A

Summer Training Report

On

‘Training And Development’

AT

Hindustan Aeronautics Limited-LUCKNOW

{ In Partial Fulfillment of the award of MBA degree under G.B Technical

University, Lucknow-2011}

Submitted To Submitted By

KRITI PANDEYA Alka Maurya

Roll No-1005970006
ACKNOWLEDGEMENT
A Concentrating, dedication and application are necessary but not sufficient to achieve

any goal. Therefore, it is our pleasant duty to offer our service of acknowledgement to

those honorable personalities of the department who helped me to follow the path to

success for the completion of this project .I take the opportunity to express our

gratitude to all the concerned people who have directly or indirectly contributed towards

completion of this project. I extend my sincere gratitude towards Hindustan Aeronautics

Limited, Lucknow for providing the opportunity and resources to work on this project. I

am extremely grateful to, whose insight encouraged me to go beyond the scope of the

project and this broadened me learning on this project. I would like to express my

special gratitude to various employees of all departments, my friends, seniors, who are

always a source of inspiration for me and played an important role in making my

summer training report.

ALKA MAURYA
 PREFACE

The global economy of the day has endangered the survival of every organization and

particular those who want to have a competitive edge over the others. The competitive

edge may be a distant dream in the absence of Superior Quality Products which

otherwise is the function of well-trained employees. Today resources are scarce and

have to be used carefully and trainers of all kinds are required to justify their position

and account for their activities. Training activities, which are ill, directed and

inadequately focused, do not serve the purpose of the trainers. The trainees or the

organization hence identification of training needs becomes the top priority of every

progressive organization. Identification of training needs, if done properly, provides the

basis on which all other training activities can be considered and will lead to

multiskilling, fitting people to take extra responsibilities increasing all round competence

and repairing people to take on higher level responsibility in future.

 DECLARATION

I ALKA MAURYA, student of Lal Bahadur Shastri Institute Of Management And

Development Studies here by solemnly declare that the project titled „Training and

Development of HAL´ is my original as all the information, facts and figure in this report

is based on my own experience and study during my summer training procedures.

Date: ALKA MAURYA

LBSIMDS
 CONTENT

TOPIC PAGE NO.

 Introduction 2-3

 HAL An overview 4-24

 Training And Development 25-66

 Training Program In HAL 67-73

 Research Object 74-79

 Questionnaire 91-99

 Conclusion 100-101

 Recommendation 102-104

 Bibliography 105
 EXECUTIVE SUMMARY

Every organization needs to have well trained and experienced people to perform the

ctivities that have to be done. If current or potential job occupants can meet this

requirement, training is not important. When this not the case, it is necessary to raise

the skill levels and increase the versatility and adaptability of employees. It is being

increasing common for individual to change careers several times during their working

lives. The probability of any young person learning a job today and having those skills

go basically unchanged during the forty or so years if his career is extremely unlikely,

may be even impossible. In a rapid changing society employee training is not only an

activity that is desirable but also an activity that an organization must commit resources

to if it is to maintain a Viable and knowledgeable work force. The entire project talks

about the training and development in theoretical as well as new concepts, which are in

trend now. Here we have discussed what would be the input of training invested in

terms like (ROI) i.e. return on investment. What are the ways we can identify the

training need of any employee and how to know what likes integrating it with

organizational culture. The best and latest available trends in training method, the

benefits which we can derive out of it. How the evaluation should be done and how

effective is the training all together. Some of the companies practicing training in

unique manner a lesson for other to follow as to how to train and retain the best

resource in the world to reap the best out of it

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INTRODUCTION

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Employee training tries to improve skills, or add to the existing level of knowledge so

that employee is better equipped to do his present job, or to prepare him for a higher

position with increased responsibilities. However individual growth is not and ends in

itself. Organizational growth need to be measured along with individual growth.

Training refers to the teaching Or learning activities done for the primary purpose of

helping members of an organization to acquire and apply the knowledge skills, abilities,

and attitude needed by that organization to acquire and apply the same. Broadly

speaking training is the act of increasing the knowledge and skill of an employee for

doing a particular job. In today‟s scenario change is the order of the day and the only

way to deal with it is to learn and grow. Employees have become central to success or

failure of an organization they are the cornucopia of ideas. So it high time the

organization realize that “train and retain is the mantra of new millennium.”

SCOPE OF THE STUDY

The scope of the study covers in depth, the various training practices, modules,

formats being followed and is limited to the company HAL and its employees. The

different training programmers incorporated/facilitated in HAL through its faculties,

outside agencies or professional groups. It also judges the enhancement of the

knowledge & skills of employees and feedback on its effectiveness.

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 OBJECTIVE OF THE STUDY

The broad objective of the study of training policies in HAL is to study the impact

of training on the overall skill development of workers. The specific objectives of the

study are:

1. To examine the effectiveness of training in overall development of

skills of workforce.

2. To examine the impact of training on the workers.

3. To study the changes in behavioral pattern due to training.

4. To measure the differential change in output due to training

5. To compare the cost effectiveness in implanting training programmers.

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 HAL AN OVER VIEW

Hindustan Aeronautics Limited (HAL) came into existence on 1st October 1964.

The Company was formed by the merger of Hindustan Aircraft Limited with

Aeronautics India Limited and Aircraft Manufacturing Depot, Kanpur. The Company

traces its roots to the pioneering efforts of an industrialist with extraordinary vision,

the late Seth Watchband Harahan, who set up Hindustan Aircraft Limited at

Bangalore in association with the erstwhile princely State of Mysore in December

1940. The Government of India became a shareholder in March 1941 and took over

the Management in 1942.Today, HAL has 19 Production Units and 10 Research

and Design Centers in 8 locations in India. The Company has an impressive

product crack record - 15 types of aircrafts/Helicopters manufactured with in-house

R & D and 14 types produced under license. HAL has manufactured over 3658

Aircrafts/Helicopters, 4178 engines, Upgraded 272 aircraft and overhauled over

9643 aircraft and 29775 engines.HAL has been successful in numerous R & D

programs developed for both Defense and Civil Aviation sectors. HAL has made

substantial progress in its current projects :

 Advanced Light Helicopter – Weapon System Integration (ALH-WSI)

 Teas - Light Combat Aircraft (LCA)

 Intermediate Jet Trainer (IJT)

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 Light Combat Helicopter (LCH)

 Various military and civil upgrades.

Drub was delivered to the Indian Army, Navy, Air Force and the

Coast Guard in March 2002, in the very first year of its production, a

unique achievement.

HAL has played a significant role for India's space programs by

participating in the manufacture of structures for Satellite Launch Vehicles

like

 PSLV (Polar Satellite Launch Vehicle)

 GSLV (Geo-synchronous Satellite Launch Vehicle)

 IRS (Indian Remote Satellite)

 INSAT (Indian National Satellite)

Apart from these, other major diversification projects are Industrial Marine

Gas Turbine and Airport Services.

