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A STUDY ON TRAINING AND DEVELOPMENT(A CASE STUDY OF SILICON CIRCUIRS RESEARCH
LABS PVT LTD, HYDERABAD)
A project report submitted in partial fulfillment of the requirements for the
award of the degree of
MASTER OF BUSINESS ADMINISTRATION
Submitted byHANUMANTHA RAO.VRegd No: 09JK1E0015
Project GuideI.SRIDHAR M.COM, MBA
DEPARTMENT OF MASTER OF BUSINESS ADMINISTRATION
GUNTUR ENGINEERING COLLEGEYANAMADALA, GUNTUR,
ANDHRA PRADESH2009-2011
GUNTUR ENGINEERING COLLEGE
Department of Master of Business Administration
YANAMADALA, GUNTUR
CERTIFICATEThis is to certify that this study on “A STUDAY ON TRAINING AND DEVELOPMENT” (a case study of SILICON CIRCUITS RESEARCH LABS PVT LTD, HYDERABAD) as been submitted by Mr.HANUMANTHA RAO.V (09JK1E0015) in the partial fulfillment of the requirement for the award of the degree of master of Business Administration as per the requirements of JAWAHARLAL NEHRU TECHNICAL UNIVERSITY, KAKINADA during the period 2009-2011.
PROJECT GUIDE Head of the Department
I.SRIDHAR MCOM, MBA K.MADHUSUDHANARAO M.Com, MBA, M.Phil, (Ph.D)
ACKNOWLEDGEMENT
The completion of this study makes me to recall several persons who have
extended their co-operation in one way or the other in preparation of this
project report.
We would like to thank our honorable Principal Dr. K.L.NarayanaM.E, Ph.D, FIE,
who had inspired a lot through her speeches.
We express our deep sense of gratitude and indebtness to our Head of the
department Mr.K.MadhusudhanaraoM.Com, MBA, M.Phil, (Ph.D), for her valuable
guidance during the course of the project.
I would like to thank My Internal Guide, Mr.I.SRIDHAR MCOM, MBA, Associate
Professor, Department of Management Studies GUNTUR ENGINEERING
COLLEGE, YANAMADALA, was valuable in his guidance and constant
encouragement.
I humbly acknowledge my profound gratitude to Mr. S. RAMESH of
SILICON CIRCUITS RESEARCH LABS PVT LTD (External guide) for
extending her kind co-operation and guidance in preparing the Project Report.
I express deep, sense of gratitude and sincere thanks to the entire Departments’
personnel who extended their wholehearted co-operation in the collection of
information and technical help in completing the project.
Last but not least, I am deeply indebted to my friends & family, for their
consistent support in times of need and constructive critic.
(HANUMANTHA RAO.V)
DECLARATION
I Mr. HANUMANTHA RAO.V (09JK1E0015), declare that
this project report entitled “A study on Training and Development in SILICON
CIRCUITS RESEARCH LABS PVT LTD, HYDERABAD, has been prepared
by me to be submitted to Guntur Engineering College, Yanamadala, Guntur on
partial fulfillment of the requirements for the award of the degree of Master of
Business Administration.
I also declare that the project report is the result of my own effort
and that it has not formed the basis for any degree, diploma and other similar title
submitted by anybody to Jawaharlal Nehru Technical University Kakinada or to
any other University in any year.
Place: GunturDate: (HANUMANTHA RAO.V)
CHAPTER-1
INTRODUCTION
CHAPTER-2
RESEARCH METHDOLOGY
CHAPTER-3
INDUSTRY PROFILE
CHAPTER-5
COMPANY PROFILE
CHAPTER-6
CONCEPT OF TRAINING & DEVELOPMENT
CHAPTER-7
DATA ANALYSIS & INTERPRETATION
CHAPTER-8
FINDINGS & SUGGESTIONS
CHAPTER-8
QUESTIONNAIRE
BIBLIOGRAPHY
CONTENTS PAGE NO
INTRODUCTION 1-2
RESEARCH METHODOLOGY 3-6
INDUSTRIAL PROFILE 7-28
COMPANY PROFILE 29-36
CONCEPT OF TRAINING &
DEVELOPMENT
37-57
DATA ANALYSIS & INTERPRETATION 58-74
FINDINGS & SUGGESTIONS 75-78
QUESTIONNAIRE 79-81
BIBLIOGRAPHY 82
INTRODUCTION
Training:
Training is a process of learning a sequence of programmed
behavior. It is application of knowledge. It gives people on awareness of the rules
and procedures to guide their behavior. It attempts to improve their performance
on the job or prepare them for an intended job. After an employee is selected,
placed and introduced he or she must be provided with training facilities. Training
is the act of increasing the knowledge and skill of an employee for doing a
particular job.
Training is short term educational process and utilizing systematic
and organized procedure by which employee learns technical knowledge skills for
definite purpose With the dawn of civilization and as back as the beginning of the
stone age, as men invented tools, weapons, necessities of life like clothing and
shelter and language, these came in its take the need for training. So, times passed
on and better intelligence, understanding and capability development in man
devices by sign and by words for imparting message to another who successfully
understood it and acted up to the same, were introduced.
With the advent of industrial revolution about 1750’s and as a result
there of through its technical and mechanical up surge, there came about further
awakening knowledge and intelligence in man and training process underwent
miraculous changes in the course of century or so say by 1900’s. In this historical
retrospect, training and learning may be viewed as occupying a high place in the
life of people.
Development:
Development refers to those learning opportunities designed to help
employee’s growth. Development is not primarily skills oriented. Instead, it
provides general knowledge and attitudes which will be helpful to employees in
higher positions. Development activities, such as those supplied by management
development programmes, are generally voluntary.
Managers play a vital role in the success of an organization hence
development programmes are essential for managers, special attention needs to be
provided for their development. Different levels of management have different
development needs. Management Development is a systematic process of growth
and development by which the manager develop their abilities to manage the
people as well as organization activities. They will get skills through experience
practical knowledge helps to develop the managers in effective decision making as
well as problem solving techniques. It is concerned with improving performance
of the managers by giving them opportunities for growth and development.
Executive development is eventually something that the executive
has to attain himself. But he will do this much better if he is given encouragement,
guidance and opportunity by his company. The role of the company is to provide
conditions that accelerate the growth.
Inputs in training and development programme:
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.
1) Skills:
Training provides the skills when the worker is need to operate
machines and use other equipment with least damage and scrap. In this situation
the skill is required for an effective operation of machinery. Employees,
particularly general managers, supervisors and executives require interpersonal
skills. Examples of interpersonal skills include listening, understanding the others
feelings.
2) Education:
The purpose of education is to teach theoretical concepts & develop a
sense of reasoning and judgment. Some CEO’s, professors provide the theoretical
concepts to the employees. Education is more important for managers and
executives than for lower cadre workers.
