Beruflich Dokumente
Kultur Dokumente
1. Introduction
2. Training
2.1 Meaning
2.2 Definition
2.3 Comparison
2.4 Importance
2.5 Principle
2.6 Need of Training
2.7 Objective & Goals
3. HRM & Training
4. Methods of Training
5. Evaluation
6. L.G. INDIA & Its Training Activity
7. The STUDY
8. Analysis
9. Suggestion
10.Conclusion
11.Annexure
PREFACE
As a part of my curriculum for MBA, I am required to undergo two months
practical training. The objective of this training is to gain an insight into
functioning of the personnel department in an organization. The emphasis is on
appraising myself with practical implications of the theoretical concepts of Human
Resource management learnt at the institute, in the working environment.
It also aims to know and study obstacles in the proper utilization and increase the
effectiveness of Training programs and try to suggest remedial measures wherever
possible.
The data was collected through well structured questionnaires. About 100
employees were considered for the sample size out of 300 employees, since the
researchers are given very limited time. This survey was carried out in various
departments of the Company.
In the course of study, it was found that the training programmes analyzed were
provided to all the employees of oil and natural gas corporate limited and was not
specific to particular category of employees. The in depth study of the welfare
measures adopted by the company revealed that majority of the employees were
fairly satisfied with the training and development programmes.
ACKNOWLEDGEMENT
I am thankful to Ms. Akla Mittal DGM(HR) I/C HR-ER of L.G. INDIA for her
moral support and guidance.
DECLARATION
I Neha Bhardwaj, Roll No. 820861126, a student of MBA of Punjab Technical University.
Jalandhar hereby declare that the Research report titled A STUDY OF TRAINING AND
DEVELOPMENT PROCESS IN LG INDIA is my original work and the same has not been
submitted for the award of any other diploma or degree.
Place:
Date :
NEHA BHARDWAJ
Roll No. 820861126
M.B.A.
INTRODUCTION
The success of any organization in the long run depends very much on the
quality of human resources. Human resources comprise the aggregate of
employee
attributes
including
health
which
are
unlimited provided it is tapped in the right way, hence organization of all kinds
seem to be growing increasingly aware of its economic importance as a resource.
In a competitive business world the success of an organization depends to a great
extent upon the leadership of the manager. If he can lead people effectively and
attain organizational objectives the organization will flourish.
TRAINING
Every organization needs to have well trained and experienced persons to
perform the activity that have to be done. In a rapidly changing business
environment training and development is not only an activity but also an
independent function or sub system within the organization which it must commit
its resources if it has to maintain a viable and knowledgeable work force.
Training is defined as learning that is provided in order to improve performance on
the present job. A person's performance is improved by showing her how to master
a new or established technology. The technology may be a piece of heavy
machinery, a computer, a procedure for creating a product, or a method of
providing a service.
Oliver Sheldon says No industry can rendered efficient so long as the fact remains
unrecognized that the in principally human not a mass of machines and technical
process but a body of men. If manpower is properly utilized it causes the industry
to run at its maximum optimization getting results and also works for as an climax
for industrial and group satisfaction in the relation to the work formed.
Competitive advantage is therefore depending on the knowledge and skill
possessed by employee more than the finance or market structure by organization.
Definition:
Staimez: defines Training is a short term process utilizing a systematic and
organized procedure by which non-managerial personnel to learn technical
knowledge and skill
Mamoria: defines Development covers not only the activities which improve job
performance, but also those which b ring about growth of personality, helps
individual in the process towards maturity and actualization of this potential
capacities so that they become not only good employees but also both good men
and women.
S. P. Robbins: Defines Training is a learning process which seeks a relatively
permanent change in behavior that occurs as a result of experience.
Dale Yoder: Defines It is that deals with the effective control and use of
manpower as a distinguished from other source of man power
Meaning:
Training is part of Human Resource Development. It is concerned with concerned
with training, development, and education. Training has been defined as an
organized learning experience, conducted in a definite time period, to increase the
possibility of improving job performance and growth. Organized means that it is
conducted in a systematic way.
Although learning can be incidental, training is concerned with the worker learning
clear and concise standards of performance or objectives.
Training is the acquisition of technology which permits employees to perform
their present job to standards. It improves human performance on the job the
employee is presently doing or is being hired to do. Also, it is given when new
technology in introduced into the workplace.
