CHAPTER - 1

INTRODUCTION
MEANING OF TRAINING
Training is a specialized function and is one of the fundamental operative
functions of human resource management. Training is a process of learning
a sequence of programmed

behaviour. It is the application of knowledge

and gives people an awareness of rules and procedures to guide their

behaviour. It helps in bringing about positive change in the knowledge, skills
and attitudes of employees towards the requirements of the job and
organization.

DEFINITION OF TRAINING
According to Edwin B. Flippo, Training is act of increasing the
knowledge and skills of an employee for doing a particular job.

According to Dale S.Beach, Training is the organized procedure by

which people learn knowledge and skill for a definite purpose.
The training needs assessment is a critical activity for the training and
development function. Whether you are a human resource generalist or a
specialist, you should be adept at performing a training needs assessment.
This report will begin with an overview of the training and development
function and how the needs assessment fits into this process, followed by an

in-depth look at the core concepts and steps involved in conducting a

training needs assessment.

FEATURES OF TRAINING
1. It makes optimal use of opportunities for learning.
2. It is about acquiring competencies.
3. It removes mental blocks.
4. It establishes relationship between Theory and practice.
5. It induces behavioural changes.
6. It is a journey of SELF-AWARENESS and SELF-DISCOVERY.

OBJECTIVE OF TRAINING
1. It enhancing employee performance
2. It helps in motivating and preventing employee attrition.
3. It helps in updating employee skills.
4. It avoids or delaying managerial obsolescence.
5. It helps in preparing for promotion and managerial succession.

INPUTS IN TRAINING
There are three basic types of inputs:
(1)SKILLS
(2)ATTITUDES
(3)KNOWLEDGE
(1) SKILLS Training activities nowadays encompass activities ranging
from the acquisition of a simple motor skill to a complex
administrative one. Training an employee for a particular skill is
undertaken to enable him to be more effective on the job.

(2) ATTITUDES Through induction programmes organization

develops attitude in new employees which are favorable toward the
achievement of organizational goals. Training programmes in industry
are aimed at modeling employee attitudes to achieve support for
company activities , and to obtain better cooperation and greater
loyality.

(3) KNOWLEDGE Training aimed at imparting knowledge to

employees in the organization provides for understanding of all the
problems of modern industry.

SIBLINGS OF TRAINING
(1)Learning
(2)Education
(3)Teaching
(1)Learning Learning refers to concerted activity that increases the
capacity and willingness of individuals, groups, organisation and
communities to acquire and productivity apply new knowledge and skills to
grow and mature and to adapt successfully to change and challenges.
(2)Education The term education is wider in scope and more general in
purpose when compared to training. Education is a process of increasing the
general knowledge and understanding of employees. It is a person oriented,
theory-based knowledge whose main purpose is to improve the
understanding of a particular subject or theme.
(3)Teaching Teaching has many definition, including(a) To cause to know something,
(b)To guide the studies of ,
(c)To impart the knowledge of,
(d)To instruct by precept example or experience.

Steps of Training and Development

1.Assessment of organizational objective
The first step in the training process in an organization is the assessment of
its objective and strategies. What business are we in? At what level of
quality do we wish to provide this product or service? It is only after
answering these questions that the organization must assess the strength and
weaknesses of its human resources.

1. Assessment of training needs

Needs assessment diagnoses present problems and future challenges to be
met through training and development. The assessment begins with a "need"
which can be identified in several ways but is generally described as a gap
between what is currently in place and what is needed, now and in the
future. Gaps can include discrepancies/differences between:

What the organization expects to happen and what actually happens.

Current and desired job performance.

Existing and desired competencies and skills.

3.Establishment of training goals

Without clearly set goals, it is not possible to design a training and
development programme and after it has been implemented ,there will be no
way of measuring its effectiveness.

4.Designing Training and Development Programme

The actual design of programmmes is the foundation to effective training
and development. Without solid and relevant content , training and
development efforts are pointless . Selecting the most appropriate instructors
completes the process.
5.Implementation

of training programme

Once the training programme has been designed,it needs to be

implemented.it includes followingA. Deciding the location.
B. Scheduling the training programme.
C. Conducting the programme.
D. Monitoring the progress of trainees.

6.Evalution of results
This is the last stage of training and development. Evaluation helps to
determine the result of training and development programme.

INTRODUCTION TO TRAINING NEED ASSESSMENT

A training need exists when there is a gap between what is required of a

person to perform their work competently and what they actual know.

A training needs assessment, or training needs analysis, is the

method of determining if a training need exists and if it does, what
training is required to fill the gap.

Definition of Training need assessment

Need assessment can be defined as a process for identifying and
priortising gaps between current and desired results. (According to
kaufman et al.)
The results of training needs analysis will highlight the subject matter
needed to be covered during the training course. The knowledge and skills
gained during the training will increase abilities and allow participants to
perform their jobs at an acceptable level. The needs assessment can be quite
simple and obvious.

For example, when a new information system is

introduced, it is assumed that no one has the knowledge to operate it and

the training need is noted.

However if the organization was switching

systems, the need may not be so obvious. By conducting training needs

analysis you can target the group that needs to be trained as well as hone in
on exactly what training is required.
The purpose of conducting a needs assessment is to prevent a quick fix
approach to business problems. A TRAINING NEED ASSESSMENT
done correctly will ensure the solution addresses the real issues and
effectively focuses the appropriate resources, time and effort toward
targeted solutions.

REASONS
The reasons for doing training needs assessment:
To determine whether training is needed.
To determine causes of poor performance.
To determine content and scope of training.
To determine desired training outcomes.
To provide a basis of measurement.
To gain management support.

