traing and development-questionairee, charts and data analysis

7/30/2019 Traing and Development-Questionairee, Charts and Data Analysis

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RESEARCH DESIGN

STATEMENT OF PROBLEM:

Biggest challenge for a Company

It is hard to believe that India has a man power problem where more than half

of its 1.25 billion citizens are less than 25 years old, the numbers add up but their

employability and training do not. Estimates say only a quarter of the applicants are

skilled enough to be profitable employed by industry. Huge shortage of skilled hands

gives sleepless nights to managers, especially those responsible for recruitment and

training. This problem exists across industries manufacturing, engineering,

construction, etc. Consequently, companies have been forced to recruit from outside

the area of specialization and spend enormous time and money on training, not

knowing how long the employees will stay on in the job.

There is a gap between the job requirement and the skills of employees that

gap will be filled by only giving training. The training plays a vital role for the

organization to show a proper growth. Before the training given they must identify

training needs. Most of the companies face a problem when the training needs are

identified.

BGR Energy System was also facing the problem in identifying the training

needs for employees. A study has been taken on the topic,

A Study on Training need identification process at BGR Energy system

limited

which helps BGR Energy System on Training Need Identification and to measure the

effectiveness of the Training Programme provided to the employees, thereby provides

a scope to improve the current process.

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OBJECTIVES:

To study the existing training process in BGR Energy systems.

To Evaluate the Existing Training Need Identification process at BGR Energy

systems.

To Identify the scope to improve the process

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SCOPE OF THE STUDY:

The main aim of the study is to assess the views of the training programmes

conducted at BGR Energy system.

The study helps in understanding the needs of the executives in attending

training programme.

The study helps the organization to frame out highlights needs and necessity

for policies and procedures for training and development.

It covers all areas of training identification and also helps to find out the

effectiveness of the training programmes and to give the same as suggestive

measures to be taken.

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RESEARCH METHODOLOGY:

A way to systematically solve the research problem along with the logic behind,

defines research methodology. It explains why a research study has been undertaken,

how the problem has been defined, in what way and why the hypothesis has been

formulated, what data have been collected and what particular method has been

adopted, why particular technique of analyzing data has been used and a host of

similar other questions are usually answered concerning a research problem or study.

RESEARCH DESIGN:

Plan for collecting and utilizing data so that desired information can be

obtained with sufficient precision or so that an hypothesis can be tested properly.

A Research design is the arrangement of conditions for collection and

analysis of data in a manner that aims to combine relevance to the research purpose

with economy in procedure.

According to Kerlinger Research design is the plan, structure and strategy of

investigation conceived so as to obtain answers to research questions and to control

variance.

DESCRIPTIVE RESEARCH

Descriptive research includes surveys and fact-finding enquiries of different

kinds. The major purpose of descriptive research is description of the state of affairs

as it exists at present. In social science and business research we quite often use the

term Ex post facto research for descriptive research studies. The main characteristic

of this method is that the researcher has no control over the variables; he can onlyreport what has happened or what is happening. Most ex post facto research projects

are used for descriptive studies in which the researcher seeks to measure such items

as, for example frequency of shopping, preferences of people, or similar data.

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Market performance research, promotion research, distribution research,

pricing research and competition research as based on the descriptive research design.

These studies often describe the relationship between two or more variables. The

relationship between the variables may be used for prediction purposes. Descriptive

design can be a sound basis for making predictions pertaining to specific marketing

problems, although it does not explain the nature of the relationship involved.

SAMPLING DESIGN:

A definite plan for obtaining a sample from a given population i.e., the technique

adopted in selecting items for the sample.

Type of universe:

The Employees of BGR Energy systems who are contacted by means of a survey

become the universe or population for the study.

Sampling unit:

A decision has to be taken concerning a sampling unit before selecting sample.

Here, the sampling unit includes the employees of Air fin cooler division and Progen

systems limited in BGR Energy system (India) Limited whose head office is available

at Chennai.

