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1 INTRODUCTION TRAINING AND DEVELOPMENT Training is the formal and systematic modification of behaviors through learning which occurs as a result of education, instruction, development and planned experience. (Armstrong, 2001: 543) Development is any learning activity, which is directed towards future, needs rather than present needs, and which is concerned more with career growth than immediate performance. 1.2 Nature of Training and Development: In simple terms, training and development refer to the imparting of specific skills, abilities and knowledge to an employee. A formal definition of training and development is - it is any attempt to improve current or future employee performance by increasing an employees ability to perform through learning, usually by changing the employees attitude or increasing his her skills and knowledge. 1.3 Importance of Training and Development: Training and development programmes, as was pointed out earlier, help remove performance deficiencies in employees. This is particularly true when (i) The deficiency is caused by a lack of ability rather than a lack of motivation to perform, (ii) The individuals involved have the aptitude and motivation need to learn to do the job better, and (iii) Supervisors and peers are supportive of the desired behaviors. The purpose of training: The aim of training is to help the organisation achieve its purpose by adding value to its key resource the people it employs. 1.4 The purpose of training is to: (i) To increase productivity and quality (ii) To promote versatility and adaptability to new methods (iii) To reduce the number of accidents (iv) To reduce labors turnover (v) To increase job satisfaction displaying itself in lower labor turn-over and less absenteeism (vi) To increase efficiency 1.5 Advantages of training: 1.Leads to improved profitability and/or more positive attitudes toward profits orientation. 2. Improves the job knowledge and skills at all levels of the organization. 3. Improves the morale of the workforce. 4. Helps people identify with organizational goals. 5. Helps create a better corporate image. 6. Fasters authentically, openness and trust. 7. Improves the relationship between boss and subordinate. 8. Aids in organizational development. 9. Learns from the trainee. 10. Helps prepare guidelines for work. 11. Aids in understanding and carrying out organizational policies. 12. Provides information for future needs in all areas of the organization. 13. Organization gets more effective decision-making and problem solving. 14. Aids in development for promotion from within.15. Aids in developing leadership skill, motivation, loyalty, better attitudes, and other aspects that successful workers and mangers usually display. 16. Aids in increasing productivity and/or quality of work.17. Helps keep costs down in many areas, e.g. production, personnel. Administration, etc. 18. Develops a sense of responsibility to the organization for being competent and knowledgeable. 19. Improves labormanagement relations. 20. Reduces outside consulting costs by utilizing competent internal consulting. Disadvantages of training: 21. Can be a financial drain on resources; expensive development and testing, expensive to operate? 22. Often takes

people away from their job for varying periods of time; 23. Equips staff to leave for a better job. 24. Bad habits passed on 25. Narrow experience. 1.6 OBJECTIVES Primary objectives: To study on the effectiveness of training and development at Whirlpool company of India Ltd, Pondicherry. Secondary objectives: To study about the employees perception on training programs. To study on the training needs and satisfaction of the employees and to find the best method of training. 1.7 LIMITATIONS Sample size is small. Sample may be biased. Non-response error. Huge Space between what people say and what they actually do. More structured questionnaire would have limited there options. 1.8 NEED FOR TRAINING Analyzing training needs: For training to be effective, it is important to not only discern the training needs of the individual/group but also how their needs fit the overall objectives of the organization. Many organizations invest considerable resources in training and development but never really examine how training and development can most effectively promote organizational objectives, or how developmental activities should be altered in the light of business plans. (Beardwell et al, 2001: 329) When does the need for training arise? (i)The installation of new equipment or techniques (ii) A change in working methods or products produced (iii) A realization that performance is inadequate (iv) Labor shortage, necessitating the upgrading of some employees (v) A desire to reduce the amount of scrap and to improve quality (vi) An increase in the number of accidents (vii) Promotion or transfer of individual employees. (viii) Ensures availability of necessary skills and there could be a pool of talent from which to promote from. 2.2. REVIEW OF LITERATURE (Michael S. Lane, Gerald L. Blakely, 1990) Management development programmes are increasingly being studied and evaluated, regarding their efficiency and effectiveness. Presents the results of a survey of 155 directors and vicepresidents of personnel and human resource management departments regarding the current status of their management development programmes. The results indicate that management development programmes do not seem to differentiate between levels of management. (Oladele Akin,1991) Evaluation is increasingly being regarded as a powerful tool to enhance the effectiveness of training. Three major approaches to training evaluation: quality ascription, quality assessment and quality control are highlighted. In order to enhance the effectiveness of training, evaluation should be integrated with organisational life. (Phillip C. Wright,1992),Reports on a study of current and past training literature which suggests that, to be effective and to isolate both training needs and those problems having other, non-trainable solutions, training must be preceded by a needs analysis. Proposes a needs assessment model to illustrate an optimum needs assessment process, and compares this model with the Ontario Government's. (Farhad Analoui 1995) Traditionally, the effectiveness of the senior officials within the public sector has been disproportionately associated with task instead of people-related skills. A study of 74 senior managers within Indian Railways, over three 19.years, has revealed that managers, in order to become effective, not only

