Professional Documents
Culture Documents
SUBMITTED BY
ROLL NO:204302
Department of Commerce,
(A CENTRAL UNIVERSITY)
1
CERTIFICATE
Department of Commerce
BBAU, Lucknow
2
DECLARATION
3
ACKNOWLEDGEMENT
I owe a never ending gratitude to the god for his grace and blessings in the completion of
this thesis.
I bow my head with great reverence in the pious feet and take my hand towards
my inner soul to Babasaheb Bhimrao Ambedkar Ji, a great scholar on whose name
this university is established, and I am extremely thankful to our Vice-Chancellor
Prof. Sanjay Singh for providing me a suitable platform to carry out my research
work.
I think it to be an opportunity and the privilege of my life to express my profound
and sincere gratitude to my supervisor and mentor Prof. Amit Kumar Singh,
Department of Commerce, School of Management and Commerce, Babasaheb
Bhimrao Ambedkar University, Lucknow. It is for his benevolent guidance,
constant support, valuable suggestions, ever ready assistance, invaluable criticism,
keen interest and everlasting affection during the entire course of study that I have
got success in the preparation and submission of this thesis on time.
I am deeply indebted and grateful to all Faculty members, Department of
Commerce, School of Management and Commerce, Babasaheb Bhimrao
Ambedkar University, Lucknow for their inspirations and benevolent
cooperation and encouragement.
I am thankful to all my Research Scholars, seniors and my friends who are the real
moral boosters of my accomplishment.
Last, but not the least, I express my sincere gratitude to my parents for their
blessings which nourished me to see this moment.
Vishal Singh
B.Com (Hons.)
204402
6th Semester
4
Table No Tables Page No.
5.1 Age of respondents 20
5.2 Educational qualification of respondents 21
5.3 Gender 22
5.4 Marital status 23
5.5 Awareness of training programme 24
5.6 Attended training programme 25
5.7 Nature of training programme 26
5.8 Undertake training programme in future 27
5.9 Quality of training programme 28
5.10 Technical skills 29
5.11 Leadership skills 30
5.12 Soft skills 31
5.13 Better performance 32
5.14 Customer service skills 33
5.15 Chances of promotion 34
5.16 Relevance of topics in training programme 35
5.17 Topics covered in training programme 36
5.18 Topics covered within right time 37
5.19 Topics covered easy to understand 38
5.20 Satisfactory level 39
5.21 Suggestions on improvement 40
5.22 Analysis of opinions regarding quality of 41
topics covered and satisfactory level
5.23 Analysis of opinions regarding awareness of 43
training programme and undertake training
programme in future
LIST OF CHARTS
5
Chart No Charts Page No.
5.1 Age of respondents 20
5.2 Educational qualification of respondents 21
5.3 Gender 22
5.4 Marital status 23
5.5 Awareness of training programme 24
5.6 Attended training programme 25
5.7 Nature of training programme 26
5.8 Undertake training programme in future 27
5.9 Quality of training programme 28
5.10 Technical skills 29
5.11 Leadership skills 30
5.12 Soft skills 31
5.13 Better performance 32
5.14 Customer service skills 33
5.15 Chances of promotion 34
5.16 Relevance of topics in training programme 35
5.17 Topics covered in training programme 36
5.18 Topics covered within right time 37
5.19 Topics covered easy to understand 38
5.20 Satisfactory level 39
5.21 Suggestions on improvement 40
CHAPTER-I
6
1.1 INTRODUCTION
While HCL Enterprise has a 30-year history, HCL Technologies is a relatively young company
formed, eight years ago, in 1998. During this period, HCL has built unique strengths in IT
applications (custom applications for industry solutions and package implementation), IT
infrastructure management and business process outsourcing, while maintaining and extending its
leadership in product engineering. HCL has also built domain depth through a micro-
verticalization strategy in industries such as financial services, hi-tech and manufacturing, retail,
media and entertainment, life sciences, and telecom. HCL has created the ability to distribute
value across the customer's IT landscape through its well-distributed services portfolio,
significant domain strengths, and locally relevant geographic distribution. HCL has the widest
service portfolio among Indian IT service providers, with each of its services having attained
critical mass, and HCL dominates several emerging areas.
Our five mature lines of business are R&D and Engineering, Custom Applications, Enterprise
Applications, IT Infrastructure Management, and BPO Services. In addition, HCL has recently
launched its Enterprise Transformation Service Offerings comprising of Business, Technology,
Application and Data Transformation – the four broad needs of any enterprise. Our ability to
synergistically integrate these service lines across the entire IT landscape creates new zones for
value creation. Additionally, HCL has created unique service leadership in each of these areas
through best-of-breed unique propositions. HCL’s leadership in these service areas has been
recognized by several leading independent analysts. HCL started questioning the linearity of
scale-driven business models adopted by service providers (largely in the IT application
business). The questioning led us to the belief that the market was rapidly approaching a point of
inflection, that is a point where the volume and value proportionality would change, opening up
new opportunities for service providers who aspire to focus on value. With this realization, HCL
embarked on a transformational journey that will focus on value centricity in customer
relationships and on leveraging new market opportunities, while creating a unique employee
experience.