Sample size:

The total sample size of taken up for the study is 100. The samples are taken

from the employees of Air fin cooler division and Progen systems limited in BGR

Energy system (India) Limited which is located in Teynmpet, Chennai.

Sampling procedure:

Sampling procedure depends upon the research objectives to be accomplished

through the investigation, the technique used in selecting the items for the sample.

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For this study, a non-probability sampling method is used which does not afford

any basis for estimating the probability that each item in the universe or population

has of being included in the sample. It is also known by names such as deliberate

sampling, purposive, convenience and judgement sampling.

SOURCES OF DATA:

The task of data collection begins after a research problem has been defined

and research design/plan chalked out. Before collecting the data I decided to take both

primary data and secondary data. So the sources of data are primary and secondary

data.

Primary data:

The primary data are those which are collected afresh and for the first time,

and thus happen to be original in character. In the study I collected the primary data

with the help of Questionnaires and Interview Method.

Secondary data:

The secondary data are those which have already been collected by someone

else and which have already been passed through the statistical process. In the study I

collected secondary data with the help of the Training Need Form in the

Organization.

DATA COLLECTION METHOD:

The methodology adopted to collect the data was through Interview method

and Questionnaire method.

1. Interview method:

The interview method of collecting data involves presentation of oral-verbal

stimuli and reply in terms of oral-verbal responses. The study conducted through

personal interviews.

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Personal interview: Personal interview method requires a person known as

the interviewer asking questions generally in a face-to-face contact to the

other person or persons. In the study the collection of data is done on

unstructured interview with the employees in the organization.

2. Questionnaire method:

This method of data collection is quite popular. In this method a questionnaire

is given to each employee in the organization concerned with a request to answer the

questions and return the questionnaires. The questionnaire consists of a number of

questions printed in a definite order on a form.

General form

Dichotomous

Multiple choices

Rating

Closed Ended

STATISTICAL TECHNIQUES:

The data, after collection has been processed and analyzed in accordance with

the outline laid down for the purpose at the time of developing the research plan. The

collected data are tabulated, analyzed by using diagrams, graphs and charts. Bar

diagrams and pie charts (with mean score) are used for better interpretation.

The statistical tools used for the analysis:

Percentage analysis

Chi-square Test

PERCENTAGE METHOD:

Percentage method is used in making comparison between two or more series of

data. This method is used to describe the subsisting relationship among the variables.

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No. of respondents

Percentage of respondents = X 100

Total No. of respondents

CHI-SQUARE TEST:

The chi-square test is an important test amongst the several tests of significance

developed. It is a statistical measure used in the context of sampling analysis to

determine whether there is any significant difference exists among the groups.

Chi-square Test involves comparison of the Expected frequency (E ij) with Observed

frequency (Oij).To determine whether the difference between the two is greater than

which might occur by chance. The Chi-square Test is given by the formula,

2 = [(Oi Ei )2] / Ei

Where,

2 - Chi-square

Oi - Observed frequency

Ei - Expected frequency

As a non- parametric test, it can be used to determine if categorical data shows

dependency or the classifications are independent.

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LIMITATIONS OF THE STUDY:

Every study has its own drawbacks or limitations and the same for this study is listed

as follows:

Time factor period was not enough for a thorough survey with employees.

Since the respondents were largely busy during morning section, interviews

had to be held in the post-lunch sections or evenings.

Sometimes the respondents needed to be contacted again for further

clarifications in filling the questionnaire. Omissions of replies to certain questions.

Some employees were not interested in filling the questionnaire.

Getting appointment with the senior management level for interview became

difficult

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DATA ANALYSIS AND INTERPRETATION

Table: 4.1 Division of the Employees

Division chart

32%

68%

Air fin cooler Division

Progen Systems

Limited

Chart: 4.1 Division of the Employees

Division No. of Respondents Percentage

Air Fin Cooler Division 68 68%

Progen Systems Limited 32 32%

Total 100 100%

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It is obviously shows that 68% of Respondents belongs to Air Fin Cooler

Division and 32% of Respondents belong to Progen Systems Limited.

