UNIT - 4

TRAINING AND DEVELOPMENT

What is Training?
• Training is a systematic process through which an organization’s human resources gain
knowledge and develop skills by instruction and practical activities that result in improved
corporate performance.

According to H. John Bernardin, “Training is any attempt to improve employee performance on a

currently held job or one related to it”.

Objectives of Training:
(i) To provide job related knowledge to the workers.

(ii) To impart skills among the workers systematically so that they may learn quickly.

(iii) To bring about change in the attitudes of the workers towards fellow workers, supervisor and the
organization.

(iv) To improve the productivity of the workers and the organization.

(v) To reduce the number of accidents by providing safety training to the workers

(vi) To make the workers handle materials, machines and equipment efficiently and thus to check
wastage of time and resources.

(vii) To prepare workers for promotion to higher jobs by imparting them advanced skills.

Differences between Training, Education & Development

• Training is short term, task oriented and targeted on achieving a change of attitude, skills and
knowledge in a specific area. It is usually job related.

• Education is a lifetime investment. It tends to be initiated by a person in the area of his/her

interest

• Development is a long term investment in human resources.

What is Training?
Training is nothing but learning by doing. It is a well-planned program aimed at developing specific
skills and knowledge of the manpower. It is a common concept of human resource development
where an attempt is made to improve the performance, productivity and competency of the
existing and potential employees through learning. The program is specially designed by the
organisation to achieve definite goals.

Training helps in imparting job-related skills in the employees so that they can do the job
efficiently and effectively. Training can be on-the-job or off-the-job, paid or unpaid, part time or
full time, depending on the contract with the employer. At the end of the program, the employees
are tested by observing, what they learned during training.
 What is Education
Definition of Education
By the term education, we mean learning in the classroom to acquire certain knowledge.
Education does not equal to schooling, but it refers to what a person gains while he is in school or
college. It is aimed to deliver knowledge about facts, events, values, beliefs, general concepts,
principles, etc. to the students. This helps in developing a sense of reasoning, understanding,
judgement and intellect in an individual.

The lessons learned during the process of education helps a person to face future challenges, and
it prepares a person for future jobs. Nowadays, education is not confined to classroom learning,
but new methods are implemented that offers practical knowledge about the world.

Training V/S Education

Training
1. Training refers to an act of inculcating
specific skills in a person.
2. Training is a way to develop specific
skills,
3. Training is completely based on
practical application
4. The concept of training is narrow
5. Training involves hands-on experience
regarding the particular job. On the
other hand,
6. The duration of training is shorter
7. The training prepares a person for the
present job.
8. The purpose of training is to improve
the performance and productivity of
employees
9. During training, a person learns, how
to do a specific task.
Education
1. Education is all about gaining
theoretical knowledge in the
classroom or any institution.
2. Whereas education is a typical system
of learning.
3. Education involves theoretical
orientation.
4. While the concept of education is
comparatively wider
5. Education involves learning in the
classroom.
6. The term of education is longer
7. Education prepares a person for
future job and challenges.
8. Education, purpose is to develop a
sense of reasoning and judgement.
9. Unlike Education, which teaches
about the general concepts.

What is Development
• The training for the top level employees is considered as development, also known as
management or executive development. It is an on-going systematic procedure in which
managerial staff learns to enhance their conceptual, theoretical knowledge. It helps the
individual to bring efficiency and effectiveness in their work performances.

• Development is not only limited to a particular task, but it aims to improve their personality
and attitude for their all round growth which will help them to face future challenges. It
changes the mind-set of the employees and makes them more challenging or competing.

• As the technology needs updating, the manpower of the organisation also needs to be
updated, so the development is a must. Development is an educational process which is
unending, as education has no visible end. It involves training a person for higher assignments.
 It digs out the talents of the managerial staff and helps in applying the new knowledge, which
is a requirement of the organisation.

• Coaching, mentoring, counselling, job-rotation, role playing, case study, conference training,
special projects are some of the methods of development.

