CONTENTS

Chapter No.

Name of the concept

Introduction

II

Company & Industry Profile

III

Context of Training and Development

IV

Data analysis and interpretation

Findings, Suggestions and Conclusion

VI

Bibliography

Page No.

CHAPTER-I
INTRODUCTION

INTRODUCTION
Trained staff is the most valuable asset of an organization. So, every organization
irrespective of its nature should provide training to all of its personnel in order to meet the
challenges of survival and growth. The need for training arises due to the following reasons.

a)To bridge the gap between employee specifications and job and organizational
requirements:
An employees present specifications may not exactly meet the organization
requirements irrespective of his past experience, knowledge, skills, qualifications etc. for this
reason the management identifies the differences or gaps between employee specifications and
job and organizational requirements. Training is required to bridge these gaps by developing and
molding the employee skills and abilities in tune with organizational requirements.

b) Organizational viability and the Chang process:

In order to survive and grow, the organization must continuously adopt to the changing
environment. For this purpose, it should upgrade its capabilities by conducting training
programrs which foster the initiative and creativity of employees and help them to prevent
the obsolescence of skills.

c) Changing technology:
As technology is changing very fast, an organization in order to be effective should adopt
the latest technologies like mechanization, Computerization and automation. Increasing use
3

of latest technologies and techniques require good training for this purpose the organization
should train the employees to enrich them in the areas of changing technical skills and
knowledge.

d) Internal mobility:
Training also become necessary when there is internal mobility i.e. , when an employee
is promoted or when there is some new job or occupation to performed due to transfer. When
an employee is chosen for higher level jobs, he/she should be trained before assigning the
responsibilities.

e) Sound human relations:

As the approach to HRM has shifted from commodity approach to the partnership
approach beyond human relations approach, management has to maintain sound human
relations in addition to maintaining harmonious industrial relations ,. So, training in human
relations is necessary to deal with problems like transfer, interpersonal and inter group
conflicts and maintain sound human relation.

Need of study:
The purpose of study is to learn the practical applicability of the theoretical knowledge gained
about training and development process.

To gain knowledge about, the process of training and development in Heritage

To know the effectiveness or ineffectiveness of the process of training and development

in Heritage.

Scope of the study:

This study covers all aspects of training and development programs in HERITAGE. This study
covers the New Entrant Manager response towards the training programs in the organization.

OBJECTIVES OF THE STUDY:

1. To analyze and examine the effectiveness of training and development programs in
HERITAGE.
2. To assess how often training programs are conducted and how much are the
employees satisfied.
3. To study to what extent the training programs are applicable to their jobs.
4. To study the employees opinion on the training and development in HERITAGE.

METHODOLOGY
The basic principle in the research has been adopted in the overall methodology. The
following methodology has been used for meeting the requirements,

Defining objectives

Developing the information sources

Collection o information

Analysis of information

Suggestion
The methodology followed for collection, analysis under interpretation of data in
explained below.

1. RESEARCH DESIGNS
There are generally three categories of research based on the type of information
required, they are
1. Exploratory research

2. Descriptive research

3. Casual research
The research category used in this project in descriptive research, which is focused on the
accurate description of the variable in the problem model. Consumer profile studies, market
potential studies, product usage studies, Attitude surveys, sales analysis, media research and
prove surveys are the Examples of this research. Any source of information can be used in this

study although most studies of this nature rely heavily on secondary data sources and survey
research.

2. Data collection method

Primary data:
It is collected through the questionnaire, a formalized instrument of asking information
directly from respondent demographic characteristics, attitude, belief and feelings through
personal contracts. Structured and on disguised from of questionnaire is used and consists of
multiple choice questions.
Secondary data:
Internal secondary data about the Cream line Dairy included formal data, which is
generated within the organization itself, were obtained through concerned head in the
organization
External secondary data generated by source the organization was used such as public
available data provided by the reports of the companies. All this information is of great
importance and conceptualizes and illuminates the core of the study.
3. SAMPLE DESIGN
a) Sampling unit: the study is directed towards the executive of managerial level.
b) Sample size: sample size of 40 is taken in this study
4) DATA ANALYSES
Simple analysis method is followed for analyzing the data pertaining to different
dimensions of employees. Simple statistical data like percentage are used in the interpretation of
data pertaining to the study. The results are illustrated by means of bar charts.

LIMITATION OF THE STUDY

Due to constraint of time and resources, the study was conducted in the regional sector as
Heritage and the results of the study cannot be generated.

The accuracy of the analysis and conclusion drawn entirely depends upon the reliability
of the information provided by the employees.

Sincere efforts were made to cover maximum departments of the employees, but the
study may not fully reflect the entire opinion of the employees.

In the fast moving/changing employees behavior, name new and better things may
emerge in the near future, which cannot be safeguard in this report.

CHAPTER-II
INDUSTRIAL
&
COMPANY PROFILE

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11

About Wipro Ltd

Wipro Ltd., the flagship company of the Azim H Premji group was incorporated in the year
1945. The company started off originally as a manufacturer of vegetable ghee/vanaspati, refined
edible oils etc. Gradually the company has diversified into various other businesses.
Today Wipro Limited is the first PCMM Level 5 and SEI CMM Level 5 certified IT
Services Company globally. Wipro provides comprehensive IT solutions and services, including
systems integration, Information Systems outsourcing, package implementation, software
application development and maintenance, and research and development services to
corporations globally.
In the Indian market, Wipro is a leader in providing IT solutions and services for the
corporate segment in India offering system integration, network integration, software solutions
and IT services. Wipro also has profitable presence in niche market segments of consumer
products and lighting. In the Asia Pacific and Middle East markets, Wipro provides IT solutions
and services for global corporations.
Wipro's ADSs are listed on the New York Stock Exchange, and its equity shares are listed
in India on the Stock Exchange Mumbai, and the National Stock Exchange, among others.
Wipro is the leading strategic IT partner for companies across India, the Middle East and
AsiaPacific offering integrated IT solutions. They plan, deploy, sustain and maintain your IT
lifecycle through their total outsourcing, consulting services, business solutions and professional
services. Wipro InfoTech helps you drive momentum in your organisation no matter what
domain you are in.
Backed by their strong quality processes and rich experience managing global clients
across various business verticals, they align IT strategies to your business goals. Along with their
best of breed technology partners, Wipro InfoTech also helps you with your hardware and IT
infrastructure needs.
The various accreditations that they have achieved for every service they offer reflect
their commitment towards quality assurance. Wipro InfoTech was the first global software
company to achieve Level 5 SEICMM, the world's first IT Company to achieve Six Sigma, as
well as the world's first company to attain Level 5 PCMM.
Their continuing success in executing projects is a result of their stringent
implementation of quality processes. Deploying quality frameworks to align with your business
will give you the benefit of a smooth and transparent transition while providing complete IT
lifecycle management. Reliability and perfection are a result of their adherence to these quality
benchmarks and this has been their key differentiator, while helping drive the business
momentum.

12

The companys experience and expertise are measured against globally recognized
standards to ensure their commitment in delivering competitive solutions to their customers.
Wipro InfoTech epitomises quality by maintaining high standards in service offerings and
products, as well as internal processes and people management. They believe in constantly
scaling quality standards by expanding our efficiency in all areas beyond their basic IT offerings.
Different people perceive innovation in various ways. At Wipro InfoTech, their
innovative thinking helps them adopt newer business lines and offerings based on your business
expectations. They have adapted to the changes brought about by technology and business and
this has helped us improve customer experience through service delivery and process
optimisation.
In 2013, the company decided to shut down its hardware manufacturing business because
it offers no competitive advantage. It would no longer build Wiprobranded desktops, laptops,
and servers, including the SuperGenuis line of PCs and NetPower servers. It would now look to
beef up its footprint as a systems integrator and increase its focus on IT services.
About the founder:
Azim Premji Foundation Taking education to the masses Mr. Premji believes that
education is the most important social institution to empower individuals and shape a better
society. With this conviction, he started the Azim Premji foundation in 2001, with an ambitious
aim to improve the Public Education System in India, beginning with Primary Schools. The
Foundation develops proof of concepts that have a potential for systemic change in Indias 1.3
million government-run schools. Mr. Premji believes that establishing effective operational and
execution structures is more effective than committing or collecting money, which is why the
Azim Premji Foundation works in collaboration with the government to improve the Public
Schooling System. In 2009, the Foundation decided to scale up its work and deepen its support to
the public schooling system by creating institutions at the district & state level to work on
capacity development of teachers & other people in the public education system, and also on
other related academic and managerial issues. The Foundation also includes a University in
Bangalore (Azim Premji University), focused on education and related human development
domains. To enable this strategy, Mr. Premji donated approximately $2 billion of the total stock
of Wipro Limited out of my personal holdings to create an Endowment of the Foundation in
December 2010. Azim Premji Foundation has an evolving and holistic vision for impacting
quality of education, which includes working in teacher education, education management,
examination reforms, education technology, and curricular reform. It has shaped its goals and
approaches to educational reform by listening to various stakeholders, including parents and
students, who are direct recipients of educational service. For example, initially, the Foundation
was not focused on education management. However,a research conducted by the Foundation
showed the importance of school leaders in impacting the quality of school, which led it to its
focus on education management. Today, the Foundation believes that focusing on Indias 1.3
million school leaders will deliver the biggest impact in creating quality schools and this thinking
has led to the Foundation focusing on higher education.The goal of Azim Premji University is to
develop future leaders in education and development, who can contribute to positive social
13

