AKASH File Training Report PDF

A TRAINING REPORT
ON
“TRAINING, DEVELOPMENT AND EMPLOYEE PERFORMANCE”
IN
THE LEADING SOLUTION
Submitted in partial fulfillment of degree in the requirement of
Bachelor of Business Administration
Of
J.C BOSE UNIVERSITY OF SCIENCE & TECHNOLOGY, YMCA

FARIDABAD
Session 2020-2023
SUBMITTED TO: SUBMITTED BY:
Controller of Examination Name - AKASH
JC BOSE University, YMCA Faridabad Roll No- 20/BBAFSB02
B.S. ANANGPURIA INSTITUTE OF TECHNOLOGY & MANAGEMENT,
ALAMPUR, FARIDABAD
TABLE OF CONTENT
CHAPTERS PARTICULARS PAGE NO.

1. Company Profile 1-2
2. Introduction of the topic 3-19
3. Research Methodology 20-23
4. Data Analysis & Interpretation 24-50
5. Findings of the study 51
Conclusion
6 Bibliography 52
7 Appendix 53-58
PREFACE
The purpose of industrial training is to acclimatize the students with organization & the
industry in which this organization exists. Summer training is a part of management study
and is very important for each and every student.
Management trainees are trained in such a way that after they come out, they can manage
the matters of organization in a planned & systematic manner.
My Training Report Project is aimed at understanding the Human resource strategies ,

probably 80 percent decision make in personnel management fit into category of routine.
That doesn’t mean they’re easy , but it means they fall within fairly standard guidelines.
That 80 percent can probably be handled without help if you’re familiar with the contents
of this guide to managing Human Resources.
What the guide offers is the support you need to carry out role as manager or supervisor,
organized by employee life cycle.
This training was valuable experience in terms of understanding and learning and I believe
that in future I will get fruitful result.
AKASH
20/BBAFSB02
ACKNOWLEDGEMENT
A training report is never the sole product of the person whose name appears on the cover.
There is always the help, guidance and suggestions of many in the preparation of project.
So, it becomes my first duty to express my gratitude towards all of them.
I am extremely grateful to ABHISHEK SINHA, (HR Head), THE LEADING

SOLUTION for permitted
me to carry this training work and providing necessary information about the work and
helping me in solving my doubts.
I would also like to thank Dr. R.K. Khar, Director, Dr. Bhupesh Kumar Singh Principal
BSAITM, Dr. Kamana Singh, HOD, Department of Management Studies, and my guide
Dr. Kamana Singh for providing possible help during my training period.
I am thankful to other executives, who shared their precious time and experience with me. I
would like to thank all the concerned workers who provided the necessary information.
AKASH
CHAPTER 1
COMPANY PROFILE
CHAPTER 2
INTRODUCTION
TO THE
TOPIC
CHAPTER 3
RESEARCH METHODOLOGY
INCLUDING
OBJECTIVES OF STUDY
CHAPTER 4
DATA ANALYSIS
(PROJECT WORK) CHAPTER 5
RESULTS AND CONCLUSIONS
CONPANY PROFILE
UPTOSKILLS
We are among Indias largest skill-tech players , over the past 4 years we have trained
10000+ Proffessionals and students in a variety of digital-economy and generic skills. We
have over 1 million+ hours of online & in-class training experience. We offer programs in
career critical competencies such as computer science and related fields, Mechanical
Engineering , Electronics Engineering , and more .
Partner with UptoSkills and UpSkill your students in skills required for new age jobs.
WEBSITE http://uptoskills.com/
PHONE 7417269505
INDUSTRY Educational Management
HEADQUARTERS New Delhi, IN
TYPE Educational Institute
FOUNDED 2016
SPECIALITIES Generic Skill Development Courses ,
Technical Courses ,
Mechanical Engineering Courses,
Soft Skill Trainings,
Personality Development,
Mock Interview,
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Resume Writing,
Development,
Trainings,
Academic Infrastructure Development,
E Learning Courses,
Placement Services,
Summer Training,
In House Training,
Technical Conferences,
Technical Workshops,
Online Assessment,
Code Fest ,
Hackathon,
Competition
2
INTRODUCTION OF THE TOPIC
Training Development is the framework that focuses on the organizations competencies

at the first stage, training, and then developing the employee, through education, to
satisfy the organizations long-term needs and the individuals’ career goals and employee
value to their present and future employers. Human Resources Development can be
defined simply as developing the most important section of any business its human
resource by, “attaining or upgrading the skills and attitudes of employees at all levels in
order to maximize the effectiveness of the enterprise”.
Employee attitude are evaluative statement either favorable or unfavorable concerning
objects, people, or events. Employee reflect how one feels about something. When he/she
says they like their job, employees expressing there attitude about work. Attitudes are not
the same as value but the two are interrelated. In organizations, attitudes are important
because they affect job behavior. If workers believe, for example, then supervisor ,
auditors , bosses, & time & meson engineer are all are conspiracy to employees work
harder for the or less money, then it make sense to try to understand how these attitudes
ware formed, their relationship to actual job behavior , & how they might be change.
In our report we are discussing to training & development session how to be continue
how to be developed & how it is attractive to the employee. & what are employee
attitude, dimension & forms. In here include a survey analyses & finding analyses.
Objective of the study

The objectives of the study are as follows:
1. The main objectives of the study is to find out the influential factors which pursued
by employees in training and development.
2. To identify the relationship between employee satisfaction and training and
development.
3. To identify the general information of training and development and employee
perceptions.
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Methodology
The study is basically quantitative in nature. This analysis is based on the primary data
collected from different organizations. Data have been collected from 105 respondents
from 5 different sectors namely Pharmaceuticals, Textile, NGO, Banking and Insurance
sectors. The sample technique used is non probabilistic in nature, more specifically
sample is purposively taken from different occupational groups. The data are collected by
using self-administered questionnaires from each respondent. In this paper all the
variables are examined on five point’s scale of Liker. Data are related to the
characteristics of the satisfaction in light of which employees’ performance is tried to
evaluate. Here the factor analysis, factor matrices are rotated by using varimax rotation
technique for analyzing the data for identifying the relationship between job satisfaction
and performance of employees.
Training & development