• Training Development

Training
1. Training is a learning process for
new employees in which they get to
know about the key skills required
for the job.
2. Training is a short-term process i.e.
3 to 6 months
3. Training focuses on developing skill
and knowledge for the current job.
4. Training has a limited scope; it is
specific job oriented.
5. In training, the trainees get a trainer
who instructs them at the time of
training
6. Many individuals collectively attend
the training program.
Development
1. Development is the training process
for the existing employees for their
all-round development.
2. Development is a continuous
process, and so it is for the long
term
3. Development which focuses on the
building knowledge, understanding
and competencies for overcoming
with future challenges
4. Development is career oriented and
hence its scope is comparatively
wider than training.
5. In contrast to development, in
which the manager self-directs
himself for the future assignments.
6. Development is a self-assessment
procedure, and hence, one person
himself is responsible for one’s
development.

Advantages of Training
• Leads to improved profitability and/or more positive attitudes toward profits orientation.

• Improves the job knowledge and skills at all levels of the organization.• Improves the morale of the
workforce.

• Helps people identify with organizational goals.

• Helps create a better corporate image.

• Fasters authentically, openness and trust.

• Improves the relationship between boss and subordinate.

• Aids in organizational development.

• Learns from the trainee.

• Helps prepare guidelines for work.

Disadvantages of Training
• Can be a financial drain on resources; expensive development and testing, expensive to operate?
• Often takes people away from their job for varying periods of time

• Equips staff to leave for a better job

• Bad habits passed on

• Narrow experience

Training Process
• 1. Identifying Training Needs:-Training need is a difference between standard performance
and actual performance. Hence, it tries to bridge the gap between standard performance and
actual performance. The gap clearly underlines the need for training of employees. Hence,
under this phase, the gap is identified in order to assess the training needs.

• 2. Establish Specific Objectives:-After the identification of training needs, the must crucial
task is to determine the objectives of training. Hence, the primary purpose of training should
focus to bridge the gap between standard performance and actual performance. This can be
done through setting training objectives. Thus, basic objective of training is to bring proper
match between man and the job.

• 3. Select Appropriate Methods:- After the determination of training needs and specification
of objectives, an appropriate training method is to be identified and selected to achieve the
stated objectives. There are number of training methods available but their suitability is
judged as per the need of organizational training needs.

• 4. Implement Programs:-After the selection of an appropriate method, the actual functioning

takes place. Under this step, the prepared plans and programs are implemented to get the
desired output. Under it, employees are trained to develop for better performance of
organizational activities.

• 5. Evaluate Program:-It consists of an evaluation of various aspects of training in order to

know whether the training program was effective. In other words, effect of training on
employees' performance.

• 6. Feedback:-Finally, a feedback mechanism is created in order to identify the weak areas in

the training program and improve the same in future. For this purpose, information relating
to class room, food, lodging etc. are obtained from participants. The obtained information,
then, tabulated, evaluated, and analysed in order to mark weak areas of training programs
and for future improvements.

SIGNIFICANCE OF PROCESS OF TRAINING

• I. Help in addressing employee weaknesses:-Most workers have certain weaknesses in their
workplace, which hinder them from giving the best services. Training assists in eliminating
these weaknesses, by strengthening workers skills. A well-organized development program
 helps employees gain similar skills and knowledge, thus bringing them all to a higher uniform
level.

• II. Improvement in workers performance:-A properly trained employee becomes more

informed about procedures for various tasks. The worker confidence is also boosted by
training and development. This confidence comes from the fact that the employee is fully
aware of his/her roles and responsibilities. It helps the worker carry out the duties in better
way and even find new ideas to incorporate in the daily execution of duty.

• III. Consistency in duty performance:-A well-organized training and development program

gives the workers constant knowledge and experience. Consistency is very vital when it comes
to an organizations or company’s procedures and policies. This mostly includes administrative
procedures and ethics during execution of duty.

• IV. Ensuring worker satisfaction:-Training and development makes the employee also feel
satisfied with the role they play in the company or organization.

• V. Increased productivity:-Through training and development the employee acquires all the
knowledge and skills needed in their day to day tasks. Workers can perform at a faster rate
and with efficiency thus increasing overall productivity of the company.

• VI. Improved quality of services and products:-Employees gain standard methods to use in
their tasks. They are also able to maintain uniformity in the output they give. This results with
a company that gives satisfying services or goods.

• VII. Reduced cost:-Training and development results with optimal utilization of resources in a
company or organization. There is no wastage of resources, which may cause extra expenses.
Accidents are also reduced during working. All the machines and resources are used
economically, reducing expenditure.

