Beruflich Dokumente
Kultur Dokumente
ON
TRAINING AND DEVELOPMENT
IN
LG ELECTRONIC India Pvt. Ltd.
Reg.No.:-1411030349
Roll No:- 25844
A summer trainees life is never easy. Often viewed as an overtly inquisitive outside,
he/she is believed to be more of a hindrance than an asset by many organizations. The
industry guide who is often a middle level manager finds little time to spend with the
trainee amidst his/her heavy schedule of tasks, deadlines to meet and BOSSES to
lease. However I did not have any horrid time tanks to my institution and industry
guide.
Many people were instrumental in enabling me to complete and compile this project
on time and as I reflect on the most fulfilling times of my life, it is a moment for me
to extend my deed sense of gratitude, respect and sincere thanks to all those who
extended their help and gave guidance to me at every stage of my project.
I would acknowledge and humbly thank the management of the Organization for
providing me with resources like internet, books, journals, etc to facilitate my learning
on this topic.
Last but not the least, my appreciation goes to my family and my friends who
believed in my capabilities and encouraged me during this project.
PREFACE
In the global and competitive area, all business activity needs are more superior and
enhanced technology
The LG Industry has grown tremendously in past few year. In the present scenario the
industry has become more consumers oriented.
So it was a great pleasure to contribute to the dynamic field of LG Industry. The study
of Network cost gives management extra edged to stand in the cut throat competition.
Network cost is something controllable where Management can do a lot and try to
delight the ultimate customer. Also it has a great significance role for organization to
evaluate its Policy and enhanced their position in the market. This report tries to look
in the relationship between organization-vendor, organization-customer, which is as
important system as nerve system in human body. The Network cost study was carried
out at noidaoffic with the help of many senior mentors who are presently working in
the organization.
TABLE OF CONTENTS
3 Review of Literature
4 Research Methodology
A- Objectives of the study
B- Scope of the study
C- Research Design
D- Limitations of the study
5 Data Analysis and Interpretation
6 Conclusions & Suggestions
7 Bibliography
8 Annexure
CHAPTER NO.1
MEANING
Meaning of training
According to Edwin B.Flippo, Training is the act of increasing the knowledgeand
skill of an employee for doing a particular job.
Meaning of development
According to Edwin B.Flippo, Management development includes the process by
which the managers and executives acquire not only skill and competency in their
present jobs but also capabilities for future managerial tasks of increasing difficulty
and scope.
2. Less supervision- A well trained employee will be well acquainted with the
job and will need less of supervision. Thus, there will be less wastage of time
and efforts.
3. Fewer accidents- Errors are likely to occur if the employees lack knowledge
and skills required for doing a particular job. The more trained an employee is,
the less are the chances of committing accidents in job and the more proficient
the employee becomes.
Any training and development programme must contain inputs which enable the
participants to gain skills, learn theoretical concepts and help acquire vision to look
into the distant future.
Skills
Training, as was stated earlier, is imparting skills to employees. A worker needs skills
to operate machines, and use other equipments with least damage or scrap. This is
a basic skill without which the operator will not be able to function. There is also the
need for motor skills. Motor skills refer to performance of specific physical activities.
Education
The purpose of education is to teach theoretical concepts and develop a sense of
reasoning and judgment.
Development
Another component of a training and development is development which is less skill
oriented but stressed on knowledge. Knowledge about business environment,
management principles and techniques, human relations, specific industry analysis
and the like is useful for better management of the company.
Ethics
There is need for imparting greater ethical orientation to a training and development
programme. There is no denial of the fact that ethics are largely ignored in businesses.
Unethical practices abound in marketing, finance and production function in an
organization.
Attitudinal Changes
Attitudes represent feeling and beliefs of individuals towards others. Attitude affects
motivation, satisfaction and job commitment. Negative attitudes need to be converted
into positive attitudes. Changing negative attitudes is difficult because;
1. Employees refuse to changes
2. They have prior commitments
3. And information needed to change attitudes may not be sufficient
Nevertheless, attitude must be changed so that employees feel committed to the
organization, are motivated for better performance, and derive satisfaction from there
jobs and the work environment
(ii) The training techniques are related directly to the needs and objectives of the
organization.