7
Today, HCL is entering a new phase of evolution – transforming it from a volume-driven service
provider to value-centric enterprise that turns technology into competitive advantage for all its
customers across the globe.
1.1.2 HISTORY:
Shiv Nadar is the founder of HCL. He founded HCL in 1976 in a Delhi "barsaati". In 1978, HCL
developed the first indigenous micro-computer at the same time as Apple and 3 years before
IBM's PC. In 1980, HCL introduced bit sliced, 16-bit processor based micro-computer. In 1983,
HCL Indigenously developed an RDBMS, a Networking OS and a Client Server architecture, at
the same time as global IT peers. In 1986, HCL became the largest IT company in India. In 1988,
HCL introduced fine grained multi-processor Unix-3 years ahead of "Sun" and "HP". In 1991,
HCL entered into a joint venture Hewlett Packard and HCL-Hewlett Packard Ltd. was formed.
The joint developed multi-processor Unix for HP and heralded HCL's entry into contract R&D.
In 1997, HCL Infosystems was formed. In the same year HCL ventured into software services. In
1999, HCL Technologies Ltd issued an IPO and became a public listed company. In 2001, HCL
BPO was incorporated and HCL Infosystems became the largest hardware company. In 2002,
software businesses of HCL Infosystems and HCL Technologies were merged. In 2005, HCL set
up first Power PC architecture design centre outside of IBM. In the same year HCL Infosystems
launched sub Rs.10,000 PC. In 2006, HCL Infosystems became the first company in India to
launch the New Generation of High Performance Server Platforms Powered by Intel Dual - Core
Xeon 5000 Processor. Today, HCL has a turnover of over US$4billion.
8
1.1.3 HCL SNAPSHOT:
YEA HIGHLIGHTS
R
- Launch of the first microcomputer-based commercial computer with a ROM -based Basic interpreter
1977 - Unavailability of programming skills with customers results in HCL developing bespoke applications for their customers
1978 - Initiation of application development in diverse segments such as textiles, sugar, paper, cement , transport
- Formation of Far East Computers Ltd., a pioneer in the Singapore IT market, for SI (System Integration) solutions
1980
9
- Software Export Division formed at Chennai to support the bespoke application development needs of Singapore
1981
- HCL launches an aggressive advertisement campaign with the theme ' even a typist can operate' to make the usage of computers
popular in the SME (Small & Medium Enterprises) segment. This proposition involved menu-based applications for the first time, to
increase ease of operations. The response to the advertisement was phenomenal.
1983
- HCL develops special program generators to speed up the development of applications
- Bank trade unions allow computerisation in banks . However , a computer can only run one application such as Savings Bank,
Current account , Loans etc.
- HCL sets up core team to develop the required software - ALPM ( Advanced Ledger Posting Machines ) . The team uses reusable code
to reduce development efforts and produce more reliable code . ALPM becomes the largest selling software product in Indian banks
1985
- HCL designs and launches Unix- based computers and IBM PC clones
- Purchase specifications demand the availability of RDBMS products on the supplied solution (Unify, Oracle). HCL arranges for such
1986
products to be ported to its platform.
- HP assists HCL to introduce new services: Systems Integration, IT consulting, packaged support services ( basicline, teamline )
1991 - HCL establishes a Response Centre for HP products, which is connected to the HP Response Centre in Singapore.
- HCL acquires and executes the first offshore project from IBM Thailand
1994
- HCL sets up core group to define software development methodologies
- Sets up the STP ( Software Technology Park ) at Chennai to execute software projects for international customers
1996
- Becomes national integration partner for SAP
1998 - Chennai and Coimbatore development facilities get ISO 9001 certification
10
- Bags Award for Top PC Vendor In India
- Becomes the 1st IT Company to be recommended for latest version of ISO 9001 : 2000
-HCL Infosystems & Sun Microsystems enters into a Enterprise Distribution Agreement
2002
- Realigns businesses, increasing focus on domestic IT, Communications & Imaging products, solutions & related services
- HCL Infosystems' Info Structure Services Division received ISO 9001:2000 certification
- 1st to announce PC price cut in India, post duty reduction, offers Ezeebee at Rs. 17990
- IDC India-DQ Customer Satisfaction Audit rates HCL as No.1 Brand in Desktop PCs
- Enters into partnership with Port Wise to support & distribute security & VPN solutions in India
- Partners with Union Bank to make PCs more affordable, introduces lowest ever EMI for PC in India
- Registers a market share of 13.7% to become No.1 Desktop PC company for year 2004
- 'Best Employer 2005' with five star ratings by IDC India -Dataquest.
