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At

Bharti axa Life insurance

Under Guidance of:

Submitted by:

SR.NO.

CONTENTS Preface Acknowledgement Executive Summary Company Profile Introduction Concept Introduction Brief Profile of the unit "iterature #eview #e earch %ethodology Significance & Scope '()ective of the #e earch *ypothe i

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,ata Interpretation & Analy i "imitation

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Conclu ion Sugge tion Bi(liography Annexure

ABOUT THE TOPIC


.raining & ,evelopment programme i mo t important factor of the organi/ation for improving the efficiency & performance of the employee a well a increa e the productivity and turnover of the organi/ation0 It i organi/ed for the fre her and al o for exi ting employee 0 .he e programme are helpful in enhancing )o( ati faction1 opportunity in future1 increa ing morale and motivation0 .raining i the proce of increa ing the knowledge and kill for doing a particular )o(0 It i an organi/ed procedure (y which people learn knowledge and kill for a definite purpo e0 .he purpo e of training i (a ically to (ridge the gap (etween )o( re2uirement and pre ent competence of an employee0 .he re earcher ha done a tudy on the impact of .raining and ,evelopment on the effectivene of (ank employee 0

APPROACH.
'()ective of the re earch
1. .o find out the impact of training& development programme on the performance and attitude of employee a well a organi/ation productivity0 2. .o get the information a(out the training and development programme and it nece itie that how it help the organi/ation in increa ing productivity and in achieving o()ective effectively and efficiently 3. .o gain the in3depth information and knowledge a(out the training and development programme and it impact on the effectivene of the employee 0

RESEARCH METHODOLOGY
#e earch %ethodology i a way to y tematically olve the re earch pro(lem0 Data source .he data ource that wa u ed for the re earch wa primary ource0 .he data wa collected u ing a !uest"o##a"re. Analy i wa done on the (a i of the data that wa collected in the 4ue tionnaire Sa$%&e s"'e .he ample i/e i 155

Sa$%&e %roce(ure #andom ampling ha (een taken a


conducting re earch work0

ample procedure for

Researc) t*%e #e earch type u ed i (escr"%t"+e0 ,e criptive re earch tudie are


tho e tudie which are concerned with de cri(ing the characteri tic of a particular individual or a group 0 6I7,I78S9 6rom the tudy it ha (een found that $5: re pondent (elieve that training programme improve managerial kill 1 while $-: (elieve it i re pon i(le for improving technical kill 0 6urther it i found that training programme improve interper onal relation hip0 A(out ;5: re pondent are of the ame view0 <-: re pondent (elieve that training programme are alway (eneficial for employee 0 !-: re pondent trongly empha i thi point00 %oreover1 training programme increa e the elf worth of employee and are even re pon i(le for increa ing overall efficiency level of employee 1 reduced monotony1 tre & a( enteei m and are re pon i(le for development & growth of (anking

Bharti A=A "ife i a life in urance player that wa tarted in !55>0 It (ring together trong financial experti e of the Pari 3head2uartered A=A 8roup1 and Bharti Enterpri e 3 one of India? leading (u ine group with intere t in telecom1 agricultural (u ine 1 financial ervice 1 and retail0 .he )oint venture ha a <+: take from Bharti and !>: take from A=A A ia Pacific *olding "td0@AP*)0.he company launched national operation in ,ecem(er !55>0 .oday1 Bharti A=A "ife ha a national footprint of di tri(utor trained to provide 2uality financial advice and in urance olution to the large Indian cu tomer (a e0 Bharti A=A "ife offer a range of innovative product and ervice that cater to pecific in urance and wealth management need of cu tomer 0

Ae undertook an in3depth analy i wherein we identified the notion of preference wa totally related to the tru t granted to variou name in in urance and financial ervice 0 .he level of tru t i very inade2uate today1 regardle of the (rand con idered0 .hi i (ecau e the perception of con umer i that we are all evolving only in Ba world of promi e 0B And thi i what we have to redefine0 Be*o#( %ro$"ses... %roo, Ae don?t want to make promi e any more0 In tead1 we want to demon trate our a(ility to re pond to client need with real and tangi(le proof and1 in o doing1 to e ta(li h an authentic relation hip of tru t with our client 0

.he e are the three attitude that client mo t expect from an in urance and financial ervice company in exchange for their vote of confidence0 .he e three attitude tood out from the other in the con umer re earch we conducted acro market 1 regardle of their level of maturity0 T)e* are at t)e )eart o, our act"o#s a#( our co$$"t$e#ts to c&"e#ts.

Bharti A=A "ife In urance Company "td i a )oint venture (etween Bharti1 one of IndiaC leading (u ine group with intere t in telecom1 agri (u ine and retail1 and A=A1 world leader in financial protection and wealth management0 .he )oint venture company ha a <+: take from Bharti and !>: take of A=A0 .he company launched national operation in ,ecem(er !55>0 .oday1 we have over -!55 employee acro over 1! tate in the country0 'ur (u ine philo ophy i (uilt around the promi e of making people B"ife ConfidentB0 A we expand our pre ence acro the country to cater to your in urance and wealth management need with our product and ervice offering 1 we continue to (ring ?life confidence? to cu tomer pread acro India0 Ahatever your plan in life1 you can (e confident that Bharti A=A "ife will offer the right financial olution to help you achieve them0

Bharti Enterpri e i one of IndiaC leading (u ine group with intere t in telecom1 agri (u ine 1 in urance and retail0 Bharti ha (een a pioneering force in the telecom ector with many fir t and innovation to it credit0 Bharti Airtel "imited1 a group company1 i one of IndiaC leading private ector provider of telecommunication ervice with an aggregate of >5 million cu tomer 1 panning mo(ile1 fixed line1 (road(and and enterpri e ervice 0 Bharti Airtel wa ranked among t the (e t performing companie in the world in the Bu ine Aeek I. 155 li t !55<0 Bharti .eletech i the countryC large t manufacturer and exporter of telephone terminal 0 Bharti ha a )oint venture with E"#o *olding India "td0 D E6ield6re h 6ood Pvt0 "tdC 3 for glo(al di tri(ution of fre h fruit and vegeta(le 0

Bharti al o ha a )oint venture 3 EBharti A=A "ife In urance Company "td0C 3 with A=A1 world leader in financial protection and wealth management0 Bharti ha recently forayed into the retail (u ine under a company called Bharti #etail Pvt0 "td0 It al o ha a )oint venture D EBharti Aal3%art Private "imitedC D with Aal3%art1 for whole ale ca h3and3 carry and (ack3end upply chain management operation 0

A=A 8roup i a worldwide leader in 6inancial Protection0 A=A? operation are diver e geographically1 with ma)or operation in Ae tern Europe1 7orth America and the A iaFPacific area0 A=A had Euro 11$1- (illion in a et under management a of ,ecem(er $11 !55>0 6or full year !55>1 I6#S revenue amounted to Euro <G (illion1 I6#S underlying earning amounted to Euro +1515 million and I6#S ad)u ted earning to Euro -11+5 million0 .he A=A ordinary hare i li ted and trade under the ym(ol A=A on the Pari Stock Exchange0 .he A=A American ,epo itory Share i al o li ted on the 7HSE under the ticker ym(ol A=A0

A=A A ia Pacific *olding "td @A=A AP*) i li ted on the Au tralian tock exchange and i -!0$: owned (y A=A SA0 A=A AP* i re pon i(le for A=A SAC life in urance and wealth management (u ine e in the A ia3Pacific region0 It ha operation in Au tralia1 7ew Iealand1 *ong Jong1 Singapore1 Indone ia1 Philippine 1 .hailand1 China1 India and %alay ia0 A=A AP* had AK15>0+ (illion in total fund under management and admini tration at $5 Lune !55< and reported a profit after tax (efore non3recurring item of AK$<+05 million for the ix month ended $5 Lune !55<0 6or more information on A=A A ia Pacific *olding 1 vi it www0axa3a iapacific0com0au0

.o achieve a market po ition among the top - in India through a multi3 di tri(ution1 multi3product platform .o adapt A=A? (e t practice (lueprint a a ound platform for efficient and profita(le growth .o leverage Bharti? local knowledge1 infra tructure and cu tomer (a e .o deliver high level of hareholder return .o (uild long term value with our (u ine partner (y enhancing the propo ition to their cu tomer .o (e the employer of choice to attract and retain the (e t talent in India .o (e recogni ed a (eing clo e and 2ualified (y our cu tomer 0 Strong partner Bharti 3 provide acce to cu tomer (a e of more than 1$5 million %ulti channel execution capa(ility Current A ia product range which i a trong match to product old to the ma and ma affluent 8lo(al cale providing co t effective and peedy re3u e of y tem 1 product and (u ine capa(ility Strong A=A and Bharti (rand which can (e leveraged to attract and retain a high 2uality management team

M"&"#( C)a&"s-ao#.ar i the Chief Executive 'fficer for Bharti A=A "ife In urance Co0 "td0 Expand for more

Mar. Mee)a# i currently the Chief %arketing and 'peration 'fficer for Bharti A=A "ife In urance Company "td0 Expand for more

/ Sr"#"+asa# i currently the Chief 6inancial 'fficer of Bharti A=A "ife In urance Company0 *e tarted hi career a a Chartered Accountant in 1G;G and over the pa t two decade ha emerged a a talwart in the financial ector0 Aith over ; year of rich experience in the "ife In urance indu try1 today1 he tand a a torehou e of financial knowledge and experti e0 *i portfolio al o (oa t of exten ive experience in diver e indu trial egment like manufacturing and oil & ga 0 Expand for more Sus)a#to Mu.)er0ee i the Chief ,i tri(ution 'fficer for Bharti A=A "ife In urance Company "td0 Prior to thi 1 he wa ,irector & *ead Partner hip ,i tri(ution & 8roup Bu ine at %ax 7ew Hork "ife In urance Co0 "td0 Expand for more Go%.r"s)#a Ma()a+a# i the Chief *uman #e ource 'fficer at Bharti A=A "ife In urance0

Bharti Enterpri e i one of IndiaC leading (u ine group with intere t in telecom1 agricultural (u ine 1 financial ervice 1 and retail0 Bharti ha (een a pioneering force in the telecom ector with many fir t and innovation to it credit0 Bharti Airtel "imited1 a group company1 i one of IndiaC leading private ector provider of telecommunication ervice with an aggregate of over 115 million cu tomer 1 panning %o(ile ervice 1 .elemedia ervice and Enterpri e ervice 0 Bharti Airtel ha (een ranked among t the (e t performing companie in the world in the Bu ine Aeek I. 155 li t !55<0 Bharti .eletech i the countryC large t manufacturer and exporter of telephone terminal 0 Bharti ha a )oint venture D Bharti ,el %onte India @P) "td D with ,el %onte 6ood India Pvt0 "td01 to offer fre h and proce ed fruit and vegeta(le in the dome tic a well a international market including Europe1 MSA and %iddle Ea t0 Bharti ha recently forayed into retail (u ine under Bharti #etail Pvt0 "td0 It al o ha a )oint venture 3 Bharti Aal3%art Private "td0 3 with Aal3%art for whole ale ca h3and3carry and (ack3end upply chain management operation in India0

A=A 8roup i a worldwide leader in 6inancial Protection0 A=AC operation are diver e geographically1 with ma)or operation in Europe1 7orth America and the A iaFPacific area0 In !55G1 total revenue amounted to Euro G501 (illion and total revenue underlying earning to Euro $0G (illion0 A=A had Euro 1151+ (illion in a et under it management a of ,ecem(er $11 !55G0

A=A A ia "ife i committed to (ecome a preferred company in financial protection and wealth management (y !51!0 A=A A ia "ife1 which i part of the A=A 8roup and A=A A ia Pacific *olding "imited1 tarted operating in A ia in 1G;>0 Since then1 it ha grown rapidly and i today pre ent in China1 *ong Jong1 Indone ia1 India1 %alay ia1 the Philippine 1 Singapore and .hailand0 A=A A ia "ife erve over !0- million cu tomer 1 employ over +1555 people1 and ha a(out >51555 agent and advi er acro A ia0 .he #egional office i (a ed in *ong Jong and i re pon i(le for upporting the 8roupC operation in the ; market 0

Airtel Bharti A=A 8eneral In urance Bharti3.ele .ech "td Bharti A=A Inve tment %anager Bharti .ele Soft Bharti #e ource

