Human Resource Management Unit 8

Unit 8 Training
Structure:
8.1 Introduction
Objectives
8.2 Concept and Significance of Training
Objectives of training
Benefits of training
Difference between training and development
Process of training
8.3 Training Needs
Levels of training need assessment
8.4 Training Methods
On -the - job training
Off -the - job training
8.5 Types of Training
8.6 Summary
8.7 Glossary
8.8 Terminal Questions
8.9 Answers

8.1 Introduction
From the previous unit, we learnt that new employees must be taken care of
and must be given an orientation on the organisation, its functions and
activities and expected behaviour from the employees. Once the induction
program is completed, employees formally take over their roles and carry
out their responsibilities. While on the job, employees find changes in the
market and technology and customer expectations affecting their
performance. At the same time, every organisation wants experienced and
well trained employees delivering the best performance. For the survival and
attainment of organisational and individual goals, knowledge and skills of
employees need to be updated regularly. It is to meet this need that all
organisations provide training to the employees.
However, the concept of training is not new. If we look at the human
civilization we can see that for the fulfillment of the basic needs, people
have trained themselves in various arts. At each stage of human civilization
people have learnt something new and trained others in it so that they could
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meet their needs and goals. For example, during Stone Age they learnt the
art of using stones to light fire for cooking and protecting themselves. At a
later age in India, kings began sending their children to the ashrams to
acquire knowledge and training in martial arts. These ashrams were
essentially training centers.
In today’s modern organisational system, training is an important sub-
system of human resource department. These days training is not only
given to work related activities, but also for personality development, conflict
management, diversity awareness, cultural sensitiveness etc. All the
multinational organisations in India have now realised the need for
continuous training programmes for their employees. Some organisations
such as Reliance, Birla group have their own training institutes.
The ‘Essar Group’ case study depicts some of the best training practices
followed in the organisation.

Essar Learning Centre

The Essar group is one of India’s largest spenders on continuous training,
investing about INR 1.4 crore (US$ 3 m) annually. The organisation
promises continuous opportunities for development and growth for all of its
employees. At Essar Learning Centre (ELC), Gujarat, the organisation
trains about 2,000 employees per annum.
ELC formulates tailor-made and flexible programmes, meeting business
needs and the individual needs of employees. Faculty comprises of
academic experts as well as practitioners. The training programmes
include technical, functional and behavioral training; from materials
management to e-commerce, procurement to transformational leadership
and communication and negotiation skills. Non-business modules like
grooming, corporate etiquette, parenting skills are also included. The ELC
also has extensive resources for self-development such as a business
library of books and audiovisual material.
The Executive Leadership Camp (ELC) is a six-day comprehensive
residential programme that transforms junior management employees into
effective business executives. Participants start their programme with yoga
exercises. Then, they learn about Essar's key values and culture
leadership values, organisational & behavioral etiquette and make a plant
visit.

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The Management Development Programme (MDP) is a six-day residential

programme that aims to prepare middle management executives for newer
roles in a changing environment. The MDP helps make middle managers
active and effective participants in organisational processes like planning,
implementation and decision-making. Here, the participants learn how to
contribute to organisational growth and excellence through modules like
Essar leadership values, quality (kaizen), customer satisfaction, striving for
excellence, cost reduction and continuous improvement. They learn how to
be effective managers with modules like the role of a manger in the
present scenario, performance management, goal setting, team building,
people development, conflict management and counselling skills. The
programme enhances their personal management skills by teaching
segments like self-awareness, leadership, assertive skills, motivation,
integrity or personal values, negotiation skills and corporate etiquette.
Source:http://company.monsterindia.com/essarin/growthatessar_esslearnc
entre.html (Retrieved on 29th November, 2011)]

Objectives:
After studying this unit, you should be able to:
 discuss the significance of training
 state the need for training
 list the methods of training
 list the types of training

8.2 Concept and Significance of Training

Training helps people in choosing, utilising and evaluating their experiences.
Different people have defined training in different ways. According to H.
John Bernardin, “Training is any attempt to improve employee performance
on a currently held job or one related to it.” In other words, we can say that
training focuses on current jobs and it is concerned with specific job skills
and behavior.
Flippo defines training as the act of increasing the knowledge and skills of
an employee for doing a particular job. Taylor defined training as a means to
bring about a continuous improvement in the quality of work performed; to

