Sip project at (sumul dairy)by Dharti G joshi "Effectiveness of Training and Development"
1. 1
A
SUMMER INTERNSHIP PROJECT REPORT
ON
“Effectiveness of the Training and Development in sumul dairy”
At
Surat District Co-operative Milk Producers' Union Ltd
Submitted to
Naran Lala School of Industrial Management and Computer Science
IN PARTIAL FULFILLMENT OF THE
REQUIREMENT OF THE AWARD FOR THE DEGREE OF
MASTER OF BUSINESS ASMINISTRATION
In
Gujarat Technological University
UNDER THE GUIDANCE OF
Faculty
Faculty Guide Company Guide
Mr Vishal J Mali Mr Ravindra Shali
(HR Manager)
Submitted by
(Joshi Dharti G)
[Batch:2016-17, Enrollment No: 157990592016]
MBA III
(Naran Lala School of Industrial Management and Computer Science)
MBA PROGRAMME
Affiliated to Gujarat Technological University
Ahmedabad
Jun-July-2016
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Index
SR No Topic/Content Page No
Ch 1 Industry overview
Basic overview of industry
Major Players
SWOT Analysis/PESTEL ANALYSIS of industry
3 to 10
Ch 2 Company overview
Background of the company and form of organization
Vision and Mission statement
Milestones since inception
Investment in Plant and Machinery
Present profile
Performance graph over last three years
Present manpower status
Organization structure
Types of communication channel
Present product mix
Competitive scenario
11 to 27
Ch 3 Introduction of Topic 28 to 47
Ch 4 Literature review 48 to 68
Ch 5 Research methodology:
Scope of the study
Problem Statement /Rationale of the Study
Research Design
Objectives of the Study
Hypothesis if any
Data Collection Method
Population
Sampling Method
Sample size
Tools and techniques for data analysis
Limitations of the Project
69 to 78
Ch 6 Data Analysis and Interpretation 79 to 89
Ch 7 Findings 90 to 102
Ch 8 Suggestions 103
Ch 9 Conclusion 104
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Preface
World is becoming a “Global Village”. Today India has become a “globalized country”
The process of globalization has very highly affected. Corporate world of both, India and exotic
corporate world means today’s Neoteric business world. This corporate world plays a decisive role
in globalization.
This corporate world is now becoming more and more competitive. Regarding this competition
business houses need more professionalized people for their managerial work.
Highly professionalized people come from business school. Business school offers training for all
business aspects. So from this angle our Gujarat Technological University, Ahmadabad has granted
M.B.A. program.
Theoretical knowledge is not enough. After study student has to go practical world.
At that time they have difficulty in practical works. This M.B.A program provides an opportunity
for this type of practical knowledge.
For that , I have gone to the “ SUMULDAIRY IN SURAT “ The mainreasonof I selectingsumul Dairyis that it
is one of the fastest growing infrastructure industries in the country.
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Acknowledgement
I take this opportunity to express my heartfelt gratitude to Mr.Bhupendra
Desai(HR) for allowing me to undertake my training at SUMUL DAIRY and for their guidance.
I am thankful to Mr.Ravindra shalli (Senior Executive) for providing me with the necessary
information whenever required. The theoretical aspect and Methodology for handling my work
without valuable guidance this project report cannot be made possible.
I also thankful to all those member of SUMUL DAIRY SURAT who gave me constant
encouragement and guidance during the entire project and last but not the least.
My sincere thanks are also to my project guide Mr Vishal J Mali and my parents for hear guidance
and technique about report writing that have been a key factor in the successful completion of this
project.
Yours faithfully
Joshi.Dharti. G
6. .............................................................................................................................................................................6
Executive summary
Sumul dairy is one of the best leading co-operative sectors. It is located at near
Surat District. There is different type of branches located in whole country.
In Surat there are currently 13 departments are working. Mainly production department personnel
department finance department etc. but marketing department and HR department are most
performing at Sumul dairy .these two departments are handling all the plants of country through
their head office at Surat.
The report gives an insight about “Effectiveness of Training and Development” of the company.
Theories don’t teach unless accompanied by the working in original situation. This project report
was carried out according to the course MBA.
This research study like more than the any particular task related to the more affect the Trainer
Employers and Manager .
The management training is given for 6 month. Officers and senior executive attend the
management and employees development programmed organized by the institute. Training is not
uncommon in Sumul. It has an elaborate training program to make employee acquire new skills and
knowledge. Both internal and external training is carried out as and when required.
Following are the data of internal and external training programmed conducted by Sumul in the last
nine years.
In addition to this Sumul also has the policy to sponsor employees for higher education to various
institutes.
And sumul dairy also doing the welfare Activity like..
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Chapter:-1
Introduction of Sumul Dairy
The Sumul district co-operative milk producer’s union ltd (SUMUL Dairy) is a co-operative endeav or
committed to help marginal farmers and down trodden tribal to lead to a healthy life and better standard of
living through scientific animal husbandry practices.
Today’s Sumul enjoys the pride to serve milk and milk products to populous Surat city and surrounding
towns of it. Sumul is holding strong brand equity in surat district and command more than 70% of the liquid
milk in surat city, to make the distribute system fast and the delivered milk in time they have as many as 6ilk
transportation routes and 1531 agents (1386 regular and 145 full time).
The area of operation of sumul is the entire district of sumul. The present milk procurement of 160.929,736
liters of milk annually makes it the third largest union in the state after the AMUL and Mahesana dairy. The
present market of Surat for liquid milk is around 4.5 lack liters per day. This has necessary active
development of “by product” market.
Products so far introduced are paneer, ghee, flavored milk, sweet, shrikhand, lassi, butter milk etc..
Sumul consist of 13 board of directors one each of 13 talukas of Surat district and they from themselves elect
the chairman. The total numbers of employees are about 1100 besides the contract workers.
Under sumul’s activities, Surat district is now firmly established as a milk shed and is growing from strength
to strength.
Hence, the Surat district co-operative milk producer’s union ltd, SUMUL is trade name and literally
meaning sound process, came in to existence on August 22, 1951… The formal commissioning of the
pasteurization plant on March 17, 1968
was a turning point fro sumul.
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History:-
1967-68: First Milk Processing Plant of 60 KLPD capacity commissioned at Surat.
(Sumul)
Sumul or Surat Milk Union Limited, which is now renamed as The Surat District Co-
operative Milk Producers' Union Ltd, is one among the 17 district unions which acts as manufacturing
units of dairy products for Gujarat Co-operative Milk Marketing Federation Limited, the marketers of Amul
brand of products.
In the year 1939 Sardar Vallabhbhai Patel went and meets the farmers of Anand and told them that
for the trade of milk the dairy was necessary. During that time there was only one dairy “POLSUN
DAIRY” which belongs to British’s and they use to give very less price for milk to the Indian
Milkmen. At that time a person named Tribhuvandas Patel came forward to take the leadership. In
order to support the Indian farmers “AMUL DAIRY” was established in the year 1946. DR. Kurien
was appointed at this dairy.
Then after, For the proper development of the dairy industry N.D.D.B. (The National Dairy
Development Board) was established at Anand.
Here the farmers were, made aware about their right & responsibilities high productivity of milk at
low cost & so the co-operative of development programs started.
In the year 1998-99 two million tone of milk was produced in Indian & Indian becomes the world’s
first milk producing country. Which is more then 68 million of American.
So it was called “white revolution”.