Bharti 6oundation

.odayC inve tment environment i complex1 dynamic1 and challenging0 ItC not uperior infra tructure or technology or the depo it which keep it ahead of competition1 (ut it a(ility to manage inve tment market 0 .he (ankC a(ility to manage it inve tment re2uire knowledge of inve tment market and in trument 1 a well a an under tanding of the regulatory1 accounting1 financial and economic force that affect inve tment performance and how they all interrelate to each other0 *aving under tood thi to (e a prere2ui ite the greate t re ource of any organi/ation i the potential of it people0 It i the (a ket of competencie that it employee po e 1 which differentiate one organi/ation from the other1 in fact a ucce ful one from all the re t in the race0 Employee who are motivated D not imply in tructed D are a (ankC true a et 0 But the fact i that employee do not come ready D made1 fitting to the organi/ational re2uirement 0 .hey have to (e haped and developed and tailored in term of their kill 1 attitude and (ehavior in order to ay compati(le with the organi/ationC culture and goal 1 thu 1 contri(uting to it productivity and profita(ility 0Preci ely peaking they have to (e trained 0 Beginning from the policy of the organi/ation the (a ic rule of the )o( to key concept to team performance to catering to the ri ing cu tomer demand training i a nece ary tool without which via(ility if not ucce i impo i(le in thi era of cutthroat competition 0 .hough thi fact i univer ally know the conventional wi dom ay that trangely there i very little organi/ation that attache the commen urate level of importance to training in their concern 0 .he intere ting fact i that a ma)ority of them (elong to the pu(lic ector0 It i a known fact that de pite the hug amount of tate pending on taff college and univer itie for training employee in the (ank the mo t fre2uent name which figure out in the top 15 (elong to the private ector thi continue nece itating emergence of many 2ue tion in the mind a to how training i (eing done how much i the tentative pending on each employee for training program what i the general perception of employee toward training how i #'I calculated if it i (eing done at all a common perception exi t that though a lot of inve tment made i not (eing made on training the return on the inve tment made i (eing made on training the return on the inve tment made i not (eing taken care of Al o the employee ee training more or le to (e a paid holiday rather than a tool for improving the overall organi/ational effectivene and making them elve indi pen a(le 0 .he tudy i conducted to gain con idera(le in ight into the effectivene development on (anking ector0 of training and

Private ector enterpri e play a very crucial role in developing the indu trial (a e of an economy 0.raining and development wa deemed nece ary in view of lack of trained manpower @pant !555) 0After the implementation of new economy policy in 1GG11 private ector enterpri e need to improve overall organi/ational effectivene and productivity1

and al o need to en ure competitive edge 0.he e change nece itate the training and development of per onnel in the private ector enterpri e 0 .oday organi/ation i pa ing through ma ive change due to advancement in cience and technology and due to competition from glo(al player 0India ha nearly one D ixth of the world population0 .hi overa(undant human re ource need to (e converted into a et which i only po i(le through proper training and development0 our former prime mini ter 1 #a)eev 8andhi rightly en ed thi need had e ta(li hed a eparate mini try for human re ource development in1G;- 0he tre ed on the development of human re ource and (ecau e of hi initiative 1 training occupied a front eat in the national economy 0 "ater on 1 mo t of the (u ine organi/ation reali/ed the need and importance of training their employee for (etter and improved re ult 0 .he human re ource development approach i e ential in order to have optimum utili/ation of manpower for the (enefit of (oth1 the employee and the organi/ation0 After the opening up of economy1 talent i moving from one organi/ation to another earch of high paying )o( in private and multinational companie 1 which lead to carcity of trained manpower0 .hi again empha i/e the need and importance of training and employee retention0 A ma)or tudy wa conducted taking -<-MS3(a ed pu(licly traded firm during1GG>11GG<and1GG;0the American ociety for training and development @AS.,) found that companie which inve ted K>;5 more in training per employee than the average company had an increa e of >: in their total takeholder return in the following year @even after con idering other factor )0 AS., re earcher al o found a imilar pattern while comparing gro profit margin1 income per employee1 and price to (ook ratio for firm in the top 2uarter of the tudy group who inve ted on average K11-G- per employee in training with firm who inve ted average K1!; per employee0 It wa found that the former experienced !+: higher gro profit margin 1 !1;: higher income per employee1 and !>: higher price to (ook ratio @AS.,1 !555) .hi paper will review and analy/e the training and development policie and practice of a few private ector enterpri e 0 .he outline framework for any training and development activity hould (e linked with the organi/ationC vi ion and mi ion o a to make it more effective0 .he framework hould compri e9 .raining to (e treated a one of the tool for increa ing organi/ational effectivene 0 Creating environment for elf motivation toward training and development0 "earning through training hould (e tran ferred to the )o(Fwork0 .oday1 private ector enterpri e in India are pa ing through a pha e of metamorpho i 0 'n one hand they are facing tough product market competition with the advent of glo(al player and on the otherN there are threat of clo ure due to inefficient operation0 in thi cenario 1 organi/ation are under pre ure to improve organi/ational effectivene (y finding way to (ecome co t3con ciou and re ource3efficient @)o hi1!555)0mo t of todayC (u ine are till u ing la(or Dinten ive technology and large cale a well a long

term co t reduction can (e achieved (y improving the productivity of employee through effective training and development0 Al o1 high pay package offered (y the glo(al player are attracting high32uality fre h talent a well a high performer 0 .hi po e challenge for the organi/ation to improve 1 develop and retain the availa(le re ource in order to have a competitive edge 0.he e condition further trengthen the need of training and development to facilitate and en ure the ac2ui ition of competencie re2uired (y the employee to perform their ta k more effectively in order to accompli h overall organi/ational effectivene 0 ParticipantC perception a(out training program are very important (ecau e they directly affect the acceptance and later implementation of the learning from the e program 0 Succe of any training program largely depend upon variou factor like content method in tructor work environment external upport and a(ove all employee motivation 0%otivation to learn and then tran fer it to )o( can (e con idered a one of the ma)or component of training01 it generally reflected in the employee attitude toward participation in training 1 motivation and ucce ful implementation of training to practice are interdependent0 %otivation create a (etter learning environment that lead to (etter training and later ucce ful implementation of learning from program and ucce ful practice of the learning from training program i a great motivator to generate intere t among the employee @Craig & (ittel 1G>G) According to Clark1 ,o((in and "add @1GG$) career utility i the perceived utility of training in achieving career goal 0Career goal can (e promotion or increment in alary improvement in per onal kill and (etter )o( pro pect 0 7oeC @1G;>) model of training effectivene propo ed that reward re ulting from ucce ful completion of training influence an individualC motivation to undergo training and to learn from it0 It i 2uite common in organi/ation that the training activitie are largely mea ured (y num(er of training program conducted per year or num(er of training program per employee per annum to highlight fancy figure 0.hi doe not really reflect the 2uality of the training program 0It only highlight the 2uantity which doe not lead to organi/ational effectivene .raining i not to (e een independently rather it need to (e linked with practical application of learning 0And training ultimately need to fulfill not individual or )o( o()ective 1 (ut a well a the organi/ational o()ective 0 It i al o nece ary to evaluate training program periodically0 Current re earch cenario concerning evaluation of training through ophi ticated re earch de ign i not very encouraging in Indian context0 .he evaluation of )o( (ehavior i generally idelined0 .hi i needed to (ridge the gap (etween training and work practice 0

Co#ce%t o, Tra"#"#-

.raining i the proce of increa ing the knowledge and kill for doing a particular )o(0 It i an organi/ed procedure (y which people learn knowledge and kill for a definite purpo e0 .he purpo e of training i (a ically to (ridge the gap (etween )o( re2uirement and pre ent competence of an employee0 .raining i aimed at improving the (ehavior and performance of a per on0 It i a never ending or continuou proce 0 .raining i clo ely related with education and development (ut need to (e differentiated from the e term 0

Tra"#"#- a#( E(ucat"o#


.raining hould (e di tingui hed from education O.raining i any proce (y which the aptitude 1 kill and a(ilitie of employee to perform pecific )o( are increa ed0 'n the other hand1 education i the proce of increa ing the general knowledge and under tanding of employee 0P .hu education i wider in cope and more general in purpo e than training 0.raining i )o(3oriented or occupational having an immediate utilitarian o()ective and the ma)or (urden of training fall upon the employer 0 .raining i vocational wherea education i general and ma)or (urden of education fall on the 8overnment0 Education i per on Doriented while training i )o( D oriented0 .raining i e entially practical con i ting of knowledge and kill re2uired to perform pecific ta k 0 'n the contrary1 education i theoretical con i ting of concept aimed at timulating analytical and creative facultie of the individual0

Tra"#"#- a#( De+e&o%$e#t


Employee training i di tinct from management development0 .raining i a hort D term proce utili/ing a y tematic and organi/ed procedure (y which non D managerial per onal learn technical knowledge and kill for a definite purpo e0 It refer to in truction in technical and mechanical operation like operation of a machine0 It i de igned primarily for non D manager 0 It i for a hort duration and for a pecific )o( D related purpo e0 'n the other hand1 development i a long Dterm educational proce utili/ing a y tematic and organi/ed procedure (y which managerial per onnel learn conceptual and theoretical knowledge for general purpo e0 It involve philo ophical and theoretical educational concept and it i de igned for manager 0 It involve (roader education and it purpo e i long D term development0 In the word of Camp(ell1P training cour e are typically de igned for a hort D term tated et purpo e1 uch a the operation of ome piece@ ) of machinery while development involve a (roader education for long D term purpo e 0P .raining involve helping an individual learn how to perform hi pre ent )o( ati factorily0 ,evelopment involve preparing the individual for a future )o( and growth of the individual in all re pect 0 ,evelopment complement training (ecau e human re ource can exert their full potential only when the learning proce goe far (eyond imple routine0

Nee( ,or Tra"#"#.raining i re2uired on account of the following rea on 9

1. 1o2 Re3u"re$e#ts Employee elected for a )o( might lack the 2ualification re2uired to perform the )o( effectively0 7ew and inexperienced employee re2uire detailed in truction for effective performance on the )o(0 In ome ca e 1 the pa t experience1 attitude and (ehavior pattern of experienced per onnel might (e inappropriate to the new organi/ation0 #emedial training hould (e given to uch people to match the need of the organi/ation0 7ew employee need to provide orientation training to make them familiar with the )o( and the organi/ation0 2. Tec)#o&o-"ca& c)a#-es .echnology i changing very fa t0 7ow automation and mechani/ation have are (eing increa ingly applied in office and ervice ector0 Increa ing u e of fa t changing techni2ue re2uire training into new technology0 for in tance1 taff in pu(lic ector (ank are (eing trained due to computeri/ation of (anking operation 0 7o organi/ation can take advantage of late t technology without well trained per onnel0 7ew )o( re2uire new kill 0 .hu 1 (oth new and old employee re2uire training0 Or-a#"'at"o#a& /"a2"&"t* In order to urvive and grow an organi/ation mu t continually adopt it elf to the changing environment0 Aith increa ing economic li(erali/ation and glo(ali/ation in India1 (u ine firm are experiencing expan ion1 growth and diver ification0 In order to face international competition1 the firm mu t upgrade their capa(ilitie 0 Exi ting employee need refre her training to keep them a(rea t of new knowledge0 .raining programme fo ter the initiative and creativity of employee and help to prevent o( ole cence of kill 0 An organi/ation can (uild up a econd line of command through training in order to meet it future need for human re ource 0 .rained taff i the mo t valua(le a et of a company0

3.

4. I#ter#a& $o2"&"t* .raining (ecome nece ary when an employee move from one )o( to another due to promotion and tran fer0 Employee cho en for higher level )o( need to (e trained (efore they are a ked to perform the higher re pon i(ilitie 0 .raining i widely u ed to prepare employee for higher level )o( 0 .hu 1 there i an ever pre ent need for training people o that new and changed techni2ue may (e taken advantage and improvement in old method are effected0 7eed for training ha increa ed due to growing complexity of )o( 1 increa ing profe ionali/ation of management1 growing a piration 1 va t untapped human potential1 ever D increa ing gap (etween plan and re ult and u(optimal performance level 0

I$%orta#ce o, Tra"#"#1. A well planned and well executed training programme can provide the following advantage 9 H"-)er Pro(uct"+"t* .raining help to improve the level of performance0 .rained employee perform (etter (y u ing (etter method of work0 Improvement in manpower productivity in developed nation can (e attri(uted in no mall mea ure to their educational and indu trial training programme 0

2 Better 3ua&"t* o, 5or. In formal training1 the (e t method are tandardi/ed and taught to employee 0 Mniformity of work method and procedure help to improve the 2uality of product or ervice0 .rained employee are le likely to make operational mi take 0 3 Less Lear#"#- Per"o( A y tematic training programme help to reduce the time and co t involved in learning0 Employee can more 2uickly reach the accepta(le level of performance0 .hey need not wa te their time and effort in learning through trial and error0 4. Cost Re(uct"o# .rained employee make more economical u e of material and machinery0 #eduction in wa tage and poilage together with increa e in productivity help to minimi/e co t of operation per unit0 %aintenance co t in al o reduced due to fewer machine (reakdown and (etter handling of e2uipment 0 Plant capacity can (e put to the optimum u e0 6. Re(uce( Su%er+"s"o# Aell3trained employee tend to (e elf3reliant and motivated0 .hey need le guidance and control0 .herefore1 upervi ory (urden i reduced and the pan of upervi ion can (e enlarged0

