A

RESEARCH REPORT

ON

TRAINING AND DEVELOPMENT

AT

SIDHARTH PAPERS LIMITED

SUBMITTED TOWARDS FULFILLMENT
OF MASTER OF BUSINESS ADMINISTRATION
20I5-2017

SUBMITED TO SUBMITED BY
DR. REKHA ARYA GARIMA MAINI
(FACULITY GUIDE) (MBA IV SEM)

SATYENDRA CHANDRA GURIA

INSTITUTE OF MANAGEMENT &
TECHNOLOGY KASHIPUR

1
 Students Declaration
This project has been undertaken as a partial fulfillment of the
requirements for the award of Degre of the Master of Business
Administration ,Uttarakhand Technical University Dehradun.

This project was executed during 4 th Sem of MBA programme under the
supervision of DR. REKHA ARYA (Internal Guidence ) of IMT, Kashipur.

Further, I declare that this project is my original work and the analyses
are for academic purpose only. This project has not been present in any
seminar or submitted elsewhere for the award of any degree or diploma.

GARIMA MAINI
(MBA IV SEM)

2
 PREFACE

There is a famous saying The theory without practical is lame and practical
without theory is blind.
The strength of any organization is its people.If people are attended to properly
by recognizing their talents,developing their capabilities and utilizing them
appropriately,organization is likely to be dynamic and grow fast.Ultimately the
varieties of tasks in any organization have to be accomplished by the
people;hence incentives are provided to them to stimulate them towards some
goal.
Therefore I have undertaken the research of Training and
DevelopmentProgram in sidharth paper Ltd. For this I have used the in-
questionnaire which was filled by the employees and had a brief discussion
with some of them.The results of the survey been analyzed by using some
statistical tools and recommendations are given accordingly.

GARIMA MAINI

3
ACKNOWLEDGEMENTS

Acknowledgement is an art, one can write glib stanzas

without meaning a word, on the other hand one can make a
simple expression of gratitude
I take the opportunity to express my gratitude to all of them
who in some or other way helped me to accomplish this
challenging project in Sidharth Paper limited , Kashipur. No
amount of written expression is sufficient to show my deepest
sense of gratitude to them.
I am extremely thankful and pay my gratitude to Mr. Atul
Agarwal (HR Comercial Head In Sidharth Paper Limited) my
faculty guide DR. REKHA ARYA and our director Dr.Keval Kumar,
for their valuable guidance and support on completion of this
project in its presently.
I am very thankful Mr. Atul Agarwal for their everlasting
support and guidance on the ground of which I have acquired
a new field of knowledge. A special appreciative Thank you
in accorded to all staff of Sidharth Paper Limited, Kashipur
for their positive support.
I also acknowledge with a deep sense of reverence, my
gratitude towards my parents and member of my family, who
has always supported me morally as well as economically.
At last but not least gratitude goes to all of my friends who
directly or indirectly helped me to complete this project report.

4
 Table of Contents
CHAPTER -1:

1.1Introduction
1.2Company profile

CHAPTER -2

2.1Literature review

CHAPTER-3

3.1Research methodology

CHAPTER-4

4.1Data Analysis and interpretation

CHAPTER-5

5.1findings
5.2conclusion
5.3 suggestion and limitation
Bibliography
Annexure

5
 CHAPER-1
Introduction and Company
INTRODUCTION
Since the beginning of the twentieth century and especially after World War II,
training programs have become widespread
among organizations in the United States,
involving more and more employees and
also expanding in content. In the 1910s,
only a few large companies such as
Westinghouse, General Electric, and
International Harvester had factory schools
that focused on training technical skills for
entry-level workers. By the 1990s, forty percent of the Fortune 500 firms have
had a corporate university or learning center. In recent decades, as the U.S.
companies are confronted with technological changes, domestic social
problems and global economic competition, training programs in organizations
have received even more attention, touted as almost a panacea for
organizational problem.

The enormous expansion in the content of training programs over time has
now largely been taken for granted. Now people would rarely question the
necessity of training in conversational skills. However, back to the 1920s, the
idea that organizations should devote resources to training employees in such
skills would have been regarded as absurd. Such skills clearly were not part of
6
the exact knowledge and methods that the employee will use on his particular
job or the job just ahead of him. Nevertheless, seventy years later, eleven
percent of U.S. organizations deem communications skills as the most
important on their priority lists of training, and many more regard it as highly
important. More than three hundred training organizations specialize in
communications training (Training and Development Organizations Directory,
1994).