• VIII. Reduction in supervision:-The moment they gain the necessary skills and knowledge,
employees will become more confident . They will become self reliant and require only little
guidance as they perform their tasks. The supervisor can depend on the employee’s decision
to give quality output. This relieves supervisors the burden of constantly having to give
directives on what should be done

Training Needs Analysis

• Training needs analysis is a systematic process of understanding training requirements and
if it does, what training is required to fill the gap between the standard and the actual
performance of the employees.

It is conducted at three stages - at the level of organisation, individual and the job, each of which is
called as the organisational, individual and job analysis. Once these analyses are over, the results are
collated to arrive upon the objectives of the training program.

What is a TNA?
• A TNA is the method of determining if a training need exists and if it does, what training is
required to fill the gap.
 • A training needs exists when there is a gap between what is required of an employee
to perform their work competently and what they actually know.

Types of Needs Analyses

1. Organizational Analysis –
The organisational analysis is aimed at short listing the focus areas for training within the organisation
and the factors that may affect the same. Organisational mission, vision, goals, people inventories,
processes, performance data are all studied. The study gives cues about the kind of learning
environment required for the training. Motorola and IBM for example, conduct surveys every year
keeping in view the short term and long term goals of the organisation.

2. Task Analysis – involves:

• identifying the important tasks and knowledge, skill, and behaviours that need to be
emphasized in training for employees to complete their tasks

3. Person Analysis – involves:

 determining whether performance deficiencies result from a lack of knowledge, skill, or ability
(a training issue) or from a motivational or work design problem

 Who in the organisation needs the training and in which particular area

 identifying who needs training

 determining employees’ readiness for training

Data collection methods for training needs analysis (TNA)

 A Training Needs Analysis (TNA) involves collecting information relevant to training from the
concerned organization or department.

 The aim is to have clear evidence on which to base the findings and conclusions.

Methods of Data Collection in TNA

1. Observation

Here employee s performance itself is the sources of information. A workers performance is

evaluated through first hand observation and analysis. The objective during observations is to identify
both the strengths, to build on and the deficiencies, to overcome. A key advantage of using direct
observation in the need analysis is to get the first-hand knowledge and understanding of the job being
performed and strength and weakness of the relevant worker.

2. Interview :

Interview allows the trainer to meet employees face to face to discuss their impression of
their performance, because of trainer is in conversation with worker , he can explore their response
in depth. He can ask for clarification of comments and for example of what they mean. In this way he
can obtain a full understanding of their performance deficiencies.

3. Questionnaires:

Questionnaires may be used for eliciting opinion of the employees on topics like communication,
satisfaction, job characteristics, their attitude towards working conditions, pay , promotion policies
etc..

4.Analyising Job descriptions:

Before establishing a job description a job analysis must to be made .This job analysis involves a
thorough study of all responsibilities of the relevant job

5. Difficulty analyses :

Job analysis will focus attention on enumerating the numerous duties that a workers must perform
.On the other hand the difficulty analyses establishes which of the duties cause the employees the
greatest amount of the trouble and how this trouble can be reduced through better training .

PROCESS OF TRAINING NEEDS ANALYSIS

TRAINING DESIGN
• Training design or instructional design is the process of creating a blueprint for the
development of Whether the training is to be conducted in a classroom,

 Delivered using an electronic format or

 Using some combination of methods

The design process sets the stage for the development of a program that produces results.

Process of Training Design

• Defining Instructional Objectives of Training: After conduction of organisation, task and
person analysis, managers should have a more complete picture of their firms’ training needs.
It tells what participants will be expected to learn or do as a result of participating in training
programme.

• Selecting Trainer: The trainer or facilitator is an important person in the training process.
Trainers have to be selected scientifically, trained appropriately, motivated enough with
proper service conditions and provide feedback to improve their capabilities continuously.

• Preparing Lesson Plan: Lesson plans provide a map of what should be done during each
training session to achieve the objectives. This map includes what will be covered, who will
cover it, how the material will be taught, where it will be taught an how long each part will
last.

• Developing Training Modules: It allows the managers or employees to get information about
course availability and appropriateness.

• Selecting Training Methods and Techniques: Training method is defined as a systematic

procedure used by the trainer for the development of skills of employees in an organisation.
By altering the training method the trainer uses, he can keep learners interested, activate
different learning style and enhance comprehension and retention.