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equip them with necessary knowledge, skill, abilities and attitude to perform
their work.
Manpower Services Commission says that training is a planned process to
modify attitude, knowledge or skill behaviour through learning experience to
achieve effective performance in an activity or range of activities. Its
purpose, in the work situation, is to develop the abilities of the individual and
to satisfy the current and future manpower needs of the organisation.
Thus, we can say that training is a process for development of necessary
knowledge, skills and attitude (called KSA). Training is important for
manager’s efficiency as it provides knowledge on new aspects of work and
also updates the skill set. Training helps in reducing accidents, saving
materials, reducing wastage, keeping cost under control. It also improves
quality of work and quality of products.
HDFC gives about six to seven days of training a year per person.
Companies like Maruti, LG, HLL, Godrej, Mahindra & Mahindra, Gillette are
upgrading their training programs. They are hiring the services of the
specialists with an increased budget. Infosys Technologies has built a
multicrore corporate training centre for IT professionals at Mysore providing
training to approximately 12,000 employees per annum.
8.2.1 Objectives of Training
Training improves the quality of work, changes and molds the employee’s
skills, knowledge and attitude. It also helps employees to increase their
performance. Some of the objectives of training are:
i. To prepare the employee for the changing requirements of the job and
the organisation.
ii. To impart basic knowledge to the new employees and ensure job
specific intelligent performance.
iii. To prepare employee for higher level tasks.
iv. To ensure effective performance in their respective field.
v. To provide an opportunity for interchange of ideas for senior managers
and broadening their minds.
vi. To identify and develop the potential of the employees.
vii. To ensure smooth and efficient functioning of the organisation.
viii. To improve the morale of the employees.

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ix. To ensure quality in production and operations.

x. To reduce accidents, wastage and supervision.
8.2.2 Benefits of Training
Training existing employees not only benefit the individual employee but
also the organisation at large. No organisation can get employees who
perfectly fit their job and organisational requirements. Training them makes
it possible for the employees to meet the requirements.
Some of the benefits of training are:
i. It helps the organisation to stay ahead of competition.
ii. It improves morale of the workforce.
iii. Helps people identify with organisational goals.
iv. Increases productivity and performance of employees.
v. It is cost effective, as it is cheaper to train existing employees
compared to recruiting new employee with the required skills.
vi. It helps in updating knowledge of employees on new technology and
machines.
vii. It helps employees meet their needs of growth through learning.
viii. Increases job satisfaction and recognition
ix. Helps a person handle stress, tension, frustration and conflict.
x. Helps eliminate fear for attempting new tasks.
8.2.3 Difference between Training and Development
Training and development, though generally used as synonyms are two
different concepts. We can state that the focus of training is the organization
while the focus of development is the person or the employee. While training
is an event and focuses on short-term goals of the organization,
development is a process and focuses on the long term goals of the
organization.
Training focuses on imparting knowledge and skills that are most useful for
the current job while development programmes focus on imparting
knowledge and skills that the managers require for future job positions.
Training programmes are more technical such as teaching specific skills and
behaviour related to a job. Development programmes focus on management

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of people such as conflict-management, decision making skills etc. It helps

people to carry out non-technical organisational functions more efficiently.
Training programmes are held for a short period of time while development
programmes are long term. Training can be evaluated but it is difficult to
evaluate development programmes.
8.2.4 Process of Training
An effective training programme is a result of planning, implementation and
evaluation in a very systematic way. Unplanned and unorganised training
will not be productive; no learning will take place and expected results
cannot be obtained.
A systematic training process is as follows:
i. Determine training needs: To determine the training need we analyse
the organisation, role or task and person. Through these analysis if a
need for training is identified then a training program is conducted.
ii. Identify training objectives: Once the training needs are identified then
objectives are formulated to meet the needs.
iii. Selecting training methods: Selection of the method is also a very
important step where according to the suitability of the objectives of
the training, methods are selected.
iv. Conduct training program: Execution of training program is a very
important step. It involves in communicating the date, time, venue,
arranging faculty or instructor; arranging training aids, facilities,
refreshments etc.
v. Evaluation: The process of training evaluation is known as an attempt
to collect information on the effects of training program. Training
programme can be evaluated based on the trainee’s reaction,
conducting tests to evaluate the learning, behavioral change in the
employee as reported by the supervisor.
We have now seen that a systematic training programme goes through a
series of steps that are carefully planned and executed.
Self Assessment Questions
State whether the following statements are true or false
1. Training is the act of increasing the knowledge and skills of an
employee for doing a particular job.
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2. Development programmes focus on imparting knowledge and skills that

