28974124 Effectiveness of Training
Transcript of 28974124 Effectiveness of Training
-
7/29/2019 28974124 Effectiveness of Training
1/106
CHAPTER NO CONTENTS PAGE NO
CHAPTER- 1 INTRODUCTON
- MEANING
- NEED FOR THE STUDY
- SCOPE OF THE STUDY
- OBJECTIVES OF THE STUDY
- LIMITATIONS OF THE STUDY
1
4
5
6
7
CHAPTER- 2 COMPANY PROFILE 8CHAPTER- 3 RESEARCH METHODOLOGY 16
CHAPTER- 4 REVIEW OF LITERATURE 20
CHAPTER- 5 ANALYSIS And INTERPRETATION 29
CHAPTER- 6 FINDINGS 85
CHAPTER- 7 SUGGESTIONS &
RECOMMENDATIONS
86
CHAPTER- 8 CONCLUSION 87
ANNEXURE
BIBLIOGRAPHY
LIST OF TABLES
Serial
No
LIST OF TABLES Page
No1. Table showing Age group of Employees 30
2. Table showing Gender of Employees 32
3. Table showing Educational Qualification of employees 34
4. Table showing experience of employees 36
5. Table showing Income of employees 38
6. Table showing Group of employees 40
7. Table showing opportunity to learn 42
8. Table showing persons benefited of training 44
9. Table showing requirement of training 46
-
7/29/2019 28974124 Effectiveness of Training
2/106
10. Table showing the level of participation 48
11. Table showing reasons for non participation 50
12. Table showing the level of importance for training 52
13. Table showing level of satisfaction of duration of training 5414. Table showing whether training content matches job profile 56
15. Table showing persons conducting training programme 58
16. Table showing the quality of external trainers 60
17. Table showing the competence of trainers 62
18. Table showing the availability of training materials 64
19. Table showing HR dept role 66
20. Table showing the level of involvement in training 68
21. Table showing satisfaction level of infrastructure facilities 70
22. Table showing Relationship of training & productivity 72
23. Table showing the participation level during training sessions 74
24. Table showing level of feedback received 7625. Table showing the overall satisfaction of training programme 78
26 &27
Table showing Chi Square 80 & 82
26. Table showing the Ranking 84
LIST OF CHARTS
Serial
No
LIST OF CHARTS Page
No
1. Chart showing Age group of Employees 31
2. Chart showing Gender of Employees 33
3. Chart showing Educational Qualification of employees 35
4. Chart showing experience of employees 37
5. Chart showing Income of employees 39
6. Chart showing Group of employees 41
7. Chart showing opportunity to learn 43
8. Chart showing persons benefited of training 45
9. Chart showing requirement of training 47
-
7/29/2019 28974124 Effectiveness of Training
3/106
10.
Chart showing the level of participation 49
11.
Chart showing reasons for non participation 51
12.
Chart showing the level of importance for training 53
13.
Chart showing level of satisfaction of duration of training 55
14.
Chart showing whether training content matches job profile 57
15.
Chart showing persons conducting training programme 59
16.
Chart showing the quality of external trainers 61
17.
Chart showing the competence of trainers 63
18.
Chart showing the availability of training materials 65
19.
Chart showing HR dept role 67
20.
Chart showing the level of involvement in training 69
2
1.
Chart showing satisfaction level of infrastructure facilities 71
22.
Chart showing Relationship of training & productivity 73
23.
Chart showing the participation level during training sessions 75
-
7/29/2019 28974124 Effectiveness of Training
4/106
24.
Chart showing level of feedback received 77
2
5.
Chart showing the overall satisfaction of training programme 79
INTRODUCTION
-
7/29/2019 28974124 Effectiveness of Training
5/106
1.1. Introduction
Of all the factors of production, man is by far the most important. The importance
of human factor in any type of co- operative endeavors cannot be emphasized. It is a
matter of common knowledge that every business organization depends for its effective
functioning not so much on its material or financial resources as on its pool of able and
willing human resources. The human resource becomes even more important in the
service industry whose value is delivered through information, personal interaction or
group work. The overwhelming importance of this factor is due to its unique
characteristics.
This is the only resource, which can produce unlimited amounts through better
ideas. There is no apparent limit to what people can accomplish when they are motivated
to use their potential to create new and better ideas. No other resource can do this. This
resource is animate, active and living. It is men alone who with his ability to feel, think,
conceive and grow shows satisfaction or dissatisfaction, resentment or pleasure,
resistance or acceptance for all types of managerial actions.
Human resource is most complex and unpredictable in its behavior. Each
individual has his own unique background. This makes individual unique in hispsychological framework. No two individuals have exactly similar psychological
frameworks. Hence, they cannot be treated alike. It is only this resource, which
appreciates in value with the passage of time. As time passes people become experienced
and skilled. It is not so with other resources, which generally depreciate as time, goes on.
-
7/29/2019 28974124 Effectiveness of Training
6/106
1
TRAINING:
Meaning:
No industrial organization can ignore the training and development needs of its
employees. Since people are not molded to specifications and rarely meet the demands of
their jobs adequately. Two trends have contributed, in recent years to more attention
being given to training. Fewer and fewer skills are now regarded inborn that cannot be
taught. It is hoped that one can learn almost all aspects of a job by reading. That is why
we find now a days almost all technical details of a job written out in the instruction
manuals. The accelerated rate of technological change in the plant, office and market
place is making many skills obsolete. Workers have to be retrained to do new tasks.
With regard to training, the basic policy issues to be decided are:
How are training needs to be decided?
How training curriculum should be designed?
How should follow up and evaluation be done?
How should post training support be given?
Objectives:
To impart new entrants the basic knowledge and skills required for efficient
performance of definite tasks
To assist the employees to function more effectively in their present positions by
exposing them to the latest concepts, information and techniques and developing
the skills they would require in their particular fields
-
7/29/2019 28974124 Effectiveness of Training
7/106
To build up a second line of competent officers and prepare them to occupy more
responsible positions
To broaden the minds of the senior managers through interchange of experience
within and outside so as to correct the narrow outlook caused doe to over
specialization
2
Importance:
Training is the corner stone of sound management for it makes employees more
effective and productive. It is actively and intimately connected with all the personnel
and managerial activities. It is an integral part of the whole management programme,
with all its many activities functionally inter-related.
The importance of training has been expressed in these words Training is a
widely accepted problem solving device. Indeed our national superiority in manpower
productivity can be attributed in no small measure to the success of our educational and
industrial training programmes. This success has been achieved by a tendency in many
quarters to regard to training a panacea. It is almost traditional in America to believe that
if something is good, more of the thing is even better. Over and under emphasis ontraining stems largely from inadequate recognition and determination of training needs
and objectives. They stem also from back recognition of the professional techniques of
modern industrial training.
-
7/29/2019 28974124 Effectiveness of Training
8/106
3
1.2. Need for the study:
Many companies go beyond training employees for specific job skills by offering
programmes of general educational content. The companys rationale for such
programmes will benefit the company in intangible ways through a change in employees
attitudes.
The major need for the programme is to evaluate the effectiveness of the training
by studying the existing training process in the company and to determine the factor like:
Problem solving skills of the trainees
Improved interpersonal skills of the trainees
Ability of the trainees to acquire knowledge
Interest of the trainees during training period
To analyze the training outcome.