Development is training people to acquire new horizons, technologies, or
viewpoints. It enables leaders to guide their organizations onto new expectations
by being proactive rather than reactive. It enables workers to create better products,
faster services, and more competitive organizations. It is learning for growth of the
individual, but not related to a specific present or future job. Unlike training, which
can be completely evaluated, development cannot always be fully evaluated. This
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does not mean that we should abandon development programs, as helping people
to grow and develop is what keeps an organization in the cutting edge of
competitive environments. Development can be considered the forefront of what
many now call the Learning Organization.
Development involves changes in an organism that are systematic, organized, and
successiveand are thought to serve an adaptive function. Training could be
compared this metaphor - if I miss one meal in a day, then I will not be able to
work as effectively due to a lack of nutrition. While development would be
compared to this metaphor - if I do not eat, then I will starve to death. The survival
of the organization requires development throughout the ranks in order to survive,
while training makes the organization more effective and efficient in its day-to-day
operations.
Table 1 comparison between Training and Development
Points of comparison
1. Definition
Training
Development
Training is a short term Development is a long
process
utilizing
which
personnel which
managerial
learn
purpose.
knowledge
for
general
purpose.
2. Contents
3. Participants
and
operations.
philosophical concept.
Non-Managerial
Managerial personnel.
personnel.
4.Time period
Short
term
one
short Long
term
continuous
affair.
process.
5. Purpose
Total personality.
6. Scope
7. Nature of process
Narrow.
Wider.
Reactive process to meet Proactive process to meet
current need.
8. Methods used
methods,
apprenticeship,
training etc.
9. Personality
future needs.
makes
as training
use
such
of
job
as
job
12
for
efficiency
updating
his
profession knowledge.
10. Utilization
seeks
to
prepare
responsible
and
challenging job.
13
Importance of training
A well planned and well executed training programme can provide the following
advantages:
14
15
16
Principle of Training:
1. Training Plan: This must be well planned, prescribed and ably executed
effective implementation depends to great extend on planning.
3. Equity and fairness: T and D program must enjoy equal opportunity to drive
benefit out of such training and must have equal chance to undergo such training.
17
18
suppliers to ensure the quality of critical inputs. Organizations with a strong focus
on customer service may provide training for purchasers to their product.
1. Shortage of skill: Skilled and knowledge people are always on short supply,
alternatively they are too expensive to hire from outside. The best way is to
improve the skill and knowledge of the existing employees through Training and
Development.
2. Technological Obsolesce: Growth of technology takes place very fast. This will
render current technological obsolesces in the near future.
3. Personal Obsolesce: At the time of recruitment employees posses a certain
amount of knowledge and skill. As the time passes their knowledge becomes
obsolesce unless it is uploaded by proper training. This happens because of
changes take place in product methods procurement of better machines.
4. Organization Obsolesce: Modern management has introduced a number of
innovative steps in functioning of management like play organizing, controlling to
such change are bound to fail and become obsolete, to prevent obsolesce
organization. Employees must be exposed to modern Technology through T & D
5. Increased Productivity: Instruction can help employees increase their level of
performance. Increase human performance often directly leads to operational
productivity and increase company profits.
19
20
21
chances of
as a
part
22
INTRODUCTION
With the advent of science and technology, electronics has assumed an added
significance. Electronics in India has all the ingredients for rapid growth. India has
the potential of becoming a major global player in electronics. During the last few
years, the electronic industry has made significant contribution to the national
economy while substantial growth in production has been achieved in the areas of
consumer electronics; the growth trends in other areas are very encouraging.
23
CONSUMER ELECTRONICS
Electronics plays a vital role not only in tackling the issues of national importance,
It is proposed to set a goal of electronics production of Rs. 750 billion for the year
2000-200 1 AD or Rs. 900 billion for the terminal year of the 9th Plan. This would
represent a growth rate of about 30 to 35% during the 9th Plan and would be a
mere 2% of the world trade estimated at $1300 billion by 2001. Further, goals
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suggested for electronics production for 2006-2007 and 2011-2012 are 5 percent
25
COMPANY PFOFILE OF LG
South Korea was established in January, 1997 after clearance from the Foreign
Investment Promotion Board (FIPB). The trend of beating industry norms started
commenced the home production for its eco-friendly Refrigerators and established
its assembly line for its PC Monitors at its Greater Noida manufacturing unit. The
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beginning of 2003 will see roll out of the first locally manufactured Direct Cool
The Greater Noida manufacturing unit line has been designed with the latest
technologies at par with international standards at Korea and is one of the most
Gold star brand product sales in 1996 came to US $ 9 billion, which ranked one
of the top electronics industry in the world. Consumers in more than 171 countries
for offering products that deliver ultimate satisfaction know LG.
