Abstract

The project report is the bridge between the institute and the organization. In institute we get
theoretical knowledge that is very far from the practical knowledge. This project helps us to
understand how theories will be applied in the practical field.

My basic objective for this project is to deal with Human Resource Activities with Special
Attention on “Training & Development strategies of Ultra light Technology” The information
that I have gained has certainly provided me an orientation, which I believe will help me in
the near future.
About this organization, I can say that here people work with in a chain in co-operation with
one another.
Organization and industrial develop and progress simultaneously for their survival and
attainment of mutual goals. So, every modern management has to develop the organization
though Ultra light Technology human resource development and employee training is most
important sub-system of human resource development because without giving proper training
to an individual one should not get perfect in his work. Employee training is a specialized
function and is one of the fundamental operative functions for human resources management.
After an employee is selected, placed and introduced in the organization he or she
must be provided with training facilities. Training is actually the act of increasing the
knowledge and skill of an employee for doing a particular job. Training is actually a short-
term educational process and organized procedure by which employees learn technical
knowledge and skills for a definite purpose. Training is the organized procedure by which
people learn knowledge or skill for a definite purpose.
In other words training improves, changes moulds the employee’s knowledge, skill,
behavior, aptitude and attitude towards the requirements of the job and organization.
Training bridges the differences between job requirements and employee’s present
specializations.

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 CONTENTS

Chapter Page No

Chapter I : Introduction of the topic 02

Chapter II: Company Profile 17

Chapter III: Objectives Of The Training 26

Chapter IV: Research Methodology 28

Chapter V: Findings and Observation 32

Chapter VI: Summary and Conclusion 48

Bibliography ii

Annexure iv

Reflections (Work experience) vi

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Introduction of the topic

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 INTRODUCTION OF THE TOPIC
Introduction to Training and Development
Training and development go hand in hand and are often used synonymously but there is a
difference between them. Training is the process of learning a sequence of programmed
behavior. It is an application of knowledge. It gives people an awareness of the rules and
procedures to guide their behavior. It intends to improve their performance on the current job
and prepares them for an intended job.
Development is a related process. It covers not only those activities, which improve job
performance, but also those, which bring about growth of the personality. It helps individual
in the progress towards maturity and actualization of potential capabilities so that they can
become not only good employees but better human beings.
Nature of Training and Development
In simple words, training and development refers to the imparting of specific skills,
abilities, knowledge to an employee. A formal definition of training and development is
determined as follows:
“It is any attempt to improve current or future employee performance by increasing an
employee’s ability to perform through learning, usually by changing the employee’s attitude
or increasing his or her skills and knowledge.”
The need for training and development is determined by the employee’s performance
deficiency, computed as follows:

Training and development needs =

Standard performance – Actual performance

We can make a distinction among training, education and development. Such

distinctions enables us to acquire a better perspective about the meaning if the term training.
Which refers to the process of imparting specific skills, Education, on the other hand is
confined theoretically learning in classroom

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 To distinct more, the training is offered in case of operatives whereas development
programs are conducted for employees at higher levels. Education however is common to all
the employees.

Inputs in Training and Development

Any training and development programme must contain inputs which enable the
participants to gain skills, learn theoretical concepts and help acquire vision to look into the
distant future. The inputs of training and development are as follows:

1) Skills
2) Education
3) Development
4) Ethics
5) Attitudinal Changes
6) Decision making and problem solving skills

1) Skills
Training is imparting skills to the employees. A worker needs skills to operate
machines, and use other equipments with least damage and scrap. This is basic skills without
which the operator will not function.
There is also a need of motor skills or psychomotor skills as they are refer to
performance of specific physical activities .These skills involve learning to move various
parts of their body in response to certain external and internal stimuli. Employees particularly
like supervisors and executives, need interpersonal skills mostly know as people skills. These
skills helps a person understand oneself and others better and act accordingly. Examples of
interpersonal skills include listening. Persuading and showing an understanding of others
feelings
2) Education
The purpose of education is to teach theoretical concepts and develop a sense of
reasoning and judgment. That any training and development programme must contain an
element of education is well understood by the HR specialist.
In fact, sometimes, organizations depute or encourage employees to do courses on a
part time basis. Chief executive officers (CEO’s) are known to attend refresher course
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conducted in many Business schools. The late Manu Chabria, CMD, Shaw Wallace, attended
such a two month programme at the Harvard business school. Education is more important
for managers and executives than for lower-cadre workers.

3) Development
Another component of a training and development programme is development which
is less skill – oriented but stress on knowledge. Knowledge about business environment,
management principles and techniques, human relations, specific industry analysis and the
like is useful for better management of a company.
Development programme should help an employee to be a self-starter, build sense of
commitment, motivation, which should again helps him being self generating. It should make
their performance result oriented and help them in being more efficient and effective. It
should also help in making the employee sensitive towards the environment that is his work
place and outside. This programme should keep the employee aware of him i.e. his potentials
and his limitations. Help him see himself as others see him and accept his self image as a
prelude to change. It helps teach an individual to communicate without filters, to see and feel
points of view different from their own. Also helps them understand the powers in their hands
and thereby develop leadership styles which inspire and motivate others. And finally helps
install a zest for excellence, a divine discontent, a nagging dissatisfaction with the status quo.
4) Ethics
There is a need for imparting greater ethical orientation to a training and development
programme. There is no denial of the fact that ethics are largely ignored in businesses. They
are less seen and talked about in the personnel function this does not mean that the HR
manager is absolved if the responsibility. If the production, finance or marketing personnel
indulge in unethical practices the fault rest on the HR manager. It is his/her duty to enlighten
all the employees in the organization about the need for ethical behavior.

