CHAPTER-1

INTRODUCTION TO THE STUDY

1.1 Introduction

Training has the distinct role in the achievement of an organizational

goal by incorporating the interests of organization and the workforce .Now a days
training is the most important factor in the business world because training increases the
efficiency and the effectiveness of both employees and the organization. The employee
performance depends on various factors. But the most important factor of employee
performance is training. Training is important to enhance the capabilities of employees.
The employees who have more on the job experience have better performance because
there is an increase in the both skills & competencies because of more on the job
experience Training also has impact on the return on investment (Richard Chang
Associates, INC.). The organizational performance depends on the employee
performance because human resource capital of organization plays an important role in
the growth and the organizational performance. So to improve the organizational
performance and the employee performance, training is given to the employee of the
organization. Thus the purpose of this study is to show the impact of training and the
design of training on the employee performance. Training & development increase the
employee performance like the researcher said in his research that training &
development is an important activity to increase the performance of health sector
organization (Iftikhar Ahmad and Siraj-ud-din, 2009).Another researcher said that
employee performance is the important factor and the building block which increases the
performance of overall organization(Qaiser Abbas and Sara Yaqoob).Employee
performance depends on many factors like job satisfaction, knowledge and management
but there is relationship between training and performance (Chris Amisano,2010).This
shows that employee performance is important for the performance of the
organizationand the and the traning & and development is beneficial for the employee to
improve its performance.Thus the purpose of this study is to show the impact traning &
development on the employee performance . its performance.Thus the purpose of this
study is to show the impact traning & development on the employee performance . The
main objective of our study is how the traning increase the employee performance. A
researcher said that traning increase or develop the managerial skills (Robart T.Rosti Jr,
Frank shipper, 1998).despite focusing on efficiency and cost control the spending on
traning should increse because organization get more efficiency , effectiveness out of the
traning and development (workforce special report, 2006) .This shows that traning
increase the efficiency and the effectiveness of the organization.
 In the current write up, we will focus more on the emerging need of
training and development, its implications upon individuals and the employers. Employee
training tries to improve skills, or add to the existing level of knowledge so that employee
is better equipped to do his present job, or to prepare him for a higher position with
increased responsibilities. However individual growth is not and ends in itself.
Organizational growth need to be measured along with individual growth. Training refers
to the teaching/learning activities done for the primary purpose of helping members of an
organization to acquire and apply the knowledge skills, abilities, and attitude needed by
that organization to acquire and apply the same. Broadly speaking training is the act of
increasing the knowledge and skill of an employee for doing a particular job.

1.2 Management Problem

The study undertaken is carried to determine the perception of workers
towards training programs conducted in the organization. It would help to the
organization in order to improve the process of training.

1.3 Research Problem

Researcher has studied the management problem under the
title, “Study of Evaluation of Training programme with special reference to DREAM
PLAST INDIA PVT.LTD.”

1.4 Objectives of the Study

The broad objective of the study of training and development in DREAM

PLAST INDIA PVT LIMITED is to study the impact of training on the overall skill
development of employees. The specific objectives of the study are:

1. To Study the concept of Training .

2. To study the Process of Training Need Assesment in the Organisation.
3. To study the Process of Design the Training Program
4. To examine various Training Methods adopted in the Oragnisation
5. To critically evaluate process of evaluation of Training Program
 6. To analyze perception of employees towards the process of training

1.5 Significance of the study

The significance of this study is that it will provide benefit to the any organization in
understanding the importance of employee training. . The research specifically examines
the employee training and development program within DREAM PLAST INDIA
PVT.LTD. It will help to know about the aspect that trainings play a vital role in
developing employee’s working performance and it will also help in perceptive the
relation between the employee’s performance and employee trainings. In this research, it
has been observed that it will also help identify the lapses in the employee performance
due to the lack of adequate training

With the help of these study researcher can easily conclude that whether the training
pragramme was effective or not.

1.6 Scope of the study

This study is carried out to evaluate training programme condutced in
Dream Plast India Pvt.Ltd. The evaluation is carried out with the help of reactions of
trainees regarding training program.
Sample size for this study is 30.
Observation and questionnaire methods are used for data collection.
The collected data will be analyzed through simple percentage method and will be
presented in the form of tables and graphs.

1.7 Limitations of the study

1.7.1. In view of the limited time available for the study, only the Training
&Development process could be studied.
1.7.2. Area of the study is confined to the employees in DREAM PLAST INDIA PVT
LTD

1.7.3.The sample size is small to reflect the opinion of the whole organization.
1.7.4. The answers given by the respondents have to be believed and have to be taken for
granted as truly reflecting their perception.
1.7.5.Analysis is done on the assumption that respondents have given correct information
through the Questionnaires.
1.7.6. Findings of the research may change due to area, age condition of economy

1.7.7.Due to the limitation of the time the research could not be made more detailed.

1.8 The main features of Training effectiveness are:

1.8.1.Improving Employee Performance.