-
7/29/2019 28974124 Effectiveness of Training
9/106
4
1.3. Scope of the study:
The study was ultimately aimed at determining the effectiveness of Training
System as a whole in the company to check whether training programmes given to the
employees are under good environment, proper infrastructure and other facilities.
The areas enclosed under the project are as follows:
Type of training programmes conducted
Duration of the programme
The way the programme being organized
Coverage of various topics
Methodology of training
Usage of training materials provided
Relevance & usefulness of programme
Time interval to conduct these types of programmes
-
7/29/2019 28974124 Effectiveness of Training
10/106
5
1.4. Objectives of the study:
Primary Objective:
To analyze the effectiveness of training and to identify its impact
on the trainees
Secondary Objectives:
To study the training methods employed in the company
To study the sufficiency of the training period
To study the impact of training programme on employees
To analyze the employees opinion regarding training programmes
To study the type of training given to the employees
To study the time interval between consecutive training
programmes
-
7/29/2019 28974124 Effectiveness of Training
11/106
6
1.5. Limitations of the study:
The time allocated for the study was for a period of 3 months
Majority of respondents are hesitant in giving their responses whole heartedly
The sample size was restricted to 200
The study was restricted to the lower and middle level of employees.
-
7/29/2019 28974124 Effectiveness of Training
12/106
7
COMPANY
PROFILE
-
7/29/2019 28974124 Effectiveness of Training
13/106
Over view:
HCL is a leading global Technology and IT Enterprise with annual revenues of
US$ 4.7 billion. The HCL Enterprise comprises two companies listed in India, HCL
Technologies (www.hcltech.com) and HCL Infosystems (www.hclinfosystems.in)
The 3 decade old enterprise, founded in 1976, is one of India's original IT garage start
ups. Its range of offerings span R&D and Technology Services, Enterprise and
Applications Consulting, Remote Infrastructure Management, BPO services, IT
Hardware, Systems Integration and Distribution of Technology and Telecom products in
India. The HCL team comprises 53,000 professionals of diverse nationalities, operating
across 18 countries including 360 points of presence in India. HCL has global
partnerships with several leading Fortune 1000 firms, including several IT and
Technology majors
History
Born in 1976, HCL has a 3 decade rich history of inventions and innovations. In
1978, HCL developed the first indigenous micro-computer at the same time as Apple and
3 years before IBM's PC. This micro-computer virtually gave birth to the Indian
computer industry. The 80's saw HCL developing know-how in many other technologies.
HCL's in-depth knowledge of Unix led to the development of a fine grained multi-
processor Unix in 1988, three years ahead of Sun and HP.
http://www.hcltech.com/http://www.hclinfosystems.in/http://www.hcltech.com/http://www.hclinfosystems.in/ -
7/29/2019 28974124 Effectiveness of Training
14/106
HCL's R&D was spun off as HCL Technologies in 1997 to mark their advent into
the software services arena. During the last eight years, HCL has strengthened its
processes and applied its know-how, developed over 30 years into multiple practices -
semi-conductor, operating systems, automobile, avionics, bio-medical engineering,
wireless, telecom technologies, and many more.
Today, HCL sells more PCs in India than any other brand, runs Northern Ireland's
largest BPO operation, and manages the network for Asia's largest stock exchange
network apart from designing zero visibility landing systems to land the world's most
popular airplane
8
Business model
-
7/29/2019 28974124 Effectiveness of Training
15/106
The HCL Enterprise comprises two companies listed in India, HCL Technologies
and HCL Infosystems. HCL Technologies is the IT and BPO services arm focused on
global markets, while HCL Infosystems is the IT, Communication, Office Automation
Products & System Integration arm focused on the Indian market. Together, these entities
have uniquely positioned HCL as an enterprise with service offerings spanning the IT
Services and Product spectrum.
9
-
7/29/2019 28974124 Effectiveness of Training
16/106
The range of offerings span Product Engineering and Technology Development,
Application Services, BPO Services, Infrastructure Services, IT Hardware, Systems
Integration, and Distribution of Technology and Telecom products in India.
10
Leaders of HCL:
Shiv Nadar
Founder - HCL
Chairman & Chief Strategy Officer
HCL Technologies
Ajai Chowdhry
Co-Founder HCL, Chairman and CEO
HCL Infosystems
J V Ramamurthy
Chief Operating Officer
HCL Infosystems Ltd
Vineet Nayar
President: HCL Technologies
-
7/29/2019 28974124 Effectiveness of Training
17/106
Ranjit Narasimhan
President & CEO,
HCL Technologies Ltd - BPO Services
Anil Chanana
Executive Vice President - Finance
HCL Technologies
11
HCL INFOSYSTEMS:
HCL Infosystems Ltd is one of the pioneers in the Indian IT market , with its
origins in 1976. For over quarter of a century, we have developed and implemented
solutions for multiple market segments, across a range of technologies in India. We have
been in the forefront in introducing new technologies and solutions.
HCL Infosystems ( HCLI) draws it's strength from 30 years of experience in
handling the ever changing IT scenario , strong customer relationships , ability to provide
the cutting edge technology at best-value-for-money and on top of it , an excellent service
&support infrastructure.
Today HCL is country's premier information enabling company. It offers one-
stop-shop convenience to its diverse customers having an equally diverse set ofrequirements. Be it a large multi-location enterprise, or a small/medium enterprise, or a
small office or a home, HCLI has a product range, sales & support capability to service
theneedsofcustomer.Last 30 years apart from knowledge & experience have also given us
continuity in relationship with the customers, thereby increasing the customer confidence
in us.
-
7/29/2019 28974124 Effectiveness of Training
18/106
Our strengths can be summarized as:
- Ability to understand customer's business and offer right technology
- Long standing relationship with customers
- Pan India support & service infrastructure
- Best-vale-for-money offerings
12
Technology Leadership
HCL Infosystems is known to be the harbinger of technology in the country.
Right from our inception we have attempted to pioneer the technology introductions in
the country either through our R&D or through partnerships with the world technology
leaders. Using our own R&D we have
- Created our own UNIX & RDBMS capability (in 80s)
- developed firewalls for enterprise & personal system security
- launched our own range of enterprise storage products
- launched our own range of networking products
We strive to understand the technology from the view of supporting it post
installation as well. This is one of the key ingredients that go into our strategic advantage.
