TRAINING and DEVELOPMENT TRAINING AND DE

TRAINING & DEVELOPMENT TY B.M.
“TRAINING AND DEVELOPMENT”
A Project Submitted to
University of Mumbai for partial completion of the degree of
Bachelor of Management Studies
Under the Faculty of Commerce
Semester VI
(2018-2019)
Submitted by
MR. BIBIN BIJU
BM183012
St. Paul College

Behind V.T.C. Ground, Near Ganesh Mandir, Ashelepada,Ulhasnagar
4, Ulhasnagar, Maharashtra 421004.
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TRAINING & DEVELOPMENT TY B.M.S
“TRAINING AND DEVELOPMENT”
A Project Submitted to
University of Mumbai for partial completion of the degree of
Bachelor of Management Studies
Under the Faculty of Commerce
By
BIBIN BIJU
Under the Guidance of

Prof. MUSKAN JESWANI
St. Paul College

Behind V.T.C. Ground, Near Ganesh Mandir, Ashelepada,
Ulhasnagar - 421004.
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St. Paul College

Behind V.T.C. Ground, Near Ganesh Mandir,
Ashelepada, Ulhasnagar - 421004.
CERTIFICATE
This is to certify that Mr. BIBIN BIJU, has worked and duly completed her/his
Project Work for the degree of Bachelor of Management Studies
under the Faculty of Commerce in the subject of HUMAN RESOURCE and his
project is entitled, “TRAINING AND DEVELOPMENT" under my
supervision. I further certify that the entire work has been done by the learner
under my guidance and that no part of it has been submitted previously for any
Degree or Diploma of any University. It is her/ his own work and facts reported
by her/his personal findings and investigations.
___________________________
Prof. Muskan Jeswani
Project Guide
________________
College Seal
Date of Submission:
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Declaration
I the undersigned Mr. Bibin Biju here by, declare that the work embodied in
this project work titled “ TRAINING AND DEVELOPMENT” , forms any
own contribution to the research work carried out under the guidance of Prof.
Muskan Jeswani guide is a result of my own research work and has not been
previously submitted to any other university for any other Degree/ Diploma to
this or any other university.
Wherever reference has been made to previous works of others, it has been
clearly indicated as such and included in the bibliography.
I, here by further declare that all information of this document has been
obtained and presented in accordance with academic rules and ethical conduct.
____________________
Mr. Bibin Biju
Certified by
Prof. Muskan Jeswani
Signature
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ACKNOWLEDGEMENT
To list who all have helped me is difficult because they are so numerous and the
depth is so enormous.
I would like to acknowledge the following as being idealistic channels and fresh
dimensions in the completion of this project.
I take this opportunity to thank the University of Mumbai for giving me chance
to do this project.
I would like to thank my Principal, Dr. Antony Lawrence for providing the
necessary facilities required for completion of this project.
I take this opportunity to thank our Coordinator Prof. Muskan Jeswani, for,her
moral support and guidance.
I would also like to express my sincere gratitude towards my project guide Prof.
Muskan Jeswani whose guidance and care made the project successful.
I would like to thank my College Library, for having provided various reference
books and magazines related to my project.
Lastly, I would like to thank each and every person who directly or indirectly
helped me in the completion of the project especially my Parents and Peers who
supported me throughout my project.
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Table of Contents
Sr No Name of the Topic Page No
1. Introduction to Training & 7

development
2. Importance of Training & 8
Development
3. Advantages & Disadvantages of 10
Training & Development
4. Formats of Training 14
5. Employee Performance 16
6. Employee productivity 24
7. Statement of the problems & needs 27
8. Research methodology 38
9. Objectives of research methodology 42
10. Hypothesis 46
11. Review of literature 47
12. Varibales 50
13. Data Analysis 51
14. Anova (Analysis of variance) 58
15. Z test 73
16. Conclusion 81
17. Bibiliography 82
18. Questionnaire 83
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Chapter 1- Introduction
1.1 Introduction:
The main aim behind this to explore the effects of training and development on the employees
performance and productivity of employees the contemporary business organization are now
in rapidly changing environment in contributing to the overall goal of the organization training
and development processes are implemented to improve the performance of the employees.
Performance refers to the accomplishment of something or mere working effectiveness. For
the organization, training and development leads to improve profitability while cultivating
more positive attitudes toward profit orientation. Training and development is defined as the
planned learning experiences that teach employees how to perform current and future jobs.
1.2 Definition: 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. Good & efficient training of
employees helps in their skills & knowledge development, which eventually helps a company
improve.
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.
Organizational Development is a process that “strives to build the capacity to achieve and
sustain a new desired state that benefits the organization or community and the world around
them.”
1.3
Relation between Training and Development

There is a relation between training and development, and there is clear difference between the
two based on goals to be achieved. Development is made to answer the training problems:
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1.4 TRAINING DEVELOPMENT
Training is meant for operatives Development is meant for executives
It is reactive process It is pro- active process
AIM: To develop additional skills AIM: To develop the total personality
It is short term process It is continuous process
OBJECTIVE: To meet the present OBJECTIVE: To meet the future need

need of an employee of an employee
Initiative is taken by the management Initiative is taken by an individual.
Importance of Training and Development

For companies to keep improving, it is important for organizations to have continuous training
and development programs for their employees. Competition and the business environment
keeps changing, and hence it is critical to keep learning and pick up new skills. The importance
of training and development is as follows:
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 behavioural 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.
Team spirit:
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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 in creating the 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.
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
out organisational policies
Training and Development helps in developing leadership skills, motivation, loyalty, better
attitudes, and other aspects that successful workers and managers usually display.
1.5Advantages of training and development
Training and development has a cost attached to it. However, since it is beneficial for
companies in the long run, they ensure employees are trained regularly. Some advantages are:
1. Helps employees develop new skills and increases their knowledge.
2. Improves efficiency and productivity of the individuals as well as the teams.
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3. Proper training and development can remove bottle-necks in operations.
4. New & improved job positions can be created to make the organization leaner.
5. Keeps employees motivated and refreshes their goals, ambitions and contribution levels.
1.6 Disadvantages of training and development
Even though there are several advantages, some drawbacks of training and development are
mentioned below:
1. It is an expensive process which includes arranging the correct trainers and engaging
employees for non-revenue activities.
2. There is a risk that after the training and development session, the employee can quit the job.
1.7 Training and Development Process
Training and development is a continuous process as the skills, knowledge and quality of work
needs constant improvement. Since businesses are changing rapidly, it is critical that
companies focus on training their employees after constantly monitoring them & developing
their overall personality.
Steps for training and development processes are:
1. Determine the need of training and development for individuals or teams
2. Establish specific objectives & goals which need to be achieved
3. Select the methods of training
4. Conduct and implement the programs for employees
5. Evaluate the output and performance post the training and development sessions.
6. Keep monitoring and evaluating the performances and again see if more training is required.
Hence, this concludes the definition of Training and Development along with its overview.
Training is a program that helps employees learn specific knowledge or skills to improve
performance in their current roles. Development is more expansive and focuses on employee
growth and future performance, rather than an immediate job role. Training and development
is the process of providing opportunities for employees to gain the knowledge and experience
they require to perform their job.
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Steps in the Training & Development Process
Your employees are an investment in your business. Whether they are new to the company or
seasoned workers, providing opportunities for them to grow professionally is essential to the
success of your business. That's where a training and development process comes in.
The training and development process is a systemic approach aimed at improving the
performance and outcomes of individuals and groups within the business. While most
managers and owners understand the importance of a quality training and development process,
many lack the tools and knowledge to create and implement a plan of action.
Step One: Identify the Need
Your employees have different needs. Whether those needs are individual or as a specific group
within the company, it’s your job to identify those needs before you design a training or
development program.
If the training is for new employees, they will need an introduction to the company culture,
policies and procedures. Once they have completed this training, they will move on to job-
specific training for their roles in the business. This step in the process is where you will need
to have several different training programs in place.
If the training is for existing employees who are cross-training or moving to different positions
within the company, they can go through the same job-specific training as new employees.
Step Two: Plan the Training and Development Process

Once you identify the need, you'll decide which information you plan on delivering. If you
already have clear business and managerial goals in place, use this information to help develop
your program. Ensure your goals align with the training and development process.
The next step is to design the process of hiring and training new employees, which includes
initial onboarding tasks and review of the company’s policies and procedures. Finally, you'll
create the curriculum or materials for training employees on their job-specific duties.
Step Three: Implementing the Training and Development Plan
Having an excellent training and development process on paper is a start. But it’s how you
deliver the information that matters. Depending on your type of business, this process may take
place in-house, online or off-site at a corporate headquarters.
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Step Four: Track the Progress
An effective training and development program always involves follow-up. Start tracking an
employee as soon as they complete the initial training and development program. Tracking
helps you determine if the employee understands his or her role and employer expectations,
and gives you feedback on the process so you can make adjustments, if necessary. You should
also track progress on existing employees who go through a new training program.
By training and developing your workers, you can increase productivity, reduce employee
turnover and decrease the need for supervision.
1.8 Different types of Training:

 “Health and safety
 Induction
 Communication skills
 Problem-solving skills
 Team working
 Ability to improve personal learning and performance
 Motivation, judgement and leadership skills”
1.9 Improving Performance:

 As the major purpose of training is to enhance the ability of employees to perform their
jobs at peak levels. Training for immediate performance improvement is particularly
important to organizations with stagnant or declining rates of productivity or customer
satisfaction. Training for performance improvement is also important to organizations that
are rapidly incorporating new technologies and, constantly, increasing the likelihood of
employee obsolescence. Merger and acquisition is another event that may make training
needs more salient, as is expansion into global markets.
 New technology. New technologies account for much of the enhanced levels of
productivity achieved in recent years but new technology seldom cannot be introduced
without also providing training in how to use it. For example at Gillette, significant training
was needed when the company introduced the new technology it used to produce the
MACH3 razor, and similar scenarios are repeated in manufacturing firms every month.
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 Mergers and Acquisitions. Following mergers and acquisitions, training that focuses on
socializing employees into a new culture is probably the most common. But promoting
cultural harmony need not be the only objective of post merger training may serve.
The HR TRIAD in Training and Development

