EFFECTIVENESS OF TRAINING AND DEVELOPMENT PROGRAMME

ON EMPLOYEE PERFORMANCE
A Study On “PROTTYASHI” A Society And voluntary Organization, Patiya,
Chattagram

Prepared by:

S M Shazzad Hossain

ID No: R183035

Program: MBA

Semester: Spring 2020

Internship Duration: 30.05.20-31.08.20

Date of Submission: 25/09/2020

Supervised by:

Mr.Md. Zahid Hossain Bhuiyan

Associate Professor

Department Of Business Administration

International Islamic University Chittagong

Department of Business Administration

International Islamic University Chittagong

 LETTER OF SUBMISSION

25th September 2020

To

The Convener

Department of Business Administration

International Islamic University Chittagong

Subject: Submission of internship report on “Prottyashi” a society and

voluntary Organization

Dear Sir,

I am pleased to prepare my internship report and submit to you on

”Effectiveness of training and development programme on employee
performance in Prottyashi, a society and voluntary organization, Patiya,
Chattagarm.” Which is a partial requirement of MBA Program.

For my internship report, I do focus on training and development techniques

and issues that increases the employees skills and ability in the work place. In
my report I do try my level best to present the effectiveness of training and
development programme which increase the employee performance in
Prottyashi.

I shall be highly encouraged if you are kind enough to receive this report.

Sincerely yours,

S M Shazzad Hossain

ID No: R183035

Spring 2020

Program : MBA( Major in Human Resource Management)

 ACKNOWLEDGEMENT

I would like to express gratitude to my honorable academic supervisor and

instructor Mr.Md. Zahid Hossain Bhuiyan for his constructive supervision and
instructions. Because of his kind supervision and guidance I am able to
complete my internship report properly. I am also thankful to all the personnel
of Pottyashi for the kind support. It was great opportunity for me to work
practically with the corporate personnel of Prottyash. I express my gratitude
towards Mohammad Joinal Abedin (Programme co-ordinator of Prottyashi
Enrich Programme, Patiya Chattagram). I also give thanks Mr. Imran ul Hoque,
(programme co-ordinator of prottyashi provin Programme), Md Toyon Dey
(Enterprise development officer), Nowsin Mahabub (Health officer), Sultana
Razia, EMISO, prottyashi enrich programme whose gave me all the support
that I needed to prepare my internship report.
 EXECUTIVE SUMMARY

Human resource management also known as people management is one of the

most important in every organization. Human resource management includes
some key tasks like job analysis, recruitment, selection, training,
development,compensation, and performance appraisal. It helps an
organization to fill its key position with appropriate employee and ensure their
highest productivity by proper training, appraising and motivation. After
complete my internship I make a report on Effectiveness of training and
development programme on employee performance on Prottyash enrich
programme, patiya Chattagaram. It is a comparative study on Prottyashi enrich
programme, patiya Chattagram. It is based on my theoretical and practical
knowledge.

First of all, I describe Introduction part of my report. The introduction covers

the background of the study, objective, scopes, limitations of the report, and
methodology. After that I have describe the overview of “Prottyashi” The
profile, vision, mission, and strategies. Corporate information of board of
directors, products and service, organizational structure, findings &
recommendations has been given gradually. This report outlines some key
issues of human resource management In prottyashi Enrich Programme .
Training is needed for getting the actual performance of employee. In my
report I do focus on training and development programme that improve the
skill of the employees and increase the effectiveness of the employee
performance in the work. I also make a report and try to show the
effectiveness of training and development programme and try to show the
before and afterward performance of employees by giving training to the
employee. Finally I add a small recommendation which may be helpful for the
Organization
TABLE OF CONTENT