HCL Infosystems has to its claim several technology pioneering initiatives. Some of them
are:
- Country's first DeskTop PC - BusyBee in 1985
-
7/29/2019 28974124 Effectiveness of Training
19/106
- Country's first branded home PC - Beanstalk in 1995
- Country's first Pentium 4 based PC at sub 40k price point
- Country's first Media Center PC
VISION STATEMENT
"Together we create the enterprises of tomorrow"
MISSION STATEMENT
"To provide world-class information technology solutions and services to enable our
customers to serve their customers better"
13
Chennai Corporate Address:
299,ArcotRoad,Vadapalani,
Chennai,India.Pincode:600026
Tel(044)52006500(30lines)
Fax:(044)24834563
Email : [email protected]
HCL products:
DISPLAY PRODUCTS
HCM 580M
HCM 985RFM
HCM 510LSA
NETWORKING PRODUCTS
HCL Passive Products
HCL Active Products
HCL Wireless Products
mailto:[email protected]://www.hclinfosystems.in/580%20MFeatures%20&%20Specs%20doc.dochttp://www.hclinfosystems.in/HCM%20985RFM.BROCHURE.dochttp://www.hclinfosystems.in/HCM510LSA%20BROUCHURE%20rev%2001.Dochttp://www.hclinfosystems.in/passpro.htmhttp://www.hclinfosystems.in/hclactive.htmhttp://www.hclinfosystems.in/wlpro.htmmailto:[email protected]://www.hclinfosystems.in/580%20MFeatures%20&%20Specs%20doc.dochttp://www.hclinfosystems.in/HCM%20985RFM.BROCHURE.dochttp://www.hclinfosystems.in/HCM510LSA%20BROUCHURE%20rev%2001.Dochttp://www.hclinfosystems.in/passpro.htmhttp://www.hclinfosystems.in/hclactive.htmhttp://www.hclinfosystems.in/wlpro.htm -
7/29/2019 28974124 Effectiveness of Training
20/106
HCL Gateway Products
HCL DSL Products
HCL Media Converters
SECURITY PRODUCTS
HCL Info Wall
HCL InfoSecuAccess
HCL Info Surveillance
HCL InfoSecuDesk - Biometric Logon
HCL InfoSecuDesk - Smartcards Logon
HCL InfoLoadBalancer
14
Solutions:
Info structure Services
Networking Services
Security Services
Facilities Management ServicesDomestic Hardware Services
http://www.hclinfosystems.in/gwpro.htmhttp://www.hclinfosystems.in/dslpro.htmhttp://www.hclinfosystems.in/mediacon.htmhttp://www.hclinfosystems.in/hcl-infowall.pdfhttp://www.hclinfosystems.in/hcl-infosecuaccess.pdfhttp://www.hclinfosystems.in/hcl-infosurveillance.pdfhttp://www.hclinfosystems.in/hcl-infosecudesk-biometric-logon.pdfhttp://www.hclinfosystems.in/hcl-infosecudesk-smartcard-logon.pdfhttp://www.hclinfosystems.in/hcl-infoloadbalancer.pdfhttp://www.hclinfosystems.in/pse_infra.htmhttp://www.hclinfosystems.in/pse_net.htmhttp://www.hclinfosystems.in/pse_sec.htmhttp://www.hclinfosystems.in/pse_fac.htmhttp://www.hclinfosystems.in/pse_dom.htmhttp://www.hclinfosystems.in/gwpro.htmhttp://www.hclinfosystems.in/dslpro.htmhttp://www.hclinfosystems.in/mediacon.htmhttp://www.hclinfosystems.in/hcl-infowall.pdfhttp://www.hclinfosystems.in/hcl-infosecuaccess.pdfhttp://www.hclinfosystems.in/hcl-infosurveillance.pdfhttp://www.hclinfosystems.in/hcl-infosecudesk-biometric-logon.pdfhttp://www.hclinfosystems.in/hcl-infosecudesk-smartcard-logon.pdfhttp://www.hclinfosystems.in/hcl-infoloadbalancer.pdfhttp://www.hclinfosystems.in/pse_infra.htmhttp://www.hclinfosystems.in/pse_net.htmhttp://www.hclinfosystems.in/pse_sec.htmhttp://www.hclinfosystems.in/pse_fac.htmhttp://www.hclinfosystems.in/pse_dom.htm -
7/29/2019 28974124 Effectiveness of Training
21/106
15
RESEARCH
METHODOLOGY
-
7/29/2019 28974124 Effectiveness of Training
22/106
MEANING:
A research cannot be conducted abruptly. Researcher has to proceed
systematically in the already planned direction with the help of a number of steps in
sequence. To make the research systemized the researcher has to adopt certain methods.
The methods adopted by the researcher for completing the study are called research
methodology. In other words Research Methodology is simply the plan of action for a
research which explains in detail how data is to be collected, analyzed and interpreted.
Data becomes information only when a proper methodology is adopted. Thus we
can say Methodology is a tool which processes the data in to reliable information. The
present chapter attempt to highlight the research adopted in this project.
COMPONENTS OF RESEARCH METHODOLOGY:
Research Design
Type of Data
Data Collection
-
7/29/2019 28974124 Effectiveness of Training
23/106
Sampling Plan
Statistical Tools used
RESEARCH DESIGN:
According to Gohada, Deutish and Cook, A research Design is the arrangement
of conditions for collection and analysis of data in a manner that aims to combine
relevance to the research purpose with economy in procedure. The research design
adopted in the study is descriptive.
16
TYPE OF DATA:
Primary Data:
The primary data is collected from the employees of the company. For this
purpose direct personal interview and a questionnaire was prepared.
Secondary Data:
The secondary data and the extensive literature on selection procedure were
collected from journals, articles, magazines and various websites. Information
was also collected from company records, company data base, brochures and
catalogues.
DATA COLLECTION:
-
7/29/2019 28974124 Effectiveness of Training
24/106
Keeping in mind the aims, objectives and the fact that all the respondents for the
study were educated, mostly questionnaire is used for data collection. Direct personal
interview is also used to some extent for the study. The questionnaire was given to the
employees for responses. The questionnaire consisted various aspects like open ended,
close ended, multiple choice etc.,
SAMPLING PLAN:
Sampling may be defined as the selection of some part of an aggregate or totality.
On the basis of which a judgement of inference about the aggregate or totality is made.
Research conducted by considering only a few units of population is called sampling.
Sampling is an important and persuasive activity. Sampling techniques has got its own
advantages:
17
Reduce cost owing to a study of selected units from the population
Greater speed is there due to smaller units to be studied
Greater accuracy in results
Greater depth of information
Reservation of units for reuse in destructive nature of experiments is possible.
SAMPLE SIZE:
The sample consists of 200 employees of the company who had undergone the
training programme.
SAMPLING TECHNIQUE:
Non probability convenience sampling was used in the study and sampling units
are chosen primarily in accordance to the convenience.
-
7/29/2019 28974124 Effectiveness of Training
25/106
STATISTICAL TOOLS USED:
Percentage Analysis & Graphs: Percentage refers for every hundred. It is
used to make easy comparisons of fractions. In the study, fractions of respondents
choosing different answers are converted into percentages and interpretations are
made.
Formula:
% of Respondents= No of respondents * 100
No of Total Respondents
18
Chi- Square Method: It is a non parametric test used most frequentlyto test the
hypothesis. This aims at determining whether significant difference exists among
groups of data or whether differences are due to sampling. It describes the
discrepancy theory and observation. This test is done to find the dependence of
one factor over the other.
Formula:
X2 = (O-E)2/ E.
Where E is the expected frequency
O is the observed frequency
Degree of Freedom = (r-1) (c-1)
Properties of Chi- Square:
X2 cannot be negative in value, it is Zero or Positive
X2 are not symmetrical, it is skewed to the right
There is a different X2 distribution for every number of degree of freedom
-
7/29/2019 28974124 Effectiveness of Training
26/106
For degree of freedom exceeding 30, the X2 distribution is approximated by
normal distribution.
RANKING METHOD [ USING WEIGHTAGES]:
Weights or points are allotted for each of the ranks and here the individual
responses for various ranks of a single factor are multiplied by their weightages. For
example rank 1 is given 4 points; rank 2 is given 3 points. The summation is obtained.
The procedure is similarly done for the other attributes and finally the attributes are
ranked accordingly.
