Rajni Chauhan Mba

A
RESEARCH REPORT ON
‘’Training and Development Systems”

At
Geosoft (India) Private Limited
Submitted In Partial Fulfillment for the Degree of
Masters of Business Administration
(2014-2016)
SUBMITTED TO: SUBMITTED BY:

MS. VANDANA RAJNI CHAUHAN
Assistant Professor MBA (2014-2016)
GIIT, Greater Noida ROLL
NO:1415170036
[1]
CERTIFICATE OF ORIGINALITY
This is to certify that the Research Report entitled ‘’Training and Development Systems” is a
bonafide work done by RAJNI CHAUHAN, Roll No 1415170036 in partial fulfillment of MBA student
examination and has been carried over under my direct supervision and guidance. This report or a
similar report topic has not been submitted for any other examination and does not form part of any
other course under gone by the candidate..
Sign of the candidate Signature of the guide/Supervisor
Name: Rajni Chauhan Name: Ms. Vandana
Date : Designation : Asst. Professor
[2]
DECLARATION
I, Rajni , to declare that the summer training project report entitled
“’Training and Development Systems” being submitted to the
APJ Technical University for the fulfillment of the requirement for
the degree of Masters of Business Administration is my own endeavors
and it has not been submitted earlier to any institution/university for
any degree.
Rajni chauhan
Roll no: 1415170036
[3]
ACKNOWLEDGEMENT
I deeply acknowledge “Global institute of information technology” Greater Noida for

providing the students a global platform to explore the insights of corporate
environment.
I am thankful to my parents for providing me all the support and encouragement to

always work hard in life and to take life as it comes. I would like to take the opportunity
to thank my mentor and program leader Ms. Vandana, for guiding me in throughout the
project and ample support .She has been in true sense my support pillar.
Thank you very much ma’am for the entire endeavor you made, to help me out in
understanding the project so well and encouraging me, towards all the this area of my
working of my own interest in society development and being so informative to bring the
best out of my work performed by me .
Rajni Chauhan
Effectiveness of training and development
CONTENTS
CONTENTS.................................................................................................................................... 1
SYNOPSIS...................................................................................................................................... 3
CHAPTER -1................................................................................................................................... 8
INDUSTRY PROFILE........................................................................................................................9
COMPANY PROFILE....................................................................................................................13
CHAPTER – 2............................................................................................................................... 21
REVIEW OF LITERATURE.............................................................................................................. 22
INTRODUCTION..........................................................................................................................22
OBJECTIVES OF THE STUDY....................................................................................................25
SCOPE OF THE STUDY...............................................................................................................26
LIMITATIONS...............................................................................................................................27
NEED FOR THE STUDY..............................................................................................................28
CHAPTER – 3............................................................................................................................... 30
RESEARCH METHODOLOGY......................................................................................................... 31
CHAPTER -4................................................................................................................................. 33
CONCEPTUAL FRAMEWORK........................................................................................................ 34
CHAPTER - 5................................................................................................................................ 45
DATA ANALYSIS AND INTERPRETATION...............................................................................46
CHAPTER - 6................................................................................................................................ 81
FINDINGS......................................................................................................................................82
SUGGESTIONS.............................................................................................................................83
CONCLUSION...............................................................................................................................84
ANNEXURE..................................................................................................................................85
Bibliograpghy……………………………………………………………………………………………………………………..88
_____________________________________________________________________2
SYNOPSIS
TITLE OF THE PROJECT
EFFECTIVENESS OF TRAINING AND DEVELOPMENT at M/s. Info

Geosoft (India) Private Limited, ISO 9001 Company, Hyderabad.
INTRODUCTION TO TRAINING AND DEVELOPMENT:
Companies have found that investment in human capital in the form of training and
development yields high returns. The ones that recognize the value of their
employees and place a new emphasis on education and training are becoming more
competitive, successful, and profitable as a result. According to a study conducted
on 2002 by Knowledge Assessment Management, companies in the top 20 percent
of those who spend money on training receive higher returns in the stock market.
Some training and development programs teach new hires to perform a specific job,
while others update the skills and knowledge of established employees. Some of the
money is spent to provide technology-related training that teaches employees to
operate, maintain, or repair equipment used in the work place. Technology training
is needed for workers in industries as diverse as construction, manufacturing, health
and transportation. Technical professionals include scientists, architects, engineers,
health professionals. Blue-collar technical workers include mechanics, repair people
and those in precision production jobs. Technology as constantly changing and
therefore job responsibilities are constantly changing, requiring many workers to
update their skills on a regular basis.
Many of today’s most successful companies realize that their employees are their
greatest asset. Therefore, corporations are increasingly investing in educating their
employees so that they can grow and change within the company and make it more
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profitable. The range of training opportunities varies considerable from company to

company so, when researching potential employers, it is important for job seekers
who care about this to investigate the level and type of training provided to
employees. After employees have been selected for various positions in an
organization, training them for specific tasks to which they have been assigned
assumes greater importance.
According to Flippo, training is the act of increasing the knowledge and skills of an
employee for doing a particular job. The major outcome of training is learning.
Training learns new habits, refined skills and useful knowledge during the training
that helps him improve performance.
FEATURES OF TRAINING:
 Increases knowledge and skills for doing the job,

 Bridges the gap between job needs and employee skills, knowledge and
behavior,
 Job oriented process, vocational in nature,
 Short term activity designed essentially for operatives.
TRAINING NEEDS ASSESSMENT:
Training efforts must aim at meeting the requirements of the organization (long
term) and individual employees (short term). This involves finding answers to
questions such as: whether training is needed? If yes, where it is needed? Which
training is needed? Etc. Once we identify training gaps within the organization, it
becomes easy to design an appropriate training program. Training needs can be
identified through the following types of analysis:
a. Organizational Analysis: It involves a study of the entire organization in

terms of its objectives, its resources, the utilization of these resources, in
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order to achieve stated objectives and its interaction pattern with

environment.
b. Task or Role Analysis: This is a detailed examination of the job, its

components, its various operations and conditions under which it has to be
performed. The focus is here on the roles played by an individual and the
training needed to perform such roles. Questionnaires, interviews, reports,
tests, observations and other methods are generally used to collect job related
information from time-to-time. After collecting the information, an
appropriate training program may be designed, paying attention to:
 Performance standard required of employees,

 The tasks they have to discharge,
 The methods they will employ on the job and
 How they have learned such methods.
c. Manpower analysis: Here the focus is on individual in a given job. There

are three issued to be resolved through manpower analysis. First, we try to
find whether performance is satisfactory and the training is required. Second,
whether the employee is capable of being trained and the specific areas in
which training is needed. Finally, we need to state whether poor
performances on the job need to be replaced.
Once training needs are identified, objectives should be set to begin meeting these
needs. Training objectives can be of three types. The most basic training takes place
through orientation programs. The second of training objective is problem solving.
The focus is on solving a specific problem instead of providing general information
about a problem area. The final objective is innovation. Here the emphasis is on
_____________________________________________________________________5
changing the mindset of workers, supervisors and executives working at various

levels.
SELECTION OF TRAINING METHODS
Training methods are usually classified by the location of instruction. On the job
training is provided when the workers are taught relevant knowledge, skills and
abilities at the actual workspace. Off-the-job training, on the other hand, requires
that trainees learn at location other than the real work spot. Some of the widely used
training methods are listed below:
 Vestibule Training,
 Apprenticeship Training,
 Classroom Training,
 Internship Training,
 Job Instruction Training (JIT),
 Coaching and Mentoring,
 Job Rotation and
 Off the job Methods
OBJECTIVES:
 To identify and understand the Training function at M/s. Info Geosoft (India)
Pvt. Ltd.,
 To find out various effectiveness criteria of Training program,
 To study if the existing training functions is achieving its objectives,
 To analyze the Training system for further development and
 To suggest measures for the improvement of the Training program.
_____________________________________________________________________6
METHODOLOGY:
1. Research design
The Research Design is Exploratory, as it is undertaken to primarily study