HAL has formed the following Joint Ventures (JVs) :

 Behalf Software Limited

 Indo-Russian Aviation Limited (IRAL)

 Seneca-HAL Aerospace Pvt Ltd

 SAMTEL-HAL Display System Limited

 HALBIT Avionics Pvt Ltd

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 HAL-Edgewood Technologies Pvt Ltd

 INFOTECH-HAL Ltd

 TATA-HAL Technologies Ltd

 HATSOFF Helicopter Training Pvt Ltd

 International Aerospace Manufacturing Pvt Ltd

 Multi Role Transport aircraft Ltd

Several Co-production and Joint Ventures with international

participation is under consideration.

HAL's supplies / services are mainly to Indian Defense Services, Coast Guards

and Border Security Forces. Transport Aircraft and Helicopters have also been

supplied to Airlines as well as State Governments of India. The Company has also

achieved a foothold in export in more than 30Countries, having demonstrated its

quality and price competitiveness.HAL has won several International & National

Awards for achievements in R&D, Technology, Managerial Performance, Exports,

Energy Conservation, Quality and Fulfillment of Social Responsibilities.

 Golden Award for Quality and Business Prestige from Other ways Management

Association Club, France

 International Aerospace Awards (instituted by SAP Media Worldwide Ltd) as

mark of recognition to the Indian Industry for excellence in innovation,

indigenous technology and entrepreneurship under the following categories:-

− Outstanding contribution to the Defense Industry.

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− Most Influential Company of the year

− Excellence in Indigenous Technology

− Excellence in Exports

Divisional level:

 Foundry & Forge Division, Bangalore : “Casting of the Year 2010” award to Main

Gear Box (MGB) casting of ALH from the Institute of Indian Foundry men

 Aerospace Division, Bangalore: Runner-Up in “Viswakarma Ashtray Puraskar

and National Safety Award – 2008 “instituted by Ministry of Labour Industries,

Government of India.

 Engine Division (Bangalore Complex) : A Commendation for Large

Scale Manufacturing Industry-Engineering & Others for Rajiv Gandhi National

Quality Awards 2009, instituted by Bureau of Indian Standards, New Delhi.

 Avionics Division, Korwa: “IMTMA-SIEMENS Productivity Championship Award”

for excellence and outstanding work in the area of productivity Some of the

prestigious Awards received during last 5 years are:

 Conferred NAVRATNA status by the Government of India on 22nd June 2007

 Raksha Manti‟s Awards for Excellence for the years 2006-07,

2007-08 and 2008-09, HAL was conferred with the Raksha Manti‟s Awards for

Excellence as follows:

2006-07:

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 I) Division/Factory Award : Transport Aircraft Division, Kanpur

ii) Group/Individual Awards : Design Effort Awards for TARDC, Kanpur

2007-08:

I) Institutional Award : Excellence in Performance

2008-09:

I) Institutional Award : Best Performance in Exports

 HAL was awarded the Moue Excellence Award for the years

2004-05, 2005-06, 2006-07, 2007-08 and 2008-09.

The Company scaled new heights in the financial year 2009-10 with

a turnover of Rs.11,457 Cores.

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OUR PRODUCTS

16
OUR SERVICES

17
 R AND D CENTERS

In the year 1951, when HT-2 the first indigenously designed primary trainer made

its first flight, it heralded the era of Research & Design at HAL This aircraft served

as the back bone of IAF's training fleet for more than three decades. Subsequently,

HAL's R&D capabilities have grown from strength to strength and have been

harnessed to achieve greater heights of self reliance. The Advanced Light

Helicopter - ALH (DHRUV) is the latest new generation helicopter designed and

developed by HAL. It is under production since 2002. The test flights on

Technology Demonstrators (TD-I and II) and Prototype Vehicles (PV-1 and 2) of

Light Combat Aircraft - LCA (Tejas) are progressing satisfactorily. The Intermediate

Jet Trainer (IJT) is undergoing test flights.In addition, HAL has successfully

completed many systems updates and integration tasks. HAL has 9 Research &

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Design Centers engaged in the design and development of combat aircraft,

helicopters, aero engines, gas turbines, engine test beds, aircraft communication

and navigation systems and mechanical system accessories. The indigenously

upgraded MiG-27M aircraft has received Initial Operation Clearance (IOC) and the

first batch of aircraft has been delivered. First flight test on Jaguar Nave WASS

upgraded aircraft with indigenously developed mission computer with

weapon delivery capabilities has been carried out and restroom of fleet has been

taken up. Equipped with the latest facilities, the company is backed by high profile,

highly skilled manpower with an impressive track record of more than five decades

of rich experience in all disciplines of aeronautics

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OUR DIVISIONS

20
 FINANCIAL HIGHLIGHTS

Hindustan Aeronautics Limited (HAL) has achieved sales turnover of Rs.11,457

cores during the Financial Year 2009-10. The profit of the Company (Profit

Before Tax) soared to Rs.2,688 cores.

The highlights are given below :

Rupees in

Cores

Growth

over
Particulars 2008-09 2009-10
Previou

s Year

Sales 10373 11457 10.45%

VOP 11811 13490 14.22%

Profit before tax 2335 2688 15.12%

Profit after tax 1740 1967 13.05%

Gross Block 2638 2934 11.22%

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EXPORTS

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 HUMAN RESOURSE DEVELOPMENT

Emanating from the Company's Mission Statement, the strategic Human Resource

Development (HRD) goal of HAL is to create an atmosphere of technological and

managerial excellence to become a globally competitive Aerospace Industry. With the

changing environment, rapid technological changes characterized by a paradigm shift

from licensed production to R&D based production duly balanced with co-development

/ co-production, technological up gradation etc., greater customer demand, focused

diversification to civilian and export markets, the overall objective of the Human

Resource Development plan is to build a vibrant and learning organization, so as to

meet the challenges of quality and excellence, recruitment and retention of competent

human resources and develop high commitment and a sense of belongings to the

Company. Accordingly, the Company's HR Vision, Mission, Objectives, Strategies and

Policies have been identified and indicated as follows:-

VISION

"To make HAL a dynamic, vibrant, value-based learning organization with human

resources exceptionally skilled, highly motivated and committed to meet the current

and future challenges. This will be driven by core values of the Company fully

embedded in the culture of the Organisation"

MISSION

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 Enable all those working for HAL to give their best to ensure their all-round growth

as well as that of the Organization

OBJECTIVES

 To ensure availability of Total Quality People to meet the Organizational Goals

and Objectives

 To have a continuous improvement in Knowledge, Skill and Competence

(Managerial, Behavioral and Technical)

 To promote a Culture of Achievement and Excellence with emphasis on

Integrity, Credibility and Quality

 To maintain a motivated workforce through empowerment of Individual and

Team- building

 To enhance Organizational Learning

 To play a pivotal role directly and significantly to enhanceProductivity,Profitability

and improve the Quality of Work Life

STRATEGY

 To be in total alignment with Corporate Strategy

 Maintain Human Resource at optimum level to meet the objectives and

goals of the Company

 Be competent in Mapping, Analysis and Up gradation of Knowledge and

Skills including Training, Re-training, Multi-skilling etc

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 Cultivate Leadership with Shared Vision at various levels in the

Organization

 Focus on Development of Core Competence in High-Tech areas

 Build Cross-functional Teams

 Create awareness of Mission, Values and Organizational Goals throughout the

Company

 Introduce / Implement personnel policies based on performance that would

ensure growth, Rewards, Recognition, Motivation

TRAINING AND DEVELOPMENT

It is a subsystem of an organization. It ensures that randomness is reduced and

learning or behavioral change takes place in structured format.