19
REVIEW OF
LITERATURE
-
7/29/2019 28974124 Effectiveness of Training
27/106
Training is an act of increasing the knowledge and skill of an employee for doing
a particular job. It is concerned with imparting specific job related skill to the employee.
The aim of training is to develop some specific skill in an individual. It is mostly a
preparation to meet individuals present needs. It can thus be seen as a reactive process.
Need for Training:
To train the employees in the company culture pattern
To train the employee to increase his quantity and quality of output. This may
involve improvement in work methods or skills
To train employee for promotion to higher jobs
To train the bright but dronish employee in the formation of his goals. This may
involve instructions in initiative and drive
To train employee towards better job adjustment and high morale
To reduce supervision, wastage and accidents. Development of effective work
habits and methods of work should contribute towards a reduction in the accident
rate, less supervision and wastage of material
Principles of training:
-
7/29/2019 28974124 Effectiveness of Training
28/106
The most important objective of HRD is to create learning environment in
organization so that the member of organization continuously learns and acquires
competencies. In order to make the learning environment effective certain principles need
to be followed.
20
KNOWLEDGE OF RESULTS:
Every employee in a learning situation wants to know what is expected of him and
how well he is doing. He seeks information, appraisal and guidance about his progress
and is made uneasy by the possibility that he may be making some serious error in his
behavior and not knowing that he is doing so. Knowledge of results affects learning in 2
ways:
It provides the trainees basis for correcting his error
It produces motivational effect on the trainee
MOTIVATION:
A motivated worker learns better than an unmotivated one. Until the worker has
become convinced of the need of training and of the worthwhileness of the returns the
level of motivation will be low and learning will be slow.
REINFORCEMENT:
-
7/29/2019 28974124 Effectiveness of Training
29/106
In order for behavior to be acquired, modified and sustained it must be rewarded.
But reward should be distributed cautiously or discretely. Praising an inefficient and poor
learner may disappoint good trainees.
Principle of reinforcement also states that punishment is les effective than reward.
Punishment tends to fix the undesirable behavior rather than to eliminate it. It may also
develop in the trainee a dislike for the punishment giver. However mild punishment is
quite effective if administered immediately following the incorrect response. Similarly
fairy immediate reinforcement should be provided for desirable behavior.
21
SUPPORTING CLIMATE AND PRACTICE:
Practice makes a man perfect. In order that the trainee may not revert back to the
old behavior, it is essential that he practice the new learning daily. The internal
environments of many organizations are hostile to this. Too often the trainee is not able to
implement in his work place what he has learned during the training session.
PART vs. WHOLE LEARNING:
This controversial issue is concerned with whether it is more efficient to practice
a whole task all at once or whether sub tasks or component tasks should be mastered first
before integrating them into the whole task performance. In a comprehensive literature
review Naylor found that the answer to this question seemed to depend on the
characteristics of the tasks which the trainees were attempting to master. Tasks were seen
to differ in complexity (the difficulty of each of the separate task component viewed
individually) and organization (the extent to which such tasks are interrelated). Naylor
then suggested the following training principles:
Given a task of relatively high organization, as task complexity increases whole
learning becomes more efficient than part learning.
Given a task if relatively low organization, as task complexity increases part
learning becoming more efficient than whole.
-
7/29/2019 28974124 Effectiveness of Training
30/106
TRANSFER OF LEARNING:
Transfer of learning from the training to the job would depend upon the extent to
which there are identical elements in two. Thus if the devices used in training were
similar to those on the job and there would be positive transfer of learning. This means
that the trained employee would be superior in performance on the job to an untrained
individual. But if the physical and psychological fidelities are wanting there would be
negative transfer of learning. This means that the trained would display inferior
performance on the job. If incorrect work methods are learned once, there may be
considerable difficulty encountered in rejecting these methods.
22
PEDAGOGY vs. ANDRAGOGY:
Pedagogy is based on the mechanistic model of man. In this model man is
regarded as a passive robot, reactive organism, which is inherently at rest. Activity in him
is viewed as the result of external forces. The purpose of education according to this
model is to transmit knowledge and skill and shape the individual to a predetermined
mould. As a consequence pedagogy emphasizes designing the content of learning in
advance. It says that the trainer should decide in advance what knowledge or skills need
to be transmitted.
Andragogy is based on the organic model man. This model regards man as an
inherently active organism- the source of acts rather than the collection of acts initiated
by the external forces. The purpose of education according to this model is the
continuous development of individuals towards their full potentials a consequence,
andragogys emphasis is on the significance of the processes over products and on
qualitative change over quantitative change. Its stress is on the role of training as the
source of development.
-
7/29/2019 28974124 Effectiveness of Training
31/106
HRD is mostly based on andragogy. The andragogical teacher prepares in
advance a set of procedures for involving the learners in a process involving the
following elements:
Establishing a climate conducive to learning
Creating a mechanism for mutual planning
Formulating the needs for learning
Diagnosing the needs for learning
Formulating programme objectives that will satisfy these needs
Designing a pattern of learning experiences in which the learner can examine the
implications of his behavior and finally reflect on his experience
Developing human resources development personnel
Evaluating the learning outcomes and rediagnosing learning needs
23
CRITERIA FOR SETTING TRAINING OBJECTIVE
Nature and size of the group to be trained
Roles and tasks to be coined out by the target group
Relevance, applicability and compatibility of training to the work situation
Existing and desired behavior defined in terms of ratio, frequency, quality of
interaction, repetitiveness, innovations, supervision etc.,
Operational results to be achieved through training e.g, productivity cost, down
time, creativity, turnover etc.,
Identification of the behavior where change is required
Indicators to be used in determining changes from existing to the desired level in
terms of ratio and frequency.
METHODS OF TRAINING;
ON THE JOB TRAINING:
-
7/29/2019 28974124 Effectiveness of Training
32/106
In this method the trainee is placed on a regular job and taught the skills necessary
to perform it. The trainee learns under the guidance and supervision the superior or an
instructor. The trainee learns by observing and handling the job. Therefore it is called
learning by doing.
Several methods are used to provide on the job training e.g. Coaching, job
rotation, commitment assignments etc., A popular form of the on the job training is Job
Instruction Training (JIT) or step by step learning. It is widely used in the US to prepare
supervisors. It appropriate for acquisition or improvement of motor skills and routine and
repetitive operations
JIT method provides immediate feedback, permits quick correction of errors and
provides extra practice when required. But it needs skilled trainers and preparation in
advance.
24
VESTIBULE TRAINING:
In this method a training centre called vestibule is set up and actual job conditions
are duplicated or stimulated in it. Expert trainers are employed to provide training with
the help of equipment and machines which are identical with those is used at the work
place.
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
Institute for this purpose. Under the apprenticeship act 1962 employers in specified
industries are required to train the prescribed number of persons in designated trades.
The aim is to develop all round craftsmen. Generally a stipend is paid during the training
period. Thus it is an earn when you learn scheme.
CLASS ROOM TRAINING:
-
7/29/2019 28974124 Effectiveness of Training
33/106
Under this method training is provided in company class rooms 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 problem solving.
INTERNSHIP TRAINING:
It is a joint of training in which educational institutions and business firms
cooperate. Selected candidates 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.