Table: 4.2 Age of the Employees

Age No. of Respondents Percentage

Below 20 - -

21 30 30 30%31 40 55 55%

41 50 15 15%

Above 50 - -

Total 100 100

15

55

30

0

10

20

30

40

50

60

Below 20 21 - 30 31 - 40 41 - 50 Above 50

Age

No.ofResponden

ts

Chart: 4.2 Age of the Employees

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30% of employees belong to the age group of 21 30, 55% of employees

belong to the age group of 31 40 and 15% of employees belong to the age group of

41 50. The high percentage of respondents belongs to the age group of 31 40.

Table No. 4.3 Levels of the Employees

Levels No. of Respondents Percentage

Junior Management 65 65%

Middle Management 20 20%

Senior Management 15 15%Total 100 100

Management Levels chart

15%

20%

65%

Junior

management

Middlemanagement

Senior

management

Chart 4.3 shows levels the respondents belongs

It is obviously shows that 65% of employees belong to Junior Management,

20% of employees belong to Middle Management and 15% of employees belong to

Senior Management. High percentage of employees belongs to Junior Management.

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Table: 4.4 Experience of Employees

Years of Experience No. of Respondents Percentage

Below 1 year 10 10%

1 2 years 22 22%

2 5 years 22 22%

5 10 years 20 20%

Above 10 years 26 26%

Total 100 100

Experience Chart

26

202222

10

0

5

10

15

20

25

30

Below 1

year

1 2

years

2 5

years

5 10

years

Above 10

years

Years

No.ofResponde

Chart: 4.4Experience of Employees

In the Above chart it clearly shows tat 10% of employees worked below 1

year, 22% of employees worked between 1 2 years, 22% of employees worked

between 2 5 years, 20% of employees worked between 5 10 years and 26% of

employees worked Above 10 years. So, experienced employees work more in this

organization.

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Table: 4.5 Employees Conversant With Their Job

Conversant with Job No. of Respondents Percentage

Yes 76 76%No 24 24%

Total 100 100%

24%

76%

Yes

No

Table: 4.5 Employees Conversant With Their Job

In the above chart it is clearly mentioned that 76% of employees are

conversant with their job and 24% of employees are not conversant with their jobs.

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Table: 4.6 The Training Need Identification Process is Done on

The Basis of Organizational Objectives

No

24%

Yes

76%

Chart: 4.6 The Training Need Identification Process is done on

The Basis of Organizational Objectives

TNI is Done on

Organizational Objectives

No. of Respondent Percentage

Yes 76 76%

No 24 24%

Total 100 100%

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76% of Employees are saying Training Need Identification Process is done on

the bases of Organizational Objective and 24% of Employees are saying TNI is not

done on the bases of Organizational Objectives.

Table: 4.7 The Satisfaction Level of The Employees on

Training Need Identification Process

Feeling About TNI Process No. of Respondents Percentage

Highly Satisfied 5 5%

Satisfied 65 65%

Neutral 22 22%

Dissatisfied 4 4%

Highly dissatisfied 4 4%

Total 100 100%

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Satisfaction level of employees about TNI Process

5 4 422

65

0

10

20

30

4050

60

70

Highly

Satisfied

Satisfied Netural Dissat isfied Highly

Dissatisfied

Percentage

Chart 4.7 The Satisfaction Level of The Employees on

Training Need Identification Process

In the above chart it is clearly stated that the Satisfaction level of employees

is good. 5% employees are highly satisfied with TNI Process, 65% of employees are

satisfied, 22% of employees are neither satisfied nor dissatisfied, 4% of employees

are dissatisfied and 4% of employees are highly dissatisfied.

