CHAPTER 1

INTRODUCTION

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 INTRODUCTION:

Present business situation in the Retailing is among the most leading industries in the
developed economies, and it is booming with 10% change per year. With the use of
the technology and modernization the retail sector development is more.

Training & development is essential part of the human resource development. It gives
a stage for networking, analysis and technology advancement. It also converts more
important globally in order to arrange employees for job enhancement. Training and
development is a function of human resource management concerned with
organizational activity aimed at bettering the performance of individuals and groups in
organizational settings.

For every employee/ individual Training & Development is must it enhances the skills
and motivates them to do the job more committed which results in companies’
revenue generation. Present senior in the market employees lack skills and it is
difficult for management to get the best out of them it costs them more to handle
inexperienced employees.

I took this study to analyse and understand what are the problems encountered by the
management and employees. To study the Future Group employers & their
management policies regarding Training and Development given to the employees
and what employees views/ thinks about, how they undergo these training and
development programmes given to them.

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INDUSTRY PROFILE:
Retail industry in India is experiencing high advancement over the span of the latest
decade recent decade with a quantifiable shift regarding, organized retail sector. The
Indian Retail sector is relied upon to extend, up to US$ 1.3 trillion by the year 2020,
enrolling a Compound Annual Growth Rate of 16.7 % in the year 2015-20. India is
been stated as the world's 5th biggest retail destination worldwide. India is witnessing
an exponential or rapid growth in its retail sector along with the retail advancement
happening not only in urban or metro cities but as well as in Tier 2 and Tier 3 towns or
communities. India is among the rapid growing retail economies in the world.
Demography changes, increase in per capita income, migration to towns, shift in taste
and preferences of the customers etc. are some of the components leading towards the
blooming of organized sector. Earlier the central government of India had not
permitted FDI in multi brand retailing, and denied all the foreign players from
entering into ownership in any of the supermarkets, hypermarkets, speciality or
convenience stores or any of the other retail formats. But now single branding is
allowed up to 51% of the total ownership but now many of these implications have
been reduced and FDI is permitted in India by imposing few barriers on them. Like
51% in multi brand retailing and 100% in single brand retailing under the implication
that the goods sold must be manufactured or produced in India only.

GLOBAL SCENARIO
Retailing is among the most leading industries in the developed economies. In the year
2000 the retail sector in US contributed 31% towards the GDP in present market
prices. The share of the organized retailing in the developed countries is 75 to 80%
when compared to the developing countries, where the majority of the share consists
of un-organized retailing.
Approximately US$ 12 trillion global retail sales was determined in the year 2007,
nevertheless there was an economic slowdown globally that had a huge impact more
particularly in US in 2008.Till 2007 the economy flourished but after the US crisis in
early 2008 it had an adverse effect in the Asia- Pacific region .2003 the retail industry
in India was solely owned and managed by the petty shops. Later in the year of 2010
large number of supermarket stores came into existence and gauged 4% of the total
industry having their presence in urban areas only. It provides employment to 4 crore
people in India. The total number of retail outlets in the India is about 13 million
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which is the highest in the world with 50-100 square feet of an average size per store
and most of which are situated in rural areas. Retail industry is among the major sector
in the economy with respect to the amount of working capital needed, providing
employment opportunities, and generating revenue to the nation. The retail industry
incorporates the stores that merchandise the goods to final consumers, who acquire
them for their personal consumption. It includes wide range of outlets like from a
small kirana store to huge supermarkets and in extension to the traditional bricks and
the mortar shops, this retail industry has also come up with E-retailing and online
business.

Growth of Indian Retail Industry

Retail sector in India contributes 14-15% of the GDP. The retail market of India
is among the top 5 markets with an economic value determined to be US$ 450
billion and is the rapid blooming sector in the world with a huge population. As
per the eighth Annual Global Retail Development Index (GRDI) of AT Kearney
Indian markets are the most encouraging developing business sector for
speculation.

Figure representing the growth of Retail industry in India.

The area gives a short description of retail sector on the basis of stages in the
retail cycle. There are 4 different phases of organized retailing which are

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 common for most of the economies
 Here in the first stage the expectations of the customers are raised by creating
awareness about the modern formats and this is done by the new entrants and the
modern formats are like supermarkets, hypermarkets, convenience stores etc.
 The 2nd stage witnesses a compelling and vigorous growth where the customers
desire more for modern formats or the organized formats as the markets are
developing here.
 In the 3rd stage the markets are matured as there is a very high rate of growth.
 In the last stage the local market achieves or reaches a declining point driving towards
constrained development, and hence the retailers investigate and assess new markets
over the globe.

Indian Scenario

Past
Ever since the liberalization in the year of 1991 numerous Indian players such as
Pantaloons, Spencer Retail moved into an organized sector of retailing and developed
by themselves to a great extent from then and these was the colonist, in India. With
entrance in FDI in cash & carry formats & in one brand retailing another part unfurled
in the retail sector. LOUIS VUITTOL and TOMMY HILFIGER are the single brand
retailers who explored this golden opportunity. The cash and carry retail formats has
turned out to be a passage course for worldwide multi-channel retailing mammoths.
The retail business is very divided and unorganized in India. Prior to the retailing in
India people had their own family owned businesses called Hindu undivided family
business and they had only limited products to sell most commonly known as kirana
stores. In those circumstances, Food and foodstuffs were shopped from group of open
stalls known as mandis. In the twentieth century the combination of western ideas led
to the changes in the formation and composition of retailing.

Current
It consists of just 4% of the total retail industry but blooming at a flourishing rate of
35%.The organized sector of retailing stayed inoperative mainly because of the
inadequate infrastructure facilities, non-existence of product variety, and a

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unchanging, hide bound Indian customer. Currently the overflow of goods is
integrated with more knowledge customers and has built a very good ambience for the
arrival of organized retailing currently the retail industry of India is at an increasing
pace. Though our country is not equivalent to the other country counterparts when
compared to, but still India is trapping up distinctly to be on the top most competitors
in the retail industry.
Supermarkets, mega malls, multiplexes, hypermarkets, departmental stores etc. are the
few arrangements which are thriving in both urban and rural areas. The urban areas
already have a flourishing retail markets, and so the coming future of retail industry in
India majorly depends on the tapping of rural areas there is a drastic change in the
complete idea and thought for shopping as it has experienced a shift in the buying
formats as well as in the buying behaviour of the consumers. The retailing has invaded
in India through the shopping malls, super markets and huge multiplexes that provides
you with the shopping, games, apparels, entertainment, etc. everything under a single
roof.
The retail industry in India has encountered an escalation of 10.6% in the vicinity in
2010 and 2012. Retail industry in India is slowly moving towards the upcoming
vibrate industry.