Components of TNA
(1)Information Information can be provided in the form of study
material or documents.

Examples of such a kind of training need involve lack of information about:

(A) Legal provisions
( B) Job specifications
(C) Staff rules
and regulations
(D) Performa for completing performance report.

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(2)Knowledge knowledge means dynamic and analytical understanding

of theories,concepts, principles and issues related to the job of the
participants and their application to specific situations in the performance of
the job .

Examples of this kind of training need would involve lack of

knowledge of the following:
(a)Concepts like kaizen, six sigma, tpm etc.
(b) Dynamics of human behaviour.
(c) Strategies and approaches to development .

(3)Skills and competencies

Skills and competencies are manifested in any action ,wheather
in the actual performance of a job related task. Technical
training emphasizes development of physical skills.

(4)Attitudes and values

The extent to which a training programme emphasizes development of
attitudes and values ,depends on the nature and scope of training.

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Types of Needs
(1)

Normative Needs

It exist when a person or group level of performance is lower than an

established standards.

(2)

Felt needs
It is an individuals desire to seek improvement. Felt needs can be
identified by asking people what they want or need however, keep
in mind that responses may be biased by what is socially
acceptable.

(3)

Expressed needs
It is a result of a felt need being acted upon.

(4)

Future needs
Future needs refer to training shortcomings that are expected in the
future.

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(5)

Comparative needs
It is the result of a group not having the same equipment or status
as an external group.

(6)

Critical incident needs

The last type of need refers to critical incident, meaning rare but
devastating failures with severe consequences.

STEPS OF TNA

1.Hold discussions with senior management

It is essential that senior management personnel are involved from the outset
.There stamp of approval provides authority for analysis and for any
discussion which will need to take place with managers, supervisors and
other staff .From the analyst view point discussion with senior management:

a. Determine the level of authority.

b. Provide information on possible changes in the composition of the

workforce to meet new markets, new technology etc.

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2.Establish the TNA objective and schedule

To be cost effective the TNA must be conducted in a planned, controlled
and efficient manner.

3.Identify sources of informationThe next step is to identify all the sources that can provide input and may
indicate a training need. There are number of sources which must be
considered.

4.Establish data collection methodThe method which are suitable for one organization may not be suitable
for another, so due consideration must be given to selecting the method
that will generate the required information in the most effective and
informed way.

5.Collect the informationSufficient time must be allowed to collect the information and this is
where careful day to day scheduling is essential.Time must be allowed
for each of the information gathering techniques to be planned,
implemented and completed.

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6.Analayse the data and identify training needs-

As each training requirement is identified there must be objective

evidence to validate the need. There is little value, in saying that there is
a need to improve operator machine training. If :

a. There are no facts to support the highlighted need which is caused

through lack of training.

b. There is no evidence which states the anticipated improvement the

training will bring in terms of knowledge, skills, attitude.

7.Develop training objectives-

There are those who would disagree with developing the training
objective at this stage. Under this include following advantages:
a. Clear objectives help to establish a clear understanding.
b. The training objectives indicates the desired end results of training.
c. Management will be more receptive to the training needed if the end
product of the training is known.

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8.Develop the training plan

The proposed training plan and the training methods to meet the
identified needs should be determined at this step.

9.Prepare the TNA report

At this point the credibility of the analysis is to ascertain extent at stake .a

considerable Amount of time will have been spent by members of the
organization providing information as well as general discussions on an
during the analysis. It is therefore essential to be thoroughly prepared for
the meeting.

Methods used in TNA

(1)

Observation Method

(2)

Interview Method

(3)

Questionnaire Method

(4)

Job Descriptions

(5)

Difficulty Analysis

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(6)

Problem Solving Conference

(7)

Appraisal Reviews

(1)Observation Method
In this approach, an employees performance itself is the source of
information. A workers performance is evaluated through first hand
observation and analysis.
(2)Interviews
The use of interviews in conducting the needs analysis is strongly urged .
Interviews allow the trainers to meet the employee face to face to
discuss their impressions of performance .
(3)Questionnairs
Questionnairs may be used for eliciting opinions of the employees on
topics like communication, satisfaction, job characteristics, their attitude
towards working condition etc.
(4)Job descriptions
Before establishing a job description, a job analyses must be made.
This job analyses involves a thorough study of all responsibilities of
the relevant job. After the job analysis phase has been completed, the

17

writing of job description and needs analyses is a relatively simple

task.

(5) Difficulty analysis

The job analyses will focus attention on enumerating the numerous
duties that a worker must perform. On the other hand, the difficulty
analyses establishes which of the duties cause the employee the
greatest amount of troubles and how this trouble can be reduced
through better training.

(6)Problem solving conference

Another time testing technique for gathering needs analyses material from
employess is to conduct periodic problem solving confrences which may
take the form of or is part of a plan for a new product etc.

(7)Appraisal reviews
During the periodic counseling performance interview, an employee
should be questioned regarding the duties and training of a worker.
Comments rendered during the appraisal interviews normally are

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genuine, and can frequently assist in establishing the needs, variations

that a training program should include.

LEVELS OF TNA
(1) Organizational Support
First of all, support and trust from all parties involved must be gained before
a training program can be successfully carried out, as any intervention is
going to interrupt daily routines and patterns of work behavior. A carefully
planned training needs assessment attempts to make the interruption
minimal.

Establishing a relationship with top-level management is an important first

step. Top management must agree on why the needs assessment or the
training is necessary. Cooperation must be gained from the top management,
and the expectation of the top management must be controlled carefully.
Issues that should be resolved include the time span of the training, effort
needed from all parties, costs of the training, types of outcomes, and the
confidentiality of the data of every individual in the organization.

