Chapter 1

INTRODUCTION

Training is the provision of guided experience to change behavior, attitudes or opinions. Training needs analysis identifies specific gaps which training is designed to fill Benefits of training. It enhances confidence, commitment & motivation in oneself, which leads to recognition, greater responsibility, pay improvements, personal satisfaction, achievement and enhanced career prospects. It improves availability & quality of staff also enhances mobility from the trainees perspective. Training takes place either on or off-the-job. Development is the need to enhance competencies beyond those required by the immediate job, for example, values & ethics of organization and professional group. It is a source of enthusiasm. So training and development must help the organization to equip each employee with the knowledge and skill needed to perform his/her job effectively at present and in future. The project was undertaken to evaluate the effectiveness of the training and development programs conducted at Whirlpool Company of India Ltd, Warora.

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INTRODUCTION TRAINING AND DEVELOPMENT

Training is the formal and systematic modification of behaviors through learning which occurs as a result of education, instruction, development and planned experience. (Armstrong, 2001: 543) Development is any learning activity, which is directed towards future, needs rather than present needs, and which is concerned more with career growth than immediate performance. Nature of Training and Development: In simple terms, training and development refer to the imparting of specific skills, abilities and knowledge to an employee. A formal definition of training and development is - it is any attempt to improve current or future employee performance by increasing an employees ability to perform through learning, usually by changing the employees attitude or increasing his her skills and knowledge. Importance of Training and Development: Training and development programmes, as was pointed out earlier, help remove performance deficiencies in employees. This is particularly true when (i) The deficiency is caused by a lack of ability rather than a lack of motivation to perform,

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(ii)

The individuals involved have the aptitude and motivation need to learn to do the job better, and

(iii)

Supervisors and peers are supportive of the desired behaviors.

THE PURPOSE OF TRAINING:

The aim of training is to help the organisation achieve its purpose by adding value to its key resource the people it employs. The purpose of training is to: (i) (ii) (iii) (iv) (v) To increase productivity and quality To promote versatility and adaptability to new methods To reduce the number of accidents To reduce labors turnover To increase job satisfaction displaying itself in lower labor turn-over and less absenteeism (vi) To increase efficiency

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ADVANTAGES OF TRAINING:
1. Leads to improved profitability and/or more positive attitudes toward profits orientation. 2. Improves the job knowledge and skills at all levels of the organization. 3. 4. 5. Improves the morale of the workforce. Helps people identify with organizational goals. Helps create a better corporate image. 6. Fasters authentically, openness and trust. 7. 8. 9. 10. 11. 12. Improves the relationship between boss and subordinate. Aids in organizational development. Learns from the trainee. Helps prepare guidelines for work. Aids in understanding and carrying out organizational policies. Provides information for future needs in all areas of the organization. 13. Organization gets more effective decision-making and problem solving. 14. Aids in development for promotion from within.

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15.

Aids in developing leadership skill, motivation, loyalty, better attitudes, and other aspects that successful workers and mangers usually display.

16. 18.

Aids in increasing productivity and/or quality of work. Helps keep costs down in many areas, e.g. production, personnel. Administration, etc.

18.

Develops a sense of responsibility to the organization for being competent and knowledgeable.

19. 20.

Improves labor-management relations. Reduces outside consulting costs by utilizing competent internal consulting.

DISADVANTAGES OF TRAINING:
1. Can be a financial drain on resources; expensive development and testing, expensive to operate? 2. 3. 4. 5. Often takes people away from their job for varying periods of time; Equips staff to leave for a better job Bad habits passed on Narrow experience

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NEED FOR TRAINING Analyzing training needs:

or training to be effective, it is important to not only discern the training needs of the individual/group but also how their needs fit the overall objectives of the organization. Many organizations invest considerable resources in training and development but never really examine how training and development can most effectively promote organizational objectives, or how developmental activities should be altered in the light of business plans. (Beardwell et al, 2001: 329) When does the need for training arise? (i) (ii) (iii) (iv) (v) (vi) The installation of new equipment or techniques A change in working methods or products produced A realization that performance is inadequate Labor shortage, necessitating the upgrading of some employees A desire to reduce the amount of scrap and to improve quality An increase in the number of accidents

(vii) Promotion or transfer of individual employees. (viii) Ensures availability of necessary skills and there could be a pool of talent from which to promote from.

