1

TITLE

Research on the Training and performance of the employees in IT

sector, a case study on the Multinational company ADP Pvt Ltd
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ABSTRACT
Any software organization’s success depends on the productivity of the employees. And the
employees turn productive beginning with the training (technical and non-technical),
availability of knowledge resources etc. Among those utmost importance is given to the
technical training where the productivity is directly proportional to its technical training. This
shows the importance of technical training both for an employee in his performance and for
the organization. Organizations also consider these technical training programs seriously
because of the reason for high investments on the training programs. Hence the
organizations expect the return of investment through the staff. This piece of work tries to give
an idea on the impact of these technical training programs on the productivity of the
employees which stands as an aim of the research. On its way to reach the aim it formed its
own targeted objectives. The objectives include various aspects of technical training related
issues and the performance oriented issues. In this research work the aim and objectives are
reached in a logical manner beginning with an introduction to various definitions of the terms
of the aim and the objectives. The research has got its own limitations. The literature review
included opinions of various Authors on the topics related to this research and raised many
questions which led to research. Methodology explains the data collection methods used with
the reasons for choosing them. From the analysis of data and the consideration of the

TABLE
Author’s opinions the expected aim andOF CONTENTS
the objectives are met.

Serial Title Page No

1 Introduction 2
1.1 Motivation for research 2
1.2 Need for research 2
1.3 Aim 3
1.4 Objectives 3
1.5 Description of variables 3
1.6 Limitations of research 4
1.7 Assumptions 4
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1.8 Benefits of research 4

1.9 Background 5
1.10 Outline of the Research 5
2 Literature Review 7
2.1 Introduction 7
2.2 Definitions for Training 7
2.3 Importance of Training 8
2.4 Technical and Non-Technical Training 8
2.4.1 Non-Technical Training 8
2.4.2 Technical Training 8
2.5 How should a technical training be 9
2.6 Just-in-time training 10
2.7 On-the-job training 10
2.8 Uses of technical training 10
2.9 Analysis of Technical training needs and
evaluation 11
Issues with training

2.10
Major Contributors

2.12 What is performance

Performance Goals
2.13 Performance Management
2.14 Evaluating Performance
2.15 Performance Appraisals
2.16 Impact of training on performance
2.17 Case Study on ADP Pvt Ltd
2.18 Training and Performance evaluation
2.19 programs
2.20 Conclusion
3 Methodology
3.1 Introduction
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3.2 Philosophy of research

3.3 Research method strategies
3.4 Data collection methods
3.4.1 Primary data
3.4.2 Secondary data
3.5 Case study
3.6 Access
3.7 Time schedule
3.8 Conclusion
4 Data analysis and interpretation
4.1 Introduction
4.2 Collection of data
4.3 Analysis and interpretation of
questionnaires
4.5 Conclusion
5 CONCLUSION
5.1 Conclusion drawns
5.2 Recommendations for further research
5.3 Suggestions for ADP Pvt Ltd
6 Biblography
7 Appendix

CHAPTER 1

INTRODUCTION
Now-a-days most preferred job in this generation by more than average people are none
other than IT jobs. As many of them are into these jobs much care is taken by the companies
in choosing their own staff and making them productive through best training techniques.
Organizations do follow unique technical training methods for its employees. The technical
training may be fruitful in most of the cases but still there are chances of failure too. Hence
there is a need of evaluation of both technical training and performance of the staff frequently.
The current research revolves around these two constraints. This research is intended to
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inform ideas of the relation between technical training and the employee's performance.

1.1. Motivation for research

The rapid growth in the software industry allured in choosing a topic related to a software
industry. The service provided by them than the product is the secret behind the success of
the organizations. And so are the employees who make their organizations succeed. It is a
wonder about the organizations who mold their employees into their own requirements and let
success into their organizations. That very thought made to choose a research work on the
impact of technical training on the performance of the employees in a software company.
Hopefully after the completion of the course the researcher is into(MBA), the plan for future is
to settle in an IT industry. Hence the research is chosen related to the software industry.

1.2. Need for Research

There is a need to carry a research on this topic because the software organizations invest a
large sum on their training programs expecting the return of investment through productivity.
Hence there is a need to take a good care on training programs. Successful training programs
would result in better productivity. This piece of work would contribute to the software world as
the information from various books, journals and reports are gathered and are compared to
real time process of a company. Hence it is believed that this work would act as one of the
better ways to follow in the software companies for their technical training and performance of
their employees as the work in here is taken from the best Authors who gave their valuable
opinions through their work.

1.3. Aim
The Aim of the study is to evaluate the impact of technical training on the performance of the
employees in a Multinational software company, ADP Pvt Ltd.

1.4. Objectives
1. To find out the benefits of technical training for its employees

2. For arriving at the various training evaluation techniques for better performance of the
employees

3. To find out the Impact of technical training on the performance of the employees
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4. To arrive at the various performance evaluation techniques for better performance of its
employees

1.5. Description of variables

Technical Training
Technical Training is the training given to the employees in order to give them an idea on the
task they are intended to work on. For instance, if the company has a project which needs a
new technology then the company organizes a training program for its staff.

Performance
Performance is the capability of an employee to do the tasks assigned to him. It is simply an
output of its staff.

Training evaluation techniques

In general the software companies follow certain techniques for the evaluation of its technical
training. They evaluate their training in various intervals to check whether it is working in the
right way.

Performance evaluation techniques

Performance also needs evaluation the core reason behind it would be the companies invest
a lot of amount on its training expecting the return of investment through the employee's
output (performance).

1.6. Limitations of the Research

There are some of the limitations for the current research study. Firstly the response rate is
very low as the study is on one single branch of the organization (Hyderabad). Only 26
members have responded out of 100 chosen individuals of the company for whom the e-mails
have been sent. Not just a low response but also late response was a barrier in finishing the
research beforehand. And hence time has become a major constraint in the study. As
members are very low the study is bounded to a set of 26 members. And the output depends
only on the responses of these 26 employees. Due to some of the reasons it was not possible
to reach the company in person hence the questionnaires and interview were e-mailed where
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there is a wide scope if interviewed personally.

1.7. Assumptions
 It is assumed that the data provided by the employees working for the company ADP
will be useful in the analysis of my study.
 It is also assumed that the response given by the managers also will be useful in my
research.
 It is believed that the answers given by the employees as well as the managers are
true and were highly helpful in getting to a conclusion in my study.

1.8. Benefits of the research

The research would benefit the software organizations in getting to know what their
employees are in actual need of and provide them with whatever is required as the
companies expect the return of investment. It would also benefit the employees of the
software companies because in some of the companies they may not have a chance to
express their ideas with regard to training. The employee's comfort is important because they
are the one who make the organizations succeed. The outcome of the research may not just
help software organizations but can be applied to any organizations which provide technical
training to their staff for better performance.

1.9. Background
In late 1980's employees were responsible for their own learning and performance and the
organizations support their staff for undergoing learning. Later on the organization has started
to store the saved data in a knowledge base for offering their employees with the learning
sources (Darlene et al, 2001). In fact there are certain factors which emerged the quest for
learning. Some of them are
 rapid alterations in the companies
 changes with regard to job structure
 need for continuous learning and development
 use of knowledge for organization providing competitive benefit
By then training came into focus by following Peter's five disciplines(Darlene et al,2001)
1. A thinking process which is habitual in nature allowing the employees to glance the
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complex relationships.
2. A shared vision which is unfolded by a team
3. Models that inform how employees need to react to different circumstances
4. Team sharing of knowledge vocally

1.10. Outline of the Research

A rough idea of what the research is all about is explained in the introduction part of the
research. The introduction answers many questions like aim of the study, what are the
objectives expected to reach etc. The introduction as the name suggests it introduces to the
research. The prime motivation for choosing the topic, the assumptions considered while
doing the research and the limitations of the study are made clear.

