In partial fulfilment of the requirement for the award of the degree of

Bachelor of Business Administration

PROJECT REPORT
A STUDY ON TRAINING & DEVLOPMENY IN
ORGANISATION
In
Shree Baidyanath Ayurved Bhawan Pvt Ltd
By : SNEHA PAL
ENROLLMENT NO: LU\BBA\2022\047

Bachelor of Business Administration

SUBMITTED TO:- SUBMITTED BY:-

DR. MEENAKSHI BINDAL SNEHA PAL
INTERNAL GUIDE)

Lords Business School

Lords University, Chikani, Alwar
2022-2025
 CERTIFICATE
‘This is to certify that’, Sneha pal of final year of Bachelor of Business
Administration has submitted PROJECT REPORT entitled“Trainning &
Development of Shree Baidyanath Ayured Bhawan Pvt Ltd.”
In partial fulfilment for the award of Bachelor of Business Administration
(BBA) Degree of Lords University, Chikani (Alwar) in session 2024-25.
It has been found to be satisfactory and hereby approved for submission.

Signature of Internal Signature of External Signature of Student

 ACKNOWLEDGMENT

I want to express my project supervisor Professor (Dr.) Meenakshi Bindal who

not only supervised in spate of his other pressing Duties, was able to read the
whole scripts thoroughly and carefully made useful suggestion and correction of
my errors. Express my profound sense of gratitude to them for their timely help
and cooperation in completing the project.

Lastly, I would like to thanks my family friends who guiding and inspiring me
throughout the completing the project.

PLACE: DELHI Name: Sneha pal

Date:-
 DECLARATION

Hereby declare that this written document entitled “Shree Baidyanath Ayurved
Bhawan Pvt Ltd on Training and Development ” for the award of Degree in
Bachelor of Business Administration is done by me under the guidance and
supervision of Dr. Meenakshi Bindal and no part of this the project has
previously formed the basis for the award of any degree.

DATE:

PLACE: DELHI SIGNATURE OF CONDIDAT

 TABLE OF CONTENT

Executive Summary……………………………………………………(7-8)

Chapter 1 Introduction……………………………………..……………(9-22)
1.1Topic introduction………………………………………...(9-12)
1.2Company profile…………………………….……………(13-15)
1.3History…………………………………………………....(16-17)
1.4Establishment………………………………………..……(18-19)
1.5Success Story……..………………………………………(20-22)
Chapter 2 Review of Literature ….……...………………………….…(23-32)
1.1Introduction……………………………………………….…(23)
1.2Review Studies………...…………………………………(23-32)
Chapter 3 Research Methodology ….……...……..…………………....(33-39)
1.1Reserach Problem……………………………………………(35)
1.2 Research Design…………………………………………….(36)
1.3Sampling………………………………………………….(37-39)
Chapter 4 Data Analysis And Interpretation………………….………(40-64)

Chapter 5 Finding & Suggestion……………………………….………(65-69)

Chapter 6 Limitation After Study…………………………….…..……(70-73)

Chapter 7 Conclusion……………………………….………….…….…(74-75)

Chapter 8 Bibliography…………………………………………………(76-78)

Questionnaire…………………………………………...…………….....(79-84)

…………………..…..…END………………………….
Executive Summary:-
Training is a process through which a person enhances and develops his efficiency, capacity
and effectiveness at work by improving and updating his knowledge and understanding the
skills relevant to perform his or her job. Training also helps a person cultivate appropriate and
desired behaviour and attitude towards the work and people. Unless training is provided, the
jobs and lives of employees in organizations are at stake.

It gives people an awareness of the Rules & Procedures to guide their behaviour. It is an
application of knowledge to improve the performance on the Current job or to prepare one for
an intended job. Organization & individual for their survival & attainment of mutual goals
should develop & progress simultaneously; this can be done mainly through training
technique because training is the most important technique & it is a value addition to the
organization through Human Resource Development for the development of the employee.

The employee she/he been selected, placed & introduced in an organization should be
provided with training facilities in order to adjust & make them suitable for the Job as no
organization can get a candidate who exactly matches with the job & organizational
requirements.

The trained employees are the valuable assets to any organization. Training at BSNL is given
when there is a difference between the job requirements & employees present specifications.
Thus employee training is the most important sub-system, specialized & one of the
fundamental operative functions of Human Resource Development. Organizational
efficiency, productivity, progress & development, also organization viability, stability &
growth to greater extent depend on training. If the required training is not provided it leads to
the performance failure of the employees.

Training enhances the Competence, Commitment, and Creativity & Contribution to the
organization. The first step in my study is to find out the effectiveness of training and
development in achieving the goals of the company, to study the different methods of training
followed at BSNL, The basis on which training programmers are planned and scheduled and
how the performance appraisal helps in identifying training needs.

The second step was data collection through various sources I used both primary and
secondary data for the study as both are quiet essential in any type of survey.

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Primary data was collected through survey and personal interview, whereas secondary data
made use of certain reports from the HRD department provided the information as to the total
no of employees, schedule of training programs, number of persons attending it and other
such things. The secondary data also included textbooks, company data, and internet.

The analysis of the questionnaire was carried out through which the purpose of the study was
served. The analysis was done by using statistical tool in which the study made use of two
test that is : frequency test and correlation. These tests gave the clear idea about the most
significant factors which are positively correlated and those factors which are not so
significant and are not positively correlated.

Hence it helped the study to identify the important factors which are quiet essential for
effective training and development in the organization. This study gives a detailed idea about
the employee’s attitude towards the training program and how the employees apply the
knowledge, skills and attitude in job performance. Therefore through the analysis the study
could be interpreted that the training and development programs are quiet effective but still
needs to be improved on some of the aspects mentioned above.

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CHAPTER 1
INTRODUCTION

Training and Development is one of the main functions of the human resource management
department. Training refers to a systematic setup where employees are instructed and taught
matters of technical knowledge related to their jobs. It focuses on teaching employees how to
use particular machines or how to do specific tasks to increase efficiency. Whereas,
Development refers to the overall holistic and educational growth and maturity of people in
managerial positions. The process of development is in relation to insights, attitudes,
adaptability, leadership and human relations.

Training and development programmes are designed according to the requirements of the
organisation, the type and skills of employees being trained, the end goals of the training and
the job profile of the employees. These programmes are generally classified into two types:
(i) on the job programmes, and (ii) off the job programmes. Different training is given to
employees at different levels. The following training methods are used For the training of
skilled workers and operators Specific job training programmes, Technical training at a
training with live demos, Internship training, Training via the process of rotation of job.
Training given to people in a supervisory or managerial capacity is – Lectures, Group
Discussions, Case studies, Role-playing, Conferences etc. People in managerial programmes
are given this type of training- Management Games to develop decision making,

Programmes to identify potential executives, Sensitivity training to understand and influence

employee behaviour, Simulation and role-playing, Programmes for improving
communication, human relations and managerial skills. In a world where technology is
constantly evolving and knowledge is growing, training has a significant role to play in
organizational success. Successful organisations invest in employee training and development
to improve productivity and morale, thereby generating a positively impact on organisational
bottom line. Today when skills are becoming obsolete quicker than ever before, training and
development of human capital is the tool for survival across the business spectrum. From an
employee’s perspective training and development is practically mandatory to stay up to date
and retain or increase one’s skills and employability. A look at the mission and value
statement of successful organisation further reinforces the relevance of training human capital

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in business. The Vision and Mission clearly indicate that successful organisations distinguish
themselves from others as they are constantly improving and placing training and
development as an essential tool to drive organisational goals. The current market trends have
indicated cuts in training budgets so organisations need to evolve efficient and effective
training methods to help employees develop their skills to make new products, generate
innovative ideas, and provide high quality of customer satisfaction. So, increasingly efficient
methods of training must be adopted, as has happened during the current pandemic situation
by placing more trust on online learning. Training and development is the field concerned
with organizational activity aimed at bettering the performance of individuals and groups in
organizational settings.

It has been known by several names, including employee development, human resource
development, learning and development. An organization which aspires to grow must be in
tune with the changing needs of the society. Training become relevant in the context since it
is only through training that the gap between performance of the organization and the felt of a
changing society can be neutralized.

Training reduces the gap by increasing employee’s knowledge, skill, ability and attitude.
Training and development are terms which are sometimes used interchangeably.
Development was seen as an activity associated with managers. In contrast training has
immediate concern and has been associated with improving the knowledge and skill of non-
managerial employees in the present job. Training which is a vehicle for human resource
development is concerned with improving the skills of the employees and enhancing their
capacity to cope up with ever changing demands of the work situation. It also makes a
positive contribution to the empowerment of the employees. Every organization needs the
services of trained persons for performing the activities in a systematic way.

The fast changing technological development makes the knowledge of employees obsolete.
They require constant training to cope with the needs of jobs. After selecting the employees,
the next task of management is to give them proper training. Training and development
initiatives are educational activities within an organization that are designed to improve the
job performance of an individual or group. These programs typically involve advancing a
worker’s knowledge and skill sets and instilling greater motivation to enhance job
performance. Training programs can be created independently or with a learning
administration system, with the goal of employee long-term development. Common training

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practices include orientations, classroom lectures, case studies, role playing, simulations and
computer-based training, including e-learning. 10 Sometimes referred to as Human Resource
Development (HRD), most employee training and development efforts are driven by an
organization’s HRD function.

Employee Training and Development:-

A strategic tool for improving business outcomes by implementing internal educational

programs that advance employee growth and retention.

Management Training and Development:-

The practice of growing employees into managers and managers into effective leaders by the
on going enhancement of certain knowledge, skills and abilities. The corporate marketplace is
quickly changing, and businesses must be flexible and easily adapt to change. Technology is
one of the key drivers in this rapid change, with automation and artificial intelligence (AI) in
the forefront.

Training and Development Process:-

Training and development is a continuous process as the skills, knowledge and quality of
work needs constant improvement. Since businesses are changing rapidly, it is critical that
companies focus on training their employees after constantly monitoring them & developing
their overall personality.

1. Determine the need of training and development for individuals or teams

First of all the need has to be seen for training and development. it has to align with the
company's goals and objectives. If a company is trying to start a new department or
strengthen existing sales team in new products, then an appropriate training is needed.