25
ORIENTATION TRAINING:
Induction or orientation training seeks to adjust newly appointed employees to the
work environment. Every new employee needs to be made fully familiar with his job, his
supervisors and sub ordinates and with the rules and regulations of the organization.
Induction training creates self confidence in the employees. It is also known as pre job
training. It is brief and informative.
JOB TRAINING:
It refers to the training provided with a view to increase the knowledge and skills
of an employee for improving performance on the job. Employees may be taught the
correct methods of handling equipment and machines used in a job. Such training helps
to reduce accidents, waste and inefficiency in the performance of the job.
SAFETY TRAINING:
-
7/29/2019 28974124 Effectiveness of Training
34/106
Training provided to minimize accidents and damage to machinery is known as
safety training, it involves instruction in the use of safety devices and in safety
consciousness.
PROMOTIONAL TRAINING:
It involves training of existing employees to enable them to perform higher level
jobs. Employees with potential are selected and they are given training before their
promotion so that they do not find it difficult to shoulder the higher responsibilities of the
new positions to which they are promoted.
26
REFRESHER TRAINING:
When existing techniques become obsolete due to the development of better
techniques, employees have to be trained in the use of new methods and techniques. With
the passage of time employees may forgot some of the methods of doing work. Refresher
training is designed to revive and refresh the knowledge and to update the skills of the
existing employees. Short term refresher courses have become popular on account of
rapid changes in technology and work methods. Refresher or re training are conducted to
avoid obsolescence of knowledge and skills.
REMEDIAL TRAINING:
Such training is arranged to overcome the short comings in the behavior and
performance of old employees. Some of the experienced employees might have picked
up appropriate methods and styles of working. Such employees are identified and correct
work methods and procedures are taught to them. Remedial training should be conducted
by psychological experts.
-
7/29/2019 28974124 Effectiveness of Training
35/106
Training Methods with regard to HCL Infosystems:
Purpose:
To define systems for identifying the training/ competence needs providing them
and evaluating the effectiveness of training provided
Scope:
Applicable to all employees whose work affects the quality of products.
Training Process at HCL Infosystems:
Training needs are identified by respective departments every year in June
through the training need identification matrix
27
The copy of the training needs identified are sent to the HR department for
scrutinisation and importance with top management and respective department
need.
Based on the approval on training need by the top management an annual training
plan is prepared
The training plan details the topics to be covered and tentative month of training
Based on the training plan, HR Manager prepares the training schedule for the
month well in advance detailing the participant date, venue, topic and faculty and
duration
All the training arrangements, training materials will be co coordinated by HR
department
Training will be conducted as per plan and training attendance will be recordedthrough training attendance report
A training feed back effectiveness form is circulated to the participants and their
feed back is obtained
-
7/29/2019 28974124 Effectiveness of Training
36/106
The training effectiveness is evaluated by means of post testing by trainer or
implementation effectiveness review by the respective HOD on the training feed
back effectiveness record
The record is sent to the HR department by the respective department as evidence
of effectiveness verification
In case of the report is satisfactory, the stock report is recorded and updated in the
HR department
If it is not satisfactory, retraining schedule is prepared and executed till the
expected results are achieved.
Process Measure:
Number of training conducted against the number of trainings targeted and also
the training effectiveness.
28
STEPS IN TRAINING PROGRAMME:
Identify the training needs
Preparing training programmers
Preparing the learners
Implementing training programme
-
7/29/2019 28974124 Effectiveness of Training
37/106
Performances try out
Follow up actions
29
-
7/29/2019 28974124 Effectiveness of Training
38/106
DATA ANALYSIS
ANDINTERPRETATION
Table No: 1
Age Group of Employees
Options No. of. Respondents % of Respondents
21 to 30 years 18 9
31 to 40 years 56 28
41 to 50 years 98 49
Above 50 years 28 14
Total 200 100
-
7/29/2019 28974124 Effectiveness of Training
39/106
Inference:
Out of 200 employees,
9% fall under the age group of 2- to 30 years
28% fall under the age group of 31 to 40 years
49% fall under the age group of 41 to 50 years
14% fall under the age group of above 50 years
30
Chart No: 1
-
7/29/2019 28974124 Effectiveness of Training
40/106
Age Group of Employees
9
28
49
14
0
10
20
30
40
50
60
21 to 30 years 31 to 40 years 41 to 50 years Above 50 years
%o
frespo
ndents
31
Table No: 2
-
7/29/2019 28974124 Effectiveness of Training
41/106
Gender of Employees
Options No. of. Respondents % of Respondents
Male 137 68.5
Female 63 31.5
Total 200 100
Inferences:
Out of 200 employees
68.5% of the employees are male
31.5% of the employees are female
32
Chart No:2
-
7/29/2019 28974124 Effectiveness of Training
42/106
Gender of Employees
Male, 68.5
Female, 31.5
33
Table No: 3
Educational Qualification of the employees
-
7/29/2019 28974124 Effectiveness of Training
43/106
Options No. of. Respondents % of Respondents
Graduate 85 42.5
Post Graduate 31 15.5
Technical 31 15.5
Others 53 26.5
Total 200 100
Inferences:
Out of 200 employees
42.5% of employees are graduates
15.5% of employees are post graduate
15.5% of employees are technicians
26.5% of the employees are others qualifiers.
34
Chart No:3
-
7/29/2019 28974124 Effectiveness of Training
44/106
Educational Qualification of the employees
42.5
15.5
15.5
26.5
0 10 20 30 40 50
Graduate
Post Graduate
Technical
Others
% of Respondents
35
Table No: 4
Experience of employees
-
7/29/2019 28974124 Effectiveness of Training
45/106
Options No. of. Respondents %5 of Respondents
Less than 5 years 94 47
6 to 8 years 47 23.5
8 to 10 years 43 21.5
Above 10 years 16 8
Total 200 100
Inferences:
Out of 200 employees,
47% are less than 5 years experienced
23.5% are 6 to 8 years experienced
21.5% are 8 to 10 years experienced
8% are above 10 years of experienced
36
Chart No: 4
-
7/29/2019 28974124 Effectiveness of Training
46/106
47
23.5 21.5
8
0
5
10
15
20
25
30
35
40
45
50
% of
Respondents
Less than 5
years
6 to 8 years 8 to 10 years Above 10
years
Experience of employees
37
Table No: 5
-
7/29/2019 28974124 Effectiveness of Training
47/106
Income of Employees
Options No. of. Respondents % of Respondents
Below 8000 9 4.5
8001 to 16000 66 33
16001 to 24000 78 39Above 24000 47 23.5
Total 200 100
Inferences:
Out of 200 employees,
4.5% earn below 8000
33% earn 8001 to 16000
39% earn 16001 to 24000
23.5% earn above 24000
38
Chart No: 5
-
7/29/2019 28974124 Effectiveness of Training
48/106
Income of Employees
4.5
33
39
23.5
0 10 20 30 40 50
Below 8000
8001 to 16000
16001 to 24000
Above 24000
% of Respondents
39
Table No: 6
Group of employees
-
7/29/2019 28974124 Effectiveness of Training
49/106
Options No. of. Respondents % of Respondents
A 19 9.5
B 48 24
C 89 44.5
D 41 22
Total 200 100
Inferences:
Out of 200 employees
9.5% belong to group A
24% belong to group B
44.5% belong to group C
22% belong to group D
40
Chart No: 6
-
7/29/2019 28974124 Effectiveness of Training
50/106
Group of employees
A, 9.5
B, 24
C, 44.5
D, 22
41
Table No: 7
-
7/29/2019 28974124 Effectiveness of Training
51/106
Is training an excellent opportunity to learn?
