SUBMITTED BY Pardeep Mahajan MBA – IV SEM SESSION: 2008-2010


Maharishi Dayanand University, Rohtak


Especially, employee in a rapidly changing society,

training and development is not only an activity that is desirable but also one that an organization must commit its resources to if it is to maintain a viable and knowledgeable workforce.

Training is a process of learning a sequence of programmed behavior. It is application of knowledge. It gives people an awareness of the rules and procedures to guide their behavior. It attempts to improve their performance on the current job or prepare them for an intended job. The purpose of training is to achieve a


change in the behavior of those trained and to enable them to perform better. In order to achieve this objective, any training programme should try to bring positive 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. Attitude. It moulds his behavior towards his co-workers and supervisors and creates and sense of responsibility in the trainee. IMPORTANCE OF TRAINING. It equips the management to face pressure of changing


It usually results in the increase of quantity and quality of



It leads to job satisfaction and higher morale of the


Trained workers need lesser supervision.

Trained workers enable the enterprise to face competition

from rival organizations.

It enables employees to develop and rise within the

organization and increase their earning capacity.

It moulds the employees attitudes and helps them to achieve

better co-operation with the organization.

Trained employees make better economic use of materials


and equipment resulting in reduction of wastage and


Training instructs the workers towards better job adjustment, and reduces the tare of labour turnover and absenteeism. Benefits of Training: Benefits to Organization Higher Productivity. Training can help employees to increase their level of performance on their present assignment. It enhances skills. Increased performance and productivity are most evident on the part of new employees who are not yet fully aware of the most efficient and effective ways of performing their jobs. Better Organizational Climate. An endless chain of positive reactions results from a well planned training programme. Increased morale, less supervisory pressures, improved product quality, increased financial incentives, internal promotions etc., result in better organizational climate. Less Supervision. Training does not eliminate the need for supervision; it reduces the need for constant supervision. Benefits are of two types


Prevents Manpower Obsolescence. Manpower obsolescence is prevented by training as it fosters the initiative and creativity of employees. An employee is able to adapt himself to technological changes. Economical Operations. Trained personnel will make economical use of materials and equipment. This reduces wastage in materials and damage to machinery and equipment. Prevents industrial Accidents. Proper help to prevent industrial accidents. tainting can

Improves Quality. Trained employees are less likely to make operational mistakes thereby increasing the quality of the company’s products. Greater Loyalty. A common objective of training programme will mould employees attitudes to achieve support for organizational activities and to obtain better cooperation and greater loyalty. Thus, training helps in building and efficient and loyal workforce. To Fulfill Organization’s Future Personnel Needs. When the need arises, organizational vacancies can be staffed from internal sources, if an organization initiates and maintains an adequate tainting programme. Standardization Of Procedures. Trinied employees will work intelligently and make fewer mistakes when they possess the required know-how and understand their jobs. BENEFITS TO EMPLOYEES

training helps each employee to utilize and develop his full potential. they are less prone to industrial accidents. working conditions. The new employee is introduced to his job situation and to his co-employees. privileges and activities of the company. By imparting skills. Higher Earning Capacity. . The skill developed through training serves as a valuable personal assets to the employee. Thus. Proper training can help in preventing industrial accidents. Thus. Training improves the performance of the employees and makes them more useful and productive. The induction training not only helps personal adjustment of the new employee to his job but also promotes good morale in the organization. He is also informed about the rules. Types of Training Programmes Induction or Orientation Training It is a training programme used to induct a new employee into the new social setting of his work. Employees on a personal basis gain individually from training. Increased Safety. Objectives. They secure wider awareness. training facilitates higher remuneration and other monetary benefits to the employee. Development of New Skills. Trained workers handle the machines safely. It remains permanently with the employee. enlarged skill and enhanced personal growth.7 Personal Growth.

workers are enable to learn correct methods of handling machines and equipment avoiding accidents. To ensure that the new employee may not form false impressions regarding their place of work. and it is most useful for jobs. Job Training The object of job training is to increase the knowledge of workers about the job so that their efficiency and performance are improved. The employees learn the job by personal observation and practice as well as occasionally handling it. Under this technique an employee is placed in a new job and is told how it may be performed. minimizing wastes etc. It is learning by doing. In job training. leave rules and other facilities etc.8 To build up the new employee’s confidence in the organization. To promote a feeling of belonging and loyalty. The actual training follows a fourstep process: . To give information to the new employee about canteen.

employees may forger . Having the trainee try out the job to show that he has understood the instructions. Refresher Training With the passage if time.9 Preparation of the trainee for instruction. When the existing employees are promoted to superior position in the organization. Encouraging the question and allowing the trainee to work along and the trainer follow up regularly Promotional Training Many concerns follow a policy of filling some to the vacancies at higher levels by promoting existing employees. Presentation of the instructions in a clear manner. they are required to shoulder new responsibilities. For this training has to be given. This policy increases the morale of workers.

Refresher training becomes necessary because many new jobs are created and are to be manned by the existing employees. Employees require training to bring them up-to-date with the knowledge and skills and to relearn what they have forgotten.10 some of the methods. refresher training is arranged for existing employees in order to provide them an opportunity of revive and also improve their knowledge. Hence. Apprenticeship Training . Rapid technological changes make even the most qualified workers obsolete in course of time. or they may have become outdated because of technological development and improved techniques of management and production. which were taught to them.

For example. It is the source of providing the required personnel for the industry. Apprenticeship training is desirable in industries.11 Apprenticeship training system is widely in vogue today in many industries. which require a constant flow of new employees expected to become all-round craftsmen. . Internship Training Internship training is usually meant for such vocations where advance theoretical knowledge is to be backed up by practical experience on the job. The apprenticeship programmes combine on-the-job training and experience with classroom instructions in particular subjects. Engineering students are sent to industrial enterprise and Medical students are sent to hospitals for practical knowledge.

In vestibule training. which focuses on theoretical framework and the principles involved in the job performance and The practical exercises based on the theoretical aspects in a workshop which is similar to the shop floor in the production department. The following steps are usually considered necessary. The lecture method. .12 Vestibule Training. Identifying Training needs. Theory can be related to practice. Steps in Training Programme Training Programme is a costly and time-consuming process. In this method. actual work conditions are simulated in a class room. This type of training is commonly used for training employees for electrical and semiskilled jobs.

Discovering Or Identifying The Training Needs A training programme should be established only when it is felt that it would assist in the solution of specific problems. Organizational Analysis. Determine the . Presenting the operation. Follow-up or Rewards and feedback. Preparing the trainee. Identification of training needs must contain three types of analysis. Try out the trainees’ performance.13 Preparing the instruction or getting ready for the job.

Operations Analysis. For Each part one should have in mind the desired technique of . its resources and the allocation of the resources as they related to the organizational goals. Preparing the Instructor The instructor is the key figure in the entire programme. Reviews the knowledge. He must know both the job to be taught and how to teach it.14 organization’s goals. This becomes a lesson plan. The job must be divided into logical parts so that each can be taught at a proper time without the trainee losing perspective of the whole. attitudes and skills a person must acquire to contribute satisfactorily to the attainment of organizational objectives. Man Analysis. Focus on the task or job regardless of the employee doing the job.