2. Establish specific objectives & goals which need to be achieved

The goals and objectives of the training and development have to be established. Whether
the goal is awareness about new products or even installation is required to be learnt.

3. Select the methods of training

Next, methods have to be defined. The training can be done as:

Page 11
a. Classroom Training
b. Online Self-paced courses
c. Course with certification
d. Instructor led online training
4. Conduct and implement the programs for employees
After the plan and methods are finalized, the training and development programs have
to be executed where courses, instructions are taught to the employees, partners or
vendors.

5. Evaluate the output and performance post the training and development
sessions
Training and Development is incomplete without proper monitoring. Monitoring can
be done through evaluation of the instructor as well as attendees. Instructor evaluation
can be done through feedback or ratings but attendees can be evaluated through
internal or external certifications or scores.
6. Keep monitoring and evaluating the performances and again see if more
training is required

Based on the evaluation results in the previous step, management needs to ascertain
that if the training and development program was sufficient for now or more training
and enablement would be required. Also, if future trainings are to be planned.

Page 12
1.2 Company Profile:-
SHREE BAIDYANATH AYURVED BHAWAN PVT LTD is a private limited company,
incorporated under the companies Act as a company limited by Shares. It has 11 state-of-the-
manufacturing facilities located in various parts in India. It is classified as Non-govt
Company and is registered at Roc- Kolkata.

Baidyanath Ayurved established it’s presence in India in the year 1917. It has the largest
manufacturing facility of it’s kind in the whole world, as was said, by none other than the
first Prime Minister of independent India Pt Jawahar Nehru Lal on his visit to Baidyanath
unit in 1965.

Shree Baidyanath Ayurved Bhawan Pvt Ltd is the largest manufacturer of Ayurvedic
Product in the world, with over 700 formulations being manufactured and marketed in the
Indian and International markets. Its also is capable of manufacturing the bulk drugs
required for these formulations. It is also equipped to manufacture formulation for the
export market too. With products like Chyawanprash Special, Honey, Kabz Har, and
Kasamrit, and categories like Bhasma-Pishti, Asava-Arishta, Ras-Rasayana, and Medicated
Oils, Baidyanath has one of the largest ranges of products in the world.

Traditionally an Ayurveda-centric organization, Baidyanath has increased its horizons

keeping in mind the needs of the modern man. With a stronghold over ethical, more
classical, prescription-based medicines, Baidyanath has introduced a range of lifestyle and
well-being products aimed towards leading a healthy and balanced life. Baidyanath has
always been forward and progressive in its outlook, while maintaining a firm foot in its rich
and illustrious history, carving the path and setting standards in its wake.

To aid Baidyanath in its endeavor of preserving and promoting Ayurveda, the company set
up Shree Baidyanath Research Institute (SBRI) in 2006. SBRI, the Research and
Development Department of the company, is responsible for developing new products
based on Ayurvedic teachings as well as maintaining strict control over the existing
products to ensure that they meet the quality and efficacy parameters set forth by the
company. The company manufactures its range of medicines and ayurvedic products in
state of art manufacturing facility spread across 37 acres in Naini, (Prayagraj), UP set up in
late 1960 which is further supported by another facility in Greater Noida, UP.

Page 13
Baidyanath has always taken pride in its history and association with Ayurveda. To ensure
the propagation and continuation of this ancient knowledge, Baidyanath regularly ties up
with leading Ayurvedic Institutes to fund research in Ayurveda, provide scholarships to
Indian as well as International students, and organize workshops and demonstrations for
students and current practitioners. The Directors, Presidents, and Board Members of
Baidyanath are actively involved with the Ayurveda governing bodies and associations to
ensure a brighter and more organized future for Ayurveda.There are 10 promoter(s) of the
company viz Abhinav Gaur, Suresh Kumar Ram Narayan Sharma, Ajay Sharma, Ram
Krishna Sharma, Pramod Sharma, Anurag Sharma, Arvind Sharma, Vicram Sharma, Uma
Shankar Gutgutia.Shree baidyanath Ayurved bhawan pvt ltd Annual General Meeting (AGM)
was last held on 24-12-2022 as per records from the Ministry of Corporate Affairs (MCA).

The first documented texts on Ayurveda date back to the 4th Century BCE, but scholars
have argued that Ayurveda had its beginnings around 5000 BCE. Originally passed on to
practitioners orally by a Guru, it became widely known and popular after the works of
Charaka and Sushruta. The Charaka Samhita and The Sushruta Samhita are considered two
of the most important works in Ayurveda and are still being followed in the 21st Century.
They describe the basic principles of Ayurveda, as well as treatment options. A detailed
description of medicinal plants and their formulations are given in the texts along with
details on diseases associated with every part of the body. These texts are still taught today
in Ayurveda Institutes and Colleges.

Unlike other forms of medicine, Ayurveda does not only deal with the cure of disease,
rather the holistic wellbeing of the body. It considers the physical, mental, and social health
of a person and society as a whole. With advances in science and human understanding,
research is being done to understand the principles behind Ayurveda and medicines. Many
of the ingredients such as Tulsi, Neem, Ashwagandha, and Brahmi have been shown to be
more effective than their synthetic counterparts and are being used widely all over the
world. This has led to a renewed interest amongst the population in Ayurveda, one which
will surely ensure its preservation for millennia to come.

This company spend substantial amount on research and development and carries out
extensive pharmacological, toxicological and clinical tests before introduction products in
the market.

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Strict quality control measure are employed and maintained at all stages of production right
up to the final packaging stage. Baidyanath has many brands, which have become
household names today.

Mr Ajay Sharma, receiving the prestigious NAGARJUN AWARD from honourable Vice
President Shri Bhairon Singh Shekhavat(2005).

Mr. Ram Avtar Sharma, CMD, Shree Baidyanath Ayurved Bhawan, receiving the
prestigious NAGARJUN AWARD from honourable President of India Smt. Pratibha
Patill(2009).

Baidyanath has played a pioneering role in re-establishing ancient knowledge with modern
research and manufacturing techniques and is the acknowledge leader of ayurvedic knoe-
how.

Page 15
 1.3 History of Shree Baidyanath Ayurved Bhawan Pvt Ltd:-

Shree Baidyanath Ayurved Bhawan (Pvt) Limited was founded in 1917 by two brothers,
Vaidya Pandit Ram Narayan Sharma and his brother Pandit Ram Dayal Joshi. Sharma and
Pandit started a large scale production of Ayurvedic formulations from the Centers: Kolkata
(1921), Patna (1940), Jhansi (1941), Nagpur (1942) and Prayagraj (1958).

During the tenure of Shree Baidyanath Ayurved Bhawan, new work came up
at Baddi (Sloan), Himachal Pradesh in the year 1995. Now, new plants exist
at Barotiwala(Himachal Pradesh), Kashipur(Uttarakhand), and Seoni(Madhya Pradesh).

The current Managing Director Of Baidyanath Group is Ram K Sharma at Kolkata and
Suresh Kumar Sharma at Nagpur.

In 2017, the group completed 100 years and decided to foray into the FMCG market with the
introduction of new products like Amla, Aloe Vera, Karela Jamun, Giloy varieties,
and Herbal tea.

Shree Baidyanath Ayurved Bhawan Private Limited (SBABPL) is a company that

manufactures and distributes Ayurvedic products under the brand name
"Baidyanath". Here's some information about the company's history:

• Founding

The company was founded in 1917 in Baidyanath Dham Village, Bihar by brothers
Pandit Ram Dayal Joshi and Vaidya Pandit Ram Narayan Sharma.

• Expansion

The company expanded to other locations, including Kolkata (1921), Patna (1940), Jhansi
(1941), Nagpur (1942), and Prayagraj (1958).

• New plants

In 1995, the company opened a new facility in Baddi (Solan), Himachal Pradesh. It also has
plants in Barotiwala (Himachal Pradesh), Kashipur (Uttarakhand), and Seoni (Madhya
Pradesh).

Page 16
• FMCG market

In 2017, the company introduced new products to the FMCG market, including Amla, Aloe
vera, Karela Jamun, Giloy varieties, and Herbal tea.

• Management

The company is currently managed by the Sharma family. Ram K Sharma is the Managing
Director in Kolkata and Suresh Kumar Sharma is the Managing Director in Nagpur.

• Mission
The company's mission is to provide effective and affordable Ayurvedic medicines to
people across India.

Page 17
 1.4 Establishment of Shree Baidyanath Ayurved Bhawan Pvt Ltd:-

Shree Baidyanath Ayurved Bhawan Pvt. Ltd., commonly known as Baidyanath, has a rich
history that spans over a century. Here is a detailed overview of its journey from its
establishment in 1917 to the present day.

Early Years and Establishment

• 1917: Foundation - Baidyanath was founded by Pt. Ram Dayal Joshi in Kolkata. The aim
was to revive the ancient science of Ayurveda and make it accessible to the masses. The
company started with a small manufacturing unit producing traditional Ayurvedic medicines.

Expansion and Growth

• 1921-1958: Expansion Phase - Baidyanath expanded its operations to various parts of India.
New manufacturing units were established in Patna (1940), Jhansi (1941), Nagpur (1942),
and Prayagraj (1958). This period marked significant growth in production capacity and
product range.

Modernization and New Ventures

• 1995: Modern Facilities - To keep up with increasing demand and modern standards,
Baidyanath set up new manufacturing plants in Baddi (Himachal Pradesh), Barotiwala
(Himachal Pradesh), Kashipur (Uttarakhand), and Seoni (Madhya Pradesh). These facilities
were equipped with state-of-the-art technology to ensure high-quality production.

Centenary Celebrations and New Product Lines

• 2017: 100 Years Celebration - Baidyanath celebrated its 100th anniversary, marking a
century of dedication to Ayurvedic healthcare. During this time, the company ventured into
the FMCG market with new products such as Amla, Aloe Vera, Karela Jamun, Giloy
varieties, and Herbal tea.

Page 18
 Present Day

• Current Status: Global Presence

Today, Baidyanath is a leading name in Ayurvedic healthcare, offering a wide range of

products that blend traditional Ayurvedic wisdom with modern scientific research. The
company has a strong presence not only in India but also in international markets.

Commitment to Quality and Innovation

• Baidyanath continues to focus on quality, ethical practices, and affordability. The company
invests in research and development to innovate and improve its product offerings, ensuring
they meet contemporary health needs while staying true to Ayurvedic principles.