7. Lo5 Acc"(e#t Rate .rained per onnel adopt the right work method and make u e of the pre cri(ed afety device 0 .herefore1 the fre2uency of accident i reduced0 *ealth and afety of employee can (e improved0 8. H"-) $ora&e Proper training can develop po itive attitude among employee 0 Lo( ati faction and morale are improved due to a ri e in the earning and )o( ecurity of employee 0 .raining reduce employee grievance (ecau e opportunitie for internal promotion are availa(le to well trained per onnel0 9. Perso#a& Gro5t) .raining enlarge the knowledge and kill of the participant 0 .herefore1 well trained per onnel can grow fa ter in their career0 .raining prevent o( ole cence of knowledge and kill 0 .rained employee are a more valua(le a et to any organi/ation0 .raining help to develop people for promotion to higher po t and to develop future manager 0 :. Or-a#"'at"o#a& C&"$ate A ound training programme help to improve the climate of an organi/ation0 Indu trial relation and di cipline are improved0 .herefore1 decentrali/ation of authority and participative management can (e introduced0 #e i tance to change i reduced0 'rgani/ation having regular training programme can fulfill their future need for per onnel from internal ource 0 'rgani/ational ta(ility i enhanced (ecau e training help to reduce employee turnover and a( enteei m0 training i an inve tment in people and1 therefore1 y tematic training i a ound (u ine inve tment0 In fact1 Ono organi/ation can choo e whether or not to train employee Q00the only choice left to management i whether training hall (e hapha/ard1 cau al and po i(ly mi directed or whether it hall (e made a carefully planned part of an integrated programme of per onnel admini tration0P

Be#e,"ts o, Tra"#"#- to E$%&o*ees


1. 2. 3. 4. 6. 7. .raining i u eful to employee in the following way 9 Se&, co#,"(e#ce9 .raining help to improve the elf confidence of and employee0 It ena(le him to approach and perform hi )o( with enthu ia m0 H"-)er Ear#"#-s9 .rained employee can perform (etter and there(y earn more0 Sa,et*9 .raining help an employee to u e variou afety device 0 A(a%ta2"&"t*9 .raining ena(le an employee to adapt to change in work procedure and method 0 Pro$ot"o#9 .raining employee can develop him and earn 2uick promotion 0 Ne5 S."&&s9 .raining develop new knowledge and kill among employeeC 0.he new kill are a valua(le a et of an employee and remain permanently with him0

TYPES O; TRAINING
.raining i re2uired for everal purpo e 0 Accordingly training programme may (e of the following type 9 1.

Or"e#tat"o# tra"#"#- Introduction or orientation training eek to ad)u t newly


appointed employee to the work environment0 Every new employee need to (e made fully familiar with hi )o(1 hi uperior and u(ordinate and with the rule and regulation of the organi/ation0 Induction training create 0 Self D confidence in the employee 0 It i al o known a pre D )o( training0 It i (rief and informative0

2. 1o2 Tra"#"#- It refer to the training provided with a view to increa e the knowledge and kill of an employee for improving performance on the )o(0 3.

Sa,et* tra"#"#-

.raining provided to minimi/e accident and damage to machinery i known a afety training0 It involve in truction in the u e of afety device and in afety con ciou ne 0

4. Pro$ot"o#a& Tra"#"#- It involve training of exi ting employee to ena(le them to perform higher level )o( 0 Employee with potential are elected and they are given training (efore their promotion1 o that they do not find it difficult to houlder the higher

responsibilities of the new positions to which they are promoted.

6. Re,res)er Tra"#"#- Ahen exiting techni2ue (ecome o( olete due to the


development of (etter techni2ue 1 employee have to (e trained in the u e of new method and new techni2ue 0 Aith the pa age of time employee may forget ome of the method of doing work0 #efre her training i de igned to revive and refre h the knowledge and to update the kill of the exiting employee 0 Short D term refre her cour e have (ecome popular on account of rapid change in technology and work method 0 #efre her or re D training programme are conducted to avoid o( ole cence of knowledge and kill 0

7. Re$e("a& tra"#"#- Such training i arranged to overcome the hortcoming in the


(ehavior and performance of old employee 0 Some of the experienced employee might have picked up appropriate method and tyle of working0 Such employee are identified and correct work method and procedure are taught to them0 #emedial training hould (e conducted (y p ychological expert 0

6ig9 Sy tematic approach to training


IDENTIFYING TRAINING NEEDS

SETTING TRAINING OBJECTIVES AND POLICY

Designing Training programme

Co#(uct"#- t)e tra"#"#-

;o&&o5 UP a#( e+a&uat"o#

I(e#t",*"#- Tra"#"#- Nee(s


All training activitie mu t (e related to the pecific need of the organi/ation and the individual employee 0 A training programme hould (e launched only after the training need are a e ed clearly and pecifically0 .he effectivene of a training programme can (e )udged only with the help of training need identified in advance0 In order to identify training need 1 the gap (etween the exiting and re2uired level of knowledge1 kill 1 performance and aptitude hould (e pecified0 .he pro(lem area that can (e re olved through training hould al o (e identified0

.raining need can (e identified through the following type of analy i 0


1.

Or-a#"'at"o#a& A#a&*s"s It involve a tudy of the entire organi/ation in term of


it o()ective it re ource re ource allocation and utili/ation growth potential and it environment0 It purpo e i to determine where training empha i hould (e placed with in the organi/ation0 'rgani/ational analy i con i t of the following element 0 a< A#a&*s"s o, o20ect"+e .he long term and hort term o()ective and their relative prioritie are analy/ed0 Specific goal and trategie for variou department and ection hould (e tated a a mean for achieving the overall organi/ational o()ective 0 8eneral o()ective need to (e tran lated into pecific and detailed operational target 0 It i al o nece ary to continuou ly review and revi e the o()ective in the light changing environment0 2< Resource Ut"&"'at"o# A#a&*s"s9 .he allocation of human and phy ical re ource and their efficient utili/ation in meeting the operational target are analy/ed0 In order to examine in detail the input and output of the organi/ation1 efficiency indice may (e developed0 .he e indice will help to determine the ade2uacy of pecific work flow a well a the contri(ution of human re ource 0 c< Or-a#"'at"o# "$a-e A#a&*s"s .he prevailing climate of an organi/ation reflect the mem(er attitude 0 It al o repre ent managementC attitude toward employee development0 Aithout Ade2uate management upport and appropriate upervi ory tyle a training programme cannot (e ucce ful Analy i of organi/ation climate can reveal the trength and weakne al o0 (< E#+"ro#$e#ta& Sca##"#-9 .he economic1 political1 technological and ocio3cultural environment of the organi/ation can influence and the con traint which it cannot control0

2.

Tas. or Ro&e A#a&*s"s It i a y tematic and detailed analy i of )o( to identify )o(
content the knowledge kill and aptitude re2uired and the work (ehavior0 'n the part of the )o( holder particular attention hould (e paid to the ta k to (e performed1 the method to (e u ed1 the way employee have learnt the e method and the performance tandard re2uired of employeeC 0Al o called operation analy i 1 it purpo e i to decide what hould (e taught0 4ue tionnaire1 interview1 per onal record 1 report 1 te t 1 o( ervation and other method can (e u ed to collect information a(out )o( in the organi/ation0

3.

Ma#%o5er A#a&*s"s9 In thi analy i the per on to (e trained and the change
re2uired in the knowledge1 kill and aptitude of an employee are determined0 6ir t of all 1 it i nece ary to decide whether performance of an individual i u( tandard and training i needed Secondly it i determined whether the employee i capa(le of (eing trained .hirdly 1 the pecific area in which the individual re2uire training are determined 0 'ther alternative to training e0g0 hould al o (e con idered 0Per onal o( ervation1 upervi ory evaluation1 work ample 1 diagno tic te t and performance report provide the information needed to choo e from the e alternative 0.raining can (e relevant and via(le if the three type of analy i given a(ove are carried on continuou ly 0%oreover1 thi analy i hould (e integrated in a carefully de igned and exacted programme0

Tra"#"#- O20ect"+es
'nce the training need are identified1 the next tep i to et training o()ective in concrete term and do decide the trategie to (e the adopted to achieve the e o()ective 0 .he overall aim of a training programme i to fill in the gap (etween the exi ting and the de ired pool of knowledge1 kill and aptitude 0'()ective of training expre the gap (etween the pre ent and the de ired performance level 0 ,efinition of training o()ective in (oth 2uantitative and 2uantitative term will help to evaluate and monitor the effectivene of training0 Involvement of top management i nece ary to integrate the training o()ective with the organi/ational o()ective

.he main o()ective of a training may (e defined a follow 9


=a< =2< =c< =(< .o impart to new entrant the (a ic knowledge and performance of definite ta k 0 kill re2uired for efficient

.o a i t the employee them to the late t concept 1 information and techni2ue and developing the kill they would re2uire in their particular field .o (uild up a econd line of competent officer and prepare them to occupy more re pon i(le po ition .o (roaden the mind of enior manager through interchange of experience within the out ide o a to correct the narrow outlook cau ed due to over peciali/ation 0 .he a(ove o()ective may (e cla ified in term of learning level e0g0 motor kill 1 adaptation level1 interper onal under tanding and value 0 .he e may alternatively (e cla ified into tatu 2uo o()ective 1 corrective o()ective1 pro(lem olving o()ective and innovative o()ective 0 According to *erri 1Ptraining of any kind hould have a it o()ective the redirection or improvement of (ehavior o that the performance of the trainee (ecome more u eful and

productive for him elf and for the organi/ation of which he a partP In other word training o()ective hould (e tated in term of change re2uired in (ehavior and performance0

Ahile etting training o()ective 1 the following criteria may (e u ed9


=1< 7ature and i/e of the group to (e trained0 =2< #ole and take to (e coined out (y the target group =3< #elevance applica(ility and compati(ility of training to the work ituation =4< Identification of the (ehavior where change i re2uired =6< Exi ting and de ired (ehavior defined in term ratio1 fre2uency1 2uality of interaction1 repetitivene 1 innovation 1 upervi ion1 etc0 =7< 'perational re ult to (e achieved through training e0g01 productivity1 co t1 downtime1 creativity1 turnover etc0 =8< Indicator to (e u ed in determining change from exiting to the de ired level in term of ratio and fre2uency0

Des"-#"#- a Tra"#"#- Pro-ra$$e


In order to achieve the training o()ective 1 an appropriate training policy i nece ary0 A training policy repre ent the commitment of top management to employee training0 It con i t to rule and procedure concerning training a training policy are re2uired =a< .o indicate the companyE intention to develop it employee =2< .o guide the de ign and implementation of training program =c< .o identification the critical are where training i to (e given on a priority (a i 9 and =(< .o provide appropriate opportunitie to employee for their own (etterment0

A ound training policy clearly define the following i ue 9


=1< =2< =3< =4< =6< =7< =8< =9< .he re ult expected to (e achieved through training .he re pon i(ility for the training function .he prioritie for training .he type of training re2uired .he time and place of training .he payment to (e made to employee during period .he out ide agencie to (e a ociated with the training #elation hip of training to the companyC la(or policy0

'nce training o()ective and policy are decided1 an appropriate training programme can (e de igned and conducted0 ,eci ion on the following item are re2uired for thi purpo e0

1< Res%o#s"2"&"t* ,or Tra"#"#- .raining i 2uite a trenuou ta k which cannot (e undertaken (y one ingle department0 .he re pon i(ility for training ha to (e hared among9 a< .he top management1 who hould frame and authori/e the (a ic training policy1 review and approve the training plan and programmer 1 and approve training (udget 2< .he per onnel department which hould plan e ta(li h and evaluate in tructional programme c< .he line upervi or1 who hould implement and apply the variou developmental plan 0 (< .he employee who hould (e properly organi/ed0 But good organi/ation alone i not ade2uate1 proper planning and training i e2ually impotent 0 =2< Se&ect"#- a#( Mot"+at"#- t)e Tar-et Grou%
It i nece ary to decide who i to trained D new or old employee N un killed or emi killed worker 1 upervi or or executive 0 .he type and method to (e u ed will depend upon the type of per on to (e trained 0It i al o nece ary to create a de ire for learning0 .he employee will (e intere ted in training if they (elieve that it will (enefit them per onally 0.rainee will change their (ehavior if they (ecome aware of (etter way of performing and gain experience in the new pattern of (ehavior o that it (ecome their normal manner of operation 0 a climate conducive to leaving can al o (e created through phy ical and p ychological environment 0 Phy ically an appropriate location1 ade2uate pace 1 proper lighting and ventilation 1 ade2uate furniture and audio vi ual aid are nece ary 0 P ychological environment con i t of involvement and participation freedom of ocial interaction1 open communication1 friendly and helpful trainer 1 provi ion for mea uring learner E progre 1etc0

