A STUDY ON TRAINING EFFECTIVENESS - PROJECT

THEORETICAL FRAMEWORK

Training is an act of increasing the knowledge and skill of an employee for doing a

particular job. It is concerned with imparting specific job related skill to the employee. The

aim of training is to develop some specific skill in an individual. It is mostly a preparation to

meet individuals’ present needs. It can thus be seen as a reactive process.

Need for training:

To train the employees in the company culture pattern.

To train the employee to increase his quantity and quality of output. This may involve

improvement in work methods or skills.

To train employee for promotion to higher jobs.

To train the bright but dronish employee in the formation of his goals. This may

involve instructions in initiative and drive.

To train employee towards better job adjustment and high morale.

To reduce supervision, wastage and accidents. Development of effective work habits

and methods of work should contribute towards a reduction in the accident rate, less

supervision and wastage of material.

Principles of training:

The most important objective is to create learning environment in organization so that

the member of organization continuously learns and acquires competencies. In order to make

the learning environment effective certain principles need to be followed.

Knowledge of results:

Every employee in a learning situation wants to know what is expected of him and how

well he is doing. He seeks information, appraisal and guidance about his progress and is

made uneasy by the possibility that he may be making some serious error in his behaviour

and not knowing that he is doing so. Knowledge of results affects learning in 2 ways:

It provides the trainees basis for correcting his error

It produces motivational effect on the trainee

Motivation:12

A motivated worker learns better than an unmotivated one. Until the worker has

become convinced of the need of training and of the worthwhile ness of the returns the level

of motivation will be low and learning will be slow.

Reinforcement:

In order for behaviour to be acquired, modified and sustained it must be rewarded.

But reward should be distributed cautiously or discretely. Praising an inefficient and poor

learner may disappoint good trainees.

Principle of reinforcement also states that punishment is less effective than reward.

Punishment tends to fix the undesirable behaviour rather than to eliminate it. It may also

develop in the trainee a dislike for the punishment giver. However mild punishment is quite

effective if administered immediately following the incorrect response. Similarly fairy

immediate reinforcement should be provided for desirable behaviour.

Supporting climate and practice:

Practice makes a man perfect. In order that the trainee may not revert back to the old

behaviour, it is essential that he practice the new learning daily. The internal environments of

many organizations are hostile to this. Too often the trainee is not able to implement in his

work place what he has learned during the training session.

Part vs. Whole learning:

This controversial issue is concerned with whether it is more efficient to practice a

whole task all at once or whether sub tasks or component tasks should be mastered first

before integrating them into the whole task performance. In a comprehensive literature

review Naylor found that the answer to this question seemed to depend on the characteristics

of the tasks which the trainees were attempting to master. Tasks were seen to differ in

complexity (the difficulty of each of the separate task component viewed individually) and

organization (the extent to which such tasks are interrelated). Naylor then suggested the

following training principles:

Given a task of relatively high organization, as task complexity increases whole

learning becomes more efficient than part learning.

Given a task if relatively low organization, as task complexity increases part learning

becoming more efficient than whole.

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Transfer of learning:

Transfer of learning from the training to the job would depend upon the extent to

which there are identical elements in two. Thus if the devices used in training were similar to

those on the job and there would be positive transfer of learning. This means that the trained

employee would be superior in performance on the job to an untrained individual. But if the

physical and psychological fidelities are wanting there would be negative transfer of learning.

This means that the trained would display inferior performance on the job. If incorrect work

methods are learned once, there may be considerable difficulty encountered in rejecting these

methods.

Criteria for setting training objective

Nature and size of the group to be trained

Roles and tasks to be coined out by the target group

Relevance, applicability and compatibility of training to the work situation

Existing and desired behaviour defined in terms of ratio, frequency, quality of

interaction, repetitiveness, innovations, supervision etc.,

Operational results to be achieved through training e.g., productivity cost, down time,

creativity, turnover etc.,

Identification of the behaviour where change is required

Indicators to be used in determining changes from existing to the desired level in

terms of ratio and frequency.

