SUMMER TRAINING PROJECT REPORT

ON

Study of Training&
Development
AT

CENTRAL ELECTRONICS LTD.

SUBMITTED TOWARDS PARTIAL FULFILLMENT

OF
BACHELOR OF BUSINESS ADMINISTRATION
(Affiliated to Ch. Charan Singh University, Meerut)

Academic Session
[2012-2013]

SUBMITTED TO: SUBMITTED BY:

ANKUL SHARMA
MR NISHANT KUMAR SINGH
Roll No. 9394545
(Faculty BBA/MBA)
BBA VI Sem.

VENKETESHWARA INSTITUTE OF COMPUTER

SCIENCE AND TECHNOLOGY

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 CANDIDATE DECLARATION

I do hereby declare that the piece of dissertation report entitled “TRANING

AND DEVLOPMENT” has been prepared by me under the guidance and

supervision of Mr. Nishant Kumar Singh (Astt. Prof.) as a part fulfillment

for the requirement of the degree in Bachelor of Business Administration

under C.C.S. University, Meerut during the session 2012-13.

To the best of my knowledge & belief, this is my own work and has not been

submitted anywhere earlier for any other degree.

Ankul Sharma
BBA VI Sem.

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 ACKNOWLEDGEMENT

I am deeply indebted to the professionals of C.E.L. for giving me their valuable time in
responding against my queries and putting forward their rich critics and suggestion.

I ultimately thank Mr. Y.K TYAGI (Chief Manager, S.P.D.) and Mr. Subhash
Suberwal (Personal Manager) of M/s C.E.L., who were kind enough for their guidance
and encouragement, it would not have been, it would not have been possible in complete
the project with out the co-operation of the workers and all the staff personnel at M/s
CEL.

I am extremely grateful to Mr. Nishant Kumar Singh (Astt. Prof.)for being the
constant source of guidance and inspiration and providing me an opportunity to undertake
training. The wholehearted guidance and unfailing inspiration of my guide made this
work possible which at the commencement seemed to be beyond my capabilities.

In the end I will not be doing justice if I fail to mention all my friend and colleagues who
have helped me the completion of my study.

Ankul Sharma
BBA VI Sem

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 PREFACE

In the past, organizations were not also inclined towards the training and development
programs necessary for their offices and staff members However with the changing
scenario and air going competition, the management has realized that sound training
effect are needed for the development of personal not only for their future growth but also
for the growth of the organization. In recent times it is being observed that the
development of managerial personal proves to be a catalyst for the increased profit and
organizational groups.

Many organizations are expanding their departmental network to provide effective

training program for their manpower. The focal points of this effects is to produce work-
force who have necessary skills to do there jobs leading towards more productive
organizations.

The designs of employees training programs vary widely and depend largely upon the
internal structure of the organization. However the aim always remains same that the
training programs must be such that it encourages learning in non-threatening manner
and that this effect are or should be the result of the assessed need. A study published in
1990, indicated That organizations rely on higher-level input management judgement and
performance appraisal later.

The present report focuses on these aspects of changing scenario in particular contest of
M/s CEL, a public sectors under taking. The subject matter maintained by this report
covers the survey of personal to know about the effectiveness of the prevailing practices
and suggests the possible changes Which may be incorporated to get more employee
oriented training program. The main aim of this study is to provide hand tool to H.R
professionals of M/s CEL to help them in their functioning. The study has been a result of
a short-term approach of information system and putting forward a slip towards giving
feed back to the top management.

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 EXECUTIVE SUMMARY

Objective : To establish relationship between the effective training

policies and effective training programs.

Methodology Data
Collections : The data were collected through primary and
secondary sources.

Primary Sources : Collected information from executives conduct a

survey amongst 86 employees of M/s CEL to get the
information out of total strength 684.

Secondary Sources : Manual and printed booklets provided by PAD

Department.

Sample Size : Sample size was drawn on the basis of random sample
Method with 10% base. The further breakup of this
sample size was again drawn on the same base of
random sampling. Analysis among executives and non
executives cadre of M/s CEL.

Executive - 36
Non-Executive - 50
Total Sample Size - 86

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Industry profile

6
COMPANY PROFILE

Central Electronics Ltd. (CEL) is a Central

government public sector company and was
established in June 1974. CEL's main works is
located on a fifty acre plot in the industrial area of
Sahibabad (UP) about 20 km from New Delhi. The
main operations of the company are divided in to
three business groups.

 Solar photo-voltaic group

 Systems group
 Component s group
CEL has built up a track record of successfully converting scientific principles into
industrial technologies. This has been achieved through in-house research and
development (R&D) efforts and in collaboration with other national/international research
institutions. The company has successfully met challenges of offering most advanced
technologies / product to meet identified national requirements. CEL s operation includes
turnkey installations in each of its product areas.

QUALITY POLICY
CEL is committed to strive for the leader Ship in its products market by way of
continuous improvement in the quality of its product and services arid meeting the
customers need in time and every time at competitive price. This shall he achieved
through continuous up-gradation of technology and process improvement by involving all
the employees, vendors, dealers and customers.

Enhancement in
• Customers satisfaction
• Continues improvement
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8
 WORLD CLASS ELECTRONIC
COMPONENTS PROFESSIONAL
FERRITES

CEL manufactures soft ferrites for communication, defense and

Consumer / Industrial Electronic Industries.

CEL’s new range of high permeability ferrite components for Digital

Switching Equipment for the telecom requirement and high frequency
microwave ferrites developed for VHF/UHF communication sets and
defense radar requirement reflect our expanding product range. A whole
new range of ferrite components, ferrites for switch mode power supply,
electronic ballast etc. form a part of CEL ‘s expansion plans.

ELECTRONIC CERAMICS
A variety of Piezo-ceramic materials based on Lead Zirconate Titanate
composition have been standardized for low power as well as high power
applications. These materials can be tailor-made to various shapes and
sizes.

To meet customer requirement, CEL’s capability in the area of High

Alumina is planned to be exploited to meet potential large volume
requirements of substrates, bearing, bullet-proofing etc.

MICROWAVE ELECTRONICS
CEL has the capability and infrastructure for the design and
manufacture of Microwave ferrite phase shifters or phase control
modules for use in the phased array radar’s a capability possessed by very
few in the world.

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In addition, CEL has also the Software & Hardware capability to design /
manufacture , phase frequency correlators, Antennas.

RESEARCH & DEVELOPMENT

The commercial operation of the company are largely based on
Technology / know-how developed through in house or collaborative
R&D. Thus, there exists a long standing R&D activity side by side with
the commercial performance of the company in each of it’s operational
areas.

There is core-group of R&D personnel in each business groups and also

at corporate level. Scientists & Engineers in these groups continuously
strive to develop new technologies & products, improve production
yields and productivity thus contributing to the company’s goal of
achieving excellence.

The R&D groups maintain close, collaborative links with other R&D
institutions both in India & abroad. The department of Scientific &
Industrial research of the government of India recognizes CEL’s in-house
R&D.

CONSULTANCY & SERVICES DIVISION

As a result of two decades of operation in its area, CEL now has highly
qualified scientist and engineers with expertise in design, development,
manufacture and actual field experience in areas such as SPV power
plants, material sciences, ferrites, ceramics and electronic systems.
Since CEL is actively involved in R&D works, solutions to specific
problems can be provided through the consultancy & services division.
MARKETING TRUST
The company has put in place modern marketing practices, which center

10
around feed back analysis of product performance customer's attitude and
post purchase satisfaction level. The ultimate marketing success rate has
registered improved visibility of the company amongst identified target
groups.

PERFORMANCE DURING THE FINANCIAL

YEAR 2004-05
CEL achieved production of Rs. 83.78 crores and sales of Rs.97.78 crores
as against the last year production of Rs.65.24 crores and sales of s. 6178
crores. Thus, increase of 28.47% in production and 45.47% in ales.

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12
 ORGANIZATIONAL STRUCTURE

The organization chart of the company indicating the responsibilities,

authority and inter relation of all personal, who manage, perform and
verify work effecting quality is shown in the organization chart as below:

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 TRAINING & DEVELOPMENT (A
STUDY)

Every organization needs to have well trained & experience people to

perform the activity that have to be done. If current or potential job
occupants can need this requirement, training is not important. When this
is not the case, it is necessary to raise the skill levels & increase the
versatility & adaptability of employees.