=3<

Pre%ar"#- t)e Tra"#ers 9 .he ucce of a training programme depend to a great


extant upon the in tructor or the re ource per on 0 .he trainer mu t know (oth the )o( to (e taught and how to teach it0 *e hould have an aptitude for teaching and hould employ the right training techni2ue 0and hould employ the right training techni2ue 0

=4<

De+e&o%"#- Tra"#"#- Pac.a-e.he tep involve deciding the content of training de igning upport material for training and choo ing the appropriate training method 0 .raining cour e may involve pecific in truction in the procedure of doing )o( 0 A training cour e may cover time period ranging from one week to facilitate choice 0 Such a training package hould al o contain a detailed ylla(u with proper e2uencing of

content may include tudy note ca e tudie pamphlet chart (rochure manual movie lide etc0

=6<

Prese#tat"o# .hi i the action pha e of training 0*ere the trainer tell demon trate
and illu trate in order to put over the new knowledge and operation 0 *ow ever1 (efore 1it the learner hould (e put at ea e 0 It i nece ary to explain why he i (eing taught to develop hi intere t in training0 .he learner hould (e told of e2uence of the entire )o(1 the need of each tep in )o( 1 the relation hip of the )o( to the total work flow etc0 In truction hould (e clear and complete0 Jey point hould (e tre ed upon and one point hould (e explained at a time audio vi ual aid hould (e encouraged to a k 2ue tion in order to in ure that he really know and under tand the )o(0

TRAINING METHODS AND TECHNI!UES .he method employed for training of operative may (e de cri(ed a under9 =1< O# 0o2 Tra"#"#- =O1T< In thi method the trainee i placed on a regular )o(
and taught the kill nece ary to perform it 0 .he trainee learn Mnder the guidance and upervi ion the uperior or an in tructor0 the trainee learn (y o( erving and handling the )o( 0 .herefore1 it i called learning (y doing0 Several method are u ed to provide on the )o( training e0g0 1 coaching1 )o(1 rotation committee a ignment 1 etc0 0a popular form of on the )o( training i )o( in truction training @LI.)or tep (y tep learning 0 it i widely u ed in the united tate to prepare upervi or 0 it i appropriate for ac2ui ition or improvement of motor kill and repetitive operation 0 .he )it involve the following tep 9 =a< Preparing the trainee for in truction0 .hi involve putting the trainee at ea e 1 ecuring hi intere t and attention 1 tre ing the importance of the )o( N etc0 =2< Pre enting the )o( operation or in truction in term of what the trainee i re2uired to do0 .he trainee i put at work ite and each tep of the )o( i explained to him clearly0 =c< Applying and trying out the in truction to )udge how far the trainee ha under tood the in truction 0 =(< 6ollowing up the training to identify and correct the deficiencie 1 if any0 LI. method provide immediate feed(ack1 permit 2uick correction of error and provide extra practice when re2uired 0But it need killed trainer and preparation in advance0 MERITS a< .he main advantage of 'L. i that the trainee learn on the actual machine in u e and in the real environment of the )o(0 *e get a feel of the actual )o(0 .herefore1 he i (etter motivated to learn and there i no pro(lem of tran fer of training kill to the )o(0 2< .hi method i very economical (ecau e no additional pace1 e2uipment1 per onnel or other facilitie are re2uired for training0 .he trainee produce while he learn 0

c< .he trainee learn the rule regulation and procedure (y o( erving their day to day application 0 (< .hi i the mo t uita(le method for teaching knowledge and kill which can (e ac2uired through per onal o( ervation in a relatively hort time period0 It i widely u ed for un killed and emi3 killed )o( e0g01 machini t1 clerical and ale )o( 0 e< "ine upervi or take an active part in training their u(ordinate 0 DEMIRITS9 a< 2< c< (< e< In on the )o( training1 the learner find it difficult to concentrate due to noi e of the actual work place0 .hi method i often hapha/ard and unorgani/ed0 .he uperior or experienced employee may not (e a good trainer0 In thi method the trainee may cau e damage to co tly e2uipment and material 0 'n the )o( training i 1 however1 the mo t widely u ed and accepted method of training0 It i uita(le for all level of employee 1 worker 1 upervi or and executive 0 It i appropriate for teaching knowledge and kill which can (e learnt in a relatively hort period of time and where only a few per on are to (e trained on the )o(0 In order to make on the )o( training ucce ful1 ome condition mu t (e ati fied0 =a< =2< =c< Ahat and how to teach hould (e carefully decided1 .he in tructor hould (e carefully elected and trained1 and A definite follow3up cheduled hould (e u ed to )udge the re ult of training0

2. /ESTIBULE TRAINING9 In thi method a training centre called ve ti(ule i et up and actual )o( condition are duplicated or imulated in it0 Expert trainer are employed to provide training with the help of e2uipment and machine which are identical with tho e in u ed at the workplace0 MERITS9 a< 2< c< .he main advantage of ve ti(ule training i that the trainee can concentrate on learning without di tur(ance pf the workplace noi e. .he intere t and motivation of the trainee are high a the real )o( condition are duplicated0 .hi method i e ential in ca e where on the )o( training might re ult in a eriou in)ury1 a co tly event1 or the de truction of valua(le e2uipment and material e0g01 aeronautical indu try0

(< e< ,< -<

Correct method can (e taught effectively (y the trained in tructor who know how to teach0 It permit the trainee to practice without the fear of (eing o( erved and indi cri(ed (y the uperiorFco3worker0 It i a very efficient method of training a large num(er of employee of the ame kind of work at the ame time0 .hi method i al o u eful when it i not advi a(le to put the (urden of training on line upervi or and when a pecial coaching i needed0 It i often u ed to train clerk1 (ank teller 1 in pector 1 inactive operator 1 te ter 1 typi t 1 etc0

E/ALUATING TRAINING E;;ECTI/NESS NEED ;OR E/ALUTION


It i nece ary to evaluate the extent to which training programme have achieved the aim for which they were de igned0 Such an evaluation would provide u eful information a(out the effectivene of training a well a a(out the de ign of future training programme 0

CONCEPT O; TRAINING E;;ECTI/NESS9


.raining effectivene i the degree to which trainee are a(le to learn and apply the knowledge and kill ac2uired in the training programme 0 it depend on the attitude 1intere t 1 value 1and expectation of the trainee and the training environment 0 A training programme i likely to (e more effective when the trainee want to learn1 are involved in their )o( 1 have career trategie 0 Content of a training programme1 and the a(ility and motivation of trainer al o determine training effectivene 0

E/ALUTION CRITERIA9
Evaluation of training effectivene i the proce of o(taining information on the effect of a training programme and a e ing the value of training in the light of that information0 Evaluation involve controlling and correcting the training programe0the (a i of evaluation and mode are determined when the training programme i de igned0

Retra"#"##etraining i the proce of providing training to per on who underwent training earlier in their )o(0 #etraining programme are generally arranged for employee who have long (een in the ervice of an organi/ation0 Such programme are de igned to avoid o( ole cence of a per on in term of )o( re2uirement 0 #etraining i re2uired on account of the following factor 9

I. Some employee concentrate on a narrow ta k and lack all round knowledge and kill 0 .raining i re2uired to wider their knowledge and attitude 0 II. Employee who are called (ack to work after layoff are given training o a to handle highly killed )o( 0 III. ,ue to technological change ome )o( may (ecome unnece ary0 Employee working on uch )o( are retrained for other )o( 0 I/. #etraining i nece ary to develop a ver atile workforce capa(le of performing more than one )o(0 /. #etraining (ecome nece ary when the knowledge and kill of employee (ecome o( olete due to rapid change in technology0 Aith automation and computeri/ation new kill (ecome nece ary0 /I. ,ue to change in demand for good and ervice 1 ome new )o( are created0 #etraining of exiting taff i needed to handle new )o( 0 #etraining may (e re2uired at all level 0 But it i more common for rank and file worker 0 .hi i o (ecau e technological make an immediate impact on the e people0 %oreover1 they are le e2uipped to for ee their per onal need and therefore1 re2uire greater a i tance than other 0 Aorker need refre her cour e to help them recall what they have forgotten0 .hey re2uire retraining when work tool and method change due to technological progre 0

CONCEPT O; E>ECUTI/E DE/ELOPMENT


Executive development or management development i a y tematic proce of learning and growth (y which managerial per onnel gain and apply knowledge1 kill 1 attitude and in ight to manage the work in their organi/ation effectively and efficiently0 It i an educational proce through which executive learn conceptual and theoretical knowledge and managerial kill i an organi/ed manner0 %anagement development involve relating experience to learning0 the main aim of formal education for manager i to increa e hi a(ility to learn from experience0 Executive development con i t of all the mean (y which executive learn to improve their (ehavior and performance0 It i de igned to improve the effectivene of manager in their pre ent )o( and to prepare them for higher )o( in future0 According to flippo1 Omanagement development include the proce (y which manager and executive ac2uire not only kill and competency in their pre ent )o( (ut al o capa(ilitie for future managerial ta k of increa ing difficulty and cope O0 .hu 1 executive development i any planned effort to improve current and future managerial performance0 It i an attempt at improving an individualE managerial effectivene through a planned and deli(erate proce of learning0

An analy i of the e definition reveal the following characteri tic of executive development9
=1< Executive development i a planned and organi/ed proce hapha/ard or trail an error approach0 of learning rather than a

=2< It i an ongoing or never ending exerci e rather than a one3 hot affair0 it Continue throughout an executiveC entire profe ional career (ecau e there i no end to learning0 =3< Executive development i a long term proce developed overnight0 a managerial kill cannot (e

Executive development i guided elf3development0 An organi/ation can provide opportunitie for development of it pre ent and potential manager 0 But the image for learning have to come from the executive him elf0 ExecutiveC development i po i(le only when the individual ha the de ire to learn and practice what he learn 0 no amount of coercion can lead to development 0 Executive develop Executive development aim at preparing manager for (etter performance and helping them to reali/e their full potential0 =4< ,evelopment i eventually omething that the executive have to attain him0 But he will do thi much (etter if he i given encouragement1 guidance and opportunity (y hi company0 Executive development aim at preparing manager for (etter performance and helping them to reali/e their full potential0

=6<

O20ect"+es o, E?ecut"+e De+e&o%$e#t


Any program of executive development aim achieving the following purpo e9 1. .o improve the performance of manager at all level in their pre ent )o( 0 2. .o u tain good performance of manager throughout their career (y exploiting their full potential i0e1 to prepare manager for higher )o( in future0 3. .o en ure availa(ility of re2uired num(er of manager with needed kill o a to meet the pre ent and anticipated future need of the organi/ation0 4. .o prevent o( ole cence of executive them to the late t concept and .echni2ue in their re pective area of peciali/ation0 6. .o replace elderly executive who have ri en from the rank (y highly competent and academically 2ualified profe ional 0 .o provide opportunitie to executive to fulfill their career a piration 0 .o en ure that the managerial re ource of the organi/ation are utili/ed optimally0

7. 8.

Prof0 A0 ,a gupta ha given o()ective of executive development at variou level of authority0 .he e are tated in ta(le $0$0 it can (e een that for top management the o()ective are mo tly general and aim at developing the a(ility to under tand and decide0 'n the other hand1 o()ective at middle and lower level are more pecific0

Executive ,evelopment '()ective at three level of Authority a<


1. 2. 3. 4. 6.

To% $a#a-e$e#t
.o improve thought proce and analytical a(ility in order to uncover and examine pro(lem and take deci ion in the (e t intere t of the country and organi/ation0 .o (roaden the outlook of the executive in regard to hi role1 po ition and re pon i(ilitie in the organi/ation and out ide0 to think through pro(lem which may confront the organi/ation now or in the future0 .' under tand economic1 technical and in titutional force in order to olve (u ine pro(lem 0 .o ac2uire knowledge a(out the pro(lem of human relation 0

2<
1. 2. 3. 4. 6. 7.

M"((&e &"#e Ma#a-e$e#t


.o e ta(li hed a clear picture of executive function and re pon i(ilitie 0 .o (ring a(out an awarene of the (road a pect of management pro(lem 1 and an ac2uaintance with1 and appreciation of1 inter departmental relation 0 .o develop the a(ility to analy e pro(lem and to take appropriate action0 .o develop familiarity with the managerial u e of financial accounting1 P ychology1 (u ine law and (u ine tati tic 0 .o inculcate knowledge of human motivation and human relation hip 0 .o develop re pon i(le leader hip0

c<
1. 2. 3. 4. 6. 7.

