CONTENTS

Chapter No. Name of the concept Page No.

I Introduction

II Company & Industry Profile

III Context of Training and Development

IV Data analysis and interpretation

V Findings, Suggestions and Conclusion

VI Bibliography

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CHAPTER-I

INTRODUCTION

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INTRODUCTION

Trained staff is the most valuable asset of an organization. So, every organization

irrespective of its nature should provide training to all of its personnel in order to meet the

challenges of survival and growth. The need for training arises due to the following reasons.

a)To bridge the gap between employee specifications and job and organizational

requirements:

An employee’s present specifications may not exactly meet the organization

requirements irrespective of his past experience, knowledge, skills, qualifications etc. for this

reason the management identifies the differences or gaps between employee specifications and

job and organizational requirements. Training is required to bridge these gaps by developing and

molding the employee skills and abilities in tune with organizational requirements.

b) Organizational viability and the Chang process:

In order to survive and grow, the organization must continuously adopt to the changing

environment. For this purpose, it should upgrade its capabilities by conducting training

programrs which foster the initiative and creativity of employees and help them to prevent

the obsolescence of skills.

c) Changing technology:

As technology is changing very fast, an organization in order to be effective should

adopt the latest technologies like mechanization, Computerization and automation.

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Increasing use of latest technologies and techniques require good training for this purpose the

organization should train the employees to enrich them in the areas of changing technical

skills and knowledge.

d) Internal mobility:

Training also become necessary when there is internal mobility i.e. , when an employee

is promoted or when there is some new job or occupation to performed due to transfer. When

an employee is chosen for higher level jobs, he/she should be trained before assigning the

responsibilities.

e) Sound human relations:

As the approach to HRM has shifted from commodity approach to the partnership

approach beyond human relations approach, management has to maintain sound human

relations in addition to maintaining harmonious industrial relations ,. So, training in human

relations is necessary to deal with problems like transfer, interpersonal and inter group

conflicts and maintain sound human relation.

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Need of study:

The purpose of study is to learn the practical applicability of the theoretical knowledge gained

about training and development process.

• To gain knowledge about, the process of training and development in Heritage

• To know the effectiveness or ineffectiveness of the process of training and development

in Heritage.

Scope of the study:

This study covers all aspects of training and development programs in HERITAGE. This study

covers the New Entrant Manager response towards the training programs in the organization.

OBJECTIVES OF THE STUDY:

1. To analyze and examine the effectiveness of training and development programs in

HERITAGE.

2. To assess how often training programs are conducted and how much are the

employees satisfied.

3. To study to what extent the training programs are applicable to their jobs.

4. To study the employee’s opinion on the training and development in HERITAGE.

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METHODOLOGY

The basic principle in the research has been adopted in the overall methodology. The

following methodology has been used for meeting the requirements,

Defining objectives

Developing the information sources

Collection o information

Analysis of information

Suggestion

The methodology followed for collection, analysis under interpretation of data in

explained below.

1. RESEARCH DESIGNS

There are generally three categories of research based on the type of information

required, they are

1. Exploratory research

2. Descriptive research

3. Casual research

The research category used in this project in descriptive research, which is focused on the

accurate description of the variable in the problem model. Consumer profile studies, market

potential studies, product usage studies, Attitude surveys, sales analysis, media research and

prove surveys are the Examples of this research. Any source of information can be used in this

study although most studies of this nature rely heavily on secondary data sources and survey

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research.

2. Data collection method

Primary data:

It is collected through the questionnaire, a formalized instrument of asking information

directly from respondent demographic characteristics, attitude, belief and feelings through

personal contracts. Structured and on disguised from of questionnaire is used and consists of

multiple choice questions.

Secondary data:

Internal secondary data about the Cream line Dairy included formal data, which is

generated within the organization itself, were obtained through concerned head in the

organization

External secondary data generated by source the organization was used such as public

available data provided by the reports of the companies. All this information is of great

importance and conceptualizes and illuminates the core of the study.

3. SAMPLE DESIGN

a) Sampling unit: the study is directed towards the executive of managerial level.

b) Sample size: sample size of 40 is taken in this study

4) DATA ANALYSES

Simple analysis method is followed for analyzing the data pertaining to different

dimensions of employees. Simple statistical data like percentage are used in the interpretation of

data pertaining to the study. The results are illustrated by means of bar charts.

LIMITATION OF THE STUDY

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Due to constraint of time and resources, the study was conducted in the regional sector as

Heritage and the results of the study cannot be generated.

The accuracy of the analysis and conclusion drawn entirely depends upon the reliability

of the information provided by the employees.

Sincere efforts were made to cover maximum departments of the employees, but the

study may not fully reflect the entire opinion of the employees.

In the fast moving/changing employees behavior, name new and better things may

emerge in the near future, which cannot be safeguard in this report.

.

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CHAPTER-II

INDUSTRIAL

&

COMPANY PROFILE

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About Wipro Ltd

Wipro Ltd., the flagship company of the Azim H Premji group was incorporated in the year 1945. The company started off originally as a manufacturer of vegetable ghee/vanaspati, refined edible oils etc. Gradually the company has diversified into various other businesses.

Today Wipro Limited is the first PCMM Level 5 and SEI CMM Level 5 certified IT Services Company globally. Wipro provides comprehensive IT solutions and services, including systems integration, Information Systems outsourcing, package implementation, software application development and maintenance, and research and development services to corporations globally.

In the Indian market, Wipro is a leader in providing IT solutions and services for the corporate segment in India offering system integration, network integration, software solutions and IT services. Wipro also has profitable presence in niche market segments of consumer products and lighting. In the Asia Pacific and Middle East markets, Wipro provides IT solutions and services for global corporations.

Wipro's ADSs are listed on the New York Stock Exchange, and its equity shares are listed in India on the Stock Exchange – Mumbai, and the National Stock Exchange, among others.

Wipro is the leading strategic IT partner for companies across India, the Middle East and Asia–Pacific – offering integrated IT solutions. They plan, deploy, sustain and maintain your IT lifecycle through their total outsourcing, consulting services, business solutions and professional services. Wipro InfoTech helps you drive momentum in your organisation – no matter what domain you are in.

Backed by their strong quality processes and rich experience managing global clients across various business verticals, they align IT strategies to your business goals. Along with their best of breed technology partners, Wipro InfoTech also helps you with your hardware and IT infrastructure needs.

The various accreditations that they have achieved for every service they offer reflect their commitment towards quality assurance. Wipro InfoTech was the first global software company to achieve Level 5 SEI–CMM, the world's first IT Company to achieve Six Sigma, as well as the world's first company to attain Level 5 PCMM.

Their continuing success in executing projects is a result of their stringent implementation of quality processes. Deploying quality frameworks to align with your business will give you the benefit of a smooth and transparent transition while providing complete IT lifecycle management. Reliability and perfection are a result of their adherence to these quality benchmarks and this has been their key differentiator, while helping drive the business momentum.

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The company’s experience and expertise are measured against globally recognized standards to ensure their commitment in delivering competitive solutions to their customers. Wipro InfoTech epitomises quality by maintaining high standards in service offerings and products, as well as internal processes and people management. They believe in constantly scaling quality standards by expanding our efficiency in all areas beyond their basic IT offerings.

Different people perceive innovation in various ways. At Wipro InfoTech, their innovative thinking helps them adopt newer business lines and offerings based on your business expectations. They have adapted to the changes brought about by technology and business and this has helped us improve customer experience through service delivery and process optimisation.

In 2013, the company decided to shut down its hardware manufacturing business because it offers no competitive advantage. It would no longer build Wipro–branded desktops, laptops, and servers, including the SuperGenuis line of PCs and NetPower servers. It would now look to beef up its footprint as a systems integrator and increase its focus on IT services. 

About the founder:

Azim Premji Foundation – Taking education to the masses Mr. Premji believes that education is the most important social institution to empower individuals and shape a better society. With this conviction, he started the Azim Premji foundation in 2001, with an ambitious aim to improve the Public Education System in India, beginning with Primary Schools. The Foundation develops ‘proof of concepts’ that have a potential for systemic change in India’s 1.3 million government-run schools. Mr. Premji believes that establishing effective operational and execution structures is more effective than committing or collecting money, which is why the Azim Premji Foundation works in collaboration with the government to improve the Public Schooling System. In 2009, the Foundation decided to scale up its work and deepen its support to the public schooling system by creating institutions at the district & state level to work on capacity development of teachers & other people in the public education system, and also on other related academic and managerial issues. The Foundation also includes a University in Bangalore (Azim Premji University), focused on education and related human development domains. To enable this strategy, Mr. Premji donated approximately $2 billion of the total stock of Wipro Limited out of my personal holdings to create an Endowment of the Foundation in December 2010. Azim Premji Foundation has an evolving and holistic vision for impacting quality of education, which includes working in teacher education, education management, examination reforms, education technology, and curricular reform. It has shaped its goals and approaches to educational reform by listening to various stakeholders, including parents and students, who are direct recipients of educational service. For example, initially, the Foundation was not focused on education management. However,a research conducted by the Foundation showed the importance of school leaders in impacting the quality of school, which led it to its focus on education management. Today, the Foundation believes that focusing on India’s 1.3 million school leaders will deliver the biggest impact in creating quality schools and this thinking has led to the Foundation focusing on higher education.The goal of Azim Premji University is to develop future leaders in education and development, who can contribute to positive social change in India. University offers 2 years Masters program in Education, Leadership &

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Management, Curriculum & Pedagogy and Development.