FUTURE
Organized retail in India is another marvel, in spite of the downturns there is an
exponential growth, the economic development of our country has increased the
standard of living and led to upswing demand and consumption of goods, until 2020
there would be more than 400 million customer who will favour, these organized
retailing chains in India.
The future looks like it is more favourable for the online business in retail industry.
The online retail industry has a very favourable growth with an annual rate of 35%,
i.e. it will increase its worth from Rs 2000cr (2011) to 9000cr by the year 2018. For
example Future Group has committed portal ‘Futurebazaar.com’ for all its online
deals has uncovered that it is focusing no less than 10% of the organization's
aggregate retail deals Via online.
Retailing is undergoing a progressive revolution. Clients aren’t the main drive for
retailer. Noteworthy change is seen that will be not easy to admit. Previously traders

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communicated with customers. Presently these similar customers are been challenging
for goods & services that are complement; to their picky requirements.
The obstruction is not easily accepted by the culture of retailing the aversion to change
would be a negative element for some retailers who won't survive. Tolerating the
impact of innovation is basic for the retail business to stay alive. Evolution and
development will incorporate computerized wallet, artificial intelligence, robotics etc.
to energizing shopping both in stores and on the Internet.

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Company Profile:
Future Group is led by the Founder and CEO Mr. Kishore Biyani and is among the
India’s key business houses with different businesses bridging across India. Future
Group is headquartered at Mumbai and is a Private conglomerate in India. Its known
for occupying a remarkable position and fame in the retail and fashion sector of India
with its eminent supermarket store chains like Food bazaar, Big Bazzar, Nilgiris,
Smart retail and many lifestyle chains like Central, Brand factory, and Fashion at Big
Bazaar (APB), Planet Sports, Lee Cooper and many more have a significant
occupancy in FMCG and integrated foods sectors. It is providing employment
opportunity to 45,000 people across India. Generating employment, increasing the
standard of living, empowering the communities and stimulate shared development.
Future Group believes in enlarging its strong understanding of the Indian consumers
and it Insights the soul of the Indian consumers by establishing the business on the
basis of the India customer ideas, values, beliefs and culture.
Group has specialty composition in retail which includes Hometown, Food Bazaar,
Food hall, FBB, E Zone, Easy day, Big Bazaar, Nilgiris 1905 and electronic retailer E-
Zone. It has a popular E- Portal as FutureBazaar.com.

Future Lifestyle Fashion Limited [FLFL] is set up through the demerger of the
lifestyle fashion businesses of Future Retail LTD & Future Ventures India Limited.
Future Lifestyle Fashions Limited through exclusive brand out lets, owns and markets
about 2 dozen fashion brands in its multiple brand channels, department stores &in
organizations function chains like Brand Factory’, Central and Planet Sport’s. FLFL
administers throughout 400 outlets & is extended above 5 Mi Sqft of retail area. In,
the fashion industry FLF is a distinctive player with a main aim of gaining headship in
establishment of both the fashion’ brand and fashion’ retailing in the India. An
incorporated fashion Co with its existence covering entire key segment in the industry
of Fashion. It is as advantage to operate mature businesses & have strengthened its
existence since a decade. It brings collectively the 4 key components in the trend
enterprise i.e. A powerful portfolio of owned and licensed brands, a well-founded
retail presence, a pan- India reach for its manufacturers through a strong distribution
community and investments in rapid developing fashion brands into a single entity.

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I. Promoters

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 II. VISION, MISSION & QUALITY POLICY

Vision of the company:-

Future group shall deliver everything everywhere every time for every Indian
consumer in the most profitable manner.

Mission of the company :-

 We share the vision and belief that our customers and stakeholders shall be served
only by creating and executing future scenarios in the consumption space leading to
economic development.
 We will be the trendsetters in evolving delivery formats, creating retail really, and
making consumption affordable for all customer segments-for class and for masses.
 We shall infuse Indian brands with confidence and renewed ambition.
 We shall be efficient, cost- conscious and committed to quality in whatever we do.
 We shall ensure that our positive attitude, sincerity, humility and united determination
shall be the driving force to make us successful.

Quality policy:-

Future Group focuses on the growth of the company, its achievements, customers will
get more than expected with value driven, through where how & when they want.
Future group focuses mainly post satisfaction level of customers, and will evolve it, to
get the better result. Future group doesn’t follow trend, it sets a benchmark by creating
a trend, by understanding Indian customer needs of tomorrow.

This understanding is the main key helped to achieve success, and we will learn from
it and focus towards future, and one rule learn-unlearn and then relearn, will help in
being the most quality service providing company.

III. Products / Services:-

 Hypermarket & Home Retailing
 Hypermarket & ho
 me retaining
 Lifestyle fashion
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 Integrated food and FMCG

 Insurance
 Services
 Partnerships
 Loyalty programs

Products brands:-

Services:-

 Future Learning
 Future Brands
 T24
 Future Ideas
 Business Technology Services

Partnerships:
Future Group rigorously feels that their vision to assist and serve each Indian customer
is conceivable only if they experience “Valuing and Nurturing Relationships” with
their business partners, suppliers and customers. Future Group emphasizes on
structuring partnership with 3 poles of Collaboration, Assistance and Synergy its joint
venture partners are General group, Staples Inc., and Clark.

Loyalty Programs:
 Payback Loyalty Program:
In PAYBACK consumers shall buy, save and get compensated. PAYBACK Loyalty
program is available with the formats like Brand Factory, Home Town, Central, Food
Bazaar, Big Bazaar.
 T24 Program:

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 This is offered to the consumers who pay in advance to Tata Tele services Limited
GSM network; furthermore, clients are remunerated with free talk-time on their each
purchase at any store format of Future Group.
 Big Bazaar Profit Club:
A one of a kind participation program where one has to pay Rs. 10,000 and can shop
for Rs. 1000 every month for the following 12 months, i.e. over a time of 12 months,
he can make purchases of worth Rs. 12,000 and this card is used across the country in
all the retail formats of Future Group.

Area of operation
The Company operation one hundred twenty BIG Bazaar retailers, a hundred and
seventy Food Bazaar retailers, amongst different codec, in over eighty five areas
across India, overlaying an operational retail area of over 6 Mi Sqft. A subsidiary
enterprise, home answer Retail (India) limited, operates house city, a colossal-layout
dwelling options store, collection, section. Pantaloon Retail is the flagship enterprise
of Future crew, a business team catering to the complete Indian consumption area. It
operates across India, nationally and regionally.

