CHAPTER - I ABOUT THE TOPIC “Training is the act of increasing knowledge and skills of an employee for doing a particular job” According to Flippo, the main output of training is learning. Training offers and inculcates new habits, refined skills and useful knowledge during the training that helps him improve performance. Training aids an employee to do his present job more efficiently and prepare him for a higher level of job. Therefore, the training is planned programme designed to improve performance and bring about measurable change in knowledge, skills, attitude and social behavior of employees. Training is learning experience that is planned and carried out by the organization to enable more skilled task behavior by the trainee. Training provides the ability to detect and correct error. Training provides skills and abilities that may be called on in three futures to satisfy the organizations human resource needs. Training is given on the job or in the latter case it may be on site or off site 1
Transcript
CHAPTER - I
ABOUT THE TOPIC
“Training is the act of increasing knowledge and skills of an employee for doing
a particular job”
According to Flippo, the main output of training is learning. Training offers and
inculcates new habits, refined skills and useful knowledge during the training that helps him
improve performance.
Training aids an employee to do his present job more efficiently and prepare him for a
higher level of job. Therefore, the training is planned programme designed to improve
performance and bring about measurable change in knowledge, skills, attitude and social
behavior of employees.
Training is learning experience that is planned and carried out by the organization to
enable more skilled task behavior by the trainee. Training provides the ability to detect and
correct error. Training provides skills and abilities that may be called on in three futures to
satisfy the organizations human resource needs. Training is given on the job or in the latter
case it may be on site or off site perhaps in a motel or a training centre or it may be in a
simulated environment that is thought to be similar to the work environment in important
respects. Finally, the trainees acquire abilities and knowledge that will enable them to
perform their jobs more effectively.
Organization and individual should develop and progress simultaneously for their
survival and attainment of mutual goals. So every modern management to develop the
organization through human resources development. Employee training is the important sub-
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system of human resource development. Employee training is a specialized function and is
one of the fundamental operative functions for human resources management.
CONCEPTS OF TRAINING AND DEVELOPEMENT
After an employee is selected, placed and introduced he or she must be provided with
training facilities. Training is the act of increasing the knowledge and skill of an employee
for doing a particular job. Training is a short-term educational process and utilizing a
systematic and organized procedure by which employees learn technical knowledge and sills
for a definite purpose. Dales. Beach defines the training s the organized procedure by which
people learns knowledge and or skill for a definite purpose.
In other words training improves, changes, moulds the employee’s knowledge, skill,
behavior, aptitude, and attitude towards the requirements of the job and organization.
Training refers to the teaching and learning activities carried on for the primary purpose of
helping members of an organization, to acquire and apply the knowledge, skills, abilities and
attitudes needed by a particular job and organization.
Thus, training bridge the difference between job requirements and employee’s present
specifications.
DIFFERENCE BETEWEEN TRAINING AND DEVELOPMENT
TRAINING
Technical skills and knowledge
Specific job- related
Short term
Mostly technical and non managerial personnel
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DEVELOPMENT
Managerial and behavioral skills and knowledge
Conceptual and general knowledge
Long term
Mostly for managerial personnel
IMPORTANCE OF TRAINING
The importance of human resource management to a large extent depends on human
resource development. Training is the most important technique of human resource
development. As stated earlier, no organization can get a candidate who exactly matches
with the job and the organizational requirements. Hence, training is important to develop the
employee and make him suitable to the job.
Job and organizational requirements are not static, they are changed from time to time
in view of technological advancement and change in the awareness of the Total Quality and
Productivity Management. The objective of the TQM can be achieved only through training
as training develops human skills and efficiency. Trained employees would be a valuable
asset to an organization. Organizational efficiency, productivity, progress and development
to a greater extent depend on training. Organizational objectives like viability, stability and
growth can also be achieved through training. Training is important as it constitutes
significant part of management control.
BENEFITS OF TRAINING
Leads to improved profitability and positive attitudes toward profits
orientation.
Improve the job knowledge and skills at all levels of the organization.
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Improves the morale of the workforce.
Helps people identify with organizational goals.
Helps create a better corporate image.
Faster’s authenticity, openness and fast.
Aids in organizational development.