Table: 4.8 Training Required For Completing Tasks

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Training Requirment Chart

No

26%

Yes

74%

Chart: 4.8 Training Required For Completing Tasks

In the above chart it is clearly shown that 74% of employees are required

training for completing their tasks effectively and 26% of employees does not require

training.

Options No. of respondents Percentage

Yes 74 74%

No 26 26%

Total 100 100%

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Table: 4.9 The Types of Training given in BGR Energy System

Type of Training No. of Respondents Percentage

Cross- functional training 10 10%

Creativity Training 8 8%

Skills Training 54 54%

Refresher, Cross- functional,

Creativity, Skills Training

28 28%

Total 100 100%

28%

10%

8%

54%

Cross-functional

training

Creativity Training

Skills Training

refresher,cross-

functional,creativity,skill trainings

Chart: 4.9 The Types of Training given in BGR Energy System

It is obviously shown in the chart that 54% employees says skills training is

given, 28% of employees says all the three training are given, 10% of employees says

cross-functional training is given and 8% of employees says creativity training is

given.

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Table: 4.10 The Training Received Matches Each Employees Job

Training Received Matches the Job

No

20%

Yes

80%

Table: 4.10 The Training Received Matches Each Employees Job

It is obviously shown in the chart as 80% of employees tell training received

matches the job, 20% of employees tells training does not matches the job.

Options No. of Respondents PercentageYes 80 80%

No 20 20%

Total 100 100%

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Table: 4.11 The Method of Training Received by the Employees

Training Methods No. of Respondents Percentage

On the Job Training 65 65%

Off the Job Training 35 35%

Total 100 100%

Method of Training Received

35% 65%

On the Job Training

Off the Job Training

Table: 4.11 The Method of Training Received by the Employees

It is obviously shown in the chart as 65% of employees have received on the

job training, 35% of employees have received off the job training.

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Table: 4.12 Types of On-the-Job Training Received by the Employees

Types of on the job training No. of Respondent Percentage

Job Instruction training 45 69%

Mentoring 8 12%

Job Rotation 9 14%

Apprenticeship training 3 5%

Total 65 100%

Types of On-the-job training

69%

5%

14%

12%Job Instruction

training

Mentoring

Job Rotation

Apprenticeshiptraining

Chart: 4.12 Types of On-the-Job Training Received by the Employees

From the above chart it is clearly seen that 69% of employees undergone job

instruction training, 12% undergone mentoring, 14% of employees undergone jobrotation, 5% of employees undergone apprenticeship training.

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Table: 4.13 The Duration from the Training The employee Ask and

Training an employee gets

Time Duration No. of Respondent Percentage

Immediate 68 68%

staggered 14 14%

Delayed 18 18%

Total 100 100%

68

14 18

0

10

20

30

40

50

60

70

80

Immediate staggered Delayed

No. of Respondent

Chart: 4.13 The Duration from the Training The employee Ask and

Training an employee gets

From the above chart it is clearly seen that 68% of employees said the action

is immediate, 14% of employees said the action is staggered and 18% of employees

said the action is delayed.

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Table: 4.14 Have the Employees Undergone Any Training on Behavioral

or Emotional Training

Options No. of Respondents Percentage

Yes 16 16%

No 84 84%

Total 100 100%

Yes

16%

No

84%

Chart: 4.14 Have the Employees Undergone Any Training on Behavioral

or Emotional Training

From the above chart it is clearly seen that 84% of employees have not

undergone any training on behavioral or emotional training and 16% of employees

have undergone behavioral or emotional training programme.

Table: 4.15 Training Need Identification Done in the organization

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Options No. of respondents Percentage

Training Need Forms 50 50%

Performance Appraisal 34 34%

Both 16 16%

Total 100 100%

50

34

16

0

5

10

15

20

25

30

35

40

45

50

Training

Need Forms

Performance

Appraisal

Both

No. of

respondents

Chart: 4.15 Training Need Identification Done in the organization

From the above chart it is clearly seen that 50% of employees said the training

need is identified with the training need forms, 34% of employees said it is done with

performance appraisal and 16% of employees said it is done with the help of the both

the forms.