Chapter Content page

Chapter 1 Introduction
1.1 Introduction 1
1.2 Origin of the report 1
1.3 Objective of the study 2
1.4 Methodology 2-3
1.5 Chapter Layout 3
1.6 Limitation of the study 4
Chapter 2 Company overview
2.1 History 5
2.2 Vision 5
2.3 Mission 5
2.4 Goal 5
2.5 Discharging Social 5
Responsibilities
2.6 Organization Hierarchy 6
2.7 Non financial 9
programme of
Prottyashi
Chapter 3 Theoretical concept
3.1 Introduction 9
3.2 Human Resource 9
management
3.3 HRM model 9
3.4 Training and 10
Development
3.5 Need for training 11
3.6 Important of training 12
3.7 Benefit of training 12
3.8 Types of training 12-13
3.9 Executive Development 14
3.9.1 Process of Executive 14
development
3.9.2 Method of Executive 14-16
Development
4 Systematic approach to 16-20
training
4.1 Training Method 21-22
4.2 Evaluating Effectiveness
of Training
4.3 Conclusion 22-23
Chapter-4 Analysis & Findings 25-30
Chapter 5 Recommendation &
conclusion
5.1 Recommendation 31
5.2 Conclusion 31
5.3 References 32
 Chapter-1

1.1 Introduction

Employee training tries to improve skill, or add to the existing level of

knowledge level so that employee is better equipped to do his present job, or
to prepare him for a higher position with increased responsibilities. However
individual growth is not end in itself. Organization growth needs to be
measured along with individual growth

Training refers to the teaching/learning activities done for the primary purpose
of helping members of an organization to acquire and apply the knowledge
skills, abilities and attitude needed by the organization to acquire and apply
the same. Broadly speaking training is the act of increasing the knowledge and
skill of an employee for doing a particular job.

1.2. Origin of the report

This report is prepared as per as internship requirement of my Masters of

Business Administration (MBA) program of International Islamic University Ctg.
I worked in “Prottyashi” a Society and voluntary organization, Patiya
Chittagong. This report is a brief overview of those daily activities about
training and development activities I have done in the organization.

Page-1
1.3. Objective of the Study

This study has been conducted as partial fulfilment of requirement of the

Masters of Business Administration (MBA)

The objectives of the study are:

 To examine the effectiveness of training in overall development of skills

of workforce.
 To examine the impact of training on the workers.
 To study the change in behavioural pattern due to training.
 To compare the cost effectiveness in implanting training programme.

1.4 Methodology of the study

Sample Design

The population involved in this project is employees of “Prottyashi”

Sample size

In this report the sample size constitute 8 employees in the “prottyashi”

Sample technique

Simple random technique is to be used in this project

Report Design

This report is based on descriptive research design

Sources of Data page-2

Both primary and secondary data shall be used to satisfy the objectives of the
study.

Primary data

The study is based on primary data to be collected from the employee by

personal interview

Secondary Data

The data regarding company profile and other related information about the
employee performance are collected from office record and report. Different
published papers, documents and reports. Published specifications of different
products in websites.

1.4 Chapter layout

1. Introduction

2. Organization Profile

3. Theoretical Framework

4. Data analysis & Interpretation

5. Conclusion

page-3
1.5 Limitation of the study

Every organization has to maintain high level privacy for each and every task. It
is quite difficult to get a clear picture about whole organization within a short
period of time. So, the study is simply able to give an idea not the whole
picture. Due to the organization policy of maintain security, I did not get the
opportunity to collect information regarding all departments. Other Limitations
are given below.

 Due to time limit sample size is limited to only 8 which may affect the
accuracy of the study
 Lack availability of data sources.
 Reluctance in the part of respondents may affect the accuracy of the
study.
 Duration of study is limited so that an extensive and deep study could
not be possible
 There were some restrictions to have access to the information
confidential by concern authority so it was less possible to get into the
part for report writing purpose.

Page-4

Chapter-2
 2.1 History

It is a journey that has been started in 1983 in a view to establish a hunger free
world where everybody will enjoy their own rights. Gradually we are reached
to more marginal people with various activities. Organization is committed to
achieve Sustainable Development Goals (SDGs). Women empowerment, child
rights, livelihood, IGA, Education, Health, WatSan, and Climate change are
those significant issues on what the Organization work for.