 “In HR Triad the role and responsibilities in training and development shows some
activities for the line managers, HR professionals and the employees.
 Line Managers cooperate with HR professionals in identifying the implications of business
plans for training and development. They participate in the delivery of training and
development programs, works with employees to determine their individual training and
development needs. They support employee’s participation in training and development
opportunities. Line managers also participate in efforts to access the effectiveness of
training and development activities.
 HR professionals identify training and development needs in cooperation with line
managers. They assist employees in identifying their individual training and development
needs. Communicate with employees regarding training and development opportunities.
Develop and administer training and development activities and also evaluate the
effectiveness of training and development activities.
 Employees identify their own training and development needs with HR professionals and
line managers. They accept responsibility for learning about training and development
opportunities. Consider employment opportunities from the perspective of the potential for
personal learning and development and also participate in efforts to assess the effectiveness
of training and development activities.”
 Affective Outcomes
 When the desired results of socialization, training or developmental experiences is a change
in motivation, attitudes, or values or all three, the learning objectives of interest are
effective outcomes. The objectives of building team spirit and socializing employees into
the corporate culture aren’t the only effective outcomes of a training system. In fact,
training activities often are designed in part to develop employee’s feeling of mastery and
self confidence. Training programs designed to enhance employee’s emotional intelligence
are another example of efforts that target effective outcomes. Emotional intelligence
involves recognizing and regulating emotions in ourselves and in others. It includes self-
awareness, self-management, social awareness and relationship management.
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1.10Formats of Training:
 There are three types of training and development formats.
 On the job training
 On site, but not on the job training
 Off the job Training
On the job training:

“On the job training occurs when employees learn their jobs under direct supervision. Trainees
learn by observing experienced employees and by working with the actual materials, personnel
or machinery. An experienced employee trainer is expected to provide a favorable role model
and take time from regular job responsibilities to provide job related instruction and guidance.
Assuming the trainer works in the same area, the trainee receives immediate feedback about
performance. It can be done by four following ways” (Johnson, G. 1987)
Apprenticeship Training, internships and Assistantships
Job Experiences
Supervisory Assistance and mentoring
Coaching
On Site but not on the Job Training:

“Training at the work site but not on the job is appropriate for required after hours programs
and for programs in which contact needs to be maintained with work units but on the job
training would be too distracting or harmful. It’s also appropriate for voluntary after hours
programs and for programs that update employees competencies while allowing them to attend
to their regular duties” (Cappelli, P. and Singh, H. 1992)
On site but not the job training can be done by following three ways:-
Corporate universities and executive education programs
Programmed Instructions
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Interactive Video Training
Off the Job:

When the consequences of error are high, it’s usually more appropriate to conduct training off
the job. For example most airline passengers would readily agree that its preferable to train
pilots in flight simulators rather than have them apprentice in the cockpit of a plane. However
the costs of off the job training are high. One cause for concern is that knowledge learned off
the job may not transfer to workplace. There several different ways to conduct off the job
training for employees such as:-
Formal Courses
Simulation
Assessment Centres
Business Board games
Role playing and Sensitivity Training
Wilderness trips and Outdoor Training
1.11Basic benefits employees get from Training and Development programs:

The core benefits which both employee and organization gets from different training and
development programs are that it increased the level of job satisfaction and spirits among
employees of the organization. It increases the employee motivation which results in an
increase in efficiencies in processes which then results in financial gain for the organization.
Training and development increased the captivity to adopt new technologies and methods
introduced by time to time, which results in increasing the innovation in strategies from the
management of the organization. After Training and Development when all these above
mentioned points comes into practicality it increase the overall image of the company because
after all organization is what its employees are.
Benefits for the organization from Training and Development programs:

Benefits which organization gets from Training and development program involves that it helps
in more understanding in carrying out organizational policies which thus helps in organization
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growth. Training and development programs lead to increase profitability and more optimistic
attitude towards profit orientation. It increases the productivity and quality of work carried out
in organization. Training and development programs increase the relationship between top
management, middle management and subordinates which fosters authenticity and trust among
them. By the help of these programs organization gets more effective decision making and
problem solving in all situations good or bad. It helps in continuing and developing positive
leadership skills, loyalty, motivation and better attitude towards employees which results in
developing the sense of responsibility for the enterprise for being knowledgeable and
competent. Training and Development in production business units increase the relations
between labour and management which helps in minimizing the risk of strikes, cost efficiency
and maximum utilization of resources by labour which also eliminates suboptimal behavior.
Where finance is the oxygen for the business, training and development is like the back bone
of the business because development is needed with the passage of time, if you make no
training and development programs and unable to train your employees, you become bored for
your stake holders, and you will loss the race.
Therefore the more organization introduce training and development programs the more its
helps in creating an appropriate climate for good communication among staff and management
and for continuous growth for the organization which then results in creating a better corporate
image of the company in the industry.
1.12 Employee Performance Definition:
“Performance criteria are standards for employee behaviour at work. This criteria contains
much more than how an employee does the work. Employees are rated on how well they do
their jobs compared with a set of standards determined by the employer.”
Employee Performance Meaning:
The job related activities expected of a worker and how well those activities were executed.
Many business personnel directors assess the employee performance of each staff member on
an annual or quarterly basis in order to help them identify suggested areas for improvement.
Performance – Rich Stone’s unabashed dictionary describes performance as achievement

versus some benchmark. You cannot have a conversation about performance, without
understanding the quota, record, distance, average, etc. Performance is always relative. When
you say that someone is not performing well, the standard of performance is what you are
talking about.
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Techniques to Manage and Improve Employee Performance

Here are some ideas for managing and improving employee performance:
 Set clear expectations and communicate them well, then continue to manage expectations.
Frequent communication is critical. Ensure employees understand their objectives by
asking them to explain them in their own words.
 Train managers and give them the tools to help their employees excel. Be on the lookout
for managers who have underperforming teams—and see what the root cause is.
 Utilize employee handbooks to keep everyone on the same page and help to ensure
employees understanding of company policies.
 Consistently follow the company’s employee discipline policy, and always discipline
promptly if necessary. This step maintains consistent and fair treatment of employees so
they see that they do not have to tolerate or pick up slack for poor performers. Perhaps
counterintuitively, a consistently applied and fair disciplinary policy can keep morale up
(assuming of course it is appropriate and not overreaching). A disciplinary policy does this
by ensuring everyone is held accountable for their actions.
 Conduct regular and timely employee performance appraisals so employees know
where they stand and what their goals are.
 Use SMART goals. SMART stands for specific, measurable, achievable, realistic, and
time-bound. When employee goals are realistic, it gives them ownership and encourages
them to achieve their goals.
 Prioritize employee development. In other words, help them help you. You can do this
by ensuring your employees know how to achieve their career goals within the organization
and, likewise, ensuring that employee goals are known so you can both plan accordingly.
Work with the employee to close any skills gaps that exist that would be an impediment to
achieving their long-term career goals. This improves employee skills, which benefit both
the employer and employee, and it also helps maintain and improve employee satisfaction
levels.
 Give frequent and timely feedback. When an employee does something worth
recognizing, give him or her that recognition. If appropriate, consider giving a reward for
employee service that exceeds expectations. It’s also important to ensure that when an
employee steers slightly off course, he or she knows that too. Even negative feedback (as
long as it’s not the only feedback!) helps because it ensures employees understand
expectations.
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 Be open to receiving feedback too. Listen to employees when they ask for better tools.
Listen to their needs to ensure they’re happy. Ensure each person is in the right role for his
or her needs and skills.
 Review company hiring procedures to ensure the best candidates are being selected.
 Conduct employee engagement surveys; poor performance can be a result of lack of
engagement and low morale.
 Focus on morale. Take steps to ensure that employees are satisfied with their jobs. Here
are some ways:
Review benefits, work environment, salary levels, and more. Ensure the benefits offered are
benefits that your employees value. Remember that employee benefits that help employees—
even if they’re not high-value items—can improve morale.
Ensure employees understand the organization’s mission and vision; giving employees
something to get behind can help them understand their purpose and role in helping the
organization succeed.
Consider ways to improve team cohesiveness.
Ask employees what they need.
Ensure managers are being consistent in their application of company policies. For
example, ensure there’s no appearance of favouritism and no individuals or groups who do
not have to follow the rules. Inconsistency can cause frustration, which can decrease
productivity.
 Give employees the right tools and processes to excel. Sometimes investing in a better
tool or process can reap huge dividends in productivity and employee satisfaction.
 Give employees the power to do their jobs well. Empowering employees is critical; it
allows them to not get absorbed by minor roadblocks. Empowering employees can include
ensuring they have the authority to make decisions critical to their success—and the ability
to delegate if necessary to get the job done. Employees should know and have input into
their goals and objectives, which will also give ownership—they should help to decide
goals, deadlines, and more. Give them the resources they need, and hold them accountable
without micromanaging. Encourage employees to find solutions to problems.
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Many times when productivity suffers, there is an identifiable root cause. Things like
dissatisfied employees, the wrong fit for the role, not enough training, lacking the right tools,
conflicting priorities, and unclear expectations can all get in the way of employee productivity.
Identifying these root causes can help uncover the path to maximum productivity.
Managing Employee Performance
The performance management process is often linked with other organizational systems
such as:
Strategic planning.
Many long-term workforce planning models use performance management measurements

to assess the "quality" of the workforce and whether the organization is attracting and
retaining talented workers.
Total compensation.
Most organizations use performance measurements as the basis for pay-for-performance

compensation processes.
Individual and team development.
An individual development plan (IDP, also known as a career development plan) is often
used in conjunction with the performance review process as a final documented step to
assist employees in goal setting and individual development that will serve to advance their
career and promotional opportunities.
Succession planning.
Performance data over time are vital inputs for long-term planning for future organizational
leadership.
HR technology systems.
Many organizations use software applications to manage the processes associated with goal
setting, performance review and performance improvement plans.
The HR department is key to efficient administration of the performance management

system. Having an educated HR team that is well-prepared to train the organization's
managers and to assist them when issues arise is critical.
Legal Issues
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Federal, state and local laws that prohibit discrimination in terms and conditions of
employment all apply to a covered organization's performance management policies and
practices. Accordingly, organizations should take all appropriate steps, based on advice
from counsel, to ensure that both the design and the implementation of their performance
management systems do not run afoul of equal employment opportunity laws and
regulations.
While private-sector employers are not required to have performance appraisal systems,
federal agencies are, under 5 CFR 430.204. See Performance Management, Legal
Citations. State laws for public employers may also make similar requirements.
Communication
Organizations can prevent or remedy many performance problems by ensuring that two-
way conversations occur between managers and employees, resulting in a complete
understanding of what is required, when it is required and how everyone's contribution
measures up. Everyone benefits when:
The employee knows exactly where he or she stands in relation to achieving goals and
reaching performance milestones that contribute to career development, promotions and
more.
The manager gains insights into the motivations of the people working for him or her
through the required conversations.
The organization retains motivated employees who understand their role and the roles of
others in contributing to the overall success of the organization.
Elements of Performance Management
Effective performance management systems typically include the following three broad
elements: goal setting, performance review and a performance improvement process.
Employers may use a multitude of options in the execution of the performance management
process, but an effective system will incorporate the three basic elements in some form.
Element one: goal setting
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Goal setting is a process of establishing objectives to be achieved over a period of time. It