3) Development:
Through training employees increases their knowledge about business
environment, management principles, techniques etc and to improve the problem
solving techniques, communication, leadership styles etc.
4) Ethics:
The organization must follow the ethical values in individuals as
well as department level & function level. Because unethical practices influencing
on HR management.
5) Attitudinal change:
Attitude refers feelings and believes of individuals. Attitude effect
on motivation, satisfaction and job commitments as a HR manager we must
change the attitudes of employees negative to positive.
6) Decision making and problem solving skills:
Decision making and problem solving skills focus on some methods
& techniques for making organization decisions and solving work related
problems. Through training programme we can improve the decision making and
problem solving skills in the employees.
RATIONALE OF THE STUDY
Training & Development is one of the important functions of Human
Resource Management. In this present era, HRM is very important for every
organization to achieve its goals and objectives. So effective functioning of
training & development is required for the effective functioning of the
organization.
SILICON CIRCUITS RESEARCH LABS PVT LTD should follow
the best methods of training & development procedures to increase the efficiency
of workers as well as employees. For every organization, it is very important to
operate the best Training & Development methods.
Training & Development are strong enough in the organization, and
then there is a lot of chance for the organization to increase their effectiveness at
the key points. So finally this training & development becomes the heart of the
particular organization.
So, studying of this topic is done to understand the training &
development activities in this organization and to know what extent these activities
have been successful in the organization and also to know how the organizational
goals and objectives are reached.
OBJECTIVES OF THE STUDY
To present the theoretical frame work of training and development.
To assess how far the training is beneficial to the employees.
To analyze the effectiveness of the training programme.
To understand the methods followed by the company while giving training to the employees.
To identify the areas in which training is to be imparted to the employees.
To offer the suitable findings, suggestions and conclusions based on the study.
SIGNIFICANCE OF THE STUDY
The study provides on insight into the various aspects of training
programmes. Hence the company can make necessary changes in the policy
relating to it.
Studies of this type are more useful to academicians and scholars to make further
insights into the various aspects of the topic in training programme in other
similar organizations.
Studies of this type are also useful to competitors to make necessary steps to
improve their training programme.
Studies of this type are also useful to policy makers to make necessary
changes in the policies relative to Training & Distribution programme.
LIMITATIONS OF THE STUDY
The scope of the study is limited to Silicon circuits research labs pvt ltd.
The study has been constrained by limitations of the time & cost factors.
Accuracy of the study is based on the information given by the respondents
and may be biased.
The study is limited to training and development only. Survey was done
only with the sample size of 30 as the employees of the company work in
shifts and as they are busy with their schedule.
The study is subjected to bias of the respondents. But all the steps are taken
to reduce bias in the study.
The study had been done during working hours. Hence, it was inconvenient
to disturb the workmen with questionnaire at the time.
METHODOLOGY OF THE STUDY
Methodology:
Methodology is said to be the procedure or way in which the project
work has been done. In this project work, the methodology consists of some steps.
These steps are as follows:
1. Sources of data collection
2. Sample plan
1) Sources of data collection:
For any statistical enquiry, the investigator may collect the data from
two sources.
A. Primary data
B. Secondary data
A) Primary data:
The data which is collected for the first time is called primary data.
Primary data can be gathered by the following ways.
Observation method
Interview method
Questionnaires
Schedules
Of these 4 methods, questionnaires have been used for the collection
of data.
Questionnaire
It is a formalized set of questions, which are logically and
systematically arranged to collect the information useful for the proposed study.
The questionnaire in this study is structured containing a limited number of
questions which are easy and clear to understand. The layout of this questionnaire
is framed in such a way and confusing and recording errors are minimized. The
questionnaire is mainly designed to know the effectiveness of the training.
B) Secondary data:
The data which was already collected by some other persons is
called secondary data. Secondary data can be collected by the following ways.
Magazines
Journals
Books
News papers etc.,
2) Sample plan:
The sample plan is the procedure or way in which the sampling has
been done. As no project or research can be taken into consideration the whole of
the population or universe, the concept of sampling is used. As per the concept of
sampling, only some sample is taken from the universe in order to find the result.
SAMPLE PLAN DETAILS:
a) Sample method
b) Sample size
c) Sample unit
a) Sample method:
Sample has been selected by using ‘convenience sampling method’.
A convenience sample is one where each item in the universe has an equal chance
of known opportunity of being selected.
b) Sample size:
The sample size mentions the size of the unit that has been taken into
consideration for the survey. The size may be numbers, weights or even
sometimes qualitative. Here as the unit is employees, the size to be considered has
been taken in numbers. The sample taken for this study is 50 employees.
c) Sample unit:
The sample unit concept speaks about the unit, which has been taken
into consideration for the project. And the executives are the units to be surveyed
for this project work.
INDUSTRY PROFILE
COMPANY PROFILE
Overview
Silicon circuits Research Labs Pvt Ltd has been involved in the design and
development of electronic based systems and we do extensive research in VLSI,
Embedded systems and DSP based systems. Our technological focus is on DSP based
Electronics. We do providing quality training to students, fresh graduates, employees,
professionals sponsored by various corporate houses. The focus is to impart latest
technical advancements into Industry and Academia.
The courses are designed to impart advanced training &practical implementation
to the in-service students of Engineering Colleges. All over India, to enhance their
knowledge on latest technologies and to create awareness about recent trends in the field
of Information Technology, a dedicated team of R&D Experts and Professionals working
in these specialized areas would be sharing their knowledge and experience.
The Silicon circuits Research Labs Pvt Ltd backed our excellent team consists of
energetic, dynamic and laborious professionals, each one trained in their own specific
field. They will make the coming out professionals aware of the high-end technologies
and involve them in exclusive project training.
Mission
'Our mission is to be a Global Institute aimed at imparting industry specific,
Academically structured, rigorous education, focusing on building competency for
Enabling, measuring, and sustaining excellence in Software profession, for corporate and
Individuals in Electronics, Electrical and IT sector.
Vision
'To become the primary resource centre for providing Electronics, Electrical and
IT training for students and corporate.
Our R&D experts
1. D.Rajender: Working as a senior VLSI Engineer since 8 years.
2. Dr. K. Mahendar: Working as a senior Embedded Engineer since 8
years.
3. Mr. Aditya, M.tech: Working as an embedded engineer since 4years.
4. Mr. Ramesh, M.tech: Working as Embedded engineer since 4 years.
5. Mr. K.Sandeep reddy, M.tech: Working as a Mat lab Engineer since 3
years.
6. Mr. Shastri, M.tech: working as a VLSI Engineer since 4 years.
7. Mrs. Swathi, M.tech: Working as a Embedded Engineer since 3.5
years.