1.8.2.Updating Employee Skills.
1.8.3.Preparing for Promotion and Managerial succession.
1.8.4.Retaining and motivating Employee
1.8.5.Creating and Effective and Efficient Organization.
 CHAPTER NO 2
INTRODUCTION TO THE ORGANIZATION

2.1.An Overview of India’s Toys Industry

The domestic toy industry is a stable, low-growth industry that is also mature and subject
to a highly fragmented retail channel of distribution. The industry is highly competitive
with low barriers to entry, and traditional toy manufacturers are seeing increasing
competition from digital gaming products, digital media and products that combine
traditional “analog” products with digital play. Competitors include large and small
manufacturers, as well as marketers with strong capabilities with respect to recognizing
shifting consumer interests and bringing new products to market.

Consumer research firm NPD estimated 2012 toy industry revenues to be $16.5 billion,
although the Toy Industry Association pegged total industry revenues at $22 billion. The
TIA estimated 2012 industry growth to be 2 percent, while NPD estimated it to be
negative 0.6 percent. Both entities measured building sets -- dominated by Lego with an
85 percent market share -- as the highest growth segment of 2012 at 20 percent. Action
figures and plush toys registered the largest declines in growth during 2012. Industry
giants Hasbro and Mattel together control approximately 40 percent of the domestic toy
market. Future growth is expected to be stable and low, although growth in children aged
below 17 is expected to grow by 9 percent by 2035, which may help.

The domestic retail toy market is highly competitive. Competition from online retailers is
driving down prices, which has led to lower gross profit margins. The squeeze is
especially painful because toy sales are seasonal. Between 2010 and 2012, Toys R Us
generated an average of 43 percent of its total annual revenues during the fourth quarter.
Toys R Us is the largest toy retailer, and competes with Wal-Mart, Target, other national
chains and department stores, as well as smaller boutique toy stores. Competition is based
on competitive pricing, credit programs, promotional pressures and competing store
openings.

Shifting demographics are having a long-term impact on industry dynamics. Women are
having less children, and at older ages. According to a piece in The Economist, between
2005 and 2010, the average age of first-time mothers in Britain, Germany, Switzerland
and Japan rose by half a year. Data from the U.S. Centers for Disease Control and
Prevention published via specialty website BabyCenter.com states that in the U.S. the
average age of first-time mothers in 1970 was 21, and that by 2008 that figure had risen
to 25.1. The birth rate in America has declined every year since 2007. Also, young
children are becoming acquainted with digital media at an earlier age. Many toy products
are first seen by children on a television or movie screen, as the toy industry is heavily
reliant on licensing deals with the entertainment industry.
2.2 Name of the Company and Contacts Details
DREAM PLAST INDIA PVT.LTD.BARAMATI
Address-F/17-1,Katphal,Behind Ferrero India Ltd,MIDC,Baramati.
Maharashtra Industrial Development Corporation Area,Pune,
Maharashtra-413133

2.3 Overview of Organization

Dream Plast India Private Limited is a Private incorporated on 03 December 2009. It is

classified as Non-govt company and is registered at Registrar of Companies, Pune. Its
authorized share capital is Rs. 225,000,000 and its paid up capital is Rs. 225,000,000. It is
inolved in Manufacture of plastic products

Dream Plast India Private Limited's Annual General Meeting (AGM) was last held on 29
September 2018 and as per records from Ministry of Corporate Affairs (MCA), its
balance sheet was last filed on 31 March 2018.

Directors of Dream Plast India Private Limited are Laura Matilde Maria Sunino, Nitin
Jitendra Gupta, Paolo Sunino, Marco Gilardino, .

Dream Plast India Private Limited's Corporate Identification Number is (CIN)

U25200PN2009PTC135105 and its registration number is 135105.Its Email address is
[email protected] and its registered address is Gat No-428, Building B4- B/C,
Indospace Rohan Industrial Park, Off Chakan-Talegaon Road, Mahalunge Ingale Pune
Pune MH 410501 IN , - , .

Current status of Dream Plast India Private Limited is - Active.

Company Details

CIN U25200PN2009PTC135105
DREAM PLAST INDIA PRIVATE
Company Name
LIMITED
Company Status Active
CIN U25200PN2009PTC135105
RoC RoC-Pune
Registration Number 135105
Company Category Company limited by Shares
Company Sub Category Non-govt company
Class of Company Private
Date of Incorporation 03 December 2009
Age of Company 9 years, 5 month, 29 days

Activity Manufacture of plastic products

850 Employees (Approximate)

Number of Members 85 Staff

2.4 Vision & Mission

2.4.1.Vision
TO BE A PREFERRED TOY MANUFACTURER FOR LEADING BRAND AND
TO BE RECOGNIZED AS AN ORGANISATION THAT ENCOURAGES A FREE
FLOW OF COMMUNICATION, IDEAS AND INNOVATIVETHINKING.