The next step is to establish a relationship with members of the organization

who will be involved in this needs assessment or the training itself. Apart
from gaining support from top management, it is also important to have the
support of first-level managers as well as other job incumbents. One way to

19

do this is to form a liaison team. The team can help to function as the
communication channel between the trainer and the members of the
organization. They can also help the trainer better understand the
organization, the culture and the people characteristics that are unique to the
organization. Since the job of this liaison team is so important, members of
this team must be chosen carefully. The team must be representative of
different parties in an organization, each team member should be the
recognized leader of his /her own unit, and each of them must be willing to
help in bringing in organizational changes.

(2) Organizational Analysis

Organizational analysis helps to examine organizational goals and
resources, the transfer climate, and internal and external constraints.
Organizational goals must be specified when planning an effective training.
To understand organizational goals, various levels of analysis should be
done, including at the individual worker level, the work group level, and the
organization level. Even when the goals of a unit or a department are
clarified, the individuals will not be motivated to learn if they think their
individual goals are different from the departmental goals and the training
does not help them to achieve their individual goals. Thus, it is essential to
specify and align the goals at different levels. Next is to determine what

20

human and physical resources are available. An organization must make sure
it has enough resources before planning a training program.

The transfer climate is a critical issue in determining whether the knowledge

and skills gained in the training can be used on the job. An organization
must examine the organizational components that may affect an employee in
implementing the newly learned skills on the job. For example, when an
employee is trained to deliver a structured interview, the organization or the
supervisors must make sure the line managers value the information
collected from a structured interview. Otherwise, the employee will start to
lose motivation to use what was learned in the training when they actually
interview candidates.

Finally, an organization also must pay attention to internal and external

constraints. External constraints include the legal environment, comprising
corporate law and fair employment practices. An organization must keep up
with legal environment changes. The design and the evaluation of the
program, as well as the selection of employees, must be done with extra care
to ensure that the training program does not violate any rules or policies.

21

(3) Person Analysis

The last step in needs assessment focuses on whether the individual

employee needs training and exactly what kind of training is required. An
organization analysis is done to understand where the training fits into the
organization environment. Task and KSAO analyses are done to find out
what tasks are being performed on the job and what KSAOs are needed.
Person analysis is done to assess how well the employees are performing
and if they have the KSAOs that are required by the job. If not, the
employees may need to attend training.

In order to perform person analysis, criteria for measuring job performance

must first be developed. In the above call center example, criteria could be
customer satisfaction or the number of complaints per month. These criteria
can be used not only to assess the current performance before training to
determine training content, but can also be used to assess performance after
training, on the job in the future.

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CHAPTER -2
COMPANY PROFILE

ABOUT VENTILAIR:Ventilation is critical for improving "indoor air quality" by reducing the
concentration of pollutants in industrial environments, which often
experience concentration levels two to five times higher than found in
residential areas.. Ventilair India (P) Ltd. (Faridabad) has the perfect
solution for this kind of situation. Established in the year 1988, our company
is a leading manufacturer and exporter of a wide range of ventilation
systems such as Centrifugal Blowers/Axial Flow Fans, Fume/Dust
Extraction Systems, Evaporative Cooling Systems, Bag Filters, and
Pneumatic Conveying Systems etc.

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OBJECTIVES, MISSION AND VISION OF THE COMPANY

OBJECTIVES

To ensure national interest in ventilation system and related sectors

and consistent with government policies.
To ensure and maintain continuous supply of products to customer.
To earn reasonable rate of return on investment.
To create a strong research and development base in the field of
ventilation system.
VISION
The vision of the company is to be major diversified, transactional integrated
ventilation company with national leadership and a strong environment
conscience and playing a national role in ventilation system.
MISSION
To maximize creation of wealth, value and satisfaction for the
stakeholders.
To attain leadership in developing adopting and assimilating state of
the art technology for competitive advantage.
More than 20 years of experience in this field.
User friendly operations

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HR IN VENTILAIR PRIVATE LIMITED

The human resources or human relations department in Ventilair oversees a

number of functions within the organization, including hiring, training,
monitoring certain policies and even handling disputes laws, such as safety
etc.

Six Main Functions of a Human Resource Department

(1) Recruitment
The success of recruiters and employment specialists generally is measured
by the number of positions they fill and the time it takes to fill those
positions. Recruiters who work in-house -- as opposed to companies that
provide recruiting and staffing services -- play a key role in developing the
employer's workforce. They advertise job postings, source candidates,
screen applicants, conduct preliminary interviews and coordinate hiring
efforts with managers responsible for making the final selection of
candidates.
(2) Safety
Workplace safety is an important factor. Under the Occupational Safety and
Health Act of 1970, employers have an obligation to provide a safe working
environment for employees. One of the main functions of HR is to support

25

workplace safety training and maintain federally mandated logs for

workplace injury and fatality reporting. In addition, HR safety and risk
specialists often work closely with HR benefits specialists to manage the
company's workers compensation issues.