The Foundation has had the following successes as of 2010:

Attendance & Retention:

• Sustained higher school completion rates as illustrated in over 90% children in Learning Guarantee Schools.

Learning Levels:

• 33% improvement in language learning for 56,000 children in Accelerated Learning Program.

• 10 % overall improvement in 6,500 schools (0.7 M children) in 5 states over 2 years.

Systemic Change:

• Karnataka wide school quality assessment organization instituted.

• Examination system for classes 1 to 8 changed across Uttarakhand.

• Development of children’s workbooks for all 78,000 schools of Rajasthan and adapted by Haryana for their Government schools

The Foundation values partnerships and works with state governments from the inception of projects through the implementation, and collaborates with other organizations that are already successful in the kind of work the Foundation seeks to do. The Foundation currently has 800 people spread across the country, most in rural India to help contribute to the improvement of quality and equity of school education and plans to scale up to 4,000-5,000 people over the next 5 years

Different divisions of the company:

Wipro Technologies – Wipro Technologies is the global IT services business division of Wipro Limited. With over 20 offices around the world, Wipro Technologies is the No.1 provider of integrated business, technology and process solutions on a global delivery platform.

Wipro Infotech– Wipro Infotech is the leading strategic IT partner for companies across India, the Middle East and Asia–Pacific – offering integrated IT solutions. We plan, deploy, sustain and maintain your IT lifecycle through our total outsourcing, consulting services, business solutions and professional services.

Wipro Consumer Care and Lighting– Wipro Consumer Care and Lighting, a business unit of Wipro Limited, has a profitable presence in the branded retail market of toilet soaps, hair care soaps, baby care products and lighting products. It is also a leader in institutional lighting in

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specified segments like software, pharma and retail.

Wipro Infrastructure Engineering – Wipro Infrastructure Engineering was Wipro Limited’s first diversification in 1975, which addressed the hydraulic equipment requirements of mobile original equipment manufacturers in India. Over the past 25 years, the Wipro Infrastructure Engineering business unit has become a leader in the Hydraulic Cylinders and Truck Tipping Systems markets in India, and intends growing its business to serve the global manufacturing requirements of Hydraulic Cylinders and Truck Tippers.

Wipro GE Medical Systems – Wipro GE Medical Systems is a joint venture between

Wipro and General Electric Company. As a part of GE Medical Systems South Asia, it caters to

customer and patient needs with a commitment to uncompromising quality. Wipro GE is India’s

largest exporter of medical systems, with unmatched distribution and service reach in South

Asia.

Wipro GE pioneered the manufacture of Ultrasound and Computed Tomography systems in India and is a supplier for all GE Medical Systems products and services in South Asia.

Products and services offered by the company:

Wipro was having its presence across various verticals viz;(it decided to shut its hardware business in 2013)

Wipro Personal Computing Products   Enterprise Products Software Products and Licences

Services offered by the company:

System Integration Managed Services Total Outsourcing Application Development and Portals  Business Transformation Services Security Governance Data Warehousing and Biz Intelligence Availability Services

Milestones  

2012:                                                                                                                  

Wipro – Australia–based MMG Selects Wipro as Strategic Partner

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           Wipro – Wipro Acquires L.D.Waxson with Skincare brands Bio–essence & Ginvera           Wipro Tech joins Car Connectivity Consortium (CCC) to develop smartphone–based connected–car solutions           Wipro Technologies, Oracle joined hands to offer next gen Oracle Fusion HCM solution

           Wipro Infotech, the India and Middle East, IT Business unit of Wipro launched the e.go aero range of ultraportable notebooks

           Wipro Wins NASSCOM Corporate Award for Excellence in Diversity and Inclusion 2012

2011: Inaugurated its first rural BPO at Manjakkudi village in Tamil Nadu to capitalize on literate talent pool available in the region.

2011: Wipro has signed an agreement to acquire majority stake of Brazil based hydraulic cylinder manufacturer R.K.M. EQUIPAMENTOS HIDRAULICOS.

2010: Wipro Infotech –– the India, Middle East and Africa, IT Business of Wipro––has been awarded a 5–year IT outsourcing contract by Vasan Eye Care – one of India's largest network of eye care centers and a unit of Vasan Healthcare Group.

2010: Wipro Technologies, the global IT services business division of Wipro, has jointly with Citrix Systems entered into an agreement with Microsoft.

2008: Launch of Wipro Egypt Development Center 2008: Launch of Wipro GSMC in Kuala Laumpur 2007: Wipro Arabia Joint Venture found 2006: Acquisition of 3D networks 2006: Launch of GSMC– Global Service Management Centre for remote service delivery 2004: Start of Total Outsourcing business 2002: Start of Consulting business unit 2001: Launch of Wipro Infotech Middle East & Asia–Pacific operations 1998: Mission Quality journey started with focus on Six Sigma 2000: Wipro Listed on NYSE 1998: Re–launch of Wipro branded PC 1995: Wipro–BT joint venture started 1995: Joint Venture with Acer started 1995: Partnership with Cisco announced 1995: Offshoring services started 1992: Launch of global R&D services 1990: Launch of global software services business 1988: Partnership with Sun Microsystems announced 1986: Manufacturing tie–up with Epson for printers 1986: Start of Wipro PC manufacturing (with India's first surface mounted technology) 1984: Start of Wipro Systems – focus on software products (Wipro branded as well as

distribution business)

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1981: Manufacture of mini computers started at the Mysore factory 1980: Birth of IT business under banner of Wipro Information Technology Ltd. focused

on hardware manufacturing and R&D 1945: Manufacturing of edible oils

Achievements/ recognition:

In 2014 Wipro Rated as a 'High Performer' in HfS Blueprint Report on Insurance BPO Wipro Recognized as a Best in Class Outsourcing and Consulting Service Provider for

2014 by Consumer Goods Technology Readers  

Best Websphere Partner Award. Authorized EMC Signature Partner in South Asia. Best TSG Partner of HP. Best System Integrator award 2007–08.  Best Technology Partner for the Year.  Network Integrator of the Year 2008.  SAP Pinnacle Award 2008.  Golden Peacock Innovation Management Award 2007. Riverbed Partner of the year 2007 award. National Partner of the Year 2007 Award from Microsoft. Wipro wins FIVE awards from CISCO. India's first ever Microsoft Platinum Partner Award. Wipro 3D Networks once again emerged as the most formidable partner for Nortel in FY

2006 bagging all the highest awards in significant categories – Sales, pre sales & post sales

Partner of the Year award:––Over Drive Excellence of the Year award –Sales Champion of the Year award  –Pre–Sales Champion of the Year award –Customer Champion of the Year award

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3.3 MOTIVATION PHILOSOPHY IN WIPRO INFORMATION TECHNOLOGY Ltd.

WIPRO INFORMATION TECHNOLOGY Ltd recognizes that employees are the

most important resource of any organization. In the modern world, the human factor alone can

provide a competitive edge to any organization. As one author remarks – “Some of the best

assets walk into and outside the organization everyday”.

All HRD efforts are based on the fundamental concept that “Human-beings infinite

potential for growth and development that can be converted into performance by investment of

time and effort by management at all levels”. In WIPRO INFORMATION TECHNOLOGY

LIMITED “Human Resource Management is identified as a key area providing the cutting

edge to the organization in its endeavor towards competitive excellence. The HRD philosophy

of the organization is based on “continuous efforts to enhance the knowledge develop skills and

reorient attitude of employees to keep pace with the changing environment”. An attempt is made

to align HD programs with the basic business strategy.

3.4 TRAINING OBJECTIVES OF WIPRO INFORMATION TECHNOLOGYLIMITED :

Objectives crystallize the fundamental principles enunciated in the mission and policy

statement. To operational the policy mission and statement, the following are the objectives of

WIPRO INFORMATION TECHNOLOGY LIMITED of different training programs.

1. To ensure that adequate time and efforts are invested at all levels of management towards people management.

2. To instill in all employees a feeling of pride and belong with an intention to increase

organizational loyalty.

3. To design specific programs with special focus on equipping the employees to meet the

emerging challenges and opportunities.