managers require for future job positions.
3. Training and development programmes are the same.
4. Training programmes result in more accidents, wastage and
absenteeism.

8.3 Training Needs

In the beginning of this unit, we discussed that training increases the
knowledge and skills of the employee so that we can ensure better
performance from the employee. It actually bridges the gap between need of
a particular job and knowledge, attitude and skill of the employee.
Training offers benefits to both employees and employers. To make the
employee more productive and useful, it is very important to give training.
Training is focused towards the current job.
Due to the technological changes and automation, it becomes necessary to
update skills and knowledge. In this dynamic world, training has become an
important tool which is used for continuous improvement in every well run
organisation.
There are various causes due to which the need for training arises. They are
as follows:
i. Matching employee specification with the job requirements: When
there is any deviation between employee’s present specifications and
job requirements, training is needed to bridge these gaps by
developing and modifying the employee’s skill, knowledge, behavior
and attitude.
ii. Organisational sustainability and the transformation process:
Environmental factors continuously influence the sustainability of the
organisation. To cope up with the changing environment and for being
efficient in the organisation, employees should be imparted specific
skills and knowledge. Training also helps in improving the quality of
the product or service.
iii. Increase in production: When an organisation expands its business or
diversifies, then the production level of the organisation has to
increase. The employees have to be trained to carry out their jobs in
such a way that they meet the new production standards.

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iv. Improve health and safety: Organisational safety training is one of the
most important and regular training given in any organisation.
Employees mostly forget or avoid complying with all safety measures.
Mostly they are unaware of the hazards which adequate training
rectifies.
v. Technological advances: Even though the organisation uses advanced
technology it will not be productive unless and until it is supported by
skilled people. Every organisation needs to train the employees in the
areas of changing technology from time to time.
vi. Organisational complexity: The functioning of many organisations is
becoming complex day by day. With high level of mechanisation and
automation, companies are dealing in various diversified fields. They
are extending their operations with multiple products and by-products.
In this complex situation training prepares the employees to be change
agents and contribute in organisation’s effectiveness.
vii. Change in the job assignment: In case of promotion, transfer or job
rotation, an employee is expected to be productive. Training provides
the tool and makes people multi skilled.
We have now seen that training programmes help in improving the quality of
the existing employees and also increasing their job satisfaction,
performance and loyalty.
8.3.1 Levels of Training Need Assessment
Training need assessment is a systematic way of determining goals,
identifying gaps between actual and desired conditions and establishing
priorities of action. It looks into the current state of programmes and
updating the programmes for higher quality and lower costs. The levels of
training need analysis are:
i. Organisational analysis: It looks at the effectiveness of the
organisation and the market environment in which the organisation
stands. It is done through analysis of the organisation’s goals,
resources, constraints, external environment etc.
ii. Task analysis: It provides data about a job and the knowledge, skills,
ability and aptitude required to achieve maximum performance. Based
on the complexity of the job, training programmes can be formulated.

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iii. Man analysis: It analyses how well the individual employee is doing
the job as well as areas of improvement.
It is important that the organisation analyses the three levels before
designing a training programme. It not only helps the HR Manager to plan
the training budget but also helps in accurately identifying the areas for
providing the training for employees.