Methods of training

On the job training:

In this method the trainee is placed on a regular job and taught the skills necessary to

perform it. The trainee learns under the guidance and supervision the superior or an

instructor. The trainee learns by observing and handling the job. Therefore it is called

learning by doing.

Several methods are used to provide on the job training e.g. Coaching, job rotation,

commitment assignments etc., A popular form of the on the job training is Job Instruction

Training (JIT) or step by step learning. It is widely used in the US to prepare supervisors. It

14

appropriate for acquisition or improvement of motor skills and routine and repetitive

operations

JIT method provides immediate feedback, permits quick correction of errors and

provides extra practice when required. But it needs skilled trainers and preparation in

advance.

Vestibule training:

In this method a training centre called vestibule is set up and actual job conditions are

duplicated or stimulated in it. Expert trainers are employed to provide training with the help

of equipment and machines which are identical with those is used at the work place.

Apprenticeship training:

In this method, theoretical instruction and practical learning are provided to trainees

in training institutes. In India the Government has established Industrial Training Institute for

this purpose. Under the apprenticeship act 1962 employers in specified industries are required

to train the prescribed number of persons in ‘designated trades’. The aim is to develop all

round craftsmen. Generally a stipend is paid during the training period. Thus it is an “earn

when you learn” scheme.

Class room training:

Under this method training is provided in company class rooms or in educational

institutions. Lectures, case studies, group discussions and audio visual aids are used to

explain knowledge and skills to the trainees. Classroom training is suitable for teaching

concepts and problem solving.

Internship training:

It is a joint of training in which educational institutions and business firms cooperate.

Selected candidates carry on regular studies for the prescribed period. They also work in

some factory or office to acquire practical knowledge and skills. This method helps to

provide a good balance between theory and practice.

Orientation training:

Induction or orientation training seeks to adjust newly appointed employees to the

work environment. Every new employee needs to be made fully familiar with his job, his

15

supervisors and sub ordinates and with the rules and regulations of the organization.

Induction training creates self confidence in the employees. It is also known as pre job

training. It is brief and informative.

Job training:

It refers to the training provided with a view to increase the knowledge and skills of

an employee for improving performance on the job. Employees may be taught the correct

methods of handling equipment and machines used in a job. Such training helps to reduce

accidents, waste and inefficiency in the performance of the job.

Safety training:

Training provided to minimize accidents and damage to machinery is known as safety

training, it involves instruction in the use of safety devices and in safety consciousness.

Promotional training:

It involves training of existing employees to enable them to perform higher level jobs.

Employees with potential are selected and they are given training before their promotion so

that they do not find it difficult to shoulder the higher responsibilities of the new positions to

which they are promoted.

Refresher training:

When existing techniques become obsolete due to the development of better

techniques, employees have to be trained in the use of new methods and techniques. With the

passage of time employees may forgot some of the methods of doing work. Refresher

training is designed to revive and refresh the knowledge and to update the skills of the

existing employees. Short term refresher courses have become popular on account of rapid

changes in technology and work methods. Refresher or re training is conducted to avoid

obsolescence of knowledge and skills.

Remedial training:

Such training is arranged to overcome the short comings in the behaviour and

performance of old employees. Some of the experienced employees might have picked up

16

appropriate methods and styles of working. Such employees are identified and correct work

methods and procedures are taught to them. Remedial training should be conducted by

psychological experts.

Process measure:

Number of training conducted against the number of trainings targeted and also the

training effectiveness.

STEPS IN TRAINING PROGRAMME:

Identify the training needs

Preparing training programmers

Preparing the learners

Implementing training programme

Performances try out

Follow up actions

RESEARCH OBJECTIVES

17

OBJECTIVES:

The objectives of the study are:

Primary:

To analyse the effectiveness of training and to identify its impact on the trainees.

Secondary:

To identify the training needs of employees.

To evaluate the opinion of employees regarding training programmes offered at

Pothys Clothing (p) Limited.

To analyse the contribution of training towards the productivity of employees.

To ascertain the satisfaction of employees towards the training programme.

To suggest measures to improve the effectiveness of training.