In the literature review various opinions of the Authors on the technical training and the
performance of the employees are mentioned. The literature is used as a base knowledge for
continuing the research process. Various aspects of the technical training like the definitions
given by various Authors, its types, its importance and any issues are mentioned and are
related to the research. In the same way the performance related issues were also taken into
consideration relating to the research.

In the chapter of methodology the way the objectives are intended to reach are explained. A
case study approach which is dealing with a single company in India includes an explanation
of the type of research method used and why that method is appropriate for this qualitative
study. The overall plan of the research to be done is explained in this chapter.

In the data analysis all the collected data is presented in an easily understandable diagram
format that is chart and pie diagrams. Each and every question of the chosen data methods,
questionnaires and interviews, is compared and contrasted with the Authors' opinions in the
literature review. The analyzed data is interpreted in own words finally by giving the
conclusions or suggestions.

Finally a conclusion is given by having a recap right from the beginning that is from
introduction, literature review till the data analysis explaining how the aim and the objectives
9

of the research are met.

Through this chapter an overview of the dissertation is given. The ultimate goal of the study is
to reach its aim and objectives. It is anticipated to find out the benefits of the technical training
to its employees as well as to the company; And also to find the right evaluation techniques of
training and performance of the employees after the completion of the research. In order to
check the output (performance) more concentration is laid on the input that is the technical
training. The main intention in doing so is that if the input is strong and so is the output.

Chapter 2

LITERATURE REVIEW
2.1. Introduction
The following chapter gives an insight into various training and performance related issues. It
begins from definitions by various Authors for giving a rough idea on what they think and were
mentioned, discussed and compared with the research. Focus is laid on the background of
training explaining the origin of training and its importance. Both the types of training systems
followed in general in the companies are explained. In this chapter most of the focus is on the
technical training given to the staff on how a technical training should be and the reasons for
its importance are discussed. The various types of technical training methods and their
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characteristics were discussed. Benefits of the technical training both for employees and for
the organization were clearly discussed and compared with the various Authors’ perspective
and outcome of the research. The current issues with the training in the companies were also
compared both in research perspective and the Author’s. An in-depth analysis of the needs of
the technical training was also discussed and analyzed. Some of the major contributors of
Software industry were chosen and a focus on what goes on in the company was given. And
finally the output (Performance) of the research was explained. Some of the definitions given
by Authors were discussed and also how the performance management is undergone in
various companies. A brainstorming on the performance goals and evaluation of performance
was done. And finally the impact of training on performance of its associates which is the aim
of the study was discussed. All the data produced in the literature review was taken from
various sources like books, journals articles and reports.

Literature Research is vital due to the fact that it is a process of learning the present condition
of knowledge in a chosen field (Velde, 2004, p. 25). The statement reveals that due to the
immense research on the chosen field a lot of knowledge is gained and gives profound data
on the required field and also gives a sound grip with the methodology.

2.2. Definitions for training

Many definitions were given to training by various Authors.
Leslie Rae thinks that a training plan in an organization is designed by considering various
factors among the following.
It may be the type of the company, scope of the company, distribution of employees etc (Rae
L, 2000, p. 1). It can be understood that the training depends on the strategies of the
company; its scope and the distribution of the employees across its branches etc. depending
on these constraints the companies choose their training plan.
Darlene et al (2001) explains “Training in its broadest sense is instruction provided to
employees by employers to establish, improve, maintain, or extinguish performance as it
relates to business needs.” It is inferred that training molds its employees according to the
requirements and the necessities of the organization which helps its employees in giving their
best in terms of their performance.

2.3. Importance of Training

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The companies expect the return of their investments through employee’s productivity and
profitability (Jenkins D, 2003, p. 1). The Training is the crucial part especially in well formed
software Multinational Organizations. Technical Training is required for an employee to
improve his skills with regard to the project he is dealing with; In other words expecting good
productivity. Right from the moment an employee steps into the company until he steps out he
will be undergoing many training programs may it be technical or non-technical. So
employees are more into continuous learning programs. Core expectancy in conducting those
training programs is improvement in the Performance.
Utmost importance is given to training as it is termed as a business too. The top 12 leaders of
corporate training companies generated $4.9 billion for its training in IT (Darlene et al, 2001).
As discussed earlier as organizations expect the return of all of their investments through its
employees, lot of training sessions are conducted which says the importance of these
sessions for an organization.

2.4. Technical and Non-Technical Training

Clearly the software organizations classify their training into technical and nontechnical
training. Organizations strongly believe that training boosts competitiveness with the growth in
employee's potential. Each and every company undergoes both technical and non technical
training which helps its staff in gaining skills-set in both technical and non-technical
knowledge.

2.4.1. Non-Technical Training

Non-Technical training is the training given to the employees which is not work oriented.
These are the training programs given to them to improve the creative side of the employees.
These boost up their non-technical skills-set.

2.4.2. Technical Training

Technical training is described by James (2001) as the “hard stuff” which builds good
potential, capacity and knowledge and good skill in their daily assigned work. The Author also
says that Technical training also includes 5 types of data in it.

1. Facts

Understanding on certain concepts for example some numerical codes etc

2. Abstracts
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It is a collection of a group and assigning a tag line to it

3. Processes

These include the nature of the organization and the tasks related to technical work

4. Methods

Series of clearly explained step by step procedure for clear understanding for its staff

5. Principles

These are the rules pertaining to the task in attaining its expected productivity.

The Author expresses the nature of technical training in his own words. Improving Potential,
Capability, knowledge and skills-set are intended to be important parts of the technical
training. This gives a complete idea of the input of this research which is technical training.
The more the technical training the more the performance (which is the output of research)

Trainers are accountable for the performance in the job place. Trainee should meet the
requirements of management, clients, related employees and managers (Parry S, 2000, ch.
5, p. 1).

Parry explains the importance of the role of a trainer and is clear that the output(performance)
of the employees is analyzed by them before hand. As said previously it would be useful in
the research to analyze pre and prior technical training performance of employees.

2.5. Objectives of Technical Training

According to Jessi et al (2010) through his journal article, says that training with good visual
design would be very effective as 80% of human brain would process visual material. It is
understood that the motto of the technical training programs is to reduce the time of learning
through visual material where as a matter of fact it is said that visual material sticks to the
brain for more time and is quick when compared to the description.

The Author Darlene et al (2001) mentions that the training is a four stage segmented

1. What the employees are anticipated to know after training

2. Training provides data required for the staff

3. Good interaction with the trainer and utilize scope of demonstration

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4. A proper feedback from the trainer

Darlene’s four segment formula answers the questions of what, why etc of the technical
training. From the four segmented formula it can be inferred that the company before hand
anticipates the knowledge the employees are expected to have after training, secondly the
company provides its employees with required information through technical training, thirdly
the trainer and trainee maintain a good relationship to narrow the gap of training-performance
and finally feedback from the employees would help the management know the status of the
employees. The Author also mentions that the organizations allure their own employees with
the trainings they provide and hold within their organizations. Some of the companies use
their training and development and attract employees to choose their organization.