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REVIEW OF LITERATURE:
(Michael S. Lane, Gerald L. Blakely, 1990) Management development programmes are increasingly being studied and evaluated, regarding their efficiency and effectiveness. Presents the results of a survey of 155 directors and vice-presidents of personnel and human resource management departments regarding the current status of their management development programmes. The results indicate that management development programmes do not seem to differentiate between levels of management. (Oladele Akin,1991) Evaluation is increasingly being regarded as a powerful tool to enhance the effectiveness of training. Three major approaches to training evaluation: quality ascription, quality assessment and quality control are highlighted. In order to enhance the effectiveness of training, evaluation should be integrated with organisational life. (Phillip C. Wright,1992),Reports on a study of current and past training literature which suggests that, to be effective and to isolate both training needs and those problems having other, non-trainable solutions, training must be preceded by a needs analysis. Proposes a needs assessment model to illustrate an optimum needs assessment process, and compares this model with the Ontario

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Governments. (Farhad Analoui 1995) Traditionally, the effectiveness of the senior officials within the public sector has been disproportionately associated with task instead of people-related skills. A study of 74 senior managers within Indian Railways, over three years, has revealed that managers, in order to become effective, not only require task and people skills but also self-development knowledge and skills. Moreover, the above broad categories of managerial skills form a hierarchy which suggests that the more senior positions which managers occupy, the greater the need for people and self-development. Explores the implications of the above for senior management training and development in public sector briefly. (Joe Perdue, Jack D. Ninemeier, Robert H. Woods, 2002) Describes a study undertaken to assess how private club managers perceive the relative effectiveness of alternative training methods to attain specific types of training objectives. Data were obtained from 123 club managers who were members of the Club Managers Association of America. Participants rated the effectiveness of 16 alternate training methods for potential use in six different types of training situations. Training methods studied included case study, video-tape, lecture, one-to-one, role play, games, computer

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simulations, paper and pencil, audiotapes, self-assessment, movies/films, multi-media, audio, computer and video conferencing and sensitivity training. Training objectives studied were knowledge acquisition, changing attitudes, problem solving, interpersonal skill development, participant acceptance and knowledge retention. Analysis of data indicated that one-to-one training is the preferred method to attain all objectives except interpersonal skill development. (Diarmuid De Faoite, Colette Henry, 2002) Discusses the importance of proving the effectiveness of training. Effectiveness is the primary motive for training. Describes ways to evaluate trainings effectiveness, behaviour changes on the job being the most important. Defines an approach whereby individuals can see how they have changed and quantify the amount of change. (Diarmuid De Faoite, Colette Henry, Kate Johnston, Peter van der Sijde,2003)A growing body of academic research has examined the effectiveness of entrepreneurship training and support initiatives, with recent studies focusing on the provision of training and other skills development opportunities. An important theme that has emerged from this work is the failure of many programmes and initiatives to take on board the particular needs of the entrepreneurs in developing training and support systems.

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(Kate Johnston, Peter van der Sijde, 2003) Successfully measuring effectiveness in management training and development can be a difficult task. Design of a valid measurement programmed should include evaluation in key areas; including emotional reaction and knowledge gain measured after training interventions. Behavioural change and organisational impact measurements should be used on a longer time horizon to evaluate the progress and currency of the management development programme. Finally, research shows that maintaining a balance of the above measurements is the final key to success in measuring the effectiveness of management training and development. (Gary D. Geroy, 2004) A common approach towards enhancing managerial effectiveness is to focus attention on improving the knowledge and skill of the manager, (Ogundeji,2004 )The gap between evaluation theory and practice is a serious problem for training in industry and business. A recent literature review of the summative evaluation on training noted: (Clinton O. Longenecker, Laurence S. Fink,2005) effective management training and consequences of ineffective training programs. Design/methodology/approach Seasoned managers (278) working in rapidly changing organizations were surveyed on issues related to

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management training. Findings Content analyses revealed a number of specific benefits associated with management training. Conversely, managers identified a series of problems caused by ineffective management training. (Ching-Yaw Chen, Phyra Sok, Keomony Sok,2007)Purpose A previous study found that the quality of education in Cambodia is poor compared to other developing countries. However, the working performance of commercial banks in Cambodia is high. It was speculated that effective training was the main factor underlying this contradiction. Therefore, the main purpose of this article is to explore the elements of training conducted by commercial banks in Cambodia and to examine their relationship with training effectiveness. Design/methodology/approach The research focuses on six factors: training needs assessment; training program; flexibility of training; self-efficacy; social support; and transfer of knowledge. The data came in the form of questionnaires and desk research.