the effectiveness of the Training and discover insights into its working and
activities in the organization.
2. Sample Design
Planning to take adequate number of samples (30-40) and the non probability
sampling technique will be used.
3. Data Collection
The primary data will be collected for the research study. The secondary data
will be collected from the various sources like Organization, Journals,
Company website etc.
4. Questionnaire Design
There are total of 15 questions that aim to cover all aspects of the Training
and Development activities of the Organization. It includes multiple choice
questions (Interval Scale).
5. Data Analysis
The statistical tool Chi-Square Test / Test of Independence will be used for
analysis the data pertaining to different dimensions of employees. Simple
statistical data like % will be used for interpretation of data results are
illustrated by means of pie charts.
_____________________________________________________________________7
CHAPTER -1
_____________________________________________________________________8
INDUSTRY PROFILE
India having 26 States and 4 Union Territories and each state has been divided into
Districts and then to Villages and Thesiles and so on. There is Land, which belongs
to Government, land which is Private Property, land which is totally unused. As
population grows, infrastructure tends to grow and property value starts increasing.
India is also known for Family disputes where close knit family with members as
big as 100 number has become PAST. The family disputes in villages make more
and more divisions on the land. So keeping Land Records has become a necessity.
The function of Land Records can be described as follows:
1. To make Property Maps and to do settlement.

2. To do Topographic survey for Infrastructure development.
3. To keep database records related to property.
4. To evaluate the property value.
5. To divide the property in case of disputes.
6. To work in tandem with Board of Revenue, Public works departments,

Utility companies etc.
Most of the land records in India are using Conventional Methods in their day to day
work which are as follows:-
_____________________________________________________________________9
 Chains to measure distances

 Old Opto mechanical Theodolites
 Vernier Theodolites
 Paper maps etc.
(These maps or data is called “LADDER DIAGRAM" from Land records point of
view)
Disadvantages of using Conventional Method:
Land Records have realized the following disadvantages.
1. Chains data can be taken only in perpendicular direction, while actually

land/fields is of Zig Zag shape.
2. Chain data is always inaccurate. The land cost of today demands a more
accurate method.
3. The maps generated by manual methods by draftsman can not be reproduced

at user required scale. If scale has to be changed then whole map has to be
redrawn.
4. Attribute data for a field can not be attached on a paper map.

For example The name of the owner, the area , the cost etc.has no relation
with the map.
5. Decision making process using old paper maps becomes very cumbersome
and some time it leads to wrong decision.
How Technology Can help Department of Land Records:
_____________________________________________________________________10
Today's technology like Computers, Total Stations, GPS, Mapping Software, GIS
Software etc . can do the following for Land records.
1. Making a map using Coordinates rather than by Angles and distances. The
advantage is just by press of a key you have the position on the ground.
2. Area computation can be done using Total Stations as well as GPS then and
there itself.
This feature can be used for solving property disputes.
3. Using Total Stations and Mapping Software the maps can be created
automatically. No need of manual data entry, manual line joining and manual
creating a lot.
4. Map at any scale can be created because of availability of data in electronic

format. In very short time user or specific maps can be generated.
5. Existing old data (Ladder Diagram) can be inputted into the same mapping
software to bring years old data to the same level of today.
6. Using Total Stations, Mapping Software and Geographical Information

Software a full-fledged GIS can be generated so that just be click of a key all
the attributes corresponding to a land piece can be obtained. The decision
making process becomes very simple and cost effective.
Leica's Total Solution for Land Records

Total Stations are surveying instruments used for land surveying and Mapping.
Since Total Stations are capable of measuring distances upto 2.5 Km to 3 Km these
are most of the time used for Plot/Lot survey, Detail Mapping instruments which and
establishing control points or temporary points over a small area. Global Positioning
System (GPS) as the name stands can give position of a point anywhere on the globe
with high accuracy. GPS can measure base lines for High accuracy control points
without any line of sight requirement. Since Total Stations works on the principle of
_____________________________________________________________________11
signal reflection line of sight must be there between Total Station and Prism
reflector. This makes GPS more effective tool for control points establishment.
However GPS cannot be used in a area with lot of trees, High rise buildings because
of satellite signal interference. The BEST way is to mix Total Stations and GPS
together for effective survey of Land.
Following solutions are offered by Leica Geosystems, Ag Switzerland for Land

Records:
1. Cadstral/land records mapping using Total Stations: ( TPS300 series, TPS700

Series, TPS1100 Series )
2. Differential GPS for control point establishment.
3. Real Time GPS for Cadstral mapping wherever obstructions are minimum
and in open area.
4. Mapping Software for Land Records “ LISCAD”
5. Local Language software for customization of maps and database. (For eg.
Tulika Software for Malayalam Language)
_____________________________________________________________________12
COMPANY PROFILE
INFO GEOSOFT (INDIA) PRIVATE
LIMITED (IGI) is an ISO 9001:2002
companies, Hyderabad based global
service provider in Remote Sensing,
Digital Image Processing, Digital
Photogrammetric, Computer Aided
Drafting and Designing (CAD) and Geographic Information Systems (GIS) catering
to the needs of various sectors.
The organizational strength of IGI is its professionals

of diverse academic background having substantial
training and hands-on work experience in India and
abroad. This lead in building confidence among the
clients to use our services in a broad perspective of
planning and management to arrive at feasible and
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optimal solutions. We believe in providing innovative, quality and cost-effective on-

site and offshore consultancy services using the state of art of information
technology.
Our ability to apply the latest technology advantages in Digital Photogrammetric,

Digital Image Processing and Remote Sensing the acquisition of the specific
mapping data requirement and our ability to seamlessly convert and integrate maps /
information and build the GIS or AM/FM database that is specially tailored to
specific requirements. We provide derived information in any specific software
format.
IGI is AN ISO 9001:2000 COMPANY with a scope of “Geographic

Information Systems (GIS), Customization, Application Development, Natural
Resources Mapping, Remote Sensing Data Management, Digital Image
Processing and Computer Aided Designing & Drafting”.
“The collection and customization of land related information is
the cornerstone of our business and the development of unique and innovative
solutions of diversity of challenges and applications is our core asset”
Vision
To become the leading provider of Mapping solutions for clients with higher-quality
with reduced risks and cost. The vision is to provide highest quality of GIS Mapping
and Application development process. Info Geosoft aims in building a long-term
relationship with each customer-a partnership founded on commitment to quality
and trust.
Mission
The mission of M/s. Info Geosoft (India) Pvt. Ltd. is to give high-quality and cost
effective services/solutions to clients by providing efficient professionals. To help
clients meet the complex needs of business growth with GIS/mapping solutions and
_____________________________________________________________________14
services delivered in a manner that builds lasting partnerships. IGI also aims to
provide innovative, competitive and top-quality services to customers. The first
responsibility is to meet customers’ requirements, to finish the project on time and
within budget
Technical Support & Services
IGI believes in synergies various disciplines of Geometrics, Identifying and

Applying appropriate technology solutions and transforming digital information into
Map, Image and Integrated Information Products.
Project Services
Info Geosoft (India) Private Limited IGI offers specialized services in the
following areas:
 Vectorisation of Large Scale Satellite data to prepare/update City/Utility

maps on 1:1000 scales.
_____________________________________________________________________15
 Remote Sensing Applications both Visual and Digital for mapping