5) Attitudinal Changes
Attitudinal represents feelings and beliefs an individual towards others. Attitudes
affect motivation, satisfaction and job commitment. Negative attitudes needs to be converted
into positive attitudes. Changing negative attitudes is difficult because of
(1) Employees refuse to change
(2) They have prior commitments and
(3) Information needed to change attitudes may not be sufficient.
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Attitude must be changed so that the employee feels committed to the organization and give
better performance.

6) Decision making and problem solving skills

Decision making and problem solving skill focus on methods and techniques for
making organizational decision and solve work related problems. Learning related to decision
making and problem solving skills seeks to improve trainee’s abilities to define and structure
problems, collect and analysis information, generate alternatives. Training of this type is
typically provided to potential managers, supervisors and professionals

Importance of Training and development for the organization

There are many benefits of Training and Development to the organization as well as
employee. We have categorized as under
1) Benefits for the organization

2) Benefits for the individual

3) Benefits for personnel and human relation, intra group and internal group
relation and policy implementation

1) Benefits for the organization

a) Improves communication between group and individuals.

b) Aid in orientation of new employee and those taking new job through transfer or
promotion.

c) Provides information on equal opportunities and affirmative action.

d) Provides information on other government laws and administration policies.

e) Improve interpersonal skills.

f) Makes organizational policies, rules and regulations viable.

g) Builds cohesiveness in group.

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

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 i) Makes the organization a better place to work and live.

2) Benefits for the individual

a) Helps and individual in making better decision and effective problem solving.
b) Through training and development, motivational variables of recognition
achievement, growth, responsibility and advancement are internalized and
operationalised.
c) Aid in encouraging and achieving self–development and self confidence.
d) Helps a person handle stress, tension, frustration and conflict.
e) Provides information for improving leadership, knowledge, communication skills
and attitudes.
f) Increases job satisfaction and recognition.
g) Moves a person towards personal goals while improving interactive skills.
h) Satisfies personal needs of a trainee.
i) Provides the trainee an avenue for growth in his or her future.
j) Develops a sense of learning.
k) Helps eliminate fear in attempting new task.
l) Helps a person improve his listening skill, speaking skills also with his writing
skills.
3) Benefits for personnel and human relation, intra group and internal group relation
and policy implementation
a) Improves communication between group and individuals.
b) Aid in orientation of new employee and those taking new job through transfer or
promotion.
c) Provides information on equal opportunities and affirmative action.
d) Provides information on other government laws and administration policies.
e) Improve interpersonal skills.
f) Makes organizational policies, rules and regulations viable.
g) Builds cohesiveness in group.
h) Provides a good climate for learning, growth and co ordination.
i) Makes the organization a better place to work and live.

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 Training Process
The steps of Training Process are as under:

Organizational Objectives
and Strategies

Assessment of Training
Needs

Establishment of Training
Goals

Devising Training
Programme

Implementation of
Training programme

Evaluation of Results

a) Organizational objectives and strategies

The first step in the training process is an organization in the assessment of its
objectives and strategies. What business are we in? At what level of quality do we wish to
provide this product or service? Where do we what to be in the future? Its only after
answering these and other related questions that the organization must assess the strength and
weakness of its human resources.

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 b) Needs assessment

Needs assessment diagnoses present problems and future challenge to be met through
training and development. Needs assessment occurs at two levels i.e. group level and
individual level, an individual obviously needs training when his or her performance falls
short or standards that is when there is performance deficiency. Inadequate in performance
may be due to lack of skills or knowledge or any other problem.

The following diagram explains performance deficiency

Performance
Deficiency

Lack of skills other causes

Or knowledge

Training Non training measures

c) Training and development objectives

Once training needs are assessed, training and development goals must be established.
Without clearly-set goals, it is not possible to design a training and development programme
and after it has been implemented, there will be no way of measuring its effectiveness. Goals
must be tangible, verifying and measurable. This is easy where skilled training is involved

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d) Designing training and development program

Who are the trainees? Who are the trainers?

What methods
And
techniques?

What is the what are the

where to conduct
level of training principles of learning
the program

e) Conducting training activities

Where is the training going to be conducted and how?

• At the job itself.
• On site but not the job for example in a training room in the company.
• Off site such as a university, college classroom hotel, etc.

f) Implementation of the training programme

Program implementation involves actions on the following lines:

• Deciding the location and organizing training and other facilities.

• Scheduling the training programme.

• Conducting the programme.

• Monitoring the progress of the trainees.

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 g) Evaluation of the results
The last stage in the training and development process is the evaluation of the results.
Since huge sums of money are spent on training and development, how far the programme
has been useful must be judge/determined. Evaluation helps determine the results of the
training and development programme. In the practice, however organizations either overlook
or lack facilities for evaluation.

Methods of training

A multitude of techniques are used to train employees. Training techniques represent

the medium of imparting skills and knowledge to employees. Training techniques are means
employed in the training methods. They are basically of two types.
1) Lectures
It is the verbal presentation of information by an instructor to a large audience. The
lecturer is presumed to possess knowledge about the subject. A virtue in this method is that it
can be used for large groups and hence the cost of training per employee is very low.
However, this method violates the principle of learning by practice. Also this type of
communication is a one-way communication and there is no feedback from the audience
because in case of very large groups it is difficult to have interactive sessions. Long lectures
can also cause Boredom.
2) Audio Visuals
This is an extension of the lecture method. This method includes slides, OHPs, video
tapes and films. They can be used to provide a range of realistic examples of job conditions
and situations in the condensed period of time. It also improves the quality of presentation to
a great extent.