4. To help employees improve their core competency that has direct impact on their performance and productivity.

5. To inculcate in the employee, the need for observing sound organization principles in

order to ensure healthy organization practices.

A study of the fundamental mission and philosophy of WIPRO INFORMATION

TECHNOLOGY LIMITED brings out to our notice the fundamental assumptions behind all

HRD attempts at SYNDICATE BANK

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A high level of confidence in capacity and integrity of all employees.

Recognition by the management of need for the integration of the objectives of the

organization and the needs of the individual employees.

The need to recognize the fact that HRD attempts must be incorporated into the basic

business policies and practices.

The conscious attempt to make every individual feel that he is a part of a team, which has

a specific objective.

The need to ensure that training is a proactive process, which must be designed taking

into consideration future changes in the environment, the business, and the competition

and customer expectations.

The need to constantly update job specific skills among employees to make them more

efficient and effective in discharging their duties.

To aim at attitudinal changes required making the employee more conscious of his role as

a representative of the organization.

To provide avenues for the growth and development of the individual through

actualization of inherent potentialities.

3.4.1 TRAINING PERIOD

The duration of training varies with skill to be acquired, the complexity of the subject, a

trainee’s aptitude and ability to understand, and the training media used.

Generally, a training period should not be unduly long: if it is, trainees may feel bore

uninterested. The ideal session should not go beyond 2 to 3 hours at stretch, with a break in

between 2 sessions. It convenient employees may be trained for a week or a fortnight for an

hour or two, every day after work hours.

The training period may extend from 3 weeks to 5 months even more, depending upon

job requirements.

The physical locations of the programs should be in pleasant surrounding away from the

noise and tension of the work place.

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3.4.2 IMPLEMENTATION OF TRAINING

Once the training programs have been designed, it needs to be implemented.

Implementation is beset with certain problems. Firstly, most managers are action oriented and

frequently say no to training efforts. Secondly, there is problem of location suitable trainers

within an organization. Any training program implementation involves action on the following:

Deciding the location and organizing training and other facilities.

Scheduling the training program.

Conducting the program

Monitoring the progress of trainees.

3.5 TRAINING EVALUATION

Objectives of training evaluation is to determine the ability of the participant in the

training program to perform jobs for which they were trained, the specific nature of training

deficiencies, whether the trainees required any additional on the job training and the extent of

training not needed for the participants to meet job requirements.

3.5.1 PRINCIPALS OF EVALUATIONS

Evaluation specialist must be clear about the goals and purposes of evaluation.

Evaluation must be continuous.

Evaluation must be specific.

Evaluation must be provide the means and focus for trainers to be able to appraise

themselves, their practices, and their products.

It is mainly based on objective methods.

TRAINING EFFECTIVENESS

Training effectiveness is the degree to which trainees are able to learn and apply the

knowledge and skills acquired in the training program. It depends to the attitudes, interests,

values, and expectations of the trainees and the training environment. A training programr is

likely to be more effective when the trainees want to learn, are involved in their jobs, have career

strategies. Contents of a training program, and the ability and motivation of trainers also

determine training effectiveness.

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3.5.2 METHODS OF EVALUATION

Several methods can be employed to collect data on the outcomes of training. Some of

these are:

1. The opinions and judgments of trainers, superiors, and peers.

2. Asking the trainers to fill up evaluation forms.

3. Using a questionnaire to know the reactions of trainees,

4. Giving oral and written tests to trainees to ascertain how far they have learnt,

5. Arranging structured interviews with the trainees,

6. Comparing trainee’s performance on the job before and after training.

7. Studying profiles and career development charts of trainees,

8. Measuring levels of productivity, wages, costs, absenteeism’s and employee turnover

after training.

9. Trainees comments and reactions during the training period, and Cost benefit analysis of

training program.

3.6 FEEDBACK

After the evaluation, the situation should be analyzed to identify the possible causes for

difference between the expected outcomes and the actual outcomes. The precautions should be

taken in designing and implementing future training program so as to avoid these causes. The

outcomes of training program should justify the time, money, and efforts invested by the

organization in training. Information collected during evaluation should be provided to the

trainees and the trainers as well as to others concerned with the designing and implementation of

training programs. Follow-up action is required to ensure implementation of evaluation report at

every stage.

3.7 ORGANISATION DEVELOPMENT:

Change in organizations is a social process, and not merely an analytical one. The field of

Organization Development (OD) has evolved a number of approaches to create organic

conditions that lead to employee participation in decisions and freedom to initiate ideas to

improve organizational processes. Thus OD is a systematic process to planned change. It

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involves following four stages:

Diagnosis : Establishing the current situation in the organization.

Unfreezing : Getting people ready to accept change.

Intervention : Introducing change

Freezing : Making sure that change sustains for a long period of time.

A variety of OD methods have been developed for facilitating change through using these

stages in India

1. Action Research: Action Research involves systematically collecting data on relevant

problems, analyzing and feeding the data back to the organization, and helping the

organization to take action to address the problems. It attempts to tap the capabilities of the

employees with the dual purpose of contributing to successful change efforts as well as fulfil

employee needs for greater involvement. The approach seeks to empower the concerned

organizational members so that they may become self-reflective practitioners rather than

mere spectators in the process of organizational change. When people become self-reflective

practitioners, not only would meaningful solutions emerge, but more important, they will

develop the abilities to diagnose and solve future problems.

2. Process Consultation: Process consultation is an OD method that helps managers and

employees improve the processes that are used in organizations. The processes include:

communication, conflict resolution, decision making, group interaction, and leadership. One

of the distinct features of the process consultation approach is that an external or internal

consultant is used. The consultant helps the employees to help themselves. For instance, in

team building activity, a work team is brought together to discuss conflicts, goals, processes

of communication and decision-making, creativity and leadership. The team then plans to

overcome problems and improve results. Schein (1969) who has pioneered the process

consultation approach has identified four types of interventions that process consultants often

employ in working with groups.

(a) Agenda-setting interventions are aimed at making the group aware of the internal

processes by which it makes decisions and solves problems.

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(b) Date feedback interventions diagnose the interpersonal processes in a group, and give

feedback to enable group members to improve processes.

(c) Counseling is required during or after a feedback session to ensure that behaviours

are suitably modified.

(d) Structural interventions involve suggestions on how work should be allocated,

committees organized, or group norms enforced.

3. Training workshops and conferences: Training has become an important OD tool in the

change process. Training programs are used not only to generate ideas, develop

collaboration among employees, enhance skill, but also for the development of new roles,

systems, procedures, and work methods. Top management’s involvement in training

programs provides the context for defining a clear framework of the company strategy.

Training workshops and conferences represent an important first step in the organizational

change process as they have the potential to achieve the following objectives:

(a) Raise the consciousness of participants.

(b) Bring awareness of the gaps between reality and ideals.

(c) Provide a common platform to articulate shared and difficulties.

(d) Generate ideas for change.

(e) Create greater awareness of change.

Training must be followed up with appropriate management actions and initiatives to

make the desired change in reality.

IDENITIFYING TRAINING NEEDS

All training activities must be related to the specific needs of the organization the needs

and the individual employees. A training program should be launched only after the training

needs are assessed clearly and specifically. The effectiveness of a training program can be

judged only with the help of training needs the gap between the existing and required levels of

knowledge, skills, and performance and should be specified. The problem areas that can be

resolved through training should also be identified.

Training needs can be identified through the following types of analysis

Organizational Analysis

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It involves a study of the entire organization. In terms of its objectives, it is resources,

resource allocation and utilization, growth potential and its environment. Its purpose it to

determine where training emphasis should be placed within the organization. Organizational

analysis consists of the following elements:

Analysis of objectives

Resource Utilization Analysis

Organization analysis

Environmental Scanning

Task or Role Analysis

It is a systematic and detailed analyses of jobs to identify job contents, the knowledge,

skills, and aptitudes required and work behavior.

Manpower Analysis

In the analysis the persons to be trained and the changes required in the knowledge, skills

and aptitudes of an employee are determined. Training can be relevant and viable if the three

types of analysis given above are carried on continuously more over this analysis should be

integrated in a carefully designed and executed program.

Training Objectives:

Generally line manager ask the personnel manager to formulate the training policies. The

personnel Manager formulate the following training objectives in keeping with company’s goals

and objective:

a. To prepare the employee both new and old to meet their present as well as the changing

requirements of the job and the organization.

b. To prevent obsolescence.

c. To prepare employees for higher-level tasks.

d. To assist employees function more effectively in there present positions by exposing

them to the latest concepts, information, and techniques and developing the skills they

will need in their particular fields.

e. To built up a second line of competent officers and prepare them to occupy more

responsible positions.

