CHAPTER I- INTRODUCTION

INTRODUCTION

Human resource management refers to the policies, practices, and

systems that influence employees’ behaviour, attitudes, and performance.
Human resource practices play a key role in attracting, motivating,
rewarding, and retaining employees. Other human resource management
practices include recruiting employees, selecting employees, designing
work, compensating employees, and developing good labour and
employee relations. Chapter 2, Strategic Training, details the importance
placed on training in comparison to other human resource management
practices. To be effective, training must play a strategic role in supporting
the business.

Human resource management is one of several important functions

in most companies. Other functions include accounting and finance,
production and operations, research and development, and marketing.
Keep in mind that although human resource management practices (such
as training) can help companies gain a competitive advantage, the
company needs to produce a product or provide a service that customers
value.

Without the financial resources and physical resources (e.g.,

equipment) needed to produce products or provide services, the company
will not survive! This chapter begins by defining training and discussing
how the training function has evolved. Next, the forces that are shaping

1
the workplace and learning are addressed. These forces influence the
company’s ability to successfully meet stakeholders’ needs. The term
stakeholders refers to shareholders, the community, customers,
employees, and all the other parties that have an interest in seeing that the
company succeeds.
The discussion of the forces shaping the workplace (including
technology, globalization, attracting and winning talent) highlights the
role of training in helping companies gain a competitive advantage. The
second part of the chapter focuses on current trends in the training area.
This section also introduces you to the trainer’s role in a business and
how the training function is organized. This section should help you
understand current training practices, the types of jobs that trainers may
perform, and the competencies needed to be a successful trainer (or, if
you are a manager, to identify a successful trainer)

Boston Pizza, Seattle City Light, Starbucks, and US Airways

illustrate how training can contribute to companies’ competitiveness.
Competitiveness refers to a company’s ability to maintain and gain
market share in an industry. Although they are different types of
businesses, these four companies have training practices that have helped
them gain a competitive advantage in their markets. That is, the training
practices have helped them grow the business and improve customer
service by providing employees with the knowledge and skills they need
to be successful. Companies are experiencing great change due to new
technologies, rapid development of knowledge, globalization of business,
and development of e-commerce. Also,

2
 Companies have to take steps to attract, retain, and motivate their
work forces. Training is not a luxury; it is a necessity if companies are to
participate in the global and electronic market- places by offering high-
quality products and services! Training prepares employees to use new
technologies, function in new work systems such as virtual teams, and
communicate and cooperate with peers or customers who may be from
different cultural backgrounds.

3
 1:2 STATEMENT OF THE RESEARCH PROBLEM

Training is considered the need of the hour in midst of business

pressures and needs. To find out the specific training need of the
employee according to his/her ability is another task every trainer or the
one who engaged in identification of the training need.

In some of the organisation, due to training the employees arte

found to work for extra-time and due to this there is chance for the
employee to use their energy at a higher level there is chance to be
physically affected

Most of the employees are not getting salary for their training is
most of the organisation in some situations they found to get trained
under same aspects.

But, still training focuses the difference between the status of the
workers before and after training.

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 1.3 Need for the study

 The study is conducted to analyse the training needs of the

employee.

 We try to Identify their various Training Programmes.

 This study is focused on the training programmes which are being

used in company and to observe the effectiveness, advantages and
errors in the training programmes. And therefore it provides scope
for further study

 To enable the employee to adopt to change in work methods

 To enable existing employee to update skill and knowledge

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 1.4 Significance of the study

 The importance of doing this project is to understand that

how training programmes changes the employees working
life and with references to the factors some of the factors
which are derived in term of.

1. Awareness about training programme among the

employees

2. Beneficiaries from their training programme

3. Immediate impact after getting training programme to their

behaviour and attitude

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 1.5 OBJECTIVES OF THE STUDY

Primary objectives:-

1. To analyse the training and development programme

2. To know How the training programme and methods provided to

the employees in KONE ELAVATORS INDIA pvt ltd company

3. To Identify effectiveness of the training programme to the

employees

4. To Make Suggestion to Improve the right training programme.

Secondary objectives:-

1.To ensure the effectiveness and efficiency of training

2. To ensure division of work in training

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 1.6 RESEARCH METHODOLOGY

INTRODUCTION:

Research is one of many different ways of knowing or understanding.

It is different from other ways of knowing, such as insight, divine
inspiration, and acceptance of authoritative dictates, in that it is a process
of systematic inquiry that is designed to collect, analyse, interpret, and
use data. Research is conducted for a variety of reasons, including to
understand, describe, predict, or control an educational or psychological
phenomenon or to empower individuals in such contexts

SAMPLING TECHNIQUE:
We used simple random sampling technique

RESEARCH DESIGN:
We used Descriptive research design (method) in our study

SAMPLE SIZE:
Our sample size is 50 among 125 in the company

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 1.7 CHAPTERISATION
Chapter: 1

Deals with the introduction, it covers introduction of topic,

statement of the research problem, objectives etc…

Chapter 2
Deals with concept, our concept is training and development.

Chapter 3
Deals with the company profile, it covers the company
profile, organisation chart, company product and their services
etc...

Chapter 4
Deals with research methodology, it includes the sources of data,
tools used for data collection, research design, sampling selection
and period of the study.

Chapter 5
Deals with the data analysis, it covers the data analysis and
interpretation, tables and chart.