8.4 Training Methods

Training programmes are conducted for all the employees in an
organisation. The method, content and duration depends on the training
need.
Training methods are broadly divided into on-the job and off-the-job training
methods.
On-the-job training methods rely on the existing employees to train the new
employees. This method utilises trainers within the organisation. This is
mostly used for training non managerial employees as there is close
monitoring and evaluation of the training. This is also helpful in building
good communication between the employees and the supervisors.
Off-the-job training methods rely on a number of techniques that are being
used by expert trainers. Here, the trainees are required to leave their work
station and undergo training. The learning from the training is put into
practice after the trainees come back to their work areas.
Let us now discuss both the methods in detail.
8.4.1 On-The-Job Training
On the job training is a very commonly used method. This method is also
known as job instruction training. In this method, the trainees are not
removed from his regular job and taught necessary skills to perform a
particular job. Under the guidance of a qualified worker or supervisor, they
learn to perform their job. The emphasis is on performing in an effective
manner.
Advantages of on-the-job methods are:
i. Special facility is not needed.
ii. Additional staffs are not required
iii. Simulated situations are not necessary.

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iv. Departmental production is not impacted.

v. Work relationships can be established from the beginning.
vi. Learning can be controlled.
vii. Less cost, no off the job cost.
viii. Away from pressure of work and home.
Disadvantages of this method are:
i. Adverse impact on production, as a considerable amount of production
time of the instructor is spent on training.
ii. Chance of damage to the machines and equipment.
iii. Increase in wastage and scrap due to lack of experience.
iv. Multiple work of instructor may lack skill of training.
v. Time constraint due to pressure of production target.
vi. Psychological pressure on trainee.
Some of the widely used on the job training methods are as follows:
i. Job Instruction Training: The job instruction training was developed
during World War II. In this training, workers are taught by a senior
coworker or supervisor to perform their current job. It is most suitable
for simple job of semi-skilled or unskilled jobs where operations are
easy. In this training, the trainee learns through observation and
practice.
ii. Coaching: It is a continuous process of learning by doing where the
training is given by immediate supervisors. In this method, the
supervisor explains the things and answers the questions of the
trainee. In other words, we can say that it is an unplanned, informal
way of training where supervisor tells the method of doing a particular
job. This method can be very useful when an employee is facing
problems in performance or having low morale or violating policies of
the company.
iii. Mentoring: Mentoring is a method under which a successful and
competent senior employee takes the responsibility of grooming a
junior employee to become successful. It is generally done for top
positions. Mentoring is an informal relationship between two people
who are not related as a boss and subordinate. The main objective of
mentoring is to help the employee develop strong decision making

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skills. This method helps the employee to develop necessary

competencies by offering challenging assignments.
iv. Job Rotation: In this training the employee is moved from one job to
another. It gives the employee an idea about the functioning of the
organisation. The main objective of job rotation is to provide an
understanding of the different functional areas of the organisation and
the wisdom of better career prospect. It provides job satisfaction and
enhances job skills. In an organisation when promotion or transfer is
required then job rotation offers flexibility and facilitates cooperation.
v. Apprenticeship: Apprenticeship training is carried out under the
supervision of a senior skilled employee. The apprentices are trained
on several related groups of skills. This prepares them well for carrying
out a particular job. Apprenticeship is beneficial for mostly craft
workers such as carpenters, plumbers etc. It is generally for a given
period of time.
vi. Committee assignments: In the committee assignment, a group of
trainees are given actual organisational problems to solve. It helps in
developing teamwork and team spirit. This method can be very useful
for growing organisations by providing opportunities to understand
people and process governing the whole organisation. The
management should handle this activity well to avoid wasting time and
money.
Now you have learnt that on the job methods are cost effective methods. It
is done in the actual work situation so it motivates trainees to observe and
learn the right way of doing the things.
8.4.2 Off- The - Job Training
In off the job training, the employee is taken away from his actual work
place. Training is provided at a location specially arranged for training
program. There are advantages and disadvantages of off the training
program.
The advantages are:
 More time to learn
 Trainee specific difficulties are explored
 Relaxed atmosphere, supportive to learning

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 Less distraction, so full attention of trainee