2.6. Just-in-time Training

Just-in-time training is the technical training given to the trainee if employee is in need of a
specific skills-set. This is a flexible training and is given either when the employee is into the
task concurrently or before he is into the task. It is termed by James (2001) as a need-to-
know training rather than a good-to-know training.

From the above discussion it is believed that this type of training would result in a 100%
output as either the training is given prior to the task or concurrently. There is a clear scope
for the staff in interacting with the trainer and it is observed that time span is narrow between
training and the task. This type of training can also be termed as performance based training.
As the employee works on it he knows the ups and downs in his task. Hence opts for learning
materials or any other sources in order to gain knowledge.

2.7. On-the-Job Training

It is mentioned by James (2001) in his book that due to the new technological findings and
fast changes in the work On-the-job training method is one of the best methods to acquire
more training through this method. This kind of training is more of real time which is explained
by time, location and resources.

The author thinks that this type of technical training would be beneficial as it demands new
challenges for its employees to learn new things while in the job.

2.8. Uses of technical training

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 Technical Training incorporates its staff knowledge, ability to work and skills required to
increase the human resource contribution to its organization (Darlene et al, 2001).
Darlene thinks that the epitome of technical training is the gain of knowledge which
incorporates a good capability in finishing the tasks with an ease. The research also
proves that these are the main factors which result in high productivity.

 In a journal article on training and development by Hansen (2010), it is mentioned that

training may lead to formation of new job opportunities, increased salaries for trained
employees and high-skilled employees which would benefit the organizations. The
research proves the above mentioned through its questionnaire by various employees.

 Training provides very effective performance oriented elements like knowledge and
skills (Clark R.C, 2007, p. 13). This being the goal of the current research it is proved
that these important characteristics lead to good productivity (performance).

 Reduction of the time for learning is a major consideration in the companies (Jenkins
D, 2003, p.10). The Author thinks that the time is an important constraint in the
organizations which is absolutely true. The management eagerly waits for its
employees to become productive.

2.9. Analysis of Technical training needs and evaluation

As per the report by David et al (2000) there are some of the methods in analyzing the needs
of training in most of the software companies. The report analysis show that 80% of its
training needs are known from the employee requests, 74% from Managers, around 70%
from Performance Appraisals and for about 30% from Audits. From the above mentioned
percentages it is clear that utmost importance is given to employee requests. The more the
employees satisfy with the technical training the more the interest on their job. As far the
organizations are concerned they see that their staff is self contented with the technical data
and not feel the tasks tedious.

Donald (1998) discussed the need of evaluation of training in his 3 rd chapter by considering
the dialogue by various Authors. Donald is with the dialogue “only through thorough
evaluation can we gauge a training program's success”. The Author also gave some good
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steps for evaluation of technical training as mentioned below.

Step 1: Reaction of Trainee
Step 2: Learning from Training
Step 3: Application of training
Step 4: Checking results from training

Step 1: From the reaction of trainee it could be conformed whether he is confused or any info
to be added or he is completely into training. This is very useful step which is taken at the
beginning and is used in the questionnaire part of the research.

Step 2: This is the step where the performance check takes place before employee is into the
task and when the employee is still in the training zone. It is evident that the trainer can get
the feedback from the employee utmost at this stage and can there is a scope to think for
further training needs if required. In the research this step was also analyzed after the
interviews were taken place.

Step 3: Application of training

This is intended by the Author that the information learned from the training programs is again
taught in such a way that they apply it to their job. This is taught to them clearly by experts in
order to avoid in this step. By the end of this the staff are supposed to be ready to try their
learned lessons on their tasks.

Step 4: Checking results from training

Final step is to check results attained after training. This is checked with regard to the
organization but not employee. The measures include turnover, costs, quality,sales etc. All
these directly or indirectly depend on the employee's productivity. In the research this step
can be taken as performance evaluation. Performance can be evaluated after training with
regard to employee as well as the organization.

2.10. Issues with training

1. Training Budget
As training demands cost, software companies are aware of the way they wanted to
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spend their budget. Through observations it is seen that the size of the budget is based
mostly on the size of the company. Companies are very particular regarding this and
they think that the amount spent will not be wasted but they expect return of
investment through employees' performance. From a report on training and
development by Ashton et al (2000) it is said that UK being an industrialized country
has the highest training budget when compared to other developing countries like
India.
2. Strategies with regard to training
Software organizations always do keep in mind their strategies also with regard to
training. The report by David et al (2000) also says that the strategies may include
effective use of their employees, market share improvement, better return of
investment etc. so by keeping in mind the strategies of the companies training plans
are implemented.
3. Training Gap
Evensen in his site describes the training gap as the variance between the skills
employees already have and the skills the company requires from them for the benefit
of the company. http://www.traininggap.com Accessed on September 3rd 2010. It is
understood that the epitome of his site is the analysis of the training needs are ought to
be taken into account in the companies and to make the employees know “where they
are and where they actually need to be”. Hence it is believed that the narrower the gap
the more the productivity.
4. Parry(2000) thinks the factors preventing their employees in applying the learning in
task would be
 Support from managers: Some of the managers may not accept until they are
convinced with the output though produced in the way they are given training. It is
understood that the manager's support with the employee's output would encourage
him in utilizing his training.
 Hectic time schedule: In most of the companies this is a common issue. The author
reminds the time schedule given to the employees for their task. The management in
the companies.
 Right software equipment: up-to-date and advanced software need to be installed for
convenience of the employees. If it is not the case then the employees may take more
17

time in finishing their task.

 Conformation from peers: The best example of this would be conformation of a tester
with the developer's work. This would hinder him from continuing his work.
 Previous employee performance: The work done by the staff is many times compared
to the previous employees and may become a barrier in his work. Most of the above
mentioned points are used in the questionnaire and were very useful in the analysis of
their performance.

2.11. What is Performance?

Stolovitch conveyed through his book that result is a component which adds to performance.
In simpler words it equals activity leading to result (Stolovitch H. D et al, 2006, p. 38). The
Author clearly expresses that the work they do gives the result which adds to the performance
of an associate. It can also be understood as the technical training and performance are
directly proportional to each other.
It is explained by an Author that the performance aspects fall into 3 divisions they are
throughput, receptiveness and value (Rosen S, 1983, p.1). This is the perfect way of
explaining the performance in just three words by the Author. The input is the first part that is
an employee need to have a good input (may be training) and then the receptiveness of the
subject and the quality of the subject result into performance. All the three are checked from
the questionnaires in this research study.

2.12. Performance Goals

In a book on performance of employees it is explained that these performance goals play an
important role both for organization and employees. The Author also says that it’s a good
practice if ‘the job to be done’ and ‘how fine the associate needs to perform’ are explained to
the associates than to let them know after the task is done (Max D, 2008, p. 4, 7). It is evident
from this that it would be clear for an associate if the associate knows on what he is working
on and how to give better performance well as they know what their job is.
One of the theories say that if individuals are dedicated to the goals of the company then they
through themselves into the right path (Shepard G, 2005, p. 3)
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2.13. Performance Management

Performance Management is defined as “An ongoing communication process between two
people”. The Author also made a clear point that the Organization, associates and the
Manager would be benefited if the performance is managed properly (Bacal, 1999, p. 5). A
Better performer would benefit himself with his job done successfully and the same with the
Manager.
Employees are ought to be good and continuous learners to enhance knowledge especially in
technical. Due to the busy schedule of the staff there is little time to have class-room training
sessions. So in general the performance support systems are provided to them electronically
on demand and performance centered applications which provide the advanced information
relating to their tasks (Van Tiem, 2001). The Author explains the support given by these teams
for better productivity. In this research also the individuals were also provided with these
facilities.