change in India. University offers 2 years Masters program in Education, Leadership &
Management, Curriculum & Pedagogy and Development.
The Foundation has had the following successes as of 2010:
Attendance & Retention:
Sustained higher school completion rates as illustrated in over 90% children in Learning
Guarantee Schools.
Learning Levels:
33% improvement in language learning for 56,000 children in Accelerated Learning
Program.
10 % overall improvement in 6,500 schools (0.7 M children) in 5 states over 2 years.
Systemic Change:
Karnataka wide school quality assessment organization instituted.
Examination system for classes 1 to 8 changed across Uttarakhand.
Development of childrens workbooks for all 78,000 schools of Rajasthan and adapted
by Haryana for their Government schools
The Foundation values partnerships and works with state governments from the inception
of projects through the implementation, and collaborates with other organizations that are already
successful in the kind of work the Foundation seeks to do. The Foundation currently has 800
people spread across the country, most in rural India to help contribute to the improvement of
quality and equity of school education and plans to scale up to 4,000-5,000 people over the next
5 years

Different divisions of the company:

Wipro Technologies Wipro Technologies is the global IT services business division of
Wipro Limited. With over 20 offices around the world, Wipro Technologies is the No.1 provider
of integrated business, technology and process solutions on a global delivery platform.

Wipro Infotech Wipro Infotech is the leading strategic IT partner for companies across
India, the Middle East and AsiaPacific offering integrated IT solutions. We plan, deploy,
sustain and maintain your IT lifecycle through our total outsourcing, consulting services,
business solutions and professional services.

Wipro Consumer Care and Lighting Wipro Consumer Care and Lighting, a business
unit of Wipro Limited, has a profitable presence in the branded retail market of toilet soaps, hair
14

care soaps, baby care products and lighting products. It is also a leader in institutional lighting in
specified segments like software, pharma and retail.

Wipro Infrastructure Engineering Wipro Infrastructure Engineering was Wipro

Limiteds first diversification in 1975, which addressed the hydraulic equipment requirements of
mobile original equipment manufacturers in India. Over the past 25 years, the Wipro
Infrastructure Engineering business unit has become a leader in the Hydraulic Cylinders and
Truck Tipping Systems markets in India, and intends growing its business to serve the global
manufacturing requirements of Hydraulic Cylinders and Truck Tippers.

Wipro GE Medical Systems Wipro GE Medical Systems is a joint venture between

Wipro and General Electric Company. As a part of GE Medical Systems South Asia, it caters to
customer and patient needs with a commitment to uncompromising quality. Wipro GE is Indias
largest exporter of medical systems, with unmatched distribution and service reach in South Asia.
Wipro GE pioneered the manufacture of Ultrasound and Computed Tomography systems in India
and is a supplier for all GE Medical Systems products and services in South Asia.
Products and services offered by the company:
Wipro was having its presence across various verticals viz;(it decided to shut its hardware
business in 2013)

Wipro Personal Computing Products

Enterprise Products

Software Products and Licences

Services offered by the company:

System Integration

Managed Services

Total Outsourcing

Application Development and Portals

Business Transformation Services

Security Governance
15

Data Warehousing and Biz Intelligence

Availability Services

Milestones

2012:
Wipro Australiabased MMG Selects Wipro as Strategic Partner
Wipro Wipro Acquires L.D.Waxson with Skincare brands Bioessence &

Ginvera
Wipro Tech joins Car Connectivity Consortium (CCC) to develop smartphonebased
connectedcar solutions
Wipro Technologies, Oracle joined hands to offer next gen Oracle Fusion HCM
solution
Wipro Infotech, the India and Middle East, IT Business unit of Wipro launched the e.go
aero range of ultraportable notebooks
Wipro Wins NASSCOM Corporate Award for Excellence in Diversity and Inclusion 2012

2011: Inaugurated its first rural BPO at Manjakkudi village in Tamil Nadu to capitalize
on literate talent pool available in the region.

2011: Wipro has signed an agreement to acquire majority stake of Brazil based hydraulic
cylinder manufacturer R.K.M. EQUIPAMENTOS HIDRAULICOS.

2010: Wipro Infotech the India, Middle East and Africa, IT Business of Wiprohas
been awarded a 5year IT outsourcing contract by Vasan Eye Care one of India's largest
network of eye care centers and a unit of Vasan Healthcare Group.

2010: Wipro Technologies, the global IT services business division of Wipro, has jointly
with Citrix Systems entered into an agreement with Microsoft.

2008: Launch of Wipro Egypt Development Center

2008: Launch of Wipro GSMC in Kuala Laumpur

2007: Wipro Arabia Joint Venture found

2006: Acquisition of 3D networks

16

2006: Launch of GSMC Global Service Management Centre for remote service delivery

2004: Start of Total Outsourcing business

2002: Start of Consulting business unit

2001: Launch of Wipro Infotech Middle East & AsiaPacific operations

1998: Mission Quality journey started with focus on Six Sigma

2000: Wipro Listed on NYSE

1998: Relaunch of Wipro branded PC

1995: WiproBT joint venture started

1995: Joint Venture with Acer started

1995: Partnership with Cisco announced

1995: Offshoring services started

1992: Launch of global R&D services

1990: Launch of global software services business

1988: Partnership with Sun Microsystems announced

1986: Manufacturing tieup with Epson for printers

1986: Start of Wipro PC manufacturing (with India's first surface mounted technology)

1984: Start of Wipro Systems focus on software products (Wipro branded as well as
distribution business)

1981: Manufacture of mini computers started at the Mysore factory

1980: Birth of IT business under banner of Wipro Information Technology Ltd. focused
on hardware manufacturing and R&D

1945: Manufacturing of edible oils

Achievements/ recognition:
17

In 2014 Wipro Rated as a 'High Performer' in HfS Blueprint Report on Insurance BPO

Wipro Recognized as a Best in Class Outsourcing and Consulting Service Provider for
2014 by Consumer Goods Technology Readers

Best Websphere Partner Award.

Authorized EMC Signature Partner in South Asia.

Best TSG Partner of HP.

Best System Integrator award 200708.

Best Technology Partner for the Year.

Network Integrator of the Year 2008.

SAP Pinnacle Award 2008.

Golden Peacock Innovation Management Award 2007.

Riverbed Partner of the year 2007 award.

National Partner of the Year 2007 Award from Microsoft.

Wipro wins FIVE awards from CISCO.

India's first ever Microsoft Platinum Partner Award.

Wipro 3D Networks once again emerged as the most formidable partner for Nortel in FY
2006 bagging all the highest awards in significant categories Sales, pre sales & post
sales

Partner of the Year award:Over Drive Excellence of the Year award Sales
Champion of the Year award PreSales Champion of the Year award Customer
Champion of the Year award

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3.3 MOTIVATION PHILOSOPHY IN WIPRO INFORMATION TECHNOLOGY Ltd.

WIPRO INFORMATION TECHNOLOGY Ltd recognizes that employees are the
most important resource of any organization. In the modern world, the human factor alone can
provide a competitive edge to any organization. As one author remarks Some of the best
assets walk into and outside the organization everyday.
All HRD efforts are based on the fundamental concept that Human-beings infinite
potential for growth and development that can be converted into performance by investment of
time and effort by management at all levels. In WIPRO INFORMATION TECHNOLOGY
LIMITED Human Resource Management is identified as a key area providing the cutting
edge to the organization in its endeavor towards competitive excellence. The HRD philosophy
of the organization is based on continuous efforts to enhance the knowledge develop skills and
reorient attitude of employees to keep pace with the changing environment. An attempt is made
to align HD programs with the basic business strategy.
3.4 TRAINING OBJECTIVES OF WIPRO INFORMATION TECHNOLOGYLIMITED :
Objectives crystallize the fundamental principles enunciated in the mission and policy
statement. To operational the policy mission and statement, the following are the objectives of
WIPRO INFORMATION TECHNOLOGY LIMITED of different training programs.
1. To ensure that adequate time and efforts are invested at all levels of management towards
people management.
2. To instill in all employees a feeling of pride and belong with an intention to increase
organizational loyalty.