IV. Infrastructure Facilities:-

The group operate approximately 6 million Sqft of retail area in 85 cities & towns in
India. The group's retail format covers over 220 million customer to over 30,000
small, average, and large enterprises that supply products & services to its trade
chains’.

V. Competitors Information
The major competitors of Future Group are
 Landmark Group
 Aditya Birla
 Tata Group
 Reliance Industries
 Raheja Group(shopper Stop).
 Walmart
 Subhiksha

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 VI. Swot analysis:-
Strengths:-
 Large influence in India covering around all large citys & towns.
 High brand image in market and good quality service.
 Diversity of merchandise under one Roof growing the probability of purchaser time
and choice.
 Accessible services like online booking& transfer of supplies.
 Future life style fashion ltd has an employee base over 45000.
 It facilitates family different shopping experience where whole members in family are
made to visit all together.
 ELP attracts’ customer & has a High venture ability.

Weaknesses:-

 Helpless extremely only on India & is defy sales and susceptible to the players of
foreign country.
 Firm competition with the international players indicates that the share of market
development is controlled.
 Very important because of which it is busy heavily at the time of discount/festival
seasons.

Opportunities:-
 Elaborate customer preference in current year.
 Currently in India, Arranged retail in minute is an extremely big opportunity!
 International extension & merger with the universal brands

Threats:-
 Global member demanding to come into Indian market.
 Low costing products could be recognized as low quality products.
 Government rules are not very much represent or well describe in a nation like India.

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 VII. Future growth and prospectus:-
Future Group is providing a change in our country & search for creative approaches to
drive development and growth, in each and every business they are, &each contract
they entered, their manpower resources are their primary strength. They consider
individuals to be their accomplices in the process of structuring nation and moulding
nation that they desire.

Big Bazaar is currently the largest and the top growing chain of retail stores. The
future aims for brighter retail chain like Big Bazaar earlier captured the Indian
consumer’s thoughts & has became a perfect family shop in India. They are most
probably targeting on low and middle income people. Future Group is into multiple
line of businesses like the Central and Brand Factory formats of FLFL and making a
headway in reaching the consumers effectively. Apart, from these they have also come
up with Life and Non-Life insurance format with a tie up from Generally. Company
also have its own logistics and supply chain management which in turn an upcoming
industry in India.

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VIII. Financial Statement
(Rs in Crore)

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 CHAPTER 2

CONCEPTUAL BACKGROUND AND LITERATURE REVIEW

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 THEORETICAL BACKGROUND OF THE STUDY:

The concept of Training and Development

Training & development is essential part of the human resource development. It give
a stage for networking, analysis and technology advancement. It also convert more
important globally in order to arrange employees for job enhancement. Training and
development is a function of human resource management concerned with
organizational activity aimed at bettering the performance of individuals and groups in
organizational settings. It has been known by several names, including "human
resource development", and "learning and development".

Distinctions between Training and Development

TRAINING AREAS

The areas of coaching in which training is provided could also be classified into the
following classes:
Knowledge: right here the trainee learns about a set of rules and rules about the job,
the employees and the merchandise or offerings provided by way of the organization.
Technical Skills: The employee is taught a specific skill. In order that he can acquire
that ability and make contributions meaningfully.
Social capabilities: The employee is made to be learning about him and others, and to

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 enhance a correct mental perspective in the direction of the job, colleagues and the
enterprise.

Techniques: This involves the Utility of potential and talent to more than a few on-
the-job instances. Moreover to improving the potential and knowledge of workers,
training pursuits at moulding worker attitudes’.

TRAINING METHODS:

There is quantity of training programmes available. A few of them are new

approaches, whilst others are enhancements over the ordinary approaches. The
ordinarily used coaching programmes are discussed under that is essentially the most
normally used approach. Beneath this approach the person is positioned on a typical
job and taught the potential vital to participate in that job.

On-the- job coaching methods includes the following

Job Rotation
Coaching
Job instruction

Off-the-job training methods:

Under this method, the trainee has no connection with the job and his attention is
focused upon learning the material related to his future job performance. The
following are the widely used methods;
1. Role Playing
2. Vestibule
3. Training
4. Lecture Method
5. Discussion
6. Programmed Instruction

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Types of training:
Knowledge (Cognitive learning)
Training with knowledge as its content base, is usually a lecture type of training where
facts and methodology are discussed. These trainings can be reinforced with quizzes,
flow charts, diagrams, discussions etc.

Skills (Psycho-motor learning)

In skill education, importance is provided to using of the gained talent, either in an
actual / imitated location, again call’s hands on knowledge. A Kind of this training
regularly results in development in swiftness or predication of responsibilities
performed.

Attitude (Affective learning)

This kind of education goals lead in relation to a changing emotions, principles,
opinions. Its the greatest complicated training, particularly as it is not easy to make a
decision on its efficiency.

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 LITERATURE REVIEW

Kuldeep Sing (2000)

In his analysis has selected eighty four companies from business representing all
essential home industries and a questionnaire developed via Huselid are used to gain
knowledge of coaching. The objective of this study is to analysis the connection
between coaching and organisational efficiency, which indicates that Indian
organisations yet no longer convinced of the fact that investments in HR can effect in
bigger efficiency.

Binna Kandola (2000)

Binna Kandola, in his be taught has discussed one of the crucial issues related to
specific and practical evaluation of coaching and development effectiveness
exceptionally within the department of gentle abilities, which entails folks
management skills. The author highlights few current coaching & amp; progress
evaluation methods and then outlines a mannequin of coaching and development
evaluation which at present is discovered to be victorious in the UK.

Moses (2000)

The author in this gain knowledge of found that businesses can no longer guarantee
staff promotions to the highest; it's major that training and development helps workers
with career planning and progress of capabilities. Some organizations even worry that
profession planning will intimate workers that their jobs are at hazard, however it may
be portrayed another way, communicated that they are inclined to invest in serving to
employees attain their full talents, by means of right coaching and development. Firms
may help staff intellect to make it effortless, via making career planning a regular a
part of their worker development process of downsizing or restructuring. When a
corporation communicates to their workers that they are marketable outside the
supplier, but nonetheless invests in their coaching and progress, it makes an improved
statement to employees that they're valued, and lots of are compelled to offer a bigger
level of dedication.

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Qasim Saleem and Mehwish Shahid (2011)

In their gain knowledge of they have got interested in the “degree of have an effect on
of training and progress on employee’s behaviour” discovered that the cause of
coaching and progress is pervasive. Training and progress builds a team of extremely
efficient and ingenious method. Workers who're educated most likely are well
influenced, good mannered and have higher self-self belief and vanity. Coaching and
progress arrange and reinforce worker’s potential and capabilities to allow them so
that they adapt to new technology, the alterations that occur throughout the
organization and the working atmosphere. Training and development also creates a
pool of employees and chance for advertising or to exchange staff who've left the
organization. This be taught highlights that coaching and progress of an employee,
plays an essential function and high authorities of these exceptional sectors provide
suggestions that all staff will have to take delivery of possibilities of coaching and
progress that lead to organizational effectivity and development.