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CHAPTER 2

OBJECTIVES OF THE STUDY

1.

To study employees satisfaction about training and development programs in WCL.

2.

To find out what type of training and development programs are conducted in WCL.

3. 4.

To find impact of training and development program on employees. To study impact on working of WCL due to this program.

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Chapter 3

IMPORTANCE OF THE STUDY

1) This study will try to understand training and development program in WCL

2) Maximum employees in WCL are satisfied with the training and development programs.

3)Training and development have increased employees efficiency.

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Chapter 4

HYPOTHESIS

The presumptions of the present study are as under : 1. Employees of the WCL are satisfied with training and development program.

2.

Training and Development programs effectively implemented in company.

3.

Training and development has increased their efficiency.

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Chapter 5

COMPANY PROFILE

Western Coalfields Limited (WCL) is one of the eight Subsidiary Companies of Coal India Limited (CIL) which is under administrative control of Ministry of Coal. The Company incorporated under the Companies Act, 1956 has its registered office at Coal Estate, Civil Lines, Nagpur440001. WCL has been conferred "Miniratna" status on 15th March'2007. The Company has contributed about 8.6% of the national coal production during 2009-10.

COAL - THE BLACK DIAMOND

Coal is the primary source of energy. Coal accounts for over 50% of India's commercial energy consumption and about 78% of domestic coal production is dedicated to power generation. The inventory of Coal in India are estimated to be around 285.86 Billion Tonnes (as on 1st April, 2011), which constitute about 0.8% of the Global Coal reserves, whereas it's production contribution is around 7%.

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India today is one of the major coal producers in the World and ranks at 3rd position after China and USA. Coal deposits in India are

mainly occurring in lower Gondwana formation of permian period and eocene/ oligocene formation of tertiary period. About 99.5% of Indian coal belongs to Gondwana formation. Major part of these reserves is bituminous coal, occurring in basins Coal deposits of tertiary period are best developed in North Eastern Region while Lignite deposits in Southern & Western part of the country.

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BIRTH OF COAL INDIA LTD.

The nationalization of the Coal Industry in India took place in two phases. The Coking Coal Mines were nationalized in May 1972, and the Noncoking Coal Mines in May 1973. With this, all the mines in the country, except captive mines of two private companies, were placed under Public Sector. 1 November, 1975 represented a turning point for the nationalized coal industry, when a comprehensive re-organization scheme was launched. Coal India Limited was born as a holding company with Rs.750 Crores as its Authorized Capital, and Five Subsidiary Companies including Central Mine Planning & Design Institute under it. The process of amalgamation of mines into bigger units started. The 925 taken-over Mines, together with 44 NCDC Mines were re-organized into 374 Mines. The national coal production which stood at a level of 77.87 Million Tonnes during 1973-74, reached a level of 533.1 Million Tonnes by 201011. Today, Coal India has eight Subsidiary Companies including CMPDI, and is one of the largest Corporate Employers of the world, em-

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ploying about 3.83 Lakh people. CIL produced 431.32 Million Tonnes of coal during the year 2010-11.

WCL - AN INTRODUCTION Western Coalfields Limited

(WCL) is one of the Eight Subsidiary Companies of Coal India Limited, contributing about 8.19% of the national coal production. The company came into existence on 1st November, 1975, after ore-organization of the Nationalized Coal Industry. At that juncture, the operations of WCL were spread over in the States of Maharashtra, Madhya Pradesh and Orissa, organized into 2 Divisions and 12 operational Areas. By the year 1985-86, the number of mines in WCL had increased to 130 and the total production to 48.89 Million Tonnes from the then WCL. Keeping in view the tremendous growth programme, the Company was bifurcated, with effect from January 1986, into South Eastern Coalfields Limited and the present Western Coalfields Limited (WCL). The present WCL has mining operation spread over in the States of Maharashtra (in Nagpur, Chandrapur & Yeotmal Districts) and in Madhya Pradesh (in Betul and Chhindwara Districts)

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Its Strategies: 1) Functional Strategy : Functional strategies in the area of Marketing, Operations, Human Resource, Finance and Information Technology have been evolved to support the key strategy of growth with cost and quality competitiveness. 2) Marketing Strategy: a) Ensuring dominant position in the coal market. b) Maintaining continues global presence (around 10% sales value) c) Building & enhancing Brand Value of WCL.. d) Further thrust on Key Account Management process e) Popularizing WCL in the rural market. f) Maximizing enabled customers service and interactions. 3) Finance Strategy: a) Attaining & Maintaining D:E ratio of 1:1. b) Aiming international cost of borrowing. c) Enhancing of equity at appropriate time. d) Investment in JVs/acquisition of facilities in identified areas. e) Out-sourcing non-critical functions at appropriate time.