At the organizational level, a successful Human Resources Development program will
prepare the individual to undertake a higher level of work, “organized learning over a
given period of time, to provide the possibility of performance change. Human Resources
Development is the framework that focuses on the organizations competencies at the first
stage, training, and then developing the employee, through education, to satisfy the
organizations long-term needs and the individuals’ career goals and employee value to
their present and future employers. Human Resources Development can be defined
simply as developing the most important section of any business its human resource by,
“attaining or upgrading the skills and attitudes of employees at all levels in order to
maximize the effectiveness of the enterprise”. The people within an organization are its
human resource. Human Resources Development from a business perspective is not
entirely focused on the individual’s growth and development, “development occurs to
enhance the organization’s value, not solely for individual improvement. Individual
education and development is a tool and a means to an end, not the end goal itself”.
The broader concept of national and more strategic attention to the development of
human resources is beginning to emerge as newly independent countries face strong
competition for their skilled professionals and the accompanying brain-drain they
experience.
Concept of Training & Development

The quality and variety of the employee training provide is key for motivation. Reasons
for employee training range from new-hire training about operation, to introducing a new
concept to a workgroup to bringing in a new computer system. Reason for conducting an
employee training session, need to develop the employee training within the framework
of a comprehensive, on going, and consistent employee training program. This quality
employee training program is essential to keep staff motivated about learning new
concepts and department profitable. Program with an overview of the job expectations
and performance skills needed to perform the job functions. A new hire training program
provides a fundamental understanding of the position and how the position fits within the
organizational structure.
A training program begins with the creation of an employee training manual, in either
notebook format or online. This manual acts as a building block of practical and technical
skills needed to prepare the new individual for his or her position. In order for the
department to understand current policies and procedures, a manager must ensure the
department manuals or online employee training are kept current. This includes any
system enhancements and / or change in policy or procedure.
Another of training includes having the new associate train directly next to an existing
associate. Some call this On the Job Training (OJT) or side-by-side training. This type of
employee training allows the new associate to see first hand the different facets of the
position.
OJT allows the new hire the opportunity to develop a working relationship with an
existing associate. This type of employee training reinforces concepts learned in the
initial training and should be used to reinforce and apply those same learned concepts.
A continuing education program for a department is just as important as the new hire
training. When training a new associate, I have found that they will only retain
approximately 40 percent of the information learned in the initial training session.
Therefore, a continuous effort must be placed on reminding the staff about various
procedures and concepts. This continuing education can be formal or informal. The
author’s preference is always with a more informal approach.
The formal or traditional approach, to employee training often includes a member
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of management sending a memo to each associate. The informal, and often more
appealing approach to a visual learner, is to send a one-page information sheet to staff.

This information sheet, called a training alert, should be informative and presented in a
non-threatening manner. Therefore, if the policy or procedure changes the informal
approach would better prepare the department to receive this presentation.
Given bellow the various kinds of employee training & development concept:
One Time TAD Clinic Concept
The one time clinic concept is perfect for those leagues that want to offer some type of
programming but are limited to space and or volunteers. The concept is as follows:
• Select a date that is following regular season but before other sport seasons are
starting.
• Find a number of volunteers that can commit time for that date.
• Send home flyers to all players during the regular season and inform them of this
clinic date.
• Find a site, a field, a local gymnasium or cage.
• Organize the agenda which should have instructional components as well as a game
or contest component to create some fun.
• Determine if participation awards are needed.
• Identify players who are “natural leaders” and utilize them as mentors for younger /
more inexperienced players
Regular TAD Clinics Concept
The regular TAD clinic concept is arranged around a number of set dates throughout the
late summer and/or fall. It is designed to provide numerous opportunities for instruction
through a specified time frame. The concept is as follows:
• Select the dates to operate the concept.
• Find a number of volunteers to assist in the training.
• Send home flyers during the regular season announcing the fall program.
• Organize your instruction.
• Interlinguas play could possibly be arranged with surrounding leagues.
• Introduce baseball or softball related skill game.
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• Identify players who are “natural leaders” and utilize them as mentors for younger,
more inexperienced players.
• Determine the number of volunteers needed
Informal League Play TAD Concept

The informal league play TAD concept is designed for those leagues that strictly want to
play extra Determine Number of players needed to form teams
• Inform players during the regular season of the Fall Ball availability
• Determine length of Fall Schedule
• If more than one team and not Interlingua playing, determine draft method.
• Alternate managers and coaches between teams so players are exposed to varying
leadership / teaching methods.
• Identify players who are “natural leaders” and utilize them as mentors for younger /
more inexperienced players.
Purpose of Training & Development