As jobs have become more complex, the importance of employee training

has increased. When job were simple, easy to learn, influenced to only a
small degree by technological changes. There was little need for
employees to upgrade or to alter skills, but rapid changes taking place
during the last quarter century in our highly sophisticated and complex
society have created increased pressure on the organization to readapt the
products and services produced. The manner in which the products and
services are produced and offered the types of job required and the types
of kill necessary to complete these jobs.

TRAINING
Management training in its several underlying philosophies, its specific
conceptualization and its concrete techniques- is a human learning
process. Yet almost without exception there has been remarkably little
reliance in the development and implementation of management training
on those vast and relevant body of research literature.
By Goldstein and sorchar (1972,P 32)
Work Horses: Stars:
Highly Competent Highly Potential, working with full capabilities
Dead Wood: Problem Children:
Unsatisfactory, Unsuitable, Incompetent Potential/capability but Under utilized
Classification of employees for Training; By Dr. George S. Odiome

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Training and development viewed as a four phase process to facilitate
learning in organizations.

Categories of data in the learning situation:

The learning Environment
The role of the trainee/teacher
The characteristics of the learner
Basic process in the human learning activity
Reinforcement and punishment
Retention and transfer of learning
Practices

Diagnosis of the
Learning Situations

Design of the
appropriate Learning
Strategy

Implementation of
Learning Strategy

Evaluation and
Possible Re-design of
the Learning Strategy

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DEVELOPMENT
In Duckers view management and manager development deal with the
skill people need. They deal with the structure of jobs and of
management relations. They deal with what an employee need to learn to
make his skills affective. They should concern themselves with changes
in behavior likely to make a man more effective. it is rio longer necessary
to debate whether management development and manager development
are luxurious in which only big companies can indulge in boom times.
They are a necessity our society. In any major institution the church, for
instance, or the army finding developing and proving out the leaders of
tomorrow is an essential job to which the best man give fully of their time
and attention.

WHY DOES A TRAINING NEED OCCUR

The answer to this question is ‘for one for three reasons” for some
combination of the three
 Job changes
 Person changes
 Performance changes
Job changes : Many managers and their staffs have to be retrained for an
entirely new kind of work. These changes may occur as a result of:
 New plants
 New products
 Computerization Change in standards
 Reorganization
 Takeovers
 New equipment’s Re-location
 New technology, methods, systems or procedures

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Legislation
The changes in them self may not be new, what is new has been the
frequency arid pace with which may are now taking place. fri this context
a work force which is flexible and responses to change is very much
required.

Person changes:
Individuals changing jobs or preparing for future changes in their work
are
 Potentially in need of training needs may occur because of:
 Promotion
 Special assignment
 Transfer
 Initial induction programs
 Carries planning programes

Performance deficiencies
These are routine maintenance needs are as follows but of equal
importance if not more- Indication of such needs are:
 Operator faults
 Appraisal
 Customer complaints
 Accident
 The carelessness of familiarity
 Quality control records
 Forgetting and becoming ‘rusty’ accepts of takes
 Key request and key reports from managers

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HOW DOES A TRAINING NEED BECOME
RECOGNISED

It is quite apparent that hr manager get signals about potential need by

constant monitoring of the ongoing operations. If HR manager make
intelligent use of these signals, they can avoid the “fire fighter” trap. It is
to say that instead of being reactive they can be pro-active.

 It involves a detailed study of organizational objectives strategies

long term and short-term goals structure, human resources and
organizational culture.

 Task analysis: It involves a detailed examination of a job its

component its various operations and the conditions under which it
has to be performed.

 Employee’s attitude survey should be conducted. Skill inventory and

Functional audit should supplement the same.

 The skill inventory assesses the individual achievement, knowledge,

potentiality, behavior skill, arid performance while training need
identification must recognize the resources implied and problems and
the budget constraints

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19
 TRAINING METHODS AND
TECHNIQUES

The forms and types of employee training methods are interrelated. It is

difficult to say which of the method or combination of method is useful
than the other. Infact each is suitable for a particular situation. The best
technique for one situation may not be best for different groups and tasks.
Care must be taken in adapting the method to the learner of the job.

An effective training technique generally fulfill this objectives:

 Provide motivation to the trainee to improve job performance.
 Develop a willingness to change.
 Provide for the trainees active participation in the earning process.
 Provide knowledge of results about attempts to improve.

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 Permit practice where appropriate.

On the job training

Every employee from the clerk to company president get s some
on the job training when lie joins the firm. William Tracly calls
it” the most common the most widely used and accepted and the
most necessary method of training employees in the skills
essential for acceptable for job performance”.

In this the trainees earn as they learn under the watchful eyes of a
master mechanic or craftsman, receive immediate feedback,
practice in the actual work environment and associate with the
same people they will work with after trainee. Under this
technique an employee is placed in a new job and is told how it
may be performed. It is primarily concern with developing an
employee a repertoire of skills and habit consistent with the
existing practices of an organization and with orienting him to his
immediate problems.

It is mostly given for unskilled and semi skilled job clerical and
sales job. Employees are coached and instructed by skilled co-
workers, by suppresser, by the special training instructors. They
learn the job by personal observation and practice as well as
occasionally handling it. It is learning by doing and it is most
useful for jobs that are either difficult to stimulate or can be learnt
quickly by watching and doing.

Job rotation
A management trainee is made to move from job to job at certain
intervals the jobs vary in contents

Special assignments or comities:

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They are other methods used to provide lower level executives
with first hard experience in working on actual problems.

Job instruction training

This method is very popular in the states for preparing supervisors
to train operatives. The JIT method requires skilled trainers,
extensive job analysis training schedule and prior assessment of
the trainee ‘s job knowledge. This method is also known as
training through step by step learning. It involves listing all
necessary steps in the job each in proper sequence. This step
shows what is to be done along side each step is also listed
corresponding key points which show how it is to be done and
why.

Vestibule training:
This method attempts to duplicate on the job situations in a
company classroom it is a classroom training, which is often
imparted with the help of the equipment and machines that are
identical with those in use in the place of work. This technique
enables the trainee to concentrate on learning the new skill rather
than on performing an actual job. This is given in the form of
lecture case studies role-playing and discussions

Simulation
Simulation is a technique, which duplicates, as nearly as possible
the actual conditions encountered on a job. The vestibule training
method are examples of business simulations. Simulation
techniques are most widely used in the aeronautical industry.
Trainee interest & employee motivation of a trainee closely
duplicates real job condition. This training is essential in cases in
which actual on the job practice might result in a serious inquiry,
a costly error, or the destruction of valuable materials or

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resources. It is for this reason that the technique is a very
expensive one.

Apprenticeship
For training in crafts, trade and in technical areas, apprenticeship
training is the oldest & most commonly used method. Especially
when proficiency in a job is the result of a relatively long training
period of 2 years to 3 years for persons of superior ability & from
4 to 5 years for other. The field in which apprenticeship training is
offered are numerous arid range from the job of a draftsman, a
machinist, a printer, electricians.. A major part of training time is
spent on the job productive work. Each apprentice is given a
program of assignments according to a pre-determined schedule,
which provides for efficient training in trade skills.

Class Room Or Off The Job Training:

Off the job training simply means that method of training is not a
part of everyday job-activity. The actual location may be in the
company classrooms or in places that are owned by the company
or in universities or in association which have no connection with
the company.

Methods
Lectures:
Lectures are regarded as one of the simplest ways of imparting
knowledge to the trainees especially when facts, concepts,
attitudes & problem solving technique abilities are to be taught.
Lectures are formal organized talks by the training specialist the
formal superior or other individual specific topics.

Conference method:
In this method, the participating individuals “confer” to discuss

23
points of common interest to each other. A conference is a basic
to most participating group centered methods of development. It
is a formal meeting conducting in accordance with an.

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 CHANGING TRENDS IN TRAINING AND
DEVOLPOMENT

The American society for training and development ASTD held

its international conference and exposition in Atlanta from may
21 to 27 1999. Almost 10,000 human resource professional from
all over the globe came together to learn and appreciate the
changing scenario in the world of training and development.