Table: 4.16 The Training Programs Attended by the Employees

Skills Mean score

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Communication skills 3.50

Technical skills 4.09

Decision-making skills 3.08

Leadership skills 3.15

Interpersonal skills 3.45

Time management 2.01

Skills chart

Leadership skills

3.15

Interpersonal skills

3.45

Time Management,

2.01

communication

skills, 3.5

Technical skills,4.09

Decision Making

skills, 3.08

Chart: 4.16 The Training Programs Attended by the Employees

It is obviously shown in the chart that the mean score for technical skill is

4.09, followed by communication skills is 3.5, followed by Interpersonal skills is

3.45, Leadership skills is 3.15, Decision making skills is 3.08 and Time management

is 2.01.

Table: 4.17 The Overall Satisfaction Level of the Employees about theTraining Programmes

Options No. of Respondents Percentage

Very Good 3 3%

Good 63 63%

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Average 29 29%

Poor 2 2%

Very Poor 3 3%

Total 100 100%

overall satisfaction level of training

programmes

3 2 3

63

29

010

20

30

40

50

60

70

Very

Good

Good Average Poor Very

Poor

options

No.ofResponde

Chart: 4.17 The Overall Satisfaction Level of the Employees about the

Training Programmes

It is obviously shown in the chart that 3% of employees have rated very good

for the training programmes, 63% of employees rated good, 29% of employees rated

average, 2% of employees rated poor and 3% of employees rated very poor for the

training programmes.

CHI-SQUARE ANALYSIS

CHI-SQUARE TEST TO FIND OUT THE RELATIONSHIP BETWEEN THE

TRAINING PROGRAMME AND SATISFACTION LEVEL THE

EMPLOYEES

Hypotheses

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Ho: There is no significant different between the satisfaction level of

employees amongst the management levels regarding Training Programmes.

Table: 4.18 Satisfaction level of Employees about the Training Programme

Levels

Response

Junior level Senior Level Ri

Satisfied 10

3.04

6757

56.95

Neutral 25

24.65

4

4.35

29

Dissatisfied 3

2.55

2

0.7505

Ci 85 15 100

2 = 3.45

Degree of freedom (D.F) = (r-1) (s-1)

Degree of freedom = (3-1) (2-1) = 2

Table value at 5% level of significance with 2 degrees of freedom= 5.991

Since calculated value < Table value (i.e.) 3.45 < 5.991

Thus Ho is accepted.

CHI-SQUARE TEST TO FIND OUT THE RELATIONSHIP BETWEEN THE

TRAINING NEED IDENTIFICATION PROCESS AND SATISFACTION

LEVEL OF THE EMPLOYEES

Hypotheses

Ho: There is no significant different between the satisfaction level of

employees amongst the management levels regarding training need identification

process.

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Table 4.19 Satisfaction level of employees about Training need identification process

Levels

Response

Junior level Senior Level Ri

Satisfied 7

10.20

6861

57.8

Neutral 8

11.90

6

2.10

14

Dissatisfied 6

6.80

2

1.2008

Ci 75 15 100

2 = 10.3297

Degree of freedom (D.F) = (r-1) (s-1)

Degree of freedom = (3-1) (2-1) = 2Table value at 5% level of significance with 2 degrees of freedom= 5.991

Since calculated value > Table value (i.e.) 3.45 > 5.991

Thus Ho is rejected.

SUMMARY OF FINDINGS

STATEMENT OF PROBLEM:

Biggest challenge for a Company

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It is hard to believe that India has a man power problem where more than half

of its 1.25 billion citizens are less than 25 years old, the numbers add up but their

employability and training do not. Estimates say only a quarter of the applicants are

skilled enough to be profitable employed by industry. Huge shortage of skilled hands

gives sleepless nights to managers, especially those responsible for recruitment and

training. This problem exists across industries manufacturing, engineering,

construction, etc. Consequently, companies have been forced to recruit from outside

the area of specialization and spend enormous time and money on training, not

knowing how long the employees will stay on in the job.