M"((&e ;u#ct"o#a& E?ecut"+es a#( S%ec"a&"sts


.o increa e knowledge of (u ine function and operation in pecific field in %arketing production1 finance1 per onnel0 .o increa e proficiency in management techni2ue uch a work tudy1 Inventory control1 operation re earch1 2uality control0 .o timulate creative thinking in order to improve method and procedure 0 .o under tand the function performed in a company0 .o under tand indu trial relation pro(lem 0 .o develop the a(ility to analy e pro(lem in oneC area or function 0

I$%orta#ce o, E?ecut"+e De+e&o%$e#t


Executive development i nece ary for the following rea on 9

="< .he i/e and complexity of organi/ation 1 (oth (u ine and non3(u ine are increa ing0 %anager need to (e developed to handle the pro(lem of giant and complex organi/ation in the face of increa ing competition0 =""< .he rapid rate of technological and ocial change in ociety re2uire training of %anager o that they are a(le to cope with the e change automation1 cut throat competition1 growth of new market 1 enlarged la(our participation in management1 growing pu(lic and government intere t in (u ine activitie are the ma)or pro(lem that have to (e handled0 =""") Bu ine and indu trial leader are increa ingly recogni/ing their ocial and pu(lic re pon i(ilitie 0 .hey re2uire a much (roader outlook to di charge the e new re pon i(ilitie 0 Executive development i re2uired to (roader the outlook of manager 0 ="+) "a(or management relation are (ecoming increa ingly complex0 executive re2uire new and (etter kill in union negotiation 1 collective (argaining1 grievance redre al1 etc0 Aorker are (etter educated and more aware0 %ore competent manager are needed to manage the modern workforce0 =+< .here i a noticea(le hift from owner D managed to profe ionally managed enterpri e 1 even in family (u ine hou e 0 Executive development programme are re2uired to train and develop profe ional manager 0 @+") Executive need education and training to under tand and ad)u t to change in ocio3 economic force 0 Change in pu(lic policy1 concept of ocial )u tice1 indu trial democracy1 ecology @pollution) eki tic 0 @human ettlement )1 ergonomic @working environment)1 cultural anthropology @pro(lem of fitting machine to men) are the main ocio3economic change 0 Aithout management development programme 1 executive may (ecome o( olete0 Executive per onnel will not (e a(le to urvive in future unle they keep pace with modern management education1 re earch1 principle 1 and practice 0 =+""< %anagement of pu(lic utilitie 1 tate enterpri e and civic (odie i (eing profe ionali/ed in order to improve operational efficiency0 Similarly1 agriculture1 rural development and pu(lic admini tration re2uire profe ional executive 0 7o organi/ation can (e ucce ful in the long run without a planned approach to the development of it managerial per on 0 In the word of Peter ,rucker1 Oan in titution that can not produce it own manager will die0 6rom an overall point of view the a(ility of an in titution to in titution to produce manager i more important than it a(ility to produce good efficiently and cheaplyP

Process o, E?ecut"+e De+e&o%$e#t


.he e ential ingredient of an executive development programme are a follow 9

1.

A#a&*s"s o, De+e&o%$e#t #ee(s9 6ir t of all the pre ent and future developmental
need of the organi/ation are a certained0 It i nece ary to determine how many and what type of executive are re2uired to meet the pre ent and future need of the enterpri e0 .hi call for organi/ational planning0 A critical analy i of the organi/ation tructure in the light of future plan will reveal what the organi/ation need in term of department 1 function and key executive po ition 0 .hen )o( de cription and pecification are prepared for all executive po ition to know the type of knowledge1 kill training and experience re2uired for each po ition0

2.

A%%ra"sa& o, Prese#t Ma#a-er"a& Ta&e#t A 2ualitative a e ment of the


exi ting executive i made to determine the type of executive talent availa(le within the organi/ation0 .he performance of every executive i compared with the tandard expected of him0 *i per onal trait are al o analy/ed to e timate hi potential for development0

3.

I#+e#tor* o, E?ecut"+e $a#%o5er thi inventory i prepared to o(tain complete


information a(out each executive0 ,ata on the age1 education1 experience1 health1 te t re ult and performance apprai al re ult i collected0 .hi information i maintained on card or replacement ta(le 1 one for each executive0 An analy e of thi information will how the trength a well a deficiencie of executive in certain function relative to the future need of the organi/ation0

4.

P&a##"#- I#("+"(ua& De+e&o%$e#t Pro-ra$$es each one of u ha a uni2ue


et of phy ical1 intellectual and emotional characteri tic 0 .herefore1 development plan hould (e tailor made for each individual0 Such tailor made programme of development hould give due attention to the intere t and goal of the u(ordinate a well a to the training and development opportunitie exi ting in the organi/ation0

6.

Esta2&"s)"#- tra"#"#- a#( De+e&o%$e#t Pro-ra$$es .he human re ource


department prepare comprehen ive and well conceived programme 0 .he department identifie development need and may launch pecific cour e in field of leader hip1 deci ion making1 human relation 1 etc0 it al o recommend pecific executive development programme organi/ed (y well3known in titute of management0 'n the (a i of it recommendation 1 the top programme at the co t of the company0 E+a&uat"#- (e+e&o%$e#t %ro-ra$$es con idera(le money1 time and effort are pent on executive development programme 0 It i thereforeN natural to find out to what extent the programme o()ective have (een achieved0 Programme evaluation will reveal the relevance of the development programme and the change that hould (e made to make the e more u eful to the organi/ation0 '( ervation of the traineeC (ehaviour1 rating of the training element 1 opinion urvey 1 interview 1 te t and change in productivity1 2uality1 co t etc0 can (e u ed to evaluate development programme 0 8eneral re ult of development programme can (e mea ured in the long run0 But ome pecific re ult may (e a e ed during the hort term0

7.

Met)o(s a#( Tec)#"3ues o, E?ecut"+e De+e&o%$e#t


Rariou techni2ue of executive development may (e cla ified into two (road categorie a hown in fig0 E?ecut"+e De+e&o%$e#t

O# t)e @ 0o2 Tec)#"3ues Coac)"#U#(er Stu(* Pos"t"o# Rotat"o# Pro0ect Ass"-#$e#t Co$$"ttees

o,, t)e @ 0o2 Tec)#"3ues Lectures Case Stu("es Grou% D"scuss"o#s Co#,ere#ces Ro&e P&a*"#-

'n the )o( training i mo t uita(le when the aim i to improve on the )o( (ehavior of executive 0 Such training i inexpen ive and time aving0 .he motivation to learn i high a training take place in the real )o( ituation0 .he trainee can i/e up hi u(ordinate and demon trate hi leader hip 2ualitie without artificial upport0 But neither the trainer nor the trainee are free from the daily routine and pre ure of their re pective )o( 0 'n the )o(3training i given D through the following method 0 1. Coac)"#- In thi method1 the uperior guide and in truct the trainee a a coach0 .he coach or coun elor et mutually agreed upon goal 1 ugge t how to achieve the e goal 1 periodically review the traineeC progre and ugge t change re2uired in (ehavior and performance0 Coaching method offer everal advantages: (i) It i learning (y doing @ii) Every executive can coach hi u(ordinate even if no executive development programme exi t @iii) Periodic feed(ack and evaluation are a part of coaching0 @iv) it i very u eful for orientation of new executive and for developing operative kill 0 @v) it involve clo e interaction (etween the trainee and hi (o 0 Coaching method1 however1 uffer from certain di advantage 9 @i) it tend to perpetuate current managerial tyle and practice in the organi/ation0 @ii) it re2uire that the uperior i a good teacher and guide @iii) the training atmo phere i not free from the worrie of daily1 routine0 @iv) the trainee may not get ufficient time to make mi take and learn from experience0 Coaching can (e effective if the coach i a good communicator1 ana(le motivator and a patient li tner0 Coaching will work well if the coach provide a good model with whom

the trainee can identify1 if (oth can (e open with each other1 if the coach accept hi re pon i(ility fully1 and if he provide the trainee with recognition of hi improvement and uita(le reward 0 In ome ca e 1 an a i tant to po ition i created0 .he trainee i made the a i tant of a pecific manager0 .he manager teache and expo e the trainee to managerial principle and practice 0 2. U#(erstu(* An under tudy i a per on elected and (eing trained a the heir apparent to a ume at a future time the full dutie and re pon i(ilitie of the po ition pre ently held (y hi uperior0 In thi way a fully trained per on (ecome availa(le to replace a manager during hi long a( ence or illne 1 on hi retirement1 tran fer1 promotion or death0 .he uperior route much of the departmental work through the )unior1 di cu e pro(lem with him and allow him to participate in the deci ion making proce a often a po i(le0 .he )unior i generally a igned ta k which are clo ely related to the work in hi ection and he i deputed to attend executive meeting a a repre entative of hi uperior0 Mnder tudy method provide many advantages9 @i) the trainee receive continuou guidance from the enior and get the opportunity to ee the total )o( @ii) it i practical and time aving due to learning (y doing @iii) the trainee take intere t and how the uperiorC work load @iv) the )unior and the enior come clo er to each other @v) it en ure continuity of management when the uperior leave hi po ition0 Mnder tudy method1 however uffer from the following disadvantages (i) it perpetuate the exi ting managerial practice 0 @ii) A one employee i identified in advance a the next occupant of higher level managerial po ition1 the motivation of other employee in the unit may (e affected0@iii) the u(ordinate taff may ignore the under tudy and treat him a an intruder without clear authority and re pon i(ility @iv) under an over(earing enior1 the under tudy may lo e hi freedom of thought and action0 .he ucce of thi method depend upon the teaching kill and cooperation of the uperior with whom the under tudy i attached0 3. Pos"t"o# Rotat"o# It involve movement or tran fer of executive from one po ition or )o( to another on ome planned (a i 0 .he e per on are moved from one managerial po ition to another according to a rotation chedule0 Po ition rotation i al o called )o( rotation0 or po ition rotation i often de igned for )unior executive 0I. may continue for a period ranging from ix month to two year According to Bennett 0 OLo( rotation i a proce of hori/ontal movement that widen the manager experience hori/on (eyond the limited confine of hi own Lo( rotation method offer the following advantage9 @1) it help to reduce monotony and (oredom (y providing variety of work @!) It facilitate interdepartmental cooperation and coordination @$)it infu e new concept and idea into elder per onal @+) Executive get a chance to move up to higher po ition (y developing them into generali t @-) (e t utili/ation can (e made of each executiveC kill 0 Lo( rotation method uffer from the following di advantage N@1) Lo( rotation may cau e di tur(ance in e ta(li hed operation @!) .he trainee executive may find it difficult to

ad)u t him elf to fre2uent move 0 *e may feel in ecure in the a( ence of ta(le interper onal relation hip @$) .he new in cum(ent may introduce ill conceived and ha ty innovation cau ing lo to the organi/ation @+) Lo( rotation may demotivate intelligent and aggre ive trainee who eek pecific re pon i(ility in their cho en peciali/ation0 @+) It may cau e )ealou ly and friction due to the game of Emu ical chair C0 Lo( rotation can cau e cla di tinction and mi under tanding Executive who are not moved develop defen ive reaction 0 @>) It may up et family and home life when tran fer are made to different geographical area 0 4. Pro0ects ass"-#$e#ts Mnder thi method a num(er of trainee executive are put together to work on a pro)ect directly related to their functional area0 .he group called pro)ect team or ta k force will tudy the pro(lem and find appropriate olution 0 6or in tance1 account officer may (e a igned the ta k of de igning and developing an effective (udgetary control y tem0 By working on thi pro)ect1 the trainee learn the work procedure and techni2ue of (udgeting0 .hey al o come to learn the interrelation hip (etween account and other department 0 .hi i a flexi(le training device due to temporary nature of a ignment 0 Sometime 1 a yndicate or team con i ting of per on of mature )udgment and proven a(ility i con tituted0 It i given a ta k properly pelt out in term of (rief and (ackground paper 0 Participant repre ent different functional area to facilitate interchange of idea and experience0 Each yndicate prepare a report to (e di cu ed (y other executive group 0 6. Co$$"ttee Ass"-#$e#t9 A permanent committee con i ting of trainee executive i con tituted0 .he entire trainee participate in the deli(eration of the committee0 .hrough di cu ion in committee meeting they get ac2uainted with different viewpoint and alternative method of pro(lem olving0 .hey al o learn interper onal kill 0 7. Mu&t"%&e Ma#a-e$e#t9 .hi techni2ue wa developed (y Charle P0 %cCormick oh %cCormick Corporation of Baltimore1 MSA Mnder0 Mnder it a )unior (oard of young executive i con tituted0 %a)or pro(lem are analy/ed in the )unior (oard which make recommendation to the Board of ,irector 0 8. Se&ect"+e Rea("#-s %anaging ha (ecome a peciali/ed )o( re2uiring a clo e touch with late t development in the filed 0By reading elected profe ional (ook and )ournal manager can keep in touch with the late t re earch finding 1 theorie and techni2ue in management 07o executive can afford to rely lowly and other to keep him informed of innovation in management 0 #eading of current management literature help to avoid managerial o( ole cence 0Selective reading con tituent an individual elf development programmed for executive 0many organi/ation maintain li(rarie for there executive and manager are encouraged to continually read and improve their kill 0 9. Lectures 9 .he e are formally organi/ed talk (y an in tructor on pecific topic 0"ecture are e ential when technical or pecial information of a complex nature i to (e provided 0.he e can (e upplemented (y di cu ion ca e tudie demon tration audio vi ual aid and film how 0"ecture method i the imple way of imparting knowledge to

a large num(er of per on with in a hort time It i very u eful when fact 1 concept 1principle 1 attitude 1and pro(lem olving kill to (e thought 0%ore material can (e pre ented within a given time then (y any other method 0"ecture can (e u ed to introduce a u()ect to reduce anxiety a(out upcoming training programme or organi/ational change to pre ent (a ic material that will provide a common (ackground and to illu trate the application and rule and principle 9.he lecture method uffer from the following limitation =1< "ecture i one way communication 0.here i no participation an feed(ack from the audience =2< .he audience lo e attention 2uickly a they are pa ive li tener0 .he focu i on accumulation and memori/ation rather then on application of knowledge =3< It re2uire a great deal of preparation and peaking kill for which executive may lack time =4< .he pre entation of material ha to a common level of knowledge =6<It (ecome unpalata(le to the audience when to much information i packed in the lecture0

