Beruflich Dokumente
Kultur Dokumente
ON
SUBMITTED
BY
DEEPA.N.
2009-10
ACKNOWLEDGEMENT
It is with profound gratitude that express my sincere thanks to
_________
N.DEEPA
DECLARATION
Bangalore University
I also declare that this project work has not been submitted by me
fully or partially for the award of any degree, diploma, title or recognition
before.
N.DEEPA
CONTENTS
Research Design
Objective of The Study
Research Methodology
Selection of sample size
Sampling techniques
Data collection
Statistical tools used
Limitations of the study
Scope of the study
Data analysis
Conclusions and implications
recommendations
Copy of Questionnaire
Bibliography
THEORITICAL INTRODUCTION
TRAINING
Training and development go hand in hand and are often used synonymously
but there is a difference between them. Training is the process of learning a
sequence of programmed behavior. It is an application of knowledge. It gives
people an awareness of the rules and procedures to guide their behavior. It
intends to improve their performance on the current job and prepares them for
an intended job.
PRINCIPLES OF TRAINING
MOTIVATION
Learning is enhanced when the learner is motivated. Learning experience must
be designed so learners can see how it will help in achieving the goals of the
organization. Effectiveness of training depends on motivation.
FEEDBACK
Training requires feedback. It is required so the trainee can correct his
mistakes. Only getting information about how he is doing to achieve goals, he
can correct the deviations.
REINFORCEMENT
The principle of reinforcement tells the behaviors that are positively reinforced
are encouraged and sustained. It increases the likelihood that a learned
behavior well be repeated.
PRACTICE
Practice increases a trainee’s performance. When the trainees practice actually,
they gain confidence and are less likely to make errors or to forget what they
have learned.
INDIVIDUAL DIFFERENCES
Individual training is costly. Group training is advantageous to the organization.
Individuals vary in intelligence and aptitude from person to person. Training
must be geared to the intelligence and aptitude of individual trainee.
OBJECTIVES OF TRAINING
TO INCREASE PRODUCTIVITY
An instructor can help employees increase their level of performance on their
assignment. Increase in human performance leads to increase in the
operational productivity and also the increase in the profit of the company.
TO IMPROVE QUALITY
Better-trained workers are less likely to make operational mistakes. It can be in
relationship to the company or in reference to the intangible organizational
employment atmosphere.
PERSONAL GROWTH
Employees on a personal basis gain individually from their exposure to
educational expressions. Training programmes give them wider awareness and
skills.
NEED FOR TRAINING
To impart to the new entrants the basic knowledge and skills they need
for definite tasks.
To prevent obsolescence.
Job training: It refers to the training provided with a view to increase the
knowledge and skills of an employee for performance on the job. Employees
may be taught the correct methods of handling equipment and machines
used in a job. Such training helps to reduce accidents, waste and inefficiency
in the performance of the job.
METHODS OF
TRAINING
ON-THE-JOB TECHNIQUES
On the job techniques enables managers to practice management skills, make
mistakes and learn from their mistakes under the guidance of an experienced,
competent manager. Some of the methods are as:
Job rotation for managers usually involves temporary assignments that may
range from several months to one or more years in various departments, plants
and offices. Job rotation for trainees involves several short-term assignments,
that touch a variety of skills and gives the trainees a greater understanding of
how various work areas function.For middle and upper level management, it
serves a slightly different function. At this stage, it involves lateral promotions,
which last for one or more years. It involves a move to different work
environment so that manager may develop competence in general
management decision-making skills.
• Coaching:
The trainee is placed under a particular supervisor who functions as a coach
in training the individual. The supervisor provides the feedback to the trainee
on his performance and offers him some suggestions for improvement. Often
the trainee shares some duties and responsibilities of the coach and relives
him of his burden. A drawback is that the trainee may not have the freedom
or opportunity to express his own ideas.
• Committee assignments:
Here in, a group of trainees are given and asked to solve an actual
organizational problem. The trainees solve the problem jointly. This develops
team work and group cohesiveness feelings amongst the trainees.