 Exchange of knowledge and experience
 Improves employee morale
 Helps in self development
Disadvantages:
 External facilities, so expensive method
 Artificial; away from reality
 Difficulty in solving actual work problem
 Resistance from participants, being away from own job
 Difficult to implement in work place
 Time consuming
 Inconvenient
 High travelling cost
Let us some methods of off the job training. The off the job methods are as
follows:
i. Vestibule training: In this training method, theory can be related to
the practical scene. In this method, actual work like condition is
simulated at a training centre. This type of training is used to prepare
people for clerical and semi clerical jobs. In these training things which
are used in actual job performance like, files, materials and equipment
are kept or used.
ii. Role playing: It is a training method which involves action, doing and
practice. It focuses on emotional issues. Trainees play different roles
and they learn to develop relations. It is very useful for interpersonal
skill development.
iii. Lecture method: Lecture method is one of the oldest methods of
instruction. It is the verbal presentation of the information. It is a direct
method so it can be very effective for large groups. Trainer prepares
the learning materials and discusses it with trainees. If interest is
created and employees are motivated then this cost effective and less
time consuming method can be used.
iv. Discussion or Conference method: In this method,, the trainer
delivers the lecture and invites them for discussion with the help of
teaching aids. It is a group centric approach.

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v. Programmed instruction: In this method the subject material is

provided in a series of carefully designed sequential units. They are
planned in simple to complex manner. In this training there is less
intervention of trainer. Trainee reads the different units and then
answers the questions. Correct answer is provided after every
response. It is a costly and time consuming method.
vi. Behaviorally experienced training: Some training programmes focus
on emotional and behavioral modification. Sensitivity training is one
such training method. Other techniques like business games, cases,
group discussion and small assignments are also used for
understanding self and others.
vii. E- Training: Electronic training makes use of the Internet and
conducts training programme on-line. This is mostly used for
managerial employees. It makes use of the latest technologies and is
less time-consuming and cheaper than other methods.
Thus, you can see that there are various methods of training, which can be
used to improve on the job behaviour of the employee. By following the
principles of learning, a training programme can be made an effective
source or tool of improving the overall organisation.

Activity 1:
Interview the HR manager of the organisation near your home and try to
find out the opinion regarding on -the-job and off- the- job methods of
training.
Refer: Section 8.4.1 and Section 8.4.2

Self Assessment Questions

Match the following
5. Man analysis a) Trainer provides verbal presentation
6. Job rotation b) Training provided using electronic media
7. Mentoring c) Employee is moved from one job to another
8. Lecture method d) Aims at developing strong decision making skills
9. E-training e) Assessment of the nature of job
10. Task analysis f) Assessment of employee’s abilities

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8.5 Types of Training

A training program can be offered in various domains such as knowledge,
technical skills, social skills or any particular techniques. In modern
organisations the focus is towards skills training, refreshers training, cross
functional training, team training, creativity training, diversity training etc. Let
us explain and understand these one by one.
i. Skills training: It is a common approach of training in many of the
organisations. Training is provided for basic skills such as reading,
speaking, writing, computing, learning, team skills, problem solving,
managing etc. Off-the-job methods, lectures, coaching, apprenticeship
etc. are used to impart basic training.
ii. Refresher training: Every day technological changes are taking
place. These rapid changes are forcing the companies to organise
training programs so that employees can be up to date with the latest
technologies and willing to take challenges. In this training many
organisations take help of outside consultants.
iii. Cross functional training: Cross functional training prepares the
employees to perform in the areas other than their regular work.
Departments exchange employees so that they can understand the
work of other departments. It also uses job rotation as one of the
methods. Employees learn not only the work of other employees but
also start respecting their work. It helps in developing more versatile
and adaptable employees. They prepare themselves for more diverse
jobs. Employees can have better career path after such training
programmes. It helps in understanding the business and thus less
need for supervision is felt. Companies like P&G, Godrej and others
encourage the employees for cross functional training.
iv. Team training: In every organization, all employees should have team
skills such as how to interact, how to be productive in the group,
problem solving etc. A person can work well alone but from the
organisation’s point of view the employee should be able to work in a
team. A collective effort is required for overall growth of the
organisation Team training brings positive change in the employees
and develops team spirit.
v. Creativity training: Risk taking and coming up with exceptional
solutions is the norm of the modern organisations. Companies like
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Wipro, Titan etc. expect their employees to think unconventionally.