3) On- the – Job- Training

It is used primarily to teach workers how to do their present jobs. Majority of the
industrial training is on the job training. It is conducted at the work site and in the context of
the job. Often, it is informal, as when experienced worker shows a trainee how to perform
tasks. In this method, the focus of trainer’s focus is on making a good product and not on
good training technique. It has several steps; the trainee first receives an overview of the job,
its purpose and the desired outcomes. The trainer then demonstrates how the job is to be
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performed and to give trainee a model to copy. And since a model is given to the trainee, the
transferability to the job is very high. Then the employee is allowed to mimic the trainer’s
example. The trainee repeats these jobs until the job is mastered.
4) Programmed Instruction (PI)
In this method, training is offered without the intervention of the trainer. Information
is provided to the employee in blocks, in form of books or through teaching machine. After
going through each block of material, the trainee goes through a test/ answers a question.
Feedback in the form of correct answers is provided after each response. Thus PI involves:
• Presenting questions, facts, and problems to the learner.
• Allowing the person to respond
• Providing feedback on the accuracy of the answers
• If the answers are correct, he proceeds to the next block or else, repeats the
same.
However it is an impersonal method and the scope of learning is less as compared to
other methods of training. Also the cost of preparing books, manuals and machinery is very
high.
5) Computer Assisted Instruction (CAI)
This is an extension of the PI method. In this method, the learner’s response
determines the frequency and difficulty level of the next frame. This is possible thanks to the
speed, memory and the data manipulation capabilities of the computer.
6) Simulation
It is any equipment or technique that duplicates as nearly as the possible the actual
conditions encountered at the job. It is an attempt to create a realistic for decision-making.
This method is most widely used in Aeronautical Industry.
7) Vestibule Training
This method utilizes equipment which closely resembles the actual ones used in the
job. It is performed in a special area set aside for the purpose and not at the workplace. The
emphasis is placed on learning skills than on production. It is however difficult to duplicate
pressures and realities of actual situations. Even though the kind of tension or pressure may
be the same but the employee knows it is just a technique and not a real situation. Also the
employees behave differently in real situations than in simulations. Also additional
investment is required for the equipment.

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 8) Case study
It is a written description of an actual situation in the business, which provokes the
reader to think and make decisions/ suggestions. The trainees read the case, analyze it and
develop alternative solutions, select the best one and implement it. It is an ideal method to
promote decision making skills. They also provide transference to an extent. They allow
participation through discussion. This is the most effective method of developing problem
solving skills.
The method /approach to analysis may not be given importance. Many a times only
the result at the end of the case may be considered and not the line of thinking to approach it.
This is a major disadvantage since case studies must primarily be used to influence or mend
the attitude or thinking of an individual.

9) Role Playing and Behavior Modeling

This method mainly focuses on emotional (human relation) issues than other ones.
The essences are on creating a real life situation and have trainees assumed parts of specific
personalities (mostly interchanged roles of boss and subordinate to create empathy for one
another). The consequence is better understanding of issues from the other’s point of view.
Concept of Behavior Modeling:
• Fundamental psychological process by which new patterns of behavior can
be acquired and existing ones can be altered.
• “Vicarious process” learning takes place not by own experience but by
observation or imagination of others’ action.
• It is referred to as “copying”, “observational learning” or “imitation”
implying that it a behavior is learned or modified through observation of
other’s experiences.
• This change may be videotaped and showed to the trainee and he can
review and critique it.
• It also helps him see the negative consequences that result from not using
the behavior as recommended.

10) Sensitivity Training

It uses small number of trainees usually less than 12 in a group. They meet with a
passive trainer and get an insight into their own behavior and that of others. These meetings

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have no agenda and take place away from the workplace. The discussions focus on why
participants behave the way they do and how others perceive them. The objective is to
provide the participants with increased awareness of their own behavior, the perception of
others about them and increased understanding of group process. Examples: Laboratory
training, encounter groups. Laboratory training is a form of group training primarily used to
enhance interpersonal skills. It can be used to develop desired behaviors for future job
responsibilities. A trained professional serves as a facilitator. However once the training is
over employees get back to being the way they are.

11) Apprenticeships and Coaching

It is involved learning from more experienced employee/s. This method may be
supplemented with other off-the-job methods for effectiveness. It is applied in cases of most
craft workers, carpenters, plumbers and mechanics. This approach uses high levels of
participation and facilitates transferability. Coaching is similar to apprenticeships. But it is
always handled by a supervisor and not by the HR department. The person being trained is
called understudy. It is very similar to on the job training method. But in that case, more
stress is laid on productivity, whereas here, the focus is on learning.

In this method skilled workforce is maintained – since the participation, feedback and
job transference is very high. Immediate returns can be expected from training – almost as
soon as the training is over the desired outcomes can be seen in the trainee.

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Company Profile

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 COMPANY PROFILE
ORGANIZATIONAL PROFILE

The Ultra Light Technology

The Ultra Light Technology. Vidisha is a well established and systematically

organized company engaged in the manufacture of LED intensive market survey to cater to
the needs of high demand areas.
The promoter and his team had the business acumen, professional background
obtained after serving a long stint in LED industry, sound business ethics, skills and had
brought this to bear in the discipline and systems required to maintain and sustain quality in
such a mass production.
The company utilizing the skilled low-cost manpower strength that offer, flavors India
has staff strength of 100 personnel headed by the board of directors, who control the different
divisions of the organization.