Options No. of. Respondents % of Respondents
Strongly agree 48 24Agree 101 50.5
Neither Agree nordisagree
46 23
Disagree 5 2.5
Total 200 100
Inferences:
Out of 200 employees,
24% strongly agree that training is an excellent opportunity to learn
50.5% agree that training is an excellent opportunity to learn
23% neither agree nor disagree that training is an excellent opportunity to learn
2.5% disagree that training is an excellent opportunity to learn
42
Chart No: 7
-
7/29/2019 28974124 Effectiveness of Training
52/106
Is training an excellent opportunity to learn
24
50.5
23
2.5
0
10
20
30
40
50
60
Strongly agree Agree Neither Agree
nor disagree
Disagree
%o
fRespondent
43
Table No: 8
In your opinion training is conducted for the benefit of:
-
7/29/2019 28974124 Effectiveness of Training
53/106
Options No. of. Respondents % of Respondents
Organization 44 22
Employee 62 31
Both 94 47Total 200 100
Inferences:
Out of 200 employees
44% say that training is for the benefit of organization
31% say that training is for the benefit of employee
47% say that training is for the benefit of both
44
Chart No: 8
-
7/29/2019 28974124 Effectiveness of Training
54/106
22
31
47
0 10 20 30 40 50
% of respondents
Organization
Employee
Both
In your opinion training is conducted for the
benefit of:
45
Table No: 9
Do you think that the training is given according to the need of
Options No. of. Respondents % of Respondents
-
7/29/2019 28974124 Effectiveness of Training
55/106
Employee 152 76
Organization 48 24
Total 200 100
Inferences:
Out of 200 employees,
76% feel that training is given according to employees need
24% feel that training is given according to organizations need
46
Chart No: 9
-
7/29/2019 28974124 Effectiveness of Training
56/106
Do you think that the training is given according to the
need of
Employee, 76
Organization,
24
47
Table No: 10
Do you participate in determining the training needs?
-
7/29/2019 28974124 Effectiveness of Training
57/106
Options No. of. Respondents % of Respondents
Yes 120 60
No 80 40
Total 200 100
Inference:
Out of 200 employees
60% participate in determining the training needs
40% do not participate determining the training needs
48
Chart No: 10
-
7/29/2019 28974124 Effectiveness of Training
58/106
Do you participate in determining the training needs
Yes, 60
No, 40
49
Table No: 11
Why you are not participating in determining training needs?
-
7/29/2019 28974124 Effectiveness of Training
59/106
Options No. of. Respondents % of Respondents
Not Permitted 132 66
Not Interested 45 22.5
Not Accepted 73 36.5Total 200 100
Inferences:
Out of 200 employees,
66% says they are not permitted to participate in determining training needs
45% says they are not interested to participate in determining training needs
73% says their views are not accepted in determining the training needs
50
Chart No: 11
-
7/29/2019 28974124 Effectiveness of Training
60/106
66
22.5
36.5
0
10
20
30
40
50
60
70
% of
Respondents
Not Permitted Not Interested Not Accepted
Why you are not participating in determining
training needs
51
Table No: 12
Rate the importance given to training in your organization
-
7/29/2019 28974124 Effectiveness of Training
61/106
Options No. of. Respondents % of Respondents
Very High 49 24.5
High 97 48.5
Moderate 50 25
Low 4 2
Very low - 0Total 200 100
Inferences:
Out of 200 employees
24.5% says organization gives very high importance for training
48.5% says organization gives high importance for training
25% says organization gives moderate importance for training
2% says organization gives low importance for training
52
Chart No: 12
-
7/29/2019 28974124 Effectiveness of Training
62/106
Rate the importance given to training in your
organization
24.5
48.5
25
20
0
10
20
30
40
50
60
Very High High Moderate Low Very low
%ofRespondent
53
Table No: 13
Are you satisfied with the duration of the training programme?
-
7/29/2019 28974124 Effectiveness of Training
63/106
Options No. of. Respondents % of Respondents
Highly satisfied 32 16
Satisfied 117 58.5Neither satisfied nor
dissatisfied43 21.5
Dissatisfied 5 2.5
Highly dissatisfied 3 1.5
Total 200 100
Inferences:
Out of 200 employees
16% of the employees are highly satisfied with the duration of the training programme
58.5%f the employees are satisfied with the duration of the training programme
21.5 %the employees are neither satisfied nor dissatisfied with the duration of training
2.5%of the employees are highly dissatisfied with the duration of the training programme
1.5%of the employees are dissatisfied with the duration of the training programme
54
Chart No: 13
-
7/29/2019 28974124 Effectiveness of Training
64/106
Are you satisfied with the duration of the training
programme
16
58.5
21.5
2.5
1.5
0 10 20 30 40 50 60 70
Highly satisfied
Satisfied
Neither satisfied nor
dissatisfied
Dissatisfied
Highly dissatisfied
55
Table No: 14
-
7/29/2019 28974124 Effectiveness of Training
65/106
Do you think the training content matches the job requirements?
Options No. of. Respondents % of Respondents
Yes 165 82.5
No 35 17.5Total 200 100
Inferences:
Out of 200 employees
82.5% feels training contents match job requirements
17.5% feels training contents dont match job requirements
56
Chart No: 14
-
7/29/2019 28974124 Effectiveness of Training
66/106
Do you think the training content matches the job
requirements
Yes, 82.5
No, 17.5
57
Table No: 15
In your organization training is conducted by:
-
7/29/2019 28974124 Effectiveness of Training
67/106
Options No. of. Respondents % of Respondents
Internal resource person 35 17.5
External resource person 69 34.5
Both 96 48Total 200 100
Inferences:
Out of 200 employees
17.5% says that training is conducted by internal resource persons
34.5% says that training is conducted by external resource persons
48% says that training is conducted by both internal and external persons
58
Chart No: 15
-
7/29/2019 28974124 Effectiveness of Training
68/106
17.5
34.5
48
0
5
10
15
20
25
30
35
40
45
50
% of
Respondents
Internal resource
person
External
resource person
Both
In your organization training is conducted by:
59
Table No: 16
Rate the quality of external resource persons:
-
7/29/2019 28974124 Effectiveness of Training
69/106
Options No. of. Respondents % of Respondents
Excellent 60 30
Good 112 56
Average 23 11.5
Poor 5 2.5
Total 200 100
Inferences:
Out of 200 employees
30% says external faculty is excellent
56% says external faculty is good
11.5% says external faculty is average
2.5% says external faculty is poor
60
Chart No: 16
-
7/29/2019 28974124 Effectiveness of Training
70/106
Rate the quality of external resource persons:
30
56
11.5
2.5
0 10 20 30 40 50 60
Excellent
Good
Average
Poor
% of Respondents
61
-
7/29/2019 28974124 Effectiveness of Training
71/106
Table No: 17
Does competent faculty handle the training programme?
Options No. of. Respondents % of RespondentsYes 183 91.5
No 17 8.5
Total 200 100
Inferences:
Out of 200 employees
91.5% says that competent persons handle training sessions
8.5% says that competent persons doesnt handle training sessions
62
Chart No: 17
-
7/29/2019 28974124 Effectiveness of Training
72/106
Does competent faculty handle the training
programme
Yes, 91.5
No, 8.5
63
Table No: 18
Are you provided with sufficient training materials?