Joseph Kennedy (June, 2009)

In his gain knowledge of made a study on the influence of coaching and development
on job performance recommends that the frequency of training furnished should be
multiplied to make certain that more staff have entry to training and development.
Again, training and progress provided with the aid of the Judicial carrier of Ghana
should be certain a better working out of the Mission and imaginative and prescient
assertion so that, employees can determine themselves with the organizational values
within the discharge of the duties.

AlYahya, Mohammed Saad & Dr. Norsiah Binti Mat

The researcher focused on improving the knowledge, skill and behavioural pattern of
employees with the organization and evaluating the training effectiveness. It helped to
measure and match the cost incurred in the design and implementation of training. The
purpose of this review model of training effectiveness for the adoption of human
resource management executives in their planning, designing and implementation of
training program.

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Herman Agrinis & Kurt kraiger

The researcher focused on the benefits of training and development for individuals
and teams, organization and society. They adopted multidisciplinary, multilevel and
global perspective to demonstrate training and development. The review of literature
was also on need assessment and pertaining states, training design and delivery,
training evaluation and transfer of training to identify the condition under which the
benefits of training and development are Maximized.

Kim Galt, Pharm. D Creighton college (2007)

Which defines blended methods study and identifies the principal combined
approaches research designs and their distinguishing traits and likewise describe
exceptional methodological challenges of utilising multiple approaches and consider
options for addressing these challenges.

Bettina Lankard Brown (2001)

exhibits that training and development efforts are gigantic business in the U.S., with
the amount of cash spent growing each year. However, alterations in the economy and
declining revenue margins are prompting many firms to impeach the value of their
training investments. Do companies improvement from their expenses on employee
training or are they in basic terms getting ready their workers for jobs somewhere
else? When employees endure the costs of such coaching, do they realize private
advantages or does the employer reap the one rewards? This be taught Analysiss
myths and misconceptions about who can pay and who reaps the Return On funding
(ROI) in training. Investments in coaching are assumed to have confident returns.

Goel, O. P. (2007)

exhibits that ‘coaching and progress' efforts of businesses have optimistic affect
on their performances. Job competencies and tough competencies required to
participate in a assignment in the auto enterprise have drawn enough attention of the
researchers, attitudinal and smooth skills facets look to have less curiosity of the
researchers. Globalization and liberalization in the Indian passenger auto enterprise
atmosphere provide a fertile ground to investigate organizations that are attempting to

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think 'consumer delight'. It's greatly seen that creating a competitive facet
headquartered on product features and technological strengths is becoming
increasingly problematic and unstable. This study deals with the gaps in shoppers’
expectations, their experiences whilst purchasing and servicing a automobile, the
abilities gaps - each at sales man or woman as good as provider technician level and
likewise the enhance training desires because of intensified competition and
technological developments in the enterprise.

Shakila.P

viewed that coaching and development, evaluation and effectiveness of coaching,

worker' angle, and pride are the essential factors that has to be viewed in the
workers. Even though experts have expressed first-class problem in regards to the lack
of greatest utilization of administration coaching and progress resources, they have got
made infrequently any effort to find ways and means of improving it. Many
authorities from different international locations engaged in training and progress,
have tried to evolve unique ways of assessing the effectiveness of coaching
application.

Philip

viewed on " HRD in Indian experiments and experience" that public

sector organization took a lead in adopting HRD experiments for both managers as
well as for workers. The main objectives of this program are 1) to encourage every
employee to grow and reach their fullest potential 2) to provide equal opportunities in
the organization.

Wagner S (2000)

In his study on “staff communicate out on Job training: Findings of latest Nationwide
learn,” highlighted employee development packages are experiencing bigger
employees delight with curb turnover premiums although income and advantages play
a position in recruiting and holding staff, men and women are additionally watching
for opportunities to gain knowledge of new things, the task of new tasks, and the

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possibility of personal and legitimate growth. The Gallup organization observed that
worker pride and retention are high when a enterprise is willing to train its workers.

T. Jogaiah

Reviewed on training and development of Executives Analysisd the rigorous and an

in-depth research learn of training and development of executives within the Indian
vigour Sector, the primary of its variety in the nation. Aside from supplying a strong
theoretical and conceptual groundwork on training and progress of executives, it
protected an exhaustive study of the energy Sector issues and possibilities related to
personnel policies, HRD, policies and practices in the case of executive coaching and
development and institutional training community in the vigor sector.

Venkataraman ok

“Sensitivity coaching to toughen Inter-members of the family” focused on expertise

established finding out of employees, where they work collectively in small staff to
evaluation the experiences, feeling and behavior. It is stated to furnish a low chance
environment for a person to test with specific methods of changing his behavioural
sample. Sensitivity training is an crucial part of HRD used for crew constructing and
for reaching organizational pursuits.

Randir Singh. Dr.Gaur Hari Singhania

The researcher makes a speciality of the improvement, obstacle and position of

coaching and progress at more than a few hierarchy phases. It includes the
programmes for executives, managers, supervisors, technicians and different cadre of
employees. The programme involves conceptual, human technical and smooth talents.
The researcher concludes that coaching and development have a giant function in
growing the efficiency of an institution.

Dr.Sarbjit

The author reviewed on position of HRD is lot extra than just settling on suitable
manpower and assembly organizational training desires. Setting up staff full
capabilities and managing them good is the heart of any group. The writer most often

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involved in three controlling elements for the success of any business which might be
men and women, time and rate.

Raja Abdul Ghafoor Khan, Furqan Ahmed Khan, Dr. Muhammad Aslam Khan

The researcher interested in 4 elements of training i.E., training and development, on

the job coaching, training design and supply form are 4 principal aspects in
organizational studies. The results of all four facets have positive outcomes on
organizational performance which raises the overall efficiency in an institution. In
addition they proved speculation by way of empirical knowledge. Lane randale
crocket California museum of science and industry, California museum foundation
The researcher identifies valuable and possible approaches to satisfy coaching desires.
Subsequently, it steered that informal finding out is known as a collective entity.
Principal center of attention is on finding out activities, and on methods.

