A STUDY ON IMPACT OF TRAINING AND ITS INFLUENCE

TOWARDS JOB PERFORMANCE

Author 1:
Ms. Priyanka peter.
Student- MBA dept.
S.A.Engineering College.

Author 2:
Ms. Priyanka babu.
Student- MBA dept.
S.A.Engineering College.

ABSTRACT:
Every organization needs well adjusted trained and experienced people to perform its
activities. As jobs in today's dynamic organizations have become more complex there
is a need to introduce much better techniques and courses to solve the problems of
employees.
The project “a study on impact of training and its influence towards job
performance in airport authority of India” has its main objectives as to study the
work attitude, working environment, and satisfaction with co-workers, superiors,
remuneration, recognition and the opinion of the employees towards various related
aspects.
The research type used was descriptive, which provides data about the population or
universe being studied. The sampling unit covered major departments and the sample
size taken for this study was 50 and simple random sampling was the technique used.
Data collection was done by means of interview schedule with the help of
questionnaire. The data collected was analyses, statistical tools were made using the
responses for all the questions last but not the least, it can be said that the company
should follow an open door policy where employees can approach their senior
management and CEO with their work related problems, which will ultimately lead to
a problem free environment in the organization.
KEYWORDS:
Trained, experienced people, attitude, remuneration, co-workers……,..HUMAN

RESOURCE MANAGEMENT
INTRODUCTION:
Human Resource Management (HRM or HR) is the management of human
resources. It is designed to maximize employee performance in service of an
employer’s strategic objectives. HR is primarily concerned with the management of
people within organization, focusing on policies and on systems. HR departments are
responsible for overseeing employee benefits design, employee recruitment, training
and development, performance appraisal, and rewarding (e.g. managing pay and
benefit systems). HR also concern itself with organizational change and industrial
relations, that is, the balancing of organizational practices with requirements arising
from collective bargaining and form governmental laws.
HR is a product of the human relations movement of the early 20th century,
when researchers began documenting ways of creating business value through the
strategic management of the workforce. It was initially dominated by fractional work,
such as payroll and benefits administration, but due to globalization, company
consolidation, technological advances, and further research, HR as of 2015 focuses on
strategic initiatives like mergers and acquisition, talent management, succession
planning, industrial and labour relations, and diversity and inclusion.
Human Resource is a business field focused on maximizing employee
productivity. Human Resource professionals manage the human capital of an
organization and focus on implementing policies and processes. They can be
specialists focusing in on recruiting, training, employee relations or benefits. In start-
up companies, trained professionals may perform HR duties. In larger companies, an
entire functional group is typically dedicated to the discipline with staff specializing
in various HR tasks and function leadership engaging in strategic decision-making
across the business. To train practitioners for the profession, institutions of and
companies themselves have established programs of study dedicated explicitly to the
duties of the function. Academic and practitioner organization may produce field-
specific publications.
DEFINITION:
 EDWIN B.FLIPPO “the personnel function is concerned with the procurement,
development, compensation, integration and maintenance of the personnel of an
organization for the purpose of contributing towards the accomplishment of that
organization’s major goals or objectives. Therefore, personnel management is the
planning, organizing, directing, and controlling of the performance of those operative
functions.”
HUMAN RESOURCE MANAGEMENT-CONCEPT:
The management of men is a challenging task because of the dynamic nature of
the people. No two persons are similar in mental abilities, liking, disliking, values,
faiths, perceptions, sentiments, actions, reactions, and behaviour. People are
responsive because, they feel, think act; therefore, they cannot be operated like
machine money and material. Thus human resource “managing people is the heart and
essence of being a manager.” An organization cannot succeed if this human element is
neglected.
HUMAN RESOURCE MANAGEMENT CORE FUNCTIONS:
According to modern human resource management has five core functions which
are,
 Staffing
 Human resource development
 Compensation and benefits
 Safety and health
 Employee and labor relations
OBJECTIVES OF HUMAN RESOURCE MANAGEMENT:
“The objective of personnel management in an organization is to obtain
maximum individual development, desirable working relationships between
employers and employees, and to affect the molding of human resource as contrasted
with physical resource.”
Divided the objectives of personnel management in an organization into two
categories:
i. Primary objective and
ii. Secondary objective
i. PRIMARY OBJECTIVE:
1. To help the organization to attain its goal effectively and efficiently by
providing competent and motivated employees.
2. To utilize the available human resource effectively.
 3. To increase to the fullest the employees job satisfaction and self-actualization.
4. To develop and maintain the quality of work life (QWL) which makes
employment in the organization a desirable personal and social situation.
5. To help maintain ethical policies and behavior inside and outside the
organization.
6. To establish and maintain cordial relations between employees and
management.
7. To reconcile individual/group goals with organizational goals.
ii. SECONDARY OBJECTIVE:
Aim at achieving the primary objectives economically, efficiently and
effectively
1) The economic need for usefulness of the good and services required by the
community/society.
2) Conditions of employment for all the members of an organization to their
satisfaction and need so that they may be motivated to work for the success of
the enterprise.
3) The effective utilization of people and materials.
4) The continuity of the enterprise.