Lecture $et)o( ca# 2e $a(e e,,ect"+e "# t)e ,o&&o5"#- 5a*s0


A "ecture hould well planed a to it purpo e and continuou .he lecturer hould (e component and a good peaker *e hould keep in mind the li tener need and intere t .he lecture hould not (e for more then one hour .he lecture hould (e made intere ting through leading 2ue tion guided di cu ion and audio vi ual aid

@G)

Grou% ("scuss"o#

It i a variant of the lecture method 0Mnder it paper i prepared and pre ented (y one are more trainee on the elected topic 0.hi i followed (y a critical di cu ion .he chair man of the di cu ion or eminar ummarie the content of the paper and the di cu ion which follow 0'ften the material to (e di cu ed i di tri(uted in advance 0Seminar and conference ena(le executive to learn from the experience of each other and have (ecome 2uite popular0

1A. Case Stu(* Met)o( Mnder thi method a real or hypothetical (u ine pro(lem or ituation demanding olution i pre ented in writing to the trainee .hey are re2uired to identify and analy/e the pro(lem ugge t and evaluate alternative cour e of action and choo e the mo t appropriate olution 0.he trainer guide the di cu ion and en ure that no relevant fact i over looked0

RE/IEB O; SOME O; THE BEST PRACTICES O; TRAINING AND DE/ELOPMENT IN INDIA


.here are ome private ector organi/ation which are empha i/ing on training and development to improve manpower utili/ation and employee development0 A few good example are de cri(ed here

Career (e+e&o%$e#t E"c)er -rou% e?%er"e#ce


Eicher (elieve in role model philo ophy in which upervi or can et the right example (y encouraging u(ordinate to play leader hip role 0 .raining in eicher empha i/e that it i primarily the re pon i(ility of the uperior to develop1 her Fhi u(ordinate and (ecome herF hi mentor0 Each employee at eicher i a part of career development group @C,8) Ahich con i t of herFhi immediate uperior 1 the (o C uperior and a per on from another divi ion 0C,8 i re pon i(le for apprai ing 1 monitoring 1 training and planning of each individual career and development path 0.hey write down what kind of training re2uirement in hi annual Self3,evelopment #eview 0 .raining at Eicher can (e cla ified a di cu ed (elow Be)a+"ora& Tra"#"#- @ 'rgani/ational (ehavior1 interper onal kill and coun eling0 ;u#ct"o#a& Tra"#"#- @ 6inance for non3finance executive 1 manufacturing kill 1 2uality control etc0 Pote#t"a& re&ate( Tra"#"#- @ %anagerial kill for )unior management 1 development executive kill Mu&t" s."&&s tra"#"#Tra"#"#- ,or Dea&ers @,ealer hip management program I#ter#at"o#a& E?%osure. @(u ine today 1 1GG> 9 dayal et al 01 1GG>)

Be#c)$ar."#- Ra#2a?* La2orator"es E?%er"e#ce


#an(axy la(oratorie provided work fir t3hand experience of glo(al (e t practice 0 %o t of the worker in pharmaceutical indu trie have generally come from a (ackground where even a ho pital did not di play good hygiene and #an(axy wa trying to train them to achieve high 2uality tandard 0 A group of worker wa elected and ent on a ten3day MS vi it clinic and ho pital 0 .he worker got a fir t3hand feel of the kind of environment in which the medicine prepared (y them would (e u ed and they came (ack with memorie of very high 2uality tandard and where motivated to achieve them @Bu ine today 1GG>)

Lear#"#- To-et)er Ma)"#(ra a#( Ma)"#(ra E?%er"e#ce

Supervi or and manager hould (e trained with worker in the (a ic training philo ophy at %ahindra and %ahindra 0 In order to (ridge the communication gap mahindra and mahindra ent it worker a(road to expo e them to 2uality manufacturing practice (ut with a lightly different trategy 9 .he worker were ent along with the upervi or and manager @from everal level ) 0 It wa found that at the end of the trip mo t communication gap (etween them had (een (ridged0 .ill 1GG-1 +5 worker @ hop floor) along with manager and union leader were ent to Lapan1 South Jorea1 Europe1 MJ1 and u to vi it variou automotive plant and to learn (e t work practice around the Aorld0 .he e people were then a ked to hare their experience with other employee @(u ine today 1GG>)

E$%&o*ee I#+o&+e$e#t Mo(" >ero? E?%er"e#ce


.he company ha inve ted in developing high 2uality training 0Employee at every level are expo ed to international training0 Each employee pend almo t - man3day on training every year which co t r +555 per employee per annum0 .raining i not only the re pon i(ility of training department1 (ut there i a continuou involvement of line manager al o0 .he (o and u(ordinate it together and match the )o( profile with the individual kill 0 'nce the gape are identified1 they earch for olution to (ridge them which could range from formal to informal training one to one coaching and facilitation0 .raining managerC work hop i organi/ed (iannually to get feed(ack on the pre ent tatu and al o on future training re2uirement 0 .he e example how the importance of employee involvement uperior role and accounta(ility in training and developing the human potential and expo ure to international tandard for mea uring 2uality 1 to develop good training and development practice in any organi/ation 0@ (u ine today 1 1GG> 9,ayal et al 10 1GG> )

BRIE; O/ER/IEB O; SOME O; THE UNITS STUDIED


ICICI Ba#.
ICICI Bank i India? econd3large t (ank with total a et of a(out # 0 !1-1$0;G (n @MSK ->0$ (n) at %arch $11 !55> and profit after tax of # 0 !-0+5 (n @MSK ->G mn) for the year ended %arch $11 !55> @# 0 !505- (n @MSK ++G mn) for the year ended %arch $11 !55-)0 ICICI Bank ha a network of <+1 (ranche @including +; exten ion counter ) and over $$55 A.% in India and pre ence in $5 International location 0 ICICI Bank offer a wide range of (anking product and financial ervice to corporate and retail cu tomer through a variety of delivery channel and through it peciali/ed u( idiarie and affiliate in the area of inve tment (anking1 life and non3life in urance1 venture capital and a et management0 ICICI Bank et up it international (anking group in fi cal !55! to cater to the cro (order need of client and leverage on it dome tic (anking trength to offer product internationally0

HD;C BANC
.he *ou ing ,evelopment 6inance Corporation "imited @*,6C) wa among t the fir t to receive an ?in principle? approval from the #e erve Bank of India @#BI) to et up a (ank in the private ector1 a part of the #BI? li(erali/ation of the Indian Banking Indu try in 1GG+0 .he (ank wa incorporated in Augu t 1GG+ in the name of ?*,6C Bank "imited?1 with it regi tered office in %um(ai1 India0 *,6C Bank commenced operation a a Scheduled Commercial Bank in Lanuary 1GG-0 0 Incorporated in Augu t 1GG+ a *,6C Bank "imited1 a of ,ecem(er $11 !55>1 the (ank had a India network of >;+ (ranche in $1> citie in India and over 1>5- A.%? 0 'ur ingle3minded focu on product 2uality and ervice excellence ha helped u garner the appreciation of (oth national and international organi/ation *,6C Bank? Corporate 8overnance Policy ha (een adopted keeping in mind the importance of attaining fairne for all takeholder 1 a well a achieving organi/ational efficiency0

BANC O; BARODA
It ha (een a long and eventful )ourney of almo t a century acro !1 countrie 0 Starting in 1G5; from a mall (uilding in Baroda to it new hi3ri e and hi3tech Baroda Corporate Centre in %um(ai i a aga of vi ion1 enterpri e1 financial prudence and corporate governance0 It i a tory cripted in corporate wi dom and ocial pride0 It i a tory crafted in private capital1 princely patronage and tate owner hip0 It i a tory of ordinary (anker and their extraordinary contri(ution in the a cent of Bank of Baroda to the formida(le height of corporate glory0 It i a tory that need to (e hared with all tho e million of people 3 cu tomer 1 takeholder 1 employee & the pu(lic at large 3 who in ample mea ure1 have contri(uted to the making of an in titution0

'ur mi ion tatement


.o (e a top ranking 7ational Bank of International Standard committed to augmenting take holder ? value through concern1 care and competence our new corporate (rand identity i much more than a co metic change0

DENA BANC
,ena Bank1 in Luly 1G>G along with 1$ other ma)or (ank wa nationali/ed and i now a Pu(lic Sector Bank con tituted under the Banking Companie @Ac2ui ition & .ran fer of Mndertaking ) Act1 1G<50 Mnder the provi ion of the Banking #egulation Act 1G+G1 in addition to the (u ine of (anking1 the Bank can undertake other (u ine a pecified in Section > of the Banking #egulation Act1 1G+G0

'ur mi ion tatement9


,E7A BA7J will provide it Cu tomer 3 premier financial ervice of great value1 Staff 3 po itive work environment and opportunity for growth and achievement1 Shareholder 3 uperior financial return 1 Ri ion0

COTAC MAHINDRA BANC


Jotak %ahindra i one of India? leading financial in titution 1 offering complete financial olution that encompa every phere of life0 6rom commercial (anking1 to tock (roking1 to mutual fund 1 to life in urance1 to inve tment (anking1 the group cater to the financial need of individual and corporate0 .he group ha a net worth of around # 0 $1155 crore1 employ around G1>55 people in it variou (u ine e and ha a di tri(ution network of (ranche 1 franchi ee 1 repre entative office and atellite office acro $55 citie and town in India and office in 7ew Hork1 "ondon1 ,u(ai and %auritiu 0 .he 8roup ervice around !0! million cu tomer account 0 At Jotak %ahindra Bank1 we addre the entire pectrum of financial need for individual and corporate 0 we have the product 1 the experience1 the infra tructure and mo t importantly the commitment to deliver pragmatic1 end3to3end olution that really work0

PUN1AB NATIONAL BANC


Pun)a( 7ational Bank @P7B) i one of the -55 large t (ank in the world1 and en)oy a rich hi tory and heritage0 P7B wa the fir t Indian (ank to (e tarted olely with Indian capital0 E ta(li hed in 1;G- at "ahore1 and nationali/ed in 1G>G1 it ha worked a iduou ly to (uild the (anking ector in rural and ur(an India0 It ha pre ence in remote area of the country1 cutting acro cultural and lingui tic (oundarie 0 P7BC principal activitie are to provide trea ury and (anking operation 0 .he activitie include accepting depo it 1 lending loan and to provide other financial related ervice 0 .he (anking operation provide hort and long term loan to agricultural1 mall cale indu trie and other priority ector 0 P7B al o offer internet (anking facilitie to it cu tomer 0 At $13%ar 3!55>1 P7B operate through +-15 (anking (ranche 1 +++ exten ion counter 0

LITERATURE RE/IEB
It i now almo t axiomatic that the trategic goal of modern commercial organi/ation i to create more intelligent and flexi(le firm then their competitor (y hiring and developing more talented human re ource and (y extending their kill (a e It i imperative in the context of new (u ine realitie that organi/ation hould (e a(le to continuou ly innovate (e cu tomer3 focu ed and remain co t Dcompetitive to urvive grow and excel in the long run0 ,uring the 1G;5 Lapane e management practice clearly

indicated that (u ine ucce (a ed on high tandard of performance which wa dependent on a highly trained and developed workforce @Brown and #ead 1G;+) #ecent re earch al o indicate a cau al link (etween high commitment practice @including training and development) and improvement in an e ta(li hment performance and competitive advantage @Patter on et at01 1GG;) .he need for focu ing on the international and comparative dimen ion of corporate . & , policie ha (een increa ingly felt ever ince many nation of the world uch a China1 India1 "atin America1 and Ea t Central "i(erali/ed privati/ed and glo(ali/e their economic policie 0 .hi trend i indicative of the fact that many of the change influencing kill deficiencie and ac2ui ition are common to many countrie 0 .he variou a pect and i ue pertaining to the corporate training and development ector in India are pre ented in ta(le 1