Natural Resources at various abstraction levels and on scales ranging
from 1:1000 to 1:50000.
 Geographic Information System (GIS) for
 User needs and assessments and Feasibility Analysis
 Multi Attribute Decisions
 Query shells for Decision Support Systems
 Web Based Applications
 Automated Mapping and Facilities Management
Mapping
 Land / Water use decisions,
 Watershed Management
 Multi Thematic Integration
 Watershed Prioritization
 Map/Data Capture and Conversions
 Database creation, Management and Maintenance
 Natural Resources Management and Mapping using Remote Sensing
 Land Use / Land Cover Mapping,
 Environmental Impact Assessment Studies,
 Geomorphologic Mapping,
 Ground Water Potential Zone Mapping,
 Urban Infrastructure Mapping,
 Watershed Management and Base Map Updating.
 Computer Aided Designing and Drafting
 Drafting of Civil, Mechanical, Architectural,
Electronic and Electrical drawings
 Conversion of Topographic Maps
 Digital maps preparation meeting the specific
_____________________________________________________________________16
standards
 3-D / 2-D Designing
 Photogrammetric and Digital Image Processing
 Aero Triangulation data acquisition
 Ortho image generation,
 Map Updating,
 Mono and Stereo Plotting,
 Image / Digital Maps Generation,
 Digital Elevation Model Generation
 Raster Image Conversions,
 Image Enhancements and
 Digital Image Classifications
 Land Surveys
 Topographical land survey,
 Development of Land Information Systems (LIS)
using Global Positioning Systems and other modern
equipments.
 Watershed Management
 Resource Assessment,
 Resource management planning based on watershed
principles,
 Watershed resource mapping,
 Socio-economic data Collection and analysis,
 Watershed modeling and
 River basin analysis and modeling
 Ground Water Investigations
 Ground water investigations,
_____________________________________________________________________17
 Regional water resource assessment,

 Water management,
 Groundwater modeling and Water Resource Mapping
 Database Development
 System Consulting, User needs studies, Data sourcing,
 Database design, Structuring, Linkage, Data
attribution and
 Database Maintenance
IGI’s Quality Policy
“We are committed to Quality Products and services for the complete satisfaction of
the customers and strive for continual improvement of all our processes in product
life cycle. Every one of us will involve, nurture and uphold the quality policy of the
organization”
IGI is client-oriented. It aims utmost client satisfaction. Its commitment to

implement quality systems extends beyond “hand-holding” to a concerted effort of
transfer of skills to the client organizations. To affect this as well as to ensure
implementation of solutions, IGI encourages client participation in the process of
consulting.
Infrastructure
IGI is equipped with the state of art equipment positioned by virtue of having an in-
depth knowledge of wide range of hardware systems and also procured software for
providing optimal solutions to its clients in the wide spectrum of CAD Conversions,
Geographic Information Systems, Remote Sensing, Digital Image Processing and
Digital Photogrammetric.
Resource Pool - A resource pool of over 65 professionals with expertise in

technology spectrum of Application Development, GIS Consulting, CAD
_____________________________________________________________________18
Conversions, Utility Mapping, Image Analysis.
Targeted HR Policies
 Streamlining the pay structure

 Introduction of MBO system
 Development of Internal Trainers
 Career Planning
 Team Building
 Quality Circles
 Appreciation / Reward for best performer
TRAINING & DEVELOPMENT AT IGI
The training Objectives at IGI are as follows:
 The skills and knowledge of employees are aligned with the latest
technology and development.
 To enable them to do the job in more effective way so as to reduce learning
time.
Types of Training:
A wide variety of training programs are used in different organizations, depending

on requirements and size of their manpower. Some of the commonly used programs
at NCL are as follows:
Orientation training: It tries to put the new recruits at ease. Each new employee is
usually taken on a formal tour of the facilities, introduced to key personnel and
informed about company policies, procedures and benefits.
Job Instruction training: It consists of the following steps:
 Orient trainees to the job situation by providing them with an overview of

the job.
_____________________________________________________________________19
 Evaluate employee performance periodically and offer supplementary

training, if necessary.
Refresher Training: Rapid changes in technology may force companies to goin for
this kind of training. By organizing short-term courses which incorporates the latest
developments in a particular field, the company may keep its employees up-to-date
and ready to take on emerging challenges. It is conducted at regular intervals by
taking the help of outside consultants who specialize in a particular descriptive.
Needs Analysis
 There is a review meeting every month wherein the training needs of the
employees are discussed and assessed.
 After assessing the training need, the personnel those who need training
are identified, and the details of which are sent to the Personnel Dept.
 After the training needs and personnel are identified, the suitable trainer
is identified, either in-house (internal) or external.
Designing the training program
Once the training needs are assessed, the H.R. Dept. and the trainers jointly design
the training program. The contents are worked out keeping in mind the objective, the
target group and the skills required. Other factors like – nature of work performed
and existing competencies play a role in the development of the programs. There are
a number of predefined and designed training programs that are organized
frequently, for example, personality development programs, communication skills
and other technical programs.
Conducting training programs
The trainers for the program are decided based on the contents of the program. The
choice of the faculty depends on the topic to be covered, the grasping power of the
trainees and the budget.
_____________________________________________________________________20
Methods used
At IGI, Lecture method is the basic techniques used through few trainers also make
use of group discussions and games. Though, this gets quite monotonous, it is
preferred by both the trainees and the trainers here.
_____________________________________________________________________21
CHAPTER – 2
_____________________________________________________________________22
REVIEW OF LITERATURE
INTRODUCTION
Human resource management (HRM) is the strategic and
coherent approach to the management of an organization’s most valued assets-the
people working there who individually and collectively contributes to the
achievement of the objective of the business. The terms “human resource
management” and “human resource” (HR) have largely replaced the term “personnel
management” as a description of the process involved in managing people in
organizations. Human resource management is evolving rapidly. Human resource
management is both an academic theory and a business practice that addresses the
theoretical and practical techniques of managing a work force.
The basic premise of the academic theory of HRM is that

human are not machines: therefore we need to have an interdisciplinary examination
of people in the workplace. Fields such as psychology, sociology, industrial
engineering, industrial and organizational psychology and industrial relations and
critical theories like post modernism and post structuralism ply a major role.The
goal of human resource management is to help an organization to meet strategic
goals by attracting, and maintaining employees and also to manage them effectively.
The key word is “fit”, i.e. a HRM approach seeks to ensure a fit between the
management of an organization’s employees, and the overall strategic direction of
the company.
HRM is concerned with people dimension in management. Since
every organization is made up of people, acquiring their service, developing their
_____________________________________________________________________23
skills, motivating them to higher levels of performance and ensuring that they
continue to maintain their commitment to the organization are essential to achieving
organizational objectives. This is true, regardless of the type of organization –
government, business, education, health, recreation or social action.
Major HR challenges faced by the Indian organization
 Managing Knowledge Workers

Essentially, here we are looking at different kind of people who does not obey
the principles of management for the traditional group. This boils down to higher
educational qualifications, taking up responsibilities at a lesser age and
experience, high bargaining power due to the knowledge and skills in hand, high
demand for the knowledge workers, and techno suaveness. The clear shift is seen
in terms of organization career commitment to individualized career
management. Managing this set of people is essential for the growth of any
industry but especially the IT, BPOs and other knowledge based sectors.
 Managing Technological Challenges
In every arena organizations are getting more and more technologically oriented.
Though it is not in the main run after the initial debates, preparing the work force
to accept technological changes is a major challenge. We have seen sectors like
banking undergoing revolutionary changes enabled by technology. It is a huge
challenge to bring in IT and other technology acceptance all levels in
organizations.
 Competence of HR Managers
As it is more and more accepted that lot of success of organizations depend on

the human capital, this boils to recruiting the best, managing the best and
retaining the best. Clearly HR managers have a role in this process. Often it is
discussed about lack of competence of HR managers in understanding the
_____________________________________________________________________24
business imperative. There is now a need to develop competent HR professionals

who are sound in HR management practices with strong business knowledge.
 Developing Leadership
It is quite interesting to note that there is less importance given to developing

leadership at the organizational level. Though leadership is discussed on basis of
traits and certain qualities, at an organizational level it is more based on
knowledge. The challenge is to develop individuals who have performance
potential on basis of past record and knowledge based expertise in to business
leaders by imparting them with the necessary “soft skills”.
 Managing Change
Business environment in India is volatile. There is boom In terms of

opportunities brought forward by globalization. However this is also leading to
many interventions in terms of restructuring, turnaround, mergers, downsizing,
etc. Research has clearly shown that the success of these interventions is heavily
dependent on managing the people issues in the process. HR has a pivotal role to
play here.
_____________________________________________________________________25
OBJECTIVES OF THE STUDY
 To identify and understand the training function at M/s. Info Geosoft

(India) Pvt. Ltd.
 To find out various effectiveness criteria of Training Program.
 To study if the existing training functions is achieving its objectives.
 To analyze the Training system for further development.
 To suggest measures for the improvement of the Training program.
_____________________________________________________________________26
SCOPE OF THE STUDY
The training and development activities were studied at M/s. Info Geosoft
(India) Pvt. Ltd., Cherlapally, and Hyderabad. The statistical test is confined
to the employees of that office.
_____________________________________________________________________27
LIMITATIONS
 The statistical study covered only 50 respondents out of the 65

employees working at the office. Therefore, few opinions may have been
left uncovered.
 Time constraint is also one of the limitations.
 Pooling is done in the X2 test (pooling is done when cell frequency is less
than 10).
 Because of the non availability of some of the employees.
_____________________________________________________________________28
NEED FOR THE STUDY

Every organization big or small, productive or non-productive, economic or
social, old or newly established should provide training to all employees
irrespective of their qualification, skill, suitability for the job etc.
Specifically, the need for training arises due to the following reasons
 To match the Employee specifications with the Job Requirements.

