Chapter - I

Chapter - I
INTRODUCTION
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During the 20th century, predominantly later than 2nd humankind warfare training plans turn
out to be prevalent among groups in the United States, concerning additional workers as well
growing gradually. During the year 1910s, merely little big groups such as universal Electric, and
worldwide cutter had industrialized unit that paid attention on training technical abilities for
entry-level staffs. Although 1990s, 500 companies had a communal institution or education
point. During current situation, as the United States groups are tackled with technical
transforms, changes in economic profile and priorities of the state and universal monetary
rivalry, training programs in associations have acknowledged even more notice, advertised as
almost a solution for managerial difficulty. The huge extension in the stuff of training agendas
engaged for permitted. At the moment individuals hardly ever uncertainty need to have
training in informal abilities. Such abilities obviously were not a division of the precise facts and
techniques that the worker will utilize on his exact work. However, 70 years later, 11 percent of
U.S. groups believe interaction abilities in the on the job precedence of individual instruction,
and numerous supplementary stares which is extremely significant. In addition to 300 training
groups concentrate through communiqué s education. Earlier revise taking place learning
encompasses mainly spotlighted scheduled occurrence of official preparation of entirety
quantity learning presented. In this view the cram, however, depicts notice to the huge
development through training and development for the individual growth. Individual’s progress
preparation is definite as guidance agendas to facilitate aspire on civilizing the workers on the
job and attitude abilities in practicing by means of workers personality as well as overall
performance.
During the year 1994, Mr. Monahan, Meyer as well as Mr. Scott explains that increase in
the individual growth learning and teaching agendas that stand resting on management reviews
and meetings by means of supplementary additional companies in California region. "Guidance
practices turn out to be added complicated and integrated, inside adding up to technological
preparation staff as well as creature affairs learning guidance in favors of administrators,
managers, an extending collection for promotional, individual development, along with
administration routes. At this point temperament comprise workplace ethics, instance
managing, personality benefactor curriculum, industrialist, handling by means of individuals, as
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well as relating aptitude within the company where all the staff members work together,
profession managing, along with prearranged crisis resolving. Routes are also obtainable on
physical condition and individual comfort which secure diets, work out, psychological fitness,
wound deterrence, public holiday, pressure and nourishment."
1.1 Training and development justification and some drawback

Training is also a part in many companies, which is considered as an important thing to progress
people and present promotions. Even though many workers identify the elevated worth those
in administration position taking place learning and guidance, a few workers motionless
hesitant to be skilled. Here the reason concerning what is the reason that somebody cannot
obtain learning practice. A few persons are presently at ease in their position. Some are not
aware to see the worth of training because they actually consider that they already know it.
And whereas it may be true, the knowledge worth of training and growth is not the only
benefit. It presents the additional benefits of network and sketching as of next category
people’s skills. As soon as you go to a colloquium or occasion you have the additional advantage
of sharing from life incidents. One more frequent reason with the intention of around there is
no sufficient money planned towards disburses in favours of learning and guidance practice.
Training can be free of charge. You can organize meetings with colleagues who are in parallel
places and inquire how they are doing their work. Pursue someone for the supervision to see
how he systematizes or directs his work and time. The price to you is a leave for a day, as a
result merely disadvantage might survive functioning diminutive stronger on a task towards
grasp up as of a daytime not in of the workplace. Time is an additional frequently perceives
sound reason while learning and guidance be stated. If we measure, that training and
development might really provide us extra occasion? Repeatedly the events, thoughts, short
cuts, and timesaving clues erudite in training and development sittings like added occasion
inside extended sprint. If we listened to that aged adage so as to fritter cash towards create
more cash? On form, it is similar in favours of learning and guidance.
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1.2 The brainteaser about Personal Training and Development
The enigma about individual growth training appears in the subsequent four ways. First, it is not
obviously or straight away connected to the technological aspects of thorough job errands.
Second, foregoing need assessment which is not frequently carried out for such training, in
spite of implications to do so in many training manuals. Third, organizations and trainers rarely
conduct evaluations of performance or ending changes brought out by such training.
Assessment, when there is one, is frequently concerning how one feels about the training or
what one has erudite. The measurement review is frequently called a "smile sheet," as trainees
commonly react gladly to the questions. But the collision of the training relics unsure. Fourth,
the fast growth of individual expansion training has taken place in the lack of technical proof of
any connection between such training and upgrading in managerial base position.
1.3 Nucleus Argument towards training and development

Organizations more and more occupied in individual progress training? For the reason that
increase in the participatory nationality replica of group over time has determined the growth
of own progress preparation in organizations. This dissimilar from earlier approaches to training
in two habits. Primary, this be aware of to facilitate learning practices doesn’t provide only the
essential requirements of companies, other than as well curved through communal
sympathetic concerning persons and industries, that otherwise known as "managerial replica"
inside cram and is sovereign of the practical wants. Instant, learning resolutions not only
exaggerated through interior circumstances of a group, excluding as well exaggerated through
leading philosophy as well as training within directorial meadow.
1.4 Significance of emergent a functions of Training and Development