(3) Employee Relations

In a unionized work environment, the employee and labor relations functions
of HR may be combined and handled by one specialist or be entirely
separate functions managed by two HR specialists with specific expertise in
each area. Employee relations is the HR discipline concerned with
strengthening the employer-employee relationship through measuring job
satisfaction, employee engagement and resolving workplace conflict. Labor
relations functions may include developing management response to union
organizing campaigns, negotiating collective bargaining agreements and
rendering interpretations of labor union contract issues.
(4) Compensation and Benefits
Like employee and labor relations, the compensation and benefits functions
of HR often can be handled by one HR specialist with dual expertise. On the
compensation side, the HR functions include setting compensation structures
and evaluating competitive pay practices. A comp and benefits specialist
also may negotiate group health coverage rates with insurers and coordinate
activities with the retirement savings fund administrator. Payroll can be a

26

component of the compensation and benefits section of HR; however, in

many cases, employers outsource such administrative functions as payroll.
(5)Compliance
Compliance with labor and employment laws is a critical HR function.
Noncompliance can result in workplace complaints based on unfair
employment practices, unsafe working conditions and general dissatisfaction
with working conditions that can affect productivity and ultimately,
profitability. HR staff must be aware of federal and state employment laws
such as Title VII of the Civil Rights Act, the Fair Labor Standards Act, the
National Labor Relations Act and many other rules and regulations.
(6)Training and Development
Employers must provide employees with the tools necessary for their
success which, in many cases, means giving new employees extensive
orientation training to help them transition into a new organizational culture.
Many HR departments also provide leadership training and professional
development. Leadership training may be required of newly hired and
promoted supervisors and managers on topics such as performance
management and how to handle employee relations matters at the
department level. Professional development opportunities are for employees
looking for promotional opportunities or employees who want to achieve
personal goals such as finishing a college degree. Programs such as tuition

27

assistance and tuition reimbursement programs often are within the purview
of the HR training and development area.

Therefore, it is essential that all human resource managers and

employees get the appropriate training.

28

CHAPTER-3
REVIEW OF LITERATURE

Robert A. Reber (1984) conducted the study The Effects of Training, Goal
Setting, and Knowledge of Results on Safe Behavior: A Component
Analysis and demonstrated the benefits of providing knowledge of results
(KR) in addition to goal setting in a strategy to improve occupational safety
in a farm machinery manufacturing firm. This indicates an analysis of
variance (in a 56-week long multiple baseline investigation) revealed
positive significant main effects for each of the interventions (safety rule
training, goal setting, and KR).

RAYMOND (1985) in his article Trainees' Attributes and Attitudes:

Neglected

Influences on Training Effectiveness studies the influence of

trainees characteristics on training effectiveness and concludes that focus on

the level of ability is necessary to learn program content. Motivational and
environmental influences of training effectiveness have received little
attention. This analysis integrates important motivational and situational
factors from organizational behavior theory and research into a model which
describes how trainees' attributes and attitudes may influence the
effectiveness of training.

29

William D. Hicks (1987) in his article Entry into Training Programs and
Its Effects on Training Outcomes: A Field Experiment studies that

his

discussion and research on training has taken an organizational perspective.

Assessing groups' needs for training, selecting appropriate training
procedures, and determining helps in that how training should be evaluated.
It identifies the

type of announcement or prior information individuals

receive about a training program and the amount of freedom they have to
take the program, two variables that could affect their entry into a training
program, were the focus of this study.

David E. Smith(1987) conducted the Training Programs for Performance

Appraisal: A Review in it he discussed that the twenty-four studies that
have researched the effects of rater training on the psychometric quality of
performance ratings For comparison, training methods are categorized by
(a) content of training; and (b) method used to present training. The results
suggest that the most widely used rater training approach is inappropriate for
improving rating accuracy. These findings are discussed in terms of
Borman's

Model of Performance Appraisal (Borman, 1978). Training

programs that improve rating accuracy are identified.

30

P. Christopher

Earley (1988)

in his article Intercultural Training for

Managers: A Comparison of Documentary and Interpersonal Methods

concludes that much attention

that has been devoted to the issue of

managerial training and development, little research has specifically focused

on preparing managers for intercultural work. The present study examined
documentary and interpersonal training methods of preparing managers to
go overseas for their company. The results demonstrate that documentary
and interpersonal training methods have additive benefits in preparing
managers for intercultural work assignments.
.
Robert T. Ladd (1992) signifies in his article The influence of General
Perceptions of the Training Environment on Pretraining Motivation and
Perceived Training Transfer and

research to determine whether the

trainees general beliefs about training affect pretraining motivation and

transfer of training in a large-scale training curriculum. In addition, the
influence of social support for training from four organizational constituents
(top management, supervisors, peers, and subordinates) and task constraints
in the work environment on pretraining motivation and training transfer
were evaluated support were predictive of managers perceived training
transfer. These findings suggests that previous theory and research (e.g.,
Noe, 1986; Noe & Schmitt, 1986) serve as a useful heuristic for predicting
the effects of general beliefs about training on training effectiveness.
Implications of the-findings for future research and practice are discussed.

31

Mark Mendenhall (1992) conducted the study of Cross-Cultural Training

Effectiveness: A Review and a Theoretical Framework for Future Research
that has increased internationalization in the economic, political, and social
arenas has led to greater interpersonal cross-cultural contact. Because much
of this contact has not been successful, cross-cultural training has been
proposed by many scholars as a means of facilitating more effective
interaction. A review of the cross-cultural training literature is presented,
and it determined that cross-cultural training in general is effective. The
article also offers a theoretical framework based on social learning theory for
understanding past research and for guiding future research; this is important
because in this context variables seem to operate differently in international
versus domestic areas.
Kenneth J. Mussnug (1997) describes the Designing effective employee
training programmes and the main elements of a successful employee
training programme.

It explains the distinction between training and

education, along with a discussion of why soft skills training initiatives are
less effective than skills-based approaches. It discusses the critical role of
the training manager in implementing a training programme, as well as
important considerations when developing a strategic training plan. Finally,
describes several key factors which determine how employee training
programmes can best support company profitability.

32

Gary A. Yukl (2000) in his article studies A Review of Research on the

Application of Goal Setting in Organizations that helps in the goal setting
in organizations which is reviewed in order to evaluate Locke's theory of
goal setting and to determine the practical feasibility of this technique for
increasing employee motivation and performance. Basically an attempt is
made to identify limiting conditions, moderator variables, and promising
directions for future research.