19

3. To design specific programs with special focus on equipping the employees to meet the
emerging challenges and opportunities.
4. To help employees improve their core competency that has direct impact on their
performance and productivity.
5. To inculcate in the employee, the need for observing sound organization principles in
order to ensure healthy organization practices.
A study of the fundamental mission and philosophy of WIPRO INFORMATION
TECHNOLOGY LIMITED brings out to our notice the fundamental assumptions behind all
HRD attempts at SYNDICATE BANK
A high level of confidence in capacity and integrity of all employees.
Recognition by the management of need for the integration of the objectives of the
organization and the needs of the individual employees.
The need to recognize the fact that HRD attempts must be incorporated into the basic
business policies and practices.
The conscious attempt to make every individual feel that he is a part of a team, which has
a specific objective.
The need to ensure that training is a proactive process, which must be designed taking
into consideration future changes in the environment, the business, and the competition
and customer expectations.
The need to constantly update job specific skills among employees to make them more
efficient and effective in discharging their duties.
To aim at attitudinal changes required making the employee more conscious of his role as
a representative of the organization.
To provide avenues for the growth and development of the individual through
actualization of inherent potentialities.
3.4.1 TRAINING PERIOD
The duration of training varies with skill to be acquired, the complexity of the subject, a
trainees aptitude and ability to understand, and the training media used.

20

Generally, a training period should not be unduly long: if it is, trainees may feel bore
uninterested. The ideal session should not go beyond 2 to 3 hours at stretch, with a break in
between 2 sessions. It convenient employees may be trained for a week or a fortnight for an
hour or two, every day after work hours.
The training period may extend from 3 weeks to 5 months even more, depending upon
job requirements.
The physical locations of the programs should be in pleasant surrounding away from the
noise and tension of the work place.
3.4.2 IMPLEMENTATION OF TRAINING
Once the training programs have been designed, it needs to be implemented.
Implementation is beset with certain problems. Firstly, most managers are action oriented and
frequently say no to training efforts. Secondly, there is problem of location suitable trainers
within an organization. Any training program implementation involves action on the following:

Deciding the location and organizing training and other facilities.

Scheduling the training program.

Conducting the program

Monitoring the progress of trainees.

3.5 TRAINING EVALUATION

Objectives of training evaluation is to determine the ability of the participant in the
training program to perform jobs for which they were trained, the specific nature of training
deficiencies, whether the trainees required any additional on the job training and the extent of
training not needed for the participants to meet job requirements.
3.5.1 PRINCIPALS OF EVALUATIONS

Evaluation specialist must be clear about the goals and purposes of evaluation.

Evaluation must be continuous.

Evaluation must be specific.

21

Evaluation must be provide the means and focus for trainers to be able to appraise
themselves, their practices, and their products.

It is mainly based on objective methods.

TRAINING EFFECTIVENESS
Training effectiveness is the degree to which trainees are able to learn and apply the
knowledge and skills acquired in the training program. It depends to the attitudes, interests,
values, and expectations of the trainees and the training environment. A training programr is
likely to be more effective when the trainees want to learn, are involved in their jobs, have career
strategies. Contents of a training program, and the ability and motivation of trainers also
determine training effectiveness.
3.5.2 METHODS OF EVALUATION
Several methods can be employed to collect data on the outcomes of training. Some of
these are:
1.

The opinions and judgments of trainers, superiors, and peers.

2.

Asking the trainers to fill up evaluation forms.

3.

Using a questionnaire to know the reactions of trainees,

4.

Giving oral and written tests to trainees to ascertain how far they have learnt,

5.

Arranging structured interviews with the trainees,

6.

Comparing trainees performance on the job before and after training.

7.

Studying profiles and career development charts of trainees,

8.

Measuring levels of productivity, wages, costs, absenteeisms and employee turnover

after training.

9.

Trainees comments and reactions during the training period, and Cost benefit analysis of
training program.

3.6 FEEDBACK
After the evaluation, the situation should be analyzed to identify the possible causes for
difference between the expected outcomes and the actual outcomes. The precautions should be
taken in designing and implementing future training program so as to avoid these causes. The
22

outcomes of training program should justify the time, money, and efforts invested by the
organization in training. Information collected during evaluation should be provided to the
trainees and the trainers as well as to others concerned with the designing and implementation of
training programs. Follow-up action is required to ensure implementation of evaluation report at
every stage.
3.7 ORGANISATION DEVELOPMENT:
Change in organizations is a social process, and not merely an analytical one. The field of
Organization Development (OD) has evolved a number of approaches to create organic
conditions that lead to employee participation in decisions and freedom to initiate ideas to
improve organizational processes. Thus OD is a systematic process to planned change. It
involves following four stages:
Diagnosis

Establishing the current situation in the organization.

Unfreezing

Getting people ready to accept change.

Intervention :

Introducing change

Freezing

Making sure that change sustains for a long period of time.

A variety of OD methods have been developed for facilitating change through using these
stages in India

1. Action Research: Action Research involves systematically collecting data on relevant

problems, analyzing and feeding the data back to the organization, and helping the
organization to take action to address the problems. It attempts to tap the capabilities of the
employees with the dual purpose of contributing to successful change efforts as well as fulfil
employee needs for greater involvement. The approach seeks to empower the concerned
organizational members so that they may become self-reflective practitioners rather than
mere spectators in the process of organizational change. When people become self-reflective
practitioners, not only would meaningful solutions emerge, but more important, they will
develop the abilities to diagnose and solve future problems.

23

2. Process Consultation: Process consultation is an OD method that helps managers and

employees improve the processes that are used in organizations. The processes include:
communication, conflict resolution, decision making, group interaction, and leadership. One
of the distinct features of the process consultation approach is that an external or internal
consultant is used. The consultant helps the employees to help themselves. For instance, in
team building activity, a work team is brought together to discuss conflicts, goals, processes
of communication and decision-making, creativity and leadership. The team then plans to
overcome problems and improve results. Schein (1969) who has pioneered the process
consultation approach has identified four types of interventions that process consultants often
employ in working with groups.
(a) Agenda-setting interventions are aimed at making the group aware of the internal
processes by which it makes decisions and solves problems.
(b) Date feedback interventions diagnose the interpersonal processes in a group, and give
feedback to enable group members to improve processes.
(c) Counseling is required during or after a feedback session to ensure that behaviours
are suitably modified.
(d) Structural interventions involve suggestions on how work should be allocated,
committees organized, or group norms enforced.

3. Training workshops and conferences: Training has become an important OD tool in the
change process.

Training programs are used not only to generate ideas, develop

collaboration among employees, enhance skill, but also for the development of new roles,
systems, procedures, and work methods. Top managements involvement in training
programs provides the context for defining a clear framework of the company strategy.
Training workshops and conferences represent an important first step in the organizational
change process as they have the potential to achieve the following objectives:
(a) Raise the consciousness of participants.
(b) Bring awareness of the gaps between reality and ideals.
(c) Provide a common platform to articulate shared and difficulties.
(d) Generate ideas for change.
(e) Create greater awareness of change.
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Training must be followed up with appropriate management actions and initiatives to

make the desired change in reality.
IDENITIFYING TRAINING NEEDS
All training activities must be related to the specific needs of the organization the needs
and the individual employees. A training program should be launched only after the training
needs are assessed clearly and specifically.

The effectiveness of a training program can be

judged only with the help of training needs the gap between the existing and required levels of
knowledge, skills, and performance and should be specified. The problem areas that can be
resolved through training should also be identified.
Training needs can be identified through the following types of analysis
Organizational Analysis
It involves a study of the entire organization. In terms of its objectives, it is resources,
resource allocation and utilization, growth potential and its environment. Its purpose it to
determine where training emphasis should be placed within the organization. Organizational
analysis consists of the following elements:

Analysis of objectives

Resource Utilization Analysis

Organization analysis

Environmental Scanning

Task or Role Analysis

It is a systematic and detailed analyses of jobs to identify job contents, the knowledge,
skills, and aptitudes required and work behavior.
Manpower Analysis
In the analysis the persons to be trained and the changes required in the knowledge, skills
and aptitudes of an employee are determined. Training can be relevant and viable if the three
types of analysis given above are carried on continuously more over this analysis should be
integrated in a carefully designed and executed program.
Training Objectives:
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Generally line manager ask the personnel manager to formulate the training policies. The
personnel Manager formulate the following training objectives in keeping with companys goals
and objective:
a.

To prepare the employee both new and old to meet their present as well as the changing
requirements of the job and the organization.

b.

To prevent obsolescence.

c.

To prepare employees for higher-level tasks.

d.

To assist employees function more effectively in there present positions by exposing

them to the latest concepts, information, and techniques and developing the skills they
will need in their particular fields.

e.