2.14. Evaluating Performance

Evaluation is a proper method in getting to a decision depending on the reliable information
(Ingrid, 2008, p. 26). Performance needs evaluation in the companies to know the status of
their employees and would help the managers to estimate their training needs in the required
areas. In the current research the performance is evaluated before and after technical
training.

2.15. Performance Appraisals

A performance appraisal is said to be a method of arranging relation between a manger and
an associate by discussing what associates are doing and how perfect are they doing (Delpo,
2007, p. 9). There are many advantages of performance appraisals, it is found in a book that
the most important of them all is that the staff knows how well they are performing and also
the “need for training and development” (Arthur,2008, p. 5). All the above discussed give a
clear description of what an appraisal is and the relation of appraisal with its training.

2.16. Impact of Training on Performance

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Gemino et al (2008), in their journal of Management Information Systems, it is found that the
researches have come to a conclusion after a survey on performance; it is reported that
information resources, support of organization and project management practices do impact
on the associates’ performance. From this it is a matter of fact that the technical resources
provided and the support from the organizations show a lot of impact on the performance of
the staff. The current research deals with the impact of technical training on the performance.

2.17. Training and performance evaluation programs

The company follows a unique training and performance evaluation methods which made the
company a success in making their associates productive. A regular feedback from the
employees on the training programs they conduct and feedback on the performance at the
time of performance appraisals are some of the efficient methods the company follows. A
detail description of its technical training and performance methods are shown in the chapter
of data analysis.

2.18. Summary
In the review of literature the definitions, suggestions by various authors are considered and
discussed and helped into coming into proper conclusions on various topics. All the points
discussed above are compared and contrasted with the analyzed data from the interviews
and questionnaires in the chapter of data analysis. It can be inferred that the major
contributors of software industry are succeeding due to its good technical training programs.
Due to the review of literature a sound knowledge is gained in the research related issues.
The review acted as a base for the methodology. While working on the literature review it
raised many questions relating to the study leading to the questionnaires and interviews. This
chapter is a catalyst in reaching its aim and objectives.
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Chapter 3
METHODOLOGY
3.1. Introduction
In this chapter of methodology lies the epitome of the process of the research. It gives
answers of the questions of the research like how the research was taken and what is the
prime target of the study etc. A simple definition for Research given by Swanson R. A. et al
(2005) as: “A research is an orderly investigative process for the purpose of creating new
knowledge”. Swanson gave a simple but very clear definition for Research in his words.
Research is understood to be a process which is done in a proper order and most importantly
the end result would be gain of new knowledge.
21

The chapter is intended to explain how it is able to reach its aim and the objectives of the
research. This chapter begins with a few words on the philosophy of research study
explaining what the research is all about. The strategies of research methods are discussed
from the opinions of various Authors. The different types of strategies are also into discussion.
The data collection methods are discussed with their types and the type of methods chosen
and the reason to choose them. As this research is a case study the method is discussed in
detail. The details of the time management in carrying out the study are also mentioned
clearly in this chapter. And finally a recap of all the findings is given through conclusion.

3.2. Philosophy of Research

The philosophy of research according to Saunders (2009) would contain the crucial
assumptions of the manner in which we see the world. The Author also mentions that
research is all about straightforwardness in the report. In this research the analysis is
conducted on the technical training and the performance of the employees. Employee’s
comfort levels on the technical training process in their company and the relation of training
on their performance are checked with the help of data collection methods. The research
philosophy gives the epitome of the research.

3.3. Research method strategies

Another Author said that a research is like a ‘detective job’; it starts with a problem and leads
to many questions like ‘why’, ’what’, ’when’ and ‘who’ (Beiske, 2007, p. 1). The research
process contains many stages beginning right from choosing the topic, framing literature
review, collection of data and putting it on the note. (Saunders et al, 2009, p. 8)
Research methods strategies can be divided into three methods according to Swanson et al
(2005)
1. qualitative methods
2. quantitative methods and
3. mixed methods

The Author also explains the methods as follows:

22

Quantitative Method-This method is explained as the “cause and effect thinking, reduction to
specific variables and hypotheses and questions, use of measurement and observation, and
the test of theories” (Creswell, 2003, p. 18). Hence this type of method would completely deal
with the numbers, analysis and findings.

Qualitative Method: This approach deals with the words. The method considers the responses
given by the individuals and the collected data is analyzed. Bryman et al(2003) believes that
there would be strain in the understanding of social society by the scrutinization of the
elucidation of that society by the participants. So there would be a lot of thinking involved in
the process of analysis of the data collected. In this research study qualitative method is used
for its analysis.

Mixed Methods: These methods are the combination of both qualitative and quantitative
methods. Hence both numbers and words are expected to be part of this kind of method.

In both the cases of qualitative and quantitative research it is mentioned in a book that validity
is a must (Cohen et al, 2007, p. 133). This shows not just the usage of these methods but the
validation plays a vital role.

3.4. Data Collection Methods

The Author Kothari views that the job of data collection starts after the exact crisis has been
identified and explained (Kothari C R, 2008, p. 95). This implies that first the researcher need
to understand the criteria and then think of the type of data collection method to be followed.
In general data collection methods are of two types. They are Primary data and secondary
data.

3.4.1. Primary data

The primary data is defined as the collection of original information for a specific defined
problem and is empowered for the research question (Ellwood, 2002, p. 249). If this is applied
for the current study it is implied that the primary data revolves around the research question.

a) Questionnaires
23

Phillips P. P et al (2008) concludes that the questionnaire is the most used method of the data
collection. The Author is right in feeling so because the answers are straight to the point in
this method and the analysis would be a bit easy compared to the rest. The tough thing in it is
to frame questions. One need to think logically in order to get the best analysis out of it.
Saunders et al (2009) thinks that this method is for wide use in descriptive research. This is
used in this research in order to get the opinions of the employees with their training and
performance issues. The important thing to be noted is the genuineness of the staff. Not just
the researcher need to believe the responses but the truth after analysis.

A good questionnaire is supposed to be short and uncomplicated which may result with an
expected output (Kothari C R, 2008, p. 103). Both open-ended and close-ended questions
were chosen as the part of the research done. Some of the responded individuals gave
explanations to some of the close-ended questions too. That was very helpful in taking the
information out of it.

Questionnaires are also used to get the data from candidates who are believed to be
observers (Donald, 2005, p.38). These people may not be part of the case study but the data
can be taken into consideration from their experiences. A very few in my research were
chosen as observers due to the poor response from the employees in the organization. On
the other side the responses from the observers were also very useful.

Beiske (2007) thinks that the questionnaires save money as these can be done through mails
too. In the research questionnaires are forwarded to as many employees as possible through
mails.

b) Interviews
Saunders et al (2009) mentions the use of interviews could be helped to collect suitable and
consistent data that is pertinent to the research. The Author takes another important point
regarding the interviews which could be a greatest advantage compared to questionnaire; that
is though the questions are not properly framed (which hinder the information required for
meeting the objectives) there are chances of getting the information from the interviewee.
24

Kothari (2008, p. 99) thinks that the individuals are carefully chosen and briefed the topic of
the research before interviewing. This was actually followed in the research and was the
manager chosen by giving a brief on the research carried first and then the reason to choose
the person.