Creating interest and encouraging questions. Stating the importance and ingredients of the job and its relationship to work flow. Placing the learner as close to his normal position as possible. Preparing the Trainee Putting the learner at ease. Explaining why he is being taught.15 instruction. and . Explaining the ‘why’ of the whole job and relating it to some job the worker already knows.

Explain each step that he is performing. Try Out The Trainees’ Performance . Demonstration is an excellent device when the job is essentially physical in nature. explanation. In addition one may illustrate various points through the use of pictures. Do the job step by step according to the procedure. materials.16 Familiarizing him with the equipment. tools and trade terms. and demonstration etc. Explain the course of the job. charts. Presenting The Operations There are many ways of presenting the operation namely. Have the trainee explain the entire job. diagrams and other training aids. an instructor mostly uses the method of explanation.

It is worth remembering that if the learner hasn’t learnt. gradually building up skill and speed. some complicated steps are done for the trainee the first time. This step is undertaken with a view to testing the effectiveness of training efforts. explaining him each step.17 Under this. As soon as the trainee demonstrates that he can do the job in the right way. Selection of a Training Method Nature of Problem Area The choice of training method depends upon the task . the teacher hasn’t taught. Then the trainee is asked to do the job. the trainee is asked to go through the job several times slowly. Mistakes are corrected and if necessary. Follow-Up The final step in most training procedures is that of follow up.

Adequate time is necessary to make the training programme as . To make a training programme effective adequate finance is necessary. Therefore before venturing into a training programme we have to first find a good trainer.18 to be done or the manner in which people interact with each other. He is the most important figure in the entire training programme. Availability of Finance Availability of finance is crucial for any training programme. Level of Trainees in the Organization’s Hierarchy Method’s Ability To Hold And Arouse The Interest Of Trainees During The Training Period Availability Of Competent Trainers A training method is as effective as the ability of the trainers. Availability of Time Training cannot be done in a hurry.

19 success. .

This is learning through on-the-job experience. Coaching involvers direct personal instructions and guidance usually with demonstration and continuous critical evaluation and correction. Method of Executive Development On-the-Job Methods Coaching. Self-development is an important concept in the whole programme of management development. Coaching is given by a superior as he teaches job knowledge and skills . Executive or Management Development implies that there will be a change in knowledge and behavior of the individuals undergoing development programme.20 EXECUTIVE OR MANAGEMENT DEVELOPMENT Executive or management development is a long-term educational process utilizing a systematic and organized procedure by which managerial personnel learn conceptual and theoretical knowledge.

Job Rotation. a trainee is assigned a project that closely related to the objectives of his department. It allows the managers to appreciate the intricacies involved in difficult jobs and how their own jobs are affected by such intricacies. The trainee is periodically rotated from job to job so that he acquires a general background of different jobs. Special Projects. It provides an opportunity to a trainee to develop himself. Under this method. It provides quick feedback to the trainee as well as trainer of what they lack and what measures can be taken to overcome their shortcomings. . Job rotation is a means for management development offers certain positive contributions.21 to a subordinate. The trainee will study the problem and make recommendations upon it.

Role playing helps the trainees to develop better perspective in performing their jobs because they may see the jobs from different angles. This method helps trainees to solve an actual organizational problem. Under this method. Here various individuals are given the roles of different managers who are required to solve a problem or to arrive at a decision.22 Committee assignments. It develops the decision-making ability in the trainee. an adhoc committee is constituted and assigned a subject to discuss and make recommendations. . The trainees have to work together and offer solutions to the problem. The committee will make a study of the problem and present its suggestions to the departmental head. Off-the-Job-Methods Role Playing. Case Study. It produces realism into formal instruction.

It demonstrates various types of goals. if any. communication of procedures and . are clarified. The case method is used in the classroom with an instructor who serves as a facilitator. Conference Training. facts and conditions obtained from real organizational settings. The conference method is a group-centered approach where there is a clarification of ideas. the trainer delivers a lecture and involves the trainees in a discussion so that doubts.23 It develops a cooperative approach and independent thinking in work-related situations. In this method. The trainees may be given a problem to discuss which is more or less related to the principles already taught. The trainee is expected to study the information given in the case and make decisions based on the situation.

Two or more teams participate depending on the situation. Leaderless group discussion takes place where group members express their . with each team having 4 to 7 participants. Participants learn to operate in a competitive environment. a small group of ten to twelve people is assisted by a professional behavioural scientist who acts as a catalyst and trainer fo the group. The trainee as a member can learn from others. Each competing team is given a company to operate in the light of the situation provided in the game. or T Group Training. In sensitivity training. A management game is a classroom exercise in which teams of students compete against each other to achieve common objectives. Sensitivity Training. The participants develop skills particularly diagnostic decision-making skills and group interactions skills. Management Games.24 standards.

Groups of trainees consisting of 8-10 members in each group are involved in the analysis of a problem. in this method. Also called ‘In-tray’ method of training. the participants are given a number of business papers such as memoranda. These are then evaluated by group members with the help of the trainer. Each group independently discusses the issues involved and presents its ideas. Present the exercise to the trainee and to note his reaction. They can discuss anything they like. reports and telephone messages that would typically come to a manager’s desk. In-Basket Exercise. Papers are given to the participant and he is required to act on the information contained in these papers.Also known as ‘Junior-Board of . Each group is given a brief about the problem. Multi-management. Syndicate Method.25 ideas and feelings freely.

The assessment of how successful employees have been at meeting their individual goals. Special Courses. The executives may be required to attend special courses. These differences are natural to a great extent and cannot be . People differ in their abilities and aptitudes. This leads us to the topic of performance appraisal.26 executives’. PERFORMANCE APPRAISAL Since organizations exist to achieve goals. it is a system in which permanent advisory committees as constituted to study problems of the organizations and make recommendations to top level management. becomes a critical part of HRM. the degree of success that individual employees have in reaching their individual goals is important in determining organizational effectiveness. therefore. which are formally organized by the enterprise with the help of experts from educational institutions.

there is a great need to have suitable performance appraisal system to measure the relative merit of each employee. attitude and personality. Thus. . a fair determination of the worth of an employee can take place only by appraising numerous factors some of which are highly subjective. There will be some differences in the quality and quantity of work done by different employees even on the same job. while others are highly subjective. but there is no device to measure the subjective factor precisely. as for instant. as for instant. it is necessary for management to know these differences so that the employees having better abilities may be rewarded and the wrong placements of employees may be rectified through transfers. Therefore.27 eliminated even by giving the same basic education and training to them. The objective factor can be assessed accurately on the basis of records maintained by the Human resource or personnel Department. attendance. Notwithstanding this. The individual employee may also like to know the level of his performance in comparison to his fellow employees so that he may improve on it. The basic purpose of performance appraisal is to facilitate orderly determination of an employee’s worth to the organization of which he is a part. However.