Chapter 6
It deals with findings, it focuses on the final findings
suggestions and conclusions.

ANNEXURE
9
 Chapter II - Concept of the study

DEFINITION
According to “FRASER SHERMAN”A business doesn't benefit if
its employees never improve. Staff development means sponsoring
programs that offer training or continuing education to employees, or
help employees plan their own professional growth. Organizations that
support staff development expect to benefit from having employees with
greater skills and deeper expertise. Staff development can include in-
house training, tuition assistance or policies that make it easier for
employees to take continuing education classes.
Decenzo and Robbins (1996) defined training as “a learning
experience that seeks a relatively permanent change in an individual that
will improve the ability to perform on the job”. As well, Decenzo and
Robbins pointed out that training bring about changes in skills,
knowledge, attitudes, or behaviour.

Training is the systematic modification of behaviour through

learning which occurs as a result of education, instruction, development
and planned experience. (Armstrong, 1999)

According to Elippo, Training is the act of increasing the

knowledge and skill of an employee for doing a particular job.

According to Dale Yoder, "Training is the process by which manpower is

filled for the particular jobs it is to perform."

According to Beach, "Training is the organised procedure by which

people learn knowledge and skills for definite purpose."
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INTRODUCTION

William James of Harvard University estimated that employees

could retain their jobs by working at a mere 20-30 per cent of their
potential. His study led him to believe that same employees were properly
motivated, they could work at 80-90% of their capabilities. Behavioural
science concepts like motivation and enhanced productivity could be used
for such improvements in employee output. Training could be one of the
means used to achieve such improvements through the effective and
efficient use of learning resources.

Employee Training tries to improve skills, or add to the existing

level of knowledge so that the employees is better equipped to do his
Present job, or to prepare him for a higher position with increased
responsibilities. However individual growth is not an end in itself.
Organisation growth needs to be meshed with the individual growth. The
concern is for the organisation viability, that it should be adopt itself to a
changing environment employee growth and development has to be seen
in the context to his change.
The effective functioning of any organisation requires that
employees learn to perform their jobs at a satisfactory level of
proficiency.
An effective organisation wishes to have amongst its ranks
individual who are qualified to accept increasing responsibilities. So
much so that organisation need to provide opportunities for the
continuous development of employees not only in their present jobs but
also to develop their capabilities for their other jobs for which they might
latter be considered.
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 Training refers to the teaching/learning activities carried on for the
primary purpose of helping members of an organisation to acquire and
apply the knowledge skills, abilities and attitudes needed by that
organisation. Broadly speaking, training is the act of increasing the
knowledge and skills of an employee for doing a particular job

Though it is true that unplanned learning through job experience

helps development the experience of most organisation is that it is
advantageous to plan systematic training programs of various types as a
regular part of an adequate personnel development program. Such
programs are definite assets in helping managers to learn correct jobs
methods achieve a satisfactory level of job performance, and to acquire
capabilities that would be valuable in possible future jobs

Characteristics of Effective Training Programme

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 However, not all training is created equal.  The extent to
which training can influence learning, behaviour change,
performance, and profitability depends largely on how it has
been designed and delivered.  The following features have been
directly associated with improved employee and organizational
outcomes:

 Start with a training needs assessment:  This is a

systematic process to determine whoneeds to be
trained ,what they need training on , and howthe training
process will be supported and aligned with strategic
objectives.

 Identify and communicate purpose, objectives, and

outcome:  These are identified based on the results of the
training needs assessment and must be communicated to
trainees in a clear and easy-to-understand way.  When
communication includes a message on how the training
will be applied and what the expected outcomes are,
motivation to learn increase

 Relevant content:  To be effective, training must include

content that is directly linked to trainee job experiences.

13
 This makes intuitive sense, but when ignored it can reduce
the impact of training on performance to zero.  Just think
about the training sessions you’ve attended that have been
unrelated to your daily work-life.

 Active demonstration:  Trainers need to actively

demonstrate the specific skills and processes included in
the training.  Conducting these live demonstrations
provides trainees with a model of desired behaviour and
results in greater learning and transfer of training,
 Opportunities for practice:  Effective training programs
include multiple opportunities for trainees to practice the
skills they’ve learned during class-time.  By building
application exercises into the training workshops
themselves, you provide trainees with a safe place to try
new skills, where they can make mistakes and not worry
about consequences

 Regular feedback during training:  Trainers also need to

give feedback to employees while they are practicing their
new skills.  Feedback should be given both during practice
and after exercises have been completed. It should also be
directly related to how the trainee performed the task and
never be focused on personal characteristics.  For
example, bad feedback might be “You are being such a

14
 klutz,” whereas better feedback would be “I noticed you
dropped the lever a few times because you’re grip is
incorrect.  

 Post-training environment:  After training it is important

that employees are given opportunities to perform the
skills they’ve learned.  If the post-training environment
does not support this, research has shown that training will
have little to no impact on trainee performance and
organizational utility.

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 VARIOUS METHODS OF TRAINING

There are various methods of training, which can be divided in to

cognitive and behavioural methods. Trainers need to understand the
pros and cons of each method, also its impact on trainees keeping
their background and skills in mind before giving training.