 Organizational Viability and the Transformation process
 Technological Advances
 Organizational Complexity
 Human Relations
 Change in the Job Assignment
The need for training also arises to:
 Increase productivity
 Improve quality of the product / service.
 Help a company to fulfill its future personnel needs.
 Improve organizational climate.
 Improve health and safety.
 Prevent obsolescence.
 Effect the personal growth.
 Minimize the resistance to change.
Fig:
_____________________________________________________________________29
Technological Advance
Improved Productivity
Organization complexity
Job Requirements
Prevention of
Obsolescence
Human Relations
Top Management Support

Preparation for Higher
Level Jobs
Learning principles
Personnel Functions
Improved Morale
_____________________________________________________________________30
CHAPTER – 3
_____________________________________________________________________31
RESEARCH METHODOLOGY
Research Design
The Research Design is Exploratory, as it is undertaken to primarily study

the effectiveness of the Training and discover insights into its working and
activities in the Organization.
Sample Design
The sample size taken was 50 and the technique used was Non Probability
Sampling Technique.
Data Collection
For any statistical enquiry the collection of data or information is done

through principle sources identically i.e., by primary sources and secondary sources
of data.
Primary Data:-
Primary data are those which are collected a fresh and for the first
time. Primary data for the study is collected through questionnaire and
questionnaire is used closed form.
Secondary Data:-
_____________________________________________________________________32
Most of the data used for the study is secondary in nature and
has been collected from the company and from the records of Info Geosoft
(India) Pvt Ltd.
Questionnaire Design
There are a total of 15 questions that aims to cover all aspects of the Training &
Development activities of the organization. It includes multiple choice questions
(Interval Scale).
Data Analysis
The statistical tool CHI-SQUARE TEST/TEST OF INDEPENDENCE is used

for analysis the data pertaining to different dimensions of employees. Simple
statistical data like % are used in interpretation of data results are illustrated by
means of pie charts.
_____________________________________________________________________33
CHAPTER -4
_____________________________________________________________________34
CONCEPTUAL FRAMEWORK
DEFINITIONS OF TRAINING:-
 The process of providing employees with specific skills or helping those

correct deficiencies in their performance.
----- Luis R. Gomez Mejia,
----- David B Balkan.
 Training is a process whereby people acquire capabilities to aid in the

achievement of organizational goals.
----- Robert L Mathis,
----- John H. Jackson.
 Training is a process to increase an employee’s ability to perform through

learning, usually by changing the employee attitude or increasing his or her
skills and knowledge.
----- K. Aswathappa.
_____________________________________________________________________35
 The process of teaching new employees, the basic skills they need to perform
their jobs.
----- Gary Dazzler.
 Training is the act of increasing the knowledge and skills of an employee for
doing a particular job.
----- Flippo.
Introduction to Training
“Training is something we hope to integrate into every

manager’s mindset”.
Development
Development is mainly considered for the executives

or the management. So the concept is elaborated and described as under executive or
management development.
Definitions:-
 Management development is a systematic process of growth and

development by which the managers develop their abilities to manage. It is
the result of not only participation in formal courses of instruction but also of
actual job experience.
----- V S P Rao.
_____________________________________________________________________36
 It is any attempt to improve current or future management performance by

imparting knowledge, changing attitudes, or increasing skills.
----- Gary Dazzler.
Introduction to Training and Development
Companies have found that investment in human capital in the form of training and
development yields high returns. The ones that recognize the value of their
employees and place a new emphasis on education and training are becoming more
competitive, successful, and profitable as a result. According to a study conducted in
2002 by Knowledge Assessment Management, companies in the top 20 percent of
those who spend money on training receive higher returns in the stock market.
Some training and development programs teach new hires to perform a specific job,
while others update the skills and knowledge of established employees. Some of the
money is spent to provide technology-related training that teaches employee to
operate, maintain, or repair equipment used in the workplace. Technology training is
needed for workers in industries as diverse as construction, manufacturing, health,
and transportation. Technical professionals include scientists, architects, engineers,
and health professionals. Blue-collar technical workers include mechanics, repair
people, and those in precision production jobs. Technology is constantly changing
and therefore job responsibilities are constantly changing, requiring many workers
to update their skills on a regular basis.
Many of today’s most successful companies realize that their employees are their
greatest asset. Therefore, corporations are increasingly investing in educating their
employees so that they can grow and change within the company and make it more
profitable. The range of training opportunities varies considerably from company to
_____________________________________________________________________37
company so, when researching potential employers, it is important for job seekers
who care about this to investigate the level and type of training provided to
employees.
After employees have been selected for various positions in an organization, training
them for the specific tasks to which they have been assigned assumes greater
importance.
According to Flippo, training is the act of increasing the knowledge and skills of an
employee for doing a particular job. The major outcome of training is learning. A
trainee learns new habits, refined skills and useful knowledge during the training
that helps him improve performance.
Features of training
 Increases knowledge and skills for doing a job.

 Bridges the gap between job needs and employee skills, knowledge and
behavior.
 Job oriented process, vocational in nature.
 Short term activity designed essentially for operatives.
HRM AND TRAINING
Recognition of the importance of training in recent years has been heavily

influenced by the intensification of overseas competition and the relative success of
economies like Japan, Germany and Sweden where investment in employee
development is considerably emphasized. 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.
This has also been underscored by the rise in human resource management with its
emphasis on the importance of people and the skills they possess in enhancing
_____________________________________________________________________38
organizational efficiency. Such HRM concepts as ‘commitment’ to the company and

the growth in the ‘quality’ movement have led senior management terms to realize
the increased importance of training, employee development and long term
education. There has also been more recognition of the need to complement the
qualities of employees with the needs of the organization. Such concepts require not
only careful planning but a greater emphasis on employee development.
HRD programs are continuous and shaped to fit the culture changes in the
organization in relation to the needs of the individual. In this way training and HRD
become tools for effecting change and the policy ramification can be wide ranging
and strategic. As a result training takes on a variety of forms and covers a multitude
of subjects.
Training Objectives
 To upgrade the skills and prevent obsolescence.