Cheng and Ho, (2001) reviews in his article A review of transfer of training
studies in the past decade that helps in the transfer of what employees
learned from training programmes back to their jobs. A conceptual
framework is developed for this article to better present the popular
constructs that have been tested empirically. After extensive testing and
refinement of the models, a set of critical constructs can be distilled. It
basically identified that what trainees learned from training programmes.

Richard J. Klimoski (2004) in his article Training Undergraduates to Work

in Organizational Teams studies that the Organizations are increasingly
seeking candidates possessing high levels of teamwork knowledge, skills,
and abilities (KSAs; Stevens & Campion, 1994). Yet, despite a greater
emphasis in higher education settings on developing a ready workforce not
enough is done to explicitly develop teamwork KSAs in university curricula.

33

We describe a university course intended to develop students' teamwork

KSAs. Results from a quasi-experimental evaluation study demonstrate that
the course significantly increased the levels of students' teamwork
knowledge and skills. We discuss implications for school-to-work policies
and the development of teamwork KSAs in higher education settings, as
well as directions for future research.
.

Bard Kuvaas (2008) conducted in the article The relationship between

perceived training opportunities, work motivation and employee outcomes
to explore the alternative relationships between training opportunities and
employee outcomes. A cross-sectional survey of 343 trainees from a broad
range of Norwegian service organizations showed that the relationship
between perceived training opportunities, and both task performance and
citizenship behaviors were fully mediated, and that the relationship between
perceived training opportunities and turnover intention was partially
mediated by employee intrinsic motivation. In sum, the variables included as
predictors in the study explained 13 per cent of the variance in task
performance, 19 per cent of the variance in organizational citizenship
behavior and 24 per cent of the variance in turnover intention. Implications
for practice and directions for future research are discussed.

34

Jerry Haar examines in his article the Employee Benefit Packages that
helps in

growth and scope of corporate benefits packages and their

useulness to the average worker. A sample of benefits packages from

Fortune 500 corporations was assessed, and results revealed that both the
documents 'readability and comprehensibility levels far exceed that of the
average worker. The study builds on the recent and growing scholarly focus
on "mass" business communications and proposes a number of promising
avenues for future research.
JOHN BOURIS studies in his article Employee perceived training
effectiveness relationship to employee attitudes basically

this study

examined the responses of 134 employees and lower managers, of five large
Greek organizations, after they had completed a training program.. The
results of the study provide support to the hypotheses proposed, indicating
that there is a significant correlation between the employee perceived
training effectiveness and their commitment, job satisfaction and motivation.
Additionally, high correlations were found between the latter three variables.

K Abdul Ghani in his article the Advanced manufacturing technology and

planned organizational change studies that the developing countries like
India, where technological change is the thrust in manufacturing industries,
have introduced advanced manufacturing technology (AMT) to have
competitive edge in the global market.. Firms in which AMT has already
been introduced have not progressed to higher levels of AMT to achieve

35

manufacturing prosperity.. A set of propositions is offered suggesting that

superior performance will result when there is a positive change in work
attitudes as a result of elimination of psychological barriers to technological
change and change in organizational structure compatible with new
technology by a planned change process.

36

CHAPTER-4
RESEARCH METHODLOGY
MEANING OF RESEARCH METHODLOGY
Research is a common parlance refers to searching for knowledge .Research
Methodology is a way to systematically solve the research problem. It may
be understood as a science of studying how research is done scientifically. It
is necessary for the researcher to know not only the research
methods/techniques but also the methodology.
In simple terms methodology can be defined as, it is used to give a clear cut
idea on what the researcher is carrying out in his or her research .

TYPES OF RESEARCH
Following are the main types of research-

(1)Applied vs.fundamental :
Research can either be applied or action research or fundamental to basic or
pure research .Applied research aims at finding a solution for an immediate
problem facing a society , where as fundamental research mainly concerned
with generalizations and with the formulation of the theory.

37

(2)Quantitative vs.Qualitative :
Quantitative research is based on the measurement of quantity .hit is
applicable to phenomena that can be expressed in terms of quantity.
Qualitative research,is concerned with qualitative phenomena.

(3)Conceptual vs.Empirical :
Conceptual research is that related to some ideas or theory. It is generally
used by philosophers and thinkers to develop new concept .On the other
hand ,empirical research relies on experience or observation alone, often
without due regard for system and theory.

(4)Some other types of research :

All other types of research are variations of one or more of the above stated
approaches ,based on either the purpose of research or the time required to
accomplish research, on the environment in which research is done or on
the basis of some other similar factors.

38

RESEARCH DESIGN
MEANING OF RESEARCH DESIGN
A research design is the arrangement of condition for collection and
analysis of data in a manner that aims to combine relevance to the
research purpose with economy in procedure.
Research design is broadly classified into various types as :
Historical Research Design - The purpose is to collect, verify, synthesize
evidence to establish facts that defend or refute your hypothesis. It uses
primary sources, secondary sources, and lots of qualitative data sources such
as logs, diaries, official records, reports, etc. The limitation is that the
sources must be both authentic and valid.
Case and Field Research Design - Also called ethnographic research, it
uses direct observation to give a complete snapshot of a case that is being
studied. It is useful when not much is known about a phenomenon. Uses few
subjects.
Descriptive or Survey Research Design - It attempts to describe and
explain conditions of the present by using many subjects and questionnaires
to fully describe a phenomenon. Survey research design /survey
methodology is one of the most popular for dissertation research. There are
many advantages.