Yadapadithaya (2001)

Studied the current practices of evaluating coaching and development programmes in

the Indian company involves excessive stress for extended fine, innovation, and
productiveness acts as a main driving force for the Indian corporate training and
progress programmes, lots of the key outcomes areas of training and development
perform are regarding the dimension and evaluation of coaching effectiveness. Close
to 6 per cent of the confidential sector, eighty one per cent of the general public sector,
and all of the MNCs estimate the effectiveness of training in somehow, The main
motive of evaluation is to determine the effectiveness of the quite a lot of add-ons of a
training and progress programme.

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 Chapter 3

Research Design

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 i. Statement of the problem:-

Discover the employee staff level of teaching and development in the job. This
learning is cooperative to the institute in deducting the gaps and corrective steps
improving the knowledge and skill of the employee and in return it will be benefited
to the organization as well as the employee.

ii. Need of the study:-

The evolution of any company builds upon its employees and as well as the company
time and relationship which raises an organization productivity. The company training
program for the employees which improves their skills and better performance which
leads to a great productivity of an organisation and it is to be considered the
fundamental phenomena and employees. It is also considered that hiring professional
adviser develops the organisation. Indoctrination and evolution strategies are the part
of development of a company.

A sound comprehensive about the facts can ease the trainer and also benefits the
trainee though it is tough for the trainer but the better way to obtain it by analyzing the
facts of employee and manager feedback. The assignment is conducted on the facts of
staff of future life style fashion ltd. Analysis it interpreting and conclude the better
suggestion.

iii. Objective:-

1. To examine the current training and development programs in Future Life Style
Fashion Ltd.
2. To evaluate training requirements for the employees in Future Life Style Fashion Ltd.
3. To know satisfaction level of employees related to training and development programs
of the organisation.
4. To know employee opinion towards training and development programs at Future Life
Style Fashion Ltd.
5. To study the effectiveness of the Coaching & improvement programs in Future Life
Style Fashion Ltd.

Page | 28
 iv. Scope of the study:-

 To become a successful company in this competitive world training and development

plays an important role and also bring out the productivity.
 The company asked me to conduct a study for the employees to check the skills of
them and provide more training to the employee to improve the productivity of an
organisation.
 There is limited scope of studies in Future Life Style Fashion Ltd to understand the
processes of employee requirements.

v. Research methodology:-

Methodology is a system of board principle or rules from which specific methods or

procedures may be derived to interpret or solve different problems within the scope of
a particular discipline. This lesson gives as a clear awareness about how the present
study is being carried. It summarises the process fallowed in this study.

Data Sources:-

Primary data:-

In this learning primary data has been collected done by observation and questionnaire
were distributed to employees and collected within the organisation only. How the
employees satisfaction level and about training and development programs helpful to
them.

Observation:-

In a organisation monitoring employees and analysing them what kind of problem

they are facing and they may fallow some rules, work should be done by a good
manner. It will consume time but it’s give good results. It can be observe d that
everyone very active & attentive in the training program. Even it was observe that few
of the trainee faces difficult to understand because of language.

Questionnaire:-

A structure questionnaire was administered to collect the required information from

the sample units. Personal survey method was used to get the first hand information.

Page | 29
 Employees decision based on the question if they properly what actually facing how
much they happy to work in that organisation.

Secondary data:-

Secondary data has been collected done company information and books, company
website, magazines, internet, financial statement. The data already available in books
or in sources both the internal and external to the organisation.

Sampling process
A sampling process is a definite plan for obtaining a sample from the existing
employees in the organization.

Sample unit: Sample unit for this study consist of employees and managers of various
departments of Future Lifestyle Fashions Limited.
Sample size: The test size for the study is 50 workforce of various department in
future life style fashion ltd.

Sampling technique
Random sampling been used in the study for the purpose of selecting the sample size.

Type of Research
Explorative & Descriptive Research are the main kinds of research.

v. Limitations:-

1. The report which was carried is confined to the “Future group Life Style Fashion
Limited division” Bangalore.
2. The data which is gathered cannot be stated to be free from mistakes because of unfair
on behalf of the respondents.
3. The employees will hesitate to reveal the true facts of the company because of the
insecure in their job.
4. The learning was also subject to time and cost restrain to accomplish this study within
10 weeks.

Page | 30
vi. Chapter scheme:-

This study done has mainly 5 chapters, in the first chapter the reader will get to know
about the industry in brief, and about Future Fashion. Along with Vision mission
Quality Policy and Product Profile of Future Fashion. For the study I had made SWOT
analysis of Future Group.

In the second chapter reader will come to know about the topic of the study given in
brief and literature reviews which were referred for the study.

In the third chapter reader will know the Research Design used to study the problem/
topic of the project. Along with need and scope for the objectives and research
methodology limitations.

In the forth chapter interpretation of the research is done along with graphs.

In the fifth chapter summary of findings, conclusion and suggestion are given with
respect to T&D programs based on study.

In the annexure part Questionnaire is given can have a look for better understanding.

Page | 31
 Chapter 4

Analysis and Interpretation

Page | 32
 1. Age of respondents:
Table 4.1

Response No of employee In %
Less than 25 38 76
26-35 08 16
36-45 03 6
46 and above 01 2
Total 50 100

Age Group
Less than 25 26-35 36-45 46 and above

2%

6%
Graph 4.1
16%

76%

Interpretation :- From the graph shows that 76% of the workforce are less than 25 age
group, 16% of the employees are between the age group of 26-35, 6% are between the age
group of 36-45 6%, and remaining 2% are 46 and above.

Most of the respondents fall in the ‘less than 25 age group’. That shows they are young
and have more scope to attend more training & development programs.

Page | 33
 2. Gender of respondents
Table 4.2

Response No of employees In %
Male 40 80
Female 10 20
Total 50 100

Gender
Male Female

20%

80%

Graph 4.2

Interpretation: -

The above graph shows the gender differentiation in the company 80% of the
employees are male, and 20% of female employees.

Mostt of the employees are male in the ‘Future G

Group’.

Page | 34
 3. Experience of employees in FLF
Table 4.3

Response No of employees In %

Less than 5 years 42 84

6-10 years 5 10
11-15 years 2 4
More than 15 years 1 2
Total 50 100

Employee experience
Less than 5 years 6-10 years 11-15 years More than 15 years

4% 2%

10%

84%

Graph 4.3

Interpretation:

The table shows that 84% of the employees are having less than 5 years of experience.
10% of the employees are having 6 – 10 years and 4% of the employees are having 11
– 15 years of experience. 2% of the employees are having more than 15 years of
experience.

Most off the employees are having less than 5 years of experience.

Page | 35
 4. Employees’ awareness about training and development program in the
organisation
Table 4.4

Response No of employees In %
Yes 50 100
No 0 0
Total 50 100

Figure shows employees aware about

training & development
Yes No

0%

100%

Graph 4.4

Interpretation: -

The figure depicts that 100

100% of the workforce are aware of training
ing and development
programs of the organisation.