Cognitive methods are more of giving theoretical training to the

trainees. The various methods under Cognitive approach provide the
rules for how to do something, written or verbal information,
demonstrate relationships among concepts, etc. These methods are
associated with changes in knowledge and attitude by stimulating
learning.

The various methods that come under Cognitive approach are:

 Training by Lectures
 Training by Demonstrations
 Training by Discussions
 Computer Based Training (CBT)
Training by Intelligent Tutorial System(ITS)
Training by Programmed Instruction (PI)
Training by virtual reality

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CONCEPT OF TRAINING AND
DEVELOPMENT

Training and Development is a subsystem of an organization which

emphasize on the improvement of the performance of individuals and
groups.

Training is an educational process which involves the sharpening of

skills, concepts, changing of attitude and gaining more knowledge to
enhance the performance of the employees.

Training is about knowing where you are in the present and after some
time where will you reach with your abilities. By training, people can
learn new information, new methodology and refresh their existing
knowledge and skills. Due to this there is much improvement and adds up
the effectiveness at work.

The motive behind giving the training is to create an impact that lasts
beyond the end time of the training itself and employee gets updated with
the new phenomenon. Training can be offered as skill development for
individuals and groups.

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 DIFFERENCES BETWEEN THE BOTH
(TRAINING AND DEVELOPMENT)

There is a need to differentiate between the both as well so that the

added value of both could be well assessed to the enterprise where they
are implied thereupon.

In the organisational context the term training is meant to the lower

level employees while the term development is meant to the higher level
personnel or managers

Training has a purpose to make workers and employees proficient

in their present jobs while development is to prepare employees for
handling more responsible and challenging jobs
training imparts to teach technical skills while development to human and
conceptual skills.

The participants in the training have non-managerial background

while development has participants who come primarily from a
managerial background
training focuses on developing skills already possessed by workers while
development focuses on developing hidden qualities and talent of
personnel.
Training methods include apprenticeship, coaching etc. While
development methods include off-the-job-training methods as job
rotation, lectures, role playing, brainstorming, sensitivity training etc.
training is time bound while development is career bound.

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EXAMPLE:
An employee may receive training to operate a computer but he
may attend a management course to develop leadership skills. Training
and development programmes may be beneficial to both managers and
workers but the contents of the programmes are likely to differ. Managers
receive instructions in developing leadership skills whereas workers are
trained in technical skills.

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 PLANNING THE TRAINING
PROGRAMME

 A strategy of industrial training is essentially concerned with

preparing creating and using facilities so as to secure the training
initiative and ultimate success.
 Assessment of training needs
 Training objectives and criteria
 Design of training content
 Matching capacity to learn
 Training methods
 Specific methods like information processing models, personal
models, social interaction models and behavioural models
 Making choices
 Implementation
 Execution which in itself is a process of seven distinct steps as
object, preparation, presentation, reception, assimilation,
assessment and feedback
 Measurement and evaluation and modifying as needed and desired
changes being raised therein

OFF-THE-JOB-TRAINING METHODS
 Lectures
 Conferences and seminars
 Case studies
 Role playing

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  Business games
 Programmed instructions
 Sensitivity training
 Vestibule training
 Brain storming

ON-THE-JOB-TRAINING METHODS
 Job rotation
 Apprenticeship
 Coaching
 Understudy
 Multiple management

FORMAL TRAINING
Formal training entails the deliberate and structured presentation of
experiences which may be considered helpful in aiding individuals to
change their knowledge, understanding attitudes and behaviours .
The major methods under this cited head are as follows

INDUCTION:-
Induction is used to complement and complete the selection and
placement process by providing a systematic approach to the induction of
the new entrant to the organisation.

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SKILL ACQUISTION:-
The aim of this , is to implant and develop new skills and abilities.

SKILL DEVELOPMENT:-
It is employed to update a person’s knowledge or skills at any stage in
his or her career, and whenever changes occur in the work environment to
make this necessary.

INCREASING MOTIVATION:-
This is to increase the individual’s willingness to work to the required
patterns and standards.

ATTITUDE CHANGE:-
This is the most difficult objective to achieve through training. In the
primary sector, the high level of investment in the training of core
workers is likely to focus attention to be paid to the perspectives and
attitudes which these workers adopt or develop in relation to the
organisation adopt or develop in relation to the organisation and their
work within it whereas in secondary sector organisation, strategy of
selection is used as the method of recruiting appropriate work attitudes,
this is, not so readily on so cheaply available to the primary sector
organisation. The task of changing attitudes has therefore to be tackled.

TEAM BUILDING:-
Training may help here to realise objectives, without itself being capable
of delivering the whole result. It can help to create new awareness while
at the same time transferring new skills of a social or interactive kind.

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PROBLEMS

 Despite the need for training and development and its significance,
organisation of these training and development programmes faces
certain problems which include the followings
 Inadequate training and development facilities to train the trainers
 Absence of rewards and awards to the trainers
 Duplication in training programmes organised by companies and
training institutes
 Absence of rapport between the industry and the independent
training institutes
 Improper design of the course content and training programmes
 Lack of initiative on the part of the superiors to allow the
employees to implement the knowledge or skills gained through
the training programmes
 Absence of seriousness on the part of the trainees
 Relatively little importance is given to the behavioural training
programmes
 Failure of the institutes in offering the training programmes really
based on the practice

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Importance of Training and Development:-
• Optimum utilization of Human resources
• Development of skills
• To increase the productivity
• To provide the zeal of team spirit
• For improvement of organization culture
• To improve quality, safety
• To increase profitability
• Improve the morale and corporate image
 

Reasons to go for Training and Development:-

• When management thinks that there is a need to improve the

performances of employees
• To set up the benchmark of improvement so far in the performance
improvement effort
• To train about the specific job responsibility
• To test the new methodology for increasing the productivity

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 Chapter III- Company profile

Introduction about KONE

We are one of the global leaders in the elevator and escalator
industry. Founded in 1910, we have been committed to understanding the
needs of our customers for over a century. We provide innovative and
eco-efficient solutions for elevators, escalators and automatic building
doors.