39

Correlational or Prospective Research Design - It attempts to explore

relationships to make predictions. It uses one set of subjects with two or
more variables for each.
Causal Comparative or Ex Post Facto Research Design - This research
design attempts to explore cause and affect relationships where causes
already exist and cannot be manipulated. It uses what already exists and
looks backward to explain why.
Developmental or Time Series Research Design - Data are collected at
certain points in time going forward. There is an emphasis on time patterns
and longitudinal growth or change.
Experimental Research Design - This design is most appropriate in
controlled settings such as laboratories. The design assumes random
assignment of subjects and random assignment to groups (E and C). It
attempts to explore cause and affect relationships where causes can be
manipulated to produce different kinds of effects. Because of the
requirement of random assignment, this design can be difficult to execute in
the real world (non laboratory) setting.
Quasi Experimental Research Design - This research design approximates
the experimental design but does not have a control group. There is more
error possible in the results.

40

I have done exploratory study.

Exploratory Research Design

Exploratory research design is a type of research conducted for a problem,
but the problem itself has not been clearly understood. In other words,
exploratory research is a process of gathering facts and doing research that
later allows for the team to create the best research design or data collection
method available for specific subjects. This process will draw definitive
conclusions only with caution due to the nature of the process. In many
cases, this process leads to the understanding that no problem actually exists.

The sample size:

I took the sample size according to the requirement of the

project .

Basically a specific sample size of a definite number of respondents is

chosen because it is not possible to study the whole population. As the size
of sample increased, margin of error will be decreased. Keeping in view the
time and cost factor and the scale of the research, following sample sizes
have been decided for the above sets of population.

41

Sampling
After deciding sample size, the type of sampling is decided. Sampling design
depend on different type of requirement related to research such as whether
we like to select respondents randomly, with our convenience or small
sample representing whole population. Depending upon these types of
requirement, sampling can be various types such as cluster sampling,
convenience sampling, judgmental sampling, Quota sampling, simple
random sampling and systematic sampling.
The sample size taken or followed is total 35 employees from different
departments and by presenting them with a questionnaire and get response
from them to make clear picture

METHODS OF DATA COLLECTION

1.) Primary Data: Primary data are collected fresh and f o r the first time,
especially for the designated study.
A.) Observation method:- Under the observation method ,the information
is sought by way of investigators own direct observation without asking
from the respondent. This method can be used in both experimental and
non-experimental, social and anthropological research.

42

Types of Observation:
(a)Structured and unstructured observation
(b)Participant, quasi-participant and non-participant observation
(c)Controlled and non-controlled observation:

B.)Interview method:The data collected by presenting the stimuli to the respondents in the form of
questions for

eliciting appropriate responses from them.

Unstructured interview: This method of interviews where questions can

be changed to meet the respondents intelligence.
Structured interview: The interviewer has a standard set / sequence
of questions that are asked of all candidates.
Focused interview: some specific issue, occurrence, experience or
event is taken into consideration, instead of general aspect of the situation
manageable number.

C.)Questionnaires Method-:
This method of data collection is quite popular , particularly in case of big
enquiries . Under this method ,a questionnaire is sent to the persons concerned
with a request to answer the question and return the questionnaires.
Researcher should note the following with regard to these three main aspects of
a questionnaires:

43

(1) General form : General form of questionnaires is concerned

structured or unstructured questionnaires.
(2) Question Sequence: In order to make the questionnaire effective
and to ensure quality to the replies received ,a researcher should
pay attention to the question sequence in preparing the
questionnaires.
(3) Question formulation and wording:
With regard to this aspect of questionnaires ,the researcher
should note that each question must be very clear for any sort of
misunderstanding can do irreparable harm to a survey.
Advantages
High accuracy level.
Better understanding.
Good conclusion.
More reliable.
Provide good knowledge.
Feasible data.
Disadvantages
It is time consuming
Sometimes accuracy is not there because of lack of data
Sometimes accuracy is not there because of the responsive error.

44

2.) Secondary data collection: Information was collected from secondary

sources such as , public ,libraries, newspapers, business magazines. Besides
this the use of Internet was also made in collecting relevant information.
The information gathered included:
Pamphlets
Newsletters
Pictures
Press clippings
Organizational file,
Official records,
Magazines
Management books,
Preserved information in the companys database
Website of the company

Advantages
Helps in generation of new ideas which can be
authenticated by primary research .
Helps in gaining better insight into the project.
Helps in understanding the concept better.
Easy to collect.
Less expensive as compare to primary data

45

Disadvantages
May not always answer the specific questions pertaining to your study
Lack of availability
Inaccurate, adulterated and outdated data
The sample size taken or followed is total 35 employees from different
departments and by presenting them with a questionnaire and get
response from them on five point scale to get a clear picture of the
perception of employees on the need of training..

46

CHAPTER -5
ANALYSIS AND INTERPRETATION

Data analysis is the most important part of the whole process and is used to
find out the outcomes of the survey conducted for the purpose of study. The
data in this study has been analyzed on the basis of responses to the
questionnaire. The analysis is based upon the number of responses given by
the respondents as the percentages are calculated. Graphs are prepared for
the results of the questionnaire with the help of MS-WORD and MS-Excels
inbuilt tools. Interpretations are made on the basis of the results shown by
percentages and graphical representations relating them to the statement of
the questionnaire under study.

47

Q1. Training helps in increasing the knowledge of employee.

TABLE 5.1
STRONGLY

STRONGLY

AGREE

AGREE

NEUTRAL

DISAGREE

DISAGREE

15%

40%

30%

10%

5%

STRONGLY AGREE
AGREE
NEUTRAL
DISAGREE
STRONGLY DISAGREE

INTERPRETATION

According to this survey ,15% of respondents strongly agree that training

helps in increasing the knowledge of employee, while 40% simply agreed
to it. The total of agreement comes out to be 55% which is more than the
half the number of respondents. 30% of the respondents are neutral while
10% of employees disagreed with it and 5% respondents strongly disgreed
to the statement . This basically shows that 5% employees do not feel that
training increases the knowledge of the employees.