FUNCTIONS:
The functions performed by managers are common to all organizations. For the
convenience of study, the function performed by the resource management can
broadly be classified into two categories,
1. Managerial functions, and
2. Operative functions.
1. MANAGERIAL FUNCTIONS:
PLANNING:
Planning is a predetermined course of actions. It is a process of determining
the organizational goals and formulation of policies and programs for achieving them.
Thu planning is future oriented concerned with clearly charting out the desired
direction of business activities in future. Forecasting is one of the important elements
in the planning process. Other functions of managers depend on planning function.
ORGANISING:
Organizing is the process by which the structure and allocation of jobs are
determined. Thus organizing involves giving each subordinate a specific task
establishing departments, delegating authority to subordinate, establishing channels of
authority and communication, coordinating the work of subordinates, and so on.
STAFFING:
To be a process by which managers select, train, promote and retire their
subordinates. This involves deciding what type of people should be hired, recruiting
prospective employees, selecting employees, setting performance standard,
compensating employees, evaluating performance, counselling employees, training
and developing employees.

DIRECTING/LEADING:
Directing is the process of activating group efforts to achieve the desired
goals. It includes activities like getting subordinate to get the job done, maintain
morale motivating subordinate etc. for achieving the goals of the organization.

CONTROLLING:
It is the process of setting standards for performance, checking to see how
actual performance compares with these set standards, and taking corrective actions as
needed.

2. OPERATIVE FUNCTIONS:
The operative also called service functions are those which are relevant to
specific department. These functions vary from department to department depending
on the nature of the department viewed from this standpoint, the objective functions
of HRM relate to ensuring right people for right jobs at right times. These functions
include procurement, development, compensation, and maintenance functions of
HRM.
A brief description of these follows:
PROCUREMENT:
It involves procuring the right kind of people in appropriate number to be
placed in the organization. It consists of activities such as manpower planning,
recruitment, selection placement and induction or orientation of new employees.
DEVELOPMENT:
 This function involves activities meant to improve the knowledge skills
aptitudes and values of employees so as to enable them to perform their jobs in a
better manner in future. These functions may comprise training to employees,
executive training to develop managers, organization development to strike a better fit
between organizational climate/culture and employees.

COMPENSATION:
Compensation function involves determination of wages and salaries matching
with contribution made by employees to organizational goals. In other words, this
function ensures equitable and fair remuneration for employees in the organization. It
consists of activities such as job evaluation, wage and salary administration, bonus,
incentives, etc.
MAINTENANCE:
It is concerned with protecting and promoting employees while at work. For
this purpose virus benefits such as housing, medical, educational, transport facilities,
etc. are provided to the employees. Several social security measure such as provident
fund, pension, gratuity, group insurance, etc. are also arranged.
It is important to note that the managerial and operative functions of HRM are
performed I conjunction with each other in an organization, be large or small
organization. Having discussed the scope and functions of HRM, now it seems
pertinent to delineate the HRM scenario in India.

HUMAN RESOURCES MANAGEMENT ACTIVITIES:

A human resources manager has several functions in an
organization:
 Determine needs of the staff.
 Determine to use temporary staff or hire employees to fill these needs.
 Recruit and train the best employees.
 Supervise the work.
 Harmonize relationship between company and workers.
 Manage employee relations, unions, and collective bargaining.
 Prepare employee records and personal policies.
 Ensure high performance.
 Ensure equal opportunities.
 Deal with discrimination.
  Deal with performance issues.
 Ensure that human resources practices conform to various regulations.
 Push the employee’s motivation.
SCOPE:
The scope of HRM is indeed, very vast and wide. It includes all activities
starting from manpower planning till employee leaves the organization. According the
scope of HRM consists of acquisition, development, maintenance/retention, and
control of human resource in the organization the same forms the subject matter of
HRM. As the subsequent pages unfold, all these are discussed, in detail, in Serbia.

CONTROL:
 Human resource audit
 Human resource accounting
 Human resource information system
ACQUISATION:
 Human resource planning
 Human resource recruitment
 Human resource selection
 Human resource placement.

DEVELOPMENT:
 Training
 Career development
  Organization development
 Internal mobility
MAINTAINENCE:
 Remuneration
 Motivation
 Health & safety
 Social security
 Industrial relations
 Performance appraisal
HUMAN RESOURCE MANAGEMENT NATURE:
Human resource management is a process of bringing people and organization
together so that the goals of each are met. The various features of HRM include:
 It is a pervasive in nature as it is present in all enterprises.
 It focus is on results rather than on rules.
 It tries to help employees develop their potential fully.
 It encourages employees to give their best to the organization.
 It is all about people at work, both as individual and groups.
 It tries to put people on assigned jobs in order to produce good results.
 It helps an organization meet its goals in the future by providing for.
Competent and well- motivated employees.
 It tries to build and maintain cordial relations between people working at
various levels in the organization.
 It is a disciplinary activity, utilizing, knowledge and inputs drawn from
psychology, economics, etc.
IMPORTANCE OF HRM:
An organization cannot build a good team of working professionals without good
human resource. The key functions of the human resource management (HRM) team
include recruiting people, training them, performance appraisals, motivating
employees as well as workplace communication, workplace safety, and much more.
The beneficial effects of these functions are discussed here.
RECRUITMENT AND SELECTION:
Recruitment is the process of captivating, screening, and selecting potential and
qualified candidates based on objective criteria for a particular job. The goal of this
process is to attract the qualified applicants to them self out.
Before starting process of recruitment, the companies, execute proper staffing
plans and should grade the number of employees they are going to need. Forecasting
of the employees should depend upon the annual budget of the organization and short-
term and long-term goals of the organization.
 Recruitment and selection process is very important to every organization
because it reduces the costs of mistakes such as engaging incompetent, unmotivated,
and under qualified employees. Firing the unqualified candidate and hiring the new
employee is again an expensive process.
TRAINING:
 Provides new skills for the employee.
 Keeps the employee up to date.
 With changes in the field.
 Aims to improve efficiency.
PERFORMANCE APPRAISAL:
HRM encourages the people working in an organization, to work according to
their potential and gives them suggestions that can help them to bring about
improvement in it. This is beneficial as it enables them to form an outline of their
anticipated goals in much clearer terms and thereby, helps them execute the goals with
best possible efforts.
TRADE UNIONS:
Contribute to smooth change management and leadership. Trade unions are
formed to protect to promote the interest of their members. Their primary function is
to protect the interest of workers against discrimination and unfair labour practices.

