INDEX

S.NO CONTENTS PAGE

NO

1 INTRODUCTION

2 OBJECTIVES OF THE STUDY

3 SCOPE THE STUDY

4 ORGANIZATION PROFILE

5 DATA ANALYSIS AND INTERPRETATION

6.1 FINDING
6 6.2 SUGGESTION
6.3 CONCLUSION
INTRODUCTION
Introduction:
Human Resource Management is defined as the people who staff and
manage organization. It comprises of the functions and principles that are applied
to retaining, training, developing, and compensating the employees in organization.
It is also applicable to non-business organizations, such as education, healthcare,
etc. Human Resource Management is defined as the set of activities, programs, and
functions that are designed to maximize both organizational as well as employee
effectiveness. Scope of HRM without a doubt is vast. All the activities of
employee, from the time of his entry into an organization until he leaves, come
under the horizon of HRM. The divisions included in HRM are Recruitment,
Payroll, Performance Management, Training and Development, Retention,
Industrial Relation, etc. Out of all these divisions, one such important division is
training and development. Training And Development is a subsystem of an
organization. It ensures that randomness is reduced and learning or behavioral
change takes place in structured format. William James of Harvard University
estimated that employees could retain their jobs by working at a mere 20-30
percent of their potential. His study led him to believe that if these same employees
were properly motivated, they could work at 80-90 percent of their capabilities.
Behavioral science concepts like motivation and enhanced productivity could well
be used in such improvements in employee output. Training could be one of the
means used to achieve such improvements through the effective and efficient use
of learning resources. Human resources, are the most valuable assets of any
organization, with the machines, materials and even the money, nothing gets done
without man-power. The effective functioning of any organization requires that
employees learn to perform their jobs at a satisfactory level of proficiency. Here is
the role of training. Employee training tries to improve skills or add to the existing
level of the knowledge so that the employee is better equipped to do his present job
or to prepare him for higher position with increased responsibilities. However
individual growth is not an end itself. Organization growth needs to be meshed
with the individual’s growth. The concern is for the organization viability, that it
should adapt itself to a changing environment. Employee growth and development
has to be seen in the context of this change. So training can be defined as:
Training is a systematic development of the knowledge, skills and attitudes
required by employees to perform adequately on a given task or job
 The need for improved productivity in organization has become universally
accepted and that it depends on efficient and effective training. However, the need
for organizations to embark on staff development programme for employees has
become obvious. Absence of these programme often manifest tripartite problems
of incompetence, inefficiency and ineffectiveness. So training and development
aim at developing competences such as technical, human, conceptual and
managerial for the furtherance of individual and organization growth which makes
it a continuous process Training is the process of assisting a person for enchanting
his efficiency and effectiveness at work by improving and updating his
professional knowledge by developing skills relevant to his work and cultivating
appropriate behavior and attitude towards work and people. Training could be
designed either for improving present at work or for preparing a person for
assuming higher responsibilities in further which would call for additional
knowledge and superior skills. Training is different education particularly formal
education. While education is concerned mainly with enhancement of knowledge,
training aims essentially at increasing knowledge, stimulating attitude and
imparting skills related to a specific job. It is a continuous and life long process.
Training provides an atmosphere of sharing and synthesizing, with the help of the
trainers, the information already available on the subject. Training is a time bound
activity program. Thus there is a separate specialized discipline of trainers
socializing in the field of human activity.

Meaning:
A business' most important asset is often its people. Training and
developing them can be one of the most important investments a business can
make. The right training can ensure that your business has the right skills to tackle
the future. It can also help attract and retain good quality staff, as well as
increasing the job satisfaction of those presently with you - increasing the chances
that they will satisfy your customers. Thus Training is the act of increasing the
knowledge and skills of employee. It is a universal truth that the human resources
available in an organization have to be managed more efficiently than the material
resources comprising of machines and money.
Eloquently putting “Training is a systematic development of the knowledge,
skills and attitudes required by employees to perform adequately on a given task or
job”.
 Definition:
“Training is the act of increasing the knowledge & skills of an employee for
doing a particular job” ▪ Flippo
It is a short term educational process & utilising a systematic & organised
procedure by which employees learn technical knowledge & skills for a definite
purpose Training improves knowledge skill, behaviour & attitude towards the
requirements of the job & organisation.

Features of Training:
The features of good training programs are as follows:-
a. Clear Purpose: The objective of the programme should be clearly
specified. The training should be result oriented.
b. Training Needs: The training needs of employees should be clearly
defined. The methods selected for imparting training should be appropriate and
effective.
c. Relevance: The training programme and its contents must be relevant to
the requirements of the job for which it is intended.
d. Balance between Theory and Practice: A good training programme should
provide a balanced mix of theory and practice the theoretical framework should be
backed by practical application to provide all round training
e. Management Support: Top management must actively support the training
programme so that the training programme may help the employees to yield better
results. Once the employees get the support form management support the perform
there job more effectively.
 Training Objectives:
1. To prepare the employee both new & old to meet the present as well as
the changing requirements of the job & the organisation.
2. To prevent obsolescence
3. To help the new entrants the basic knowledge & skills they need for an
intelligent performance of a definite job.
4. To prepare employees for higher level jobs.
5. To develop the potentialities of people for the next level job.
6. To ensure economical output of required quality.
7. To ensure smooth & efficient working of a department.
8. To assists employees to function more effectively in their present
positions by exposing them to the latest concepts, information & techniques &
developing the skills they will need in their particular fields.
9. To promote individual & collective morale, a sense of responsibility, co
operative attitudes & good relationships.