Page 19
1.5 Success Story of Shree Baidyanath Ayurved Bhawan Pvt Ltd:

Shree Baidyanath Ayurved Bhawan Pvt Ltd Group is an Indian Ayurvedic company known
for its health, wellness, food and personal care products. Started as a small unit in Bihar a
century ago, the Kolkata-headquartered company has now expanded its operation worldwide.
The private unlisted firm recently forayed into liquid natural gas production exchanged media
caught up with Ajay Sharma, Director of Baidyanath, to understand the brand’s success
journey.

My grandfather, who hailed from a small village in Jaipur district of Rajasthan , was a
visionary, Starting from his village and then through Bhiar, he set up his company in 1917 in
Kolkata( west Bengal). What I gathered from his autobiography and other literature, he first
motivation for him to start this company was to improve the financial status of the family.
But the greater motivation for him was nationalism. He was a nationalist. He wanted to do
something for the country. That time India was ruled by the resolve to succeed iin the
business were the two things that that kept him going.

Today, we are the third generation, but have got the same vision and ethics in the
organization. A century has passed and we are going even stronger.

What were major challenges in the beginning?

The biggest challenges before Ayurveda for long period of the has been acceptability, in
those days, and even now, the country has two parts: India and Bharat. It was quite
challenging there. At the same time, in the cities, the main challenges for growth was
acceptance, as people were following the west and used to downgrade anything which was
Indian.

Apart from these two main, collection of raw material for medicines was also tricky those
days. These were no organised agencies for procurement. Literature says that my grandfather
used to lead expeditions to the Himalayas, hunting for raw material. Now, things are much
more organized.

Page 20
 Financial Report:-

Here is a summary of financial information of SHREE BAIDYANATH AYURVED

BHAWAN PVT LTD for the financial year ending on 31 March, 2023.

• Revenue / turnover of SHREE BAIDYANATH AYURVED BHAWAN PVT LTD is Over

INR 500 cr
• Net worth of the company has increased by 9.05 %
• EBITDA of the company has decreased by -7.56 %
• Total assets of the company has increased by 11.80 %
• Liabilities of the company has increased by 15.49 %

Operating Revenue Over INR 500 cr

EBITDA -7.56 %

Net worth 9.05 %

Debt/Equity Ratio 0.18

Return on Equity 8.41 %

Total Assets 11.80 %

Fixed Assets 2.55 %

Current Assets 11.89 %

Current Liabilities 15.49 %

Trade Receivables 46.79 %

Trade Payables 25.90 %

Current Ratio 1.95

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What are plans for the future?

We have reached a stage where the future is bright. Indian has opened up as a market for
Ayurveda, it is getting popular globally as well. There is a niche market as well which we are
targeting as of now.

Details:-

Email: www.baidyanathayurved.com

Contact:011 4530 7788

Address:211, 2nd Floor, Okhla Phase III, Okhla Industrial Estate, New Delhi- 110020

Page 22
CHAPTER 2
REVIEW OF LITERATURE

1.1Introduction:-
This paper enunciates the importance, need of review of literature and the related review of
studies to the topic. Management Education in India is of a comparatively recent origin. In
the last two decades there has been a rapid growth in the number of institutions offering
management education. With the diversion of sizeable economics and human resources in
this strategic area of national development, there should be simultaneous endeavours to
explore and study the various factors that affects management training, right from the
identification of the training needs, selection of suitable trainees, the modus operandi of the
training process, the supportive climate provided to the trainees in the organization the
subsequent impact of the course on the trainees efficiency and its effect on the organization.

1.2Review of studies:-

Dasari (2024) lists out the problems faced by the software employees such as working in odd
or night shifts particularly in call centers, marital discords due to men’s suspicion about their
working spouses, problem in securing a work-life balance and carrying employers’
displeasure for prolonged leave due to postnatal problems.

Prasad R.M. (2023) viewed that Appreciative Inquiry (AI) is a strategy, approach, process
and methodology which draw on the strength of individuals in an organisation or social
systems. AI enables the organisation development practitioners and HR specialists to look
beyond traditional problem-centered methods currently being employed such as participatory
problem and need analysis, SWOT analysis, etc.

Sundararajan S. (2022) states that in the current competitive business environment, the
demand of the organisations compel Indian Industry to rethink on their Vision and Mission
about HRD practices through T&D. Changes are inevitable everywhere i.e. in our personal
life, social life, work life, in nature, in the society, in the universe, etc. We cannot avoid
changes, but we can adjust and adapt to such changes for betterment through Training &
Development.

Page 23
Pagey (2021) in this study states that most organization allocate very little amount for the
training program. One of the reason that was identifies was the low return on investment.
Also in his study Pagey developed a rational and quantitative approach to measure the return
on investment on training. According to him higher the return on investment on training more
effective the training would be.

Aguinis, H., et al (2020) The transfer of training in organizations: A meta-analysis of factors

that influence trainee and organizational outcomes. Human Resource Management Review,
30(2), 100728.Training is a valuable investment for organizations, but its effectiveness is
contingent on the transfer of training, which refers to the extent to which trainees apply the
knowledge and skills learned in training to their jobs. This meta-analysis examined the
factors that influence the transfer of training in organizations. The study included 154 studies
that investigated the relationship between various factors and trainee and organizational
outcomes. The results of the meta-analysis revealed that trainee characteristics, training
design, training delivery, organizational factors, and post-training support all play a role in
the effectiveness of training transfer.

Jiang, K., et al. (2019) The role of training and development in fostering employee
innovation: A meta-analysis. Journal of Organizational Behavior, 40(2), 145-176.This meta-
analysis examined the role of T&D in fostering employee innovation. The authors found that
T&D has a positive and significant impact on employee innovation. The findings suggest that
organizations can encourage employee innovation by investing in T&D programs.

Baloyi, et al (2018) The impact of training and development on employee engagement: A

review of the literature. The International Journal of Human Resource Management, 29(19),
3072-3101.Employee engagement is a critical factor in organizational success. Engaged
employees are more productive, innovative, and satisfied with their jobs, and they are less
likely to leave the organization. Training and development (T&D) is a key strategy for
enhancing employee engagement. T&D can provide employees with the knowledge, skills,
and competencies they need to perform their jobs effectively, which can lead to increased job
satisfaction and perceived organizational support. T&D can also improve employee morale
by demonstrating that the organization is committed to its employees' development.

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Guerin, N., et al (2018) The impact of training and development on employee creativity: A
meta- analysis. Journal of Management Development, 37(1), 64-88.This meta-analysis
examined the impact of T&D on employee creativity. The authors found that T&D has a
positive and significant impact on employee creativity. The findings suggest that
organizations can foster employee creativity by investing in T&D programs.

Al-Shafi, et al (2017) The impact of training and development on employee performance: A

study in the Jordanian banking sector. Journal of Management Development, 36(10), 1223-
1235.Training and development (T&D) is an essential component of human resource
management (HRM) that plays a vital role in enhancing employee performance.
Organizations invest in T&D programs to equip their employees with the knowledge, skills,
and competencies they need to perform their jobs effectively and efficiently. However, the
effectiveness of T&D programs depends on a number of factors, including the quality of the
training, the relevance of the training to employees' jobs, and the support provided to
employees after training. This study examined the impact of T&D on employee performance
in the Jordanian banking sector. The study adopted a quantitative research approach, and data
were collected from 381 employees working in 17 commercial banks in Jordan. The study
used a structural equation modeling (SEM) approach to analyze the data.

Brinkerhoff,et al (2017) The relationship between training and development and company
financial performance: A meta-analysis update. Human Resource Development Review,
16(1), 3-20. This meta- analysis updated Brinkerhoff's (2002) meta-analysis on the
relationship between T&D and company financial performance. The authors found that the
relationship between T&D and financial performance has remained strong over time.

Ganesh, M., Indradevi R., (2015), Training and development plays an important role in the
effectiveness of organizations and to make people to do work effectively & efficiently. It is
said that training has implications on productivity, commitment to the work and personal
development. All companiesmust train people and develop their staff. Most of the
organizations are aware of this requirement and invest and do many things for training and
development.

Page 25
Ambika Bhatia & Lovleen Kaur (2014) In today’s era employees are not keen to join an
organization where their Knowledge and skills are not upgraded. Many organizations provide
opportunities for learning and use it as a retention tool. Results prove that training and
development are positively correlated and claimed significant statistical relationship with
employee performance and effectiveness.
Mahbuba (2013) assumed that trainer’s role is shifting from a simple role of providing skills
to active communicator, who makes an effort in achieving training as well as organizational
objectives. The main objective of the training is to improve the knowledge and skills, change
attitude and behavior of the employees so that they can easily adapt the new technology in
the organization for production. As result the turnover and absenteeism rate will be less. Well
trained employees show both quantity and quality performance.

AL Damoe et al. (2012) claimed that organization performance is measured through financial
and non-financial measures like sale, profit, and market share and non-financial factors
measures are efficiency, quality of service, productivity of organization, satisfaction of
employees and commitment these factors can increase through training.

Muhammad Zahid Iqbal et. al in the year (2011) has done their research in the topic “AN
EMPIRICAL ANALYSIS OF THE RELATIONSHIP BETWEEN CHARACTERISTICS
AND FORMATIVE EVALUATION OF TRAINING” Their analysis is about the
relationship between characteristics and formative evaluation of Training. This paper
attempted to signify the use of formative training evaluation. The authors have carried out a
study at three public-sector training institutions to empirically test the predicted relationship
between the training characteristics and formative training evaluation under the Kirkpatrick
model (reaction and learning)

Eugen Rotarescu in the year (2010) has reviewed on the topic “ALTERNATIVE
SELECTION UNDER RISK CONDITIONS IN HUMAN RESOURCES TRAINING AND
DEVELOPMENT THROUGH THE APPLICATION OF THE ESTIMATED MONETARY
VALUE AND DECISION TREE ANALYSIS”. The topic in this article is the presentation in
a succinct and applicative manner of several decision making processes and the methods
applied to human resources training and development in environments with risk factors.