6.1 NEED FOR THE STUDY

18

Many companies go beyond training employees for specific job skills by offering

programmes of general educational content. The company’s rationale for such programmes

will benefit the company in intangible ways through a change in employees’ attitudes.

The “need” for training should be documented along with the reasons behind it. Without a

clearly defined need, an organization may not be able to determine its training effectiveness.

The major need for the programme is to evaluate the effectiveness of the training by

studying the existing training process in the company and to determine the factor like:

Improved interpersonal skills of the workers.

To analyse the training outcome given to the workers.

To study the problems faced by the workers during the training period.

To study the respondents satisfaction level before and after training.

Ability of the workers to acquire knowledge.

6.2 SCOPE OF THE STUDY19

Training is defined as “Organized activity aimed at imparting information and/or

instructions to improve the recipient's performance or to help him or her attain a required

level of knowledge or skill”. The term training refers to the acquisition of knowledge, skills,

and competencies as a result of the teaching of vocational or practical skills and knowledge

that relate to specific useful competencies. Training has specific goals of improving one's

capability, capacity, and performance.

Pothys Clothing's fully integrated state of the art manufacturing facility was

commissioned at Sriperumbudur near Chennai. This hi-tech factory in an area spanning six

acres laced with greenery and a lot of open space and is self sufficient in all fronts. This

facility manufactures 4,000 pieces of shirts and trousers daily.

The study covers the effectiveness of training program in Pothys Clothing Private

Limited. The effectives of the training will lead to increase in the productivity and makes

healthy organisation. In order to find out the effectiveness of training, I used 75 workers of

the company as my respondents who had undergone the training programme in the cutting

department.

Research methodology

20

http://www.businessdictionary.com/definition/skill.html

http://www.businessdictionary.com/definition/knowledge.html

http://www.businessdictionary.com/definition/required.html

http://www.businessdictionary.com/definition/performance.html

http://www.businessdictionary.com/definition/recipient.html

http://www.businessdictionary.com/definition/improve.html

http://www.businessdictionary.com/definition/instructions.html

http://www.businessdictionary.com/definition/information.html

A research cannot be conducted abruptly. Researcher has to proceed systematically in

the already planned direction with the help of a number of steps in sequence. To make the

research systemized the researcher has to adopt certain methods.

The methods adopted by the researcher for completing the study are called research

methodology. In other words Research Methodology is simply the plan of action for a

research which explains in detail how data is to be collected, analysed and interpreted.

Data becomes information only when a proper methodology is adopted. Thus we can

say Methodology is a tool which processes the data in to reliable information. The present

chapter attempt to highlight the research adopted in this project.

The components of the research methodology are research design, type of data, data

collection, sampling plan and statistical tools used.

6.3 RESEARCH DESIGN

A research design is purely and simply the frame work of the plan for a study that given

the collection and analysis of data. The function of the research design into ensures that the

required data are collected accurately and economically.

Descriptive research design was adopted for this study because the study is concerned

with describing the characteristics, productivity and satisfaction of training provided by the

company to the workers.

6.4 DATA COLLECTION

The sources of primary and secondary data are used for the collection of information for the

study.

Primary Data

The primary data is collected from the employees of the company with the help of

structured questionnaire and direct personal interview. The questionnaire consisted of 22

questions. It was distributed among 75 respondents.

Secondary Data

21

The secondary data about the company profile and other details were collected from

the company web site and through personal discussion with the HR manager.

6.5 SAMPLE SIZE

The sample consists of 75 employees of the company who had undergone the training

programme in the cutting department.

SAMPLE DESIGN

Simple random sampling is used where each sample has an equal chance of getting

selected and all choices are independent of each other. It gives each possible sample

combination an equal probability of being chosen.

6.6 STATISTICAL TOOLS:

The Statistical tools used here is:

a. Percentage Analysis

b. Chi-squared tests

c. Weighted Average Method

a. Percentage Analysis

Percentage refers “for every hundred”. It is used to make easy comparisons of

fractions. In the study, fractions of respondents choosing different answers are converted into

percentages and interpretations are made.