Creativity training helps you in becoming more creative. This training
focuses on three things a) breaking away the restrictions so that
employees can be more open, b) generating new ideas and providing
the ability to look at things from various points and c) allowing ideas to
grow and delaying the decisions. Brainstorming is an important
method of creativity training.
vi. Diversity training: In this modern business world the whole world has
become a global village. People from different parts of the world work
together without any limitations of various other aspects of diversity
such as race, age, gender, lifestyles, disabilities, culture, education
background etc. Diversity training aims at developing better cross
cultural sensitivity. It provides skills, ability and knowledge so that a
person can create harmony and better work relationship with people
having varied backgrounds.
vii. Literacy training: At a lower level, workers may have the inability to
read and write. In such a situation they may not be able to follow
safety messages, rules and regulations which may lead to accidents or
mistakes. This can have serious impact on productivity and
competitiveness. Literacy training focuses on required basic skills to
help the worker perform his job. This can make the employee more
adaptable to changes.
Thus, we have learnt that there are different types of training programme.
Each training programme has specific targets. Not all training programmes
can be provided to an employee. It also depends on the individual’s ability
and scope of improvement.

Activity 2:
Specify the type of training you would recommend for the following
people and give your reason.
1. An inexperienced salesperson.
2. A mechanic.
3. A Production General Manager.
Refer: Section 8.5

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8.6 Summary
Let us recapitulate the important concepts discussed in this unit:
 Training is a means to bring about continuous improvement in the
quality of work performed.
 It equips employees with necessary knowledge, skill, abilities and
attitude to perform their work.
 Some of the objectives of training are that it prepares the employee for
the changing requirements of the job and the organization, imparts basic
knowledge to the new employees and ensuring job specific intelligent
performance, prepares employee for higher level tasks, ensures
effective performance, provides opportunity for interchange of ideas,
identifies and develops the potential of the employees, ensures smooth
and efficient functioning of the organization, improves the morale of the
employees, ensures quality in production and operations and also
reduce accidents, wastage and supervision.
 Training programmes are beneficial because they help the organisation
to stay ahead of competition, improve morale of the workforce and
increase employees’ productivity and performance., Training
programmes are also cheaper than recruiting new employees., They
help people identify with organisational goals, to meet their needs of
growth through learning, increase job satisfaction and recognition and
also help in handling stress, tension, frustration and conflict.
 Process of training involves determining training needs, identifying
training objectives, selecting training methods, conducting training
programmes and also carrying out training evaluation.
 Employees need training to match employee specification with the job
requirements, for organisational sustainability and a smooth
transformation process. Training also increases production, improves
organisational health and safety, familiarizes with advanced technology,
complexity of organisation and change in the job assignments.
 The levels of training need analysis are organisational analysis, task
analysis and man analysis.
 Training methods are broadly divided into on-the job and off-the-job
training methods.

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 On-the-job training method is most common where the trainee is not

removed from the regular job and taught necessary skills to perform a
particular job by other employees. Some of the on-the-job training
methods are job instruction training, coaching, mentoring, job rotation,
apprenticeship and committee assignments.
 Off-the-job training method is conducted where the trainee is removed
from the actual work place and taught necessary skills to perform a
particular job by experts. Some of the off-the-job training methods are
vestibule training, role playing, lecture method, discussion or conference
method, programmed instruction, behaviorally experienced training and
e-training.
 Some types of training are skills training, refreshers training, cross
functional training, team training, creativity training and diversity training.

8.7 Glossary
 Apprenticeship: Apprenticeship is a system of training a new
generation of practitioners of a skill. Most of their training is done on the
job while working for an employer who helps the apprentice(learner)
learn the trade in exchange for their continuing labour for an agreed
period after they become skilled.
 Committee assignments: In this method, the employees are given an
actual problem existing in the organisation. They are expected to solve
it. The trainees have to work together and offer solution to the problems.
 Development programme: A management development programme is
a program initiated by a company's leadership to train and retrain
managers with an objective of helping them to perform well in future
positions. It primarily focuses on decision making, analytical, problem
solving skills of the employees, whereby they will be able to function well
in their future jobs.
 Organisational Transformation: Organisational transformation refers
to the process of major change that orients an organisation in a new
direction and takes it to an entirely different level of effectiveness. It
involves activities such as reengineering, redesigning and redefining
business systems.