To built up a second line of competent officers and prepare them to occupy more
responsible positions.

f.

To develop the potentialities of people for the next level job.

g.

To ensure smooth and efficient working of a department.

h.

To ensure economical; output of required quality.

i.

To promote individual and collective morale, a sense of responsibility, cooperative

attitudes and good relationships.

Designing a Training Program

In order to achieve the training objectives, an appropriate training policy is necessary. A
training policy represents the commitment of top management to employee training. It consists
to rules and procedures concerning training. A training policy is required:
a. To indicate the companys intention to develop its employees
b. To guide the design and implementation of training programs
c. To identify the critical areas where training is to be given on a priority basis
d. To provide appropriate opportunities to employees for their own betterment.
A sound training policy clearly defines the following issues:
i)

The results expected to be achieved through training

26

ii)

The responsibility for the training function

iii)

The priorities for training

iv)

The type of training required

v)

The time and place of training.

vi)

The payments to be made to employees during the training period.

vii)

The outside agencies to be associated with the training.

viii)

Relationship of training to the companys labor policy.

Training Methods and Techniques

The methods employed for training of operatives may be described as under
On-the-job Training
In this method, the trainee is placed on a regular job and taught the skills necessary to
perform it. The trainee learns under the guidance and supervision of the superior or an instructor.
The trainee learns by observing and handling the job. Therefore, it is called learning by doing.
Several methods are used to provide on the job training e.g., coaching job rotation,
committee assignments, etc. A popular form of the job training is Job Instruction Training
(JIT) or step-by-step learning. It is widely used in the United States to prepare IInd class
employees. It is appropriate for acquisition or improvement of motor skills and routine and
repetitive operations. The JIT involves the following steps:

Preparing the trainee for instruction. This involves putting the trainee at ease, securing
his interest and attention, stressing the importance of the job, etc.

Presenting the job operations or instructions in terms of what the trainee is required to do.
The trainee is put at work site and each step of the job is explained to him clearly.

Applying and trying out the instructions to judge how far the trainee has understood the
instructions.

Following up the training to identify and correct the deficiencies, if any.

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

extra practice when required. But it needs skilled trainers and preparation in advance.
27

Vestibule Training
In this method, a training center called vestibule is set up and actual job conditions are
duplicated or simulated in it. Expert trainers are employed to provide training with the help of
equipment and machines, which are identical with those in used at the workplace.
Apprenticeship Training
In this method, theoretical instruction and practical learning are provided to trainees in
training institutes. In India, the government has established Industrial Training Institutions (ITI)
for the purpose. Under the Apprenticeship Act 1962 employers in specified industries are
required to train the prescribed number of persons in designated trade. The aim is to develop
all-round craftsmen. Generally, a stipend is paid during the training period. Thus, it is an earn
when you learn scheme.
Classroom Training
Under this method, training is provided in company classrooms or in educational
institutions. Lectures, case studies, group discussions, and audio visual aids are used to explain
knowledge and skills to the trainees. Classroom training is suitable for teaching concepts and
programs. Some companies maintain their own training institutes or schools. Special training
courses are designed e.g., management course for foremen, computer course for typists, etc.,
Courses in retraining and upgrading may also be conducted. Small firms depend on outside
schools and courses.
Internship Training
It is a joint program of training in which educational institutions and business firms
cooperate. Selected candidates carry on regular studies for the prescribed period. They also
work in some factory or office to acquire practical knowledge and skills. This method helps to
provide a good balance between theory and practice. However, it involves a long time due to
slow process. This method of training is used in professional work e.g. MBBS, CA, ICWA,
Company Secretaries, etc.
Assessment of Training Needs
28

Training needs are identified based on organizational analysis, job analysis, and man
analysis, Training program, training methods and course contents are to be planned based on
training needs.
Training needs = Job and Organizational requirement Employee specifications
The following forms identify training needs

Organizational Analysis
This includes analysis of objectives, resource utilization, and environment scanning and

organization climate: Organizational strengths and weakness in different areas like accidents,
excessive scrap, marketing areas and production personnel, finance etc.

Departmental Analysis
Department strength and weakness including special problems of the department or a

common problem of a group of employees like acquiring skills and knowledge in operating
computer by accounting personnel.

Job / Role Analysis

This includes study of jobs/roles, design of jobs due to changes, job enlargement, etc.

Manpower Analysis
Individual strengths and weaknesses in the areas of job knowledge, skills etc.

Ist class employee Development

Ist class employees are the most valuable assets of any organization. The manager is the
dynamic life-giving element in the organization.

The success and growth of organization

depends on caliber and performance of the Ist class employees. It is essential to train and
develop Ist class employees who can succeed the managers of today.

Concept of Ist class employee Development:

Ist class employee Development or management development is a systematic process of
learning and growth by which managerial personnel gain and apply knowledge, skills, attitudes
29

and efficiently. Ist class employees learn conceptual, theoretical knowledge and managerial
skills in an organized through an educational process. The main aim of formal education for
manager is to increase his ability to learn from experience.
Ist class employee development consists of all the means by which Ist class employees
learn to improve their behavior and performance. It is designed to improve the effectiveness of
managers in their present jobs and to prepare them for higher job in future.

First class employee development is a planned and organized process of learning rather
than an accident or trial an error approach.

Ist class employee development is a long-term process, as managerial skills cannot be

developed overnight.

Ist class employee development aims at preparing managers for better performance and
helping them to realize their full potential.

Ist class employee development is guided self-development.

Objectives of Ist class employee Development:

Any program of Ist class employee development aims at achieving the following ways
To improve the performance of managers at all levels in their present jobs.
To sustain good performance of managers throughout their careers by exploiting they
are full potential i.e., to prepare managers for higher jobs in future.
To prevent obsolescence of Ist class employees by exposing them to a latest contests
and techniques in their respective areas of specialization.
To replace elderly Ist class employees who have risen from the ranks by highly
competent and academically qualified professionals.
To provide opportunities to Ist class employees to fulfill there career aspirations.
To ensure that the managerial resource of the organization are utilized optimally.
Ist class employee Development Objectives at Three Levels of Authority:
i)

Top Management
30

ii)

Middle Line Management

iii)

Middle Functional Ist class employees and Specialists

Top Management:
i)

To improve through process and analytical ability in order to uncover and

examine problems and take decisions in the best interests of the country and
organization;

ii)

To think trough problems which may confront the organization now or in the
future;

iii)

To understand economic, technical and institutional forces in order to solve

business problem: and

iv)

To acquire knowledge about the problems of human relation.

Middle Line Management:

i)

To establish a clear picture of Ist class employee functions and responsibilities;

ii)

To bring about an awareness of the board aspects of management problem:

iii)

To develop the ability to analyses problems and to take appropriate action;

iv)

To develop familiarity with the managerial uses of financial accounting,

psychology, business law and business statistics;

v)

To inculcate knowledge of human motivation and human relationships; and

vi)

To develop responsible leadership.

Middle Functional Ist class employees and Specialists

i)

To increase knowledge of business function and operations in specific fields in

marketing production, finance, personnel;

ii)

To increase proficiency in management techniques such as work study, inventory

control, operations research.

iii)

To understand and functions performed in the company

iv)

To understand industrial relations problems and

v)

To develop the ability to analyze problems in ones area or functions.

31

Process of Ist class employee Development:

The Ist class employee development programs are as follows
i)

Analysis of Development Needs

ii)

Appraisal of present Managerial Talent

iii)

Inventory of Ist class employee Manpower

iv)

Planning Individual Development Programs.

v)

Establish Motivation Programs

vi)

Evaluating Development Programs.

Analysis of Development Needs:

First of all the present and future development needs of the organization are ascertained.
It is necessary to determine how many and what type of Ist class employee are required to meet
the present and future needs of the enterprise. This calls for organizational planning. Then job
descriptions and specifications are prepared for all Ist class employee positions to know the type
of knowledge, skills, training and experience required for each position.
Appraisal of present Managerial Talent:
A qualitative assessment of the existing Ist class employees is made to determine the type
of Ist class employee talent available within the organization. The performance of every Ist class
employee is compared with the standard expected of him.