-Top 50 fastest growing Technology Companies in India' & 'Top 500 fastest Growing Technology Companies in Asia Pacific' by
'Deloitte & Touche'. by 'Deloitte & Touche'
-'7th IETE -Corporate Award 2005' for performance excellence in the field of Computers & Telecommunication Systems by IETE.
11
-'Best Bhoomi Brand 2005' by 360 magazine
-in the PC category
-in the LCD Monitor category.
-India 's 'No.1 vendor' for sales of A3 size Toshiba Multi Functional Devices for the year '04 -'05 by IDC.
-Toshiba'Super Award 2005 towards business excellence in distribution of Toshiba Multifunctional products,
-'Most valued Business Partner' Award for projectors by Infocus Corporation in 2005
- HCL Infosystems in partnership with Toshiba expands its retail presence in India by unveiling 'shopToshiba'
- HCL the leader in Desktops PCs unveils India's first segment specific range of notebooks brand - 'HCL Leaptops'
- IDBI selects HCL as SI partner for 100 branches ICT infrastructure rollout
2006
- HCL Infosystems showcases Computer Solutions for the Rural Markets in India
(till June)
- HCL Support wins the DQ Channels-2006 GOLD Award for Best After Sales Service on a nationwide customer satisfaction
survey conducted by IDC
- HCL Infosystems First in India to Launch the New Generation of High Performance Server Platforms Powered by Intel Dual
- Core Xeon 5000 Processor
- HCL Forms a Strategic Partnership with APPLE to provide Sales & Service Support for iPods in India
12
1.1.5 VISION STATEMENT:
"Together we create the enterprises of tomorrow"
The HCL Enterprise comprises two companies listed in India, HCL Technologies and HCL
Infosystems. HCL Technologies is the IT and BPO services arm focused on global markets,
while HCL Infosystems is the IT, Communication, Office Automation Products & System
Integration arm focused on the Indian market. Together, these entities have uniquely positioned
HCL as an enterprise with service offerings spanning the IT Services and Product spectrum.
13
The range of offerings span Product Engineering and Technology Development, Application
Services, BPO Services, Infrastructure Services, IT Hardware, Systems Integration, and
Distribution of Technology and Telecom products in India.
The Research and Development department at HCL Peripherals equipped with the latest
Design tools for product designing. A full fledged EMI lab has been set up with a complete set of
EMI/EMC test equipments, KeyTek surge/EFT generators and Schaffner ESD Gun for Pre
compliance testing.
14
This department is represented by a group of highly motivated engineers, who have not
only customised products to suit Indian conditions but have also been responsible for new
products development.
HCL Peripherals is fully equipped with the state-of-the art manufacturing CNC Machines
such as MURATA turret punch presses, KOMATSU NC press brake, MURATEC CNC press
brake and CAD/ CAM systems supported by AUTODESK. These facilities enable the
manufacture of precision products as per customer's requirement. The latest production facilities
include SEHO wave soldering machine, MINOITA colour analyser, YORCO baking chamber
and a host of other renowned equipments. This ensures that only the best quality products come
out of HCL Peripherals. The latest production facilities include SEHO wave soldering machine,
MINOITA colour analyser, YORCO baking chamber and a host of other renowned equipments.
This ensures that only the best quality products come out of HCL Peripherals.
❖ COLOUR MONITOR
❖ FLAT LCD MONITORS
❖ KEYBOARD
❖ VINBEE
❖ LIFE SCAN CABLE
❖ THERMAL UNITS
15
1.2 INTRODUCTION TO THE STUDY
The study was conducted at HCL PERIPHERALS for Human Resource Department. The sample
survey based on structured questionnaire was conducted among the junior executives, operators
and apprentice trainees who have undergone the training programme.
16
CHAPTER-II
REVIEW OF LITERATURE
The main objective of training is to bridge the gap between the existing performance
ability and desired performance.
The training objectives are designed in accordance with the company goals and
objectives. The general objectives of any training programme are,
▪ To inculcate the basic knowledge and skill to the new entrants and to enable them to
perform their jobs well.
▪ To enable the employee to meet the changing requirements of the job and the
organization.
▪ To demonstrate the employees the new techniques and ways of performing the job or
operations.
➢ Computer skills: Computer skills are becoming a necessity for conducting administrative
and office tasks.
17
➢ Customer service: Increased competition in today's global marketplace makes it critical
that employees understand and meet the needs of customers.