There is a gap between the job requirement and the skills of employees that

gap will be filled by only giving training. The training plays a vital role for theorganization to show a proper growth. Before the training given they must identify

training needs. Most of the companies face a problem when the training needs are

identified.

BGR Energy System was also facing the problem in identifying the training

needs for employees. A study has been taken on the topic,

A Study on Training need identification process at BGR Energy systemlimited

This study helps BGR Energy System on Training Need Identification and to

measure the effectiveness of the Training Programme provided to the employees,

thereby provides a scope to improve the current process.

OBJECTIVES:

To study the existing training process in BGR Energy systems.

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To Evaluate the Existing Training Need Identification process at BGR Energy

systems.

To Identify the scope to improve the process

SCOPE OF THE STUDY:

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The main aim of the study is to assess the views of the training programmes

conducted at BGR Energy system.

The study helps in understanding the needs of the executives in attending

training programme.

The study helps the organization to frame out highlights needs and necessity

for policies and procedures for training and development.

It covers all areas of training identification and also helps to find out the

effectiveness of the training programmes and to give the same as suggestive

measures to be taken.

FINDINGS

76% of employees are conversant with their job and 24% of employees are

not conversant with their job.

76% of them said the Training Need identification is done on the bases of

Organization Objectives.

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65% of employees are satisfied with the Training Need identification process

done.

74% of employees need training to complete their tasks more effectively.

Most of the employees said skill training is done in this organization and

other training is also concentrated.

80% of employees agree that training received matches the job.

65% of employees received on-the- Job training, 35% of employees received

off-the-job training.

The employees attended the on-the-job training were more concentrated on

Job instruction method.

68% of employees agree the training is given immediately after the need

identification is done.

Most of the employees did not undergone behavioral or emotional training.

50% of employees said the training need is identified with the help of

Training form, 34% of employees said it is done with performance appraisal

and 16% of employees said it is done with the help of the both the forms.

Training need is identified for the employees.

The employees say that the training programmes are mostly concentrated on

technical training and rest of the employees says they have to concentrate on

soft skills also.

Most of the respondents agree that training helps to improve their technical

skills managerial skills and for self motivation.

The employees satisfaction level about the training programmes is good and

few employees are not satisfied with the training programmes.

SUGGESTIONS AND RECOMMENDATION

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The Company can explain the job description for the new employees before

the induction process in conducted. Few employees are not familiar with their

jobs; they need to be concentrated.

The training need identification is done according to the organization

objective which is a good sign for the companies growth.

Training form can be reworked to know where exactly the employees lack.

Different types of on-job-training can be given to get a good end result from

the employees.

The training team can have a regular interaction with the employees about

their training.

The discussion between the Training and Development team and Performance

appraisal team will help to know exactly where the employee lacks.

Some more motivation is expected from the immediate boss for the

employees.

The technical skills conducted by the company are very effective. They can

concentrate on the soft skills.

The number of days and hours of the training given for employees need to be

increased.

Most of the employees feel they lack in the team management, training

department need to concentrate on that area.

The Junior level and Middle level employees need to be trained in both

Technical and behavioral training.

The Senior level employees need training on behavioral training like

presentation skills, decision-making skills etc.

The employees in the factory require training on quality management, safety

measure training and about the latest technology etc.

CONCLUSION

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The study is all about the training need identification process. The training

need is identified by giving the training need form for the employees and filled by the

employees itself which helps to know the training needed by the employees. The

training programme given in BGR Energy System Limited is effective. The training

need identified is done and training is given immediately for the employees. This

helps the employees to give best of their work.