Every employee know

knows about training
raining and development programs of the organisation.

Page | 36
 5. How often the training and
nd development programs are conducted in the FLF?

Table 4.5

Response No of employees In %
<6 months 28 56
<1 year 18 36
>1 year 04 08
Total 50 100

Training programs are conducted in FLF

<6 months <1 year >1 year

8%

36%
56%

Graph 4.5

Interpretation: -

It is clear from the table that 56% of the employees said that the organisation
conducts training and development programs for every 6 months as the new
employees join the organisation, 36% said that training and development could be
conducted for every year
year,, 8% said that training and development programs would be
conducted as & when need asises.

Most of the employees said that every 6 months the company conducts training and
development programs for its employees.

Page | 37
6. Response towards clarity about the purpose of training and development programs

Table 4.6.a

Response No of employees In %
Yes 50 100
No 0 0
Total 50 100

Figure shows clearness about the

purpose of training and development
Yes No

0%

100%

Graph 4.6.a

Interpretation: -

The above figure shows that 100% of employees are clear about the intention of
training and development programs
programs.

The employees agree that the

they are clear about the purpose of training development.

Page | 38
 6. (b)) What is your opinion about the purpose of training and development.
Table 4.6.b

Response No of employees In %
Job knowledge 35 70
Problem solving 5 10
Planning & organization 6 12
Motivation 4 8
Total 50 100

Figure shows the purpose of training and

development
Job knowledge Problem solving Planning & organization Motivation

8%
12%

10%

70%

Graph 4.6.b

Interpretation:

The table shows that 66% of the employees believe that job knowledge is the intention
of training program, 10% of the employees say for problem solving
solving, 12% of the
employees state for planning and organising during 8% of the employees state it is for
inspiration.

Majority of the employees state that the intentions

ons of training programs are to acquire
job knowledge.

Page | 39
 7. What make the employees to attend tr
training
aining and development programs?
Table 4.7

Response No of employees In %
Policy of the company 12 24
Self interest 38 76
Others 00 00
Total 50 100

Figure shows for employees what make to

attend the programs
Policy of the company Self interest Others

0%

24%

76%

Graph 4.7

Interpretation:

From the table it is clear that 24% of the employees use to attend training and
development programs as it is the policy of the company 76% of the employees attend
with their self interest.

Most of the employees attend the training and development programs with self
interest.

Page | 40
 8. Do the training program met employees expectation.
Table 4.8

Response No of employees In %
Yes 42 84
No 8 16
Total 50 100

Figure shows employees expectation

Yes No

16%

84%

Graph 4.8

Table no: - 8 Source: (Questionnaire)

Source:-

Interpretation: -

The above graph shows that 84% of the employees state

tate that training programs have
met their expectationss and 16% state ‘N
‘No’.

Most respondents are happy with the training programs.

Page | 41
 9. The
he training and development programs bring positive changes in a employees
performance.
Table 4.9

Response No of employees In %
Always 40 80
Sometimes 10 20
Never 0 0
Total 50 100

Figure shows training and development

bring positive changes in performance
Always Sometimes Never

0%

20%

80%

Graph 4.9

Interpretation: -

The graph shows that 80% of the respondents state that training programs aim always
to bring positive changes in their performance, 20%
% of them state sometimes.

Respondents believe that training and development programs bring positive changes
ch
in their job performance.

Page | 42
 10. Response relating to tr
training and development programs acquires new skills
Table 4.10

Response No of employees In %
Strongly agree 15 30
Agree 35 70
Disagree 0 0
Strongly disagree 0 0
Can’t say 0 0
Total 50 100

Figure shows about acquiring new skills

Strongly agree Agree Disagree Strongly disagree
0%

30%

70%

Graph 4.10

Interpretation: -

The figure shows that 30% of employees strongly agree, 70% of the employees agree
that training & development programs help them to acquire new skills.

Most
ost of the employees agree that training programs help them to acquire new skills.

Page | 43
10. (A) is the training and development helps to reduce the need of superior?

Table 4.10.a

Response No of employees In %
Strongly agree 22 44
Agree 25 50
Disagree 1 2
Strongly disagree 2 4
Cant say 0 0
Total 50 100

Figure shows responses to reduce need

for supervisor
Strong agree Agree Disagree Strongly disagree

2% 4%

44%

50%

Graph 4.10.a

Interpretation:

The table shows that 44% of the employees strongly agree, 50% of the employees
agree, 2% of them disagree that training and development programs reduce the need
for supervisor.

Most of the employees state that training programs reduce the need for supervisor.
supervi

Page | 44
10. (B)
B) Does training and development program leads to improve productivity.
productivity

Table 4.10.b

Response No of employees In %
Strongly agree 20 40
Agree 27 54
Disagree 03 0
06
Strongly disagree 0 0
Can’t say 0 0
Total 50 100

Figure shows respondents of lead to

improved productivity
Strong agree Agree Disagree Strongly disagree

6% 0%

40%

54%

Graph 4.10.b

Interpretation:

It is clear from the table that 40% of respondents strongly agree, 54% agree and 6%
disagree that training and development programs lead to improved productivity.

Most of the employees opined that training programs help to improve

i employee
productivity.

Page | 45
10. (C) Do you think that training and development program helps in fulfilling the
target?

Table 4.10.c

Response No of employees In %
Strongly agree 16 32
Agree 30 60
Disagree % 04 08
Strongly disagree 00 00
Can’t say 00 00
Total 50 100

Figure shows response about targets

fulfillment
Strong agree Agree Disagree Strongly disagree
0%
8%
32%

60%

Graph 4.10.c

Interpretation:

The table shows that 32% of the respondents strongly agree, 60% of tthe respondents
agree but 8% of them disagree that training and development programs help them in
fulfilment of their targets.

Most of the employees state that training programs helps in target fulfilment.

Page | 46
10. (D) Do you thinkk that training programmes help to improve their technical
knowledge?

Table 4.10.c

Response No of employees In %
Strongly agree 21 42
Agree 29 58.
Disagree 0 0
Strongly disagree 0 0
Cant say 0 0
Total 50 100

Figure shows response of improvement

of technical knowledge
Strong agree Agree Disagree Strongly disagree
0%
0%

42%

58%

Graph 4.10.d

Interpretation:

The figure shows that 42% of the respondents strongly agree remaining 58% of the
respondents agree that training programs help them to improve their technical
knowledge.

Most of the employees state that training programs update their technical knowledge.

Page | 47
10. (e) is the training and development programmes enhance the employees
efficiency?