Our objective is to offer the best People Flow® experience by

developing and delivering solutions that enable people to move smoothly,
safely, comfortably and without waiting in buildings in an increasingly
urbanizing environment.

KONE provides industry-leading elevators, escalators, automatic

building doors and integrated solutions to enhance the People Flow in and
between buildings.  KONE's services cover the entire lifetime of a
building, from the design phase to maintenance, repairs and

25
modernization solutions. In 2013, KONE had annual net sales of EUR 6.9
billion, and at the end of the year over 43,000 employees. KONE class B
shares are listed on the NASDAQ OMX Helsinki Ltd in Finland

History
KONE was founded in 1910. During its 100 years as an industrial
engineering company, KONE has been involved in businesses as different
as textile manufacture, medical technology and the design of hydraulic
piping systems. The company's main focus, however, has always been the
elevator and escalator business.

Over the years, KONE has proven its ability to adapt to a changing
world as well as to create new opportunities for the company to grow.
Stable ownership by four generations of the same family has created a
strong and supportive environment for continuous development.

26
The KONE logo history

1910 - The first logo symbolizes the electric motor

business KONE started with. The word Osakeyhtiö underneath the
KONE name means Corporation in Finnish.

1948 - The logo was redesigned to represent the

expanding elevator, industrial cranes and hoisting machinery business it
focused on at that time.

1967 - By this time the business had evolved and the logo was re-
designed to represent the new company that was emerging with an

27
international presence. A new elevator factory was built in Hyvinkää,
Finland during this year to increase production of technologically
advanced elevators. Although the inspiration for the logo design is
unknown we believe it resembles elevator cars and shafts and even
buildings. The blue and white colours reflect the Finnish flag and also
maintain a link to KONE's heritage.

1999 to present - The KONE letters inside the blue blocks were
updated with a modern, clean typographic style to better suit the
company's unified global business.

Customers
Our key customers are builders, building owners, facility
managers, and developers. In addition, architects ,authorities, and
consultants are key parties in the decision-making process regarding
elevators and escalators.

We have segmented the market according to the purpose of the

building. The main segments are residential buildings, hotels, office and
retail buildings, infrastructure, and medical buildings. We also serve
special buildings such as leisure and education centres, industrial
properties, and ships.

We serve hundreds of thousands of customers across the globe,

the majority of which are maintenance customers. Our maintenance
customers range from small facility management companies serving a
single building to large global retail or hotel chains.
28
Our brand

According to our brand promise 'Dedicated to People Flow™'

every KONE employee is dedicated to making cities better places to live
and work for everyone. They are committed to ensuring our products and
services provide the best People Flow experience for customers and end
users.

The word KONE means 'machine' in Finnish and represents our brand's
roots in electric motor production, and its 100 year heritage.

Our solutions
 Products
 Services
 Design
 Eco-efficiency
Investor relations
 Share information
 Financial information
 Reports and presentations
 Investor service
Corporate responsibility
 Environment

29
  Safety
 Our people
 Reporting

Turning strategy into reality

KONE’s vision is to create the best people flow experience. KONE

differentiates by delivering the best user and customer experience with
innovative People Flow® solutions. We continuously strengthen the basis
for our competitiveness by developing our people and processes.

We measure our progress toward our vision with strategic targets.

We aim to have the most loyal customers, be a great place to work, grow
faster than the market, have the best financial development in our
industry and be a leader in sustainability

Urbanization drives KONE’s business

Rapid urbanization
Urbanization is an important megatrend within the global elevator
and escalator industry.  It is expected to drive demand for years to come.
For the first time in history, an equal number of people live in urban and
rural areas. The concentration of people in urban areas increases the
importance of moving them efficiently from one point to another. 

The growth of urban areas is most evident in Asia, where long-

term population growth and migration from rural communities is
expected to continue.
30
Demographic change
The global demographic structure is changing. Economic growth
translates into higher standards of living for a larger part of the world’s
population. The number of people classified as middle-income earners is
expected to grow by 2.7 billion by 2030. Middle-income earners expect
more spacious and better-equipped apartments, which drives higher
demand for elevators.

The world’s population is also aging at an unprecedented rate. The

growing number of older people raises the importance of accessibility in
buildings and urban infrastructure. An elevator can help elderly residents
live in their apartments longer, facilitate the lives of all residents in the
building, as well as add value to an existing property.
Importance of safety

Urban infrastructure systems in certain markets are aging. National

and international safety codes and standards play a key role in
determining the safety level of elevators and escalators. Particularly in
Europe, many countries have adopted strict standards for safety and
modernization in recent years.