2.4.2.Mission
TO BE A LEARNING ORGANIZATION WHICH IS LEAN & INNOVATIVE, TO
DELIVER THE HIGHEST LEVELS OF QUALITY & EXCELLENCE.

2.4.3.Managing Body
 2.4.5. ORGANISATIONAL CHART

2.5.6 DREAM PLAST(Toys Industry) provide different types of training to various

departments:
1. Induction training.
2. Hygine Training.
3. Safety Training.
4. Leadership Development.
5. Organization Communication.
6. Part Identification..
7. Machine Handling Training.
8. First Aid Training.
9. Weight Verification – Quality Process
10. Assembly Process.
11. Volving Process
12. Molding Process
13. Quality Alert.
14. Defected Awarness.
15. Rejection Analysis
 CHAPTER-3
THEORETICAL BACKGROUND
3.1 Human Resource Management

A human resources management system (HRMS) or human

resources information system (HRIS) is a form of human resources (HR) software that
combines a number of systems and processes to ensure the easy management of human
resources, business processes and data. Human resources software is used by businesses
to combine a number of necessary HR functions, such as storing employee data,
managing payrolls, recruitment processes, benefits administration, and keeping track of
attendance records. It ensures everyday human resources processes are manageable and
easy to access.[1] It merges human resources as a discipline and, in particular, its basic HR
activities and processes with the information technology field, whereas the programming
of data processing systems evolved into standardized routines and packages of enterprise
resource planning (ERP) software. On the whole, these ERP systems have their origin
from software that integrates information from different applications into one universal
database. The linkage of its financial and human resource modules through one database
is the most important distinction to the individually and proprietarily developed
predecessors, which makes this software application both rigid and flexible.

Human resource information systems provide a means of acquiring,

storing, analyzing and distributing information to various stakeholders.[2] HRIS enable
improvement in traditional processes and enhance strategic decision-making.[2] The wave
of technological advancement has revolutionized each and every space of life today, and
HR in its entirety was not left untouched. Early systems were narrow in scope, typically
focused on a single task, such as improving the payroll process or tracking employees'
work hours. Today's systems cover the full spectrum of tasks associated with human
resources departments, including tracking and improving process efficiency, managing
organizational hierarchy, and simplifying financial transactions of all types. In short, as
the role of human resources departments expanded in complexity, HR technology
systems evolved to fit these needs.

HR also concerns itself with organizational change and industrial relations, that is, the
balancing of organizational practices with requirements arising from collective
bargaining and from governmental laws. The role of human resource management in
organisations has been evolving dramatically in recent times. The days of Personnel
Department performing clerical duties such as record keeping, paper pushing and file
maintenance are over. HR is increasingly receiving attention as a critical strategic partner,
assuming stunningly different, far reaching transformational roles and responsibilities.
Taking the strategic approach to human resource management involves making the
function of managing human assets the most important priority in the organisations and
integrating all human resource policies and programmes the frame-work of a company’s
strategy. Effective utilization of human resource can assist organizations in achieving
competitive advantage.

3.2 Functions of Human Resource Management

In general, human resource management is concerned with hiring, motivating and

maintaining workforce within businesses.

Functions of Human Resource Management Includes:

· Managerial Functions

· Operative Functions
3.2.1.Managerial Function Includes:

1. Planning

One of the primary function where number & type of employees needed to accomplish
organizational goals are determined. Research forms core HRM planning which also
helps management to collect, analyze and identify current plus future needs within the
organization.

2. Organizing

Organization of the task is another important step. Task is allocated to every member as
per their skills and activities are integrated towards a common goal.

3. Directing

This includes activating employees at different levels and making them contribute
maximum towards organizational goal. Tapping maximum potentialities of an employee
via constant motivation and command is a prime focus.

4. Controlling

Post planning, organizing and directing, performance of an employee is checked, verified

and compared with goals. If actual performance is found deviated from the plan, control
measures are taken.

3.2.2. Operative Function Includes:

1. Recruitment/Hiring

Hiring is a process which brings pool of prospective candidates who can help
organization achieve their goals and allows managements to select right candidates from
the given pool.

2. Job Analysis & Design

Describing nature of the job like qualification, skill, work experience required for specific
job position is another important operative task. Whereas, job design includes outlining
tasks, duties and responsibilities into a single work unit to achieve certain goal.

3. Performance Appraisal

Checking and analyzing employee performance is another important function that human
resource management has to perform.
4. Training & Development

This function allows employees to acquire new skills and knowledge to perform their job
effectively. Training and development also prepares employees for higher level
responsibilities.

5. Salary Administration

Human Resource Department also determines pays for different job types and incudes
compensations, incentives, bonus, benefits etc. related with a job function.

6. Employee Welfare

This function takes care of numerous services, benefits and facilities provided to an
employee for their well-being.

7. Maintenance

Minimizing employee turnover and sustaining best performing employees within the
organization is the key. Minimizing ROI within HR department is also a key goal for
Human resource management team.

8. Labor Relations

Labor relation is regards to the workforce who work within a trade union. Employees in
such domain form a union/group to voice their decisions affectively to the higher
management.