Need of Training
Individual level
4. Implement Programs
After the selection of an appropriate method, the actual functioning takes
place. Under this step, the prepared plans and programs are implemented to
get the desired output. Under it, employees are trained to develop for better
performance of organizational activities.
5. Evaluate Program
It consists of an evaluation of various aspects of training in order to know
whether the training program was effective. In other words, it refers to the
training utility in terms of effect of training onemployes' performance.
6. Feedback
Finally, a feedback mechanism is created in order to identify the weak areas in
the training program and improve the same in future. For this purpose,
information relating to class room, food, lodging etc. are obtained from
participants. The obtained information, then, tabulated, evaluated, and
analyzed in order to mark weak areas of training programs and for future
improvements.
1. Training means learning skills and knowledge for 1. Development refers to the growth
doing a particular job and increases skills required for of an employee in all respects. It is
a job. more concerned with shaping the
2. Training generally imparts specific skills to the attitudes.
employees.
2. Development is more general in nature
3. Training is concerned with maintaining and and aims at overall growth of the
improving current job performance. Thus, it has a executives.
short-term perspective. 3. Development builds up
competences for future performance
4. Training is job centered in nature. and has a long-term perspective
5. The role of trainer or supervisor is very important in
training. .
4. Development is career-centered in
nature.
COMPANY PROFILE
INTRODUCTION
India is the fifth largest economy in the world and has the second largest gross
domestic product among the emerging economies. Owing to its large population, the
potential consumer demand is ever increasing and consequently under appropriate
conditions, strong growth performance can be expected. The liberalization of the
Indian economy that began in 1991 has started changing regulatory, financial, and
monetary policies leading to a higher pace of growth. The software industry in India
is already a world leader. The electronics industry is likely to follow.
In India, the demand of video products, such as color televisions (CTVs), VCD/DVD
players, and set-top boxes account for 90% of the consumer electronic market. Easy
availability of finance is an important factor driving growth for consumer electronics
market. Some companies are also taking advantage of this factor by teaming up with
banks to offer attractive loan schemes to consumers. According to suppli projects
(India market intelligent service), consumer electronics industry in India is growing at
a compounded annual growth rate (CAGR) of 11%.The electronic industry in India
constitutes just 0.7 % of the global electronic industry. Hence it is miniscule by
international comparison. However the demand in the Indian market is growing
rapidly and investments are flowing in to augment manufacturing capacity. India
however remains a major importer of electronic materials, components and finished
equipment amounting to over US$12 Billion in 2005. This is not a desirable situation
and local manufacturing has to keep pace with growing local demand. The output of
the Electronic Hardware Industry in India is worth $11.6 Billion at present. The
breakup of production in various segments the industry is as shown below:
India is also an exporter of a vast range of electronic components and products for the
following segments -
1) Display technologies
2) Entertainment electronics
3) Optical Storage devices
4) Passive components
5) Electromechanical components
6) Telecom equipment
7) Transmission & Signaling equipment
8) Semiconductor designing
9) Electronic Manufacturing Services (EMS)
The Indian Electronics Industry is slated to grow at an amazing pace for years to
come. According to a study by Ernst and Young titled India: The Hardware
Opportunity" the Indian hardware industry has the potential to achieve revenues of
$62 billion by 2010, wherein the domestic market will account for $37 billion and
exports for another $25 billion. India is the fourth largest economy in the world, its
consumption of electronics goods recorded at $12 billion in 2003 is anticipated to
grow at a startling pace. The population of India exceeds a billion, and according to
iSuppli, the nation is projected to have a gross domestic product (GDP) growth rate of
6 percent in 2005. With the growth of the Indian middle class and the income levels,
electronics industry (the hardware industry) is slated to grow at record levels.