TRADITIONAL AND MODERN APPROACH OF TRAINING AND

DEVLOPMENT

Traditional Approach

Most of the organizations before never used to believe in training. They were

holding the traditional view that managers are born and not made. There were also

some views that training is a very costly affair and not worth. Organizations used to

believe more in executive pinching. But now the scenario seems to be changing.

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 The modern approach

Training and development is that Indian Organizations have realized the importance

corporate training. Training is now considered as more of retention tool than a cost.

The training system in Indian Industry has been changed to create a smarter

workforce and yield the best results.

TRAINING DEFINED

It is a learning process that involves the acquisition of knowledge, sharpening of

skills, concepts, rules, or changing of attitudes and behaviors to enhance the

performance of employees. Training is activity leading to skilled behavior:

 It‟s not what you want in life, but it knows how to reach it.

 It‟s not where you want to go, but it knows how to get there.

 It‟s not how high you want to rise, but it knows how to take off.
.
 It may not be quite the outcome you were aiming for, but it will be an outcome.

 It‟s not what you dream of doing, but it‟s having the knowledge to do it.

 It's not a set of goals, but it‟s more like a vision.

 It‟s not the goal you set, but it‟s what you need to achieve it.

Training is about knowing where you stand (no matter how good or bad the current

situation looks at present, and where you will be after some point of time. Training is

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about the acquisition of knowledge, skills, and abilities (KSA) through professional

development.

Importance of Training and Development

 Optimum Utilization of Human Resources :Training and Development

helps in optimizing the utilization of human resource that further helps the

employee to achieve the organizational goals as well as their individual goals.

 Development of Human Resources : Training and Development helps to

provide an opportunity and broad structure for the development of human

resources technical and behavioral skills in an organization. It also helps the

employees in attaining personal growth.

 Development of skills of employees :Training and Development helps in

increasing the job knowledge and skills of employees at each level. It helps to

expand the horizons of human intellect and an overall personality of the

employees.

 Productivity : Training and Development helps in increasing the productivity of

the employees that helps the organization further to achieve its long-term goal.

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 Team spirit: Training and Development helps in inculcating the sense of team

work, team spirit, and inter-team collaborations. It helps in inculcating the zeal to

learn within the employees.

 Organization Culture : Training and Development helps to develop and

improve the organizational health culture and effectiveness. It helps creating

learning culture within the organization.

 Organization Climate : Training and Development helps building the positive

perception and feeling about the organization. The employees get these feelings

from leaders, subordinates and peers.

 Quality : Training and Development helps in improving upon the quality of work

and work-life.

 Healthy work-environment :Training and Development helps in creating the

healthy working environment. It helps to build good employee, relationship so

that individual goals aligns with organizational goal.

 Health and Safety : Training and Development helps in improving the health

and safety of the organization thus preventing obsolescence.

 Morale : Training and Development helps in improving the morale of the work
force.

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  Image : Training and Development helps in creating a better corporate image.

 Profitability : Training and Development leads to improved profitability and

more positive attitudes towards profit orientation.

 Training and Development aids in organizational development i.e. Organization

gets more effective decision making and problem solving. It helps in

understanding and carrying our organizational policies.

 Training and Development helps in developing leadership skills, motivation, loyalty,

better attitudes, and other aspects that successful workers and managers usually

display.

TRAINING AND DEVELOPMENT OBJECTIVES

The principal objective of training and development division is to make sure the

availability of a skilled and willing workforce to an organization. In addition to that,

there are four other objectives: Individual, Organizational, Functional, and Societal.

 Individual Objectives : Help employees in achieving their personal goals,

which in turn, enhances the individual contribution to an organization.

 Organisation Objective : Assist the organization with its primary objective

by bringing individual effectiveness.

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  Functional Objectives : maintain the department‟s contribution at a level

suitable to the organization‟s needs.

 Societal Objectives : Ensure that an organization is ethically and socially

responsible to the needs and challenges of the society.

DIFFERENCE BETWEEN TRAINING AND DEVELOPMENT:

Training and development go hand in hand and are often used synonymously but

there is a difference between them. Training is the process of learning a sequence of

programmed behavior. It is an application of knowledge. It gives people an

awareness of the rules and procedures to guide their behavior. It intends to improve

their performance on the current job and prepares them for an intended job.

Development is a related process. It covers not only those activities, which improve job

performance , but also those, which bring about growth of the personality. It helps

individual in the progress towards maturity and actualization of potential capabilities

so that they can become not only good employees but better human beings.

Learning Principles: The Philosophy of Training Training is essential for job

success. It can lead to higher production, fewer mistakes, greater job satisfaction and

lower turnover. These benefits accrue to both the trainee and the organization, if

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managers understand the principles behind the training process. To this end, training

efforts must invariably follow certain learning-oriented guidelines.

 Modeling

Modeling is simply copying someone else's behavior. Passive classroom learning

does not leave any room for modeling. If we want to change people, it would be a

good idea to have videotapes of people showing the desired behavior. The selected

model should provide the right kind of behavior to be copied by others. A great deal

of human behavior is learned by modeling others. Children learn by modeling

parents and older children, they are quite comfortable with the process by the time

they grow up. As experts put it. "managers tend to manage as they were managed"

 Motivation

For learning to take place, intention to learn is important. When the employee is

motivated, he pays attention to what is being said, done and presented. Motivation

to learn is influenced by the answers to questions such as: How important is my job

to me? How important is the information? Will learning help me progress in the

company? etc. People learn more quickly when the material is important and

relevant to them. Learning is usually quicker and long-lasting when the learner

participates actively. Most people, for example, never forget how to ride a bicycle

because they took an active part in the learning process.

 Reinforcement

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 If a behavior is rewarded, it probably will be repeated. Positive reinforcement

consists of rewarding desired behaviors. People avoid certain behaviors that invite

criticism and punishment. A bank officer would want to do a postgraduate course in

finance, if it earns him increments and makes him eligible for further promotions.

Both the external rewards (investments, praise) and the internal rewards (a feeling

of pride and achievement) associated with desired behaviors compel subjects to

learn properly. To be effective, the trainer must reward desired behaviors only. If he

rewards poor performance, the results may be disastrous: good performers may

quit in frustration, accidents may go up, and productivity may suffer. The

reinforcement principle is also based on the premise that punishment is less

effective in learning than reward. Punishment is a pointer to undesirable behaviors.