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Major Players
• From North Gujarat & Maharashtra:
1. Unity dairy, Uttarsanda 11. Sardar Dairy, Mehsana
2. Jeevan Shakti, Dhuliya 12. Vimal Dairy, Mehsana
3. Vishalsagar, Dhuliya 13. Royal Dairy, Gandhinagar
4. Gopi Milk Products, Puna 14. Suffal (Paneer)
5. Gautam Milk Products,Kopargoan 15. Satyam Dairy, Gandhinagar
6. Gayatri Milk Dairy 16. Sumathur dairy
7. New Suraj Dairy, vijapur 17. Mahakall Dairy, Sid
8. Sarita Milk Products, Kadi
9. Britannia (Ghee)
10. Neslte (Milk powder, Ghee)
Bank Partner
1. The Surat District Cooperative bank Ltd
2. State Bank of India, Surat
3. Axis Bank, Surat
4. Dena Bank, Surat
5. ICICI Bank, Surat
6. Bank of India, surat.
7. HDFC Bank, Surat
8. Kotak Mahindra bank, Surat
10. ...........................................................................................................................................................................10
SWOT Analysis/PESTEL ANALYSIS of industry
SWOT Analysis of Dairy as an enterprise
Strength
1) Self employment at doorstep
2) Regular income
3) Sale of Farm Yard Manure
4) Credit in the Dairy Cooperative Society
5) Income for children’s education
6) Facility for insurance
7) Market for milk produce
8) Good remunerative work for women
9) Cattle as movable assets
10) Bio gas
11) Cow dung for mud plastering
12) Bullocks for agriculture
13) Crop residues for ruminants
Weakness
Weak and unproductive animals
Low milk production
Scarcity of water
Costly feeds and fodder
Burden on women
Lack of knowledge of dairy
Lack of training
Opportunities
Heifer rearing and sale
Butter milk selling at village level
Ghee selling at village level
Sale of Farm Yard Manure
Facility of making saving at DCS level
Threats
Death of non insured cow
In monsoon roads not approachable
Forfeiture of sour milk
Unproductive animals
Excess no. of animals
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Objective of Sumul:-
To provide year round milk
market for their surplus milk and to earn reasonable returns for the
milk to improve their quality of life.
To procure milk and process it into good quality milk and milk
products to market it at most economically and efficiently to give
maximum overall net returns to the producers and general satisfaction
to the consumers.
To provide essential technical inputs and services to the producers at
their door steps in an economic and efficient manner and also in a
way most acceptable to them to increase milk production and to
reduce the cost of production.
“ If raw material has good quality, then finished product will
have better quality. ”
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Investment in Plant and Machinery
To make milk processing more speedy & new products to be introduced in the
market & to increase the capacity of the plant, machineries with well advanced
technology being purchased & step by step extension of the plant is being done.
Details are in short as follows.
To strengthen the milk quality & processing 30000 litres per hour capacity plants
of Milk chiller, Worming PHE to make butter milk & to warm milk in Paneer
department Duel PHE Were are being established & activated.
At Sumul Dairy, to clean Curd, UST, Paneer, raw milk, Silo tanker etc.
machineries qualitatively 3 line fully automatic SKADA bases CIP system been
installed & activated due to which electricity & fuel being saved & all machinery
& lines are being cleaned with all qualitative work.
At, Sumul Dairy, Surat, 10 MT capacity per hour fully automatic SKADA based
boiler been installed & activated. Increase in the capacity of boiler saves fuel.
At Sumul dairy, Surat various works of energy saving like LED lights, Side entry
agitators, Steam line per turbine were been established & activated. Due to above
said work we have received second rank Energy Saving award for 2014 being
given by the Electric Ministry of an Indian government. Sumul has received such
award by Minister of an energy minister Shri Piyush Goel.
At Sumul Dairy, Surat two filters of 60000 per litre per hour capacity are being
installed & activated to clean SMC inlet water & a new overhead tank of 400000
litre capacity being activated due to which quality of the water gets improved.
At Sumul Dairy, Surat work of Main Gate, Security office & Time keeping office
been completed & activated.
At Bajipura, Uchchhal, Navipardi & Nizar all chilling centres of Sumul Dairy,
Surat an energy efficient pumps are being activated. by which we could save the
energy.
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Chapter - 3
Introduction of Topic
Training and development
William James of Harvard University estimated that employees could retain their jobs by working at a mere
20-30 percent of their potential. His study led him to believe that if these same employees were properly
motivated, they could work at 80-90 percent of their capabilities. Behavioral science concepts like motivation
and enhanced productivity could well be used in such improvements in employee output. Training could be
one of the means used to achieve such improvements through the effective and efficient use of learning
resources.
Employee Development = Employee Education + Employee Skills +Training Effectiveness + Employee Quality of work
life.
Training and Development
Human resources are the most valuable assets of any organization, with the machines,
materials and even the money, nothing gets done without man-power. The effective functioning of any
organization requires that employees learn to perform their jobs at a satisfactory level of proficiency. Here is
the role of training. Employee training tries to improve skills or add to the existing level of the knowledge so
that the employee is better equipped to do his present job or to prepare him for higher position with increased
responsibilities. However individual growth is not an end itself. Organization growth needs to be meshed
with the individual’s growth. The concern is for the organization viability, that it should adapt itself to a
changing environment. Employee growth and development has to be seen in the context of this change. So
training can be defined as:
Need for Training :-
The need for improved productivity in organization has become universally accepted and that it depends
on efficient and effective training. However, the need for organizations to embark on staff development
programme for employees has become obvious. Absence of these programme often manifest tripartite
problems of incompetence, inefficiency and ineffectiveness. So training and development aim at developing
competences such as technical, human, conceptual and managerial for the furtherance of individual and
organization growth which makes it a continuous process
Training is the act of increasing the knowledge and skills of an employee for performing a particular job. The
major outcome of training is learning. A trainee learns new habits, refined skills and useful knowledge during
the training that helps him improve performance After employees have been selected for various positions
they all are in organization, training them for the specific tasks to which they have been assigned assumes
great importance. It is true in many organizations that before an employee is fitted into a harmonious
“ Training is a systematic development of the knowledge, skills and attitudes
required by employees to perform adequately on a given task or job ”
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working relationship with other employees, he is given adequate training.. Training enables an employee to
do his present job more efficiently and prepare himself for a higher-level job. The essential features of
training may be stated thus:
Increases knowledge and skills for doing a particular job; it bridges the gap between job needs and
employee skills, knowledge and behaviours
Focuses attention on the current job; it is job specific and addresses particular performance deficits
or problems
Concentrates on individual employees; changing what employees know, how they work, their
attitudes toward their work or their interactions with their co-workers or supervisors
Tends to be more narrowly focused and oriented toward short-term performance concerns.
Training is needed to serve the following purposes:
Training is necessary to make employees mobile and versatile. They can be placed on various jobs
depending on organizational needs.
Training is necessary to prepare existing employees for higher-level jobs (promotion).
Existing employees require refresher training so as to keep abreast of the latest developments in job
operations. In the face of rapid technological changes, this is an absolute necessity.
Training is necessary when a person moves from one job to another (transfer). After training, the'
employee can change jobs quickly, improve his performance levels and achieve career goals
comfortably
Training is needed for employees to gain acceptance from peers (learning a job quickly and being
able to pull their own weight is one of the best ways for them to gain acceptance).
Newly recruited employees require training so as to perform their tasks effectively. Instruction,
guidance, coaching help them to handle jobs competently, without any wastage.
Training is needed to bridge the gap between what the employee has and what the job demands.
Training is needed to make employees more productive and useful in the long-run.
Importance
Training offers innumerable benefits to both employees and employers. It makes the employee more
productive and more useful to an organization. The importance of training can be studied under the following
heads:
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Benefits to the business:
1. Trained workers can work more efficiently. They use machines, tools, and materials in a proper way.
Wastage is thus eliminated to a large extent.
2. There will be fewer accidents. Training improves the knowledge of employees regarding the use of
machines and equipment. Hence, trained workers need not be put under close supervision, as they
know how to handle operations properly.
3. Trained workers can show superior performance. They can turn out better performance. They can turn
out better quality goods by putting the materials, tools and equipment to good use.
4. Training makes employees more loyal to an organization. They will be less inclined to leave the unit
where there are growth opportunities
Benefits to the Employees:
1) Training makes an employee more useful to a firm. Hence, he will find employment more
easily.
2) Employees can avoid mistakes, accidents on the job. They can handle jobs with confidence.
They will be more satisfied on their jobs. Their morale would be high.
3) Thus, training can contribute to higher production, fewer mistakes, greater job satisfaction
and lower labour turnover. Also, it can enable employees to cope with organizational,
social and technological change. Effective training is an invaluable investment in the
human resources of an organization.
4) Training makes employees more efficient and effective. By combining materials, tools and
equipment in a right way, they can produce more with minimum effort.
5) Training enables employees to secure promotions easily. They can realise their career goals
comfortably.
6) Training helps an employee to move from one organization to another easily. He can be
more mobile and pursue career goals actively.
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Learning Principles: The Philosophy of Training
Training is essential for job success. It can lead to higher production, fewer mistakes, greater
job satisfaction and lower turnover. These benefits accrue to both the trainee and the organization, if
managers understand the principles behind the training process. To this end, training efforts must invariably
follow certain learning-oriented guidelines.