Mounting a nationwide position in training is significant for an employers' association for a
number of reasons. First, it enables the group to donate to the growth of a country's person
assets, through its pressure on teaching policies and systems and preparation by community
teaching institutions, to better dish up commerce requirements. In addition this helps to supply
power to the owners, in favour of them to spend added within preparation along with worker
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development for that the owners should know training is most important contribution to their
economical improvement within their organizational viewpoint. Subsequently, this endow with
important overhaul for the workers, particularly in manufacturing dealings in reverence
resource of preparation in favour of management authorities in budding nations are very little.
On the other hand training and development like an imperative starting point to obtain profits
endow with the association be able to transport pertinent excellence preparation.
Fourth, it compels its own employees to perk up their acquaintance without which they cannot
offer training to enterprises through their own employees. Fifth, the facts requisite for
preparation increases the excellence of other services provided by the organization - policy
lobbying, advisory and symbol services. Sixth, it contributes to improved human relations at the
venture stage and therefore to improved project presentation, by identical business goals and
people administration policies. Finally, it improves the overall representation of the
organization and invests it with a level of professionalism, which can guide to augmented
relationship and power. Many entrepreneurs appear to outlook employee training and
expansion as more elective than vital a view that can be expensive to both temporary proceeds
and lasting development. The chief basis training is a careful elective by so many commerce
owners is because it's viewed more as a disbursement than an asset. This is totally
comprehensible when you understand that in many companies, training and expansion aren't
listening carefully on producing a beleaguered effect for the commerce. As a consequence,
business owners often send their people to preparation courses that appear correct and sound
good without significant what to wait for in revisit. But without quantifiable consequences, it's
almost not possible to observe training as anything more than an disbursement. Now difference
that move toward to one where training's viewed as a principal speculation with considerate
deliberation as to how you're going to get an satisfactory pace of revisit on an asset. And a good
place to start a "thoughtful consideration" is with a requirements examination. As it relates to
preparation and expansion, needs study is actually a result analysis--what do you want out of
this preparation? Ask a self, "What's going to change in a business or in the actions or recital of
an worker as a effect of this preparation that's going to help a hotel?" Be forewarned: This work
out requires you to take time to think it from side to side and spotlight more on a course than
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crops. Universal regions in support of upgrading several organizations are serving
administrators improved administer intended for presentation. Numerous populaces endorsed
keen on decision-making situation for the reason that they are strictly good quality at their jobs,
other than the staff not trained to attain max out presentation. An influential training and
development requirement based on beleaguered consequences is only the commencement.
The next step is to set up erudition lively for a hotel. In today's encomia, if a business isn't
education, then you're going to fall behind. And a business learns as its people learn. Employees
are the ones that create, purify, defend, transport and run a crop or service every day, year in,
year out. With the quick speed and worldwide reach of the 21st century market, repeated
knowledge is serious to a business's sustained achievements. Every victorious training and
development agenda also includes a constituent that addresses a present and prospect control
needs. At its center, this part must give for the methodical recognition and growth of managers
in conditions of the management approach that drives commerce and makes it exclusive and
gainful. Have you exhausted time considerately probing the style of control that's most winning
in surroundings and that you want to endorse? What steps are you taking to expand those
significant control characters in a people? Monetary considerations connected to training can
be confusing, but in most cases, the factual budgetary crash depends on how well you direct
the first three mechanisms (needs examination, learning and control). If training is embattled to
exact commerce outcome, then you're more likely to be contented with what you expend on
preparation. But if the training funds aren’t connected to precise outcomes, then money is
more likely to be exhausted on courses that have no optimistic collision on the hotel.
In many organizations, training budgets are exclusively a purpose of whether the hotel is
enjoying a financial upswing or lasting a slump. In good times, companies inclined to use money
on training that's not important to the organization, and in bad times, the pendulum swings to
the other intense and training is eliminated altogether. In any financial setting, the training
expenditure should be resolute by the beleaguered commerce consequences you want, not
other budget-related factors. To help oppose this propensity, sit down and review training and
expansion requirements once or twice a year to recognize requirements and suggest how to
attain preferred consequences successfully and competently.
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Further than Training in the view of effective Training and Development
Training is usually distinct as "change in behavior" - yet, how many trainers and managers not
recall that, using the expression preparation only as appropriate to "skills training"? What about
the human part? What about that extremely similar populace we want to "train"? What about
their person attitude, backgrounds, thoughts, wants and aspirations? In order to reach long-
term consequences from side to side training, we must widen our idea to comprise people
growth as part of our planned development. Though training covers a wide choice of subjects
under the three major categories (skills, outlook, information), using the word "training"
without connecting it to "development" narrows our notion of the preparation role and leads
us to breakdown. Training and Development correspond to a whole that triggers the intellect,
emotions and employees' best work presentation. It is not only business managers and owners
who must do this move in thoughts, but Human possessions Directors and Training Managers
(whose title should be "Training and Development" Managers). By their events, they should
present a personal instance, education and guiding all the people in an organization to think
"beyond training" and spend labors in people: Specialized expansion and Personal growth.
Opposing to what some manager’s believe, people do not stop a rest of job as soon as they
have grown individually and efficiently through training and development agenda - at least they
do not do so for a long as. They turn out to be faithful to their company and help him/her grows
business-wise, which offers them more opportunities. They graph their own path for vocation
progression within the broader structure of managerial development.
1.5 Training and Development and its appraisal
Humanizing commerce presentation is a trip, not a reason. Business recital rises and cascade
with the go out and pours of human performances. HR professionals guide the hunt for habits
to improve the efficiency of workers in their jobs today and arrange them for tomorrow. Over
the years, preparation programmes have developed into business with these goals in mind.
Training programmes should improve presentation and augment the aid of the labor force. The
final objective of training is to expand suitable aptitude in the labor force inside. In India,
training as an action has been going on as a separate meadow with its own roles, structures and
budgets, but it is still little. This pasture is however; increasing quick but argument seems to
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enclose any attempts to find reimbursement equal with the rising costs of preparation. Training
has made important gifts to expansion of all kinds. Training is necessary; qualms occur over its
gift in perform. Grievances are rising over its uselessness and squander. The training equipment
and costs have multiplied but not its reimbursement. Displeasure continues and is growing at
the operational stage where the reimbursement of preparation should show the majority
obviously. This disenchantment shows in many customs – unwillingness to propel the most
talented people for training, insufficient use of employees after training etc. With
disenchantment rising in the middle of development, training has entered a unsafe stage in its
progress.
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Chapter-2
INDUSTRY OVERVIEW
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The Indian textile industry is one of the largest in the world with a massive raw material and
textiles manufacturing base. Our economy is largely dependent on the textile manufacturing
and trade in addition to other major industries. About 27% of the foreign exchange earnings are
on account of export of textiles and clothing alone. The textiles and clothing sector contributes
about 14% to the industrial production and 3% to the gross domestic product of the country.
Around 8% of the total excise revenue collection is contributed by the textile industry. So much
so, the textile industry accounts for as large as 21% of the total employment generated in the
economy. Around 35 million people are directly employed in the textile manufacturing
activities. Indirect employment including the manpower engaged in agricultural based raw-
material production like cotton and related trade and handling could be stated to be around
another 60 million. A textile is the largest single industry in India (and amongst the biggest in
the world), accounting for about 20% of the total industrial production. It provides direct
employment to around 20 million people. Textile and clothing exports account for one-third of
the total value of exports from the country. There are 1,227 textile mills with a spinning
capacity of about 29 million spindles. While yarn is mostly produced in the mills, fabrics are
produced in the power loom and handloom sectors as well. The Indian textile industry
continues to be predominantly based on cotton, with about 65% of raw materials consumed
being cotton. The yearly output of cotton cloth was about 12.8 billion m (about 42 billion ft).
The manufacture of jute products (1.1 million metric tons) ranks next in importance to cotton
weaving. Textile is one of India’s oldest industries and has a formidable presence in the national
economy inasmuch as it contributes to about 14 per cent of manufacturing value-addition,
accounts for around one-third of our gross export earnings and provides gainful employment to
millions of people. They include cotton and jute growers, artisans and weavers who are
engaged in the organized as well as decentralized and household sectors spread across the
entire country.
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2.1 Indian Textile Industry and Growth
India’s textile industry is one of the economy’s largest. In 2000/01, the textile and garment
industries accounted for about 4 percent of GDP, 14 percent of industrial output, 18 percent of
industrial employment, and 27 percent of export earnings. India’s textile industry is also
significant in a global context, ranking second to China in the production of both cotton yarn
and fabric and fifth in the production of synthetic fibers and yarns.
In contrast to other major textile-producing countries, mostly mostly small-scale, nonintegrated

spinning, weaving, cloth finishing, and apparel enterprises, many of which use outdated
technology, characterize India’s textile sector. Some, mostly larger, firms operate in the
“organized” sector where firms must comply with numerous government labor and tax
regulations.
The unique structure of the Indian textile industry is due to the legacy of tax, labor, and other
regulatory policies that have favored small-scale, labor-intensive enterprises, while
discriminating against larger scale, more capital-intensive operations. The structure is also due
to the historical orientation towards meeting the needs of India’s predominately low-income
domestic consumers, rather than the world market. Policy reforms, which began in the 1980s
and continued into the 1990s, have led to significant gains in technical efficiency and
international competitiveness, particularly in the spinning sector. However, broad scope
remains for additional reforms that could enhance the efficiency and competitiveness of India’s
weaving, fabric finishing, and apparel sectors.
2.2 Structure Of India’s Textile Industry

Unlike other major textile-producing countries, India’s textile industry is comprised mostly of
small-scale, nonintegrated spinning, weaving, finishing, and apparel-making enterprises. This
unique industry structure is primarily a legacy of government policies that have promoted
labor-intensive, small-scale operations and discriminated against larger scale firms:
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• Composite Mills. Relatively large-scale mills that integrate spinning, weaving and, sometimes,
fabric finishing are common in other major textile-producing countries. In India, however, these
types of mills now account for about only 3 percent of output in the textile sector. About 276
composite mills are now operating in India, most owned by the public sector and many deemed
financially “sick.”
• Spinning. Spinning is the process of converting cotton or manmade fiber into yarn to be used
for weaving and knitting. Largely due to deregulation beginning in the mid-1980s, spinning is
the most consolidated and technically efficient sector in India’s textile industry. Average plant
size remains small, however, and technology outdated, relative to other major producers. In
2002/03, India’s spinning sector consisted of about 1,146 small-scale independent firms and
1,599 larger scale independent units.
• Weaving and Knitting. Weaving and knitting converts cotton, manmade, or blended yarns
into woven or knitted fabrics. India’s weaving and knitting sector remains highly fragmented,
small-scale, and labor-intensive. This sector consists of about 3.9 million handlooms, 380,000
“power loom” enterprises that operate about 1.7 million looms, and just 137,000 looms in the
various composite mills. “Powerlooms” are small firms, with an average loom capacity of four
to five owned by independent entrepreneurs or weavers. Modern shuttle less looms account
for less than 1 percent of loom capacity.
• Fabric Finishing. Fabric finishing (also referred to as processing), which includes dyeing,
printing, and other cloth preparation prior to the manufacture of clothing, is also dominated by
a large number of independent, small scale enterprises. Overall, about 2,300 processors are
operating in India, including about 2,100 independent units and 200 units that are integrated
with spinning, weaving, or knitting units.
• Clothing. Apparel is produced by about 77,000 small-scale units classified as domestic
manufacturers, manufacturer exporters, and fabricators (subcontractors).
2.3 Growth of Textile Industry