8. Mrs. Ramesh, M.tech: Working as a VLSI Engineer since 5 years.
9. Mrs. Ratna, M.tech: Working as an Embedded Engineer since 4
years.
Live projects:
Silicon Circuits Research Center provides Live Projects for M.Tech,
B.Tech and MCA final year students as a part of requirement of their academic project.
The Projects will be implemented based on the technologies like Embedded systems ,
VLSI , DSP/DIP, MAT lab, Power systems , power electronics, Java, .Net, etc. The
faculty of the training division comprises of the Project Leaders, Team Leaders with rich
Industry Experience and high academic qualifications.
The Nano Advantage…
Silicon starts Nano technology, The Nano operates with a vision to provide high-
quality training to its clients through innovative and pioneering processes. Our programs
are focused on helping students meet or exceed academic performance goals in terms of
Effectiveness, Efficiency and Excellence. We continuously strive to equip our students
with knowledge, expertise and skills that help them enhance their productivity and the
quality of their skill set.
Some of the key factors that make us the preferred learning partner for leading
colleges in Andhra are:
Customized training for your college students.
Hands-on instructor led project guidance.
Globally recommended course curriculum.
Post training support.
Convenient batch timings.
Certified Instructors with Considerable Industry Experience.
OUR TECHNOLOGIES
We provide real time live IEEE projects for the streams M.Tech & B.Tech.
We provide the projects specializations in ECE, EEE, CSE, & IT.
We offer the projects based on the technologies like :
1. Embedded systems
2. VLSI
3. DSP/DIP
4. Wireless communication
5. Tele communication
6. Optical communications
7. Robotic based projects.
8. Power systems
9. Power electronics
10. Mat lab
11. Java
12. Dot net .
THEORITICAL FRAMEWORK OF THE STUDY
HUMAN RESOURCE MANAGMENT
MEANING AND DEFINITION OF HRM:
Human Resource Management is management function that helps
manager’s recruit, select, train and develops members for an organization.
Obviously, HRM is concerned with the people’s dimension in organizations.
Human Resource Management is also a management function concerned with
hiring, motivating, and maintaining people in an organization. It focuses on people
in organizations.
“Decisions relating to employees must be integrated. Decisions on
different aspects of employees must be consistent with other human resource
decisions.”
“Organizations are not mere bricks, mortar, machineries or
inventories. They are people. It is the people who staff and manage organizations.”
HRM is a management function that helps the manager to recruit,
select, train & develop members for an organization obviously. HRM is concerned
with the people’s dimension in organization.
1) Organizations are not mere bricks, mortar, machineries (or) inventories.
They are people it is the people who staff and manage organizations.
2) HRM involves the application of management functions and principles. The
function and principles are applied to acquisitions, developing, maintaining
and remunerating employees in organizations.
3) Decision relating to employees must be integrated. Decisions on different
aspects of employees must be consistent with other human resource
decisions.
4) HRM functions are not confined to business establishments only. They are
applicable to non-business organizations, too such as education, health care,
recreation and the like.
SCOPE OF HRM:
The scope of HRM is indeed vast. Specifically, the activities
included are HR planning, job analysis, and design, recruitment and selection,
orientation and placement, training and development, performance appraisal and
job evaluation, employee and executive remuneration, motivation and
communication, welfare, safety and health, industrial relations and the like.
Human Resource planning is a double-edged weapon. It leads to
maximum utilization of human resources, reduces excessive labor turnover and
high absenteeism, improves productivity and aids in achieving of an organization.
For the purpose of systematic manpower supply analysis more intensive and
extensive particulars are needed.
The quantitative and qualitative dimensions of manpower employed
are properly assessed and recorded. For this purpose a systematic and exhaustive
manpower inventory analysis is under taken. Training and development are
necessary in the organization for improving the quality of work of the employees
at all levels. It refers to the imparting of specific skills and knowledge to an
employee.
The purpose of both training and development is similar. The
difference between the two is, in nature and orientation. Training is a short-term
process utilizing a systematic and organized effort by which non-managerial
personnel acquire technical knowledge and skills for a definite purpose.
Development is a long-term educating process utilizing a systematic
and organized procedure by, which management personnel get conceptual and
theoretical. To be successful every organization needs to exploit its resources. The
most valuable of them is the “Human Resources.”
Training & Development = Standard Performance - Actual Performance
TRAININGIntroduction:
Training is a process of learning a sequence of programmed
behavior. It is application of knowledge. It gives people on awareness of the rules
and procedures to guide their behavior. It attempts to improve their performance
on the job or prepare them for an intended job. After an employee is selected,
placed and introduced he or she must be provided with training facilities. Training
is the act of increasing the knowledge and skill of an employee for doing a
particular job.
Training is short term educational process and utilizing systematic
and organized procedure by which employee learns technical knowledge skills for
definite purpose.
In other words training improves, changes, moulds the employers
knowledge, skills, behavior, aptitude towards the requirements of the job and
organization. Training refers to the teaching and learning activities carried on for
the primary purpose of helping number of an organization.
Definitions of Training:
“The training is the organized procedure by which people learn
knowledge and / or skill for a definite purpose”.
“Training is a short term purpose utilizing a systematic and
organized procedure by which non managerial personnel learn technical
knowledge skills for a definite”.
“According to Calhoun function of training is the process of aiding
employees to gain effectiveness in their present and future work.”
“Training is learning process whereby people acquire skills,
concepts, attitudes or knowledge to aid in the achievements of goals”.
Training & Development need = Standard performance – Actual
performance
Historical Evolution of training:
With the dawn of civilization and as back as the beginning of the
stone age, as men invented tools, weapons, necessities of life like clothing and
shelter and language, these came in its take the need for training. So, times passed
on and better intelligence, understanding and capability development in man
devices by sign and by words for imparting message to another who successfully
understood it and acted up to the same, were introduced.
With the advent of industrial revolution about 1750’s and as a result
there of through its technical and mechanical up surge, there came about further
awakening knowledge and intelligence in man and training process underwent
miraculous changes in the course of century or so say by 1900’s. In this historical
retrospect, training and learning may be viewed as occupying a high place in the
life of people.
With the approach of the 19th century, there came about social
legislation in the U.S.A that had a deep impact on the change in the concept of the
worker’s organization, resulting in the awakening of the working class & seeking
their development through quality training of providing then a wide range of
vocational training.
It was during the early 1900’s that vocational education came to be
deployed usefully, gainfully and extensively in a big way 1st the U.S.A. industry.
In 1906 two hundred and fifty educational experts interested in industrial
education met at cooper union in NewYork and formed the ‘National society for
the promotion of industrial education’.
Employee Training:
Organization and individual should develop and progress
simultaneously for their survival and attainment of mutual goals. So every modern
management has to develop the organization through human resource
development. Employee training is the important sub-system of human resource
development. Employee training is a specialized function and is one of the
fundamental operative functions for human resource management.