OFF-THE-JOB TRAINING
It includes anything performed away from the employee’s job area or
immediate work area.
• IN HOUSE PROGRAMMES
These are conducted within the organizations own training facility; either
by training specialists from HR department or by external consultant or a
combination of both.
• OFF-SITE PROGRAMMES
It is held elsewhere and sponsored by an educational institution, a
professional association, a government agency or an independent training
and development firm. The various off- the- job-training programmes are as
follows:
• Vestibule training: Herein, actual work
conditions are simulated in a classroom. Material, files and equipment those
are used in actual job performance are also used in training. This type of
training is commonly used for training personnel for clerical and semiskilled
jobs. The duration of this training ranges from few days to a few weeks.
Theory can be related to practice in this method.
• Role-playing: It is defined as a method of
human interaction that involves realistic behaviour in imaginary situations.
This method involves action doing and practice. The participants play the
role of certain characters, such as production manager, HR manager,
foreman, workers etc. This method is mostly used for developing
interpersonal interactions and relations.
• Lecture method: The lecture is a traditional
and direct method of instruction. The instruction organizes the material and
gives it to the group of trainees in the form of a talk. To be effective, the
lecture must motivate and create interest among the trainees. An advantage
of this method is that it is direct and can be used for a large group of
trainees.
• Conference or discussion: It is a method in
training the clerical, professional and supervisory personnel. It involves a
group of people who pose ideas, examine and share facts and data, test
assumptions and draw conclusions, all of which contribute to the
improvement of job performance. It has an advantage that it involves two-
way communication and hence feedback is provided. The participants feel
free to speak in small groups. Success depends upon the leadership qualities
of the person who leads the group.
• Programmed instruction: This method has
become popular in recent years. The subject matter to be learned is
presented in a series of carefully planned sequential units. These units are
arranged from simple to mere complex levels of instructions. The trainee
goes through these units by answering questions or filling the blanks. This
method is expensive and time consuming.
EXECUTIVE DEVELOPMENT PROCESS
Executives are the people who shape the policies, make the decisions and see
their implementation in any business organization. They are the president, the
vice-president, the managing director, works manager, plant superintendent,
controller, treasurer, office managers, engineers, directors of functions such as
purchasing, research, personnel, legal, marketing etc.
Executive development may be stated as the application of planned efforts
for raising the performance standards of high level managers, and for improving
the attitudes and activities that enter into or influence their work and their work
relations.
Following are the steps, which are involved in the development process of
executives:
OBJECTIVES
The first and foremost step is to define the long- term objectives of training and
development of executives.
STRENGTH AND WEAKNESS
An inventory of managers is taken with special focus on their strength in terms
of managerial skills and other attributes. Their unique capabilities, specialist
knowledge and achievements are listed down against each. A comparison with
the requirement of the organization will bring the gap in knowledge and skills of
existing executive. This is the weakness.
LONG- RANGE PLANS
Here the management prepares long-term training and development plans for
their executives, which include the annual training targets, the annual budgets
and the specific area of training.
SHORT- TERM PROGRAMME
This programme specify the duration, starting time, ending time, number of
executives being trained, identify the resources etc.
IMPLEMENTATION
The training programme envisaged before is put into operation. The actual
training is initiated by proper timetable and other arrangements.
EVALUATION
In this step, the effectiveness of the executive training programme is evaluated
by measuring the improved performance of executives who underwent the
programme, on their job. There are various criteria of measuring effectiveness
such as validity, reliability etc.
In job-related training, the objective is to train people for specific job skills so
that their productivity may increase. Evaluation can be done either to the direct
criterion of increase in output or to the indirect criteria of decrease in cost,
breakage or rejects. Even more indirect are measures that point out changes in
absenteeism or turnover.
The most difficult problems of evaluation lie in the area of human relations skill
training, which is given to the supervisors and middle- level managers.
Supervisory and managerial training programmes are, for this reason, less
amenable to objective review procedures. Much subjectivity enters into
evaluations of these programmes, since exact standards and criteria are hard to
devise.