is the performance criteria an employee will be evaluated against. Performance goals for
individual employees should ideally align with organizational goals.
Common types of goals include the following:
Job description goals.
Goals may be based on the achievement of a pre-established set of job duties from the
description. These goals are expected to be accomplished continuously until the job
description changes. Examples might be financial, customer oriented, or process- or
system-oriented goals.
Project goals.
Goals may be based on achievement of a project objective. These goals may be set for a
single year and changed as projects are completed. Job description and project goals are
"what" needs to be accomplished.
Behavioural goals.
Goals may be based on certain behaviours. These goals are expected to be accomplished
continuously. Behavioural goals are "how" things need to be accomplished.
Stretch goals.
Goals that are especially challenging to reach are sometimes referred to as stretch goals.
Stretch goals are usually used to expand the knowledge, skills and abilities of high-potential
employees
In addition to focusing only on a few major goals during a single year, the goals should be
SMART:
Specific, clear and understandable.
Measurable, verifiable and results-oriented.
Attainable, yet sufficiently challenging.
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Relevant to the mission of the department or organization.
Time-bound with a schedule and specific milestones.
Finally, effective goals should be participative. Both manager and individual should be
involved in the development of goals to ensure understanding and commitment. Goals
should be documented, available for review, managed on a continuous basis and
acknowledged. Goals should be flexible enough to account for changing conditions.
Examples of effective goals include statements such as these:
Increase revenue by 10 percent during the first quarter.
Reduce office expenses by 25 percent as compared with the prior year's actual costs.
Decrease employee absences from three days to one day per quarter.
Element two: performance review
Performance review is the process of assessing an employee's progress toward goals.

Strengths and weaknesses of all employees are recorded regularly so that the organization
can make informed and accurate decisions regarding an employee's contribution, career
development, training needs, promotional opportunities, pay increases and other topics.
Performance review and evaluation involve the objective and subjective consideration of
how to measure and evaluate employee performance results.
Recommendations for an effective performance review process include:
A feedback process that is continuous and timely throughout the review period so that
employees know how they are doing and what is expected.
A dialogue that includes performance feedback measured against clear and specific goals
and expectations established at the outset of the performance management cycle.
A process for acknowledging the outcomes of the performance review process that is
documented between the manager and the employee.
A two-way individual conversation between the manager and the employee (preferably
face-to-face) at least once a year.
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Common Types of Performance Review Systems
Regardless of the type or format of the selected method to review an employee's

behavioural and work expectations, clear definitions of each level of performance must be
provided. Raters should be provided with examples of behaviours, skills, measurements
and other performance factors to assist them in evaluating an employee. Several types of
performance review systems are in common use. Each system has its benefits and
drawbacks.
Ranking.
Ranking systems list all employees in a designated group from highest to lowest in order
of performance. The primary drawback is that quantifying the differences in individual
performance is difficult and may involve drawing very narrow—if not meaningless—
distinctions.
Forced distribution.
The ratings of employees in a particular group are disbursed along a bell curve, with the
supervisor allocating a certain percentage of the ratings within the group to each
performance level on the scale. The actual distribution of employee performance may not
resemble a bell curve, so supervisors may be forced to include some employees at either
end of the scale when they would otherwise place them somewhere in the middle.
360-degree feedback.
This process collects information from the employee's supervisor, colleagues and
subordinates about an individual's work-related behavior and its impact. Other names for
this approach include multirater feedback, multisource feedback or group review. This form
of appraisal is widely favored for employee development purposes.
Competency-based.
This type of system focuses on performance as measured against specified competencies

(as opposed to specific tasks or behaviours) that are identified for each position.
Management by objectives.
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Management by objectives (MBO) is a process through which goals are set collaboratively
for the organization, various departments and each individual member. Employees are
evaluated annually based on how well they have achieved the results specified by the goals.
MBO is particularly applicable to no routine jobs, such as those of managers, project
leaders and individual contributors.
Graphic rating scales.
Graphic rating scale (GRS) appraisals list several factors, including general behaviours and
characteristics (e.g., attendance, dependability, quality of work, quantity of work and
relationships with people) on which a supervisor rates an employee. The rating is usually
based on a scale of three to five gradations (e.g., unsatisfactory, marginal, satisfactory,
highly satisfactory and outstanding). This type of system allows the rater to determine the
performance of an employee along a continuum. Because of its simplicity, GRS tends to
be one of the most frequently used forms of performance appraisal.
Behaviourally anchored rating scales.
Behaviourally anchored rating scales (BARSs) attempt to assess employee behaviour rather
than specific characteristics. The appraisal tool generally contains a set of specific
behaviours that represent gradations of performance and are used as common reference
points, called "anchors," for rating employees on various job dimensions. Developing a
BARS assessment tool is time-consuming and expensive because it is based on extensive
job analysis and the collection of critical incidents for each specific job.
Common Performance Rating Errors
Regardless of the review system used, a variety of common rater errors exist. HR should
take the lead to train managers on recognizing and ameliorating their effect on the system.
Common errors include:
Lack of differentiation.
Because raters often lack the confidence to defend their ratings or are reluctant to pass
judgment, they may rate everyone pretty much the same. This approach can take the form
of leniency (everyone gets high ratings), severity (everyone gets low ratings) or a universal
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feeling that everyone is doing just fine (and everyone gets rated in the middle). A reluctance
to differentiate can often be attributed to poor training or the failure of an organization to
clarify that performance-based judgments are a critical part of the managerial role.
Recency effect.
When managers are not diligent in continuously measuring performance, providing

feedback and documenting results, they often cannot remember the earlier part of the
performance period. As a result, they weigh the most recent events too heavily.
Halo/horns effect.
The "halo" and "horns" effects occur when an employee is highly competent or incompetent
in one area, respectively, and the supervisor rates the employee correspondingly high or
low in all areas.
Personal bias/favoritism.
Some managers may allow their impressions of employees or their personal feelings about
them to dominate the performance rating process.
Inaccurate information/preparation.
Managers sometimes fail to take the time to solicit relevant information about the
employee's actual performance from those who work most directly with the employee,
resulting in an inaccurate assessment.
Element three: performance improvement plans
The use of a performance improvement plan (PIP) can range from employees who may be
new to a role or who are unclear on performance expectations to employees who are
regularly falling short of meeting performance expectations and whose performance may
necessitate the beginning of a progressive discipline process regarding the performance
level.
The document used to guide the process is a critical tool as it helps facilitate performance
discussions, records areas of concern and ways to correct them, and serves as legal and
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decision-making documentation. The format of the PIP will vary by employer and should
include the following components:
Employee information.
Relevant dates.
Description of performance discrepancy/gap.
Description of expected performance.
Description of actual performance.
Description of consequences.
Plan of action.
Signatures of the manager and the employee.
Evaluation of plan of action and overall performance improvement plan.
A statement regarding expectations for sustained or consistent performance should be

included to ensure that true performance improvement has been attained. This
documentation may also prove helpful in protecting the employer should performance fail
to meet expectations and should further disciplinary action need to be taken. If the PIP is
part of a progressive discipline process that may eventually lead to termination of
employment, language in the document should specify that termination is a possible
consequence of failure to meet expectations and that it may occur with or without the
employee's signature on the PIP. The employee should clearly understand the consequences
of not meeting the goals outlined in the PIP.
1.13Employee productivity Definition:
Productivity is a measurement or calculation between inputs and outputs. Inputs include raw
materials, machinery and labour outputs are the goods or services produced. If the outputs are
equivalent to the inputs, the worker is considered productive. If the same number of workers
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starts to produce more goods services than in a prior period, perhaps as the result in a change
in working conditions, then productivity has increased.
Employee Productivity
Employee productivity is the evaluation of an employee’s efficiency. The evaluation may be

done in terms of the specific output of an employee in a specific time-period and is calculated
against the average of other employees that are completing the same tasks. As the success of
the organization depends on the workforce’s productivity, employee productivity is paramount
for enterprises. When looking at improving the employee productivity rates, organizations
being to incorporate collaboration solutions into their daily workflows. The vast availability of
mobile collaboration tools allows for much greater productivity, regardless of geographic
location. A big emerging trend in the collaboration space is the Bring Your Own Device
(BYOD) system which encourages employees to collaborate even more, while also ensuring
that they are always connected with colleagues.
Employee recognition often equates to greater productivity, even simple acknowledgements of

their work by co-workers increases productivity. Recognizing the most productive employees
is important as it will also drive co-workers to be productive themselves. This can be achieved
in many ways, through compensation, or employee-of-the-month titles. That being said,
increasing the compensation does not always relate to an increase in employee productivity.
The constant connectivity that comes with social networking, on the other hand, has detrimental
effects on employee productivity rates. To curb the issue, many organizations monitor
employee access to websites when working on the corporate network. Another negative impact
is processing of emails. The ineffective handling of emails in the workplace takes up a
significant amount of an employee’s time. To combat this issue, many organizations are today
limiting the number of email processing sessions on a daily basis or limiting the accessibility
of emails from the corporate network to certain hours of the day.
Productivity is addressing the quantity of what you are making and performance is assessing
how proficiently you are making it.
Once the initial parameters of a production are established, then a means must be decided to
assess levels of productivity and performance.
That which is an acceptable performance might be necessitated by what is being produced.
(Producing vast fields of corn create their own time frames for assessing an adequate
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performance.) If the production itself does not necessitate a specific pace, then the standards
for productivity and performance are put in place by the guy who is running the show.
- Productivity is merely how many units of production per unit of time you or a group of
workers can produce.
Said another way:
Input: materials, time, money and labour into a system.
Output: the production of units of that product over time.
Productivity: the more production (output) per unit of input, the more efficient the system.
Significance
Productivity directly affects a company’s profit. When employees are productive they
accomplish more in a given amount of time. In turn, their efficiency saves their company
money in time and labour. When employees are unproductive, they take longer to complete
projects, which cost employers more money due to the lost time.
Causes
Productivity is linked to employee morale. When employees are happy at work they have more
motivation, which increases productivity. Poor morale causes employees to be disengaged.
Resources
If employees are not given the proper resources to do their jobs easily and efficiently, their
productivity will suffer. Quo Star Solutions, a technology consulting service, states that
innovative technology is one way that employers can boost productivity. Having automated,
electronic processes for certain tasks can free up employee time so that they can maximize their
efficiency with other tasks.
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Solutions
Low productivity can be boosted in a number of ways. Some managers might install monitoring
software that tracks what employees do all day long to try to eliminate wasted employee hours,
while others will try to boost employee morale or training or invest in labour saving devices.
Ways to increase Productivity at workplace:
Regardless of the size of your business, boosting productivity is essential to enhancing gross
profits and maintaining competitiveness. Productivity on the manufacturing floor depends on
a combination of efficient employees, equipment and processes. Driving improvement in all of
these areas involves examining the current practices in place and making adjustments to
systems, employee training and even the equipment used to generate parts and components.
Before you can adopt any method for productivity improvement, you'll need to measure your
existing output levels, create a baseline and implement solutions for measuring change.
1. Examine the Existing Workflow.