9. Personal Research

Research is a vital part of human resource management. It is performed to keep a check

on employee opinion about wages, promotions, work condition, welfare activities,
leadership, employee satisfaction and other key issues.

10. Personal Record

This function involves recording, maintaining and retrieving employee related

information including employment history, work hours, earning history etc.
3.3 Training and Development

Training and Development is a subsystem of an organization which emphasize on the

improvement of the performance of individuals and groups. Training is an educational

process which involves the sharpening of skills, concepts, changing of attitude and

gaining more knowledge to enhance the performance of the employees. Good & efficient

training of employees helps in their skills & knowledge development, which eventually

helps a company improve. Training is about knowing where you are in the present and

after some time where will you reach with your abilities. By training, people can learn

new information, new methodology and refresh their existing knowledge and skills. Due

to this there is much improvement and adds up the effectiveness at work. The motive
behind giving the training is to create an impact that lasts beyond the end time of the

training itself and employee gets updated with the new phenomenon. Training can be

offered as skill development for individuals and groups. In simple terms, training and

development refers to the imparting of specific skills, abilities and knowledge to an

employee. A formal definition of training & development is it is any attempt to improve

current or future employee performance by increasing an employee’s ability to perform

through learning, usually by changing the employee’s attitude or increasing his or her

skills and knowledge. The need for training & development is determined by the

employee’s performance deficiency, computed as follows: Training & Development need

= Standard performance – Actual performance. We can make a distinction among

training, education and development. Such distinction enables us to acquire a better

perspective about the meaning of the terms. Training, as was stated earlier, refers to the

process of imparting specific skills. Education, on the other hand, is confined to

theoretical learning in classrooms. Training and Education Differentiated Training

Education Application Theoretical Orientation Job Experience Classroom Learning

Specific Tasks General Concepts Narrow / Perspective Broad Perspective Training refers

to the process of imparting specific skills. Development refers to the learning

opportunities designed to help employees grow. Education is theoretical learning in

classroom. Though training and education differ in nature and orientation, they are

complementary. An employee, for example, who undergoes training is presumed to have

had some formal education. Furthermore, no training programme is complete without an

element of education. In fact, the distinction between training and education is getting

increasingly blurred nowadays. As more and more employees are called upon to exercise

judgments and to choose alternative solutions to the job problems, training programmes
seek to broaden and develop the individual through education. For instance, employees in

well-paid jobs and/or employees in the service industry may be required to make

independent decision regarding there work and their relationship with clients. Hence,

organization must consider elements of both education and training while planning there

training programmes. Development refers to those learning opportunities designed to

help employees grow. Development is not primarily skill-oriented. Instead, it provides

general knowledge and attitudes which will be helpful to employees in higher positions.

3.3.1.TRAINING:
1.Meaning of Training:
Training is a highly useful tool that can bring an employee into a position where they can
do their job
correctly, effectively, and conscientiously. Training is the act of increasing the
knowledge and skill of an
employee for doing a particularjob.

2.Definition of Training:
Dale S. Beach defines training as ‘the organized procedure by which people learn
knowledge and/or skill for a definite purpose’. Training refers to the teaching and
learning activities carried on for the primary purpose of helping members of an
organization acquire and apply the knowledge, skills, abilities, and attitudes needed by a
particular job and organization.
3.Scope of training

The scope of training depends upon the categories of employees to be trained. As we all
know that training is a continuous process and not only needed for the newly selected
personnel but also for the existing personnel at all levels of the organisation.
3.3.2. DEVELOPMENT:

1. Meaning of Development:

The process in which someone or something grows or changes and becomes

more advanced. There is a need in every organization to enhance the job performance of
the employees. The efficiency of any organization depends directly on the effective
person’s performance in their current jobs. To perform effectively, development of
personnel is essential even under the best suitable conditions; some sort of training is
required. Development of personnel helps the organization in long-range effectiveness.
Today’s organizations need to have for their survival existence in the competitive world
and effectiveness and which are increasingly making the training and development of
their members of crucial and Strategic adaptability, and they are quality and continuous
improvement, flexibility and completely next task boundaries and hence works
relationships, and ways of working and thinking about work.As the job becomes more
complex the importance of employee development also increases. In a rapid changing
society, employee training and development is not only an activity that is desirable, but
also an activity that an organization must commit resources to if it is to maintain a
variable knowledge of force. Industrial growth cannot take place without trained
manpower

2. Defination of Development:

i) The systematic use of scientific and technical knowledge to meet specific objectives or
requirements.

ii) An extension of the theoretical or practical aspects of a concept, design, discovery, or

invention.

3. Need of Training and Development

i) Organizational complexity
With modern inventions, technological upgradation, and diversification most of the
organizations have become very complex. This has aggravated the problems of
coordination. So, in order to cope up with the complexities, training has become
mandatory.
ii) Human relations
Every management has to maintain very good human relations, and this has made
training as one of the basic conditions to deal with human problems.
iii) Higher Productivity:

It is essential to increase productivity and reduce cost of production for meeting

competition in the market. Effective training can help increase productivity of workers by
imparting the required skills.