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f. To develop the potentialities of people for the next level job.

g. To ensure smooth and efficient working of a department.

h. To ensure economical; output of required quality.

i. To promote individual and collective morale, a sense of responsibility, cooperative

attitudes and good relationships.

Designing a Training Program

In order to achieve the training objectives, an appropriate training policy is necessary. A

training policy represents the commitment of top management to employee training. It consists

to rules and procedures concerning training. A training policy is required:

a. To indicate the company’s intention to develop its employees

b. To guide the design and implementation of training programs

c. To identify the critical areas where training is to be given on a priority basis

d. To provide appropriate opportunities to employees for their own betterment.

A sound training policy clearly defines the following issues:

i) The results expected to be achieved through training

ii) The responsibility for the training function

iii) The priorities for training

iv) The type of training required

v) The time and place of training.

vi) The payments to be made to employees during the training period.

vii) The outside agencies to be associated with the training.

viii) Relationship of training to the company’s labor policy.

Training Methods and Techniques

The methods employed for training of operatives may be described as under

On-the-job Training

In this method, the trainee is placed on a regular job and taught the skills necessary to

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perform it. The trainee learns under the guidance and supervision of 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,

committee assignments, etc. A popular form of the job training is Job Instruction Training

(JIT) or step-by-step learning. It is widely used in the United States to prepare IInd class

employees. It is appropriate for acquisition or improvement of motor skills and routine and

repetitive operations. The JIT involves the following steps:

Preparing the trainee for instruction. This involves putting the trainee at ease, securing

his interest and attention, stressing the importance of the job, etc.

Presenting the job operations or instructions in terms of what the trainee is required to do.

The trainee is put at work site and each step of the job is explained to him clearly.

Applying and trying out the instructions to judge how far the trainee has understood the

instructions.

Following up the training to identify and correct the deficiencies, if any.

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.

Vestibule Training

In this method, a training center called vestibule is set up and actual job conditions are

duplicated or simulated in it. Expert trainers are employed to provide training with the help of

equipment and machines, which are identical with those in used at the workplace.

Apprenticeship Training

In this method, theoretical instruction and practical learning are provided to trainees in

training institutes. In India, the government has established Industrial Training Institutions (ITI)

for the purpose. Under the Apprenticeship Act 1962 employers in specified industries are

required to train the prescribed number of persons in ‘designated trade’. The aim is to develop

all-round craftsmen. Generally, a stipend is paid during the training period. Thus, it is an “earn

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when you learn” scheme.

Classroom Training

Under this method, training is provided in company classrooms or in educational

institutions. Lectures, case studies, group discussions, and audio visual aids are used to explain

knowledge and skills to the trainees. Classroom training is suitable for teaching concepts and

programs. Some companies maintain their own training institutes or schools. Special training

courses are designed e.g., management course for foremen, computer course for typists, etc.,

Courses in retraining and upgrading may also be conducted. Small firms depend on outside

schools and courses.

Internship Training

It is a joint program of training in which educational institutions and business firms

cooperate. Selected candidate’s carry on regular studies for the prescribed period. They also

work in some factory or office to acquire practical knowledge and skills. This method helps to

provide a good balance between theory and practice. However, it involves a long time due to

slow process. This method of training is used in professional work e.g. MBBS, CA, ICWA,

Company Secretaries, etc.

Assessment of Training Needs

Training needs are identified based on organizational analysis, job analysis, and man

analysis, Training program, training methods and course contents are to be planned based on

training needs.

Training needs = Job and Organizational requirement – Employee specifications

The following forms identify training needs

Organizational Analysis

This includes analysis of objectives, resource utilization, and environment scanning and

organization climate: Organizational strengths and weakness in different areas like accidents,

excessive scrap, marketing areas and production personnel, finance etc.

Departmental Analysis

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Department strength and weakness including special problems of the department or a

common problem of a group of employees like acquiring skills and knowledge in operating

computer by accounting personnel.

Job / Role Analysis

This includes study of jobs/roles, design of jobs due to changes, job enlargement, etc.

Manpower Analysis

Individual strengths and weaknesses in the areas of job knowledge, skills etc.

Ist class employee Development

Ist class employees are the most valuable assets of any organization. The manager is the

dynamic life-giving element in the organization. The success and growth of organization

depends on caliber and performance of the Ist class employees. It is essential to train and

develop Ist class employees who can succeed the managers of today.

Concept of Ist class employee Development:

Ist class employee Development or management development is a systematic process of

learning and growth by which managerial personnel gain and apply knowledge, skills, attitudes

and efficiently. Ist class employees learn conceptual, theoretical knowledge and managerial

skills in an organized through an educational process. The main aim of formal education for

manager is to increase his ability to learn from experience.

Ist class employee development consists of all the means by which Ist class employees

learn to improve their behavior and performance. It is designed to improve the effectiveness of

managers in their present jobs and to prepare them for higher job in future.

First class employee development is a planned and organized process of learning rather

than an accident or trial an error approach.

Ist class employee development is a long-term process, as managerial skills cannot be

developed overnight.

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Ist class employee development aims at preparing managers for better performance and

helping them to realize their full potential.

Ist class employee development is guided self-development.

Objectives of Ist class employee Development:

Any program of Ist class employee development aims at achieving the following ways

To improve the performance of managers at all levels in their present jobs.

To sustain good performance of managers throughout their careers by exploiting they

are full potential i.e., to prepare managers for higher jobs in future.

To prevent obsolescence of Ist class employees by exposing them to a latest contests

and techniques in their respective areas of specialization.

To replace elderly Ist class employees who have risen from the ranks by highly

competent and academically qualified professionals.

To provide opportunities to Ist class employees to fulfill there career aspirations.

To ensure that the managerial resource of the organization are utilized optimally.

Ist class employee Development Objectives at Three Levels of Authority:

i) Top Management

ii) Middle Line Management

iii) Middle Functional Ist class employees and Specialists

Top Management:

i) To improve through process and analytical ability in order to uncover and

examine problems and take decisions in the best interests of the country and

organization;

ii) To think trough problems which may confront the organization now or in the

future;

iii) To understand economic, technical and institutional forces in order to solve

business problem: and

iv) To acquire knowledge about the problems of human relation.

Middle Line Management:

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i) To establish a clear picture of Ist class employee functions and responsibilities;

ii) To bring about an awareness of the board aspects of management problem:

iii) To develop the ability to analyses problems and to take appropriate action;

iv) To develop familiarity with the managerial uses of financial accounting,

psychology, business law and business statistics;

v) To inculcate knowledge of human motivation and human relationships; and

vi) To develop responsible leadership.

Middle Functional Ist class employees and Specialists

i) To increase knowledge of business function and operations in specific fields in

marketing production, finance, personnel;

ii) To increase proficiency in management techniques such as work study, inventory

control, operations research.

iii) To understand and functions performed in the company

iv) To understand industrial relations problems and

v) To develop the ability to analyze problems in one’s area or functions.

Process of Ist class employee Development:

The Ist class employee development programs are as follows

i) Analysis of Development Needs

ii) Appraisal of present Managerial Talent

iii) Inventory of Ist class employee Manpower

iv) Planning Individual Development Programs.

v) Establish Motivation Programs

vi) Evaluating Development Programs.

Analysis of Development Needs:

First of all the present and future development needs of the organization are ascertained.

It is necessary to determine how many and what type of Ist class employee are required to meet

the present and future needs of the enterprise. This calls for organizational planning. Then job

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descriptions and specifications are prepared for all Ist class employee positions to know the type

of knowledge, skills, training and experience required for each position.

Appraisal of present Managerial Talent:

A qualitative assessment of the existing Ist class employees is made to determine the type

of Ist class employee talent available within the organization. The performance of every Ist class

employee is compared with the standard expected of him.

Inventory of Ist class employee Manpower:

This inventory is prepared to obtain complete information about each Ist class employee.

Data on the age, education, experience, health, test results, and performance appraisal result is

collected. This information is maintained on cards or replacement tables, one for each Ist class

employee.

Planning Individual Development Programs:

Each one of us has a unique set of physical, intellectual, and emotional characteristic.

Therefore development plan should be tailor made for each individual. Such programrs of

development should give due attention to the interests and goals of the subordinates as well as to

the Motivation opportunities existing in the organization.

Establishing Motivation Programs:

The human resource department prepares comprehensive and well-conceived programs.

The department identifies developing needs and may launch specific courses in fields of

leadership, decision making etc.

Evaluating development Programs:

Considerable money, time, and efforts are spent on Ist class employee development

programs. It is therefore; natural to find out to what extent the program objectives have been

achieved. Observation of the trainee’s behavior, rating of the training elements, opinion surveys,

interview, tests, and changes in productivity, quality, cost etc., can be used to evaluate

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development programs.

Methods and Techniques of Ist class employee Development:

It is of two types

i) one-the-job Techniques

ii) off-the-job Techniques

On-the-job Techniques:

It is divided into some groups.