In accordance with the study, the main challenge for the industry lies in the
orientation and path it takes in the years to come. The domestic Indian industry is
growing at rapid pace and to grow six-seven fold in six years is an ideal situation but
very challenging. The exports are targeting mostly the new areas of hardware
manufacturing. The contract manufacturing industry all over the world is slated to
grow to $ 500 billion by 2010 and the report suggests that India might corner $11
billion of the market, a mere 2.2%. The rest of the revenue will come from other
activities such as designing and related exports plus components exports. Depending
on the outlook, analysts have been pessimistic and optimistic on this report, whereby
the optimists are looking beyond the sales figures quoted here. Though China is slated
to pick up chunk of the share for contract manufacturing, India is also fast emerging
favorite amongst the FDIs as a target destination. Though China is the favorite India is
closing in on number three for 2004 plus India is favored for its high tech prowess and
it has already cornered a major chunk of the software contracting work. But before we
get too optimistic on Indias potential, there are some bottlenecks that have to be
taken care by EnterpriseIndia if it wants to succeed.SaysVinayDeshpande, president
of MAIT, There are four key steps which we need to take to make India a
manufacturing-friendly country. Firstly, market India as a hardware destination and
build a brand akin to software. Making India manufacturing friendly through
improvements in infrastructure and logistics should follow this. We should also
emphasize on design and innovation through the development of Indian solutions for
Indian needs. All these initiatives need to be backed up by the government with
adequate funds. But the investment requirements to realize potential opportunities
are expected to be about $9 billion and Indias track record in attracting Foreign
Direct Investments (FDI) is not something India can boast of. But to see whether
India becomes a major exporter of electronic components, in a league that will be
headed by none other than most attractive FDI destination, China, all depends on their
ability to improve infrastructure and attract the required capital investments through
FDIs.Major challenges facing the Indian electronic manufacturing market are an
infrastructure that needs to be improved at the earliest possibility, easing of foreign
investment procedures, which is underway, and a restructured government tariff that
now makes domestically manufactured goods more expensive than imported goods
with zero tariff, says Bryan Wang, In-Stat analyst.
OVERVIEW OF LG AS AN ORGANISATION
ones clothes. All the products offered by the company have unique technologies,
developed by its R&D departments that give customers a healthier environment to
live-in.The year 2012 witnessed LG becoming the fastest growing company in the
consumer electronics, home appliances and computer peripherals industry. The
company had till the month of October 2012 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
appliances industry. Having achieved this milestone, LG achieved another benchmark
with the first ever sales of One Lakh ACs (Windows and Splits) in a calendar
year.InColour Televisions having set the sales target of one million units of Colour
Televisions for 2006, LG has already achieved the one million mark in the month
ahead of its target. In 2012, LG has emerged as the leader in Colour Televisions, Semi
Automatic Washing Machines, Air Conditioners, Frost-Free Refrigerators and
Microwaves Ovens. In the year 2012, LGEIL achieved unprecedented sales efficiency
both in Direct Cool and Frost Free segment and sold more than 1 million units of
refrigeratorsoutperformingindustexpectation.LG India has also been taking on a slew
of initiatives as a part of Corporate Social Responsibility. LGEIL is proud to have
adopted about 24 villages around our Greater Noida facility. LG extends Free Medical
Care, which comprises of free check ups and a free distribution of medicines on a
daily basis. LGEIL is also generating self-employment opportunities for the people in
the form of tailoring, knitting etc. in addition to all this, LG also sends veterinary
doctors regularly to these villages. Besides all this, LG India is one of the very few
companies in the country that has an internal Energy, Environment, Safety and Health
Department. This function caters to activities like Energy Conservation,
Environmental Issues, Work Place Fire and Safety as well as Occupational Health for
the benefit of the employees.
LGs vision is to bring the smiling face to every home cross the globe.
The smiling face logo symbolizes five key concepts world, future, youth Human and
Technology. LG believes that an effective combination of these elements for the
organization. LGE has been exploring ways to develop, combine, apply technologies
that would customize products and services to meet customer needs and exceed their
expectations LGE is performing this task by identifying its focus on R&D centers.LG
Electronics vision for the 21st century is to become a true global digital leader
through fast growth and fast innovation and to be known as a company who can make
its worldwide customers happy through its innovative digital products and services.