 To develop healthy and constructive attitude.
 To prepare employees for future assignments.
 To minimize operational errors.
 To enhance employee confidence and morale.
 To bring down costs of production.
 To bring down labor turn over and absenteeism.
Training vs Development
Training often has been referred to as teaching specific skills and behavior. The
skills are almost always behavioral as distinct from conceptual or intellectual.
Development, in contrast, is considered to be more general than training and more

oriented towards individual needs in addition to organizational needs and it is most
often aimed toward management people. Usually the intent of development is to
provide knowledge and understanding that will enable people to carry out non
technical organizational functions more effectively, such as problem solving,
decision making and relating to people.
_____________________________________________________________________39
Training & Development Distinctions

Table
Learning Training Development

Dimension
Who Non-managers Managers
What Technical-Mechanical Theoretical-Conceptual

Operations ideas
Why Specific job related General knowledge
information
When Short Term Long Term
Areas of Training
The areas of training in which training is offered may be classified into the
following categories:
 Knowledge - Here the trainee learns about a set rules and regulations
about the job, the staff and the products or services offered by the
company. The aim is to make the new employee fully aware of what
goes inside and outside the company.
 Technical Skills - The employee is taught a specific skill (e.g.

operating a machine, handling computer etc.) so that he can acquire
that skill and contribute meaningfully.
 Social Skills - The employee is made to learn about him and other,
develop a right mental attitude towards the job, colleagues and the
company. The principal focus is on teaching the employee how to be
a team member and get ahead.
 Techniques - This involves the application of knowledge and skill to

various on-the –job situations. In addition to improving the skills and
knowledge of employees, training aims at molding employee
attitudes: when administered properly
_____________________________________________________________________40
A systematic approach to training

Table
1.Assessment 2.Implementation 3.Evaluation
Determine training Select training methods. Compare training

needs. outcomes and criteria.
Identify training Conduct training.
objectives.
Training Methods: There are two kinds of main training methods.

 On-the-job training methods.
 Off-the-job training methods.
Training Methods
On-The-Job Methods Off-The-Job Methods
 Vestibule Training  Evaluation of Training

Programs.
 Apprenticeship
Training a. Reactions
 Classroom Training b. Learning
 Internship Training c. Job Behavior
 Job Instruction d. Organization

Training(JIT).
e. Ultimate Value
Selection
 ofCoaching
trainingand
methods
Training methods are usually classified by the location of instruction. On the job
Mentoring
training is Job
provided when the workers are taught relevant knowledge, skills and
Rotation
abilities at the actual workplace. Off-the-job training, on the other hand, requires that
trainees learn at location other than the real work spot. Some of the widely used
training methods are listed below:
Vestibule Training - In this method, a training center called vestibule is set

up and actual job conditions are duplicated or simulated in it. Expert trainers
_____________________________________________________________________41
are employed to provide training with the help of equipment and machines,
which are identical with those in used at the workplace.
Apprenticeship Training - In this method, theoretical instruction and

practical learning are provided to trainees in training institutes. In India, the
government has established Industrial Training Institutions (ITI) for the
purpose. Under the Apprenticeship Act 1962 employers in specified
industries are required to train the prescribed number of persons in
‘designated trade’.
Classroom Training - Training is provided in company classrooms or in

educational institutions. Lectures, case studies, group discussions, and audio
visual aids are used to explain knowledge and skills to the trainees.
Classroom training is suitable for teaching concepts and programs. Some
companies maintain their own training institutes or schools. Special training
courses are designed e.g., management course for foremen, computer course
for typists, etc.,
Internship Training - It is a joint program me of training in which

educational institutions and business firms cooperate. Selected candidate’s
carry on regular studies for the prescribed period. They also work in some
factory or office to acquire practical knowledge and skills. This method helps
to provide a good balance between theory and practice. However, it involves
a long time due to slow process. This method of training is used in
professional work e.g., MBBS, CA, ICWA, Company Secretaries, etc.
Job Instruction Training (JIT) - The JIT is a four step instructional process
involving preparation, presentation, performance try up and follow up. It is
used primarily to teach workers how to do their current jobs. A trainer,
supervisor or co-worker acts as a coach. The four steps are as follows:
_____________________________________________________________________42
a. The trainee receives an overview of the job, its purpose and its
desired outcomes, with a clear focus on the relevance of training.
b. The trainee demonstrates the job to give the employee a model to
copy. The trainer shows the right way to do the job.
c. Finally, the employee does the job independently without
supervision.
Coaching and Mentoring - Coaching is a one-on-one relationship between

trainees and supervisors which offer workers continued guidance and
feedback on how well they are handling their tasks. Mentoring is a particular
form of coaching used by experienced executives to groom junior
employees. Normally, mentoring involves the one-on-one coaching for a
period of several years until the individual is eventually capable of replacing
the mentor.
Job Rotation - This kind of training involves the movement of trainee from
one job to another,. This helps in to have a general understanding of how the
organization functions. Apart from releasing boredom, job rotation allows
workers to built rapport with a wide range of individuals within the range of
organization, facilitating future cooperation among departments.
Off the Job Methods - Under this method of training, the trainee is
separated from the job situation and his attention is focused upon learning
the material related to his future job performance. Since the trainee is not
distracted by the job requirements, he can place his entire concentration on
learning the job rather than spending his time in performing it.
Evaluation of training program - The process of training evaluation has

been defined as “any attempt to obtain information on the effects of training
performance and to assess the value of training in the light of bad
information”. Evaluation helps in controlling and correcting the training
program. Evaluation of training takes place at 5 levels:
_____________________________________________________________________43
a. Reactions: The trainees reactions to the overall usefulness of the

training including the coverage of the topics mark the method of
presentation, the techniques used to clarify things, throw light on the
effectiveness of the program.
b. Learning: Training program, trainer’s ability and trainee’s ability
are evaluate don the basis of quantity of content learned and time in
which it is learnt and learner’s ability to use or apply, the content he
learnt.
c. Job Behavior: This evaluation includes the manner and extent to
which the trainee has applied his learning to his job.
d. Organization: This evaluation measures use of training, learning and
change in the job behavior of the department/organization in the form
of increase productivity, quality, morale, sales turnover and the like.
e. Ultimate value: It is the measurement of ultimate results of the
contribution of the training program to the company goals like
development of personality and social goals like maximizing social
benefits
_____________________________________________________________________44
CHAPTER - 5
_____________________________________________________________________45
DATA ANALYSIS AND INTERPRETATION

1. Training program improves efficiency
In the above question the employees are asked about whether the training program
improves efficiency. The employee’s opinions are tabulated as follows
TABLE Opinion of the employees on whether the training program improves

efficiency
Opinion of the No. of respondents Percentage

respondents
Strongly agree 12 24
Agree 30 60
Neutral 2 4
Disagree 6 12
Strongly disagree 0 0
TOTAL 50 100.0
CHI SQUARE ANALYSIS:

CHI SQUARE TEST/TEST OF INDEPENDENCE is used for analysis.
Null hypothesis (Ho): Improvement in efficiency is independent of the training
program with the belief that the numbers of respondents agree that the training
program improves efficiency.
Level of significance =5% Degrees of freedom = n-1 = 5-1 = 4
Total number of respondents = 12+30+2+6+0 = 50
Expected frequency (Ei) = (Total no of respondents)/no of opinions = 50/5 = 10
CHI-SQUARE (x2) = ∑ [Oi-Ei)2/Ei]

Where Oi = Observed frequency, Ei = Expected frequency
TABLE Calculation of x
2
_____________________________________________________________________46
Opinion Observed Expected (Oi-Ei) (Oi-Ei)2 (Oi-Ei)2/Ei

frequency frequency
(Oi) (Ei)
Strongly 12 10 2 4 0.4
agree
Agree 30 10 20 400 40
Neutral 2 10 8 64 6.4
Disagree 6 10 4 16 1.6
Strongly 0 10 10 100 10
disagree
∑ [(Oi-Ei)2/Ei] = 58.4
CHI-SQUARE (x2) = ∑ [(Oi-Ei) 2/Ei]
The calculated x2 value is 58.4

The table value of x2 for Degree of Freedom 4, at 5% level of significance is
9.49
x2 computed value = 58.4
x2 table value = 9.49
INTERPRETATION - Since x2 (computed value) > x2 (Table value), Null

hypothesis is rejected. So, improvement in efficiency is not independent of the
training program with the belief that the numbers of respondents agree that the
training improves efficiency. 42 out of 50 employees studied agree that training
programs improves efficiency. So, the organization is conducting training programs
which improve efficiency.
_____________________________________________________________________47
2. Training program improves communication
improves communication. The employee’s opinions are tabulated as follows

communication

respondents
Strongly agree 6 12
Agree 34 68
Neutral 1 2
Disagree 9 18
TOTAL 50 100.0
CHI SQUARE ANALYSIS: CHI SQUARE TEST/TEST OF INDEPENDENCE
is used for analysis.
Null hypothesis (Ho): Improvement in communication is independent of the

training program.
Alternative hypothesis (Ha): Improvement in communication is not independent

of the training program with the belief that the numbers of respondents agree
that the training program improves communication.
Expected frequency(Ei)=(Total no of respondents)/no of opinions=50/5 = 10
CHI-SQUARE (x2) = ∑ [(Oi-Ei) 2/Ei]
Where Oi = Observed frequency Ei = Expected frequency.