Inventory of Ist class employee Manpower:

This inventory is prepared to obtain complete information about each Ist class employee.
Data on the age, education, experience, health, test results, and performance appraisal result is
collected. This information is maintained on cards or replacement tables, one for each Ist class
employee.
Planning Individual Development Programs:
Each one of us has a unique set of physical, intellectual, and emotional characteristic.
Therefore development plan should be tailor made for each individual. Such programrs of
32

development should give due attention to the interests and goals of the subordinates as well as to
the Motivation opportunities existing in the organization.
Establishing Motivation Programs:
The human resource department prepares comprehensive and well-conceived programs.
The department identifies developing needs and may launch specific courses in fields of
leadership, decision making etc.
Evaluating development Programs:
Considerable money, time, and efforts are spent on Ist class employee development
programs. It is therefore; natural to find out to what extent the program objectives have been
achieved. Observation of the trainees behavior, rating of the training elements, opinion surveys,
interview, tests, and changes in productivity, quality, cost etc., can be used to evaluate
development programs.
Methods and Techniques of Ist class employee Development:
It is of two types
i)

one-the-job Techniques

ii)

off-the-job Techniques

On-the-job Techniques:
It is divided into some groups.
Coaching:
In this method, the superior guides and instruct the trainee as a coach. The coach or
counselor sets mutually agreed upon goals, suggest how to achieve these goals, periodically
reviews the trainees progress and suggests changes required in behavior and performance.
Understudy:

33

An understudy is a person selected and being trained as the apparent to assume at a future
time the full duties and responsibilities of the position presently held by his superior. In this way
a fully trained person becomes available to replace a manager during his long absence or illness,
on this retirement, transfer, promotion, or death.
Position Rotation:
It involves movement or transfer of Ist class employees from one position or job to
another on some planned basis. Position rotation is also called job rotation. The aim is to
broaden the knowledge, skills, and outlook of Ist class employees. Job rotation or position
rotation is often designed for junior Ist class employees. It may continue for a period ranging
from six months to two years.
Project Assignment:
Under this method a number of trainee Ist class employees are put together to work on a
project directly related to their functional area. The group called project team or task force will
study the problem and find appropriate solution. This is a flexible training device due to
temporary nature of assignments.
Committee Assignment:
A permanent committee consisting of trainee Ist class employees is constituted. All the
trainees participate in the deliberations of the committee. Trough discussion in committee
meeting they are acquainted with different viewpoints and alternative methods of problem
solving. They also learn interpersonal skills.
Multiple Management:
Under it, a junior board of young Ist class employees is constituted. Major problems are
analyzed in the junior board, which makes recommendations to the Board of Directors. The
young Ist class employees learn decision making skills and the Board of Directors received
considerable exposure to problems and issues.
Selective Reading
34

Managing has become a specialized job requiring a close touch with the latest
developments in their field. By reading selected professional books and journals, mangers can
keep in touch with the latest research finding, theories, and techniques in management.
Lectures
These are formally organized talk by an instructor on specific topics. Lecture is essential
when technical or special information of a complex nature is to be provided. These can be
supplemented by discussions, case studies, demonstrations, audio visual aids, and film shows.
Lecture method is a simple way of imparting knowledge to a large number of persons within a
short time.
Lecture method can be made effective in the following ways:
i)

A lecture should be well planned as to its purpose and contents

ii)

The lecturer should be competent and a good speaker

iii)

The lecture should not be for more than an hour.

iv)

The lecture should be made interesting through leading questions, guided

discussions, and audio visual aids.

Group Discussions
It is a variant of the lecture method. Under it, paper is prepared and presented by one or
more trainees on the selected topic. This followed by a critical discussion. The chairman of the
discussion or seminar summarizes the contents of the paper and the discussion with the related
topics.
Case Study Method
Under this method, a real or hypothetical business problem or situation demanding
solution is presented in writing to the trainees. They are required to identify and analyse the
problem, suggest and evaluate alternative courses of action and choose the most appropriate
solution.
Conference Method
A conference is a meeting of several people to discuss the subject of common interest.
However, contribution from members can be expected as each one builds upon ideas of other
participants. This method is best suited when a problem has to be analyzed and examined from
different viewpoints. The success of the conference depends on the conference leader.

Human Resource Management

35

Introduction to HRM
Every organization irrespective of its nature and size has four resources namely men,
material, and machinery. Of these men I. e., people are the most vital resources and they only
make all the differences in an organization. In this connection L.F. Urwick says that Business
houses are made? broken in the long run note by the markets or capital, patents, or equipments,
but by men. Peter F. ducker says that, man, of all the resources available to name can grow and
develop. This gives geneses to the concept of HRM, the sub system. HR is the central subsystem of an organization. As the central sub- system, it controls the functions of each sub
system and the whole organization.

Concept
Human resource management is concerned with the human beings in an organization.
It reflects a now philosophy, a new outlook, approached and strategy, which views an
organizations manpower as its resources and assets.
Human resource management is a managerial function which facilitates the effective
utilization of people (manpower) in achieving the organizational and individual goals.
Simply, HRM is a management function that helps the managers to recruit, select, train
and develop the organizational members for the purpose of achieving the stated organizational
goals.
In the present scenario, HRM is used as a synonym to personnel management and the
personnel department is called as hr department.

Definition
HRM is defined as follows,

36

The part of management which is concerned with the people at work and with their
relationship within an enterprise. It aims to bring together and develop into and effective
organization of the men and women who make up an enterprise and having regard for the wellbeing of the individuals and of working groups, to enable them to make there best contribution to
its success
-National institute of personnel management, India.
Human resource management is a series of decisions that affect the
relationship between employees and employers; it affects many constituencies and is intended to
influence the effectiveness of employees and employers.
- Milkovich l boudreau.

Scope of HRM
HRM has a very vast and wide scope. It is concerned with activities starting from manpower
planning till the employee leaving the organization. Accordingly, the scope of HRM includes
procurement, development, maintenance and control of the personnel in the organization
The labor as personnel aspect:
If is concerned with manpower planning , recruitment , selection, placement, induction,
transfer , promotion , demotion, terminating, traning and development , lay off and retrenchment,
wage and salary administration , incentives, productivity etc.

1. The welfare aspect:

37

It deals with working conditions and amenities such as canteens, crches,

restrooms ,lunch rooms, housing, transport, medical assistance, education, health and safety ,
recreation , washing facilities , cultural facilities etc.

2. The industrial relations aspect

This is concerned with union-management relations, joint consultation,
negotiation, collective bargaining, grievance handling, disciplinary action, settlement machinery
for industrial disputes etc.

HRM includes the following activities under its purview.

Human resource planning

Recruitment, selection, and placement

Orientation, training and development

Job analysis and design

Role analysis and role development

Career planning and communication

Performance appraisal

Human relation

Safety and health

Wage and salary administration

Compensation and reward

Grievance redressed

Quality of work life and employee welfare

38

Organizational change and development

Industrial relation

Objectives of HRM
The objectives of HRM are taken from the basic objectives of the organization. For achieving
the organizational goals, it is necessary to employ right people for a right job. The primary
objectives of HRM are to provide right, competent and willing workforce to an organization. For
attaining its primary objective HRM frames the following objectives.
1. To guide the organization in attaining its goals by providing well-trained and competent
personnel.
2. To effectively utilize the available human resources according to the requirements i.e., to
employ the knowledge and skills of the employees in attaining organizational goal.
3. To develop and maintain motivating. Productive and self- respecting working relationship
among all the organizational members.
4. To develop the individuals up to a maximum extent by providing thim the necessary
training and advancement.
5. To develop and maintain high moral and cordial relations within the organization.
6. To help to develop and maintain ethical policies and behavior inside and outside the
organization.
7. To manage the change for the advantage of individuals. Groups, the organization and the
society.
8. To recognize and satisfy the individual needs and group goals by providing monetary.

Need for training

Need for training arises to
39

1. Improve performance
2. Improve productivity
3. Improve quality of product/service
4. Improve organizational climate
5. Improve health and safety
6. Reduce resistance to change

IMPORTANCE OF TRAINING:
The importance of human resources management to a large extent depends on human
resources development. H.R.D. is nothing but training of employees and training as its most
important technique. No organization can get a candidate who exactly suits with the job and the
originations requirements.

Hence, training becomes necessary is important to develop the

employee and make him suitable the job.

Training works towards value additions to the

company through HRD.

Job and organizational requirements are not static rather they are changed dynamic.
From time to time in view of the technological advancement and charge in the awareness of the
total quality and productivity management (TQPM). The objectives of the TQPM can be
achieved only through training, which helps to develop human skills and efficiency. Training
employees would be a valuable asset to an organization.
Organizational efficiency, productivity, progress and development to a greater extent
depend up on training. If the required training is a not provided. It leads to performance, failure
of the employees. Organizational objectives like viability, stability and growth can also be

40

achieved by providing through training. Training is important, as it constitutes a significant part

of management control.
The training enhances four Cs for the organization viz.
Competence
Commitment
Creativity
Contribution
BENEFITS OF TRAINING:
How training Benefits the Organization: Leads to improved profitability and or more positive attitudes towards profits,
organization.
Improves the job knowledge and skill at all levels of the organization.
Improves the morale of the workforce.
Helps people identify with organizational goals.
Fosters authority, openness and trust.
Improves the relationship between Bosses and subordinates.
Aids in organizational development.
Learns from the trainee.
Helps prepare guidelines for the weak aids in understanding and carrying out
organizational policies.
Provides information for future needs in all areas of the organization.
Organization gets more affective in decision-making and problem solving.