Formula:

No of respondents% of Respondents = * 100 No of Total Respondents

b. Chi-squared tests

It is a non parametric test used most frequently to test the hypothesis. This aims at

determining whether significant difference exists among groups of data or whether

differences are due to sampling. It describes the discrepancy theory and observation. This test

is done to find the dependence of one factor over the other.

22

Formula:

X^2 = £ (O-E) ^ 2 / E

Where ‘E’ is the expected frequency

‘O’ is the observed frequency

Degree of Freedom = (r-1) (c-1)

Properties of Chi- Square:

X^2 cannot be negative in value, it is Zero or Positive

X^2 are not symmetrical, it is skewed to the right

There is a different X^2 distribution for every number of degree of freedom

For degree of freedom exceeding 30, the X^2 distribution is approximated by normal

distribution.

c. Weighted Average method

Weighted average is used when the relative importance of the items is not the same.

Different weights are assigned to different and calculation is made. The weights assigned

may be actual, or arbitrary.

Weighted average = ∑ WiDi

∑ Wi

6.7 LIMITATION OF THE STUDY

23

Even though the respondents were available they were not willing to give their

valuable responses because they were busy with their usual work.

Majority of respondents are hesitant in giving their responses whole heartedly.

The opinion of the respondents may be biased.

DATA ANALYSIS AND INTERPRETATION

24

TABLE NO - 1: AGE GROUP OF EMPLOYEES

S.NO AGE NO. OF RESPONDENTS

PERCENTAGE OF RESPONDENTS

1 18 – 25 36 48

2 25 – 32 24 32

3 32 – 39 10 13

4 39 – 46 5 7

4 Above 46 - -

TOTAL 75 100

INTERPRETATION

48% are fall under the age group of 18 to 25 years, 32% are fall under the age group

of 25 to 32 years, 13% are fall under the age group of 32 to 39 years and 7% are fall under

the age group of 39 to 46 years.

CHART NO – 1

25

AGE GROUP OF EMPLOYEES

TABLE NO - 2: GENDER OF EMPLOYEES

26

S.NO GENDER NO. OF RESPONDENTS


1 Male 11 15

2 Female 64 85

TOTAL 75 100

INTERPRETATION

Majority of the respondents are female and 15% of the employees are male.

27

CHART NO – 2

GENDER OF EMPLOYEES

TABLE NO – 3: MARITAL STATUS OF THE EMPLOYEES

28

S.NO MARITAL STATUS

NO. OF RESPONDENTS


1 Married 35 47

2 Unmarried 40 53

TOTAL 75 100

INTERPRETATION

53% of the respondents are unmarried and 47% of the respondents are married.

29

CHART NO – 3

MARITAL STATUS OF THE EMPLOYEES

TABLE NO – 4: EDUCATIONAL QUALIFICATION OF THE EMPLOYEES

30

S.NO EDUCATIONAL QUALIFICATION

NO OF RESPONDENTS


1 10 42 56

2 +2 26 35

3 Diploma 7 9

4 Degree - 0

5 Others - 0

TOTAL 75 100

INTERPRETATION

56% of the respondents are 10th standard qualified and 35% have studied 12th

standard.

31

CHART NO – 4

EDUCATIONAL QUALIFICATION OF THE EMPLOYEES

TABLE NO – 5: EXPERIENCE OF EMPLOYEES

32

S.NO EXPERIENCE NO OF RESPONDENTS


1 Less than 1 year 26 35

2 1 – 2 years 22 29

3 2 – 3 years 14 19

4 3 – 4 years 9 12

5 Above 4 years 4 5

TOTAL 75 100

INTERPRETATION

35% of the employees are less than 1 year experienced, 29% are 1 to 2 years

experienced, 19% are 2 to 3 years experienced, 12% are 3 to 4 years experienced and 5% are

above 4 years.

CHART NO – 5

33

EXPERIENCE OF EMPLOYEES

TABLE NO – 6: INCOME OF THE EMPLOYEES

34

S.NO INCOME NO OF RESPONDENTS


1 Below 3000rs 20 27

2 3000rs – 3500rs 37 49

3 3500rs – 4000rs 11 15

4 Above 4000rs 7 9

TOTAL 75 100

INTERPRETATION

49% of the employees earn between Rs.3000 and Rs.3500, followed by respondents

who earn below Rs.3000. 15% of the respondents earn between Rs.3000 and Rs.4000 and

only 9% of the respondents earn above Rs.4000.

