Tax, subject
to provisions of bills & details of day-wise usage Submission of bills in respect of
Fuel, maintenance & Expenses incurred for statutory obligations Accounts. The
employee must lkeep all the records in this regards In case of any query from the tax
authorities on the subject, it is mandatory on the part if the employee to furnish the
details of travel, proof of fuel and maintenance a must and this will be processed
through reimbursement through.
 Special Allowance-this will be a balancing figure after accommodating the choice
pay options and will be fully taxable. Time to time the company will undertake a
review of the salary levels for ensuring that it enjoyss the competitive edge for
attracting and retaining talent

24
LEAVE POLICY

1. CASUAL LEAVE

 Casual Leave is meant for certain emergent and unforeseen circumstances, private
and domestic reasons
 Seven Days Casual Leave is permitted in a calendar year. At the end of the calendar
year, un-availed casual leave will automatically stand lapsed.
 An employee becomes entitled to Casual Leave after joining of one morth in the
company's service and calculated on the prorate basis. Thereafter, the leave account:
will be credited with the full entitlement Of Casual Leave at the beginning of the
subsequent calendar year.
 Casual Leave can be combined with sick leave or privilege leave. Casual Leave
cannot be availed for more than three consecutive days.
 Casual Leave can be prefixed or suffixed to weekly holidays or paid holidays.
 Application for availing of casual leave should be made in advance in Matrix
Attendance System, as far as possible, or immediately on resumption.
 Casual Leave can be availed of for half a day also. This could be either from
opening hours in the morning till lunch of from lunch till closing hours.

2. SICK LEAVE

 All employees are eligible for 7 days Sick leave per annum. At the end of the
calendar year, un-availed casual leave will automatically stand lapsed
 All applications for grant of Sick Leave THREE DAYS must be supportedby a
medical certificate from a registered medical practitioner
 Any employee may be examined by the company's approved doctors during or after
Sick Leave. When required. an employee shall make himself available for such an
examination. Failure to be present for medical examination would render the excess
of employee liable for disciplinary action.
 Sick Leave can be combined with Casual leave or privilege leave and pretixed or
suffixed to weekly holidays or paid holidays

25
3. PRIVILEGE LEAVE

 All employees after confirmation of service in the company will be allowed 24 days
Privilege Leave per annual which can be accumulated up to a maximum of 60 days on the
following conditions a. Out of 24 days Privilege Leave it's mandatory for employee to take
at east 12 days Privilege Leave per annum or it will lapse b. Employee can encash his
privilege leave, once in a year in the month of December after keeping a minimum balance
of 60 days privilege leave.
 A minimum period of not less than One Day Privilege Leave should be availed of on every
occasion. Privilege Leave may he sanctioned at the discretion of the management of the
company subject to the exigencies of the work
 An employee becomes entitles to Privilege Leave on confirmation of service. The Privilege
Leave will be calculated on a prorate has is on the number of days worked during the year
PL will credit in employee's leave account on the 31st of December every year Privilege
Leave earned in a calendar year can be availed in the subsequent year
 Privilege Leave should be applied 15 days in advance before proceeding on leave. Privilege
Leave is computed from the first day the employee proceedings on leave and ends on the
last day prior to his joining duty
 Employees should have minimum balance of 60 days Privilege in his account to avail the
facility of encashment. Encashmentour Privilege leave will be over and above 60 days
which can be encashed in the month of December. This accumulated leaves of 60 days will
be encashed at the time of superannuation / retirement or resignation or termination
Dismissal from the services of the company or death during service idea

4. MATERNITY LEAVE

All female employee covered by the ESI Act, will be eligible for maternity benefits as per ESI
Act, And others will be eligible for maternity benefit as per Maternity benefit Act

5. LEAVE WITHOUT PAY

All requests for sanction of leave without pay are to be considered on individual's merits and in
consultation with the department head.

6. PATERNITY LEAVE

Employees can take paternity leave of up to 5 days within a period of 3 months from the birth of
child. This leave can be taken in maximum of 2 batches. This leave cannot be encased and if not

26
 used within this period will lapse. This is applicable for the first two instances of child birth.
Paternity leave can be clubbed with earned leave & holidays/weekly offs

7. GENERAL RULES

For calculation of leave Pro-rata entitlement of leave fractions of up to 0.5 will be ignored,
greater than 0.5 will be rounded off to However, 0.5 will be retained as such

No privilege leave can be availed during Notice Period except under Special sanction and can be
sanctioned by Plant HR Head/Plant head/Functional Head.

27
THEORETICAL CONCEPTS

INTRODUCTION
In this chapter the concepts of Human Resource Management, Training and Development
needs and methods, Executive Development Programs are discussed. The systematic
approach to training by identifying needs, setting objectives, designing policy and conducting
training in an effective way with follow up and evaluation is discussed. In the last section,
needs, criteria and methods of evaluating effectiveness of training and development Programs
are discussed in detail.

HUMAN RESOURCE MANAGEMENT

Organization is the process of combining work which individuals or groups has to perform
with the facilities necessary for its execution, that the duties so performed provide the best
channels for efficient, systematic, positive and coordinated application of the available effort.
HRM is the planning organizing directing and controlling of the procurement, development,
compensation, integration, maintenance of human capital of an organization to achieve
individual, organizational and societal objectives.

HRM MODEL
The model developed by American Society for Training and development (ASTD) identifies
nine human resource areas:

 Training and Development

 Organization Development
 Organization/Job design
 Human Resource planning
 Selection and Staffing
 Personnel Research and Information Systems
 Compensation/Benefits
 Employee Assistance
 Union/ Labour Relations.

28
TRAINING AND DEVELOPMENT

The efficient working of an organization depends upon efficiency or capability of personnel

working in an organization. Organizations and individuals should develop and progress
simultaneously for their survival and attainment of mutual goals. Employees need to be
trained and developed to meet present job requirements and future challenges. Training and
development is a specialized function and one of fundamental operative functions of Human
resource management.

The purpose of training is to achieve a change in Behaviour of those trained and to enable
them to do their job better in order to achieve this objective. Any training Program should try
to bring changes in:
Knowledge- It helps a trainee to know facts, policies, procedures and rules pertaining to his
job.
Skills-It helps him to increase his technical and manual efficiency necessary to do the job and
Attitude- It moulds his Behaviour towards his co-workers and supervisors and creates a sense
of responsibility in the trainee.

Training is a short term process utilizing a systematic and organized procedure by which non-
managerial persons learn technical knowledge and skills for a definite purpose.
The terms „Training‟ and „Development‟ are used synonymously. But they have
different meanings. While training is the act of increasing the knowledge and skills of an
employee for doing a particular job, the Management Development includes the process by
which managers and executives acquire not only skills and competence in their present job,
but also capacities for future managerial tasks of increasing difficulty and scope.
Development is a long- term process utilizing a systematic and organized procedure by which
managerial persons learn conceptual and theoretical knowledge for long term use.

