CD-8-Project on EffecProject on Effectiveness of Training on Employees Performancetiveness of...

8/9/2019 CD-8-Project on EffecProject on Effectiveness of Training on Employees Performancetiveness of Training on Employ

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A STUDY ON EFFECTIVENESS OF TRAINING ON

EMPLOYEES PERFORMANCE

A Project report sub!tte" to #$%$&$r'$' Ne&ru Tec&(o'o)!c$' U(!*ers!t+,

-+"er$b$",!( p$rt!$' .u'.!''e(t o. t&e re/u!ree(ts .or t&e $%$r" o. t&e "e)ree o.

MASTER OF 0USINESS ADMINISTRATION

0+

C-ITRA LO1-ANDE

Re)2 No2 34563E4457

U("er t&e Gu!"$(ce

o.N LAT-A

Assoc!$te Pro.essor

Dep$rte(t o. M$($)ee(t Stu"!es

Go8$r$ju R$()$r$ju I(st!tute o. E()!(eer!() 9

Tec&(o'o)+ :A..!'!$te" to #$%$&$r'$' Tec&(o'o)!c$' U(!*ers!t+,

-+"er$b$";-+"er$b$"

5434


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CERTIFICATE

This is to certify that the project entitled A Study on

EEececttiivveennessess OfOf TTrraaiinniinngg oonn EmpEmpllooyyeeeess PPererffoorrmanmancece has

been submitted by s!"hitra #o$hande %&eg! 'o!

()*+(E))*,- in partial fulfillment of the re.uirements for

the a/ard of aster of 0usiness Administration from

1a/aharlal 'ehru Technological 2niversity3 4yderabad! The

results embodied in the project has not been submitted to

any

other 2niversity or 5nstitution for the a/ard of any6egree or 6iploma!

:N L$t&$; :1VS R$ju;

Internal Guide Professor &

HOD

Associate Professor DepartmentofManagementtudies

Department of Management Studies GRIET

GRIET

:S2 R$*!("r$

C&$r+; Pro!ect


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"oordinator#

Associate Professor

Department of Management

StudiesGRIET


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DECLARATION

I $ere% declare t$at t$e pro!ect entitled A Stu"+ o( EEffffeecctiti''eennesesss ooff

TTrairainniinngg oonn EEmmppllooeeeess PPerferfoorrmmaannccee aatt AA((iiss IITT&&tt ))ttdd su%mitted in partial

fulfillment of t$e re*uirements for a+ard of t$e degree of M,A at Go8$r$ju

R$()$r$ju I(st!tute o. E()!(eer!() $(" Tec&(o'o)+, affiliated to -a+a$arlal .e$ru

Tec$nological /ni'ersit0 Hdera%ad0 is an aut$entic +or and $as not %een

su%mitted to an ot$er /ni'ersit2Institute for a+ard of an degree2diploma 3

C-ITRA LO1-ANDE

14561E4457#

M,A0 GRIET

H8DERA,AD


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AC1NO=LEDGEMENT

9irstl I +ould lie to e(press our immense gratitude to+ards our institution

Go8$r$ju R$()$r$ju I(st!tute o. E()!(eer!() 9 Tec&(o'o)+, +$ic$ created a great

platform to attain profound tec$nical sills in t$e field of M,A0 t$ere% fulfilling our

mostc$eris$ed goal3

I +ould t$an all t$e HR department of A(is IT&T speciall Mrs3 Suana :;

Manager HR0 and t$e emploees in t$e HR department for guiding me and $elping me

insuccessful completion of t$e pro!ect

I am 'er muc$ t$anful to our . )at$a Internal Guide# Madam for e(tending

$iscooperation in doing t$is pro!ect3

I am also t$anful to our pro!ect coordinator Mr3 S3 Ra'indra "$ar for e(tending

$iscooperation in completion of Pro!ect33

I con'e m t$ans to m %elo'ed parents and m facult +$o $elped me directl or

indirectl in %ringing t$is pro!ect successfull3

C-ITRA LO1-ANDE

:34563E4457;


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IN D E >

C&$pte Co(te(t P$)e No2

I I(tro"uct!o( 6

131 T$e .eed for Stud 7

135 O%!ecti'es of Stud 7

13< Scope of Stud =

136 Sources of Information =

137 Researc$ Met$odolog =

II L!ter$ture Re*!e% ?