Ta2&e 1 Cor%orate a#( De+e&o%$e#t Sector "# I#("a Para$eter Perce#ta-e o, %a*ro&& s%e#t o# tra"#"#Tra"#"#- $o#e* s%e#t %er e$%&o*ee A+era-e tra"#"#- )ours %er e$%&o*ees Perce#ta-e o, e$%&o*ees tra"#e( %er *ear HRD or tra"#"#- sta,, %er 1AAA e$%&o*ees I#("cator 1.2D Rs. 263.3 4.8 66.3D 2.3

Source: Blackwell publishing Ltd., 2003 corporate training and development .he key re pon i(ility for training and development i handled (y the per onnel a in ta(le ! hown

Ta2&e 2 T)e Ha#("#- o, Res%o#s"2"&"t* ,or Tra"#"#a#( De+e&o%$e#t Pos"t"o# Perso##e& E HRT E Tra"#"#- S%ec"a&"st HRD or tra"#"#- sta,, %er 1AAA e$%&o*ees 2.3 %erce#ta-e 81D

Source: Blackwell publishing Ltd., 2003 corporate training and development

Ta2&e 3 T)e Dr"+"#- ;orces ,or Ta"#"#- a#( De+e&o%$e#t I#"t"at"+es Dr"+"#- ;orce Pressure ,or "#crease( 3ua&"t*F "##o+at"o#F a#( %ro(uct"+"t* Nee( to e#)a#ce t)e e,,"c"e#c* a#( e,,ect"+e#ess o, e$%&o*ees Nee( to c)a#-e cor%orate cu&ture To ac)"e+e 2etter ROI To ac)"e+e 2etter "#(ustr"a& re&at"o# Nee(sF 5"s)es a#( (e$a#(s o, e$%&o*ees Perce#ta-e 8:D 76D 72D 64D 28D 3AD

Source: Blackwell publishing Ltd., 2003 corporate training and development

.he ma)or driving force for training and initiative are1 formerly1 all that a new employee needed in order to learn a )o( wa to it (e ide an experienced employee and o( erve0 It wa a umed that thi way1 perhap (y o mo i 1 the novice would learn hi Fher )o(0 But plot change and o do training method 0 Since the (eginning of the !5th century and e pecially after world war ! nd training program have (ecome wide pread among organi/ation involving more and more employee and al o expending in content0 By the 1GG5 +5: of the fortune -55 firm have had a corporate univer ity or learning center @ %ei ter 1GG< ) According to the 1GGurvey of employer D provided training center 1 nearly G$: of the u organi/ation with -5 or more employee provided formal training and clo e to <5: of their employee ranging from executive to frontline worker are involved in recent decade a the MS companie are confronted with technological change dome tic ocial pro(lem and glo(al economic competition training program in organi/ational have received even more attention touted a almo t a panacea for organi/ational pro(lem @ carnevale 8ainer and villet 1GG5 ) In todayC highly competitive cenario and glo(ali/ation itC more important then ever that in titution train there taff on (e t practice regulatory re2uirement and

profe ional development After all trong training i fundamental for key operational goal uch a 9 Increa e in competitive advantage en ure compliance with law and regulation %aximi/ing operational efficiencie #einforcement of a cu tomer3centric organi/ation .oday1 the challenge i not )u t in term of updating technologie (ut al o in term of maintaining exi ting workforce motivated and challenged all the time 0 'rgani/ation need to have highly flexi(le and dynamic team of highly enthu ia tic motivated and creative people0 In order to have all thi 1 there i a need to empha i/e more on employee training provided (y the employer0 *ighly killed and motivated workforce i the workplace and organi/ation of the pre ent and future need 0 Increa ing u e of computer technology re tructuring of (u ine and a growing glo(al economy are ome of the factor economi t cite a contri(uting to change in the employment tructure of the u economy ince the early 1G;5 @ #o enthal1 1GG- ) 6urthermore 1 there i a con idera(le growth pro)ected to occur in occupation with higher educational re2uirement .he )o( cla ification that currently u e low3 killed worker are experiencing O up killing P which tran late into a need for more re pon i(ility more knowledge and ultimately more kill and there ha (een tagnation and even a decrea e in the num(er of )o( that are un killed or very low killed0 .he role of training and development in the ervice ector1 more pecifically in the (anking ector i no different from the re t of the organi/ation in the world0 'perating in the (anking ector1 the training and development function play a further enhanced role and hold more importance a it deal with knowledge worker and intelligent cu tomer 0 In the (anking ector1 the training and development function hold a key re pon i(ility (y helping upgrade employee performance on a continuou (a i 0 Al o1 mo t (ank who adopt the from hire to retire approach (enefit from training and development activitie (y allowing a continuity in the developing proce of (ank per onnel0 .raining and development activitie get highlighted in the area of )o( ati faction and motivation0 O.he (ank are employing a (etter educated workforceP .hey enter the (ank with high expectation and they eem to have a greater need for re pon i(ility1 recognition meaningful participation1 advancement and growth0 they expect thing to happen more 2uickly than employee did in the pa t 0P tate Ailliam %urray 1 C'' of *arri Bank 1 Chicago 1 MSA @ murray 1 1G<>)0 hould (e vary clear with the purpo e of the training 1 purpo e of the evaluation 1 mea ure to evaluate and the performance indicator 1 which can help organi/ation to know the (enefit of training 0 .hi i very important ince in )u tifying inve tment made (y the organi/ation on training and development activitie 0 .he need for the training function to demon trate that pending money on training i )u tifia(le follow a an inevita(le con e2uence of the new *# 0%ea uring the effectivene of training practiceN it i al o one of the mo t neglected activitie 1 (oth in

theory and in practice0 %o t (anking organi/ation doe not (other to en ure a rigorou evaluation proce 0 %any fee" that training can not (e valued do not (other to en ure a rigorou evaluation proce 0 %any feel that training cannot (e valued in the financial term and therefore training i not validated in a profe ional manner0

Per(ueF N"#e$e"erF a#( 5oo(s = 2AA2 < a e ed perceived relative effectivene


of alternative training method @ in relation to pecific o()ective ) among manager of private clu( 0 .hey u ed an e D mail 2ue tionnaire to collect their data from a random ample of 1!$private clu( manager in MSAS the re ult indicate that one3to3one training i con idered the mo t u eful overall method and the preferred method for all o()ective except interper onal kill development0

Buc) a#( Bart&* =2AA2< examined the relation hip (etween learning tyle and
preference for alternative delivery mode u ed (y mo t organi/ation today0 ,elivery mode included computer3(a ed method 1 .R3(a ed method 1 and cla room D(a ed method 0 "earning tyle included converge 1 accommodator 1 diverge 1 and a imilator 0

C&"#. a#( streu$er =2AA2< examined the effectivene of on3the3)o( training and
ome potential factor that explain effectivene companie 0 of two ample drawn from two ,utch

Has)"$ =2AA1< urveyed !>! training in titute in %alay ia to identify the practice of
training provider for evaluating training program 0 .he re ult how that training provide u e different evaluation method that include trainee feed(ack 1 o( ervation 1 interview 1 performance analy e 1 and training reaction form 0

Bo&tF ."&&ou-)F a#( .o) =2AA1) examined the (ehavior modeling and lecture3(a ed
approache to computer training u ing a ocial cognitive theory framework0

Hu-)e* a#( Muss)u- =1::8< ela(orated on ome training ucce

factor 0 .he author indicated that oft kill uch a li tening1 communication1 teamwork and leader hip are the lea t preferred in term of tangi(le training gain 0 training hould only involve tangi(le1 hand 3on kill and o( erva(le (ehavior 0 .hu 1 training o()ective hould focu on kill and competencie 0

Leat a#( &o+e&& =1::8< di cu ed ome of the weakne

of current training need analy i 0 .hey cited impreci e training goal etting and failure of the performance apprai al review to diagno e needed area to improve employee kill in the working environment0 .he author indicated that a variance (etween actual performance o()ective hould uncover training need 0 But the e need hould not (e limited to that level only0 Po i(le improvement at the organi/ation and ta k level hould al o (e evaluated1 a part of training need analy i 0 .raining expectation hould al o (e developed and detailed after an exten ive re earch into the interrelation hip (etween inner and outer contextual change and within the organi/ation and individual goal 0

Ma## a#( Ro2ertso# =1::7< examined trainee reaction and knowledge gained a
mea ure for effective training0 .hey u ed a mall ample of !G trainee who were recruited from a three day training E3mail an internet eminar held in Swit/erland0 Each trainee wa a ked to fill a 2ue tionnaire (efore the training at the end of the training and one month later0 .he re ult indicate that training increa ed traineeC knowledge0 *owever po itive attitude do not predict how well people are a(le to perform actual ta k 0 Attitude and reaction mea ure are not linked to later performance and therefore uch mea ure hould (e u ed with caution a way of evaluating training program 0

He(-es a#( $oss =1::7< examined the co t3effectivene

of training commercial vehicle driver 0 .hey elected a ample of ;5 driver who went through a pecific driver training program and a matched ample from tho e who did not attend the driver training program0 All driver were from the parcel force in north England0 .he parameter inve tigated were operating co t in term of fuel con umption 1 accident and repair co t maintenance co t 1 and driverC attitude0

Harr"s =1::6< urveyed the opinion of a ample of American director of human


re ource and training program a(out their training method and the 2uality of each of the e method 0 .he re ult indicate that the mo t u ed method of training i the cla room method0 'ne3on3one training uch a on the )o( training i the method mo t u ed (y maller firm 0 .he mo t innovative form of technology u ed1 regardle of company i/e wa videotape0 .he ma)or (arrier or o( tacle to u ing more innovative tool @i0e1 computer (a ed ) were high co t and hort life pan of current computer technology0 .he author conclude that training method and tool u ed to train employee were not a efficient a they could (e and recommended u ing computer3(a ed technology and multi3 media a training method a they ave time and money0

Brar#&e* a#( ."tso# =1::4< di cu ed four level of training evaluation0 .he fir t i
the traineeC reaction to the program0 It focu e on a e ing what the trainee thought of the training program u ually in the form of a 2ue tionnaire0 .he econd level i trainee learning0 it focu e on mea uring their gained kill that were pecified a training o()ective 0 .he third level i the (ehavioral outcome0 It focu e on mea uring a pect of )o( performance1 which are related to the training o()ective 0 It focu e on the re ult of the training program to organi/ational o()ective and other criteria of effectivene 0

RESEARCH METHODOLOGY
#e earch in common parlance refer to a earch for knowledge0 'ne can al o define re earch a a cientific and y tematic earch for pertinent information on a pecific topic0 In fact1 re earch i an art of cientific inve tigation0

S"-#","ca#ce a#( sco%e o, t)e stu(*

1. .he tudy will (e of great u e to the (ank employee a they will get to know the true impact of training programme 0 2. .he tudy will (e (eneficial for the tudent a well in under tanding the concept of training & development and al o it implication 0 3. .raining help to improve the level of performance0 .rained employee perform (etter (y u ing (etter method of work 0 4. Proper training can develop po itive attitude among employee 0 Lo( ati faction and morale are improved due to a ri e in the earning and )o( ecurity of employee 0 6. .raining enlarge the knowledge and kill of the participant 0 .herefore1 well trained per onnel can grow fa ter in their career0

O20ect"+e o, t)e researc)


.o find out the impact of training& development programme on the performance and attitude of employee a well a organi/ation productivity0 .o find out the rea on of ucce or failure of the e programme 0 .o gain the in3depth information and knowledge a(out the training and development programme and it impact on the effectivene of the employee 0 .o get the information a(out the training and development programme and it nece itie that how it help the organi/ation in increa ing productivity and in achieving o()ective effectively and efficiently0

H*%ot)es"s
*ypothe i may (e defined a a propo ition or a et of prepo ition et forth a an explanation for the occurrence of ome pecified group of phenomena either a erted merely a a provi ional con)ecture to guide ome inve tigation or accepted a highly pro(a(le in it light of e ta(li hed fact 0

6or the purpo e of tudy hypothe i are a follow 0


H1 Tra"#"#- a#( De+e&o%$e#t )e&%s "# "#creas"#- t)e e,,ect"+e#ess o, 2a#. e$%&o*ees. H2 Tra"#"#- a#( De+e&o%$e#t "#creases t)e %ro(uct"+"t* &e+e&.