27
Along with the new corporate mission, LG electronics has been reborn. The
organization remains youthful and vibrant. Building a better future for customers is
the top priority and the company is going top gear to make the better future a
reality.
Parts and Components. Heavy investments are being made in the next generation
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The LG Group is today, one of the Koreas top 3 conglomerates, In fields ranging
from chemicals, energy, electronics, semiconductors, machinery and metals of
trade, services and finance each of the LG member companies is now working to
rise to the highest level of global competition in their respective Industries. The
company is represented by 72 subsidiaries around the world with over 55,000
employees worldwide. LG is now ready to make the next quantum leap forwardLEAP 2005.
Leap 2005 is the strategy for surviving in the era of unlimited competition and
started form highly charged innovation. LGs business strategy for 21st century is
very aggressive.
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DIGITAL LG
With the new millennium, LGE has unveiled the ambitious vision of DIGITAL
LG. The short words of Digital LG is the embodiment of LGEs strong will to
become the true leader of the Digital LG.
LGE is poised to take the leap forward as Digital Leader, charting its own course
of success in the rapidly changing digital age. While offering innovative digital
products and services that enrich peoples lives and making them more
comfortable, LGE will strive to become and exemplary company for the Digital
Age that realizes leadership for the digital Management.
Through these efforts the company aim to be the true leader of the Digital Age. The
company will be at the forefront of realizing customer value, providing best profit
to the shareholders and reaffirming the pride and satisfaction of our staff member
in their efforts to realize their own individual vision.
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Digital LG:
Is the Brand Icon created by the LG Electronics to convey the new values of
the digital Age to the customers by visually illustrating the image of easy-to-use,
enjoy-to-use digital technology.
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LG India the Indian wing of the South Korean chaebol formally known as Lucky
Gold star. LG Electronics India ltd.(LGEIL) is the wholly owned subsidiary of
LG electronics and started operations in its current avataar in Delhi in May 97
and spread itself across the country within months. Company launched the entire
product profile under the LG brand name, which the company had decided to
change from its previous brand GOLDSTAR around the world.
Today in a short span of 4 years, LG has twenty models of color television ranging
from 14 inches to 60 inches, 15 models of large capacity refrigerators ranging from
175 liters to 890 liters, 9 models of washing machines ranging from 5.5 Kgs., 12
models of air conditioners, 45 models of microwaves ovens, 2 VCDs, 4 models
of A/C , 11 models of Monitor along with power entertainment devices i.e. audio
CD Recorder, MPB PLAYER And DVD Player, LCD Projector, and have
subsequently launched the same all India.
In the first phase of investment from 1998 to 2001, the company had decided to
invest US $ 46 million (Rs.525 crores) to establish manufacturing facility at
Greater Noida. This facility will be capable of churning out 8,00,000 Washing
Machines, 1,00,000 Air conditioners etc.
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In the second phase, from 2001 to 2005 LG Electronics will invest $ 143 million to
increase its existing capabilities in finished products and capabilities to
manufacture compressors, fly transformers, motor and deflection yokes.
After setting up of LG software Center in Bangalore in 1996, LGEIL has also set
up in house R& D and HRD Center in India not only to train the Indian
employees, but also to serve foreign employee of LGE in South Asia and North
Africa.
In five years from now, LGEIL will become one of the largest industrial houses in
Indian and strive to become No.1 Company in India by 2003 LGEIL has already
achieved a turnover of Rs. 1904 Crores in the year 2000 and Rs. 950 Crores in
1999. The target turnover for LGEIL in the vision LEAP 2005. is Rs. 10,000
Crores.
LG is already No. 1 in the sale of Air conditioners in India and among the top
priority in the sale of all other consumer electronics.
In addition, LSs Golden eye television offers the worlds most advanced picture
system.