41

 Aids on developing leadership skills motivating loyalty, better attitudes and other aspects
that successful workers and managers usually display.
Helps keep costs down in many areas, e.g. production, personnel, administration etc.,
Develops a sense of responsibility to the organization for being competent and
knowledgeable.
Improves labor management relations.
Reduces outside consulting costs by utilizing competent internal consulting.
Stimulates preventive management as opposed to putting out fires.
Eliminates sub-optional behavior (such as hiding tools).
Creates and appropriate climate for growth and communication.
Helps employees adjust o change.
Aids in handling conflict, thereby helping to prevent stress and tension.

Benefits to the individual, which to turn ultimately should benefit the

organization:

Helps the individual in making better decisions and effective problem solving.

Though training and development, motivation variables of recognition achievement,

growth, responsibility and advancement are international and operationalized.

Aids in encouraging and achieving self-development and self-confidence.

Helps a person handle stress, tension, frustration and conflict.

Provides information for improving leadership knowledge, communication skills and

attitudes.

Increase job satisfaction and recognition.

42

Moves a person towards personal goals, while improving interactive skills.

Satisfies personal needs of the trainee (and trainee)

Provided and the trainee an avenue for growth and say in his/her own future.

Develops a sense of growth in learning.

Helps a person develops speaking and listening skills also writing skills when exercised
required.

Helps eliminate fear in attempting new skills.

Benefits in personnel and human relations, Intra and Inter-Group Relations

and policy implementation:

Improves communication between groups and individuals.

Aids in orientation for new employees and those taking new jobs through.

Transfer for promotion.

Provides information on equal opportunity and affirmative action.

Provides information on other governmental laws and administrative policies.

Improves inter-personal skills.

Makes organizations policies, rules, and regulations viable.

Improves morale.

Builds cohesiveness in groups.

Provides a good climate for learning, growth and co-ordination.

Makes the organization a better place to work and live.

Need for Training:

43

The need for training arises due to the following reasons:

To march the Employee specifications with the job requirements and organizational
needs. Management finds deviations between employee present specifications and the job
requirements and organizational needs. Training is needed to fill these gaps by developing and
making the employees skills knowledge, attitude, behavior etc., to the turn of the job
requirement and organization.
Organizational variability and the transformation process:
The primary goal of the organization is that their viability is continuously influenced by
environments pressure, if the organization does not adapt itself to the change.
Technological Advances:
Every organization in order to survive ad to be effective should adopt the latest
technology, i.e. mechanization, computerization and automation. Adoption of latest technological
means and methods will not be complete o enrich tem in the areas of changing technical skills
and knowledge from time to time.
Organizational Complexity
With the emergence of increased mechanism and automation manufacturing of multiple
products and by-products or dealing in services of diversified lines, extension of operations, to
various regions of the country or in overseas countries, organizations of most of he companies
has become complex. They create the complex problems of co-ordination and integration of
activities adaptable to the expanding and diversifying situations. This situation calls for training
in the skills of co-ordination, integration and adaptability to the requirements of growth,
diversification and expansion.
Human Relations:
44

Trends in approach towards personnel managers has changed form the commodity
approach to partnership, crossing the human relations approach. So today management of most
of the organization has to maintain human relations besides maintaining sound industrial
relations although hitherto the managers are not accustomed to deal with the workers
accordingly. So training in human relations is necessary to deal with the human problems
including alienation interpersonal and inter group conflicts etc.
Changes in Job assignment:
Training is also necessary when the existing employee is promoted to the higher level in
the organization and when there is some new job or occupation due to transfer. Training is also
necessary to equip old employees with the advanced disciplines, techniques or technology.
The need for the training also arises to:

Increase Productivity

Improve quality of the product/Service

Help a company to fulfill its future personnel needs.

Improve organizational climate.

Prevent obsolescence

Effect personal growth

Minimize the resistance to change and

To act as mentor

Training objectives:
The personnel manager formulates the following objectives in keeping with the companys
goals and objectives.
45

To prevent obsolescence.

To impart new entrants the basic knowledge and skill they neeed got an intelligent
performance of definite job.

To prepare employees for higher level tasks.

To assist employees to function mote effectively inherit present positions by exposing

them to the latest concepts, information and techniques and developing the skills they
will need in theist particulate fields.

To build up a second line of competent officers and prepare them to occupy more
responsible positions.

To develop the potentialities of people for the next level job.

To ensure smooth and efficient working of department.

To ensure economical output of required quality.

To promote individual and collective morale, a sense of responsibility co-operative

attitude and good relationships.

ASSESSMENT OF TRAINING NEEDS

Training needs are identified on the basis of organizational analysis, job, analysis and
man analysis. Training program, training methods and course content are to be planned on
the basis of training needs. Training needs are those aspects necessary to perform the job in
an organization in which employee is lacking attitude/aptitude, knowledge and skills.
Training needs = job and organizational requirement- employee specification.
a) Training needs can identify through identifying.

46

Organizational needs based on

1. Organizational strength and weakness in different areas.
2. Back drop of organizational objectives and strategies.

b) Works needs based on

1. Jobs to be performed after training.
2. Information about details of working of different jobs.
3. Setting standards of performance of various jobs.
4. Examining of existing methodologies of doing the job to meet the set standards.
c) Human resource analysis based on
1. Individual employee, his abilities, his skills, his knowledge and attitude.
2. Inputs required for job performance.
3. Individual growth and development in terms of career planning.

ASSESEMENT METHODS:
The following are some of the methods use to assess the training needs.

Organizational requirements/weaknesses.

Departmental requirements/weaknesses.

Job specifications and employee specifications.

Identifying specific problems.

Anticipating future problems.

Managements requests observations

Interview

47

Group conferences

Questionnaire surveys

Test or examinations

Performance appraisal.

Principles of training:
A number of principles have been evolved over the years, which can be
followed as guidelines by the trainees. These are essential in order to promote efficient learning,
long term retention, application of skill s and knowledge learned in training to the actual job
situation. Some of them are,
a) Motivation
b) Progress information
c) Reinforcement
d) Practice
e) Full vs. part
f) Individual difference

Areas of training
Organization provides training to their employees in the following areas.
a) Company policies and procedure
b) Specific skills
c) Human relations
48

d) Problem solving
e) Managerial and supervisory skills
f)

Apprentice training

Training methods:
On-the-job methods

Off-the-job methods

1) Job rotation

Vestibule training

2) Coaching

Role playing

3) Job instruction

Lecture methods

4) Step by step training

Conferences or discussions

5) Committee assignments

Programmed instruction

ON-THE JOB TRIANING METHOD

This type of training, also known as objective instruction, training, is the most commonly
used method. Under this method, the individual is placed on a regular job and taught the skills
necessary to perform the job. The trainee learns under the supervision and guidance of a
qualified worker instructor. On-the-job training has advantage of giving first hand knowledge
and experience under actual working conditions. While the trainee learns how to perform the job,
he is also a regulars worker rendering the serve for which his paid. The problem of transfer of the
trainee is also minimized as the person learns on the job. The emphasis is placed on rendering the
services in the effective manner rather than learning. How to perform the job on-the-job training

49

method include job rotation, coaching, job instruction or stop by step training g and committee
assignments
a. Job rotation: This trainee involves the movement of trainee form one job to another. The
trainee receives job knowledge and gains experience from his supervisor or trainer in each of
the different job assignments. Though this method of trainings common in training managers
for general management position, trainees can also be rotated from hob to ob in workshop
jobs. This method gives an opportunity to the trainee to understand the problems of
employees of other jobs and respect them.
b. Coaching: The trainee is placed under a particular supervisor functions as a coach in training
the individual. The supervisor provides the feedback to the trainee on his performance and
offers his some suggestions for improvement. Often the trainee shares some of the duties and
responsibilities of the coach and relieves his of his burden. A limitation of this method of
training is that the trainee may not have the freedom or opportunity to ex press his own ideas.
c. Job instruction: This method is also known as step by step training. Under this method,
trainer explains the trainee the ways of doing the jobs , job knowledge and skills allows hid
to do the job. The trainee appraises the performance of the trainee, provides feedback and
corrects the trainee.
d. Committee assignments: Under the committee assignment, group of trainees are given an
asked to solve an organizational problem. The trainee solves the problem jointly. It develops
teamwork.
OFF-THE JOB METHOD:
Under the method of training, the trainee is separated from the job situation and his attention
focused upon learning the material related to his future job performance. Since the trainee is not

50

distracted by job requirements, he and place his entire concentration on learning the job rather
than speeding in performing it.
There I seen opportunity for freedom expression for the trainee, the methods are as follows:

Vestibule training: in this method, actual work conditions are simulated in a classroom.
Materials, files and equipments those are used in actual job performance are also used in
training. This type of raining I commonly used for training personnel for clears and semi
skilled jobs. The duration of this training ranges from days to a few weeks theory can be
related to practice in this method.