Purpose of Training:
One of the main purposes of training is to prevent industrial accidents. This
is done by creating safety consciousness among workers.
a. When the employees are trained it enables them to achieve the required
level of performance which in turns increases the productivity.
b. Training helps in increasing the knowledge and skills of employee
c. When the employees are trained it becomes easy for them to adapt
themselves according to the changes made in business.
d. Training reduces the cost of supervision. Trained employees needs less
guidance which in turns reduces the needs for supervision.
 Needs of Training:
1. To enable the new recruits to understand work: A person who is taking up
his job for the first time must become familiar with it. For example, if a fresh
graduate is appointed as a clerk in a bank, he must first of all gain knowledge of
work assigned to him.
2. To enable existing employees to update skill and knowledge: Training is
not something needed for the newly recruited staff alone. Even the existing
employees of a concern may require training. Such training enables them to update
their skill and knowledge.
3. To enable an employee who has been promoted to understand his
responsibilities: Training is essential for an employee who has just been promoted
to a higher level job. With an evaluation in his position in the organization, his
responsibilities are also going to multiply.
4. To enable an employee to become versatile: Sometimes an employee may
have to gain knowledge of several related jobs. It will not be enough if he is only
good in the work he does presently.

Importance of Training:
1. Improvement in Skill and Knowledge: Such training helps the
employees to perform his job much better. This benefits the enterprise as well.
2. Higher Production and Productivity: If an enterprise has a team of well
trained employees there will be rise in production as well as increase in
productivity. Productivity is the input- output ratio
3. Job Satisfaction: Trained employees will be able to make better use of
the making of their skill. This increases their level of self-confidence and
commitment to work. Such employees are bound to have higher job satisfaction.
4. Better use of Resources: Trained employees will be able to make better
use of materials and machines. This reduces the rate of wastage and spoilage of
materials and also breakage of tools and machines
5. Reduction in Accidents: Trained employees are aware of safety
precautions and so they are alert and cautious. This is bound to bring down the
number of accident in the works place.
6. Reduced Supervision: Well trained employees do not need much
supervision. They can do their work without having to approach their superior
often for guidance.
 7. Reduction in Complaints: ‘Only bad workers blame their tools’. An
employee who has acquired the necessary skill and job knowledge would certainly
love his job.
8. Adaptability: Trained workers have the capacity to adapt themselves to
any kind of situation. They are odd in crisis management too. This indeed is
beneficial for the organization.
9. Scope for Management by Exception: With trained workers working
under them, it becomes easy for the managers to get things done by delegating
authority. This enables the managers to concentrate more on important issues
confronting the organization.
10. Stability: “The employees of today are going to be the managers of
tomorrow”. The retirement of key managers may not affect the stability of an
organization if it has a team of trained, efficient and committed employees who are
ever ready to take over management.

Advantages of Training:
1. Quick Learning: Training helps to reduce the learning time to reach the
acceptable level of performance. The employees need not learn by observing
others & waste a long time, if the formal training program exists in the
organisation. The qualified trainers will help the new employees to acquire the
skills & knowledge to do particular jobs within a short span of time.
2. Higher Productivity: Training raises the skill of the employees in the
performance of a particular job. It helps to the existing employees to raise their
level of performance on their present job assignment.
3. Less Supervision: If the employees are given adequate training, the need
of supervision is lessened. Training does not eliminate the need of supervision but
it reduces the need of detailed & regular supervision.
4. Economical Operation: It helps to make a better & economical use of
materials &equipment’s wastage will be low. In addition the rate of accidents &
damages to the machinery & equipment will be kept to the minimum by the well
trained employees.
5. Higher Morale: The objective of training program will mould
employee’s attitude to achieve support for organisational activities & obtain better
cooperation& greater loyalty with the help of training dissatisfaction complaints
absenteeism & turnover can also be reduced among the employees.
 6. Better Management: Manager can make use of training to manage in a
better way. To him training the employees can assists in improving his planning,
organising, directing & controlling.
7. Confidence: Training crates a feeling of confidence in the minds of
workers. It gives safety & security to them at a work place.
8. New Skills: Training develops skills which serve as a valuable personal
asset of the workers.
9. Promotion: Training helps for the promotion of the employees in the
organisation.
10. High Earnings: By improving skills training provides a chance of
increasing job knowledge & in turn earn more.