One of the Authors says that the interviews make the interviewees see the world with other’s
eyes (Jaber, 2002, p. 98). This may be true because not just his intentions but even the
general opinions by the people related to him may be taken into consideration.

In this study a semi structured interview was chosen and were e-mailed to the managers by
which we can say that scripted interviews were taken from the chosen managers. Though a
very late response is received from the managers time is managed well and these responses
were analyzed and produced.

3.4.2. Secondary data

Growther says as the term secondary data means ‘second hand’ data in the sense which is
already in existence and nothing is new in it. The author also mentions that before the primary
data is collected this data is collected and will be very useful (Growther, 2008, p. 89). It is
believed that the secondary data acts as a strong base for primary data. In this research work
secondary data gave a sound knowledge on the subject and helped in framing logical
questionnaire as well as interview questions. Various sources like books, journals, reports etc
are used in the study and gave immense knowledge regarding the study and helped with the
primary data.

3.5. Case study

A Case study is defined by Mitchell as an in-depth investigation of an occurrence that the
researcher believes to reveal the operation of some of the recognized common theoretical
values (Kumar, 2008, p. 49). The Author also says that it is an in-depth research on selected
task. The Author believes that a case study needs an in-depth analysis on a particular chosen
topic and involves the findings with the already existing data. This research study was carried
on the segment of Technical Training and Performance of the associates in a software
company ADP Pvt Ltd, India. A renowned software company in India is the current Case
25

Study chosen. Someone who is very close to the researcher is working for the company since
3 years. So the access to the company was a no tough job. Through Questionnaires and
Interviews the research was carried out with the co-operation from the associates. The data
collected was analyzed and produced in the next chapter.

3.6. Access
An Access to the company ADP Pvt Ltd is gained through Manoj Chiruvella, who is a very
close friend and works as a critical resource Tester for their project since 3 years. A letter was
recommended from the company through Manoj for gaining access to the staff and was
issued which gave a start to the research.

3.7. Time Schedule

E-mails are sent to the associates on 9th september, 10th september and 13th september.
Some of the employees responded while in their office immediately. But some of them gave
late responses until 18th of september. The analysis was started right after receiving some of
the responses that is on 9th September and the mails received at the end are also considered
and results are changed accordingly and finally able to finish it on time.

2.18. Case Study on ADP Pvt Ltd

Why ADP
Having found the training methods of the company are good when compared to two other
chosen companies where there is a possibility of access through friends, the company of ADP
Pvt Ltd is chosen. Making a point that its the company where in recession no single employee
is out, allured to carry a research on it.

About ADP
ADP, a Multinational Company, was established in the year 1949, currently providing jobs for
about 29 millions worldwide. It processes transactions for clients in 25 countries and manages
about 13 million claims yearly. It has 560,000 organizations in over 60 countries.

What it does
26

It is world’s largest provider in outsourcing and tops Automatic Data Processing. It is also a
leader in providing computer solutions for variety of vehicles worldwide.
The company's objective is to grow in its shareholder value. To achieve it the company is
committed in providing “world class service”, “product leadership” and importantly “employer
of choice” programs for its employees.

3.8. CONCLUSION
The process involved in reaching the aim and the objectives of the study are explained in the
methodology. By following a proper research philosophy aiming at the objectives of the study
the research was successfully time scaled. Suitable data collection methods are chosen
among the many available by providing convincing reasons behind choosing those and for the
gain of the required data from the chosen company ADP Pvt Ltd. All the information is readily
gathered and was to the analysis and giving out the interpretations in the next chapter.

Chapter 4
DATA ANALYSIS AND INTERPRETATION

4.1. Introduction
In this chapter all the data collected through questionnaires and interviews are put into a
pictorial diagram for clear understanding of the data. Each and every question of the
questionnaires and interviews are presented and discussed. The qualitative data collected is
properly sorted according to the chosen groups depending on the data and organized.
Through comparison and contrasting it with the literature review that is what the Authors
27

mentioned, the data is analyzed. The ultimate goal of this data analysis is to evaluate the
performance of the employees before and after the technical training. Names of some of the
Managers are kept confidential in this research report but are provided as a proof in the
portfolio with their company e-mail ids.
The analysis and interpretation are specified simultaneously for each question.

4.2. Collection of Data

The data is collected from the employees of ADP through questionnaire and interviews.
Through e-mails the information is collected. First of all a list of about 56 employees are taken
through the one who is responsible for the company's access. The list was emailed by
explaining the ethical issues and the purpose of the mail. Among those 26 employees have
resoponded including two of the managers.

4.3. Findings and Results of Questionnaires

1. For how many years have you been working for this company?

Below 1 year
1 to 4 years
4 or above

Employee Experience
Analysis and interpretations
The research starts with the question which gives the information on the experience of the
employees. From the response from the employees it is shown through the pie diagram that
most of the employees are working for the company currently for 1 to 4 years. Through the
examination of the data it is found that 10% of the employees have an experience below an
year, 70&% of the employees have an experience between 1 to 4 years and 20% have for 4
or above years of experience. This is a straight question to find out the experience of the
employees on an average.
28

2. Have you got any job experience before?

yes
no

Analysis and interpretations

It is shown above that almost both freshers and the experienced share an equal priority. It is
believed that depending on the constraints of organization, the project type and need of
employees the company recruits people. 56% of the employees have got a job experience
and 44% haven't. This is to know the average count of the employees who are experienced
and viz.

3. If you are a fresher have you faced any difficulties in the initial days of your work even
after training?

60

50

40

30

20

10

0
yes not really
29

Analysis and interpretations

This is to know whether the employees without experience faced any difficulties in the
beginning of their work life. 40% of the employees said that the work they faced at the
beginning is challenging and have to strive to be in the track. This says that more care is to be
given to the employees at the beginning of their job more specifically if he/she is a fresher.

4. Does your company follow any other process in case of failure of technical training?

120

100

80

60

40

20

0
yes no

fig 4

Analysis and Interpretations

The intention of inclusion of this question was to find out whether the company takes any
action if the staff are still finding it hard after technical training to work on the tasks. There is a
complete 100% yes on this question. Employees working on different platforms say that they
have some procedure in the case of failure of the technical training.

5. Does your company provide advanced software equipment?

30

Analysis and interpretations

This question is asked to find out the facilities and requirements provided which are treated as
minimum essentials. Parry says that the provision of up-to-date software is essential in
companies for the convenience of the employees. If the company does not provide good and
up-to-date software equipment for its associates it would waste the time of employees and
may not be so convenient to them in giving their best on time. And may be this stress would
affect their confidence levels. But there are no such comments from any of the employees
and the response is found to be a 100% positive.

6. Do you enjoy coming to work?

no

yes

0 20 40 60 80 100 120

fig 6.
31

Analysis and Interpretations

This question is just to know the state of mind of the employees before asking any questions
on the actual input (Technical Training) and output (Performance) of the research. This
question is thought in such a way that if an employee is not interested in his work and there
are chances of getting a little lower score in the ratings of the technical training which would
be taken as a point in the research. Though there are no negatives on this as well and all the
employees are happy workers.