DEVELOPING PUBLIC RELATIONS:

The responsibility of establishing good public relations lies with the HRM to a great
extent. They organize business meetings, seminars and various official gatherings on
behalf of the company in order to build up relationships with other business sectors.
Sometimes, the HR department plays an active role in preparing the business and
marketing plans for the organization to.
EMPLOYEE MOTIVATION SCHEMES:
 Incentives schemes for acquiring professional/additional qualification
 Product linked incentives
 Stagnation relief.
COVERAGE OF PERSONNEL POLICIES:
In most organizations personnel policies generally cover the following subjects:
i. Recruitment and selection
 ii. Training
iii. Compensation
iv. Arrangement for work
v. Employee services and
vi. Industrial relations.

ROLE AND IMPORTANCE OF HUMAN RESOURCE:

Human resource (HR) IS concerned with the issues of managing people in the
organization. The human resource department is responsible for many people related
issues in an organization. Under the HR department’s remit are the following roles:
 The process of recruiting suitable candidates for the organization
 Identifying and meeting the training needs of existing staff
 Ensuring employee welfare and employee relations are positive
 Ensure the working environment is safe for employees
 Raising awareness of current workplace legislation.

The human resource department also covers five key roles:

 EXECUTIVE ROLE:
In this role the HR Department are viewed as the specialists in the areas that
encompass human resource or people management.
 AUDIT ROLE:
In this capacity the HR Department will check other departments and the
organization as a whole to ensure all HR policies such as health& safety,
training, and staff appraisal etc. are being carried out in accordance with the
company’s HR policy.
 FACILITATOR ROLE:
In this role, the HR Department help or facilities other departments to achieve
the goals or standards as laid out in the HR policies of the organization.
 CONSULTANCY ROLE:
The HR Department will advise managers on how to tackle specific managing
people issues professionally.
 SERVICE ROLE:
In this capacity the HR Department is an information provider to raise
awareness and inform departments and functional areas on changes in policy.
TRAINING
MEANING:
Training constitutes basic concept in human resource development. It is
concerned with developing a particular skill to a desired standard by instruction and
practice. Training is a highly useful tool that can bring an employee into a position
where they can do their job correctly, effectively, and conscientiously. Training is the
act of increasing the knowledge and skill of an employee for doing a particular job.
DEFINITION:
In the words of DALE S. BEACH,” training is the organized procedure by
which people learn knowledge and improve skill for a definite purpose”.
According to EDWIN B.FLIPPO, “Training is the act of increasing the
knowledge and skill of an employee for doing a particular job”.
OBJECTIVES OF TRAINING:
1. To provide job related knowledge to the workers.
2. To impart to new entrants basic knowledge and skills.
3. To bring about change in the attitudes of the workers towards fellow workers
supervisor and the organization.
4. To improve the productivity of the workers and the organization.
5. To prepare workers for promotion to higher jobs by imparting they advanced
skills.
IMPORTANCE OF TRAINING:
i. HIGHER PRODUCTIVITY:
It is essential to increase productivity and reduce cost of competition in the
market. Effective training helps increase productivity of workers by imparting the
required skills.

ii. QUALITY IMPROVEMENT:

The customers have become quality conscious and their requirement keep
on changing. To satisfy the customer’s quality of products must be continuously
improved through training of workers.
iii. REDUCTION OF LEARNING TIME:
Systematic training through trained instructors is essential to reduce the
training period. If the workers learn through trial and error they will take a longer
time and even may not be able to learn right methods of doing work.
iv. INDUSTRIAL SAFETY:
Trained workers can handle the machine safely. They also know the use of
various safety devices in the factory. Thus they are less prone to industrial.
 v. EFFECTIVE MANGEMENT:
Training can be used as an effective tool of planning and control. It
develops skills among workers and prepares them for handling present and future
jobs. It helps in reducing the costs of supervision, gestate and industrial. It also
helps increase productivity and quality which are the cherished goals of any
modern organization.
SCOPE OF TRAINING:
 Effort initiated by an organization to foster learning among its members.
 Tends to be narrowly focused and oriented toward short-term performance
concerns.
 It enhances job-performance, organizational effectiveness, makes behavioral
changes, and develops life skills leading to personal growth.
 The scope has considerable widened. It equips an individual with
competencies that help him/her cope-up with day-to-day problems of living
and manage interpersonal relations and improving them.
 Ultimately it aims commitment to profession through better QWL and
employee development.
TRAINING NEEDS:
Training needs is an important first step in sound instructional design. It helps
you identify who needs training and what kind of training is needed. The training
needs also help you get a handle on the most cost-effective means of meeting the
training requirements.