 The conference seemed to debate on five main areas:

 How to increase real workplace learning which translate itself
into productivity and effectiveness.
 How to increase retention of people.
 How to design learning architecture and create authentic
learning organization which can last in the face of change.
 How to create and implement web-based learning situation to
cater to large volumes: distance learning case studies of ford
and other companies were shared,
 How to genuinely integrate the business and human issues and
the role of industries in community development arid up-
Liftmen of society.

INCREASE WORKPLACE LEARNING:

Workplace learning seems to be in the center stage at present.
Training is no longer done as generation of awareness but as
planned effort to increase productivity. The world’s best
coorporation are implementing learning strategies, which could be
tested and evaluated for its impact. The accent is to identify the
competencies possessed by the Job-holder. The difference
between the two becomes the training need. Fulfilling this gap

25
becomes the training function responsibility to increase
productivity.

RETENTION OF PEOPLE:
The experts distinctly proved how proactive strategies in
mentoring, coaching and career planning can increase retention
arid reduce staff turnover. Worldwide companies demonstrated
that employee retention was not only a factor of compensation as
popularly believed but also an effect of mentoring, career
planning, development efforts and coaching. Giving challenging
work assignment appeared to be one of the most significant
retention strategies in most accomplished companies.

CREATION OF LEARNING ORGANIZATION:

Learning organization seemed to still hold major attention in the
area of organization development. It was felt that in a rapidly
changing world economy where each individual has more choices
and alternatives, the ability to service the choices and alternatives
would be the critical challenges. Companies, which will respond
quickly to the desires of the customers, anticipate the consumer
shifts in behavior and design organization to respond to their
changed circumstances, will be able to retain their market share.
Companies will have to become flexible and adaptive as opposed
to hierarchical and structured. They will need to service the
individual employee need and the customer needs. It should have
the ability to critique itself on a continuous basis and challenge
every system of the past in view of the present environment. The
most distinct shift in the field of training and development was in
the area of creating web-based instruction design and self-paced
learning. There appears to be a clear awareness that most
organization to succeed will need to have economies of scale and
therefore are likely to be large and have many location. The

26
result, cross-culture training wilt be the order of the day. There
appears to be a clear consciousness that learning on the job is
fundamentally an individual responsibility. The role of the
organization is to make available the technology and content.

INTEGRATING BUSINESS AND HUMAN ISSUES:

A major consciousness is emerging that most companies are not
structured to service individual or business goals. The
hierarchical, pyramidal organization by the definition creates
conflicts as only few can reach to the top. It was widely felt that
to offer incentives as rewards for recognition of performance is a
dehumanizing strategy and has only increased hatred amongst
employees and let to toss of team efforts. People almost have been
taught to hate each other to succeed th9s is the antithesis of
development. Even the superior methods of performance appraisal
& evaluation such as feed hack, which is quantum, leap over the
old confidential report if one way communication is shrouded in
secrecy. Authentic two-way communication, which is required for
transparency is almost impossible given the present architecture
of most organization.

There is now a greater cognition that the human assets are far
more critical than any other, resource and it makes strategic and
business sense to make significant efforts to manifest the latent
power of each individual in the organization.
Substantial work is being done to increase the level of emotional
intelligence. A large number of companies were found to be
giving official time off to the employees to take part in
community service.

It is being found by research that when individuals engage

themselves in helping others and community development work
they felt much better about themselves and consequently are
27
found much more empathetic, facilitative and enabling in the
work-place. This translates itself into greater teamwork and
productivity. The efforts being made to increase self-awareness
and individual potential seemed to he sketchy and not very
rigorous.

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 PREVALING PRACTICES OF TRAINING
& DEVELOPMENT
PROGRAMES IN CEL

Training & development

One of the important HRD activities in the M/S CEL is its
training program. Even the top executives attend the programs
especially designed for them. The main purpose of training is to
provide learning opportunities and resources to upgrade the
knowledge and skills of the employer.

Objectives of training and development

 Help each person in the company to become more capable,
self motivated self directed and innovative..
 Enable every employer to understand and develop and utilize
his/her potential.
 Assist employees in achieving excellence in all operation.
 Ensure that the best operation and maintenance practices are
involved in M/s CEL.
 Develop an organizational culture in which manager
subordinate relation ships team work and call among sub units
are strong and contribute to the professional well being,
motivation and the pride of the employees.

Layout of the training program in the M/S CEL:

Any sound training program is built upon the fundamentals of
learning. An important factor in learning is motivation. People
learn what they want to learn. This training program may be
designed in a way that employees should participate willingly.
Training being a transfer of learning i.e. learning of one task
assists in learning another following areas may lead to meaningful
29
and reasonable objectives of the training program

30
 Knowledge of the company and an appreciation of
the environment:
o Job competence
o Personnel development
o Development of skills

 Optimizing individual strength

 Providing opportunities for growth

Training plan:
Taming plan will be conducted by two methods:
 In company training
 Nominating employees to several seminars / courses
etc.

As regards in company the following program areas may

be initially taken up:
 Knowledge of the company and appreciation of
involvement:
It is need of every organization that Employees working in
various activities of the organization with this objective in
the mind The company information training program will,
as far as possible, be conducted in the factory premises
itself. Faculty will comprise member I expert nominated
by the respective division and accepted by the managing
director. The scope of this program wilt be to explain the
activities of the respective division and various
procedures, which to employees are required to follow.
The duration of the program will be about four to six days
and wilt cover all the employees in the company in
batches.
Job competency:
Training programs for improving the job competency of
the workers may be arranged in the company with the help
of outside experts.
Personal development:
These programs will be arranged in the factory premises,
wherein the company employees as well as outside faculty
will be invited to conduct the courses in the following
fields:
 Company information
 Personal for non personal
 Finance for non-personal
 Program for trade union leaders
 Workers participation
 Human relation
 TA courses
 Motivation and work commitment
 Labor laws program
 Productivity by concept and approach
 Communication
 Work measurement
Employee may be nominated once in two years to the
program, which are of specialized nature and are
beneficial to the company/employees.
 Training procedure at C.E.L

Training procedure
The company has a well defined training procedure to
impart need based quality training to all employees as per
the requirement of ISO 9000. As per the laid down
procedure the following types of training programs are
conducted:
 Organizing in-use training programs
 Sponsoring employees for external training program or
specialized course
 Organizing induction training program for new
entrants

M/S CEL has excellent in house training facility including

welt equipped class rooms library and other audio-visual,
programs aimed at developing technical, managerial,
human and conceptual competencies. A variety of training
methods like rote play, case discussion, feedback and
simulation exercise is used in these programs. Both tine
managers and outside experts are deliver lecture. The
HRD department also conducts post-training follow up
activities.
IDENTIFICATION OF TRAINING
NEEDS IN CEL

Keeping in view the training layout and objective of

training policy of the company M/s CEL has adopted a
two-way procedure for identifying the needs for training to
its manpower. Basically the need classification is
dependent upon the nature of the job i.e. executive and
non-executive.

Executive
 For executive of alt levels their is a system by which
the skills enhancement requirement are identified once
in a year through annual performance appraisal
system.
 This system apart from assessing a person on annual
performance also gives step of potential assessment by
the appraisal.
 It is a mutually agreed exercise between the appraiser
and the appraiser, where the appraiser indicates has
skill gaps and the appraiser after due consideration
recommend various training course to which the
appraiser should be expert.

Non Executive
 The responsibility of identifying the training needs or
skills enhancement of the non executive primarily lies
on the sectional head and ultimately on the head of the
department.
 Annual list of the training requirement is prepared and
data are prepared or an annual training calendar.

 Training function has always been an important

function of the management and the exposures as
found necessary are arranged.
 OBJECTIVE OF THE STUDY

The training and development of the training resource is

important activity in any organization. The outcome of
any previous activity (i.e. recruitment and selection,
performance appraisal) may indicate the need for certain
improvement in work performance, updates in job
knowledge modification in existing skill and abilities or a
new awareness and response to changing environmental
conditions. Organizations and employees for their own
individual, and collective self-interest use training and
development in its many aspects.

A major responsibility of any personnel manager in the

development and effective utilization of organizational
members. Large amount of money time and efforts are
invested every year in an attempt to improve the
knowledge, skills and abilities of each and every
employer.