Previous studies on training have largely focused on the incidence of formal

training and the total amount of training offered. This study, however, draws
attention to the enormous expansion in the content of training with an
emphasis on the rise of personal development training (or popularly known as
the "soft skills" training, such as leadership, teamwork, creativity,
conversational skills and time management training). Personal development
training can be defined as training programs that aim at improving one's
cognitive and avioral behskills in dealing with one self and others. It is
intended to develop one's personal potential and is not immediately related to
the technical aspects of one's job tasks. Monahan, Meyer and Scott (1994)
describe the spread of personal development training programs based on their
survey of and interviews with more than one hundred organizations in
Northern California. "Training programs became more elaborate; they
incorporated, in addition to technical training for workers and human relations
training for supervisors and managers, a widening array of developmental,
personal growth, and self-management courses. Courses of this nature include
office professionalism, time management, individual contributor programs,
entrepreneur, transacting with people, and applying intelligence in the
workplace, career management, and structured problem solving. Courses are
also offered on health and personal well-being, including safe diets, exercise,
mental health, injury prevention, holiday health, stress and nutrition."

7
RESEARCH
METHODOLOGY
The Research and Methodology adopted for the present study has been
systematic and was done in accordance to the objectives set which has been
detailed as below.
RESEARCH DEFINITION
Research is a process in which the researcher wishers to find out the end
result for a given problem and thus the solution helps in future course of
action.
According to Redman & Mory research is defined as a Systemized effort to
gain new knowledge.
RESEARCH DESIGN:
According to Claire Seltiz, a research design is the arrangement of condition
and analysis of data in manner that aims to combine relevance to the research
purpose with economy in procedure.
NATURE OF RESEARCH:
Research is basically of two types.
1. Descriptive research
2. Explorative research
1. Descriptive Research: These studies are concerned with describing the
characteristic of a particular individual or a group.

DETERMINING SOURCES OF DATA:

There are two main sources of data

8
1. Primary data
2. Secondary data

Primary Data: It consists of original information collected for specific

research. Primary data for this research study was collected through a direct
survey to obtain this primary data a well structured questionnaire was prepared
by the researcher.

Secondary Data: It consists of information that already exists somewhere and has been
collected for some specific purpose in the study.
SAMPLING TECHNIQUES
Random Sample: Each member of the solution has a known and an equal chance of being
selected
TOOLS OF THE STUDY
Questionnaire: A set of questions containing a few Technical questions and more number of
opinionated questions are prepared for the employees of both Centralized and Decentralized
sections of HR Department.
Sample Size: Total sample size is 100
Questionnaire Development:
Questionnaire is the most common instrument in collecting primary data. In order to gather
primary data from viewers.
The questionnaire consists of following type of questions.
Open ended questions
Closed ended questions
Dichotomous questions
Multiple choice questions
Ranking Question.
OPEN ENDED QUESTIONS: It has no fixed alternatives to which the answer must
conform. Thus, respondent answer in his/her own words at any length they choose.
CLOSED ENDED QUESTIONS: Closed ended questions have no other options other
than the selecting the one that close matches the respondents opinion or attitude.
Dichotomous questions: A dichotomous questions refers to one, which offers the
respondents a choice between only two alternatives.

9
MULTIPLE QUESTIONS: A multiple choice question refers to one, which provides
several sets of alternatives for the respondents choice.
RANKING QUESTIONS: These questions are given when there are many points to be
considered and to be ranked in priority.

10
AREAS OF TRAINING

Communication Skill
Team building
E mail Etiquettes
Presentation skills
Managerial Skills
Time Management
Stress Management
Conflict Management
Leadership Skills
Personality Development
ERP (Enterprise Resource Planning)
6 Sigma
Product Management
ISO 9001
Soft Skills
Shop Floor Management
Trainee trainer relationship management
Excel skills
DOL (Direct online)
JIT
SCM
5S
PLC (Programmable Logical Control)

11
 TPM (Total Productivity Maintenance)
First aid
Quality Circle
AutoCAD
7 QC Tools

SCOPE OF THE STUDY

Huma
n Resource Department plays an important role in the organization because all
the major functions are carried out by Human Resource Department such as-
Recruitment, Selection, Training, Development, Performance Appraisal etc.

There are many benefits of Training and Development to the organization as

well as employee
1) Benefits for the organization

2) Benefits for the individual

3) Benefits for personnel and human relation, intra group and internal
group relation and policy implementation

Once training needs are assessed, training and development goals must
be established. Without clearly-set goals, it is not possible to design a
training and development programmer and after it has been
implemented, there will be no way of measuring its effectiveness. Goals
must be tangible, verifying and measurable. This is easy where skilled
training is involved

12
ABOUT COMPANY

13
1.1COMPANY PROFILE
Sidhath Group is a leading Kraft Paper manufacturer of North
India, presently running its units in Uttrakhand and Western
Uttar Pradesh since 1988.

An Eco-friendly Premium Quality Duplex Board

manufacturing unit of 250 MT. has been installed & started
production at Kashipur, Uttrakhand. This Machine is shifted
from Italy; previously it was the part of renowned and largest
board manufacturer of Italy and IInd largest one of Europe M/s
Reno De Medici S.P.A.