2
_____________________________________________________________________48

frequency frequency
(Oi) (Ei)
Strongly 6 10 4 16 1.6
agree
Agree 34 10 24 576 57.6
Neutral 1 10 9 81 8.1
Disagree 9 10 1 1 0.1
Strongly 0 10 10 100 10
disagree
∑ [(Oi-Ei)2/Ei] = 77.4
CHI-SQUARE ( χ2 ) = ∑ [(Oi-Ei)2/Ei] = 77.4

9.49
x2 computed value = 77.4 x2 table value = 9.49
INTERPRETATION: Since x2 (computed value) > x2 (Table value), Null

hypothesis is rejected. So, improvement in communication is not independent of the
training program with the belief that the numbers of respondents agree that the
training program improves communication. When the question is asked 40 out of 50
employees feel that training programs improves communication. So, most of the
employees agree in the firm agree that training program improves communication.
_____________________________________________________________________49
3. Training program improves efficiency
improves promotional aspects. The employee’s opinions are tabulated as follows

promotional aspects

respondents
Strongly agree 3 6
Agree 25 50
Neutral 6 12
Disagree 15 30
TOTAL 50 100.0

Null hypothesis (Ho): Improvement in promotional aspects is independent of the
training program.
Alternate Hypothesis (Ha): Improvement in promotion aspects is not independent
of the training program with the belief that the numbers of respondents agree that the
training program improves promotion aspects.
Expected frequency(Ei)=(Total no of respondents)/no of opinions= 50/5 = 10
CHI-SQUARE (x2) = ∑ [(Oi-Ei)2/Ei]
Where Oi = Observed frequency, Ei = Expected frequency

2
_____________________________________________________________________50

frequency frequency
(Oi) (Ei)
Strongly 3 10 7 49 4.9
agree
Agree 25 10 15 225 22.5
Neutral 6 10 4 16 1.6
Disagree 15 10 5 25 2.5
Strongly 1 10 9 81 8.1
disagree
∑ [(Oi-Ei)2/Ei] = 39.6

9.49

hypothesis is rejected. So, improvement in promotional aspects is not independent of
the training program with the belief that the numbers of respondents agrees that the
training improves promotional aspects. 28 out of 50 employees feel that training
programs improves promotional aspects on the basis that training program improves
employee’s skills which in turn increases promotional opportunities.
_____________________________________________________________________51
4. Training program improves behavior and attitude of the employees
improves behavior and attitude of the employees. The employee’s opinions are
tabulated as follows

behavior and attitude of the employees

respondents
Agree 26 52
Neutral 3 6
Disagree 3 6
TOTAL 50 100.0
Null hypothesis (Ho): Improvement in behavior and attitude of the employees is

independent of the training program.
Alternate Hypothesis (Ha): Improvement in behavior and attitude of the

employees is not independent of the training program with the belief that the
numbers of respondents agree that the training program improves behavior and
attitude of the employees.
Level of significance =5%
Degrees of freedom = n-1 = 5-1 = 4
_____________________________________________________________________52
Expected frequency(Ei)=Total no of respondents/no of opinions=50/5=10
Where Oi = Observed frequency,
Ei = Expected frequency.
2
Opinion Observed Expected (Oi-Ei) (Oi-Ei)2 (Oi-

frequency frequency
Ei)2/Ei
(Oi) (Ei)
Strongly 18 10 8 64 6.4
agree
Agree 26 10 16 256 25.6
Neutral 3 10 7 49 4.9
Disagree 3 10 7 49 4.9
Strongly 0 10 10 100 10
disagree
∑ [(Oi-Ei)2/Ei] = 51.8

9.49

hypothesis is rejected. So, improvement in behavior and attitude of the employees is
not independent of the training program with the belief that the numbers of
respondents agrees that the training program improves behavior and attitude of the
employees. 44 out of 50 employees are having the impression that training program
improves behavior and attitude of the employees. Only 3 employees are neutral and
_____________________________________________________________________53
3 disagree that training program improves the behavior and attitude of the
employees.
_____________________________________________________________________54
5. Training program improves behavior and attitude of the employees
improves job knowledge. The employee’s opinions are tabulated as follows
TABLE Opinion of the employees on whether the training program improves job
knowledge

respondents
Agree 38 76
Neutral 2 4
Disagree 0 0
TOTAL 50 100.0
Null hypothesis (Ho): Improvement in job knowledge is independent of the training

program.
Alternate Hypothesis (Ha): Improvement in job knowledge is not independent of

the training program with the belief that the numbers of respondents agree that the
training program improves job knowledge.
Expected frequency (Ei) = (Total no of respondents)/no of opinions
= 50/5 = 10
_____________________________________________________________________55
Where Oi = Observed frequency, Ei = Expected frequency.

TABLE Calculation of x2

frequency frequency
Ei)2/Ei
(Oi) (Ei)
Strongly 10 10 0 0 0
agree
Agree 38 10 28 784 78.4
Neutral 2 10 8 64 6.4
Disagree 0 10 10 100 10
Strongly 0 10 10 100 10
disagree
∑ [(Oi-Ei)2/Ei] = 104.8

9.49
INTERPRETATION:
Since x2 (computed value) > x2 (Table value), Null hypothesis is rejected. So,
improvement in job knowledge is not independent of the training program with the
belief that the numbers of respondents agrees that the training program improves job
knowledge. So, training program improves job knowledge. 48 out of 50 employees
feel that training program improves job knowledge.
_____________________________________________________________________56
6. Training program improves professional skills
improves professional skills. The employee’s opinions are tabulated as follows

professional skills

respondents
Strongly agree 6 12
Agree 42 84
Neutral 2 4
Disagree 0 0
TOTAL 50 100.0
Null hypothesis (Ho): Improvement in professional skills is independent of the

training program.
Alternate Hypothesis (Ha): Improvement in professional skills is not

independent of the training program with the belief that the numbers of
respondents agree that the training program improves professional skills.
Expected frequency (Ei)=Total no of respondents/no of opinions=50/5= 10
_____________________________________________________________________57
Where Oi = Observed frequency

frequency frequency
Ei)2/Ei
(Oi) (Ei)
Strongly 6 10 4 16 1.6
agree
Agree 42 10 32 1024 102.4
Neutral 2 10 8 64 6.4
Disagree 0 10 10 100 10
Strongly 0 10 10 100 10
disagree
∑ [(Oi-Ei)2/Ei] = 130.4