35

CHART NO – 6

INCOME OF THE EMPLOYEES

TABLE NO – 7: ATTENDING TRAINING PROGRAM

36

S.NO OPTIONS NO OF RESPONDENTS


1 Yes 75 100

2 No - 0

TOTAL 75 100

INTERPRETATION

All the employees have attended the training program in the organization.

37

CHART NO – 7

ATTENDING TRAINING PROGRAM

TABLE NO – 8: PERSON CONDUCTING TRAINING PROGRAM

38



1 Internal resource person

45 60

2 External resource person

21 28

3 Both 9 12

TOTAL 75 100

INTERPRETATION

60% of the employees say that training is conducted by internal resource person, 28%

says that training is conducted by external resource person and 12% says that training is

conducted by both internal and external persons.

CHART NO – 8

39

PERSON CONDUCTING TRAINING PROGRAM

TABLE NO – 9: OPPORTUNITY TO LEARN FROM TRAINING PROGRAM

40



1 Strongly agree 54 72

2 Agree 13 17

3 Neither agree nor disagree

8 11

4 Disagree - 0

5 Strongly disagree - 0

TOTAL 75 100

INTERPRETATION

72% of the employees strongly agree that training is an excellent opportunity to learn,

17% agree that training is an excellent opportunity to learn and 11% neither agree nor

disagree that training is an excellent opportunity to learn.

CHART NO – 9

OPPORTUNITY TO LEARN FROM TRAINING PROGRAM41

TABLE NO – 10: WHETHER TRAINING CONTENT MATCHES JOB PROFILE



42

1 Yes 75 100

2 No 0 -

TOTAL 75 100

INTERPRETATION

All the respondents feel that training contents match job requirements.

43

CHART NO – 10

WHETHER TRAINING CONTENT MATCHES JOB PROFILE

TABLE NO – 11: FREQUENCY OF ORGANISING TRAINING PROGRAM

44



1 Once in a year 48 64

2 Six months 27 36

3 Three months - 0

4 One month - 0

TOTAL 75 100

INTERPRETATION

64% of the employees say that training program is conducted once in a year and 36%

of the employees say that training program is conducted in six months.

CHART NO – 11

45

FREQUENCY OF ORGANISING TRAINING PROGRAM

TABLE NO – 12: LEVEL OF SATISFACTION TOWARDS DURATION OF

TRAINING PROGRAM

46



1 Highly satisfied 37 49

2 Satisfied 21 28

3 Neither satisfied nor dissatisfied

6 8

4 Dissatisfied 11 15

5 Highly dissatisfied - 0

TOTAL 75 100

INTERPRETATION

49% of the employees are highly satisfied with the duration of the training program,

28% of the employees are satisfied with the duration of the training program, 8% are neither

satisfied nor dissatisfied with the duration of the training program and 15% are dissatisfied

with the duration of the training program.

CHART NO – 12

LEVEL OF SATISFACTION TOWARDS DURATION OF TRAINING PROGRAM47

TABLE NO – 13: RESPONSE TOWARDS BENEFIT OF TRAINING PROGRAM



48

1 Organisation 23 31

2 Employee 35 47

3 Both 17 23

TOTAL 75 100

INTERPRETATION

31% say that training is for the benefit of organization, 47% say that training is for the

benefit of employee and 23% say that training is for the benefit of both.

CHART NO – 13

RESPONSE TOWARDS BENEFIT OF TRAINING PROGRAM

49

TABLE NO – 14: PURPOSE OF GIVING TRAINING

S.NO OPTIONS NO OF PERCENTAGE OF

50

RESPONDENTS RESPONDENTS

1 Employee 28 37

2 Organisation 47 63

TOTAL 75 100

INTERPRETATION

37% feel that training is given according to employees need and 63% feel that training

is given according to organizations need.