Role playing: it I s defined as human interaction that involves realistic behavior in

imaginary situations. This method of training involves action, doing and proactive. The
participant play the role of certain characters, such as production manager, mechanical
engineer, maintenance engineer, superintendents, quality control inspectors, foremen.
Workers and the like. The method I mostly used to develop interpersonal interactions and
effectively ion.

Lecture method: the lecture is a traditional method and direct method of instruction. The
instruction organizes the material it to a group o trainees in the form of a talk. To be
effective the lecture must motivate and create interest among the trainee an advantage of
lecture method it is direct and can bi used for large group o trainees. Thus cost and
tin=me involved are reduced. The major limitation of the lecture method is that it does
not provide for transfer of training effectively.

Conference: it is a method obtaining the clerical, professional and supervisory personnel.

This method involves a group of people who pose ideas, examine a those facts, ideas and

51

data, test assumptions and draw concussions, all of which contribute to the improvement
of job performance.

Programmed instruction: in recent years this method has become popular. The subject
matter to be learnt is resents in a series of carefully planned sequential units. These units
ate arranged from simple to more complex levels of instructions. The trainee goes though
these units by answering questions or filing the blanks. This method is expensive and
consuming.

Evaluation of training program: The specification of values forms a basis of

evaluation. The basis of evaluation and the mode of collection of information necessity
for evaluation should be determined at the planning stages the process of training
evaluation has been defined as any attempt to obtain information on the effects of
training performance and to assess the also of training ting the light of than information.
Evaluation is crucial in ascertaining whether or not the training program is providing to
be effective and its objectives being achieved. Evaluation leads controlling and coercion
the training programs. Humbling suggested five levels at which evaluation of training cal
take palaces. They are reactions, learning, job behavior, organization, ultimate value.

Feedback: Training evaluation information should be provided to the trainers and

instructors, trainees ads all other parties concerned for control, corrections and
improvements of trainees activities. Further the training evaluator should follow it up to
ensure implementation of the evaluation report at every state. Feedback information can
be collected on the basis of questionnaire or through interview.

52

Benefits of training:
Training is important as it is the most significant part of management control. Training facilitates
the management to achieve its organizational goals effectively by the effective utilization of
human resources. Training g is benefices to both employees and the organization in the following
ways. Benefit to the organization: training is advantageous to the organization in the following
ways.

Improved productivity:

Training helps the employees to improve their performance level. A well trained employee can
perform a task/activity at a faster rate and accurately by using better methods of work. This
improvement in manpower performance helps the organization to achieve high and improved
productivity.

Improved quality of work:

In training program, employees are taught standardized and better methods of performing
activities. Well trained employees are less likely to make functional mistakes. This proficiency of
employees facilitates the organization to improve the quality of work.

Cost and wage reduction:

Trained employees perform less functional /operational mistakes and make more economical use
of materials and machinery. This reduces wastages and results in increased productivity with
high quality and reduction in cost per unit. Training even reduces the maintenance cost due to
fewer machine breakdowns and better handling of equipments.

53

Reduced supervision:

A well trained employee tends to be self-supportive, highly motivated and requires less
assistance and control. This reduces the supervisors burden and in turn increases the span of
supervision.

Reduced accidents:

Training reduces the frequency of accidents because a well trained employee adopts the right and
safety work methods. Even the health and safety of employees can be improved.

Employee growth and high morale;

Training enhances the knowledge and skills of employees guiding them to grow faster in their
career. This facilitates the organization to achieve its goals effectively. Proper training develops
positive attitude among employees and this improves the morale and job satisfaction. Training
even reduces the grievances as a well trained employee I given the opportunity of promotion and
job security.

Improved organizational climate:

A sound program improves the organizational climate including, harmonious industrial relations,
improved discipline, decentralized authority, participative management, reduced resistance to
change and organizational stability.
Thus, it can be concluded that training is an investment in people and a systematic training is a
sound business investment.
HRIS:
Human resource information system is systematic procedure for collecting, storing,
maintain, and retrieving data need by an organization about its human recourse and various
activities that ate relevant for their management.
54

HRC:
In the present highly complex environment , HR counseling has become drive
responsibility of HR manager as counseling plays vital role in different aspects of managing
human resource like career planning and development , performance management , stress
management, and other areas which may affect employees emotionally. The basic objective of
counseling is to bring an employee back to his normal mental position in which he was before
the emotional problem emerged.
SENSITIVITY TRAINING:
Sensitivity training is a small-group interaction process in the unstructured form which
requires people to become sensitivity to others feelings in order to develop reasonable group
activity.
CIPP APPROACH:
This approach takes context, process and product for evaluation.
Context evolution: involves evaluation of training and development needs analysis and
formulation objective in the light of needs.
Input evaluation: involves evaluation of determining policies, budget, schedules, and
procedures for organization program.
Process evaluation: involves of preparation of reaction sheets, rating scales and analysis
of relevant records.
Product evaluation: involves measuring and interpreting the attainment of training and
development objectives.

55

PERFORANCE APPRAISAL
Performance appraisal is the systematic evaluation of the individual with regard to his or
her performance on the job and his potential for development.
JOB ANALYSIS:
Job evaluation process starts with the base provide by job analysis. Job analysis identifies
various dimensions of a job in two forms, job description and job specification. Job descriptions
provide responsibility involves in the performing of the job while job specifications provides
attributes required in the job performer.
MAKING-HR-COMMUNICATIONEFFECTIVE:
It is essential that special efforts are taken to make HR communication effective. These
efforts are need because HRC suffers due to operation of a number of barriers against it which
are as follows.

Inadequate appreciation of need for HRC by the organization

Inadequate appreciation of what is to be communicated.

Tendency of keeping HR policies and practices confidential.;

Language problem in the case of multi-lingual composition of workforce.

Cost involved in HR communication.

56

CHAPTER-IV
DATA ANALYSIS & INTERPRETATION

Particulars

Strongly Agree

Agree

Cant say

Disagree

Strongly
Disagree

57

Total

No. of Employees

17

25

Percentage

68

20

100

1. Is the Training program introduced new concepts in your area of working?

INTERPRETATION:
From the above information most of the executives agree that the Training program
introduced new concepts in their area of work place.

2.

Is the Training program introduced new concepts in area of your personality

development/Human relations?
Particulars

Strongly

Agree Cant

Disagre

Strongly
Disagre

58

Total

Agree

No.of

say

12

25

48

12

32

100

employees
Percentage

INTERPRETATION:
From the above information most of the executives agree that the training
program introduced new concepts in area of their personality development/Human relations.

3.

Is the Training program useful to you in your present job?

Particulars

Strongly

Agree

Cant say

Agree

Disagre
e

59

Strongly Disagree

Total

No.of

17

25

68

12

100

Employees
Percentage

INTERPRETATION:
From the above information most of the executives agree that the training
program useful to them in their present job.

4. Is the Training program helps you to prepare you for the future jobs in your area of
working?
Particulars

Strongly

Agree

Cant

Disagre

Strongly
Disagre

60

Total

Agree

No.of

say

15

25

60

32

100

Employees
Percentage

INTERPRETATION:
From the above information most of the employees agree that the Training
program helps to prepare them for the future jobs in their area of working.

5. Is it helps you to take new challenges in your present job?

61

Particulars

Strongly

Agree Cant

Agree

say

Disagre

Strongly

Disagre

Total

e
No.of

16

25

64

20

12

100

Employees
Percentage

INTERPRETATION:
From the above information most of the employees agree that the Training
Program helps them to take new challenges in their present job.

6. Is the Training program helps you to take new roles in this organization?
62

Particulars

Strongly

Agree

Agree

Cant

Disagre

Strongly

say

Disagre

Total

e
No.of

15

25

60

20

20

100

Employees
Percentage

INTERPRETATION:
From the above information most of the employees agree that the Training
Program helps them to take new roles in that organization.

7. Do you often apply this knowledge in your work place while performing the jobs?
63

Particulars

Strongly

Agree Cant

Agree

say

Disagre

Strongly

Disagre

Total

e
No.of

17

25

68

20

12

100

Employees
Percentage

INTERPRETATION:
From the above information most of the employees agree that they often apply that
knowledge in their work place while performing the jobs.

8. Is the Training Program brought change in your perception about your job?

64

Particulars

Strongly

Agree Cant

Agree

say

Disagre

Strongly

Disagre

Total

e
No.of

15

25

60

20

16

100

Employees
Percentage

INTERPRETATION:
From the above information most of the executives agree that the Training
Program brought change in their perception about their job.