Benefits of Training:
How training benefits the organisation:
1. Leads to improve profitability and more positive attitudes towards profits
orientation.
2. Improves the job knowledge and skills at all levels of the organisation.
3. Improve the morale of the workplace.
4. Helps people identify with organisational goals.
5. Helps create a better corporate image.
6. Improve the relationship between boss and subordinates.
7. Learn from the trainee.
8. Helps prepare guidelines for work.
9. Provide information for future needs in all areas of the organisation.
10. Organisation gets more effective in decision making and problem
solving.
 Benefits to the individual which in turn ultimately should benefits the
organisation:
1. Helps the individual in making better decisions and effective problem
solving.
2. Helps a person handle stress, tension, frustration and conflict.
3. Provides information for improving leadership knowledge,
communication skills and attitudes.
4. Increase job satisfaction and recognition.
5. Moves a person’s towards personal goals while improving interactive
skills.
6. Satisfies personals needs of the trainer.
7. Develops a sense of growth in learning.
8. Helps a person develop speaking and listening skills, also writing skills
when exercise is required.
Purpose of Training:
a. Training is necessary when a person moves from one job to another
(transfer)
b. Training is necessary to make employees mobile & versatile. They can be
placed in various jobs depending on organizational needs.
c. Training is needed to bridge the gap between what the employee wants
and what the job demands.
Introduction:
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 helpful to employees in
higher positions. Efforts towards development often depend on personal
drive and ambition. Development activities, such as those supplied by
management development programmes, are generally voluntary.
Development is a related process. it covers not only those activities which
improve job performance but also those which bring about growth of the
personality;whichhelps individuals in the progress towards maturity and
actualization of their potential capacities so they become not only good
employees but better men and women. Training a person for bigger and
higher job is development. And this may not only imparting specific skills
and knowledge but also inculcating certain personality and mental attitudes.
How to make Training Effective:
a. Determine the training needs through job description, performance
appraisal, potential
appraisal and discussion with employees.
b. Prepare a training calendar in discussion with the managers concerned.
c. Define the training objectives specifically.
d. Select the efficient faculty.
Training Design:
Methods of Training:
1. On the Job Methods:
• It is also known as job instruction training
• It is most commonly used method
• Under this method, the individual is placed on a regular job & taught the
skills
necessary to perform that job.
• This method is also called “learning by doing”
• In this method trainee learns under the guidance or supervision of the
supervisor or instructor.

a. Job Rotation: Job rotation involves the transfer of trainees from one job
to another and
sometimes from one branch to another. The trainee receives job knowledge
& gains
experience from his supervisor. The trainee receives full duties and
responsibilities of the
rotated position. It is more suitable for lower level executives.

b. Coaching: In coaching, the superior plays an active role in training the

subordinate. The
superior may assign challenging task to the subordinate for the purpose of
training.
The superior may assist and advice the subordinate to complete the assigned
task. In this
case, the superior acts as a coach in training the subordinate.
A limitation of this method is that the trainee may not have the freedom or
opportunity to
express his own ideas.
 c. Job Instruction: This method is also known as training through step by
step. Under this
method, the trainer explains to the trainee the way of doing the jobs, job
knowledge & skills
& allows him to do the job. The trainer appraises the performance of the
trainee, provides
feedback, information & corrects the trainer.

D. Committee Assignment: Under this method, a group of trainees are

given & asked to
solve an actual organizational problem. The trainees solve the problem
jointly. It develops the
team work.

2. Off the Job Method:

• Under this method the trainee learns outside the job and involves himself
in full time learning.
• In this method of training, the trainees is separated from the job situation &
his attention is focused upon learning the material related to his future job
performance.
• There is an opportunity for freedom of expression for the trainees.
a. Vestibule Training: In this method, actual work conditions are simulated
in a class room. Material, files, & equipment which are used in actual job
performance are also used in training. This type of training is commonly
used for training personnel for clerical &semi-skilled jobs. The duration
of this training ranges from days to few weeks. Theory can be related to
practice in this method.

b. Role Playing: It is defined as a method of human interaction that involves

realistic behavior imaginary situation. This method of training involves
action doing & practice, the participants play the role of certain characters
such as the production manager, mechanical engineer, workers etc. this
method is mostly used for developing inter personal interaction & relations.
c. Lecture Method: This is also called class room training. The special
lectures can be given by the top executive of the organization or by the
specialist in a particular field. The person is generally expert in the particular
field. The trainees generally had the note books to note down the important
points said by the expert.This method can also be used for the new entrant in
the organization or to deliver the message to large group in that case the cost
per trainee is less.

d. Conference or Discussion: It is a method in training the clerical,

professional & supervisory personnel. This method involves a group of
people who pose ideas, share facts, ideas, data & draw conclusions all of
which contribute to the improvement of job performance.
In this method it involves two way communications& hence feedback is
provided the participants feel free to speak in small groups.