Every organization needs to have well–trained and experienced
people to perform the activities that have to be done. It is necessary to raise skill
levels and increase the versatility and adaptability of employers.
Importance of training:
The importance of human resource management to a large extent
depends on human resource development. Any organization does not get a
candidate who exactly matches with the job and the organizational requirements.
Hence, training is important to develop the employee and him suitable to the job.
Job and organizational requirements are not static, they are changed
from time to time in view of technological advancement and change in the
awareness of total quality and productivity management (TQPM). The objectives
of the TQPM can be achieved only through training as training develops human
skills and efficiency. Trained employees would be valuable asset to an
organization. Organizational efficiency, productivity, progress and development to
a greater extent depends on training. Organizational objectives like viability,
stability and growth can also be achieved through training. Training is important
as it constitutes significant part of management control.
Need for training :
Every organization big or small, productive or non-productive,
economic or social, old or newly established should provide training to all
employees irrespective of their qualifications, skill, suitability for the job etc.
Specifically the need for the training arises due to the following reasons.
To increase productivity:
Instruction can help employees increase their level of performance
on their present assignment. Increased human performance often directly leads to
increased operational productivity and increased company profit.
To improve quality:
Better informed workers are less likely to make operational
mistakes. Quality increases may be in relationship to a company product or service
or in reference to the intangible organization employment atmosphere.
To help a company to fulfill its future personal needs:
Organizations that have a good internal education program will have
to make less drastic manpower changes and adjustments in the event of sudden
personnel attentions. When the need arises organizational vacancies can be more
easily staffed from internal sources if a company initiates and maintains an
adequate instructional program for both its non-supervisory and managerial
employees.
To improve health and safety:
Proper training can help prevent industrial accidents. A safer work
environmental leads to more stable mental attitudes on the part of employees.
Management mental state would also improve if supervisors know that they can
better themselves through company designed development programs.
Objectives of training:
The primary purpose of training is to establish a sound
relationship between worker and his job.
To keep pace with changing technology, mechanization, automation,
electronic data processing etc.
Training becomes mandatory for employees in order to update them, teach
them newer skills and increase their efficiency.
To impart broad based knowledge relating to the plant, machinery, material,
product, quality and standards to factory, work place and work
environment.
To minimize operational errors and to create safer and better working
environment to employees.
To increase productivity. The most efficient and cost effective ways of
performing jobs are taught to the employees who naturally leads to
enhanced productivity i.e. increased output at higher quality.
To enhance employee confidence and morale.
To reduce the cost of production.
To bring down labor turnover and absenteeism.
To develop healthy, constructive attitudes.
To prepare employees for higher level tasks.
To ensure economical output
Principles of training:
Training would only have proved truly useful if the trainee is able to
utilize the skins and knowledge acquired in his actual job situation. The principles
of learning are basic to all training programmes some of the principles of learning
which have been developed over the past century.
The following principles of learning that are applicable to the design
and implementation of training programmes.
1) Motivation:
The effectiveness of an employee depends on how well he is
motivated by management; the effectiveness of learning also depends on
motivation. In other words the trainee will acquire a new skills or knowledge
thoroughly and quickly if he or she is highly motivated.Thus, the training must
be related to the desires of the trainee such as more wages, better job,
recognition, status, promotion etc the trainer should find out the proper ways to
motivate employees.
2) Practice:
A trainee should actively participate in the training programme in
order to make the learning programme an effective one continuous and long
practice is highly essential for effective learning. Time must be provided for
practice and repetition of subject matter that has been learned.
3) Reinforcement:
The effectiveness of the trainee in learning new skills or acquiring
new knowledge should be reinforced by means of rewards and punishments.
Positive reinforcements are promotions, rise in pay, praise etc. punishments are
also called negative reinforcements. The management can punish the trainees
whose behavior is undesirable. The management should take much care in case
of negative reinforcements.
4) Feedback:
Feed back is a form of information about one’s attempts to improve
and in fact is vital for learning as well as for trainee motivation. Feedback
allows specific goals to be set to enable trainees self-assess their progress and
maintain their performances at required levels.
5) Transfer of training:
Transfer of training would be further enhanced if the training is
designed in such a way that the trainees can see its applicability to their jobs
and actual work situations. They should also be encouraged to discuss their
approaches, ideas and thoughts with other participants.
Methods of training:
As a result of research in the field of training, a number of programmes
are available. Some of these are new methods, while others are improvements over the
traditional methods. The training programmes commonly used to train the operative and
supervisory personnel. These programmes are classified into two types as follows:
On the job training methods:
On the job training is internal training programme. It is conducted by
the programmer for the purpose to improve the operation skill, performance skills
in employees. This is mostly & widely accepted method, this is suitable for all
levels of employees like workers, superiors, sub-ordinates under this method the
employee gets training on job & his work place itself. This method is also called
learning by doing.
On the job training method include job rotation, coaching, job
instruction (or) training through step-by-step and committee assignments.
Job Rotation
Coaching
Job Instruction
TRAINING METHODS
ON THE JOB
METHODS
OFF THE JOB
METHODS
JOB ROTATION COACHING TRAINING THROUGH
STEP BY STEP COMMITTEE
ASSIGNMENTS
VESTIBULE TRAINING
ROLE PLAYING LECTURE
METHODS CONFERENCE PROGRAMMED
INSTRUCTION
Committee Assignments
Job Rotation :
This type of training involves the movement of the trainee from one
job to another. The trainee receives job knowledge and gains experience from
his supervisor or trainer in each of the different job assignments. This method
gives an opportunity to the trainee to understand the problems of employees on
other job.
Coaching :
The trainee is placed under a particular supervisor who acts as a
coach in training the individual the supervisor provides the feed back to the
trainee on his performance and offers him some suggestions for improvement.
Often the trainee shares some of the duties and responsibilities of the
coach and relieves him of his burden. A limitation of this method of training is
that the trainee may not have the freedom (or) opportunity to express his own
ideas.
Job Instruction :
This method is also known as training through step by step. Under
this method, trainer explains the trainee the way of doing the jobs, job
knowledge and skills and allows him to do the job. The trainer appraises the
performance of the trainee, and provides feedback.
Committee Assignments :
Under the committee assignment, group of trainees are given and
asked to solve an actual organizational problem. The trainees solve the
problem jointly. It develops team work.
Off the Job methods:
Under this method of training, trainee is separated from the job
situation and his attention is focused upon learning the material related to his
future job performance. Since the trainee is not distracted by job requirements, he
can place his entire concentration on learning the job rather than spending his time
in performing it. There is an opportunity for freedom of expression for the
trainees. This method is also called external training programme. It includes the
following methods.
Vestibule training
Role playing
Lecture method
Conference (or) discussion
Programmed instruction
Vestibule training:
In this method, actual work conditions are stimulated in class room.