CHART NO – 14

PURPOSE OF GIVING TRAINING51

TABLE NO – 15: THE COMPETENCE OF RESOURCE PERSON FOR THE

TRAINING PROGRAM

52



1 Yes 63 84

2 No 12 16

TOTAL 75 100

INTERPRETATION

84% says that competent person handle training sessions and 16% says that competent

person doesn’t handle training sessions.

CHART NO – 15

53

THE COMPETENCE OF RESOURCE PERSON FOR THE TRAINING PROGRAM

TABLE NO – 16: REASON FOR PROVIDING TRAINING


54


1 To develop skills in current job

49 65

2 Future development 26 35

TOTAL 75 100

INTERPRETATION

65% of the employees say that training is provided to develop skills in current job and

35% says that training is provided for future development.

CHART NO – 16

REASON FOR PROVIDING TRAINING

55

TABLE NO -17: GIVEN ENOUGH PRACTICE DURING TRAINING



56

1 Strongly agree 31 41

2 Agree 29 39

3 Neutral 10 13

4 Disagree 5 7

5 Strongly disagree - 0

TOTAL 75 100

INTERPRETATION

41% says that enough practice is given during the training session, 39% says that

enough practice is given during the training session, 13% says that enough practice is given

during the training session and 7% says that enough practice is given during the training

session.

CHART NO – 17

GIVEN ENOUGH PRACTICE DURING TRAINING

57

TABLE NO -18: THE AVAILABILITY OF TRAINING MATERIALS



1 Yes 75 100

58

2 No - 0

TOTAL 75 100

INTERPRETATION

All the respondents say that they are provided with sufficient training materials.

CHART NO -18

THE AVAILABILITY OF TRAINING MATERIALS

59

TABLE NO – 19: IMPROVING THE SKILL DUE TO TRAINING PROGRAM



60

1 Yes 75 100

2 No - 0

TOTAL 75 100

INTERPRETATION

All employees say that training helps them in improving their skill.

CHART NO – 19

IMPROVING THE SKILL DUE TO TRAINING PROGRAM

61

TABLE NO -20: THE LEVEL OF INVOLVEMENT IN TRAINING PROGRAM



1 Very high 38 51

62

2 High 28 37

3 Moderate 9 12

4 Low - 0

5 Very low - 0

TOTAL 75 100

INTERPRETATION

51% had high involvement in training, 37% had high involvement in training and

12% had moderate involvement in training.

CHART NO – 20

THE LEVEL OF INVOLVEMENT IN TRAINING PROGRAM

63

TABLE NO – 21: SATISFACTION LEVEL OF INFRASTRUCTURE FACILITIES



1 Highly satisfied 57 76

64

2 Satisfied 13 17

3 Neither satisfied nor dissatisfied

5 7

4 Dissatisfied - 0

5 Highly dissatisfied - 0

TOTAL 75 100

INTERPRETATION

76% are highly satisfied with the infrastructure of training programme, 17% are

satisfied with the infrastructure of training programme and 7% are neither satisfied nor

dissatisfied with the infrastructure of training programme.

CHART NO – 21

SATISFACTION LEVEL OF INFRASTRUCTURE FACILITIES

65

TABLE NO -22: PRACTICAL SESSION HELD IN TRAINING PROGRAMME



1 Yes 75 100

66

2 No - 0

TOTAL 75 100

INTERPRETATION

100% of employees said that there are real time practices and practical session

held in the training.

CHART NO – 22

PRACTICAL SESSION HELD IN TRAINING PROGRAMME

67

TABLE NO – 23: RELATIONSHIP OF TRAINING AND PRODUCTIVITY



1 Yes 69 92

2 No 6 8

68

TOTAL 75 100

INTERPRETATION

92% says that productivity increases after training sessions and 8% says that

productivity doesn’t increases after training session.

CHART NO – 23

RELATIONSHIP OF TRAINING AND PRODUCTIVITY

69

TABLE NO – 24: PARTICIPATION LEVEL DURING TRAINING SESSIONS



70

1 Yes 67 89

2 No 8 11

TOTAL 75 100

INTERPRETATION

89% says that they are allowed to participate and implement their ideas during

training session and 11% says they are not allowed to participate and implement their ideas

during training session.