31
KONE's organization

The KONE organization is divided into two business lines, Service

Business and New Equipment Business, and five geographical areas,
Central and North Europe, West and South Europe, Greater China, Asia-
Pacific and Middle East, and the Americas. In 2010, the Major Projects
unit, a separate business line, was combined with the New Equipment
Business. KONE also established a new Customer Experience unit to
further enhance its customer focus.

32
Recent news about KONE

KONE named one of the world's most innovative

companies by Forbes
KONE Corporation, press release, August 22, 2014
KONE has been ranked 42nd out of the top 100 most
innovative companies in the world by the well-known business magazine
Forbes. Out of all European companies listed this year, KONE was
ranked an impressive sixth. KONE is the only elevator and escalator
company featured on Forbes' list this year.
"It's a great honour to be recognized among the world's
most innovative companies for a fourth consecutive year," says Hedrick
Ehrnrooth, President & CEO of KONE Corporation." Innovation and
technological advancement have been at the core of our company for
decades, and will continue to be moving forward."

KONE's history as an industry forerunner is well documented. In

1996, KONE was the first company in the industry to introduce machine-
room-less elevators. KONE's latest ground breaking solution is its new
high-rise elevator hoisting technology, KONE Ultra Rope(TM), enabling
future elevator travel heights of one kilo meter - twice the distance
currently feasible. Last May, KONE announced that the KONE Ultra
Rope technology would be used in Saudi Arabia's Kingdom Tower
building, expected to be the world's tallest building with a height rising
over one kilo meter once completed.

33
Forbes magazine's ranking is based on a metric called the "Innovation
Premium". One of the developers of the metric is Harvard Business
School Professor, Clayton Christensen.

KONE International Trainee Program 2015 is

open
The KONE International Trainee Program (ITP) 2015 offers
university students and recent graduates 14 exciting opportunities to work
and develop their skills with interesting projects around the world.
Application period for ITP is open until February 8th, 2015

KONE ranked 28thin the Global 100 Most

Sustainable Corporations list
KONE has made it to the 2015 list of Global 100 Most
Sustainable Corporations in the World, released by a Toronto-based
media and investment advisory company Corporate Knights. With the
ranking of 28th, KONE is the only elevator and escalator company on the
list. Companies named to the index are the top overall sustainability
performers in their respective industrial sectors.

Corporate responsibility focus areas

In 2013, we carried out a materiality analysis to continue our work
in defining the most important corporate responsibility topics. An online
questionnaire was sent to over 200 respondents, including customers,
investors and analysts, industry associations, end users, suppliers,
employees, media representatives and KONE’s executive board.

34
We received 94 responses, resulting in a response rate of 44%. The
results were analysed in a workshop, which included participants from
different corporate responsibility areas in KONE and from the Executive
Board. The results are presented in the matrix below

KONE's innovations and solutions:

KONE solutions for smoother People Flow
KONE provides elevators, escalator and automatic building
door solutions to ensure a smooth flow of people in different types of
buildings. Our solutions are known for their industry leading eco-
efficiency, design and innovative technology. In 1addition to our
solutions we offer a portfolio of services to support our customers –
architects, consultants, builders, developers, building owners and facility
managers – at every step of their building’s lifecycle; from design and
construction to maintenance and modernization of their buildings.

A proven technology leader

KONE is the industry forerunner in technological innovations.
KONE is committed to offering high quality, innovative and energy
efficient People Flow® solutions that make travel within and between
buildings as smooth as possible.

A history of innovation
KONE’s history of innovation is one of the company’s success factors.
KONE has always provided a systematic and long-term investment into
its R&D capabilities. In its striving towards serving customers to
perfection, KONE explores technologies in other industries and monitors
changing markets, trends, customer needs, and working methods. KONE
has introduced a wide range of major innovations throughout the years.

35
KONE’s organisation Branch Locations – India
Factory & Registered
Office No.50,55&58
Vanagram Road
Ayanambhakkam
Chennai-600 095 Tamilnadu
Corporate office
9th floor prestige centre court, the office block, vijaya forum mall no. 183
NSK salai, arcot road
Vadapalani Chennai-600 026
Chennai - Sales & Service Office
No.89-92, 2nd Floor, KRD GEE Crystal, Dr. Radhakrishnan Salai,
Mylapore 
Chennai - 600 004 
TAMIL NADU
Tel : 044-28117746 
Fax : 044 42078914
Ahmedabad - Sales & Service office
3rd Floor, Sankalp Square, Drive-In, Gurukul Road, Memnagar 
Ahmedabad - 380 052 
GUJARAT
Tel : 079 27462253
Bangalore - Sales & Service office
#4/1, Zenith Chambers, 1st & 2nd Floors, Anjaneya Swamy Temple
Road,Opp. 6th Cross, Wilson Garden 
Bangalore - 560 027 
KARNATAKA
Tel : 080-26573969-71, 26574094-95
Bhubaneswar - Sales & Service office
N3/426, IRC Village, Nayapalli 
Bhubaneswar - 751 015 
ODISHA
Tel: 0674 2556646 
Mob: +91 993752740

36
 Chapter-IV METHODOLOGY

4:1TOPIC OF THE STUDY

A STUDY ON EMPLOYEE TRAINING AND DEVELOPMENT IN
KONE ELAVATORS INDIA PVT LTD, CHENNAI

Management training develops employee strengths and their ability

to contribute within your organization. A variety of management training
is available to organizations – choices are endless. Management training
is also provided through book clubs at work , challenging work
assignments, and coaching from the manager's boss. Many options in
management training are identified through the performance development
planning process Optionsinclude classes, internal work assignments, field
trips, and self-study. Approach management training with openness and a
creative mindset.