2.2 Vision

A world free from all forms of exploitation and discrimination where everyone
has the opportunity to realise their potential

2.3. Mission

 To empower people and communities in situation of poverty, illiteracy,

diseases and social injustice.
 To achieve the large scale, positive changes through economic and social
programmes that enable women and men to realise their potential.

2.4 Goal

The main goal is poverty reduction through micro credit and empowering
women. Prottyashi provides financial assistance to the poor through
systematic process by bringing them under an organization structure. Through
this process, Prottyashi wants to be a sustainable organization

2.5 Discharging Social Resaponsibilities

As a matter of policy consonance on welfare-oriented social responsibilities

PROTTYASHI widens its functional domain beyond microfinance encompassing
areas such as education, health, and agriculture. In fact PROTTYASHI strategy
followed during the formative years is reflective alongside the microfinance
programme for the fulfilment of poverty mission page-5
2.6 Organization Hierarchy

EXACUTIVE DIRECTORS

DEPUTY MANAGING DIRECTER

EXECUTIVE VICE PRESIDENT

SENIOR VICE PRESIDENT

VICE PRESIDENT

FOCAL PERSON

PROGRAMME DIRECTOR

PROGRAMME CO-ORDINATOR

SENIOE OFFICER

OFFICER

ASSISTANT OFFICER

Page-6

2.7 Non financial programme of Prottyashi

 Programme
Hope for the poor
Primary Education Strengthening programme
Health awareness programme
Water and sanitation programme

Hope for the poorest

Primary Education Strengthening Programme

PROTTYASHI introduced Primary Education Strengthening programme under

the financial support from the Palli Karmp Sohaiyok Fopundation(PKSF) which
provides afterschool supplementary tuition for pre-primary grade 1 and 2
students belonging to poor households. The objective of this project have

 To reduce dropout rate in primary schools.

 To ensure quality education for students of poor and illiterate
households
 To reduce poverty through educating children of poor families

To expand the role of education to meet development challenges

Health awareness Programme

Most of the poverty prone people are deprived of the light of education.
Hence, that have little knowledge about good health and its benefits in life. To
develop the socio economic condition of this community a disease free healthy
generation is very much essential. Therefore to address the needs,
PROTTYASHI felt the urge of educating the underprivileged and aware people
about health rights and services through experts page-7

PROTTYASHI introduce a health programme by which the organization ensure

the basic health facilities to the rural people by a providing a health card to a
family, by this health card a family can get a whole year different health
facilities without any cost.

WATER AND SANITATION

PROTTYASHI has initiated Water and sanitation programme to develop

sanitation facilities and improve access to pure drinking water to the people of
lower segment of the society. This programme is looked to support the low
income and poor people in setting up sanitary toilets to their houses and
extend facilities to access pure water to the people living in the areas suffer
from water scarcity due to various causes. The objectives of this programme is
to-

 Innovate befitting toilet technologies and solution for the poor

households and trained up the sanitary entrepreneurs, trade and field
workers to improve their skills.
 To supply pure drinking water to the local poor people by setting up
tube well in the locality

Page-8
 Chapter-3

THEROTICAL CONCEPT

3.1 INTRDUCTION

In this chapter the concepts of Human Resource management. Training and

Development needs and model, Executive development programme are
discussed. The systematic approach to training by identifying needs, setting
objectives, designing policy and conducting training in an effective way with
follow up and evaluation is discussed. In the last section, needs, criteria and
methods of evaluating effectiveness of training and development programmes
are discussed in detail.

3.2 HUMAN RESOURCE MANAGEMENT

Organization is the process of combining work which individuals or group has

to perform with the facilities necessary for its execution, that the duties so
performed provide the best channels for efficient, systematic, positive and
coordinated application of available effort.

HRM is the planning organizing directing and controlling of the procurement,

development, compensation, integration, maintenance of human capital of an
organization to achieve individual, organizational and societal objectives.