India has already completed more than 50 years of its independence. The analysis of the
growth pattern of different segment of the industry during the last five decades of post
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independence era reveals that the growth of the industry during the first two decades after the
independence had been gradual, though lower and growth had been considerably slower
during the third decade. The growth thereafter picked up significantly during the fourth decade
in each and every segment of the industry. The peak level of its growth has however been
reached during the fifth decade i.e., the last ten years and more particularly in the 90s. The
Textile Policy of 1985 and Economic Policy of 1991 focusing in the direction of liberalization of
economy and trade had in fact accelerated the growth in 1990s. The spinning spearheaded the
growth during this period and man-made fiber industry in the organized sector and
decentralized weaving sector.
2.4 Size of the Textile Industry in India

• The textile industry in India covers a wide gamut of activities ranging from production of raw
material like cotton, jute, silk and wool to providing high value-added products such as fabrics
and garments to consumers
• The industry uses a wide variety of fibers ranging from natural fibres like cotton, jute, silk and
wool to manmade fibres like polyester, viscose, acrylic and multiple blends of such fibres and
filament.
• The textile industry plays a significant role in Indian economy by providing direct employment
to an estimated 35 million people, by contributing 4 per cent of GDP and accounting for 35 per
cent of gross export earnings. The textile sector contributes 14 per cent of the value-addition in
the manufacturing sector.
• Textile exports during the period of April-February 2003-2004 amounted to $11,698.5 million
as against $11,142.2 million during the same period in the previous year, showing an increase
of around 5 per cent.
• Estimates say that the textile sector might achieve about 15 to 18 per cent growth this year
following dismantling of MFA.
2.5 Role if Indian textile industry in economy
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Textile industry plays a significant role in the economy. The Indian textile industry is one of the
largest and most important sectors in the economy in terms of output, foreign exchange
earnings and employment in India. It contributes 20 per cent of industrial production, 9 per
cent of excise collections, 18 per cent of employment in industrial sector, nearly 20 per cent to
the country’s total export earnings and 4 percent to the GDP. The sector employs nearly 35
million people and is the second highest employer in the country. The textile sector also has a
direct link with the rural economy and performance of major fibre crops and crafts such as
cotton, wool, silk, handicrafts and handlooms, which employ millions of farmers and crafts
persons in rural and semi-urban areas. It has been estimated that one out of every six
households in the country depends directly or indirectly on this sector.
India has several advantages in the textile sector, including abundant availability of raw
material and labour. It is the second largest player in the world cotton trade. It has the largest
cotton acreage, of about nine million hectares and is the third largest producer of cotton fibre
in the world. It ranks fourth in terms of staple fibre production and fourth in polyester yarn
production. The textile industry is also labour intensive, thus India has an advantage.
2.6 The key advantages of the Indian industry are:

• India is the third largest producer of cotton with the largest area under cotton cultivation in
the world. It has an edge in low cost cotton sourcing compared to other countries.
• Average wage rates in India are 50-60 per cent lower than that in developed countries, thus
enabling India to benefit from global outsourcing trends in labour intensive businesses such as
garments and home textiles.
• Design and fashion capabilities are key strengths that will enable Indian players to strengthen
their relationships with global retailers and score over their Chinese competitors.
• Production facilities are available across the textile value chain, from spinning to garments
manufacturing. The industry is investing in technology and increasing its capacities which
should prove a major asset in the years to come.
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• Large Indian players such as Arvind Mills, Welspun India, Alok Industries and Raymonds have
established themselves as 'quality producers' in the global market. This recognition would
further enable India to leverage its position among global retailers.
• India has gathered experience in terms of working with global brands and this should benefit
Indian vendors.
2.7 GOVERNMENT INITIATIVES

With a view to raise India's share in the global textiles trade to 10 per cent by 2015 (from the
current 3 per cent), the Ministry of Textiles proposes 50 new textile parks. Out of the 50, 30
have been already sanctioned by the government (with a cost of US$ 710 million). Set up under
the Scheme for Integrated Textile Parks (SITP), this initiative will not only make the industry
cost competitive, but will also enhance manufacturing capacity in the sector.
Apart from the above, a series of progressive measures have been planned to strengthen the
textile sector in India:
• Technology Mission on Cotton (TMC)
• Technology Up gradation fund Scheme (TUFS)
• Setting up of Apparel Training and Design Centre’s (ATDCs)
• 100 per cent Foreign Direct Investment (FDI) in the textile sector under automatic route.
• Setting up two design centre’s in Gujarat in collaboration with National Institute of Fashion
Technology.
• Setting up a Handloom Plaza in Ahmadabad with an estimated investment of US$ 24.6
million.
• Revival plans of the mills run by National Textiles Corporation (NTC). Already, for the revival of
18 textile mills, US$ 2.21 million worth of machineries has been ordered for the up gradation
and modernization of these mills.
• Setting up a handloom mall with an investment of US$ 24.6 million at Jahangir Mill in
Ahmadabad.
• Scrapping of the Textile Committee cess being collected from the textile and textile
machinery industry under the Textile Committee Act.
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In a further bid to bolster the envisaged annual growth rate of 11 per cent, the Government will
also increase the TUF (Technology Up gradation Fund) from US$ 124 million in 2006-07 to US$
211 million in 2007-08.
The Government of India has also included new schemes in the Annual Plan for 2007-08 to
provide a boost to the textile sector. These include schemes for Foreign Investment Promotion
to attract foreign direct investment in textiles, clothing and machinery; Brand Promotion on
Public-Private Partnership (PPP)) approach to develop global acceptability of Indian apparel
brands; Trade Facilitation Centre’s for Indian image branding; Fashion Hubs for creation of
permanent market place for the benefit of Indian fashion industry; Common Compliance Code
to encourage acceptability among apparel buyers and Training Centre’s for Human Resource
Development on Public Private Partnership (PPP) mode.
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Chapter-3
LITERATURE REVIEW
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3.1 Overview of Training
One major area of the Human Resource Management function of particular relevance to the
effective use of human resources is training and development. Few people these days would
argue against the importance of training as a major influence on the success of an organization.
Employees are a crucial and expensive resource. In order to sustain effective performance, it is
important to optimize the contribution of employees to the aims and goals of the organizations.
The importance of training as a central role of management has been recognized by research
studies. For instance, Jehanzeb and Beshir (2013), confer one contribution of an organization’s
Manager is to give others vision and ability to perform. The general movement towards
downsizing, flexible structures of organizations and the nature of management moving towards
the devolution of power to the workforce give increasing emphasis to an environment of
coaching and support. Training is necessary to ensure an adequate supply of staff that is
technically and socially competent and capable of career development into specialist
departments or management positions. There is therefore a continual need for the process of
staff development, and training fulfills an important part of this process. Training should be
viewed therefore as an integral part of the process of total quality management.
3.2 Human Resource Management

For any organization to function effectively, it must have money, materials, supplies,
equipment, ideas about the services or products to offer those who might use its outputs and
finally people, which is the human resource, to run the organization. The effective management
of people at work is Human Resource Management. Human Resource Management has
emerged as a major function in most organizations and is the focus for a wide-ranging debate
concerning the nature of the contemporary employment relationships. Managing human
resources is one of the key elements in the coordination and management of work
organizations. Shen (2004) defines Human Resource Management as the involvement of all
management decisions and actions that affect the nature of the relationship between the
organization and its employees-the human resources. According to Shen generally
management make important decisions daily that affect this relationship.
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3.3 Human Resource Management and Training
McDowall et al. (2010) argue that the recognition of the importance of training in recent years
has been heavily influenced by the intensification of competition and the relative success of
organizations where investment in employee development is considerably emphasized. They
add that technological developments and organizational change have gradually led some
employers to the realization that success relies on the skills and abilities of their employees,
and this means considerable and continuous investment in training and development. It is the
view of Beardwell and Holden (1993) that Human Resource Management concepts such as
commitment to the organization and the growth in the quality movement have led senior
management teams to realize the increased importance of training, employee development
and long-term education. Such concepts require not only careful planning but a greater
emphasis on employee development.
3.4 Purpose, Process and Outcomes of Training