e. Seminar and Workshops: Management employees can be trained with

the help of seminars and workshops. In seminars, trainees present their
papers on work related developments. The paper presentations are reviewed
by experts. The experts may give their insights on the topic presented by the
trainee. In workshops there is a good interaction between the trainer and the
trainees. The trainer may present his views on certain developments and then
initiate interactive discussion. The trainees can get insights due to the views
expressed by the trainer and other trainees.
Steps involved in Training:
Step 1:
Define the chart part of the organization in which the work has to be done. It
is to have a focused approach of the study. It could either be a particular
department, a section, a unit, a specific group or a staff category.
Step 2:
Use various data collection measures to collect both qualitative as well as
quantitative data.
Step 3:
Analyze the entire data collected in order to find out causes of problem areas
and priorities areas, which need immediate attention.
Step 4:
Priorities the different training programmers according to the responses
collected.
Step 5:
Record and file the entire data so that it can be used for future reference
while designing training programmers/ training calendar.
Areas of Training:
1. Knowledge: Employee gets knowledge on rules and regulations related to
job, staff & the products or services offered by the company. The aim is to
make the employee fully aware of the business environment.
2. Technical Skills: The employee is trained on specific skill (operating a
machine, handling computers etc).
3. Social Skills: The employee is made to develop a right mental attitude
towards the job, colleagues and the company. He/she is taught to be a team
worker/member
Systematic Approach to Training:

Training Needs Assessment:

1. Determine: the training needs: This involves finding answers to questions
such as , whether training is needed? Where it is needed, which training,
what is the duration
a. Organizational analysis
b. Task or role analysis
c. Person analysis
2. Organizational Analysis: Study of the entire organization in terms of its
objectives, resources, utilization of these resources.
a. Analysis of objectives – study of short term and long term objectives and
the strategies to fulfill the objectives.
b. Resource utilization analysis: contribution of various departments towards
resources utilization.
c. Environmental scanning – the economic, political, socio-cultural and
technological environment is examined.

d. Organization climate analysis – the climate of an organization speaks

about the
attitudes of members towards work, company policies, supervisors, co-
workers, etc.

3. Task or Role Analysis:

a. Detailed examination of a job, its components, its various operations and
conditions under which job is performed.
b. The exercise is meant to find out how the various tasks have to performed,
what
kind of skills, knowledge, attitudes are needed to meet the job needs.After
collecting the information, appropriate training programmes are designed.

4. Person Analysis:
a. Focus is on the individual in a given job.
b. Find out if performance is satisfactory and if training is required
c. Find if employee is capable of being trained and the specific areas in
which he has to be trained.
d. Analysis is done by personal observation, performance reviews,
supervisory reports, etc.
Identify Training Objectives:
Basically there are three types of objectives:
1. Regular
2. Problem Solving
3. Innovative

1. Regular :
a. Orientation: Basic training, introduction about the job, how it has to be
performed, time needed to perform.
b. Refresher courses on safety procedures

2. Problem Solving:
a. To reduce complaints, mistakes, errors, accidents.
b. Training in communication to reduce and handle employee grievances

3. Innovative:
a. Anticipating problems before they occur
b. Team building session with the departments.
Evaluation of a Training Programme:
Evaluation helps in controlling & correcting the training programme. It can
be done in 5 levels:
1. Reactions: Trainees reactions to the overall training – coverage of topics,
method of
presentation, techniques used, doubts were clarified etc.
2. Learning: The trainer’s ability and the trainees abilities can be judged by
the content
that is being learnt and how he applies it to the job.
3. Job behavior: Includes manner and extent to which the trainee has
applied his learning to the job.
4. Organization: This evaluation measures the use of training, learning and
change in job behavior in the form of increased productivity, quality,
morale, sales turnover and the like.
5. Ultimate value: Measures the ultimate results of training, its
contributions towards achievements of organization goals like growth,
profitability etc.

Methods of Evaluation:
1. Questionnaire: A detailed questionnaire can be used to obtain opinions,
reactions, and views of trainees.
2. Tests: Standard tests can be conducted to check how much the trainees
have learnt.
3. Interviews: One to one interview with trainees to know their reactions
regarding training.
4. Human Resource Factors: Evaluation can be done based on employee
satisfaction, which can be determined by decrease in absenteeism, accidents,
grievances, dismissals etc.
5. Studies: Comprehensive studies can be carried out eliciting the opinions
and judgments of trainers, superiors, colleagues etc.
6. Cost benefit Analysis: The cost of training (cost of hiring, tools to learn,
training centers, production stoppage etc) could be compared with its value
(in terms of improved learning, superior performance etc.)
7. Feedback: Identify gaps in the training programmer, correction measures
needs to be taken for improvement.
Introduction:
Development:
Management development is all those activities and programmer when
recognized and controlled have substantial influence in changing the
capacity of the individual to perform his assignment better and ingoing so all
likely to increase his potential for future assignments. Thus, management
development is a combination of various training programmer, though some
kind of training is necessary, it is the overall development of the competency
of managerial personal in the light of the present requirement as well as the
future requirement.
Development an activity designed to improve the performance of existing
managers and to provide for a planned growth of managers to meet future
organizational requirements is management development.
Definition of Development:
According to Mr. Emoia “Development covers not only those activities
which improve job performance, but those which bring about growth of
personality, help individuals in the progress towards maturity actualization
of their potential capacities, so that they become not only good employees
but better men and women”.
 Training needs identification for a company:
Training need identification is a tool utilized to identify what educational
courses or activities should be provided to employees to improve their work
productivity. Here the focus should be placed on needs as opposed to desires
of the employees for a constructive outcome. In order to emphasize the
importance of training need identification we can focus on the following
areas:
a. To pinpoint if training will make a difference in productivity and the
bottom line.
b. b. To decide what specific training each employee needs and what will
improve his or her job performance.
c. To differentiate between the need for training and organizational issues
and bring about a match between individual aspirations and
organizational goals.