While some people think of training objective as a waste of valuable time. The
counterargument here is that resources are always limited and the training objectives
actually lead the design of training. It provides the clear guidelines and develops the
training program in less time because objectives focus specifically on needs.
It helps in adhering to a plan. Given bellow the objective of training & development
i) Information:
At its most basic form, a piece of information about something is a “unit of awareness”
about that thing. (A field of philosophy, epistemology, includes analysis of what is really
information and what isn’t. This field might visit the question: “If a tree falls in the forest,
does it make a sound?”) Some people think that this awareness occurs only in the brain
and, therefore, usually comes from some form of thought. Other people also accept
information as a form of realization from other forms of inquiry, e.g., intuition.
Training provides many kinds of information for the employee:
• What’s kind of job
• What’s to be doing to hear?
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• Position to the organization.
• Competitor to the organization.
ii) Knowledge:
Knowledge is gleaned by organizing information. Typically, information evolves to
knowledge by the learner’s gaining context, perspective and scope about the information.
Gathering knowledge for employee is the most important objective to organization.
Many kinds of knowledge gather to be hear such like:
• Job knowledge.
• Know to be organization.
• Know to be competitor iii) Skills:
Skills are applying knowledge in an effective and efficient manner to get something done.
One notices skills in an employee by their behaviors. When employee skill will be
developed then organization will give better output.
• Employee will be gendered professional skill
• In this sector employee will know to the organizational environment.
• Employee will know to how facing to organizational situation.
• Organization build quality employee.
iv) Task:
A task is a typically defined as a unit of work, that is, a set of activities needed to produce
some result, e.g., vacuuming a carpet, writing a memo, sorting the mail, etc. Complex
positions in the organization may include a large number of tasks, which are sometimes
referred to as functions.
• What is the organizational objective it will know to the training & development.
• Organization know to who a perfect to which sector.
• Organization finds out the best employee.
v) Job:
A job is a collection of tasks and responsibilities that an employee is responsible to
conduct.
• Employee finds out the best carrier.
• Organization finds out the best employee.
• Employee gander that kinds of knowledge thaw is suitable for carrier.
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vi) Role:
A role is the set of responsibilities or expected results associated with a job. A job usually
includes several roles.
• Organization maintains proper rules & regulation.
• Employee knows to organizational maintaining role.
• Organization can find out to rules breaker.
vii) Learning:
Typically, learning is viewed as enhancing one’s knowledge, understanding or skills.
Some people see learning as enhancement to one’s knowledge, awareness and skills. It’s
important to note that learning is more than collecting information — more than
collecting unredeemed books on a shelf. Depending on the needs of the learner,
knowledge is converted to skills, that is, the learner knows how to apply the knowledge to
get something done.
Ideally, the skills are applied to the most appropriate tasks and practices in the
organization, thereby producing performance — results needed by the organization.
• Employee learn to how to doing work.
• Employee know to how maintained rules & regulation.
• Employee learn to job responsibility
viii) Continuous Learning:

Simply put, continuous learning is the ability to learn to learn. Learning need not be a
linear event where a learner goes to a formal learning program, gains areas of knowledge
and skills about a process, and then the learning ceases. If the learner can view life
(including work) as a “learning program”, then the learner can continue to learn from
almost everything in life. As a result, the learner continues to expand his or her capacity
for living, including working.
• When training will be continuing than employee will be learn many things.
• System wise gander knowledge.
• Provide best learning things.
ix) Training:
This term seems to be the most general of the key terms in employee training.
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Some professionals view education as accomplishing a personal context and
understanding of the world, so that one’s life and work are substantially enhanced, e.g.,
“Go get an education.” Others view the term as the learning required to accomplish a new
task or job.
• Organization provide training for find out best employee  Employee takes
training to give best out put.
• Organization provides training for maintaining organization perfectly.
x) Development:
This term is often viewed as a broad, ongoing multi-faceted set of activities (training
activities among them) to bring someone or an organization up to another threshold of
performance. This development often includes a wide variety of methods, e.g., orienting
about a role, training in a wide variety of areas, ongoing training on the job, coaching,
mentoring and forms of self-development. Some view development as a life-long goal
and experience.
• Best employee provides best output.
• Developing employee’s the best asset of the organization.
Methods of Training & Development

There are various methods of training, which can be divided into mainly two types given
bellow:
• Cognitive Method
• Behavioral Method
Cognitive Method:
Cognitive methods are more of giving theoretical training to the trainees. The various
methods under Cognitive approach provide the rules for how to do something, written or
verbal information, demonstrate relationships among concepts, etc. These methods are
associated with changes in knowledge and attitude by stimulating learning.
Some say it reminds them of the immeasurable potentiality of life, and by analogy, of
human growth. While it seems that the sky is the limit regarding the possibilities for
human beings, Edison’s quote, “Genius is one percent inspiration and 99% perspiration,”
applies to the intricate and challenging process of learning. The root of the word
education means to draw out, suggesting that individual’s potential abilities may be
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drawn out in an excellent educational environment, one which meets the challenges of
diverse needs. We share a dream that each student will be able to unfold his or her
academic potential in college.
Because education in the community college system is open to all, and learners from all
backgrounds attend college, professors must be ready to make learning opportunities
accessible for all types of learners. In response to this goal, the focus in this section will
be on how people learn, what we can do as teachers to promote student success.
Why Cognitive Method is important

Both learning style and cognitive testing indicate that several pathways to learning exist.
Professors who teach in the way they best learn appeal most effectively to students who
learn in a similar manner. Unfortunately, other students whose learning styles differ often
miss out on gaining knowledge and mastering the content. This section gives teachers an
opportunity to build on their knowledge gained from the learning style inventories in
other parts of this online course and relate it to their own teaching styles. In addition, this
section points out how different people learn cognitively, and how this surfaces in
everyday teaching-learning situations. You will see how to pinpoint possible causes of
student error. You will read about researchbased instructional methods for insuring
access to all students. You will also have an opportunity to explore methods for
promoting student success culled out of the fire of everyday teaching experience by
peers. This section ends by giving you a chance to practice solving some problems that
may arise in the course of the term.
The various methods that come under Cognitive approach are given bellow:
• DISCUSSIONS
• COMPUTER BASED TRAINING (CBT)
• INTELLEGENT TUTORIAL SYSTEM(ITS)
• PROGRAMMED INSTRUCTION (PI)
• VIRTUAL REALITY
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Behavioral Method
Behavioral methods are more of giving practical training to the trainees. The various
methods under Behavioral approach allow the trainee to behavior in a real fashion. These
methods are best used for skill development.
Behaviorism, along with several newer variations that have names like information
processing theory, emphasize the learning of facts and skills that authorities, such as
teachers or school boards, have decided are important. While these theories have many
different names we will use the term behaviorism here. Another American psychologist
who had a tremendous impact on education in the 1950s and
1960s. Behavioral approaches to teaching generally involve the following:
• Breaking down the skills and information to be learned into small units.
• Checking student’s work regularly and providing feedback as well as
encouragement
• Teaching “out of context.” Behaviorists generally believe that students can be taught
best when the focus is directly on the content to be taught. Behavioral instruction
often takes the material out of the context in which it will be used.
• Direct or “teacher centered” instruction. Lectures, tutorials, drills, demonstrations,
and other forms of teacher controlled teaching tend to dominate behavioral
classrooms.
Types of behavioral theories