Machine Specification :
Manufacturer : Carcano
Type : Suction Former, Twin Wire Combine.
Deckle: 2960mm (Finished)
Capacity: 250 TPD
GSM Range : 270 to 600

Manufacturers/Production FBB,SBS & Premium Quality

Duplex Board
We are proud possessors of two more units at the campus.

Siddheshwari Papers Udyog Limited, manufactures Agro and

Waste Paper Based Multi Layered Semi Kraft Paper 20 to 22
BF,

Sidharth Paper limited manufactures Kraft Paper with Double

Layer. Agro Based in various shades i.e. Royal Gold, Pink in
colours of BF 18+ and

14
Sidharth Paper Limited. (Board Division) manufactures FBB,
SBS and Premium Quality Duplex Board.

This is not all! We have two more paper units at

Muzaffarnagar, Uttar Pradesh.

Siddheshwari Industries Limited, manufactures Waste Paper

based absorbent paper and 16+ BF Semi craft paper &

Shree Bhageshwar Paper Limited. Manufactures Agro based

quality semi kraft paper 16+ to 18 BF.

We, at Sidharth Paper limited, look forward towards

accelerating our endeavors every moment to match up with
the rising paper consumption; and create Kraft paper and
Duplex board of international standards. We envision catering
to the global paper demand and that is why we stand with a
massive international market, along with a domestic one.
Today from Pharma Products to cosmetics, from food products
to beverages, Industrial Packaging to Electronic Industry from
carton boxes to publications to offset printing almost
whatever you see, whatever you touch we are there!!

A constant search for the best creates the best. Something

similar has happened to us too! Since inception, we have been
continuously upgrading our machineries, technologies and the
system as a whole so that we could provide the bestest of the
best paper to our esteemed clients through a strong marketing
and distribution system in all the leading Indian states.

Our Board is manufactured through most sophisticated and

advanced machinery brought in from Italy. At Sidharth paper
limited, we understand the fact that we are hugely
contributing to the national economic growth, and also that
15
today the main hurdle in the path of competitiveness of Indian
paper industry is the lack of wood fiber and high costs of
wood. In order to satisfy both the essentialities, we
manufacture paper through the most eco-friendly way! Our
plant houses the Pulp Mill in which the four streets of waste
paper & pulp are processed. Along with it, excellent refining
equipments work for perfection in combination with De-linking
plant, and reductive bleaching. The Wet Web sections, the
Press Section, the Drying Section all are well- equipped and
computer controlled. Apart from this, the stages of Calendaring
and Coating are also done with ultimate aptness. Lastly at the
Finishing House, the paper is cut into sheets of accurate
measurement. But nothing is dispatched through the
centralized distribution system until adequate Quality Control
tests are done to ensure the best.

Our product itself speaks voluminously about itself. We

understand the interest pulse of our customers well. And that
is why; today our Kraft paper and Duplex Board are the prior
choice of major leading industries in packaging segment.

Sidharth Paper Limited is always around you. Its in the small

gifts you give, its in the big decisions you make, its always
with you.

Eco friendly packaging solution

Packing your life with colorful pleasure

We support the style. We are Sidharth papers.

16
17
18
19
 COMPANY PROFILE
SPL was incorporated in 1986 as a public limited company.
The company has two manufacturing facilities located in
adjacent plots at kashipur in the state of Uttarakhand . Unit
1 which was commissioned in 2007 manufactures Duplex
board. SIDHARTH PAPER had total duplex broad
manufacturing capacity of 79200 MTPA & Kraft paper
manufacturing capacity of 27000 MTPA. The company
installed a 6MW power plant (rice-husk based) to meet its
power & steam requirement in march 2010.

SPL is the flagship company of SIDHARTH GROUP which

consists of SIDHARTH PAPERS LIMITED, SIDDHESHWARI
PAPER UDYOG LIMITED, SHREE BHAGESHWARI PAPER LTD. &
SIDHESHWARI INDUSTRIES PRIVATE LIMITED.

RECENT RESULTS
SPL reported a turnover of Rs.299.16 crore and a net profit
of Rs.4.70 crore during the financial year 2012 2013. The
company had reported a turnover of Rs.252.11 crore & a net
profit of Rs.7.05 crore during the financial year 2011-12.

31,12,2015

OUR PRODUCT
1. CRAFT PAPER we are indulged in offering craft paper
to our clients. These papers are durable in quality, long
life and smooth in texture. Clients can avail these
papers in different sizes from us at nominal prices.
Before the final dispatch our quality inspectors check
the papers on several parameters such as profile,
sizing and moisture.

2. CARTON BOARD We are offering high end quality of

carton boards to our clients. These are available in
various sizes with various styles. These boxes gives very
different look and attract custom.