(01) Modelling
The selected model should provide the right kind of behaviour to be copied by others. A great deal of
human behaviour is learned by modelling others. Children learn by modelling parents and older children,
they are quite comfortable with the process by the time they grow up. As experts put it. "managers tend to
manage as they were managed" Modelling is simply copying someone else's behaviour. Passive classroom
learning does not leave any room for modelling. If we want to change people, it would be a good idea to have
videotapes of people showing the desired behaviour.
(02)Motivation
People learn more quickly when the material is important and relevant to them. Learning is usually
quicker and long-lasting when the learner participates actively. Most people, for example, never forget how
to ride a bicycle because they took an active part in the learning process.For learning to take place, intention
to learn is important. When the employee is motivated, he pays attention to what is being said, done and
presented. Motivation to learn is influenced by the answers to questions such as: How important is my job to
me? How important is the information? Will learning help me progress in the company? etc.
(03)Reinforcement
A bank officer would want to do a postgraduate course in finance, if it earns him increments and makes him
eligible for further promotions. To be effective, the trainer must reward desired behaviours only. If he
rewards poor performance, the results may be disastrous: good performers may quit in frustration, accidents
may go up, and productivity may suffer. If a behaviour is rewarded, it probably will be repeated. Positive
reinforcement consists of rewarding desired behaviours. Both the external rewards (investments, praise) and
the internal rewards (a feeling of pride and achievement) associated with desired behaviours compel subjects
to learn properly. People avoid certain behaviours that invite criticism and punishment. The reactions may
be mild or wild. Action taken to repeal a person from undesirable action is punishment.
. If administered properly, punishment may force the trainee to modify the undesired or incorrect behaviours.
The reinforcement principle is also based on the premise that punishment is less effective in learning than
reward. Punishment is a pointer to undesirable behaviours. When administered, it causes pain to the
employee. He may or may not repeat the mistakes
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(04)Feedback
Every employee wants to know what is expected of him and how well he is doing. If he is off
the track, somebody must put him back on the rails. The errors in such cases must be rectified immediately.
The trainee after learning the right behaviour is motivated to do things in a 'right' way and earn the associated
rewards. Positive feedback (showing the trainee the right way of doing things) is to be preferred to negative
feedback (telling the trainee that he is not correct) when we want to change behaviour. People learn best if
reinforcement is given as soon as possible after training.
(05)Spaced Practice
Can you memorise a long poem by learning only one line per day !! You tend to forget
the beginning of the poem by the time you reach the last stanza. For 'acquiring' skills as stated by Mathis and
Jackson, spaced practice is usually the best. This incremental approach to skill acquisition minimises the
physical fatigue that deters learning. Learning takes place easily if the practice sessions are spread over a
period of time. New employees learn better if the orientation programme is spread over a two or three day
period, instead of covering it all in one day. For memorizing tasks, 'massed' practice is usually more
effective. Imagine the way schools ask the kids to say the Lord's prayer aloud.
(06)Whole Learning
A broad overview of what the trainee would be doing on the job should be given top priority,
if learning has to take place quickly. The concept of whole learning suggests that employees learn better if
the job information is explained as an entire logical process, so that they can see how the various actions fit
together into the 'big picture' Research studies have also indicated that it is more efficient to practice a whole
task all at once rather than trying to master the various components of the task at different intervals.
(07)Active Practice
For maximum benefit, practice sessions should be distributed over time. To be a swimmer, you
should plunge into water instead of simply reading about swimming or looking at films of the worlds' best
swimmers. 'Practice makes a man perfect': so said Bacon. Learning is enhanced when trainees are provided
ample opportunities to repeat the task.
(08)Applicability of Training
The training situations should be set up so that trainees can visualise - and identify with - the types of
situations they can come across on the job. Training should be as real as possible so that trainees can
successfully transfer the new knowledge to their jobs.
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(09)Environment
It is natural that workers who are exposed to training in comfortable environments with adequate, well
spaced rest periods are more likely to learn than employees whose training conditions are less than ideal.
Finally, environment plays a major role in training. Generally speaking and learning is very fast at the
beginning. Thereafter, the pace of learning slows down as opportunities for improvement taper off.
(10)Areas of Training
The Areas of Training in which training is that offered may be classified into the following
categories.
I. Knowledge
Here the trainee learns about a set of rules and more regulations about the job,
the staff and the products or services offered by the company. The aim is to
make the new employee fully aware of what goes on inside and outside the
company.
II. Technical Skills
The employee is taught a specific skill & (e.g., operating a machine, handling
computer etc.) so that he can acquire that skill and contribute meaningfully.
III. Social Skills
The employee is made to of learn about himself and others, and to develop a
mental attitude towards the job, colleagues and the company. The principal
focus is on teaching the employee how to be a team member and get ahead.
IV. Techniques
This involves the application of knowledge and skill to various on-the-job
situations.
In addition to improving the When administered properly, a training
programme will go a long way in obtaining employee loyalty, support and
commitment to company activities.
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Type of Training:-
There are many approaches to training. We focus here on the types of training that are
commonly employed in present-day organisations.
Skills training:
This type of training is most common in organisations. The need for training
in basic skills (such as reading, writing, computing, speaking, listening, problem solving,
managing oneself, knowing how to learn, working as part of a team, leading others) is identified
through assessment. Specific training objectives are set and training content is developed to meet
those objectives. The process here is fairly simple. Several methods are available for imparting
these basic skills in modern organisations (such as lectures, apprenticeship, on-the-job, coaching
etc.). Before employing these methods, managers should:
Relate the training to the trainees' goals.
Explain how the training will help the trainees in their jobs.
Respect and consider participant responses and use these as a resource.
Encourage trainees to learn by doing.
Refresher training:-
By organising short-term courses which incorporate the latest developments in
a particular field, the company may keep its employees up-to-date and ready to take on emerging
challenges. Rapid changes in technology may force companies to go in for this kind of training. It is
conducted at regular intervals by taking the help of outside consultants who specialise in a particular
descriptive.
Cross-functional Training:
Departments can exchange personnel for a certain period so that each employee
understands how other departments are functioning and Cross-functional Training involves training
employees to perform operations in areas other than their assigned job. There are many approaches
to cross functional training. Job rotation can be used to provide a manager in one functional area
with a broader perspective than he would otherwise have.. High performing workers can act as peer
trainers and help employees develop skills in another area of operation. Cross functional training
provides the following benefits to an organisation (and the workers as well) .
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Team Training:-
Team training generally covers two areas; content tasks and group processes. Content tasks
specify the team's goals such as cost control and problem solving. They are using outdoor experiential
training techniques to develop teamwork and team spirit among their employees (such as scaling a
mountain, preparing recipes for colleagues at a restaurant, sailing through uncharted waters, crossing
a jungle etc.) Group processes reflect the way members function as a team - for example how they
interact with each other, how they sort out differences, how they participate etc. Companies are
investing heavy amounts, nowadays, in training new employees to listen to each other and to
cooperate.. The training basically throws light on
(i) how members should communicate with each other
(ii) how they have to cooperate and get ahead
(iii) how they should deal with conflict-full situations
(iv) how they should find their way, using collective wisdom and experience to
good advantage.
Creativity training: Companies like Mudra Communications, Titan Industries, Wipro encourage
their employees to think unconventionally, break the rules, take risks, go out of the box and devise
unexpected solutions.
Postpone judgment: Don't reject any idea
Create alternative frames and of reference
Break the boundary of thinking
Examine a different aspect of the problem
Make a wish list of solutions and
Borrow ideas from other fields
Look for processes to change or eliminate
Think up alternative methods
Adopt another person's perspective
Question all Assumptions.
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In creativity training, trainers often focus on three things:
(a) Breaking away:
1. Define the boundaries within which he is working
2. Bring the assumptions out into the open and challenge everything
3. In order to break away from restrictions, the trainee is expected to
4. Identify the dominant ideas influencing his own thinking
(b) Generate new ideas:
The trainee should allow his mind to wander over alternatives freely. Expose himself
to new influences (people, articles, books, situations), switch over from one perspective to another, -arrange
cross fertilization of ideas with other people and use analogies to spark off ideas.
To generate new ideas, the trainee should open up his mind; look at the problem from all possible angles and
list as many alternative approaches as possible.