According Cole (2002), in his book Personnel and Human Resource Management, training is a
learning activity directed towards the acquisition of specific knowledge and skills for the
purpose of an occupation or task. The focus of training is the job or task for example, the need
to have efficiency and safety in the operation of particular machines or equipment, or the need
for an effective sales force to mention but a few. To develop the desired knowledge, skills and
abilities of the employees, to perform well on the job, requires effective training programs that
may also effect employee motivation and commitment. Employees can make or break their
organizational reputation and profitability. And they are responsible for the bulk of the
activities which can affect client satisfaction, the quality of the product and event. According to
Garavan (1997) and Berge et al. (2002) training is the planned and systematic modification of
behavior through learning events, activities and programs which results in the participants
achieving the levels of knowledge, skills, competencies and abilities to carry out their work
effectively. A formal training program is an effort by the employer to provide opportunities for
the employee to acquire job-related skills, attitudes and knowledge. This means for any
organization to succeed in achieving the objectives of its training program, the design and
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implementation must be planned and systematic, tailored towards enhancing performance and
productivity. Most organizations have long recognized the importance of training to its
development. As new technology progresses, making certain jobs and skills redundant, an
increasing emphasis is being placed on the need for a skilled and highly trained workforce.
Many of the jobs being replaced by machines have been of an unskilled and semi-skilled nature,
and this emphasizes the need for higher education and skills for those wishing to gain
employment in the future. According to Blain (2009) research shows that in Europe, 44% of
employees receive job-related technical skills training and 33% receive information technology
(IT) skills training. 18% of employees have undertaken sales related training in the past year,
while 25% have undertaken personnel development skills training, 21% management skills
training and 15% leadership skills development.
3.5 Metacognitive Theories

Tajfel (1972) introduced the idea of social identity to theorize how people conceptualize
themselves in intergroup contexts, how a system of social categorizations “creates and defines
an individual’s own place in society”. He defined social identity as “the individual’s knowledge
that he belongs to certain social groups together with some emotional and value significance to
him of this group membership. Similarly, Hogg and Terry (2000) describe multiple factors which
influence how people work; social identity theory portends to be a unifying theory of
organizational behavior because what and how people think as members of social groups
influences subsequent behavior and attitudes in social systems. The social identities in
organizations serve as important drivers of performance. How people think as members of
groups affects the outcomes of learning interventions. Therefore, social identity is a key input
to or driver of learning and performance in organizations. Since, people do the work of
organizations in group settings.
3.6 Objectives of the Study

This study was intended to determine the impact of training and development on employee
performance and effectiveness. The data were collected from employees such as technical
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officers, administrative, finance and other support staffs who tenured in District Five
Administration Office, Bole sub-City of Addis Ababa City Government of Ethiopia. Hence, the
following three hypotheses were put forth: H1 there was no difference on the mean score of
employee performance by employee training and development status; H2 there was no
difference on the mean score of organizational effectiveness by Employee performance and H3
there was no difference on the mean score on organizational effectiveness by employee
training and development status.
3.7 Indian studies

T.V. Rao (1999) in his book "HRD Audit" defined HRD as essentially consisting of three Cs;
competencies, commitment and culture all three are needed to make an organization function
well. Without competencies many task of the organization may not be completed cost
effectively or with optimal efficiency. Without commitment, they may not be done at all or are
done at such a low pace that they loose relevance.
In his book "HRD Missionary", Rao T.V. (1991) has highlighted on multiple goals of HRD.
These include employee's competency development, employee motivation development and
organization climate development. He suggested that employees require a variety of
competency like knowledge, attitudes, and skills in technical and managerial areas to perform
different task or function required by their jobs.
In Pareek and Rao's (1981) Model, training department was treated as one of the
important subsystems. According to Pattnayak (1998), the effectiveness of HRD activities in
Indian organization depend to a great extent on training needs assessment and evaluation of
training effectiveness. He adds that to make the organization productive, it is essential that the
individual skill be developed to achieve and fulfill the organizational needs. In this critical
context, HRD, particularly training and development has an important role to play.
Arvind K. Sharma (1979) studied management development in British Public Enterprise.
The study covered British Railway Board, British Steel Corporation, Electrical Supply Industry,
national Coal Board and Post office. The study examined the management development in
21
terms of the entrants, on the job training, in company training and role of external institutions
in management development.
P.N. Singh (1989) in his book on "Training for Management Development' emphasizes
on the importance of training and management development activities in organization due to
rapid technological developments, change in style of management in recent years and changing
areas of responsibility for managers.
Dayal (1973) presented a comprehensive survey of studies on training in India as he
observed, most of the issues confronting the fields of training in India are not dissimilar to
those felt aboard. Attempts have been made to examine general issues such as conditions
conducive to effective training, techniques for assessing effectiveness of training extent of
utilization of training in practice and the extent to which training methods influence learning.
The development of high potential workers with the support of continuous training and
retraining is seen as a core element in the development of competitive advantage of the
organization by Kandula (2002).
Balra and Bhatia (1997) in their work on "Managerial Effectiveness in Public Enterprises:
The Role of Development" are of opinion that performance determinants of public enterprises
in developing countries is unanimous in emphasizing that the most critical impediment to
effective performance had been the shortage of competent, properly oriented, professionally
trained and adequately motivated management personnel. This coupled with the paucity of
trained managerial manpower, especially in public enterprises in developing and training
programs have an important role to play in improving public enterprises performance. Market
changes and competition is of dominant concern in the organization, this change in
environment is also going to affect training activity. The survey analysis by Bhatia on
environment changes has highlighted that the future goals in training area will have to deal
with market competition and along with Government control and manpower planning at the
national level.
Training has been described as an international act of providing means for learning to
take place by Maheshwari (1971). Virmani (1995) highlights in his book "Management Training
and Development", purpose for training of managers according to the objective of the
22
organization at large, objectives of the organization for enhancing personal output in terms of
job performance, individual behavior and attitude and for future development purposes and
objectives of the personnel for self development.
Biswas (1998) conducted a study on factors affecting training effort and gave the
following findings: Firstly the training programs must be perceived as relevant for future career,
advancement, and secondly, people who have greater emotional attachment to the
organization are more likely to put in greater effort then others in the organization. Another
major finding was that the decision involvement resulted in higher levels of perceived career
utility, which, intern, affected learning efforts, when the employees were given an opportunity
to participate in the training decision they perceived it as more beneficial to their career then
when they were not given this opportunity. The finding that decision -source credibility affects
perceived career utility and commitment is consistent with a large body of research conducted
in performance appraisal feedback (e.g., Ilgen, Fisher and Taylor). These findings suggest that
organization should determine how employees view their superiors' credibility. The superior
should ensure that they have adequate knowledge about their subordinate's' level of
competency and training needs. Moreover, superior should build up reputation for fairness and
trustworthiness and concern for the future for the subordinates.
Rangnekar (1976) stressed that the basic problems of training arises because of an
untrainable top, a confused middle and a frustrated bottom. However, the situation is
improving causing commitment to training from the top management. Maheshwari (1971)
collected data on managers from banking institutions and found training program less effective
with respect to their contribution to job performance they did endorse the usefulness of formal
training.
A report of the study team on recruitment, selection in Union and State Public Service
commission found that in spite of the wide agreement that training is an integral aspect of the
administration of modern government, it continues to be neglected all over the world in
general and in India, in particular, as published in the "United Nations Handbook of Training in
Public Service". Rudrabasavaraj's (1969) survey indicated that the public undertakings in India
under study did not have any formal or systematic induction programme for the new employee.
23
In spite of management development activities carried out by the organization at their level,
there have been loopholes contributing to roadblock in its way. Agarwal (1983) in his study on
the management training problem in the public sector in India found that executive resource
planning has not received due attention and importance it deserves. In most countries, training
is pursued on its own or more or less as a support activity and is not linked in an intimate way
with human resource planning. Without such integration, training programs will just remain an
activity without a purpose. Rudrabasavaraj (1969) opines that public undertakings yet to evolve
and develop a management philosophy towards executive development. He further is of the
opinion that the organizational climate in such organizations seems to be not supportive
enough for the executive development. Agochiya (2001) in his book on "Every Trainers
Handbook" is of the view that in present organization amidst growing acknowledgement of the
value of training to individuals and organization, he finds that the persons who need training do
not get an opportunity, and where there is no financial commitment, some organization are
inclined to nominate those who are either available or can be spared for the duration of the
training program.
Observation made by Chowdhary (1958) that the participants who select themselves for
the program often use the training to escape from the stresses of the job and plan the next
phase of their career strategy, rather than for the purpose for which the training was intended.
Dani (1979) conducted research on evaluation of management training in Nationalized Bank. He
found that there is in general a chronic apathy towards training. The placement and status of
training has not been satisfactory. Training is still regarded as a fringe activity unrelated to the
organization. As far as trainees attitudes towards training is concerned, it is considered by them
as a paid holiday and recreation. The majority of those, who receive training, hail it bring them
away from their place of work. He further found the selection of trainees is made more on the
basis of availability of persons rather than on the basis of well-planned policies of career
advancement with regard to the training methods, the study revealed that the choice of
training techniques is not influenced by the training objectives, course content, trainee
population, etc. there does not seem to be any scientific, dependable and rational approach to
assessment of training needs. Adequate care is not exercised in the selection and writing of
24
training objectives. There is a wide variation in the format, scope, content and sequence of the
course.
Study conducted by Prasain (1996) in LIC found that although LIC have established
officer Training Colleges to impart training to its employees, the achievement is not
satisfactory. His findings showed non-seriousness in identifying training needs by LIC for its
officers.
Pareek and T.V. Rao (1981) published "Designing and Managing Human Resource System"
which influenced management thinking based on their field research and experience they
stated that training does not fulfill its proper role in various organizations. The identified fine
reasons for the light in which training is at present.
1. The training unit organizes training events on the initiation or suggestions of persons
who matter in the organization. Instead of brief a partner in the process of development
of the organization, it merely responds to request made to it.
2. By and large, there seems to be general feeling in the organization that training is a
peripheral activity rather than a central one. In much organization training is more
decorative than functional.
3. Since training is regarded as peripheral and since it is treated as a service department,