3.3 HRM MODEL

The model developed by American Society for training and development

(ASTD) identifies nine human resource areas

1. Training and Development

2. Organization Development

3. Job Design

4. Human resource Planning

5. Selection and Staffing

6. Personnel Research and Information System page-9

7. Compensation/Benefits
8. Employee Assistance

9. Union/Labour Relations

3.4 TRAINING AND DEVELOPMENT

The efficient working of an organization depends upon effiency or capability of

personnel working in an organization. Organization and individuals should
develop and progress simultaneously for their survival and attainment of
mutual goals. Employees need to be trained and developed is a specialised
function and one of fundamental operative functions of Human resource
management.

The purpose of training is to achieve a change in behaviour of those trained

and to enable them to do their job better in order to achieve these objectives.
Any training programme should try to bring change in

 Knowledge- It helps a trainee to know facts, policies, procedures, and

rules pertaining to his job.
 Skills- It helps him to increase his technical and manual efficiency
necessary to do the job and

Attitude- It moulds his behaviour towards his co-workers and supervisors and
create a sense of responsibility in the trainee.

Training is the short term process utilizing a systematic and organized

procedure by which non-managerial persons learn technical knowledge and
skills for a definite purpose

The long term “Training and Development” are used synonymously. But they
have different meaning. While training is the act of increasing the knowledge
and skills of an employee for doing a particular job, the management
Development includes the process by which managers and executives acquire
not only skills and competence in their present job, but also capacities for
future managerial tasks of increasing difficulty and scope

Page-10
Development is a long term process utilizing a systematic and organized
procedure by which managerial persons learn conceptual and theoretical
knowledge for long term use.

3.5 NEED FOR TRAINING

Training is required on account of the following reasons

1. JOB RECQUIREMENTS

The employee selected for a job might lack the qualifications required to
perform the job effectively. New and inexperience employees requires detailed
introduction for effective performance on the job. In some cases the past
experience, attitudes and behavior patterns of experienced person may be in
appropriate for new organization.

2. TECNOLOGICAL CHANGES

The technology is changing fast. Increased use of fast changing techniques

requires training in mew technology. New job utilizing latest technology
require new skills. Both new and old skills require training.

3. ORGANIZATIONAL VIABILITY

In order to survive and grow an organization must continuously adopt itself to

changing environment. With increasing economic liberalization and
globalization in India, Business firms are experiencing international
competition. So the firms must upgrade their capabilities. An organization
must build up second line of command through tanning in order to meet the
future needs for human resources.

4. INTERNAL MOBILITY

Training becomes necessary where an employee moves from one job to

another due to promotion or transfer

Page-11
3.6 IMPORTANCE OF TRAINING

1. Training enables management to face the pressure of changing environment

2. Training usually results in an increase of quantity and quality of output

3. Training needs to job satisfaction and higher morale of employee

4. Trained worker need lesser supervision

5. Trained worker make better economic use of material and equipment

resulting in reduction of wastage and spoilage.

6. Training instructs the workers towards better job adjustment and reduces
the rate of labor turnover and absenteeism

3.7 BENEFITS OF TRAINING

1. Training improves self confidence

2. Training leads to higher earning of employees by increasing productivity

3. An employee can develop himself and earn quick promotion

4. Training enables an employee to adapt to changes in the work procedures

and methods.

5. Training developed new knowledge and skills which remains permanently

with him

3.8 TYPES OF TRAINING

1. Orientation Training/Induction Training

Induction training seeks to adjust newly appointed employee to the work

environment. Every new employee needs to be made fully familiar with his job,
his supervisor and subordinates with the rules and regulation of the
organization. The induction training creates self confidence in new employees

Page-12
2. Job training

It refers to the training provide with a view to increase the knowledge and
skills for improving performance of the job. Employee may be taught the
correct methods of handling equipments and machine used in the job. Such
training helps to reduce accidents, waste and in efficiency in performance of
the job.