Page 26
Pilar Pineda in the year (2010) has done his research in this topic “EVALUATION OF
TRAINING IN ORGANIZATIONS: A PROPOSAL FOR AN INTEGRATED MODEL” and
the author’s purpose of this paper is to present an evaluation model that has been successfully
applied in the Spanish context that integrates all training dimensions and effects, to act as a
global tool for organizations. This model analyses satisfaction, learning, pedagogical aspects,
transfer, impact and profitability of training and is therefore a global model. The author says
that training is a key strategy for human resources development and in achieving
organizational objectives. Organizations and public authorities invest large amounts of
resources in training, but rarely have the data to show the results of that investment. Only a
few organizations evaluate training in depth due to the difficulty involved and the lack of
valid instruments and viable models. The paper’s approach is theoretical, and the
methodology used involves a review of previous evaluation models and their improvement by
comparing their application in practice.

Aguinis and Kraiger (2009) said that training improves the overall organization profitability,
effectiveness, productivity, and revenue and other out comes that are directly related to the
training in improving the quality of services.

D.A. Olaniyan and Lucas. B. Ojo in the year (2008) has done their research in the topic
“STAFF TRAINING AND DEVELOPMENT: A VITAL TOOL FOR ORGANIZATIONAL
EFFECTIVENESS” and has reviewed that this paper is based on staff training and
development. This paper is basically a conceptual paper. The author says that the need for
improved productivity has become universally accepted and that it depends on efficient and
effective training is not less apparent. It has further become necessary in view of
advancement in the modern world to invest in training. Thus the role played by staff training
and development can no longer be over-emphasized. Staff training and development are
based on the premise that staff skills need to be improved for organizations to grow. Training
is a systematic development of knowledge, skills and attitudes required by employees to
perform adequately on a given task or job.

David Pollitt in the year (2008) has done his research in the topic “TRAINING RESTORES
PRIDE AMONG CUSTOMER SERVICE STAFF AT JOHNSONS APPARELMASTER
(Project highlights path to significant and lasting change)” and he has done a review in a
training initiative helped to boost customer service and improve customer relations at a large
UK work wear-rental supplier, despite difficult trading conditions across its sector.

Page 27
David Pollitt in the year (2008) has done his research in the topic “WYPS CUTS STRESS-
RELATED ILLNESS (Individualized training helps managers become better supervisors)”
and he has analyzed that employee absence fell so dramatically after managers were trained
to become better supervisors that “it was like adding eight or nine new employees when
considering the increase in efficiencies,” according to the HR manager at West Yorkshire
Probation Service (WYPS), LAN Brandwood.

David Pollitt in the year (2008) has done his research in the topic “TRAINING
ACCOUNTS FOR BIG IMPROVEMENTS AT FAIRBAIRN PRIVATE BANK (Bespoke
program blends internal and external expertise)” and he has reviewed that a bank “shop
window” – its customer-service centre (CSC) was transformed by a training initiative that
changed staff attitudes and behavior and embedded a new client-centered approach in the
organizational culture. At the end of 1999, Fairbairn Private Bank (FPB) introduced a five-
year program of change, with a strong training focus. The principal aims were to improve
employee morale, make better use of new technology and, above all, “to service clients better
than any other financial-services organization”.

Chu-Mei Liu in the year (2007) has done his research in this topic “THE EARLY
EMPLOYMENT INFLUENCES OF SALES REPRESENTATIVES ON THE
DEVELOPMENT OF ORGANIZATIONAL COMMITMENT” and reviewed that this paper
aims to assess the status of the organizational commitment construct and introduce a new way
of looking at organizational commitment – especially in the early stages of employment,
wherein the target company to be having problems. The methodology of this paper is to find
out the change in organizational commitment and it is measured at two points in the early
employment of new salespersons in order to isolate the effects of early employment exposure
of the medical representatives, a period of 18-month when attrition of new employees is high.

Anupama Narayan and Debra Steele-Johnson in the year (2007) has done a review in this
topic “RELATIONSHIPS BETWEEN PRIOR EXPERIENCE OF TRAINING, GENDER,
GOAL ORIENTATION AND TRAINING ATTITUDES” and some of the authors have said
that in today’s organizations, rapid changes, an increasingly diverse workforce and
competitive business environments characterize the work (Cascio, 1998; Goldstein, 2002;
Smith et. al 1997).

Page 28
Boon & Arumugam (2006) described the organizational commitment associated in both
constructive and positive manner with the organization’s training and development program.
Training plays a fundamental role in the organization’s success when the franchise is being
considered
Shreya Sarkar-Barney in the year (2004) has done her research in the topic “THE ROLE
OF NATIONAL CULTURE IN ENHANCING TRAINING EFFECTIVENESS: A
FRAMEWORK” and has evaluated the focus of global training has primarily been on
preparing employees to work effectively in other cultures, such as in expatriate training,
acculturation training, and training for technology transfer. One issue that has been ignored is
the implication of using training systems that are developed in a specific context and then
deployed globally. This paper proposes a framework to show the influence of culture on are
aspect of training effectiveness, the transfer of newly learned skills to the job. Specific
relationships are proposed, using Baldwin and Ford’s (1988) transfer of the training
framework as a guide, and also by synthesizing findings from areas such as cross-cultural
psychology, Human resource management, and education and Technology management.
Schwartz’s scale has been used for the study.

Naquin and Holton (2003) in their research paper, express that motivation in HRD has
traditionally been conceptualized as motivation to learn or motivation to train. A higher order
construct called motivation to improve work through learning can be proposed. The
theoretical rationale for this higher order construct is presented along with proposed
measures.

Berge et al., (2002) state that organisations find it increasingly difficult to stay competitive in
today’s global economy. Leaders in the workplace are using benchmarking, competency
models and competency studies to help HR decisions, such as hiring, training and
promotions.

Parikh and Jeyavelu (2002) express that sensitivity training is considered as a means to
achieve strategic and operational objectives. The emphasis is on experimental learning and
conceptual understanding and gaining skills and competences, balancing the individual and
organisation goals and accepting and maintaining the interface between economy and
changing role of the individual, collectivity (family and organisation) and the society. “This
training aims at individual growth and development, improved emotional and social skills,

Page 29
better team working and role taking, improved work climate/culture, reduced resistance to
change and enhancing enabling mindsets.”

Martin Mulder in the year (2001) has done his research in the topic “CUSTOMER
SATISFACTION WITH TRAINING PROGRAMS” and he has contributed a model of
evaluation of customer satisfaction about training programs. The model is developed and
implemented for an association of training companies. The evaluation has been conducted by
an independent organization to enhance the trustworthiness of the evaluation results. The
model is aimed at determining the quality of training programs as perceived by project
managers from the organizations that purchased in company training programs from the train
companies. Reliability research showed satisfying results.

John Wilson. P and Steven Western in the year (2000) has done their research in the topic
“PERFORMANCE APPRAISAL: AN OBSTACLE TO TRAINING AND
DEVELOPMENT?” And they have reviewed that in this article the term “performance
appraisal” generally meant for the annual interview that takes place between the manager and
the employee to discuss the individual's job performance during the previous 12 months and
the compilation of action plans to encourage improved performance.

John Loan-Clarke et.al in the year (1999) has done their research in the topic
“INVESTMENT IN MANAGEMENT TRAINING AND DEVELOPMENT BY SMALL
BUSINESSES” Management Training and Development (MTD) in small businesses is
relatively under-researched and an increased understanding of the factors influencing the
purchase of MTD of small businesses is needed. Hence, a survey of 551 small businesses in
the Midlands region of the UK sought to identify influences on MTD investment and
preferred MTD activities and to establish whether small businesses perceive a link between
investment in MTD and business su ccess. Interviews were also conducted with 12
organizations.

Premila Seth in the year (1980) has done her research in the topic “MANAGEMENT
TRAINING AND DEVELOPMENT: A CRITIQUE” and she has reviewed that development
of high quality managerial manpower in the country is considered essential for copying with
the rapidly changing industrial scene. This has led to expansion in the number of training
activities and institutions. The author feels that it is time that the training and development
practitioners closely examine whether the expansion is matching the qualitative requirements
of our changing environment.

Page 30
Greenberg, D. H. In the year (1969) has done his research in the topic “EMPLOYERS
AND MANPOWER TRAINING PROGRAMS” and he says that this paper covers system
analysis as applied to manpower programs, with a view towards developing a rational,
comprehensive basis for evaluating on going and proposed programs, and providing guidance
for the design of future programs. The memorandum utilizes data collected directly from the
personnel files of 16 companies which hired graduates from four manpower training
programs.

Jaffee, Cabot. L in the year (1969) has done his research in the topic “DIAGNOSE
BEFORE TRAINING” and he has done a detailed summary of the strengths and weaknesses
of candidates in line for promotion can be evaluated to determine the type of training
mutually beneficial to the individual and to the company. Such an approach is said to be
superior to a general course designed to cover broad topics such as communication,
motivation, and leadership in that pertinent information about the trainees available in other
parts of the firm may be overlooked.

Fox, Wayne. L et.al., In the year (1969) has done his research in the topic “APTITUDE
LEVEL AND THE ACQUISITION OF SKILLS AND KNOWLEDGE IN A VARIETY OF
MILITARY TRAINING TASKS” and has reviewed that assessing the effects of wide
differences in aptitude on the acquisition of military knowledge’s and skills, a sample of 183
Army recruits was divided into three maximally distant aptitude groups on the basis of their
AFQT scores: High aptitude AFQT 90-99, Middle aptitude AFQT 45-55, Low aptitude
AFQT 10-21. Each recruit was individually trained to a performance criterion in differing
combinations of a battery of eight tasks representative of Army training.

Ammerman, Harry. L in the year (1966) has done his research in the topic
“DEVELOPMENT OF PROCEDURES FOR DERIVING TRAINING OBJECTIVES FOR
JUNIOR OFFICER JOBS” and he has evaluated that research was undertaken to develop a
systematic method that could be used by service school personnel to prepare job-oriented
training objectives for junior officers, primarily in the form of behavioral statements of
student performance expected after training. The procedures developed are divided into four
phases. They are: A- Listing of all tasks for a job; B- Selecting tasks for some formal
training; C Identifying the knowledges and skills necessary for the selected training aspects.

Page 31
Conclusion

Although experts have expressed great concern about the lack of optimum utilization of
management training and development resources, they have made hardly any effort in finding
ways and means of improving it. According to B. R. Virmani and Premila Seth (1985) studies
say that attempts have been no doubt made in the past to study the overall impact of
management training program but none of the prior studies in India have tried to integrate the
findings with a view to identify the training program that fit with the needs of the trainees.