LG Electronics has set its mid-term and long-term goal to rank among the top 3
electronics, information, and telecommunication firms in the world by 2010. We aim
to utilize our core capabilities of product leadership, market leadership and people
leadership and enhance our corporate culture of team work and fun workplace to
achieve our mission of becoming "2 by 10", that is, double our sales volume and
profit by year 2010.
PROBLEMS OF THE ORGANISATION IN RESPECT OF
TRAINING NEEDS
The training department of the Company is confronted with the following problems:
SWOT ANALYSIS
The SWOT analysis of the company refers to the strengths & weaknesses inherent in
the organization & the opportunities & threats faced by them from the environment,
internal as well as external. This analysis is the foundation stone of the strategic
planning process as well as short-term plans needed to attain the strategic objective of
the organization. The analysis has been done in order to have a better understanding
of the organization. The information given by the organization has been used to carry
out the analysis. The strengths, weaknesses, opportunities & threats identified are
enumerated as follows:
STRENGTHS:
3. High quality product with competitively low prices with proven results.
4. In terms of training needs, the Company deputes its officers and staff regularly
on various training programmes.
WEAKNESSES:
1. Limited product exports.
2. Limited product portfolio.
3. In terms of training needs, the Company does not have systematic training
policies.
OPPURTUNITIES:
1. Vast market for the exports.
THREATS:
1. Severe competition from the existing competitors.
REVIEW OF
LITERATURE
INTRODUCTION
Training is one of the processes required to turn new members of an organization into
productive insiders.
Training is the international act of providing means for learning to take place.
Proctor and Thornton
Training enables employees to demonstrate new concepts, build skills, solve difficult
interpersonal relationship and technical problems or gain insight into behavior
accepted as the way things are. A key assumption of training is that by giving
employees skill and insight for identifying and defining organizational problems,
individual will have greater capacity to change unproductive and unsatisfying
organizational structures and processes. It is a catalytic process that depends largely
on the abilities of informed and skilled members to develop their tools for charge.
However, the individual abilities must be simultaneously supported by organizational
accountability so that, participants use their abilities to the hilt to learn from the
training programmes and transfer those learning to the workplace and is technically
termed as the transfer of training effects. It is basically the process of increasing the
knowledge and skills for doing a particular job; an organized procedure by which
people gain knowledge and skill for a definite purpose.
TRAINING
Acc to FLIPPO,
Training is the act of increasing the knowledge and skill of an
employee for doing a particular job.It is a short-term educational process and
utilizing a systematic and organized procedure by which employees learn technical
knowledge and skills for a definite purpose.Training refers to the organizations
efforts to improve an individuals ability to perform a job or organizational role. It can
be defined as a learning experience in which it seeks a relative permanent change in
an individual that would improve his ability to perform the job.
Training and development go hand in hand and are often used synonymously
but there is a difference between them.
Development is a related process. It covers not only those activities, which improve
job performance, but also those, which bring about growth of the personality. It helps
individual in the progress towards maturity and actualization of potential capabilities
so that they canbecome not only good employees but better human beings.
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 trainees 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.
Obsolescence prevention
Training and development programmers foster the initiative and creativity of
employees and can help prevent manpower obsolescence.
Personal growth
Employees on a personal basis gain individually from their exposure to educational
expressions. Training programmers give them wider awareness and skills.
1. To impart to the new entrants the basic knowledge and skills they need for
definite tasks.
2. To assist employees to function more effectively in their present positions by
exposing them to new concepts.
3. To build a line of competent people and prepare them to occupy more
responsible positions.
4. To reduce the supervision time, wastage and spoilage of new material.
5. To reduce the defects and minimize the industrial accidents.
6. To ensure the economical output of the required quality.
7. To prevent obsolescence.
8. To promote individual and collective morale, responsibility and cooperative
attitudes etc.
TYPES OF TRAINING
PROCESS OF TRAINING
Data Gathering/
Data Gathering
Evaluation
This model reveals some of the biases, beliefs and philosophies concerning how
training should be conducted in an organization.
METHODS OF TRAINING
METHODS OF
TRAINING
On-the-job techniques
Off-the-job training
It includes anything performed away from the employees job area or immediate work
area. Two broad categories of it are:
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 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.
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.