531 Definition of Training >

535 .ature of Training >

53< O%!ecti'es of Training >

536 Inputs in Training and De'elopment 14

537 ,enefits of Emploee Training 15

53= Met$ods of Training 16

53? Tpes of Training %ased on "ontent tpe 5 Training and De'elopment in A(is IT & T 56

III T&e Cop$(+@ Or)$(!s$t!o(@ S+ste 5


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C - A PTE R 3

I N T R O DU C T I O N


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T-E NEED FOR STUDY

Good communications and consultation are essential for efficient operation in an

organisation3 Ho+e'er0 t$eir impact is often diminis$ed % a lac of sill or no+ledge

on t$e part of t$e participants3 It is important0 t$erefore0 to pro'ide %ot$ managers and

emploees +it$ training in t$e sills and tec$ni*ues re*uired for communication and

consultation3

Training can $elp emploees %etter understand t$e information t$e are gi'en and can

encourage t$em to pla a fuller part in t$e +a of organisation conducts its affairs3 Training

courses in particular can %e a useful +a of gi'ing emploees factual information a%out t$eir

emploment %ecause t$e necessaril include a su%stantial element of e(planation and

pro'ide opportunities for *uestions to %e ans+ered3

Managers $a'e an important role to pla in communicating and consulting and good

trainingcan ena%le t$em to

,ecome more a+are of t$e importance of good communication and consultation practice

/nderstand t$eir roles and responsi%ilities as communicators

Support t$ose +$o are less outspoen and impro'e t$eir a%ilit to

communicate3

Training is particularl important for super'isors +$o $a'e important communications

responsi%ilities %ut often limited e(perience3 "ommunication and consultation sills

s$ould$a'e a place in an de'elopment programme for t$em as +ell as for ot$er managers3

Trade unions s$ould also ensure t$at t$e pro'ide ade*uate training for t$eir

representati'es to ena%le t$em to tae a full part in emploee communications and

consultation3

B$ere'er possi%le training s$ould %e participati'e and trainees s$ould %e encouraged to

e(c$ange 'ie+s0 tae part in discussions and s$are ideas and e(periences3 Suc$

participationnot onl maes for more effecti'e training %ut also $elps to foster t$e idea

of emploee in'ol'ement +$ic$ is an underling principle of consultation and

communication3

It is good practice to e'aluate periodicall t$e effecti'eness of an training

undertaen3


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O0#ECTIVES OF STUDY


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14

13 To understand t$e process of training in A(is IT & T3

53 To understand t$e performance of emploees %efore training and after training3


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11

SAMPLINGB


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As t$is sur'e is limited to fe+ emploees at A(is IT & T0 sampling tec$ni*ue selected to

conduct t$e sur'e is pro%a%ilit sampling3 Researc$ design t$at is used $ere is

descripti'eand t$e researc$ met$od is sur'e met$od3

SAMPLE SIE

T$e sample siCe is 74 and uota sampling is used to collect t$e

data3

STATISTICAL TEC-NIUESB

T$e data collected0 modified and summarised in t$e form of ta%les % using of t$e percentage

met$od and are furt$er elicited % t$e means of c$art diagram3


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C - A PTE R 5

L I TE R A T U R E R E V I E =


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DEFINATION OF

TRAINING

It is a learning process t$at in'ol'es t$e ac*uisition of no+ledge0 s$arpening of sills0

concepts0 rules0 or c$anging of attitudes and %e$a'iours to en$ance t$e performance of

emploees3

NATURE OF

TRAINING

In simple terms0 training and de'elopment refers to t$e imparting of specific sills0

a%ilitiesand no+ledge to an emploee3 A formal definition of training & de'elopment isF

it is an attempt to impro'e current or future emploee performance % increasing an

emploeesa%ilit to perform t$roug$ learning0 usuall % c$anging t$e emploees attitude

or increasing $is or $er sills and no+ledge3 T$e need for training & de'elopment is

determined % t$eemploees performance deficienc0 computed as follo+s

Training need Standard performance Actual

performance3

O0#ECTIVES OF

TRAINING

T$e fundamental aim of training is to $elp t$e organiCation ac$ie'e its purpose %

adding'alue to its e resource t$e people it emplos3 Training means in'esting in t$e

people toena%le t$em to perform %etter and to empo+er t$em to mae t$e %est use of

t$eir naturala%ilities3 T$e particular o%!ecti'es of training are to

De'elop t$e competences of emploees and impro'e t$eir

performance

Help people to gro+ +it$in t$e organiCation in order t$at0 as far as possi%le0 its future