Ultra Light Technology is an innovative, leading German company operating in the

development and manufacture of LED lighting.
Founded in 1988, Ultra Light Technology is not only active in the general lighting sector, but
has already specialized exclusively in LED technology since 2005.

Ultra Light Technology is therefore one of the pioneers of the LED lighting industry.

Our passion and enthusiasm is LED. We combine experience, accuracy, technological

progress and constant quality control in accordance with the latest standards to offer
innovative and high-quality products at an excellent price and quality level.

Our high quality LED luminaries, controls and components are offered worldwide under the
well-known brand LED LIGHT.

The product range includes a wide range of flexible LED strips, matching innovative profiles,
interior lighting and exterior lighting for commercial and industrial buildings, retail, hotels,
restaurants, etc.

The product portfolio is rounded off by a large number of intelligent controls for modern and
comfortable light management.

Our extensive range of products, the fast delivery times, the outstanding price-performance
ratio and the option of manufacturing and packaging according to your requirements make us
your ideal partner.

Using the LED technology our products offer the perfect lighting solution for indoor
and outdoor applications and combine the advantages of LED’s. Compared to traditional
lamps they emit no UV or IR radiation, have a very low heat generation, are shock proof,
have a long lifetime as well as a very low power consumption and contain no mercury. As
RGB version 16,7 million colours and seamless colour changes are possible. This offers
unlimited possibilities for creating atmosphere with light.

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Our LED products are suitable for the use in hotels, offices, shops, boutiques, museums,
restaurants, bars, clubs, wellness centres, fair stands, storage buildings, production plants, ...

Quality:

For the Flavors India with 30 years of standing, quality is the day to success. Our
plant has fully equipped quality control laboratories where the raw materials, in process and
finished products are rigorously tested for their quality standards.
Our qualified manufacturing and technical personnel deal with material handling,
shop floor and production activities. We maintain stringent quality control measure and
hygienic condition as per the specification of Bureau of India Standards. The research and
development wing devotes its fulltime towards better product development, cost .effective
methods and new products.
Ultra Light Technology is an ISO 9001_2000 certified company ensuring the quality
systems practiced .with a commitment towards safe environment we have development an
efficient Effluent Treatment Plant fulfilling the pollution control Board needs.
CUSTOMER BASE:

Our motto being “customer is our Boss” a good amount of time and skill is put in and
translated into action by formulating new products as demands by the customers.
Our products command its reputation in the market for the past 3decades and more in
leading food processing companies throughout the country and overseas.
Our customer service is always prompt and sure as the” sun –rises and sun set”

AWARDS:

It was a moment of pride when government of bestowed on us thrice the Good

Industries Relations Award. We promise to march towards the future with the same zeal and
motive.

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OUR PRODUCTS

19
 ORGANISATIONAL CHART

MANAGING DIRECTOR

Department INCHARGE

QUALITY
PRODUCTION CONTROL FINANCE MARKETING
DEPARTMENT DEPARTMENT DEPARTMENT

SENIOR
SENIOR ASSISTANT
ASSISTANT
INCOME
FINANCE DEPARTMENT: TAX ACCOUNTS

The accounts department of Ultra Light Technology functions so as to keep as a

JUNIOR
system record of the daily events of the business. It maintain records of all financial
ASSISTANT
JUNIOR
transaction to find out the profit and loss according during the year and to financial status of
ASSISTANT
the company, which helps them to take quick and correct policy decision.

OBJECTIVE OF FINANCE DEPARTMENT:

• To determine the financial status of the company balance sheet, profit and loss
accounts.
• To help the management to analyses the financial standard of the company so that
they can take quick correct decision.
• To provide useful information to management.
• Analysis the cash flow of the company it will useful for new ventures.

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SYSTEM OF ACCOUNTING:
All the transaction in the company is enter into to the system. There is more lapse
of time in the company to do the other work. The daily transaction of the company is
registered under the computer. The invoice, Quotation etc are sending through the system.

FUNCTING FINANCE DEPARTMENT OF THE FIRM

The work performed by the account department has follows.
1. Preparation of cash and bank vouchers ( both debtors and creditors)
2. Maintaining cash and bank book.
3. Bank reconciliation statement.
4. Preparing purchasing journal, salaries, wages etc.
5. Preparing debtors and creditors notes.
6. Posting journal to journal books.
7. Maintaining general ledger accounts.
8. Maintaining subsidiary books.
9. Preparing trial balance, profit and loss account and balance sheet.

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Objectives of the Study

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 OBJECTIVES OF THE STUDY
OBJECTIVES OF THE STUDY
The first & foremost step in any research work is to identify the problems or objectives on
which the researcher has to work on.
MAJOR OBJECTIVE
➢ To analyze the existing training practices, its effectiveness and recommend measures
to improve the training practices in Infosys Group.

MINOR OBJECTIVES
➢ To understand the present practices enforced in respect of training at the personnel
department and recommend any changes if necessary.
➢ To take feedback and analyze the level of satisfaction amongst the employees in
respect of training activities and suggest alternatives.