48

Q-2 Training helps in improving the job performance of the employee.

TABLE 5.2
STRONGLY

STRONGLY

AGREE

AGREE

10%

50%

NEUTRAL

DISAGREE

20%

10%

DISAGREE
10%

STRONGLY AGREE
AGREE
NEUTRAL
DISAGREE
STRONGLY DISAGREE

INTERPRETATION

According to this survey, 10% of employees strongly agree that training

helps in improving the job performance of the employee While 50% only
agreed with it. The total of agreement comes out to be 60% which is more
than the half of the number of respondent, while 20% of the employees are
neutral ,10%

disagreed with it and 10% of the employees

strongly

disagreed to this statement. This shows that 10% of the respondents do not
feel that training improves the job performance of the employee.

49

Q3. Training removes mental blocks.

TABLE 5.3
STRONGLY

STRONGLY

AGREE

AGREE

NEUTRAL

DISAGREE

DISAGREE

15%

40%

30%

10%

5%

STRONGLY AGREE
AGREE
NEUTRAL
DISAGREE
STRONGLY DISAGREE

INTERPRETATION

According to this survey, 15% of the employees strongly agree that training
removes mental blocks, While 40% of the employees simply agreed to it.,
and the total agreement comes out to be 55% as well as 30% of the
employees are neutral . 10% of the employees disagreed with it and 5% of
the employees strongly disagreed to this statement. This shows that 5%
employees do not feel the utility of training to remove mental blocks.

50

Q4. Training helps in acquiring competencies.

TABLE 5.4
STRONGLY

STRONGLY

AGREE

AGREE

10%

50%

NEUTRAL

DISAGREE

20%

10%

DISAGREE
10%

STRONGLY DISAGREE
DISAGREE
NEUTRAL

Series1

AGREE
STRONGLY AGREE
0%

10%

20%

30%

40%

INTERPRETATION

According to this survey, 10%

of the respondents strongly agree, that

training helps in acquiring competencies ,while 50% simply agreed.The

total agreement comes out to be 60%.whereas 20% of respondents are
neutral ,10% of the respondents disagreed with it and 10% of the respondent
strongly disagreed to this statement.This shows that 10% of the respondents
do not accept that training helps in acquiring competencies.

51

Q5. Training helps in inducing behavioural changes.

TABLE 5.5
STRONGLY

STRONGLY

AGREE

AGREE

NEUTRAL

DISAGREE

DISAGREE

10%

15%

30%

35%

10%

40%
30%
20%
10%
0%
Series1

Series1

INTERPRETATION

According to this survey ,10% of the employees strongly agree, that training
helps in inducing behavioural changes while 15% simply agreed with it.
And the total agreement comes out to be 25% as well as 30% of the
employees are neutral, while 35% of the employees disagreed with it and
10% of the employees strongly disagreed to this statement. This shows that
10% of the employees do not accept that training helps in inducing
behavioural changes.

52

Q 6 Training is a time consuming activity.

TABLE 5.6
STRONGLY

STRONGLY

AGREE

AGREE

NEUTRAL

DISAGREE

DISAGREE

15%

40%

30%

10%

5%

STRONGLY DISAGREE
DISAGREE
NEUTRAL

Series1

AGREE
STRONGLY AGREE
0%

10%

20%

30%

40%

INTERPRETATION
According to survey,15% of the employees strongly agree that training is a
time consuming activity,while 40% simply agreed to it as well as 30%
stood neutral .On the other side 10% of the employees disagreed with it and
5%of the employees strongly disagreed with this statement. This basically
shows that 15% of the employees do not think that training is a time
consuming activity.

53

Q7 Training helps in updating employee skills.

TABLE 5.7
STRONGLY

STRONGLY

AGREE

AGREE

NEUTRAL

DISAGREE

DISAGREE

10%

40%

15%

25%

10%

STRONGLY AGREE
AGREE
NEUTRAL
DISAGREE
STRONGLY DISAGREE

INTERPRETATION

According to this survey,10% of the respondents strongly agree, that training

helps in updating employee skills, while 40% only agreed to it. And the
total agreement comes out to be 50% as well as 15% are neutral ,25%
disagreed to it and 10% of the respondents strongly disagreed with this
statement. This shows that 35% of the respondents do not feel that training
helps in updating employee skills.

54

Q8 Training creates the feeling of boredom.

TABLE 5.8
STRONGLY

STRONGLY

AGREE

AGREE

10%

50%

NEUTRAL

DISAGREE

20%

10%

DISAGREE
10%

STRONGLY DISAGREE
DISAGREE
NEUTRAL

Series1

AGREE
STRONGLY AGREE
0%

10%

20%

30%

40%

INTERPRETATION
According to this survey,10% of the employees strongly agree that training
creates the feeling of boredom ,while 50% simply agreed with it. Whereas
20% of employees are neutral. On the second side 10% of the employees
disagreed with this and 10% of the employees strongly disagreed with this
statement. This indicates that 10% of the employees do not feel that training
creates the feeling of boredom.

55

Q9 Training helps in reducing employee turnover.