Behavioral theories support a number of different approaches to teaching. Almost all of
them fall under the general category of “direct” or “teacher-centered” instruction. The
approaches include tutorials, drill and practice, behavioral simulations, and programmed
instruction.
An approach that combines all these teaching strategies into one “system” is called an
“integrated learning system”.
The sections below explain several popular types of behavioral instruction. The
explanations are, however, very brief. You may want to explore the links in each section
that take you to examples of the different types of software.
The various methods that come under Behavioral approach are:
• GAMES AND SIMULATIONS
• BEHAVIOR-MODELING
• BUSINESS GAMES
• CASE STUDIES
• EQUIPMENT STIMULATORS
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• IN-BASKET TECHNIQUE
• ROLE PLAYS
Both the methods can be used effectively to change attitudes, but through different means.
Management Development Methods
The more future oriented method and more concerned with education of the employees.
To become a better performer by education implies that management development
activities.
Management development method is further divided into two parts:
On the job training
Formal OJT programs are quite different from informal OJT. These programs are carried
out by identifying the employees who are having superior technical knowledge and can
effectively use one-to-one interaction technique.
The procedure of formal on the job training program is:
• The participant observes a more experienced, knowledgeable, and skilled trainer
(employee)
• The method, process, and techniques are well discussed before, during and after
trainer has explained about performing the tasks
• When the trainee is prepared, the trainee starts performing on the work place
• The trainer provides continuing direction of work and feedback
• The trainee is given more and more work so that he accomplishes the job flawlessly
the development of a manager’s abilities can take place on the job.
The four techniques for on the job development are

• COACHING
• MENTORING
• JOB ROTATION
• JOB INSTRUCTION TECHNIQUE (JIT)
Off the job training:
There are many management development techniques that an employee can take in off the
job. The few popular methods are:
• SENSITIVITY TRAINING
• TRANSACTIONAL ANALYSIS
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• STRAIGHT LECTURES/ LECTURES
• SIMULATION EXERCISES
Training need Assessment

A training need assessment is a set of nationally-endorsed standards, qualifications and
guidelines used to recognizes and assess the skills and knowledge people need to perform
effectively in the workplace. Training packages are developed by industry through
Industry Skills Councils or by enterprises to meet the training needs of an industry or
group of industries. Training packages prescribe outcomes required by the workplace, not
training or education.
A Training need assessment contains three compulsory endorsed components—
1. Competency Standards
2. Qualifications Framework and
3. Assessment Guidelines.
Competency Standards
Competency Standards are a set of benchmarks used to assess the skills and knowledge
that a person must demonstrate in the workplace to be seen as competent. These
benchmarks are packaged into combinations to form Units of Competency.
Units of Competency
Units of Competency consist of—
i) Unit Code
A Unit Code is made up of letters and numbers. Using the unit code TAADES401A as an
example, units must contain—
Training Package identifier: “TAA” refers to the Training Package in which it resides—in
this example, the Training and Assessment package.
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The next three letters identify the industry field: “DES” refers to the industry field of
Learning Design. Sometimes the industry field identifier can be more generic, allowing
use of the unit across various sectors and training package e.g. “COM” often refers to
Communication.
The first number is called the “AQF indicator”, which indicates the AQF qualification in
which the unit was first packaged, e.g. the “4” represents the Certificate IV in Training
and Assessment (noting however that Roman numerals must always be used in
Certificate qualification titles). AQF indicators are indicative only and not prescriptive.
As such it is common to see units with various AQF indicators packaged into a
qualification. A unit with an AQF indicator of 3 should not be considered a “level 3 unit”,
as units do not have levels. A unit of competency describes the skills and knowledge
required to undertake the job function described. As such, assessment of a unit should not
vary depending on the level of qualification in which it is packaged. Assessments must be
established to determine whether a learner/worker is competent in the function.
The next two numbers (11) are call the sequence identifier and identify where the unit is
in the sequence of units, e.g. 01 is the 1st unit in the Learning Design sequence of units in
the TAA training package.
The last letter in the code is the version identifier: “A” shows it is the first version of the
unit describing a competency outcome. Should the training package be updated and the
competency outcome of the unit not change, the unit will be recoded as “B” (Note: When
NTIS functionality permits, newly allocated codes will not include this— see Transitional
note under “Coding maintenance”).
ii)Unit Title
The Unit Title is a brief statement of the outcome of the Unit of Competency for example
“Maintain workplace safety”.
iv)Unit Descriptor
The Unit Descriptor broadly communicates the intent of the Unit of Competency and the
skill area it addresses.
v)Pre-requisite units
These are units that should be completed before commencing the unit.
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vi)Unit application Statement
This component describes the unit’s application within the work place. It indicates the
environments in which the skills and knowledge may be applied and sets out the
parameters of the unit, its potential audience and its relationship to other units in the
Training Package.
vii)Elements
This describes the activities that make up the broader function or job.
viii)Performance criteria
This further specifies what is to be assessed and the required level of performance of the
activities.
ix)Required skills and knowledge
This details the requirements of pre-existing skills or knowledge i.e. language and literacy
or specific industry knowledge.
Qualifications framework
All the qualifications for an industry and the Units of Competency required for each
qualification make up the Qualification Framework.
Assessment guidelines
Assessment guidelines are a set of requirements used to check that a person’s

performance meets the Competency Standards. The Assessment Guidelines ensure
assessment is Valid, Reliable, Fair and Consistent.
Employee Performance appraisal:
A employee performance appraisal, employee appraisal, performance review, or (career)

development discussion is a method by which the job performance of an employee is
evaluated (generally in terms of quality, quantity, cost, and time) typically by the
corresponding manager or supervisor . A performance appraisal is a
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part of guiding and managing career development. It is the process of obtaining,
analyzing, and recording information about the relative worth of an employee to the
organization. Performance appraisal is an analysis of an employee’s recent successes and
failures, personal strengths and weaknesses, and suitability for promotion or further
training. It is also the judgment of an employee’s performance in a job based on
considerations other than productivity alone.
Why Employee Performance:
Generally, the needs of a performance appraisal are to:
• Give employees feedback on performance