(c) Delaying judgement:
To promote creative thinking, the trainee should not try to kill off ideas too quickly;
they should be held back until he is able to generate as many ideas as possible. Brainstorming (getting a large
number of ideas from a group of people in a short time) often helps in generating as many ideas as possible
without pausing to evaluate them. It helps in releasing ideas, overcoming inhibitions, cross fertilising ideas
and getting away from patterned thinking.
(d)Diversity Training:
It aims to create better cross-cultural sensitivity with the aim of fostering more
harmonious and fruitful working relationships among a firm's employees. Diversity training considers all of
the diverse dimensions in the workplace race, gender, age, disabilities, lifestyles, culture, education, ideas
and backgrounds - while designing a training programme.
The programme covers two things:
(i) Awareness building, which helps employees appreciate the key benefits
of diversity, and
(ii) Skill building, which offers the knowledge, skills and abilities required
for working with people having varied backgrounds.
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(e) Literacy Training:
Functional illiteracy (low skill level in a particular content area) may be a serious
impediment to a firm's productivity and competitiveness. Inability to write, speak and work well with others
could often come in the way of discharging duties, especially at the lower levels. Workers, in such situations,
may fail to understand safety messages, appreciate the importance of sticking to rules, and commit avoidable
mistakes. Functional literacy programmes focus on the basic skills required to perform a job adequately and
capitalise on most workers' motivation to get help in a particular area. Tutorial programmes, home
assignments, reading and writing exercises, simple mathematical tests, etc., are generally used in all company
in-house programmes meant to improve the literacy levels of employees with weak reading, writing or
arithmetic skills.
Types of Training:
Various types of training can be given to the employees such as the induction
training, refresher training, on the job training, vestibule training, and training for promotions.
Some of the commonly used training programs are listed below:
1. Induction training:
Also known as orientation training given for the new and recruits in order to make
them familiarize with the internal environment of an organization. It helps the employees to understand the
procedures, code of conduct, policies existing in that organization.
2. Job instruction training:
Addition training is offered to employees after evaluating their performance if
necessary. This training provides an overview about the job and experienced trainers demonstrates the entire
job.
3. Vestibule training:
It is the training on actual and work to be done by an employee but conducted away
from the work place.
4. Refresher training:
This training can also be used for promoting an employee. This type of training is
offered in order to incorporate the latest development in a particular field. This training is imparted to
upgrade the skills of employees.
5. Apprenticeship training:
Apprentice is a worker who spends a prescribed period of time under a supervisor.
38. ...........................................................................................................................................................................38
1. Job Instruction Training (JlT):-
The JIT method (developed during World War II) is a four-step instructional process
involving preparation, presentation, performance try out and follow up.
It is used primarily to teach workers how to do their current jobs. A trainer, supervisor or co-worker acts as
the coach. The four steps followed in the JIT methods are:
1 Next, the employee is permitted to copy the trainer's way. Demonstrations by the trainer and practice by the
trainee are repeated until the trainee masters the right way to handle the job.
2.The employee does the job independently without supervision.
3. The trainee receives an overview of the job, its purpose and its desired outcomes, with a clear focus on the
relevance of training.
4.The trainer demonstrates the job in order to give the employee a model to copy. The trainer shows a right
way to handle the job.
Merits:
1. The trainee gains confidence quickly as he does the work himself in actual setting with help from
supervisor.
2. It is most suitable for unskilled and semi-skilled jobs where the job operations are simple; easy to
explain and demonstrate within a short span of time.
3. Trainee learns fast through practice and observation.
4. It is economical as it does not require any special settings. Also, mistakes can be corrected
immediately.
Demerits:
1. While learning, trainee may damage equipment, waste materials, cause accidents frequently,
2. Experienced workers cannot use the machinery while it is being used for training.
3. The trainee should be as good as the trainer if the trainer is not good, transference of knowledge and
skills will be poor.
39. ...........................................................................................................................................................................39
2. Coaching:
Coaching is a kind of daily training and feedback given to employees by immediate
supervisors. It involves a continuous process of learning by doing. conducts lot of decision making meetings
with trainees; procedures are agreed upon and the trainee is given enough authority to make divisions and
even commit mistakes. Of course, coaching can be a taxing job in that the coach may not possess requisite
skills to guide the learner in a systematic way. Sometimes, doing a full day's work may be more important
than putting the learner on track. It may be defined as an informal, unplanned training and development
activity provided by supervisors and peers. In coaching, the supervisor explains things and answers
questions; he throws light on why things are done the way they are; he offers a model for trainees to copy;
When to use coaching usefully????
Coaching could be put to good use when:
1. An employee demonstrates a new competency
2. An employee expresses interest in a different job within the organisation.
3. An employee seeks feedback.
4. An employee is expressing low morale, violating company policies or practices or having
performance problems.
5. An employee needs help with a new skill following a formal training programme.
Effective working, obviously, requires patience and communication skills.
It involves:
1. Explaining appropriate ways of doing things
2. Making clear why actions were taken
3. Stating observations accurately
4. Offering possible alternatives / suggestions
40. ...........................................................................................................................................................................40
3. Mentoring :
The main objective is to he1p an employee attain psychological maturity and
effectiveness and get integrated with the organisation. In a work situation, such mentoring can take place at
both formal and informal levels, depending on the prevailing work culture and the commitment from the top
management. Formal mentoring can be very fruitful, if management invests time and money in such
relationship building exercises.
Mentoring is a relationship in which a senior manager in an organisation assumes the responsibility for
grooming a junior person. Technical, interpersonal and political skills are generally conveyed in such a
relationship from the more experienced person. A mentor is a teacher, spouse, counsellor, developerr of skills
and intellect, host, guide, exemplar, and most importantly, supporter and facilitator in the realisation of the
vision the young person has about the kind of 1ife he wants as an adult.
Career functions: Career functions are those aspects of the relationship that enhance career
advancement. These include:
1. Coaching: Mentors help mentees to analyse how they are doing their work and to define their
aspirations. Here mentors offer practical advice on how to accomplish objectives and gain
recognition from others.
2. Protection: Mentors shield the junior person from harmful situations/seniors.
3. Challenging assignments: Mentors help mentees develop necessary competencies through
challenging job assignments and appropriate feedback. Mentors create opportunities clients to
prove their worth to demonstrate clearly what they have to offer.
4. Sponsorship: Where mentors actively nominate a junior person (called 'mentee') for promotions
or desirable positions.
5. Exposure and visibility: Where mentors offer opportunities for mentees to interact with senior
executives, demonstrate their abilities and exploit their potential.
Psychological functions: Psychological functions are those aspects that enhance the mentee’s sense
of competence, and identify effectiveness in a professional role. These include:
Role modelling: Mentors of offer mentees a pattern of values and behaviours to
imitate.
Counselling: Mentors help mentees work out their personal problems, learn about
what to do and what not to do, offer advice on and what works and what doesn't, and
do everything to demonstrate improved performance and prepare themselves for
greater responsibility.
41. ...........................................................................................................................................................................41
Friendship: Mentors offer practical help and to support to mentees so that they can
indulge in mutually satisfying social interactions (with peers, subordinates, bosses
and customers)
Acceptance and confirmation: mentors offer support, guidance and encouragement
to mentees so that they can solve the problems will independently and gain
confidence in course of time. Mentors also help people to learn about the
organisation's culture and understand why things are done in certain ways.
Mentoring in India is based on the time-honoured guru-shishya relationship where the
guru would do everything to develop the personality of the shishya, offering emotional support, and
guidance. Companies like TISCO, Neyveli Lignite Corporation, Polaris, Coca-Cola India have used
mentoring systems to good effect in recent times (Economic Times, 25 Oct., 2002). Of course, mentoring is
not without its problems. Mentors who are dissatisfied with their jobs and though who teach or narrow or
distorted view of events may not help a protege's development. Not all mentors are well prepared to transfer
their skills and wisdom to their junior colleagues. When young people are bombarded with conflicting
viewpoints - about how things should go - from a series of advisors, they may find it difficult to get ahead
with confidence. Organisations like General Electric, and Intel, Proctor & Gamble have given a lot of
importance to mentoring programmes, going even gone to the extent of penalising senior managers if they
fail to develop leadership skills among subordinates.