With reference to the above background this study

presents the salient features of the training practices
prevailing in M/s CEL a public sector undertaking. The
objective of this study is to establish relationship between
the effective training policies and effective training
programs thus enhancing the out put and productivity of
employees in general and organization as complete unit.
The specific target of this project is to study the prevailing
practices, its drawback arid recommend effective training
program keeping in view the requirement of the individual
by creating a knowledge based data structure. The data
base structure is to be created with the help of responses
collected from the individual, thus the proposed
recommended training plans and programs will not only
be helpful to the functional manager but also be useful for
the top management for effective strategic training
policies.
 RESEARCH &
METHODOLOGY

Research means finding out the facts relating to particular

phenomenon. Research is an academic activity and as such
the term should be used in technical sense. According to
Clifford woody-”Research comprises defining and
redefining problems, formulating hypothesis or suggested
solutions: collecting, organizing, and evaluating data:
making deductions and researching conclusions: and last
carefully testing the conclusion to determine whether they
fit the formulating hypothesis”. Social Science defines
research as “the manipulation of things, concepts symbols
for the purpose of generating the text, correct or verify the
knowledge making, whether that knowledge aids and
construction of theory or in the practice of an art”.

Research is, thus, an original contribution to the existing

stock of knowledge making for its advancement. It is the
pursuit of truth with the help of steady observations,
comparisons, and experiment. In short the search for
knowledge, though objective and systematic method of
finding solutions to a problem is called Research. As such
the term research refers to the systematic method
committing of enunciate the problem, formulating a
hypothesis collecting the facts or data, analyzing the facts
and reaching certain conclusions either in the form of
solutions towards the concerned problem or in certain
generalization for some theoretical formulation.
In this project, I have used Qualitative type of research
and the method adopted was observation method and
unstructured interview.

Qualitative research is concerned with qualitative

phenomenon that is phenomenon relating to or involving
quality or kind. When we are interested in investigating
the reasons for human behavior (that is why people think
or do certain things) we quite often talk of “Motivation
Research” and important type of qualitative research .This
type of research aims at discovering the underlying
motives and desires using in department interviews for the
purpose. Attitude or opinion research i.e., research design
to find out how people feel or what they think about a
particular subject or institution is also a qualitative
research.

To fulfill the objective of the study titled as "Effectiveness

of Training And Development Policies in M/s CEL" The
following methodology was adopted. M/s CEL being a
public sector undertaking, have their own strength of
professional who in-turn not only have developed an
effective training program, but also have an effective
monitoring system to get accustom with this. The project
underlook the quantitative methodology for which
justified sample size was selected.

 Sample size was drawn on the basis of random

sample method with 10% base considering the total
man power strength of 864 thus sample size was
selected as 86. The sample size was further divided
into two categories i.e. executive cadre and non-
executive cadre on the same base of random
sampling as above. The total executive sample size
came out as 35 against 35 of non-executive cadre.
 Executive - -
36
Non-Executive -
50
Total Sample Size -
86

 The database created with the help of questionnaire designed

to highlight the silent features of prevailing practices and to
recommend the effective training plans. While designing the
questionnaire it was kept in mind that it should not search
for the knowledge of the respondent whereas emphasis was
given on the opinion without any prejudice.

 To achieve the objective, the data were collected through

primary and secondary sources.

 Primary Data:
o Collected information from executives and non-
executive (including workers)
o Conducting a survey amongst 86 employees of M/s
CEL to get the information, out of total strength
864.

 Secondary Data:
o Manuals of M/s CEL about policies of training and
development and Human Resource.
o Printed booklets provided by PAD dept.
 The analysis of the database was done so as to know the
widely accepted policies and to overcome the drawbacks if
any by knowing the best alternative under the segment. Thus
recommending the employee's friendly training program.
 DESIGN OF QUESTIONNAIRE

This section highlights the designing process of the questionnaire

to develop a system of information, it is necessary to have a
comprehensive database. This data base car be generated through
various sources of information e.g. human, previous reports, files
etc but how to collect this latter is a question which needs a
special emphasis The physical source of information are always
true and reliable.

To achieve this, a test questionnaire was prepared. This

questionnaire was referred to the H.R professional of M/s CEL
and with their suggestion a final questionnaire was prepared
keeping in view the following points:

What it is:
I) This is designed to elicit certain related information that
will help in formulating results.
II) The question gather attitudes and opinions.
What it is not:
I) The question don’t measure performance or thew depth of
knowledge.
II) Incriminating question have not been asked.
What it request:
I) Frank and accurate answers.
ii) The answers may base on experience need to reflect
attitude arid opinion.
What assurance it gives:
I) Assures complete anonymity.
II) Kept answers strictly confidential
FINDINGS:
 Awareness amongst employees with respect to the
need of training.
 Good Sufficient coverage of employees.
 Good Infrastructure
 Need related training programs and routine
features are already in existence.
 Unsatisfactory use of latest training techniques.
 Ineffective feedback mechanism.
 ASSUMPTIONS

Considering the objective of the study, which reads as to know the

effectiveness of training policies in CEL .The following
assumptions have been made for carrying out the study and to
make useful inference from the database.

 This study doesn't aim to democrat the difference of

opinion between executive and non executive rather the
aim is to define a combined opinion about the
effectiveness of the training prevailing irrespective of the
cadre.

 It is also assumed hat the organization under consideration

has such awareness among the employees that each and
every employee know about the prevailing practices .

 Random sampling method may give diverse opinion but

reflect the strong opinion, which may further lead to a
better idea about the prevailing practices.

 M/s CEL is open to positive criticism if any and may

accept recommendation suggested during the course of the
study to improve upon the existing training programs as
nothing in this world is perfect.
 ANALYSIS

Pains-taking effort of researcher concluded in proper collection of

data. The responses were properly studied and relevant analysis
was done.

Q.1Awareness about need of training

Table 1
Frequency of Opinion
Cadre of Category
Total Respondent Yes No
Executive 36 34 (40.5%) 2
Non -Executive 50 50 (59.5%) -
Total 86 84 2
% of Respondent 100% 97.6% 2.4%

56.6
60

50 43.4

40

30

20

10 2

0
N-Exe Exe

98% 2%

Yes No

AWARNESS ABOUT NEED OF TRANING

Q.2Worthiness of time devoted in training.
Frequency of Opinion
Cadre of Category
Total Respondent Yes No NR
Executive 36 36 (43.4%) - -
Non -Executive 50 34 (48.6%) 2 14
Total 86 70 2 14
% of Respondent 100% 81.4% 2.4% 16.2

60
51.4
48.6
50

40

30

20 16

10
2
0
N-Exe Exe

82% 2% 16%

Yes No No Response

WORTHNESS OF TIME TIME DEVOTED IN

TRANING
 Q.3 (a) Opinion about training importantce.
Frequency of Opinion
Cadre of Category
Total Respondent Yes No NR
Executive 36 20 (43.4%) 14 (40%) 2 (4
Non -Executive 50 26 (56.6%) 21 (60%) 3 (6
Total 86 46 35 5
% of Respondent 100% 53.4 40.6% 5.8%

60
60 56.6

50
43.4
40
40

30

20

10 6

0
N-Exe Exe N-Exe Exe
53% 6% 41%
Agree for all Agree for <50% Agree for >50%

OPINION ABOUT TRANING

IMPORTENCE
(b) Total response per points
Frequency of Opinion
Cadre of Category
Agree Disagree %
Investment in HR 51 2 16.2%
Higher Production 56 1 17.7%
Limits the mistakes 61 1 19.3%
More job satisfaction 46 0 14.5%
Low Cost of failure 46 1 14.5%
Cope with Responsibility 51 0 16.2%
Total 311 5 100%

16% 16%

15%

18%

15%
20%

Investment in human Resource Contributes to higher production

Limits the mistakes Provides grater job satisfaction
Gives low cost of Rejection Cope of with latest technique

TOTEL RESOPENCE PER UNIT

 Q.4(a) Opinion About the organisation identification of Training
Needs.