Objectives
The first and foremost step is to define the long- term objectives of training and
development of executives.
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.
- No Measurement
- Subjective Measures
- Qualitative Measures
- Objective Measures
The first group, in which no real measurement occurs, includes activities undertaken
as an Act of Faith, where no form of measurement is attempted, such as initiatives
to improve communications in organization, which seem to make people feel good
and appear to have worked in some intangible manner.
Context Evaluation: Obtaining and using information about the current operational
context i.e. about individual difficulties, organizational deficiencies etc. in practice,
this mainly implies the assessment of training needs as a basis for decision. This
involves:
Examining the expectations and perceptions of the people.
Examining whether the training needs were accurately identified.
Putting the specific training event in the wider context of other training activities.
Establishing whether the trainers enjoyed the confidence of the trainees and
whether the latter are comfortable with the level and focus of the training.
Input Evaluation: Determine using factor and opinion about the available human and
material training resources in order to choose between alternative training methods.
This involves:
Establishing the adequacy of the resource base and its cost.
Considering the choice and effectiveness of the training methods and techniques.
Identifying the numbers who successfully completed the program compared with
those who started and draw appropriate inferences.
Establishing whether the trainers were perceived to be credible as far as the
trainees are concerned.
Establishing whether the psychological and emotional climate of learning was
appropriate.
Reaction Level: It measures the reactions of the trainees to the content and
methods of the training, not the trainer, and to any other factors perceived as
relevant. It determines what the trainee thought about the training.
Learning Level: It measures the learning attitude of the trainees during the
learning period. It collects information that did the trainees learn what was
intended.
Job Behaviour Level: The job behaviour of the trainees in the work environment
at the end of the training period i.e. did the training got transferred to the job?
Effect on the Department: Has the training helped the trainees in improving the
departments performance?
The Ultimate Level: It measures that has the training affected the ultimate well
being of the organization in terms of the business objectives.
TRAINING PROGRAMMES IN LG
LG 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.
Pollution
8 Bearing Maintenance 1 day 1 Officer
technology
9 Good Auditing Practices 1 day 1 Manager
10 HACCP/GMP/GHP 2 day 4 Officers
11 Occupational health and 2 day 1 Officer
safety
12 Sales training programme 3 days 3 Sales territory
Incharge
13 Assessment centre 2 days 16 Officers
14 Landmark Forum Programme 3 days 7 Managers,
officers
15 Excellence in Manufacturing 2 days 3 Officers
by eliminating stock-outs
16 XIV training programme 4 days 4 Officers
17 Occupation and health 2 days 1 Officer
18 Training for INKJET printer 4 days 7 Managers,
officers
VARIOUS TRAINING PROGRAMMES ORGANISED FOR THE WORKERS IN
LG:-
LG provides training to all its employees as per the policy of the organization.
Identification of Needs
Imparting Training
Feedback
Induction Training
Training Effectiveness
Management Staff
The Performance Appraisal form of the organization has a section in which the
training and development needs are filed up. The person whom the concerned
employee is reporting fills the Performance Appraisal form annually. Such person
may be a branch head or department head.
Identification of training need is done at the Executive Office (EO) level for the
managers through the Performance Appraisal forms annually and the records are
maintained at the Executive Office. Managers are nominated for the various training
courses by the Executives Office. Managers may also be nominated to certain
training programmes from the branch if the subjects covered are found to be of
interest or if they offer a learning opportunity in some emerging areas of knowledge.
Training needs for the department through their Performance Appraisal forms
identifies the officers, which are filled in by the department head. The Performance
Appraisal forms thus give the emerging training needs. This exercise is carried out
annually.
This together gives the consolidated system of needs that is prepared by the Personnel
Officer and approved by the Department Head.
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
INDUCTION TRAINING
Workers
In the case of a new entrant, he is called in General shift for 2 days for training under
a senior worker to familiarize him with the welfare facilities like card punching,
canteen, public conveniences, rules and regulations, standing orders, shift timings,
spell outs, medical facilities, leave procedures etc. After two days of training, he is
deployed in the concerned department. The Personnel Officer organizes this.