20
offering packaging material to our clients. These are
fabricated using best quality materials to reset to tear
& wear and retain the properties of packed items for
longer time.
We offer these packaging materials in different
attractive colours, designs and sizes.
3. CRAFT PAPER BAG- Our organization is offering craft
paper bags to our clients. Today, these type of bags have
become very famous in the market as they are made up
from recyclable material. There offered products are
manufactured using optimum quality paper and the most
advanced technology under the supervision of skilled
professionals. These are available in market in different
size, colors and shapes.

4. TISSUE PAPER : Our organization is offering tissue

paper to our clients. These papers are crafted using
optimal quality paper and advanced machinery. Our
quality controllers thoroughly examine these tissue
papers on well defined parameter.

21
 5. PAPER NAPKIN:- we are offering high-end quality of
paper napkin to our clients. These Napkins are widely
appreciated by our clients which are situated all round
the nation .These napkins are manufactured from
excellent grade of raw materials under latest
progressive technology. These are available in market
in different colors at affordable price. These are
environment friendly.

22
 CHAPTER-2
LITERATURE REVIEW
NATURE OF TRAINING AND
DEVELOPMENT

In simple words, training and development refers to the imparting of

specific skills, abilities, knowledge to an employee. A formal definition of
training and development is determined as follows:
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 or her skills and
knowledge.
The need for training and development is determined by the employees
performance deficiency, computed as follows:
We can make a distinction among training, education and development.
Such distinctions enables us to acquire a better perspective about the meaning
if the term training. Which refers to the process of imparting specific skills,
Education, on the other hand is confined theoretically learning in classroom

To distinct more, the training is offered in case of operatives whereas

development programs are conducted for employees at higher levels.
Education however is common to all the employees.
23
 INPUTS IN TRAINING AND
DEVELOPMENT

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. The inputs of training and
development are as follows:

1) Skills
2) Education

24
 3) Development
4) Ethics
5) Attitudinal Changes
6) Decision making and problem solving skills

1) SKILLS
Training is imparting skills to the employees. A worker needs skills to
operate machines, and use other equipments with least damage and scrap. This
is basic skills without which the operator will not function.
There is also a need of motor skills or psychomotor skills as they are
refer to performance of specific physical activities .These skills involve
learning to move various parts of their body in response to certain external and
internal stimuli. Employees particularly like supervisors and executives, need
interpersonal skills mostly know as people skills. These skills helps a person
understand oneself and others better and act accordingly. Examples of
interpersonal skills include listening. Persuading and showing an
understanding of others feelings

2) EDUCATION
The purpose of education is to teach theoretical concepts and develop a
sense of reasoning and judgment. That any training and development
programme must contain an element of education is well understood by the
HR specialist.
In fact, sometimes, organizations depute or encourage employees to do
courses on a part time basis. Chief executive officers (CEOs) are known to
attend refresher course conducted in many Business schools. The late Manu
Chabria, CMD, Shaw Wallace, attended such a two month programme at the
Harvard business school. Education is more important for managers and
executives than for lower-cadre workers.

25
 3) DEVELOPMENT
Another component of a training and development programme is
development which is less skill oriented but stress on knowledge.
Knowledge about business environment, management principles and
techniques, human relations, specific industry analysis and the like is useful for
better management of a company.
Development programme should help an employee to be a self-starter,
build sense of commitment, motivation, which should again helps him being
self generating. It should make their performance result oriented and help them
in being more efficient and effective. It should also help in making the
employee sensitive towards the environment that is his work place and outside.
This programme should keep the employee aware of him i.e. his potentials and
his limitations. Help him see himself as others see him and accept his self
image as a prelude to change. It helps teach an individual to communicate
without filters, to see and feel points of view different from their own. Also
helps them understand the powers in their hands and thereby develop
leadership styles which inspire and motivate others. And finally helps install a
zest for excellence, a divine discontent, a nagging dissatisfaction with the
status quo.

4) ETHICS
There is a 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. They are less seen and talked about in the personnel
function this does not mean that the HR manager is absolved if the
responsibility. If the production, finance or marketing personnel indulge in
unethical practices the fault rest on the HR manager. It is his/her duty to

26
enlighten all the employees in the organization about the need for ethical
behavior.

5) ATTITUDINAL CHANGES
Attitudinal represents feelings and beliefs an individual towards others.
Attitudes affect motivation, satisfaction and job commitment. Negative
attitudes needs to be converted into positive attitudes. Changing negative
attitudes is difficult because of
(1) Employees refuse to change
(2) They have prior commitments and
(3) Information needed to change attitudes may not be sufficient.
Attitude must be changed so that the employee feels committed to the
organization and give better performance.