When administered, it causes pain to the employee. He mayor may not repeat the

mistakes. The reactions may be mild or wild. Action taken to repeal a person from

undesirable action is punishment. If administered properly, punishment may force

the trainee to modify the undesired or incorrect behaviors.

 Feedback

People learn best if reinforcement is given as soon as possible after training.

Every employee wants to know what is expected of him and how well he is doing.

If he is off the track, somebody must put him back on the rails. The errors in such

cases must be rectified immediately. The trainee after learning the right behavior

is motivated to do things in a 'right' way and earn the associated rewards.

Positive feedback (showing the trainee the right way of doing things) is to be

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 preferred to negative feedback (telling the trainee that he is not correct) when we

want to change behavior.

 Spaced Practice

Learning takes place easily if the practice sessions are spread over a period of

time. New employees learn better if the orientation programmed is spread over a

two or three day period, instead of covering it all in one day. For memorizing

tasks, 'massed' practice is usually more effective. Imagine the way schools ask

the kids to say the Lord's prayer aloud. Can you memories a long poem by

learning only one line per day? You tend to forget the beginning of the poem by

the time you reach the last stanza. For 'acquiring' skills as stated by Mathis and

Jackson, spaced practice is usually the best. This incremental approach to skill

acquisition minimizes the physical fatigue that deters learning.

 Whole Learning

The concept of whole learning suggests that employees learn better if the job

information is explained as an entire logical process, so that they can see how the

various actions fit together into the 'big picture'. A broad overview of what the

trainee would be doing on the job should be given top priority, if learning has to take

place quickly. Research studies have also indicated that it is more efficient to

practice a whole task all at once rather than trying to master the various

components of the task at different intervals.

 Active Practice

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 'Practice makes a man perfect': so said Bacon. To be a swimmer, you should plunge

into water instead of simply reading about swimming or looking at films of the

worlds' best swimmers. Learning is enhanced when trainees are provided ample

opportunities to repeat the task. For maximum benefit, practice sessions should be

distributed over time.

Areas of Training

The Areas of Training in which training is offered may be classified into the following

categories.

Knowledge

Here the trainee learns about a set of rules and regulations about the job, the staff and

the products or services offered by the company. The aim is to make the new

employee fully aware of what goes on inside and outside the company.

Technical Skills

The employee is taught a specific skill (e.g., operating a machine, handling computer

etc.) so that he can acquire that skill and contribute meaningfully.

Social Skills

The employee is made to learn about himself and others, and to develop a right

mental attitude towards the job, colleagues and the company. The principal focus is

on teaching the employee how to be a team member and get ahead.

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Techniques

This involves the application of knowledge and skill to various on-the-job situations.

In addition to improving the skills and knowledge of employees, training aims at

moldings employee attitudes: When administered properly, a training programmed

will go a long way in obtaining employee loyalty, support and commitment to

company activities.

OBJECTIVES OF TRAINING

1. TO INCREASE PRODUCTIVIT: An instructor can help employees increase their

level of performance on their assignment .Increase in human performance leads to

increase in the operational productivity and also the increase in the profit of the

company.

2. TO IMPROVE QUALITY: Better-trained workers are less likely to make

operational mistakes. It can be in relationship to the company or in reference to the

intangible organizational employment atmosphere.

3. TO HELP A COMPANY FULFILL ITS FUTURE PERSONNEL NEEDS: The

organizations having good internal training and development programmes will

have to make less changes and adjustments. When the need arises, vacancies

can be easily staffed.

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4. TO IMPROVE ORGANIZATIONAL CLIMATE: An endless chain of positive

reactions result from a well planned training programmed.

5. TO IMPROVE HEALTH AND SAFETY: Proper training can prevent industrial

accidents. A safer atmosphere leads to more stable attitudes on part of the

employees.

6. PERSONAL GROWTH: Employees on a personal basis gain individually from

their exposure to education expressions. Training programmes give them wider

awareness and skills

NEED FOR TRAINING

1. To impart to the new entrants the basic knowledge and skills they need for

definite tasks.

2. To assist employees to function more effectively in their present positions by

exposing them to new concepts.

3. To build a line of competent people and prepare them to occupy more

responsible positions.

4. To reduce the supervision time, wastage and spoilage of new material.

5. To reduce the defects and minimize the industrial accidents.

6 . To ensure the economical output of the required quality.

7. To prevent obsolescence.

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 8. To promote individual and collective morale, responsibility and cooperative

attitudes etc.

Evaluation of a Training Programme

The specification of values forms a basis for evaluation. The basis of evaluation and

the mode of collection of information necessary for evaluation should be determined

at the planning stage. The process of training evaluation has been defined as any

attempt to obtain information on the effects of training performance and to assess

the value of training in the light of that information. Evaluation helps in controlling

and correcting the training programmed. Hamblin suggested five levels at which

evaluation of training can take place, viz., reactions, learning, job behavior,

organization and ultimate value.

Reactions: Trainee's reactions to the overall usefulness of the training including the

coverage of the topics, the method of presentation, the techniques used to clarify

things, often throw light on the effectiveness of the programmed. Potential questions to

trainees might include:

(1) What were your learning goals for the programmed?

(ii) Did you achieve them?

(iii) Did you like this programmed?

(iv) Would you recommend it to others who have similar learning goals?

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(v) What suggestions do you have for improving the programmed? (

vi) Should the organization continue to offer it?

1. Learning: Training programmed, trainer's ability and trainee's ability are evaluated

on the basis of quantity of content learned and time in which it is learned and learner's

ability to use or apply the content learned.

2. Job behavior: This evaluation includes the manner and extent to which the trainee

has applied his learning to his job.

3. Organisation: This evaluation measures the use of training, learning and change

in the job behavior of the department/organization in the form of increased productivity,

quality, morale, sales turnover and the like.

Methods of Evaluation

Various methods can be used to collect data on the outcomes of training. Some of

these are:

Questionnaires: Comprehensive questionnaires could be used to obtain

opinions, reactions, views of trainees.

Tests: Standard tests could be used to find out whether trainees have learnt

anything during and after the training.

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 Interviews: Interviews could be conducted to find the usefulness of training

offered to operatives.

Studies: Comprehensive studies could be carried out eliciting the opinions and

judgments of trainers, superiors and peer groups about the training.

Human resource factors: Training can also be evaluated on the basis of

employee satisfaction, which in turn can be examined on the basis of decrease

in employee turnover, absenteeism, accidents, grievances, discharges,

dismissals, etc.

Cost benefit analysis: The costs of training (cost of hiring trainers, tools to

learn, training centre, wastage, production stoppage, opportunity cost of trainers

and trainees) could be compared with its value (in terms of reduced learning

time, improved learning, superior performance) in order to evaluate a training

programmed.

Feedback: After the evaluation, the situation should be examined to identify the

probable causes for gaps in performance. The training evaluation information

(about costs, time spent, outcomes, etc.) should be provided to the instructors,

trainees and other parties concerned for control, correction and improvement of

Trainees' activities. The training evaluator should follow it up sincerely so as to

ensure effective implementation of the feedback report at every stage.