require task and people skills but also self-development knowledge and skills. Moreover, the above broad categories of managerial skills form a hierarchy which suggests that the more senior positions which managers occupy, the greater the need for people and self-development. Explores the implications of the above for senior management training and development in public sector briefly. (Joe Perdue, Jack D. Ninemeier, Robert H. Woods, 2002) Describes a study undertaken to assess how private club managers perceive the relative effectiveness of alternative training methods to attain specific types of training objectives. Data were obtained from 123 club managers who were members of the Club Managers Association of America. Participants rated the effectiveness of 16 alternate training methods for potential use in six different types of training situations. Training methods studied included case study, video-tape, lecture, one-to-one, role play, games, computer simulations, paper and pencil, audiotapes, self-assessment, movies/films, multi-media, audio, computer and video conferencing and sensitivity training. Training objectives studied were knowledge acquisition, changing attitudes, problem solving, interpersonal skill development, participant acceptance and knowledge retention. Analysis of data indicated that one-to-one training is the preferred method to attain all objectives except interpersonal skill development. (Diarmuid De Faoite, Colette Henry, 2002) Discusses the importance of proving the effectiveness of training. Effectiveness is the primary motive for training. Describes ways to evaluate trainings effectiveness, behaviour changes on the job being the most important. Defines an approach whereby individuals can see how they have changed and quantify the amount of change. (Diarmuid De Faoite, Colette Henry, Kate Johnston, Peter van der Sijde,2003)A growing body of academic research has examined the effectiveness of entrepreneurship training and support initiatives, with recent studies focusing on the provision of training and other skills development opportunities. An important theme that has emerged from this work is the failure of many programmes and initiatives to take on board the particular needs of the entrepreneurs in developing training and support systems. (Kate Johnston, Peter van der Sijde, 2003) Successfully measuring effectiveness in management training and development can be a difficult task. Design of a valid measurement programmed should include evaluation in key areas; including emotional reaction and knowledge gain measured after training interventions. Behavioural change and organisational impact measurements should be used on a longer time horizon to evaluate the progress and currency of the management development programme. Finally, research shows that maintaining a balance of the above measurements is the final key to success in measuring the effectiveness of management training and development. (Gary D. Geroy, 2004) A common approach towards enhancing managerial effectiveness is to focus attention on improving the knowledge and skill of the manager, (Ogundeji,2004 )The gap between evaluation theory and practice is a serious problem for training in industry and business. A recent literature review of the