6) DECISION MAKING AND PROBLEM SOLVING SKILLS

Decision making and problem solving skill focus on methods and
techniques for making organizational decision and solve work related
problems. Learning related to decision making and problem solving skills
seeks to improve trainees abilities to define and structure problems, collect
and analysis information, generate alternatives. Training of this type is
typically provided to potential managers, supervisors and professionals

IMPORTANCE OF TRAINING AND

DEVELOPMENT FOR THE ORGANIZATION

There are many benefits of Training and Development to the

organization as well as employee. We have categorized as under
1) Benefits for the organization

2) Benefits for the individual

27
3) Benefits for personnel and human relation, intra group and internal
group relation and policy implementation

1) BENEFITS FOR THE ORGANIZATION

a) Improves communication between group and individuals.

b) Aid in orientation of new employee and those taking new job through
transfer or promotion.

c) Provides information on equal opportunities and affirmative action.

d) Provides information on other government laws and administration

policies.

e) Improve interpersonal skills.

f) Makes organizational policies, rules and regulations viable.

g) Builds cohesiveness in group.

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

i) Makes the organization a better place to work and live.

2) BENEFITS FOR THE INDIVIDUAL

a) Helps and individual in making better decision and effective problem
solving.

b) Through training and development, motivational variables of

recognition achievement, growth, responsibility and advancement are
internalized and operationalised.

c) Aid in encouraging and achieving selfdevelopment and self

confidence.

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

28
 e) Provides information for improving leadership, knowledge,
communication skills and attitudes.

f) Increases job satisfaction and recognition.

g) Moves a person towards personal goals while improving interactive

skills.

h) Satisfies personal needs of a trainee.

i)Provides the trainee an avenue for growth in his or her future.

j)Develops a sense of learning.

k) Helps eliminate fear in attempting new task.

l)Helps a person improve his listening skill, speaking skills also with his
writing skills.

3) BENEFITS FOR PERSONNEL AND HUMAN RELATION, INTRA

GROUP AND INTERNAL GROUP RELATION AND POLICY
IMPLEMENTATION
a) Improves communication between group and individuals.

b) Aid in orientation of new employee and those taking new job through
transfer or promotion.

c) Provides information on equal opportunities and affirmative action.

d) Provides information on other government laws and administration

policies.

e) Improve interpersonal skills.

f) Makes organizational policies, rules and regulations viable.

g) Builds cohesiveness in group.

29
 h) Provides a good climate for learning, growth and co ordination.

i) Makes the organization a better place to work and live.

CYCLE OF T & D

Training or development cycle is a model that can be used to represent a

systematic approach to training and development. It helps businesses identify
the series of sequential steps they need to undertake when training and
developing staff. The key steps are:
Identification of training needs
Design of the training or development program
Delivery of training
30
 Evaluation
The cycle demonstrates, that the steps should be viewed in their entirety and
not be seen as a series of isolated activities. This means that the outcome of
one stage provides the inputs for the next stage and the absence of any stage
would undermine the validity of the whole process

TRAINING PROCESS

The steps of Training Process are as under:

ORGANIZATIONAL
OBJECTIVES AND

ASSESSMENT OF
TRAINING NEEDS

ESTABLISHMENT OF
TRAINING GOALS

DEVISING TRAINING
PROGRAMME

IMPLEMENTATION OF
TRAINING

EVALUATION OF
RESULTS

31
A) ORGANIZATIONAL OBJECTIVES AND
STRATEGIES

The first step in the training process is an organization in the assessment

of its objectives and strategies. What business are we in? At what level of
quality do we wish to provide this product or

Service? Where do we what to be in the future? Its only after answering

these and other related questions that the organization must assess the strength
and weakness of its human resources.

B) NEEDS ASSESSMENT

Needs assessment diagnoses present problems and future challenge to be met

through training and development. Needs assessment occurs at two levels i.e.
group level and individual level, an individual obviously needs training when
his or her performance falls short or standards that is when there is
performance deficiency. Inadequate in performance may be due to lack of
skills or knowledge or any other problem.

32
The following diagram explains performance deficiency
Performance
Deficiency

Lack of skills other causes

Or knowledge

Training Non training measures

C) TRAINING AND DEVELOPMENT

OBJECTIVES

Once training needs are assessed, training and development goals must
be established. Without clearly-set goals, it is not possible to design a training
and development programme and after it has been implemented, there will be
no way of measuring its effectiveness. Goals must be tangible, verifying and
measurable. This is easy where skilled training is involved

D) DESIGNING TRAINING AND

DEVELOPMENT PROGRAM

33
 Who are the trainees? Who are the trainers? What
methods
And
techniques?

What is the what are the

where to conduct
level of training principles of learning
the program

E) CONDUCTING TRAINING ACTIVITIES

Where is the training going to be conducted and how?

At the job itself.
On site but not the job for example in a training room in the
company.
Off site such as a university, college classroom hotel, etc.

F) IMPLEMENTATION OF THE TRAINING

PROGRAMME

34
 Program implementation involves actions on the following lines:

Deciding the location and organizing training and other

facilities.

Scheduling the training programme.

Conducting the programme.

Monitoring the progress of the trainees.