There are 18 branch offices covering whole of India in the following cities
Ahmedabad, Bangalore, Bhubaneshwar, Kolkata, Chandigarh, Chennai, Coachin,
Ghaziabad ,Guwahati, Hyderabad, Indore, Jaipur Lucknow, Mumbai, New Delhi &
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Haryana, Patna & Pune. While corporate office is situated at Greater Noida, UP
and Regd. Office at Okhla Industrial Estate, New Delhi.
LG has been able to craft out in five years, a premium brand positioning in the
Indian market and is today the most preferred brand in the segment
Various studies have shown that the consumer is well informed on the health
awareness front. LG was one of the first companies who recognized the emerging
change in consumer needs and decided to differentiate their products on the basis
of technology which appealed to the consumer on the basis of health benefits. Its
vision was to become a 'Health Partner' for its consumers worldwide and therefore
formulated its corporate philosophy to make peoples' lives better, convenient and
healthier.
34
The CTV range offered by LG has 'Golden Eye' technology, which senses the light
levels in the room and adjusts the picture to make it more comfortable for the eyes.
The entire range of LG air-conditioners have 'Health Air System', which not just
cools, but keeps pollution out. Similarly, microwave ovens have the 'Health Wave
System', refrigerators have the 'PN System', which preserve the nutrition in food
and washing machines have 'Fabricare System', which takes the health factor down
to ones clothes. All the products offered by the company have unique technologies,
live-in.
35
The year 2001 witnessed LG becoming the fastest growing company in the
company had till the month of October 2001 achieved a cumulative turnover of Rs
5000 Crores in India since its inception in 1997, making it the fastest ever Rs 5000
Crores clocked by any company in the Indian consumer electronics and home
benchmark with the first ever sales of One Lakh A/Cs (Windows and Splits) in a
calendar year. LG is poised to surpass its turnover target of Rs. 2700 Crores this
This year, LG has emerged as the leader in Colour Televisions, Semi Automatic
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Ovens. In Colour Televisions having set the sales target of one million units of
Color Televisions for 2002, LG has already achieved the one million mark in the
continually providing superior technology products & value for money to over 50
37
VISION
To be No. 1 company in India by 2003
PHILOSOPHY
Compete in the International market with a global Mindset..
Maximize value for customers, Employees and shareholders.
Pursue the best in the class through Management by Principle.
Contribute to the society through good corporate citizenship.
INITIATIVES
Redesign business portfolio.
Develop new strategic business.
Globalization
Acquire promising differentiated technology.
Cultivate high performing leader
38
Allison Rossett and Joseph W. Arwady states The question is not whether you will
solicit this kind of information through needs assessment. It is how much of it you
will do and using which tools. The culmination for the assessment phase is a set of
objectives specifying the purpose of the training and the competencies required in
trainees after they complete the program.
This section considers the choice of methods for employees training. With training
objectives defined and learning principles in mind, the trainer must be choose
appropriate training methods and design the sequence of events in the training
program. Perhaps the first decision to be made is whether to conduct the training
on the job or away from the job. In many cases, the decision is to do some of both.
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1. On the Job Training: On the job training is conducted at the work site and in
the context of the actual job. The vast majority of all industrial training is
conducted on the job, often by the trainees immediate superior or a nominated
peer trainer. On-the job training has several advantages:
b. Because of training setting is also the performance setting, the transfer of
training to the job is maximized
c. The cost of a separate training facility and a full-time trainer are avoided or
reduced.
d. Trainee motivation remains high because it is obvious to trainees that what they
are learning is relevant to the job
e. Trainees generally find on-the-job training more valuable than classroom
training.
and
intimate
supervision
of
master
craftsman
or
expert
40
worker/supervisor. During apprenticeship training period, the trainees are paid less
than that of a qualified worker.
3. Job Rotation: In the job rotation, management trainee/employee is made to
move from one function to another at planned intervals. Job rotation is widely used
as a management executive development program which makes the employee or
management trainee, a multi-tasking individual. It can be done either vertical or
horizontal.
4. Coaching and Understanding method: Training under experienced worker
they are coached and instructed by skilled co-worker by supervisor by special
trainee instructor.