Mentoring can succeed if
1. There is genuine support and commitment from top management
2. Mentors take up their job seriously and transfer ideas, skills and experiences in a systematic way and
3. Mentees believe in the whole process and carry out things in an appropriate manner.
4. Job Rotation :
The cross-trained personnel offer a great amount of flexibility for organisations when
transfers, promotions or replacements become inevitable. This kind of training involves the movement of
trainee from one job to another. This helps him to have a general understanding of how the organisation
functions. Apart from relieving boredom, job rotation allows trainees to build rapport with a wide range of
individuals within the organisation, facilitating future cooperation among departments.
Job rotation may pose several problems, especially when the trainees are rolled on
various jobs at frequent intervals. In such a case, trainees do not usually stay long enough in any single phase
of the operation to develop a high degree of expertise. For slow learners, there is little room to integrate
resources properly. Trainees can become confused when they are exposed to rotating managers, with
contrasting styles of operation. Today's manager's commands may be replaced by another set from another
manager! Further, job rotation can be quite expensive.
42. ...........................................................................................................................................................................42
A substantial amount of managerial time is lost when trainees change positions, because they
must be acquainted with different people and techniques in each department. Development costs can go up
and productivity is reduced by moving a trainee into a new position when his efficiency levels begin to
improve at the prior job. Inexperienced trainees may fail to handle new tasks in an efficient way. Intelligent
and aggressive trainees, on the offer hand, may find the system to be thoroughly boring as they continue to
perform more or less similar jobs without any stretch, pull and challenge. To get the best results out of the
system, it should be tailored to the needs, interests and capabilities of the individual trainee, and not be a
standard sequence that all trainees undergo.
The purpose of job rotation is to provide trainees with a larger organisational
perspective and a greater understanding of different functional areas as well as a better sense of their own
career objectives and interests.
5 Apprenticeship Training:-
Most craft workers such as plumbers and carpenters are trained through formal
apprenticeship programmes. Apprentices are trainees who spend a prescribed amount of time working with
an experienced guide, coach or trainer. Those who learn fast may quit the programme in frustration. Slow
learners may need additional training time. It is also likely that in these days of rapid changes in technology,
old skills may get outdated quickly. Trainees who spend years learning specific skills may find, upon
completion of their programmes, that the job skills they acquired are no longer appropriate.
Assistantships and internships are similar to apprenticeships because they also
demand high levels of participation from the trainee. An internship is a kind of on-the-job training that
usually combines job training with classroom instruction in trade schools, colleges or universities. Coaching,
as explained above, is similar to apprenticeship because the coach attempts to provide a model for the trainee
to copy.
One important disadvantage of the apprenticeship methods is the uniform period of
training offered to trainees. People have different abilities and learn at varied rates.
6 Committee Assignments:-
In this method, trainees are asked to solve an actual organisational problem. The
trainees have to work together and offer solution to the problem. Assigning talented employees to important
committees can give these employees a broadening experience and can help them to understand the
personalities, issues and processes governing the organisation.
It helps them to develop team spirit and work of toward common goals. However, managers
should very well understand that committee assignments could become notorious time wasting activities. The
above on-the-job methods are cost effective.
Workers actually produce while they learn. Since immediate feedback is available, they
motivate trainees to observe and learn the right way of doing things. Very few problems arise in the· case of
43. ...........................................................................................................................................................................43
transfer of training because the employees learn in the actual work environment where the skills and that are
learnt are actually used. On-the-job methods may cause disruptions in production schedules.
Experienced workers cannot use the facilities that are used in training. Poor learners may
damage machinery and equipment. Finally, if the trainer does not possess teaching skills, there is very little
benefit to the trainee.
Off-the-Job Methods
Since the trainee is not distracted by job requirements, he can focus 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.
Under this method of training, the trainee is separated from the job situation and his
attention is focused upon learning the material related to his future job performance. Off-the-job training
methods are as follows:
a. Vestibule training:
In this method, main actual work conditions are simulated in a classroom. This type of
training is commonly used for training personnel for clerical and semi-skilled jobs.
Material, files and equipment - those that are used in actual job performance are also
used in the training. The duration of this training ranges from a few days to a few weeks. Theory can
be related to practice in this method.
b. Role playing:
It is defined as a method of human interaction that involves realistic behaviour in
imaginary situations. This method of training involves action, doing and practice.
The participants play the role of certain characters, such as the production manager,
mechanical engineer, superintendents, maintenance engineers, quality and control inspectors,
foreman, workers and the like.
This method is mostly used for developing interpersonal interactions and relations.
c. Lecture method:
An advantage of lecture method is that it is direct and can be used for a large group of
trainees. Thus, costs and time involved are reduced. The major limitation of the lecture method is that
it does not provide for transfer of training effectively. 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.
44. ...........................................................................................................................................................................44
d. Conference/discussion approach:
In this method, the trainer delivers a lecture and involves the trainee in a discussion so
that his doubts about the job get clarified.. Even the trainee's presentation can be taped for self
confrontation and self-assessment. When big organisations use this method, the trainer uses
audio-visual aids such as black boards, moc-kups and slides; in some cases the lectures are
videotaped or audio taped
Those individuals who have a general educational background and whatever specific skills are
required such as typing, shorthand, office equipment operation, filing, indexing, recording, etc. - may
be provided with specific instructions to handle their respective jobs.
The conference is, thus, a group-cantered approach where there is a clarification of ideas,
communication of procedures and standards to the trainees.
e. Programmed instruction:
These units are arranged from simple to more complex levels of instruction.
The trainee goes through these units by answering questions or filling the blanks. This method is,
thus, expensive and time-consuming.
This method has become popular in recent years. The subject matter to be learned is presented in a
series of carefully planned sequential units.
Behaviourally Experienced Training
The focus of experiential methods is on achieving, through group processes, a better
understanding of oneself and others. These are discussed elaborately in the section covering Executive
Development Programmes.
Some training programmes focus on emotional and behavioural learning. Here employees can learn about
behaviour by role-playing in which the role players attempt to act their part in respect of a case, as they
would behave in a real-life situation. Business games, cases, incidents, group discussions and short
assignments are also used in behaviourally-experienced learning methods.
Sensitivity training or laboratory training is an example of a method used for emotional learning.
Evaluation of a Training Programme
The process of training evaluation has been defined as any attempt to
obtain information on the effects of training performance and to assess the value of training in the
light of that information.
The specification of values forms a basis for evaluation. The basis of
evaluation and the mode of collection of information necessary for evaluation should be determined
at the planning stage.
45. ...........................................................................................................................................................................45
Evaluation helps in controlling and correcting the training programme.
Hamblin suggested five levels at which evaluation of training can take place, viz., reactions, learning,
job behaviour, organisation and ultimate value.
1. Reactions:
Trainee's reactions to the overall usefulness of the training including the coverage of
the topics, the method of presentation, the techniques used to clarify things, often throw light on the
effectiveness of the programme. Potential questions to trainees might include:
(i) Would you recommend it to others who have similar learning goals?
(ii) what suggestions do you have for improving the programme?
(iii) Should the organisation continue to offer it?
(iv) What were your learning goals for the programme?
(v) Did you achieve them?
(vi) Did you like this programme?
2.Learning:
Training programme, trainer's ability and trainee's ability are evaluated on the basis of
quantity of content learned and time in which it is learned and learner's ability to use or apply the
content learned.
3.Job behaviour:
This evaluation includes the manner and extent to which the trainee has applied his
learning to his job.
4.Organisation:
This evaluation measures the use of training, learning and change in the job behaviour
of the department/organisation in the form of increased productivity, quality, morale, sales turnover
and the like.
5.Ultimate value:
It. is the measurement of ultimate result of the contributions of the training
programme to the company goals like survival, growth, profitability, etc.
And to the individual goals like development of personality and social goals like maximising social
benefit
46. ...........................................................................................................................................................................46
Methods of Evaluation
Various methods can be used to collect data on the outcomes of training. Some of these are:
Studies:
Comprehensive studies could be carried out eliciting the opinions and judgements of trainers,
superiors and peer groups about the training.
Human resource factors:
Training can also be evaluated on the basis of employee satisfaction, which in turn can be
examined on the basis of decrease in employee turnover, absenteeism, accidents, grievances,
discharges, dismissals, etc.
Cost benefit analysis:
The costs of training of (cost of hiring trainers, tools to learn, training centre, wastage,
production stoppage, opportunity cost of trainers and trainees) could be compared with its value (in
terms of reduced learning time, improved learning, superior performance) in order to evaluate a
training programme.