• Preparing Training Materials: Once the trainers have decided the methods of training, the
next step in design is preparing the training materials. Materials like books, hand-outs, CDs,
etc.,

• Training Calendar: The training programme must also be very carefully organised and
scheduled. Training calendar means a published schedule reflecting the planned training
activities for staff of department. It provides a time-table of who, what, when, and how
specific events are to be addressed during the planning of training programme.
 Training Evaluation
• Training evaluation refers to the process of collecting the outcomes needed to determine if
training is effective

Reason for Training Evaluation

• Companies are investing millions of dollars in training programs to help gain a competitive
advantage.

• Training investment is increasing because learning creates knowledge which differentiates

between those companies and employees who are successful and those who are not.

APPROACHES OF TRAINING EVALUATION

1.Krikpatrick model
• The most widely used and popular model for the evaluation of training programs is known as
"The Four Levels of Learning Evaluation. "The model was defined in 1959 by Donald L.
Kirkpatrick in a series of articles that appeared in the US Training and Development Journal.
Kirkpatrick redefined the evaluation model with his 1998 book "Evaluating Training Programs:
The Four Levels."

• The idea behind the model is for an organization to have meaningful evaluation of learning in
the organization. The degree of difficulty increases as you move through the levels. However,
the knowledge learned regarding the effectiveness of the training program more than
compensates for this.

The four levels are:

• Reaction.

• Learning.

• Behaviour.

• Results.

Level 1: Reaction

• This level measures how your trainees (the people being trained), reacted to the training.
Obviously, you want them to feel that the training was a valuable experience, and you want
them to feel good about the instructor, the topic, the material, its presentation, and the
venue.

• It's important to measure reaction, because it helps you understand how well the training was
received by your audience. It also helps you improve the training for future trainees, including
identifying important areas or topics that are missing from the training.

Level 2: Learning

• At level 2, you measure what your trainees have learned. How much has their knowledge
increased as a result of the training?

• When you planned the training session, you hopefully started with a list of specific learning
objectives: these should be the starting point for your measurement. Keep in mind that you
 can measure learning in different ways depending on these objectives, and depending on
whether you're interested in changes to knowledge, skills, or attitude.

• It's important to measure this, because knowing what your trainees are learning and what
they aren't will help you improve future training.

Level 3: Behaviour

• At this level, you evaluate how far your trainees have changed their behaviour, based on the
training they received. Specifically, this looks at how trainees apply the information.

• It's important to realize that behaviour can only change if conditions are favourable. For
instance, imagine you've skipped measurement at the first two Kirkpatrick levels and, when
looking at your group's behaviour, you determine that no behaviour change has taken place.
Therefore, you assume that your trainees haven't learned anything and that the training was
ineffective.

Level 4: Results

• At this level, you analyse the final results of your training. This includes outcomes that you or
your organization have determined to be good for business, good for the employees, or good
for the bottom line.

TRAINING METHODS
• ON THE JOB TRAINING METHODS
Meaning:

When an employee learns the job in actual working site in real life situation, and not simulated
environment, it is called on the job trainings.

Employees too appreciate learning and training at the work place since it enables them to develop
knowledge and skills without learning the work

Mostly on the job training for new employees is followed by induction programme which is meant
for making new employees aware of organization’s culture, policies, procedures, and for
interaction of new employees with each other.

ON THE JOB TRAINING METHODS:

1] Job Rotation

2] Coaching

3] Job Instruction

4] Committee Assignments

5] Apprenticeship

6] Internship

7] Mentoring

8] Demonstration/Instruction
9] Projects

10] Team Training

11] Action Learning.

• 1] Job Rotation: This type of training involves the movement of the trainee from one job to
another.

• 2] Coaching: The trainee is placed under a particular supervisor who functions as a coach in
training the individual.

• 3] Job Instruction: This method is also known as training through step by step. Under this
method , trainer explains the trainee the way of doing the jobs, job knowledge , and skills and
allows him to do the job.

• 4]Committee Assignments: Under the committee assignments, group of trainee are given and
asked to solve an actual organizational problem. It develops team work.

• 5] Apprenticeship: It is a formalized method of training curriculum program that combines

classroom education with on-the job work under close supervision.

• 6] Internship: It is one of the on-the- job training methods. Individuals entering industry in
skilled trades like machinist , electrician and laboratory technician are provided with through
instruction though theoretical and practical aspects.