➢ Diversity: Diversity training usually includes explanation about how people have
different perspectives and views, and includes techniques to value diversity
➢ Ethics: Today's society has increasing expectations about corporate social responsibility.
Also, today's diverse workforce brings a wide variety of values and morals to the
workplace.
➢ Human relations: The increased stresses of today's workplace can include
misunderstandings and conflict. Training can people to get along in the workplace.
➢ Quality initiatives: Initiatives such as Total Quality Management, Quality Circles,
benchmarking, etc., require basic training about quality concepts, guidelines and
standards for quality, etc.
➢ Safety: Safety training is critical where working with heavy equipment , hazardous
chemicals, repetitive activities, etc., but can also be useful with practical advice for
avoiding assaults, etc.
a) On-the-job methods
b) Off-the-job methods
a) On-the-job methods:
In this training an employee will be placed in a new job and is told how it is to be
performed. It aims at developing skills and habits consistent with the existing practices of an
organization and by orienting him to his immediate problems.
18
2. Vestibule Training or Training-Centre Training
This is otherwise known as classroom training, which is imparted with the help of
equipment and machines identical to those in use at the place of work.
3. Simulation
It is more or less like vestibule training. The trainee works in closely ‘duplicated’ real
job conditions. This is essential in cases in which actual on-the-job practice is expensive,
might result in serious injury, a costly error or the destruction of valuable material or
resources, e.g., in aeronautical industry.
4. Demonstration
Under this method, there will be a description and demonstration of how to do a job.
He performs the activity himself, going through a step-by-step explanation of the ‘why’,
‘how’ and ‘what’ of what he is doing.
5. Apprenticeship
The JIT Method is a four step instructional process involving preparation, presentation,
performance try out and follow up.
8. Job Rotation
It means the movement of trainee from one job to another. This helps him to understand
how the job functions.
19
Off-the-Job Methods:
Under this method, training will be given in company classroom, an outside place owned
by the organization, an education institution, or association, which is not the part of the company.
The following are the methods.
1. Lectures
These are classroom lectures given by an instructor on specific topics, formally. This
method is useful when philosophy, concepts, attitudes, theories and problem solving have to be
discussed.
2. Conferences
Normally a conference will be held in accordance with an organized plan. Different topics
with their problems relating to training of personnel are discussed.
A group will constitute a team for discussion. The group learns through discussion of a
subject on a selected subject.
4. Case Discussion
Testing of a real problem will be undertaken under this method. In other words, a real
business problem or situation demanding solution is presented to the group and members are
trained to identify the problems present, they must suggest various methods for tackling them,
analyze each one of these, find out their comparative suitability, and decide for themselves the
best solution.
5. Role Playing
This method is also called ‘role reversal’, ’socio drama’ or ‘psycho drama’. Here trainees
act out a given role as they would in a given play. Two or more trainees are assigned roles in a
given situation, which is explained to the group.
6. Programmed Instruction
Under this method, there will be two essential elements, (a) a step-by-step series of bits of
knowledge, each building upon what has gone before, and (b) a mechanism for presenting the
20
series and checking on the trainees’ knowledge. Questions are asked in proper sequence and
indication given promptly whether the answers are correct.
“Training of any kind should have as its objective the redirection or improvement of
behavior so that the performance of the trainee becomes more useful and productive for himself
and for the organization of which he is part/ training normally concentrates on the improvements
of either operative skills, interpersonal skills, decision making skills, or a combination of these”.
“As a brief review of terms, training involves an expert working with learners to transfer to them
certain areas of knowledge or skills to improve in their current jobs.”
“A company is only as good as its people, and MACTEC’s goal is to have the best. We focus
on recruiting and retaining exceptional people, but we don’t stop there: we are committed to
the ongoing training and development of our staff. Ongoing development benefits not only
our employees, but also our clients because it keeps us at the leading edge of changing
technologies and regulatory issues”
21
CHAPTER-III
OBJECTIVES
3.1 P
R
I
M
A
R
Y
O
B
J
E
C
T
I
V
E
:
22
CHAPTER – IV
RESEARCH METHODOLOGY
Research methodology is a science of collecting, identifying and presenting facts in such a way
that it leads to unearthing some truths (or) angles of reality.
Research in common parlance refers to search for knowledge. In fact, research is an art of
scientific investigation.Research methodology is the science of collecting, identifying and
presenting facts in such a way that it leads to unearthing some truths or angles of reality.
4.1 Geographical area:
The study has been conducted at HCL PERIPHERALS, Industrial
estate, Thattan Chavady. Pondicherry
4.2 Period of coverage:
The study has been undertaken for a period of 1 month. In the month of August.
4.3 Type of research:
In this study, descriptive research is used. Descriptive research is carried out for the
purpose of collecting descriptive information like employee’s opinion, benefits, personal
details, awareness, etc.