needsfor $uman resource can %e met from +it$in

Reduce t$e learning time for emploees starting in ne+ !o%s on appointment0 transferor

promotion0 and ensure t$at t$e %ecome full competent as *uicl and economicall as

possi%le3


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INPUTS IN TRAINING AND

DEVELOPMENTS


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An training and de'elopment programme must contain inputs +$ic$ ena%le t$e

participants to gain sills0 learn t$eoretical concepts and $elp ac*uire 'ision to loo into

distant future3 Inaddition to t$ese0 t$ere is a need to impart et$ical orientation0 emp$asiCe on

attitudinalc$anges and stress upon decision;maing and pro%lem;sol'ing a%ilities3

S8!''s

Training0 as +as stated earlier0 is imparting sills to emploees3 A +orer needs sills to

operate mac$ines0 and use ot$er e*uipments +it$ least damage or scrap3 T$is is a %asic

sill+it$out +$ic$ t$e operator +ill not %e a%le to function3 T$ere is also t$e need for

motorsills3 Motor sills refer to performance of specific p$sical acti'ities3 T$ese sills

in'ol'e training to mo'e 'arious parts of ones %od in response to certain e(ternal and

internalstimuli3 "ommon motor sills include +aling0 riding a %iccle0 ting a s$oelace0

t$ro+ing a%all and dri'ing a car3 Motor sills are needed for all emploees from t$e

cler to t$e general manager3 Emploees0 particularl super'isors and e(ecuti'es0 need

interpersonalsills popular no+n as t$e people sills3 Interpersonal sills are needed to

understand oneself and ot$ers %etter0 and act accordingl3 E(amples of interpersonal sills

include listening0persuading0 and s$o+ing an understanding of ot$ers feelings3

E"uc$t!o(

T$e purpose of education is to teac$ t$eoretical concepts and de'elop a sense of reasoning

and !udgement3 T$at an training and de'elopment programme must contain an element

ofeducation is +ell understood % HR specialist3 An suc$ programme $as uni'ersit

professors as resource persons to enlig$ten participants a%out t$eoretical no+ledge of t$e

topic proposed to %e discussed3 In fact organiCations depute or encourage emploees to

do courses on a part time %asis3 "$ief E(ecuti'e Officers "EOs# are no+n to attend

refres$ercourses conducted % %usiness sc$ools3 Education is important for managers and

e(ecuti'est$an for lo+er;cadre +orers3

De*e'ope(t


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Anot$er component of a training and de'elopment is de'elopment +$ic$ is less sill

oriented%ut stressed on no+ledge3 :no+ledge a%out %usiness en'ironment0 management

principles and tec$ni*ues0 $uman relations0 specific industr analsis and t$e lie is

useful for %ettermanagement of t$e compan3

Et&!cs

T$ere is need for imparting greater et$ical orientation to a training and de'elopment

programme3 T$ere is no denial of t$e fact t$at et$ics are largel ignored in %usinesses3

/net$ical practices a%ound in mareting0 finance and production function in an

organiCation3 T$e are less see and taled a%out in t$e personnel function3 If t$e

production0 finance andmareting personnel indulge in unet$ical practices t$e fault rests

on t$e HR manager3 It is$is2$er dut to enlig$ten all t$e emploees in t$e organiCation

a%out t$e need of et$ical%e$a'iour3

Att!tu"!($'

C&$()e

Attitudes represent feeling and %eliefs of indi'iduals to+ards ot$ers3 Attitude affects

moti'ation0 satisfaction and !o% commitment3 .egati'e attitudes need to %e con'erted into

positi'e attitudes3 "$anging negati'e attitudes is difficult %ecause

13Emploees refuse to c$anges

53T$e $a'e prior commitments


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0ENIFIT OF EMPLOYEE TRAINING

Ho+ Training ,enefits t$e OrganiCation

)eads to impro'ed profita%ilit and2or more positi'e attitudes to+ards profit orientation3