TRAINING EFFECTIVENESS
For each training programme conducted in-house for LG Delhi branch personnel, a
training brochure is developed.
- Programme objectives: Need of the training and what are the objectives that this
training aims to achieve, what likely outcomes are expected to come out of impact
of this training.
- Programme content: Topics being covered during the training.
- Methodology adopted.
- Programme faculty.
- Personnel to be covered.
- Training methodology.
- Training effectiveness criteria and scale.
A person gets nominated for the training programme in the following two ways:
a) Training programme flowing from the training needs
b) Training programme for testing out the training/ increased awareness/ general
information/ omnibus training types etc.
1. Functional: The outcome of the training is measured by comparing the data pre-
training and post-training. A scale is developed for measuring the effectiveness of
training based on the % achievement of the objectives.
2. Behavioral: The effectiveness of the training of this nature is measured annually.
This is seen through the training need identification for the coming year for the
employee. If the training need is repeated there, then the training provided is taken
as ineffective. If the training need is repeated but with focus on a part of the need,
then the training is partially effective. If not repeated, then the training is effective.
3. General: These are the training needs flowing directly from the organizational
needs. Examples of these can be ISO 9000 training, ISO 14000 training and any
awareness training. These are omnibus training programmes, which are run for a
large number of employees.
TRAINING OF AN OFFICER
Identification
of
Training needs Approval from the Personnel Department
Consolidation
of Annual
Training needs Training
Budget
Annual Imparting
Training Training
Calendar
Identification
Organizational Thrust Of Annual
Areas Training needs Training
Budget
Annual
Training
Calendar
RESEARCH METHODOLOGY
RESEARCH METHODOLOGY
To study the frequency of training, training methods and their effects on the
trainees and recommend certain measures for improvement.
Training Effectiveness is the process wherein the management finds out how effective
it has been at training and developing the employees in an organization.
This study gives some suggestions for making the present training and
development system more effective.
It gives organization the direction, how to deal differently with different
employees.
It identifies the training & development needs present among the employee
RESEARCH DESIGN
Exploratory Research-It is type of study where the researcher just explores for the
knowledge. He want to be familer with the subject. The reason may be that he want
to define or redefiner his research problem. He want formulate a hypothesis to be
tested or he want to creat a good research design for his research etc.
Descriptive Research Design- It goes a step further than the exploratory research. It
help research in describing accuratory phenomena, process, people, event, object etc.
It help in describe in the characterstic of its subject and through this one can go to
further step of classifying the thing.
Experimental Research Design-Its refer to research design where the research
manipulates distribute or interferes with the independent variable. Deliberately
planned and control with an observed it effect on the dependent variable .
I have used Descriptive Research Design in my training report.
SAMPLE DESIGN
Questionnaire
Pie Charts
Tables
DATA COLLECTION
To determine the appropriate data for research mainly two kinds of data will be
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 will not be used for the purpose of this project. The ones that will be
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 will be collected through:
Text Books
Articles
Journals
Websites
1. IRREGULAR TRAINING
There is no regular training schedules for officers and staffs.
2. NON STANDARDIZED
The training given to employees are not standardized.
Q1. How many training programmes have you attended in last 5 years?
10-15 4 20%
More than 15 3 15%
Total 20 100%
0_5; 40%
10_15; 20%
6_10; 25%
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.
moderately disagree; 5%
INTERPRETATION
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 as20% strongly disagree to this notion. Training objectives should therefore
be made known compulsorily before imparting training in the organization
strongly disagree; 5%
moderately disagree; 10% strongly agree; 30%
can't say; 15%
INTERPRETATION
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.
INTERPRETATION
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 4 20%
Moderately agree 8 40%
Cant Say 3 15%
Moderately 3 15%
Disagree
Strongly Disagree 2 10%
Total 20 100%
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.
6) The training sessions were exciting and a good learning experience.
INTERPRETATION
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 4 20%
Moderately agree 5 25%
Cant Say 7 35%
Moderately 3 15%
Disagree
Strongly Disagree 1 5%
Total 20 100%
strongly disagree; 5%
moderately disagree; 15%strongly agree; 20%
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.
INTERPRETATION
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.