NEED FOR TRAINING

Training is required on account of the following reasons.

29
JOB REQUIREMENTS

The employee selected for a job might lack the qualifications required to perform the job
effectively. New and inexperience employees requires detailed introduction for effective
performance on the job. In some cases the past experience, attitudes and Behaviour patterns
of experienced persons may be in appropriate for new organization.

TECHNOLOGICAL CHANGES

The technology is changing fast. Increased use of fast changing techniques requires training
in mew technology. New jobs utilizing latest technology require new skills. Both new and old
skills require training.

ORGANIZATIONAL VIABILITY

In order to survive and grow an organization must continuously adopt itself to changing
environment. With increasing economic liberalization and globalization in India, Business
firms are experiencing international competition. So the firms must upgrade their capabilities.
An organization must build up a second line of command through training in order to meet
the future needs for human resources.

INTERNAL MOBILITY

Training becomes necessary when an employee moves from one job to another due to
promotion or transfer.

Thus there is an even present need for training people so that new and changed techniques
may be taken advantage and improvements in old methods are effected. Need for training has
increased due to growing complexity of jobs, increasing professional management, growing
uncertainties in the environment, global competition, growing aspirations vast untapped
human potential, ever increasing gaps between plans and results and suboptimal performance
levels.

30
IMPORTANCE OF TRAINING

1. Training enables management to face the pressure of changing environment.

2. Training usually results in an increase of quantity and quality of output.
3. Training needs to job satisfaction and higher morale of employees.
4. Trained workers need lesser supervision.
5. Trained workers enable enterprise to face competition.
6. It moulds the employees‟ attitudes and helps them to achieve better co-operation
within organization.
7. Trained employees make better economic use of materials and equipments resulting
in reduction of wastage and spoilage.
8. Training instructs the workers towards better job adjustment and reduces the rate of
labour turnover and absenteeism.

BENEFITS OF TRAINING

1. Training is helpful to employees in the following ways

2. Training improves self confidence.
3. Training leads to higher earnings of employees by increasing productivity.
4. Training improves safety awareness and trained employees are less prone to accidents.
5. Training enables an employee to adapt to changes in the work procedures and
methods.
6. An employee can develop himself and earn quick promotion.
7. Training develops new knowledge and skills which remains permanently with him.

TYPES OF TRAINING

Training is required for several purposes. Accordingly training Programs may be the
following types.

1. ORIENTATION TRAINING/INDUCTION TRAINING

Induction training seeks to adjust newly appointed employees to the work environment.
Every new employee needs to be made fully familiar with his job, his supervisor and

31
subordinates with the rules and regulations of the organization. The induction training creates
self confidence in new employees.

2. Job training
It refers to the training provided with a view to increase the knowledge and skills for
improving performance of the job. Employees may be taught the correct methods of handling
equipments and machines used in the job. Such training helps to reduce accidents, waste and
in efficiency in performance of the job.

3. Safety training
Training provided to minimize accidents and damage to machinery is known as safety
training. It involves instruction to perform the work safely.

4. Promotional training
It involves training of existing employees to enable them to perform high level jobs.
Employees with potential are selected and they are given training before their promotion. So
that they do not find difficulty to shoulder the higher responsibilities of the new positions to
which they are promoted.

5. Refresher training
When the existing techniques become obsolete due to development of better techniques,
employees have to be trained in use of new methods and techniques. Refresher training is
designed to revive and refresh knowledge and update the skills of existing employees.

6. Remedial Training
Remedial training is arranged to overcome the shortcoming in the Behaviour and
performance of old employees. Remedial training shall be conducted by psychological
experts.

32
EXECUTIVE DEVELOPMENT

IMPORTANCE OF EXECUTIVE DEVELOPMENT

There is a shortage of trained managers. The organization has to develop the employees and
maintain and inventory of executive skills to future demands.
The performance of company depends upon the quality of its mangers. It is of paramount
importance to have effective and desired managerial talents to meet the organization‟s
demand.
Obsolescence of managerial skills is an important factor. A manager must continuously
update himself to successfully meet new challenges as they occur.
Process of Executive Development
The essential ingredients of executive development Programs are as follows.
1. Analysis of development needs: - First of all the present and future development
needs of the organization are ascertained. It is necessary to determine how many and
what type of executives are required to meet the present and future needs of the
enterprise.

2. Appraisal of the present managerial talent: - A qualitative assessment of the

existing executives is made to determine the type of executive talent available
within the organization.
3. Planning individual development program: Each one of us has a unique set of
physical, intellectual and emotional characteristics. Therefore, development plan
should be tailor-made for each individual.

4. Establishing training and development Program: - The HR department prepares

comprehensive and well conceived Programs.

5. Evaluating developing Programs: - Considerable money, time and efforts are spent
on executive development Programs. It is therefore natural to find out to what extent
the Program‟s objective has been achieved.

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METHODS OF EXECUTIVE DEVELOPMENT

Methods of development or executive development can be broadly divided into two

categories.

1. On the job development or executive development: it means increasing the ability

of the executives while performing their duties, to develop them in real work
situation. It includes the following methods:

2. On the job coaching: under this method superior only guides his subordinate about
various methods and skill required to do the job. Here the superior only guides his
subordinate he gives his assistance whenever required. The main purpose of this type
of training is not only to learn the necessary skills but to give them diversified
knowledge to grow in future. The superior is responsible for subordinate‟s
performance. So the superior must always provide the subordinate necessary
assistance whenever required.

3. Understudy: under this method of development the trainee is prepared to fill the
position of his superior. He in the near future will assume to do the duties of his
superior when he leaves the job due to retirement, transfer or promotion.

4. Job rotation: here the executive is transferred from one job to another or from one
plant to other. The trainee learns the significance of the management principles by
transferring learning from one job to another. This method helps in injecting new
ideas into different departments of the organization.

5. Committee assignment: under this method committee is constituted and assigned a

subject to give recommendations. The committee makes a study of the problem and
gives suggestions to the departmental head. It helps the trainees because every
member of the committee gets a chance to learn from others.

6. Off the job development or executive development: here the executives gets the

34
 training off the job means not when they are doing the job. It involves following
methods:

7. Special courses: here the executives attend the special courses which are organized
by the organization. Under this experts from professional institutions provide them the
training.

8. Specific readings: here the human resource development manager provides copies of
specific articles published in the journals to the executives to improve their
knowledge. The executives study such books or articles to enhance their knowledge.

9. Special projects: under this method the trainee is given a project related to the
objective of the department. The project helps the trainee in acquiring the knowledge
of the particular topic.