CHART NO – 24

71

PARTICIPATION LEVEL DURING TRAINING SESSIONS

TABLE NO -25: LEVEL OF FEEDBACK RECEIVED


72


1 Yes 67 89

2 No 8 11

TOTAL 75 100

INTERPRETATION

89% says that feedback is received after training sessions and 11% says that feedback

is not received after training sessions.

CHART NO – 25

LEVEL OF FEEDBACK RECEIVED

73

TABLE NO – 26: THE OVERALL SATISFACTION OF TRAINING PROGRAMME



1 Excellent 48 64

74

2 Good 14 19

3 Neutral 5 6

4 Average 8 11

5 Bad - 0

TOTAL 75 100

INTERPRETATION

64% says excellent about the overall satisfaction of training programme, 19% says

well about the overall satisfaction of training programme, 7% says neutral about the overall

satisfaction of training programme and 11% says average about the overall satisfaction of

training programme.

CHART NO – 26

THE OVERALL SATISFACTION OF TRAINING PROGRAMME

75

TABLE NO – 27: OPINION ABOUT THE IMPACT OF TRAINING


76


1 Improvement is technical skill

46 62

2 Can able to achieve targets

19 25

3 Deduction of errors in work

10 13

TOTAL 75 100

INTERPRETATION

62% of employees said that training improve the technical skill. And 25% of

employees said that training can able to achieve targets. And the remaining 13% said that

training helps to deduct errors in work.

CHART NO – 27

OPINION ABOUT THE IMPACT OF TRAINING

77

TABLE NO – 28: STEP TO IMPROVE THE TRAINING IN EFFECTIVE MANNER


78


1 Clear defined training policy

28 37

2 Well defined training objective and scope

10 13

3 Effective training

periods

6 8

4 Good Practice and feedback

26 35

5 Self Development 5 7

TOTAL 75 100

INTERPRETATION

37% of the employees say that training is effective by clearly defined the training

policy, 13% of employees are well defined the training objective and scope, 8% are well

effective training periods, 35% are good practice and feed back and 7% of employees are to

improve the self development programs.

CHART NO – 28

STEPS TO IMPROVE THE TRAINING IN EFFECTIVE MANNER

79

CHI SQUARE ANALYSIS

NULL HYPOTHESIS:

HO: There is no significant relationship between the gender and training needs.

80

ALTERNATE HYPOTHESIS:

H1: There is significant relationship between gender and training needs.

TABLE NO – 6.6.1 Employee perceptions on the training needs

Training content Gender

TOTALMale Female

Employee 6 22 43

Organisation 5 42 32

TOTAL 11 64 75

Calculation of chi square

O E (O-E) (O-E)2 (O-E)2/E

6 4.106 1.894 3.587 0.873

22 23.89 -1.89 3.572 0.149

5 6.89 -1.89 3.572 0.518

42 40.10 1.893 3.583 0.089

TOTAL 1.163

Degree of freedom = (r-1) (c-1) = (2-1) (2-1) = 1

Level of significance: 5%

Calculated value = 1.163

81

Tabulated value = 3.84

Conclusion:

Since CV < TV, we accept null hypothesis and hence there is no significant

relationship between the gender and training needs.

CHI SQUARE ANALYSIS

NULL HYPOTHESIS:

HO: There is no significant relationship between gender and providing training program.

82

ALTERNATE HYPOTHESIS:

H1: There is significant relationship between gender and providing training program.

TABLE NO – 6.6.2 Employee perceptions on reason for providing training program

Providing training

program

Gender

TOTALMale Female

To develop skills in

current job

6 43 49

Future development 5 21 26

TOTAL 11 64 75

Calculation of chi square

O E (O-E) (O-E)2 (O-E)2/E

6 7.19 -1.19 1.41 0.196

43 41.81 1.19 1.41 0.034

5 3.81 1.19 1.41 0.370

21 22.19 -1.193 1.41 0.089

TOTAL 0.689

Degree of freedom = (r-1) (c-1) = (2-1) (2-1) = 1

Level of significance: 5%

83

Calculated value = 0.689

Tabulated value = 3.84

Conclusion:

Since CV < TV, we accept null hypothesis and hence there is no significant

relationship between the gender and providing training program.