5. Outbound Training: The outbound training is conducted in a location
specifically designated for training. It may be near the workplace or away from
work, at a customized training center or a resort. The purposes of conducting this
kind of training away from the work place is to minimized or avoid distractions of
the employee from their daily work routine and allows them to devote their full
attention the specific subject. Some of the outbound training methods and activities
are:
a. Action planning: Often a closing activity asking participants to specify or set
goals about exactly what they will do differently back on the job
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otherwise
42
visualize or
rope
activities.
t. Problem-solving activities
u. Role-play
v. Self-assessment instrument or quiz. An example is a conflict
resolution
style inventory.
w. Team Building: A series of group activities and sometimes surveys used
develop team skills and role clarify in a team of people who must work
to
together
43
44
10. Retraining
1. Classroom lectures: This is the simplest and from the off the job training. This
is a best form of instruction when the instruction is to convey information on rules,
regulation, policies and procedures.
2. Conference and Seminars and Workshops: This is a formal method of
arranging meeting in which individuals confer to discuss points of common interest
for enriching their knowledge and skill. This is group activity. It encourages
groups discussion and participation of individuals for seeking clarification and
offering explanation and own experience. It is a planned activity with a leader or
moderator to guide the proceedings, which is focused on agreed agendas points
prefixed during planning stage of such conference.
There are three variables:
Directed conference
Training conference
Seminars and workshops
3. Group discussions and study analysis: case study method was initially
introduced by Christopher Lang Dell at Harvard Law School in 1880s. The
principle used is experiences are the best teacher. Here several empirical
structures are examined in detail to find out commonalities to derive general
discussion. Based on such studies and group discussion are initiated to derive
45
common lesson. This method has, however limited use of worker but both use for
supervisors. In case of workers, areas of importance in this method are that the
quality control.
46
47
Evaluation phase:
Majority of employees were in agreement with the statement and said that training
does helps in imparting a sense of belongingness for their organization as very few
employees think otherwise.
Evaluation is the systematic collection and assessment of information for the
deciding how best to utilize available training resources in order to achieve
organizational objectives.
One of the most common ways of evaluating management training is named
kirkpatricks model. This has 4 steps as described below:
Step1. Reaction
Step2. Learning
Step3. Behaviour
Step4. Results
Why Evaluation?
Training is done with specific objective. Hence, evaluation of training is a must. It
is necessary in order to determine:
If the development objectives were achieved.
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When to evaluate:
The evaluation process normally starts right from the stage when the
inauguration stage of training or when the trainees reach the campus: during
training: and after training, say, form three months to one year. Evaluation at the
inauguration stage will help to compare the laid down objective and contents of the
programme with the expectations of the participants. This process will thus help
the programme designers to change content of the programme to match the
participants expectations and objectives. This evaluation is known as the pretraining evaluation.
49
50
content and objectives of the training. Samples measures of results include cost
savings, profit, productivity, quality, accidents, turnover, and employee attitude.
Training & Development
An integral part of L.G. INDIAs employee-centered policies is its thrust on their
knowledge up gradation and development. L.G. INDIA Academy, previously
known as Institute of Management Development (IMD), which has an ISO 9001
certification, along with 7 other training institutes, play a key role in keeping our
workforce at pace with global standards.
L.G. INDIA Academy is the premier nodal agency responsible for developing the
human resource of L.G. INDIA. It also focuses on marketing its HRD expertise in
the field of Exploration & Production of Hydrocarbons. L.G. INDIAs Sports
Promotion Board, the Apex body, has a Comprehensive Sports Policy through
which top honors in sports at national and international levels have been achieved
Transforming the Organization
L.G. INDIA has undertaken an organization transformation exercise in which HR
has taken a lead role as a change agent by evolving a communication strategy to
ensure involvement and participation among employees in various work centers.
Exclusive workshops and interactions/brainstorming sessions are organized to
facilitate involvement of employees in this project.
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Participative Culture
Policies and policy makers at L.G. INDIA have always had the interests of the
large and multi-disciplined workforce at heart and have been aware of the nuances
and significance of cordial Industrial Relations. By enabling workers to participate
in management, they are provided with an Informative, Consultative, Associative
and
Administrative
forum
for
interactive
participation
and
for
In fact, L.G. INDIA has been one of the few organizations where this method has
been implemented. It has had a positive impact on the overall operations since it
has led to enhanced efficiency and productivity and reduced wastages and costs.
Arjuna Awardee Virender Sehwag became the first Indian and third cricketer to
score two triple Test centuries.