Materials, files and equipment those are used in actual job performance are
also used in training. This type of training is commonly used for training
personnel for clerical and semi-skilled jobs. The duration of this training
ranges from days to a few weeks.
Role playing
It is a method of human interaction that involves realistic behavior in
imaginary situations. This method of training involves action, doing and
practices. The participants play the role of certain characters, such as the
production manager, mechanical engineer, superintendents, maintenance
engineers, quality control inspectors, foreman, workers and the like. This
method is mostly used for developing interpersonal interactions and relations.
Lecture method
It is a traditional and direct method of instruction. The instructor
organizes the material and gives it to a group of trainees in the form of talk. To
be effective, the lecture must motivate and create interest among the trainees.
Conference (or) discussion:
The participants share their feelings, ideas, and facts regarding the
problem. This method helps to develop conceptual knowledge. The success of
this method depends on the leadership qualities of the person who leads the
group.
Programmed instruction:
In recent years this method has become popular. The subject matter
to be learned is presented in a series of carefully planned sequential units.
These units are arranged from simple to more complex levels of instruction.
The trainee goes through these units by answering questions or filling the
blanks. This method is expensive and time consuming.
Process of Training:
Training is a short term process (or) a system by which employees
learn technical knowledge, skills for a particular purpose. The following are the
steps in training. The following are the steps in the process of training:
1) Identification of training Needs:
Training activities related to the specific needs of the organization
by individual employees a training programme should be launched only after the
training needs are assessed clearly, especially the effectiveness of training
programme can be judged only with the help of the training needs. Training needs
can be identified through organizational analysis, resource utilization analysis,
environmental scanning.
2) Getting ready for the job:
Under this step it is to be decided who is to be trained either new
employees (or) old employees (or) the supervisory staff. All of them selected from
different departments. The trainer has to prepare for the job. The success of the
training is depends upon the trainer. He should have the technical skills, good
attitude.
3) Preparation of the learners:
The learner is the person to whom training is to be imparted he must
be mentally prepared for to learn it is also necessary to create a desire for learning.
The employee to be interested in training with a believe that it benefit them
personally.
4) Setting the training objectives:
The next step is to set the training objectives, decide the strategies to
be adopted to achieve these objectives. The overall aim of the training programme
is to be in the gap between existing and desired knowledge, skills and attitudes.
Objectives of the training express the gap between the training present and the
desired performance level.
5) Designing the training programme:
In order to achieve the training objectives, an appropriate training
policy is necessary. The training policy represents the commitment of the top
management for employee training. Once the training objectives & policies are
designed an appropriate training programme can be implemented.
6) Implementation of the training programme:
Once the training programme is to be designed the next step is to
implementation of the training methods and techniques.
a) Scheduling the training programmes
b) Conducting the training programmes
c) Monitoring the training
7) Evaluation of the training programme:
Evaluation of the training effectiveness (or) results is the process of
obtaining information on the effects of the training programme and assessing the
value of training and measuring the techniques. Evaluation involves controlling
and correcting the training programme. Evaluation helps to determine the results
of the training.
TRAINING PROCEDURE IN STEPS
Identification of the training needs
Getting ready for the job
Evaluation of Training:
The process of training evaluation has been defined as “any attempt
to obtain information on the effects of training performance, and to assess the
value of training in the light of that information. Evaluation leads to controlling
and correcting the training programme. The following are the five levels of
evaluation.
Reactions:
Training programme is evaluated on the basis of trainees reactions to
the usefulness of coverage of the matter, depth of the course content, method of
presentation, teaching methods etc.
Preparation of the learners
Setting the training programme
Designing the training programme
Implementation of the training programme
Evaluation of the training programme
Learning:
Training programme, trainer’s ability and trainee ability are
evaluated on the basis of quantity of content learned and time to use or apply, the
content be learned.
Job Behavior:
This evaluation includes the manner and extent to which the trainee
has applied his learning to his job.
Organization:
This evaluation measures the use of training, learning and change in the
job behavior of the department / organization in the form of increased
productivity, quality, morale, sales turnover and the like.
How to make training effective?
Ensure that the management commits itself to allocate major resources and
adequate time to training. This is what high performing organizations do.
For example Xerox Corporation in the US invests about $300 million
annually, or about 2.5 percent of its revenue on training.
Ensure that training contributes to competitive strategies of the firm.
Different strategies need different HR skills for implementation. Let
training help employees at all levels acquire the needed skills.
Ensure that a comprehensive and systematic approach to training exits, and
training and retraining are done at all levels on a continuous and ongoing
basis.
Make learning one of the fundamental values of the company. Let this
philosophy percolate down to all employees in the organization.
Ensure that there is proper linkage among organizational, operational and
individual training needs.
Create a system to evaluate the effectiveness of training.
DEVELOPMENT
Introduction:
Development refers to those learning opportunities designed to help
employee’s growth. Development is not primarily skills oriented. Instead, it
provides general knowledge and attitudes which will be helpful to employees in
higher positions. Development activities, such as those supplied by management
development programmes, are generally voluntary.
Managers play a vital role in the success of an organization hence
development programmes are essential for managers, special attention needs to be
provided for their development. Different levels of management have different
development needs. At the executive level, managing time and team building are
crucial needs, while at the supervisory level instituting motivation programmes
and appraising sub-ordinates are important needs.
Management Development:
Management Development is a systematic process of growth and
development by which the manager develop their abilities to manage the people as
well as organization activities. They will get skills through experience practical
knowledge helps to develop the managers in effective decision making as well as
problem solving techniques. It is concerned with improving performance of the
managers by giving them opportunities for growth and development.
Executive Development:
Executive development is eventually something that the executive
has to attain himself. But he will do this much better if he is given encouragement,
guidance and opportunity by his company.
The role of the company is to provide conditions that accelerate the
growth. And these conditions should be part of the organizational climate itself, in
order to be away from the unrealistic expectation that we can create and develop
mangers only in class room.
Objectives of management development:
The management development programmes are organized with a
view to achieving specific objectives. They are:
To overhaul the management machinery.
To improve the performance of the managers.
To identify the persons with the required potential and prepare them
for senior positions.
To increase the versatility of the management group.
To improve thought process and analytical ability
To keep the executives abreast with the changes and developments
in their respective fields.
To understand the conceptual issues relating to economic, social and
technical areas.
Need for management development programme:
Technical managers like basic chemical engineers; mechanical engineers
need to be developing in the areas of managerial skills, for to manage
technical works.
Efficient functioning of public utilities like transport, communications etc.
Depend on professionalization of management in the sector.
Professionalization of management at all levels.
To introduce the total quality management strategies.
To face the competition.
To emergence of new concepts in management like enterprise resource
planning, supply chain management & total quality management.