9. Dou you attained skills in this program?

65

Particulars

Strongly

Agree Cant

Agree

say

Disagre

Strongly

Disagre

Total

e
No.of

17

25

68

12

16

100

Employees
Percentage

INTERPRETATION:
From the above information most of the executives agree that they attained new
skills in that program.

10. Are you using the new skills in your present job?
66

Particulars

Strongly

Agree Cant

Agree

say

Disagre

Strongly

Disagre

Total

e
No.of

17

25

68

16

12

100

Employees
Percentage

INTERPRETATION:
From the above charts most of the executives agree that they are using the new
skills in their present job.

11. Could you increase your productivity with the help of this training?
67

Particulars

Strongly

Agree Cant

Agree

say

Disagre

Strongly

Disagre

Total

e
No.of

15

25

60

16

20

100

Employees
Percentage

INTERPRETATION:
From the above charts most of the executives agree that they increase their
productivity with the help of this Training program.

12. After this Training program, are you doing your job more confidently?

68

Particulars

Strongly

Agree Cant

Agree

say

Disagre

Strongly

Disagre

Total

e
No.of

15

25

60

24

16

100

Employees
Percentage

INTERPRETATION:
From the above charts most of the executives agree that after this Training
program, they are doing their job more confidently.

69

13. After this Training program, your relations with your colleagues and superiors are
improved?
Particulars

Strongly

Agree Cant

Agree

say

Disagre

Strongly

Disagre

Total

e
No.of

12

25

28

12

48

12

100

Employees
Percentage

INTERPRETATION:
From the above charts most of the executives agree that after this Training
program, their relations with their colleagues and superiors are improved.

70

14. Whether the financial resources given with the Training program you received, can you
increase the output?
Particulars

Strongly

Agree

Agree

Cant

Disagre

Strongly

say

Disagre

Total

e
No.of

11

25

44

16

16

12

12

100

Employees
Percentage

INTERPRETATION:
From the above charts most of the executives agree that the financial resources
given with the Training program they could increase the output.

71

15. For the concepts of Training program to work, Is they need to be institutionalized?
Particulars

Strongly

Agree Cant

Agree

say

Disagre

Strongly

Disagre

Total

e
No.of

12

25

48

28

12

100

Employees
Percentage

INTERPRETATION:
From the above charts most of the executives agree that the concepts of Training to
work, they need to be institutionalized.

72

16. Was the inputs received in your training can be implemented in team or individually?
Particulars

Strongly

Agree Cant

Agree

say

Disagre

Strongly

Disagre

Total

e
No.of

10

25

40

32

28

100

Employees
Percentage

INTERPRETATION:
From the above information most of the executives agree that the inputs received
in their Training program can be implemented in team or individually.

73

17. Is there is a significant impact on your performance with this Training program?
Particulars

Strongly

Agree Cant

Agree

say

Disagre

Strongly

Disagre

Total

e
No.of

15

25

60

24

100

Employees
Percentage

INTERPRETATION:
From the above information most of the executives agree that there is a
significant impact on their performance with this Training program.

74

18. Is the Training program brought positive impact on your behavior?

Particulars

Strongly

Agree

Agree

Cant

Disagre

Strongly

say

Disagre

Total

e
No.of

14

25

56

20

16

100

Employees
Percentage

INTERPRETATION:
From the above charts most of the executives agree that the Training
program brought positive impact on their behavior.

75

CHAPTER-V

FINDINGS & CONCLUSION

SUGGESTION
BIBLIOGRAPHY
QUESTIONNARIE

76

FINDINGS & CONCLUSION:

There is a healthy relationship between the peers, subordinates, superiors.

In this organization maximum no. of employees are agree with the management
considering their ideas and suggestions on some occasions only.

In this organization Training programs will helps the employees in achieving both
individual goals and organizational goals.

Maximum no. of employees are satisfied with the Training program conducted by
HERITAGE.

Employers are gained knowledge at work place after attending this Training program.

For new joiners in organization training method are conducted like coaching and besides
orientation programs.

Training will be very useful to employees in their present job.

Training program helps employees to take new challenges in their present job.

Most of the employees are using new skills in their present job.

According to the training program employees to take new roles in the organization.

With the help of training program employees will increase their productivity.

After this Training program they are doing their job more confidently.

77

Training program brought positive impact on employee behavior.

SUGGESTIONS:

HERITAGE should conduct more and more training programs related to the
functional competencies of employees.

HERITAGE should ensure that whenever they take feedback from employees their
suggestions are taken into consideration and implemented as soon as possible this
will make employees to give honest and appreciate feedback.

HERITAGE in this regard should conduct a forum for feedback so that real time
information is available with respect to training needs of the employees.

Aim of any company is to be ensure that all employees apply techniques learnt in
training program on the job hence at each level skill base training should be given.

The need is for the management to bring the most efficient trainers to the training
programs. Trainers can be selected on basic of their rating in the corporate world.

Here the management has to improve the quality of Training programrs in

HERITAGE a quality based approaches can be used.

While evaluating the Training programrs the feedback will be collected each and
every day in Training period. And also the feedback form can be distributed to the
employees every day in the lunch break.

78

BIBLIOGRAPHY:

Authors Name

Title of Book

C.B. MAMORIA
SUBBA RAO

PERSONNEL MANAGEMENT
INDUSTRIAL
RELATIONS

VP MICHIEAL
STEPHEN P. ROBBINS

PERSONNEL MANAGEMENT
HRM & HR
ORGANIZATIONAL BEHAVIOR

WEBSITES:
http://www.Heritage.co.in
http://www.google.com
http://www.citehr.com

79

AND

QUESTIONNARIE
I would be grateful if you would kindly spare some time to answer the questionnaire.
This information will be used purely for academic purpose and would be kept confidential.

NAME:

DEPARTMENT:

DESIGNATION:

EMPLOYEE NO:

1. Is the Training program introduced new concepts in your area of working?

a). Strongly Agree

b). Agree

c). Cant say

d). Disagree

e). Strongly Disagree

2. Is the Training program introduced new concepts in area of your personality

development/Human relations?
a). Strongly Agree

b). Agree

c). Cant say

d). Disagree

e). Strongly Disagree

3. Is the Training program useful to you in your present job?

a). Strongly Agree

b). Agree

c). Cant say

d). Disagree

e). Strongly Disagree

80

4. Is the Training program helps you to prepare you for the future jobs in your area of working?
a). Strongly Agree

b). Agree

c). Cant say

d). Disagree

e). Strongly Disagree

5. Is the Training program helps you to take new challenges in your present job?
a). Strongly Agree

b). Agree

c). Cant say

d). Disagree

e). Strongly Disagree

6. Is the Training program helps you to take new roles in this organization?
a). Strongly Agree

b). Agree

c). Cant say

d). Disagree

e). Strongly Disagree

7. Do you often apply this knowledge in your work place while performing the jobs?
a). Strongly Agree

b). Agree

c). Cant say

d). Disagree

e). Strongly Disagree

8. Is the Training program brought change in your perception about your jobs?
a). Strongly Agree

b). Agree

c). Cant say

d). Disagree

81

e). Strongly Disagree

9. Do you attained new skills in this Training program?

a). Strongly Agree

b). Agree

c). Cant say

d). Disagree

e). Strongly Disagree

10. Are you using the new skills in your present job?
a). Strongly Agree

b). Agree

c). Cant say

d). Disagree

e). Strongly Disagree

11. Could you increase your productivity with the help of this training?
a). Strongly Agree

b). Agree

c). Cant say

d). Disagree

e). Strongly Disagree

12. After this training, are you doing your job more confidently?
a). Strongly Agree

b). Agree

c). Cant say

d). Disagree

e). Strongly Disagree

13. After this training, your relations with your colleagues and superiors are improved?
a). Strongly Agree

b). Agree

c). Cant say

d). Disagree

82

e). Strongly Disagree

14. Whether the financial resources given with the training program you received, can you
increase the output?
a). Strongly Agree

b). Agree

c). Cant say

d). Disagree

e). Strongly Disagree

15. For the concepts of Training program to work, Is they need to be institutionalized?
a). Strongly Agree

b). Agree

c). Cant say

d). Disagree

e). Strongly Disagree

16. Was the inputs received in your Training program can be implemented in team or
individually?
a). Strongly Agree

b). Agree

c). Cant say

d). Disagree

e). Strongly Disagree

17. Is there is a significant impact on your performance with this Training program?
a). Strongly Agree

b). Agree

c). Cant say

d). Disagree

e). Strongly Disagree

83

18. Is the Training program brought positive impact on your behavior?

a). Strongly Agree

b). Agree

c). Cant say

d). Disagree

e). Strongly Disagree

19.

Some

of

achievements

are:--------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

20.

Any

relevant

information:-----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

84