4.4 Sampling procedure:
Simple Random Sampling (probability sampling)
23
B) SECONDARY DATA:
In this study Secondary data, are those which have already been collected by someone
else and which have already been passed through the statistical process.
Secondary Data was collected from the publications, internets, journals, books and
company records.
24
4.12 PERCENTAGE METHOD:
In this project Percentage method test was used. The formula is as follows
Percentage of Respondent = No. of Respondent X 100
Total no. of Respondents
4.13 CHI-SQUARE ANALYSIS:
Karl Pearson developed a test for testing the significance of discrepancy between experimental
values and the theoretical values obtained under some theory or some hypothesis. This test is
known as Chi square test or Test of goodness of fit. Chi-square test has been used in this study to
find the association between quality of training programme and satisfactory level of employees.
The formula for computing chi-square () is as follows
= ( − )
4.14 CORRELATION:
correlation analysis deals with the association between two or more variables. Correlation does
not necessary imply causation or functional relationship though the existence of causation always
implies correlation, by itself it establishes only co-variation. Correlation is the technique of
determining the degree of correlation between two variables in case of ordinal data where ranks
are given to the different values of the variables.
r = 1- 6 di2/ n(n2-1)
25
CHAPTER – V
TABLE 5.1
AGE OF RESPONDENTS
INFERENCE
The above table shows that 28% of the respondents are at the age group from 18-25years, 32%
respondents are from 25-30years of age, 28% of the respondents are from 30-35 years of age and
12% of the respondents are above 35 years of age.
CHART 5.1
26
AGE OF RESPONDENTS
20
15
10
0
18-25 25-30 30-35 >35
AGE OF RESPONDENTS
27
TABLE 5.2
INFERENCE
The above table shows that 28% of the respondents completed secondary. 26% of the
respondents completed Diploma. 36% of the respondents completed UG and remaining 10% of
the of the respondents completed PG.
CHART-5.2
20
15
10
5
R
E
PO
D
N
T
.F
S
0
secondary diploma ug pg
EDUCATIONAL QUALIFICATION
28
TABLE 5.3
GENDER
INFERENCE
The above table shows that 62% of the respondents are male and 38% of the respondents are
female.
CHART 5.3
GENDER
30
20
10
R
E
PO
D
N
T
.F
S
0
male female
GENDER
29
30
TABLE 5.4 MARITAL
STATUS
married
25 50.0
unmarried
25 50.0
Total
50 100.0
INFERENCE
The above table shows that 50% of the respondents are married and 50% of the respondents are
unmarried.
CHART 5.4
MARIT AL STATUS
25
20
15
10
5
R
E
PO
D
N
T
.F
S
0
married unmarried
MARITAL STATUS
31
TABLE 5.5
yes 48 96.0
no 2 4.0
Total 50 100.0
INFERENCE
The above table shows that 96% of the employess are aware of the training programme and 4%
of the employees are not aware.
CHART 5.5
AWARENESS OF TRAINING
PROGRAMME
50
40
30
20
10
O
D
R
N
E
T
P
F
S
0
yes no
AWARENESS OF TRAINING
PROGRAMME
32
TABLE 5.6
yes 48 96.0
no 2 4.0
Total
50 100.0
INFERENCE
The above table shows that 96% of the employees have attended training programme and 4% of
the employees have not attended.
CHART 5.6
INING PROG
ATTENDED TRA RAMME
50
40
30
20
10
O
D
R
N
E
T
P
F
S
0
yes no
ATTENDED TRAINING
PROGRAMME
33
TABLE 5.7
INFERENCE
The above table shows that 72% of the employees find the training programme mostly related to
their work.26% of employees find it in general and 2% find it not related to work.
CHART 5.7
NATURE OF TRAINING PROGRAMME
40
30
20
10
O
D
R
N
E
T
P
F
S
0
mostly related to general not related to
work work
NATURE OF TRAINING
PROGRAMME
34
TABLE 5.8
yes 43 86.0
no 7 14.0
Total 50 100.0
INFERENCE
The above table shows that 86% of the employees are willing to undertake training programme in
future and 14% of the employees are not willing to undertake.
CHART 5.8
CHART 5.8
UNDERTAKE TRAINING PROGRAMMES
IN FUTURE
O
D
R
N
E
P
F
S
UNDERTAKE TRAINING
PROGRAMMES IN FUTURE
TABLE 5.9
35
TABLE 5.9
excellent 20 40.0
good
30 60.0
Total
50 100.0
INFERENCE
The above table shows that 40% of the respondents find the quality of the training programme to
be excellent and 60% of the respondents find it good.