Cadre of Frequency of Opinion

Through
Category Total Regular Occasional Combination No
Performance NR
Resp. Feature Feature of 2&3 Identification
Report
Executive 36 18 (66.6%) 5 (29.5%) 10 (38.4%) 3 (27.7%) -- --
Non-
50 9 (33.4%) 12 (70.5%) 16 (61.6%) 8 (72.3%) 2 3
executive
Total 86 27 17 26 11 2 3
% of
100% 31.4% 19.8% 30.2% 12.8% 2.3% 3.5%
Resp.

Non-executive Frequency of
Opinion Total
Resp. 36

4% 5%
0%
Frequency of
Opinion Through
Performance
91% Report 18
(66.6%)
Frequency of
Opinion Regular
Feature 5
(29.5%)

Frequency of
OPINION ABOUT THE ORGANISATIONOpinion
IDENTIFICATION OF Occasional
Feature 10
TRAINING NEEDS. (38.4%)
 (b) Identification of the Most Effective Way of Training Needs

Cadre of Frequency of Opinion

Through
Category Total Regular Occasional Combination
Performance No Identification
Resp. Feature Feature of 2&3
Report
Executive 36 11 (40.7%) 11 (38.9%) 2 (13.3%) 10 (76.9%) 2
Non-
50 16 (59.3%) 18 (61.1%) 13 (86.1%) 3 (23.1%) --
executive
Total 86 27 29 15 13 2
% of
100% 31.3% 33.7% 17.5% 15.2% 2.3%
Resp.

200
180 % of Resp.
160
Total
140
120 Non-executive
100
80 Executive
60
40
20
Cadre of
0 Category
1 2 3 4 5 6 7

IDENTIFICATION OF THE MOST EFFECTIVE WAY OF

TRAINING NEEDS
Q.5 (a) Opinion About the Method of Training
Frequency of Opinion
Cadre of Category Total
Yes No NR
Respondent
Executive 36 12 (36.3%) -- 24 (46
Non -Executive 50 21 (63.6%) 1 28 (53
Total 86 33 1 52
% of Respondent 100% 38.3% 1.3% 60.4%

Total Frequency of Opinio

Total Respondent 3
50
Frequency of Opinio
30% Yes 12 (36.3%) 21
(63.6%)
Frequency of Opinio
50% No -- 1
1%
19%
Frequency of Opinio
NR 24 (46.1%) 28
(53.9%)

OPINION ABOUT THE METHOD OF

TRAINING
(b) Opinion About the Curriculum of the Training
Frequency of Opinion
Cadre of Category Total Personality
Technical Both
Respondent Develop.
Executive 36 3 (17.6%) 1 (16.6%) 32 (50
Non -Executive 50 14 (82.3%) 5 (83.3%) 31 (49
Total 86 17 6 63
% of Respondent 100% 19.7% 6.9% 73.4%

Total Frequency of
Opinion Total
Respondent 36
50

Frequency of
37% Opinion
50% Technical 3
(17.6%) 14
3%10% (82.3%)
Frequency of
Opinion
Personality
Develop. 1
(16.6%) 5
Frequency of
Opinion Both 3
OPINION ABOUT THE CURRICULUM OF(50.7%) 31
(49.3%)
THE TRAINING

1. Opinion About the nature of the Training

Cadre of Frequency of Opinion
 Total Problem Regular C
Category Innovative
Respondent Solving Topics i
Executive 36 9 (39.1%) 4 (30.7%) 7 (24.0%) 1
Non -Executive 50 14 (60.9%) 9 (69.3%) 22 (76.0%) 5
Total 86 23 13 29 2
% of Respondent 100% 26.7%% 15.2% 33.7% 2

80 76 76.1
69.3
70
60.9
60
50
39.1
40
30.7
30 24 23.9
20
10
0
N-Exe Exe N-exe Exe N-exe Exe N-exe Exe

27% 15% 34% 24%

Innovative Regular Topics Regular Topics Combination

OPINION ABOUT THE NATURE OF THE

TRAINING

2. Combination of Opinion Regarding the Nature of Training

Cadre of Frequency of Opinion
 Innovative,
Pro
Innovative, Problem Innovative,
Total Solv
Category Problem Solving, Regular
Respondent Reg
Solving Regular Topics
Top
Topics
Executive 16 5 (55.5%) 2 (75.0%) 6 2
Non -Executive 5 4 (44.5%) 1 (25.0%) - -
Total 21 9 3 6 2
% of
100% 39% 17% 33% 11%
Respondent

80.00% 75%
70.00%
60.00% 55.50%
50.00% 44.50%
40.00%
33%
30.00% 25%
20.00%
11.00%
10.00%

0.00%
N-Exe Exe N-exe Exe

39% 17% 33% 11%

Innovative & Innovative, Problem Innovative Problem

Problem solving solving & Regular & solving &

COMBINATION OF OPINION
REGARDING THE NATURE OF
TRAINING

.6 (a) Opinion About The Effective Training Media.

Cadre of Frequency of Opinion
 Instructors Computer
Category Total Programmed Written
External/ Assisted Combination
Resp. Instructions Material
Internal Instructions
Executive 36 5 (18.5%) 17 (51.5%) 5 (50.0%) 1 8 (53.3%)
Non-
50 22 (81.4%) 16 (48.5%) 5 (50.0%) - 7 (46.7%)
executive
Total 86 27 33 10 1 15
% of
100% 31.3% 38.5% 11.6% 1.1% 17.5%
Resp.

90
81.4
80
70
60 53.3
51.5
50 48.5 46.7
40
30
20 18.5
12
10
1
0
N-Exe Exe N-exe Exe N-exe Exe

31% 38% 12% 1% 18%

External / Program Audio Computer Combination

Internal Instruction visual assisted

OPINION ABOUT THE EFFECTIVE TRAINING

MEDIA

B. Combination of Opinion Regarding Effective Training Media

Cadre of Frequency of Opinion
 Instructors,
Programmed
Instructors,
Instructions,
Instructors, Programmed Instr
Total Written
Category Programmed Instructions, and
Respondent Material,
Instructions Written Mat
Computer
Material
Assisted
Instruction
Executive 8 3 (37.5%) 2 2 (66.6%) 1
Non -Executive 7 5 (62.5%) --- 1 (33.4%) 1
Total 15 8 2 3 2
% of Respondent 100% 53.3% 13.3% 20.0% 13.3

70 66.6
62.5

60

50

40 37.5
33.4

30

20
13 13

10

0
N-Exe Exe N-Exe Exe

54 13 20 13

Internal / External Instructors & Internal/ External Internal/ External Instructors, program Internal External
P rogramInstruction Instructors, Instruction, audio visual aids & computer Instructors & audio
Program assisted instructions

COMBINATION OF OPINION REGARDING EFFECTIVE

TRAINING MEDIA
Q.7 (a) Satisfaction Level About Training Program
Frequency of Opinion
Cadre of Category Total
Yes No NR
Respondent
Executive 36 13 (36.1%) 19 4 (40%
Non -Executive 48 23 (63.9%) 19 6 (60%
Total 84 36 38 10
% of Respondent 100% 41.9% 44.2% 13.9%

70 63.9
60
50 50
50

40 36.1

30

20 14
10

0
N-Exe Exe N-Exe Exe

42% 44% 14%

Yes No No
Response

SATISFACTION LEVEL ABOUT

TRAINING PROGRAM
(b) Co-Operation From Training Department

Frequency of Opinion
Cadre of Category
Total Respondent Yes No
Executive 13 13 (38.2%) -

Non -Executive 23 21 (61.8%) 2

Total 36 34 2

% of Respondent 100% 94.4% 5.6%

70 61.8

60

50
38.2
40

30

20

10 2

0
N-Exe Exe
4% 6%
Yes No

CO-OPERATION FROM TRAINING

DEPARTMENT
(c) Opinion For Suggestion For The Improvement

Frequency of Opinion
Cadre of Category
Total Respondent Yes No
Executive 19 9 (39.1%) 10 (66.6%

Non -Executive 19 14 (60.9% 5 (33.4%

Total 38 23 15

% of Respondent 100% 60.5% 39.5%

66.6
70
60.9

60

50
39.1
40 33.4

30

20

10

0
N-Exe Exe N-Exe Exe
60% 40%
Yes No

OPINION FOR SUGGESTION FOR THE

IMPROVEMENT
 Q.8(a) OUTCOME OF TRAINING

Frequency of Opinion

Cadre of
Category Identification Improved
Total Improved Job
of Hidden Social Combination NR
Resp. Productivity Motivation
Potentials Life