COMPANY PROFILE
HAL AN OVER VIEW
MISSION
VALUES
CUSTOMER SATISFACTION
We are dedicated to building a relationship with our customers where we
become partners in fulfilling their mission. We strive to understand our
customers ' needs and to deliver products and services that fulfill and exceed
all their requirements.
Today, HAL has 19 Production Units and 9 Research and Design Centres in
7 locations in India. The Company has an impressive product track record - 12
types of aircraft manufactured with in-house R & D and 14 types produced
under license. HAL has manufactured over 3550 aircraft , 3600 engines and
overhauled over 8150 aircraft and 27300 engines.
HAL has been successful in numerous R & D programs developed for both
Defence and Civil Aviation sectors. HAL has made substantial progress in its
current projects:
HAL has played a significant role for India's space programs by participating in
the manufacture of structures for Satellite Launch Vehicles like
Apart from these seven, other major diversification projects are Industrial
Marine Gas Turbine and Airport Services. Several Co-production and Joint
Ventures with international participation are under consideration.
HAL has won several International & National Awards for achievements in
R&D, Technology, Managerial Performance, Exports, Energy Conservation,
Quality and Fulfillment of Social Responsibilities.
• At the National level, HAL won the "GOLD TROPHY" for excellence in
Public Sector Management, instituted by the Standing Conference of
Public Enterprises (SCOPE).
The Company scaled new heights in the financial year 2006-07 with a turnover
of Rs.7,783.61 Crores
Su 30 MKI
EJECTION SEAT
Jaguar International
Major Features
Exports :
HAL in India
Corporate Office
• Bangalore
Liaison Offices
• Mumbai
• Delhi
• Chennai
• Vishakapatnam
• Manufacturing Units
• Bangalore
• Hyderabad
• Lucknow
• Korwa ( UP)
• Koraput (Orissa )
• Kanpur
• Nasik ( Maharashtra)
Design Centers
• Bangalore
• Hyderabad
• Nasik.
• London
• Moscow
FINANCIAL HIGHLIGHTS
Rupees in Crores
2007- 2008-
Particulars Growth over Previous Year
08 09
Sales 8625 10373 20.27%
VOP 8791 11811 34.35%
Profit before
2164 2335 7.90%
tax
Profit after
1632 1740 6.62%
tax
Gross Block 2255 2638 16.98%
HAL follows the philosophy to establish and build a strong performance driven
culture with greater accountability and responsibility at all levels. To that extent
the Company views capability as a combination of the right people in the right
jobs, supported by the right processes, systems, structure and metrics. The
Company organizes various training and development programmes, both in-
house and at other places in order to enhance the skills and efficiency of its
employees. These training and development programmes are conducted at
various levels for officers.
TRAINING IN HAL
HAL provides training to all its employees as per the policy of the organization.
The Training needs as identified in the PAR are recorded by the HRD
Department and necessary action is taken for imparting the identified training.
IMPARTING OF TRAINING
Actual training is imparted with the help of in-house and outside agencies. The
selection of these agencies is done on the basis of reputation; programmes
offered by them, past experience and feedback received from the earlier
participants.
Training is also imparted by nominating the concerned employee for an external
training programme. All records of the training are maintained at branch as per
Record of Training in the Personnel folder and the same is intimated to the
Executive Office Personnel through the Monthly Personnel Report.
FEEDBACK
A feedback is taken from the participants through a questionnaire on the
programme and their impressions in order to further improve upon the same.
There are three such questionnaires available and one of these is used
depending upon the nature of the training programme and the level of
participants. Also, a person from the personnel department sits through the
final session of the programme and takes the verbal feedback about the
programme.
INDUCTION TRAINING
This is carried out as the very first step for any new entrant into Company. The
department prepares a schedule for the employee as per which he is required
to spend specific time in each department. During such period, he is reporting
to the respective department head. The objective of the induction programme is
to familiarize the participant to the function of different department. The copies
of the same are sent to the General Manager and all concerned. At the end of
the induction, the trainee has to submit a report to the Personnel Department.