39
 PURPOSE OF PROJECT

 To know the effectiveness of the training programmed conducted by the

company.

 To know whether employees are aware about their responsibilities and

authorities or not.

 To improve Organizational Climate and increase the morale of employees.

 To know whether training programmed is conducted successfully or not.

 To know about the work culture of the organization.

Job satisfaction

Job satisfaction is in regard to one's feeling or state of mind regarding the nature of

their work. It can be influenced by a variety of factors e.g.: quality of one's

relationships with there supervisor, quality of physical environment in which they

work, degree of fulfillment in there works etc. Locke gives a comprehensive

definition of job satisfaction as involving cognitive, effective and evaluative reactions

or attitudes and states it is "a pleasurable or positive emotional state resulting from

the appraisal of one's job or job experience." Job satisfaction is a result of

employees' perception of how well their job provides those things that are viewed

as important. There are three generally accepted dimensions to job satisfaction.

First, job satisfaction is an emotional response to a job situation, as such it cannot

be seen; it can only be inferred.

40
Second, job satisfaction is often determined by how well outcomes meet or exceed

expectations. For example if organizational participants feel that they are

working more harder than others in the department but are receiving fewer

rewards, they will probably have a negative attitude toward the work, the boss or

the coworkers. They will be dissatisfied. On the other hand, if they feel they are

being treated very well and are being paid equitably, they are likely to have a

positive attitude toward the job. They will be job - satisfied.

Third, job satisfaction represents several related attitudes.

Factors determining job satisfaction

 Ting people to arrive at job Factors affecting jobs are the main factors of job

satisfaction, which may be challenging work, reward systems, working

conditions, colleagues, learning and personality. Skill variety autonomy and

significance are challenging tasks, which provide maximum satisfaction to

employees. Many people feel bored if a job is too simple and routine, but many

employees also enjoy simple and routine jobs. • The job characteristics are

important factors for providing satisfaction. Reward systems, equitable rewards,

equal pay for equal work, promotion avenues, etc satisfaction factors. Money is

important to employees having unfulfilled basic needs, i.e. they require more

award and recognition.

41
• Fairness in promotion, unbiased attitude of management, responsibilities and

social statuses are the factors that are said to be providing satisfaction to

employees.

• Working conditions influence employee's level of satisfaction. Under conducive

working condition, people prefer to work hard while in an adverse atmosphere

people avoid work. Working condition not only include physicals of the work but

also the working relationships in the organization. The physical conditions, for

example, are the light, temperature, willingness, etc. A clerk working under

routine conditions like to work hard in an air - conditioned atmosphere with

computer facilities. It increases the working capacity of the employee.

The relationships between the employees and the managers have an important

bearing on job satisfaction.

Job satisfaction is greater in case the higher authority is sympathetic, friendly

and willing to help the employees. Employees feel satisfied when their views are

listened to and regarded by their higher authorities

Personal attitude and perceptions are the employees' angles of satisfaction,

which should be taken into consideration while motive satisfaction.

o Feedback from the job itself and autonomy are two of the major job-related

motivational factors. A recent found that career development was most

important to both younger and older employees.

42
 Supervision is another moderately important of job satisfaction. There seem to

be two dimensions of supervisory style that affect job satisfaction. One is

employee centeredness, which is measured by the degree to which a supervisor

takes a personal interest and cares about the employee. It commonly is

manifested in ways such as checking to see how well the employee is doing,

providing advice and assistance to the individual, and communicating with the

associate on a personal as well as an official level . The other dimension is

participation or influence, as illustrated by managers who allow their people to

participate in decisions that affect their own jobs. In most case, this approach

leads higher job satisfaction.

Friendly, cooperative coworkers or team members are a modest source of job

satisfaction to individual employees. The group, especially a "tight" team, serves

as a source of support, comfort, advice, and assistance To the individual

member.

Outcomes of job satisfaction

To society as a whole as well as from an individual employee's standpoint, job

satisfaction in and of itself is a desirable outcome. It is important to know, if at all,

satisfaction relates to outcomes variable. For example, if job satisfaction is high,

will the employee perform better and the organization be more effective? I f job

satisfaction is low, will there be performance problems and ineffectiveness? The

following sections examine the most important of these.

43
 Satisfaction and performance:

Most assume a positive relationship; the research to date indicates that there is no

strong linkage between satisfaction and performance. Conceptual, methodological,

and empirical analyses have questioned and argued against these results. The best

conclusion about satisfaction and performance is that there is, example, there seem

to be many possible-moderating variables, the most important of which is reward. If

people receive reward they feel are equitable, they will be satisfied, and is likely to

result in greater performance effort.

Satisfaction and turnover:

Unlike that between satisfaction and performance, research has uncovered a

moderately negatively relationship between satisfaction and turnover. High job

satisfaction will not, in and of itself, keep turnover low, but it does seem to help. On

the other hand, if there is considerable job dissatisfaction, there is likely to be high

turnover. Obviously, other variables enter into an Employees decision to quit

besides job satisfaction. For example, age tenure in the organization, and

commitments to the organization may playa role. Some people cannot see them

selves working anywhere else, so they remain regardless of how dissatisfied they

feel. Another factor is the general economy, typically there will be an increase in

turnover because will being looking for better opportunities with other organization.

Satisfaction and absenteeism:

44
 Research has only demonstrated a weak negative relationship between satisfaction

and absenteeism. As with turnover, many variables enter into the decision to stay

home besides satisfaction with the job. For example, there are moderating variables

such as the degree to which people that there job are important. For example,

research among state govt. Employees has found those who believed that there

was important had lower absenteeism than did who did not feel this way.

Additionally, it is important to remember that although job satisfaction will not

necessarily result in absenteeism, low job satisfaction more likely to bring about

absenteeism.

Significance of Study

Every organization desires that it will grow continuously and make and retain its

position in the competitive and continuously changing market environment. For this

purpose the employees of the organization must be skilled and talented. But all the

employees may not have the desired skills. Their skills can be improved with the help

of training programs. It is an important activity for the origination to conduct appropriate

and related programmed for its employees, so that may be able to understand the

terms required for the completion of his job. This also helps the employees of the

organization to know about his job and organization very well. This also helps in better

communication and relation among the organization wants to grow rapidly, then it is

essential for it to conduct periodically training programmes for its employees to improve

the skills and knowledge. So the top management must concentrate on the training

45
programs and organize them in such a way that maximum number of employees want

to attend these programs. These must be related to employees and their jobs.

TRIAINING

PROGRAMMES IN HAL

46
HAL follows the philosophy to establish and build a strong performance driven culture

with greater accountability and responsibility at all levels. To that extent the Company

views capability as a combination of the right people in the right jobs, supported by the

right processes, systems, structure and metrics. The Company organizes various

raining and development programmes, both in house and at other places in order to

enhance the skills and efficiency of its employees. These training and development

programmes are conducted at various levels for officers.

TRAINING IN HAL

HAL provides training to all its employees as per the policy of the organization.