(iv) Quality Improvement:

The customers have become quality conscious and their requirement keep on changing.
To satisfy the customers, quality of products must be continuously improved through
training of workers.

(v) Reduction of Learning Time:

Systematic training through trained instructors is essential to reduce the training period. If
the workers learn through trial and error, they will take a longer time and even may not
be able to learn right methods of doing work.

(vi) Industrial Safety:

Trained workers can handle the machines safely. They also know the use of various
safety devices in the factory. Thus, they are less prone to industrial accidents.

(vii) Reduction of Turnover and Absenteeism:

Training creates a feeling of confidence in the minds of the workers. It gives them a
security at the workplace. As a result, labour turnover and absenteeism rates are reduced.

(viii) Change in the job assignment:

Training is also necessary when the existing employee is promoted to the higher level or
transferred to another department. Training is also required to equip the old employees
with new techniques and technologies.
(ix) Technology Update:

Technology is changing at a fast pace. The workers must learn new techniques to make
use of advance technology. Thus, training should be treated as a continuous process to
update the employees in the new methods and procedures

(x) Effective Management:

Training can be used as an effective tool of planning and control. It develops skills
among workers and prepares them for handling present and future jobs. It helps in
reducing the costs of supervision, wastages and industrial accidents. It also helps increase
productivity and quality which are the cherished goals of any modern organization
3.4 Importance of training and Development
Training and career development are very vital in any company or organization that aims
at progressing. Training simply refers to the process of acquiring the essential skills
required for a certain job. It targets specific goals, for instance understanding a process
and operating a certain machine or system. Career development, on the other side, puts
emphasis on broader skills, which are applicable in a wide range of situations. This
includes decision making, thinking creatively and managing people.
1.Improved employee performance – the employee who receives the necessary training
is more able to perform in their job. The training will give the employee a greater
understanding of their responsibilities within their role, and in turn build their confidence.
This confidence will enhance their overall performance and this can only benefit the
company. Employees who are competent and on top of changing industry standards help
your company hold a position as a leader and strong competitor within the industry.

2.Improved employee satisfaction and morale – the investment in training that a

company makes shows employees that they are valued. The training creates a supportive
workplace. Employees may gain access to training they wouldn’t have otherwise known
about or sought out themselves. Employees who feel appreciated and challenged through
training opportunities may feel more satisfaction toward their jobs.
3.Addressing weaknesses – Most employees will have some weaknesses in their
workplace skills. A training program allows you to strengthen those skills that each
employee needs to improve. A development program brings all employees to a higher
level so they all have similar skills and knowledge. This helps reduce any weak links
within the company who rely heavily on others to complete basic work tasks. Providing
the necessary training creates an overall knowledgeable staff with employees who can
take over for one another as needed, work on teams or work independently without
constant help and supervision from others.

4.Consistency – A robust training and development program ensures that employees

have a consistent experience and background knowledge. The consistency is particularly
relevant for the company’s basic policies and procedures. All employees need to be
aware of the expectations and procedures within the company. Increased efficiencies in
processes results in financial gain for the company.

5.Increased productivity and adherence to quality standards – Productivity usually

increases when a company implements training courses. Increased efficiency in processes
will ensure project success which in turn will improve the company turnover and
potential market share.

6.Increased innovation in new strategies and products – Ongoing training and

upskilling of the workforce can encourage creativity. New ideas can be formed as a direct
result of training and development.

7.Enhances company reputation and profile – Having a strong and successful training
strategy helps to develop your employer brand and make your company a prime
consideration for graduates and mid-career changes. Training also makes a company
 more attractive to potential new recruits who seek to improve their skills and the
opportunities associated

8. Reduced cost

Training and development results with optimal utilization of resources in a company or

organization. There is no wastage of resources, which may cause extra expenses.
Accidents are also reduced during working. All the machines and resources are used
economically, reducing expenditure.

9. Reduction in supervision

The moment they gain the necessary skills and knowledge, employees will become more
confident. They will become self reliant and require only little guidance as they perform
their tasks. The supervisor can depend on the employee’s decision to give quality output.
This relieves supervisors the burden of constantly having to give directives on what
should be done.

3.5 Training Process

Training programmes are a costly affair, and time consuming process. Therefore,
management needs to draft very carefully. Usually in the organization training
programmers the following steps are considered necessary.

Step 1 – Assess Organisational Training & Development Needs

New product that requires a total revamping of the production line, or just want some
changes to increase the output of an existing product. On both counts, you want employees
to understand and adopt themselves to the new production flow and increase their in-line
efficiency.

Step 2 – Define Your Training Objective

 The objective must be stated clearly and should make sense to everyone involved;
  It should be achievable;

 It should be relevant to the training; and

 It should be measurable.