Executiv 3
35 8 (38.0%) 7 (63.6%) 9 (52.9%) 8 (28.5%) 2
e (75.0%)

Non- 1
46 13 (62.0%) 4 (36.4%) 8 (47.1%) 20 (71.6%) 3
executive (25.0%)

Total 81 27 11 17 4 28 5

% of
100% 24.5% 12.8% 19.8% 4.6% 32.5% 5.8%
Resp.
 80
75
71.6
70
63.6
62
60

52.9

50 47.1

40 38
36.4

30 28.5
25

20

10
6

0
N-Exe Exe N-exe Exe N-exe Exe N-exe Exe N-exe Exe

24% 13% 20% 5% 32% 6%

Improved J ob M otivation Identification of Improved social life Combination No

productivity hidden potential within as well as response
outside the
organization

OUTCOME OF TRAINING
(b) Combination of Opinion Regarding Outcome of training
Cadre of Frequency of Opinion
 Productivity,
Job Productivity,
Motivation, Job Productivity Productivity, Productivity,
Total
Category Hidden Motivation, Job Hidden Improved Social
Resp.
Potential, Hidden Motivation Potential Life
Improved Potential
Social Life
Executive 8 5 (37.2% 2 (33.4%) - - 1
Non-
20 11 (68.8%) 4 (66.8%) 4 1 -
executive
Total 28 16 6 4 1 1
% of
100% 57.1% 21.4% 14.2% 3.5% 3.5%
Resp.

80 76 76.1

68.8
70 66.8

60

50

40 37.2
33.4

30
23.9

20

10

0
N-Exe Exe N-exe Exe N-exe

57% 21% 14% 4% 4

Improved produ., job Improved produ., job Improved Improved Improved

motivation, hidden motivation & hidden produ. & job produ. & produ.&
potential & improve social potential motivation hidden improve

COMBINATION OF OPINION REGARDING

OUTCOME OF TRAINING

Q.9 (a) Opinion About The Implementation Of Learnt During

Training.
Cadre of Category Frequency of Opinion
 Total
Yes No NR
Respondent
Executive 36 27 (39.1) 7 (63.6%) 2
Non -Executive 50 41 (60.3%) 4 (36.4%) 5
Total 86 68 11 7
% of Respondent 100% 79.1% 12.8% 8.1%

70 63.6
60.3
60

50
39.7
40 36.4

30

20
8
10

0
N-Exe Exe N-Exe Exe

79% 13% 8%

Yes No No
Response

OPINION ABOUT THE IMPLEMENTATION OF

LEARNT DURING TRAINING.

(B) Opinion About Success Rate

Cadre of Frequency of Opinion
 Successful Successful
Total Very
Category With Good with Uns
Respondent Successful
Result Failures
Executive 27 3 (33.4%) 22 (39.2%) 2 (75%) -
Non -Executive 41 6 (66.4%) 34 (60.8%) 1 (25%) -
Total 68 9 56 3 -
% of
100% 13.2% 82.3% 4.4% -
Respondent

70 66.4
60.8
60

50
39.2
40 33.4

30

20

10 5

0
N-Exe Exe N-Exe Exe
13% 82% 5%
VerySuccessful Successful with good results Successful with
failure

OPINION ABOUT SUCCESS RATE

Q.10 Implementation Of Post Training Feed-Back

 Frequency of Opinion
Cadre of
Total
Category Yes Seldom Yes Seldom No No
Respondent
Executive 34 18 (41.8%) 9 (37.5%) 1 6 (6
Non -Executive 46 25 (58.2%) 15 (62.5%) 2 4 (4
Total 80 43 24 3 10
% of
100% 54.4% 30.3% 3.7% 12.6
Respondent

70
62.5
60
60 58.2

50
41.8
40
40 37.5

30

20

10 7 7

0
N-Exe Exe N-exe Exe N-exe Exe

49% 28% 12% 4% 7%

Yes Seldom Yes No Seldom No

No response

IMPLEMENTATION OF POST TRAINING FEED-

BACK
Q.11 Opinion About Training As a Essential Part of Career
Growth And Planning.
Frequency of Opinion
Cadre of Category Total
Yes No NR
Respondent
Executive 36 36 (42.3%) -- --
Non -Executive 50 49 (57.7%) -- 1
Total 86 85 -- 1
% of Respondent 100% 98.8% -- 1.2%

57.7
60

50
42.3
40

30

20

10
0 1
0
N-Exe Exe

99% 0% 1%

Yes No No Response

INTERTRETATION
Out of total 86 respondent, 99% feels that training is an essential
part of career growth and planning.
OBSERVATIONS
1. Out of total 86 respondent, 97.6% were aware of the needs of
the training programs for achieving the organizational targets.
Where 40.5% were from executive cadre and 59.5% were
from non-executive cadre.

2. Majority of the respondent i.e. 81.4% agreed that it is worth

while to devote time in training programs Also out of the
total population of 70, for those who were affirmative worth
the value of the training program, 51.4% were from executive
cadre in contrast to 48.6% of non-executive cadre.

3. (a) Majority of the population (94°/b) agreed with the

importance of training Approximately 53.4% respondents
with all the points and 40.6% respondent with 50% points
given in question no- 3 regarding importance of training.

(b) Out of the total respondent regarding the importance of

training 19.3% agreed that the training limits the mistakes and
17.7% feels that it leads to higher production.

4. (a) When asked about the identification method (question no-

4) for the need of the training, 31.4% respondents feels that it
should be through performance reports and 30.2 respondents
favor the occasional features. It was observed that through
this figure, 67% executive feels that it should be through
performance report whereas 62% non-executive preferred the
occasional feature.
(b) When asked about the best method of identifying the
training need, 34% preferred rotational training program
32% preferred the annual performance report. In the
above figure 60% executives favor annual
 (c) performance report and 62% non-executive preferred
rotational training programs.

5. (a) Majority of the population (60.4%) preferred combination

approach of training method i.e. on the job as well as off the
job whereas 53.9% were from non-executive cadre and 46.1%
from executive cadre.

(b) Again 73.4% respondents feel that the curriculum of the

training program should be job related as well as for
personality development. It is also observed that out of 19.7%
who prefer technical curriculum, 82.3% were from non-
executive cadre and those ho prefer combination approach,
50.7% were from executive cadre.

(c) Further more, 34% of the respondent feels that emphasis

should be given on training related to day to day problem
solving techniques. In this category more respondent 76%
were from non-executive cadre where as 40% of the executive
cadre simply preferred to have training program innovative.

6. (a) When people were asked to give their preference for

training media 38.3%, respondent preferred informed training
and 31.3% preferred training through formal media. In this,
51.5% executive preferred informal training whereas 81 .4%
non executive preferred training by external / internal faculty.

(b) In combination approach 53% preferred to have

coordination of formal and informal training media.
Surprisingly in the era of computerization merely 1% agree
for training through computers.
7. (a) With respect to the prevailing practices for training
programs in C E L, opinion were equally divided between
 satisfied respondent (42%) and unsatisfied respondent (44%)
and there was no response from the balance 14% respondents.
in satisfied respondents 64% were from non-executive cadre
and 36% were from executive cadre.

(b) Those who were satisfied happily agreed (94%) that they get
full cooperation from their superiors in implementing their
suggestion.

(c) Who were not satisfied, 60.5% respondent gave suggestions

for improving training patterns where 61% were from non-
executive cadre and 39% were from executive cadre.

8. (a) Regarding the outcome of training 24% felt training

improve productivity, 20% feels that training leads to
identification of hidden potentials and 13.5% felt it leads to
job motivation.

(b) In combination of opinion regarding outcome of

training, 57% respondent feels that training improve
productivity, provide job motivation, Identifies hidden
potentials and improve social life. In these figure 69% were
from non-executive cadre in contrast to 37% of executive
cadre.