Accordingly, 50 officers have been selected at random from all the departments
of the organization and feedback forms (questionnaire) have been obtained.
The data has been analyzed in order to arrive at present training practices in
the organization.
SAMPLING TECHNIQUE USED
The technique of Random Sampling has been used in the analysis of the data.
Random sampling from a finite population refers to that method of sample
selection, which gives each possible sample combination an equal probability of
being picked up and each item in the entire population to have an equal chance
of being included in the sample. This sampling is without replacement, i.e. once
an item is selected for the sample, it cannot appear in the sample again.
DATA COLLECTION
To determine the appropriate data for research mainly two kinds of data was
collected namely primary & secondary data as explained below:
PRIMARY DATA
Primary data are those, which were collected afresh & for the first time and thus
happen to be original in character. However, there are many methods of
collecting the primary data; all have not been used for the purpose of this
project. The ones that have been used are:
Questionnaire
Informal Interviews
Observation
SECONDARY DATA
Secondary data is collected from previous researches and literature to fill in the
respective project. The secondary data was collected through:
Text Books
Articles
Journals
Websites
Pie Charts
Tables
DATA ANALYSIS
1) How many training programmes have you attended in last 5 years?
No. of No. of Respondents % of Responses
Programmes
0-5 20 40%
6-10 12 26%
10-15 10 20%
More than 15 8 15%
Total 50 100%
INTERPRETATION
45% of the officers have attended 6-15 training programmes in the last 5 years,
which is an indication of an effective training policy of the organization.
However, 40% of the officers have attended only 0-5 training programmes,
which needs to be evenly monitored by the organization.
2) The programme objectives were known to you before attending it.
35% of the respondents moderately agree to the fact of knowing the training
objectives beforehand, in addition to 25% who strongly agree. But a small
population disagrees as 20% strongly disagree to this notion. Training
objectives should therefore be made known compulsorily before imparting
training in the organization.
70% of the respondents feel that the training programmes were in accordance
to their developmental needs. 15% respondents could not comment on the
question and 15% think that the programmes are irrelevant to their
developmental needs and the organization must ensure programmes that
satisfy the developmental needs of the officers.
52% respondents feel that the time limit of the training programme was
adequate but 25% feel that it was insufficient. Also, 21% could not comment on
the question. All the respondents though felt that increase in time limit of the
programmes would certainly be beneficial and the organization should plan for
this to be implemented in the near future.
5) The training methods used during the training were effective for
understanding the subject.
Options No. of Respondents % of Responses
Strongly agree 10 20%
Moderately agree 20 40%
Can’t Say 8 15%
Moderately Disagree 7 15%
Strongly Disagree 5 10%
Total 50 100%
INTERPRETATION
40% of the respondents believe that the training methods used during the
programmes were helpful in understanding the subject, yet 25% disagree to
this notion. The organization should use better, hi-tech methods to enhance the
effectiveness of the methods being used during the training programmes.
65% respondents believe that the training sessions were exciting and a good
learning experience. 10% respondents could not comment on this while 25%
differ in opinion. They feel that the training sessions could have been more
exciting if the sessions had been more interactive and in line with the current
practices in the market.
7) The training aids used were helpful in improving the overall
effectiveness of the programme.
Options No. of Respondents % of Responses
Strongly agree 10 20%
Moderately agree 12 25%
Can’t Say 18 35%
Moderately Disagree 7 15%
Strongly Disagree 3 5%
Total 50 100%
INTERPRETATION
40% of the respondents believe that the training aids used were helpful in
improving the overall effectiveness, yet 20% disagree to this notion. 35%
respondents did not comment on the issue. Yet the total mindset of the
respondents was that the organization should use better scientific aids to
enhance the presentation and acceptance value of the training programme.