WEIGHTED AVERAGE

84

TABLE NO – 6.6.3 Overall satisfaction of the training program

Reasons Excellent

(5)

Good

(4)

Neutral

(3)

Average

(2)

Poor

(1)

weighted average

Overall satisfaction

48 14 5 8 0 4.36

Formula:

Weighted average = (X1*W1)+(X2*W2)+……….+(Xn*Wn)

N

= 327/75

= 4.36

~ 4

Conclusion:

Most of the employees say that the overall satisfaction of the training programme is good.

WEIGHTED AVERAGE

85

TABLE NO – 6.6.4 Opportunity to learn from training program

Weightage SA

(5)

A

(4)

N

(3)

SDA

(2)

DA

(1)

weighted average

Opportunity to learn

54 13 8 0 0 4.61

Formula:


N

= 346/75

= 4.61

~ 5

Conclusion:

Most of the employees are strongly agree that training is an opportunity to learn.

WEIGHTED AVERAGE

86

TABLE NO – 6.6.5 Enough practice during training program

Weightage SA

(5)

A

(4)

N

(3)

SDA

(2)

DA

(1)

weighted average

Enough practice during

training

31 29 10 5 0 4.15

Formula:


N

= 311/75

= 4.15

~ 4

Conclusion:

Most of the employees agree that enough practice is given to them during the training

program.

FINDINGS

Among 75 respondents, most of them are in the age group of 18 – 25.

87

Majority of the respondents are female and most of them are unmarried.

None of the respondents are diploma holders or graduates.

Most of the employees working in this organization have experience of less than 1

year and 49% of the respondents earn between Rs.3000 and Rs.3500.

All the employees have attended the training program in Pothys Clothing (p) Limited.

Majority of the employees agree that training is necessary and they strongly agree that

training is an opportunity to learn.

Majority of the employees have stated that the duration of the training programme is

satisfactory and the training content matches the job requirements.

The employees have very well understood that training is for the benefit of

candidates.

Most of the employees feel that training is given according to organizations need and

says that competent resource person handled training sessions.

Majority of the employees say that training is provided to develop skills in current job

and enough practice and sufficient training material is given during the training

session.

Most of the employees feel that training improve their skill and they had high

involvement in training.

Almost all the employees have stated that training leads to increase in productivity.

Few of the employees feel that they are not allowed to participate and implement their

ideas during training sessions.

All the employees have told that feedback is always received after training sessions

held by the Pothys Clothing (P) Limited.

Majority of the employees have stated that the infrastructure of the training is too

good and also the overall training performance is good.

88

Most of the respondents say that they are highly satisfied with the level of satisfaction

towards duration of training program conducted by Pothys Clothing (P) Limited.

Majority of the respondents have stated that the overall satisfaction of the training

programme is excellent.

SUGGESTIONS & RECOMMENDATIONS

89

First-of-all the company should make aware of the training policies to all employees

irrespective of the category.

The employees should be made to realize that training is for their benefit and also its

Importance.

Training should be given according to the needs of the employees and they must be

permitted to participate in determining the training needs.

The number of training programmes will be effective if it is handled by external

faculty members.

The duration of the training program should be according to the convenience of the

employees.

All employees should be given a chance to let their opinions open and the best of it

shall be implemented.

Training may motivate the employees to get higher production for employers and

higher incentives for employees.

Training programmes should be still motivational to achieve 100% effectiveness.

CONCLUSION

90

The employees are highly satisfied with the training system of Pothys Clothing (P)

Limited. The study also reveals that the training programmes are evaluated and the

employees participate in programmes with high enthusiasm and readiness to implement it in

their work.

The study reveals that the training programmes are really effective and directed

towards the objectives. The number of training programmes and their duration will be more

effective if it is increased.

The company is making continuous effort to update the knowledge and skills of

employees. The suggestions already given may be implemented then it will have the positive

impact and beneficial both for the company and employees.

91

Date post:	02-Apr-2015
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A STUDY ON TRAINING EFFECTIVENESS - PROJECT

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