summative evaluation on training noted: (Clinton O. Longenecker, Laurence S. Fink,2005) effective management training and consequences of ineffective training programs. Design/methodology/approach Seasoned managers (278) working in rapidly changing organizations were surveyed on issues related to management training. Findings Content analyses revealed a number of specific benefits associated with management training. Conversely, managers identified a series of problems caused by ineffective management training Purpose A previous study found that the quality of education in Cambodia is poor compared to other developing countries. However, the working performance of commercial banks in Cambodia is high. It was speculated that effective training was the main factor underlying this contradiction. Therefore, the main purpose of this article is to explore the elements of training conducted by commercial banks in Cambodia and to examine their relationship with training effectiveness. Design/methodology/approach The research focuses on six factors: training needs assessment; training program; flexibility of training; self-efficacy; social support; and transfer of knowledge. The data came in the form of questionnaires and desk research. RESEARCH METHODOLOGY Research methodology is a purely and simply the framework or a plans for the study that guides the collection and analysis of data. Research is the scientific way to solve the problems and its increasingly used to improve market potential. This involves exploring the possible methods, one by one, and arriving at the best solution, considering the resources at the disposal of research. RESEARCH STEPS: Study about organization Setting of objectives Instrumentdesign (questionnaire) Main study Tabulated and cross tabulation Analysis and interpretation Findings Conclusion Suggestion and recommendation 3.2. RESEARCH DESIGN A research design is the specification of methods and procedure for acquiring the information needed. It is the over all operation pattern or framework of the project that stipulates what information is to be collected from which source by what procedure. it is also refers to the blue print of the research process. Key issue Options Research design Descriptive Data Primary data Research Survey method Research instrument Questionnaire, Experts Interview Research design consists of: A clear statement of the research problem. Procedure & techniques to be used for gathering information. The population to be studied. Method to be used in processing & analyzing the data There are four types in research design: Exploratory of formative study Diagnostic study Experimental study Descriptive study

3.3. DESCRIPTIVE STUDY A study, which wants to portray the characteristic of a group of individual or situation is known as descriptive study. Universe of study The first step in developing any sample design is to clearly define the set of objects technically called the universe to be studied. In this case the universe include all employees of Whirlpool Company of India Pondicherry. Data collection The required data for the project has collected from primary data Primary data It is a fresh data, which was collected from the employees and having discussions and interaction with employees. Sampling process Sampling unit: All employees of Whirlpool Company of India Pondicherry. Duration: December-February 2008 Types of sampling Types of sampling used in this survey were simple random sampling. In this method, the sampling units chosen randomly from the total employees at all the levels in the organization. Sample size determination Sample size restricted as the set of the sample is one organization. This sample Size was determined as 60 as it is selected randomly in the organization. 3.4. RESEARCH INSTRUMENT Questionnaire refers to a device for securing answer to a formally arranged list of Questions by using a term, which the respondents fill in himself. Questionnaire design Open-ended Close ended Dichotomous questions Multiple questions A. Open ended questions: In this question, the respondents answer in his own words. This type of questions is used rarely because it difficult to weight the result. B. Closed ended questions: This questions in which respondents is gives a limited number of alternatives from which he is select the one that most closely matches his opinion or attitude. C. Dichotomous questions: A dichotomous question refers to one. Which offers the respondents a choice between only two alternatives and reduces the issues to its simplest form 25.D. Multiple questions: A multiple choice question refers to one. Which provides several set alternatives for its answer. These types of questions are asked are asks on demographic section by the Researcher. 3.5. STATISTICAL TOOLS: The collected data were classified and tabulated and analyzed with some of the statistical tools listed. Percentage analysis and line graph was used to explain the tabulation clearly ANOVA were used to test level of significant. Chi square test helps to find out whether two or more attribute are associated Or not. Percentage method Percentage refers to a special kind of ratio. Percentages are used in making comparison between two (or) more series of data. Percentage are used to describe relationship. Percentage can also be used to compare the relative terms, the distribution of two or more series of data. Since the percentage reduce everything to a common base and there by allow meaning comparisons to be made. The data collected through questionnaire response method was analyzed in the Following manner: Raw data was coded and tabulated The tabulated data was converted into percentage, to show the percentage of opinion among respondents. Percentage analysis thus involves