• Identify employeetraining needs
• Documentcriteria used to allocate organizational rewards
• Form a basis for personnel decisions:salary increases, promotions, disciplinary
actions, bonuses, etc.
• Provide the opportunity for organizational diagnosis and development
• Facilitate communication between employee and administration
• Validate selection techniques and human resource policies to meet federalEqual
Employment Opportunity
• To improve performance through counseling, coaching and development.
Measuring of Employee Performance:
A common approach to assessing performance is to use a numerical or scalar rating

system whereby managers are asked to score an individual against a number of
objectives/attributes. In some companies, employees receive assessments from their
manager, peers, subordinates, and customers, while also performing a self assessment.
This is known as a 360-degree appraisal and forms good communication patterns.
The most popular methods used in the performance appraisal process include the
following:
• Management by objectives
• 360-degree appraisal
• Behavioral observation scale
• Behaviorally anchored rating scales
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Trait-based systems, which rely on factors such as integrity and conscientiousness, are
also commonly used by businesses. The scientific literature on the subject provides
evidence that assessing employees on factors such as these should be avoided. The
reasons for this are two-fold:
1) Because trait-based systems are by definition based on personality traits, they make it
difficult for a manager to provide feedback that can cause positive change in
employee performance. This is caused by the fact that personality dimensions are for
the most part static, and while an employee can change a specific behavior they
cannot change their personality. For example, a person who lacks integrity may stop
lying to a manager because they have been caught, but they still have low integrity
and are likely to lie again when the threat of being caught is gone.
2) Trait-based systems, because they are vague, are more easily influenced by office
politics, causing them to be less reliable as a source of information on an employee’s
true performance. The vagueness of these instruments allows managers to fill them
out based on who they want to/feel should get a raise, rather than basing scores on
specific behaviors employees should/should not be engaging in. These systems are
also more likely to leave a company open to discrimination claims because a manager
can make biased decisions without having to back them up with specific behavioral
information.
Relation between Training & Development and Employee performance Training &
Development:
The formal or traditional approach, to employee training often includes a member of

management sending a memo to each associate. The informal, and often more appealing
approach to a visual learner, is to send a one-page information sheet to staff. This
information sheet, called a training alert, should be informative and presented in a non-
threatening manner. Therefore, if the policy or procedure changes the informal approach
would better prepare the department to receive this presentation
18
Employee Performance
Performance appraisals are an instrument for social control. They are annual discussions,
avoided more often than held, in which one adult identifies for another adult three
improvement areas to work on over the next twelve months. You can soften them all you
want, call them development discussions, have them on a regular basis, have the
subordinate identify the improvement areas instead of the boss, and discuss values. None
of this changes the basic transaction… If the intent of the appraisal is learning, it is not
going to happen when the context of the dialogue is evaluation and judgment.
Actually this two are related with each other. Training & development enhanced the
performance of the employee and employee performance appraisal evaluated the
performance level.
Recommendation
• The training & development program can be made effective & successful if the
following hints are considered:
• Top management support & active involvement is essential to make training &
development program successful.
• Outlining specific training & development objective on the basic of the type of
performance needed to achieve organizational goal.
• Making attempts to determining it the trainee has the intelligence & skills &
movement to successfully complete the training & development programs.
• Increase employee interest in training by making him/her award of the personal
benefits of training that he /she can attend through better performance.
• Planning training & development program an such a way so that it is related to the
trainees previous experience & background.
• Making attempt in order to create organizational condition that are conductive to a
good learning environment
• Selecting a combination of methods to permit in the training.
• Rewarding the trainee for better performance.
• Ensuring active participation of the trainee in the training program.
19
RESEARCH METHODOLOGY
The purpose of methodology is to describe the process involved in research work. This
includes the overall research design, data collection method, the field survey and the
analysis of data. Research is a common parlance refresh to a search for knowledge. One can
also define research as a scientific & systematic search for pertinent information on a
specific topic. In fact, research is an art of scientific investigation. The advance learner’s
dictionary of current English lay down the meaning research as a careful investigation
& inquiry specially search for new facts in any branch knowledge.
Objectives of the Study
➢ To know about the Uptoskills.
➢ To know about its Promotional activities.
➢ It’s Market Position.
➢ Uptoskills level of customer satisfaction.
➢ Its history and the company profile.
➢ Cost saving initiatives.
Research Design
Research Design is the arrangement for conditioned for data collection & analysis of
data in a manner that aims to combined relevance to research purpose with economy in
procedure. A research design is a master plan or model for the conduct of formal
investigation. It is blue print that is followed in completing study.
The research conducted by me is a descriptive research. This is descriptive in nature

because study is focused on fact investigation in a well structured from and is based on
primary data.
Research Plan
Type of study: For completing my study I have gone for sample study because looking at
the size of population & the time limitation it was not convenient for me to cover
entire population. Hence, I have gone for sample study rather than census study.
Sampling Plan
A sample design is a definite plan for obtaining a sample from a given population. It refers
to the technique or the procedure that researcher would adopt in selecting items to be
inched in the sample i.e. the size of sample. Sampling plan is determined before data are
collected.
20
Steps in Sampling:
➢ Understanding the strategies of UptoSkills .
➢ Study the company profile & related aspects.
➢ To collect the information from self constructed questionnaire.