only responding to the various demands of the open, it is treated as a service
department, only responding to the various demands of the open, it is a vicious circle.
4. Many organizations in India still do not treat training as a profession. Training is

seemed as a function, which can be managed by anyone. As a result, people who man
the training department may not have the necessary professional skills
5. Another factor for which the training men are responsible is slow speed of
professionalization of training function. Because of these and some other factors,
training has remained rather peripheral. These factors should be rectified and training
should be undertaken in a scientific way- Saiyadin (1996), Virmani & Seth (1985)
25
Therefore a diagnosis of future needs is necessary in order to be able to respond adequately to
them.
Raghaviah (1983) in his paper on "Training Organization for Public Enterprise Managers-
Problem and Prospects" emphasizes that training in developing society has to be research
based to be of practical utility. According to him, over a decade of training experience in the
Osmania University, Department of Public Administration has shown that research based
training is the most efficacious and productive proportion. As per the training policy a decision
to impart training to target group was followed by extensive field research in the subject area,
prolong interviews with officers similarly placed, problem identification as of constraints
analysis plus preparation of study report formed necessary elements for subsequent course
designing.
Mishra and Ravishankar (1983) in their work on "Designing and Implementing an OD"
stated that curriculum for training personnel at different levels may generally be geared to
policy issues, general management, decision-making and development of functional ability.
According to him for managerial personnel, the curriculum may be geared to developing
appropriate skills and operational abilities for handling managerial tasks effectively and
efficiently. For the junior or lower supervisory levels, the focus has to be more on developing
basic understanding of the concepts, knowledge aspects, basic technical skills, environmental
adjustments, and inter personal cooperation.
Timothy (1983) reported that not more than 10 per cent of this expenditure actually
results in transfer to the job. In his studies, Donald Ford found that 50 per cent of the training
occurring today is not transferred back to the job, resulting in a monumental waste of
resources. Premila (1998) in her study suggested that supportive organizational climate and
cooperation from superiors and subordinates encourages change and innovation. She also
emphasized on active involvement of trainees boss through pre and post training discussion on
the basis of JIP (Job Improvement Plan) is a positive facilitator for trying some of the new
concepts and skills imbibed through training. Dholakia (1983) in his work on "Improving Public
Enterprise Performance through Management Development" states that one of the critical
determinants of the overall performance of the public enterprise is the efficiency and
26
effectiveness of its managerial cadres in operating the enterprise. Ganguli (1964) observed that
traditionally effectiveness of a manager was gauged in terms of his productivity or items related
to it like net profits.
According to Chowdhary (1983), knowledge should be transmitted to managers to
develop intellectual creativity and ability to enable them to calculated risk for achieving
objectives of enterprises in a fluid and changing national and international environmental
context. Adding another dimension to it, Agarwal (1983) states that management training is the
systematic and continuous development of knowledge, skills and attitudes which will prove
beneficial both to the organization and to the individual in achieving the objectives of the
organization. Skertchly finds it as a way of raising managerial ability in order to improve the
effectiveness of management actions
The finding of Research on "Executive Development in Banking Sector in India" by
Saurabh Mani (2002) highlights that on an average Executive development programs help in
improving all dimensions that prepares an executive to take more responsibilities in future. He
also found that development of inter personal skill and programs on creativity are considered
as more important for executives. But the analysis of data showed that Bank of India focused
more on functional area specialization programs for its executives.
Raman (1983) in his work on "Management Training and Industrial Productivity" argues that
managerial effectiveness may be viewed as a terminology that is result oriented and therefore
capable of being measured in terms of achievements requirements for a job. He suggested that
Management by Objectives (MBO) approach has the potentialities of measuring effectiveness
as it requires to set targets of performance for each management job and while doing so
efficiency criteria is also taken into account.
Biswajeet Pattnayak (1998), conducted large survey on Training Effectiveness among
executives in Indian industries which revealed that 72 per cent people felt training program are
successful in making employees understand their job requirement and responsibilities, 50 per
cent agreed that training helps in development skills required for interaction in the group,
62per cent believed that training program change the attitude about their job. Whereas 70 per
cent opined negative to practice what one learns in day-to-day job.
27
Saiyadain (1996) in his study on the problems of training in public enterprises states that
training cannot be a substitute for effectiveness. It generates necessary pre-condition for it.
According to him organization should make extra attempts to see how training has been
utilized. Adding to this Jack Phillips focuses on the increased interest in making sure that the
training and development programs are on target in terms of efficiency, effectiveness and
desired results. He emphasized on a result-based approach. T.V. Rao and Udai Pareek (1981) in
their book on "Designing and Managing Human Resource Systems" advocate that correct
training plays a critical role in promoting efficiency, changing attitudes of official and in
inculcating a better sense and probity in them. In a nut-shell, training is an important tool for
organizational growth.
Pattnayak (1998) in his book on "Human Resource Training" describes organizational
development as clearly one of the sterling achievements at the present time in training.
Ramnarayan and Nilakant (1998) in their work on organizational development to training is of
the view that training is no longer a limited instrument to adapt employee skills to job
requirements, but an important tool for organizational development. To cope up with the
changes as pointed out by Vander Krogt and Warmer dam (1997) earlier in this review,
Ramnarayan and Nilakant (1998) suggested that progressive organization are changing their
approach to training in some fundamental ways. Some of these practices are listed which
reflect the organizational development principles are defining of task, company strategy etc. by
top management provides context of training. This indicates involvement of top management.
Further, they discussed that training focuses not merely on development of skills but also on
exploration of how there can be parallel development of skills, roles, systems, procedures and
work methods. It involves greater participation of people at operational level in the
development and implementation of training programs. Today’s training has evolved new
forms and methods of training giving new dimensions to it. Thus there is shift away from a
static, one- sided, one best way perspective on training to dynamic, multifaceted approach in
which different actors jointly choose to organize training in a variety of manners.
Mishra and Ravishankar (1983) gave their argument on the relevance of training in the
development of the organization. They found that training in public enterprise is an attempt to
28
improve human effectiveness through planned and deliberate learning process. It is an integral
part of organizational learning, a process by which the organization develops its capacity to
understand its own behavior, and more specifically, inter department parts of its decision-
making process in multiple environments. Virmani conducted study in Administration Staff
College of India and identified lack of seriousness on the part of sponsored officers, lack of
discussion with superiors on training and different expectations from training as major
problems of training. He collected data on trainees highlighting two areas i.e. career
development and continuing education as focus for individuals motivation for attending
training programs. A majority of firms do not use formal needs assessment in making human
resource decisions was found by Saari, Johnson, Mahanglin & Zimmerle (1988). Their work of
training effectiveness highlights that lack of follow-up is an issue for most training programs,
which makes it difficult to monitor and reinforce changes in behaviour after a program ends.
Their studies also show that employees in a management position receive more training than
employees in a non-management position.
Paul (1974) in 70's mentioned that public enterprise managers need greater breadth
and depth in blending and re counseling multiple social, economic and political variables in the
process of managing public enterprises in a changing environment. They would operate and
carry on developmental tasks under diverse pressures and obstacles emanating from national
and international environment. Bhatia (1981) in his studies finds a shift from knowledge to
attitude as the main objective of training. Saiyadain (1996) in survey also obtained similar
findings among executive in Indian organizations. Taking this further, Singh in his mode of three
tier-training needs survey has emphasized on prioritizing the various training areas for different
categories of employees by senior managers and heads of the departments.
Pattanayak's study further clears the view as he finds through systematic analysis of his
survey results that training programs are successful in making the people understand their job
responsibilities, improvement in imparting managerial skills and changing attitude of the
people. But his findings also highlights that training is not totally successful in developing
interpersonal skills, understanding human behavior at work and their implementation style.
29
Chapter - 4
OBJECTIVE AND RESEARCH METHODOLOGY
30
This chapter describes the methodology used for this study. Research design, sampling
procedure, data collection, and analysis tools for the study have been explained. The survey
instrument is done on the basis of 5 scales. Reliability and validity of the survey instrument is
also addressed. Also a brief of demographic profile of the participants is discussed.
4.1 Objectives
The objectives of present study are:
1. To study the level of effectiveness of training & development programs among
employees.
2. To study the level of effectiveness of performance among employees.
3. To study the co-relation of effectiveness of training and development and effectiveness
of the performance of employees.
4. To study the effectiveness of training & development program based on selected
demographic variables.
5. To study the effectiveness of performance based on selected demographic variable.
4.2 Research Design