.28 appraisal of these factors must be done to achieve the full appreciation of every employee merit.

systematic assessment of how well employees are performing their jobs in relation to established standards. According to Flippo “Performance appraisal is the systematic. It also identifies individuals with high potential who can be groomed up for higher . transfers and terminations. USES OF PERFORMANCE APPRAISAL Provide valuable information for personnel decisions such as pay increases. “the formal. promotions. periodic and an impartial rating of an employee’s excellence in matters pertaining to his present job and his potential for a better job. Provide feedback about the level of achievement and behaviour of subordinates. and the communication of that assessment to employees”.29 Definitions. The information provided forms the basis for suitable personnel policies. demotions. According to Wendell French. performance appraisal is.

It provides information. Tell a subordinate how he is doing and suggesting necessary changes in his knowledge. which contributes to productivity. . These needs can be assessed because performance appraisal shows people who require further training how to remove their weaknesses. It also serves to stimulate and guide employee’s development. By indentifying the weaknesses of an employee. which helps to counsel the subordinate. behaviour and attitudes. Performance appraisal promotes a positive work environment. Performance appraisal facilitates human resource planning and carrier planning permanent performance appraisal. Analyze training and development needs. it serves as guide for formulating a suitable training and development programme to improve his performance in his present work.30 positions.


The system must rate the ratee for the present job and his potentialities for the higher job. Promotions: This is the most important administrative use of performance appraisal. A properly developed and administered performance appraisal system can aid in determining whether individuals should be considered for promotions. and 2) Self-improvement Administrative Objectives. It is mismanagement to promote employees into position where they cannot perform effectively at the time in question. A person performing the job well does not necessarily mean that he is fit for promotion.32 Administrative. . It is to the common interest of both the management and employees to promote employees onto position where they can most effectively utilize their abilities.

appraisals and seniority are used in combination. it may be necessary to consider various types of personnel actions such as transfer. In some cases. In some cases.33 Transfers: In an organization. demotions and discharges. layoffs. c) Wage and Salary Administration: In some cases. the wage increases are based on the performance appraisal reports. such actions are called for because of unsatisfactory performance while in other cases it may be called for due to economic conditions over which the organization has no control because of changes in production process. . Such actions can be justified if they are based on performance appraisal.

It can also provide the areas where the employees/executives could be further trained and positioned to meet retirement and expansion situations. or counseling.34 d) Training and Development: An appropriate system of performance appraisal can be helpful in identifying the areas of skills or knowledge in which certain employees are not up to par. discussions. Various . e) Personnel Research: Performance appraisal helps in research in the field of personnel management. Performance appraisal can also help in spotting the talented employees so as to train and develop them to create an inventory of executive skills. thus pointing out general training deficiencies which presumably should be corrected by additional training.

or financial knowledge. The performance appraisals bring out the deficiencies and shortcomings of the employees. translate his ideas into action. The manager’s .35 theories in human relationship are outcome of efforts to find out the cause and effect relationship between the personnel and their performance Self Improvement. Performance appraisal helps human resource development in a way. incorporate new information as it arises and carry his plans through the results. It highlights a sort of total managerial action in contrast to things they customarily factor out as conceptual entities-things such as planning function. Performance appraisal also helps to spot out a person’s ability to see an organization problem. A promotion minded individual could ask for the target programmes of a position he seeks and use the information given by performance appraisal to prepare him for the job and enhance his candidacy. leadership ability. devise ways of attracting it.

.36 selection will often be improved by this emphasis on the whole managerial job.

It considers the abilities and performance of It considers the requirement of individuals. promotion .37 Difference between Performance Appraisal and Job Evaluation: Performance Appraisal 1. It is also termed as which the normal performance of merit as it is concerned with the particular jobs make on average comparative merit of individuals. 2. The purpose of merit rating is to appraise the performance of individuals to take decisions like increase in pay. Job Evaluation Performance appraisal is concerned with the Job evaluation is the analysis of differences among the employees in terms various jobs to know the demands. The purpose of job evaluation is limited. It also serves as guidelines for the management to consider the type of training. to determine the worth of the job on the basis of demands made by a particular job on the average worker. of their performance. 4. It does not take into account the individual abilities of the job-holder. etc. transfer. promotion. 5.e. employees. it measures the worth of different equitable. 3. As a matter their wage levels that are fair and of fact. This facilitates fixation of wages for various jobs. employees to the organization. Performance appraisal is used as a basis of Job evaluation is used to shape the personnel policies as regards transfer and wage policy of the organization. i. which should be imparted to the employees. Performance appraisal rates the man and not Job evaluation analyses the job to the job as it is concerned with assessing of determine their relative worth and fix the abilities of the individuals. various jobs in terms of jobs description and job specifications.

Forced distribution.38 Methods of Appraisal There are various methods of merit rating may be classified into: Traditional Methods and 2) Modern Methods. There are seven traditional methods of appraisal. punctuality. versatility. . Evaluation of employees is done on the basis of standards of personal traits or qualities such as attitudes. loyalty. knowledge of job. They are based on trait-oriented appraisal. dependability. They are: Unstructured appraisal. Graphic – rating scales. Check – lists. etc. initiative. Employee ranking. leadership. Traditional Methods Traditional methods are very old technique of performance appraisal. Critical incidents. judgment.

comments are required to be grouped under specific headings such as quality of job performance. All workers are judged on the same factors and they are rated on the overall basis with reference to their job performance instead of individual assessment of traits. This system is highly subjective and has its merit in its simplicity and is still in use especially in the small firms. In this way.39 Field review. It permits comparison of all employees in any single rating group regardless of type of work. and development needs. The difficulty of this system is that the rater is ranked to consider a whole person. personality traits. Subjectively of the appraiser may . Unstructured Appraisal. in some organizations. the best in placed first in the rank and the poorest occupies the last rank. reasons for specific job behaviors. the appraiser is required to write down his impression about the person being appraised in an unstructured way. Ranking Method: Ranking is a simple process of placing in a rank according to their job performance. Under this. However.

40 enter into his judgments. Paired comparison is an improvement over simple ranking. Obviously the number of rank order would be n(n – 1)/2. and so on. The rater is provided with a little booklet containing two names on each page. The other difficulty with this method is that it does not indicate the degree of difference between the first man and the second man. as it does not make evaluation of any improvement in the employees that might have been over a period of time. every employee is compared with every other employee in the same job family. every employee in a job family is compared with every other employee to determine which is the better worker. Under this. . It cannot be used for periodic employee’s ratings. where n is the total number of persons to be compared. In this way. The paired comparison gives a more reliable rating than the order of ranks although this system is more tedious to construct and use. Asking the appraiser to rank employees on certain desirable traits can reduce the subjectiveness in this method.