9. (a) Out of total 86 respondents 79% feels that they

implement the training techniques during their day to day
functioning. However among this category only 40% were
from executive cadre.
(b) When asked about success rate and implementation 95%
feels that it is successful or successful with good results and
5% success comes with failure. In this category 75%
respondent were from executive cadre.
10. Majority 84% of the respondent feels that their seniors
open to their post training feedback and try to implement
there suggestions without any criticism. Out of total 10
respondents, 60% executive felt that their seniors never
accepted their feedback.
 COMPARATIVE OBSERVATIONS

TRAINING METHOD TRAINING

CURRICULUM

Method- I (on the job)-: Out of total 39% respondent, 48.4% felt
emphasis should be on both aspects i.e. technical as well as
personality development Significantly 75% non-executive against
the total response of 12, respondents, prefer purely technical
approach whereas in vast contrast 57% executive against
respondent size of 16 preferred both,
METHODS - CURRICULUM
a. Method : On The Job

Frequency of Opinion
Cadre of Category
Total Personality
Technical Both
Respondent Develop

Executive 12 3 (25.0%) -- 9 (56.3%)

Non -Executive 21 9 (75.0%) 5 7 (43.7%)

Total 33 12 5 16

% of Respondent 100% 36.3% 15.1% 48.4%

 Frequency of Opinion Total Respondent

Executive
1% 18%
Non -Executive

Total 50%
31%
% of
Respondent

METHOD 1 : ON THE JOB


 METHOD- 2 (BOTH I.E. ON THE JOB AS WELL AS
 OFF THE JOB)-:
 Again out of 52 respondent who opted for both the option i.e.
or as well as off the job training method majority 85%
preferred to have combination curriculum, Again in this
category none of the executive Preferred purely technical
curriculum whereas 52% executive opted for both.

Frequency of Opinion
Cadre of Category
Total Personality
Technical Both
Respondent Develop

Executive 24 -- 1 23 (52.

Non -Executive 28 6 1 21 (47.

Total 52 6 2 44

% of Respondent 100% 11.0% 4.0% 85.0%

 Total

Frequency of
Opinion Total
Respondent 24
28
Frequency of
Opinion
Technical -- 6
42%
50% Frequency of
2%6% Opinion
Personality
Develop 1 1
Frequency of
Opinion Both 23
(52.2%) 21
(47.8%)

METHOD- 2 (BOTH I.E. ON THE JOB

AS WELL AS OFF THE JOB)
 METHOD--NATURE

 Method-I (on the job):- Out of total respondent, 34% said

that it should be problem solving and 30% respondent said
that, on the job training should be given by covering regular
topics. Further 18% respondent said that nature of training
should be the combination of regular topic with emphasis on
problem solving, along with some innovative ideas. Out of
this, who prefer problem solving nature 81% were non
executive And 40% executive. Favored training on the regular
topics however remarkable majority of executive 83%
preferred combination nature.

Frequency of Opinion
Cadre of
Category Total Problem Regular Combination
Innovative
Respondent Solving Topics If Any

Executive 12 1 (16.7%) 2 (18.2%) 4 (40.0%) 5 (83.3%)

Non
21 5 (83.3%) 9 (81.8%) 6 (60.0%) 1 (16.7%)
-Executive

Total 33 6 11 10 6

% of
100% 18.1% 33.3% 30.3% 18.1%
Respondent
 Total Frequency of
Opinion Total
Respondent 12 21

Frequency of
Opinion Innovative
9% 1 (16.7%) 5
15% (83.3%)
50%
17% Frequency of
9% Opinion Problem
Solving 2 (18.2%)
9 (81.8%)

Frequency of
Opinion Regular
Topics 4 (40.0%) 6
(60.0%)

Frequency of
Opinion
Combination If Any
METHOD—NATURE : ON THE JOB
5 (83.3%) 1
(16.7%)
  METHOD-2 (BOTH I.E. ON THE JOB AS WELL AS
OFF THE JOB)-: Even in this category majority 35%
preferred that nature should be on regular topics problem
solving with 83% non-executive Supporting the idea. Again
54% executive from 13 respondent preferred to have
innovative nature of training.

Frequency of Opinion
Cadre of
Category Total Problem Regular Combinatio
Innovative
Respondent Solving Topics If Any

Executive 24 7 (53.6%) 3 (42.8%) 3 (16.6%) 11 (78.5%)

Non 15
28 6 (46.2%) 4 (57.2%) 3 (21.5%)
-Executive (83.3%)

Total 52 13 7 18 14

% of
100% 25.1% 13.4% 34.6% 26.9%
Respondent
 Total Frequency of
Opinion Total
Respondent 24 28

Frequency of
Opinion Innovative
13% 7 (53.6%) 6
(46.2%)
17%
50%
7% Frequency of
13% Opinion Problem
Solving 3 (42.8%)
4 (57.2%)

Frequency of
Opinion Regular
Topics 3 (16.6%)
15 (83.3%)

Frequency of
Opinion
Combination If Any
11 (78.5%) 3
(21.5%)
METHOD-2 (BOTH I.E. ON THE JOB AS
WELL AS OFF THE JOB)
SATISFACTION WITH TRAINING POLICY-
IMPLEMENTATION OF TECHNIQUES LEARNT

 Nature (satisfied) : Out of total 36 satisfied respondent, 84%

respondent felt that they implement the techniques learnt
during the training program. In this 62.5% non-executive in
Contrast to 37.5% executive Implement the techniques in
their working.

Frequency of Opinion
Cadre of Category

Total Respondent Yes No

Executive 13 12 (37.5%) 1 (25.0%)

Non -Executive 23 20 (62.5%) 3 (75.0%)

Total 36 32 4

% of Respondent 100% 88.8% 11.2%

 Total

Frequency of
Opinion Total
Respondent 13 23
6%
Frequency of
Opinion Yes 12
44% 50% (37.5%) 20
(62.5%)
Frequency of
Opinion No 1
(25.0%) 3 (75.0%)
 NATURE (SATISFIED)

:NATURE (UNSATISFIED): Who were dissatisfied with the

training policies, majority 815% said that they implement the
techniques learnt. But in contrast the satisfied respondent there
were only 11% respondent that did not apply techniques
significantly 19% was observed among the unsatisfied.

Frequency of Opinion
Cadre of Category

Total Respondent Yes No

Executive 19 13 (41.9%) 6 (85.7%)

Non -Executive 19 18 (58.1%) 1 (14.3%)

Total 38 31 7

% of Respondent 100% 81.5% 18.5%

 NATURE (UNSATISFIED)

CURRICULUM - MEDIA

 CURRICULUM (PURELY TECHNICAL): Majority 41%

said that technical training should be given by expert faculty
against 23% said that such training should be through case
studies / role-playing etc. Again 82% non-executive Stressed
on the need of technical training.

Frequency of Opinion

Cadre of
Instructor Computer
Category Total Programmed Written
External/ Assisted Combination
Resp. Instructions Material
Internal Instructions

Executiv
4 1 (14.3%) 2 - - 1 (33.3%)
e

Non-
13 6 (85.7%) 2 3 - 2 (66.7%)
executive

Total 17 7 4 3 - 3
% of
100% 41.1% 23.5% 17.6% - 17.6%
Resp.

Frequency of Opinion Combination 1 (33.3%) 2

(66.7%)

6% Total 17 7 4 3 -

% of Resp. 100
41.10% 23.50%
94% 17.60% -
 PURELY TECHNICAL

 CURRICULUM (PERSONALITY DEVELOPMENT):

50% respondent preferred case study role-playing. Opinion
was equally divided 16.6% for the rets of the other options.

Frequency of Opinion

Cadre of
Instructor Computer
Category Total Programmed Written
External/ Assisted Combination
Resp. Instructions Material
Internal Instructions

Executive 1 - 1 (33.3%) -- -- --

Non-
5 1 2 (66.7%) 1 -- 1
executive

Total 6 1 3 1 -- 1

% of
100% 16.6% 50.0% 16.6% -- 16.6%
Resp.
 Frequency of Opinion Combination --

Non-executive 5 1
2 (66.7%) 1 --
8%

46% Total 6 1 3 1 --

46%
% of Resp. 100%
16.60% 50.00%
16.60% --

CURRICULUM (PERSONALITY
DEVELOPMENT)
 CURRICULUM (BOTH I.E. TECHNICAL AS WELL
AS PERSONALITY DEVELOPMENT): Where
curriculum was combination of both as stated above.
Majority 41% preferred to have through informal training
media and 30% gave their preference to formal training
through expert faculty. Remarkably only 1. 3%.
 Total Frequency of
Opinion Total
Resp. 32 37

Frequency of
1%9%
5% Opinion Instructor
External/ Internal 4
21% (21.1%) 15
49% (78.9%)
15%
Frequency of
Opinion
Programmed
Instructions 15
(57.7%) 11
(42.3%)
Frequency of
Opinion Written
Material 5 (83.3%)
1 (16.7%)
CURRICULUM (BOTH I.E. TECHNICAL AS
WELL AS PERSONALITY DEVELOPMENT)
 SUGGESTIONS DIRECT FROM
RESPONDENTS.