This study was exploratory and descriptive in nature.The study is a survey type in the
form of cross sectional study in which data are collected once across a population through
random sampling technique.
4.3 Target Population

All the employees comprise technical officers, administrative staffs, accountants, logistic
staffs, office assistants, employees and workers are targets of the study.
The respondents surveyed for this study were the employees of Weavewell export
pvt.ltd.(Panipat),Haryana of India. The respondents were asked to fill the questionnaire.
Questionnaire was distributed and field survey was done. This study conducts the demographic
aspects such as: Name, age, Department and contact no.
31
4.4 Sampling Size and Sampling Procedure
The sample size was 60 which was allocated to each profession and specialties using
probability proportion to size. Participants are selected using simple random sampling
techniques as sampling frame.
Respondents are asked to consider their own experiences in training and development
of employee performance and indicate on a 5-point scale on what are the problems they
face due to in effective training & development and how it effects upon their performance.
4.5 Sampling Techniques

 Simple Random Sampling: was done for the selection of corporates and respondents in
the export company.
4.6 Data Collection

4.6.1 For Secondary Data
The secondary data was collected from the Reports and various websites.
Google Scholar, Research Gate website, Pro quest were found to be the best source for
the collection of secondary data.
4.6.2 For Primary Data
Data was collected with the help of questionnaire form. It consists of the
demographic information. And also consists 20 questions related to training and
development based on 5 scales that is further divided into dependent and independent
variables. Independent scale ranges from NEVER to ALWAYS and dependent scale
ranges from VERY LOW to VERY HIGH.
4.7 Reliability
The tool was piloted using employees of the company. The responses of the respondents were
scored and the reliability of the tool was determined using Cronbach’s Alpha. According to the
alpha value more than 0.6, shows that the scale can be considered reliable.
32
Chapter-5
Data Analysis & Interpretations
33
Respondents Assessment of their employer status with regards training
development, performance and effectiveness
Type of Training Training reduces Training Training increase the Training lead Training Training
training improves possible helps to motivation to work you to be helps to helps to
applicable for skills, accidents enhance satisfied with increase decrease
the job knowledge the use of your job productivity material
& attitude tools & wastage
machines
&
operational
safety
Valid 60 60 60 60 60 60 60 60
N
Missing 0 0 0 0 0 0 0 0
Mean 3.4500 3.7833 3.5333 3.4000 3.5667 3.2167 3.4500 3.3833
Std.
.83209 .94046 1.01625 .90573 .99774 1.15115 .85222 .88474
Deviation
Table 5.1
The average for various training and development, employee performance and effectiveness
item assessed as depicted in Table 1. The first two variables were about training and
development. The training was applicable on their job (3.4500), and the trainings were
designed to improve the skill of employee (3.7833). The second four items were about
employee performance. Training reduces accidents (3.5333), the training enables staff to use
new tools and machines (3.4000), and the training improves motivation (2.28) and improves job
satisfaction (3.2167). The third group was about employee effectiveness. The training increased
products or services (3.4500); it reduced wastages (3.3833).
34
35
36
In this research we want to estimate the effect of training & development on employee’s
performance and organizational effectiveness. Pearson correlation was computed
to check whether training & development have any ecological relationship with performance
and effectiveness.
As depicted in the table, questions are divided into two variable i.e. dependent &
Independent and correlation between them was analyzed.
Correlation between employee performance and organizational

effectiveness
5.2.1 Training Helps to increase productivity correlate with various organization effectiveness
variables
As the result shows in the table 5.2, all the variables of organizational effectiveness are
positively correlated with the statement (training helps to increase the productivity) except
only one statement i.e. organization is effective from the training program. This statement is
negatively related with productivity as its correlation coefficient(r) is -.018.
5.2.2 Training helps to enhance the use of tools & machines & operational safety correlate
with various organization effectiveness variables
By analyzing the table 5.2, all the variables of organizational effectiveness are positively
correlated with all the statement of employee performance. Hence the variables of both the
statement are highly correlate with each other and that shows high level of satisfaction from
training & development programs.
5.2.3 Training reduces possible accidents correlate with various organization effectiveness
variables
As depict in the table 5.2, , all the variables of organizational effectiveness are positively
correlated with the statement (training helps to increase the productivity) except only one
statement i.e. organization is effective from the training program. This statement is negatively
related as its correlation coefficient (r) is -.219.
37
5.2.4 Training helped in eliminates obsolescence in skills correlate with various organization
effectiveness variables
positively correlated with the statement (training helps in eliminate obsolescence in skills)
except two statements i.e. organization is effective from the training program and training
increase the motivation to work. These two statements are negatively related with the
elimination of obsolescence in skills. Training increase the motivation to work has correlation
coefficient (r) is -.024 and organization is effective from training program has correlation
coefficient(r) is -.208.
5.2.5 Training helps in reduction in errors correlate with various organization effectiveness
variables
positively correlated with the statement (training helps in reduction in error ) except three
statements i.e. organization is effective from the training program, training improves skills,
knowledge & attitude and training lead you to be satisfied with your job. These three
statements are negatively related with the statement of reduction of errors by training
program. Training improves skills, knowledge & attitude has correlation coefficient has the
correlation coefficient(r) is -.121 , training lead you to be satisfied with your job has -.019 and
organization is effective from the training program(r) is -.052.
5.2.6 Training helps to decrease material wastage correlate with various organization
effectiveness variables
positively correlated with the statement (training helps to decrease material wastage) except
only one statement i.e. training program designed based on the requirement of job. This
statement is negatively related as its correlation coefficient(r) is -.031.
5.2.7 Training brings strong team work correlate with various organizational effectiveness
variables
positively correlated with the statement (training brings strong team work) except three
38
statements i.e. type of training applicable for the job, training increase the motivation to work
and enough training that enables to do job as required. These three statements are negatively
related with the statement of increase job satisfaction by training program. Type of training
applicable for the job has correlation coefficient(r) is -.011, training increase the motivation to
work has correlation coefficient(r) is -.019 and enough training that enables to do job as
required has the correlation coefficient(r) is -.098.
5.2.8 Training provided helped the organization & client satisfaction correlate with various
organization effectiveness
By analyzing the table 5.2, all the variables of organizational effectiveness are positively
correlated with all the statement of employee performance. Hence the variables of both the
statement are highly correlate with each other and that shows high level of satisfaction from
training & development programs that further provide client satisfaction.
One way analysis of variance tests of employee performance and organizational