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Research Methodology

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 RESEARCH METHODOLOGY
According to Clifford Woody, “Research Methodology comprises of defining & redefining
problems, collecting, organizing &evaluating data, making deductions &researching to
conclusions.”
Accordingly, the methodology used in the project is as follows: -
➢ Defining the objectives of the study
➢ Framing of questionnaire keeping objectives in mind (considering the objectives)
➢ Feedback from the employees
➢ Analysis of feedback
➢ Conclusion, findings and suggestions.
Organization works in a totally different manner from other when it comes to training
its employees. In case of new employment, organization selects students from various
management institutes and molds them during their graduation period itself. Each hotel
management student is allotted a time period to work as a trainee in any organization.
organization makes use of this time period and molds the students.
1) Who are the trainees?
The trainees are Employees of Bhopal, Bhopal.
2) Who are the trainers?
There is a Training department under the HR who takes care of the new employees
and the training programs conducted for them.

3) What are the training programs?

• Introduction or orientation wherein, the employees is introduced to the
organization and is told about the training program for the immediate three
months of his training and the long term training policies.
• Grooming sessions are conducted to educate the employees how to dress and
behave to match the standards of organization. They are given personal skills
and are made presentable.
• They are taught values of the organization that are policies like keeping the
customer always satisfied. The basic principle that is to maintain the old
customers and get new customers.

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 4) What are the benefits for the employee?
The training sessions provides them with practical knowledge which helps them in
their Department and makes it easy to understand the job perspectives during the training.
They also apply the knowledge which they get in these training sessions to their
departmental knowledge which makes them a better employee in all.

SELECTION OF SAMPLE SIZE

In order to take a reasonable sample size and not to disturb the functioning of the
organization, a sample size of reasonable strength of the Company has been taken in order to
arrive at the present practices of training in the Company.

Accordingly, 50 employees have been selected at random from all the departments of the
organization and feedback forms (questionnaire) have been obtained. The data has been
analyzed in order to arrive at present training practices in the organization.

SAMPLING TECHNIQUE USED

The technique of Random Sampling has been used in the analysis of the data. Random
sampling from a finite population refers to that method of sample selection, which gives each
possible sample combination an equal probability of being picked up and each item in the
entire population to have an equal chance of being included in the sample. This sampling is
without replacement, i.e. once an item is selected for the sample, it cannot appear in the
sample again.
DATA COLLECTION
To determine the appropriate data for research mainly two kinds of data was collected namely
primary & secondary data as explained below:

PRIMARY DATA
Primary data are those, which were collected afresh & for the first time and thus happen to be
original in character. However, there are many methods of collecting the primary data; all
have not been used for the purpose of this project. The ones that have been used are:

➢ Questionnaire
➢ Informal Interviews
➢ Observation

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SECONDARY DATA
Secondary data is collected from previous researches and literature to fill in the respective
project. The secondary data was collected through:
➢ Text Books
➢ Articles
➢ Journals
➢ Websites
STATISTICAL TOOLS USED
The main statistical tools used for the collection and analyses of data in this project are:

➢ Pie Charts
➢ Tables
SCOPE OF THE STUDY
Training Effectiveness is the process wherein the management finds out how effective it has
been at training and developing the employees in an organization.
➢ This study gives some suggestions for making the present training and development
system more effective.
➢ It gives organization the direction, how to deal differently with different employees.
➢ It identifies the training & development needs present among the employees.

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DATA ANALYSIS AND
INTERPRETATAION

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 Data analysis and interpretation

1) How many training programmes have you attended in last 5 years?

No. of Programmes No. of Respondents % of Responses
0-5 20 40%
6-10 12 26%
10-15 10 20%
More than 15 8 15%
Total 50 100%

INTERPRETATION
45% of the officers have attended 6-15 training programmes in the last 5 years, which is an
indication of an effective training policy of the organization. However, 40% of the officers
have attended only 0-5 training programmes, which needs to be evenly monitored by the
organization.

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 3) The programme objectives were known to you before attending it.

Options No. of Respondents % of Responses

Strongly agree 12 25%
Moderately agree 20 35%
Can’t Say 6 15%

Moderately Disagree 2 5%
Strongly Disagree 10 20%
Total 50 100%

INTERPRETATION
35% of the respondents moderately agree to the fact of knowing the training objectives
beforehand, in addition to 25% who strongly agree. But a small population disagrees as 20%
strongly disagree to this notion. Training objectives should therefore be made known
compulsorily before imparting training in the organization.

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3) The training programme was relevant to your developmental needs.
Options No. of Respondents % of Responses
Strongly agree 15 30%
Moderately agree 20 40%

Can’t Say 7 15%

Moderately Disagree 5 10%
Strongly Disagree 3 5%

Total 50 100%

INTERPRETATION
70% of the respondents feel that the training programmes were in accordance to their
developmental needs. 15% respondents could not comment on the question and 15% think
that the programmes are irrelevant to their developmental needs and the organization must
ensure

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programmes that satisfy the developmental needs of the officers.
4- The period of training session was sufficient for the learning.
Options No. of Respondents % of Responses
Strongly agree 15 31%
Moderately agree 10 21%
Can’t Say 10 21%
Moderately Disagree 9 16%
Strongly Disagree 6 11%
Total 50 100%

INTERPRETATION
52% respondents feel that the time limit of the training programme was adequate but 25%
feel that it was insufficient. Also, 21% could not comment on the question. All the
respondents though felt that increase in time limit of the programmes would certainly be
beneficial and the organization should plan for this to be implemented in the near future.