CHART 5.9
30
25
20
15
10
5
O
R
N
D
E
P
F
S
0
excellent good
QUALITY OF TRAINING
PROGRAMME
TABLE 5.10
36
TECHNICAL SKILLS
INFERENCE
The above table shows that 78% of the employees agree that training programme helps them to
pick up new technical skills.16% of the employees neither agree nor disagree and 6% of the
employees disagree.
CHART 5.10
TECHNICAL SKILLS
40
30
20
10
O
R
N
D
T
E
P
F
S
0
agree neither agree disagree
nor disagree
TECHNICAL SKILLS
TABLE 5.11
37
LEADERSHIP SKILLS
agree 35 70.0
neither agree nor
12 24.0
disagree
disagree 3 6.0
Total 50 100.0
INFERENCE
The above table shows that 70% of the respondents agree that attending training programme
helps them to pick up leadership skills, 24% of the respondents neither agree nor disagree and 6%
of the respondents disagree.
CHART 5.11
LEADERSHIP SKILLS
40
30
20
10
O
R
N
D
T
E
P
F
S
0
agree neither agree disagree
nor disagree
LEADERSHIP SKILLS
38
TABLE 5.12
SOFT SKILLS
agree 39 78.0
neither agree nor
8 16.0
disagree
disagree 3 6.0
Total 50 100.0
INFERENCE
The above table shows that 78% of the respondents agree that attending training programme
helps them to pick up soft skills, 16% of the respondents neither agree nor disagree and 6% of the
respondents disagree.
CHART 5.12
SOFT SKILLS
40
30
20
10
O
R
N
D
T
E
P
F
S
0
agree neither agree disagree
nor disagree
SOFT SKILLS
39
TABLE 5.13 BETTER
PERFORMANCE
agree
36 72.0
neither agree nor disagree
11 22.0
disagree
3 6.0
Total
50 100.0
INFERENCE
The above table shows that 72% of the employees feel that attending training programme leads
them to perform better at work.22% of the employees neither agree nor disagree and 6% of the
employees disagree.
CHART 5.13
BETTER PERFORMANCE
40
30
20
10
O
R
N
D
T
E
P
F
S
0
agree neither agree disagree
nor disagree
BETTER PERFORMANCE
40
TABLE 5.14 CUSTOMER
SERVICE SKILLS
agree 28 56.0
neither agree nor
17 34.0
disagree
disagree 5 10.0
Total 50 100.0
INFERENCE
The above table shows that 56% of the respondents agree that attending training programme
helps them to pick up customer service skills, 34% of the respondents neither agree nor disagree
and 10% of the respondents disagree.
CHART 5.14
30
25
20
15
10
5
O
R
N
D
T
E
P
F
S
0
agree neither agree disagree
nor disagree
CUSTOMER SERVICE SKILLS
41
TABLE 5.15 CHANCES OF
PROMOTION
agree
31 62.0
neither agree nor
12 24.0
disagree
disagree
7 14.0
Total
50 100.0
INFERENCE
The above table shows that 62% of employees agree that attending training programme leads
them to the chances of promotion.24% of the employees neither agree nor disagree and 14% of
the employees disagree with it.
CHART 5.15
CHANCES OF PROMOTION
30
20
10
O
R
N
D
T
E
P
F
S
0
agree neither agree disagree
nor disagree
CHANCES OF PROMOTION
42
TABLE 5.16
yes
44 88.0
no
6 12.0
Total
50 100.0
INFERENCE
The above table shows that 88% of the employees find the topics relevant to the training
programme and 12% of the employees don’t find it relevant.
CHART 5.16
TABLE 5.17
TOPICS COVERED
RELEVANCE OFINTOPICS
TRAINING
IN
TRAINING
43
TABLE 5.17
agree
34 68.0
neither agree nor
13 26.0
disagree
disagree
3 6.0
Total
50 100.0
INFERENCE
The above table shows 68% of the respondents agree that relevant topics related to programme
objectives were covered in the training programme,26% of the respondents neither agree nor
disagree and 3% of the employees disagree.
CHART 5.17
40
30
20
10
O
R
N
D
T
E
P
F
S
0
agree neither agree disagree
nor disagree
TOPICS COVERED IN TRAINING
TABLE 5.18
44
TOPICS COVERED WITHIN RIGHT TIME
yes
44 88.0
no
6 12.0
Total
50 100.0
INFERENCE
The above table shows that 88% of the respondents accept that the topics taken for the training
programme are covered within the right time and 12% of the respondents don’t accept with it.
CHART 5.18
50
40
30
20
10
O
D
R
N
E
T
P
F
S
0
yes no
TOPICS COVERED WITHIN RIGHT
TIME
45
TABLE 5.19
yes
44 88.0
no
6 12.0
Total
50 100.0
INFERENCE
The above table shows that 88% accept that the topics covered in training programme are easy to
understand and 12% of the respondents don’t accept with it.