The study conducted by Muhammad Zahid Iqbal et. al (2011) studies says that the the most
influencing training characteristics was training method followed by training management,
training objectives, training environment, and trainer whereas for learning, the greatest
variation was also explained by training methods but followed by trainer, training
management, training environment, and training material.

Finally they say that as globalization effects increase and the participation of diverse groups
in the workplace grows, there is a clear need in the field of Human Resource Development
(HRD) to commit to promoting the cause of diversity.

Diversity needs to become a priority item on the HRD agenda through embedding diversity
into the curricula of HRD programs. John Wilson. P and Steven Western (2000) have
conducted a study and found out that the majority of training and development plans were
directly related to the requirements of the job and only a small proportion were involved with
general personal development. Bureau of Social Science Research (1968) says that most
important in training programs are an experienced director, a planning phase, highly
motivated staff, good public relations and adequate facilities.

Therefore, Training programs are very much essential for employees for further development
of their career. The prior studies above have been concentrated on the topics of various
aspects like training effectiveness, training evaluation, training projects, customer
satisfaction, management training and development, goal orientation and training attitudes.
Future researchers shall concentrate on the evaluation of training and development program
with respect to middle level employees alone.

Page 32
CHAPTER 3
RESEARCH METHODOLOGY

Tittle of the Study:-

A Study on Employees Training and Development at Shree Baidyanath Ayurved Bhawan Pvt Ltd

Research Methodology:

Research methodology is a way to systematically solve the research problem. It may be

understood as a science of studying how research is done scientifically. In it we study the
various steps that are generally adopted by a researcher in studying his research problem
along with the logic behind them.

Methodology gives us the blueprint of activities to be carried out systematically in order to

complete the study successfully.

➢ Formulating the Research Problem

➢ Extensive Literature Review

➢ Developing the Objectives

➢ Preparing the Research Design including Sample Design

➢ Collecting the Data

➢ Analysis of Data

➢ Preparation of the Report or Presentation of Results, Formal write ups of conclusion.

➢ Generalization and Interpretation and Conclusion.

Methodology:
1. Questionnaire: A questionnaire was served to all the employees asking their opinion
about the effectives of training and development programs at Vision Plus Private Limited.

Page 33
2. Personal Interview: A face-to-face talk is carried out with the employees where I asked
several employees about their feelings and opinions on various aspects of their jobs and
organization.

3. Company Data and Reports: Certain reports from the HRD department provided the
information as to the total no of employees, schedule of training programs, number of persons
attending it and other such things, which indicated the employee performance on the job after
attending these training programs.

Method of Data Collection:

To produce a reliable questionnaire both primary and secondary information was used.

Primary data is the first hand information; the questionnaire was prepared by me under the

guidance of the mentor wherein I used Likert five-point scale and closed ended questions for

measuring attitudes of the employees for my study.

The questionnaire comprised 20 questions which covered all the aspects of measuring “the

effectiveness of training and development”.

1. Primary Data:
An instrument is used to collect the required information from the employees and also
interact the employees personally. Primary data helps us in making observation of
employee’s behaviours, talk gestures which helped me in identifying the attitude of
employees towards the training program and the effectiveness of the training program
in the organization.
Primary Data Sources:
a. Questionnaire
b. Observation
c. Interview

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 2.Secondary Data:

It was collected from the website of the company, and the company personnel, certain
reports from the HR department. The research also took the help of the books and
journal.
Secondary Data Sources:
a. Book
b. Periodicals or journals
c. Research thesis and dissertations
d. Footnotes
e. Encyclopaedias
f. Websites/blogs

Both primary and secondary data served the purpose in measuring the effectiveness of
training and development at Vision Plus Private Limited. Both are equally essential for any
type of survey.

1.1Research Problem:

In an organization, the most important task is to place the right employee in the right position,
otherwise organizations would try “to fit a square peg in a round hole”.

At the point when individuals perform tasks that sometimes fall short or rather the absence of
motivational factors will be clearly grievous.

Lower levels of profitability, disappointment among people in organization, low spirit, and
other negative practices will get to be normal till the employees is demonstrated the stoop.

For this, organizations need to have a vision, mission and a well-defined strategy for future
recruitments.

Today, India has become the capital of outsourcing for the world and this has created a set of
HR challenges for manager. The most concerning issue for today’s management is highly
motivated graduates that are turning out to be rare.

Page 35
1.2Research Design:

A research design is the assignment of conditions for collection and analysis of data in a
manner that aims to combine relevance to the search purpose formidable problem that follow
the fact defining the research is the preparation in this study the researcher has made use of
the descriptive research design this is used to determine some definitive purpose with the help
of structured questionnaire to further primary information to focus on the accurate description
of the variable present in the problem

Descriptive research design involves summarizing and organizing of the data so that they can
be easily understood. The main purpose of this descriptive statistics is to provide a brief
summary of the samples. This generally means that the descriptive statistics is not developed
on the basis of probability theory.

Descriptive Research:

Descriptive research in the context of training and development with in organizations focuses
on understanding the current state of Training programs, their effectiveness, and how they
impact employees performance.

Page 36
1.3Sampling:

Sampling is concerned with the selection of a subset of individuals from within a population
to estimate characteristics of the whole population. Researchers rarely survey the entire
population because the cost of a census is too high. The three main advantages of sampling
are that the cost is lower, data collection is faster, and since the data set is smaller it is
possible to ensure homogeneity and to improve the accuracy and quality of the data. In the
study researcher has used probability sampling.

Sample Size:

The total number of employees in an organization is 400. It would be time consuming as well
as difficult to interview all 400 employees. So for the purpose of this project report researcher
has selected 100 of population for sampling. The samples were selected using simple random
sampling techniques i.e., every individual in the total population had equal chances of being
selected.

Selection of Sample Respondents

Simple Random Sampling:

A simple random sample is a subset of individuals (a sample) chosen from a larger set (a
population). Each individual is chosen randomly and entirely by chance, such that each
individual has the same probability of being chosen at any stage during the sampling process,
and each subset of k individuals has the same probability of being chosen for the sample as
any other subset of k individuals. This process and technique is known as simple random
sampling.

Sampling Technique:

The methodology of Convenience Sampling was used in this analysis. The justification for
using the process of convenience sampling was quick and economical. I understand the issue
and I also know who I should pose the questions to find the answer for my study.

Page 37
Period of the Study:

This study was conducted in Vision Plus Private Limited with a period of 30 days.

1. Initial five days were spent on data collection.

2. Next 6 days were engaged with the employees to have a personal contact with them.

3. The next 15 days were used to help up in the HR department concerns such as conducting
meetings, applications arranging and informing meeting etc.

4. The last 5 days were used to circulate the questionnaire and collect reply from employees.

Analytical Tools Percentage Analysis

Percentage Analysis

Percentage analysis is the method to represent raw streams of data as a percentage (a part in
100-percent) for better understanding of collected data. Percentage Analysis is applied to
create a contingency Chart from the frequency distribution and represent the collected data
for better understanding.

Correlation coefficient

The correlation coefficient is a statistical measure of the strength of the relationship between
the relative movements of two variables. The value range between -1.0 and 1.0.A correlation
of -1.0 shows a perfect negative correlation, while a correlation of 1.0 show a perfect positive
correlation.

Anova

It is a collection of statistical models and their associated estimation procedures (such as the
variation‖ among and between groups) used to analyze the differences among group means in
a sample. ANOVA was developed by statistician and evolutionary biologist Ronald Fisher.

T-TEST

A t-test is a statistical test that is used to compare the means of two groups. It is often used in
hypothesis testing to determine whether a process or treatment actually has an effect on the
population of interest, or whether two groups are different from one another.

Page 38
Area Covered:

For this survey I have covered all the departments of the organization - Shree Baidyanath
Ayurved Bhawan Pvt Ltd.

Limitations of the Study:

1. Due to restriction to enter into some of the departments at Shree Badiyanath Ayurved
Bhawan Private Limited. I could not cover some of the aspects required for my study.

2. Interaction with the company executive was limited due to their busy schedule.

3. The information collected is mainly primary data and the accuracy is subject to the
responses received.

4. The employees of the Shree Badiyanath Ayurved Bhawan and services found it difficult to
answer questions properly due to their busy and heavy workload.

5. Some were reluctant to answer some question thinking that might affect their job
negatively.

6. The primary collection of data was time consuming, as the employees were busy.

7. The total time allowed by company to do the project was very less.

8. Being a very lengthy and complex process it is difficult to analyze the details of training
and process.

Page 39
CHAPTER 4
DATA ANALYSIS AND INTERPRETATION

A questionnaire was designed based on the previous study done. The questions have been put
in tabular form and some of them carry bar diagrams and pie charts. The analysis of every
question has been mentioned in the form of paragraphs. The questions move from general to
specific.

Q1. Showing respondents in age?

Table 1

NO OF PERCENTAGE
AGE
RESPONDENTS %
Above 20 years 62 51.7%

Between 30-40 41 34.2%

Above 40 years 17 14.2%

TOTAL 120 100

14
%
52
34 %
%

Above 20 Between 30-

years 40

Interpretation:

From the above Chart it is interpreted that 52% of respondents are above 20 years,
34% of respondents are between 30-40 years and 14% of respondents are above
40 year

Page 40
Q2. Showing Training Is Necessary For Any New Employee?
Table 2

PARTICULARS NUMBER OF PERCENTAGE OF

RESPONDENTS RESPONDENTS

Required 70 70

Somewhat required 20 20

Must 5 5

Not at all required 5 5

Total 100 100

Interpretation:

From the table it is inferred that 70% of respondents feel training is necessary, 20%
of respondents feel somewhat training is required, 5% of respondents feel not required.

Page 41
Q3. How many years training is being provided?

Table 3

Sl no. Options No. of employees %

1 0-5 1 2
2 5-10 4 8
3 10-15 20 40
4 More than 15 25 50

1st Qtr.- 2%

2nd Qtr.- 8%

3rd Qtr.- 40%

4th Qtr.- 50%

Interpretation:

From the above pie chart, it is observed that the more the
experience the more is the awareness about the organizational
training.

Page 42
Q4. Showing respondents Marital status?