G) EVALUATION OF THE RESULTS

The last stage in the training and development process is the evaluation
of the results. Since huge sums of money are spent on training and
development, how far the programme has been useful must be
judge/determined. Evaluation helps determine the results of the training and
development programme. In the practice, however organizations either
overlook or lack facilities for evaluation.

35
METHODS OF TRAINING

36
 A multitude of techniques are used to train employees. Training
techniques represent the medium of imparting skills and knowledge to
employees. Training techniques are means employed in the training methods.
They are basically of two types.

1)LECTURES
It is the verbal presentation of information by an instructor to a large
audience. The lecturer is presumed to possess knowledge about the subject. A
virtue in this method is that it can be used for large groups and hence the cost
of training per employee is very low. However, this method violates the
principle of learning by practice. Also this type of communication is a one-way
communication and there is no feedback from the audience because in case of
very large groups it is difficult to have interactive sessions. Long lectures can
also cause Boredom.

2)AUDIO VISUALS
This is an extension of the lecture method. This method includes slides,
OHPs, video tapes and films. They can be used to provide a range of realistic
examples of job conditions and situations in the condensed period of time. It
also improves the quality of presentation to a great extent.

1)ON- THE JOB- TRAINING

It is used primarily to teach workers how to do their present jobs.
Majority of the industrial training is on the job training. It is conducted at the
work site and in the context of the job. Often, it is informal, as when
experienced worker shows a trainee how to perform tasks. In this method, the

37
focus of trainers focus is on making a good product and not on good training
technique. It has several steps; the trainee first receives an overview of the job,
its purpose and the desired outcomes. The trainer then demonstrates how the
job is to be performed and to give trainee a model to copy. And since a model
is given to the trainee, the transferability to the job is very high. Then the
employee is allowed to mimic the trainers example. The trainee repeats these
jobs until the job is mastered.

2) PROGRAMMED INSTRUCTION (PI)

In this method, training is offered without the intervention of the trainer.
Information is provided to the employee in blocks, in form of books or through
teaching machine. After going through each block of material, the trainee goes
through a test/ answers a question. Feedback in the form of correct answers is
provided after each response. Thus PI involves:
Presenting questions, facts, and problems to the learner.
Allowing the person to respond
Providing feedback on the accuracy of the answers
If the answers are correct, he proceeds to the next block or else,
repeats the same.
However it is an impersonal method and the scope of learning is less as
compared to other methods of training. Also the cost of preparing books,
manuals and machinery is very high.

3) COMPUTER ASSISTED INSTRUCTION

This is an extension of the PI method. In this method, the learners
response determines the frequency and difficulty level of the next frame. This
is possible thanks to the speed, memory and the data manipulation capabilities
of the computer.

38
 4) SIMULATION
It is any equipment or technique that duplicates as nearly as the
possible the actual conditions encountered at the job. It is an attempt to create a
realistic for decision-making. This method is most widely used in Aeronautical
Industry.

5) VESTIBULE TRAINING
This method utilizes equipment which closely resembles the actual ones
used in the job. It is performed in a special area set aside for the purpose and
not at the workplace. The emphasis is placed on learning skills than on
production. It is however difficult to duplicate pressures and realities of actual
situations. Even though the kind of tension or pressure may be the same but the
employee knows it is
just a technique and not a real situation. Also the employees behave differently
in real situations than in simulations. Also additional investment is required for
the equipment.

6) CASE STUDY
It is a written description of an actual situation in the business, which
provokes the reader to think and make decisions/ suggestions. The trainees
read the case, analyze it and develop alternative solutions, select the best one
and implement it. It is an ideal method to promote decision making skills.
They also provide transference to an extent. They allow participation through
discussion. This is the most effective method of developing problem solving
skills.

The method /approach to analysis may not be given importance. Many a

times only the result at the end of the case may be considered and not the line
of thinking to approach it. This is a major disadvantage since case studies must
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primarily be used to influence or mend the attitude or thinking of an
individual.

7)ROLE PLAYING AND BEHAVIOR

MODELING
This method mainly focuses on emotional (human relation) issues than
other ones. The essences are on creating a real life situation and have trainees
assumed parts of specific personalities (mostly interchanged roles of boss and
subordinate to create empathy for one another). The consequence is better
understanding of issues from the others point of view.
Concept of Behavior Modeling:

Fundamental psychological process by which new patterns of

behavior can be acquired and existing ones can be altered.
Vicarious process learning takes place not by own experience but
by observation or imagination of others action.
It is referred to as copying, observational learning or
imitation implying that it a behavior is learned or modified
through observation of others experiences.

This change may be videotaped and showed to the trainee and he

can review and critique it.
It also helps him see the negative consequences that result from not
using the behavior as recommended.