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5) The training methods used during the training were effective for understanding the
subject.
Options No. of Respondents % of Responses
Strongly agree 10 20%
Moderately agree 20 40%
Can’t Say 8 15%
Moderately Disagree 7 15%
Strongly Disagree 5 10%
Total 50 100%

INTERPRETATION
40% of the respondents believe that the training methods used during the programmes were
helpful in understanding the subject, yet 25% disagree to this notion. The organization should
use better, hi-tech methods to enhance the effectiveness of the methods being used during the
training programmes.

33
6) The training sessions were exciting and a good learning experience.

Options No. of Respondents % of Responses

Strongly agree 12 25%
Moderately agree 20 40%

Can’t Say 5 10%

Moderately Disagree 8 15%

Strongly Disagree 5 10%

Total 50 100%

INTERPRETATION
65% respondents believe that the training sessions were exciting and a good learning
experience. 10% respondents could not comment on this while 25% differ in opinion. They
feel that the training sessions could have been more exciting if the sessions had been more
interactive and in line with the current practices in the market.

34
7) The training aids used were helpful in improving the overall effectiveness of the
programme.
Options No. of Respondents % of Responses
Strongly agree 10 20%
Moderately agree 12 25%

Can’t Say 18 35%

Moderately Disagree 7 15%
Strongly Disagree 3 5%

Total 50 100%

INTERPRETATION
40% of the respondents believe that the training aids used were helpful in improving the
overall effectiveness, yet 20% disagree to this notion. 35% respondents did not comment on
the issue. Yet the total mindset of the respondents was that the organization should use better
scientific aids to enhance the presentation and acceptance value of the training programme.

35
8) The training was effective in improving on- the- job efficiency.
Options No. of Respondents % of Responses
Strongly agree 8 15%
Moderately agree 15 30%
Can’t Say 10 20%
Moderately Disagree 10 20%
Strongly Disagree 7 15%
Total 50 100%

INTERPRETATION
45% respondents believe that the training programmes increase their job efficiency but 35%
disagree to this. The view of the respondents were towards having more technological and
current topics for the training programmes which could help them satisfy their creative urge
and simultaneously increase their on-the-job efficiency.

36
9) In your opinion, the numbers of training programmes organized during the year
were sufficient for employees.
Options No. of Respondents % of Responses
Strongly agree 5 10%
Moderately agree 7 15%
Can’t Say 13 25%
Moderately Disagree 5 10%
Strongly Disagree 20 40%
Total 50 100%

INTERPRETATION
25% respondents have the opinion that the frequency of the training programmes is sufficient
but 50% of the respondents differ to this. They believe that the number of training
programmes organized in a year should be increased and some in house training programmes
should also be organized by the organization regularly.

37
10) The time limit of the training programme, if increased would make it more effective.
Options No. of Respondents % of Responses
Strongly agree 23 45%
Moderately agree 10 20%
Can’t Say 5 10%
Moderately Disagree 10 20%
Strongly Disagree 2 5%
Total 50 100%

INTERPRETATION
65% respondents feel that the increase in the duration of the training programmes would be
beneficial but 25% differ to this opinion. Going by the majority, the organization should
make required changes to increase the duration of the programmes and also take the opinion
of the workers to have an effective training session.

38
11) The training aids used were effective in improving the overall effectiveness of the
programme.
Options No. of Respondents % of Responses
Strongly agree 13 25%
Moderately agree 5 10%
Can’t Say 15 30%
Moderately Disagree 10 20%
Strongly Disagree 7 15%
Total 50 100%

INTERPRETATION
35% respondents believe that the training aids were effective in improving the overall
efficiency of the programme. Contrary to this, 35% disagree and 30% could not comment on
the issue. The organization should ensure positive awareness about the training aids used.
Also, the use of better presentation aids should be facilitated.

39
OBSERVATION
1. 45% of the officers have attended 6-15 training programmes in the last 5 years, which
is an indication of an effective training policy of the organization. However, 40% of
the officers have attended only 0-5 training programmes, which needs to be evenly
monitored by the organization
2. 35% of the respondents moderately agree to the fact of knowing the training
objectives beforehand, in addition to 25% who strongly agree. But a small population
disagrees as 20% strongly disagree to this notion. Training objectives should therefore
be made known compulsorily before imparting training in the organization
3. 70% of the respondents feel that the training programmes were in accordance to their
developmental needs. 15% respondents could not comment on the question and 15%
think that the programmes are irrelevant to their developmental needs and the
organization must ensure programmes that satisfy the developmental needs of the
officers.
4. 52% respondents feel that the time limit of the training programme was adequate but
25% feel that it was insufficient. Also, 21% could not comment on the question. All
the respondents though felt that increase in time limit of the programmes would
certainly be beneficial and the organization should plan for this to be implemented in
the near future.
5. 40% of the respondents believe that the training methods used during the programmes
were helpful in understanding the subject, yet 25% disagree to this notion. The
organization should use better, hi-tech methods to enhance the effectiveness of the
methods being used during the training programmes
6. 65% respondents believe that the training sessions were exciting and a good learning
experience. 10% respondents could not comment on this while 25% differ in opinion.
They feel that the training sessions could have been more exciting if the sessions had
been more interactive and in line with the current practices in the market.
7. 40% of the respondents believe that the training aids used were helpful in improving
the overall effectiveness, yet 20% disagree to this notion. 35% respondents did not
comment on the issue. Yet the total mindset of the respondents was that the
organization should use better scientific aids to enhance the presentation and
acceptance value of the training programme.