 Training is an essential thing for betterment of organization.

It includes full coverage of modern techniques, carrier
development programs.

 For updating the staff alt employees should be trained as per

their jobs as day by day the techniques are changing.

 Training should be arranged within regular intervals, either it

should be arranged wit “in the plant or externally.

 It should be all round training in all the departments to have

an over view of the functioning of the organization and
better coordination.

 Training should be an essential part of one’s carrier because

it is responsible for the overall development of the
individual.

 There should be a well-defined training program, which

should relate to the improvement of the skills and also for
personality development. The emphasis should be given to
the practical training.

 Usually effect of training remains for a week after that a

person again gets immune to his work place. There should
be a provision such that thoughts taken during training
should be implemented at work place for a long period of
time.
 CONCLUSIONS

Based on the survey results and observation following

conclusions emerge:

 The prevailing training policies and procedures are quiet

effective though as in every case, some degree of
dissatisfaction among employees was also observed.

 However the effectiveness of the training program measured

in terms of awareness is quiet high and majority of the
employees agreed that devoting time in training programs
always yields to better performance and quality output. Thus
achieving the organization targets of productivity and profits.

 M/s C E L has good infrastructure for providing training to

all its employees. Efforts are always made to give wide
coverage and training program always emphasizes on training
needs. However lack of personality development program &
general management training is also needed.

 In the era of computerization as yet the employees do not

prefer training by the use of computers and most of the
training programs are still on the conventional approach.
Despite of the fact that M/s C E L is an electronic giant, the
stress on individual level is on manual aspect of learning.
 Though all the departments are inter-linked, still to identify
the need in whatsoever may lie with T&D department. Who
though tries to take care of all aspects yet avoiding to get
employees feedback. Simultaneously M/s C E L avoids to
make use of training programs being conducted by bodies
from other companies.

The above results are based on the opinion expressed by the

employees with whom survey was taken. There are all chances
that the results might have expressed the satisfaction by
employee but simultaneously it expresses the frank opinion with
out any judgement however to summarize it may be stated.
 LIMITATIONS

 The study is limited employees.

 Time is short for deep research.

 Study is limited with the some unit of

C.E.L

 Employees give no answer of some

question, he can not say about

management.

 Employees give not correct answer.

 SUGGESTIONS

Organizational functioning consists of three broad identifiable

element input. Transformation and outputs. How inputs are
converted into output depends upon purpose of the organization
and achievements of that purpose through technology,
management works relationship and training eventually leading to
the growth of an individual.

The primary concern of an organization should be its productivity

steaming from the efficiency of its staff. If the organization does
not respond to the efficiency pressure it may find itself rapidly
losing its share of the market.

Training is one of the means to motivate the employees by

imparting specific skills and knowledge to enable them to
contribute to the organizatibn efficiency.

The following steps must form the basis of any training

program:
 Determine the training needs and objective.
 Translate them into program
 Evaluate the investment visa versa results.

Based on this survey the study suggests several suggestions for

effective training policies and method. These are enumerated
as below:

 It would seem prudent to identify and re-examines the

prevailing policies. According to the survey there are certain
 approaches that did not have or have lesser influence on the
productivity and infact respondent did not consider some of
the approaches effective for example off the job training
method. Obviously such approaches could be eliminating at a
saving to the company.

 As with most management policies there are no shortcuts and

a comprehensive approach to the problem is more desirable
than a piece meal approach.

 In order to make training rn re effective employees should be

given a brief idea about the training, before they go on a
course so that they can understand easily the course content.

 There should be an effective feed back mechanism to

measure the effectiveness of the training programs as well as
to know the further needs of the training. So for this being an
often and ignored aspect of M/s C E L effective feedback
mechanism will bring the desired changes in the training
module to make it more effective.

 The attitude of the employees towards training is an

important aspect and more emphasis should be given to get a
deep insight for the requirement of an individual. This will
avoid the unnecessary and less useful training program and a
substantial cost saving can be achieved which may further be
utilized for a more effective training program.

 As many companies surround C E L Sharing training

program may be a good strategy. Sharing resources with
other company provides greater benefits both in cost saving
and in professional development. Such training program
 further enhances the skills of work force by sharing the ideas
and experience with the employees of other companies.

 Use of latest techniques and technological advancement may

further bring a high level training programs. However due
care is to be taken as all these are based on very sophisticated
data structure and once destroyed knowingly or unknowingly
are difficult to retrieve and also the infrastructural built up
cost is very high.

 Personnel and on the job training method must be adopted to

fullest possible extent to get a expert opinion and idea at
lesser cost.
 BIBLIOGRAPHY

 C. R. Kothari “Research Methodology” New age

international private limited(second revised edition-

2004)

 Robbins Stephens P.-“Organization

Behavior”(Pearson Edition,10 2003)

 Aswathappak “Human Resource & Personnel

Management” (Tata McGraw Hill,3th Edition- 2003)

 www.celsolar.com

 www.celindia.org

 www.google.com
Journal:
 Business today

 Business world

 India today

News papers:
 Times of India

 Business standard

 The Hindu

Other:

Material given by company employee.

 QUESTIONNAIRE (TRG. &
DEVELOPMENT)

Name :
Age :
Designation :
Department :
Work Experience :
No. of Training attended :

Q.1 Are you aware of the needs of training to achieve the

targets of the organization?

Yes No
Q.2 Do you think it is worth while do devote time in training
 programs?

Yes No
Q.3 How would you view importance of training?

Is an investment in the human resource

Contributes to higher production
Limits the mistakes
Provides greater job satisfaction
Enables the employees to cope up with job responsibilities with latest techniques
Agree for all Agree for more Disagree for Disagree for No respon
than 50% more than 50% all
response responses
Q.4 a) How does your organization identify the needs of
training?
1. Through your performance report 
2. A regular feature on rotation basis for all 
3. An occasional feature for latest techniques 
4. Combination approach of 2 & 3 
5. No identification at all 
b) According to you which is the most effective way of
identification of training needs out of the options
listed above
(1)
 (2)
 (3)
 (4)
 (5)

Q.5 a) In your opinion which training method to be

adopted for training-
1. On the job 
2. Off the job 
3. Both 
b) According to you what should be the curriculum of the
training-
1. Purely technical (job related) 
2. For personality development 
3. Combination of both 
c) What should be the nature of training-
1. Innovative 
2. Problem solving 
3. Regular topics/ problems 
4. Combination, if any 
Q.6 Which training media do you consider the best-
1. Through external/ internal instructors 
 2. Program instruction like case study/ group discussion, role- 
playing etc.
3. Audio visual aids/ written material 
4. Computer assisted instructions 
5. Combination if any 
Q.7 a) Are you satisfied with the training policies
preventing at present in your organization?

Yes No No respons

b) If yes do you get full cooperation from your superiors /
training dept regarding your suggestions

Yes No
c) If no have you ever given any suggestion for the
improvement-

Yes No
Q.8 What so ever training whether formal or informal you
have got so far, you think has helped in -
1. Improved productivity 
2. Job motivation 
3. Identification of hidden potential 
4. Improved social life within as well as outside the 
organization
Q.9 a) Have you ever implemented the techniques learnt
during you training in your day to day working-

Yes No
b) If yes what is the success rate-
1. Very successful 
2. Successful with good result 
3. Successful with failure 
4. Unsuccessful 
Q.10 Are your senior open to post training feedback?

Yes Seldom Yes

No Seldom No
Q.11 Do you think that training should be an essential part for
career growth and planning ?

Yes No No Response

Q.12 Suggestion about training, if any-
_____________________________________________________
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