In this system.. and 10% ‘poor’. They fail to evaluate the poor. It has an advantage over the paired comparison system in that two or more employees can be given equal ratings. The objective of this technique is to spread out ratings in the form of a normal distribution. they either rate all workers as excellent. This method obviously eliminates the room for subjective judgment on the part of supervisors. i. This system is easy to understand and administer. which is open to criticism. 20% ‘above average’. Many . above average. average below average and poor. The forced distribution system is devised to force the appraiser to fit the employees being appraised into predetermined ranges of scales. average or poor. 40% ‘average’. average or excellent employees clearly.e.41 Forced Distribution Method: Some appraisers suffer from a constant error. This system is based on the presumption that employees can be divided into five points scale of outstanding. the appraiser is asked to distribute the employees into these categories in such a way that about 10% of the men are in group ‘outstanding’.

. The selection of factors to be measured on the graphic rating scale is an important point under this system. Since certain area of job performance cannot be objective measured. As a matter of fact. Five degree are established for each factor and general definitions appear at points along the scale. Graphic Rating Scales: Under this method. such as initiative and dependability. scales are established for a number of specific factors and qualities. this group is comparatively smaller. it is likely that graphic scales will continue to use a mixture of both characteristics and contributions. forced distribution of rankings is feasible for a large group. and Contributions. the rater is supplied with a printed form. such as quantity and quality of work.42 times. one for each person to be rated. Generally. There are two types: Characteristics.

The main drawback of this system is that the rater may be biased. . he is asked to give example of the ratee’s behavior that justifies the assigned rating.43 Graphic scales impose a heavy burden upon the supervisor. A supervisor may tend to rate him men high to avoid criticism from them. In effect. However. one means of ensuring that the rater has based his scoring upon substantial evidence is to leave space on the form after each factor and require him to explain the reason for his rating. He must report and evaluate the performance of his subordinate on scales involving as many as five degree on perhaps ten different factors.

If a man scores for attendance. Frequently. A supervisor may tend to rate his men high so that they may receive high share of pay raises in some cases. attitude. various statements are prepared in such a manner that they describe various types and levels of behavior for a particular job. skew ness and dispersion. Each statement .44 The graphic rating method is easy to understand and easy to use. etc. the rating tends to cluster on the high side under this system. cooperativeness. Weighted Check List: Under this method. It permits the statistical tabulation of scores in terms of measures of central tendency. and b) Forced choice. However. The scores presumably reveal the merit or value of every individual. Check Lists: It also consists of two techniques: Weighted check list. It permits a ready comparison of scores among employees. this method has certain serious drawbacks. There is an implication that a high score of one factor can compensate for a low score on another.

45 is attached with a scale value. rating is placed on separate cards. They rank the employee from poor to excellent. At the time of rating the employees. It requires certain qualifications to be met on the part of the supervisor regarding the job he is assigned to look after. When this process is over. The weighted check – the persons thoroughly acquainted with job and perfect at preparing and weighing statements should prepare list. Then the weights are averaged and employee is evaluated. it compels the supervisor to think in terms of very specific kinds of behavior. the supervisor just collects and checks all the statements. After the weights and values are attached to the individual traits. the rating up to this level is gathered on the rating sheet. . Because of this. Moreover. Under this method. the supervisor is not allowed to accumulate vague impressions as a basis for rating. this method is a relatively costlier affair. It puts more strain on the financial resources of the organization particularly in terms of personnel development time. This method involves a lengthy procedure of evaluating employees. Then raters who actually observed the accomplishment of the work sort these cards. Weights are then assigned to the statements in accordance with the way they are ranked by the raters.

the rater is forced to choose between descriptive statements of seemingly equal worth describing the person in question. Can be dependent upon to complete any job assigned. Forced Choice: This method is used particularly with the objective of avoiding scope for personal prejudices.46 Financial burden is further increased when diverse jobs are evaluated. Statements are chosen of both the sides (favorable as well as unfavorable). Gives clear instructions to his subordinate. Under this method. as a separate procedure must be established for each job. Only one of the statements in each pair is correct in identifying the better performances and this . the following two pairs of statement from each pair that is represented by supervisor. but he must select the one that is more descriptive. Shows favoritism to some employees. Makes promises that he knows he cannot keep. For example. The rater may feel that neither of the two statements in a pair is applicable.

Thirdly. it is difficult for a supervisor to discuss rating switch subordinates because the personnel department scores the items. Forced – choice method is also not free from drawbacks.47 scoring key must be kept secret from raters. They are as follows: Firstly. this procedure involved is very lengthy and hence more time – consuming. . Became upset over work. Resisted the implementation of change. it is very expensive to install this system. The main advantage of establishing this system of performance appraisal is that it has greater objectivity than most other methods. Critical Incident Method: A critical incident means a significant act by an employee exceeding or failing any of the requirements of his job. It represents an exceptional behavior of an employee at work. Secondly. In this way. bias removed from the appraisal process. as for instance.

which indicate ineffective or poor behavior. Suggested an improvement in the work method’ Tried to get a fellow worker to accept the management decision. responsibility and initiative. which indicate effective or successful action and those. Theoretically. productivity. the supervisor may forget the incidents with his subordinates. This method requires every supervisor to record all such significant incidents in each employee’s behavior. Under the critical incident method. which contains categories or characteristics under which various behaviors can be recorded.48 Refused to help a fellow worker. this should provide a sound and an objective basis for appraisal of performance of an . Welcome new ideas. These are recorded in a specially designed notebook. learning ability. dependability. Daily recording of these items seems to be essential because. otherwise. the supervisor is supposed to refrain from passing overall judgments and concentrate upon discussing facts as he sees them. Examples of such type of job requirements of worker a are judgment. accuracy of work.

If the critical event does not happens’ it will be difficult to rate an employee. equally divided between effective and ineffective specimens. It has been observed that most of the time the employees have neither positive nor negative incidents. The number of such performance behaviors ranges from 80 to 150 incidents. . as it requires the supervisor to pay close attention to what an employee is doing. The usual procedure in constructing the specimen checklist is to collect behavior incidents from certain experts in this area. The critical incident method is not a rating method. Moreover. This method suffers from the defect that outstanding incident happens so frequently that individual’s appraisal may not vary markedly between any two time periods. it may be difficult for a supervisor to decide what is the critical or exceptional incident. To rectify this defect. which are considered to be an example of uncommonly.49 employee. or effective job behavior. Her against the human bias may appear in recording the critical incident. which consists of a number of behavior incidents. ineffective. Gerald Whitlock designed a specimen checklist.

an expert from the personnel department interviews the supervisors. The workers are usually classified into three categories as outstanding. and the possible plans of action in cases requiring further consideration. He probes to find out only how a man is doing but also why he does that way and what can be done to improve or develop him. The expert questions the supervisor to obtain all the pertinent information on each employee and takes notes his notebook. The success of field review method depends upon the competence of the interviewer. his weaknesses. he can contribute significantly to accurate appraisal. the level of performance of each subordinates. promotion ability. Thus. but overall ratings are obtained. Field review method relieves the supervisors of the tedious writing work . outstanding ability. If he knows his job.50 Field Review Method: Under this method. The questions are asked and answered verbally. The interviewer questions the supervisor about the requirements of each job in his unit and about the performance of each man in his job. The supervisor is required to give his opinion about the progress of his subordinates. there is no rating form with factors or degrees. satisfactory and unsatisfactory. good points.