Learns from the trainee
Helps prepare guidelines for work.
Aids in understanding and carrying out organizational policies.
Provides information for future needs in all areas of the organization.
Organization gets more effective decision-making and problem solving.
Improve Labour-management relation.
Reduces outside consulting costs by utilizing competent internal consulting
Stimulates preventive management as opposed to putting out fires.
NEED FOR TRAINING
Every organization big or small, productive or non-productive, economic or social,
old or newly established should provide training to all employees irrespective of their
qualification, skill, suitability for the job etc. Thus, no organization can choose whether or
not to train employees.
Training is not something that is done once to new employees; it is used continuously
in every well-run establishment. Further, technological changes, automation, require up-
dating the skills and knowledge. As such an organization has to retrain the old employees.
Specifically, the need for training arises due to the following reasons.
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To match the Employee specifications with the job requirements and Organizational
Needs: An employee’s specification may not exactly suit to the requirements of the job and
the organization irrespective of his past experience, qualifications, skills, knowledge etc.
Thus, every management finds deviations between employee’s present specifications and the
job requirements and organizational needs. Training is needed to fill these gaps by
developing and molding the employee’s skill, knowledge, attitude, behavior etc. To the tune
of the job requirements and organizational needs
Organizational viability and the transformation process: The primary goal of most
organizations is their viability is continuously by environmental pressure. If the organization
does not adapt itself to the changing factors in the environment, it will lose its market share.
If the organization desires to adapt these changes, first it has to train the employees to impart
specific skills and knowledge in order to enable them to contribute to the organizational
efficiency and to cope with the changing environment.
Technological advance: Every organization in order to survive and to be effective
should adopt the latest technology, i.e., mechanization, computerization and automation.
Adoption of latest technological means and methods will not be complete until they are
manned by employees possessing skill to operate them, so organization should train the
employees to enrich them in the areas of changing technical skills and knowledge from time
to time.
Organizational complexity: With the emergence of increased mechanization and
automation, manufacturing of multiple products and by-products or dealing in services of
diversified lines, extension of operations to various regions of the country or in overseas
countries, organization hierarchy. This creates the complex problems of coordination and
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integration of activities adaptable for and adaptable to the expanding and diversifying
situations. This situation calls for training
Human relations
Change in the job assignment
THE NEED FOR TRAINING ALSO ARISES TO
Increase productivity
Improve quality of the product
Help a company to fulfill its future personnel needs.
Improve organizational climate.
Improve health and safety.
Prevent obsolescence
Effect personal growth
Minimize the resistance to change.
TRAINING OBJECTIVES
Generally line managers ask the personnel manager to formulate the training policies.
The personnel Manager formulate the following raining objectives in keeping with the
Company’s goals and objectives.
To prepare the employee both new and old to meet the present as well as the
changing requirements of the job and the organizations.
To prevent obsolescence
To impart the new entrants the basic knowledge and skill they need for an
intelligent performance of definite job
To prepare employees for higher-level tasks.
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To assist employees to function more effectively in their present position by
exposing them to the latest concepts, information and techniques and
developing the skills they will need in their particular fields.
To develop the potentialities of people for the next level job.
To ensure smooth and efficient working of a department
To ensure economical output of required quality
To promote individual and collective morale, a sense of responsibility, co-
operative attitudes and good relationships.
ASSESSMENT OF TRAINING NEEDS
Training needs are identified on the basis of organizational analysis, job analysis and
man analysis. Training programme, training methods and course content are to be planned on
the basis of training needs. Training needs are those aspects necessary to perform the job in
an organization in which employee is lacking attitude/aptitude, knowledge, and skill.
Training needs= Job and organizational requirement-Employee specification
Organizational Analysis: This includes analysis of objectives, resource utilization,
environment scanning and organizational climate Organizational strength and weaknesses in
different areas like accidents, excessive scrap, frequent breakage of machinery, excessive
Labour turnover, market share, and other marketing areas etc.
Department Analysis: Departmental strength and weakness including special
problems of the department or a common problem of a group of employees like acquiring
skills and knowledge in operating computer by accounting personnel.
Job role Analysis: This includes study of jobs/roles, design of jobs due to change, job
enlargement, and job enrichment etc.