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REGIONAL OFFICERS :
1) Dineshchandra Garg CMD, Nagpur Zone

2)

Anand Azami

GM, Ballarpur Area

3)

Ani Kumar

Training & Development Officer, Ballarpur Area

4)

Kuttamwar

Training & Development Officer, Sasti Area

5)

Mr. Soni

Head of Training & Development Program, Chindwada (MP)

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Chapter 6

RESEARCH METHODOLOGY

Research methodology is a purely and simply the framework or a plans for the study that guides the collection and analysis of data. Research is the scientific way to solve the problems and its increasingly used to improve market potential. This involves exploring the possible methods, one by one, and arriving at the best solution, considering the resources at the disposal of research.

RESEARCH STEPS:
Study about organization Setting of objectives Instrument- design (questionnaire) Main study Tabulated and cross tabulation Analysis and interpretation Findings Conclusion Suggestion and recommendation

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RESEARCH DESIGN
A research design is the specification of methods and procedure for acquiring the information needed. It is the over all operation pattern or framework of the project that stipulates what information is to be collected from which source by what procedure. it is also refers to the blue print of the research process. Key issue Options Research design Descriptive Data Primary data Research Survey method Research instrument Questionnaire, Experts Interview Research design consists of: A clear statement of the research problem. Procedure & techniques to be used for gathering information. The population to be studied. Method to be used in processing & analyzing the data There are four types in research design: Exploratory of formative study Diagnostic study Experimental study Descriptive study

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DESCRIPTIVE STUDY
A study, which wants to portray the characteristic of a group of individual or situation is known as descriptive study. Universe of study The first step in developing any sample design is to clearly define the set of objects technically called the universe to be studied. In this case the universe include all employees of Whirlpool India Ltd. Data collection The required data for the project has collected from primary data Primary data It is a fresh data, which was collected from the employees and having discussions and interaction with employees.

SAMPLING UNIT:
All employees of Whirlpool India Ltd. : Oct-Nov 2010 Types of sampling Types of sampling used in this survey were simple random sampling. In this method, the sampling units chosen randomly from the total employees at all the levels in the organization. Sample size determination Sample size restricted as the set of the sample is one organization. This sample Size was determined as 60 as it is selected randomly in the organization.

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RESEARCH INSTRUMENT
Questionnaire Questionnaire refers to a device for securing answer to a formally arranged list of Questions by using a term, which the respondents fill in himself.

Questionnaire design
Open-ended Dichotomous questions A. Open ended questions: In this question, the respondents answer in his own words. This type of questions is used rarely because it difficult to weight the result. B. Closed ended questions: This questions in which respondents is gives a limited number of alternatives from which he is select the one that most closely matches his opinion or attitude. C. Dichotomous questions: A dichotomous question refers to one. Which offers the respondents a choice between only two alternatives and reduces the issues to its simplest form Close ended Multiple questions

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D.

Multiple questions: A multiple choice question refers to one. Which provides several

set alternatives for its answer. These types of questions are asked are asks on demographic section by the Researcher.

STATISTICAL TOOLS:
The collected data were classified and tabulated and analyzed with some of the statistical tools listed. Percentage analysis and pie graph was used to explain the tabulation clearly Percentage method Percentage refers to a special kind of ratio. Percentages are used in making comparison between two (or) more series of data. Percentage are used to describe relationship. Percentage can also be used to compare the relative terms, the distribution of two or more series of data. Since the percentage reduce everything to a common base and there by allow meaning comparisons to be made. The data collected through questionnaire response method was analyzed in the Following manner:

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Raw data was coded and tabulated The tabulated data was converted into percentage, to show the

percentage of opinion among respondents. Percentage analysis thus involves the simple interpretation/analysis of the various items taken up in the questionnaire on a percentage basis from the data collected. Interpretations of the gaps also include mean scores obtained by the organization. On every aspect/items as calculated.

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Chapter 7

DATA ANALYSIS AND INTERPRETATION

1)

Are you aware of your duties?