9) In your opinion, the numbers of training programmes organized during the year
were sufficient for officers of LG.
Options No. of Respondents % of
Responses
Strongly agree 2 10%
Moderately agree 3 15%
Cant Say 5 25%
Moderately 2 10%
Disagree
Strongly Disagree 8 40%
Total 20 100%
strongly agree; 10%
moderately agree; 15%
strongly disagree; 40%
INTERPRETATION
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 organisation regularly.
1) How many training programmes have you attended during the last year?
3_5; 25%
Upto 2; 63%
INTERPRETATION
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.
2) The training given is useful to you.
strongly disagree; 3%
moderately disagree; 13%
can't say; 13%
strongly agree; 48%
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.
INTERPRETATION
42% respondents feel that the time limit of the training programme was adequate but
35% feel that it was insufficient. Also, 13% could not comment on the question. All
the respondents though felt that increase in time limit of the programmes would
certainly be advantageous and the organization should take some steps in this
direction.
strongly disagree; 5%
moderately disagree; 20%
strongly agree; 45%
can't say; 10%
INTERPRETATION
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
organisation 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.
5) The training was effective in improving your on-the-job efficiency.
INTERPRETATION
62% respondents believe that the training programmers increase their job efficiency
but 25% disagree to this. The respondents were of the opinion that having current
topics for the training programmers and also some sessions by an external faculty
would help them increase their on the job efficiency.
6)The training aids used were effective in improving the overall effectiveness of the
programme.
INTERPRETATION
35% respondents believe that the training aids were effective in improving the overall
efficiency of the programme. Contrary to this, 35% disagree and 30% could not
comment on the issue. The organization should ensure positive awareness about the
training aids used. Also, the use of better presentation aids should be facilitated.
7) The number of training programmes organized for workers in a year are sufficient.
INTERPRETATION
33% respondents believe that the number of training programmes organized in a year
are sufficient, but a majority of 57% disagrees to this. The organization should ensure
multiple programmes for the workers and hence enable them in improving their skills
and knowledge.
strongly disagree; 5%
moderately disagree; 10%
can't say; 13%
strongly agree; 50%
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.
CHAPTER 6
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.
CHAPTER NO.7
BIBLOGRAPHY
BIBLIOGRAPHY
Websites :
www.lg india.com
www.wikepedia.org
www.yahoo.com
www.google.com
CHAPTER NO. 8
ANNEXTURE
QUESTIONNAIRE
Questionnaire for the Managers in LG
1)How many training programmes have you attended in last 5 years?
Strongly agree
Moderately agree
Cant Say
Moderately Disagree
Strongly Disagree
2) The programme objectives were known to you before attending it.
Strongly agree
Moderately agree
Cant Say
Moderately Disagree
Strongly Disagree
3) The training programme was relevant to your developmental needs.
Strongly agree
Moderately agree
Cant Say
Moderately Disagree
Strongly Disagree
) The period of training session was sufficient for the learning.
Strongly agree
Moderately agree
Cant Say
Moderately Disagree
Strongly Disagree
5) The training methods used during the training were effective for understanding the
subject.
Strongly agree
Moderately agree
Cant Say
Moderately Disagree
Strongly Disagree
6) The training sessions were exciting and a good learning experience.
Strongly agree
Moderately agree
Cant Say
Moderately Disagree
Strongly Disagree
7) The training aids used were helpful in improving the overall effectiveness of the
programme.
Strongly agree
Moderately agree
Cant Say
Moderately Disagree
Strongly Disagree
8) The training was effective in improving on- the- job efficiency.
Strongly agree
Moderately agree
Cant Say
Moderately Disagree
Strongly Disagree
9) In your opinion, the numbers of training programmes organized during the year
were sufficient for officers of LG.
Strongly agree
Moderately agree
Cant Say
Moderately Disagree
Strongly Disagree
4) The time limit of the training programme, if increased would make it more
effective.
Strongly agree
Moderately agree
Cant Say
Moderately Disagree
Strongly Disagree
7) The number of training programmes organized for officers in a year are sufficient.
Strongly agree
Moderately agree
Cant Say
Moderately Disagree
Strongly Disagree