Table 4.10.e

Response No of employees In %
Strongly agree 22 44
Agree 28 56
Disagree 0 0
Strongly disagree 0 0
Can’t say 0 0
Total 50 100

Figure shows responses about enhances

efficiency
Strong agree Agree Disagree Strongly disagree

0%

44%

56%

Graph 4.10.e

Interpretation:

The figure shows that 44% of the respondents strongly agree, remaining 56% of the
employees agree that the training and development programs of th
the organisation
enhance the employees
employees’ efficiency.

Most of the respondent’s state that training programs enhance the employees’
efficiency.

Page | 48
 11. Does the training program motivate you?
Table 4.11

Response No of employees In %
Yes 100 100
No 0 0
Total 50 100

Figure shows training and development

motivates employees
Yes No

0%

100%

Graph 4.11

Interpretation:

The table shows that 100% of the employees state that training programs motivate
employees.

100% of the respondents

spondents believe that training and development programs motivate
them.

Page | 49
 12. Does
oes the training and development programs help in job rotation?
Table 4.12

Response No of employees In %
Yes 40 80
No 10 20
Total 50 0

Figure shows training & development

help in job rotation
Yes No

20%

80%

Graph 4.12

Interpretation:

The figure indicate that 80% of the employees state that tr

training
aining and development is
necessary for taking job rotation & 20% state no.

Most of the employees

ployees think that training and development programs
program are necessary
for job rotation.

Page | 50
12. (a) Is training & development programs helps in effectively manage in job
rotation.

Table 4.12.a

Response No of employees In %
Always 35 70
Sometimes 10 20
Never 5 10
Total 50 100

Figure shows job rotation helps in

effectively manage in training &
development
Always Sometimes Never

10%
20%

70%

Graph 4.12.a

Interpretation:

From the table it is clear that 70% of employees opine that training & development
programs always help in managing job rotation, 20% opine sometimes & 10% opine it
never helps.

Most of the employees sstate that training

g and development programs always help in
managing job rotation.

Page | 51
 13. Do you think that language is barrier for successful training & development
programs?
Table 4.13

Response No of employees In %
Yes 35 70
No 15 30
Total 50 100

Figure shows responses of language barrier

for successful programs
Yes No

30%

70%

Graph 4.13

Interpretation:

The table shows thatt 70% of the employees agree that language is a barrier for
successful training and development programs and 30% state that no.

Most of the employees

oyees agree that language is a barrier for successful training and
development programs
programs.

Page | 52
 14. Does
oes the training and development programs give awa
awareness about job
responsibility?
Table 4.14

Response No of employees In %
Yes 45 90
No 5 10
Total 50 100

Figure shows about programs give

awareness about job responsibility
Yes No

10%

90%

Graph 4.14

Interpretation:

The figure indicate that 90% of the employees opine that training and development
programs bring awareness about job responsibility and 10% of the employees state no.

Most of the employee

employees opine that training and development programs bring
awareness about job responsibility.

Page | 53
 15. Is there a need for training and development programs to improve employee’s
competencies?
Table 4.15

Response No of employees In %
Yes 47 94
No 3 6
Total 50 100

Figure shows employees competencies

Yes No

6%

94%

Graph 4.15

Interpretation:

It is clear from the table that 94% of the employees state that they are in need of
training and development programs to improve their competencies,, and 6% states no.

Most
ost of the respondent
respondentss agree that there is need for training and development
programs to improve employee’s competencies.

Page | 54
 16. What type of training method
methods are adopted in the organisation?
Table 4.16

Responses No of employees In %
Lecture method 12 24
Conference 8 16
Role play 25 50
Job instruction training 5 10
Total 50 100

Figure shows which type of method

offered in organisation
Lecture method Conference Role play Job instruction training

10%
24%

16%
50%

Graph 4.16

Interpretation:

It can be seen from the table that 24% of the employees state lecture method of
training is adopted by the organisation, 16% state conference method,
method 50% state role
play and 10% state job instruction training method is adopted by the organi
organisation.

Most of the respondents state that role play training programs are adopted by the
organisation.

Page | 55
 17. Do you think that employee Preferred for some more training and development
programs in organisation
organisation?
Table 4.17

Response No of employees In %
Yes 43 86
No 7 14
Total 50 100

Response
Yes No

14%

86%

Graph 4.17

Interpretation:

It is clear from the table that 86% of respondents prefer some more training and
development programs in the organisation and 14% of employees don’t prefer some
more training and development programs.

Most of the employees prefer some more training and development programs in the
organisation.

Page | 56
 18. What type of training programs employees prefer
prefer?
Table 4.18

Response No of employees In %
On the job 13 26
Coaching 8 16
Lecture 10 20
Role play 19 38
Total 50 100

Response
On the job Coaching Lecture Role play

26%
38%

16%

20%

Graph 4.18

Interpretation:

The table shows that 26% employees prefer on

on- the- job training programs, 16%
prefer coaching method, 20% lecture method, and 38%role play.

Most of the respondents prefer role play training.

Page | 57
 19. Is the training and development programs lead to career growth.
Table 4.20

Response No of employees In %
Always 43 86
Sometimes 7 14
Never 00 00
Total 50 100

Figure shows career growth

Always Sometimes Never
0%

14%

86%

Graph 4.19

Interpretation:

The table shows that 86% of employees agree that training and development programs
always lead to career growth and 14% of the employees say sometimes.

Most of the respondents state that training and development programs lead to their
career growth.

Page | 58
 20. Is training and development programs imbibe leadership qualities in
employees.
Table 4.20

Response No of employees In %
Yes 46 42
No 04 08
Total 50 100

Figure shows leadership qualities in

employees
Yes No

8%

92%

Graph 4.20

Interpretation:

The figure indicate tha

that 92% of the employees agree that training and development
programs imbibe leadership qualities and 85
85% of the employees state no.

Most of the employees state that training and development programs imbibe
leadership qualities.

Page | 59
 CHAPTER 5

FINDINGS, CONCLUSION, AND SUGGESTIONS

Page | 60
 Findings: -

1. 100% of employee knows about training and development programs of the

organization.
2. Most of the employees said that every 6 months the company conducts training
and development programs for its employees.
3. 100% of employees are clear about the purpose of training & development.
4. 66% of the employees state that the intentions of training programs are for job
knowledge.
5. 76% of employees attend the training programs with self interest.
6. 84% of the respondents are happy with the training programs.
7. 80% are believed that training and development programs bring positive
changes in their job performance.
8. 70% of the employees agree that training programs help them to acquire new
skills.
9. 50% of the employees state that training programs reduce need for supervisor.
10. 54% of the employees concluded that training programs help to improve
productivity.
11. 60% of the employees state that training program helps in target fulfilment
12. 58% of the employees state that training programs update their technical
knowledge.
13. 56% of the respondent’s state agrees that training program enhance the
employees efficiency.
14. 100% of workforce believe that T&D programs motivate them.
15. 80% of the employees think that training and development programs are
necessary for job rotation.
16. 70% of the employees state that training and development programs always
help in managing job rotation.
17. 70% of the employees agree that language as one barrier on behalf for
successful T&D
18. 90% of the workers opinion is that T&D programs bring awareness about job
responsibility.
19. 94% of the respondents agree the need for T&D programs to improve
employee’s competencies.