This question is included in questionnaire to know the whether the

workers of WCL aware of their duties or not. Sr. No. 1 2 Options Yes No Total No. of Respondnets 39 21 60 Percentage 65% 35% 100%

35%

65%

Yes

No

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From the above table it is found that out of total respondents, 39 respondents i.e. 65% are aware about their duties while 21 respondents i.e 35% of them are not aware. Hence it is found that maximum workers are aware about their duties.

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2)

About interaction and inter-personal skilss This question is included in questionnaire to know the level of inter-

action and inter-personal skills of workers while working plant. Sr. No. 1 2 3 Options Minimal Moderate Extensive Total No. of Respondnets 15 36 09 60 Percentage 25% 60% 15% 100%

15%

25%

60%

Minimal

Moderate

Extensive

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From the above table it is found that out of total respondents, 15 respondents i.e. 25% shows minimal level of ineraction and inter-personal skills, 36 respondnets i.e. 60% shows moderate level while 09 respondents i.e. 25% shows extensive level. The level of ineraction and interpersonal skill is moderate in maximum workers.

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3)

About Autonomy in performing tasks:

This question is included in questionnaire to know the autonomy of

workers while performing their tasks. Sr. No. 1 2 3 Options Minimal Moderate Extensive Total No. of Respondnets 09 39 12 60 Percentage 15% 65% 20% 100%

20%

15%

65%

Minimal

Moderate

Extensive

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From the above table it is found that out of total respondents, 09 respondents i.e. 15% enjoys minimal autonomy while performing their task, 39 respondents i.e. 65% enjoys moderate autonomy while 12 respondents i.e. 20% enjoys extensive autonomy. Hence most of the workers enjoys moderate type of autonomy while performing their tasks.

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4)

Need of Training and Development: This question is included in questionnaire to know that whether

workers in WCL require training and development to achieve their future goals or not. Sr. No. 1 2 Options Yes No Total No. of Respondnets 51 09 60 Percentage 85% 15% 100%

15%

85%

Yes

No

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From the above table it is found that out of total respondents, 51 respondents i.e. 85% said that they need training and development programme to achieve their future goals while remianing 9 respondents i.e. 15% are not in such need. Hence it is found that maximum workers in Whirlpool India Ltd. needs training and development programmes to achieve their future goals.

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5)

Previous Training and Development programs in plant: This question is included in questionnaire to know that whether

workers in WCL gave gone through any training and development programms previously or not. Sr. No. 1 2 Options Yes No Total No. of Respondnets 54 06 60 Percentage 90% 10% 100%

10%

90%

Yes

No

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From the above table it is found that out of total respondents, 54 respondents i.e. 90% of them have gone under training and development program previously but 06 respondents i.e. 10% are not gone under such program. Maximum workers of WCL gone through Training and Development Programms previously.

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6)

Type of Previous Training and Development programs This question is included in questionnaire to know that What type

training and development have they gone through previously. Sr. No. Options 1 2 3 Technical Training Stress Management Work place ethics Total No. of Respondnets 51 03 06 60 Percentage 85% 05% 10% 100%

5%

10%

85%

Technical training

Stress Management

Work Place Ethics

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From the above table it is found that out of total respondents, 51 respondents i.e. 85% gone through Technical Training, 3 respondents i.e. 5% gone through stress management training and 06 respondents i.e. 10% gone through training about the work place ethics. Hence maximum workers in WCL have gone through technical training.

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7)

Type of Training like to get in future This question is included in questionnaire to know that What type

training and development porgram workers of WCL like to get in future.

Sr. No. Options 1 2 Risk Management Self Esteem build up & Self Confidence 3 4 5 Stress management Time Management Work place ethic training Total

Respondents 12 03

Percentage 20% 05%

15 18 12 60

25% 30% 20% 100%

20%

20% 5%

30%

25%

Risk Management Time Management

Self Esteem Build up Work Place Ethics

Stress Management

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From the above table it is found that out of total respondents, 12 respondents i.e. 20% of them like to get risk management training in future, 3 respondents i.e. 5% like to get self esteem build up and self confidence training, 15 respondents i.e. 25% like to get stress management training, 18 respondents i.e. 30% workers like to get time management training while remaining 12 respondents i.e. 20% like to get work place ethic training in future. Hence maximum workers like to get time managment training in future.