-
7/29/2019 28974124 Effectiveness of Training
73/106
Options No. of. Respondents % of Respondents
Yes 175 87.5
No 25 12.5
Total 200 100
Inferences:
Out of 200 employees
87.5% says they are provided with sufficient training materials
12.5% says they are not provided with sufficient training materials
64
Chart No: 18
-
7/29/2019 28974124 Effectiveness of Training
74/106
Are you provided with sufficient training materials
Yes, 87.5
No, 12.5
65
-
7/29/2019 28974124 Effectiveness of Training
75/106
Table No: 19
Does the HR department conduct briefing and debriefing sessions before and after
training programmes?
Options No. of. Respondents % of Respondents
Yes 154 77
No 46 23
Total 200 100
Inferences:
Out of 200 employees
77% says that HR dept brief and debrief before and after training sessions
23% says that HR dept do not brief and debrief before and after training sessions
66
Chart No: 19
-
7/29/2019 28974124 Effectiveness of Training
76/106
Does the HR department conduct briefing and debriefing
sessions before and after training programmes
77
23
0
10
20
30
40
50
60
70
80
90
Yes No
%of
Respondent
67
Table No: 20
-
7/29/2019 28974124 Effectiveness of Training
77/106
What is your involvement in training?
Options No. of. Respondents % of Respondents
Very high 56 28
High 79 39.5Moderate 31 15.5
Low 18 9
Very low 16 8
Total 200 100
Inferences:
Out of 200 employees
28% had very high involvement in training
39.5% had high involvement in training
15.5% had moderate involvement in training
9% had low involvement in training
8% had very low involvement in training
68
Chart No : 20
-
7/29/2019 28974124 Effectiveness of Training
78/106
What is your involvement in training?
28
39.5
15.5
9
8
0 10 20 30 40 50
Very high
High
Moderate
Low
Very low
% of Respondents
69
Table No: 21
-
7/29/2019 28974124 Effectiveness of Training
79/106
Are you satisfied with the infrastructure in the training programme?
Options No. of. Respondents % of Respondents
Highly satisfied 39 19.5
Satisfied 126 63Neither satisfied nor
dissatisfied35 17.5
Dissatisfied - -
Total 200 100
Inferences:
Out of 200 employees
19.5% are highly satisfied with infrastructure of training programme
63% are satisfied with the infrastructure of training programme
17.5% are neither satisfied nor dissatisfied with the infrastructure of the training
programme
70
Chart No: 21
-
7/29/2019 28974124 Effectiveness of Training
80/106
Are you satisfied with the infrastructure in the training
programme
19.5
63
17.5
0
0 10 20 30 40 50 60 70
Highly satisfied
Satisfied
Neither satisfied
nor dissatisfied
Dissatisfied
% of Respondents
71
Table No: 22
-
7/29/2019 28974124 Effectiveness of Training
81/106
After training did you observe that productivity is increasing?
Options No. of. Respondents % of Respondents
Yes 154 77
No 46 23Total 200 100
Inferences:
Out of 200 employees
77% says that productivity increases after training sessions
23% says that productivity doesnt increases after training session
72
Chart No: 22
-
7/29/2019 28974124 Effectiveness of Training
82/106
After training did you observe that productivity is
increasing
Yes, 77
No, 23
73
Table No: 23
-
7/29/2019 28974124 Effectiveness of Training
83/106
Are you allowed to participate and implement your ideas during training sessions?
Options No. of. Respondents % of Respondents
Yes 129 64.5
No 71 35.5Total 200 100
Inferences:
Out of 200 employees
64.5% says that they are allowed to participate and implement their ideas during training
session
35.5% says they are not allowed to participate and implement their ideas during training
session
74
Chart No: 23
-
7/29/2019 28974124 Effectiveness of Training
84/106
Are you allowed to participate and implement your ideas during
training sessions
Yes, 64.5
No, 35.5
75
Table No: 24
Does your organization get feedback after training sessions?
Options No. of. Respondents % of Respondents
-
7/29/2019 28974124 Effectiveness of Training
85/106
Always 142 71
Sometimes 52 26
Rarely 4 2
Never 2 1
Total 200 100
Inferences:
Out of 200 employees
71% says that feedback is always received
26% says that feedback is sometimes received
2% says that feedback is rarely received
1% say that feedback is never received
76
Chart No: 24
-
7/29/2019 28974124 Effectiveness of Training
86/106
Does your organization get feedback after training sessions
71
26
2
1
0 20 40 60 80
Always
Sometimes
Rarely
Never
% of Respondents
77
Table No: 25
Rate the overall satisfaction of the training programme in your organization:
-
7/29/2019 28974124 Effectiveness of Training
87/106
Options No. of. Respondents % of Respondents
Excellent 47 23.5
Good 110 55
Average 30 15Bad 13 6.5
Total 200 100
Inferences:
Out of 200 employees
23.5% says excellent about the overall satisfaction of training prograame
55% says well about the overall satisfaction of training prograame
15 says average about the overall satisfaction of training prograame
6.5% says badly about the overall satisfaction of training prograame
78
Chart No: 25
-
7/29/2019 28974124 Effectiveness of Training
88/106
Rate the overall satisfaction of the training programme in your
organization:
23.5
55
15
6.5
0
10
20
30
40
50
60
Excellent Good Average Bad
%o
fRespondent
79
Table No: 26
-
7/29/2019 28974124 Effectiveness of Training
89/106
Group & Participation in determining training needs
Using Chi-Square
Group Yes No Total
A 11 8 19B 26 22 48
C 54 35 89
D 29 15 44
Total 120 80 200
Null Hypothesis:
There is no significant relationship between the group and participation in
determining training needs
Alternate Hypothesis:
There is significant relationship between group and participation in determining
training needs
Level of significance: 5%
Degrees of freedom: 3
Calculated Value: 1.373
Tabulated Value: 7.815
Conclusion:
Since CV < TV, we accept null hypothesis and hence there is no significant
relationship between the group and participation in determining training needs
80
Calculation of Chi Square:
Observed Expected O-E [O-E]2 [O-E]2 / E]
11 11.4 -0.4 0.16 0.0140
26 28.8 -2.8 7.84 0.2722
54 53.4 0.6 0.36 0.0067
29 26.4 2.6 6.76 0.2560
8 7.6 0.4 0.16 0.0210
-
7/29/2019 28974124 Effectiveness of Training
90/106
22 19.2 2.8 7.84 0.4083
35 35.6 -0.6 0.36 0.0101
15 17.6 -2.6 6.76 0.3841
TOTAL 1.3724
81
Table No: 27
Gender and involvement level in training programmes
Using Chi-Square Method
Involvement Level Male Female Total
Very high 46 10 56
High 51 28 79
Moderate 23 8 31
Low 10 8 18Very low 7 9 16
Total 137 63 200
Null Hypothesis:
There is no significant relationship between the gender and involvement level in
training
-
7/29/2019 28974124 Effectiveness of Training
91/106
Alternate Hypothesis:
There is significant relationship between gender and involvement level in training
Level of significance: 5%
Degrees of freedom: 4
Calculated Value: 11.8
Tabulated Value: 9.49
Conclusion:
Since CV < TV, we reject null hypothesis and there is significant relationship
between the gender and involvement level in the training programme
82
Calculation of Chi Square:
Observed Expected O-E [O-E]2 / E]
46 38.36 7.64 1.52
51 54.11 -3.11 0.18
23 21.24 1.76 0.15
10 12.33 -2.33 0.44
7 10.96 -3.96 1.4310 17.64 -7.64 3.31
28 24.89 3.11 0.38
8 9.76 -1.76 0.32
8 5.67 2.33 0.96
9 5.04 3.96 3.11
Total 11.8
-
7/29/2019 28974124 Effectiveness of Training
92/106
83
Chart No: 28
Rank the following factors with regard to the training programme:
Using Ranking Method:
Weightages: 5 4 3 2 1
Factors No. of Respondents Value Rank
Facultys competence 25 31 62 19 63 536 IV
Training aids 63 58 31 38 10 726 I
Training methods 51 45 40 37 27 656 II
Training environment 19 34 28 75 44 509 V
Duration of thetraining programme
42 32 39 31 56 573 III
Inference:
From the above table it is clear that employees ranked training aids as first,
training methods as second, duration as third, facultys competence as fourth and training
environment as fifth.