• 7] Mentoring: Each trainer is allocated to an established member of staff who acts as a guide
and helper. A mentor usually offers more personal support than a coach.

• 8] Demonstration/ Instruction: Showing the trainee how to do the job.

• 9] Projects: Employees join a project team- which gives them exposure to other parts of the
business and allow them to take part in new activities.

• 10] Team Training: It co- ordinates the performance of individuals who work together to
achieve a common goal. the components of team performance include knowledge, attitude
and behaviour.

• 11] Action Learning: Action learning gives teams or work groups an actual problem, then these
work an solving it and committing towards an action plan and they are accountable for
carrying out the plan.

OFF THE JOB TRAINING METHOD

It involves employee training at a site away from the actual work environment.

Off the Job Training Methods-

1. Vestibule Training

2. Lectures

3. Audio-Visuals

4. Special Study
 a. Programmed Instructions

b. Computer Aided Instruction

5. Simulation

6. Case Study

7. Role-Playing

8. Sensitivity Training

9. Discussion Method

10. Demonstration

11. Brainstorming

12. Field Trip

1. Vestibule training
• Uses equipment which closely resembles the actual ones on the job

• A special area or room is set aside from work environment

• Trainee is permitted to learn under simulated conditions

• No pressure to produce while learning

• Duplicate facilities and trainer cost are disadvantages

2. Lectures
 Verbal presentation by an instructor

 Lecturer should have considerable knowkedge in training area

 Used for very large groups

 Used in colleges & Univ

3. Audio - Visuals
 AV includes television slides, OHPs and films

 Provide wide range of realistic examples and job conditions

 One-way system of communication

4. Special Study
Programmed Instruction (PI)

– Training is offered without intervention of a trainer

– Information provided thru blocks, books or thru teaching machine

– After reading each block of material, learner should answer questions about it
 – Feedback in the form of correct answers is provided after each response

• Present questions & facts/problems – allow trainee to respond – provide

feedback on accuracy – if answer is correct, allow trainee to proceed to next
block

5. Simulation
 A Simulator is any kind of equipment or technique that duplicates as nearly as possible the
actual conditions encountered on the job

 Attempt to create realistic decision-making environment for trainee

 Ex: Activities of an organization may be simulated and trainee may be asked to make a decision
in support of those activities

 Feed back on decision is given

 Learning pace is created

6. Case Study
 Written description of an actual situation

 Provokes reader with the need to decide on what is going on

 What the situation really is? Or what the problems are? And what should be done?

 Cases are attempts to describe in accurate the real problems faced by managers – trainees
can determine problems – analyze causes – develop alternative solutions – select best one
and implement it

 Excellent opportunity for individuals to defend their analytical and judgmental abilities

7. Role Playing
 Focuses on emotional (human relations) issues rather than actual ones

 Essence of role playing is to create a realistic situation as in case study

 Have the trainees assume the parts of specific personalities in the situation

8. Sensitivity Training
 ST uses small no. of trainees (less than 12)

 Meet with a passive trainer and gain insight into their own & other's behavior

 Meetings have no agenda – held away from workplace

 Questions deal with “here & now” of the group process

 Discussions focus on “why participants behave as they do, how they perceive one another and
the feelings and emotions generated in the interaction process”

 Other names
 o Laboratory training

– Encounter Groups

– T- Groups (Training Groups)

9. Discussion
 A lecturer uses this method to support, elaborate, explain, expand or interact

 Improves two way communication

10.Demonstration
 Physical display of form, outline or substance of an object/ event

 In laboratories

 In shop floors

11.Brainstorming
 Idea generation method

 Creative solution to problems

 Trainees should deliberately come out with different solutions to a problem

 Not only come out with ideas but also spark off from associations with other people's ideas
by developing and refining them

12.Field Trip
 A field work or FT is a journey by a group of people to place away from a normal environment

 Purpose of trip will be –

o Observation for education

o Non-experimental research

o Provide experience outside normal everyday activity

Advantages Of On-the-job Training (OJT

1. Simplicity

OJT is useful and simple to learn the jobs that can be learned by watching and doing. Under it, the
trainer need not explain and analyse the job detail, as employees can learn it by observing and doing
it in the actual work station.

2. Economy

OJT is economical in the sense that it does not require extra cost burden for arranging training needs.
Moreover, it does not require separate training space to provide training.
3. Actual Work Station

OJT is conducted at the actual work station; hence, employees can get first hand experience from the
job as they learn it through actual equipment's and materials.