Step 3 – Training Program Design

 Design keeping in mind the needs of your employees, and not that of the trainer.

 Always create content around your training objective.

 Design using the training principles for adults (see below).

 Introduce as many practical sessions as possible in the program.

 Design an interactive program. Introduce Q & A sessions.

 Break the sessions into short segments.

 Ensure proper flow and connect between the segments.

Step 4 – Adopt Training Principles for Adults

 Are experienced, self-motivated and goal oriented;

 Prefer training that helps in their advancement;

 Prefer task oriented and relevant training programs; and

 Have pride in their industry knowledge that needs to be respected.

Step 5 – Training Program Development

Start developing on the design and create your training materials, training manuals,
training notes for the instructor, PowerPoint presentations, charts, posters and other
materials for hands-on practical sessions.

Step 6 – Training Program Implementation

This is where all the preparation that you have done so far will actually be rolled out. A
few points to remember for effective implementation:

 Schedule training activities well in advance and mobilise the required resources;

 Decide the location for the program based on the size and kind of training
rooms you need.

Step 7 – Evaluate Your Training Program

 Employee Feedback: Get employee feedback about the program. Was it

informative, helpful, riveting? Do they have any suggestions to make it better?
Collecting this kind of feedback from employees who participate in training
sessions will help you come up with new and improved program versions.

 Employee Assessment: This must be done during the training sessions. Evaluate
how much employees have actually understood about the training. This can be
done using mini quizzes, practical exercises, etc. In brief, you want to make sure
they are aware of the training objective and the process to achieve it.

 Program Assessment: After your trained employees report back to work, conduct
on the job evaluation of the training program to measure its effectiveness in
achieving the objectives.

3.6 Evaluate effectiveness of Training and Development

One of the most nebulous and unsatisfactory aspects of training programmes is the
evaluation of their effectiveness. Evaluation is any attempt to obtain information
(feedback) on the effects of a training programme, and to assess the value of the training
in the light of that information. Training Evaluation is the application of systematic
methods to periodically and objectively assess the effectiveness of training and
development programmes in achieving expected results, their impacts, both intended and
unintended, continued relevant and alternative or more cost-effective ways of achieving
expected results.

Evaluation leads to control which means deciding whether or not the training was worth
the effort and what improvements are required to make it even more effective. Training
Evaluation is of vital importance because monitoring the training function and its
activities is necessary in order to establish its social and financial benefits and costs.
Evaluation of training within work settings can assist a trainer/organization in learning
more about the impact of training. It is important to understand the purpose of evaluation
before planning it and choosing methods to do it. Some advantages of using evaluations
are difficult to directly witness, but when done correctly they can impact organizations in
positive ways.

Training Evaluation is the process of deep examination and analysis of:

• Selecting measures,
• Gathering information based on those measures,
• Comparing what participants learn to some standard, goal, or expectation.

Evaluation is a process to determine the relevance, effectiveness, and impact of activities

in light of their objectives. In evaluating a training and development programme, one
needs to consider that most training and development activities exist in a larger context of
projects, programmes, and plans.

"Training Evaluation is a systematic process of collecting information for and about

training activity which can then be used for guiding decision making and for assessing
the relevance and effectiveness of various training components”

3.7 Models of Evaluation :

1 Kirkpatrick Four Level Model (1959)

1. Reaction: to gather data on participants reactions at the end of a training program.
2. Learning: to assess whether the learning objectives for the program are met.
3. Behaviour: to assess whether job performance changes as a result of training.
4.Results: to assess costs vs. benefits of training programs, i.e., organizational impact in
terms of reduced costs, improved quality of work, increased quantity of work, etc.

2 Kaufman’s Five Level of Evaluation:

1a. Enabling: Availability and quality of human, financial, and physical resources input.
1b.Reaction: Methods’, means’, andprocesses ‘acceptability and efficiency.
2. Acquisition: Individual and small group, mastery and competency.
3. Application: Individual and small groups(products) utilization within the organization.
4. Organizational Output: Organizational contributes and payoffs.
5. Societal outcomes: Societal and client responsiveness, consequences and payoffs.
3 The Phillips Five-Level ROI Framework:
1. Reaction and Planned Action: Measures participant’s reaction to the programme and
outlines specific plans for implementation.
2. Learning: Measures skills, knowlwdge, or attitudes changes.
3. Job Applications: Measures change in behaviour on the job and specific application of
the training material.
4. Business Results: Measures business impact of the program.
5. Return on Investment: Measures the monetary value of the results and costs for the
program, usually expressed as a percentage.
4 CIRO Model (Context, Input, Reaction, Outcome Model)
1. Context: Obtaining and using information about the current operational situation to
determine training needs and objectives.
2. Input: Obtaining and using information about possible training resources to choose
between alternatives inputs to HRD.
3. Reaction: Obtaining and using information about participants reaction to improve the
HRD process.
4. Outcomes: Obtaining and using information about the results of outcomes of HRD.
5 CIPP Model (Context, Input, Process, Product Model1987)
1. Context: obtaining information about the situation to decide on educational needs and
to establish program objectives.
2. Input: identifying educational strategies most likely to achieve the desired result.
3. Process: assessing the implementation of the educational program.
4. Product: gathering information regarding the results of the educational intervention to
interpret its worth and merit.
6 IPO Model (Input, Process, Output, Outcome Model1990)
1. Input: evaluation of system performance indicators such as trainee qualifications,
availability of materials, appropriateness of training, etc.
2. Process: embraces planning, design, development, and delivery of training programs.
3. Output: Gathering data resulting from the training interventions.
4. Outcomes: longer-term results associated with improvement in the corporation’s
bottom line- its profitability, competitiveness, etc.
7 TVS Model (Training Validation SystemModel 1994)
1. Situation: collecting pre-training data to ascertain current levels of performance within
the organization and defining a desirable level of future performance.
2. Intervention: identifying the reason for the existence of the gap between the present
and desirable performance to find out if training is the solution to the problem.
3. Impact: evaluating the difference between the pre- and post-training data
4. Value: measuring differences in quality, productivity, service, or sales, all of which can
be expressed in terms of dollars.