Identification of training needs, if done properly, provides the basis on which all
other training activities can be considered. Also requiring careful thought and
analysis, it is a process that needs to be carried out with sensitivity as people's
learning is important to them, and the reputation of the organization is also at
stake. Identification of training needs is important from both the organizational
point of view as well as from an individual's point of view. From an organization’s
point of view it is important because an organization has objectives that it wants to
achieve for the benefit of all stakeholders or members, including owners,
employees, customers, suppliers, and neighbors. These objectives can be achieved
only through harnessing the abilities of its people, releasing potential and
maximizing opportunities for development. Therefore people must know what they
need to learn in order to achieve organizational goals. Similarly if seen from an
individual's point of view, people have aspirations, they want to develop and in
order to learn and use new abilities, people need appropriate opportunities,
resources, and conditions. Therefore, to meet people's aspirations, the organization
must provide effective and attractive learning resources and conditions. And it is
also important to see that there is a suitable match between achieving
organizational goals and providing attractive learning opportunities.Training and
development is a function of human resource management concerned with
organizational activity aimed at bettering the performance of individuals and
groups in organization settings. It has been known by several names, including
"Human Resource Development", "Human Capital Development" and "Learning
and Development". These definitions, of course, are viewed within the context of
organizational learning rather than other contexts (e.g. personal) of training and
development.

Training Process Needs Assessment:

1. Organization Support
2. Organizational Analysis
3. Tasks and KSA Analysis
4. Person Analysis

Instructional Objectives Development of Criteria Training Validity Transfer

Validity Inter organizational Validity Inter organizational Validity Selection and
Design of Instructional Programs Training Use of Evaluation Mod. Lots of time
training is confused with development, both are different in certain respects yet
components of the same system.Development implies opportunities created to help
employees grow. It is more of long term or futuristic in nature as opposed to
training, which focus on the current job. It also is not limited to the job avenues in
the current organization but may focus on other development aspects also. At
Goodyear, for example, employees are expected to mandatorily attend training
program on presentation skills however they are also free to choose a course on
‘perspectives in leadership through literature’. Whereas the presentation skills
program helps them on job, the literature based program may or may not help them
directly.
Similarly many organizations choose certain employees preferentially for
programs to develop them for future positions. This is done on the basis of existing
attitude, skills and abilities, knowledge and performance of the employee. Most of
the leadership programs tend to be of this nature with a vision of creating and
nurturing leaders for tomorrow. The major difference between training and
development therefore is that while training focuses often on the current employee
needs or competency gaps, development concerns itself with preparing people for
future assignments and responsibilities. With technology creating more deskilled
workers and with industrial workers being replaced by knowledge workers,
training and development is at the forefront of HRD. The onus is now on the
human development department to take a proactive leadership role in responding to
training and business needs.
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 helpful to employees in higher positions.
Efforts towards development often depend on personal drive and ambition.
Development activities, such as those supplied by management development
programmes, are generally voluntary.Development is a related process. it covers
not only those activities which improve job performance but also those which
bring about growth of the personality ;which helps individuals in the progress
towards maturity and actualization of their potential capacities so they become not
only good employees but better men and women. Training a person for bigger and
higher job is development. And this may not only imparting specific skills and
knowledge but also inculcating certain personality and mental attitudes.

Training and Development Objectives:

The principal objective of training and development division is to make sure the
availability of a skilled and willing workforce to an organization. In addition to
that, there are four other
objectives: Individual, Organizational, Functional, and Societal.

Individual Objectives –It help employees in achieving their personal goals, which
in turn, enhances the individual contribution to an organization.
Organizational Objectives –It assist the organization with its primary objective
by bringing individual effectiveness.
Functional Objectives –It maintain the department’s contribution at a level
suitable to the organization’s needs.
Societal Objectives –It ensure that an organization is ethically and socially
responsible to the needs and challenges of the society.
Theories of Training and Development:

1. Kirkpatrick Evaluation Model:

The Kirkpatrick evaluation model or theory was developed in 1959 by University
of Wisconsin professor emeritus Donald Kirkpatrick. It consists of four levels of
evaluation: reaction of participants; learning, or the knowledge and skills gained;
behavior, or the ability to apply the new skills; and results, or the organizational
impact. Each level of evaluation builds upon and adds precision to the previous
level.
The reaction:
The reaction level measures how training participants react, including their level of
participation; ease and comfort of experience; and the level of effort required to
make the most of the learning. A reaction evaluation is inexpensive and simple to
administer using interaction with the participants, post-training surveys and online
questionnaires. The evaluation can be done immediately after the training ends. It
is important that participants have a positive reaction to the training sessions
because a negative reaction leads to poor learning.
The learning:
Learning evaluations are usually conducted before and after a training program to
assess the impact the program has had on the learning process. Evaluations assess
whether participants have advanced in knowledge, skills and intellectual capacity
as a result of the training. Learning evaluation tools include self-assessment using
online questionnaires and tests, and formal assessment through interviews and
observations. Learning evaluation is especially relevant for technical training
because technical skill level changes are usually more quantifiable.
Behavior:
Behavior evaluation assesses the extent to which training participants apply the
learning in their jobs. The evaluation is usually done over a period of time to
determine if the participants use the new skills and knowledge on the job, improve
their performance and transfer the knowledge to their peers. Tools include
observations, questionnaires, tests and interviews. Behavior evaluations take more
time and effort than reaction and learning evaluations. It is important to involve the
line managers and immediate supervisors in the process because they are in the
best position to observe and assess participant behavior changes.
Results:
Results evaluation determines the success of a training program in operational and
strategic terms, such as increased sales, reduced expenses, improved quality and
reduced cases of workplace injuries. However, it may not always be possible to
correlate improved operational performance with training. For example,
improvements in product quality may be due to better design tools and more
qualified staff, not just a new quality training program. External factors, such as
changes in the economy and the competitive environment, may also influence
operational results.

Factors influencing Training and Development:

a. Top management support
b. Commitment from specialists and generalists
c. Technological advances
d. Organizational complexity
e. Learning principles
Methods of Training and Development in Vision Plus:
1. On the Job Methods:
 It is also known as job instruction training
 It is most commonly used method
 Under this method, the individual is placed on a regular job & taught the
skills necessary to perform that job.
 This method is also called “learning by doing”
 In this method trainee learns under the guidance or supervision of the
supervisor or instructor.
A. Coaching: In coaching, the superior plays an active role in training the
subordinate. The superior may assign challenging task to the subordinate for the
purpose of training.The superior may assist and advice the subordinate to complete
the assigned task. In this case, the superior acts as a coach in training the
subordinate.A limitation of this method is that the trainee may not have the
freedom or opportunity to express his own ideas. This method of training motivate
the employees in Vision Plus.
B. Job Instruction: This method is also known as training through step by step.
Under this method, the trainer explains to the trainee the way of doing the jobs, job
knowledge & skills & allows him to do the job. The trainer appraises the
performance of the trainee, provides feedback, information & corrects the trainer.
This method of training motivate the employees in Vision Plus.

C. Committee Assignment: Under this method, a group of trainees are given &
asked to solve an actual organizational problem. The trainees solve the problem
jointly. It develops the team work.

2. Off the Job Method:

• Under this method the trainee learns outside the job and involves himself in full
time learning.
• In this method of training, the trainees is separated from the job situation & his
attention is focused upon learning the material related to his future job
performance.
• There is an opportunity for freedom of expression for the trainees.

a. Vestibule Training:
In this method, actual work conditions are simulated in a class room. Material,
files, & equipment which are used in actual job performance are also used in
training. This type of training is commonly used for training personnel for clerical
&semi-skilled jobs. The duration of this training ranges from days to few weeks.
Theory can be related to practice in this method.

b. Role Playing:
It is defined as a method of human interaction that involves realistic behavior
imaginary situation. This method of training involves action doing & practice, the
participants play the role of certain characters such as the production manager,
mechanical engineer, workers etc. this method is mostly used for developing inter
personal interaction & relations.
c. Lecture Method:
This is also called class room training. The special lectures can be given by the top
executive of the organization or by the specialist in a particular field. The person is
generally expert in the particular field. The trainees generally had the note books to
note down the important points said by the expert.This method can also be used for
the new entrant in the organization or to deliver the message to large group in that
case the cost per trainee is less. This method of training motivate the employees in
Vision Plus
d. Conference or Discussion:
It is a method in training the clerical, professional & supervisory personnel. This
method involves a group of people who pose ideas, share facts, ideas, and data&
draw conclusions all of which contribute to the improvement of job performance.
In this method it involves two way communications& hence feedback is provided
the participants feel free to speak in small groups. This method of training motivate
the employees in Vision Plus.
e. Professional skill training:
Here, training is given to Professional staff such as Accountants, Surveyors,
Auditors, and Architects etc. Organization provides this training to newly joined
professionals to gain the professional qualification and it is also given to the
existing professionals
ORGANIZATION
PROFILE
ORGANIZATION PROFILE:

The history of Our Lady of Health Hospital is intertwined with the history of the
Roman Catholic Diocese of Thanjavur, bifurcated from the Padroado Diocese of
Mylapore (Chennai) which was established in 1606. The new Diocese came into
existence from 13th November, 1952 with Sacred Heart Church in Thanjavur as its
Cathedral and Rt. Rev. R. A. Sundaram as the first bishop from 4th February,
1953. Under his able leadership the diocese developed in the spiritual, educational,
social and health spheres.