7)SENSITIVITY TRAINING
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 It uses small number of trainees usually less than 12 in a group. They
meet with a passive trainer and get an insight into their own behavior and that
of others. These meetings have no agenda and take place away from the
workplace. The discussions focus on why participants behave the way they do
and how others perceive them. The objective is to provide the participants with
increased awareness of their own behavior, the perception of others about them
and increased understanding of group process. Examples: Laboratory training,
encounter groups. Laboratory training is a form of group training primarily
used to enhance interpersonal skills. It can be used to develop desired
behaviors for future job responsibilities. A trained professional serves as a
facilitator. However once the training is over employees get back to being the
way they are.

9) APPRENTICESHIPS AND COACHING

It is involved learning from more experienced employee/s. This method
may be supplemented with other off-the-job methods for effectiveness. It is
applied in cases of most craft workers, carpenters, plumbers and mechanics.
This approach uses high levels of participation and facilitates transferability.
Coaching is similar to apprenticeships. But it is always handled by a supervisor
and not by the HR department. The person being trained is called understudy.
It is very similar to on the job training method. But in that case, more stress is
laid on productivity, whereas here, the focus is on learning.

In this method skilled workforce is maintained since the participation,

feedback and job transference is very high. Immediate returns can be expected
from training almost as soon as the training is over the desired outcomes can
be seen in the trainee.

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 CHAPTER-3
RESEARCH METHODOLOGY

The Research and Methodology adopted for the present study has been
systematic and was done in accordance to the objectives set which has been
detailed as below.
RESEARCH DEFINITION
Research is a process in which the researcher wishers to find out the end
result for a given problem and thus the solution helps in future course of
action.
According to Redman & Mory research is defined as a Systemized effort to
gain new knowledge.
RESEARCH DESIGN:
According to Claire Seltiz, a research design is the arrangement of condition
and analysis of data in manner that aims to combine relevance to the research
purpose with economy in procedure.
NATURE OF RESEARCH:
Research is basically of two types.
1. Descriptive research
2. Explorative research
1. Descriptive Research: These studies are concerned with describing the
characteristic of a particular individual or a group.

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DETERMINING SOURCES OF DATA:

There are two main sources of data

1. Primary data
2. Secondary data

Primary Data: It consists of original information collected for specific

research. Primary data for this research study was collected through a direct
survey to obtain this primary data a well structured questionnaire was prepared
by the researcher.

Secondary Data: It consists of information that already exists somewhere and has been
collected for some specific purpose in the study.

SAMPLING TECHNIQUES
Random Sample: Each member of the solution has a known and an equal chance of being
selected

TOOLS OF THE STUDY

Questionnaire: A set of questions containing a few Technical questions and more number of
opinionated questions are prepared for the employees of both Centralized and Decentralized
sections of HR Department.
Sample Size: Total sample size is 100
Questionnaire Development:
Questionnaire is the most common instrument in collecting primary data. In order to gather
primary data from viewers.
The questionnaire consists of following type of questions.
Open ended questions
Closed ended questions
Dichotomous questions
Multiple choice questions

43
Ranking Question.

OPEN ENDED QUESTIONS: It has no fixed alternatives to which the answer must
conform. Thus, respondent answer in his/her own words at any length they choose.
CLOSED ENDED QUESTIONS: Closed ended questions have no other options other
than the selecting the one that close matches the respondents opinion or attitude.
Dichotomous questions: A dichotomous questions refers to one, which offers the
respondents a choice between only two alternatives.
MULTIPLE QUESTIONS: A multiple choice question refers to one, which provides
several sets of alternatives for the respondents choice.
RANKING QUESTIONS: These questions are given when there are many points to be
considered and to be ranked in priority.

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 CHAPTER-4

DATA ANALYSIS

1-Your organization considers training as a part of organizational strategy. Do

you agree with this statement?
1.

45
2:What is your opinion on training imparted to you in your organization?

46
3.Training of workers is given adequate importance in your
organization?

47
4.Employees are nominated for training programmers on the basis of carefully identified
developmental needs?

48
5.To whom the training is given more in your organization?

49
6.How many training programmers have you attended the last year?

50
7.What mode of training method is normally used in your organization?

51
8.How do you in the organization participate in determining the training you
need?

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 CHAPTER-5 FINDINGS
In the Company there is a proper delegation of authority.
The Employees of the company are self-motivated due to effective
Human Resource Management.
The Employees of the company are skilled in various fields other than
the areas in which they are employed.
The Employees turnover rate of the company is nearly equal to the 1%
per year.
Company provides a lot of chances of promotions. I have seen many
promotions during my training period.
The Company has introduced some of the reward program which is
helpful for Employees for self-motivation & improved productivity.
The company is using employee referral program to search talent, and to
hire right person at the right job.
Most of the Employees of the Company are interested in the same field
in which they are employed.
The Employees of the company are fond of learning new things in
which they are not skilled.
Rapid technological changes may render their technologies, products or
services obsolete and make their plants less competitive.