7. Who provides you with the training?

fig 7.

80

70

60

50

40

30

20

10

0
internal external both

Analysis and Interpretations

The question gives the information on the percentage of employees who are into internal,
external or both types of training. The chart clearly shows that some of the employees are into
only internal training that is the company provides its training, or only external or both the
trainings. But if we examine Sriharsha's response he has clearly mentioned that if the
technology is new then the company opts out an external training. This would say that the
company concentrates on the technology and decides on the training type. Here it can be
interpreted that the company gives importance to its employee's technical training programs
for better productivity.

8. How frequently will you be given training?

32

100
90
80
70
60
50
40
30
20
10
0
t h th hs
s
on on t nd
m m on pe
a a m de
in in 6
e e in
nc ic c e
tw
O on

Analysis and Interpretations

This is to know how frequently the staff is given training. But all the employees responded by
saying that it depends. Some of them said that it depends on the project and requirement. If
the project is a new technology then technical training is given to them.

9. How many technical training programs have you attended till date?

Fig 8.
70

60

50

40

30

20

10

0
less than 10 10 to 20 20 to 30 more

Analysis and interpretations

This question was intended to find out the number of technical training programs conducted
for their staff. More than an average of the staff said that they have attended for 10-20 training
33

programs. From close observation it can be inferred that employees with above 2 years of
experience have had more training programs than others. Only some of them who have an
experience of above 4 years had less than 10. This clearly implies that ADP has showed
interest in its training programs gradually from past 5 years.

10. Which of the following are taken into account by your organization while planning your
training?
a) Strategy oriented b) Client oriented c) both

Strategy
client
both

Analysis and interpretations

The staff gave mixed response on this question. As examined the pie chart it shows that 48%
of employees have attended strategy oriented training programs, 32% of the employees
attended client based training programs and the rest (5%) attended both. This shows that
may be the internal projects are run by the company itself and the external projects by
external trainers.

11. Will your trainer take any immediate feedback from you after your training?
a) Yes b) no
34

100
90
80
70
60
50
40
30
20
10
0
yes no

Analysis and interpretations

This shows that all the employees are taken feedback immediately after training. In literature
review it is mentioned by Parry that an immediate feedback would help a trainer to know how
far the training has helped the employee. Donald said that taking feedback from the staff
immediately after training should be one of the steps of technical training evaluation. Hence
the company practices a good training feedback procedure. From this it can be said that the
company follows a good procedure in training evaluation.

12. Do you think the technical training they provide is sufficient or you expect more/less?
35

Analysis and interpretations

The question was included in the questionnaire to know how far the technical training has
helped the staff; and also to know whether the staff is in need of training. In the literature
review on analysis of training needs it was mentioned by David in his survey report that about
80% of the employees are in need of training. On contrary in this research it is only 24% of
them say that they need more and the rest of 76% are happy with the training provided.

13. How would you rate from 1 to 9 on the use of training in your project performance till
date?

7 to 10

4 to 6

1 to 3

0 10 20 30 40 50 60 70

Fig: ratings of staff on their performance

after training

Analysis and interpretations

This question is to find out the use of training in the employee's tasks. From the literature
review Parry mentions on the use of training in their task may be hindered due to some of the
reasons like manager's acceptance with the process taught in the training and also sufficient
time in implementation. It is evident from the chart that 4 – 6 is the rating given for about 70%.
on an average it can be said that the manager's are supportive in giving employees chance to
use their training in their work.
36

14. Is the time sufficient in completing the assigned task?

yes sometimes needed more

no

Analysis and interpretations

This is to know whether the time provided in finishing the task is sufficient or not. It can be
inferred that in most of the cases time stood as a barrier and only in some cases it was
sufficient.
15. If not is the sufficient time provided later?

100
90
80
70
60
50
40
30
20
10
0
yes no

Analysis and interpretations

37

This question is to confirm that the staff are provided with the sufficient time if the deadline
provided initially is not sufficient initially and that they are comfortable in giving the
output(performance). It is understood from the column chart that all the staff are given
sufficient time.

16. Have you got any personal issues which you think would affect your work life?

100
90
80
70
60
50
40
30
20
10
0
yes no

Analysis and interpretations

This is a straight question to know whether any of the associates are sensitive enough to
reflect their personal life in their work field. This question is actually intended to consider due
to the fact that if anyone are in such a trouble then that situation would hinder the current
research in evaluating out the performance of employees with technical training provided. The
chart shows that no employee has brought to notice of such issues.

17. How would you rate your performance after training?

38

excellent
good
satisfactory
not satisfied

Analysis and interpretations

This is to find out the feedback from the employees the impact of training on their
performance. 60% of the employees think that technical training is useful in a good way in
their tasks, 32% think that it is satisfactory and 4% think it is excellent and the remaining 4%
of them are not satisfied. This means that all the employees are not completely with the
technical training and are in want of more training for better performance. In the lit review it is
mentioned that the evaluating is necessary to know the current status. Hence even in this
situation a frequent evaluation is necessary to know the status of employees so that their
performance levels are not affected.

18. How would you rate your performance from 1 to 9 before training?

90

80

70

60

50

40

30

20

10

0
7 to 9 4 to 6 1 to 3
39

Analysis and interpretations

This is to find out the actual performance skills of the employees even before technical
training. From the diagram it is clear that ratings are more on 4-6 and some on 7-9. This
shows that the company ADP has taken the employees with a good skills-set and if provided
with a good practice of training they may become better productive.

19. What do you think of the technical training the company provides?

Analysis and interpretations

To have a feedback on the training they are provided with from their staff this question was
included in the questionnaire. It is clear that 20% of staff say that the training provided is
excellent, 56% say that it is a good training, 12% say that it is satisfactory and 4% say that
they are not satisfied. On an average the employees say that the training they are provided
with(may be external or internal technical training) is good. But then some of the staff are in
real need of technical training training.

20. After training did you feel any work assigned to you is burdensome?
40

100
90
80
70
60
50
40
30
20
10
0
yes no

Analysis and interpretations

This question helps in finding out whether any of the staff felt the assigned work is tedious
after technical training. It is just a 4% who felt that the assigned work is a bit tedious and are
seriously in want of training or any support. And the rest of 96% are happy with the training.
From the literature review on performance management it is said by an Author that
performance support systems should actively participate in case there is a need for
employees. This should be applied to the 4% of employees in this case.

21. Are you satisfied with the way(process) you are asked to do a job?

100
90
80
70
60
50
40
30
20
10
0
no yes
41

Analysis and interpretations

It is found from the chart that 96% of the employees are comfortable with the process they are
asked to do a job. From the literature review Max explains that the 'job to be done' and the
'way do be followed' should be explained to the staff so that they perform well. Researcher
believes that it is true and there are tendencies to perform well as they are completely aware
of the tasks and the process.

22. Are you satisfied with the performance appraisals?

yes
no

Analysis and interpretations

This is to know the satisfaction of the associates on their performance appraisals. It is seen
that 84% of employees are happy with their appraisals and 16% of them are not. These are
so important because the satisfaction gives them confidence and also encourages them to
perform well in their forthcoming tasks. As discussed in the review on performance appraisals
are

23. Do you think you are given performance appraisal so you attend the training programs?
42

80

70

60

50

40

30

20

10

0
Agree Disagree Can't predict

Analysis and interpretations

As discussed in the previous question the performance appraisals gives confidence to the
staff in giving their best for the next time. Hence this question is to find out the reason behind
their appraisal. If the company follows a principle of encouraging the staff to attend training
through the appraisals that may not encourage them in giving their best in the next task; and it
is very easy to find out from their appraisal whether it is given for their performance or for any
other reason. Here in the chart it is shown that 80% of the employees do not agree with the
question and just 20% say that they cannot predict and none do agreed. So it is believed that
there is no such practice in the company. Arthur's views are mentioned in the review that the
employees will tend to know the importance of training in their performance with these
appraisals. Most of the employees may need to know that these appraisals are also intended
to encourage the employees for attending the training sessions too.