Impro'es t$e !o% no+ledge and sills at all le'els of t$e organiCation

Impro'es t$e morale of t$e +orforce

Helps people identif +it$ organiCational goals

Helps create a %etter corporate image

9osters aut$enticit0 openness and trust

Impro'es relations$ip %et+een %oss and su%ordinate

Aids in organiCational de'elopment

learns from t$e trainee

Helps prepare guidelines for +or

Aids in understanding and carring out organiCational policies3

Pro'ides information for future needs in all areas of t$e organiCation

OrganiCation gets more effecti'e decision;maing and pro%lem;sol'ing sills

Aids in de'elopment for promotion from +it$in

Aids in de'eloping leaders$ip sills0 moti'ation0 loalt0 %etter attitudes0 and ot$er aspects

t$at successful +orers and managers usuall displa

Aids in increasing producti'it and2or *ualit of +or

Helps eep costs do+n in man areas0 e3g3 production0 personnel0 administration0 etc3

De'elops a sense of responsi%ilit to t$e organiCation for %eing competent and

no+ledgea%le

Impro'es )a%our;management relations


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Reduces outside consulting costs % utiliCing competent internal consultation

Stimulates pre'enti'e management as opposed to putting out fires


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A3 Resol'ing people pro%lems

1?

Eliminates su%optimal %e$a'iour suc$ as $iding

tools#

"reates an appropriate climate for gro+t$0

communication

Aids in impro'ing organiCational

communication

MET-ODS OF TRAINING

13 O. THE -O, TRAI.I.G

53 O99 -O, TRAI.G

i3 ")ASSROOM

TRAI.I.GIi3JESTI,/)E

TRAI.I.G

iii3 ME.TORI.G

i'3 PROGRAMMED I.STR/"TIO.S

'3"OMP/TER ASSISED I.ST/"TIO.

Ji3A/DIO JIS/A) TE"H.I/E

'ii3 SIM/)ATIO.S

'iii3,/SI.ESS

GAMES

ON T-E #O0 TRAINING

Managers $a'e t+o po+erful +as of impro'ing t$e performance and producti'it of t$eir

su%ordinates0 +$ic$ are counselling and on t$e !o% training3


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A3 Resol'ing people pro%lems

1@

"ounselling is t$e process of $elping a su%ordinate define and resol'e personal pro%lems t$at

effect performance or in order to de'elop a good attitude to +or3

On t$e !o% training is t$e process of e(plaining0 demonstrating and t$e structured super'ision

of specific sills or particular tass3 It is similar to t$e teac$ing process3 On t$e !o% training

isoften referred to as O-T3

T$ese are $ig$l effecti'e in t$ree situations0 +$ic$

are


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1@

All managers are faced +it$ pro%lem people from time to time3 "ounselling and training

areal+as t$e first considerations in t$ese cases %ut t$e do not al+as result in success

andsometimes more radical action is re*uired3 T$is is co'ered in t$e Pro%lem People and

Positi'e Discipline modules3

,3 Maintaining group standards

T$e management of people %ot$ as indi'iduals and groups is a dnamic process as not$ing

remains static K pro%lems are al+as arising3 A good manager must %e a+are of t$is and

%econstantl read to use counselling and training to maintain standards3

"3 To ac$ie'e continuous impro'ement

T$e %est +a to a'oid pro%lems is to eep a$ead of t$em % %eing proacti'e3 8ou must

$a'ea plan for eac$ indi'idual in our group and for t$e group as a +$ole3 In particular

ne+ andine(perienced group mem%ers need special treatment so t$at t$e can meet

re*uired le'els ofperformance3

T$e main met$ods of one;t$e;!o% training include

Demonstration 2 instruction ; s$o+ing t$e trainee $o+ to do t$e !o%

"oac$ing ; a more intensi'e met$od of training t$at in'ol'es a close +oring

relations$ip %et+een an e(perienced emploee and t$e trainee

-o% rotation ; +$ere t$e trainee is gi'en se'eral !o%s in succession0 to gain

e(perienceof a +ide range of acti'ities e3g3 a graduate management trainee mig$t

spend periodsin se'eral different departments#

Pro!ects ; emploees !oin a pro!ect team ; +$ic$ gi'es t$em e(posure to ot$er parts

of t$e %usiness and allo+ t$em to tae part in ne+ acti'ities3 Most successful

pro!ectteams are Lmulti;disciplinarL

Steps included in On;t$e;!o% training


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Step 1

Prepare t$e +orer

Put t$e +orer at ease

State t$e !o% and find out +$at t$e +orer alread no+s a%out it

Stimulate t$e +orers interest in learning t$e !o%

Place t$e +orer in t$e correct positionStep 5

Present t$e operations

Tell0 s$o+ and illustrate one important point at a time

Stress eac$ e point

Instruct clearl0 completel and patientl0 %ut teac$ no more t$an t$e +orer

canmaster

Step

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