Criticism of Traditional Methods: The general criticism of traditional performance appraisal systems is that they are two subjective in nature because all of them are on personal judgment of the rater. It also ensures a greater likelihood that the supervisors will give adequate attention to the appraisals because the personnel department largely controls the process. It is the tendencies of many . The appraiser may not be able to judge the competence of the employees because of lack of training. Superficial judgment can be eliminated if the appraiser probes deeply. performance ratings are frequently subject to a number of errors and weaknesses. which are discussed below: Halo Error: This type of error occurs when the rater allows one aspect of a man’s character or performance to influence his entire evaluation. Because of the judgment role of the supervisors under the traditional system.51 of filling in appraisal forms. The personal judgment is always subjected to personal bias or prejudice as well as pressure from certain other areas.

generally the raters are reluctant to rate people at the outer ends of the scale. The rating scale technique of performance appraisal is particularly susceptible to the halo supervisor judge all of his subordinates on a single factor or trait before going to the next.52 raters to let the rating they rating to one characteristic excessively influence their rating on all subsequent characteristics. The rater knows that he has to appraise his subordinates at periodic intervals but if he is unfamiliar with some of the subordinates or does not have sufficient time to devote to the rating process. So he may rate them ‘average’. all average to be a true rating. The error can be recognized quite easily on factors scales. Central Tendency: This error occurs when the rater is in doubt about the subordinates or has inadequate information about them or is giving less attention and effort to the rating process.e. he may play it safe by neither condemning nor praising. It is possible for this type of rating i. Many supervisors tend to give an employee approximately the same rating on all factors. Because of these reasons. . he can consider all of the men relative to a standard or to each other on each trait.. In this manner. but its probability is less than its frequency.

53 Leniency or Strictness: Some supervisors have a tendency to be easy raters and others have a tendency to be harsh in their ratings. Some employees being aware of this tendency show better results when they feel that they are being observed and the report of their performance is to be compiled soon. Miscellaneous Biases: In many cases. Recent Behavior Bias: Often some raters evaluate persons on the basis pf their performance in recent few weeks. average behavior is not checked. Lenient or easy raters assign consistently high values or scores to their subordinates and strict or harsh raters give consistently low ratings. the rater may give higher ratings because he thinks that it would look bad for him if employees in the other department received higher pay increases than his pay. Both the trends can arise from varying standards of performance among supervisors and form different interpretations of what they observe in employee performance. Supervisors will tend to rate their subordinates near the middle of the spectrum if their bosses put pressure on them to correct the worker’s average .

Criticism increases antagonism and defensiveness. Some supervisors show bias against members of the opposite sex or of another caste. .54 rates or to get rid of the subordinates. Many a times. a rater is influenced by organizational positions and may give higher ratings to those holdings the higher positions. religion or nationality. In a study of appraisal systems in General Electric Co. Criticism has a negative effect upon achievement of goals. the investigator found that traditional approach of performance appraisal resulted in the following responses: Criticism arises from the very nature of the system. USA. Many people have attacked the reliability and validity of traditional systems on different grounds. They also give higher ratings to senior employees because they are too ready to admit that they have not improved under their leadership. but the fundamental criticism has been founded upon the judgment role of the supervisor and the antagonistic response of the subordinates. which lead to interior performance.

55 Praise has little effect. Participation by the employee in the goals setting procedure helps favorable results. respectability of their supervisors.a year activity. ability of the supervisors to plan. differences in subordinates response pattern remained unchanged. When the alternative behavioral approach was introduced by one – half of the supervisors. the extent to which their abilities were utilized. acceptance of organization goals and value of the appraisal interviews. That is why it was observed: Coaching should be a day – to – day. one way or other. not a once . Mutual goal setting not criticism improves performance. In this study. ninety-two appraisal interviews based on traditional measurements were analyzed. all reported more favorable attitudes on such items as amount of help received. For the appraiser of behavioral supervisor. 2) Modern methods . Those subordinates receiving above average criticism showed less improvement in ensuring ten to twelve weeks than those receiving less criticism.

which are used by the modern concerns. Essentials of a Good Appraisal System. RELIABILITY AND VALIDITY JOB RELATEDNESS STANDARDIZATION PRACTICAL VIABILITY TRAINING TO APPAISERS OPEN COMMUNICATION EMPLOYEE ACCESS TO RESULTS .56 There are two important methods of performance appraisal. The first is management by objectives. which is based on the behaviour of the subordinates. The second is behaviorally anchored rating scale. which represents result-oriented appraisal.

Different qualities to be rated may not be given proper weightage certain in cases. the result of merit rating will not be accurate.57 CLEAR OBJECTIVES POST APPRAISAL INTERVIEW PERIODIC REVIEW NOT VINDICTIVE IN NATURE Limitations of Performance Appraisal: Performance appraisal may not yield the desired results because of the following deficiencies: If the factor included in the assessment is irrelevant. .

So the ratings are likely to be biased in the same.58 Some of the factors are highly subjective like initiative and personality of the employees. so the actual rating may not be on scientific lines. Lack 360 degree performance appraisal resist the employee to work with zeal and anthusiasm personal emotions and likes. .

59 .

Time Wage. Wages do not depend on the performance of the employee. Giving satisfactory and fair amount of compensation.per day. . Methods of Wage Payment Compensation paid to the labour for the service offered is called as wages or salary.:.g. Piece Wage. Good compensation plans have a salutary effect on the employees. bonus and shared profits. per month etc. Time Wage It is based on the amount of time spent.60 SALARY ADMINISTRATION Services rendered by individuals to organizations have to be equitably paid for. This compensation generally comprises cash payments which include wages. can probably eliminate most of the labour disputes. Wage is measured on the basis of unit of time e.

labour- The worker will give greater care and attention on quality and therefore workmanship can be assured. It facilitates payroll fuction. thereby removing the fear of irregularity of income. Conducive climate is provided for better management relations as dispures are minimized. The worker knows exactly the amount he is to get. Advantages of Time Wage System: Sence of security of income. . It provides guaranteed and secured income.61 Features of Time Wage: It is widely used as it is very simple to compute the earnings.

The worker is interested in higher efficiency. Piece Wage It is based on the amount of work performed or productivity. It can offer direct connection between effort and reward. It is simple and easy to understand. Best method to ensure higher productivity. There is no encouragement for better performance. Ambitions workers receive no monetary reward for their talents. It demands intensive and strick supervision.62 Disadvantages of Time Wage System: Time Wage System offers no incentive for employees to put forth their best efforts. The earnings of the employee are directly proportional to his output or performance. . Cost accounting and control by management is made easy. Advantages of Piece Wage System Direct connection between effort and reward.