Methods of Management Development Programmes:
There are mainly two types of methods by which the managers acquires
the knowledge, skills and attitudes and make themselves competitive mangers,
improve decision making skills, problem solving techniques and manage the
activities and control the human resource in the organization.
On the job methods:
This method of training has its own values. It is inexpensive and saves productive
hours. But the main drawback is that neither the trainer nor the trainee is free from
the daily chores and the pressure of their respective routine jobs. A senior has
seldom the time and patience to impart training to the person.
Coaching
job rotation
Methods of Development
ON THE JOB
METHODS
OFF THE JOB
METHODS
Coaching Job rotation Multiple management
Case study Incident study In-basket method Role play Business games Lecture method Sensitivity training
Multiple Management
Coaching:
Coaching is a method which is used in developing managerial
thinking process as well as operative skills. In coaching, the superior plays the role
of the guide and the instructor. The coach sets some mutually agreed upon goals
and tell the trainee what he wants to be done, suggest how it might be done,
follows up suggestions and correct errors. He helps the trainee live up to those
goals through periodic reviews of the trainee’s progress and by suggesting
modifications in his behavior where needed. The objective of coaching is not only
to teach and guide a sub-ordinate in the performance of his immediate assignment
but also provide him with diversified work so that he may grow and progress.
Job Rotation :
Job rotation represents an excellent method for broadening the manager or
potential manager, for turning specialists into generalists. It refers to the transfer
(or) movement of executives from one job to another and from one plan to another
on some planned basis for educational learning purposes. “Job rotation is often
designed for beginning level managers while planned progression is more likely to
occur at higher managerial levels.” Such rotation may continue for a period
ranging from 6 months to 24 months. This method provides a great deal of job
experience for those who are potential executives.
Multiple Management:
It is a technique where by juniors are assigned to board (or)
committees, by the chief executive. They are asked to participate in deliberations
of these board and committees. In these sessions, real life actual problems are
discussed, different views are debated and decisions are taken. The juniors get an
opportunity to share in managerial decision making, to learn by watching others
and to delve into specific organizational problems. It helps to identify the numbers
who have the skills and capabilities of an executive manager.
Off the job methods:
Although a number of on the job management development
programmes are in vogue, they are considered inadequate for a number of reasons.
Hence there is need for off the job techniques.
case study
Incident method
The basket method
Role play
Business games
Lecture method
Sensitivity training
Case Study:
Case method is an excellent medium for developing analytical skill.
In this method, an actual business situation is described, in writing, in a
comprehensive manner. The trainees are asked to appraise and analyze the
problem situation and suggest solutions. The actual decision taken in the subject
case is known only to the executive and is disclosed only at the end of the session
when it is compared with the various solutions offered by the group.
Incident method:
This method includes the intellectual ability, judgment in decision
making, problem solving. Incidents are prepared on the basis of actual situations
which happened in different organizations. Each trainee (executive manager) study
the incidents and to make short term decision making.
The basket method:
In this method each team of the trainees is given a file of
correspondence bearing on functional areas of management. Each individual
studies the file and makes his own recommendations on the situation. If further
information is required by him, it is supplied by the members of the team. Later,
the observations of each individual member are compared and conclusions on
different functional areas reached and these are put down in the form of a report.
Role play:
Role playing is the concept of creating a more realistic situation,
usually one of human problems and conflicts, and then acting out of the various
parts. The role assuming closely approximate a real situation and affords the
participants the vicarious experiences that enhance their sensitivity, growth and
development.
Business games:
Under this method the trainees are divided groups different teams.
Each team has to discuss and to make decisions relating to production, pricing,
research expenditure, advertising etc.
Lecture method:
This is the simplest way of presentation and explanation regarding
the facts, concepts, principles, this method also emphasis on few innovative
managerial concepts which are supply chain management, total quality
management etc.
Sensitivity training:
According to Chris Argyris, “sensitivity training is a group
experience designed to provide maximum possible opportunity for the individuals
to expose their behavior give and receive feedback, experiment with new behavior
and develop awareness of self and of others.”
Inputs in training and development programme:
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.
Skills:
Training provides the skills when the worker is need to operate machines
and use other equipment with least damage and scrap. In this situation the skill is
required for an effective operation of machinery. Employees, particularly general
managers, supervisors and executives require interpersonal skills. Examples of
interpersonal skills include listening, understanding the others feelings.
Education:
The purpose of education is to teach theoretical concepts & develop a
sense of reasoning and judgment. Some CEO’s, professors provide the theoretical
concepts to the employees. Education is more important for managers and
executives than for lower cadre workers.
Development:
Through training employees increases their knowledge about business
environment, management principles, techniques etc and to improve the problem
solving techniques, communication, leadership styles etc.
Ethics:
The organization must follow the ethical values in individuals as well as
department level & function level. Because unethical practices influencing on HR
management.
Attitudinal change:
Attitude refers feelings and believes of individuals. Attitude effect
on motivation, satisfaction and job commitments as a HR manager we must
change the attitudes of employees negative to positive.
Decision making and problem solving skills:
Decision making and problem solving skills focus on some methods
& techniques for making organization decisions and solving work related
problems. Through training programme we can improve the decision making and
problem solving skills in the employees.
Training and Development – Indian Scenario:
In spite of the fact that rapid strides have been made in the
independence era the decade 1950-1960, more particularly being marked by
industrial development in the country, training and development in the country,
training and development hardly received any serious attention of the industry and
business for some to come. It is about 1964 that the training and development,
under the gradual technological developments, come about just emerging as a
separate function.
In most of organizations it was more or less a personnel area
function and as such it was given a low priority and importance. Both in private
and public sectors, training and development activities remained shelved.
Gradually management institutes and management departments in
the universities came to be established. Unfortunately these institutions hardly had
any training programs to offer most of the programs as were introduced related to
the job training. Today a part from over a hundred autonomous institutions
engaged in the training and development, there are in house training institutions in
over one hundred public private sector organizations. In addition there are a large
number of technical vocational and serial training institutes functioning in the
country.
Prospective outlook:
What will be the scenario twenty years from now? Looking at the
pace, the technological and scientific developments, having their deep impact on
the business and industrial performance, placing recent times, one could visualize
and reasonably predict that these developments are likely to give Philip to the
introduction of powerful wide covering communication media.
The microprocessor will make its own impact many of us who still
use the chalk and the black board, in spite of the audio-visual aids, may have to
bring about changes in the training and development methods and tools, rather
drastically in these terms and preparing ourselves to meet these challenges ahead.
Training and development use in industry:
The success of any industry mainly depends upon employee’s
talents, skills, abilities. To improve their skills, talents, knowledge and abilities
and attain organizational objectives training is important factor through that
training employees attain skills and knowledge. With the help of that skills and
knowledge employees achieve the organizational objectives through that
development of industry is possible.