PURPOSE OF TRAINING: To ensure availability of trained manpower.

SCOPE: All categories of employees

47
 IDENTIFICATION OF NEEDS

MANAGEMENT STAFF

The Performance Appraisal form of the organization has a section in which the

raining and development needs are filled up. The Individual Officer first identifies

the training needs of himself and then it is recommended by the reporting Officer

and then by the Departmental Head .The Training needs as identified in the PAR

are recorded by the HRD Department and necessary action is taken for imparting

the identified training. Training needs are identified based on:

- Company‟s strategy and policy

- Organizational Thrust Areas.

PREPARATION OF TRAINING PLAN :

The training of Executives in HAL is given by :

HAL Management Academy a unique body for imparting training to the Executives

Of HAL & Outside agencies.

.

IMPARTING OF TRAINING

48
Actual training is imparted with the help of in-house and outside agencies. The

selection of these agencies is done on the basis of reputation; programmes

offered by them, past experience and feedback received from the earlier

participants. Training is also imparted by nominating the concerned employee for an

external training programmed. All records of the training are maintained at branch

as per Record of Training in the Personnel folder and the same is intimated to the

Executive Office Personnel through the Monthly Personnel Report.

FEEDBACK

A feedback is taken from the participants through a questionnaire on the

programmed and their impressions in order to further improve upon the same.

There are three such questionnaires available and one of these is used depending

upon the nature of the training programmed and the level of participants. Also, a

person from the personnel department sits through the final session of the

programmed and takes the verbal feedback about the programmed.

INDUCTION TRAINING

This is carried out as the very first step for any new entrant into Company. The

department prepares a schedule for the employee as per which he is required to

spend specific time in each department. During such period, he is reporting to the

49
respective department head. The objective of the induction programmed is to

familiarize the participant to the function of different department. The copies of the

same are sent to the General Manager and all concerned. At the end of the suction,

the trainee has to submit a report to the Personnel Department.

MANAGEMENT TRAINEE‟S TRAINING

Management trainees are given a fortnight of induction programmed. Corporate

HR advises it as per Management Trainee Training programmed designed by them.

Thereafter, a detailed training programmed is carried out whereby the incumbent is

to understand in depth of working of each department at various locations as per

the programmed given by the Corporate HR. Corporate HR maintains all relevant

records pertaining to Management Trainee‟s training at Bangalore. A person gets

nominated for the training programmed in the training programmed in two ways:

a) Training programmed flowing from the training needs.

b) Training programmed for testing out the training/ increased awareness/ general

Information/omnibus training types etc.

TRAINING PROGRAMMES FLOWING FROM TRAINING NEEDS:

The programmes are divided into three broad categories:

- Functional

50
- Behavioral

- General/ Omnibus programmes

1) Functional: The outcome of the training is measured by comparing the data re-

training and post-training. A scale is developed for measuring the effectiveness

of training based on the %achievement of the objectives.2.

2) Behavioral: The effectiveness of the training of this nature is measured annually.

This is seen through the training need identification for the coming year for the

employee. If the training needs repeated there, then the training provided is

taken as ineffective. If the training need is repeated but with focus on a part of

the need, then the training is partially effective. If not repeated, then the training

is effective.

3) General: These are the training needs flowing directly from the organizational

needs. Examples of these can be ISO 9000 training, ISO 14000 training and any

awareness training .These are omnibus training programmes, which are run for a

large number of employee‟s .The effectiveness of the training is measured by:

- Achievement of those organizational objectives within the time lines.

- Number of audit issues raised on the areas covered in the training.

- Any other such thing as defined in the training brochure.

51
The effectiveness of the outside training programmed is measured on the same line

as above .However, no detailed brochure is prepared for the same. The

measurement criterion for the programmed is defined in the beginning of the

programmed and effectiveness measured against the same. A consolidated

effectiveness report of the training programmed is prepared at the end of the year.

The programmes that are found to be ineffective are reworked.

Training programmed for testing out the training

Also there are training programmes, which are not flowing directly from the training

needs measurement of effectiveness of the training is not needed to be measured.

RESEARCH OBJECTIVES

OBJECTIVES OF THE STUDY

The first & foremost step in any research work is to identify the problems or

objectives on which the researcher has to work on.

MAJOR OBJECTIVE

52
measures to improve the training practices in HAL.

MINOR OBJECTIVES

Trainees and recommend certain measures for improvement.

of training at the

personnel department and recommend any changes if necessary.

respect of training activities and suggest alternatives.

53
 RESEARCH

METHODOLOGY

54
 Every project work is based on certain methodology, which is a way to systematically

solve the problem or attain its objectives. It is a very important guideline and lead to

completion of any project work through observation , data collection and data analysis

.According to Clifford Woody, “Research Methodology comprises of defining &

redefining problems, collecting, organizing &evaluating data, making deductions &

researching to conclusions.” Accordingly, the methodology used in the project is as

follows: -

findings and suggestions.

SELECTION OF SAMPLE SIZE

55
In order to take a reasonable sample size and not to disturb the functioning of the

organization, a sample size of reasonable strength of the Company has been taken

in order to arrive at the present practices of training in the Company. Accordingly, 50

officers have been selected at random from all the departments of the organization

and feedback forms (questionnaire) have been obtained. The data has been

analyzed in order to arrive at present training practices in the organization.

SAMPLING TECHNIQUE USED

The technique of Random Sampling has been used in the analysis of the

data/Random sampling from a finite population refers to that method of sample

selection, which gives each possible sample combination an equal probability of

being picked up and each item in the entire population to have an equal chance of

being included in the sample. This sampling is without replacement, i.e. once an

item is selected for the sample, it cannot appear in the sample again

DATA COLLECTION
To determine the appropriate data for research mainly two kinds of data was

Collected namely primary & secondary data as explained below:

PRIMARY DATA
Primary data are those, which were collected afresh & for the first time and thus

happen to be original in character. However, there are many methods of collecting

the primary data; all have not been used for the purpose of this project. The ones
56
 that have been used are:

SECONDARY DATA
Secondary data is collected from previous researches and literature to fill in the

respective project. The secondary data was collected through:

STATISTICAL TOOLS USED

The main statistical tools used for the collection and analyses of data in this

projects are:

LIMITATIONS OF THE STUDY

The following are the limitations of the study:

sample size was small and hence the results can have a degree of variation.

57
SCOPE OF THE STUDY
Training Effectiveness is the process wherein the management finds out how

effective it has been at training and developing the employees in an organization.

development system more effective.

employees.

DATA ANALYSIS

&

INTERPRETATION
58
1) The programmed objectives were known to you before attending it.

Options No. of % of Responses

Respondents

Strongly agree 12 25 %
Moderately agree 20 35%
Can‟t Say 6 15%
Moderately Disagree 2 5%
Strongly Disagree 10 20%
Total 50 100%

59
 40

35

30

25
No. of respondent
20
% of responses
15

10

0
S.A M.A Can'nt say M.DA S.DA

INTERPRETATION

35% of the respondents moderately agree to the fact of knowing the training
objectives beforehand, in addition to 25% who strongly agree. But a small population
disagrees as 20%strongly disagree to this notion. Training objectives should therefore
be made known compulsorily before imparting training in the organization.