Kirkpatrick Four Level Model (1959)

This is where Kirkpatrick's Four-Level Training Evaluation Model can help you
objectively analyze the effectiveness and impact of your training, so that you can improve
it in the future.
In this article, we'll look at each of the four levels of the Kirkpatrick model, and we'll
examine how you can apply the model to evaluate training. We'll also look at some of the
situations where
it may not be useful.

The Four Levels

Donald Kirkpatrick, Professor Emeritus at the University of Wisconsin and past president
of the American Society for Training and Development (ASTD), first published his Four-
Level Training Evaluation Model in 1959, in the US Training and Development Journal.
The model was then updated in 1975, and again in 1994, when he published his best-
known work, "Evaluating Training Programs."
The four levels are:
1. Reaction.
2. Learning.
3. Behavior.
4. Results.
Let's look at each level in greater detail.

1. Reaction

This involves how your participants feel about the training program. This level may not
be an immediate or obvious link to ROI. That being said, if your trainees feel positive
about the training program, this will have an impact on how they will perform. This could
result in a future impact on your bottom line.

2. Learning

This level of evaluation involves any skills, knowledge, or change of attitude that resulted
in the training. In practical ways, this can be measured through tests or some form of
demonstration of skills/knowledge.

3. Behavior

In many ways, this is the practical (and long-term) application of level two assessments.
This involves measuring how your trainee applies what they have learned in the
workplace. This would be done mostly through observations, interviews and constant
monitoring.

4. Results

This level is the most closely linked with ROI. For example, have there been significant
production increases after employees have gone through training? Has there been a
noticeable boost in productivity? These are tangible areas which can be measured by
looking at the before and after stats.
 CHAPTER NO 4.
LITERTURE REVIEW
 CHAPTER NO 5
5.1 TYPE OF RESEARCH
For this study, descriptive research method is utilised. In this method, it is made
possible that the study be cheap and quick. This descriptive type of research utilises
observations in the study. The purpose of employing this method is to describe the nature
of a situation, as it exists at the time of the study and to explore the cause of particular
phenomena.
To come up with pertinent findings and to provide credible recommendations, this
study utilizes two sources of research: primary and secondary.
Primary data is collected through survey which consist a questionnaire which contains
closed ended questions. Surveys provide quick, inexpensive, efficient and accurate means
of assessing information about the population. Also surveys are considered quite flexible.
Statistics are used to analyze the data. Secondary data is obtained from articles, text
books , reference book, websites , previous studies on the same topic.

5.2 Data Required:

1 Method of training program
2 Objective of training program
3 Process of training program
4. Content of training program
5. Trainer’s knowledge about training session.
6.Perception of respondant regarding to the training program

5.3 SOURCES OF DATA REQUIRED

5.3.1.PRIMARY DATA SOURCE
1.Employees
2.Staff Members

5.3.2.SECONDARY DATA SOURCE

1.Articles
2. Research papers
3.Text or Reference book

4.Websites
5.4 Difference between source and instruments
5.5 Tools and Techniques used for data collection:
1.Observation
2.Well Structure Questionnaire
3. Discussion with Managers.