Questionnaires:
Comprehensive questionnaires could be used to obtain opinions, reactions, views of trainees.
Tests:
Standard tests could be used to find out whether trainees have learnt anything during and after
the training.
Interviews:
Interviews could be conducted to find the usefulness of training offered to operatives.
Feedback:
The training is evaluation information (about costs, time spent, outcomes,
information etc.) should be provided to the instructors, trainees and other parties concerned for
control, correction and improvement of trainees' activities. After the evaluation, the situation should
be examined to identify the probable causes for gaps in performance.
47. ...........................................................................................................................................................................47
Chapter-4
Literature review
Reference : (01)
A study on Effectiveness of Training and Development Programs Adopted by KPCL,
Bangalore
The study is undertaken to know the effectiveness of training and development programs
adopted by KPCL, Bangalore. To achieve the aforesaid objectives data is gathered from 100 respondents
randomly. It is found that the most of the employees are satisfied with training and development programs
adopted by KPCL and the training and development programs helping employees to increase their efficiency
in their job, 72% of respondents have rated as good about Overall Quality and Effectiveness of Training and
Development programs. The training and development program adopted in KPCL mainly concentrated on
areas like quality aspects, job oriented trainings, technical skills and knowledge. Most of the respondents
rated as good and excellent towards the overall quality and effectiveness of the training and development
g;kkpercentage of respondents who are not satisfied with training programs and whom it has not helped to
overcome from their short comings or work related problems. Finally the training and development programs
provided by Karnataka Power Corporation Limited are found to be effective, credible and commendable,
which can be improved further.
Reference : (02)
A Study on Effectiveness of Training and Development
in Rabco Huat Wood Pvt. Ltd
The source of data is collected from RABCO HUAT WOOD Pvt ..ltd The sample size is 50 and time
constraint is the major problem of this study. The tool used for analysis and interpretation is simple
percentage analysis and chi-square . Both open end and close end questions are used in this questionnaire. To
study on effectiveness of training and development within employees and to give suggestion regarding the
improvement of the training and development process This methodology explain about the overall objective
research design, data collection method, sampling procedure, construction of questionnaire tools of analysis.
Data constitute the foundation at statistical analyze and interpretation, the first important step in the project
work is to obtain data collection by the primary method. I am confident to say that the study gave an
opportunity to analyze various factors regarding efficiency of training and development. The sample size is
very low so it is very most difficult concluding it by saying that it is the view of whole population. So the
research is useful to know that the efficiency of training and development in RABCO . The research found
that the training t is very help to improve productivity. We can see that the organizational training has great
impact on employees. If the organizational training is not good then it will adversely affect employees.
RABCO is very conscious of the needs of the employees and does it best to keep the training to its workers.
In the study employees shows importance to training also they are in the view that training is an important
component for new and existing employees. It increase performance and satisfaction level in the job.
48. Reference : (03)
PERCEIVED EFFECTIVENESS OF TRAINING AND DEVELOPMENT
A CASE STUDY IN STC TECHNOLOGIES PVT LTD, CHENNAI.
Training is the act of increasing the knowledge and skill of an employee for doing particular
job .The training is to acquire new skill, technical knowledge, problem- solving, etc. Training improves the
performance of employees on present jobs and prepares them for taking up new assignments in the future.
Training also helps in the development of the employees. The main objective of the study is to measure the
effectiveness of the training in the organization and its impact on employee job performance in the
organisation. For collecting the required primary data, a structured questionnaire, with multiple choice and
close-ended questions was administered to 60 employees in the organisation through the simple random
sampling method. In this study Chi-Square test, Correlation and Anova have been used to interpret the data
collected. Based on the research findings the researcher offered suitable suggestions for improving the
employee training and development in the organization.
Reference : (04)
A LITERATURE REVIEW ON TRAINING &
DEVELOPMENT AND QUALITY OF WORK LIFE
Ms. Pallavi P. Kulkarni,
In this competitive world, training plays an important role in the competent and
challenging format of business. Training is the nerve that suffices the need of fluent and smooth functioning
of work which helps in enhancing the quality of work life of employees and organizational development too.
Development is a process that leads to qualitative as well as quantitative advancements in the organization,
especially at the managerial level, it is less considered with physical skills and is more concerned with
knowledge, values, attitudes and behaviour in addition to specific skills. Hence, development can be said as a
continuous process whereas training has specific areas and objectives. So, every organization needs to study
the role, importance and advantages of training and its positive impact on development for the growth of the
organization. Quality of work life is a process in which the organization recognizes their responsibility for
excellence of organizational performance as well as employee skills. Training and development programs
play a vital role in every organization. These programs improve Employee Performance at workplace, it
updates Employee Knowledge and enhances their personal Skills and it helps in avoiding Managerial
Obsolescence. With the use of these programs, it is easier for the management to evaluate the job
performance and accordingly take decisions like employee Promotion, rewards, compensations, welfare
facilities,etc. These training programs also help the managers in succession planning, employee retention and
motivation. It creates Efficient and Effective employees in the Organization. The need for training &
development is determined by the employee’s performance deficiency, computed as follows:
Training & Development need = Standard performance – Actual performance
49. Reference : (05)
A REVIEW OF FACTORS AFFECTING TRAINING EFFECTIVENESS VIS-À-VIS
MANAGERIAL IMPLICATIONS AND FUTURE RESEARCH DIRECTIONS
Dr. B.K. Punia,Saurabh Kant
The aim of this study is to examine the factors affecting training effectiveness and its
implications. To examine the study a literature review has been done on different aspects of training. The
findings of this study suggest many factors which affects training effectiveness like motivation, attitude,
emotional intelligence, support from management and peers, training style and environment, open-
mindedness of trainer, job related factors, self efficacy and basic ability etc. The paper also reveals models of
training effectiveness measurement as well as the implication of a training programme. The importance of
training effectiveness is also discussed in the paper which is revealed through literature review. The paper
provides an insight of training and development and training effectiveness. The study has collected different
observations and analysis about training, its importance and methods of training. The paper is basically above
the factors affecting training effectiveness and how the training effectiveness can be measured. To make
training more effective organizations requires to look at how the training and development system is
associated with the strategy of the organization and at what is being done to check out that all training
programme are effective. The study revealed many factors that affect training effectiveness but three factors
i.e. motivation, attitude and emotional intelligence emerged to be stronger and more responsible in making
training effective, These three factors were found dominant on other factors while a training programme is
going on. Managers should first motivate employees to learn new abilities and skills. Next, to ensure better
training effectiveness, managers should support employee efforts to practice such skills at the workplace.
Trainees’ attitude decides that what would be learning ratio from training programme and emotionally
intelligent leaders always found successful in inspiring the workers.
Reference : (06)
EVALUATION OF EFFECTIVENESS OF TRAINING AND DEVELOPMENT:
The Kirkpatrick Model
Evaluation of training effectiveness is the measurement and of improvement in
the employee’s knowledge, skill information and behavioural pattern within the organization as a result of
training program. This measurement help to match the cost incurred in the design and implementation of
training with the associated benefits. Thus, it indicates whether the program has been able to deliver its
intended goals and objectives. The purpose of this paper is to review the model of training and effectiveness
for the adoption by the human resources development executives in their planning, designing and
implementation training program It well acknowledged in training evaluation literature that the actual barrier
and obstacle to training effectiveness comes from within the human resources development functions. To
overcome this barrier training must be defined in term of either training based on poor performance or
defined based on organizational objectives, although both directly related. Improvement in training
effectiveness can directly be facilitated by the following, employee’s awareness of objectives of training
courses, continuity of training, and application of training in the work place and proper implementation of the
program. A well designed and executed training will facilitates participant’s involvement, attitudinal changes
and this provides opportunity for application of new skills and knowledge in workplace, job commitment,
employees’ alignment to organizational visions and strategies.(2012)
50. Reference : (07)
International Journal of Allied Practice, Research and Review
Training is equipping the employees with required skill to perform their job. Development is the growth of
employees at every level of management by planned and organized process. The main aim of training and
development is the best possible utilization of employees’ capabilities. The present study an attempt has been
made to study the impact of training and development programmes on employees’ efficiency of the Bharat
Heavy Electricals Ltd.(BHEL). The study showed the impact of training and development programme on
employees’ efficiency, which appended to be good in BHEL. The average mean score and percentage score
of the overall 20 items has been computed at 3.62 (65.5%). The study revealed that most employees are satisfied
with their job condition and nature of the job. The working environment is very good. The senior's interaction
behaviors with subordinates are good. The employees are highly secured in their jobs. The way of supervision by the
superiors is lined by the employees. They think that their job helps to achieve their ambition. The salary structured is
also satisfactory, so they do not want to change their job. At this juncture, it can be concluded that employees are
highly satisfied from BHEL, but there is some need of implementation in its training programmes, policy, reward
system and other important issues.