Coaching:

In this method, the superior guides and instruct the trainee as a coach. The coach or

counselor sets mutually agreed upon goals, suggest how to achieve these goals, periodically

reviews the trainee’s progress and suggests changes required in behavior and performance.

Understudy:

An understudy is a person selected and being trained as the apparent to assume at a future

time the full duties and responsibilities of the position presently held by his superior. In this way

a fully trained person becomes available to replace a manager during his long absence or illness,

on this retirement, transfer, promotion, or death.

Position Rotation:

It involves movement or transfer of Ist class employees from one position or job to

another on some planned basis. Position rotation is also called job rotation. The aim is to

broaden the knowledge, skills, and outlook of Ist class employees. Job rotation or position

rotation is often designed for junior Ist class employees. It may continue for a period ranging

from six months to two years.

Project Assignment:

Under this method a number of trainee Ist class employees are put together to work on a

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project directly related to their functional area. The group called project team or task force will

study the problem and find appropriate solution. This is a flexible training device due to

temporary nature of assignments.

Committee Assignment:

A permanent committee consisting of trainee Ist class employees is constituted. All the

trainees participate in the deliberations of the committee. Trough discussion in committee

meeting they are acquainted with different viewpoints and alternative methods of problem

solving. They also learn interpersonal skills.

Multiple Management:

Under it, a junior board of young Ist class employees is constituted. Major problems are

analyzed in the junior board, which makes recommendations to the Board of Directors. The

young Ist class employees learn decision making skills and the Board of Directors received

considerable exposure to problems and issues.

Selective Reading

Managing has become a specialized job requiring a close touch with the latest

developments in their field. By reading selected professional books and journals, mangers can

keep in touch with the latest research finding, theories, and techniques in management.

Lectures

These are formally organized talk by an instructor on specific topics. Lecture is essential

when technical or special information of a complex nature is to be provided. These can be

supplemented by discussions, case studies, demonstrations, audio visual aids, and film shows.

Lecture method is a simple way of imparting knowledge to a large number of persons within a

short time.

Lecture method can be made effective in the following ways:

i) A lecture should be well planned as to its purpose and contents

ii) The lecturer should be competent and a good speaker

iii) The lecture should not be for more than an hour.

iv) The lecture should be made interesting through leading questions, guided

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discussions, and audio visual aids.

Group Discussions

It is a variant of the lecture method. Under it, paper is prepared and presented by one or

more trainees on the selected topic. This followed by a critical discussion. The chairman of the

discussion or seminar summarizes the contents of the paper and the discussion with the related

topics.

Case Study Method

Under this method, a real or hypothetical business problem or situation demanding

solution is presented in writing to the trainees. They are required to identify and analyse the

problem, suggest and evaluate alternative courses of action and choose the most appropriate

solution.

Conference Method

A conference is a meeting of several people to discuss the subject of common interest.

However, contribution from members can be expected as each one builds upon ideas of other

participants. This method is best suited when a problem has to be analyzed and examined from

different viewpoints. The success of the conference depends on the conference leader.

Human Resource Management

Introduction to HRM

Every organization irrespective of its nature and size has four resources namely men,

material, and machinery. Of these men I. e., people are the most vital resources and they only

make all the differences in an organization. In this connection L.F. Urwick says that “Business

houses are made? broken in the long –run note by the markets or capital, patents, or equipments,

but by men”. Peter F. ducker says that, “man, of all the resources available to name can grow and

develop”. This gives geneses to the concept of HRM, the sub –system. HR is the central sub-

system of an organization. As the central sub- system, it controls the functions of each sub –

system and the whole organization.

Concept

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Human resource management is concerned with the human beings in an organization.

It reflects a now philosophy, a new outlook, approached and strategy, which views an

organization’s manpower as its resources and assets.

Human resource management is a managerial function which facilitates the effective

utilization of people (manpower) in achieving the organizational and individual goals.

Simply, HRM is a management function that helps the managers to recruit, select, train

and develop the organizational members for the purpose of achieving the stated organizational

goals.

In the present scenario, HRM is used as a synonym to personnel management and the

personnel department is called as hr department.

Definition

HRM is defined as follows,

“The part of management which is concerned with the people at work and with their

relationship within an enterprise. It aims to bring together and develop into and effective

organization of the men and women who make up an enterprise and having regard for the well-

being of the individuals and of working groups, to enable them to make there best contribution to

its success”

-National institute of personnel management, India.

“Human resource management is a series of decisions that affect the

relationship between employees and employers; it affects many constituencies and is intended to

influence the effectiveness of employees and employers”.

- Milkovich l boudreau.

Scope of HRM

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HRM has a very vast and wide scope. It is concerned with activities starting from manpower

planning till the employee leaving the organization. Accordingly, the scope of HRM includes

procurement, development, maintenance and control of the personnel in the organization

The labor as personnel aspect:

If is concerned with manpower planning , recruitment , selection, placement, induction,

transfer , promotion , demotion, terminating, traning and development , lay off and retrenchment,

wage and salary administration , incentives, productivity etc.

1. The welfare aspect:

It deals with working conditions and amenities such as canteens, crèches,

restrooms ,lunch rooms, housing, transport, medical assistance, education, health and safety ,

recreation , washing facilities , cultural facilities etc.

2. The industrial relations aspect

This is concerned with union-management relations, joint consultation,

negotiation, collective bargaining, grievance handling, disciplinary action, settlement machinery

for industrial disputes etc.

HRM includes the following activities under its purview .

Human resource planning

Recruitment, selection, and placement

Orientation, training and development

Job analysis and design

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Role analysis and role development

Career planning and communication

Performance appraisal

Human relation

Safety and health

Wage and salary administration

Compensation and reward

Grievance redressed

Quality of work life and employee welfare

Organizational change and development

Industrial relation

Objectives of HRM

The objectives of HRM are taken from the basic objectives of the organization. For achieving

the organizational goals, it is necessary to employ right people for a right job. The primary

objectives of HRM are to provide right, competent and willing workforce to an organization. For

attaining its primary objective HRM frames the following objectives.

1. To guide the organization in attaining its goals by providing well-trained and competent

personnel.

2. To effectively utilize the available human resources according to the requirements i.e., to

employ the knowledge and skills of the employees in attaining organizational goal.

3. To develop and maintain motivating. Productive and self- respecting working

relationship among all the organizational members.

4. To develop the individuals up to a maximum extent by providing thim the necessary

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training and advancement.

5. To develop and maintain high moral and cordial relations within the organization.

6. To help to develop and maintain ethical policies and behavior inside and outside the

organization.

7. To manage the change for the advantage of individuals. Groups, the organization and the

society.

8. To recognize and satisfy the individual needs and group goals by providing monetary.

Need for training

Need for training arises to

1. Improve performance

2. Improve productivity

3. Improve quality of product/service

4. Improve organizational climate

5. Improve health and safety

6. Reduce resistance to change

IMPORTANCE OF TRAINING:

The importance of human resources management to a large extent depends on human

resources development. H.R.D. is nothing but training of employees and training as its most

important technique. No organization can get a candidate who exactly suits with the job and the

originations requirements. Hence, training becomes necessary is important to develop the

employee and make him suitable the job. Training works towards value additions to the

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company through HRD.

Job and organizational requirements are not static rather they are changed dynamic.

From time to time in view of the technological advancement and charge in the awareness of the

total quality and productivity management (TQPM). The objectives of the TQPM can be

achieved only through training, which helps to develop human skills and efficiency. Training

employees would be a valuable asset to an organization.

Organizational efficiency, productivity, progress and development to a greater extent

depend up on training. If the required training is a not provided. It leads to performance, failure

of the employees. Organizational objectives like viability, stability and growth can also be

achieved by providing through training. Training is important, as it constitutes a significant part

of management control.

The training enhances four ‘C’s for the organization viz.

Competence

Commitment

Creativity

Contribution

BENEFITS OF TRAINING:

How training Benefits the Organization: -

Leads to improved profitability and or more positive attitudes towards profits,

organization.

Improves the job knowledge and skill at all levels of the organization.

Improves the morale of the workforce.

Helps people identify with organizational goals.

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Fosters authority, openness and trust.

Improves the relationship between Bosses and subordinates.

Aids in organizational development.

Learns from the trainee.

Helps prepare guidelines for the weak aids in understanding and carrying out

organizational policies.

Provides information for future needs in all areas of the organization.

Organization gets more affective in decision-making and problem solving.

Aids on developing leadership skills motivating loyalty, better attitudes and other aspects

that successful workers and managers usually display.

Helps keep costs down in many areas, e.g. production, personnel, administration etc.,

Develops a sense of responsibility to the organization for being competent and

knowledgeable.

Improves labor management relations.