3. Safety training

Training provides to minimize accidents and damage to machinery is known as

safety training. It involves instruction to perform the work safety

4. Promotional training

It involves training of existing employees to enable them to perform high level

jobs. Employees with potential are selected and they are given training before
their promotion. So that they do not find difficulty to shoulder the higher
responsibilities of the new position to which they are promoted

5. Refresher training

When the existing techniques become obsolete due to development of better

techniques, employees have to be trained in new methods and techniques.
Refreshers training are designed to revive and refresh knowledge and update
the skills of existing employees

6. Remedial training

Remedial training is arranged to overcome the shortcoming in the behaviour

and performance of old employees. Remedial training shall be conducted by
psychological experts.

Page-13
3.9 EXECUTIVE DEVELOPMENT

1. Importance of Executive Development

 There is a shortage of trained manager. The organization has to develop

the employees and maintain and inventory of executive skills of future
demands
 Obsolescence of managerial skills is an important factor. A manager
must continuously update himself to successfully meet new challenges
as they occur

3.9.1 PROCESSOF Executive Development

Analysis of Development needs

Appraisal of the present managerial talent

Planning individual development programme

Establishing training and development programme

Evaluating developing programs

3.9.2 Methods of Executive Development

Methods of development or executive development can be broadly divided

into two categories

1. On the job development or executive development

It means increasing the ability of the executives while performing their duties,
to develop them in real work situation. It includes the following methods

Page-14
a. On the job coaching

Under this method superior only guides his subordinates about various
method and skill required to do the job. Here the superior only guide his
subordinates he gave his assistance whenever required. The main purpose of
this training is not only to learn the necessary skills but to give them
diversified knowledge to grow in future’

b) Understudy: under this method of development the trainee is prepared to

fill the position of his superior. He in the near future will assume to do the
duties of his superior when he leaves the job due to retirement, transfer or
promotion.

c) Job rotation: here the executive is transferred from one job to another or
from one plant to other. The trainee learns the significance of the
management principles by transferring learning from one job to another. This
method helps in injecting new ideas into different departments of the
organization.

d) Committee assignment: under this method committee is constituted and

assigned a subject to give recommendations. The committee makes a study of
the problem and gives suggestions to the departmental head. It helps the
trainees because every member of the committee gets a chance to learn from
others.

2) Off the job development or executive development: here the executives

gets the training off the job means not when they are doing the job. It
involves following methods:

a) Special courses: here the executives attend the special courses which are
organized by the organization. Under this experts from professional
institutions provide them the training.

b) Specific readings: here the human resource development manager provides

copies of specific articles published in the journals to the executives to improve
their knowledge. The executives study such books or articles to enhance their
knowledge. Page-15
c) Special projects: under this method the trainee is given a project related to
the objective of the department. The project helps the trainee in acquiring the
knowledge of the particular topic.

d) Conference training: here the organization conducts a group meeting. In

which the executive learn from the others by comparing his opinion with
others.

e) Sensitivity training: it is also known as T group training or laboratory

training. It is conducted under controlled conditions. T group help in learning
certain things, they help the participants to understand how group actually
work. It helps in increasing the tolerance power of the individual and ability to
understand others. T group generally sits together and discuss for hours where
the members learn about their own behavior and behavior of others.

4 SYTEMETIC APPROCH TO TRAINING

The flow chart given below shows various stages of systematic approach to
training and development.

Flow chart 4.1: Systematic approach to training

Identifying training needs

Setting training objectives

Designing training programme

Conducting training

Follow up evaluation

Page-16
1. Identifying training needs

All training needs must be related to the specific needs of organization an

individual employees. A training programme is launched after the training
needs are assessed and identified clearly. The effectiveness of a training
programme can be judged only with the help of training needs identified in
advance.

The training needs can be identified though types of analysis.

Organizational Analysis

It involved a study of the entire organization in terms of its objectives, its

resources, resource allocation and utilization, growth potential and its
environment.

The organizational analysis includes the analysis of

 Short term and long term objective of the firm.

 Allocation and efficient utilization of human resources to meet the
operational targets.
 Organizational Climate including the management’s attitude towards
employee development.
 Environment Scanning to identify the factors affecting organization
which it can control and the constraints which it can not.