Different types of employees have different training methods. For
example technical employees have their knowledge about operating the machines
and technical skills. Managers develop their management skills. Training is
essential for every employee who are working in the organization through that
organizational goals are achieved.
1) K. Aswathappa, Human Resource and personnel management, Tata – Mc –
Graw Hill, Fourth Edition, 2006.
2) Bhaskars Chatterjee, Human Resource Management, Sterling Publishers
Limited, Second Edition, 2004
DATA ANALYSIS
1) For how long have you been working for Silicon circuits research labs pvt
ltd?
Description No. of Respondents Percentage of
Respondents
Less than one year 5 10
1-5 years 6 12
More than 5 years 39 78
Total 50 100
CHART I: Long term working for Silicon circuits research labs pvt ltd
From the above respondents of employee’s diagram we can understand that majority of the employees working in silicon circuits research labs pvt ltd are experienced.
Inference: The above table reveals that 78% of employees working in the silicon
circuits research labs pvt ltd are from more than 5 years, 12% of employees are
working from 1to 5 years and only 10% of employees are working from one year.
From the above table we may understand that majority of the
employees working in the silicon circuits research labs pvt ltd are experienced
employees.
2) Does your organization promote training for employees?
Description No. of Respondents % of the respondents
Yes 45 90
No 5 10
Total 50 100
CHART II: Organization provides training for employees
The above respondents of employees chart reveals that the
organization provides training for employees. Majority of the employees feels that
organization provides training.
Inference:
From the above table we can understand that the silicon circuits
research labs pvt ltd provides training for employees. Majority of the employees
said that organization provide training for employee.
3) Have you ever undergone for training programme in the organization?
Description No. of respondents % of respondents
Yes 43 86
No 7 14
Total 50 100
CHART III: Attending for training programme
From the above depict we may understand that most of the
employees are attending for training programmes only few employees are not
undergone for training.
Inference: The above table reveals that 86% of employees undergo training
programme 96% of employees said that they get feedback on their performance
only 4% of employees said that they are not getting feedback on their
performance.
From the above table we can understand that the majority of the
employees get feedback on their performance after completing any training
programme.
4) To what extent the training programme is useful at your?
Description No. of Respondents % of Respondents
To Great Extent 25 50
To some extent 18 36
Not at all useful 7 14
Total 50 100
CHART IV: How far the training is useful
The above chart shows that the training programme is use for
employees to complete their works.
Inference: The above table shows that 50% 0f employees using the training
programme to great extent in their jobs, 36% of employees using the training
programme to some extent and 14% 0f employees feel that it is not at all useful in
their jobs.
From the above table we may conclude that most of the employees
feel that training programme is very useful in their jobs.
5) What is the method used in training programme?
Description No. of Respondents % of Respondents
Lecture method 24 48
Demonstration 9 18
Coaching 15 30
Any other 2 4
Total 50 100
CHART V: Methods used in training programme
From the above chart we can understand that mostly the organization
follows lecture method for giving training.
Inference: The above table reveals that the employees get feedback on their
performance. 96% of employees said that they get feedback on their performance
only 4% of employees said that they are not getting feedback on their
performance.
From the above table we can understand that the majority of the
employees get feedback on their performance after completing any training
programme.
6) How do you rate the quality of training programme?
Description No. of Respondents % of Respondents
Good 27 54
Better 12 24
Average 7 14
Poor 4 8
Total 50 100
. CHART VI: Rating the quality of Training programme
The above chart shows that the quality of training programme giving by the
organization is good. Most of the employees rating the quality of training
programme is good.
Inference:
The above table reveals that the employees feel that the quality of
training programme is good. 54% of employees feels that quality of training
programme is good, 12% of feels that it was better, 14% of feels that it was
average an only 4% of employees feels that it was poor.
7) Do you get any feedback of any training programme?
Description No. of Respondents % of Respondents
Yes 48 96
No 2 4
Total 50 100
.
CHART VII: Feedback on training programme
From the above chart we can know that most of the employees get
feedback on their performance.
Inference:
The above table reveals that the employees get feedback on their
performance. Most of the employees get feedback on their performance by
conducting the examination on the training programme which was undergone by
them 96% of employees get feedback
8) Who will mainly involve in training programme in your organization?
Description No. of respondents % of respondents
H.R manager 6 12
General manager 33 66
External trainer 11 22
Total 50 100
CHART VIII: Involvement of trainer
The above chart reveals that mostly the general manager involved in
training, in some cases the external trainer and HR manager involved in training.
Inference:
From the above table we can understand that H.R manager general
manager and external trainers are involved in the training programme. In majority
of programmes the general manager involves in training programme. In some
programme the external trainer and HR manager also involved in the training.
9) To whom the organization provides the training?
Description No. of respondents % of respondents
New employees 11 22
Promoting employees 7 14
To certain existing 6 12
All 26 52
Total 50 100
CHART IX: Organization provides training
From the above chart we know that the organization provides training for
all levels of employees. For new employees organization compulsory provides
training.
Inference: The above table reveals that the organization provides training for all
levels of employees that means for new employees, promoting employees and for
existing employees. For new employees organization compulsory provides the
training in majority of the cases training provides for all levels of employees.
10) How the training needs are identified?
Description No. of respondents % of respondents
Oral feed back 3 6
Discussion you and & employee
21 42
On the performance of appraisal
26 52
Total 50 100
CHART X: Identification of training needs
From the above chart we know that the training needs identified
through the performance of the employees.
Inference: The above table reveals that in 52% of training need is identified
through performance of the employees in their work 42% of training need is
identified by the discussion with employee and only 6% of training need is
identified through oral feedback.
In majority of the cases the organization identifies the training need
through performance of the employee.
11) How often do you know think is essential for training performance be
conducted?
Description No. of respondents % of respondents
Monthly 2 4
Quarterly 26 52
Half yearly 5 10
When job demands 17 34
Total 50 100
CHART XI: How often training is essential
From the above chart we may conclude that the majority of
employees felt that training is essential for every 3 months and when job demands.
Inference:
The above table reveals that majority of the employees feel that training is
essential for every 3 months in a year. Some employees feel that training is
essential for every month, half-yearly and when job demands 52% of employees
feel that training is essential for every 3 months.
12) Are there any training councils (or) committees in the organization?
Description No. of respondents % of respondents
Yes 46 92
No 4 8
Total 50 100
CHART XII:
Training councils
From the above chart we understand that the organization having the
training councils. Majority of the employees that organization having the training
committees.
Inference:
The above table reveals that 92% of employees said that the
organization had the training committees (or) council
13) Is the training programme relevant to the present nature of work?
Description No. of respondents % of respondents
Yes 45 90
No 5 10
Total 50 100
CHART XIII: Relevance of training programme towards present work
The above chart reveals that majority of employees feel that training
programme which was undergone in organization is useful in the present work.