Reduces outside consulting costs by utilizing competent internal consulting.

Stimulates preventive management as opposed to putting out fires.

Eliminates sub-optional behavior (such as hiding tools).

Creates and appropriate climate for growth and communication.

Helps employees adjust o change.

Aids in handling conflict, thereby helping to prevent stress and tension.

Benefits to the individual, which to turn ultimately should benefit the organization:

Helps the individual in making better decisions and effective problem solving.

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Though training and development, motivation variables of recognition achievement,

growth, responsibility and advancement are international and operationalized.

Aids in encouraging and achieving self-development and self-confidence.

Helps a person handle stress, tension, frustration and conflict.

Provides information for improving leadership knowledge, communication skills and

attitudes.

Increase job satisfaction and recognition.

Moves a person towards personal goals, while improving interactive skills.

Satisfies personal needs of the trainee (and trainee)

Provided and the trainee an avenue for growth and say in his/her own future.

Develops a sense of growth in learning.

Helps a person develops speaking and listening skills also writing skills when exercised

required.

Helps eliminate fear in attempting new skills.

Benefits in personnel and human relations, Intra and Inter-Group Relations and policy implementation:

Improves communication between groups and individuals.

Aids in orientation for new employees and those taking new jobs through.

Transfer for promotion.

Provides information on equal opportunity and affirmative action.

Provides information on other governmental laws and administrative policies.

Improves inter-personal skills.

Makes organizations policies, rules, and regulations viable.

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Improves morale.

Builds cohesiveness in groups.

Provides a good climate for learning, growth and co-ordination.

Makes the organization a better place to work and live.

Need for Training:

The need for training arises due to the following reasons:

To march the Employee specifications with the job requirements and organizational

needs. Management finds deviations between employee present specifications and the job

requirements and organizational needs. Training is needed to fill these gaps by developing and

making the employee’s skills knowledge, attitude, behavior etc., to the turn of the job

requirement and organization.

Organizational variability and the transformation process:

The primary goal of the organization is that their viability is continuously influenced by

environments pressure, if the organization does not adapt itself to the change.

Technological Advances:

Every organization in order to survive ad to be effective should adopt the latest

technology, i.e. mechanization, computerization and automation. Adoption of latest

technological means and methods will not be complete o enrich tem in the areas of changing

technical skills and knowledge from time to time.

Organizational Complexity

With the emergence of increased mechanism and automation manufacturing of multiple

products and by-products or dealing in services of diversified lines, extension of operations, to

various regions of the country or in overseas countries, organizations of most of he companies

42

has become complex. They create the complex problems of co-ordination and integration of

activities adaptable to the expanding and diversifying situations. This situation calls for training

in the skills of co-ordination, integration and adaptability to the requirements of growth,

diversification and expansion.

Human Relations:

Trends in approach towards personnel managers has changed form the commodity

approach to partnership, crossing the human relations approach. So today management of most

of the organization has to maintain human relations besides maintaining sound industrial

relations although hitherto the managers are not accustomed to deal with the workers

accordingly. So training in human relations is necessary to deal with the human problems

including alienation interpersonal and inter group conflicts etc.

Changes in Job assignment:

Training is also necessary when the existing employee is promoted to the higher level in

the organization and when there is some new job or occupation due to transfer. Training is also

necessary to equip old employees with the advanced disciplines, techniques or technology.

The need for the training also arises to:

Increase Productivity

Improve quality of the product/Service

Help a company to fulfill its future personnel needs.

Improve organizational climate.

Prevent obsolescence

Effect personal growth

Minimize the resistance to change and

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To act as mentor

Training objectives:

The personnel manager formulates the following objectives in keeping with the company’s

goals and objectives.

To prevent obsolescence.

To impart new entrants the basic knowledge and skill they neeed got an intelligent

performance of definite job.

To prepare employees for higher level tasks.

To assist employees to function mote effectively inherit present positions by exposing

them to the latest concepts, information and techniques and developing the skills they

will need in theist particulate fields.

To build up a second line of competent officers and prepare them to occupy more

responsible positions.

To develop the potentialities of people for the next level job.

To ensure smooth and efficient working of department.

To ensure economical output of required quality.

To promote individual and collective morale, a sense of responsibility co-operative

attitude and good relationships.

ASSESSMENT OF TRAINING NEEDS

Training needs are identified on the basis of organizational analysis, job, analysis and

man analysis. Training program, training methods and course content are to be planned on

44

the basis of training needs. Training needs are those aspects necessary to perform the job in

an organization in which employee is lacking attitude/aptitude, knowledge and skills.

Training needs = job and organizational requirement- employee specification.

a) Training needs can identify through identifying.

Organizational needs based on

1. Organizational strength and weakness in different areas.

2. Back drop of organizational objectives and strategies.

b) Works needs based on

1. Jobs to be performed after training.

2. Information about details of working of different jobs.

3. Setting standards of performance of various jobs.

4. Examining of existing methodologies of doing the job to meet the set standards.

c) Human resource analysis based on

1. Individual employee, his abilities, his skills, his knowledge and attitude.

2. Inputs required for job performance.

3. Individual growth and development in terms of career planning.

ASSESEMENT METHODS:

The following are some of the methods use to assess the training needs.

Organizational requirements/weaknesses.

Departmental requirements/weaknesses.

Job specifications and employee specifications.

Identifying specific problems.

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Anticipating future problems.

Managements requests observations

Interview

Group conferences

Questionnaire surveys

Test or examinations

Performance appraisal.

Principles of training:

A number of principles have been evolved over the years, which can be

followed as guidelines by the trainees. These are essential in order to promote efficient learning,

long –term retention, application of skill s and knowledge learned in training to the actual job

situation. Some of them are,

a) Motivation

b) Progress information

c) Reinforcement

d) Practice

e) Full vs. part

f) Individual difference

Areas of training

Organization provides training to their employees in the following areas.

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a) Company policies and procedure

b) Specific skills

c) Human relations

d) Problem solving

e) Managerial and supervisory skills

f) Apprentice training

Training methods:

On-the-job methods Off-the-job methods

1) Job rotation Vestibule training

2) Coaching Role playing

3) Job instruction Lecture methods

4) Step by step training Conferences or discussions

5) Committee assignments Programmed instruction

ON-THE JOB TRIANING METHOD

This type of training, also known as objective instruction, training, is the most commonly

used method. Under this method, the individual is placed on a regular job and taught the skills

necessary to perform the job. The trainee learns under the supervision and guidance of a

qualified worker instructor. On-the-job training has advantage of giving first hand knowledge

and experience under actual working conditions. While the trainee learns how to perform the job,

he is also a regulars worker rendering the serve for which his paid. The problem of transfer of the

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trainee is also minimized as the person learns on the job. The emphasis is placed on rendering the

services in the effective manner rather than learning. How to perform the job on-the-job training

method include job rotation, coaching, job instruction or stop by step training g and committee

assignments

a. Job rotation : This trainee involves the movement of trainee form one job to another. The

trainee receives job knowledge and gains experience from his supervisor or trainer in each of

the different job assignments. Though this method of trainings common in training managers

for general management position, trainees can also be rotated from hob to ob in workshop

jobs. This method gives an opportunity to the trainee to understand the problems of

employees of other jobs and respect them.

b. Coaching : The trainee is placed under a particular supervisor functions as a coach in training

the individual. The supervisor provides the feedback to the trainee on his performance and

offers his some suggestions for improvement. Often the trainee shares some of the duties and

responsibilities of the coach and relieves his of his burden. A limitation of this method of

training is that the trainee may not have the freedom or opportunity to ex press his own ideas.

c. Job instruction: This method is also known as step by step training. Under this method,

trainer explains the trainee the ways of doing the jobs , job knowledge and skills allows hid

to do the job. The trainee appraises the performance of the trainee, provides feedback and

corrects the trainee.

d. Committee assignments: Under the committee assignment, group of trainees are given an

asked to solve an organizational problem. The trainee solves the problem jointly. It develops

teamwork.

OFF-THE JOB METHOD:

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Under the method of training, the trainee is separated from the job situation and his attention

focused upon learning the material related to his future job performance. Since the trainee is not

distracted by job requirements, he and place his entire concentration on learning the job rather

than speeding in performing it.

There I seen opportunity for freedom expression for the trainee, the methods are as follows:

Vestibule training: in this method, actual work conditions are simulated in a classroom.

Materials, files and equipments those are used in actual job performance are also used in

training. This type of raining I commonly used for training personnel for clears and semi

skilled jobs. The duration of this training ranges from days to a few weeks theory can be

related to practice in this method.

Role playing: it I s defined as human interaction that involves realistic behavior in

imaginary situations. This method of training involves action, doing and proactive. The

participant play the role of certain characters, such as production manager, mechanical

engineer, maintenance engineer, superintendents, quality control inspectors, foremen.