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 SUGGESTIONS
The company should motivate the Employees to participate in these
types of programs with full interest.
The company should participate in improving the working condition of
the employees.
The company should provide 2 or 3 workshop training in a year to the
employees, working in the manufacturing area.
The company should provide development programs to the white color
employees of the organization so that they may improve their
personality & interpersonal skills.
The company should facilitate their Employees to achieve their basic
needs such as suitable house, refreshment, recreation, food & other
necessities.
The company should provide food on low cost to their
employees/workers.

The company should pay more attention on their employees because if

any of the genius/best Employees switch to the other company, which
will be a huge loss for us & many lacks profit for our competitor.

The company should use good transportation.

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 CONCLUSION
Gone are the days when training was a 2 hour process on the first day of
the job. Training & Development has transformed from an add-on function to a
core function of companies. It has become more of a science with systematic
rules and formats guiding the companies on how to go about training and
development. And that is the way it should be.

Training and development is a necessity for both the trainer and the
trainee. The trainer (the company) would want to make its staff more efficient
in this highly competitive world. It would want its employees to know the
latest trends and technologies and use them according to the companys
principles and objectives. The trainees (staff) on the other hand, view training
and development as a stepping stone for enriching their career and fulfilling
their personal needs. Training and development is another round of education
for them, the knowledge from which is to be applied later. So, its more of a
mutual necessity and agreement between the companies and their respective
employees when it comes to training and development.

The future would demand more from the employees as well as the
companies in terms of productivity. New technology, multi-tasking, group
culture, etc. will be more emphasized upon. This means training and
development is going to be even more important, complex and rigorous.
Companies already foresee this and are already in preparations to make their
staff better equipped. On this we conclude our report with the following words
Education ends with school but learning ends with life.

55
 LIMITATIONS

In the research ,it was very difficult to identify the actual scene regarding the
study of effectiveness of training methods .These were some factors or
limitations in this research.
* This constraint is unavoidable limitation of my study.
* As no work has been done earlier in this regard so scarcity of secondary data
is also there.
* In adequate disclosure of information is also the problem.
* Due to some policies, more data could not be included in this project.
* The respondents did not response easily.
* It is difficult to identify that whether willing respondents are truly
representative or not.
*This method can be only used where the respondents are cooperative.
* Some respondents were responding according to others responses after
seeing and listening their answer.

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 BIBLIOGRAPHY
Books:-

*Human Resourse Management

( L.M.Prasad )

*Human Resourse Management And Personnel Management

( Ashwathappa )

Websites:-
*www.sidharth paper.com
*www.google.com
*www.wikipedia.co.in

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 ANNEXURE
Questionnaire on the study on the of Training and Development
Name:
Department:
Designation:

1. Your organization considers training as a part of organizational strategy. Do

you agree with this statement?

a) strongly agree
b) Agree
c) somewhat agree
d) Disagree

2. What is your opinion on training imparted to you in your organization?

a) Good
b) Very good
c) Bad
d) Time waste process

3. Training of workers is given adequate importance in your organization?

a) Yes
b) No

58
4. Employees are nominated for training programmers on the basis of carefully
identified developmental needs?

a) Yes
b) No

5. To whom the training is given more in your organization?

a) senior staff
b) Junior Staff
c) New Staff
d) Based on requirement

6. How many training programmers have you attended the last year?

a) Less than 10
b) 10 - 20
c) 20 - 40
d) More than 40

7. What mode of training method is normally used in your organization?

a) Job rotation
b) External training
c) Conference / Discussion
d) Programmed instruction
e) All

59
8. How do you in the organization participate in determining the training you
need?

a) KRA
b) separately arranged TNI
c) Performance appraisal
d) All

2. The participants of training go with a clear understanding of the skills

and knowledge they are expected to acquire from the training?

a) Strongly agree
b) Agree
c) Somewhat agree
d) Disagree

3. The HR department conducts the briefing and debriefing sessions for

employees sponsored for training?

a) No
b) Yes

4. Is the induction training conducted in your organization?

a) Yes
b) No

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5. Induction training provides an excellent opportunity for new comers to
learn comprehensively about the organization?

a) strongly agree
b) Agree
c) Somewhat agree
d) Disagree

6. The induction training is periodically evaluated and improved?

a) Yes
b) No

7. What type of training is being imparted for new recruitment in your

organization?

a) Technical training
b) Management training
c) Presentation skill
d) other (Please specify)

8. Senior management takes interest and spends time during the training
imparted to the new staff?

a) Yes
b) No

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9. There is adequate emphasis on developing managerial capabilities of
managerial staff through training?

a) strongly agree
b) Agree
c) Somewhat agree
d) Disagree

17. How well the workplace of the training is physically organized?

a) Excellent
b) Good
c) Average
d) Bad

18. What training and development do you need to make your career
aspirations to come true?

a) Leadership training
b) External Degree study
c) Formal meeting procedure
d) Other (Please specify)

19. Are you satisfied with the training you are offered
a) Yes
b) No

62