Task role/ Operational Analysis

It is systematic and detailed analysis of jobs to identify job contents, the

knowledge, skills and aptitudes required and the work behavior. Attention is
paid to tasks to be performed, methods used, the way employees have learnt
these techniques and performance standards required is analyzed in this stage.
The purpose of operation analysis is to decide what should be taught.

Manpower Analysis

In this analysis the person to be trained and the changes required in the
knowledge, skills and attitude of an employee is determined. First of all, it is
necessary to decide whether performance of employee is below standard and
training needed. Secondly it is decided whether employee is page-17
scapable of being trained. Thirdly, specific areas in which employee requires
training. Lastly, whether training will improve employee’s performance or not
is determined.

Training can be relevant and viable if the three types of analysis given above
are carried out on continuously.

2. Setting training objectives and policy

The overall aim of a training programme is to fill in the gap between the
existing and the desired pool of knowledge, skills and attitudes. Objectives of
training express the gap between the present and the desired performance
levels.

The main objectives of training may be defined as follows

i. To impart to new entrants the basic knowledge and skills for efficient
performance definite task.
ii. To assist employee function more efficiently by exposing them to latest
concept, information and techniques and developing the skills they
require in the particular job.
iii. To build up a second line of competent officers and prefer them to
occupy more responsible position.
iv. To broaden the narrow minds of senior managers through interchange
of experience within and outside so as to correct the narrow outlook
caused due to over specialization.

While setting training objectives, following criteria may be used.

a) Nature and size of the group trained

b) Roles and tasks to be coined out by target group

c) Relevance, applicability and compatibility of training to work situation

d) Identification of the behavior where changes required

e) Defining the exciting and desired behavior in terms of ratio, frequency,

quality of interaction, repetitiveness, innovations and supervision, etc.

Page-18
f) Operational results to be achieved through training e.g. Productivity, cost,
down time, creativity, turnover, etc.

g) Indicators to be used in determining changes from exciting to the desired

level in terms of ratio and frequency.

In order to achieve the training objectives, an appropriate training policy is

necessary. A training policy represents the commitment of top management to
employee training. It consists of rules and procedures concerning training.

A sound training policy defines the following issues.

The results expected to be achieved through training

i. The responsibility of the training function

ii. The priorities for training
iii. The type of training required
iv. The time and place of training
v. The payments paid to the employees during the training period
vi. The outside agencies to be associated with the training
vii. Relationship of training of the companies labour policy

3. Designing a training Programme

Ones the objectives and policies of training are decided, appropriate training
programme can be designed and conducted. Decisions on the following items
are required for this purpose.

1. Responsibility of training

The responsibility of the training programme has to be shared among

a) The top management

b) The personnel

c) The line supervisors

d) The employees who should provide feedback and suggestions

Page-19
2. Selecting and motivating target group

The type of training method to be used will depend upon the type of persons
to be trained. So it is necessary to decide in advance who are to be trained
workers, superiors or executives. The employees will be interested in training if
they believe that it will benefit them personally. A climate conducive for
learning has to be created through physical and psychological environment.

3. Preparing Trainers

The success of a training programme depends to a great extend upon the

instructors or the resource persons. The trainer must know both the job to be
taught and how to teach it. He should have an aptitude for teaching and
should employ right training techniques.

4. Developing training package

This step involves deciding the content of training, designing support materials
for training and choosing appropriate training methods. It may involve the
specific instructions and procedures for doing a job. In addition to the
contents, methods and time period it also includes budget. Supporting
materials may include detailed syllabus, study notes, case studies, pamphlets,
charts, manuals, brochures and movie slides.

4. Conducting the training

This is the action phase of training. Here the trainer tells, demonstrates and
illustrates in order to put over the knowledge and operations. However, before
it a learner should be put to ease. It is necessary to explain why he is being
thought to develop his interest in training. Instructions should be clear and
complete. Key points shall be stressed upon and one point should be trained at
a time. Trainees should be encouraged to ask questions.