45% respondents believe that the training programmes increase their job
efficiency but 35% disagree to this. The view of the respondents were towards
having more technological and current topics for the training programmes
which could help them satisfy their creative urge and simultaneously increase
their on-the-job efficiency.
25% respondents have the opinion that the frequency of the training
programmes is sufficient but 50% of the respondents differ to this. They believe
that the number of training programmes organized in a year should be
increased and some in house training programmes should also be organized by
the organization regularly.
10) Please suggest any changes you would like to have in the existing
training programmes.
The major suggestions for changes in the existing training programmes are as
follows:-
The frequency of the training programmes organized in a year should be
increased.
The duration of the training sessions should be amplified.
New programmes for personal as well as professional development of the
officers should be developed.
Officers should be referred for the training programmes as per their
developmental needs.
The training programmes should be organized outside the office in order
to avoid disturbance in the work.
Some training sessions should also be organized in house for the officers
who find it difficult to attend them if held outside the office premises.
Better presentation technologies should be used in order to increase the
effectiveness of the programmes.
The course curriculum for the training programmes should be current in
terms of the new developments in the world.
10) How many training programmes have you attended during the last
year?
35% of the workers have attended 3-8 training programmes in the last year,
which is the clue of a useful training policy of the organization. However, 62% of
the workers have attended only 0-2 training programmes, which should be
effectively seen by the organization. Also, every worker should be given
chances to attend as many training programmes as possible.
11) The training given is useful to you.
Options No. of Respondents % of Responses
Strongly agree 24 47%
Moderately agree 12 24%
Can’t Say 6 13%
Moderately Disagree 6 13%
Strongly Disagree 2 3%
Total 50 100%
INTERPRETATION
71% of the respondents feel that the training programmes were useful. 13%
respondents could not comment on the question and 16% think that the
programmes were irrelevant to their objective of being useful. The organization
must ensure programmes that are useful and prove to cater to the
developmental needs of the workers.
65% respondents feel that the increase in the duration of the training
programmes would be beneficial but 25% differ to this opinion. Going by the
majority, the organization should make required changes to increase the
duration of the programmes and also take the opinion of the workers to have an
effective training session.
15) The training aids used were effective in improving the overall
effectiveness of the programme.
moderately
agree
23%
INTERPRETATION
72% respondents feel that participative and interactive training session could
provide more awareness and knowledge in a small span of time as compared to
classroom teaching. 13% respondents could not comment on this and 15%
disagree to it.
18) Please suggest any changes you would like to have in the
existing training programmes.
The major suggestions for changes in the existing training programmes are as
follows:-
The workers were of the opinion that external faculty should be appointed
for the training programmes.
The period of the training sessions should be augmented.
The rate of the training programmes organized in a year should be
increased.
Every one should get a chance to attend the training programmes.
Documentaries and other films relating to issues of motivation, team
building should be screened.
Practical examples should be used to make things easy to understand
during the training sessions.
Better technological aids and methods should be used to make the
training sessions exciting.
CONCLUSIONS & IMPLICATIONS
Based on the data collected through the questionnaire and interactions with the
Officers of HAL the following recommendations are made for consideration:
The organization may utilize both subjective and objective approach for the
training programmes.
The organization may consider deputing each employee to attend at least
one training programmes each year.
The In-house training programmes will be beneficial to the organization as
well as employees since it will help employees to attend their official work
while undergoing the training.
The organization can also arrange part time training programmes in the
office premises for short durations, spanning over a few days, in order to
avoid any interruption in the routine work.
The organization can arrange the training programmes department wise in
order to give focused attention towards the departmental requirements.
BIBLIOGRAPHY
Thanking you
Yours Faithfully
N.Deepa
NAME :
DESIGNATION :
QUALIFICATION :
EXPERIENCE :
16) The number of training programmes organized for workers in a year are sufficient.
Strongly agree
Moderately agree
Can’t Say
Moderately Disagree
Strongly Disagree
17) The participation of workers in training programme would help increase its
effectiveness.
Strongly agree
Moderately agree
Can’t Say
Moderately Disagree
Strongly Disagree