NEEDS:
ORGANIZATIONAL:
Work with leadership to articulate the training priorities and ensure that there is
clear alignment between the training goals and business objectives. This involves
identifying and removing (or at least minimizing) obstacles that might make the
training less effective.
Training is important to the organization, the better the outcomes of training.
“Training work best when measurable outcomes are clearly defined and articulated in
advance,”
TASK:
A job-task analysis is a systematic breakdown of a job into its component parts.
The goal of job-task analysis is to produce a list of task required to perform a
particular job, and then for each task to identify the skills and competencies needed to
perform the task.
A task analysis is usually done by collecting information from subject matter
experts through interviews, focus groups, or surveys. The final output should include
a detailed description of manual activities, mental activities, task duration and
frequency any necessary equipment and the skill and competencies required to
perform a given task.
PERSON:
 This analysis identifies who has mastered and who needs to learn the skills and
competencies that were determined in the previous task analysis step.The person
analysis can help you understand the characteristics of those who will be participating
in training.
Employees typically aren’t that good at self- identifying areas where they need
training. There is a well-studied phenomenon in which people who do things badly
are often supremely confident to their abilities. “one reason that the ignorant also tend
to be the self-assured, is that the skills required for competence often are the same
skills necessary to recognize competence.”
FACTORS TO BE CONSIDERED:
Training is a crucial component in preparing new employees for their positions
and keeping existing employees current on critical information. To be effective a
training program needs a specific purpose with appropriate training methods.

PURPOSE:
The purpose or goal of the training is a major factor in the planning and
execution. In order to develop the right material you need a clear understanding of the
skills or information you want the employees to have after completing the training.
Typical training types include orientation for new employees, safety, job-specific
skills, and general issues, such as company policies.

RESOURCES:
The resources available to the company and the training department affect the
type and depth of the training. The available budget affects the amount and type of
training possible. The space available in your workplace is another resource issue.
You need a space large enough to hold all training may need to be modified for
smaller groups. Training materials are also key to developing a strong training
program. A lack of resources limits the possibilities for training.
AUDIENCE:
The specific audience for the training affects how you develop the program.
Some training courses are geared toward your entire staff, while others apply only to
employees in certain roles. An understanding of the background knowledge for
trainees helps develop a training session that builds off of the prior knowledge.
TRAINING STAFF:
The staff members in charge of training play a role in the effectiveness of a
training program. Trainers with education and experience in teaching sessions that
align with the desired goals. An understand of the company’s values and goals as well
as enthusiasm for teaching the employees.
METHODS OF TRAINING:
Management development is a systematic process of growth and development by
which the managers develop their abilities to manage. It is concerned with not only
improving the performance of managers but also giving them opportunities for growth
and development.
There are two types methods through which managers can improve their
knowledge and skills. One is through formal training and other is through on the job
experiences. But it is also equally important in gaining knowledge through classroom
learning.
1) on the job training
2) off the job training
 1) ON THE JOB TRAINIG:
This is the most common method of training in which a trainee is
placed on a specific job and taught the skills and knowledge necessary to
perform it.
ON THE JOB TRAINING METHODS:
1) JOB ROTATION:
This training method involves movement of trainee from one job to
another gain knowledge and experience from different job assignments. This
method helps the trainee understand the problems of other employees.
2) COACHING:
Under this method, the trainee is placed under a particular supervisor
who functions as a coach in training and provides feedback to the trainee.
Sometime the trainee may not get an opportunity to express his ideas.
3) JOB INSTRUCTIONS:
Also knows as step-by-step training in which the trainer explains the
way of doing the jobs to the trainee and in case of mistakes, corrects the
trainee.

4) COMMITTEE ASSIGNMENTS:
A group of trainees are asked to solve a given organizational problem
by discussing the problem. This helps to improve team work.
5) INTERNSHIP TRAINING:
 Under this method instructions through theoretical and practical
aspects are provided to the trainees. Usually students from the engineering and
commerce colleges receive this type of training for a small stipend.
2) OFF THE JOB TRAINING:
On the job training methods have their own limitations and in order to
have the overall development of employee’s off-the-job training can also be
imparted. The methods of training which are adopted for the development of
employees away from the field of the job are known as off-the-job methods.