the simple interpretation/analysis of the various items taken up in the questionnaire on a percentage basis from the data collected. Interpretations of the gaps also include mean scores obtained by the organization. On every aspect/items as calculated. Chi-square test The X test is one of the simplest and most used non-Para- metric tests in statistical work, it makes no assumption about the population being sampled. The Quantity X describes the magnitude of discrepancy between theories and observation where, X2 = (O-E) /E O = Observed frequency E = Expected (or) Theoretical frequency X= Chisquare value d.o.f =degree of freedom (n-1) Analysis of variance (ANOVA): It is a statistical technique specially designed to test whether the means of more than two quantitative populations are equal. It consists of classifying and cross- classifying statistical results and testing whether the means of a specified classification differs significantly. The analysis of variance is studied by this project are follows one-way classification In one way classification the data are classified according to only one criterion i.e., different levels of a single factor is controlled in the experiment. FINDINGS AND SUGGESTIONS FINDINGS OF THE STUDY: 36% of the employees refer to have classroom training. 24% of the employees are refer on-the- job Training. 12% of the employees would like to have job rotation. 8% for role-play and lectures respectively 7% for Audio visual media and 5% for others. 62% of the employees have attended employer paid training course away from the work place recently. 76% of the employees had the performance reviews and discussion on the training needs and/or Career development with their higher officials. 72% of the employees have been satisfied by earlier training programme. From chi-square method there is no significant difference between Levels of employees and Satisfaction of training programs. All training methods adopted are not equally effective. SUGGESTIONS: Training should be conducted according to the employees needs. Trainer, training place, training method, trainee are the major things that should be considered while conducting the training program More improvement in latest knowledge should be added in the training program.

 The in-house-training programs can be improved by inviting faculties From various business schools and mostly from various private agencies for conducting Training programs for the employee According to employees perception training program was well designed and functioned in Systematic way was some what extent, it should Be changed, to great Extent. According to employees perception the facultys performance, was some what good, it should be changed, to great extent. The employees feedback must be getting in a proper way. CONCLUSION: The study conducted at whirlpool company of India ltd, pondicherry. Deals with analyzing the training needs of employees of the organization. The present study conclude that majority of the employees are interested in attending training program and most of them agree that they could transfer the learning by implementing new knowledge, skill, ability, and technology that they got from the training program. In general, the company provides a very well designed and widely shared trained policy to its employees. However, there could be improvement in the case of conducting feedback reviews so as to analyze the status of the employees after training. A. QUESTIONNAIRE: Training & Development Questionnaire 3. What are all the method of training adopted in your Organization? Classroom Audio Visual Media On the Job Role Play Job rotation Lectures If any Other please specify 5. Would you or your department be willing to pay a fee to hire outside training groups? Yes No 6. Have you been to conferences or workshops that you would recommend to others? Yes No 7. Identify the three most important strengths the Company brings to its employees?

a) b) c) 8. What are the three most important Training needs you would identify? a) b) c) 9. If you have had performance reviews, do you recall whether you discussed training needs and/or Career development with your supervisor? Yes No 10. What should an orientation program for new employees include? 11. What do you see as your Unit/Division's most important training needs? 12. What other three key training needs should the Company work towards improving over the next 2-3 years? a) b) c) 13. What can HR Training and Development do to address your training need(s)? 14. Is your earlier training satisfies your requirements? 15. Have you attended any employer paid training course away from your workplace recently? Yes No 15. (i). If yes, in which area? What is the title of training? 16. Is there a Fast Tracking system in your organization? Yes No 17. In what way does it helps to achieve your objective and goals. 18. Please indicate your job level. Associate Senior Associate Manager Team Leader Executive If any other, please specify 19. Please indicate how long you have been working in the current company Less than a year 1-2years 3-4years 5-10years More than 10