The first step is all about identifying pain points in your current workflow. Analyze the people,
technology and processes required for production–as well as the procedures, communication
tools and resources available across the company. Consider using value mapping as an effective
solution for identifying and monitoring projects for process improvement; this strategy enables
managers to pinpoint issues and record how changes impact the overall system.
2. Update Business Processes.

Share current workflow problems with project managers to develop improvement plans for the
manufacturing process. This could mean re-assigning resources to different areas of the
manufacturing floors, managing budgets or becoming sure to systematically evaluate
performance and interpret any appropriate changes.
3. Invest in Continued Employee Education.

The manufacturing, machining and cutting industries are constantly changing–there’s always
a new technology promising to make manufacturing floors more efficient than ever.
Technological advancements often change the skills required for certain tasks, and workers
will require to keep up with more advanced specialist skills.
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4. Have Realistic Expectations.

Client expectations, pressures regarding production and strict deadlines can contribute to
unrealistic goals. When workload benchmarks on the manufacturing floor are unattainable
without some compromise to safety or quality, employees become dissatisfied, preventing the
company from reaching labor goals. To boost worker efficiency, it's important to set realistic,
clearly defined objectives that ensure a combination of punctuality, high-quality output and
safe procedures.
5. Get Smarter Machining Tools.

Manufacturing is an industry in which an employee can only be as productive as his or her
tools. While innovative machines, such as waterjet machines or CNC mills, can be costly in
terms of initial setup and training, advanced equipment can have a positive long-term effect.
Manufacturing companies often find that a machinery upgrade helps them stay competitive in
a new and innovative market.
6. Invest in Maintenance.
There's a link between the costs associated with downtime and the time and budget invested
into preventive measures. While new equipment can boost productivity, it also requires
maintenance to ensure that it continues working at an optimum level. It is important that
employees know how to troubleshoot instances of system downtime, to quickly find root causes
of errors. Don't be too quick to blame the tool for problems–remember to think about the
process, the blueprint, the material and more.
7. Stay Organized.
The number of lost dollars and wasted man-hours that result from a lack of organization can
be surprising. One surefire way to enhance productivity in any environment is to ensure there’s
a well-organized place for everything–from materials, to machine tools and documents. When
organizing your work area, think about the layout of your machining equipment and tools and
whether they currently maximize efficiency. If not, consider rearranging your manufacturing
floor to create a smoother workflow.
8. Encourage Collaboration.
The manufacturing floor is most productive when everyone works together towards the same
goal with as little waste and conflict as possible. While focusing on work is important, it's also
crucial to ensure that each staff member feels comfortable as part of a team. The better the
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members of your team can work together, the more they will encourage a productive workplace
culture.
How to motivate employees and boost productivity?
So how do you motivate employees? Here are a few simple tips:
Be positive.
Employee motivation requires a company culture that is dynamic and nurturing. As a manager, you are
in a position to significantly influence the atmosphere in your workplace, so be positive! If you can
create an environment that people actually enjoy working in, they’ll be more likely to give you their
very best.
Listen to your people.
Money is not the number one motivating factor for everybody. In fact, given the choice, an increasing
number of people would prefer to receive non-financial benefits. So pay attention to what they want –
the more in touch you are with your employees’ needs, the better they’ll feel about putting forth their
best effort. Here are some examples of what employees are looking for these days:
Opportunities: Developing talent within your company and grooming employees for leadership
positions is a good way for you to prepare for the future. It also engenders loyalty and helps people
feel as though they’re working hard towards something better.
Challenges: Giving your best people more responsibility or ownership of a particular project helps
them feel that their contributions are more meaningful. If they are more directly connected to the
company’s success, they’re more likely to try harder to meet your common goals.
Training: An effective training and development plan is one of the best ways to show your
commitment to your employees. When you consider the costs (in time and money) of a high turnover
rate, the expense of a solid training program suddenly doesn't seem like too much to bear.
Balance: Yes, your employees do have a life outside of the office. So let them enjoy it! Flexible work
schedules and mandatory vacations help employees put some breathing space between them and their
jobs and give them time to re-energize and return to work at full strength.
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Productivity & Performance are the terms employed as the strategy behind the development
in improving the determinant of success. Benchmarks are those said to future performance
and relative effectiveness which are said to have standard setters. Productivity is a workflow
process that gives output qualitatively measured in terms of economy, profit and benefit.
However, Performance is totally dependent on independent workforce measured
quantitatively. Also, important part to know is Productivity is directly proportional to
Performance where each person brings to the table a different knowledge of the process, as
well as individual experiences that may be relevant.
People tend to confuse productivity and performance, with the two often becoming
interchangeable. Productivity is the measure of the efficiency of production whereas
performance deals with the way in which someone functions to accomplish something
successfully,”
CALCULATING PRODUCTIVITY IN EMPLOYEES
Many external factors can affect your organization’s productivity -- the national economy, a
recession, inflation, competition, etc. Although you can’t control everything, you can control and
measure employee performance. Employee productivity has a huge impact on profits, and with a
simple equation, you can track productivity per individual, team, or even department.
You can measure employee productivity with the labour productivity equation: total output / total
input.
Let’s say your company generated $80,000 worth of goods or services (output) utilizing 1,500
labour hours (input). To calculate your company’s labour productivity, you would divide 80,000
by 1,500, which equals 53. This means that your company generates $53 per hour of work.
You could also look at labour productivity in terms of individual employee contribution. In this
case, instead of using hours as the input, you would use number of employees.
Let’s say your company generated $80,000 worth of goods or services in one week with 30
11 Proven Strategies for Increasing Employee Productivity in 2019
Employee and workplace productivity is a little like breathing.
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It’s vital in keeping your company alive and thriving. And when all is going well, you
probably don’t think too much about it.
But when things get laboured, or there’s a major blockage, operations quickly grind to a halt.
On the other hand, when things are going smoothly, they tend to continue without much
intervention. And that’s a good thing.
But how do you get to that point? What turns a poor performer into a productivity
powerhouse?
How do you make your employees more productive?
Here’s everything you need to know about how to improve and increase employee
productivity at work.
The key ingredient in workplace productivity

It all starts with employee engagement.
Disengaged employees drag a company down. But engaged employees show up more often,
stay longer, and are more productive overall. Currently, though, only about 34% of the U.S.
workforce feels engaged.
The costs of ignoring lagging employee productivity and the underlying unhealthy company
culture are steep, as the newest study suggests. Disengaged employees have higher rates of
absenteeism and turnover, which can drag down profits.
And it’s not just individual companies that suffer. Actively disengaged employees cost the U.S.
$483 to $605 billion each year in lost productivity.
Here are 11 key strategies to increase employee productivity in the workplace and foster
a culture of engagement.
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1.Equip your team with the right toolsYour team’s skills are essential to business
performance, but the tools they use in their work also play a huge role. Choosing the right
software will make their work easier, and translates to a streamlined workflow.
Time tracking apps

There are only a limited number of hours in a work day, and an infinite number of tasks your
team has to complete. This is where time tracking apps, like Hub staff, come in. Hub staff
makes it easy to track your team’s hours and productivity with activity rates, so your business
can improve workplace efficiency. With Hub staff, you can assign specific projects and tasks
to each team member, so they know exactly what needs to get done and can track time more
accurately. There’s even optional random screen capture and app and URL tracking for a closer
look at employee productivity.
Collaboration tools
Collaboration apps promote and simplify teamwork. Being able to work together in real-time
is beneficial to team chemistry, and also allows ideas to come more naturally. Collaboration
tools can come in the form of project management apps like Basecampand Trello, or file
storage and access apps like Google Drive.
Communication apps
Whether your team works in a traditional office or as a remote team, communication apps are
a must. Emails typically get the job done, but it’s so easy to lose track of individual messages
within threads. Instant messaging apps, such as Slack and Twist, do an excellent job of keeping
conversations organized and messages easy to keep track of. Most communication platforms
offer file sharing and access as well, so that the team’s workflow is as streamlined as can be.
2. Improve cultural fit with better recruiting

Zappos famously approaches hiring more like a courtship than a typical recruitment process.
Future employees are screened, first and foremost, for how well they’ll fit in with Zappos’
Family Core Values.
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Such a strong focus on cultural fit even before employees log their first hour can save time and
money down the road.In a post for Recruit Loop, Manager Foundation’s Keith Tatley
writes:While on the surface cultural fit may not seem like a critical factor in the hiring process,
it is arguably one of the most important selection criteria .Conversely, nabbing an employee
that does fit your company culture is likely to energize other employees. This results in
increased motivation and productivity, adds Tatley.
3. Improve employee skills with training
Once screened, hired, and on the job, training is a crucial part of ensuring productivity.
A 2013 study in the International Journal of Science and Research found that training greatly
benefits both employers and employees. Proper training also leads to greater efficiency and
productivity.
4. Encourage autonomy by not micromanaging

Back in February of 2015, we interviewed Robby Slaughter, a productivity expert. And he
surprised us with his advice:
He told us that the most effective tool for increasing productivity is having managers back
off.
“The best way to encourage productivity is to encourage individuals to take ownership over
how they manage their own time and resources,” says Slaughter.
“This is a wonderfully self-correcting process: we want people who are self-starters and are
able to operate independently. Granting workers freedom over when, how, and where they
work creates proof of their work ethic in a way that trying to control them cannot.”
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It’s counter-intuitive: manage less and get better results.
But science backs up this premise. Most people are more strongly motivated by autonomy than
financial rewards.
So just stay out of the kitchen. It sounds simple, but it’s not easy.
5. Focus on the future with clear communication
It’s true in romance, and it’s true in business:
Communication is the key to success.
Without effective, two-way communication, relationships end and businesses fail. Managers
who effectively communicate clear expectations and responsibilities to their employees will be
rewarded with an engaged, productive workforce.
To get started creating a culture of positive communication, flip the typical script.
A CRM Learning article posits that 80% of a work-related conversation is spent on the
problems of the past. That includes assigning blame.
15% is spent on what’s happening now.And the amount of time spent discussing solutions and
future possibilities?
A tiny 5%.
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6. Boost productivity by encouraging self-care