OFF-THE-JOB TRAINING METHODS:

1) CASE STUDY METHOD:
Usually case study deals with any problem confronted by a business
which can be solved by an employee. The trainee is given an opportunity to
analyses the case and come out with all possible solutions. This method can
enhance analytic and critical thinking of an employee.
2) INCIDENT METHOD:
Incidents are prepared on the basis of actual situation which happened
in different organization and each employee in the training group is asked to
make decisions as if it is a real-life situation. Later on the entire group
discusses the incident and takes decisions related to the incident on the basis
of individual and group decisions.
3) ROLE PLAY:
In this case also a problem situation is simulated asking the employee
to assume the role of a particular person in the situation. The participant
interacts with other participant assuming roles. The whole play will be
recorded and trainee gets an opportunity to examine their own performance.
4) IN-BASKET METHOD:
The employees are given information about an imaginary company, its
activities and products HR employed and all data related to the firm. The
trainee (employee under training) has to make notes, delegate tasks and
prepare schedules within a specified time. This can develop constitutional
judgments and quick decision making skills of employees.
5) BUSINESS GAMES:
According to this method the trainees are divided into groups and each
group has to discuss about various activities and functions of an imaginary
organization. They will discuss and decide about countersubject like
 production, promotion, pricing etc. this gives result in co-operative decision
making process.
6) GRID TRAINING:
It is a continuous and phased program lasting for six years. It includes
phases of planning development, implementation and evaluation. The grid
takes into consideration parameters like concern for people and concern for
people.
7) LECTURES:
This will be a suitable method when the numbers of trainees are quite
large. Lectures can be very much helpful in explaining the concepts and
principles very clearly and face to face interaction is very much possible.
8) SIMULATION:
Under this method an imaginary situation is created and trainees are
asked to act on it.
9) MANAGEMENT EDUCATION:
At present universities and management institutes gives great emphasis
on management education. Many management institutes provide not only
degrees but also hands on experience having collaboration with business
concerns.
10) CONFERENCES:
A meeting of several people to discuss any subject is called conference.
Each participant contributes by analog and discussing various issues related to
the topic. Everyone can express their own view point.

JOB PERFORMANCE
MEANING:
Job performance assesses whether a person performs a job well. Job performance,
studied academically as part of industrial and organizational psychology, also forms a
part of human resources management. Performance is an important criterion for
organizational outcomes and success. Job performance is the assessment of whether
an employee has done their job well. It’s an individual evaluation-one measured based
on a single person’s effort. Your human resource department will usually manage the
assessment, but job performance is a hugely important process to
the entire company’s success.
DEFINITION:
 John P. Campbell describes job performance as an individual-level variable, or
something a single person does. This differentiates it from more encompassing
constructs such as organizational performance or national performance, which are
higher-level variables.

OBJECTIVES:
1. To enable the employees towards achievement of superior standards of work
performance
2. To help the employees in identifying the knowledge and skills required for
performing the job efficiently as this would drive their focus towards
performing the right task in the right way
3. Boosting the performances of the employees by encouraging employee
empowerment, motivations and implementation of an effective reward
mechanism
4. Promoting a two way system of communication between the supervisors and
the employees for clarifying expectation about the roles and accountabilities,
communicating the functional and organizational goals, providing a regular
and a transparent feedback for improving employees performing and
continuous coaching
5. Identifying the barriers to effective performances and resolving those barriers
through constant monitoring coaching and development and interventions
6. Creating a basis for several administrative decisions strategic planning,
succession planning, promotions and performance based payment
7. Promoting personal growth and advancement in the career of the employees
by helping them in acquiring the desired knowledge and skills

IMPORTANCES:
 Performance of an organization is ensured by the performance of individuals
and teas in the organization
 P=f(abilities, willingness)
 Organizational culture, values and managerial behavior also exert a major
impact on the achievement of excellence on the individual, team, and
organizational performance
 Thus, PM emerges as a major element in the field of HR management.

SCOPE OF PERFORMANCE:
  The Performances should conform to broad organizational framework. It
should provide for managers and manages shared experiences, knowledge and
vision.
 It encompasses all formal and informal measures and procedures adopted by
organizations to increase corporate, team and individual effectiveness.
 Manages/ employees should be enabled continuously to develop knowledge,
skill and capabilities.
 Performance has got to be understood in totality of the organization but not in
various parts. Performances is designed and operated to ensure the
interrelationship of each of these processes in the abortionist.
 Performances assumes that the managers and team members share
accountability for performance by jointly agreeing on common set of goals i.e.,
what they need to
 Do and how they need to do it. They jointly implement the agreed plans and
monitor outcomes.
 Performance data generated by the appraising process is used primarily for
deciding rewards. Including performance related pay. However, it is not the
integral part of Performances process

OBJECTIVE OF THE STUDY:

1. To study the demographic profile of the employees.

2. To study about the training policy’s in the organization.
3. To understand the satisfaction level of the employees towards training
4. To understand the satisfaction level of the employees towards job
performance.
5. To suggest some suggestions based on the study.
SCOPE OF THE STUDY:
 This research provides me with an opportunity to explore in the field of human
resource.
 Training and job performance is an important output that employees work for
organization.
 It is interesting and significant area for conducting research.
 The study made on the topic of training and job performance will reveal the
factor of feelings of employees.
LIMITATIONS OF THE STUDY:
 In view of the limited time available for the study only the training and job
performance process could be studied.
 The sample size is too small to reflect the opinion of the whole organization.
 Respondents had marked the answers in questionnaires which may be socially
incorrect irrespective of their actual feelings.
 Some of the replies of the respondents are satisfied with their training and job
performance.

DATA ANALYSIS AND INTERPRETATION

TABLE 4.1
TABLE REPRESENT AGE
 Particulars No. of Respondents Percentage

Below 30 13 26

31-40 17 34

41-50 17 34

50 above 3 6

Inference:
From the above table it is inferred that 34% of the employees are between 31 –
40, 41-50 years of age,26% of the employees are below 30 years of the age, 6% of the
employees are 50 and above .