Measurement of the amount of work done. Establishment of standard output on the basis of which the incentive has to be worked out. both Time Wage and Piece Wage systems are blended together in such a manner that the workers are induced to increase their productivity. Under the incentive plans of wage payment. This leads to risk of accident and excessive fatigue.. Time and Piece wages. It is an ineffective method. if quality is to be given top preference.63 Disadvantages of Piece Wage System Danger of overlook. We require a lot of supervision to maintain the quality and standard of work.e. Incentive Wage Plans A system of wage payment which would maintain both quality and quantity is called Incentive wage plan and it is naturally a judicious combination of both basic systems of wage payments i. .

Under this plan bonus is based on that proportion of the time saved which the time taken bears to the standard time. The standard time required for a job is determined beforehand on the basis of time and motion studies. A standard time is determinded before and a bonus is paid according to time saved. Rowan Plan.64 Setting up a suitable rate of incentive. are guaranteed and the slow worker is not made to suffer. Under . Workers who perform the job in less than the standard time and thus save time are rewarded with a bonus but the worker who takes longer than the standard time is not punished. Taylor’s Differential Piece Wage Plan. Halsey Plan. and is paid wages according to time wage system. The only difference between Halsey Plan and Rowan Plan relates to the calculation of bonus. Wages. according to time basis.

The Gantt System. The foreman is also given a bonus if the worker under his care attains the required standard of efficiency. The worker receives the bonus only if he attains the required standard of efficiency. there is no guarantee of bonus. The Emerson Efficiency System. The standard of output is fixed per hour or per day and two piece wage rates are laid.65 this plan. If he takes longer then the required time. If he completes the job within the required time. he receives a lower bonus. he is paid bonus. This system is similar to the Emerson efficiency system. In this system. . the worker is allowed a certain time within which he is required to complete his job. are entitled to the higher rate and those. No bonus is paid to a worker where his efficiency is less than 100 %. Those exceeding the standard or even just attaining it. whose output is less than the standard output are paid at a lower rate.

Companies also use these benefits . mostly every company provides additional benefits to its employees along with the scheduled salary.66 Fringe Benefits Fringe benefits are the additional benefits and services that are provided by a company to its employees in addition to their direct salary. as most of the fringe benefits are not taxed benefits. such as health and insurance with less expenditure. Employees are attracted and get encouraged with these additional benefits and services. Another advantage of fringe benefits is that the employees can avail the fringe benefits. There are a lot of advantages of fringe benefits that attract the employees. Firstly. Therefore. they are not included in the taxable income. Today. fringe can be defined as the additional benefits and services that a company provides to its employees on the basis of their performance.

Along with attracting the employees. Minimize turnover. Promote recruitment. Oppose labour unrest. fringe benefits such as vacations along with holidays and rest break also help the employees to get fresh and perform their duty with more encouragement. Lessen fatigue. .67 to attract and maintain the existing employees by providing them additional benefits. Satisfy employee objectives. Reduce overtime costs.

It is the movement of an employee to a more responsible job within the same occupational unit and with a corresponding increase in pay. Dry promotions are those which are given in lieu of increases in compensation. Dry Promotion Dry promotion is a promotion is a promotion as a result of which there is no increase in the employee’s pay. .” Types of Promotion Limited Promotion Limited promotion is also known as upgrading. It is usually made decorative by giving a new and longer title to the employee.68 PROMOTION Definitions of Promotion “A promotion is the transfer of an employee to a job which pays more money or one that carries some preferred status.

a person must either earn a promotion or seek employment elsewhere. .69 Multiple Chain Promotion Multiple chain promotion provide for a systematic linking of each position to several other positions. Basis of Promotion Different promotion systems are used in different organizations. Such promotions identify multi promotional opportunities through clearly defined avenues of approach to and exist from each position in the organization. In this type of promotion. Merit Cum Seniority Promotion. Up and Out Promotion Up and Out promotion often leads to termination of services. Promotion Based on Seniority. Promotion Based on Merit.

employees are promoted to higher positions purely on their performance and work record. Seniority systems put a premium on length of service and job experience. experience performance and track record. Promotion Based on Merit Under promotion based on merit. experience.70 Promotion By selection. Time Bound Promotion. Promotion Based on Seniority Seniority based promotion systems are based on the length of service of an employee in an organization. the management will look into the qualifications. Merit cum Seniority promotion . In the case of promotion based on seniority. the employees are promoted to higher positions purely based on their length of service irrespective of their qualifications. Temporary Promotion. Here. previous work record.

Both the service seniority and work efficiency will be taken into account in promoting an employee.71 Promotion based on “Merit cum Seniority” would have a blend of the advantages of both the systems discussed above. The employees are normally temporary promotions are automatically made permanent. An employee who has service seniority with desired level of merit and efficiency would be given priority in promotion to the next cadre as compared to others having only one of them. Promotion by Selection Promotion by selection is a process through which employees are promoted after undergoing rigorous test and screening. Under this system employees with service seniority or better qualifications and experience need not be promoted automatically. Put to various tests and interviews before a inal selection is made and .

72 some employees are promoted. . Temporary Promotion Scheme Also known as officiating promotion scheme. Time Bound Promotion Scheme Under this method. employees would be promoted according to standards of time set for promotions higher cadre subject to the condition that they possess the minimum qualifications required for entry into a higher position. under the temporary promotion scheme. Such temporary promotion is no guarantee for a permanent promotion though. officials are prom oted temporarily to higher positions in case there are vacancies and it they are due for promotion.

The workers do to get long leave to go to the villages and hence they resign and go home at the time of harvesting of sowing of the crops. bad health. is the rate of change in the number of employees of a concern during a definite period. Resignations may be due to such causes as dissatisfaction with working conditions. . Cause of Labour Turnover Resignations. Labour turnover is the cause and effect of instability of employment. sickness. It is a measure of the extent to which old employees leave and new employees enter the service of the concern. When workers return form their villages after having finished their agricultural operations. The village nexus is still very strong in many industries. insufficient wages.73 LABOUR TURNOVER Labour turnover. they do not find old jobs and have to seek employment elsewhere. old age etc.

74 Dismissal. . Workers organizations should be encouraged to maintain contact with the workers and redress their grievances. Provide better career opportunities. insubordination and inefficiency. Dismissal of employees are the second important cause o labour turnover. Measures to Reduce Labour Turnover Increase pay levels to meet competition. new workers are recruited. misconduct. Introduce procedures for relating rewards to performance. they are discharged and again when new work stars. Provide adequate training. Labour turnover amount the temporary workers is due to the fact that as soon as a particular piece of work is completed for which workers had been employed. Improve working conditions. Improve recruitment and selection procedures to ensure that job requirements are specified accurately and the selected employees fit the specifications. Dismissal may occur due to participation in strikes or union activities.

At the end we can imagine how long this company can keep its performance and market share high. This survey emphasizes the interest level of the company on giving training and outcome of the training. incentives and promotions which keep the employees morally active and fit. wages and salary.75 SYNOPSIS Training is the very essential part for the employees as well as for the organization. Objective of Study Objective of this study is to know how much training and its related activities show impact daily performance of . The related activities of the training include the performance appraisal. Training stimulates and stipulates the employee in order to increase the performance and output level of the organization.