Table 4

MARITAL STATUS NO. RESPONDENTS PERCENTAGE

Single 64 53.3%

Married 48 40%

Prefer not to say 8 6.7%

Total 120 100

SINGLE
MARRIED

PREFER NOT TO SAY

Interpretation:
From the above Chart it is interpretated that 53% of respondents are
Unmarried, 40% of respondents are married and 7% of respondents prefer
not to say.

Page 43
Q5. What Is the Kind Of Training Is Given In The Organization?
Table 5.

PARTICULARS NUMBER OF PERCENTAGE OF

RESPONDENTS RESPONDENTS

In-house training 75 75

External training 20 20

Both 5 5

Total 100 100

NUMBER OF RESPONDENTS

In-house training
External training
Both
Total

Interpretation:
From the table it is inferred that 75% of respondents say in-house training is given in
the organization, 20% of respondent say external training is given in the
organization, and 5% of respondents say both kinds of training is provided.

Page 44
Q6.Does training result in the adoption of new working methods?
Table 6.

Sl no. Options No. of employees %

1 yes 16 32
2 no 13 26
3 depends 21 42

45

40

35

30

25
Series
20 1
1
5

1
0

5
Category Category Category
1 2 3

Interpretation:

The third category shows us that the new working methods are well adopted in
training.

Page 45
Q7 The Awareness on the objectives of the program at the time of your
Nomination?

Table 7

PARTICULARS NUMBER OF PERCENTAGE OF

RESPONDENTS RESPONDENTS

Very little 15 15

Little 20 20

Fully 55 55

Not aware 10 10

Total 100 100

Interpretation:

From the table it is inferred that, 55% of respondents are Fully aware of the objectives
of the program at the time of their nomination, 20% of respondents are little aware the
objectives of the program at the time of their nomination, 15% of respondents are very
little aware of the objectives of the program at the time of their nomination.

Page 46
Q8. What is respondents annual income?

Table 8.

SALES NO OF RESPONDENTS PERCENTAGE

Less than 1 – 5 66 55%

lakh
5 -10 lakhs 43 35.8%

Above 10 lakhs 11 9.2 %

Total 120 100 %

Sales

1st Qtr
2nd Qtr
3rd Qtr
4th Qtr

Interpretation:

From the above Chart it is interpretated that 55% of respondents have less
than 1- 5 lakh of annual income, salaried, 35.8% of respondents have 5-10
lakhs of annual income and 9.2% of respondents have above 10 lakhs of
annual income.

Page 47
Q9.Which that respondents opinion about efficiency in work
through training and development?

Table 9.

Particulars No of respondents Percentage

Agree 71 59.2%
Strongly agree 37 30.8%
Neutral 8 6.7%
Disagree 3 2.5%
Strongly disagree 1 0.8%
Total 120 100

No of respondents

Yes
No
Total

Interpretation:

From the above Chart it is interpretated that 59% of the respondents are agree,
31% of the respondents are strongly agree, 7% of the respondents are neutral,
2% of the respondents are disagree and 1% of the respondents are strongly
disagree.

Page 48
Q10.Respondents view on employees enhancement come through Training
and Development?
Table 10.

Particulars No of respondents Percentage

Agree 45 37.5%

Strongly agree 10 8.3%

Neutral 31 25.8%

Disagree 6 5%

Strongly disagree 8 6.7%

Total 120 100

8
6 %
%
45
%
31
%

10
%

Agree Strongly agree Neutral

Disagre Strongly disagree

Interpretation:

From the above Chart it is interpretated that 45% of the respondents are agree, 10% of the
respondents are strongly agree, 31% of the respondents are neutral, 6% of the respondents
are disagree and 8% of the respondents are strongly disagree

Page 49
Q11.Respondents view on training and development program help in
personal growth?
Table.11.

Particulars No of respondents Percentage

Agree 41 34%

Strongly agree 50%

60
Neutral 9 7%

Disagree 9 8%

Strongly disagree 1 1%

Total 120 100

agree
strongly
agree neutral
disagree

strongly

Interpretation:

From the above Chart it is interpretated that 50% of the respondents are
strongly agree ,34% of the respondents are agree, 8% of the respondent are
disagree, 7% of the respondents are disgaree and 1% of te respondent are
strongly disagree.

Page 50
Q 12 What is respondents in qualification?
Table 12

NO OF PERCENTAGE
QUALIFICATION
RESPONDENTS %

UG 53 45%
PG 37 31%

Professional courses 18 15%

Diploma 11 9

Total 120 100

UG PG PROFESSIONAL COURSES Diploma

Diploma 9%

Profess
IQ NAL
Courses 15%

UG5%
PG31%

Interpretation:

From the above Chart it is interpretated that 45% of the respondent are under
graduate, 31% of respondent are post graduate, 15% of the respondents have
Professional courses and 9% of the respondents have diploma.

Page 51
Q13 Respondents rating on their satisfaction level of training and
development program taken in your organization?
Table 13

Particulars No of respondents Percentage

1 ( lowest) 1 1%
2 5 4.1%
3 38 35%

4 48 40%

5 ( Highest) 28 23%
Total 120 100

5 28

4 48

3 38

2 5

1 1

NO OF
RESPONDENTS

Interpretation:

From the above Chart it is interpreted that 48 respondent have given 4 out of 5,
38 respondent have given 3 out of 5, 28 respondent have given 5 on 5, 5
respondent have given 2 on 5 and 1 respondent have given 1 out of 5.

Page 52
Q 14 What are the showing respondents Year of experience?
Table 14

YEARS NO OF PERCENTAGE
RESPONDENTS
Less than 5 years 64 53 %
6 - 10 years 13 11%

10 - 15 years 25 21%
More than 15 years 18 15%
Total 120 100

Less than 5 years

6 - 10 years

10 - 15

years
More
than 15
years

Interpretation:

From the above Chart it is interpreted that 53% of the respondents have less than 4 years
of experience, 21% of the respondent have 10-15 years of experience, 15% of the
respondent have more than 15 years of experience and only 11% of the respondent have
6-10 years of experience.

Page 53
 Q15 What are the respondents Shift?

Table 15

SHIFT NO OF RESPONDENTS PERCENTAGE

Day 90 75%

Night 30 15%

Total 120 100

70

60

50

58
40

30 % 42%

20

10

0
Day Night

Interpretation:

From the above Chart it is interpretated that 58% of respondents have day
shift and 42% of respondents have night shift.

Page 54
 Q16 What are the Duration of the Training Program?
Table 16

PARTICULARS NUMBER OF PERCENTAGE OF

RESPONDENTS RESPONDENTS

Yes 90 90

No 10 10

Total 100 100

NUMBER OF RESPONDENTS

Yes
No
Total

Interpretation:

From the table it is inferred 90% of respondents feel sufficient with the training program,
10% of respondents not feel sufficient with the training program.

Page 55
 Q17 Showing The Method Of Training Programs That You Have
Attended?

PARTICULARS NUMBER OF PERCENTAGE OF

RESPONDENTS RESPONDENTS

Theoretical Method 5 5

Audio Visual Method 10 10

Group Interaction Method 25 25

On the Job Training 60 60

Total 100 100

Table 17

Interpretation:

From the table it is inferred that 60% of respondents say they have undergone on the job
training, 25% of respondents say they have undergone group interaction method, 10%
of respondents say they have undergone audio visual method, 5% of respondents say
theoretical method.

Page 56
Q 18 Showing the Average Duration Of The Training Sessions?
Table 18

PARTICULARS NUMBER OF PERCENTAGE OF

RESPONDENTS RESPONDENTS

1 day only 20 20

1 week 30 30

2-5 days 50 50

Total 100 100

Interpretation:
From the table it is inferred that 50% of respondents say, the average duration of the
training sessions was 2-5 days, 30% of respondents say, the average duration of the
training sessions was 1week, and 20% of respondents say, for 1 day only.

Page 57
Q19 Respondents rating on how far training has helped in reducing
absenteeism?

Table 19

Particulars No of respondents Percentage

1 5 4.2%

2 6 5%

3 44 36.7%

4 45 37.5%

5 20 16.7%

Total 120 100

50
45
40
35
30
25
20
15
10 1 2 3 4 5
5 SATISFACTION
0 LEVEL

Interpretation:

From the above Chart it is interpretated that 37.5% of the respondents give 4
out of 5, 36.7% of the respondents give 3 out of 5, 16.7% of the respondents
give 5 on 5 , 5% of the respondents give 2 on 5 and 4.2% of the respondents give
1 out of 5.

Page 58
Q 20 What are the Respondents view on the Competency level of
employees increases due to Training and development?

Table 20

Particulars No of respondents Percentage

Agree 65 54.2%
Strongly agree 34 28.3%
Neutral 11 9.2%
Disagree 8 6.7%
Strongly disagree 2 1.7%
Total 120 100

Agree
Strongly
agree
Neutral
Disagree

Interpretation:

From the above Chart it is interpretated that 54% of the respondents are agree,
28% of the respondents are strongly agree, 9% of the respondents are neutral, 7%
of the respondents are disagree and 2% of the respondents are strongly disagree.

Page 59
Q21 Respondents opinion whether the oraganization conduct training and
development program?
Table 21

Particulars No of respondents Percentage

Yes 110 91.7%

No 10 8.3%

Total 120 100

120

100

80

60 No of respondents
40 Percentage

20

0
Yes
No
Total

Interpretation:
From the above Chart it is interpretated that 92% of the respondents are
agree and 8% of the respondents are disagree.

Page 60
Q 22 What are the respondents attended number of training sessions?
Table 22

Sessions No Of Respondents Percentage

Less 0-2 29 24.2%
2-3 46 38.3%
3-4 25 17.5%
More than 5 20 11.7%

Total 120 100

more than 5

between 3-4

less than 2

between 2 - 3

between 3-4

more than 5

Interpretation:

From the above Chart it is interpretated that 45% of the respondent have attended 2-3
training sessions, 25% of the respondent have attended between 3-4 training sessions
and 29% of the respondent have attended Less than 2 training sessions and 1% of the
respondent have attended more than 5.

Page 61
Q 23 What are the number of times training and development
program is conducted in their organization?

Table 23

Time No Of Respondents Percentage

Once in a year 43 36%
Half Yearly 37 31%
39
Every Month 33%

Total 120 100

Once in a
year Half
Yearly

Interpretation:

From the above Chart it is interpretated that 36% of the respondent attended the
training session once in a year, 33% of the respondent attended the training session
every month and 31% of the respondent attended the training session half yearly.