L.G. INDIA won the Petroleum Minister's PSPB Trophy for Overall Best
Performance in 2007-08 for the fifth year in succession
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Women Empowerment
Women employees constitute about 5% of L.G. INDIA's workforce. Various
programmes for empowerment and development, including programme on gender
sensitization are organized regularly
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Induction Training
The fresh incumbents of the organization are exposed to wide gamut of technology
of petroleum industry synergic approach covering multi disciplinary theoretical
and practical aspects with emphasis upon on the job training.
55
56
For the personnel already engaged in different disciplines, a career linked training
plan is drawn to impart advance training in management.
The executives of E-4 and above levels are exposed to General Management
Training at reputed Institutions in India including ASCI & IIMs to achieve the
perfection in development. Thus the training system in L.G. INDIA ensures overall
development of the officers.
57
Besides this, specialized programs are also developed for the executives of E-7 and
above levels based on the requirement.
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ii.
(a) In cases where the employee is granted leave including EOL and
study leave for pursuing higher studies, in accordance with the
59
existing provisions of the L.G. INDIA (Leave) Rules, the bond money
will be as per the exiting amount mentioned in the rules ibid.
(b) In cases where leave for pursuing higher studies including HPL, EOL
and study Leave in sanctioned, in relaxation of any specified
conditions of the existing provisions of the Leave Rules, i.e., either
possessing less length of service than prescribed on the duration of
leave is longer than prescribed or any other reason, the executive
concerned will be asked to give the bond for pay, DA, Adhoc
relief/interim relief that he would draw for a period of three years on
return from leave.
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61
62
be allowed
to keep his/her
establishment/family at any place of his/her choice during the training period and
may draw HRD limited to the amount admissible for the last place of his/her
posting subject to fulfillment of other
prescribed conditions.
6. Medical Facilities: The officer will be entitled to medical facilities for self and
family, as per companys Rule during the period of training.
7. Bond: Before the officer actually leaves for training programme, he/she is
required to execute a surety-cum-personal Bond, on non-judicial stamp paper to
serve the company for a period of five years on completion of his/her course.
Value of the bond will be twice the amount of expenditure estimated to be
incurred/expended on this by company.
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(ii)
64
C. INCENTIVE etc.
For acquiring the degree/diploma, as referred above, for the assistance of the
company,
the
employee
will
not
be
eligible
for
any
additional
(i)
(ii)
(iii)
(iv)
65
(vi)
66
These are the objective I had taken for my study:1. To find out personal as well as organizational growth and development.
2. To find out contribution of organization as well as senior to make training
programs successful.
3. To find out Training Needs Analysis.
4. To know learning outcomes of training program.
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RESEARCH METHODOLOGY
OBJECTIVES OF RESEARCH:
68
RESEARCH APPROACHES
There are two basic approached to research, quantitative approach and the
qualitative approach. The former involves the generation of data in quantitative
form, which can be subjected to rigorous quantitative analysis in a formal and rigid
69
This research follows both the inferential quantitative and qualitative approach.
The questionnaires circulated to collect the relevant information have been
analyzed ion the basis of rating is based on 5 scales and then, aggregate of the
rating of all the questions of a group has been taken to find out the percentage of
each response to that group.
70
71
72
There are many methods of collecting primary data and the main methods include:
Questionnaire
Interviews
Focus group interviews
Observation
Case studies
Diaries
portfolios
Secondary data: Publish data and the data collected in the past or other parties is
called secondary data.
Magazine
HR Manual
Internet
Newspaper
73
LIMITATIONS
Best possible efforts have been made to make this study as comprehensive and
representative as possible. Actually, this project is not done in headquarter of L.G.
INDIA which is in Dehradun from where all training programs developed and
conducted so I could not take feedback from the top management who are
involves in making training programs in L.G. INDIA. Since attitudes are
influenced by social background as well, the results may not be reflective of the
opinion of the entire organization.
74
DATA ANALYSIS
Response Category
No.
of Percentage
No.
(a)
(b)
(d)
(e)
respondents
Strongly Agree (5)
28
Agree (4)
54
Neither agree nor disagree (3) 11
Disagree (2)
6
Strongly disagree (1)
2
Total
100
(%)
28
54
11
6
2
100
Analysis:
75
From the above graph it is clear that majority of the respondents agree that
training is an important factor for growth of organization is most important factor
and it plays a major role in growth of both employees as well as organization.
S.
Response Category
No.