➢ Meeting with different owners of UptoSkills .
➢ Obtaining the opinion and suggestions of owners at different levels.
➢ Prepare questionnaire on the basis of above information.
➢ Gather information from different source like books Internet magazines etc. ➢ On the
basis of the answers and the information gathered from other sources prepare the report.
Sampling Frame:
The list of sampling units from which sample is taken is called sampling frame.
Sampling Size:
Total sample size is 50.
Sampling Procedure:
The selection of respondents were accordingly to be in a right place at a right time and so
the sampling were quite easy to measure, evaluate and co-operative. It was a randomly area
sampling method that attempts to obtain the sample of convenient .
21
DATA SOURCES
Primary Data
Primary data is that kind of data which is collected directly by the investigator himself for
the purpose of the specific study. Primary Data is collected by the investigator through
interviews of company employees, vendors, distributor etc. Data such collected is original
in character. The advantage of this method of collection is the authentic. A questionnaire of
about 50 questions was made and it was given to the dealers to fill it up for our research.
The research was a kind of conclusive research as it helps in the testing of hypothesis. The
method of sampling was the Random method as it is unbiased.
Secondary Data
When an investigator uses the data that has been already collected by others, is called
secondary data. The secondary data could be collected from Journals, Reports, libraries,
magazines, fair & conference and other publications. The advantages of the secondary data
can be –It is economical, both in terms of money and time spent .The researcher of the
report also did the same and collected secondary data from various internet sites like
www.google.com, www.airtel.com, www.hutch.co.in and many more. The researcher of the
report also visited various libraries for collection of the introduction part.
QUESTIONNAIRE DESIGN
We make questionnaire to know which category of people opts for which kind of plans. In
this category the factors included are such as income, background, age, etc. This includes 2
types of questions
1. open ended
2. closed ended
1. open ended : In this respondents are not bounded to answer within a set of
choices and can give their own views
2. Close-ended: in this respondents are bounded to answer within a set of choices. I

have designed my questionnaire on the basis of close-ended questions as it is more
feasible to calculate data from it.
SAMPLE DESIGN:
While developing a sample design, following points should be kept in mind:
22
• Sampling unit: A decision has to be taken concerning a sampling unit before
selecting sample. Sampling unit may be a geographical one such as state, district,
village etc or a construction unit such as house, flat etc. or it ,may be as social unit
such as family, club, school etc or it may be an individual . The researcher will have
to decide one or more of such units that he has to select for his study
• Size of the sample: This refers to the number of items to be selected from the
universe to constitute a sample. This is a major problem before a researcher. The
size of the sample should be neither is excessively large, nor too small. it should be
optimum An optimum sample is one which fulfills the requirements of efficiency,
representatives, reliability and flexibility.
Sample element and sample unit
45 people have been interviewed to know their opinion about training , development and
employee performance (sample unit)
Time frame: 8weeks

Sampling technique: Average method technique.
23
DATA ANALYSIS AND DATA INTERPRETATION
1. Your organization considers training as a as a part of organizational strategy.

Do you agree with this statement?
No. of Responses Percentage %
Fuly Agree 25 83.33%

Agree 3 10%
Neither agree nor disagree 2 6.67%
Partially disagree 0 0
Fully disagree 0 0
Sales
1st Qtr 2nd Qtr 3rd Qtr 4th Qtr
INTERPRETATION:
Here, 83.33% of people totally agree with the statement given, 10% of people with
agreement,6.67% of people they neither agree nor disagree.
24
2.The organization places the right person in the right job.

Agree 3 10%
Fully disagree 0 0
Sales
INTERPRETATION:
Here, 83.33% of people totally agree with the statement given, 10% of people with
agreement,6.67% of people they neither agree nor disagree.
25
3.Adequate and relevant information about the organization and job is provided to the
candidate at the time of recruitment.
Fuly Agree 5 16.67%

Agree 4 13.33%
Neither agree nor disagree 0 0
Fully disagree 21 70%
Sales
INTERPRETATION:
Here,16.67 % of people totally agree with the statement given, 13.33% of people with
agreement, and 70% of people fully disagree.
26
4.Selection of a candidate in the organization is strictly based on his/her merit.
Fuly Agree 24 80%

Agree 4 13.33%
Fully disagree 0 0
Sales
INTERPRETATION:
Here, 80% of people totally agree with the statement given, 13.33% of people with
agreement, 6.67% of people they neither agree nor disagree.
27
5.The training needs of the employees in the organization are assessed on the basis of their
performance appraisal.

Agree 4 13.33%
Fully disagree 0 0
Percenta
Sales ge %

INTERPRETATION:
Here, 83.33% of people totally agree with the statement given, 13.33% of
people with agreement, 3.33% of people they neither agree nor disagree.
28
6.Training in the organization includes social skills, general problem solving
skills and broader knowledge of the organization and business.

Agree 4 13.33%
Neither agree nor disagree 3 10%
Fully disagree 0 0
Sales

INTERPRETATION:
Here,76.67 % of people totally agree with the statement given, 13.33% of
people with agreement, 10% of people they neither agree nor disagree.
29
7.The contents of the training programs organized are always relevant to the
changing needs of the jobs and our business.

Agree 8 26.67%
Fully disagree 0 0
Sales

INTERPRETATION:
people with agreement, 6.67% of people they neither agree nor disagree.
30
8.They are assigned challenging jobs to charge their enthusiasm and develop
their skills.