Researc) (es"-#
.he formida(le pro(lem that follow the ta k of defining the re earch pro(lem i the preparation of the de ign of the re earch pro)ect1 popularly known a Gresearc) (es"-#P

Researc) t*%e
#e earch type u ed i (escr"%t"+e0 ,e criptive re earch tudie are tho e tudie which are concerned with de cri(ing the characteri tic of a particular individual or a group0

Source o, (ata
.he re earcher hould keep in mind two type of data vi/0 primary and econdary0

Pr"$ar* (ataN are tho e which are collected a fre h and for the fir t time1 and thu
happen to (e original in character0

Seco#(ar* (ataN are tho e data which have already (een collected (y omeone el e
and which have already (een pa ed through tati tical proce 0 Source of data i (oth primary and econdary0 Primary data i collected through 2ue tionnaire which con i t of a num(er of 2ue tion printed or typed in a definite order on a form or et of form 0 Questionnaire used is structured having close ended multiple choice questions0 Analy i will (e done on the (a i of data which ha (een collected in 2ue tionnaire0 Secondary data i collected from 2oo.sF 0our#a&sF $a-a'"#es

Sa$%&"#- %&a#
Sa$%&e u#"t.
6or re earch work "ucknow city i taken a ample unit0

Sa$%&e s"'e9 .he ample i/e con i t of 15- unit out of which the mo t logical and
non (ia ed re pon e are elected thu the ample i/e i taken out to (e 155 unit 0

Sa$%&e %roce(ure
#andom ampling ha (een taken a ample procedure for conducting re earch work0 Mnder thi ampling1 every item of the univer e ha an e2ual chance of inclu ion in the ample0

COMPREHENSI/E ANALYSIS
=ANALYSIS H ;INDINGS< S.No
1.

Hea(
"ength of ervice0

Res%o#se
A) 53! yr B ) !3- yr C ) -3; yr , ) %ore then ; yr A ) He B ) 7o 4AD 3AD 19D 12D :AD 1AD

2.

#egular .raining Programme 0

3.

.raining conducted after identifying training need 0 .raining Programme Conducted to improve

A )He B ) 7o A ) %anagerial Skill B ) .echnical Skill C ) Admini trative Skill , ) Interper onal kill A ) Strongly agree B )Agree C ) *ardly agree , ) ,i agree A ) Strongly agree B )Agree C ) *ardly agree , ),i agree A ) Strongly agree B ) Agree C ) *ardly agree , ),i agree A ) Strongly agree B ) Agree C ) *ardly agree , ) ,i agree A ) Strongly agree B ) Agree C ) *ardly agree , ) ,i agree A ) Strongly agree B ) Agree C ) *ardly agree , ) ,i agree A ) Strongly agree B ) Agree C ) *ardly agree , ) ,i agree A ) Strongly agree B )Agree C ) *ardly agree , ) ,i agree A ) Soft kill B ) Employee development C ) .echnical kill

99D 12D 3AD 36D 1:D 17D A6D 9AD 1AD A6D 26D 86D AAD AAD 16D 6AD 26D 1AD A:D 66D 2AD 17D A:D 37D 3AD 26D 1AD 4AD 3AD 2AD 19D 8AD 12D AAD A:D 7AD 26D A7D 27D 3AD 38D

4.

6.

.raining programme improve interper onal relation hip0

7.

.raining programme alway (eneficial for employee 0

8.

.raining reduce work tre 0

9.

.raining programme reduce monotony of )o(0

:.

.raining programme reduce a( enteei m0

1A.

.raining programme are helpful in reducing turnover rate0

11.

.raining programme increa e the elf worth of employee 0

12.

.raining programme actually help in overall development of employee

13.

%ore need of .raining i re2uired in

, ) Any other

A8D

THE DATA TABULATION


!.1. ;or )o5 &o#- )a+e *ou 2ee# 5or."#- "# t)e or-a#"'at"o#I
;INDING

AJ2 *rs 2J6 *rs 6J9 *rs More t)a# 9 *rs

4AD 3AD 19D 12D

1# 18

$"

!"

"%# &rs

#%' &rs

'%8 &rs

m ore ()an 8 &rs

!.2. Does *our or-a#"'at"o# )a+e re-u&ar tra"#"#- %ro-ra$$esI


;INDING

Yes No

:AD 1AD

1"

*"

Yes

No

!.3. Tra"#"#- %ro-ra$$es are co#(ucte( o#&* a,ter "(e#t",*"#Tra"#"#- #ee(s


;INDING

He 7o

;;: 1!:

1!: 1!:

;;:

Yes

No

!.4. Tra"#"#- %ro-ra$$es are co#(ucte( "# *our or-a#"'at"o# to I$%ro+e


;INDING

Ma#a-er"a& S."&&s Tec)#"ca& S."&&s A($"#"strat"+e S."&&s I#ter%erso#a& S."&&s

3AD 36D 1:D 17D

!.6. Tra"#"#- %ro-ra$$es )a+e 2ee# a2&e to "$%ro+e "#ter%erso#a& Te/)ni/a, re&at"o#s)"%I S-i,,s. !'
;INDING $"
+anageria, S-i,,s. !" A0minis(ra(i1 e S-i,,s. 1* In(erpersona, S-i,,s. 12

Stro#-&* !" A-ree Har(&* A-ree #" D"sa-ree

A6D 9AD 1AD A6D

1" "

80% 60% 40% 20% 0% 5% Strongly agree

80%

Series1 10% Agree Hardly Agree 5% Disagree

!.7. Tra"#"#- %ro-ra$$es )a+e a&5a*s 2ee# 2e#e,"c"a& ,or E$%&o*eesI


;INDING

Stro#-&* A-ree Har(&* A-ree D"sa-ree

26D 86D AAD AAD

3'

#'

S(rong,& agree

Agree

4ar0,& agree

Disagree

!.8. Tra"#"#- %ro-ra$$es re(uce 5or. stressI


;INDING

Stro#-&* a-ree A-ree Har(&* A-ree D"sa-ree

16D 6AD 26D 1AD

Agree. '"

'" $" !" #" 1" "

S(ong,& agree. 1'

4ar0,& agree. #' Disagree. 1"

!.9. Tra"#"#- %ro-ra$$es re(uce t)e $o#oto#* o, 0o2I


;INDING

Stro#-&* a-ree A-ree Har(&* A-ree D"sa-ree

A:D 66D 2AD 17D

Agree. ''

2" '" $" !" #" 1" "


S(ong,& agree. * 4ar0,& agree. #" Disagree. 12

!.:. Tra"#"#- %ro-ra$$es re(uce a2se#tee"s$I


;INDING

Stro#-&* a-ree A-ree Har(&* A-ree D"sa-ree

A:D 37D 3AD 26D

#' !"

* !2

S(rong,& agree

Agree

4ar0,& agree

Disagree

!.1A. Tra"#"#- %ro-ra$$es are )e&%,u& "# re(uc"#- tur#o+er rateI


;INDING

Stro#-&* a-ree A-ree Har(&* A-ree D"sa-ree

1AD 4AD 3AD 2AD

#"

1"

S(rong,& agree Agree

!"

$"
4ar0,& agree Disagree

!.11. Tra"#"#- %ro-ra$$es "#crease t)e se&, 5ort) o, e$%&o*eesI


;INDING

Stro#-&* a-ree A-ree Har(&* A-ree D"sa-ree

19D 8AD 12D AAD

1#

18

S(rong,& agree Agree

3"

4ar0,& agree Disagree

!.12. Tra"#"#- %ro-ra$$es actua&&* )e&% "# o+era&& (e+e&o%$e#t o, e$%&o*eesI


;INDING

Stro#-&* a-ree A-ree Har(&* A-ree D"sa-ree

A:D 7AD 26D A7D

Agree. 2"

2" '" $" !" #" 1" "


S(ong,& agree. * 4ar0,& agree. #' Disagree. 2

!.13. I# 5)"c) areas (o *ou t)"#. t)ere "s $ore #ee( o, tra"#"#-I
;INDING

So,t s."&&s E$%&o*ee (e+e&o%$e#t Tec)#"ca& s."&&s A#* ot)er

27D 3AD 38D A8D

37% 40% 30% 20% 10% 0%


S , ,s -i s ( o5 o p, m E e &e 66 p6 n /) e T i,, s, a i/ s & An )e o( r

26%

30%

7%

,o 1e e 0

LIMITATION
.hough (e t effort have (een made to make the tudy fair1 tran parent and error free0 But there might (e ome inevita(le and inherent limitation0 .hough outright mea ure are undertaken to make the report mo t accurate T)e &"$"tat"o#s o, t)e sur+e* are #arrate( 2e&o5. 1< It wa not po i(le to cover each and every organi/ation due to time con train of the re earch report0 2< .here may (e ome (ia ed re pon e from the re pondent0 3< Some re pondent did not provide full data0 4< #e triction to di clo e the organi/ation information which i nece ary for re earch work0 6< Area i elected0

.raining i the proce of increa ing the knowledge and kill for doing a particular )o(0 It i an organi/ed procedure (y which people learn knowledge and kill for a definite purpo e0 .he purpo e of training i (a ically to (ridge the gap (etween )o( re2uirement and pre ent competence of an employee0 .raining i aimed at improving the (ehavior and performance of a per on0 It i a never ending or continuou proce 0 .raining i clo ely related with education and development (ut need to (e differentiated from the e term 0 .he overall aim of a training programme i to fill in the gap (etween the exi ting and the de ired pool of knowledge1 kill and aptitude 0'()ective of training expre the gap (etween the pre ent and the de ired performance level 0 ,efinition of training o()ective in (oth 2uantitative and 2uantitative term will help to evaluate and monitor the effectivene of training0 Involvement of top management i nece ary to integrate the training o()ective with the organi/ational o()ective 6rom the tudy it ha (een found that $5: re pondent (elieve that training programme improve managerial kill 1 while $-: (elieve it i re pon i(le for improving technical kill 0 6urther it i found that training programme improve interper onal relation hip0 A(out ;5: re pondent are of the ame view0 <-: re pondent (elieve that training programme are alway (eneficial for employee 0 !-: re pondent trongly empha i thi point0 %oreover1 training programme increa e the elf worth of employee and are even re pon i(le for increa ing overall efficiency level of employee 1 reduced monotony1 tre & a( enteei m and are re pon i(le for development & growth of (anking ector employee 0 Clo er analy i *ypothe e of the tudy of finding from the data collected reveal that the in increa ing the effectivene of Bank

*19 .raining and ,evelopment help employee

*!9 .raining and development increa e the productivity level prove to (e right0

7o individual or y tem i perfect for all time 1 o training and development activitie with the changed order mu t take place0 6ollowing ugge tion have (een propo ed to improve the training effectivene of (anking ector employee 9 .echnical training hould (e provided more0

.raining mu t (e imparted in a trainee friendly atmo phere0 .raining and development activitie hould (e a regular proce 0

.op management hould appreciate the role of training and development0 .ran parency hould (e maintained in electing the trainee 0 .rainee hould (e motivated0

!uest"o##a"re ,or e$%&o*ees o, 2a#."#- sector

7ame QQ00QQQQQQQQ Age Q00QQQQQQQQQ Contact 7oQQQQQQQQQ

,e ignationQQQQQQQ 8enderQQQQQQQQQ 'rgani/ationQQQQQQQQQ

Note : ll the in!ormation provided will be con!idential and will onl" be used !or research pro#ect purpose 4010 6or how long have you (een working in the organi/ationT A) 53!yr c B) !3-yr C) -3; yr c ,) %ore than ;yr ,oe your organi/ation have regular training programme T A) He c B) 7o c c c

40!0 40$0 40+0

.raining programme are conducted only after identifying .raining need T A) He c B) 7o0 c .raining programme are conducted in your organi/ation to improveT A) %anagerial kill c B) .echnical kill C) Admini trative kill c ,) Interper onal E) Any other c c c

40-0

.raining programme have (een a(le to improve interper onal relation hipT A) Strongly agree c B) Agree c C) *ardly agree c ,) ,i agree c E) Strongly di agree c

40>0

.raining programme have alway (een (eneficial for employee T A) Strongly agree c B) Agree C) *ardly agree c ,) ,i agree E) Strongly di agree c .raining programme reduce work tre T A) Strongly agree c C) *ardly agree c E) Strongly di agree c B) Agree ,) ,i agree

c c

40<0

c c

40;0 .raining programme reduce the monotony of )o(T

A) Strongly agree C) *ardly agree E) Strongly di agree

c c c

B) Agree ,) ,i agree

c c

40G0 .raining programme reduce a( enteei mT A) Strongly agree C) *ardly agree E) Strongly di agree c c c B) Agree ,) ,i agree c c

40150 .raining programme are helpful in reducing turnover rateT A) Strongly agree C) *ardly agree E) Strongly di agree c c c B) Agree ,) ,i agree c c

40110 .raining programme increa e the elf worth of employee T A) Strongly agree C) *ardly agree E) Strongly di agree c c c B) Agree ,) ,i agree c c

401!0 .raining programme actually help in overall development of employee T A) Strongly agree C) *ardly agree E) Strongly di agree c c c B) Agree ,) ,i agree c c

401$0 In which area do you think there i more need of trainingT A) Soft kill C) .echnical kill c c B) Employee development ,) Any other c c

401+0 Sugge t ame way to improve the efficiency of training programme in (anking ectorT QQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQ QQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQ

*uman re ource management 3 ,r0 C B 8upta #e earch %ethodology 3 C# Jothari IC6AI Lournal of 'B April !55+ . Jri hna Jumar IC6AI Lournal of 'B Lanuary !55- . Jri hna kumar Lournal of management re earch vol +1 7o0 $,ec1!55+0

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