Workers and the like. The method I mostly used to develop interpersonal interactions and

effectively ion.

Lecture method: the lecture is a traditional method and direct method of instruction. The

instruction organizes the material it to a group o trainees in the form of a talk. To be

effective the lecture must motivate and create interest among the trainee an advantage of

lecture method it is direct and can bi used for large group o trainees. Thus cost and

tin=me involved are reduced. The major limitation of the lecture method is that it does

not provide for transfer of training effectively.

Conference: it is a method obtaining the clerical, professional and supervisory personnel.

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This method involves a group of people who pose ideas, examine a those facts, ideas and

data, test assumptions and draw concussions, all of which contribute to the improvement

of job performance.

Programmed instruction: in recent years this method has become popular. The subject

matter to be learnt is resents in a series of carefully planned sequential units. These units

ate arranged from simple to more complex levels of instructions. The trainee goes though

these units by answering questions or filing the blanks. This method is expensive and

consuming.

Evaluation of training program : The specification of values forms a basis of

evaluation. The basis of evaluation and the mode of collection of information necessity

for evaluation should be determined at the planning stages the process of training

evaluation has been defined as “any attempt to obtain information on the effects of

training performance and to assess the also of training ting the light of than information”.

Evaluation is crucial in ascertaining whether or not the training program is providing to

be effective and its objectives being achieved. Evaluation leads controlling and coercion

the training programs. Humbling suggested five levels at which evaluation of training cal

take palaces. They are reactions, learning, job behavior, organization, ultimate value.

Feedback: Training evaluation information should be provided to the trainers and

instructors, trainees ads all other parties concerned for control, corrections and

improvements of trainees activities. Further the training evaluator should follow it up to

ensure implementation of the evaluation report at every state. Feedback information can

be collected on the basis of questionnaire or through interview.

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Benefits of training:

Training is important as it is the most significant part of management control. Training facilitates

the management to achieve its organizational goals effectively by the effective utilization of

human resources. Training g is benefices to both employees and the organization in the

following ways. Benefit to the organization: training is advantageous to the organization in the

following ways.

Improved productivity:

Training helps the employees to improve their performance level. A well trained employee can

perform a task/activity at a faster rate and accurately by using better methods of work. This

improvement in manpower performance helps the organization to achieve high and improved

productivity.

Improved quality of work:

In training program, employees are taught standardized and better methods of performing

activities. Well trained employees are less likely to make functional mistakes. This proficiency

of employees facilitates the organization to improve the quality of work.

Cost and wage reduction:

Trained employees perform less functional /operational mistakes and make more economical use

of materials and machinery. This reduces wastages and results in increased productivity with

high quality and reduction in cost per unit. Training even reduces the maintenance cost due to

fewer machine breakdowns and better handling of equipments.

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Reduced supervision:

A well trained employee tends to be self-supportive, highly motivated and requires less

assistance and control. This reduces the supervisor’s burden and in turn increases the span of

supervision.

Reduced accidents:

Training reduces the frequency of accidents because a well trained employee adopts the right and

safety work methods. Even the health and safety of employees can be improved.

Employee growth and high morale;

Training enhances the knowledge and skills of employees guiding them to grow faster in their

career. This facilitates the organization to achieve its goals effectively. Proper training develops

positive attitude among employees and this improves the morale and job satisfaction. Training

even reduces the grievances as a well trained employee I given the opportunity of promotion and

job security.

Improved organizational climate:

A sound program improves the organizational climate including, harmonious industrial relations,

improved discipline, decentralized authority, participative management, reduced resistance to

change and organizational stability.

Thus, it can be concluded that training is an investment in people and a systematic training is a

sound business investment.

HRIS:

Human resource information system is systematic procedure for collecting, storing,

maintain, and retrieving data need by an organization about its human recourse and various

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activities that ate relevant for their management.

HRC:

In the present highly complex environment , HR counseling has become drive

responsibility of HR manager as counseling plays vital role in different aspects of managing

human resource like career planning and development , performance management , stress

management, and other areas which may affect employees emotionally. The basic objective of

counseling is to bring an employee back to his normal mental position in which he was before

the emotional problem emerged.

SENSITIVITY TRAINING:

Sensitivity training is a small-group interaction process in the unstructured form which

requires people to become sensitivity to others feelings in order to develop reasonable group

activity.

CIPP APPROACH:

This approach takes context, process and product for evaluation.

Context evolution : involves evaluation of training and development needs analysis and

formulation objective in the light of needs.

Input evaluation : involves evaluation of determining policies, budget, schedules, and

procedures for organization program.

Process evaluation : involves of preparation of reaction sheets, rating scales and analysis

of relevant records.

Product evaluation : involves measuring and interpreting the attainment of training and

development objectives.

53

PERFORANCE APPRAISAL

Performance appraisal is the systematic evaluation of the individual with regard to his or

her performance on the job and his potential for development.

JOB ANALYSIS:

Job evaluation process starts with the base provide by job analysis. Job analysis identifies

various dimensions of a job in two forms, job description and job specification. Job descriptions

provide responsibility involves in the performing of the job while job specifications provides

attributes required in the job performer.

MAKING-HR-COMMUNICATIONEFFECTIVE:

It is essential that special efforts are taken to make HR communication effective. These

efforts are need because HRC suffers due to operation of a number of barriers against it which

are as follows.

Inadequate appreciation of need for HRC by the organization

Inadequate appreciation of what is to be communicated.

Tendency of keeping HR policies and practices confidential.;

Language problem in the case of multi-lingual composition of workforce.

Cost involved in HR communication.

54

CHAPTER-IV

DATA ANALYSIS & INTERPRETATION

Particulars Strongly Agree Agree Can’t say Disagree Strongly Total

55

Disagree

No. of Employees 17 5 2 0 1 25

Percentage 68 20 8 0 4 100

1. Is the Training program introduced new concepts in your area of working?

INTERPRETATION:

From the above information most of the executives agree that the Training program

introduced new concepts in their area of work place.

2. Is the Training program introduced new concepts in area of your personality

development/Human relations?

56

Particulars Strongly

Agree

Agree Can’t

say

Disagre

e

Strongly

Disagree

Total

No.of

employees

12 3 8 2 0 25

Percentage 48 12 32 8 0 100

INTERPRETATION:

From the above information most of the executives agree that the training

program introduced new concepts in area of their personality development/Human relations.

3. Is the Training program useful to you in your present job?

Particulars Strongly Agree Can’t say Disagree Strongly Disagree Total

57

Agree

No.of

Employees

17 4 3 1 0 25

Percentage 68 12 6 4 0 100

INTERPRETATION:

From the above information most of the executives agree that the training

program useful to them in their present job.

4. Is the Training program helps you to prepare you for the future jobs in your area of

working?

58

Particulars Strongly

Agree

Agree Can’t

say

Disagre

e

Strongly

Disagree

Total

No.of

Employees

15 2 8 0 0 25

Percentage 60 8 32 0 0 100

INTERPRETATION:

From the above information most of the employees agree that the Training

program helps to prepare them for the future jobs in their area of working.

5. Is it helps you to take new challenges in your present job?

59

Particulars Strongly

Agree

Agree Can’t

say

Disagre

e

Strongly

Disagree

Total

No.of

Employees

16 5 3 1 0 25

Percentage 64 20 12 4 0 100

INTERPRETATION:

From the above information most of the employees agree that the Training

Program helps them to take new challenges in their present job.

6. Is the Training program helps you to take new roles in this organization?

60

Particulars Strongly

Agree

Agree Can’t

say

Disagree Strongly

Disagree

Total

No.of

Employees

15 5 5 0 0 25

Percentage 60 20 20 0 0 100

INTERPRETATION:

From the above information most of the employees agree that the Training

Program helps them to take new roles in that organization.

7. Do you often apply this knowledge in your work place while performing the jobs?

61

Particulars Strongly

Agree

Agree Can’t

say

Disagre

e

Strongly

Disagree

Total

No.of

Employees

17 5 3 0 0 25

Percentage 68 20 12 0 0 100

INTERPRETATION:

From the above information most of the employees agree that they often apply that

knowledge in their work place while performing the jobs.

8. Is the Training Program brought change in your perception about your job?

62

Particulars Strongly

Agree

Agree Can’t

say

Disagre

e

Strongly

Disagree

Total

No.of

Employees

15 5 4 1 0 25

Percentage 60 20 16 4 0 100

INTERPRETATION:

From the above information most of the executives agree that the Training

Program brought change in their perception about their job.

9. Dou you attained skills in this program?

63

Particulars Strongly

Agree

Agree Can’t

say

Disagre

e

Strongly

Disagree

Total

No.of

Employees

17 3 4 1 0 25

Percentage 68 12 16 4 0 100

INTERPRETATION:

From the above information most of the executives agree that they attained new

skills in that program.