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 Diversity training: Diversity training is training for increasing

participants' cultural awareness, knowledge and skills, which is based on
the assumption that the training will benefit an organisation by protecting
against civil rights violations, increasing the inclusion of different identity
groups and promoting better teamwork.
 E-training: E-training is self-paced learning activities accessible via a
computer or handheld electronic device.
 Job Performance: Job performance refers to how well a person carries
out a given job.
 Organisational complexity: Organisational complexity refers to the
amount of diversity that exists within different departments constituting
the organisation. It can be identified by the presence of a large number
of different professional specialisations that exist within the organisation.
 Vestibule training: Training done in a centre where employees are
taught on equipment similar to that used on the job. Here, the trainee
learns the job in an environment that closely resembles the actual work
environment

8.8 Terminal Questions

1. Explain the concept of training and its significance.
2. Why is training programme important for employees?
3. List the methods of training.
4. List the types of training.

8.9 Answers
Self Assessment Questions
1. True
2. True
3. False
4. False
5. (f) Assessment of employee’s abilities
6. (c) Employee is moved from one job to another
7. (d) Aims at developing strong decision making skills
8. (a) Trainer provides verbal presentation
9. (b) Training provided using electronic media
10. (e) Assessment of nature of job
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Terminal Questions
1. Training is a means to bring about a continuous improvement in the
quality of work performed. It equips employees with necessary
knowledge, skill, abilities and attitude to perform their work. Refer
section 8 .2 and 8.2.1 for more details.
2. Employees need training to match employee specification with the job
requirements for organisational sustainability and smooth transformation
process, increase production, improve organisational health and safety,
advancement of technology, complexity of organisation and change in
the job assignments. For more details refer section 8.3.
3. Training methods are broadly divided into on-the job and off-the-job
training methods. On-the-job training method is most common and here
the trainee is taught necessary skills to perform a particular job done by
other employees and yet not removed from the regular job. Off-the-job
training method is conducted where the trainee is removed from his
actual work place and taught necessary skills to perform a particular job
by experts. For more details refer section 8.4.
4. Some of the types of training are skills training, refreshers training, cross
functional training, team training, creativity training and diversity training.
For more details refer section 8.5.

References:
 C. B., Mamoria and S.V, Gankar., (2010). Human Resource
Management. Mumbai: Himalaya Publishing House.
 D'Cenzo, David A. & Robbins, P. Stephen., (2001). Human Resource
Management. New Jersey: Prentice Hall.
 Deb,T., (2009). Human Resources and Industrial Relations. New Delhi:
Excel Books.
 Dessler, Gary., (2010) Human Resource Management .New Jersey:
Prentice Hall .
 Dr.Janakiraman B., (2007). Training & Development. New Delhi:
Biztantra Wiley India Ltd.
 Dr. Rao, S. P., (2007). Human Resource Development. Mumbai:
Himalaya Publishing House.

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Human Resource Management Unit 8

 K, Aswathappa., (2006). Human Resource and Personnel Management.

New Delhi: Tata Mc Graw Hill.
 Rao, V.S.P., (2009). Human Resource Management. New Delhi: Excel
Books.
 Rudrabasavaraj M. N., (2001). Executive Development. Mumbai:
Himalaya Publishing House.

E- References:
 http://humanresources.about.com/od/trainingneedsassessment/ht/
training_needs.htm (Retrieved on 22 November, 2011)
 http://managementhelp.org/training/ (Retrieved on 22 November, 2011)
 http://traininganddevelopment.naukrihub.com/importance-of-
training.html (Retrieved on 22 November, 2011)
 http://www.businessballs.com/traindev.htm
(Retrieved on 23 November, 2011)
 http://www.hr.com/en/communities/training_and_development/
employees-say-they-need-more-training_eacyc7cz.html
(Retrieved on 22 November, 2011)
 http://www.hr.com/en/communities/training_and_development/
employees-say-they-need-more-training_eacyc7cz.html
(Retrieved on 23 November, 2011)
 http://www.hrmbusiness.com/2008/08/hrm-basics-hrms-role-on-training-
and.html (Retrieved on 23 November, 2011)
 http://www.ispi.org/pdf/suggestedReading/Miller_Osinski
(Retrieved on 23 November, 2011)
 http://www.itclearning.com/news/2011/11/22/how-plants-can-create-the-
perfect-industrial-employee/ (Retrieved on 23 November, 2011)

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