4:2 SOURCE OF THE DATA:

The study was conducted with the help of primary data and secondary
data

Primary data:
Primary data Was collected from the respondents by using a structured
questionnaire. Primary data is also called as raw data is term for data
collected on source which has not been subjected to processing or any
other manipulation

37
Secondary data:
Secondary data was collected from journals, books and
magazines, previous these work and from information. Secondary data
collected by someone other than the user. Common sources of secondary
data for social science include censuses ,surveys ,organizational records
and data collected through qualitative methodologies or qualitative
research.

4:3 TOOLS USED FOR DATA COLLECTION

1. Questionnaire
2. Interview

QUESTIONNAIRE:
In this method a pre-determined list of question arranged in
sequence is used to elicit response from the information. This method is
discussed in detail elsewhere in this book. The questionnaire framed foe
the study is structured questionnaire are pre determined before
conducting survey. The questions are yes or no type and multiple choices.
The scales used to evaluate the question are:

Dichotomous scale(YES OR NO)

Category scale (multiple scale)

38
Interview:
This is a method the investigator and the respondent meet
and the questions raised are answered and recorded. This method is
adopted when personal opinion or interview are to be gathered as a part
of data

4.4 DATA COLLECTION:

Having dis used various aspects about complication of data for research
the question to be answered is which method to adopt for data collection
there is no standard answer for this question. The answer depends on a
number of factors.

 Nature & scope and object of data collection

 Degree of accuracy
 Period of study

4:5 RESEARCH DESIGN:

Meaning:

Research design is the basic frame work which provides guidelines

for the research methodology the choice of research design depends on
the and expert of data required costs and benefits of the research, the
urgency of the work and time available for completing it. For this study,
the descriptive research is used to define research problems and to clarify
concept.

39
Descriptive Research:
Descriptive research, also known as statistical research data and
characteristics about the population or phenomenon being studied
descriptive research answers the question who, what, where, and how the
main purpose of descriptive research is to be describe the state of view as
its exists at present. Simply stated it is fact finding

4:6 Sampling
Sampling is not something, which is follow only in statistics. It is
used in everyday life there is Always the difference of opinion in the
using sampling as the basis of the data collection and conclusion. Those
who argue against sampling state that what ever is taken selection of
sample, cent per cent representation of population cannot be achieved
Sampling as classified as two types
1. Random or probability sampling
2. Non- random or non probability
We used only simple random sampling in our project

4:7 Selection Of Sampling

The sampling are collected from the respondents by using convenient
sampling

40
Convenient:
This method of sampling involves selecting the sample elements
using some convenient method without going through the rigour of
sampling method. The researcher may make use of any convenient base
to the select required numbers of sample.

4:8 TOOLS USED FOR DATA ANALYSIS:

Statistical Tool
1. Percentage method
2. Weighted average test

Percentage Method
Percentage method distinguishes between cross-controlling
are data, which you maintain in an involved overhead structure ,
controlling area related data such as base cost elements, overhead rates
and credit objects
Using this formula is no. of the respondent×100
Total no. of the respondent

Weighted Average Method:

The weighted average mean is similar to arithmetic mean, where
instead of each of the data points contributing equally to be the final
average , some data points contribute more than others. The notion of
weighted mean plays a role in descriptive statistics and also occurs in a
more general other areas of mathematics
∑ XW
= ∑W

41
4.9 Definition & Important Term

Training:-
An training is a job oriented. Training is essential for operative
workers
Development:-
An development is career oriented. Development programme is
required for executives
Employee:-
An employee is the person who work on companies, factories
etc..named as employee .

Manipulation:-
Controlling some one or something to your own advantage often
unfairly or dishonestly.

Convenient:-
The researcher may make use of any convenient base to the select
required numbers of sample.
Sampling:-
Sampling method is an approach where only a few units of a
population under study are considered for analysis

42
4:10 PERIOD OF THE STUDY

This project under this title “ A STUDY ON THE EMPLOYEE

TRAINING AND DEVELOPMENT IN KONE ELAVATORS India
PVT, LTD COMPANY,CHENNAI in the HR department during the
period (19.12.2014 to 04.01.2015)

4:11LIMITATION

 Training and development process is a lengthier process

involving many interrelated activities. So it is quit difficult
to know the complex details

 Time given to carry out the project in organisation is less

 The working personnel are not preferred to give complete

information

43
 Chapter – v Data analysis & interpretation

Table 5:1 NEED FOR TRAINING AND

DEVELOPMENT

S.NO PARTICULARS NO OF PERCENTAGE

RESPONDENTS %
1 To improve skills 12 24

2 To learn more 9 18

3 To perform well 14 28

4 To adopt a job 15 30

Total 50 100

Inference :

From 50 samples collected from the organization, 28 %

respondents are agreed , training need for to perform well, 30%
respondents are to adopt job.