2) The training programmed was relevant to your developmental needs

Options No. of No. of

Respondents Respondents
Strongly agree 15 30%
Moderately agree 20 40%
Can‟t Say 7 15%
Moderately Disagree 5 10%
Strongly Disagree 3 5%
50 100%
Total

60
 450
400
350
300
250 No. of respondent
200 % of responses
150
100
50
0
S.A M.A Can'nt say M.DA S.DA

INTERPRETATION
70% of the respondents feel that the training programmes were in accordance to
their developmental needs. 15% respondents could not comment on the question and
15% think that the programmes are irrelevant to their developmental needs and the
organization must ensure programmes that satisfy the developmental needs of the
officers.

3) The period of training session was sufficient for the learning.

Options No. of % of
Respondents Responses
Strongly agree 15 31%
Moderately agree 10 21%
Can‟t Say 10 21%
Moderately Disagree 9 16%
Strongly Disagree 6 1%
Total 50 100%

61
 35

30

25

20
No.of respondent
15 % of responses

10

0
S.A M.A Can'nt say M.DA S.DA

INTERPRETATION

52% respondents feel that the time limit of the training programmed was adequate
but 25% feel that it was insufficient. Also, 21% could not comment on the question.
All the respondents though felt that increase in time limit of the programmes would
certainly be beneficial and the organization should plan for this to be implemented
in the near future.

4) The training methods used during the training were effective for understanding the subject.

Options No. of % of
Respondents Responses
Strongly agree 10 20%
Moderately agree 20 40%
Can‟t Say 8 15%
Moderately Disagree 7 15%
Strongly Disagree 5 10%
Total 50 100%

62
 45
40
35
30
25 No. of respondent
20 % ooo responses
15
10
5
0
S.A M.A Can'nt say M.Da S.DA

INTERPRETATION

40% of the respondents believe that the training methods used during the
programmes were helpful in understanding the subject, yet 25% disagree to this
notion. The organization should use better, hi-tech methods to enhance the
effectiveness of the methods being used during the training programmes.

5) The training sessions were exciting and a good learning experience.

Options No. of % of
Respondents Responses
Strongly agree 12 25%
Moderately agree 20 40%
Can‟t Say 5 10%
Moderately Disagree 8 15%
Strongly Disagree 5 10%
Total 50 100%
e

63
 45
40
35
30
25 No.of respondent
20 % of responses
15
10
5
0
S.A M.A Can'nt say M.DA S.DA

INTERPRETATION

65% respondents believe that the training sessions were exciting and a good
learning experience.10% respondents could not comment on this while 25% differ
in opinion. They feel that the training sessions could have been more exciting if the
sessions had been more interactive and in line with the current practices in the
market.

6) The training aids used were helpful in improving the overall effectiveness of the programmed.

Options No. of % of Responses

Respondents
Strongly agree 10 20%
Moderately agree 12 25%
Can‟t say 18 35%
Moderately Disagree 7 15%
Strongly Disagree 3 5%
Total 50 100%

64
 40

35

30

25
No. of respondent
20
% of responses
15

10

0
S.A M.A Can'nt say M.DA S.DA

INTERPRETATION

40% of the respondents believe that the training methods used during the
programmes were helpful in understanding the subject, yet 25% disagree to this
notion. The organization should use better, hi-tech methods to enhance the
effectiveness of the methods being used during the training programmes.

7) The training sessions were exciting and a good learning experience.

Options No. of % of
Respondents Responses
Strongly agree 12 25%
Moderately agree 20 40%
Can‟t Say 5 10%
Moderately Disagree 8 15%
Strongly Disagree 5 10%
Total 50 100%

65
 45
40
35
30
25
no.of respondent
20
% of responses
15
10
5
0
S.A M.A Can'nt say M.DA S.DA

INTERPRETATION

65% respondents believe that the training sessions were exciting and a good
learning experience. 10% respondents could not comment on this while 25%
differ in opinion. They feel that the training sessions could have been more
exciting if the sessions had been more interactive and inline with the current
practices in the market.

8) The training aids used were helpful in improving the overall effectiveness of the programmed.

Options No. of % of Responses

Respondents
Strongly agree 10 20%
Moderately agree 12 25%
Can‟t Say 18 35%
Moderately Disagree 7 15%
Strongly Disagree 3 5%
Total 50 100%

66
 40

35

30

25
No. of respondent
20
% of responses
15

10

0
S.A M.a Caan'nt say M.DA S.DA

INTERPRETATION

40% of the respondents believe that the training aids used were helpful in
improving the overall effectiveness, yet 20% disagree to this notion. 35%
respondents did not comment on the issue .Yet the total mindset of the respondents
was that the organization should use better scientific aids to enhance the
presentation and acceptance value of the training programmed.

9) The training was effective in improving on- the- job efficiency.

Strongly agree 8 15%

Moderately agree 15 30%
Can‟t Say 10 20%
Moderately Disagree 10 20%
Strongly Disagree 7 15%
Total 50 100%

67
 35

30

25

20
No. of respondent
15 % of responsess

10

0
S.A M.A Can'nt Say M.DA S.DA

INTERPRETATION

45% respondents believe that the training programmes increase their job
efficiency but 35%disagree to this. The view of the respondents were towards
having more technological and current topics for the training programmes which
could help them satisfy their creative urge and simultaneously increase their on-
the-job efficiency.

10) In your opinion, the numbers of training programmes organized during the year were
sufficient for officers of HAL.

Options No. of % of Responses

Respondents

Strongly agree 5 10%

Moderately agree 7 15%
Can‟t Say 13 25%
Moderately Disagree 5 10%
Strongly Disagree 20 40%
Total 50 100%

68
 45
40
35
30
25 No.of respondent
20 % of responses
15
10
5
0
S.A M.A Can'nt say M.DA S.DA

INTERPRETATION

25% respondents have the opinion that the frequency of the training programmes is
sufficient but50% of the respondents differ to this. They believe that the number
training programmes organized in a year should be increased and some in use training
programmes should also be organized by the organization regularly.

11) How many training programmes have you attended during the last year?

69
 No. of Programmes No. of % of
Respondents Responses

Up to 2 31 62%
3-5 12 25%
6-8 6 10%
More than 8 1 3%
Total 50 100%

70

60

50

40
No. of respondent
30 % of responses

20

10

0
Up to 2 3 to 5 6 to 8 More than 8

Interpretation
35% of the workers have attended 3-8 training programmes in the last year, which
workers have attended only 0-2training programmes , which should be effectively
seen by the organization. Also, every worker should be given chances to attend as
many training programmes as possible.

12) The training given is useful to you.