The Birth of 'Our Lady of Health Maternity Clinic':

As we look at the annals of the Diocese of Thanjavur, Rt. Rev. R. A. Sundaram
was well known for his vision and enterprises. The district headquarters, Thanjavur
town lacked proper medical facilities in those days. The bishop felt the urgent need
for a good hospital to provide quality medication to the poor and the needy. So he
bought a piece of land at Arulananda Nagar in the outskirts of Thanjavur and
constructed a building which would become the cradle for many babies to be born.
To manage this hospital, he invited the sisters of the Salesian Missionaries of Mary
Immaculate (SMMI) who had been serving in Tranquebar with dedication and
missionary spirit. SMMI sisters are known for their expertise in health ministry and
also for their deep love for the poor and the sick. Rev. Sr. Lucienne (1961-1962)
was the first superior to lead the health ministry. The hospital was started on 5th
April 1961 just as a maternity clinic and it was named 'Our Lady of Health
Maternity clinic'. It was opened by the Honorable Minister Lourdammal Simon,
the then Minister for Local Administration. It had a humble beginning for the great
things to follow in the years to come. The noble profession of nursing care was
handled both professionally and compassionately by the Sisters.Rt. Rev. R. A.
Sundaram had special interest in the welfare of the hospital and encouraged the
Sisters to fulfill his dream of helping the needy sick people. Though it was started
as a maternity clinic, later on medical patients were also treated. The people of the
town had patronized Our Lady of Health Hospital and because of the interest and
enthusiasm shown by the Rt. Rev. R. A. Sundaram, it was popularly known as
'Andavar Hospital' which would mean 'Bishop's Hospital'. Through the years, the
hospital stood as one of the best hospitals in the town for the quality service and
medical care. It was known as the charity hospital in the town where the health of
the patients was the first priority. The medical care and the selfless service of the
Sisters and the staff and above all the blessings of Our Lady of Good Health bring
happy memories of this great medical ministry.
The Making of 'Our Lady of Health Hospital':
Our Lady of Health Hospital as we see it today had grown like a banyan tree with
many buildings, departments and facilities. Infrastructures have been provided in
course of time through the vision and planning of the bishops and SMMI Sisters.

Out-patient Department:
As the need for treating the patients grow apart from the maternity section, the out-
patient department came into existence. Along with the resident doctor, many
doctors were invited to treat patients of different ailments. Thus what was started
as a 'Maternity Clinic' became a 'General Hospital' in 1964 and from then onwards
there was no turning back. People from the town and the surrounding villages had
placed their confidence in the hospital and the fame spread far and wide. Though
the hospital served all sections of the people irrespective of caste, creed and
economic status it should be mentioned that the hospital was haven for the poor
and the middle class. This hospital provided health care at an unimaginable low
cost besides treating the patients with patience and dignity. Realizing the need to
provide better facility for the patients, the building was extended. It was blessed by
Rt. Rev. R. A. Sundaram and opened by Very Rev. Sr. Therese Luc, Superior
General of SMMI congregation on 18 October, 1977.Bishop R. A Sundaram, a
visionary saw his dream fulfilled as the hospital received enormous patronage from
people and had earned the goodwill of the people. He encouraged, guided and
cherished the selfless service of the SMMI Sisters, the doctors and the staff who
worked in the hospital.
Infrastructures:
Since charity was the primary motive than money, the bishops who followed also
made it a point to walk in the footsteps of bishop Sundaram. They spent everything
for the development of the hospital by way of providing infrastructures, facilities
and for the maintenance. With this same spirit of service, this non-profited
organization continues to serve to the needy and the poor all these years.
Eye Clinic:
It should be mentioned that Dr. Gopala Krishnan, an eye specialist started his
practice in Our Lady of Health Hospital admitting his patients in the hospital and
he was housed in Bishop's quarters at Pookara Street. He served in this hospital for
many years with commitment and then started his own clinic. His sons, following
the footsteps of their father serve in this hospital with the same dedication.
VISION
To reach out the poor, the needy, and the under privileged and especially for
women & children through the divine healing touch of Christ, in loving and
compassionate services, bringing wholeness through quality health care.
MISSION
Thus aims achieving its vision by establishing good infrastructure which gives
comfortable and healthy atmosphere, availing all the possible facilities including
specialized and dedicated doctors and committed staff to care to the needs of all
patients at an affordable cost.
MOTTO
Love-Service-Hope
VALUES
 We seek divine touch/presence in all our activities.
 We respect life since life is a gift of God.
 We have a preferential love for the poor and the underprivileged.
 We accept and treat everyone with love and humanness without any
discrimination.
 We trust in team work & in collaboration with the other organization we
reach out the needy.
 We uphold transparency and sincerity in all our dealings.
 We keep up confidentiality concerning patients.
 We promote wholistic approach in our health care.
 We uphold highly and promote echo friendliness in and around our campus.
Data Analysis
and
Interpretation
 6.1 FINDING
6.2 SUGGESTION
6.3 CONCLUSION
Findings:
1. 99%of the respondents agree that they like to attend training program.
2. 82% of the respondents agree that training means it is knowledge and skills.
3. Majority of the respondents agree that training program is essential for both new
employees and existing employee.
4. 82% of the respondents strongly agree that training is a part of organizational
strategy.
5. Majority of the respondents agree that training is well planned in their
organization.
6. 73% of the respondents agree that every month training programs are conducted
in their organization.
7. Majority of the respondents agree that training program is compulsory for the
employees to work better.
8. 97% of the respondents agree that training is helpful in enhancing productivity
and performance of an employee.
9. 65% of the respondents agree that coaching is the method to use training in the
organization.
10. 48% of the respondents agree that lack of interest is the barrier for training and
development in their organization.
11. 77% of the respondents agree that within 2-3 months they need to implement
training
process in their organization.
12. Majority of the respondents agree that training is relevant to needs of the
organization.
13. 89% of the respondents agree that training helps to improve employee and
employer
relationship
14. 68% of the respondents strongly agree that training helps to increase
motivational level of the employees.
15. 51% of the respondents agree that training program enable the employees to be
Accountable and authoritative in making decision.
16. 81% of the respondents agree that training method focus on developing team
work and leadership skills.
17. 96% of the respondents agree that instructor response to trainees doubts.
18. 86% of the respondents agree that employees after training are given
preference for new assignments.
19. 63% of the respondents agree that effectiveness of training program is
excellent.
20. 95% of the respondents agree that feedback can evaluate the effectiveness of
training program.