Reference : (08)
Literature Review and Reports on Training and Development
Shakila P.
This paper aims to provide a synthetic review of the literature on the training and development. Review of
literature justifies the reason for our research. It demonstrates the topic. It narrates a brief elaboration of prior
studies. Prior research will help us to ensure that we have included all of our major relevant constructs in our
study. It talks about the knowledge of our field which allows us to identify the gap which our research could
fill and also strength’s the topic that we chosen for our research. The literature review will help us to find and
select appropriate measurement instruments. The literature review is needed because it is a necessary skill
both for researchers and for practitioners of a profession which claims to be founded on a knowledge base
and also to locate and summarize the findings of research on a given topic not uncritically but assessing the
evidence and for argument to sustain the conclusions. It is also useful to obviate the need for fresh research
or to replicate the study. Polit and Hungler in the year (2001) stated that the term “Literature Review” is
often used to cover both the process of searching for relevant literature and the critical reporting of the
literature. Cormack in the year (1991) stated that “Literature Review” means to systematically read, critically
appraise, and then synthesize the material into a coherent, structured, and logical review of the literature.
Many specialists from other countries engaged in training and development, have tried to evolve different
methods of assessing the effectiveness of training programs. Therefore, Training programs are very much
essential for employees for further development of their career. The prior studies above have been
concentrated on the topics of various aspects like training effectiveness, training evaluation, training projects,
customer satisfaction, management training and development, goal orientation and training attitudes. Future
researchers shall concentrate on the evaluation of training and development program with respect to middle
level employees alone.
51. Reference : (09)
The evaluation of learning and development in the workplace:
A literature review of the FEFCE funding Council England
The most basic reason for the providing learning and development is to ensure that an organisation’s
employees are able to carry out their current role. Some training may be mandatory in relation to health and
safety or occupation-specific issues but much of it will be discretionary where organisations appreciate the
added value that they will gain from having highly skilled and knowledgeable employees. and the reason
Behind that to Evaluate become built into the training process; something that takes place after all learning
interventions however this does not mean that a one size fits all approach is appropriate. This is also partly a
cultural issue – managers and employees need to accept that this is an important stage in the overall learning
and development provision. Caution appears to be advised by Gianfranco et al. (2009) against over-
emphasising the evaluative aspects in case they impact on the training intervention. This suggests that the
evaluation process should be carefully introduced within learning interventions so they do not appear to be
the main focus and distract from the content of the programme.
Reference : (10)
Effectiveness of Training and Development on Employees ‘performance and organisation
competitiveness in the Nigerian banking industry.
Training and development is indispensable strategic tool for enhancing employee performance and
organizations keep increasing training budget on yearly basis with believe that it will earn them competitive
edge. The main objective of this study is to examine the effectiveness of training and development on
employees’ performance and organisation competitive advantage in the Nigerian banking industry.
Descriptive research method was adopted for this study using two hundred and twenty three valid
questionnaires which were completed by selected banks in Lagos State, South-West Nigeria using simple
random sampling technique. The data collected were carefully analyzed using descriptive statistics to
represent the raw data in a meaningful manner. Training is importation for the survival of any organisation. It
is also imperative for effective performance of employees, enhancement of employees’ ability to adapt to the
changing and challenging business environment and technology for better performance, increase employees’
knowledge to develop creative and problem solving skills.
52. Reference : (11)
Literature Review of the
Chidambaram Vijayabanu1, Ramachandran Amudha
The success of any organization depends on appropriate use of human assets available in the organization.
All other assets could only be supplementary to human assets. Towards augmenting the human resources and
to cope with changes both internal and external, the organization has to concentrate necessarily on
developing the ability, wisdom and skills of its workforce. For the development of human asset, ‘training’
becomes the base. Training is a tool to attain individual, organizational needs related to the jobs undertaken
and is also intended to improve the work culture of the group involved in a group task. An ideal training
programme can be expected to change the attitude, skills and develop forward vision of the participants
towards the task. This paper summarizes the results of the literature review on the effectiveness of training
programmes of employees from diverse perspective. The previous studies based on institutional training pro-
grammes do not evaluate how they benefit to the industries concerned. The institutional training programmes
do not concentrate on future needs of individual organizations, which vary in environment and production
process. So, the environmental condition among the centres of learning and applications of learning are not
homogeneous. Further, the impact of training depends on the calibre of the participants, which varies from
individual to individual. Thus, the impacts of training on group performance change in the levels of
employees and supervisors. Group needs for executives have also been studied. The study also discusses the
impact of training on organization needs in the light of the above-mentioned objectives, which gives a
comprehensive approach to training evaluation.
Reference : (12)
Impact of Training and Development Programmes on Employees
Efficiency at Madhya Pradesh State Electricity Board (MPSEB)
Training is equipping the employees with required skill to perform their job. Development is the growth of
employees at every level of management by planned and organised process. The main aim of training and
development is the best possible utilization of employees’ capabilities. The present study an attempt has been
made to study the impact of training and development programmes on employees’ efficiency of the Madhya
Pradesh Electricity Board (MPSEB). The study revealed that most employees are satisfied with their job
condition and nature of the job. The working environment is very good. The seniors interaction behaviors
with subordinates are good. The employees are highly secured in their jobs. The way of supervision by the
superiors is lined by the employees. They think that their job helps to achieve their ambition. The salary
structured is also satisfactory, so they do not want to change their job. At this juncture, it can be concluded
that employees are highly satisfied from MPSEB, but there is some need of implementation in its training
programmes, policy, reward system and other important issues.
53. Reference : (13)
Measuring The Impact of Training and Development in the Workplace
Literature Review of Skillnels Enterprise
This pilot project tested the detailed application of the Kirkpatrick and Phillips Evaluation Models in Irish
enterprises with particular regard to the applicability and usability of the models in evaluating the impact of
training in companies. the models are certainly applicable. The results of the pilot project show that they are
Methodologically sound, comprehensive and credible and, hence Acceptable in the Irish business context
The case studies are considered by the independent evaluator to be very useful works and will be beneficial
in future training. It is also clear from the project that the use of consultants contributed greatly to the
undertaking and finalisation of the case studies. One of the most striking issues to emerge from the pilot was
the inadequate training needs analysis and limited baseline data around skills and outputs in the companies.
This is an essential ingredient in both a good ROI process and training outcome and steps to improve practice
in this area by Skillnets is recommended.
Reference : (14)
Benefits of Training and Development for Individuals and Teams,
Organizations, and Society
Literature Review of The Business School, University of Colorado Denver.
This article provides a review of the training and development literature since the year 2000.We review the
literature focusing on the benefits of training and development for individuals and teams, organizations, and
society .We adopt a multidisciplinary, multilevel, and global perspective to demonstrate that training and
development activities in work organizations can produce important benefits for each of these stakeholders.
We also review the literature on needs assessment and pre-training states, training design and delivery,
training evaluation, and transfer of training to identify the conditions under which the benefits of training and
development are maximized. Finally, we identify research gaps and offer directions for future research. We
take the point of view that training leads to important benefits for individuals and teams, organizations, and
society. The present review suggests that these benefits range from individual and team performance to the
economic prosperity of a nation. To understand these benefits of training, we adopted a multilevel,
multidisciplinary, and global perspective. We also included a discussion of how to maximize the benefits of
training.
54. Reference : (15)
Employees’ Perception and Motivation Towards Training and Development
Programmes in Health Sector of Pakistan:
A Case Study of Khyber Pakhtun Khwa.