Agree 5 16.67%
Fully disagree 0 0
Sales

INTERPRETATION:
people with agreement, 20% of people they neither agree nor disagree.
31
9.They are encouraged to participate in various seminars and workshops etc.
Fuly Agree 21 70%

Agree 8 26.67%
Fully disagree 0 0
Sales
INTERPRETATION:
Here,70 % of people totally agree with the statement given, 26.67% of people
with agreement, 3.33% of people they neither agree nor disagree.
32
10.They are being paid adequately for the work they do.
Fuly Agree 6 20%

Agree 4 13.33%
Fully disagree 20 66.67%
Sales
INTERPRETATION:
Here,20% of people totally agree with the statement given, 13.33% of people
with agreement, and 66.67% of people fully disagree.
33
11.Pay increments offered by the organization are satisfactory.
Fuly Agree 21 70%

Agree 8 26.67%
Fully disagree 0 0
Sales
INTERPRETATION:
Here,70% of people totally agree with the statement given, 26.67% of people with
34
12.The organization follows the policy of matching pay with performance.
Fuly Agree 3 10%

Agree 8 26.67%
Sales
INTERPRETATION:
agreement, and 63.33% of people fully disagree.
35
13.The pay they receive is competitive compared to that of employees doing similar
work in other organizations.

Agree 3 10%
Fully disagree 0 0
Sales
INTERPRETATION:
Here,83.33% of people totally agree with the statement given, 10% of people with
36
14.They are satisfied with the benefits they receive.
Fuly Agree 4 13.33%

Agree 8 26.67%
Fully disagree 18 60%
Sales
INTERPRETATION:
Here,13.33% of people totally agree with the statement given, 26.67% of people
with agreement, and 60% of people fully ,disagree.
37
15.The benefits they receive in the organization are similar to what most of the
other organizations in the industry provide to their employees.
Fuly Agree 21 70%

Agree 7 23.33%
Fully disagree 0 0
Sales
INTERPRETATION:
38
16.Rewards and incentives are fairly distributed in the organization.
Fuly Agree 5 16.67%

Agree 3 10%
Sales

INTERPRETATION:
Here,16.67% of people totally agree with the statement given, 10% of
people with agreement,and 73.33% of people fully disagree.
39
17.Rewards in the organization are strictly linked to employee performance.

Agree 4 13.33%
Fully disagree 0 0
Sales

INTERPRETATION:
Here,73.33% of people totally agree with the statement given, 13.33% of people
with agreement, 6.67% of people they neither agree nor disagree
40
18.The existing reward and incentive plans do not motivate them for better
performance.

Agree 6 20%
Fully disagree 0 0
Sales
INTERPRETATION:
Here,66.67% of people totally agree with the statement given, 20% of people
42
19.The organization appraises the performance of its employees at regular
intervals.

Agree 6 20%
Fully disagree 0 0
Sales
43
INTERPRETATION:
Here,63.33% of people totally agree with the statement given, 20% of people
20.Performance appraisal in the organization aims at improving employee

performance and strengthening their job skills.
Fuly Agree 24 80%

Agree 5 16.67%
Fully disagree 0 0
Sales
44
INTERPRETATION:
Here,80% of people totally agree with the statement given, 16.67% of people
45
21.They feel their performance appraisal has been fair and objective.

Agree 7 23.33%
Fully disagree 0 0
Sales
INTERPRETATION:
Here,66.67% of people totally agree with the statement given, 23.33% of people with
agreement, 10% of people they neither agree nor disagree.
45
22.Their performance goals are set at realistic levels.
Fuly Agree 21 70%

Agree 7 23.33%
Fully disagree 0 0
Sales
INTERPRETATION:
46
23.Performance appraisal at the organization undertakes to identify the developmental

needs of its employees to help them attain their career goals.
Fuly Agree 20 6.67%

Agree 6 20%
Fully disagree 0 0
Sales
INTERPRETATION:
Here,6.67% of people totally agree with the statement given, 20% of people with
47
24.The organization recognizes the career growth needs of its employees.
Fuly Agree 27 90%

Agree 2 6.67%
Fully disagree 0 0
Sales

INTERPRETATION:
48
25.Adequate growth opportunities are available in the organization for those who perform
well.
Fuly Agree 24 80%

Agree 4 13.33%
Fully disagree 0 0
Sales
INTERPRETATION:
49
26.The organization provides programs to assist balancing demands of employees with
working spouse.
Fuly Agree 18 60%

Agree 7 23.33%
Fully disagree 0 0
Sales
INTERPRETATION:
50
RESULTS
From the above discussion it can conclude such a way that since human resource
management is a continuously practicing issue so it plays a significant role in organizations
overall performance and the organization should practice proper UptoSkills guideline. After
the study of the above data analysis the 65-70% of people says that the organization didn’t
provide adequate and relevant information about the organization and job, it should be the
responsibility of organization to provide complete guidelines to the employees. According
to the study 66.67% of people says that organization didn’t pay adequately for the work
they do, the organization should have fare salary structure for the employees as they work
for the organization effectively and efficiently. 10% of people totally agree that the
organization follows the policy of matching pay with performance while 63.33% of people
fully disagree with this statement. 13.33% of people are satisfied with benefits they receive
and 26.67% of people only agree with this while 60% of people fully disagree that
organization didn’t satisfied the employees, which should not happen because employees
has right to get their benefits ,rewards and bonus as they are working for the organization
effectively and efficiently. 73.33% of people disagrees with the statement that rewards and
incentives are fare distribution in the organization, being in minority it should not be
neglected , so organization should have fare distribution of rewards and incentives for the
employees.
CONCLUSION:
• The organization should practice proper UptoSkills guidelines.
• The organization should provide adequate and relevant information to the

employees.
• The organization should have fare pay structure for the employees.
• The policy of matching pay with performance should be followed.
• The organization should have fare distribution of rewards and incentives, to get
effective and efficient employee.
• The benefits should be provided to the employees.
51
BIBLIOGRAPHY
1. www.wikipedia.com
2. www.uptoskills.com
3. www.google.com
BOOKS:
1. Human Resource V.S.P. Rao