(a)
(b)
(d)
(e)
No.
of Percentage
response
(%)
28
54
11
7
0
100
28
54
11
7
0
100
76
Analysis:
Form the above graph it may be concluded that Training and Development
program is conducted as regular activity at L.G. INDIA. They believe that regular
training program keeps the employees updated and upgraded about the knowledge
of various hurdles arising during the job process.
77
S.
Response Category
No.
(a)
(b)
(c)
(d)
(e)
No.
of Percentage
response (%)
Strongly Agree (5)
Agree (4)
Neither agree nor disagree (3)
Disagree (2)
Strongly disagree (1)
Total
32
62
3
2
1
100
32
62
3
2
1
100
Analysis:
78
From the above graph it is clear that majority of respondents accept that
training helps in improving their skill and knowledge to execute their job
efficiently. Higher level employees gave maximum response and they feel that
training has updated them with new skills and knowledge.
79
Vision and mission of L.G. INDIA is clearly specified by your mentor when
nominating for a training program.
S.
Response Category
No.
(a)
(b)
(d)
(e)
No.
of Percentage
response (%)
Strongly Agree (5)
Agree (4)
Neither agree nor disagree (3)
Disagree (2)
Strongly disagree (1)
Total
9
40
37
9
5
100
9
40
37
9
5
100
80
Analysis:
A trainee has to know the vision and mission of the organization before
attending a training program. Thus it is clear from graph that approx 50% of
respondents actually know vision and mission of L.G. INDIA. However, lower
level employee feel that vision and mission of the organization is not clearly
specified by their mentor. Moreover, approx. 50% of top level employees gave
neutral response which indicates that they also expect more clarity about the above.
81
S.
Response Category
No.
(a)
(b)
(d)
(e)
No.
of Percentage
response (%)
Strongly Agree (5)
Agree (4)
Neither agree nor disagree (3)
Disagree (2)
Strongly disagree (1)
Total
13
47
25
10
5
100
13
47
25
10
5
100
Analysis:
82
Mostly top level employees agreed that they are motivated by their seniors to
undergo relevant training programs. But lower level employees feel lack of support
and motivation by their seniors even they didnt get that much opportunity to
undergo relevant training programs because of work pressure.
83
You are given adequate time and opportunity to plan and implement
improvement in your work.
S.
Response Category
No.
(a)
(b)
(d)
(e)
No.
of Percentage
response (%)
Strongly Agree (5)
Agree (4)
Neither agree nor disagree (3)
Disagree (2)
Strongly disagree (1)
Total
12
62
17
8
1
100
12
62
17
8
1
100
84
Analysis:
From the graph, majority of the respondents agree that they had been given
adequate time and opportunity to implement in their work whatever they learn in
training. But lower level totally do not agree stating that they are uploaded by
pending works and do not get opportunities to implement their learning in
trainings.
85
S.
Response Category
No.
(a)
(b)
(c)
(d)
(e)
No.
of Percentage
response (%)
Strongly Agree (5)
Agree (4)
Neither agree nor disagree (3)
Disagree (2)
Strongly disagree (1)
Total
25
55
16
2
2
100
25
55
16
2
2
100
86
Analysis:
Satisfaction of learning is most important factor in training programme. It
plays a major role in employees growth and development and commitment
towards the job. In my study most of the employees agreed that training and
development programs make them more loyal and committed towards the
organization.
87
S.
Response Category
No.
(a)
(b)
(c)
(d)
(e)
No.
of Percentage
response
(%)
8
31
37
18
6
100
8
31
37
18
6
100
88
Analysis:
From the above graph, it is clear that 1/3 rd of the respondents feel that
employees are not carefully identified for developmental needs and most of the
respondents didnt have any view regarding it. But top level employees agree that
employees are carefully identified developmental needs.
89
S.
Response Category
No.
(a)
(b)
(c)
(d)
(e)
No.
of Percentage
response
(%)
10
31
45
12
2
100
10
31
45
12
2
100
Analysis:
90
From the above graph, it is found that feedback is not taken so much
seriously. Higher level employees had given strong reaction on it and were in
complete disagreement with the above statement and didnt know much about
feedback is implemented for improvement in training programs.
91
S.
Response Category
No.
(a)
(b)
(d)
(e)
No.
of Percentage
response
(%)
25
59
14
2
0
100
25
59
14
2
0
100
92
Analysis:
From the above graph, it is clear that majority of respondents feel that
training
actually boosts up their morale. And they become more confident and
93
S.