10. Are you using the new skills in your present job?

64

Particulars Strongly

Agree

Agree Can’t

say

Disagre

e

Strongly

Disagree

Total

No.of

Employees

17 4 3 1 0 25

Percentage 68 16 12 4 0 100

INTERPRETATION:

From the above charts most of the executives agree that they are using the new

skills in their present job.

11. Could you increase your productivity with the help of this training?

65

Particulars Strongly

Agree

Agree Can’t

say

Disagre

e

Strongly

Disagree

Total

No.of

Employees

15 4 5 1 0 25

Percentage 60 16 20 4 0 100

INTERPRETATION:

From the above charts most of the executives agree that they increase their

productivity with the help of this Training program.

12. After this Training program, are you doing your job more confidently?

66

Particulars Strongly

Agree

Agree Can’t

say

Disagre

e

Strongly

Disagree

Total

No.of

Employees

15 6 4 0 0 25

Percentage 60 24 16 0 0 100

INTERPRETATION:

From the above charts most of the executives agree that after this Training

program, they are doing their job more confidently.

13. After this Training program, your relations with your colleagues and superiors are

67

improved?

Particulars Strongly

Agree

Agree Can’t

say

Disagre

e

Strongly

Disagree

Total

No.of

Employees

7 3 12 3 0 25

Percentage 28 12 48 12 0 100

INTERPRETATION:

From the above charts most of the executives agree that after this Training

program, their relations with their colleagues and superiors are improved.

14. Whether the financial resources given with the Training program you received, can you

68

increase the output?

Particulars Strongly

Agree

Agree Can’t

say

Disagre

e

Strongly

Disagree

Total

No.of

Employees

11 4 4 3 3 25

Percentage 44 16 16 12 12 100

INTERPRETATION:

From the above charts most of the executives agree that the financial resources

given with the Training program they could increase the output.

15. For the concepts of Training program to work, Is they need to be institutionalized?

69

Particulars Strongly

Agree

Agree Can’t

say

Disagre

e

Strongly

Disagree

Total

No.of

Employees

12 7 3 2 1 25

Percentage 48 28 12 8 4 100

INTERPRETATION:

From the above charts most of the executives agree that the concepts of Training to

work, they need to be institutionalized.

16. Was the inputs received in your training can be implemented in team or individually?

70

Particulars Strongly

Agree

Agree Can’t

say

Disagre

e

Strongly

Disagree

Total

No.of

Employees

10 8 7 0 0 25

Percentage 40 32 28 0 0 100

INTERPRETATION:

From the above information most of the executives agree that the inputs received

in their Training program can be implemented in team or individually.

17. Is there is a significant impact on your performance with this Training program?

71

Particulars Strongly

Agree

Agree Can’t

say

Disagre

e

Strongly

Disagree

Total

No.of

Employees

15 6 2 2 0 25

Percentage 60 24 8 8 0 100

INTERPRETATION:

From the above information most of the executives agree that there is a

significant impact on their performance with this Training program.

18. Is the Training program brought positive impact on your behavior?

72

Particulars Strongly

Agree

Agree Can’t

say

Disagre

e

Strongly

Disagree

Total

No.of

Employees

14 5 2 4 0 25

Percentage 56 20 8 16 0 100

INTERPRETATION:

From the above charts most of the executives agree that the Training

program brought positive impact on their behavior.

73

CHAPTER-V

FINDINGS & CONCLUSION

SUGGESTION

BIBLIOGRAPHY

QUESTIONNARIE

FINDINGS & CONCLUSION:

74

There is a healthy relationship between the peers, subordinates, superiors.

In this organization maximum no. of employees are agree with the management

considering their ideas and suggestions on some occasions only.

In this organization Training programs will helps the employees in achieving both

individual goals and organizational goals.

Maximum no. of employees are satisfied with the Training program conducted by

HERITAGE.

Employers are gained knowledge at work place after attending this Training program.

For new joiners in organization training method are conducted like coaching and besides

orientation programs.

Training will be very useful to employees in their present job.

Training program helps employees to take new challenges in their present job.

Most of the employees are using new skills in their present job.

According to the training program employees to take new roles in the organization.

With the help of training program employees will increase their productivity.

After this Training program they are doing their job more confidently.

Training program brought positive impact on employee behavior.

SUGGESTIONS:

75

HERITAGE should conduct more and more training programs related to the

functional competencies of employees.

HERITAGE should ensure that whenever they take feedback from employees their

suggestions are taken into consideration and implemented as soon as possible this

will make employees to give honest and appreciate feedback.

HERITAGE in this regard should conduct a forum for feedback so that real time

information is available with respect to training needs of the employees.

Aim of any company is to be ensure that all employees apply techniques learnt in

training program on the job hence at each level skill base training should be given.

The need is for the management to bring the most efficient trainers to the training

programs. Trainers can be selected on basic of their rating in the corporate world.

Here the management has to improve the quality of Training programrs in

HERITAGE a quality based approaches can be used.

While evaluating the Training programrs the feedback will be collected each and

every day in Training period. And also the feedback form can be distributed to the

employees every day in the lunch break.

BIBLIOGRAPHY:

76

Author’s Name Title of Book

C.B. MAMORIA PERSONNEL MANAGEMENT

SUBBA RAO INDUSTRIAL RELATIONS AND

PERSONNEL MANAGEMENT

VP MICHIEAL HRM & HR

STEPHEN P. ROBBINS ORGANIZATIONAL BEHAVIOR

WEBSITES:

http://www.Heritage.co.in

http://www.google.com

http://www.citehr.com

QUESTIONNARIE

77

I would be grateful if you would kindly spare some time to answer the questionnaire.

This information will be used purely for academic purpose and would be kept confidential.

NAME: DEPARTMENT:

DESIGNATION: EMPLOYEE NO:

1. Is the Training program introduced new concepts in your area of working?

a). Strongly Agree b). Agree

c). Can’t say d). Disagree

e). Strongly Disagree

2. Is the Training program introduced new concepts in area of your personality

development/Human relations?

a). Strongly Agree b). Agree

c). Can’t say d). Disagree

e). Strongly Disagree

3. Is the Training program useful to you in your present job?

a). Strongly Agree b). Agree

c). Can’t say d). Disagree

e). Strongly Disagree

4. Is the Training program helps you to prepare you for the future jobs in your area of working?

78

a). Strongly Agree b). Agree

c). Can’t say d). Disagree

e). Strongly Disagree

5. Is the Training program helps you to take new challenges in your present job?

a). Strongly Agree b). Agree

c). Can’t say d). Disagree

e). Strongly Disagree

6. Is the Training program helps you to take new roles in this organization?

a). Strongly Agree b). Agree

c). Can’t say d). Disagree

e). Strongly Disagree

7. Do you often apply this knowledge in your work place while performing the jobs?

a). Strongly Agree b). Agree

c). Can’t say d). Disagree

e). Strongly Disagree

8. Is the Training program brought change in your perception about your jobs?

a). Strongly Agree b). Agree

c). Can’t say d). Disagree e). Strongly Disagree

9. Do you attained new skills in this Training program?

79

a). Strongly Agree b). Agree

c). Can’t say d). Disagree

e). Strongly Disagree

10. Are you using the new skills in your present job?

a). Strongly Agree b). Agree

c). Can’t say d). Disagree

e). Strongly Disagree

11. Could you increase your productivity with the help of this training?

a). Strongly Agree b). Agree

c). Can’t say d). Disagree

e). Strongly Disagree

12. After this training, are you doing your job more confidently?

a). Strongly Agree b). Agree

c). Can’t say d). Disagree

e). Strongly Disagree

13. After this training, your relations with your colleagues and superiors are improved?

a). Strongly Agree b). Agree

c). Can’t say d). Disagree e). Strongly Disagree

80

14. Whether the financial resources given with the training program you received, can you

increase the output?

a). Strongly Agree b). Agree

c). Can’t say d). Disagree

e). Strongly Disagree

15. For the concepts of Training program to work, Is they need to be institutionalized?

a). Strongly Agree b). Agree

c). Can’t say d). Disagree

e). Strongly Disagree

16. Was the inputs received in your Training program can be implemented in team or

individually?

a). Strongly Agree b). Agree

c). Can’t say d). Disagree

e). Strongly Disagree

17. Is there is a significant impact on your performance with this Training program?

a). Strongly Agree b). Agree

c). Can’t say d). Disagree

e). Strongly Disagree

18. Is the Training program brought positive impact on your behavior?

81

a). Strongly Agree b). Agree

c). Can’t say d). Disagree

e). Strongly Disagree

19. Some of achievements

are:----------------------------------------------------------------------------------------------------------------

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20. Any relevant

information:------------------------------------------------------------------------------------------------------

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82