4.4. Interview Response

Two of the managers of the company gave their interview response through scripted
interviews. Just 7 important Questions were asked to reduce their effort and time. Their
responses were compared with their employee's responses and analyzed below.

Responses from the managers NAVEENA and SUMAN are taken and are used in the
analysis.

1) How often are the technical training programs conducted in your company?
43

Mrs. Naveena says that the trainings are conducted on a need basis whether it is identified by
associate or suggested by the manager.
Mr. Suman also mean the same and says that these programs are conducted on a
requirement basis and gives an example of a project with a new technology.

Interpretation
It can be inferred that the technical training programs are conducted whenever the
management think they are necessary. And also the importance is given to the employee's
request. But when examined in the employee's perspective it can be said that 40% of the staff
who have no previous experience faced difficulties in the beginning. So there is a need to
think about the needs of these employees.

2. On what basis are the technical training programs suggested to your associates?
Mrs. Naveena says that the technical programs are suggested on a need basis. In general the
associates are suggested training programs while one-on-one discussions. She also adds
that the skills-set required for the role of the associate is evaluated and necessary training
programs or actions are taken to enhance it.
Mr. Suman repeats saying that it depends on the project type. If it is a new technology they
suggest technical training. They may suggest proper training programs for a poor performer
or it could be a request from an associate who is in need of technical support.

Interpretation
It is understood that the company ADP tries to make its employees comfortable with their
technical knowledge through organizing training programs for better performance. The one-
on-one discussion would clear any issues of the employees regarding the training
requirement. It is a good practice to make their employees know the skill-set they need to
possess for their role.

3. Are the suggested technical training programs mandatory? Could you explain the
reasons behind it?
Mrs. Naveena says that the training programs are suggested after discussion with associates.
44

In case of unwillingness of an associate the necessity of training to enhance his skills are
explained to the associate thus explaining the role of associate. She stressed on the
gaps( technical & non-technical skills) which need to be filled by associates as objectives of
the associates. Objectives set by managers to improve the synergy of the company”.
Mr. Suman says that generally they suggest the training programs to the associates
depending on the necessity. A clear explanation of the purpose of the training is given to the
associate prior training say it may be a new technology based project, a poor performer or
just a new application into the market. The
performance oriented training programs need serious attention”.

Interpretation
Though the response is in indirect sense by Mrs. Naveena it is understood that the training
programs are mandatory for their employees. There is an important thing which is to be noted
that is filling up of the gap which are set as the objectives of the employees. Evensen also
explained that the training gap would hinder the employee with his output (performance). This
is proved to be true in this research. Mr. Suman gives a straight answer to the question that in
general, knowledge based training programs may not be compulsory but the performance
oriented programs are for their employees. This practice may account for narrowing the gap.

4. In case of failure of training what are the measures taken by the management?

Mrs. Naveena says “Training programs are conducted by internal & external mentors. A
technical focus group is to improve the technical efficiency of the organization. External
mentors are contacted for providing expertise on domain; it will be a one time training offered
to associate. If an associate feels it is not fulfilling the technical lag then a personalized
training will be provided by external trainers.”

Mr. Suman says “While the technical training session (internal) takes place the feedback
sessions are organized to know the potential of the associates. Later after the training session
another feedback is taken. In case of external training, external trainee is responsible for its
training. In both the cases, if there is a problem with any of associates then special training
programs are conducted by our focus groups(internal) otherwise a request is raised to the
45

external trainee on the need of training.

Interpretation
Both Mrs. Naveena and Mr. Suman explain the same saying that the internal projects are
taken care of the focus groups in case of any failure. And Mr. Suman gave an in-depth idea
on the feedback taken from the employees by the trainer before the completion of the training
to know the status of the employees. This shows the care taken by the company to avoid the
failure of the training. If taken an external project, external trainer is responsible for the
training of unsatisfied employees.

5. How do you evaluate the performance of your associates?

Firstly Mrs. Naveena answer's “the management discusses and evaluates the performance of
employees at the time of performance appraisals every six months. Appraisal discussion is a
formal way to evaluate the performance of an associate in different dimensions such OTD
(On-time delivery of assigned tasks), quality, personal goals, organizational objectives, team
work, contribution to team & organization etc.”

Mr. Suman answer's “performance evaluation begins at the start of the training programs. A
test on the understandability of its employees is checked in frequent intervals of training itself.
After the tasks are done in an individual formal meeting with our associates will have a
discussion on the achievements resulting in the final appraisal document.

Interpretation
By considering both the manager's responses it can be inferred that the performance of the
employee is evaluated in frequent intervals during technical training sessions. And later a
recap is done at the time of performance appraisals.

6. How do you come to a conclusion that the technical training programs conducted are
effective?

In Mrs. Naveena's words “Training programs are conducted to improve the technical efficiency
46

of the organization. These trainings are a continuous guidance to help, fulfill the needs of
associates. Internal mentors, working in the same domain will be having a rapport with the
associates. This rapport will further help to build a professional relation to approach for a
continual technical guidance to associate.”

In Mr. Suman's words “As mentioned earlier we always check the progress of our training
sessions in frequent intervals before and after the completion of training. These feedback
sessions and evaluation techniques answer the questions on effectiveness of the technical
training sessions. Apart from the technical training we provide we offer various resources like
24*7 support for associates, online resources, project based power point slides for an extra
support. These stand as a support for their technical training.”

Interpretation
It is clear from Mrs. Naveena's words that continuous support given for its employees would
always be effective as they prove it with their performance. Mr. Suman repeats that regular
feedback from employees and the evaluation of training programs show their effectiveness
and also mentions the same words of Mrs. Naveena about the various support resources of
the company.

4.5. Conclusion
As explained in the previous chapter of methodology that through questionnaires and
interviews the data is collected. The diagrammatic data is analyzed and its interpretations are
presented gave a clear idea on the data. From the responses of the employees and the
managers through questionnaires and the interviews all the answers related to the research
are found. The comparison of the results of the questionnaires and the interviews helped in
reaching the objectives of the study. By including the Author's opinions with the whole
analysis lead to the complete objectives of the study by answering the aim of the study.
47

Chapter 5

CONCLUSION
From the previous chapter of the data analysis many results were drawn from each and every
question of the questionnaires and the interviews through analysis. An in-depth focus on the
company ADP Pvt Ltd's technical training practices and the way they manage the
performance of its employees are concentrated in the questionnaires and interviews leading
to the result the impact of technical training on the performance of its employees.

Conclusions are also drawn from the managers’ responses. The managers have clearly given
their ideas on the procedure of the technical training programs conducted in their company
and the way they handle various issues in the company
An in-depth focus is laid on all the aspects with regard to the performance of the employees.
Firstly through the questionnaires the mental status of the employees is analyzed such as
whether he is interested in the job, his comfort with the equipment provided by the company
etc. His comfort levels with regard to the technical training provided by the company, the
training evaluation procedures and the performance evaluations like performance appraisals
are analyzed. Some of the employees gave answers in statements which helped in drawing
certain conclusions.
say it might be the case of failure of technical training or the evaluation of the performance of
the employees.