TABLE 4.1
CHART REPRSENT AGE
TABLE 4.2
 TABLE REPRESENT GENDER

Particulars No. of Respondents Percentage

Male 22 44

Female 28 56

Inference:
From the above table it is inferred that majority 56% of the employees are female and
44% of the employees are male.

TABLE 4.2
CHART REPRESENT GENDER
 TABLE 4.3
THE TABLE REPRESENT MARITALSTATUS

Particulars No. of Respondents Percentage

Married 15 30

Unmarried 35 70

Others 0 0

Inference:
From the above table it is inferred that majority 70% of the
employees are unmarried and 30% of the employees are married.
 TABLE 4.3

CHART REPRESENT MARITAL STATUS

 TABLE 4.4

TABLE REPRESENT QUALIFICATION

Particulars No. of Respondents Percentage

School level 1 2

UG 23 46

PG 24 48

others 2 4

Inference:
From the above table it is inferred that majority 48% of the employees have
completed PG qualification, 46% of the employees have completed UG qualification,
4% of the employees are others and 2% of the employees are school level.

TABLE 4.4

CHART REPRESENT QUALIFICATION

 TABLE 4.5

THE TABLE REPRESENTSALARY

 Particulars No. of Respondents Percentage

Below 25000 9 18

25000-50000 25 50

51000-75000 13 26

75000 above 3 6

Inference:
From the above table it is inferred that majority 50% of the employees get 25000-
50000, 26% of the employees get 51000-75000 salary per month, 18% of the
employees get below 25000 and 6% of the employees get 75000 and above.

TABLE 4.5
CHART REPRESENT SALARY
TABLE 4.6
 TABLE REPRESENT ATTENDED ANY TRAINING PROGRAM

Particulars No. of Respondents Percentage

Yes 45 90

No 5 10

Inference:
From the above table it is inferred that majority 90% of the employees are attended
the training program and 10% of the employees are not attended the training program.

TABLE 4.6
CHART REPRESENT ATTENDED ANY TRAINING PROGRAM
 TABLE 4.7
TABLE REPRSENT SATISFIED WITH TRAINING
 Particulars No. of Respondents Percentage

Highly satisfied 12 24

Satisfied 30 60

Neutral 6 12

Dissatisfied 0 0

Highly dissatisfied 2 4

Inference:
From the above table it is inferred that majority 60% of the employees are
satisfied with training, 24% of the employees are highly satisfied with the training,
12% of the employees are neutral and 4% of the employees are highly dissatisfied.

TABLE 4.7
CHART REPRSENT SATISFIED WITH TRAINING
 TABLE 4.8
TABLE REPRESENT USEFULNESS TOWARDS TRAINING
SESSION
 Particulars No. of Respondents Percentage

Strongly agree 16 32

Agree 29 58

Neutral 3 6

Disagree 2 4

Strongly disagree 0 0

Inference:
From the above table it is inferred that majority 58% of the employee towards
usefulness of training session, 32% of the employees strongly agree, 6% of the
employees neutral, 4% of the employees are disagree to the term.

TABLE 4.8
CHART REPRESENT USEFULNESS TOWARDS TRAINING
SESSION
TABLE 4.9
 TABLE REPRESENT TRAINING RELEVANT TOWARDS
ORGANISATIONAL NEEDS

Particulars No. of Respondents Percentage

Yes 44 88

No 6 12

Inference:
From the above table it is inferred that majority 88% of the employees agree towards
training relevant towards the organization needs 12% disagree towards the statement.

TABLE 4.9
CHART REPRESENT TRAINING RELAVANT TOWARDS
ORGANISATIONAL NEEDS
 TABLE 4.10
TABLE REPRESENT TRAINING ENHANCEMENT TOWARDS
PRODUCTIVITY AND PERFORMANCE
 Particulars No. of Respondents Percentage

Strongly agree 3 6

Agree 34 68

Neutral 6 12

Disagree 4 8

Strongly disagree 3 6

Inference:
From the above table it is inferred that majority 68% of the employees are agree, 12%
of the employees are neutral, 8% of the employees are disagree and 6% of the
employees are strongly agree and strongly disagree towards productivity and
performance.

TABLE 4.10
CHART REPRESENT TRAINING ENHANCEMENT TOWARDS
PRODUCTIVITY AND PERFORMANCE

TABLE 4.11
TABLE REPRESENT TRAINING IS COMPULSORY FOR THE
EMPLOYEE
 Particulars No. of Respondents Percentage

Yes 26 52

No 19 38

Can't say 5 10

Inference:
From the above table it is inferred that majority 52% of the employees are say yes
and 38% of the employees are say no and 10% of the employees can’t say about
training for the employees.

TABLE 4.11
CHART REPRESENT TRAINING IS COMPULSORY FOR THE
EMPLOYEE
 TABLE 4.12
TABLE REPRESENT TRAINING SESSION OFTEN ATTENDED
 Particulars No. of Respondents Percentage

Senior staff 3 6

Junior staff 3 6

New staff 3 6

Based on requirement 41 82

Inference:
From the above table it is inferred that majority 82% of the employees are said
based on requirement and 6% of the employees are said new staff, senior staff and
junior staff.