Rank: I Training aids
Rank: II Training methods
Rank: III duration of programme
Rank IV Facultys Competence
Rank V Training environment
-
7/29/2019 28974124 Effectiveness of Training
93/106
84
FINDINGS
-
7/29/2019 28974124 Effectiveness of Training
94/106
50.5% of the employees agree that training is necessary and it is an opportunity to
learn followed by 24% who strongly agree
The employees have very well understood that training is for the benefit of both
company as well as the candidates
The training is given according to the need of the employees it is accepted by 76%
Majority of the employees participate in determining the training needs but 40% has
disagreed
Reason for not participating is that they are not permitted
Majority of the employees have stated that organization gives high importance for
training
Majority of the employees have stated that the duration of the training programme is
satisfactory and the training content matches the job requirements
It is found that most of them have stated that external faculties are good and they are
more competent
HR dept is doing to its best of ability on the training sessions
Majority of the employees have told that they have high involvement in training
Almost all the employees have stated that training leads to increase in productivity
Few of the employees feel that they are not allowed to participate and implement their
ideas during training sessions
All the employees have told that feedback is always received after training sessions
-
7/29/2019 28974124 Effectiveness of Training
95/106
Majority of the employees have stated that the infrastructure of the training is too
good and also the overall training performance is good
85
SUGESSTIONS AND
RECOMMENDATIONS
-
7/29/2019 28974124 Effectiveness of Training
96/106
The employees should be made to realize that training is for their benefit and also its
importance
Training should be given according to the needs of the employees and they must be
permitted to participate in determining the training needs
The duration of the training shall be extended so that all the necessary topics are
covered
The number of training programmes will be effective if it is handled by external
faculty members
A particular group feels that they are neglected. Measures should be taken to avoid
this sort of opinion arising
All employees should be given a chance to let their opinions open and the best of it
shall be implemented
Training programmes should be still motivational to achieve 100% effectiveness
-
7/29/2019 28974124 Effectiveness of Training
97/106
86
CONCLUSION
-
7/29/2019 28974124 Effectiveness of Training
98/106
To Study the Effectiveness of Training Programme at HCL Infosystems has
been designed mainly to evaluate the system of training which includes training
programmes, the infrastructure of the training hall, the faculty handling and other
amenities provided
The research was conducted in HCL Infosystems by taking sample size of 200.
The research tool was questionnaire and survey method respectively.
Advanced statistical tools were used to analyze the data and the analyzed data
helped in interpretation of the information relating to the objective. Suggestions and
conclusions are based on the analysis.
The study reveals that the training programmes are really effective and directed
towards the objectives. Emphasis is given to needs assessment at all levels. The training
should be given to the non executive and the number of programmes and their duration
will be more effective if it is increased.
The employees are highly satisfied with the training system of HCL Infosystems.
The study also reveals that the training programmes are evaluated and the employees
-
7/29/2019 28974124 Effectiveness of Training
99/106
participate in programmes with high enthusiasm and readiness to implement it in their
work.
87
BIBLIOGRAPHY
-
7/29/2019 28974124 Effectiveness of Training
100/106
Aswathappa. K, HUMAN RESOURCES AND PERSONNEL MANAGEMENT-
text and cases, Tat McGraw Hill, New Delhi, 3rd edition, 2002
Garry dessler, HUMAN RESOURCE MANAGEMENT, person Education Asia
Ravilochanan. P, RESEARCH METHODOLOGY with business
correspondence and report writing, Margham Publications, Chennai, 2002
Sanchetti.D.C & Kapoor VK, BUSINESS STATISTICS, Sultan Chand & Sons ,
Delhi, 1st Edition, 1979
www.hclinfosystems.in
www.google.com
http://www.hclinfosystems.in/http://www.google.com/http://www.hclinfosystems.in/http://www.google.com/ -
7/29/2019 28974124 Effectiveness of Training
101/106
ANNEXURE
-
7/29/2019 28974124 Effectiveness of Training
102/106
Questionnaire:
Name:
Gender:
Male
Female
Educational Qualification:
Graduate
Post Graduate
Technical
Others
Experience:
Less than 5 years
5-8 years
8-10 years
Above 10 years
Income:
Below 8000
8001 16000
16001 24000
-
7/29/2019 28974124 Effectiveness of Training
103/106
Above 24000
Group
A
B
C
D
Is training an excellent opportunity to learn?
Strongly agree
Agree
Neither Agree nor disagree Disagree
In your opinion training is conducted for the benefit of:
Organization
Employee
Both
Do you think that the training is given according to the need of?
Employee
Organization
Do you participate in determining the training needs?
Yes
No
If no, why?
Not permitted
Not interested
Not accepted
-
7/29/2019 28974124 Effectiveness of Training
104/106
Rate the importance given to training in your organization:
Very high
High
Moderate
Low
Very low
Are you satisfied with the duration of the training programme?
Highly satisfied
Satisfied
Neither satisfied nor dissatisfied
Dissatisfied
Highly dissatisfied
Do you think the training content matches the job requirements?
Yes
No
In your organization training is conducted by:
Internal resource person
External resource person
both
Rate the quality of external resource persons:
Excellent
Good
Average
Poor
-
7/29/2019 28974124 Effectiveness of Training
105/106
Does competent faculty handle the training programme?
Yes
No
Are you provided with sufficient training materials?
Yes
No
Does the HR department conduct briefing and debriefing sessions before and after
training programmes?
Yes
No
What is your involvement in training?
Very high
High
Moderate
Low
Very low
Are you satisfied with the infrastructure in the training programme?
Highly satisfied
Satisfied
Neither satisfied nor dissatisfied
Dissatisfied
After training did you observe that productivity is increasing?
Yes
No
-
7/29/2019 28974124 Effectiveness of Training
106/106
Are you allowed to participate and implement your ideas during training sessions?
Yes
No
Does your organization get feedback after training sessions?
Always
Sometimes
Rarely
Never
Rank the following factors with regard to the training programme:
Facultys competence
Training aids
Training methods
Training environment
Duration of the training programme
Rate the overall satisfaction of the training programme in your organization:
Excellent
Good
Average