5.6 SAMPLE DESIGN

1. Sample Unit: Employees from Pad Printing.
2.Sample Population: 110
3.Sample Size: 30 respondents.
4.Sampling technique: Convenient sampling technique.
5.4 DATA ANALYSIS AND INTERPRETATION

1. Your company organise training program for new employees

DIMENSION RESPONDANTS PERCENTAGE

Strongly Agree 22 73.3%

Agree 4 13.3%

Neutral 3 10%

Disagree 1 3.33%

Strongly Disagree 0. 0%

Total 30 100
2. Training needs are assessed

DIMENSION RESPONDANTS PERCENTAGE

Strongly Agree 22 73.3%

Agree 5 16.3%

Neutral 3 10%

Disagree 0 0%

Strongly Disagree 0 0%

Total 30 100
3. When Analysing need of training , Organization consider the needs of individual
as well as organization needs

DIMENSION RESPONDANTS PERCENTAGE

Strongly Agree 19 63.3%

Agree 6 20%

Neutral 3 10%

Disagree 2 6.66%

Strongly Disagree 0 0%

Total 30 100
4.Employee performance and competence is identify before training program

DIMENSION RESPONDANTS PERCENTAGE

Strongly Agree 12 73.3%

Agree 10 16.3%

Neutral 4 10%

Disagree 3 0%

Strongly Disagree 1 0%

Total 30 100
5.In required area, trainings are given

DIMENSION RESPONDANTS PERCENTAGE

Strongly Agree 18 60%

Agree 8 26.66%

Neutral 1 3.33%

Disagree 1 3.33%

Strongly Disagree 2 6.66%

Total 30 100
6.Trainers have good knowledge about the topic of training program

DIMENSION RESPONDANTS PERCENTAGE

Strongly Agree 13 43.33%

Agree 7 23.33%

Neutral 7 23.33%

Disagree 2 6.67%

Strongly Disagree 1 3.33%

Total 30 100
7.Sufficient breaks given during the training programme

DIMENSION RESPONDANTS PERCENTAGE

Strongly Agree 10 33.33%

Agree 15 50%

Neutral 5 16.66%

Disagree 0 0%

Strongly Disagree 0 0%

Total 30 100
8.Trainer have good presentation skills

DIMENSION RESPONDANTS PERCENTAGE

Strongly Agree 17 56.66%

Agree 5 16.66%

Neutral 3 10%

Disagree 3 10%

Strongly Disagree 2 6.67%

Total 30 100
9. During training program training material is provide

DIMENSION RESPONDANTS PERCENTAGE

Strongly Agree 19 64%

Agree 4 13%

Neutral 4 13%

Disagree 2 7%

Strongly Disagree 1 3%

Total 30 100
10.Trainers have good Communication skills

DIMENSION RESPONDANTS PERCENTAGE

Strongly Agree 24 80%

Agree 2 6.67%

Neutral 2 6.67%

Disagree 2 6.67%

Strongly Disagree 0 0%

Total 30 100
11.Trainer are able to resolve your doubts

DIMENSION RESPONDANTS PERCENTAGE

Strongly Agree 21 70%

Agree 6 20%

Neutral 2 6.67%

Disagree 1 3.33%

Strongly Disagree 0 0%

Total 30 100
12. Is there a proper combination of On the job and Off the job training Methods
of training program

DIMENSION RESPONDANTS PERCENTAGE

Strongly Agree 20 66.67

Agree 3 10

Neutral 4 13.33

Disagree 2 6.67

Strongly Disagree 1 3.33

Total 30 100
13. Training programs are conducted at regular interval as per requirement

DIMENSION RESPONDANTS PERCENTAGE

Strongly Agree 19 63.33%

Agree 5 16.67%

Neutral 3 10%

Disagree 3 10%

Strongly Disagree 0 0

Total 30 100
14.The company provides you a safe work environment by accident prevention and
safety programs

DIMENSION RESPONDANTS PERCENTAGE

Strongly Agree 26 86.67%

Agree 3 10%

Neutral 1 3.33%

Disagree 0 0%

Strongly Disagree 0 0%

Total 30 100
15.Feedback process after the training program is well planned

DIMENSION RESPONDANTS PERCENTAGE

Strongly Agree 20 66.67%

Agree 4 13.33%

Neutral 5 16.67%

Disagree 1 3.33%

Strongly Disagree 0 0

Total 30 100
 16.Training program is useful for personal and company development

DIMENSION RESPONDANTS PERCENTAGE

Strongly Agree 24 80%

Agree 5 16.67%

Neutral 1 3.33%

Disagree 0 0

Strongly Disagree 0 0

Total 30 100
17.Training program help to increase productivity in terms of quality and quantity

DIMENSION RESPONDANTS PERCENTAGE

Strongly Agree 19 63.33%

Agree 6 20%

Neutral 4 13.33%

Disagree 1 3.33%

Strongly Disagree 0 0

Total 30 100
 17.There is need to make some changes in the training process

DIMENSION RESPONDANTS PERCENTAGE

Strongly Agree 1 3.33%

Agree 1 3.33%

Neutral 1 3.33%

Disagree 13 43.33%

Strongly Disagree 14 46.67%

Total 30 100
19.While analysing the training needs which methods are used

DIMENSION RESPONDANT PERCENTAGE

Observation 24 80%

Test 1 3.33%

Performance data 2 6.67%

Document Review 1 3.33%

All of the above 2 6.67%

20.Training programs are conducted in
DIMENSION RESPONDANT PERCENTAGE

Training Room 16 53.33%

Shop Floor 10 33.33%

At required area 4 13.33%

All of the above 0 0%