Inference:
The above table reveals that the training programme is relevant to
the present work in most of the cases. 90% of employees said that training
programme is useful in their jobs.
14) In what way training programme will be advantageous?
Description No. of respondents % of respondents
It gives knowledge 12 24
It improves job skills 4 8
It improves ability 2 4
All the above 32 64
Total 50 100
CHART XIV: Advantages of training programme
The above chart shows that the training programme is advantage in
all aspects like it gives knowledge, improve skills and improve ability with
superiors.
Inference:
The above table reveals that the training programme is advantage in
it gives knowledge, improve job skills, improve ability with superiors. 64% of
employees feels that the training programme is useful for all the above
15) The reason for attending such programme was?
Description No. of respondents % of respondents
Out of self interest 5 10
Training needs 35 70
Compulsory 10 20
Total 50 100
CHART XV:
From the above chart we know that most of the employees attending
for training programme is it is need to do work perfectly.
Inference:
The above table reveals that 70% of employees attending training
programme due to the training need 20% of employees attending training
programme due to it is compulsory in the organization and 10% of employees
attending due to out of self interest
16) What are areas preferred by the employees, it attending the training
programme?
Description No. of the respondents % of the respondents
Safety 18 36
Process 20 40
ISO 10 20
Others 2 4
Total 50 100
CHART XVI: Training area preferred by employees
From the above chart we understand that most of the employees
preferred safety and process training. Some employees preferred ISO training and
other training.
Inference:
The above table reveals that 36% of employees prefer safety
training, 20% of employees prefer ISO training and other 4% of employment
prefer other training like English, Math
17) In the absence of training what sources help to update your knowledge?
Description No. of respondents % of respondents
Internet 2 4
Books 9 18
Workshops, Seminars 5 10
Interaction with others 34 68
Total 50 100
CHART XVII:
Sources use to update knowledge of employees
From the above chart we may know that in the absence of training in
the organization mostly the employees prefer interaction with others.
Inference:
The above table reveals that in the absence of training 68% of
employees know the information by interact with others. Some people get the
knowledge through books, workshops & seminars and internet.
FINDINGS OF THE STUDY
From the study it is observed that the employees are working in the Silicon Circuits research labs pvt ltd
are experienced employees.
Organization provides training for employees it is observed from the study.
From this study we may observe that majority of employees under gone for
training in the organization.
Mostly organization adopting coaching method in on the job methods to
train the employees it is observed from the study.
It is observed from the study the quality of training programme is good.
Majority of employees support both on the job and off the job methods to
train the employees.
It is observed that majority of employees get feedback on their training
programme.
SUGGESTIONS
Training methods must be oriented with more audio-visual aids as they
make training programs more interesting and reduce boredom.
There is a need to select suitable training program rightly suited to the jobs.
It is suggested to conduct more sessions for juniors.
It is suggested to undertake improvements in sending employees for external
classes.
Training should be planned so that it is related to trainees previous experience so
that it can be used as a foundation for new developments therefore the training
should be considered as a never ending process which never ceases in an
organization.
The employees are satisfied with existing training programmes the same may be
continued.
Continuing of these training and development programmes are helping to
organizational growth.
CONCLUSION
Training and development play an important role in the development
of human resources in any organization. The organizations today follow a number
of training methods for developing their human resources. However training and
development should be needed and useful to the organizations. It is in the view
training and development policy is to prepare and properly implemented in any
organization.
QUESSTIONNAIRE
EMPLOYEE OPINION ON TRAINING PROGRAMS IN SILICON
CIRCUITS RESEARCH LABS PVT LTD
EMPLOYEE NAME:
QUALIFICATION:
DESIGNATION:
DEPARTMENT:
GENDER: MALE/FEMALE
1. How long you have been working for Silicon circuits research labs pvt ltd?
a) One year or less than one year
b) 1-3 years c) More than 3 years
2. How do you feel about your work place?
a) Very good b) Good
c) Average d) poor
3. How your colleagues move with you?
a) Friendly b) supportive
c) Average d) Poor
4. Does your organization promote training for employees?
a) Yes b) No
5. To what kind of employees does your organization provide training?
a) New employees b) Promoting employees
c) To retain employees
6. How often the training being given in Silicon circuits research labs pvt ltd?
a) Once in year b) Twice in year
c) Three times in year d) When job demands
7. Have you ever under gone training program in the organization.
a) Yes b) No
8. How many times you attended for training programs in the last year?
9. What type of training programs is given importance in this organization?
a) On the job b) Off the job c) Both
10. If organization follows on the job training method which of the following
is/are adopted?
a) Job rotation b) Training through step by step
c) Coaching d) Committee assignments
11. If organization follows off the job training method which of the following
is/are adopted?
a) Vestibule b) Role playing c) Lecture
d) Conference e) Programmed Instruction
12. Do you prefer attending training program in?
a) On duty hours b) Off duty hours c) Both
13. The facilities and equipment provided during training are satisfactory?
a) Yes b) No
14. For how many external classes you attended?
15. To what extent does training program contribute to your personnel
development?
a) Great extent b) Considerable extent
c) Very Little d) Not at all
16. Are you feeling any stress regarding training programs?
a) Yes b) No
17. What is your satisfaction level regarding training program?
a) Highly satisfied b) Satisfied
c) Neural d) Unsatisfied
18. Is feed back of the training program collected?
a) Yes b) No
Is feedback session is there:
Depending up on the feedback given by the employees is their improvements
in the next training programme.
a) Yes b) No c) Can’t say
19. Based on your experience would you recommend the same training
program to your colleagues?
a) Strongly recommend b) To some extent
c) Do not recommend
20. Do you need any other training programs in other areas?
a) Yes b) No
21. Are you satisfied by the evolution process after the training programs?
a) Yes b) No
If no what method does you prefer?
22. Any suggestions
BIBLIOGRAPHY
BOOKS REFERRED:
VSP RAO “Human Resourse Management” 2nd edition – published by
Aneerag Jain.
JHON M IVNACEVIVCH “Human Resource Management” (2004) –
published by TATA Mc Graw-Hill publishing company ltd.
R. K. SAHU “Training & Development” 10th edition (2008) – published by
Excel Books.
P.L.RAO “Training & Development” (2008) – published by Excel Books.
G. PANDU NAIK “Training & Development” (2007) – published by Excel
Books.
TANUJA AGARWAL “Strategic Human Resource Management” (2007)
– published by Oxford University press.
PANEERSELVAM.R “Research Methodology” (2007) – Prentice-Hall of
India Pvt Ltd.,
WEB SITES:
WWW.SILICONRESEARCHLABS.COM
WWW.ESNIPS.COM
WWW.WIKEPEDIA.COM
WWW.HR.COM