9.49

hypothesis is rejected. So, improvement in professional skills is not independent of
the training program with the belief that the number of respondents agrees that the
training program improves professional skills. 46 out of 50 employees agree that the
training program improves professional skills. None of the employees from the
sample are disagreed that training program improves professional skills. So, the
_____________________________________________________________________58
organization is conducting training programs which aims at increasing professional

skills.
_____________________________________________________________________59
7. The internal trainers are very effective
In the above question the employees are asked about the effectiveness of the internal
trainers. The employee’s opinions are tabulated as follows
TABLE Opinion of the employees on the effectiveness of the internal trainers

respondents
Agree 32 64
Neutral 2 4
Disagree 6 12
TOTAL 50 100.0
Graphical Representation - The internal trainers are very effective
INTERPRETATION
 20% of the employees strongly agree that internal trainers are very effective.
 64% of the employees agree that internal trainers are very effective.
_____________________________________________________________________60
 12% of the employees disagree that internal trainers are very effective
 So, 42 out of 50 employees feel that internal trainers are very effective.
_____________________________________________________________________61
8. The external trainers are very effective
In the above question the employees are asked about the effectiveness of the external
trainers. The employee’s opinions are tabulated as follows
TABLE Opinion of the employees on the effectiveness of the external trainers

respondents
Strongly agree 2 4
Agree 20 40
Neutral 4 8
Disagree 24 48
TOTAL 50 100.0
Graphical Representation - The external trainers are very effective
INTERPRETATION:
 4% of the employees strongly agree that external trainers are very effective.
_____________________________________________________________________62
 40% of the employees agree that external trainers are very effective.
 42% of the employees disagree that external trainers are very effective
 So, 22 out of 50 employees feel that external trainers are very effective.
_____________________________________________________________________63
9. The physical recruitments and facilities provided during training were

excellent
The following table gives the information about the opinion of the employees about
physical recruitment and facilities provided during the training program.
TABLE Opinion of the employees on the physical recruitment and facilities

provided during training

respondents
Strongly agree 9 18
Agree 20 40
Neutral 0 0
Disagree 18 36
TOTAL 50 100.0
Graphical Representation - The physical recruitments and facilities provided

during training were excellent.
INTERPRETATION:
 18% of the employees strongly agree that there were excellent physical
recruitments and facilities during training.
_____________________________________________________________________64
 40% of the employees agree that there were excellent physical recruitments
and facilities during training.
 36% of the employees disagree that there were physical recruitments and
facilities during training.
 So, 29 out of 50 employees feel that there were physical recruitments and
facilities during training.
_____________________________________________________________________65
10. The employees are well informed about the goals/objectives of the training
program
In the above question the employees asked whether there are well informed about
the goals/objectives of the training program.
TABLE Opinion of the employees whether there are well informed about the
goals/objectives of the training program

respondents
Agree 23 46
Neutral 3 6
Disagree 6 12
TOTAL 50 100.0
Graphical Representation - The employees are well informed about the

goals/objectives of the training program
INTERPRETATION:
_____________________________________________________________________66
 36% of the employees strongly agree that employees are well informed about
goals/objectives of the training program.
 46% of the employees agree that employees are well informed about
 12% of the employees disagree that employees are well informed about
 So, 41 out of 50 employees feel that their employees are well informed about
_____________________________________________________________________67
11. Training program has helped you to identify your strengths and overcome
weaknesses.
In the above question the employees asked whether the training has helped them to
realize their strengths and overcome weakness. The employee’s opinions are
tabulated as follows.
TABLE Opinion of the employees on whether the training has helped them to
identify their strengths and overcome weaknesses.

respondents
Agree 21 42
Neutral 0 0
Disagree 4 8
TOTAL 50 100.0
Null hypothesis (Ho): Realizing strengths and overcoming weakness is

independent of the training program.
Alternate Hypothesis (Ha): Realizing strengths and overcoming weakness is

not independent of the training program with the belief that the numbers of
respondents agree that the training program enables them to realize their
strengths and overcome the weakness.

_____________________________________________________________________68
Expected frequency(Ei)=Total no of respondents/no of opinions=50/5= 10

frequency frequency Ei)2/Ei
(Oi) (Ei)
Strongly 15 10 5 25 2.5
agree
Agree 21 10 11 121 12.1
Neutral 0 10 10 100 10
Disagree 4 10 6 36 3.6
Strongly 3 10 7 49 4.9
disagree
∑ [(Oi-Ei)2/Ei] = 33.1

9.49
x2 computed value = 33.1,

hypothesis is rejected. So, Realizing strengths and overcoming weakness is not
independent of the training program with the belief that the numbers of respondents
agree that the training program enables them to realize their strengths and overcome
the weaknesses. 36 out of 50 employees agree that the training program enables
_____________________________________________________________________69
them to realize their strengths and overcome the weaknesses. 4 out of 50 employees
disagree, 3 out of 50 employees strongly disagree that training program enables
them to realize their strengths and overcome the weaknesses.
_____________________________________________________________________70
12. Training program has a demonstrable effect on the performance of the task
and achievement of organizational goals.
In the above question the employees asked whether the training program has a
demonstrable effect on the performance of the task and achievement of
organizational goals. The employee’s opinions are tabulated as follows.
TABLE Opinion of the employees on the demonstrable effect of training

program on performance of the task and achievement of organizational goals.

respondents
Strongly agree 3 6
Agree 32 64
Neutral 2 4
Disagree 13 26
TOTAL 50 100.0
Null hypothesis (Ho): performance of the task and achievement of

organizational goals is independent of the training program
Alternate Hypothesis (Ha): performance of the task and achievement of

organizational goals is not independent of the training program with the belief
that the numbers of respondents agree that the training program has a
demonstrable effect on performance of the task and achievement of
organizational goals.

_____________________________________________________________________71
Expected frequency(Ei)=Total no of respondents/no of opinions= 50/5 = 10

frequency frequency Ei)2/Ei
(Oi) (Ei)
Strongly 3 10 7 49 4.9
agree
Agree 32 10 22 484 48.4
Neutral 2 10 8 64 6.4
Disagree 13 10 3 9 0.9
Strongly 0 10 10 100 10
disagree
∑ [(Oi-Ei)2/Ei] = 70.6

9.49
x2 computed value = 70.6,

hypothesis is rejected. So, performance of the task and achievement of
organizational goals is not independent of the training program with the belief that
_____________________________________________________________________72
the numbers of respondents agree that the training program has a demonstrable
effect on the performance of the task and achievement of organizational goals. 35
out of 50 employees agree that the training program has a demonstrable effect on the
performance of the task and achievement of organizational goals. 15 out of 50
employees disagree that training program agree that the training program has a
demonstrable effect on the performance of the task and achievement of
organizational goals.
_____________________________________________________________________73
13. There is much difficulty in applying the training program concepts in day to
day work
The following table gives the data about opinion of the employees in applying
training program concepts in day to day work.
TABLE Opinion of the employees in applying training program concepts in day to

day work

respondents
Strongly agree 8 16
Agree 24 48
Neutral 10 20
Disagree 8 16
TOTAL 50 100.0
Graphical Representation - There is difficulty in applying training concepts in
day to day work
_____________________________________________________________________74
INTERPRETATION:
 16% of the employees strongly agree that there is difficulty in applying

training concepts in day to day work.
 48% of the employees agree that there is difficulty in applying training
concepts in day to day work.
 16% of the employees disagree that there is difficulty in applying training
 So, 32 out of 50 employees feel that there is difficulty in applying training
_____________________________________________________________________75
14. There is value addition (learning) after attending the training program
In the above question the employees are asked about is there any value addition after
attending the training program. The employee’s opinions are tabulated as follows.
TABLE Opinion of the employees on value addition after attending the training
programs

respondents
Agree 28 56
Neutral 2 4
Disagree 8 16
TOTAL 50 100.0
Null hypothesis (Ho): value addition is independent of the training program.
Alternate Hypothesis (Ha): value addition is not independent of the training

program with the belief that the numbers of respondents agree that there is a value
addition after attending the training program.
Expected frequency (Ei) = (Total no of respondents)/no of opinions

= 50/5 =10
Where Oi = Observed frequency Ei = Expected frequency.

_____________________________________________________________________76

frequency frequency
Ei)2/Ei
(Oi) (Ei)
Strongly 12 10 2 4 0.4
agree
Agree 28 10 18 324 32.4
Neutral 2 10 8 64 6.4
Disagree 8 10 2 4 0.4
Strongly 0 10 10 100 10
disagree
∑ [(Oi-Ei)2/Ei] = 49.6
CHI-SQUARE ( χ2 ) = ∑ [(Oi-Ei)2/Ei] = 49.6, The calculated x2 value is 49.6
The table value of x2 for Degree of Freedom 4, at 5% level of significance is 9.49

hypothesis is rejected. So, value addition is not independent of the training program
with the belief that the numbers of respondents agree that there is a value addition
after attending the training program. 40 out of 50 employees feel that there is a value
addition after attending the training program. 2 out of 50 employees are neutral and
8 out of 50 employees disagree that there is a value addition after attending the
training program.
_____________________________________________________________________77
15. Overall rating of the training and development program
In the above question the employees of the sample size are asked about how much
they are satisfied with the training and development programs that are taking place
in the organization. Employee’s opinions are tabulated as follows.
TABLE Satisfaction levels of the employees on training and development

programs

respondents
Very much satisfied 24 48
Satisfied upto certain 26 52
extent
Not satisfied 0 0
TOTAL 50 100.0
Graphical Representation - Overall rating of the training program
INTERPRETATION:
 4% of the employees are very much satisfied with training programs.