76 employees and for the better future of the company. . Corrective steps can be taken if the activities are not showing desired results.

Manmohan Singh. PROFILE OF THE COMPANY First of all I would like to explain the process of the Tea leaves in the machines in order to make the consumable tea. located in the West Bengal at Banarhat in New Jalpaiguri District.77 I have done my project in the NEW DOOARS TEA ESTATE under the guidance of Mr. PLUCKING TEA LEAVES WEATHERING CTC ROLLING CFM DRYER SORTING DISTRIBUTION .

Sorted products are distributed among the region wise. It is noted that all the green leaves are taken from the single garden as input material. DRYER. CFM (COLOUR FORMATING MACHINE). Here chopped leaves are processed for rolling. Here leaves are chopped as per the needed sizes. Plucked leaves are weighed and according to the weight wages are given. Here leaves are rolled by the giant wheels. Once leaves are rolled them they aree forwarded to CFM to give the desired and public acceptable colour. Here was given to the workers are on the basis of piece wages method. SORTING. Here dried leaves are sorted according to the size. quality wise.78 PLUCKING. It makes the leaves fungus free. but the output products are not a . If required hot or cool air blown. While rolling water is separated from the leaves. quantity wise and cost wise centers. quality etc. the wet leaves are dried under the machines. WEATHERING. ROLLING. DISTRIBUTION. CTC. It is done by the labourers from the tea garden. It means Cutting Teac Centre. It makes the green leaves in the round shape. IT IS THE FIRST STEP IN THE ORGANIZATION. All the leaves are dumped in the large tubs and created suitable weather. After colouring the leaves.

On this basis only the selling price of the tea in the market are not alike. Primary Data Collection Primary data is collected from the employees through the direct interaction. Engineers and workers work on the machines. A big hospital is also being run under this organization. Secondary Data Collection This data is collected from the company’s manuals. In addition to these technicians so many nontechnicians also work in the organization. Also the cares are taken to maintain the security and safety of the employees. laboratories are also equipped. In this organization from the weathering to distribution level different machines are used and many technicians. Foremen. supervisors. Secondary Data Collection. RESEARCH INSTRUMENT The research instrument of this project is to find the . It is situated in the ecological friendly atmosphere. Specialist doctors.79 single quality. records and website. DATA PROCESS:I tried to collect the data from the following two ways :Primary Data Collection.

80 impact of training and related activities on employs. The total strength of this company is 457. Under the method questionnaire is distributed among the sample size. Simple Method. It determines how well training helps the employees in achieving the set standards through increasing their performance. METHODOLOGY Methodology can be divided into two parts. . STRUCTURED QUESTIONAARIES The structured questionnaire is consisting of the following 25 questions. Contact Method. Sample Method. SAMPLE SIZE My sample size of this project is 50.

physical. 9.e. Was the training consisting of technical matter? Where did you get training . Did you get training at the time of joining the job? How do you feel that the training you got is helpful in doing the job? 3. psychological or combination of both? 6. 2. on the model or real equipment? 5. 8. Did you pay for training? Have you been paid during the training? How much money approximately your organization . 4.81 IMPACT OF TRAINING AND OTHER RELATED ACTIVITIES ON THE EMPLOYEES QUESTIONNAIRE Answer the following questions:1. What is the degree of toughness of your physical training? 7. What is the shape of training i.


has spent on your training (little or a lot)? 10. 11. Did you realized any hike in your pay after training? Have you ever thought after training that this

organization is not paying as per your capability and better to leave this organization? 12. Is it happened that you got training on one type of

equipment and in real you are employed on other type of equipment? 13. Is it happened that you got training on technical

matter and you are doing administrational job? 14. Have you ever been paid incentives if you stood first

in your training? 15. Do you feel that due to the training your work

performance has increased? 16. If yes, which type of increase i.e. quantitative or

qualitative? 17. If you are performing for better that earlier, are you


getting additional incentives for your good performance? 18. Which type of job i.e. performance based appraisal

or fixed wages you are doing? 19. Are you interested to undergo any further training?

Give Reasons. 20. Is there any system of getting promotion after

undergone training and excellent performance? 21. Which type of promotion system your organization

has i.e. performance based or experience/ service based? 22. Are you satisfied with the promotion and payment

system in comparison with your performance? 23. After getting the training how much percentage could

you succeed in changing the environment of your section or organization? 24. You got the training on the expenses of the

organization. Have you ever tried to give the same training to your subordinates voluntarily? 25. Do you think that to perform the job efficiently, you


need some more training and toughness level of training should be increased?

Once selection is done on the basis of their capabilities and desired standards training is must in connection with soldiers and where as employees of civil organizations not necessary. Employment procedure starts with publication of notification and recruitment. In the civil organization. he can handle not only the traditional equipment but also the new generation equipment efficiently. barber etc also get the soldier training so that if the situation occurs he can also fire with the arms. 2. 3. . In the army even the same tradesman like cook. All the jobs are not alike some are technical. Absolutely the training we get either if may be at the beginning or middle. helpful in doing the job candidate whose qualification is ITI in machinist undergone training.85 EVALUATION OF QUESTIONNAIRE 1. training in technical matter is the essential required qualification for the job.

If the worker is new to the technical machine. Physical fitness is the identification of healthiness. Psychological training helps the .86 administrational etc. the main aim of training is to increase the working capability of an employee. 4. Psychological training is essential for both. Once he learnt about the function of the equipment as well as the movement of the parts of machine he can be allowed to work on real equipment under the supervision of the supervisors. The men who are doing or enrolled for technical jobs surely get the technical training. In that case training is given on model which is not in functional condition. 5. No org wastes its financial resurces unnecessarily. Training on technical matters aims at the increasing the technical performance of a worker. Physical training is the essential part of military training and not for the civil employees. he can’t be allowed to learn or practice on real machine because of the danger of life.

Once a man enrolled in any organization he gets pay for the entire duration. 6. hence all the expenses for training should be born by the org not by the individual employee. 7. 8. .87 employees to tackle the problem within the fraction of seconds. His pay is restricted in these conditions in which he is absent from working place for more than the applicable period. It is the symbol of good training. Training is the responsibility of the organization. He is entitled for the applicable payment plus some additional allowances like dearness allowances. Toughness of physical training is not a matter for worry ness. High degree of toughness results in making strong soldiers who can protects the country. The training period also considered as working period. traveling allowances etc.

Reason behind it is the money and time spent on making a pilot is costlier than the cost of a new aircraft. When employees are recruited in any org and their job starts with training for e.88 9. in the Defence forces.g. Bank managers. 10. Railway technicians etc. Same of the employees in both defence as well as civil cases also may feel that if I leave this job I can get . After completion of training they will get full payment. The money spent on the training by organization depends upon the type of the training. In defence there is a provision that if the aircraft got fire and going to be collapsed then leaving the air craft the pilot can jump out with the help of parachute. If the training is in the middle of their employment they will not be paid any extra payment. The expenses incurred by defence in making a young guy as a pilot is very high. the duration of training is called probationary period only styfund is given. 11.