70
 Options No. of % of
Respondents Responses
Strongly agree 24 47%
Moderately agree 12 24%
Can‟t Say 6 13%
Moderately Disagree 6 13%
Strongly Disagree 2 3%
Total 50 100

50
45
40
35
30
25 no. of respondent
20 % of responsess
15
10
5
0
S.A M.A Can'nt say M.DA S.DA

INTERPRETATION
71% of the respondents feel that the training programmes were useful. 13%
respondents could not comment on the question and 16% think that the
programmes were irrelevant to their objective of being useful. The organization
must ensure programmes that are useful and prove to cater to the developmental
needs of the workers.

13) The time limit of the training programmed was sufficient.

Options No. of % of Responses

Respondents
Strongly agree 9 18%
Moderately agree 18 34%
71
 Can‟t Say 6 13%
Moderately Disagree 7 15%
Strongly Disagree 10 20%
Total 50 100%

40

35

30

25

20 No. of rspondent
% of responses
15

10

0
S.A M.A Can'nt say M.DA S.DA

INTERPRETATION
42% respondents feel that the time limit of the training programmed was adequate
but 35% feel that it was insufficient. Also, 13% could not comment on the question.
All the respondents though felt that increase in time limit of the programmes would
certainly be advantageous and the organization should take some steps in this
direction.

14) The time limit of the training programmed, if increased would make it more effective.

Options No. of % of
Respondents Responses
Strongly agree 23 45%
Moderately agree 10 20%
Can‟t Say 5 10%
Moderately Disagree 10 20%
Strongly Disagree 2 5%
72
 Total 50 100%

50
45
40
35
30
No. of respondent
25
% of responses
20
15
10
5
0
S.A M.A Can'nt Say M.DA S.DA

INTERPRETATION
65% respondents feel that the increase in the duration of the training programmes
would be beneficial but 25% differ to this opinion. Going by the majority, the
organization should maker required changes to increase the duration of the
programmes and also take the opinion of the workers to have an effective training
session.

15) The training was effective in improving your on-the-job efficiency.

Options No. of % of
Respondents Responses
Strongly agree 19 37%
Moderately agree 13 25%
Can‟t Say 6 13%
Moderately Disagree 7 15%
Strongly Disagree 5 10%
Total 50 100%

73
 20
18
16
14
12
No.of Respondent
10
8 % of responses

6
4
2
0
S.A M.DA Can'nt say M.DA S.DA

INTERPRETATION

62% respondents believe that the training programmes increase their job efficiency
but 25%disagree to this. The respondents were of the opinion that having current
topics for the training programmes and also some sessions by an external faculty
would help them increase their on the job efficiency.

16) The training aids used were effective in improving the overall effectiveness of the programmed.

Options No. of % of Responses

Respondents

Strongly agree 13 25%

Moderately agree 5 10%
Can‟t Say 15 30%
Moderately Disagree 10 20%
Strongly Disagree 7 15%
Total 50 100%

74
 35

30

25

20
No. of Responses

15 % of responses

10

0
S.A M.A Can'nt say M.DA S.DA

INTERPRETATION

35% respondents believe that the training aids were effective in improving the
overall efficiency of the programmed. Contrary to this, 35% disagree and 30%
could not comment on the issue. The organization should ensure positive
awareness about the training aids used. Also, the use of better presentation aids
should be facilitated.

75
QUESTIONNAIRE

76
 Dear Sir / Madam I am a student of LBS. I am doing my IIIrd semester of MBA. As part of

my curriculum I have selected the subject ³Executive Training and Development at Aircraft

Division´ as my project work. Thus, I am submitting my questionnaire to your kind opinion.

This questionnaire is only for the study purpose

.
Thanking you

Yours Faithfully
Alka Maurya

PERSONAL DATA (OPTIONAL)

NAME:

DESIGNATION

QUALIFICATION:

EXPERIENCE:

QUESTIONNAIRRE ON EXECUTIVE TRAINING AND

DEVELOPMENTIN HAL, AIRCRAFT DIVISION

1) How many training programmes have you attended in last 5 years?

0-5

6-10

10-15

More than 15

2)The programmed objectives were known to you before attending it.

77
 strongly agree

Say

3) The training programmed was relevant to your developmental needs.

agree

moderately agree

4) The period of training session was sufficient for the learning.

strongly agree

moderately agree

5) The training methods used during the training were effective for understanding

the subject.

strongly agree

moderately agree

78
6) The training sessions were exciting and a good learning experience.

strongly agree

moderately agree

7) The training aids used were helpful in improving the overall effectiveness of

the programmed

strongly agree

moderately agree

8) The training was effective in improving on- the- job efficiency.

strongly agree

moderately agree

9) In your opinion, the numbers of training programmes organized during the year

were sufficient for officers of HAL

1
 strongly agree

moderately agree

10) How many training programmes have you attended during the last year?

Up to 2

3-5

6-8

More than 8

11) The training given is useful to you.

strongly agree

moderately agree

12) The time limit of the training programmed was sufficient

strongly agree

moderately agree

2
13) The time limit of the training programmed, if increased would make it more

effective.

strongly agree

moderately agree

14) The training was effective in improving your on-the-job efficiency.

strongly agree

moderately agree

15) The training aids used were effective in improving the overall effectiveness of

the programmed.

strongly agree

moderately agree

t Say

3
16) The number of training programmes organized for workers in a year are

Sufficient.

strongly agree

moderately agree

17) The participation of workers in training programmed would help increase its

effectiveness.

strongly agree

moderately agree

4
CONCLUSIONS
&
IMPLICATIONS

5
The major findings of the project are enumerated as follows:

Knowledge base by the respondents.

the objectives of the training programmes were broadly known to the

Respondents prior to attending them.

the training programmes were adequately designed to cater to the

developmental needs of the respondents.

some of the respondents suggested that the time period of the training

programmes were less and thus need to be increased.

Some of the respondents also suggested that use of latest training methods will

enhance the effectiveness of the training programmes.

some respondents believe that the training sessions could be made more

exciting if the sessions had been more interactive and in line with the current

practices in the market.

the training aids used were helpful in improving the overall effectiveness of

the training programmes.

-the-job efficiency.

recommended that the number of training programmes

be increased

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 RECOMMENDATIONS

Based on the data collected through the questionnaire and interactions with the

Officers of HAL the following recommendations are made for consideration:

organization may utilize both subjective and objective approach for the

training programmes.

training programmes each year.

-house training programmes will be beneficial to the organization as well

as employees since it will help employees to attend their official work while

undergoing the training.

premises for short durations, spanning over a few days, in order to avoid any

interruption in the routine work.

to give focused attention towards the departmental

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 SUGGESTIONS

The major suggestions for changes in the existing training programmes are as

follows:-

increased.

rsonal as well as professional development of the

officers should be developed.

ed for the training programmes as per their developmental

needs.

avoid disturbance in the work.

find it difficult to attend them if held outside the office premises

effectiveness of the programmes.

Of the new developments in the world.

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BIBLIOGRAPHY

9
planning in Training and Development Leslie Rae

Blackwell

Gupta

Chabra

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