5.1. Conclusions Drawn

All the findings from the questionnaires and interviews were summarized into points and are
listed below which are taken from the employees
 The company ADP being a multinational company offers its employees with good and
up-to-date software.
 It gives chances for both experienced and non-experienced individuals in the
company.
 All the employees enjoy coming to work with which it can be said that they are happy
48

to work and may have no obligations with their performance.

 None of them have personal issues which would affect their work life (performance).
 The company encourages both internal and external technical training programs in a
regular basis for its employees.
 The company follows both strategy and client oriented training programs depending on
the requirement for its employees.
 All the employees are interested in the training programs and they think that they are
very useful in gaining sound knowledge skill-set.
 Time to time feedback from employees help in the evaluation of the technical training
programs while they are in the training sessions.
 Sample tasks are provided to employees while in the training session to predict their
performance beforehand help the management in assessing their work.
 Non-experienced associates need more concentration with their performance as there
is a need for more assistance in the early days of their work.
 Some of the employees are in need of extra training for better performance.
 Only a few stated that the training is very useful. More care is ought to be taken for
complete use of training in the tasks.
 Time provided for the tasks needs an extension for most of the employees but then the
company provides enough time later to finish the tasks and perform well.
 Almost all the employees are happy with the training and only a few are not completely
satisfied with the training.
 In case of failure of the technical training ADP follows proper procedure in bringing
their employees on the track.
 A couple of associates feel that the work assigned even after technical training is
burdensome which needs special attention.
 On the whole it is observed that there is a lot of improvement in the performance of the
employees after the training programs.
 Almost all the employees are happy with their performance appraisals and they don't
think that they are provided in order that they attend the training sessions.
 The findings from the managers of the ADP are listed below
 The technical training programs are conducted by the management based on the
49

necessity of the project based skills.

 The associates are made to know what their skills-set is ought to be to fulfill their role
and are suggested with the training sessions.
 A clear explanation is given to the associates in case of their unwillingness to training
programs.
 In case of failure of training sessions another training session is rescheduled for
internal projects. If it is an external project the company requests external trainer for
assistance.
 The management comes to a conclusion that the technical training sessions conducted
are effective from the performance of the employees and from the feedback of
associates.
 The performance is evaluated in the training sessions before hand and later on it is
evaluated while he is into actual job.
 At the time of performance appraisals the performance is evaluated as one-on-one
discussions with manager and employee.

5.2. Recommendations for further Research

Time scheduling is the important tool in any research. Due to the delayed response from the
managers and some of the employees, time scheduling became a little problematic. If more
time is gained this would have been the best research work. A scheduled research work
would result in reaching the aim and objectives to its best. A longer time span would allow the
researcher in scheduling the work leisurely and make alterations whenever possible and
wherever necessary in the work depending on the situation. As the response rate is low, if
considered some more branches of ADP for the research it would answer many more
questions in the piece of work. Because each and every individual has his own intensions on
the various aspects like technical training provided by the company, facilities provided and so
on. May be if considered many branches, more responses they would help in getting to better
conclusions. Though it is a fact that if many questions are included in the questionnaires the
response rate is low, it’s better to include at least a minimum of questions to reach the aim
and objectives. The same would apply for the interviews as well. If the feedback is taken from
as many managers as possible it would be beneficial in getting a lot of information on the
procedures of the company. There is a good scope of information if face-to-face interviews
50

are chosen. Because there is a scope of good interaction if it a face-to-face interview which is
a disadvantage in the scripted interviews. Video calling or Telephonic interviews can also be
used in the research in case the researcher is not in a position to reach the place in person.
These types of interviews are opted as a second chance in this type of research. If there is a
chance in getting an access to another software companies there may be a scope to compare
the training methods and any procedures between the companies and come to a conclusion
on the best way of all. If it is possible the managers not just at the company level but also at a
higher level may also be an added advantage for the piece of work.

5.3. Suggestions for ADP Pvt Ltd (Hyderabad, India)

The chapter of data analysis led to many conclusions. Here are some of the
recommendations for the company which would be a piece of advice for the organization to
reach better levels. Special focus on the newcomers to the company without prior experience
would make the newcomers comfortable with their work in the initial days. Immediate
feedbacks from the employees after and while training sessions are followed in the company
but more importantly the measures taken after the feedback are important; this immediate
response without any delay would not waste the time of the employee and would not lessen
the associate’s confidence levels. If offered no obligations from the managers in the use of
technical training in the associates’ tasks would actually make better use of the training
programs offered. Enough time provision for the associates depending on the tasks would
help them in managing time accurately and finishing the tasks without a hurry. If possible
more interactive training sessions would favor associates as some of them are in thirst for
technical training. Performance pay may allure the employees in paying more attention to the
tasks assigned.
51

BIBLOGRAPHY
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54

APPENDIX
QUESTIONNAIRE
1. For how many years have you been working for this company?

2. Have you got any job experience before?

a) Yes b)No

3. If you are a fresher have you faced any difficulties in the initial days of your work even
after training?
a) Yes b)No

4. Does your company follow any other process in case of failure of technical training?
a) yes b)no

5. Does your company provide advanced software equipment?

a) yes b)no

6. Do you enjoy coming to work?

a) yes b)no

7. Who provides you with the training?

a) company b)external

8. How frequently will you be given training?

a) once in a month b)twice in a month c)once in 6 months d)depends

9. How many training programs have you attended till date?

a) less than 10 b)10-20 c)20-30 d)more

10. Which of the following are taken into account by your organization while planning your
training?
a) strategy oriented b)client oriented
55

11. Will your trainer takes any immediate feedback from you after your training?
a) yes b)no

12. Do you think the training they provide is sufficient or you expect more/less?
a) sufficient b)expecting more

13. How would you rate from 1 to 9 on the use of training in your project performance till
date?

14. Is the time sufficient in completing assigned task?

a) yes b)sometimes needed a little more c)no

15. If not is the sufficient time provided later?

a) yes b)no

16. Have you got any personal issues which you think would affect your work life?
a) yes b)no

17. How would you rate your performance after training?

a. excellent b. good c. satisfactory d. not satisfied?

18. How would you rate your performance from 1 to 9 before training?

19. What do you think of the training the company provides?

a. excellent b. good c. satisfactory d. not satisfied

20. After training did you feel any work assigned to you is burdensome?
a) Yes b) no

21. Are you satisfied with the way (process) you are asked to do a job?
a) Yes b) no

22. Are you satisfied with the performance appraisals?

a) Yes b) no
56

23. Do you think you are given performance appraisal so you attend the training
programs?
a) Agree b) Disagree c) Can't predict

INTERVIEW QUESTIONS
1. How often are the technical training programs conducted in your company?
2. On what basis are the technical training programs suggested to your associates?
3. Are the suggested technical training programs mandatory? Could you explain the
reasons behind it?
4. In case of failure of training what are the measures taken by the management?
5. How do you evaluate the performance of your associates?
6. How do you come to a conclusion that the technical training programs conducted are
effective?
7. What are the measures taken by the management to enhance the skill-set of
associates if the training program conducted is ineffective?