_____________________________________________________________________78
 40% of the employees are satisfied up to certain extent.

 So, the employees in the organization are satisfied with training programs
that are being conducted.
_____________________________________________________________________79
CHAPTER - 6
_____________________________________________________________________80
FINDINGS
The objective of the tests carried out was to measure the effectiveness of the training
programs conducted at Info Geosoft.
The parameters considered while studying the effectiveness are: learning, Transfer
of learning and Reactions of the employees. The questionnaire covered the first three
criteria in its study and they were as follows.
 Most of the employees feel that there is a value addition on attending the
training programs.
 Hence, 40 out of 50 employees studied feel that there is value addition on
attending the training programs.
 The structure and functioning of the organization is very traditional.
 There is not much of empowerment given to the employees.
 The ultimate authority lies with the Higher Management people. They set
the goals and disseminate to the subordinates.
 There is shortage of man power in the H.R. Department as there are only
2 employees in it. Due to this, the company has been following old
performance Appraisal and Training & Development systems.
 Though, most of the employees are satisfied with the Training &
Development activities, there is still a lot of improvement to be done.
 The Management is lenient and believes in making its employees happy
and satisfied first.
 There are no well defined H.R policies and systems.
_____________________________________________________________________81
SUGGESTIONS
As per my study of the Organization and the Training & Development activities, and
to the best of my knowledge and capability, I would like to make the following
suggestions:
 There should be an Induction form for the new recruits, where they can
express their satisfaction/dissatisfaction if any.
 A self Assessment Training needs form should be introduced wherein the
employees can assess their training needs.
 The employees would like to have more reading material and games, than
just listening to the lecture.
 There should also be counseling of trainees, who could not grasp the topic
well or who could not implement the learning well.
 Feedback should be given due prominence and should be taken from
everyone and not only a selected few.
 Trainees should be rewarded for better performance in and after the Training
programs.
 Appraisal should be carried out quarterly instead of annually.
_____________________________________________________________________82
CONCLUSION
Training has become increasingly vital to the success of modern organizations. They
often compete on competencies – the core sets of knowledge and expertise that give
them an edge over their competitors. Training plays a central role in nurturing and
strengthening these competencies, and in this way has become part of the backbone
of strategy implementation. In addition, rapidly changing technologies require that
employees continuously hone their knowledge, skills and abilities (KSAs) to cope
with new processes and systems.
Employees Training and Development programs try to improve skills or add to the
existing level of knowledge so that the employees is better equipped to do his/her
present job or to get prepared for a higher position with increased responsibilities.
Employee growth and development should be seen in the context of an ever
changing and dynamic environment.
Info Geosoft, being into the software industry, has to make sure that its employees
are well trained, technically as well as in other aspects also, Employees as well as
the Organization has benefited from these programs.
From the study conducted on its effectiveness, most of the employees are satisfied
with the training & development activities, though there is still scope for
improvement in it.This work has given me an enriching experience and provided me
with more insights into the nitty-gritty of the training and development activities. It
helped me to put into use the related theory for its further development.
Finally, this project has been a value addition for me, in terms of learning and
exposure to the various training and development aspects in the Company.
_____________________________________________________________________83
ANNEXURE
A STUDY ON
EFFECTIVENESS OF TRAINING & DEVELOPMENT
AT
INFO GEOSOFT (INDIA) PRIVATE LIMITED
HYDERABAD
Dear Sir / Madam,
I am Latha studying MBA II year in Department of Management Studies, cm

engineering college Hyderabad. As part of my studies, I am doing my project at
Coriolis Software Solutions., on the above subject.
I request you to spend your valuable time in filling up the enclosed

questionnaire and return at the earliest. I assure you that the information furnished
by you will be strictly confidential and will be used only for my academic purpose.
Communication Address:
NAME:-
GENDER:-
AGE:-
QUALIFICATION:-
DEPARTMENT:-
_____________________________________________________________________84
EXPERIENCE:-
QUESTIONNAIRE
1. Training program improves efficiency?
a) Strongly agree b) Agree c) neutral d) Disagree e) strongly disagree
2. Training program improves communication?
a) Strongly agree b) Agree c) neutral d) Disagree e) Strongly disagree
3. Training program improves promotion aspects?
4. Training program improves behavior and attitude of the employees?
5. Training program improves job knowledge?
6. Training program improves professional skills?
7. The internal trainers are very effective?
8. The external trainers are very effective?
_____________________________________________________________________85
9. The physical requirements and facilities provided during training were excellent?
10. The employees are well informed about the goals/objectives of the training
program?
11. The training program has helped you to identify your strengths and to overcome
the weaknesses?
12. Training has a demonstrable effect on the performance of the task or the
achievement of organization goals?
13. There is much difficulty in applying the training program concepts I day to day
work?
14. There is a value addition after attending the training program?
15. Overall rating of the training and development program?
a) Very much satisfiedb) Satisfied up to certain extent c) Not satisfied
_____________________________________________________________________86
BIBLIOGRAPHY
BOOKS
 GARY DESSLER (2003), Human Resource Management, 10th Edition,

Pearson education, New Delhi, Page Number: 283
 BHASKARCHATTARGEE (1996), Human Resource Management
Contemporary Text, Sterling publishers, New Delhi, Page Number:135
 BISWAJEET PATTANAYAK (2001), Human Resource Management,
Prentice-Hall Of India Pvt Ltd, New Delhi, Page Number:150
 K.ASWATHAPPA (2002), Human Resource Management, Tata McGraw-
Hill Publishing Company Ltd, Page Number:193
WEBSITES
www.infogeosoft.in
www.google.com
www.hrm.co.in
_____________________________________________________________________87

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‘’Training and Development Systems”

Geosoft (India) Private Limited

Submitted In Partial Fulfillment for the Degree of

Masters of Business Administration

SUBMITTED TO: SUBMITTED BY:

Sign of the candidate Signature of the guide/Supervisor

Name: Rajni Chauhan Name: Ms. Vandana

Date : Designation : Asst. Professor

I, Rajni , to declare that the summer training project report entitled

“’Training and Development Systems” being submitted to the

APJ Technical University for the fulfillment of the requirement for

the degree of Masters of Business Administration is my own endeavors

and it has not been submitted earlier to any institution/university for

Roll no: 1415170036

I deeply acknowledge “Global institute of information technology” Greater Noida for

I am thankful to my parents for providing me all the support and encouragement to

DATA ANALYSIS AND INTERPRETATION...............................................................................46

EFFECTIVENESS OF TRAINING AND DEVELOPMENT at M/s. Info

INTRODUCTION TO TRAINING AND DEVELOPMENT:

profitable. The range of training opportunities varies considerable from company to

 Increases knowledge and skills for doing the job,

TRAINING NEEDS ASSESSMENT:

a. Organizational Analysis: It involves a study of the entire organization in

order to achieve stated objectives and its interaction pattern with

b. Task or Role Analysis: This is a detailed examination of the job, its

 Performance standard required of employees,

c. Manpower analysis: Here the focus is on individual in a given job. There

changing the mindset of workers, supervisors and executives working at various

SELECTION OF TRAINING METHODS

The Research Design is Exploratory, as it is undertaken to primarily study

The function of Land Records can be described as follows:

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Following solutions are offered by Leica Geosystems, Ag Switzerland for Land

1. Cadstral/land records mapping using Total Stations: ( TPS300 series, TPS700

4. Mapping Software for Land Records “ LISCAD”

The organizational strength of IGI is its professionals

optimal solutions. We believe in providing innovative, quality and cost-effective on-

Our ability to apply the latest technology advantages in Digital Photogrammetric,

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