Page-20
5. Follow up and Evaluation

In the evaluation step, the effectiveness of training programme is assessed.

The feedback generated through follow up will help to reveal weaknesses or
errors if any; Necessary corrective action can be taken. If necessary training
can be repeated until trainees learns whatever has been taught to him. It also
helps in designing future training programme.

4.1 TRAINING METHODS

The training methods employed for training of operatives may be described
under.

1. On-the-job training (OJT)

In this method trainees are placed on regular job and taught the skills
necessary to perform it. The trainee learns under the supervision of superior or
instructor. It is also called learning by doing.

2. Vestibule training

In this method a training center called vestibule is set up and actual job
condition are stimulated. Expert trainers are employed to provide training with
machines that are identical to those used in work place.

3. Apprentice training

In this method the theoretical instruction and practical learning are provided
to trainees in training institutes. The aim is to develop all-round craftsmen.
Generally a stipend is paid during training.

Page-21
4. Class room training

Under this method training is provided to company class room. Lectures, case
studies group discussions and audio visual aids are used to explain knowledge
and skills to employees. Class room training is useful for teaching concepts and
problem solving. It is also useful for orientation training and safety training.

5. Internship training

In is a joint programme of training in which educational institutions and

business firms cooperate. Selected candidates carry on regular studies for
prescribed period. They also work in some factory or office to acquire practical
knowledge and skills. This method helps to provide good balance between
theory and practice.

4.2 EVALUATING EFFECTIVENESS OF TRAINING

Need for Evaluation

It is necessary to evaluate the extent to which training programmes have

achieved the goals for which they were designed. Such evaluation will provide
useful information about effectiveness of training as well as about design of
future training programmes. The evaluation of training provides useful data on
basis of their relevance of training and integration with other functions of
human resource management can be judged.

Concept of Training Effectiveness

Training effectiveness is the degree to which trainees are able to learn and
apply the knowledge and skills acquired in the training programme. It depends
on the attitudes, interests, values and expectations of trainees and training
environment. A training programme is likely to be more effective when
trainees want to learn, are involved in their jobs, have career strategies.
Contents of the training programme, and ability and motivation of trainers also
determine training effectiveness.

Page-22
Evalution Criteria

According to Hamblin effectiveness of the training can be measured in terms of

following criteria:

i. Reactions: A training programme can be evaluated in terms of the

trainees’ reactions to the objectives, contents and methods of training.
In case the considered the programme worthwhile and liked it, the
training can be considered effective.
ii. Learning: The extent to which the trainees have learnt the desired
knowledge and skills during the training period is useful basis for
evaluating training effectiveness.
iii. Behaviour: Improvement in the job behaviour of the trainees reflects the
manner an extent to which learning has been applied to the job.
iv. Results: The ultimate result in terms of productivity, quality
improvement, cost reduction, accident reduction, reduction in labour
turn over and absenteeism are best criteria for evaluating training.

Methods of Evaluation

Several methods can be employed to collect data on the outcomes of training

1. The opinion and judgment of trainers, superiors and peers

2. Evaluation forms filled up by trainees

3. Questionnaires filled up by trainees

4. Giving written tests to trainees

5. Arranging structured interviews with trainees

6. Comparing performance of trainees on the job before and after training

7. Studying profiles and career development charts of trainees

8. Measuring the levels of productivity, wastage, Costs, absenteeism and

employee turnover after training

9. Trainees comments and reactions during training period

10. Cost benefits analysis of the training programme. Page-23

Feed back

After evaluation process the situation should be analyzed to identify the

possible causes for different between expected outcomes and actual
outcomes. Necessary precaution should be taken in designing and
implementing future training programmes so to avoid causes.

4.3 CONCLUSION
In this chapter the concepts of Human Resource Management, training and
Development needs and methods, Executive Development programmes were
discussed. The systematic approach to training by identifying needs, setting
objectives, designing policy and conducting training in an effective way with
follow up and evaluation was discussed.