10. Conference training: here the organization conducts a group meeting. In which the
executive learn from the others by comparing his opinion with others.

11. Sensitivity training: it is also known as T group training or labouratory training. It is

conducted under controlled conditions. T group help in learning certain things, they
help the participants to understand how group actually work. It helps in increasing the
tolerance power of the individual and ability to understand others. T group generally
sits together and discuss for hours where the members learn about their own
Behaviour and Behaviour of others.

35
36SYSTEMATIC APPROACH TO TRAINING

The flow chart given below shows various stages of systematic approach to training and
development.
Flow chart 4.1 : Systematic approach to training

Identifying training
Needs

Setting Training
Objectives And Policy

Designing training
Program

Conducting Training

Follow Up And
Evaluation

1. Identifying training needs

All training needs must be related to the specific needs of organization an individual
employees. A training Program is launched after the training needs are assessed and
identified clearly. The effectiveness of a training Program can be judged only with the help of
training needs identified in advance.
The training needs can be identified though following types of analysis:

A) Organizational Analysis
It involves a study of the entire organization in terms of its objectives, its resources, resource
allocation and utilization, growth potential and its environment.
The organizational analysis includes the analysis of
 Short term and long term objectives of the firm.

36
  Allocation and efficient utilization of human resources to meet the operational targets.
 Organizational Climate including the management‟s attitude towards employee
development
 Environmental Scanning to identify the factors affecting organization which it can
control and the constraints which it can not.

B) Task role / Operational Analysis

It is systematic and detailed analysis of jobs to identify job contents, the knowledge, skills
and aptitudes required and the work Behaviour. Attention is paid to tasks to be performed,
methods used, the way employees have learnt these techniques and performance standards
required is analyzed in this stage. The purpose of operation analysis is to decide what should
be taught.

C) Manpower Analysis
In this analysis the persons to be trained and the changes required in the knowledge, skills
and attitude of an employee is determined. First of all, it is necessary to decide whether
performance of employee is below standard and training needed. Secondly it is decided
whether employee is capable of being trained. Thirdly, the specific areas in which employee
requires training. Lastly, whether training will improve employee’s performance or not is
determined.
Training can be relevant and viable if the three types of analysis given above are carried out
on continuously.

2. Setting training objectives and policy

The overall aim of a training Program is to fill in the gap between the existing and the desired
pool of knowledge, skills and aptitudes. Objectives of training express the gap between the
present and the desired performance levels.
The main objectives of training may be defined as follows
1. To impart to new entrants the basic knowledge and skills for efficient performance
definite task.
2. To assist employees function more efficiently by exposing them to latest concepts,
information and techniques and developing the skills they require in the particular job.
3. To build up a second line of competent officers and prepare them to occupy more

37
 responsible positions.
4. To broaden the narrow minds of senior managers through interchange of experience
within and outside so as to correct the narrow outlook caused due to over
specialization.

While setting training objectives, following criteria may be used.

1. Nature and size of the group trained
2. Roles and tasks to be coined out by target group
3. Relevance, applicability and compatibility of training to the work situation
4. Identification of the Behaviour where changes required
5. Defining the existing and desired Behaviour in terms of ratio, frequency, quality of
interaction, repetitiveness, innovations and supervisions, etc.
6. Operational results to be achieved through training e.g. Productivity, cost, down time,
creativity, turnover, etc.
7. Indicators to be used in determining changes from existing to the desired level in
terms of ratio and frequency.
In order to achieve the training objectives, an appropriate training policy is necessary. A
training policy represents the commitment of top management to employee training. It
consists of rules and procedures concerning training.
A sound training policy defines the following issues. The results expected to be achieved
through training
i. The responsibility of the training function
ii. The priorities for training
iii. The type of training required
iv. The time and place of training
v. The payments paid to the employees during the training period
vi. The outside agencies to be associated with the training
vii. Relationship of training of the companies labour policy

3. Designing a training Program

Once the objectives and policies of training are decided, appropriate training Program can be
designed and conducted. Decisions on the following items are required for this purpose.

38
 1. Responsibility of training
The responsibility of the training Program has to be shared among
i. The top management
ii. The Personnel department
iii. The line supervisors
iv. The employees who should provide feedback and suggestions
2. Selecting and motivating target group
The type of training method to be used will depend upon the type of persons to be
trained. So it is necessary to decide in advance who are to be trained workers,
supervisors or executives. The employees will be interested in training if they believe
that it will benefit them personally. A climate conducive for learning has to be created
through physical and psychological environment.
3. Preparing Trainers
The success of a training Program depends to a great extent upon the instructors or the
resource persons. The trainer must know both the job to be taught and how to teach it.
He should have an aptitude for teaching and should employ right training techniques.
4. Developing training package
This step involves deciding the content of training, designing support materials for
training and choosing appropriate training methods. It may involve the specific
instructions and procedures for doing a job. In addition to the contents, methods and
time period it also includes budget. Supporting materials may include detailed syllabus,
study notes, case studies, pamphlets, charts, manuals, brochures and movie slides.
4. Conducting the training

This is the action phase of training. Here the trainer tells, demonstrates and illustrates in order
to put over the knowledge and operations. However, before it a learner should be put to ease.
It is necessary to explain why he is being taught to develop his interest in training.
Instructions should be clear and complete. Key points shall be stressed upon and one point
should be trained at a time. Trainees should be encouraged to ask questions.

5. Follow up and Evaluation

In the evaluation step, the effectiveness of training Program is assessed. The feed back
generated through follow up will help to reveal weaknesses or errors if any; Necessary

39
corrective action can be taken. If necessary training can be repeated until trainees learns
whatever has been taught to him. It also helps in designing future training Program.

40
TRAINING METHODS
The training methods employed for training of operatives may be described under.

1. On-the-job training (OJT)

In this method trainees are placed on regular job and taught the skills necessary to perform it.
The trainee learns under the supervision of superior or instructor. It is also called learning by
doing.

2. Vestibule training
In this method a training centre called vestibule is setup and actual job conditions are
stimulated. Expert trainers are employed to provide training with machines that are identical
to those used in work place.

3. Apprentice training
In this method the theoretical instruction and practical learning are provided to trainees in
training institutes. The aim is to develop all-round craftsmen. Generally a stipend is paid
during training.

4. Class room training

Under this method training is provided to company class room. Lectures, case studies group
discussions and audio visual aids are used to explain knowledge and skills to employees.
Class room training is useful for teaching concepts and problem solving. It is also useful for
orientation training and safety training.

5. Internship training
It is a joint Program of training in which educational institutions and business firms
cooperate. Selected candidates carry on regular studies for prescribed period. They also work
in some factory or office to acquire practical knowledge and skills. This method helps to
provide good balance between theory and practice.