Between 1996 and 2000, the number of employees calling in sick to work due to stress tripled.
And what’s the most common source of stress?
The American Institute of Stress says that “occupational pressures and fears are far and away
the leading source of stress for American adults.”
Chapter 2
2.1 Statement of the problem:
Employee training is a learning experience, it seeks relatively permanent changes in the

employees that improves their job performance and enhance the productivity. The reason for
this study is the importance of training in organisations has become necessary one to impart
knowledge and skills to employees for the better performance, in the organisations managers
are concentrating more on training both freshers and existing employees. The time and money
spent on training in insurance industry is also comparatively more. But, it’s a big question.
Does the training bring changes in the employees‟ tendency, attitude & performance?
They seems self-oriented or towards the self-development than contributing for the company’s
development. Hence the attrition rate in the insurance sector is also high. Employees are
moving to other companies after acquiring the necessary skills through the training provided
by the previous companies. How does the organisation get benefited through the employees
performance? Is there improvement in employees‟ productivity and organisations
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profitability? Hence, this study has been conducted to find out the effective and efficient
functioning of employees after the training.
This study begins from the realization of the need to effectively administer the effect of training
and development on employee performance and productivity. Training is a systematic process
to enhance employee’s skill, knowledge and competency, necessary to perform effectively on
job. Overall, training and development impacts organizational competitiveness, revenue and
performance. Unfortunately, the majority of governmental, private organization and
international organizations are not recognizing the importance of training to increase their
employee's productivity and when the economy slows or when profits decline, many
organizations first seek cuts in their training budgets. This will leads to high job turnover then
increase the cost to hire new employees which low down the organizational profitability. The
problem of the present study is related to the gap between the expected performance and the
actual performance of the employees. This gap can be bridged through well designed training
programs, so, the present study explores the impact of in-service training programs on the
performance of administrative employees. In the absence of training and development of
employees by Management of various organisations, the employees sponsoredthemselves in
furtherance of their education to obtain professional or higher level certificates. Employees
who expressed the desire to pursue university education were not given any form of assistance
like study leave with pay. Their applications for study leave were turned down with those who
were persistent being advised to resign. Those who sought for part-time programs were
disengaged after their studies as management claimed their programs were not relevant to the
job. The few ones who were retained had no promotion to match their added skills and
competencies. This it is believed to have led to high labour turnover in the organization. The
study was therefore to assess the role of training on the human resource and how this affects
worker performance.
Training and development play a vital role in any organization today. The hotels and tourism
sector is one of the fastest growing sectors of the global economy. It is also among the top-job
creating sectors because its labour intensive nature and the significant multiplier effect on
employment in other related sectors. There are various forms of training carried out in
organisations this study however seeks to examine how the various training has helped in
developing employees and also improving their performance on the job. Training and
development is well planned and systematic in many organisations but still have issues of
employees still not performing up to standard operating procedure in the work environment.
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Some of the employees have not enhanced their skills and abilities to enable them to be
effective and efficient on their job duties. Overtime, there have been complaints from the
management and some of the clients about some employees‟ performance and attitude towards
the job, it has however been an issue to ponder on that despite several training undergone in
the organization there are still some employees that the performance has not improved. The
motive behind this study is to understand and know the reasons why training and development
do not have any impact on some employee’s performance in organisations.
2.2 Need of study:
 Main purpose is to classify the impact of training and development on employees

performance and productivity.
 To help the organisation to prepare its employees for better performance and productivity
and to enhance skills and knowledge to do their job.
 This helps reduce any weak links within the company who rely heavily on others to
complete basic work tasks.
 Training and development program help the employees to work effectively and efficiently
in the organisation.
 The outcomes of this research will help and support the organisation to identify the Training
and Development factors that influence the employee performance in the organizations.
 On the other hand, the research will be helpful in the department of human resource of
every organizations which are trying to increase the productivity of their employees.
 A training program allows you to strengthen those skills that each employee needsto
improve.
 A development program brings all employees to a higher level so they all have similar skills
and knowledge.
 Training and development of employees is a costly activity as it requires a lot quality inputs
from trainers as well as employees. But it is essential that the company revises its goals and
efficiencies with the changing environment. Here are a few critical reasons why the
company endorses training and development sessions.
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 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 and skills like communication management,
team management etc.
 To test the new methodology for increasing the productivity
 The purpose of the training and development function is to:

 Organize and facilitate learning and development.
 Expedite acquisition of the knowledge, skills, and abilities required for effective job
performance.
 Provide employees with career growth opportunities consistent with corporate goals,
objectives, and strategies.
 Training and employee development programs are designed to be effective, efficient, and
timely, using sources, methods, and strategies consistent with the following goals:
 Ensure the availability of human resources to meet present and future organizational needs.
 Ensure linkage with corporate goals and business strategies.
 Provide learning experiences that are responsive to the training and development needs of
Postal Service employees.
 Make instruction timely, using the most cost-effective methods.
 Reduce organizational training costs while increasing learner retention and proficiency.
 Training and development help companies to improve the quality of work done by their
employees. Training programs concentrate on specific areas. There by improving the
quality of work in that area.
 Every employee who takes development program becomes better at his job. Training
provides perfection and required practice, therefore employee’s area able to develop them
professionally.
 Through training and development the employee is up to date with new technology and the
fear of being thrown out of the job is reduced.
 Training and development programs greatly help new employees to get accustomed to new
methods of working, new technology, the work culture of the company etc.
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 Training and development program clearly identifies and teaches employees about the
different risk involved in their job, the different problems that can arise and how to prevent
such problems. This helps to improve the health and safety measures in the company.
 “Training offers the hope of increased competitiveness for firms through raising skill levels,
productivity and value added .For trade unions and professional associations, and training
enhances members’ expertise facilitating negotiations for pay and status. For individuals,
education and training can increase knowledge and opportunities give access to more
highly rewarded work and reduce the prospect of unemployment. Within firms, training
and development is a key element of human resource management. Work practices such as
employee involvement, team working or merit-based pay can be enhanced as a result of
employee development. Training also allows organisations to adapt to changes in the
business environmental especially in the introduction of new technology. Training and
development may also serve a social function, helping workers to form friendships and
distracting them from alienating work.” (Tyson, S. 1995)
 Putting employees in their specific job designation does not guarantee any success for them
and for organization they work for. Newly recruited employees are mostly unaware about
their role and responsibilities in their new job. Both training and development are needed
for them, after an employee have been trained and got the knowledge about their jobs, then
they need additional development to prepare for their further responsibilities. And with
ongoing trend towards greater work force diversity, flatter organizations and increased
global competition, training and development efforts are very important.
2.3 Research methodology:
MEANING OF RESEARCH:
Research as “ the manipulation of things, concepts of symbols for the purpose of generalizing
to extend, correct or verify knowledge, whether that knowledge aids in construction of theory
or in the practice of an art.” The Research Methodology followed for further work can be
primarily classified into two stages namely Exploratory and Descriptive. The stepwise details
of the research are as follows:
This consists of mainly a descriptive style investigation to find out impact of Training &
Development on employees performance and productivity. The present research study is
descriptive by nature
.
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Descriptive Study: After carrying out initial Exploratory studies to bring clarity on the subject
under study, Descriptive study will be carried out to know the actual Training and Development
method being followed. After this I get to know the importance of training and development
and its impact on employees performance and productivity. The tools used to carry out
Descriptive study included both monitoring and Interrogation.
Collection of data:
Collection of data began when the research topic was finalized and research plan was chalked
out. Data are collected from primary source. The primary data was collected through
questionnaire, informal discussions, and it is interpreted.
Sample size: 200
2.4 Objectives:
The objective of this study is the impact of training and development of employees and its
effects on the performance of an enterprise or organization. This chapter gives introductory
information on the background, problem, and objectives of the work. It also has information
on the scope and significant of the study.
 To identify the perception of the employees on how training and development proved to
be beneficial to them.
 To examine how training and development contribute to the individual performance and
productivity.
 To identify employees competency levels as enhanced by the training and development

implemented.
 By providing Systematic training through trained instructors will help to reduce the training
period. If the workers learn through trial and error, they will take a longer time and even
may not be able to learn right methods of doing work.
 Through Training employers can create a feeling of confidence in the minds of the workers.
 To provide them security at the workplace.
 To reduce labour turnover and absenteeism rates.
 To provide job related knowledge to the workers.

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 To impart skills among the workers systematically so that they may learn quickly.
 To bring about change in the attitudes of the workers towards fellow workers, supervisor
and the organization.
 To improve the productivity of the workers and the organization.
 To reduce the number of accidents by providing safety training to the workers,
 To make the workers handle materials, machines and equipment efficiently and thus to
check wastage of time and resources.
 To prepare workers for promotion to higher jobs by imparting them advanced skills.
 To improve productivity of workers by imparting the required skills.
 Customers have become quality conscious and their requirement keep on changing. To
satisfy the customers, quality of products must be continuously improved through training
of workers.
Determine the impact of training on employees performance and productivity.

Determine the impact of development on employees performance and productivity.
For any company, keeping the productivity at its peak is as important as getting in new
customers for business. Since even a slightest of the disturbance can take the business to the
brink of huge losses. Moreover, to tackle with the immensely growing competition in the target
market, it is important for one to increase the productivity of its workers while reducing the
cost of production of the products. So, that’s where the training comes as a saviour of the
company, jumps in the scenario and takes it out of the dangers bravely.
Training takes the current capabilities of the workers of a brand, polishes it and makes them
learn and devise new and effective methods of doing the same thing, in a repeated manner. In
other words, the training, if done in a proper way, can give your business a whole new look
with a much powerful base as experienced workers at its core.
Improving the quality of the product is obviously one of the main objectives of training and
development since it’s not like those times when customers weren’t such quality conscious.
43
Today’s customer knows what’s better for him and what’s not. Simply said, those old methods
of some sweet talk and business won’t work for much long, because once they know the reality
behind the curtains through the services and products quality, they will leave the company as
it is without giving it, even, a second thought.
Just think of it as if you and your competitor are competing for the same service with some
difference in quality but at the same price, it is obvious that they will choose the one who is
better at handling the task without any quality degradation. Even if your price is a little higher,
then it is most likely the case that most of the customers will come to you.
Keeping an eye on the learning capabilities of employees, and providing them the help which
they need, can be highly beneficial in longer runs. This capability of theirs’ is what that
determines how quickly an employee grabs the newly discovered fact and so, shape the future
products on this discovery. The weaker the capability, the harder it is to learn. But this scenario
can also be supported by the usage of proper learning material and experienced instructors who
prefer real-life experience than cramming. So, reducing the learning time is also one of the
main objectives of training and development.
Safety of anyone, either he is a worker, an officer or even a customer, is not something that can
be taken lightly, especially in cases, where one knows that even a minute mistake can even lead
to life threats. Therefore, providing the knowledge, for using the equipment in a proper way
and creating the life-friendly product, also belongs to one of the major objectives of training
and development. The higher, the employees are better at handling equipment, the better it is
both for the company and for the workers.
No business can flourish well while it is regularly turning over its workforce since it is obvious
that every new workforce will require some time to understand the type of work, its principle
and safety precautions, which lead to decreased productivity. Moreover, it also diminishes the
feeling of self-confidence among the workers, and this really isn’t a good thing.
On the contrary, training ensures that the company doesn’t need to turn over its workforce
again and again because it prepares the employees to face any situation which proves helpful
in bringing in the feeling of workers. Therefore, the workforce feels safe and secure at a
particular job.
44
Computers and mobile phones are the miracles of the past but the world of today is far more
advanced than that. It’s time for latest technologies capable of connecting the world in just a
blink of an eye. Now, earthlings are trying to reach far off planets to get information about the
life force present there. Newer technologies are rolling in and we could continue to list it down
but we haven’t got time for that.
Training and education to the employees keep them updated with the latest of the additions to
the technologies, methods, techniques and processes. Since it also opens a new gateway for
them to look for a way which is greater in productivity and efficiency but decreases the need
of manual work immensely.
One of the primary objectives of training and development process is to give rise to a new and
improved management which is capable of handling the planning and control without any
serious problem. With the knowledge and experience gathered through training, acting as the
guiding light for this newly shaped management, it lets them handle the tough decisions and
confusing realities thus opening the way for bigger and better opportunities for business for the
cause of the brand.
2.5 Hypothesis:
H0: “There is not a significant relationship between employees training and employees
performance”.
H1: “There is a significant relationship between employees training and employees
performance”.
H0: “There is not a significance relationship between employees development and employees
performance”.
H1: “There is a significance relationship between employees development and employees
performance”.
H0: “There is not a significance relationship between employees training and development
and employees performance”.
H1: “There is a significance relationship between employees training and development and
employees performance”.
45
Chapter 3
3.1 Review of literature:

According to Easterby-Smith (1999)Training and Development basically deals with the
acquisition of understanding, know-how, techniques and practices. In fact, training and
development is one of the imperatives of human resource management as it can improve
performance at individual, collegial and organizational levels. As the process of ‘increasing
one’s capacity to take action, organizations
are now increasingly becoming particular with organizational learning and therefore collective
development. Organizational learning, on the other hand, refers to the “efficient procedure to
process, interpret and respond to both internal and external information of a predominantly
explicit nature, the emergence of the concept of
organizational learning is central on the hitherto idea that prior advocacies of learning
are
tended to its commercial significance and are lacking of empirical information on
learning
processes.
Strategically, organizational learning, which makes use of training and development as
one of the several responses, deals with the acquisition of understanding, know-how,
techniques and practices. These intellectual intangibles can be translated into an organizational
resource through the people that acquire, infer and utilize such towards the achievement of the
organization-wide training and development (Armstrong, 2006). Training and development
are
46
planned learning experiences which teach employees how to perform current and future jobs
more effectively. Sims (2002) emphasizes that training focuses on present jobs while
development prepares employees for possible future jobs. Basically, the objective of training
and development is to contribute to the organization's overall goal.
Closing the skills gap is now a critical area of human resource development for
organizations to continuously penetrate the market. Skills gap basically threatens the
productivity and competitiveness both in organizational and operational levels. This
requires
that human resource management professionals should start the cultivation of the workforce
from the recruitment period. However, this is not easy considering that there are specific works
which require customization of skills and that not all newly hired employees acquire social
skills
aside from the basic skills. In responding to the challenges of the skills gap and skills
deficiency,
HR professionals have to develop programs that will address the problem (Sims, 2006).
Building the organization hence is an imperative for the existence and survival of
modern organizations. Consistently, companies are investing on their internal customers
or
employees thus taking advantage of the human capital management. Sense of ownership
is
also important, requiring HR professionals to develop strategies that will ensure superior
knowledge, skills and experience to settle within the workforce. Learning activities shall
put
skills enhancement and development assignments at its core as well as empowerment
and
career development. This is lifelong learning which guide the organizations particularly human
resource department to make an ongoing investment with organizational members and help
them build their competencies (Sims, 2006).
The purposes of learning from the employee perspective are basically to acquire skills
and knowledge to do the job and to gain promotion and advance career. In facilitating career
changes, training and development also caters for the personal and professional developments
of the employees. Learning can be defined as knowledge obtained by self-directed study,
experience, or both; the art of acquiring knowledge, skills, competencies, attitudes, and ideas
47
retained and used; or a change of behavior through experience ( Maycunich 2000).

Senge
(1990)believes that learning has little to do with taking in information; rather it is a process
that enhances capacity. Learning is about building the capacity to create that which one
previously could not create.
Regardless of individual differences and whether a trainee is learning a new skill of
acquiring knowledge of a given topic, the person should be given opportunity to practice what
is being taught. Practice is also essential after the individual has been successfully trained (Sims
1990). There are two aspects of practice – active practice and over learning. Active
learning
allows the trainees to perform the task repeatedly or use the knowledge being learned. Over
learning occurs when trainees are given the opportunity to practice far beyond the point where
the task becomes ‘second nature’ and is said to be ‘over learned’. The fifth and most important
of all which will give life to other four is application because training is useless unless learning
can be applied.
Thereby, training and development is beneficial not just for the organization itself but
also to the individual employees. On the one hand, training and development leads to
improved profitability and/or more positive attitudes toward profit orientation, improves the
job knowledge and skills at all levels of the organization, improves the morale of the workforce
and helps the employees identify with organizational goals (Sims, 1990). On the other, training
and development benefits individual employees through helping them make better decisions
and effective problem solving, assisting in encouraging and achieving self-development
and
self-confidence, helping an employee a person handle stress, tension, frustration, and conflict,
increasing job satisfaction and recognition and moving the person toward personal goals while
improving interaction skills.
3.2 VARIABLES:
Training
Development
Employee performance
48
Employee productivity
Technique of job
Job satisfaction
Positive attitude of employees
Training and development plays a vital role
Increases performance and producrivity
Skilled and unskilled employees
Chapter 4
4.1 Data analysis:
Data analysis is an analysis of inspecting, cleansing, transforming and
modeling data with the goals of discovering the information, and also informing
conclusions, and supporting the decision-making. Data analysis is the process of
evaluating and using the logical techniques to describe and illustrate the data. Data
49
analysis helps to ensure data integrity in order to find out an appropriate analysis of
research findings.
Analysis of Demographic Factors of Respondents
Figure 1 Gender
Source:-Primary Data
From the above pie chart it is clear that
55.7% respondents are female
55% of respondents are male.
Figure 2 Age
Source:-Primary Data
From the Above Pie chart we can understand that,
 Maximum number of respondents are 77.3% from the age group of 20 to 40
50
 16.7 of respondents are from the age group of below 20
 Very few respondents are from the age group of 40 to 60
Figure 3: Qualification
 Source- primary data

 In the above given pie chart we can understand that the
 59.6% respondents are undergraduate that means learning population
 30.5% respondents are graduates
Figure 4:Training and development enhances the skills of employees to perform better
Source primary data
 From the above pie chart we found that
51
 58.6 % respondents are highly agree with this statement as they think training and
development is important for employees to perform better
 36.9% respondents are agree with this statement
 Some of the respondents has answered neutral
Figure 5: Skilled employees performance and productivity is more than the unskilled
employees
Source of data primary
 45.3 % of the respondents are strongly agree that skilled employees performance and
productivity is more than the unskilled employees
 45.3 respondents are agree with this statement
 7.9 % of the respondents has answered neutral
Figure 6: training and development brings positive attitude in employees
52
59.6 % respondents are strongly agree with this statement
29.1 % respondents agreed that training and development helps employees to think positive
10.3 % respondents responded neutral
Figure 7: With training and development job knowledge increase in employees
 In this statement 52.2% of the respondents responded strongly agree because with the
help of training and development job knowledge increases in employees
 29.1 % respondents are agree not fully agree but yes they also think that training and
development is really beneficial as it increases job knowledge
 Few people has answered neutral as they are not fully sure
 13.8 % of the respondents answered disagree it means from their point of view training
and development does not helps in increasing job knowledge
53
Figure 8: Highly well trained employees gives better performance
 43.3 % of the respondents responded strongly agree that well trained employees with
proper training practices can perform better
 33.5 % of the respondents are agree with this statement
 9.4 % respondents responded neutral
 13.8 % has answered disagree they are against of this statement
Figure 9: performance and productivity increase due to the technique of job
 44.8% respondents are strongly agree with this statement that due to the technique of
job employees performance and productivity increases
 42.9 % are agree with this statement they also think the same but not highly
 8.9 % has answered neutral
 2 to 3% of the respondents answered disagree
54
 1% has answered strongly disagree as they are don’t think that technique of job is
important
Figure 10: training and development provide job satisfaction
 39.4 % respondents are strongly agree with this statement they think training and
development is important as it provides job satisfaction
 28.6 % are agree with this statement
 Rest of the people are disagree with this statement
Figure 11: training and development reduces consumption and cost and increase performance
and productivity
44.3 % are strongly agree with this statement
55
29.1 % are agree with the statement
9.4 % respondents responded neutral as they are not sure about it
17.2 % has answered disagree
Figure 12: most of the employees consider training and development for vital job
 45.3 % of the respondents are strongly agree with the statement