The outcome of the research is that the employees feel that they might have

given a clear job description before they enter into their work, which will help them

to know the exact work they need to do. Employees think that the number of days and

hours of training program can be increased. The technical skills training programme

given in this organization is more effective. The employees are satisfied with the

technical skills training programme and the company can continue the same

programmes for the employees. All types of training programmes are given for the

employees and employees are also satisfied with the training programmes. The

company can concentrate on the soft skills training programme because most of the

employees wanted training on communication skills, interpersonal skills, presentation

skills, etc. The Training need can be identified separately for the management level

and Training programmes can also be conducted separately for the management level

helps to improve the training need identification process in BGR Energy System and

obtain benefits out of it.

BIBLIOGRAPHY

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1. Goldstein, I. L. (1974). Training in organizations: Needs assessment,

development, and evaluation (2nd ed.). Monterey: CA: Brooks/Cole.

2. Boy dell,t.h., A Guide to the Identifiaction of Training Need, BACIE, 1976.

3. Yin, R. K. (1994). Case study research: Design and methods (2nd ed.).

Thousand Oaks: Sage.

4. Gupta, K. (1999). A practical guide to needs assessment.San Francisco, CA:

Pfeiffer.

5. Prasad, & Jogendra, Human Resources Management

6. Rudrabasavaraj, Human Resources and Personnel Management.

7. Pattanagak , Human Resources Management 2002

8. Jay Kumar, Human Resources Management.

9. Douglas Ready and Jay Conger, Identify a growing trend,

Harvard Business Review, June 2007.

10. C.R.Kothari, Research Methodology, Methods and Techniques, Second

Revised Edition, 2006, New Age International Publishers, New Delhi.

WEB SITES:

www.dol.govt.nz

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www.citeman.com

www.wikipedia.com

www.bgrcorp.com

QUESTIONNAIRE

1. PERSONAL DETAILS:

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a. Department :

b. Division :

Air Fin Cooler Division .

Power Project Division

Progen Systems limited.

c. Age :

Below 20 21 30 31 40 41- 50 Above 50

d. Gender : Male Female

e. Level :

Junior Middle Senior

Management Management Management(Jr. Executives, (Managers, (VP, G.M.

Engineers, Dy. Managers, Sr.DGM,

Executives, Asst. Managers) DGM,Sr. Executives) Sr.Manager)

f. Since how long you have been working for BGR Energy system?

Less than one year

One year to less than two years

Two years to less than five years

Five years to less than ten years

Ten years or more

2. Are you conversant with the job?

Yes No

3. Is the TNI process done on the basis of the organization objectives?

Yes No

4. How the TNI process is done in this organization?

Resource utilization

Task or Role

38


39/40

Personal traits

5. What do you feel about TNI Process in this organization?

Highly Satisfied Neutral Dissatisfied Highly

Satisfied Dissatisfied

6. Do you feel training is required to complete your tasks?

Yes No

7. What types of training provided by BGR Energy System?

a) Refresher Training

b) Cross-Functional training

c) Creativity training

d) Skills training

e) Above all

8. Does the training received match your current job?

Yes No

9. What method of training you receive in this organization?

On the job training Off the job training

10. What method of On the job training you underwent in this organization?

a) Job instruction training

b) Coaching

c) Mentoringd) Job rotation

e) Apprenticeship training

11. What is the time duration from the training you ask and training you get?

Immediate Staggered Delayed

39


40/40

12. Have you undergone any training on Behavioral or emotional?

Yes No

13. How are the training need identified in this organization?

a) Training need forms

b) Performance appraisal

c) Both

14. Rate the following training you undergone in this organization?

1. Highly Dissatisfied 2.Dissatisfied 3.Neither satisfied not dissatisfied

4. Satisfied 5. Highly Satisfied

Skills 5 4 3 2 1

Communication skills

Technical Skills

Decision Making skills

Leadership Skills

Interpersonal Skills

Time Management

15. What is your overall satisfaction level regarding the training program of this

organization?

Very Good Good Average Poor Very Poor

traing and development-questionairee, charts and data analysis

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