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Man power Analysis: Individual strengths and weaknesses in the areas of job
knowledge, skills etc.
ASSESSMENT METHOD
The following methods are used to assess the training needs:
Organizational requirement/weakness
Departmental requirements/weakness
Job specifications and employee specifications
Identifying specific problems
Anticipating future problems
Management’s requests
Observation
Interviews
Group Conferences
Questionnaire surveys.
PRINCIPLE OF TRAINING
Providing training in the knowledge of different skills is a complex process. A
number of principles have been evolved which can be followed as guideless by the trainees.
Some of them are as follows:
Motivation
Progress information
Reinforcement
Practice
Full Vs part
Individual differences
TRAINING METHOD
As a result of research in the field of training, a number of programmes are available.
Some of these are new methods. While other are improvements over the traditional methods.
The training programmes commonly used to train operative and supervisory personnel.
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ON-THE JOB METHODS
OFF-THE JOB METHODS
ON-THE JOB METHODS
This type of training, also known as job instruction training, is the most commonly
used method. Under this method, the individual is placed on a regular job and taught the
skills necessary to perform that job. The trainee learns under the supervision and guidance of
a qualified worker or instructor. On-the-job training has the advantage of giving first hand
knowledge and experience under the actual working conditions. While the trainee learns how
to perform a job, he is also a regular worker rendering the services for which he is paid. The
problem of transfer of trainee is also minimized as the person learns on-the-job. The
emphasis is placed on rendering services in the most effective manner rather than learning
how to perform the job. On-the-job training methods include job rotation, coaching, job
instruction or training through step-by-step and committee assignment. The types of on the
job methods are given below
JOB ROTATIONS
This type of training involves the movement of the trainee from one job to another.
The trainee receives job knowledge and gain experience from his supervisor or trainer in each
of the different job assignments.
COACHING
The trainee is placed under a particular supervisor functions as a coach in training the
individual. The supervisor provides who feedback to the trainee on his performance and
offers him some suggestions for improvement. A limitation of this method of training is that
the trainee may not have the freedom or opportunity to express hi own ideas.
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JOB INSTRUCTION
This method is also known as training through step by step. Under this method,
trainer explains the trainee the way of doing the jobs, job knowledge and skills and allows
him to do the job.
COMMITTEE ASSIGNMENTS
Under the committee assignment, group of trainees are given and asked to solve an
actual organizational problem. The trainees solve the problem jointly. Its develops
teamwork.
OFF-THE JOB METHODS
Under this method of training, trainee is separated from the job situation and his
attention is focused upon learning the material related to his future job performance. Since
the trainee is not distracted by job requirements, he can place his entire concentration on
learning the job rather than spending his time in performing it. There is an opportunity for
freedom of expression for the trainees.
Off-the-job training methods are as follows:
VESTIBULE TRAINING
In this method, actual work conditions are simulated I a classroom. Material, files
and equipment those are used in actual job performance are also used in training.
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ROLE PLAYING
It is defined as a method of human interaction that involves realistic behavior in
imaginary situations. This method of training involves action. Doing and practice. The
participants play the role of certain characters.
LECTURE METHODS
The lecture is a traditional and direct method of instruction. The instructor organizes
the material and gives it to a group of trainees in the form of a talk. To be effective, the
lecture must motivate and create interest among the trainees.
CONFERENCE
It is a method in training the clerical, professional and supervisory personnel. This
method involves a group of people who pose ideas, examine and share facts, ideas and data,
test assumptions, and draw conclusions, all of which contribute to the improvement of job
performance.
PROGRAMMED INSTRUCTION
In recent year this method has become popular. The subject matter to be learned is
presented in a series of carefully planned sequential units. These units are arranged from
simple to more complex levels of instructions.
ABOUT THE COMPANY
Profile:
Established in 1964
Technical collaboration with Nisshinbo Brakes Inc, Japan
Application in every segment of automobile industry
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Group turnover of 494 million USD for the year 2013 - 14
Serves a variety of industry segments: Passenger Cars, Multi Utility Vehicles, Light
Commercial Vehicles, Medium & Heavy Commercial Vehicles, Farm Tractors, Three-