Technical work can only be done by the technician but a qualified computer operator or typist who got training in technical job can also does the administrational . due to the training he learnt keeping in view this type of circumstances government as well as civil org make documentary proof that after getting the training that individual worker is not allowed to quit the job up to some mined period. But in rubric sector organization this type of works are generally happened.89 more payment. in other organizations. In corporate sector a welder does his welding work only and sometimes he can be given some additional task which he can do easily by giving overtime allowances. 13. 12. The reason behind it is earlier he doesn’t know much about his technical job. But it never be happened giving in corporate sector that an electrician is doing the machinist work and machinist is doing turner work.

It any one stood first or best student during the training he must be appraised.90 job. Once performance development occurs that may be in the quantization as well as qualitative. 16. promotion or service benefit. Generally they try hard to learn to achieve promotion which increases his power as well as financial benefits. Performance appraisal is emery where in the form of reward either it may be a monetary benefit. 15. 14. In general a certificate of merit is given along with some monetary prize. Quantization in the service means training helps to produce more units in lesser time and qualitative means production is according to the set standards without making any damages to the . It is obvious that who undergo training their work performance generally increases and organizations also willing to give training those employees who are on the line to get the promotion.

.91 products which increases the cost of production.

Whereas in the corporate sector appraisal may lead performance based wages system. But in the public sector there is fixed wages system.92 17. he also distributes the share of profit among those employees. If the entrepreneur is getting more benefit with eh same material. Appraisal system is everywhere that may be corporate or public sector organization. 18. Which will be the motivation factor for others to follow? This type of incentives will not be found in government sector organizations. If the performance of any person is tremendously increased that helps the org in producing the more no of units in the same time and with the same material. it is beneficial for the entrepreneur. 19. In the public sector organization appraisal generally takes in the form of word of mouth or in the form of merit certificate. Organizations generally interested to provide training .

93 to the staff so that they can get good results in work place. This system needed to be stricter so that who wants to remain in job. Each and every one no needs to be promoted to next rank. In public sector organizations sometimes training will not be followed by any appraisal like promotion or financial benefit that situations employees generally don’t show interest for training. Promotion will generally be given to these who got good record of performing well without any adverse report. Performance increases with the help of training if a person undergone training and performing well them the others. Employees who are willing to get promotion who want their payment be increased generally keep interest in getting training. he should get appraisal like promotion with or without power them only he keeps interest in performing well. This type of system is also prevailing in the Defence forces also. works hard which leads to . 20.

Here is a need to come both at a middle point so that employees work honestly and owners give remuneration and promotion according to their work so . Service based promotion system sometimes gives adverse results. Most of the organizations of corporate sector and defence forces follow the performance based promotion system. Employees want more payment more promotion and interested in less working. Indian corporate sector is mixture of Japanese and American style. Whereas entrepreneurs are interested in giving less wages and getting more work from employees. It is the general tendency of employees and owners. Indian satisfaction level never ends. But in the government service sector organizations follow service based promotions system.94 best performance. 21. It the boss is promoted on the basis of service but he doesn’t know about the work which leads disgust among the employees. 22.

.95 that both can satisfy at a level. It is the responsibility of him that gets the work done efficiently. It is the critical factor that in the corporate sector if any employee possesses high technique of knowledge he never shares it with others. 24. 23. This is because of the fear of lacking advantages by others. Whoever sharing the knowledge with his subordinates voluntarily and in his own time it is applaudable by all managerial staff. An employee who got training can change the prevailing output standards of his unit by applying the knowledge he got. Due to this approach other employees also follow him create a lot of change in positive way. This type of attitudes of technicians should be supported in order to get good performance from others. Some times that knowledge technician shares his knowledge when he is in the supervisory staff or managerial staff. Training helps in performance increase.

Then supervisor should also be given training so that he can lead his team well. Rubber can be stretched up to a limit. Generally training is given according to the level of employee. It an employee is in initial stage obviously he will be given initial training. The matter is that the toughness should be according to the level of employee and according to the set standards of all the employees are reaching the set standards them no need to toughness the training. This toughness should be like an elastic power of a rubber.96 25. It we stretch the rubber more them its limit it will be broken into pieces. Toughness of training to be increased or not is not a matter. . It that technical become to a supervisor.

FINDINGS 10% 20% 70% Interest Level of the Employee From the sample size (50 members) 35 members are interested to undergo the training and 10 are not interested to get training voluntarily and they expressed their willingness if the company offers. .97 Contact Method Under the contact method information is gathered by personal interviews. The remaining 5 are denied to get training voluntarily and forcibly.

Due to these problems they don’t want to undergo training and transfers on promotion. If the company sends them on training they are willing to accept the further more responsibilities. People willing to get training seek their better future by performing well. Their attitude is to achieve the new heights in their life.98 ANALYSIS. family problems or settled well in their life. 10% of the sample size who deny for promotion and transfer are either facing demotic problems like age. status and financial position. to get training if the company forcibly detail them for training are good in their present stage. They need promotion and financial benefits. . The people who are not volunteers and express their willingness.

19. 15. 21.99 ANALYSIS OF THE RESPONES Question Yes No 1. 16. 5. 11. 14. 4. 8. 24. 20. 17. 13. 6. 18. 9. 22. 10. 40 3. 23. 7. 45 05 --45 05* -*Knowledge can be gain through experience 45 both -05 -50 ---50 Fixed ---35 10 05 -32 18 --32 both 18 --Service 45 05 --45 05 --28 22 --No . 12. Not Remarks Known 30* -*Are not technicians 10* -*Experience gives the knowledge 45 05* -*Administration side On the model as well as real equipment Combination of both -50 ---50 --50 ---A lot – 35 Little – --15 25 25 --30 20 --50 ---48 02* -*Physically not fit for technical job. 20 2.

However exceptions are everywhere. 33 17 -- -- This analysis shows that the company tied to fulfill the needs of the employees.100 25. . To understand the exceptional cases we should know the individual differences.

otherwise they may leave the company after getting experience and knowledge. Outstanding performing employees should be given rewards and if possible out of turn promotion by announcing in the employees meeting. 4. 5. Organization has to maintain strictness in case of volunteers for training. Company has to tighten the rules and policies in order to maintain the discipline. It stimulates the others to do work voluntarily. Employees are needed to motivate in achieving further promotions which enable them to perform well and increase their financial condition. 2. Company has to follow the correct appraisal system which reduces the employee turnover. . 3.101 SUGGESTIONS 1.

size.102 6. It creates the full present and punctuality. 3. Information given by employees may not be reliable. Every company keeps the secret information secret only. Company has to provide bus facility for the employees to come to their jobs. LIMITATIONS OF STUDY 1. Study is conducted on the randomly selected sample ***** *** * . No company discloses all the facts. 2.