44
 Need for Traning and Devlopment
16
15
14
14
12
12

10
9

0
To improve skills To learn more To perform well To adopt job

45
Table 5.2 TRAINING PROGRAMME
CONDUCTED BY ORGANIZATION

S.NO PARTICULARS NO OF PERCENTAGE

RESPONDENTS %
1 Excellent 13 26

2 Good 12 24

3 Average 16 32

4 poor 9 18

Total 50 100

Inference:
From the 50 samples collected from that 26% respondents felt that
training program conducted by organization is excellent, 24% felt that
good, 32% felt that average, 18% felt that poor. There fore the employees
satisfied with the training.

46
 Training programme conducted by organi-
sation
16
16

14 13
12
12

10 9

0
Excellent Good Average Poor

47
Table 5.3 THE TRAINING AND DEVELOPMENT HELPS
TO MAINTAIN A EMPLOYEE RELATION

S.NO PARTICULARS NO OF PERCENTAGE

RESPONDENTS %

1 YES 33 66

2 NO 17 34

Total 50 100

Inference: the above 33% Respondents are preferred by the employees in

developing employee relationship with the management and also to
improve their skill

48
 Training & Development helps to maintain
a employee relation

17
NO

33
YES

0 5 10 15 20 25 30 35

49
Table 5.4TRAINING PROGRAMME HELP TO
INCREASE PRODUCTIVITY

S.NO PARTICULARS NO OF PERCENTAGE

RESPONDENTS %
1 Strongly Agree 15 30

2 Agree 13 26

3 Dis Agree 14 28

4 Strongly Dis Agree 8 16

Total 50 100

Inference: the data tells about the productivity of quality & quantity the
30% Respondents are agree as well as increase their work essential which
could certainly help the management

50
 Training programme help to increase productivity

8
Strongly dis agree

14
Dis agree

13
Agree

15
Strongly agree

0 2 4 6 8 10 12 14 16

51
Table 5.5 TRAINING PROGRAMME CONDUCTED BY
ORGANIZATION

S.NO PARTICULARS NO OF PERCENTAGE

RESPONDENTS %
1 Every Month 18 36

2 Every quarter 13 26

3 Half yearly 10 20

4 Once in a year 9 18

Total 50 100

Inference: the above mentioned table shows that, 36% Respondents are
says Every month and 26% Respondents are says Every quarter
benefitted if they are given trainings and also the skill sets

52
 Training programme conducted by organi-
sation
9

18

Every month
Every quarterly
Every Half yearly
Once in a year
10

13

53
Table 5.6 TRAINING ENABLE EMPLOYEES
MORE PRODUCTIVE

S.NO PARTICULARS NO OF PERCENTAGE

RESPONDENTS %

1 YES 35 70

2 NO 15 30

Total 50 100

Inference:-
The diagrammatic presentation shows respective the 70%
Respondents, employees are more productive in the organization
trainings

54
Training enables employees more productive

15

YES
NO

35

55
Table 5.7 TRAINING COURSE INCLUDE
SPECIAL CHALLENGE

S.NO PARTICULARS NO OF PERCENTAGE

RESPONDENTS %
1 YES 24 48

2 NO 26 52

Total 50 100

Inference:-
This data is given the 52% Respondents says there are no any
other special course include in the particular training in their
organisation and only the 48% respondents are says yes they are
conducting the special challenges are included organisation
trainings

56
Training course includes special challenges

YES
NO
24
26

57
Table 5.8 TRAINING NEED IDENTIFY FORMAL
PERFORMANCE APPRAISAL

S.NO PARTICULARS NO OF PERCENTAGE

RESPONDENTS %
1 Strongly Agree 13 26

2 Agree 15 30

3 Dis Agree 8 16

4 Strongly Dis Agree 14 28

Total 50 100

Inference:-
This data tells about the performance appraisal of employee
from the organisation trainings the 30% respondents are agreed
and the 16% respondents are dis agree this performance
appraisal

58
 Training need identify performance
appraisal
15
16 14
13
14

12

10 8
8

0
Strongly agree Agree Dis agree Stongly dis Agree

59
 Table 5.9 EMPLOYEES CONTRIBUTE TO
TEAM WORK

S.NO PARTICULARS NO OF PERCENTAGE

RESPONDENTS %
1 Excellent 17 34

2 Good 12 24

3 Average 10 20

4 poor 11 22

Total 50 100

Inference:
Eventhough the employees are have 34% respondents more to
the first option the employee team work are really excellent
considerably after the training & development programme is
inferred here .

60
 Employees contribute to team work
17
18

16

14 12
11
12 10

10

0
Excellent Good Average Poor

61
Table 5.10 TRAINING PROGRAMME
USEFULL IN CARRER DEVELOPMENT

S.NO PARTICULARS NO OF PERCENTAGE

RESPONDENTS %
1 Excellent 18 36

2 Good 14 28

3 Average 13 26

4 poor 5 10

Total 50 100

Inference:- The particular table shows how the training and

development impacts the current generation employees the 36%
respondents are says here the Excellent work place and