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 Chapter-4

Employee Performance Evolution

Prottyashi Introduce a “Health Card” to provide basic Health facilities to rural

people. This project aims to provide different types of health related facilities
by using this card for 1 year for the whole family, such as- free eye operation,
calcium, Iron, free health camp and also other sanitation related facilities.
Prottyashi tries to reach more people to provide this types of facilities for
ensuring the basic health related facilities to the rural poor people and for that
reason they provide on the job training programme to the field officer about
selling more health card to the target people. The result after providing
training to the field officer are shown below

Total Health card sell by the field officer after given Training about Health
card sell to the rural people for provide health facilities.

From (Jan-Jun) 2019

S. Name Jan Feb Mar Apr May Jun

No
1 Rumpa Dhar 8 15 20 21 45 55
2 Bina chowdhury 10 10 15 20 30 40
3 Soma 10 10 15 20 40 51
chowdhury
4 Arjuman ara 12 15 20 42 60 80
5 Rupna nath 14 15 13 20 30 40
6 Jorna Debi 12 15 21 25 50 75
7 Silpi chowdhury 13 14 16 20 40 45
8 Lipika 10 11 13 20 30 47
chowdhury

Page-25
 Health card sell by Rumpa Dhar(ward no-1)

Health card sell

60

50

40
Series 1
30

20

10

0
Jan Feb March April May Jun

Figure-1

Health card sell by Bina Chowdhury (ward no-2)

Health card sell

45

40

35

30

25 Health card sell

20

15

10

0
Jan Feb Mar Apr May Jun

Figure-2 page-26
 Health card sell by Soma Chowdhury(ward no-3)

Health card
45

40

35

30

25 Health card

20

15

10

0
Jan Feb Mar Apr May Jun

Figure-3

Health card sell by Arjuman ara (ward no-4)

Health card
90

80

70

60

50 Health card

40

30

20

10

0
Jan Feb Mar Apr May Jun

Figure-4 page-27
 Health card sell by Rupna Nath (ward no-5)

Health card sell

45

40

35

30

25 Series 1

20

15

10

0
Jan Feb Mar Apr May Jun

Figure-5

Health card sell by Jarna Debi (ward no-6)

Health card sell

80

70

60

50
Series 1
40

30

20

10

0
Jan Feb Mar Apr May Jun

Figure-6 page-28
 Health card sell by Silpi Chowdhury(ward no-7)

Health card sell

50
45
40
35
30
Series 1
25
20
15
10
5
0
Jan Feb Mar Apr May June

Figure-7

Health card sell by Lipika Chowdhury(ward no-8)

Health card sell

50
45
40
35
30
Series 1
25
20
15
10
5
0
Jan Feb Mar Apr May Jun

Figure-8

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 Overall performance of the organization

Total card sell

500
450
400
350
300
Total card sell
250
200
150
100
50
0
Jan Feb Mar Apr May Jun

Figure-9

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 Chapter- 5

Recommendations & Conclusion:

5.1 Recommendations:

There are some suggestions for increasing and retention of the employee
performance.

 Continuous training programme should be arranged

 Based on the individual performance employee should be rewarded.
 Performance bonus for each success. It is highly encouraging for the
achievement of the employees.
 Upgrade and Technological training programme should be introduced
 All employees should be treated equally.

Conclusion

5.2 Conclusion:

Training is important for survival of any organization. It is also imperative for

effective performance of employees, enhancement of employees’ ability to
adapt to the changing environment and technology for better performance,
increase employee knowledge, to develop creative and problem solving skills.

However, the results of the findings indicated that training and development
affects employee’s performance and organization effectiveness, which implies
that efforts must be made to ensure that employees skills and knowledge are
fully underutilized through adequate and timely training design and
implementation

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5.3 References:

 www.prottyashi.org
 www.academia.edu
 Mathis, L., Jackson, H., (2006). Human Resource Management 12th ed.
Managing

 Milkovich, George T, Copyright 2008, Tata McGraw Hill Education
 Gupta C.B “Human Resource Management”
 www.wikipedia.org

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