CHART 5.19
40
30
20
10
O
R
N
D
T
E
P
F
S
0
yes no
TOPICS COVERED EASY TO
UNDERSTAND
46
TABLE 5.20 SATISFACTORY
LEVEL
INFERENCE
The above table shows that 40% of the employees are very satisfied with training
programme.42% of the employees are satisfied and 18% of the employees are neither satisfied
nor dissatisfied.
CHART 5.20
SATISFACTORY LEVEL
25
20
15
10
5
O
R
N
D
T
E
P
F
S
0
very satisfied satisfied neither satisfied
nor unsatisfied
SATISFACTORY LEVEL
TABLE 5.21
47
SUGGESTIONS ON IMPROVEMENTS
The above table shows the suggestions on improvement where 56% of the employees feel no
improvement is needed.6% of the employees suggest on making the content more relevan.26% of
the employees suggest to shorten the period of training programme and 12% of the employees
suggest to lengthen the period of training programme
CHART 5.21
SUGGESTIONS ON IMPROVEMENTS
no
improveme
nts needed
make the
content
more
relevant
shorten the
training
programme
lengthen
the training
programme
48
QUALITY OF TOPICS COVERED AND SATISFACTORY LEVEL OF
EMPLOYEES
[USING CHI SQUARE]
TABLE 5.22
SATISFACTORY LEVEL
neither
satisfied
very nor
OPINION satisfied satisfied unsatisfied Total
QUALITY excellent 8 8 2 18
OF TOPICS good
12 13 7 32
COVERED
Total 20 21 9 50
SATISFACTORY LEVEL
neither
satisfied
very nor
OPINION satisfied satisfied unsatisfied Total
QUALITY excellent 7.2 7.6 3.2 18.0
OF TOPICS good
12.8 13.4 5.8 32.0
COVERED
Total 20.0 21.0 9.0 50.0
NULL HYPOTHESIS:
Ho: There is no association between quality of topics covered and satisfactory level of the
employees.
ALTERNATE HYPOTHESIS:
H: There is association between quality of topics covered and satisfactory level of the
employees.
TABLE 5.22.1
49
COMPUTATION OF CHI-SQUARE TEST
S.NO (O) (E) (O-E) (O-E)2 (O-E)2/E
TOTAL 0.870
Calculated value=0.870
Degrees of freedom=(R-1)(C-1)= (3-1)(4-1)
=6
Level of Significance= 5%
Tabulated value=0.920
Calculated value=0.870
The calculated value is less than tabulated value. Null hypothesis is accepted
INFERENCE
There is no association between quality of topics covered in Training Programme and satisfactory
level of the employees.
50
ANALYSIS OF OPINION OF RESPONDENTS REGARDING AWARNESS OF TRAINING
PROGRAMME AND UNDERTAKE TRAINING PROGRAMME IN FUTURE
[USING RANK CORRELATION] TABLE
5.23
OPINION YES NO
Awareness of training 48 2
programme (x)
Undertake training 43 7
programme in future (y)
TABLE 5.23.1
X Y (xi-yi)2
1 1 0
2 2 0
r = 1- 6 di2
n(n2-1)
=1- 6(0)
2(22-1)
=1- 0/ 2(4-1)
=1- 0/6
=1
INFERENCE
Awareness of training programme and undertake training programme in future are positively
correlated.
CHAPTER-VI
51
6.1 FINDINGS OF STUDY
The data collected were analysed carefully and the following findings were drawn.
➢ From the study it is inferred that all the respondents are educated and 96% of the
employees are aware of the Training Programme and have attended the training
programme conducted at their organization.
➢ 72% of the employees find the Training Programme related to their work.78% of the
employees agree that attending Training Programme has helped them to pick up new
Technical skills and soft skills.
➢ Most of the employees find the quality of the training programme to be excellent. 72% of
the employees feel that attending training programme leads them to perform better at
work. 88% of the employees find the topics relevant to the training programme and they
also find the topics covered during the Training Programme are easy to understand.
➢ 88% of the respondents accept that the topics taken for the training programme are
covered within the right time It is also inferred that the quality of the topics covered
reflects high level of satisfaction among the employees at the organization
➢ According to the study majority of the employees who are aware of the Training
Programme conducted in their organization have shown their willingness to attend the
Training Programme in future.
CHAPTER-VII
52
7.1 SUGGESTIONS AND RECOMMENDATIONS
➢ Training programme should also focus on improving the customer servicing skills of the
employees. In this study, 34% of the people did not feel that their customer servicing
skills have improved after attending the training programme. In today’s service oriented
society, it is important for employees to have a strong customer servicing skills.