Page 62
Q 24: Are respondents view on training and development reduce the
stress of the employees?

Table 24

Particulars No of respondents Percentage

Agree 35 29%
Strongly agree 34 28%
Neutral 14 12%
Disagree 12 10%
Strongly disagree 25 21%
Total 120 100

Interpretation:

From the above Chart it is interpretated that 29% of the respondents are agree,
28% of the respondents are strongly agree, 12% of the respondents are neutral,
10% of the respondents are disagree and 21% of the respondents are strongly
disagree.

Page 63
Q25 Respondents view on training and development teach the
technique of performing a job to employees?

Table 25

Particulars No of respondents Percentage

Agree 46 48.3%
Strongly agree 32 28.3%
Neutral 21 15%
Disagree 21 9.2%
Strongly disagree 0 0
Total 120 100

Agree
Strongly
agree
Neutral
Disagree

Interpretation:

From the above Chart it is interpretated that 38% of the respondents are agree,
27% of the respondents are strongly agree, 17% of the respondents are neutral,
18% of the respondents are disagree and 0% of the respondents are strongly
disagree.

Page 64
CHAPTER 5
FINDIING & SUGGESTION

Finding:
• Majority (52%) of the respondent fall in the age category of Above 20 years.
• Majority 70% of respondents feel training is necessary, 20% of respondents feel
somewhat training is required, 5% of respondents feel not required.

• Most of the participants are benefitted by giving feedback after attending

the training program.

• Majority (53.3%) of the respondent are male.

• Majority 75% of respondents say in-house training is given in the

organization,.

• Majority 42% third category shows depends us that the new working methods are well
adopted in training.

• Majority 55% of respondents are fully aware of the objectives of the program
at the time of their nomination, 20% of respondents are little aware the objectives of
the program at the time of their nomination.

• Majority (55%) of the respondent fall under Less than 1-5 Lakhs.

• Majority (59.2%) of the respondent are agreed that the training and development
program have helped you to improve your work efficiency

• Majority (84%) of the respondent are agreed that the training and development
have helped then in personal growth.
• Majority (50%) of the respondents are strongly agree ,34% of the respondents
are agree, 8% of the respondent are disagree.

• Majority (45%) of the respondent are Under Graduate.

• Majority (40%) of the respondent rates 4 on 5 on their satisfaction level of training

and development program taken in your organization.

Page 65
• Majority (53%) of the respondent have Less than 5 years of experience.

• Majority (58%) of respondents have day shift and 42% of respondents have night
shift.

• Majority 90% of respondents feel sufficient with the training program, 10% of
respondents not feel sufficient with the training program.

• Majority 60% of respondents say they have undergone on the job training, 25% of
respondents say they have undergone group interaction method, 10% of respondents
say they have undergone audio visual method, 5% of respondents say theoretical
method.

• Majority 50% of respondents say, the average duration of the training sessions was 2-
5 days, 30% of respondents say, the average duration of the training sessions was
1week, and 20% of respondents say, for 1 day only.

• Majority (37.5% )of the respondents give 4 out of 5,of the respondent.

• Majority (54.25%) of the respondent agree that the Competency level of

employees increases due to Training and development

• Majority 92% of the respondents are agree and 8% of the respondents are disagree.

• Majority 45% of the respondent have attended 2-3 training sessions, 25% of the
respondent have attended between 3-4 training sessions and 29% of the respondent
have attended Less than 2 training sessions and 1% of the respondent have attended
more than 5.
• Majority 36% of the respondent attended the training session once in a year, 33% of the
respondent attended the training session every month and 31% of the respondent attended the
training session half yearly.

• Majority 29% of the respondents are agree, 28% of the respondents are
strongly agree, 12% of the respondents are neutral, 10% of the respondents
are disagree and 21% of the respondents are strongly disagree.

• Majority 38% of the respondents are agree, 27% of the respondents are
strongly agree

Page 66
Suggestion:
• Utilize digital learning tools and gamification to engage the majority group under 20,
implement blended learning and career development program for the 30-40 age group
support their leadership aspiration, and provide traditional training methods and up-
skilling opportunity for those above 40 to keep their skills relevant and comfortable.
• This suggests implementing comprehensive and mandatory training programs to
ensure new hires are well-equipped with the necessary skills and knowledge to
perform effectively Tailoring training programs to address varying degrees of
necessity perceived by employees can also help in maximizing engagement and
effectiveness.
• It is recommended to maintain and possibly expand these training programs to ensure
all employees, regarding of tenure, continue to grow and adapt to new challenges and
technologies.
• This demographic mix suggest tailoring training and development programs to be
flexible, accommodating various personal commitments. For single employees,
consider offering networking and social opportunity to foster connection.
• 75% of respondent receive in-house training, 20% undergo external training, 20%
undergo external training and 5% experience a combination of both, it’s clear the
organization relies heavily on internal resources for employees development.
• The data suggests that training positively influences the adoption of new working
methods, with 32% of employees affirming its effectiveness. However, 26% believes
it doesn’t lead to changes, and 42% feel it depends on various factors.
• To improve this, it’s recommended to enhance communication and information
sharing during the nomination process.
• Based on the data, 55% of respondents have an annual income ranging from 1 to 5
lakhs, 35.8% earn between 5 to 10 lakhs and 9.2% have in comes above 10 lakhs.
These figures suggest a signification portion of the workforces falls into the lower-
income bracket, highlighting the needs for affordable and accessible training
programs.
• This strong endorsement highlights the importance of investing in comprehensive
training programs to boost productivity and efficiency within the organization.
Tailoring these programs to address specific needs and corefining them based on
feedback can further optimize their effectiveness.

Page 67
• This indicates that while most employees recognize the benefits of training, there is
still room to improve training programs and better communicate their vale to ensure
more uniform positive perception and effectiveness across the board.
• This strong positive feedback suggests that expanding and enhancing training and
development initiatives can further support employees personal growth, leading to
higher satisfaction and productivity within the organization.
• The data indicates that 45% of respondent hold an undergraduate degree, making it
the most common qualification. Postgraduates make up 31% while those with
professional course account for 15%. The remaining 9% have a diploma. This diverse
educational background suggest that training programs should be versatile, catering to
varying levels of expertise and learning preferences, ensuing all employees benefits
regardless of their academic qualifications.
• These finding suggest that while the majority of employees are satisfied with the
training programs, there is room for improvement to elevate the satisfaction levels of
those who are less content.
• This distribution suggests that training programs should be designed to cater to both
newer employees and those with substantial experience. For the less experienced
group, foundation training and mentorship programs can be valuable, while more
experienced employees may benefits from advanced training and leadership
development opportunity.
• The data indicate that 75% of respondent work the day shifts, while 15% work the
night shift. This significant majority in the day shift suggests that most training and
development programs should be scheduled during day time hours to ensure
maximum participation.
• This high percentage of structured training suggest that the majority of employees are
likely benefiting from well-organized and time-bound training sessions.
• This suggests a strong preference for practical, hands on training within the
organization. To enhance the training program’s effectiveness, it would be beneficial
to integrate more interactive and theoretical components, ensuring a well-rounded
approach that caters to different learning style and maximize knowledge retention.

Page 68
• This suggests that most employees benefit from immersive training experience that
are neither too brief nor excessively length, providing ample time grasp and apply
new concepts without causing significant disruption to their regular work schedules.
• This suggests that while training programs are generally effective in reducing
absenteeism, there is potential to enhance their impact further by addressing specific
factor contributing to absenteeism and tailoring programs to meet employees needs
more effectively
• This overall positive underscores the importance of continued investment in training
programs to further boost employees skills and performance, ensuring alignment with
organization goals and fostering a more capable workforce.
• This strong positive response indicates that the organization’s efforts in providing
training and development are well recognized and appreciated by its employees.
However, it might still be beneficial to ensure clarity and transparency about these
programs to address any uncertainty among the minority who are unaware of such
initiatives.
• To improve overall training engagement, if would be beneficial to encourage more
frequent participation by highlighting the benefits.
• This distribution suggests a balanced approach to training, catering to both regular
and periodic needs. To optimize training effectiveness, consider standardizing the
frequency while ensuring the content remains relevant and engaging for all
employees. Regular sessions can foster continuous improvement and adaptability,
while periodic in depth training can address more comprehensive development needs.
• These varied responses suggest that while a majority find training helpful for stress
relief, there may be opportunity to tailor these programs more effectively to address
the concerns and needs of all employees, ensuring a more universally positive impact
on stress levels.
• To further enhance their impact, addressing the concerns of the neutral and
disagreeing respondents by continuously improving and tailoring training content can
ensure higher levels of satisfaction and effectiveness.

Page 69
CHAPTER 6
LIMIATIONS AFTER STUDY

Limitations:-

1. Due to restriction to enter into some of the departments at Shree Badiyanath Ayurved
Bhawan Private Limited. I could not cover some of the aspects required for my study.

2. Interaction with the company executive was limited due to their busy schedule.

3. The information collected is mainly primary data and the accuracy is subject to the
responses received.

4. The employees of the Shree Badiyanath Ayurved Bhawan and services found it difficult to
answer questions properly due to their busy and heavy workload.

5. Some were reluctant to answer some question thinking that might affect their job
negatively.

6. The primary collection of data was time consuming, as the employees were busy.

7. The total time allowed by company to do the project was very less.

8. Being a very lengthy and complex process it is difficult to analyze the details of training
and process.

High Costs

• Direct Costs: Designing and delivering effective training programs, hiring trainers,
and purchasing training materials can be expensive.
• Indirect Costs: Time taken away from regular work duties can result in decreased
productivity, especially during the training period

Lack of Relevance

• Training programs may not always align with employees' specific roles or day-to-day
tasks.

Page 70
 • Generic training programs that fail to meet individual or department-specific needs
can lead to disengagement and wasted resources.

Short-Term Focus

• Some organizations focus on immediate skill development rather than long-term

career growth. This limits the development of comprehensive skill sets that support
future needs.
• Continuous learning culture may be lacking, leading to a decline in skill retention and
knowledge application

Lack of Customization

• Training programs may not account for individual learning styles, preferences, or
existing knowledge, making it difficult for all employees to benefit equally.
• A one-size-fits-all approach can alienate some participants, especially if it is too
advanced or too basic for their level.

Employee Turnover

• High employee turnover can limit the return on investment from training programs, as
trained employees leave before the organization benefits from their enhanced skills

Here are the detailed limitations of training and development of employees and
organizations:

Limitations of Training and Development of Employees:

1. Time Constraints: Employees may have conflicting work commitments, making it
difficult to attend training sessions.

2. Cost: Training programs can be expensive, deterring employees from participating.

2. Resistance to Change: Employees may be hesitant to adapt to new skills or

processes.

3. Individual Differences: Employees learn at different paces and styles.

4. Transfer of Learning: Applying learned skills on the job can be challenging.

Page 71
 5. Motivation: Unmotivated employees may not benefit from training.

6. Evaluation Challenges: Measuring training effectiveness can be difficult.

7. Lack of Support: Insufficient management support or resources.

8. Prior Learning Experiences: Employees' past experiences influence their

receptiveness.

9. Technophobia: Fear of technology can hinder learning.

Limitations of Training and Development for Organizations:

1. Budget constraints: Allocating resources for training can be challenging.

2. Time-consuming: Training programs require significant time investment.

3. Difficulty in measuring ROI: Evaluating training impact on productivity can be

hard.

4. Limited expertise: In-house trainers may lack specialized knowledge.

5. Employee turnover: Trained employees may leave the organization.

6. Organizational culture: Training may not align with company culture.

7. Technological advancements: Keeping up with changing technology is

challenging.

8. Scalability: Training large numbers of employees can be difficult.

9. Scheduling Conflicts: Coordinating training schedules with employees' work

commitments.

10. Follow-Up Support: Inadequate post-training support.

Overcoming Limitations:

1. Needs assessment: Identify specific training needs.

2. Blended learning: Combine online and offline training.

3. Mentorship: Pair employees with experienced mentors.

Page 72
4. Evaluation metrics: Develop clear measurement criteria.

5. Continuous feedback: Encourage on going feedback.

6. Involving stakeholders: Engage employees and management in training planning.

Page 73
CHAPTER 7
CONCLUSION

The study on training and development within organizations highlights its pivotal role in
enhancing employee performance, motivation, and overall organizational success. Effective
training programs align individual skills with the organization’s strategic goals, fostering a
culture of continuous learning and innovation. Moreover, well-structured development
opportunities not only improve the technical competencies of employees but also contribute
to their professional growth, leading to higher job satisfaction and retention.

The research further emphasizes that investment in employee development is not just a short-
term cost but a long-term gain, as it enables organizations to remain competitive in a rapidly
evolving marketplace. To maximize the impact, organizations should regularly assess training
needs, tailor programs to diverse employee needs, and adopt modern training techniques,
such as e-learning and experiential learning.

Ultimately, fostering a supportive environment for training and development is essential for
organizational resilience, adaptability, and sustainable growth. The findings of this study
advocate for a strategic, systematic approach to employee development that is ingrained in
the organizational culture, ensuring that both individuals and the organization thrive in the
face of future challenges.

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,

Page 74
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.

Finally, to make any training program successful the cooperation of the management and the
employees are essential.

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.

Page 75
CHAPTER 8
BIBLIOGRAPHY

BOOK:-
• Ambika Bhatia & Lovleen Kaur (2014), Global Journal of Management and
Business Research, Volume 11 Issue 7 Version 1.0, Global Journals Inc. (USA),
• Bhatia et al. (2014), Global Training & Development trends & Practices: An
Overview, International Journal of Emerging Research in Management &Technology
ISSN: 2278-9359 (Volume-3, Issue-8)
• Chopra, Bhanu, (2015), Importance of training and development in an organization,
The Times of India, New Delhi.
• Ganesh, M.Indradevi R,(2015), Importance and Effectiveness of Training and
Development, Mediterranean Journal of Social Sciences, Vol. 6.
• Swaminathan, J. and Gowri Shankar, U,(2011) Perceived Effectiveness of
Training and Development, International Journal of Current Research, Vol. 3, Issue 6.
• Agarwal R.D, Dynamics of personal Management in India, New Delhi, Tara
McGraw-Hill Publishing Co., 1977.
• Arthur Tofflr and A.J Strickland, Strategic Management, Tata McGraw-Hill
Publishing Co., New Delhi 1977.
• R.M Silverman, “ Learning Theory Applied to Training”, Reading, M.A, Addison-
Wesley, 1977.
• L.E.O Day, “The Pitfalla of Diversity Training”, Training and Development, 49
October 1995.
• Anderson, G. (1994), A proactive model for training needs analysis. Journal of
European Industrial Training, 18
• Baleen, P. & Hogenson, J. (1998). Trainin and development in the Dutch context: an
overture to the knowledge society? Journal of European Industrial Training.
• Sharon Pande, Swapnil Bask (2012). Human Resource Management, Delhi, Pearson
publishing.
• Budhwar, P.S., Al-Yahmadi, S. and Debrah, Y. (2002). Human resource
development in the Sultanate of Oman. International Journal of Training and
Development.

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• Armstrong, M. (2014). Armstrong’s Handbook of Human Resource Management
Practice (13th ed.). Kogan Page. This book provides a comprehensive overview of
human resource management, including theories and practical approaches to training
and development within organizations.
• Noe, R. A. (2017). Employee Training and Development (7th ed.). McGraw-Hill
Education.
• Blanchard, P. N., & Thacker, J. W. (2013). Effective Training: Systems, Strategies,
and Practices (5th ed.). Pearson Education. This text discusses systems and strategies
for developing effective training programs in organizations.

• Garavan, T. N., Carbery, R., & Rock, A. (2012). "Mapping talent development:
definition, scope and architecture." European Journal of Training and
Development.This article focuses on the broader scope of talent development and its
connection with training in the workplace.
• Kirkpatrick, D. L. (1994). Evaluating Training Programs: The Four Levels Berrett-
Koehler.
• Salas, E., Tannenbaum, S. I., Kraiger, K., & Smith-Jentsch, K. A. (2012). "The
Science of Training and Development in Organizations: A thorough review of the best
practices in training, backed by psychological research and science.
• Goldstein, I. L., & Ford, J. K. (2002). Training in Organizations: Needs
Assessment, Development, and Evaluation (4th ed.). Wadsworth/Thomson Learning.

• McGuire, D. (2014). Human Resource Development (2nd ed.). SAGE Publications.

• Aguinis, H., & Kraiger, K. (2009). "Benefits of Training and Development for
Individuals and Teams, Organizations, and Society." Annual Review of Psychology,
60.
• Werner, J. M., & DeSimone, R. L. (2011). Human Resource Development (6th ed.).
Cengage Learning. This book covers the fundamentals of HR development, with an
emphasis on training and career development practices.
• Baldwin, T. T., & Ford, J. K. (1988). "Transfer of Training: A Review and
Directions for Future Research." Personnel Psychology.

Page 77
 Website:-

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Page 78
 ANNEXURE:
A STUDY ON TRAINING & DEVLOPMENY IN ORGANISATION

QUESTIONNAIRE:
Q1. Name of Respondent?

Q2. What is Respondent Gender?

A) Male
B) Female

Q3. Showing respondents in age?

A) Above 20

B) Between 30-40

C) Above 40

D) Above 30

Q4. Do you think Training Is Necessary For Any New Employee?

A) Required

B) Somewhat required

C) Must

D) Not at all required

Q5. How many years training is being provided?

A) 0-5

B) 5-10

C) 10-15

D) More than 15

Page 79
Q6. Showing respondents Marital status?

A) Single

B) Married

C) Prefer not to say

Q7. What is the Kind Of training is Given In the Organization?

A) In-house training

B) External training

C) Both

Q8.Does training result in the adoption of new working methods?

A) Yes

B) No

C) Depends

Q9.The awareness on the objectives of the program at the time of your Nomination?

A) Very little

B) Little

C) Fully

D) Not aware

Q10. What is respondents annual income?

A) Less than 1-5 Lakh

B) 5-10 Lakh

C) More than 10 Lakh and above

Page 80
Q11.Which that respondents opinion about efficiency in work through training and
development?

A) Agree

B) Strongly agree

C) Neutral

D) Disagree

E) Strongly disagree
Q12.Respondents view on training and development program help in personal growth?

A) Agree

B) Strongly agree

C) Neutral

D) Disagree

E) Strongly disagree
Q 13 What is respondents in qualification?

A) Under Graduation

B) Post Graduation

C) Diploma

D) Others

Q14 Respondents rating on their satisfaction level of training and development program
taken in your organization?
A) 1 - Very Dissatisfied (Lowest)
B) 2 – Dissatisfied
C) 3 – Neutral
D) 4 – Satisfied
E) 5 - Very Satisfied (Highest)

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Q15 How many years of experience do you have in your field?

A) Less than 5 years

B) 6-10 years

C) 10-15 years

D) More than 15 years

Q16 What are the respondents Shift?

A) Day

B) Night

Q17 What are the Duration of the Training Program?

A) Yes

B) No

Q18 What the method of Training programs that you have Attended?

A) Theoretical Method

B) Audio Visual Method

C) Group Interaction Method

D) On the Job Training

Q19 What is the Average Duration of the Training Sessions?

A) 1 day only

B) 1 week

C) 2-5 days
Q20 How far do you rate that training has helped in reducing absenteeism?

A) Not at all
B) To a small extent
C) To a moderate extent
D) To a great extent
E) To a very great extent

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Q21 What are the Respondents view on the Competency level of employees increases due
to Training and development?

A) Agree

B) Strongly agree

C) Neutral

D) Disagree

E) Strongly disagree
Q22 Respondents opinion whether the oraganization conduct training and development
program?
A) Yes
B) No

Q23 What are the respondents attended number of training sessions?

A) Less 0-2

B) 2-3

C) 3-4

D) More than 5

Q24 What are the number of times training and development program is conducted
in their organization?

A) Every month

B) Half Yearly

C) Once in a year

Q25 Are respondents view on training and development reduce the stress of the
employees?

A) Agree

B) Strongly agree

C) Neutral

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 D) Disagree

E) Strongly disagree

Q26 Respondents view on training and development teach the technique of

performing a job to employees?

A) Agree

B) Strongly agree

C) Neutral

D) Disagree

E) Strongly disagree

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