effectiveness on Training & Development on the basis of Gender
ANOVA
Sum of Squares df Mean Square F Sig.
Training program designed Between Groups 2.075 2 1.038 1.085 .345

based on the requirement of Within Groups 54.508 57 .956
job Total 56.583 59
Between Groups 1.092 2 .546 .783 .462
Type of training applicable
Within Groups 39.758 57 .698
for the job
Total 40.850 59
Between Groups 4.808 2 2.404 2.541 .088
Training increase the
motivation to work
Total 58.733 59
Between Groups .838 2 .419 .465 .631
Training improves skills,
knowledge & attitude
Total 52.183 59
Training lead you to be Between Groups 6.546 2 3.273 2.604 .083
satisfied with your job Within Groups 71.638 57 1.257
39
Total 78.183 59
Between Groups .504 2 .252 .238 .789
Method of training effective Within Groups 60.346 57 1.059
Total 60.850 59
Enough training that Between Groups 1.142 2 .571 .744 .480
enables to do job as Within Groups 43.708 57 .767
required Total 44.850 59
Organization is effective Between Groups .371 2 .185 .201 .818
from the training Within Groups 52.563 57 .922
expenditure Total 52.933 59
Training program evaluate Between Groups 2.983 2 1.492 1.635 .204
during or at the end of the Within Groups 52.000 57 .912
program Total 54.983 59
Between Groups .000 2 .000 . .
Satisfied with overall aspect
Within Groups .000 57 .000
of training program
Total .000 59
Between Groups .050 2 .025 .314 .732
Organisation is effective
from the training program
Total 4.583 59
Between Groups .404 2 .202 .271 .763
Training helps to increase
productivity
Total 42.850 59
Training helps to enhance Between Groups 1.013 2 .506 .609 .547
the use of tools & machines Within Groups 47.387 57 .831
& operational safety Total 48.400 59
Between Groups 1.475 2 .737 .707 .497
Training reduces possible
Within Groups 59.458 57 1.043
accidents
Total 60.933 59
Training helped in Between Groups .413 2 .206 .201 .819
eliminates obsolescence in Within Groups 58.571 57 1.028
skills Total 58.983 59
Between Groups .004 2 .002 .003 .997
Training helps in reduction
in errors
Total 44.850 59
Between Groups .112 2 .056 .070 .933
Training helps to decrease
material wastage
Total 46.183 59
Between Groups .404 2 .202 .271 .763
job satisfaction
Total 42.850 59
40
Between Groups .638 2 .319 .392 .678
Training brings strong team
work
Total 47.000 59
Training provided helped Between Groups .425 2 .213 .361 .698
the organisation & client Within Groups 33.508 57 .588

satisfaction Total 33.933 59
Table 5.3
The training & development program has different effect on different gender. The
problems get even more prominent when they have different expectation regarding program
related to training & development. This has a prominent impact on organizational effectiveness
and on their performance as well.
The present study consists of gender differentiation : male & female.
Interpretation
5.3.1 Training program designed based on the requirement of job
The results of one-way ANOVA test depicts that the p-value of this statement is
more than 0.05. Therefore the null hypothesis is accepted and insignificant difference
was found between different gender and training program designed based on the
requirement of job.
5.3.2 Type of training applicable for the job
more than 0.05. Therefore the null hypothesis is accepted and there is no significant
difference found between different gender and type of training applicable for the job.
5.3.3 Training increase the motivation to work
more than 0.05. Therefore the null hypothesis is accepted and no significant difference
was found between different gender and training that increase the motivation to work.
5.3.4 Training improves skills, knowledge & attitude
41
was found between different gender and training that improves skills, knowledge &
attitude.
5.3.5 Training lead you to be satisfied with your job
was found between different gender and training that lead you to be satisfied with your
job.
5.3.6 Method of training is effective
was found between different gender and the effectiveness of the training method.
5.3.7 Enough training that enables to do job as required

As shown in the table, the p-value, of test of significance regarding the
comparison between different gender and enough training that enables to do job as
required, is also more than 0.05. Thus, the null hypothesis is accepted and there lies a
difference by chance only if tested statistically.
5.3.8 Organization is effective from the training expenditure
The significant value of one-way ANOVA test, applied for testing the hypothesis,
implies that there is no significant difference between the different gender and the
organization effectiveness from the training expenditure ,as it is also more than 0.05.
This means that the null hypothesis is again accepted here.
5.3.9 Training program evaluate during or at the end of the program
One-way ANOVA test results shows that significance value of comparison
between different gender and training program evaluation at the end of the program is
also more than 0.05. Therefore, the null hypothesis will be accepted here, i.e. there is a
42
no significant difference between different gender and evaluation of the training
program at the end of the program.
5.3.10 Satisfied with overall aspect of training program
The results of one way analysis of variance clearly signify that the null hypothesis
is again to be accepted as the p-value of this challenge is also more than 0.05. This
clearly dictates that there lies no significant comparison between different gender and
their satisfaction with overall training program.
5.3.11 Organization is effective from the training program
The results of one-way ANOVA test reveal that the p-value of this challenge is
more than 0.05. In other words, there is no significant difference between different
gender and organization effectiveness from training program.
5.3.12 Training helps to increase productivity
The result of one way analysis of variance clearly indicates that the p-value is
more than 0.05. In this case again null hypothesis is accepted, showing that there is no
significant difference between gender and training that increase the productivity.
5.3.13 Training helps to enhance the use of tools & machines & operational safety
was found between different gender and training that enhance the use of tools,
machines & operational safety.
5.3.14 Training reduces possible accidents
comparison between gender and training that reduces possible accidents, is also more
than 0.05. Thus, the null hypothesis is accepted and there lies a difference by chance
only if tested statistically.
5.3.15 Training helped in eliminates obsolescence in skills
The significant value of one-way ANOVA test, applied for testing the hypothesis,
implies that there is no significant difference between the different gender and training
43
that helped in eliminates obsolescence in skills, is also more than 0.05. This means that
the null hypothesis is again accepted here.
5.3.16 Training helps in reduction in errors
between different gender and training that helps in reduction in errors is also more than
0.05. Therefore, the null hypothesis will be accepted here.
5.3.17 Training helps to decrease material wastage
training that helps to decrease material wastage.
5.3.18 Training helps to increase job satisfaction
comparison between gender and training that helps to increase job satisfaction , is also
more than 0.05. Thus, the null hypothesis is accepted and there lies a difference by
chance only if tested statistically.
5.3.19 Training brings strong team work
training that brings strong team work.
5.3.20 Training provided helped the organization & client satisfaction
between different gender and training that helped the organization and client
satisfaction is also more than 0.05. Therefore, the null hypothesis will be accepted here.
One way analysis of variance tests of employee performance and organizational

effectiveness on Training & Development on the basis of Department
ANOVA
44
Sum of Squares df Mean Square F Sig.
Training program designed Between Groups 2.075 2 1.038 1.085 .345
based on the requirement of Within Groups 54.508 57 .956

job Total 56.583 59
Between Groups 1.092 2 .546 .783 .462
Type of training applicable
for the job
Total 40.850 59
Between Groups 4.808 2 2.404 2.541 .088
Training increase the
motivation to work
Total 58.733 59
Between Groups .838 2 .419 .465 .631
Training improves skills,
knowledge & attitude
Total 52.183 59
Between Groups 6.546 2 3.273 2.604 .083
Training lead you to be
satisfied with your job
Total 78.183 59
Between Groups .504 2 .252 .238 .789
Method of training effective Within Groups 60.346 57 1.059
Total 60.850 59
Between Groups 1.142 2 .571 .744 .480
Enough training that enables
to do job as required
Total 44.850 59
Between Groups .371 2 .185 .201 .818
Organization is effective from
the training expenditure
Total 52.933 59
Training program evaluate Between Groups 2.983 2 1.492 1.635 .204
during or at the end of the Within Groups 52.000 57 .912
program Total 54.983 59
Between Groups .000 2 .000 . .
Satisfied with overall aspect
Within Groups .000 57 .000
of training program
Total .000 59
Between Groups .050 2 .025 .314 .732
Organisation is effective from
the training program
Total 4.583 59
Between Groups .404 2 .202 .271 .763
productivity
Total 42.850 59
Training helps to enhance Between Groups 1.013 2 .506 .609 .547
the use of tools & machines Within Groups 47.387 57 .831
& operational safety Total 48.400 59
45
Between Groups 1.475 2 .737 .707 .497
Training reduces possible
accidents
Total 60.933 59
Between Groups .413 2 .206 .201 .819
Training helped in eliminates
obsolescence in skills
Total 58.983 59
Between Groups .004 2 .002 .003 .997
Training helps in reduction in
errors
Total 44.850 59
Between Groups .112 2 .056 .070 .933
Training helps to decrease
material wastage
Total 46.183 59
Between Groups .404 2 .202 .271 .763
Training helps to increase job
satisfaction
Total 42.850 59
Between Groups .638 2 .319 .392 .678
Training brings strong team
work
Total 47.000 59
Training provided helped the Between Groups .425 2 .213 .361 .698
organisation & client Within Groups 33.508 57 .588