TABLE 4.12
CHART REPRESENT TRAINING SESSION OFTEN ATTENDED
TABLE 4.13
TABLE REPRESENT NO OF TRAINING PROGRAM ATTENDED
EARLIER

Particulars No. of Respondents Percentage

Less than 2 23 46

2-4 20 40

5-7 4 8

Greater than 3 6

Inference:
From the above table it is inferred that majority 46% of the employees are less
than 2 , 40% of the employees are 2-4, 8% of the employees are 5-7 and 6% of the
employees greater than attended training program in earlier.
 TABLE 4.13
CHART REPRESENT NO OF TRAINING PROGRAM
ATTENDED EARLIER
 TABLE 4.14
TABLE REPRESENT PREFERENCE TOWARDS TRAINING
PROGRAM IN FUTURE

Particulars No. of Respondents Percentage

Prefer most 15 30

Neutral 31 62

Prefer least 4 8

Inference:
From the above table it is inferred that majority 62% of the employees are neutral
, 30% of the employees are prefer most, 8% of the employees are prefer least for
training program in future.
 TABLE 4.14
CHART REPRESENT PREFERENCE TOWARDS TRAINING
PROGRAM IN FUTURE
 TABLE 4.15
TABLE REPRESENT BARRIERS FACED IN TRAINING

Particulars No. of Respondents Percentage

Time 29 58

Money 1 2

Lack of motivation 10 20

Non availability of on-duty

10 20
facilities

Inference:
From the above table it is inferred that majority 58% of the employees are say
time , 20% of the employees are say lack of motivation, 2% of the employees are say
money and 20% of the employees are non-availability of on-duty facilities.
 TABLE 4.15
CHART REPRSENT BARRIERS FACED IN TRAINING
 TABLE 4.16
TABLE REPRESENT TIME DURATION DURING TRAINING

Particulars No. of Respondents Percentage

Sufficient 21 42

To be extended 4 8

To be shortened 7 14

Manageable 18 36

Inference:
From the above table it is inferred that majority 42% of the employees are
sufficient, 36% of the employees are manageable, 14% of the employees are to be
shortened and 8% of the employees are to be extended.
 TABLE 4.16
CHART REPRESENT TIME DURATION DURING TRAINING
 TABLE 4.17
TABLE REPRESENT OVERALL JOB PERFORMANCE AFTER
TRAINING

Particulars No. of Respondents Percentage

Excellent 5 10

Good 27 54

Satisfactory 16 32

Dis satisfactory 2 4

Inference:
From the above table it is inferred that majority 54% of the employees are good
in job performance,32% of the employees are satisfactory, 10 % of the employees are
excellent and 4% of the employees are Dis satisfactory.

TABLE 4.17
CHART REPRESENT OVERALL JOB PERFORMANCE AFTER
TRAINING
 TABLE 4.18
TABLE REPRESENT PERFORMANCE EVALUATION IN
ORGANIZATION
 Particulars No. of Respondents Percentage

Yes 47 94

No 3 6

Inference:
From the above table it is inferred that majority 94% of the employees are say yes
and 6% of the employees are say no.

TABLE 4.18
CHART REPRESENT PERFORMANCE EVALUATION
 TABLE 4.19
TABLE REPRESENT GOAL SETTER FOR PERFORMANCE
APPRAISAL

Particulars No. of Respondents Percentage

Senior managers 9 18

Appraise 1 2

HR professionals 9 18

Appraiser and appraise 26 52

Line managers/ team leaders 5 10

Inference:
From the above table it is inferred that majority 52% of the employees are
appraiser,appraise and 18% of the employees are said HR professional, 10 % of the
employees are line managers/ team leaders and 2% of the employees are appraise for
their goal setter performance appraisal.
 TABLE 4.19
CHART REPRSENT GOAL SETTER FOR PERFORMANCE
APPRAISAL

TABLE 4.20
TABLE REPRESENT SATISFACTION TOWARDS EXISTING
PERFORMANCE SYSTEM
 Particulars No. of Respondents Percentage

Highly satisfied 5 10

Satisfied 30 60

Neutral 15 30

Dissatisfied 0 0

Highly dissatisfied 0 0

Inference: From the above table it is inferred that majority 60% of the employees
are satisfied with performance, 30% of the employees are neutral, 10 % of the
employees are highly satisfied towards existing performance system.

TABLE 4.20
CHART REPRESENT SATISFACTION TOWARDS EXISTING
PERFORMANCE SYSTEM

TABLE 4.21
 TABLE REPRESENT TECHNIQUES USED FOR ASSESSING
PERFORMANCE

Particulars No. of Respondents Percentage

Observation 14 28

Assessment 12 24

Development 9 18

Check list 3 6

Others 12 24

Inference:
From the above table it is inferred that majority of 28% of the employees are
assessed through observe method, 24% where assessed through assessment and other
method, 18% were assessed through development method & 6% were assessed
through check list method.
 TABLE 4.21
CHART REPRESENT TECHNIQUES USED FOR ASSESSING
PERFORMANCE

TABLE 4.22
TABLE REPRESENT BARRIERS TO EFFECTIVE
PERFORMANCE
 Particulars No. of Respondents Percentage

Constant monitoring 4 8

Coaching 10 20

Training 3 6

Lack of resources 18 36

Lack of employee dedication 15 30

Inference:
From the above table it is inferred that majority 36% of the employees are
effected by lack of resources, 30% of the employees are effected by lack of employee
dedication, 20% of the employees are coaching, 8% of the employees are constant
monitoring and 6% of the employees are training affected by effective performance.