62
 simultaneously helping them in the developing their career
growth

Training programme use ful in employees

career development
20
18
18

16
14
14 13
12

10

6 5
4

0
Excellent Good Average Poor

63
WEIGHTED AVREAGE METHOD

SL.NO PARTICULARS NO OF X×W

RESPONDENTS

1 TO IMPROVE SKILLS-4 12 48

2 TO LEARN MORE -3 9 27

3 TO PERFORM WELL-2 14 28

4 TO ADOPT A JOB-1 15 15

TOTAL 50 118

WEIGHTED AVREAGE:-
∑ XW
WA¿ ∑W
118
¿
50

64
 ¿ 2.36

SL.NO PARTICULARS NO OF
RESPONDENTS
X×W
1 TO IMPROVE SKILLS-4 18 72

2 TO LEARN MORE -3 13 39

3 TO PERFORM WELL-2 10 20

4 TO ADOPT A JOB-1 9 9

TOTAL 50 140

WEIGHTED AVREAGE:-
∑ XW
WA¿ ∑W
140
¿
50

¿2.8

65
 Chapter –VI FINDINGS &SUGGESTIONS

SUMMARY OF FINDINGS
&
SUGGESTIONS
FINDINGS:-
1. Almost all of them felt that their training was good and it needs to
improve better.

2. Respondents stated that training programmes helped in their career

development.

3. Employees prefer training as well as guidance from their superiors.

4. And the Employee have to reduce the work pressure from this
Trainings.
5. Most of them says they improve their skill to attach the work.

6. The organisation to conduct their employee trainings are often is very

useful to the particular members.

7. There are no special trainings to new or fresher candidate have to face

the challenges.

8. The maximum no. of employee says they are more contribute to their
team work.

9. The organisation have to change the different training methods for the
candidate expectations and also easily to adopt a job.

66
10.They are put maximum efforts to effective organisation as well as
their career development.

SUGGESTIONS:-

1.Adequate number of training programmes should be conducted during

pre-promotion period.

2.The training policy should be well defined in KONE ELAVATORS.

3.Changes in the duration of the training period should be made as

suggested by the employees

4.Effective training program should be made effective to enhance the

skills and level of competence of employees

5.Healthy working environment should be provided to the employees

6.Employees should be motivated in well manner.

7.Training program should be conducted in all the areas equally

8.New technology should be provided to the employees.

67
CONCLUSION:-

The training programmes can effect work behaviour in two ways. The
most obvious is directly improving the skills necessary for the employee
to successfully complete the job.an increase in ability improves the
employees potential to perform at higher level of the course whether the
potential becomes realised is largely an issue of motivation.

A second benefit is that it increase employee self-efficacy self efficacy is

a person expectation that he or she can successfully execute the
behaviours required to produce an outcome. For employees those
behaviours or work tasks And the outcome are effective job performance.
Employee with self-efficacy have strong expectations

About their abilities to perform successfully in new situations also their

confidence level will rise up. Training is a means to positively affect self-
efficacy because employees may be more willing to undertake job tasks
and exert a high level of effort.

The present training system followed in the above said companies has a
very good response from the employee side and also at same time they
have to revise and upgrade their training processes and development
processes and development process of the company as well as the
employees in order to reach their long term goals successfully

68
 QUESTIONNAIRE
A STUDY ON EMPLOYEE TRAINING &
DEVELOPMENT
NAME :
OCCUPATION :
EMAIL ID :
1.Why do you need the Training for your job ?
a) To improve skill
b) To learn more
c) To perform well
d) To adopt a job
2.How were the Training programme you have attended which was
conducted by the organisation ?
a) Excellent
b) Good
c) Average
d) Poor
3.Does training and developmental organisation to maintain employee
relation ?
a) Yes
b) No
4.Training programme helped to increase the productivity of both Quality
& Quantity ?
a) Strongly agree
b) Agree

69
 c) Dis agree
d) Strongly dis agree

5.How often the training programme are conducted in your organisation ?

a) Every month
b) Every quarter
c) Half yearly
d) Once in a year
6.Does the training enable employees more productive ?
a) Yes
b) No
7. Does the training course include the special challenges faced by
managers (or) officers ?
a) Yes
b) No
8. Training needs are identified through a formal performance
appraisal ?
a) Strongly agree
b) Agree
c) Dis agree
d) Strongly dis agree
9. Have you learned about How much you can contribute team work
?
a) Excellent
b) Good
c) Average
d) Poor
10. Do you think it the Training programme was useful for your
career development ?

70
 a) Excellent
b) Good
c) Average d) Poor

BIBLIOGRAPHY
BOOK REFERENCE:-
Organisational behaviour by Stephen. P. Robbins. Eleventh edition
Organisational behaviour by John Newstrom. Eleventh edition
Statistics theory &practice., “R.S.N.PILLAI BAGAVATHI
“THE EMPLOYEE TRAINING AND DEVELOPMENT” fifth
edition by Raymond A. Noe
K. Evans and K. Maher, “Yearly Job Loss Worst Since 1945,” The Wall
Street Journal (January 10–11, 2009): A1–2; S. Reddy;

PDF REFERENCE:-
Planning and implementation OF TRAINING & DEVELOPMENT to
support change EMPLOYEE skillmanagement.,
“millahirvone”2011.saimmauniversity.

“THE EMPLOYEE TRAINING AND DEVELOPMENT” fifth

edition by Raymond A. Noe
The Wall Street Journal (December 6–7, 2008): A1, A8; D. DE Pass,
“Factories Can’t Stop the Bleeding,” Columbus Dispatch (December 21,
2008): D3.
WEBSITES:-
WWW.trainingsys.com
WWW.searchfusion.com
WWW.surveymonkey.com

71
WWW.mmytraining.com

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