satisfaction Total 33.933 59
Table 5.4
The training & development program has different effect on different gender. The
problems get even more prominent when they have different expectation regarding program
related to training & development. This has a prominent impact on organizational effectiveness
and on their performance as well.
The respondents that are taken from the company works in different department. The
present study consists of department differentiation. Packaging, Clipping, Finishing, Production,
Accountants, Logistics, etc.
Interpretation
As per the results given in ANOVA, all the variables that are separately compared with
the different departments has the p value more than 0.05 which means that there is no
significant difference departmental aspects and all the variables related to training and
development. Hence null hypothesis would be accepted here.
46
Chapter-6
FINDINGS, SUGGESTIONS, LIMITATIONS &
CONCLUSION
47
6.1 Findings
The study has following findings:
1. To study the level of effectiveness of training & development programs among
employees
To explore the level of effectiveness of training & development programs among
employees, mean and standard deviation plays a vital role . This study shows that
mostly all employees agree that training and development programs is helpful in
organizational effectiveness.
2. To study the level of effectiveness of performance among employee’s
The finding of this research confirms that the training and development activities
in which employees had participated brings new potentials of employees in performing
task and resulted in employee effectiveness.
3. To study the co-relation of effectiveness of training and development and
effectiveness of the performance of employees.
The co-relation depicts that most of the variables highly correlated with each
other that means training & development program leads to organisatio effectiveness
and employees performance.
4. To study the effectiveness of training & development program based on selected
demographic variables.
The findings of the research depicts under ANOVA that most of the hypothesis
are accepted under two demographic variables i.e. Gender and Department
differentiation. This means that the effectiveness of training and development program
are favourably based on demographic variables.
5. To study the effectiveness of performance based on selected demographic variable.
The finding of the study of effectiveness of performance based on demographic
variable also goes in the favour as most of the hypothesis are accepted with the specific
significance.
48
6.2 Suggestions
Following are some suggestions related to study:
► The employee training and development activity shall be based on a systematically
identified knowledge and skill deficit so as it maximize the effort of the both the
employee and organization.
► Ensuring adequate budget for training and development activities, utilizing the allocated
resources in efficient manner shall be maintained for organizational success.
► Involving employees in training evaluation activities and taking inputs for future similar
activities and document best practices to scale up in similar settings.
The impact of training on quality of services and client satisfaction shall be studied.
6.3 Limitations
Some of the limitations regarding study are as follows:
► The sample size of 60 was small for such kind of study intended but time and financial
resource constraints makes it imperative to restrict the sample to that size.
► There is a possibility of biasness related to the responses given by respondents.
6.4 Conclusion
Form this study the following points have been drawn:
► This high level performance was reported by the majority of the respondents as they
were involved in training and development interventions.
► The most frequent methods of training facilitation were on job training (demonstration)
and re-demonstration by trainees. We can conclude that the method of training
facilitation has a successful outcome which was observed in employee performance and
organizational effectiveness.
► We can conclude that the result of the Pearson correlation and linear regression for the
predictor variable training development activities against the critical variable employee
performance and organizational effectiveness has a positive correlation coefficient and
with satisfied significant level.
49
► Finally, we can conclude that the result of this study reveals that the training and
development activities of textile company have a positive outputs and outcomes.
However, it needs to improve the systematic identification of the training need and skill
deficit of employees, monitor and evaluate with objective tools or criteria so as the
program helps to maximize the impact of training and development activities in the
administration office.
50
REFERENCES
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51
[14] Hales, L.D. (1986) Training: A Product of Business Planning. Training & Development
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53
ANNEXURE
Questionnaire on Training
The following questions describe the organizations effort to train its employees. Please
put “X” in the space at the front of the questions under number you think express the position
of the organization in relation to the training program?
Assume 1 = Never 2 = rarely 3 = sometime 4 = often 5 = always and put on the remark column
“NA” if not applicable.
Question item Your opinion/position

Descriptions 1 2 3 4 5
1 Do you think the training program designed based on the
requirements of the job?
2 Is the type of training you have taken applicable for the job
after the training?
3 Does the training increase your motivation to the job you
do?
4 Does training improves your skills, knowledge, attitude
change, new capability
5 Does the training lead you to be satisfied with your job?
6 Do you think the method of training used by the organization

is effective?
7 Do you have enough training that enables you to do your job
as required?
8 Do you think the expenditure for employee training is
enough?
9 Does the training program evaluate during or at the end of
the program?
54
10 Are you satisfied with the overall aspect of the training
programs in the organization?
11 In your opinion, do you think the organization is effective
from the training expenditure? Yes/No.
Questionnaire on Workers Performance

The following phrases evaluate the return of the training relative to its objective of training and
impact on the organization. Please answer by putting “X” in the box you think represent the
result of the training in front of each question.
Assume objective: 1 = Very low 2 = Low 3 = Moderate 4 = High 5 = Very High and put on the
remark “NA” if not applicable.
Question item Your opinion/position

Descriptions 1 2 3 4 5
12 In my opinion training helps me to increase
productivity.
13 In my opinion training helps me to enhance the use
of tools and machine, operational safety.
14 After the training I feel it reduces possible
accidents.
15 The training provided helped me to eliminates
obsolesce in skills.
16 In my opinion training helps me to reduction in
errors.
17 In my opinion training helps me to decrease
material wastage.
18 In my opinion training helps me to increase job
satisfaction.
55
19 I am confident that the training brings strong team
work so as it helped my organization training
increase work efficiency.
20 I feel the training provided helped my organization
to ensure its success with client satisfaction.
Thank You!
56

Chapter - I

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Chapter - I

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Chapter - I

1.1 Training and development justification and some drawback

1.3 Nucleus Argument towards training and development

1.4 Significance of emergent a functions of Training and Development

In contrast to other major textile-producing countries, mostly mostly small-scale, nonintegrated

2.2 Structure Of India’s Textile Industry

2.3 Growth of Textile Industry

2.4 Size of the Textile Industry in India

2.5 Role if Indian textile industry in economy

2.6 The key advantages of the Indian industry are:

2.7 GOVERNMENT INITIATIVES

3.2 Human Resource Management

3.4 Purpose, Process and Outcomes of Training

3.5 Metacognitive Theories

3.6 Objectives of the Study

3.7 Indian studies

3. Since training is regarded as peripheral and since it is treated as a service department,

4. Many organizations in India still do not treat training as a profession. Training is

4.2 Research Design

4.3 Target Population

4.5 Sampling Techniques

4.6 Data Collection

Correlation between employee performance and organizational

One way analysis of variance tests of employee performance and organizational

Sum of Squares df Mean Square F Sig.

Training program designed Between Groups 2.075 2 1.038 1.085 .345

Training provided helped Between Groups .425 2 .213 .361 .698

the organisation & client Within Groups 33.508 57 .588

5.3.7 Enough training that enables to do job as required

One way analysis of variance tests of employee performance and organizational

Training program designed Between Groups 2.075 2 1.038 1.085 .345

based on the requirement of Within Groups 54.508 57 .956

organisation & client Within Groups 33.508 57 .588

Question item Your opinion/position

6 Do you think the method of training used by the organization

Questionnaire on Workers Performance

Question item Your opinion/position

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