TABLE 4.22
CHART REPRSENT BARRIERS TO EFFECTIVE
PERFORMANCE
 TABLE 4.23
TABLE REPRESENT PERFORMANCE BASED PROMOTION

Particulars No. of Respondents Percentage

Yes 37 74

No 13 26

Inference:
From the above table it is inferred that majority 74% of the employees are say
yes and 26% of the employees are say no.

TABLE 4.23
CHART REPRESENT PERFORMANCE BASED PROMOTION

TABLE 4.24
 TABLE REPRESENT REWARD FOR THEIR PERFORMANCE

Particulars No. of Respondents Percentage

Yes 40 80

No 10 20

Inference:
From the above table it is inferred that majority 80% of the employees are say yes
and 20% of the employees are say no.
 TABLE 4.24
CHART REPRESENT REWARD FOR THEIR PERFORMANCE

TABLE 4.25
TABLE REPRESENT IMPACT OF PERFORMANCE ON SALARY
 Particulars No. of Respondents Percentage

Strongly agree 3 6

Agree 25 50

Neutral 17 34

Disagree 4 8

Strongly disagree 1 2

Inference:
From the above table it is inferred that majority 50% of the
employees are agree, 34% of the employees are neutral, 8% of the
employees are disagree, 6% of the employees are strongly agree and 2%
of the employees are strongly disagree of performance on salary.

TABLE 4.25
CHART REPRESENT IMPACT OF PERFORMANCE ON
SALARY
 TABLE 4.26
TABLE REPRESENT PERFORMANCE IMPROVED IN FUTURE
 Particulars No. of Respondents Percentage

Guidance 24 48

Training 13 26

Rewards 9 18

Oversight and accountability 4 8

Improvisational assessment 0 0

Inference:
From the above table it is inferred that majority 48% of the employees are
guidance, 26% of the employees are training, 18% of the employees are rewards and
8% of the employees are oversight and accountability for their performance improved
in future.

TABLE 4.26
CHART REPRESENT PERFORMANCE IMPROVED IN FUTURE
TABLE 4.27
 TABLE REPRESENT NEGATIVE IMPACT FROM THE TEAM
MEMBER

Particulars No. of Respondents Percentage

Yes 6 12

No 44 88

Inference:
From the above table it is inferred that majority 88% of the employees are say
yes, and 12% of the employees are say no.
 TABLE 4.27
CHART REPRESENT NEGATIVE IMPACT FROM THE TEAM
MEMBER
 TABLE 4.28
TABLE REPRESENT OVERALL JOB PERFORMANCE WITH
OTHER WORKERS

Particulars No. of Respondents Percentage

A lot better 9 18

Somewhat better 14 28

Average 26 52

Somewhat worse 0 0

A lot worse 1 2

Inference:
From the above table it is inferred that majority 52% of the employees are
average, 28% of the employees are somewhat better, 18% of the employees are a lot
better and 2% of the employees are a lot worse.
 TABLE 4.28
CHART REPRESENT OVERALL JOB PERFORMANCE WITH
OTHER WORKERS
FINDINGS

 Majority, 90% of the employees have attended the training program in the
organization.
 Majority, 60% of the employees are satisfied with the training program.
 58% of the employees are agree with the usefulness towards training session.
 88% of the employees agreed that the training program is relevant towards the
organizational needs.
 68% of the employees agree that the training enhance productivity and
performance towards the job.
 52% of the employees agreed that the training is compulsory for the
employees in an organization.
 Majority, 82% of the employees attended that training based on the
requirement in an organization.
 46% of the employees attended less than 2 training program offered by the
company.
 Majority, 58% of the employees are facing time barriers in their training
program.
 94% of the employees accepted that the organization have performance
evaluation in the organization.
 74% of the employees agreed that the performance are based on the promotion
 50% of the employees agreed that the performance is the major impact for
salary.
 48% of the employees agreed that guidance can improve their performance.

SUGGESTIONS

 4% of the employees are highly dissatisfied with the training program.

 12% of the employees are disagreed that the training program is relevant
towards the organizational needs.
 6% of the employees strongly disagree that the training enhanced productivity
and performance towards job.
 38% of the employees disagreed that the training is not compulsory for the
employees in an organization.
  8 % of the employees “prefer least” in the preference towards the training
program in future.

CONCLUSION:
 Training is considered as a positive step towards augmentation of the
knowledge base by the respondents.
 The objective of the training program were broadly known to the respondents
prior to attending them
 Some of the respondents suggested that the time period of the training
program mes were less and thus need to be increased.
 Some of the respondents also suggested that use of latest training methods will
enhance the effectiveness of training program mes.
 The training aids used were helpful in improving the overall effectiveness of
the training program mes.
 The training program mes were able to improve on-the-job efficiency
 Some respondents also recommended that the number of training be increased.
 The findings reported in this study suggest that training and job performance
have an impact on the performance of employees with regards to their job.
 From the survey it is concluded that the employee are highly satisfied towards
the training program offered tested by the organization and it has influence
towards job performance.

BIBLIOGRAPHY:
1. Human resource management by k.Warpaths
2. Training and job performance by Alex Baez

WEBSITES:
1. www.wikipedia.com
2. www.aai.aer.com
3. www.airportsindia.org.in