Training is the one of the most important function of human resource in any organization. It increases the
efficiency and the effectiveness of both employees and the organization. The focus of this research paper is
to know about the training and development programs in the health sector of Pakistan. And also to evaluate
the employees’ motivation and perception about these training and development programs. The researchers
have used Khyber Pakhtunkhwa (KPK) province as a case for this. Data was collected through questionnaire
and semi structured interviews from the concerned department and was analyzed through SPSS. The findings
clearly revealed that there is no systematic and strategic approach for conducting training and development
programs in the health sector of Khyber Pakhtunkhwa. The main barriers appeared to be organizational
environment and the political intervention. Moreover, organizational environment and political interventions
are identified as the most important barriers for effectively conducting training and development programs.
The first objective of the study was to know about the employees’ perception about the training and
development programmes within the health department KPK. It has been seen that provision of training and
development programmes in the health department KPK is not based on strategic and systematic approach at
all. However, it has been observed that top management within the health department KPK is well aware of
the importance and need of training but still fails to adopt a strategic and systematic approach towards these
programmes.
Reference : (16)
Training Practices Followed By Automobile Industries
Rekha Mudkanna, Dr.S.G.Losarwar
The present research study sheds light on the effectiveness of training activities in the automobile company.
The automobile sector is people based industry where the end product is often produced by a number of
employees together delivering the end product for organization and customers. Management of labor
intensive industries face daunting task to measure the potential variability in the performance of the staff
involved in the end product. Therefore the significance of appropriate training activities for all business
within the auto sector is of considerable importance. As training practices have the potential to increase the
service levels in the industry, organizations want to work out cost and benefits of training The future
challenge for automobile industry would be to develop a supply base with emphasis on lower costs and
economies of scale, develop technical and human capabilities, overcome infrastructural bottlenecks,
stimulate domestic demand and exploit export and international business opportunities. Environmental and
safety standards, and human resources development. A key deficiency that needs to be addressed for
attaining the vision is to improve competitiveness in manufacturing. Systemic deficiencies could be
overcome through a long-term and stable policy regime that will support the industry to fulfil its’ potential.
Reference : (17)
55. International training and management development:
Theory and reality The Literature review of Division of Business and Enterprise, School of
International
Business,University of South Australia, Adelaide, Australia.
This article aims to outline the theoretical perspectives of international training and development and
examine how theoretical frameworks have been implemented by practitioners. And the finding is that There
appears to be a considerable gap between academic theories and multinational enterprises’ (MNEs’)
practices. MNEs pay little attention to international training and management development. Ineffective
international training and management development have a considerably adverse impact on MNEs. In order
to succeed in a globally competitive environment MNEs need to effectively train expatriates and their
spouses, host-country nationals (HCNs) and third-country nationals (TCNs), and develop and nurture a truly
global management team. This paper systematically reviews the existing literature and reveals a considerable
gap between academic theories and MNEs’ practices. International training and development is one of
IHRM’s most crucial activities and the potential benefits of effective training and development are widely
acknowledged. By reviewing the existing literature and presenting the findings of his recent empirical
research, the author argues that while there is growing recognition of the significance of international training
and management development, the majority of MNEs do not pay adequate attention to training and
developing international managers. It is customary for MNEs not to provide adequate pre-departure or post-
arrival training for expatriates, spouses, partners or families, or training for HCNs and TCNs. When pre-
departure training is provided, the training duration is normally short.
Reference : (18)
The Impact of Training and Development on Employees Performance and Productivity
A case study of United Bank Limited Peshawar City, KPK, Pakistan
This paper main objective was to investigate whether training and development has impact on employees’
performance and productivity. This paper is quantitative in nature. Data for the paper have been collected
through primary source that are from questionnaires surveys. The data have been checked through statistical
software to find the impact of training and development on employees’ performance and productivity. There
were two variable Training and Development (Independent) and Employees’ performance and productivity
(Dependant). Eight united banks limited were selected for the study. Eighty questionnaires were distributed
for the collection of data. Descriptive statistic tools SPSS were applied on the questionnaire to see the
reliability and consistency. The goal was to see whether Training and Development has an impact on
Employees Performance and Productivity. Data were analyzed and discussed. As the increase of
concentration on administrative management during these years, HRM plays a more important role in
managing an organization, such as the effects of HRM on innovation, ‘new way of working principles ‘for
working relations and enhancing employees’ capability. Training and Development is an important aspect of
HRM. It is important for organization to get skilled and capable employees for better performance, and
employees will be than competent when they have the knowledge and skill of doing the task. Training and
Development would provide opportunities to the employees to make a better career life and get better
position in organization.
Reference : (19)
56. Vaasan Ammattikorkeakoulu
Effects of Training on Employee Performance.
Employees are major assets of any organization. The active role they play towards a company’s success
cannot be underestimated. As a result, equipping these unique assets through effective training becomes
imperative in order to maximize the job performance. Also position them to take on the challenges of the
today’s competitive business climate. Although extensive research has been conducted in the area of Human
Research Management, the same cannot be said on employee training especially as it concerns developing
countries. The importance of training and development in the corporate world has been highlighted in the
previous literature. Thus, it is essential to examine any issues related to training and development in any
business sector. The purpose of this study is to examine the effects of training on employee performance
within the telecommunications industry in Uganda. The results from the questions on employee participation
in training and selection for training indicate that these companies have good and perhaps clear policies
regarding training and development as most of the respondents indicated that they have participated in
training and that most of them were provided with opportunities to train under the compulsory practice of the
company for all employees and/or on joining the company. In examining the question relating to the training
programme quality, the results indicate that the programmes undertaken by the sample companies are
relevant as considered by the respondents opinions.
Reference : (20)
Training and Development Program and its Benefits to Employee
and Organization: A Conceptual Study and Literature Review of The IIST
The purpose of this paper is to present a conceptual study established on the employee training and
development program and its benefits. This paper will inspect the structure and elements of employee
training and development program and later the study present what are the positive outcomes for employees
and organizations. Organizations find it difficult to stay competitive in recent global economy. Importance of
employee development program is growing for the organizations those pursuing to receive an advantage
among competitors. Employees are esteemed resource of the organization and success or failure of the
organization relay on the performance of employees. Therefore, organizations are financing large amount on
employee training and development programs. Furthermore ,in training program it is supportive for
companies to emphasis on knowledge, expertise and ability of employees. There is substantial discussion
among professionals and researchers on the affect that development program has on both employee and
organization. The study described here is a vigilant assessment of literature on fundamental of employee
development program and its benefits to organizations and employees. In this study we take the fact of
observation that training leads to important benefits for individuals and organizations. The existing analysis
of literature proposes that these benefits vary from individual and organizational performance. To understand
the benefits of training and development program, we implemented different level and different disciplinary
perspective of employee development program. In our study we also involved the discussion, how to increase
the benefits of training. These features include giving attention to the training design, delivery, and transfer
of training. After completing the study on this topic we strongly believe that it is very beneficial for the
organizations to develop the employee development programs. If there is a systematic training and
development program for the employees the companies will harvest its profit from the market and remain
competitive in the job market. An organized and efficient development program with supportive apparatuses
will significantly assist the organizations to retain the most valued human resource, especially those who
have a lot of experience with the organization. If organizations are capable to support all employees in
meeting their requirements then both, employees and organizations will get the long term benefits. It is also
very important for the organizations to timely evaluate the success of employee training and development
program.
Chapter: (5)
![1
A
SUMMER INTERNSHIP PROJECT REPORT
ON
“Effectiveness of the Training and Development in sumul dairy”
At
Surat District Co-operative Milk Producers' Union Ltd
Submitted to
Naran Lala School of Industrial Management and Computer Science
IN PARTIAL FULFILLMENT OF THE
REQUIREMENT OF THE AWARD FOR THE DEGREE OF
MASTER OF BUSINESS ASMINISTRATION
In
Gujarat Technological University
UNDER THE GUIDANCE OF
Faculty
Faculty Guide Company Guide
Mr Vishal J Mali Mr Ravindra Shali
(HR Manager)
Submitted by
(Joshi Dharti G)
[Batch:2016-17, Enrollment No: 157990592016]
MBA III
(Naran Lala School of Industrial Management and Computer Science)
MBA PROGRAMME
Affiliated to Gujarat Technological University
Ahmedabad
Jun-July-2016](https://image.slidesharecdn.com/sipprojectatsumuldairybydhartigjoshi-160818104233/85/Sip-project-at-sumul-dairy-by-Dharti-G-joshi-Effectiveness-of-Training-and-Development-1-320.jpg)