7.2 CONCLUSION
53
Training programme’s main objective is to improve the productivity of the company’s
employees which in turn will improve the company’s profitability. Through training
programmes, the employees’ skill levels are upgraded which will make the employees more
productive.
Training programme is also set up to help employees get used with new roles and
responsibilities usually after promotion. When an employee gets promoted from one level to
next level, the skills required to do his/her job changes and training programmes are essential
in equipping the employee with the new skills.
Training programme is also a way for the company to showcase to its employees that it cares
for employees’ self development. This plays a big role in increasing the loyalty that an
employee feels towards its organization
Employees’ feedback on the training programme is essential to understand the effectiveness
of training programme. Most times, employees better understand the kind of training
programme that would help them. It is important to get employees’ opinion before the
creation of new training programmes.
54
CHAPTER-VIII
8.1 LIMITATIONS OF THE STUDY
➢ . Given that HCL peripherals in a national player, it is not easy to understand the true
nature of the training programmes by surveying HCL Peripherals employees based out of
Pondicherry. The local factors such as training facilities in Pondicherry and quality of the
trainers play a big role in the determining employee’s perception of the training
programmes.
➢ The results are only based on 50 HCL Peripherals employees selected in a random
manner. For a division as large as HCL Peripherals, it may not be indicative of the overall
perception of the training programmes.
➢ Given that the study was conducted over a short period of time, it is impossible to surface
all the aspects of training programmes.
55
8.2SCOPE FOR FURTHER STUDY
➢ This study could compare HCL Peripherals’ training programmes with its peers in the
same industry group. Through the comparison, one can establish how well the company
trains its employees when compared to its competition.
➢ This study could be conducted to understand the relationship between the money spent on
training an employee and the money saved on through an increase in employee’s
efficiency. This could throw light on whether training programmes are good for the
company.
➢ This study could be conducted on training programmes at different levels of the employee
hierarchy. It would be interesting to note if the company pay the same level of focus in
developing low-level employees as it does in developing upper-management.
56
ANNEXURE-I
QUESTIONNAIRE
A STUDY ON EFFECTIVENESS OF TRAINING PROGRAMME AT HCL
PERIPHERALS
I. General Questions:
1. name:
2. age:a)18-25 b)25-30 c)30-35
3. gender: a)male b)female
4. educational qualification: a)secondary b)diploma c)UG d)PG
1. Are you aware of the training programme conducted in your organization? a)Yes b)No
2. Have you attended any training programmes so far? a)Yes b)No
3. What do you feel about the nature of training programme you have attended?
a) Mostly related to my work b)General c)Not related to my work
4. Do you wish to undertake training programmes in the future? a)Yes b)No
5. How will you rate the overall quality of the training programmes you have attended?
a) Poor b)Good c)Excellent
1. Do you agree that the training programme helped you to pick up new technical skills?
a) Agree b)Neither Agree Nor Disagree c)Disagree
2. Do you agree that the training programme helped you to develop leadership skills?
a) Agree b)Neither Agree Nor Disagree c)Disagree
3. Do you agree that the training programme helped you to develop soft skills like
communications skills, team work skills etc.? a)Agree b)Neither Agree Nor Disagree
c)Disagree
4. Do you agree that after attending the training programme, you can perform better at your job?
a) Agree b)Neither Agree Nor Disagree c)Disagree
57
5. Do you agree that the training programme helped you to develop customer service skills?
a) Agree b)Neither Agree Nor Disagree c)Disagree
6. Do you agree that attending the training programme has improved your chances of getting
promoted? a)Agree b)Neither Agree Nor Disagree c)Disagree
1. Were the topics covered in the program relevant, interesting and pertinent to your work? a)Yes
b)No
2. Do you agree that all the relevant topics related to the programme objectives were covered in
the training programme?
a) Agree b)Neither Agree Nor Disagree c)Disagree
3. Was the right amount of time spent on each of the topics covered during the training
programme?
a) Yes b)No
4. Were the topics covered easy the understand? a)Yes b)No
5. Overall, how do you rate the quality of the topics covered?
a) Poor b)Good c)Excellent
V. Trainees feedback:
1. How satisfied were you with your organization training programmes?
a) Very Satisfied b)Satisfied c)Neither Satisfied Nor Unsatisfied d)Unsatisfied e)Very
Unsatisfied
2. What type of improvements would you suggest to the training programmes?
a) No Improvements Needed b)Make the content more relevant and interesting
c)Shorten the training programme d)Lengthen the training Programme
58
ANNEXURE-II
BIBLIOGRAPHY
BOOKS:
WEBSITES:
1. www.managementhelp.org
2. http://www.hbg.psu.edu
3. http://www.mactec.com
4. http://www.hrcouncil.com
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