TABLE 5.9
STRONGLY

STRONGLY

AGREE

AGREE

NEUTRAL

DISAGREE

DISAGREE

15%

35%

35%

5%

10%

STRONGLY AGREE
AGREE
NEUTRAL
DISAGREE
STRONGLY DISAGREE

INTERPRETATION

According to this survey that 15% of the employees

strongly agree that

training helps in reducing employee turnover while ,35% simply agreed

with it and total agreement comes out to be 50% while 35% of the
employees neutral as well as 5% of the employees disagreed and 10% of
the employees strongly disagreed with this statement . This shows that 10%
of the employees do not feel that training helps in reducing employee
turnover.

56

Q10. Training helps in improving coordination between employer and

employees.
TABLE 5.10
STRONGLY

AGREE

STRONGLY

AGREE
15%

30%

NEUTRAL

DISAGREE

DISAGREE

20%

30%

5%

STRONGLY DISAGREE
DISAGREE
NEUTRAL

Series1

AGREE
STRONGLY AGREE
0%

10%

20%

30%

40%

INTERPRETATION: According to this survey,15%

strongly agree that

of the respondents

training helps in improving coordination between

employer and employees while ,30% simply agreed and the total agreement
comes out to be 45% on the other hand 20% of the respondents are neutral,
while 30% of the respondents

disagreed and 5% of

the respondenst

strongly disagreed with it. This shows that 5% of the respondents do not feel
that training helps in improving coordination between employer and
employees.

57

Q11 Training develops the feelings of jealousy and competition.

TABLE 5.11
STRONGLY

STRONGLY

AGREE

AGREE

NEUTRAL

DISAGREE

DISAGREE

10%

40%

15%

25%

10%

40%
20%
0%
Series1

Series1

INTERPRETATION
According to this survey,10% of the employees strongly agree that training
develpos the feelings of jealousy and competition between employees ,while
40% only agreed to it.as well as 15% neutral ,and 25% of the employees
disagreed with it, while 10% of the employees srongly disagreed to this
statement. This indicates that 10% of the employees do not feel that that
training develops the feeling of jealousy and competition between
employees.

58

Q 12 Training increases the responsibility of employees.

TABLE 5.12
STRONGLY

STRONGLY

AGREE

AGREE

NEUTRAL

DISAGREE

DISAGREE

15%

35%

35%

5%

10%

STRONGLY DISAGREE
DISAGREE
NEUTRAL

Series1

AGREE
STRONGLY AGREE
0%

10%

20%

30%

40%

INTERPRETATION
According to this survey,15% of the employees strongly agree that training
increases the responsibility of employees while 35% agreed with it.whereas
35% are neutral and 5% of the employees disagreed to it and 10% of the
employees strongly disagreed to this statement. This shows that 15% of the
employees do not feel that that training increases the responsibility of
employees.

59

Q13. Training helps in facing competition.

TABLE 5.13
STRONGLY

AGREE

STRONGLY

AGREE
15%

35%

NEUTRAL

DISAGREE

DISAGREE

35%

5%

10%

STRONGLY DISAGREE
DISAGREE
NEUTRAL

Series1

AGREE
STRONGLY AGREE
0%

10%

20%

30%

40%

INTERPRETATION

According to this survey,15% of the respondents

strongly agree, that

training helps in facing competition while 35% simply agreed with it on the
other side 35% are neutral ,as well as 5% of the respondents disagreed and
10%

of the respondents strongly disagreed with this statement. This

basically indicates that10% of the respondents do not feel that training helps
in facing competition.

60

Q14. Trainers encourage the use of uniform procedures.

TABLE 5.14
STRONGLY
AGREE
11%

AGREE

NEUTRAL

DISAGREE

14%

20%

25%

STRONGLY
DISAGREE
30%

STRONGLY AGREE
AGREE
NEUTRAL
DISAGREE
STRONGLY DISAGREE

INTERPRETATION:
According to this survey, 11% percent of employees strongly agree that
trainers encourage the use of uniform procedures while 14% simply agreed
with it. 20% are neutral on the other side 25% of the employees disagreed
with it Whereas 30% of the employees strongly disagreed with this
statement. This shows that 30% of the employees do not feel that trainers
encourage the use of uniform procedures.

61

CONCLUSION
Ventilair India Pvt. Ltd is growing at a very good pace .As from
survey, it is clear that the training plays a vital role

in Ventilair

Pvt. ltd.
Employees of Ventilair India Pvt. Ltd agreed that training increase the
knowledge of employees.
Employees of Ventilair India Pvt. Ltd agreed that training helps in
improving the job performance of the employees.

Employees of Ventilair Pvt. Ltd agreed that training removes mental

blocks..

The employees of Ventilair Pvt. Ltd agreed that training helps in

inducing behavioural changes.

Training in Ventiliar Pvt. Ltd helps in updating the employee skills.

The employees of Ventilair Pvt. Ltd. agreed that training helps in

improving coordination between employer and employees.

The trainers of Ventilair Pvt. Ltd provides that

type of training

which helps in facing the competition.

62

LIMITATIONS OF THE STUDY

1. Time was the major problem as it is very difficult to conduct the
survey in a limited period of 5 weeks.
2. The survey was carried out in the Ventilair India Pvt Ltd while
there are many other branches of the organization.
3. There is some biasness on the part of the management .

ROCOMMENDATIONS
The trainers of Ventilair India Pvt Ltd do not encourage the
employees to their fullest. So, a proper step should be taken by the
company in this regard.
Trainers of Ventilair India Pvt Ltd do not use the proper time.
In Ventilair India Pvt Ltd trainers do not encourages the use of
uniform procedures. So, proper steps should be taken by the company
in this regard.
Trainers of Ventilair India Pvt Ltd do not encourage the employees
for facing the competition.
Trainers of Ventilair India Pvt. Ltd do not encourage the employees
for doing the extra work.
Trainers of Ventilair Pvt. Ltd. creates the feeling of boredom among
employees

63

64

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