2. K.Aswathappa
52
QUESTIONNAIRE
1. The organization places the right person in the right job.
• Fully Agree
• Agree
• Neither agree nor disagree
• Partially disagree
• Fully disagree
2. Adequate and relevant information about the organization and job is provided to the
candidate at the time of recruitment.
• Fully Agree
• Agree
• Fully disagree
3. Selection of a candidate in the organization is strictly based on his/her merit.
• Fully Agree
• Agree
• Fully disagree
4. The training needs of the employees in the organization are assessed on the basis of
their performance appraisal.
• Fully Agree
• Agree
• Fully disagree
53
5. Training in the organization includes social skills, general problem solving skills
and broader knowledge of the organization and business.
• Fully Agree
• Agree
• Fully disagree
6. The contents of the training programs organized are always relevant to the changing
needs of the jobs and our business.
• Fully Agree
• Agree
• Fully disagree
7. They are assigned challenging jobs to charge their enthusiasm and develop their
skills.
• Fully Agree
• Agree
• Fully disagree
8. They are encouraged to participate in various seminars and workshops etc.
• Fully Agree
• Agree
• Fully disagree
54
9. They are being paid adequately for the work they do.
• Fully Agree
• Agree
• Fully disagree
10. Pay increments offered by the organization are satisfactory.
• Fully Agree
• Agree
• Fully disagree
11. The organization follows the policy of matching pay with performance.
• Fully Agree
• Agree
• Fully disagree
12. The pay they receive is competitive compared to that of employees doing similar
work in other organizations.
• Fully Agree
• Agree
• Fully disagree
13. They are satisfied with the benefits they receive.
55
• Fully Agree
• Agree
• Fully disagree
14. The benefits they receive in the organization are similar to what most of the other
organizations in the industry provide to their employees.
• Fully Agree
• Agree
• Fully disagree
15. Rewards and incentives are fairly distributed in the organization.
• Fully Agree
• Agree
• Fully disagree
16. Rewards in the organization are strictly linked to employee performance.
• Fully Agree
• Agree
• Fully disagree
17. The existing reward and incentive plans do not motivate them for better
performance.
• Fully Agree
• Agree
56

• Fully disagree
18. The organization appraises the performance of its employees at regular intervals.
• Fully Agree
• Agree
• Fully disagree
19. Performance appraisal in the organization aims at improving employee

performance and strengthening their job skills.
• Fully Agree
• Agree
• Fully disagree
20. They feel their performance appraisal has been fair and objective.
• Fully Agree
• Agree
• Fully disagree
21. Their performance goals are set at realistic levels.
• Fully Agree
• Agree
• Fully disagree
57
22.Performance appraisal at the organization undertakes to identify the developmental

needs of its employees to help them attain their career goals.
• Fully Agree
• Agree
• Fully disagree
23. The organization recognizes the career growth needs of its employees.
• Fully Agree
• Agree
• Fully disagree
24. Adequate growth opportunities are available in the organization for those who
perform well.
• Fully Agree
• Agree
• Fully disagree
25. The organization provides programs to assist balancing demands of employees with
working spouse.
• Fully Agree
• Agree
• Fully disagree
58

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A TRAINING REPORT

“TRAINING, DEVELOPMENT AND EMPLOYEE PERFORMANCE”

THE LEADING SOLUTION

Submitted in partial fulfillment of degree in the requirement of

Bachelor of Business Administration

J.C BOSE UNIVERSITY OF SCIENCE & TECHNOLOGY, YMCA

SUBMITTED TO: SUBMITTED BY:

Controller of Examination Name - AKASH

JC BOSE University, YMCA Faridabad Roll No- 20/BBAFSB02

B.S. ANANGPURIA INSTITUTE OF TECHNOLOGY & MANAGEMENT,

CHAPTERS PARTICULARS PAGE NO.

2. Introduction of the topic 3-19

3. Research Methodology 20-23

4. Data Analysis & Interpretation 24-50

5. Findings of the study 51

My Training Report Project is aimed at understanding the Human resource strategies ,

I am extremely grateful to ABHISHEK SINHA, (HR Head), THE LEADING

INDUSTRY Educational Management

HEADQUARTERS New Delhi, IN

TYPE Educational Institute

Mechanical Engineering Courses,

Soft Skill Trainings,

Academic Infrastructure Development,

INTRODUCTION OF THE TOPIC

Training Development is the framework that focuses on the organizations competencies

Objective of the study

Training & development

Concept of Training & Development

appealing approach to a visual learner, is to send a one-page information sheet to staff.

Regular TAD Clinics Concept

Informal League Play TAD Concept

Purpose of Training & Development

viii) Continuous Learning:

Methods of Training & Development

Why Cognitive Method is important

Types of behavioral theories

On the job training

The four techniques for on the job development are

Off the job training:

Training need Assessment

A Training need assessment contains three compulsory endorsed components—

Units of Competency consist of—

ix)Required skills and knowledge

Assessment guidelines are a set of requirements used to check that a person’s

Employee Performance appraisal:

A employee performance appraisal, employee appraisal, performance review, or (career)

Why Employee Performance:

Generally, the needs of a performance appraisal are to:

• Give employees feedback on performance

A common approach to assessing performance is to use a numerical or scalar rating

The formal or traditional approach, to employee training often includes a member of

Objectives of the Study

➢ To know about the Uptoskills.

➢ To know about its Promotional activities.

➢ It’s Market Position.

➢ Uptoskills level of customer satisfaction.

➢ Its history and the company profile.

➢ Cost saving initiatives.

The research conducted by me is a descriptive research. This is descriptive in nature

➢ Understanding the strategies of UptoSkills .

➢ Study the company profile &amp; related aspects.

➢ To collect the information from self constructed questionnaire.

➢ Obtaining the opinion and suggestions of owners at different levels.

➢ Study the company profile & related aspects.