40
8. 45% respondents believe that the training programmes increase their job efficiency
but 35% disagree to this. The view of the respondents were towards having more
technological and current topics for the training programmes which could help them
satisfy their creative urge and simultaneously increase their on-the-job efficiency.
9. 25% respondents have the opinion that the frequency of the training programmes is
sufficient but 50% of the respondents differ to this. They believe that the number of
training programmes organized in a year should be increased and some in house
training programmes should also be organized by the organization regularly.
10. 35% of the workers have attended 3-8 training programmes in the last year, which is
the clue of a useful training policy of the organization. However, 62% of the workers
have attended only 0-2 training programmes, which should be effectively seen by the
organization. Also, every worker should be given chances to attend as many training
programmes as possible.
11. 71% of the respondents feel that the training programmes were useful. 13%
respondents could not comment on the question and 16% think that the programmes
were irrelevant to their objective of being useful. The organization must ensure
programmes that are useful and prove to cater to the developmental needs of the
workers
12. 42% respondents feel that the time limit of the training programme was adequate but
35% feel that it was insufficient. Also, 13% could not comment on the question. All
the respondents though felt that increase in time limit of the programmes would
certainly be advantageous and the organization should take some steps in this
direction.
13. 65% respondents feel that the increase in the duration of the training programmes
would be beneficial but 25% differ to this opinion. Going by the majority, the
organization should make required changes to increase the duration of the
programmes and also take the opinion of the workers to have an effective training
session.
14. 62% respondents believe that the training programmes increase their job efficiency
but 25% disagree to this. The respondents were of the opinion that having current
topics for the training programmes and also some sessions by an external faculty
would help them increase their on the job efficiency.

41
15. 35% respondents believe that the training aids were effective in improving the overall
efficiency of the programme. Contrary to this, 35% disagree and 30% could not
comment on the issue. The organization should ensure positive awareness about the
training aids used. Also, the use of better presentation aids should be facilitated.
16. 33% respondents believe that the numbers of training programmes organized in a year
are sufficient, but a majority of 57% disagrees to this. The organization should ensure
multiple programmes for the workers and hence enable them in improving their skills
and knowledge.
17. 72% respondents feel that participative and interactive training session could provide
more awareness and knowledge in a small span of time as compared to classroom
teaching. 13% respondents could not comment on this and 15% disagree to it.

42
 RECOMMENDATIONS
Based on the data collected through the questionnaire and interactions with the employee of
organization the following recommendations are made for consideration:
➢ The organization may utilize both subjective and objective approach for the training
programmes.
➢ The organization may consider deputing each employee to attend at least one training
programmes each year.
➢ The In-house training programmes will be beneficial to the organization as well as
employees since it will help employees to attend their official work while undergoing the
training.
➢ The organization can also arrange part time training programmes in the office premises
for short durations, spanning over a few days, in order to avoid any interruption in the
routine work.
➢ The organization can arrange the training programmes department wise in order to give
focused attention towards the departmental requirements.

43
Summary and Conclusion

44
 SUMMARY AND CONCLUSION

During the training, I have concluded following in different Chapters that

In Chapter I, Introduction, Gone are the days when training was a 2 hour process
on the first day of the job. Training & Development has transformed from an add-on function
to a core function of companies. It has become more of a science with systematic rules and
formats guiding the companies on how to go about training and development. And that is the
way it should be.
Training and development is a necessity for both the trainer and the trainee. The
trainer (the company) would want to make its staff more efficient in this highly competitive
world. It would want its employees to know the latest trends and technologies and use them
according to the company’s principles and objectives. The trainees (staff) on the other hand,
view training and development as a stepping stone for enriching their career and fulfilling
their personal needs. Training and development is another round of education for them, the
knowledge from which is to be applied later. So, it’s more of a mutual necessity and
agreement between the companies and their respective employees when it comes to training
and development.
The future would demand more from the employees as well as the companies in terms
of productivity. New technology, multi-tasking, group culture, etc. will be more emphasized
upon. This means training and development is going to be even more important, complex and
rigorous. Companies already foresee this and are already in preparations to make their staff
better equipped. On this we conclude our report with the following words “Education ends
with school but learning ends with life.”
I have concluded that every activity has its purpose or an objective behind it. Thus the efforts
made were directed towards the achievement of its purpose. This project would help in
gaining experience & acquiring certain knowledge about the company, training practices and
Human Resource Management practice in an organization, it has helped to correlate the
subject tough Ultra light Technology in class and the way it is practiced at the site.

In Chapter II, Company Profile, I have described whole profile of that Infosys Group.
which included the history, vision, mission and the products of the company.

45
In Chapter III, objectives of the training, various objectives are under mentions. The
objectives are to study the training programs taken up currently by the organization and to
analyze the procedure presently followed in planning and conduct of training programs at
Infosys Group. Other objectives are to evaluate the training management and development
programs.

In Chapter IV, Research Methodology, I had mention methodology used in the training
which included questionnaire as the tools for the data collection, sample methodology was
random Sampling.

In Chapter V, Findings and Observation, I would like to conclude that all employees must
be provided with training time to time which play an important role in raising their efficiency
& in turn increases the production level. This project has helped to training practices &
processing of various cases in the Human Resource Department. Induction programs in
companies have not gained much importance over the years even as industries are growing at
a very fast pace. The induction program must be well planned and of sufficient duration.
During the induction program, managers must spend time with the new recruits in order to
welcome them and make them feel at home. Highest number of respondents believes that
every company has a well structured training program which is evaluated.