4. Immediate Productivity

Since trainees are involved in actual work process, quick learning and immediate productivity will be
obtained from the work performed by the trainees.

5. Quick Learning

OJT provides a favourable environment for quick learning. This is because trainees are involved in
actual work process.

6. Multi-skill

As it is a practical approach, it develops multi-skill in trainees. The employees can get quick feedback
about correctness of their performance

Disadvantages Of On-the-job Training (OJT)

1. Low Productivity

The trainees are taken at the actual work station for training; hence, they are in the process of learning
skills. AS a result, the organizational productivity will be lower.

2. Errors On Production

Since the trainees are not involved with production activities, the will be the possibility of errors on
production activities. The goods produced by trainees will be qualitative.

3. Costly

OJT method is costly in the sense that the workers are disturbed by training activities; the goods
produced by the trainees will have less quality and there will be chances of damage of goods. These
all result in higher cost of production.

4. Disturbance

Disturbance may arise during the work process as trainees are in learning phase. The existing workers
may feel disturbed due to the trainees and the supervisors.

5. Possibility Of Accidents

Under OJT, the learners are directly involved in production process who do not have adequate
knowledge and skill of working with the given equipment's and materials. Hence, the possibility of
accidents exists in the work station.

Advantages Of Off-the-job Training

1. High Productivity
The trained employees are placed in the actual work station; hence, high productivity is maintained

2. No Production Error

In off-the-job training, the employees are trained outside the work environment. Therefore, they are
not involved in production process as in OJT. As a result, error in production can be minimized.

3.Economy

Off-the-job training will be economical in the sense that a large groups of trainees are trained
simultaneously at a time.

4. Free On Production

When the trainees are not involved in production process, the production activities can be carried out
without any interruption. Hence, it runs freely,. Moreover, costly errors and injuries can be avoided.

5. Large People

In off-the-job training, a large number of people can be trained at a time.

6. Less Time Of Training

Under off-the-job training, a large amount of information can be recovered within a short span of
time. During training phase, no production will take place; hence, training requires less time.

Disadvantages Or Drawbacks Of Off-the-job Training

1. Outside The Work Station

Off-the-job training program takes place outside the work station, so that it may not yield the desired
result to employees as they are unknown with actual machines and equipments.

2. Not Effective

Off-the-job training will not be effective as the employees are trained in an artificial classroom. They
are unfamiliar with actual work environment. As a result of which, it requires long time for them to
learn.

3. No Production

During training period, no production takes place because employees are kept away fro the actual
work place. The organization bears only training cost without any physical output.

4. Expensive

Off-the-job training is expensive in the sense that the organization has to prepare extra place for
training outside the actual work environment.

5. Lack Of Feedback

The employees are trained away from the organizational work environment; hence, it lacks feedback
to employees.
Difference between On the Job Training and Off the Job Training
• On the job training involves imparting training in the real work environment i.e. it believes in
learning by doing; while off the job training involves imparting training outside the real work
environment i.e. the principle of learning by acquiring knowledge is adopted.

• Under on the job training the training and performance goes simultaneously so production is
not hindered at the time of training; while under off the job training methods first training is
imparted and then the real performance follows and therefore does not add anything to
actual production during training.

• ‘On the job training aims at developing the best practices for a specific job and getting the job
done; while off the job training methods aim at learning basic facts and skills and is more
general in nature.

• On the job training is usually imparted by experienced workers and first line supervisors at
the workplace; while‘off the job training is imparted usually by the academicians and
professionals at any place other than the real workplace.

• ‘On the job’ training methods are suitable when the trainees are limited in numbers and the
job is not hazardous in nature; while off the job training methods can be utilized to train any
numbers of employees and for jobs that involve risks.

• ‘On the job’ training methods are simple and less-expensive because they utilize the actual
workplace and firm’s supervisors for imparting training; while off the job training methods
are quite expensive as they need a complete different set-up. Training here is imparted in an
artificial set-up and outside experts are hired for the purpose.

• Most popular on the job training methods include job rotation and apprenticeship training;
while the popular off the job training methods include classroom lectures and simulation
exercises.

• On the job training is generally imparted in case of manufacturing firms for production-
related jobs; while off-the-job training is mostly imparted for managerial and non-production
related jobs.