Findings from the Organisation:

a. The environment of the organisation must be very friendly which will help
employees in satisfaction of the work and others factors.
b. The organisation has many fresher’s from which they work very enthusiastically
and there can be more productivity.
c. The relationship between the superior and subordinate is very good and this will
bring the organisation and employees to work in a good environment.
d. Organisation provides employee opportunity to the people who are not properly
educated or highly qualified.
e. The organisation gives them proper training and improve them.
Suggestions:
1. Employees should decide and determine the training programs that they need so
that they can work more effectively and efficiently, employees should decide some
of the training
they would like to undergo.
2. The HR department should conduct briefing and debriefing sessions for
employees for training as to give them an idea as to why this training is been
conducted and what they have to learn in the training program conducted and also
after training completion they should take a feedback as to how effective was the
training so that the necessary improvements in training programs can be considered
and implemented.
3. Apart from on-job training programs the HR Department should conduct
constant value addition programs such as Time management, Stress management
trainings, group dynamics, grievance redressal; these will help to add value and is
also essential in today’s business scenario.
4. Performance of every employee undergone training should be evaluated so as to
get Improved quality of training activities, Improve ability of the trainers to relate
inputs to output know their understanding about the training programme conducted
5. Training program should evaluate the abilities, competencies and potentials of
the trainees for a particular job or work skills.
6. It should aim to narrow down the gap between expected level of performance
and the actual level of performance.
7. It should provide new recruits or trainees a scientific pace for imbibing the
knowledge and skills required to discharge their duties and responsibilities
meaningfully and purposefully.
8. The company should conduct training programs at regular intervals, which helps
the employees to enhance their knowledge for their current jobs.
9. The company should design the training program based on the current
requirement, which includes development of technical skills, personality
development, time management, computer knowledge etc.
10. The training session should be made more interactive and participative so that
trainees and trainer are in constant interaction.

Conclusion:
HRM is nothing but managing the human resource, from the date of recruitment
till the retirement and each employee needs some training program to develop their
skills and ability. Today we are living in a competitive world in order to survive
among other factors, it is the employees who make the organisation reach their
desired goal. Identification the training and development needs in the employees
which is very important in the organisation .it will help to achieve individual goals
has well has organisation goals it also help in productivity of the present
employees and also the standard of living of the employees and their family.
When proper training and development is provided from the organisation to the
employees, it helps increase the employee’s interest towards the work and also the
organisation, when training and development is done by the organisation, it helps
to recognize the present level of the employees and what changes are needed to
improve their skills, attitude knowledge, experience and also it is able to recognize
the negativity of the present problems in the programs which are improving the
profits, goodwill.
There are lot of problems which are faced by the organisation because of the lack
of training they can be like accidents, injuries fights, work environment, alcohol
and harassment, machineries can also be a major part of failure so training on all
this teams is to be given properly and the organisation should understand the
problems of the employees. Training must be given in factors which are mostly
affected on the employees such has on-the-job programs.
According to the study conducted we can conclude that the overall satisfaction
level of employees in relation to the training programs is moderate.
The employees agree that the training programs help to increase productivity and
achieve the organizational goal.
The employees said that the training programs in the organization are well planned
but they are not satisfied with the duration of the training program and they are
also not satisfied with the evaluation process of training program, they are not
evaluated periodically.
The training programs in the organization strongly focus on the technical and
managerial capabilities but these programs are not given adequate importance
sometimes because of the work pressure.
The employees do not take the training programs seriously, as there are no strict
rules and
regulations to attend the training programs.
The employees are not involved in determining the training need analysis. The
training programs are fixed by the top management.The quality of the training
programs is excellent but the employees are not making the best use of it.
Therefore we can conclude that the training programs in the organization are
excellent but they have been not utilized properly by the employees as the training
programs are not mad compulsory to all the departments. There is a broader scope
to develop and improve its training programs in future in order to meet the
requirements of the global market.