Page | 61
 20. 50% of the respondents state that role play training programs are adopted by
the organization.
21. 86% of the employees prefer some more training and development programs in
organisation.
22. 38% of the respondents prefer role play training.
23. 86% of the workforce state that T&D programs lead to their professional
growth.
24. 92% of the Workforces state that T&D programs imbibe leadership qualities.

Suggestions: -

1. An organisation should always provide quality of training methods to make it

more impressive.
2. An organisation should provide a regional professional trainer to avoid
language barriers.
3. Progressive and spontaneous, effective training should be proved by the firm.
4. The training should be helpful in the carrier growth of the employee.
5. As it is retail industry employees should be aware of product stress.

Conclusion: -

Training and development program plays an essential role of organisation and

employee productivity. The continual enhancement training and development donates
organisation growth and to achieve present competitive arena.

Most of the employees are contented with training and development program in
future group. Taking into consideration of new methods and technology leads to
successful organisation.

Page | 62
 Bibliography:-

Books

Personal and Human Resource Management – By Gerald cole, 2002

Human Resource Management – By Lewis A. Armstrong, 1997

Websites

www.flfl.com

www.google.com

www.retail industry in india.com

Journals

Alyahya, Mohammed Saad & Dr.Norsiah Binti Mat “Evaluation of effectiveness of

training and development” ISSN : 2047-2528 Vol. 2 No. 11 (14-24) “Asian Journal of
Business & Management Science”.

Qasim Saleem and Mehsis Shahid (2011) “Degree of influence of training ans
development on employees behavior” ISSN : 2229-6166 “International Journal of
Computing and Business Research”.

Shaikila.p (2014) “training and development” ISSN : 2277-5846 “The International

Journal of Management”.

Philip (1980) “Training and Development” Vol.0.1, pp 1-7, 1980 in “Indian

Experiments and Experiences journals”.

Wagner S (2000) “Employees speak out on job Training: Finding of New Nation wide
Study”

T. Jogaiah, (1990) “Training and Development”, Printwell Publisher (on bejalf of

Rupa books (p) Ltd ) 5-12, “shopping complex, Tilak Nagar, Jaipur, pp, 1-135”.

Venkataraman K (1986) “Sensitivity Training to Improve Inter-Relations” ISSN :

0019-5561 “Indian Journal of Public Administration”.

Randir Singh. Dr.Gaur Hari Singhania, ISSN : 2249-1058 International e- journal.

Raja Abdul Ghafoor Khan, Furqan Ahmed Khan, Dr. Muhammed Aslam Khan
(2011)”impact of Training and Development on Organisational Performance”. Global
Journal of Management and Business Research Volum 11 Issue 7 ISSN : 0975-5853

Herman Agrinis & Kurt kraiger “Benefits of Training and Development for
Individuals and Teams “Vol. 60:451-474 publication date January 2009, Society
Annual Review of Psychology.

Page | 63
Goel, O. P.(2007) “Training and evelopment & efforts of organisation” journal of
Geological Society of India.

Page | 64
 Annexure

QUESTIONNAIRE

I AMEENA M, student from BITM college pursuing MBA in HR, would request you
to kindly spare few minutes to fill this questionnaire which is part of my project on "
Training and Development" in your organization. Your opinion will be kept
confidential and will not be disclosed to anyone.

1. Name:

2. Age (optional):

a. Less than 25 ( ) b. 26-35 ( )

c. 36-45 ( ) d. 46 and above ( )

3. Gender:

Male ( ) Female ( )

4. Years of experience:

a. Less than 5 years ( ) b. 6-10 years ( )

c. 11-15 years ( ) d. More than 15 years

5. Designation:

6. Are you aware of training and development programs in your organization?

Yes ( ) No ( )

7. How often training and development programs are conducted in your

organization?

< 6 months ( ) < 1 year ( ) > 1 year ( )

8. Are you clear about the purpose of training and development programs?

Yes ( ) No ( )

8(a) if yes, what do you think is the purpose of training?

a) Job knowledge b) Problem solving (
( ) )
c) Planning and organizing ( ) d) Motivation ( )

Page | 65
9. What makes you to attend training and development programs?

a) Policy of the company ( ) b) Self interest ( ) c) Others ( )

10. Has the training program met your expectation?

Yes ( ) No ( )

11. Do you think that the training and development program bring positive
change in your performance?

a. always ( ) b. Sometimes ( ) c. Never ( )

12. Indicate your response relating to training and development programs

Parameter Strongly Agree Disagree Strongly Can’t
Agree Disagree say
Acquire New Skills
Reduce Need for supervisor
Lead to improve productivity
Target Fulfillment
Improve Technical Knowledge
Enhances Efficiency

13. Does your training Program motivate you?

Yes ( ) No ( )

14. Does the Training and Development programs help you in taking job
rotation?
Yes ( ) No ( )

14 (a). If yes do you think that the training and development programs help you
to effectively manage job rotation?

a. always ( ) b. Sometimes ( ) c. Never ( )

15. Is language a barrier for successful training and development program?

Yes ( ) No ( )

Page | 66
16. Do you think there is need for training and development programs to
improve employee competencies?

Yes ( ) No ( )

17. What type of training methods are adopted by your organisation?

a. Lecture method ( ) b. Conference ( )

c. Role play ( ) d. Job instruction training ( )

18. Do you prefer some more training and development programs?

Yes ( ) No ( )

18 (a) if yes please specify the type of training you prefer?

a. on the job ( ) b. Of the job/coaching ( )

c. lecture () d. Role playing ()

19. Do you think that training and development programs lead to career growth?

a. always ( ) b. Sometimes ( ) c. Never ( )

20.Does your organisation have continuous improvement in training and

development programs?

Yes ( ) No ( )

21. will the training and development programs imbibe leadership qualities in
you?

Yes ( ) No ( )

22.what are suggestions to improve training and development programs are

offered to you?

a. technical training ( ) b. Quality training/skill training ( )

c. soft skills ( ) d. Others ( )

Page | 67