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8)

Requirement of other training This question is included in questionnaire to know that What train-

ing requires to workers of WCL Sr. No. Options 1 2 3 Technical Training Computer based training Any other Total No. of Respondnets 36 15 09 60 Percentage 60% 25% 05% 100%

6% 28%

66%

Technical training

Computer Based Training

any other

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From the above table it is found that out of total respondents, 36 respondents i.e. 60% requires technical training, 15 respondents i.e. 25% require computer based training while 9 respondents i.e. 5% of them requires other type of trainings. Hence maximum workers requires technical training.

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9)

Effect of Training and Development Program This question is included in questionnaire to know the effect of train-

ing and development program on workers of WCL Sr. No. Options 1 2 3 Increase knowledge Increase practical skill Increase behavioral skills Total No. of Respondnets 12 33 15 60 % 20% 55% 25% 100%

25%

20%

55%

Increase Knowledge

Increase Practical Skil

skills Increase behavioral Behavirol Skill

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From the above table it is found that out of total respondents, 12 respondents i.e. 20% said that this program have increase their knowledge, 33 respondents i.e. 55% said that their practical skill have been increased while 15 respondents i.e. 25% of them said that training and development programs increased their behavirol skills.

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10)

Staisfaction about Training and Development programs: This question is included in questionnaire to know that whether

workers in WCL are satisfied about training and development porgram or not. Sr. No. Options 1 2 Yes No Total No. of Respondnets 54 06 60 Percentage 90% 10% 100%

10%

90%

Yes

No

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From the above table it is found that out of total respondents, 54 respondents i.e. 90% of them are satisfied about training and development program while 6 respondents i.e. 10% are not satisfied aboput it. Hence maximum workers in WCL are satisfied about Training and Development Porgamms.

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Chapter 8

FINDINGS AND CONCLUSION

The study conducted at WCL Deals with analyzing the training needs of employees of the organization. The present study conclude that majority of the employees are interested in attending training program and most of them agree that they could transfer the learning by implementing new knowledge, skill, ability, and technology that they got from the training program. In general, the company provides a very well designed and widely shared trained policy to its employees. However, there could be improvement in the case of conducting feedback reviews so as to analyze the status of the employees after training.

Conclusion:
1. Employees of the WCL are satisfied with training and development program that increases motivation. 2. Training and Development programs effectively implemented in company reularly. 3. Training and development has increased employees efficiency and that increases productivity of organisation.

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Chapter 9

SUGGESTIONS

1) 2)

Training should be conducted according to the employees needs. Trainer, training place, training method, trainee are the major things that should be considered while conducting the training program

3)

More improvement in latest knowledge should be added in the training program.

4)

The in-house-training programs can be improved by inviting faculties From various business schools and mostly from various private agencies for conducting Training programs for the employee

5)

According to employees perception training program was well designed and functioned in Systematic way was some what extent, it should Be changed, to great Extent.

6)

According to employees perception the facultys performance, was some what good, it should be changed, to great extent.

7)

The employees feedback must be getting in a proper way.

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QUSTIONNAIRE

1) 2) 3) 4) 5)

Employee name: Age : Education : Are you aware of duties? Yes / No

What level of interaction and inter-personal skills does your job require, while working in plant? a) Minimal b) Moderate c) Extensive

6)

To what extent do you enjoy autonomy in performing your tasks? a) Minimal b) Moderate c) Extensive

7)

Do you need training and development to achieve future goals? Yes/No

8)

Are gone under training and development program previously? 1) Yes 2) No

9)

What training have you undergone during the previous years? 1) Technical training 2) Stress management 3) Work place ethics

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10)

What type training do you like to get? 1) Risk Management 2) Self Esteem build up & Self Confidence 3) Stress management 5) Time Management 6) Work place ethic training

11)

Please specify if you require other training : 1) Technical training 2) Computer Based Knowledge Training 3) Any Other

12)

This training will help me in the following ways: 1) Increase Knowledge 2) Increase Practical skill 3) Increase Behavioral skills

13)

Are you satisfied with the training developments programmes conducted in your company? 1) Yes/ No

14)

Your suggestions about training and development training?

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BIBLIOGRAPHY

1)

Personal Management

C. B. Mamoria

2)

Personal Management

Arun Monappa, Mirza S. Saiyadain

3)

Personal Management and Industrial Relations

Surendra Kumar

4)

Personal and Human Resource Management

P. Subba Rao

5)

www.wikipedia.com

6)

www.google.com

7)

www.hrguides.com

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