Response Category
No.
(a)
(b)
(c)
(d)
(e)
No.
of Percentage
response
(%)
31
57
10
2
0
100
31
57
10
2
0
100
Analysis:
94
As the result shows majority of employee agree to fact that Training helps
them to work effectively and hence increase the productivity. Based on this we can
say that, Training program helps the employee to work effectively and hence helps
to increase in better performance of their company.
95
While collecting data, many of the respondents share their views on many of the
questions raised and related matters.
It was observed that the top management at the head quarters is motivated to
improve companys performance to achieve the organizational effectiveness and in
particular to make work culture more open.
The employees hold positive attitude towards training. Many of those sampled
feel:
1. Training is imparting of skills to an employee to increase the proficiency in a
particular job.
2. Training seeks to modify employees behaviour and attitude, induces a sense
of belongingness in the employees which benefits the organization at large
and improves organizational effectiveness.
3. Training boosts up an employees morale which leads to better performance
and productivity.
4. It enhances the commitment of an employee to the organization and thus
decreases attrition rate.
5. Training is a must and should be according to ones job.
96
6. The trainee has to know vision and mission of the organization. Only 50% of
employees are aware about the vision and mission of L.G. INDIA when
being selected for training.
7. Training is given to employees by recognizing their area of deficiency. No
training is imparted to the employees on the basis of giving promotion upon
completion.
8. The Return of investment made on the training and activity are not measured
properly. Employees are feeling that the return on investment made for
training is more than the expected gain.
During the interaction a few sources of dissatisfaction amongst the employee was
discovered which is reflected in the light of their suggestions.
97
SUGGESTIONS
98
The identification of training needs and placing right man at right place
after training is very much importance.
After the training, there should be a test to evaluate the involvement of the
trainee during course of the training.
75% training by planned intervention of management required, 25% training
by individual choice should be more.
Long duration training should be divided into smaller modules of one week
each with enough time for practical/labs and implementation.
Suitable training to persons performing specific tasks and not just for
namesake.
99
CONCLUSIONS
The detailed analysis of the data in light of findings observations leads us to the
following conclusion:
The human resource executives should be exposed to lot of management
programs
More experienced and senior executive should be involved in training
sessions and for experience sharing sessions
Support and motivation should be taken by senior for the juniors.
Employee feels the lack of adequate upward communication system. Means
communication barrier that seems to exist between top level executives and
lower level employees.
The employees should aware about the criteria for selection and they should
aware about the vision and mission of the organization when being selected
for training programs.
Training should be more relevant to the job and need contribute to trainees
knowledge to the fullest extent.
100
Training also to impart to the employee based on giving promotion, not just
only for the employees who are found inefficient. This helps in motivating
the employees and maintains the effectiveness of training.
ANNEXURES:
Name (optional).
Age: (a) 25-35 yrs. (b) 35-45 yrs. (c) 45-55 yrs. (d) 55 yrs and above
Gender: (a) Male (b) Female
Department:
Level:
Work Experience: (a) 0-10 yrs. (b) 10-20 yrs. (c) 20-30 yrs. (d) 30 yrs. and
above
101
manpower. This survey is just a small strive to study the effectiveness of training
programs imparted to employees in this organization.
102
I request you to kindly spare few moments and arrange to fill the questionnaire.
Your views shall be kept confidential and shall be used for academic purpose only.
Kindly rate the statements as follows:
5 Strongly agree, 4 Agree,
2 Disagree,
1 Strongly disagree
S.No
Strongly
agree
Agree
Neither
agree
Disagree Strongly
disagree
nor
disagree
1
as
part
of
as
regular
as
well
as
103
organization
3
.
Training
helps
acquire
you
to
technical
your
mentor
when
and
implement
104
basis
of
identified
carefully
Developmental
needs.
9
Your
feedback
considered
for
is
further
11
Training
increasing
productivity
helps
in
your
and
performance.
105
12
more
than
the
Your
organization
has
employees
UNNATI
through
PRAYAS
and
15
106
Any suggestions you would like to give regarding training and development in
L.G. INDIA.
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
107
BIBIOLOGRAPHY
HUMAN
RESOURCE
MANAGEMENT
SRINIVAS
KANDULA
INTERNET
MAGAZINES
NEWS PAPERS
108