41
EVALUATING EFFECTIVENESS OF TRAINING

Need for Evaluation

It is necessary to evaluate the extent to which training Programs have achieved the goals for
which they were designed. Such evaluation will provide useful information about
effectiveness of training as well as about design of future training Programs. The evaluation
of training provides useful data on the basis of their relevance of training and integration with
other functions of human resource management can be judged.

Concept of Training Effectiveness

Training effectiveness is the degree to which trainees are able to learn and apply the
knowledge and skills acquired in the training Program. It depends on the attitudes, interests,
values an expectations of trainees and training environment. A training Program is likely to
be more effective when trainees want to learn, are involve in their jobs, have career strategies.
Contents of the training Program, and ability and motivation of trainers also determine
training effectiveness.

Evaluation Criteria
According to Hamblin effectiveness of the training can be measured in terms of following
criteria:
1. Reactions: A training Program can be evaluated in terms of the trainees‟ reactions to
the objectives, contents and methods of training. In case the considered the Program
worthwhile and liked it, the training the training can be considered effective.
2. Learning: The extent to which the trainees have learnt the desired knowledge and
skills during the training period is useful basis for evaluating training effectiveness.
3. Behaviour: Improvement in the job Behaviour of the trainees reflects the manner an
extent to which learning has been applied to the job.
4. Results: The ultimate result in terms of productivity, quality improvement, cost
reduction, accident reduction, reduction in labour turnover and absenteeism are best
criteria for evaluating training.

42
Methods of Evaluation
Several methods can be employed to collect data on the outcomes of training.

a) The opinion and judgment of trainers, superiors and peers

b) Evaluation forms filled up by trainees
c) Questionnaires filled up by trainees
d) Giving written tests to trainees
e) Arranging structured interviews with trainees
f) Comparing performance of trainees on the job before and after training
g) Studying profiles and career development charts of trainees
h) Measuring the levels of productivity, wastage, Costs, absenteeism and employee
turnover after training
i) Trainees‟ comments and reactions during training period
j) Cost benefits analysis of the training Program.

Feed back

After evaluation process the situation should be analyzed to identify the possible causes for
difference between expected outcomes and actual outcomes. Necessary precaution should be
taken in designing and implementing future training Programs so to avoid causes.

CONCLUSION

In this chapter the concepts of Human Resource Management, Training and Development
needs and methods, Executive Development Programs were discussed. The systematic
approach to training by identifying needs, setting objectives, designing policy and conducting
training in an effective way with follow up and evaluation was discussed. In the last section,
needs, criteria and methods of evaluating effectiveness of training and development Programs
were discussed in detail.

43
 CHAPTER 3

LITERATURE REVIEW

44
LITERATURE REVIEW

ABSTRACT
The Success or failure of modern business organizations depends on the quality of their
human resources. Well trained and highly developed employees are considered as corner
stone for such success. Hence the purpose of the study was to investigate the relationship
between training, development, training and development and employee’s performance and
productivity in selected Jordanian Private Sector transportation companies located in the
Southern region of Jordan. The study was based on set of hypotheses those HOs:
hypothesized no relationships between variables, while H1-H6 hypothesized the existence of
relationships between stated variables. A quantitative approach is used Relevant data was
collected through structured questionnaire. Subjects for the study consisted of 50 employees
which constituted 50% of the total target population of 100 people. 100 structured
questionnaires were distributed to employees on job location, 50 questionnaires were
returned and only 25 were suitable for statistical analysis. SPSS version 16 has been used to
for data analysis. Both descriptive and inferential statistics were used for data analysis. The
statistical tools were aligned with the objective of the research. For this purpose, frequency
tables, percentages, means and standard deviations were computed and substantively
interpreted. Inferential statistics like Pearson product moment correlation coefficient (r) and
linear regression were used to determine if there is a significant positive relationship existed
between the independent variables (training and development) and dependent variables
(performance and productivity). The findings indicated that training and development were
positively correlated and claimed statistically significant relationship with employee
performance and productivity. Analysis and interpretations were made at 0.05 level of
significance. The study concluded that training and development have important impact on
employee performance and productivity.
Therefore, it was recommended that effective training programs and carefully set
development plans should be provided to all employees to enable them to enhance their skills
and upgrade their knowledge. Finally, foreseeable future research can be conducted to cover
other variables like (capabilities, involvement so on) which might affect performance and
productivity.
Keywords: Training, Development, Employees, Performance, Productivity, Transportation
Companies.

45
INTRODUCTION
Present organizations are facing extensive competition, continuously changing technological
and business environment. Globalization and ever changing customer needs have added up
more challenges on business organizations. In order to meet these challenges organizations
must train and develop their employees. According to current organizations should deal with
training necessitate linked up with altering and growing internationalization of industry,
diverse national point of view and a varied workforce. So for this purpose individuals are
prepared with the right sort of aptitudes, information and capabilities to carry out their
allocated responsibilities and therefore training is considered to have a massive impact on
organizational efficiency. It is also noticed that more expense in training has led to more
productivity. The presence of organizations in a non-static environment forms a constant
pressure to maintain superiority in the marketplace. This prompts the need to constantly
upgrade employee skills and knowledge and to improve positive work-related attitudes. The
method most commonly used to attain these goals is training and development. According to
and the objective of training and development, as asserted by them is to develop the skills and
competences of employees to improve their performance; to help people grow within the
organization in order for the organization to meet its future human resource needs. According
to, training involves the use of formal and informal processes to impart knowledge and help
people acquire the skills necessary for them to perform their jobs satisfactorily, while
development prepares employees for other positions in the organization and increases their
ability to move into jobs that may not yet exist. Development therefore is about preparing for
change in the form of new jobs, new responsibilities, or new requirements. Therefore,
training and development is a necessary effort of a company to improve quality and to meet
the challenges of global competition and social change. Providing training and development
is one of the many roles of human resource management.

This central role has been recognized by many research studies, for instance stressed that
employees are a crucial and expensive resource and in order to sustain effective performance,
it is important to optimize their contribution to the aims and goals of the organizations. He
also went on to say that one major area of the human resource management function of
particular relevance to the effective use of human resources is training and development.
Within this context training therefore involves skills acquisition, the process of teaching or
learning of skill or job suggested. Training involves an expert working with learning to

46
transfer to them certain areas of knowledge or skill to improve their current jobs. In support
for that made the following suggestions firstly: training is any learning activity which is
directed towards the acquisition of specific knowledge and skills for the purpose of an
occupation or task. Secondly: the need for training is as a result of demand of the job and
demand of the organization. On the other hand, reviewed training as a systematic process of
altering employee’s behavior to further organizational goals. It involves improving an
employee’s skill to the point he or she can do the current job in away to improve
organizational performance. Development, according to [9], is any activity which is rather
than present needs and which is concerned more with career growth than immediate
performance. The extent of development in an organization is to improve employee‟s
conceptual and human skills in preparation for a future job.