 31 % are agree with this statement
 Few people are disagree with the statement
 11.8 % are strongly disagree
Figure 13: training and development enhance the performance and productivity of employees
as well as of the organisation
56
 44.3 % of the respondents has answered strongly agree they think with the help of t &
d the performance and productivity of employees as well as of organisation enhances
 35% has answered agree they are also agree with this statement
 Some people has answered neutral
 13.8 % of the respondents are disagree with this statement
4.2 ANOVA (Analysis of Variance):-
ANOVA (Analysis of Variance) is a method of assessing the contribution of an independent

variable or the controllable factor of the observed variation in an observed dependent variable.
Analysis of variance (ANOVA) is an analysis tool used in statistics that splits an observed
aggregate variability found inside a data set into two parts: systematic factors and random
factors. The systematic factors have a statistical influence on the given data set, while the
random factors do not. Analysts use the ANOVA test to determine the influence that
independent variables have on the dependent variable in a regression study.
The Formula for ANOVA is:
The following formula represents a one-way ANOVA test:
F= MST/MSE
Where:
 F = ANOVA coefficient
 MST = Mean sum of squares due to treatment
 MSE = Mean sum of squares due to error
EDUCATION WISE SINGLE FACTOR ANOVA FOR V01 (Performance development):
Null Hypothesis: There is no significant difference between the education of respondents on

the variable Performance development.
One factor ANOVA
57
Std.
Mean n Dev
1.5 203 0.77 Qualification
Does training and development enhances the skills
1.5 203 0.68 of employees to perform better
1.5 406 0.72 Total
ANOVA
table
Source SS df MS F p-value
Treatment 0.30 1 0.298 0.57 .4506
Error 211.16 404 0.523
Total 211.46 405
Sources: Primary Data-
 Statistically significant, reject the null hypothesis, i.e. accept the samples gives
reasonable evidence to support the alternative hypothesis.
 It is found from the table above that the hypothesis is rejected (Significant). Hence, it
is concluded that there exists a significant difference between the education and
variable V01 (performance development).
EDUCATION WISE SINGLE FACTOR ANOVA FOR V02 (Skilled and unskilled
employees):

the variable “skilled or unskilled employees”.
One factor ANOVA
Mean n Std. Dev

1.59605911 1.5369 203 0.765833 Qualification
Does skilled employees performance and
productivity is more is more than the unskilled
1.59605911 1.6552 203 0.688887 employees?
1.5961 406 0.72988 Total
58
ANOVA
table
Treatment 1.4187 1 1.418719 2.674143875 0.102769008
Error 214.33 404 0.530532
Total 215.75 405
Findings from the above table we found that, p value is more than 0.05. Thus, the data is
insignificant and we can accept the null hypothesis. This means the alternative hypothesis is
rejected.
EDUCATION WISE SINGLE FACTOR ANOVA FOR V03 (Positive attitude):

the variable “positive attitude”.
One factor ANOVA
Mean n Std. Dev

1.5320197 1.5369 203 0.765833 Qualification
Do you think training and development brings
1.5320197 1.5271 203 0.719602 positive attitude in employees?
1.532 406 0.742175 Total
ANOVA
table
Treatment 0.0099 1 0.009852 0.017842947 0.893803
Error 223.07 404 0.552163
Total 223.08 405
rejected.
59
EDUCATION WISE SINGLE FACTOR ANOVA FOR V04 (JOB KNOWLEDGE):

One factor ANOVA
Std.
Mean n Dev
With training and development job knowledge
1.8 203 1.04 increase in employees?
1.7 406 0.92 Total
ANOVA
table
Treatment 7.18 1 7.182 8.57 .0036
Error 338.59 404 0.838
Total 345.77 405
Findings: From the above table we found that p value is less than 0.05.thus the data is
significant and we can reject the null hypothesis . This means that the alternative hypothesis
is accepted
EDUCATION WISE SINGLE FACTOR ANOVA FOR V05 (HIGHLY WELL TRAINED
EMPLOYEES):

the variable “highly well trained employees”.
One factor ANOVA
Mean n Std. Dev

Do you think highly well trained employees gives
1.9 203 1.04 better performance?
1.7 406 0.93 Total
ANOVA table
Treatment 16.16 1 16.160 19.39 1.36E-05
Error 336.64 404 0.833
Total 352.80 405
60
rejected.
EDUCATION WISE SINGLE FACTOR ANOVA FOR V06 (TECHNIQUE OF JOB):

the variable “Technique of job”.
One factor ANOVA
Mean n Std. Dev

Does performance and productivity increase due to
1.7 203 0.82 the technique of job?
1.6 406 0.80 Total
ANOVA
table
Treatment 3.56 1 3.557 5.63 .0181
Error 255.02 404 0.631
Total 258.58 405
Findings: From the above table we found that p value is less than 0.05.thus the data is
significant and we can reject the null hypothesis . This means that the alternative hypothesis
is accepted
61
EDUCATION WISE SINGLE FACTOR ANOVA FOR V07 (PROVIDE JOB

SATISFACTION):

the variable “provide job satisfaction”
One factor ANOVA
Mean n Std. Dev

Does training and development provide job
2.0 203 0.94 satisfaction?
1.8 406 0.88 Total
ANOVA table
Treatment 19.51 1 19.510 26.69 3.77E-07
Error 295.35 404 0.731
Total 314.86 405
rejected.
EDUCATION WISE SINGLE FACTOR ANOVA FOR V08 (INCREASE

PERFORMANCE AND PRODUCTIVITY):

the variable “increase performance and productivity”
62
One factor ANOVA
Std.
Mean n Dev
Does training and development reduces consumption and
2.0 203 1.11 cost and increase performance and productivity?
1.8 406 0.98 Total
ANOVA
table
Treatment 21.30 1 21.303 23.42 1.86E-06
Error 367.47 404 0.910
Total 388.77 405
rejected.
EDUCATION WISE SINGLE FACTOR ANOVA FOR V09 (TRAINING AND

DEVELOPMENT VOTAL JOB):

the variable “training and development vital job”
One factor ANOVA
Std.
Mean n Dev
Do you 2 that most of the employees consider training
2.0 203 1.32 and development for vital job?
1.8 406 1.11 Total
ANOVA
table
Treatment 26.64 1 26.640 23.00 2.28E-06
Error 467.98 404 1.158
Total 494.62 405
63
rejected.
EDUCATION WISE SINGLE FACTOR ANOVA FOR V09 (TRAINING AND

DEVELOPMENT):

the variable training and development
One factor ANOVA
Std.
Mean n Dev
Does training and development enhance the performance
and productivity of employees as well as of the
1.9 203 1.05 organisation?
1.7 406 0.94 Total
ANOVA
table
Treatment 14.23 1 14.227 16.86 4.87E-05
Error 340.88 404 0.844
Total 355.10 405
rejected.
4.3 REGRESSION ANALYSIS:
64
Regression Analysis
r² 0.005 N 203
r 0.071 K 1
Does skilled employees performance and
Dep. productivity is more is more than the
Std. Error 0.689 Var. unskilled employees?
ANOVA
table
Regression 0.4858 1 0.4858 1.02 .3129
Residual 95.3763 201 0.4745
O 95.8621 202
Regression output confidence interval

t
coefficient std. (df=201
variables s error ) p-value 95% lower 95% upper
0.108
Intercept 1.5568 6 14.332 1.47E-32 1.3426 1.7709
Qualificatio 0.063
n 0.0640 3 1.012 .3129 -0.0608 0.1888
Sources primary data: significant at 5% level (p value <=0.05) not significant
variable skilled and unskilled employees.
Regression Analysis
0.00
r² 7 n 203
0.08
r 6 k 1
Std. 0.71 Dep. Do you think training and development brings
Error 9 Var. positive attitude in employees?
65
ANOVA
table
Regressio
n 0.7693 1 0.7693 1.49 .2238
103.831
Residual 7 201 0.5166
104.601
Total 0 202

t
coefficie std. (df=20
variables nts error 1) p-value 95% lower 95% upper
0.11
Intercept 1.4032 33 12.381 1.54E-26 1.1798 1.6267
Qualificati 0.06
on 0.0806 60 1.220 .2238 -0.0496 0.2108
variable vo3 positive atttiude
Regression Analysis
r² 0.007 n 203
r -0.084 k 1
Dep. With training and development job knowledge
Std. Error 1.043 Var. increase in employees?
ANOVA
table
Regression 1.5434 1 1.5434 1.42 .2349
Residual 218.5748 201 1.0874
Total 220.1182 202
66
std. t 95%
variables coefficients error (df=201) p-value 95% lower upper
Intercept 1.9784 0.1644 12.031 1.82E-25 1.6541 2.3026
Qualification -0.1141 0.0958 -1.191 .2349 -0.3031 0.0748
variable vo4 job knowledge
Regression
Analysis
0.00
r² 3 n 203
-
0.05
r 6 k 1
Std. 1.04 Dep. Do you think highly well trained employees gives
Error 0 Var. better performance?
ANOVA
table
Regressi 0.686
on 0.6867 1 7 0.63 .4266
217.480 1.082
Residual 8 201 0
218.167
Total 5 202

std. t
coeffici erro (df=2 95%
variables ents r 01) p-value 95% lower upper
0.16 12.51
Intercept 2.0530 40 6 5.94E-27 1.7295 2.3764
Qualifica 0.09
tion -0.0761 56 -0.797 .4266 -0.2646 0.1123
67
variable vo5 highly well trained employees
Regression Analysis
r² 0.006 n 203
r -0.078 k 1
Dep. Does performance and productivity increase due to
Std. Error 0.822 Var. the technique of job?
ANOVA
table
Regression 0.8325 1 0.8325 1.23 .2682
Residual 135.7193 201 0.6752
Total 136.5517 202

std. t 95%
Intercept 1.8530 0.1296 14.301 1.84E-32 1.5975 2.1085
Qualification -0.0838 0.0755 -1.110 .2682 -0.2327 0.0650
variable vo6 technique of job
Regression Analysis
r² 0.004 n 203
r 0.060 k 1
Dep. Does training and development provide
Std. Error 0.936 Var. job satisfaction?
ANOVA
table
68
Regression 0.6366 1 0.6366 0.73 .3952
Residual 176.2402 201 0.8768
Total 176.8768 202

t
coefficient std. (df=201
variables s error ) p-value 95% lower 95% upper
0.147
Intercept 1.8627 7 12.615 2.95E-27 1.5716 2.1539
Qualificatio 0.086
n 0.0733 0 0.852 .3952 -0.0963 0.2429
variable vo7 provide job satisfaction
Regression Analysis
0.01
r² 4 n 203
-
0.11
r 9 k 1
Does training and development reduces
Std. 1.10 Dep. consumption and cost and increase
Error 5 Var. performance and productivity?
ANOVA
table
Regressio
n 3.5345 1 3.5345 2.89 .0904
245.460
Residual 6 201 1.2212
248.995
Total 1 202
69

t
coefficie std. (df=20 95% 95%
variables nts error 1) p-value lower upper
0.17 2.34E-
Intercept 2.2605 43 12.973 28 1.9169 2.6041
Qualificat 0.10
ion -0.1727 15 -1.701 .0904 -0.3729 0.0275
variable vo8 increase performance and productivity
Regression Analysis
r² 0.004 n 203
r -0.061 k 1
Do you 2 that most of the employees
Dep. consider training and development for
Std. Error 1.316 Var. vital job?
ANOVA
table
Regression 1.2915 1 1.2915 0.75 .3889
Residual 348.2159 201 1.7324
Total 349.5074 202

std. t 95%
Intercept 2.2097 0.2075 10.647 2.81E-21 1.8005 2.6190
Qualification -0.1044 0.1209 -0.863 .3889 -0.3429 0.1340
70
variable vo9 t&d as avital job
Regression Analysis
r² 0.430 n 203
r 0.656 k 1
Do you 2 that most of the employees
Dep. consider training and development
Std. Error 0.995 Var. for vital job?
ANOVA table
p-
Source SS df MS F value
150.391 2.36E-
Regression 150.3910 1 0 151.81 26
Residual 199.1164 201 0.9906
Total 349.5074 202
confidence
Regression output interval
t
coefficient std. (df=201 95% 95%
variables s error ) p-value lower upper
0.145
Intercept 0.4775 4 3.283 .0012 0.1908 0.7643
Does training
and
development
enhance the
performance
and
productivity of
employees as
well as of the 0.066
organisation? 0.8223 7 12.321 2.36E-26 0.6907 0.9539
variable vo10 t&d
71
4.4 Z TEST
Education wise Z test for Performance and development
H:0 Education qualification does not influence the career opportunities
H:0 Education qualification influence the career opportunities
z-Test: Two Sample for Means