46
 LIMITATIONS OF STUDY
Certain limitations that were encountered during the survey were:
1). Limitation of time: Time was not enough considering the amount of work to be done.
Thus limitation of time was one of the major drawbacks of the study. Time constraint

is one of the limiting factors.

2). Sample size:
Since it was a sample survey and not a census survey, the number of respondent was
too small to draw any conclusion from the research and hence the outcome of analysis
cannot be considered as absolutely correct.
3). Non co-operation of employees:
Reluctance on part of certain employees to show their interest on the survey and give
their true opinion regarding different parameters.
4). Lack of practical training:
Due to lack of training, it was very difficult to develop the research design and
analysis the collected data.
5). Biased information:
The study is based on the information gathered from the employee. Therefore in such
case it is possible that the information supplied might be biased because the employee
might have shown partiality towards their company and superiors.
6). Limitation of Language:
The questions were asked to the employee that was easy to understand but most of the
employees were not able to understand because of the language problem & illiteracy.
7). Collection of Information:
Collecting information from people during the working hours was
difficult.
8). Work Shift:
Due to work shifts it was difficult to approach the employees. Some
employees did not have in depth knowledge about their work and were not
able to give relevant information. Most of the employees were hesitant in
giving frank opinions and answer during personal interview.

47
Bibliography

48
 Bibliography
• Rao P. Subba, “Essentials of Human Resource And Management Relations”,
Himalaya Publications, Second edition and Revised print 2007.
• Decenzo David A., “Personnel /Human Resource Management” Publisher: Prentice
Hall India, page 50.
• Agrell Tina, “Recruitment Techniques For Modern Managers”
• Memoria C.B. “Personnel Management”
• Aswathappa K. “Human Resources and Personnel Management”
• C. B. G “Human Resource Management”
• Robbins Stephen “Organizational Behavior” 9th edition by Prentice Hall
International.
• Armstrong Michael And Murlis Helen “The art of HRD, reward management”,
volume 9.
• Bhatia S.K. “Performance management, concepts, practices and strategies for
organization success”.
• MEMORIA, C.B., “ PERSONNEL MANAGEMENT”, NEW DELHI , Himalaya
Publishing House , 1997
• GHOSH, Human Resource Management, Sunrise Publication, New Delhi
• Literature on “PRIVATE & PUBLIC SECTOR FIRMS”
• Kothari, C.R. Research Methodology, New Delhi, Vices Publishing House Pvt.
Ltd.1978.
• Robert L. Chief. “Training and development”Editor in chief, Third edition,Mc Graw-
hill book company
• Rolf P. Lyton and Udaipareek “ Training for development”,second edition, Visitaar
publication

NEWS PAPERS:
• Times of India
• Economic Times
• Hindustan times
• Danik Bhaskar

49
MAGAZINES:
• India Today
• Business World
• Monthly Magic
WEBSITES

• www.answers.com
• http://en.wikipedia.org/wiki/
• http://www.vizagsteel.com/code/tenders/jobdocs/4682web-ad.pdf
• www.jsb.ac.in/library/projects/htm
• www.citehr.com

50
 Annexure
PERSONAL DATA ( OPTIONAL)

NAME :

DESIGNATION :

QUALIFICATION :

EXPERIENCE :

QUESTIONNAIRE ON EMPLOYEE TRAINING AND

DEVELOPMENT

1) How many training programmes have you attended in last 5 years?

0-5
6-10
10-15
More than 15

2) The programme objectives were known to you before attending it.

➢ Strongly agree
➢ Moderately agree
➢ Can’t Say
➢ Moderately Disagree
➢ Strongly Disagree
3) The training programme was relevant to your developmental needs.
➢ Strongly agree
➢ Moderately agree
➢ Can’t Say
➢ Moderately Disagree
➢ Strongly Disagree

51
4) The period of training session was sufficient for the learning.
➢ Strongly agree
➢ Moderately agree
➢ Can’t Say
➢ Moderately Disagree
➢ Strongly Disagree
5) The training methods used during the training were effective for understanding the
subject.
➢ Strongly agree
➢ Moderately agree
➢ Can’t Say
➢ Moderately Disagree
➢ Strongly Disagree
6) The training sessions were exciting and a good learning experience.
➢ Strongly agree
➢ Moderately agree
➢ Can’t Say
➢ Moderately Disagree
➢ Strongly Disagree

7) The time limit of the training programme, if increased would make it more effective.
➢ Strongly agree
➢ Moderately agree
➢ Can’t Say
➢ Moderately Disagree
➢ Strongly Disagree

8) Suggestion for organization

52
 Reflections (Work experience)
The major findings of the project are enumerated as follows:
➢ Training is considered as a positive step towards augmentation of the knowledge base
by the respondents.
➢ The objectives of the training programmes were broadly known to the respondents
prior to attending them.
➢ The training programmes were adequately designed to cater to the developmental
needs of the respondents.
➢ Some of the respondents suggested that the time period of the training programmes
were less and thus need to be increased.
➢ Some of the respondents also suggested that use of latest training methods will
enhance the effectiveness of the training programmes.
➢ Some respondents believe that the training sessions could be made more exciting if
the sessions had been more interactive and in line with the current practices in the
market.
➢ The training aids used were helpful in improving the overall effectiveness of the
training programmes.
➢ The training programmes were able to improve on-the-job efficiency.
➢ Some respondents also recommended that the number of training programmes be
increased.

53