It is concerned with teaching workers more general skills that will assist them in career
growth, thereby equipping them for the future. In fact manpower development is focusing on
turning out human resource that is needed for effective performance in the organization.
Others like see human resource management as the process that seeks to optimize an
organizations usage of its human resource. It requires an integrated approach that addresses
multidimensional aspects of employees ranging from enhancing technical and interpersonal
skills to creative thinking and leaderships. Organization with high productivity or
performance levels have made manpower development an integral part of their business
culture.
Training and development therefore should be considered not only as opportunity for growth
but investment that yields overall returns and benefits to organizations and employees. In
contributing to the overall goal of the organization, training and development processes are
implemented as these benefits will not just the organization but also the individuals making
up that organization. For the organization, training and development leads to improved
profitability while cultivating more positive attitudes toward profit orientation. For the
individuals, training and development improve job knowledge while also helping in
identifying with the goals of the organization.

47
LITERATURE REVIEW
Training and Development basically deals with the acquisition of understanding, know-how,
techniques and practices. In fact, training and development is one of the imperatives of
human resource management as it can improve performance at individual, collegial and
organizational levels. As the process of increasing one’s capacity to take action, organizations
are now increasingly becoming particular with organizational learning and therefore
collective development. According to training and development is beneficial not just for the
organization itself but also to the individual employees. On the one hand, training and
development leads to improved profitability and produce more positive attitudes toward
profit orientation, improves the job knowledge and skills at all levels of the organization,
improves the morale of the workforce and helps the employees identify with organizational
goals. On the other, training and development benefits individual employees through helping
them make better decisions and effective problem solving, assisting in encouraging and
achieving self-development and self-confidence, helping an employee a person handle stress,
tension, frustration, and conflict, increasing job satisfaction and recognition and moving the
person toward personal goals while improving interaction skills. The following insights give
a review of relevant literature in a accordance with focused points in this study:

Insight into Training

The importance of training as a central role of management has been recognized by many
research studies. According to, the recognition of the importance of training in recent years
has been heavily influenced by the intensification of competition and the relative success of
organizations where investment in employee development is considerably emphasized.
Further researchers added that technological developments, atomization, mechanization,
changing environment 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 and. Furthermore, the
view that human resource management concepts such as commitment to the organization and
the growth in the quality movement have led senior management teams to realize the
increased importance of training, employee development and long-term education. Such
concepts require not only careful planning but a greater emphasis on employee development
Deep reading of literature considers training as the process of improving the existing skills,
knowledge, exposure, and abilities in an individual. Training is an organized increase from

48
the know-how skills and sensations needed for staff members to execute efficiently in the
offered process, as well as, to operate in underling situation. Moreover, training also
enhances the capabilities of panel of employees in very effective way by motivating them and
transforming them in to well organize and well-mannered, that ultimately affects the
performance of organization. Defines training as an indicator to enhance superior skills,
knowledge, capabilities and outlook of the employees that results in effective performance of
the workers. However, he adds one more thing, that is, training extends the production of the
organization. In line with this is the, believe that training is important mean to improve the
employees‟ productivity which ultimately affects the organization performance and
effectiveness.
Furthermore, state that the most important impact of training on employees and organization
performance is improve the quality and quantity of organization’s output, increase in the
organization’s profitability, safeguarding the organization stability, minimizing the risk,
decrease the organization cost and expenses, improving the management of the organization
and establishing the organization as national and international entities. All these can be
achieved through systematic modification and updating of behavior, Skills and abilities to
effectively meet future employment aspects.

Research shows that in Europe, 44% of employees receive job-related technical skills training
and 33% receive information technology (IT) skills training. 18% of employees have
undertaken sales related training in the past year, while 25% have undertaken personnel
development skills training, 21% management skills training and 15% leadership skills
development. Since training is seen as the most prevalent means for enhancing the
individual's productivity and communicating organizational goals to employees, it has to be
systematic, well planned and effective. For training programs to be effective, training needs
must be identified first. Every training is related to the specific needs of the organization and
of the individual employees. It should be launched only after the training needs are assessed
clearly. The effectiveness of a training programs can be judged with the help of training
needs identified in advance. To identify the same, gap between the existing and required
levels of knowledge, skills, performance and aptitudes is to be specified. The problem areas
which could be resolved through training should also be identified. In the view of [26]
training needs have to be determined first. In this regard, a basic “communication-linking
process” between both parties is required. Training must be addressed in such a way that it
covers the employees performance-development needs and is in accordance with their job

49
descriptions. Both the employee and the employer have to work together in order to
determine what the employees do not know. In addition to the previous arguments, supports a
partnership approach between the employees and their companies in determining training
needs, as well as the involvement of the employees in setting up training goals. By being
involved, employees will not only support the training programs, but their morale will also be
enhanced. Besides involvement and participation; both company management and employee
must hold shared and collective responsibilities in the employee, training and development
process. A After needs assessment, the training objectives must be determined and properly
formulated .i.e. who needs training and what training is needed. Then the training is designed
and implemented accordingly. Once training needs and objectives are identified, then training
programs must be carefully designed and implemented. In this stage, it is very important for
the organization to design the training very carefully, the design and implementation of the
training should be according to previously determined collective needs.

Well designed training programs are more likely to get good results and achieve
organizational goals. In line with this is the argument of who claims that according to
analysis of the existing literature of different studies that training program should be designed
for each job regard to individual, vocational and organization needs. Training programs are
the incentives that all employees need to improve their performance and capabilities,
therefore increase organizational productivity. Consequently, training should be formed,
designed and implemented on the basis of organization specific needs and objectives.

Finally, to determine whether objectives are met or not, training programs are subjected to
overall evaluation. The evaluation system includes identifying participant reactions to the
training process, how much participants learned and how well the participants transfer the
training back on their respective jobs; if employees subsequent performance would be better
than the previous, then it can be said that the training has a positive impact(most of the time)
on employees performance otherwise not Careful review of literature confirms that the
success of training programs depends on the methods of training used by organization.
Training methods most commonly used include: on job training, off job training, orientation
& induction, technical training programs, foundation training programs refresher, training
programs, health & safety training programs, promotional & advancement training programs,
remedial training programs and laboratory training programs.

50
Insight into Development

The focus of human resource development is on developing the most superior workforce
which helps the organization for successive growth..This can only be achieved through
proper and systematic implementation of employee training and development programs.
Employees are always regarded with development in career-enhancing skills which leads to
employee motivation and retention. There is no doubt that a well trained and developed staff
will be a valuable asset to the company and thereby will increase the chances of their
efficiency and effectiveness in discharging their duties. Training is a learning experience
which has a capacity to make positive changes and reach up to the desired objectives of the
organization. It improves the ability of the employee to perform the job efficiently and with
excellence. Development, on the other hand means those learning opportunities designed to
help employees to grow. Development is not primarily skills oriented. Instead it provides the
general knowledge and attitudes, which will be helpful to employers in higher positions.
Efforts towards development often depend on personal drive and ambition. Development
activities such as those supplied by management development programs are generally
voluntary in nature. Development provides knowledge about business environment,
management principles and techniques, human relations, specific industry analysis and the
like is useful for better management of a company. Development programs are regarded as
specific framework for helping employees to develop their personal and professional skills,
knowledge, attitudes, behavior and consequently improve their abilities to perform specific
task in the organization.

Insight into Training and Development

Vast amount of published research has highlighted the types of relationship that exists
between training, deployment and common organizational measures like performance,
productivity, competitive edge and effectiveness. In this study, the researcher concentrated
more on the ties and links in between that brings together the concepts of training and
deployment and then determines the impact of these combined concepts on performance and
productivity. Training and development should be seen not only as the thread that ties
together all human resource practices, but also as the instrument for establishing and
signaling when and how work practices should change. In other words, employees should
take on the role of organizational change agents. To be effective in this role, the human

51
resource manager will need to create a framework for making human resource decisions
based on Accra Polytechnic vision and strategic plan. In line with the above is that, training
helps an individual learn how to perform his present job satisfactorily which involves
developing the individual or employee for a future job and growth of the individual in all
respects. In short, development complements training because human resources can exert
their full potential only when the learning process goes far beyond simple routine.

When brought together training and development is considered as very essential part of the
human resource department in any organization. Claims that training is the process of
teaching, informing, or educating people so that they may become as well qualified as
possible to do their job, and become qualified to perform in positions of greater difficulty and
responsibility. The staff in an organization is trained in different areas so that they become
efficient in performing their activities. In service training is provided to employees so that
their performance in the job increases as well as equips them to hold the responsibilities well.

This training provides a development and growth for the individual through acquiring new
core competencies and capabilities. From the above literature reading one can easily extract
the existence, linkage and depth of relationship between training and development and
employees performance. In his research states that, there exist a relationship between training
and development and employee performance. Training is the method of learning new things
through education, practice and experience. While development will make the employees to
have more awareness and readiness regarding the requirements and requisites of expected
future jobs and hence prepare them effectively that is develop them in away to be mature
enough to contribute to the achievement of organizations goals.

52
Insight into Performance and Productivity

Training and development plays an important role in human resource development to achieve
both objectives of the individuals and the organization. Training and development is said to
have significant impact on employee’s performance as well as organizational performance. In
general, the term performance is a broader based concept which includes effectiveness,
efficiency, economy, quality, consistency behavior and normative measures. According to
[55], the definition of performance is the achievement of specific task which is measured
against predetermined standards of accuracy, completeness, speed and cost. He also added
that, in an employment contract, performance is considered to be an achievement of the
employee commitment that releases the performer from all liabilities that is designed under
the contract. Efficiency and effectiveness are major components of performance, which can
be emphasized through training and development to increase performance of individual.

Organizational performance on the other hand can also be defined as the organization's ability
to attain its goals by using human resources in an effective and efficient manner. Hence the
success or failure of business organizations depends on employee’s performance. Effective
employee training leads to the following benefits: an increase in quality goods and services as
a result of potentially fewer mistakes. Consequently, accuracy, effectiveness, good work,
safety practices and good customer service can be expected. An intelligent and well-trained
workforce is central to both productivity and the success of an organization. Organizations
can save money by retaining valuable employees: the costs of recruitment and training of new
entrants can be avoided due to lower levels of employee’s turnover. In line with this theme, is
the work of in which they said that, training giving to employees will results in increasing the
level of satisfaction of their current jobs. This according to them underlines the needs of
company to concentrate on building employee capability and development to achieve job
satisfaction.

53
 CHAPTER 4

DATA ANALYSIS AND INTERPRETATION

54
 1. GENDER OF RESPONDENTS

Employees were given questionnaire requesting the m to fill up the gender. The data
collected is shown in the form of table and pie chart below.

Gender No. Of respondent Percentage of respondent

Male 20 80
Female 5 20
Total 25 100

Gender
Male Female

20%

80%

Inference: Above table shows 80% of respondents were males and 20% percentages were
females. The gender is displayed graphically using a pie chart. It shows majority of
respondents are males.

55
 2. AGE OF RESPONDENT

The age was divided into five different groups and respondents were requested to specify
which age group they belong. The result is displayed in table form and bar chart form.

Age of Respondents No. of Respondents Percentage of

Respondents
Below 22 10 40
22-25 7 28
25-30 4 16
30-35 1 4
Above 35 3 12
Total 25 100

No. of Respondents
12
10
8
6
No. of Respondents
4
2
0
Below 22 22-25 25-30 30-35 Above 35

Inference: Above table shows 36% of respondents are below 25 years, 46 % of respondents
are of 25-35 age group category and 18% of the respondents are of the age group of 35-45
years age group. It also infers that majority of the respondents are young and below 35 years.

56
 3. QUALIFICATIONS OF THE RESPONDENTS
The respondents were requested to enter their educational qualification and the results are
displayed in table and chart format and interpreted.

Qualification No of Respondents Percentage

10th 0 0
10+2 5 20
ITI 3 12
Graduate 10 40
Post Graduate 4 16
Other 3 12
Total 25 100

No of Respondents
25
20
15
10 No of Respondents
5
0
10th 10+2 ITI Graduate Post Other
Graduate

Inference: Above table shows 40% of respondents are graduates and 16% of respondents of
the respondents are post graduates. It infers that the most of employees are highly qualified.

57
 4. DEPARTMENT OF RESPONDENTS
The respondents were requested to specify their departments for assessing department wise
training needs. The data collected is displayed in table and chart form.

Department No of Respondents Percentage of

Respondents
Administration 12 60
Production 6 30
Any other 2 10
Total 20 100

Departent
14

12

10

Departent
6

0
Admn. Production Any other

58
 5. UNDER GO TRAINING PROGRAMS

Respondent were required to answer that how many time they attend any training and
development Program Held by ALKEM LABORATORIES LTD.

Answer No. of Response Percentage

Yes 20 100
No 0 0
Total 20 100

Yes
No

Inference: According to Above table, it is clear that all the employees of the organization
undergo in the training and development programs of the company.

59
 6. IMPORTANCE OF TRAINING AND DEVELOPMENT PROGRAMS FOR
THE COMPANY

Respondent were required to answer about the importance of training program for the
company. This Question is asked by keeping some Areas in mind. They have to answer on
the behalf of these areas.

Areas Agree Slightly Slightly Disagree Neutral

Agree Disagree
Skill Development 10 7 0 0 1
Performance 12 5 1 0 2
Enhancement
Develop Inter Personal 5 5 3 0 7
Relationships
Increase Knowledge 7 5 2 1 5
Change in Behavior 14 5 0 0 1

Impotance of Training Program

16

14

12

10
Agree
8 Slightly Agree
Slightly Disagree
6
Disagree
Neutal
4

0
Skill Performance Develop Inter Increas Change in
Development Enhancement Personal Knowledge Behaviour
Relationships

60
Inference:

Skill Development: on the behalf of above data show that 40% Employees are agree with the
statement that training Programs are important in the context of skill development.

Performance: Above Data shows that 48%, around 50% of employees agree with that, the
training programs are important for Performance Enhancement. No one is disagreeing with
this statement.

Develop Inter Personal Relationships: According to the data, 20 % employees Agree or

slightly Agree with that, the training programs were important for developing inter personal
relationship.

Increase Knowledge: Around 30 % employees agree that, the training program were helpful
in increasing knowledge of the employees.

Change in Behavior: More than 50% employees are agreeing on the statement that training
change the behavior of the employee. It impact on their behavior.

On the behalf of above information, it is clear that training and development programs are
very important for the company.

61
 7. FREQUENCY OF CONDUCTING TRAINING

Respondent are required to answer that how frequently training and development programs
were organized by company.

Options No. Of Response Percentage

Monthly 10 40
Quarterly 8 32
Half-Yearly 4 16
Yearly 3 12
Total 25 100

No. Of Response

10

5
No. Of Response
0
Monthly No. Of Response
Quarterly
Half-Yearly
Yearly

Inference: on the basis of above table, 40% employees said that Company organize traning
and development program on the monthly basis.

62
 8. TRAINING METHODS USED BY COMPANY

Respondent were required to answer that which method of trainings used by company.

Methods No. Of Respondent Percentage

On the Job Training 4 16
Training Room 15 60
Both 6 24
Total 25 100

Training Method
16

14

12

10

8
No. Of Respondent
6

0
On the Job Training Training Room Both

Inference: according to the data presented in above graph, it shows that 60% employees said
that company use training room, 16 % employees said that company provide training at work
place that means, on the training method is used by company, and 24 % employees said that
company use both the method for training.

63
 9. TRAINING MODULE SATISFACTION

Respondent were required to answer that, they are satisfied with the training module or not.

Opinion No. of Respondent Percentage

Yes 25 100
No 0 0
Total 25 100

Training Module

0%

Yes
No

100%

Inference: All the employees who respond on this question are satisfied with the training
module used by company. No one is shown any dissatisfaction on this question.

There are some barriers arise in Training:

 Language Barrier
 Communication
 Incomplete Massage

64
 10. AFTER TRAINING IMPROVEMENTS

Respondent were required to answer that if they are satisfied with the training module then
what changes you observe in you.

Traits To Great Extent To Some Extent No Change

Skills 20 5 o
Knowledge 17 8 0
Behavior 24 1 0
Develop Relationships 18 5 2
Performance 22 3 0

After Training Improvements

30

25

20
Axis Title

15

10

0
Develop
Skills Knowledge Behavior Performance
Relationships
To Great Extent 20 17 24 18 22
To Some Extent 5 8 1 5 3
No Change 0 0 0 2 0

Inference: Above data show that most of the employees said that training improves
employees performance, skills, knowledge, change in behavior, and develop inter personal
relationship between them up to great extent.

65
 11. CONFIDENT IN HANDLING DAY TO DAY ACTIVITY

Respondent were required to answer that are they feel confident in handling day to day
activities after training. It is a statement about them. They have to give their views regarding
this statement.

Options No. Of Respondent Percentage

Strongly Agree 12 48
Agree 7 28
Neither Agree Not Disagree 6 24
Disagree 0 0
Strongly Disagree 0 0

No. Of Respondent
20

10

0
Strongly No. Of
Agree No. Of Respondent
Agree Neither Respondent
Disagree
Agree Not Strongly
Disagree Disagree

Inference: On the basis of above data chart it is clear that majority of the employees were
agreeing on the above statement that, around 48% employees agree on that statement, that
they feel confident in handling day to activities after training program.

66
 12. PREFER PLACE OF TRAINING

Respondent were required to answer that which place they more prefer for the training
purposes

Place No. Of Respondent Percentage

Training institution 7 28
Within the Company 5 20
Training Workshop 10 40
Other Company 3 12
Total 25 100
.

Percentage

12%

28%
Training institution
Within the Company
Training Workshop

40% Other Company

20%

Inference: Majority of the people prefer training workshop. 40% of employees prefer
training workshops, 28 % employees prefer training institutions, and 12% employees prefer
outdoor training programs. Like: training in other company.

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 13. FACILITIES PROVIDED DURING TRAINING PROGRAM

Respondent were asked for their views regarding the training facilities provided by company
during training weeks or training time.

Facilities Excellent Good Fair Poor

Training Material 4 12 6 3
Mode of Training 3 10 9 3
Trainer 1 15 3 6
Training Room 5 9 7 4
Food 5 7 11 2

16

14

12

10
Excellent
8 Good
Fair
6
Poor
4

0
Training Mode of Trainer Training Food
Material Training Room

Inference: If we talk about the facilities provided by company during training program, on
the behalf of above data we can say that, the average rating for the facilities is good. Around
50% employees are give good rating to the facilities.

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 14. EVALUATION PROCEDURE FOLLOWED BY COMPANY

Responses are collected in the context of how employees feel about the evaluation procedure
followed by the company.

Poor Excellent
1 2 3 4 5
Evaluation 0 4 5 9 6
Procedure

Scale
10
9
8
7
6
5
Scale
4
3
2
1
0
1 2 3 4 5

Inference: above graph shows that, majority of employees give 4 points to evaluation
procedure of the company. No one give 1 point to the evaluation procedure. It means
employees are satisfied with the performance evaluation procedure.

69
 15. PARTICIPATION WITH COLLEAGUES/FACULTY

Respondent were required to give ranking to their participation with colleagues/faculty

during the training program. They have to rate on the scale of 1-5.

Poor Excellent
1 2 3 4 5
Participation 0 0 0 3 22

Scale
25

20

15

Scale
10

0
1 2 3 4 5

Inference: According to above graph 88% employees give 5 points to their participation with
colleagues during training program. No one give less than 4 points to their participation.

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 16. OPPORTUNITY TO PRESENT PROBLEM BEFORE TRAINING

Option N. of Response Percentage

Yes 15 60
No 10 40
Total 25 100

Opportunity
Yes No

40%

60%

Inference: Above Data Shows that 60 % employees said that they get opportunity to present
the problem during training program. But 40 % employees said that they didn’t get
opportunity to present their problem during training program.

71
 CHAPTER 5

SUMMARY, FINDINGS, SUGGESTION,

CONCLUSION

72
SUMMARY
In the first chapter, the research problem was described and sample size and data collection
and analysis methods were defined. The problem identified was “A study on the effectiveness
of training and development with special reference to ALKEM LABRATORIES LTD”. The
research was proposed to be conducted by descriptive statistics method. A questionnaire was
developed using liker scale and used for data collection.

In the second chapter, the footwear the history of footwear, Indian footwear market, growth
of exports of Indian foot wears and demand supply analysis of foot wears was carried out.
The footwear industry was analyzed with porter’s five forces model.

In the third chapter, the company profile of ALKEM LABORATORIES LTD.was studied in
detail including the details of VKC group. Working of various departments such as
Production, Marketing, Finance and Human Resource Management departments was studied
in detail. The success factors of the firm were analyzed in detail.

In the fourth chapter, the theoretical concepts of HRM, training and Development, Needs and
methods of training and development was discussed. The systematic approach to training and
development and the method of measuring the effectiveness of training and development was
discussed.
In the fifth chapter, the data collected through questionnaire was analyzed using percentage
method, tabulated and displayed in by graphical form by using tables and charts. The data
was interpreted. Likert scale mean was found which indicates the overall performance of the
firm.

In this chapter the findings of the study, suggestions for improving the study further are
included. The chapter ends with a conclusion to the study.

73
FINDINGS
After studying and analyzing various training Programs within questionnaire survey of the
employees of ALKEM LABORATORIES LTD. a brief summary is illustrated below.

ALKEM LABORATORIES LTD. has a good team of employees who has under gone
training and development in on-the-job method. All the respondents are graduates with most
of them also holding their post graduation and technically skilled.

ALKEM LABORATORIES LTD. is equipped with very good HRD team.

The impact of the training on the employees of ALKEM LABORATORUES LTD. is reason
ably good and the reason that employee have positive attitude and they take training
seriously.

On-the job training techniques is employed to train the employees. Induction training to new
employees is given adequate importance. Management is giving adequate importance to
develop employees through training.

Majority of the employees felt that the quality of training Programs are good, were fully
useful to them and training Program has helped in improving their performance and quality of
the work.

Majority of the employees who have under gone the T & D Programs felt that the training
Program has helped in improving their technical skills, Managerial skill and human relation
competencies.

The standard of in house trainers is found to be satisfactory. Management gives feed back
regularly on the improvement of performance of employees after attending training
Programs.

74
SUGGESTION

Many employees felt need for training in the areas of latest technical developments.

The organization has to concentrate more on employees who are not satisfied with the present
training methods; they have to be counseled to know their reasons for not being satisfied. So
that effectiveness can be achieved.

The identification of the training needs should be done in view of fast changing technology,
management practices and infrastructure.

A standard measures before and after each training program on level of knowledge, skills,
attitudes and behavior will help to measure its effectiveness more accurately.

The company has to ask its employees to suggest types of trainings which they think is more
helpful in achieving the organizational goals.

Train the employees in all areas like personality development, technical training, and
standard operating procedures with that they can handle multi tasks and balance their
pressures.

Employee’s performance level should be considered for selecting employees for training
programs.

Evaluation of training programs should be done regularly to keep a check on the limitations
and drawbacks. And ensure the success of training programs.

75
CONCLUSION

The training and development program adopted in ALKEM LABORATORIES LTD.. mainly
concentrated on areas like quality aspects, job oriented trainings, technical skills and
knowledge.
Most of the respondents rated as good and excellent towards the overall quality and
effectiveness of the training and development programs and satisfied with the present training
methods.
The company also has to concentrate on small percentage of respondents who are not
satisfied with training programs and whom it has not helped to overcome from their short
comings or work related problems.
Finally the training and development programs provided by ALKEM LABORATORIES
LTD.are found to be effective, credible and commendable, which can be improved further.

76
ANNEXURE:

QUESTIONNAIRE
TO STUDY EMPLOYEE’S PERCEPTION TOWARD TRAINING PROGRAM IN
Alkem Laboratories Ltd,
NAME ……………………………………………………………… Age ……………..
Department ………………………………………………Designation ………………………
_________________________________________________________________________
1. Gender:
Male Female
2. Qualification
10th 10 +2
Graduation Post Graduation
ITI Diploma
3. Did you attend any training program at Alkem?
Yes No
4. If yes then how many time you then how many time you are selected to attend
training program?
……………………………………………………………..
5. How important is training program for company? (Tick Your Answer)
Areas Agree Slightly Agree Slightly Disagree Disagree Neutral
Skill Development
Performance Enhancement
Develop Inter Personal
Relationships
Increase Knowledge
Change in Behavior

6. How frequently training program is conducted?

Monthly Once Quarterly Once
Half Yearly Once Yearly Once
7. Which training method is used by company?
Training Room On The Job Training
Both Other:

77
8. Are you satisfied with Training Module?
Yes No

9. Training Improve Your: ( tick your Answer)

Traits To Great Extent To Some Extent No Change
Skills
Knowledge
Behavior
Develop Relationships
Performance

10. If "No" The reasons for your dissatisfaction:

Trainers are not good Language Barrier
No on the job Training Other:
11. I am confident in handling my day to day activities after training program:
Strongly Agree
Agree
Nether Agree Not Disagree
Disagree
Strongly Disagree
12. Which place do you prefer for training:
Training Institution within the Company
Training Work Shop Other: ……………………………

13. How do you like to rate the facilities provided during the training program?(tick
your Answer
Excellent Good Fair Poor Fair
Training Material
Mode of Training
Trainer
Training Room
Food

78
14. What do you feel about the evaluation procedure followed by the company in the
training program?
Poor 1 2 3 4 5 Excellent

15. How do you rate your participation with colleagues/faculty during the training
program?
Poor 1 2 3 4 5 Excellent

16. Did you get an opportunity to present the problem before your training?
Yes No

17. Suggestion:
………………………………………………………………………………………
………………………………………………………………………………………
………....

79
BIBLIOGRAPHY

1. Mr. Balesh Kumar (Sr. HR Executive)

2. Miss. Anjali Zutshi (Sr. Officer)
3. Mr. Ras Bihari (HR AHRM)
4. I also work on Google form for Designing Questionnaire. It helps me to collect
responses online directly.
 https://docs.google.com/forms/d/1yVJ-l1b_HH6ycij-I24yyc2w0ffpwkftnHMFmOt-
WXw/edit
5. https://en.wikipedia.org/wiki/Alkem_Laboratories
6. https://issuu.com/sanjaykumarguptaa/docs/namebf28a4
7. https://www.alkemlabs.com/index

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