Variable Variable
1 2
Mean 1.54 1.48
Known Variance 0.59 0.46
Observations 203.00 203.00
Hypothesized Mean
Difference 1.54
z -20.66
P(Z<=z) one-tail 0.00
z Critical one-tail 1.64
P(Z<=z) two-tail 0.00
z Critical two-tail 1.96
 From the above table we found that the p value is less than 0.05(0.00). thus the data is
significant and can reject the null hypothesis
 This means that the alternative hypothesis is accepted . We can conclude that education
qualification does not influence performance development
Education wise Z test for skilled and unskilled employees
H:0 Education qualification does not influence the skilled and unskilled employees
H:0 Education qualification influence the skilled and unskilled employees
72

Variable Variable
1 2
Mean 1.54 1.66
Hypothesized Mean Difference 1.54
z -22.95
qualification does not influence skilled and unskilled employees
Education wise Z test for positive attitude
H:0 Education qualification does not influence the positive attitude
H:0 Education qualification influence the positive attitude

Variable Variable
1 2
Mean 1.54 1.53
z -20.69
73
qualification does not influence positive attitude
Education wise Z test for job knowledge
H:0 Education qualification does not influence job knowledge
H:0 Education qualification influence the job knowledge
z-Test: Two Sample for Means job knowl

Variable Variable
1 2
Mean 1.54 1.80
z -19.85
qualification does not influence knowledge
Education wise Z test for highly well trained employees
H:0 Education qualification does not influence highly well trained employees
74
H:0 Education qualification influence the highly well trained employees
z-Test: Two Sample for Means highly we

Variable Variable
1 2
Mean 1.54 1.94
z -21.38
qualification does not influence highly well trained employees
Education wise Z test for technique of job
H:0 Education qualification does not influence technique of job
H:0 Education qualification influence the technique of job
z-Test: Two Sample for Means technique

Variable Variable
1 2
Mean 1.54 1.72
z -21.84
75
qualification does not influence technique of job
Education wise Z test for provide job satisfaction
H:0 Education qualification does not influence job satisfaction
H:0 Education qualification influence the job satisfaction
z-Test: Two Sample for Means provide jo

Variable Variable
1 2
Mean 1.54 1.98
z -23.25
qualification does not influence job satisfaction
Education wise Z test for increasing performance and productivity
H:0 Education qualification does not influence increasing performance and productivity
H:0 Education qualification influence the increasing performance and productivity
76

Variable Variable
1 2
Mean 1.54 2.00
z -21.10
qualification does not influence the increasing performance and productivity
Education wise Z test for training and development as a vital job
H:0 Education qualification does not influence t & d as a vital job
H:0 Education qualification influence the t & d as a vital job
z-Test: Two Sample for Means t&d vital

Variable Variable
1 2
Mean 1.54 2.05
z -19.20
77
qualification does not influence the t & d as a vital job
Education wise Z test for training and development
H:0 Education qualification does not influence t & d
H:0 Education qualification influence the t & d

Variable Variable
1 2
Mean 1.54 1.91
z -20.98
qualification does not influence the t & d
78
Chapter 5
5.1 Conclusion :
As the increase of concentration on administrative management during these years, HRM plays
a more important role in managing an organization, such as the effects of HRM on innovation,
‘new way of working principles ‘for working relations and enhancing employees’ capability.
Training and Development is an important aspect of HRM. It is important for organization to
get skilled and capable employees for better performance, and employees will be than
competent when they have the knowledge and skill of doing the task. Training and
Development would provide opportunities to the employees to make a better career life and get
better position in organization. In doing so, organizations efficiency would be increased. On
the other hand, employees are the resources and assets of an organization if they are skilled and
trained would perform better than those who are unskilled and untrained. Therefore, the
purpose of this study was to find out the relationship between Training and Development and
Employees’ performance and Productivity. Training is a program that helps employees learn
specific knowledge or skills to improve performance in their current roles. Development is
79
more expansive and focuses on employee growth and future performance, rather than an
immediate job role.
Bibiliography
Armstrong, M. (2006). A Handbook of Human Resource Management Practice, London, UK:

Kogan Page, Ltd. Colwell, R. (2006). Handbook of Research Methodologies. Oxford
University Press, US. Dalal, R. S. & Hulin, C. L. (2008). Motivation for what? A multivariate
dynamic perspective of the criterion. In R. Kanfer, G. Chen, & R. D. Pritchard (Eds.), Work
motivation: Past, present, and future (pp. 63-100). New York: Routledge. Denzin, N. K. &
Lincoln, Y. S. (2005). The SAGE handbook of qualitative research. Sage Publications Inc, UK.
Easterby-Smith, M., Burgoyne, J. and Araujo, L. (eds.) 1999, Organizational Learning and the
Learning Organization, Sage, London. Hashim, M. (2012).” Islamic perception of business
ethics and the impact of secular thoughts on Islamic business ethics”. International Journal of
Academic Research in Business and Social Sciences, 2 (3): p98-120. 23p. Hashim, M. (2012).”
Human Resource Management in 21st century: Issues and challenges and Possible solution to
attain competitiveness”. International Journal of Academic Research in Business and Social
Sciences, 2 (9): p44-52. 9p. Hashim, M. (2012).” A Case study of Annual and Semester
Systems of Examination on Government College of Management Sciences, Peshawar,
Pakistan”. International Journal of Academic Research in Business and Social Sciences, 2 (9):
p53-73. 21p. Hashim, M.et al. (2012).” The impact of Management Information System on the
80
Overall Performance and Efficiency of the Workforce of the Accountant General (Peshawar):
A Research Base Study”. International Journal of Academic Research in Accounting, Finance
& Management Sciences, 2 (2): p167-182. 16p. Hashim, M. (2013).”A case study of annual
and semester systems of examination on Government College of Management Sciences,
Peshawar, Pakistan”. Wudpecker Journal of Educational Research, 2(3), pp. 034 – 048.
Hashim, M. (2013).”A Guide to Human Resource Management: Basic concepts”. Academic

Press Corporation, Salk lake city, United State Hashim, M. (2013).”Understanding
Organizational Behavior”. Academic Press Corporation, Salk lake city, United State. Hashim,
M. (2012).”A Guide to Human Resource Management: Basic concepts”. LAP Germany.
Hashim, M. (2012).”An easy approach to understand organizational behavior”. LAP Germany
Hashim, M. (2012).”Introduction to Logic: An easy approach”. Lambert Academic Publishing
Germany. Hatch, M. J. & Cunliffe, A. L. (2006). Organization Theory: Modern, Symbolic, and
Postmodern Perspective. Oxford University Press, Oxford. Gilley, J., England, S. and Wesley,
A. (1998). Principles of Human Resource Management. Perseus Publishing.
Questionnaire:
1.Does training and development enhances the skills of employees to perform better?
 Highly agree
 Agree
 Neutral
 Disagree
 Highly disagree
2.Does skilled employees performance and productivity is more than the unskilled employees?
 Highly agree
 Agree
 Neutral
 Disagree
 Highly disagree
3.Do you think training and development brings positive attitude in employees?
81
 Highly agree
 Agree
 Neutral
 Disagree
 Highly disagree
4.With training and development job knowledge increase in employees?

 Highly agree
 Agree
 Neutral
 Disagree
 Highly disagree
5.Do you think highly well trained employees gives better performance?
 Highly agree
 Agree
 Neutral
 Disagree
 Highly disagree
6.Does performance and productivity increase due to the technique of job?

 Highly agree
 Agree
 Neutral
 Disagree
 Highly disagree
7.Does training and development provide job satisfaction ?

 Highly agree
82
 Agree
 Neutral
 Disagree
 Highly disagree
8.Does training and development reduces consumption and cost and increase performance and
productivity?
 Highly agree
 Agree
 Neutral
 Disagree
 Highly disagree
9.Do you agree that most of the employees consider training and development for vital job?
 Highly agree
 Agree
 Neutral
 Disagree
 Highly disagree
10.Does training and development enhance the performance and productivity of employees as
well as of the organisation?
 Highly agree
 Agree
 Neutral
 Disagree
 Highly disagree
83

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TRAINING & DEVELOPMENT TY B.M.

“TRAINING AND DEVELOPMENT”

Bachelor of Management Studies

Under the Faculty of Commerce

MR. BIBIN BIJU

St. Paul College

“TRAINING AND DEVELOPMENT”

Under the Faculty of Commerce

Under the Guidance of

St. Paul College

St. Paul College

Project Work for the degree of Bachelor of Management Studies

project is entitled, “TRAINING AND DEVELOPMENT" under my

by her/his personal findings and investigations.

Prof. Muskan Jeswani

Sr No Name of the Topic Page No

1. Introduction to Training & 7

7. Statement of the problems & needs 27

9. Objectives of research methodology 42

11. Review of literature 47

13. Data Analysis 51

14. Anova (Analysis of variance) 58

1.2 Definition: Training and Development

Relation between Training and Development

1.4 TRAINING DEVELOPMENT

Training is meant for operatives Development is meant for executives

It is reactive process It is pro- active process

AIM: To develop additional skills AIM: To develop the total personality

It is short term process It is continuous process

OBJECTIVE: To meet the present OBJECTIVE: To meet the future need

Initiative is taken by the management Initiative is taken by an individual.

Importance of Training and Development

Healthy work environment:

1. Helps employees develop new skills and increases their knowledge.

2. Improves efficiency and productivity of the individuals as well as the teams.

3. Proper training and development can remove bottle-necks in operations.

1.6 Disadvantages of training and development

1.7 Training and Development Process

Steps for training and development processes are:

1. Determine the need of training and development for individuals or teams

2. Establish specific objectives & goals which need to be achieved

3. Select the methods of training

4. Conduct and implement the programs for employees

Steps in the Training & Development Process

Step One: Identify the Need

Step Two: Plan the Training and Development Process

Step Three: Implementing the Training and Development Plan

Step Four: Track the Progress

1.8 Different types of Training:

1.9 Improving Performance:

The HR TRIAD in Training and Development

On the job training:

Apprenticeship Training, internships and Assistantships

Supervisory Assistance and mentoring

On Site but not on the Job Training:

Corporate universities and executive education programs

Interactive Video Training

Off the Job:

Business Board games

Role playing and Sensitivity Training

Wilderness trips and Outdoor Training

1.11Basic benefits employees get from Training and Development programs: