CHAPTER-I

INTRODUCTION OF PROJECT
 .
INTRODUCTION

1.1 INTRODUCTION

The survival of any organization in the competitive society lies in its ability to train its
human resource to be creative, innovative, inventive who will invariably enhance
performance and increase competitive advantage. Training and development are an aspect
of human resource and competence capable of improving employees‟ ability to perform
more efficiently. Training and development play a vital role in the effectiveness of an
organization. It is one of the most pervasive techniques for improving employees‟
performance enhancing organization productivity in the work place. Employees are the
indispensable asset and key element of gaining competitive advantage of any
organization e practices that help in enhancing employees‟ skills, knowledge, and
training is essential tool for its actualization. The level of competency, skills and ability of
the workforces of an organization influences its ability to preserve its obtained positions
gain competitive advantage. Meanwhile, employee’s competence, skills and pro- activeness
is directly proportional to the level at which organization can compete with others.
Organizations are confronting with increased competition on resulting from changes in
technology, economic environments, globalization etc. Training and development have
become one of the necessary functions in most organizations, because they lead to high
performance in the same field and are important part of human resource department, it has
a significant effect on the success of an organization through improving employee
performance.

1.1.2 TRAINING
Training is concerned with the teaching/learning carried on for the basic purpose of
enabling the employees to acquire and apply the knowledge, skills, abilities and attitudes
needed by that organization. The objective of training is to develop specific and useful
knowledge, skills and techniques. It is intended to prepare people to carry out
predetermined tasks in well-defined job contexts. Training is basically a task- oriented
activity aimed at improving performance in current or future jobs.

2
 1.1.3 DEVELOPMENT
Development is concerned with the growth of employees in all respects. It is the process
by which managers or executives acquire skills and competency in their present jobs and
also capabilities for future tasks. The purpose of development is imparting advanced
knowledge and competencies among the employees. Development is a continuous
process of building competencies of employees and thus facilitating their overall
development

1.1.4 TYPES OF TRAINING AND DEVELOPMENT PROGRAM

ELearning
ELearning, on the other hand, relies on online videos, tests, and courses to deliver
employee training. Employees can do their training right in the palm of their hand with a
Smartphone or on their company computers. It’s one of the easiest types of employee
training to roll out to larger populations, especially for employees who are remote or have
high-turnover rates. With interactive games, tests, videos, activities, or even gamified
components, it can also go a long way towards keeping your employees engaged with the
training.

Hands-on training
Hands-on training includes any experiential training that‟s focused on the individual
needs of the employee. It‟s conducted directly on the job. Hands-on

training can help employees fit perfectly into their upcoming or current role, while enhancing
their current skills.

Coaching or mentoring
Coaching or mentoring can share similar qualities to hands-on training, but in this type of employee
training, the focus is on the relationship between an employee and a more experienced professional,
such as their supervisor, a coach, or a veteran employee.The one-on-one mentoring style creates a
relationship between employees that carries far beyond training. It also allows the employee to ask
questions they may not feel 3omfortable asking in a classroom, instructor-led training. This training
method can be done in person or virtually, through online coaching sessions.
3
 Group discussions and activities
For the right group of employees, group discussions and activities can provide the perfect training
option. It allows multiple employees to train at once, in an environment that better fits their current
departments or groups. These discussionsand activities can be instructor-led or facilitated by online
prompts that are later reviewed by a supervisor.
This type of employee training is best used for challenges that require a collaborative approach to
complex issues. Find ideas for training activities here.

Lecture-style training

Important for getting big chunks of information to a large employee population, lecture-style training
can be an invaluable resource for communicating required information quickly.

4
 CHAPTER-II
INSTITUTE PROFILE
 INSTITUTE PROFILE

M.C.C.T.M., established in 2010, is located in Satna, Madhya Pradesh. M.C.C.T.M.

offers courses to the students at UG and PG level. The institute offers a total of 8 courses to

students including M.Sc, BCA, B.Com, B.A, BBA, M.Com, PG Diploma and MSW.

M.C.C.T.M. courses are offered across 1 specialisation namely Computer Science. The

institute has a total seat intake capacity of 591 students and offers courses in Full Time

mode. M.C.C.T.M. courses are offered to students in various streams such as Science, IT &

Software, Accounting & Commerce, Humanities & Social Sciences and Business &

Management Studies.

Particulars Statistics

Campus Location Satna, Madhya Pradesh

Courses Offered UG and PG

No. of Seats 591

Median Salary 10000-150000

Fees Range 10000-50000

 CHAPTER-III

REVIEW OF LITERATURE
REVIEW OF LITERATURE

Aidah Nassazi (2013) According to this study “effects of training on employee

performance.” Employees are major assets of any organization. The active role they
play towards a company’s success cannot be underestimated. As a result, equipping
these unique assets through effective training becomes imperative in order to maximize
the job performance.

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.

As mentioned by Arnoff (1971), training sessions accelerate the initiative ability and
creativity of the workforce and facilitate to avoid human resource
obsolescence, that may occur because of demographic factors such as age,
attitude or the inability to cope with the technological changes. Obisi (2001),
reported that training is a systematic process of enhancing the knowledge, skills and
attitude, hence leads to satisfactory performance by the employees at job. He further
mentioned that the need and objectives of the training program should be identified
before offering it to the employees.

Armstrong M. (2009) has differentiated training from development by putting his

concept into words that development is meant to acquire new knowledge and skills that
help to progress into some future job requirements while training helps in gaining those
competencies that enable the employees to better perform in their present jobs.
Aswathappa (2000) also suggested that if the training and development function is to
be effective in the future and yields all expected returns, it will need to move beyond
its concern with techniques and traditional roles. On the other hand, development
focuses on building the knowledge and skills of organizational members so that
they will be prepared to take on new responsibilities and challenges.

ALDamoe 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

Akhtar et al. (2011) discovered that training has an optimistic association between
motivations along with job engagement involving personnel doing work in
organizations

T & D basically deals with the acquisition of understanding, knowhow, techniques and
practices. In fact, T & D is one of the imperatives of human resource
management as it can improve performance at individual, collegial and
organizational levels (Ahmad, Iqbal, Mir, Haider, & Hamad (2014). Khan (2001)
emphasizes that training focuses on present jobs while development prepares employees
for possible future jobs. Basically, the objective of T & D is to contribute to the
organization's overall goal.

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

According to Barzegar andShahroz (2011), the most important impact of

training on employees and organization performance is improve the quality and quantity
of organization‟s output, increase in the organization‟s profitability, safeguarding
the organization stability, minimizing the ri sk, decrease the organization cost and
expenses, improving the management of the organization and establishing the
organization as national and international entities.Training must be related to the
mission and performance goals of organization.
Bhatia (2014), Training is a medium to bring continuous improvement in the
quality of work performed; it would equip employees with necessary knowledge, skill,
abilities and attitude to perform their jobs.

Bartel (1994), reports that there is a positive correlation between effective

training program and employee productivity, however to make it possible, (Swart et al.,
2005), it is the responsibility of the managers to identify the factors that hinders
training program effectiveness and should take necessary measures to neutralize their
effect on employee performance. In addition, Ahmad and Bakar (2003), concluded that
high level of employee commitment is achieved if training achieve learning outcomes
and improves the performance, both on individual and organizational level. These
findings are also consistent with the results of Kim (2006) research work.

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

According to Brum (2007) training is probably the hardiest strategy to improve

employee’s determination towards the organization performance.
Batool and Bariha (2012) investigated that employees develop their sense of self-confidence, dignity,
self-worth as well as wellbeing when they find themselves to be a valuable asset to the
organizations. These factors provide them with a sense of satisfaction based on their achieved company
goals and continue to encourage them to effort towards the enhancement of the
organization to add value in its performance.

Bowra et al. (2011) has found successful organizations tend to be progressively knowing that there
are volume of factors which contribute to performance of organization but human resource is
definitely the most essential one

Review of Literature According to Chhopra, Bhanu (2015) training and development is an

indispensable function in an ever changing and fast paced corporate world but most of the companies
pay least importance to it.

Chris Obisi (2011) The ultimate aim of any training program is to add value and once a training
program cannot add value, it should be reworked or altogether revoked. Acquisition of new skills is
only possible with Training Programs and without skills organizations will not achieve its objectives
through people. Some organizations see training as an expensive venture and may put embargo on
training and utilize the money for other projects in the organization.
Casse and Banahan narrates that (2007), the different Viewed to training and development need to be
explored. It has come to their attention by their own preferred model and through experience with large
Organisations. The current traditional training continuously facing the challenges in the selection
of the employees, in maintaining the uncertainty related to the purpose and in introducing new
tactics for the environment of work and by recognizing this, they advising on all the problems,
which reiterates the requirement for flexible approach.

Moreover, Cambell (1971) has given his views as training improves the skill level of technical staff
during a short period of time for a specific objective while development allows the managers to
learn and grow during a long term learning period having wide-ranging objective
There is lower than average probability for employers to lose subordinates if adequate training is
provided in comparison to the employers that lack the ability to provide their employees a training
opportunity (Dearden et al., 1997).

The constructive outcome is accomplished when employees demonstrate positive perception and
that actively participate in the training and development program and enhanced feeling of
motivation and utilizing the opportunities available through the training program (Dubin, 1990;
Tharenou, 2001).

Singh and Madhumita (2012) believe that training is important mean to improve the employees‟
productivity which ultimately affects the organization performance and effectiveness.

Singh and Mohanty (2012) believe that training is important mean to improve the employees
productivity which ultimately affects the organization performance and effectiveness. On the other hand
Training must be talked in such a way that it covers the employee‟s performance-development needs
and is in accordance with their job descriptions.
 CHAPTER-IV
OBJECTIVES OF THESTUDY
OBJECTIVES OF STUDY

PRIMARY OBJECTIVE

To study the Impact of Training and Development among the employees.

SECONDARY OBJECTIVE

• To study the impact of training and development on performance and productivity

enhancement of the employees & organization
• To study the impact of training and development program on stress level
• To study the impact of training and development to increase competency of the
employee
 CHAPTER-V
RESEARCH METHODOLOGY
 RESEARCH AND METHODOLOGY

RESEARCH DESIGN

The analysis is of a Descriptive sort. It attempts to explain the employees' attitudes to the
training and development programs and their influence on them, Easy Random
Sampling was used to pick the workers for the analysis. The study sample size was 120
M.C.C.T.M. workers working at various Colleges.

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.

SOURCES OF DATA

For the purpose of the study two sources of data have been collected.

Primary Data

In order to gather Primary data, a survey will be carried out. It is the evidence that is
obtained directly by employees working in M.C.C.T.M. College of different college and
the data are collected on the basis of

• Personal questions

• Questionnaire
.3.2 Secondary Data

The method of convenient sampling that is, selecting the accessible population from the
workers, from whom information can be obtained. The rationale for using the convenience
sampling method was fast and expedient, Inexpensive, I understand the problem and I know
who I should be posing the problem, questions to find a solution to my studies.

STRUCTURE OF QUESTIONNAIRE
Multiple choice questions and Likert‟s scale questions.

SAMPLE SIZE

In this survey the sample size is 150 M.C.C.T.M. College employees working at various
College of different age group, employment status, educational criteria and
convenience sampling method is being used.

PERIOD OF STUDY

The period of study was from December 2023 to March 2024.

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.
 CHAPTER-VI
DATAANALYSIS & INTERPRETATION
 DATA ANALYSIS AND INTERPRETATION

1. PERCENTAGE ANALYSIS

Table 1. Showing respondents in age

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

Source: Primary Data

14%
52%
34%

Above 20 years Between 30-40

Above 40 years

CHART 1. Showing respondents in age

Inference
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
 Table 2. Showing respondents in gender

PERCENTAGE
GENDER NO OF RESPONDENTS
%

Male 64 53.3%

Female 56 46.7%

Total 120 100

Source: Primary Data

FEMALE

MALE FEMALE

Chart showing 2. Showing respondents in gender

Inference
From the above Chart it is interpretated that 53% of respondents are male and
47% of respondents are female.
 Table 3. Showing respondents Marital status

MARITAL STATUS NO. RESPONDENTS PERCENTAGE

Single 64 53.3%

Married 48 40%

Prefer not to say 8 6.7%

Total 120 100

Source: Primary Data

SINGLE
MARRIED
PREFER NOT TO SAY

Chart 3. Showing respondents Marital status

Inference
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.
 Table 4. showing respondents in qualification

NO OF PERCENTAGE
QUALIFICATION
RESPONDENTS %

UG 53 45%

PG 37 31%

Professional courses 18 15%

Diploma 11 9

Total 120 100

Source: Primary Data

UG PG PROFESSIONAL COURSES Diploma

Diploma
9%
PROFESS
IO
NAL UG
COURS 45%
ES 15%

PG
31%

Chart 4. showing respondents in qualification

Inference
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.
 Table 5. showing respondents in Designation

DESIGNATION NO OF RESPONDENTS PERCENTAGE

Principal 18 16%

H.O.D 15 13%
Professor 33 29 %
Assistant Professor 23 20%
Data analyst 9 8%
Accountant 16 14%
Peon 6 16%

Total 120 100

Source: Primary Data

Principal
H.O.D
Professor
Assistant Professor
Data analyst
Accountant
Peon

Chart 5. showing respondents in qualification

Inference
From the above Chart is interpretated that 29% of respondents are Professor,
20% of respondent are Assistant Professor, 16% of respondents are Peon, 14%
of respondents are Accountant , 13% of respondents are H.O.D
and 8% respondents are Data analyst.
 Table 6. showing respondents in annual income

ANNUAL INCOME 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 %
Source: Primary Data

1- 5 lakhs 5 -10 lakhs Above 10 lakhs

9%

36% 55%

Chart 6. showing respondents in annual income

Inference
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.
 Table 7. showing respondents Year of experience

YEARS NO OF RESPONDENTS PERCENTAGE

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

Source: Primary Data

Less than 5
years
6 - 10 years
10 - 15
years
More than
15 years

years

Chart 7. showing respondents Year of experience

Inference
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

31
 Table 8. showing respondents Shift

SHIFT NO OF RESPONDENTS PERCENTAGE

Day 90 75%

Night 30 15%

Total 120 100

Source: Primary Data

70

60

50

40 58
%
30 42%

20

10

0
Day Night

Chart 8. showing respondents Year of experience

Inference

From the above Chart it is interpretated that 58% of respondents have day shift
and 42% of respondents have night shift.
Table: 9. Showing that respondents opinion about efficiency in work
through training and development

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
Source: Primary Data

2%
7%
1%

31%
59%

Agree Strongly agree Neutral Disagree Strongly disagree

Chart: 9. Showing that respondents opinion about efficiency in work

through training and development

Inference
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.
Table 10. Respondents view on employees enhancement come
through Training and Development

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

Source : Primary Data

8%
6%

45%

31%

10%

Agree Strongly agree Neutral

Disagree Strongly disagree

Chart 10 : Respondents view on employees enhancement come through

Training and Development

Inference
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.
Table 11: Respondents view on training and development program help
in personal growth

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

Source : Primary Data

agree
strongly agree
neutral
disagree
strongly disagree

Chart 11: Showing respondents view on training and development

program help in personal growth

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.
Table12 : Respondents rating on how far training has helped in reducing
absenteeism

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

Source : Primary Data

50
45
N O R S ON E TS

40
35
O F E PD N

30 45
44
25
20
20
15
10
5 5 6
0
1 2 3 4 5
SATISFACTION LEVEL

Chart 12 : Respondents rating on how far training has helped in reducing

absenteeism

Inference
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.
Table 13 : Respondents view on the Competency level of employees
increases due to Training and development

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
Source : Primary Data

Agree
Strongly agree
Neutral
Disagree
Strongly disagree

Chart 13 : Respondents view on the Competency level of employees

increases due to Training and development

Inference
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.
Table 14 : Respondents opinion whether the oraganization conduct
training and development program

Particulars No of respondents Percentage

Yes 110 91.7%

No 10 8.3%

Total 120 100

Source : Primary Data

Yes

No

Chart 14 : Respondents opinion whether the oraganization conduct

training and development program

Interpretation

From the above Chart it is interpretated that 92% of the respondents are agree
and 8% of the respondents are disagree.
Table 15: respondents attending training and development program

Particulars No of respondents Percentage

Yes 110 91.7%

No 10 8.3%

Total 120 100

Source : Primary Data

8%

92%

Yes No

Chart 15: showing respondents attended training and development

program

Inference
From the above Chart it is interpretated that 92% of the respondents are agree
and 8% of the respondents are disagree.
Table 16: showing respondents attended number of training sessions

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

Source : Primary Data

more than 5

between 3-4

less than 2
between 2 - 3
between 3-4
more than 5

between 2 - 3

Chart 16: showing respondents attended number of training sessions

Inference

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.
Table 17 : showing number of times training and development program is
conducted in their organization
Time No Of Respondents Percentage
Once in a year 43
36%
Half Yearly 37
31%
Every Month 39
33%

Total 120 100

Source : Primary Data

Once in a year
Half Yearly
Every Month

Chart 17 : showing number of times training and development program is

conducted in their organization

Inference
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.
Table 18: respondents opinion about the type of training they have
attended
Types No of respondents Percentage

Technical 77 64%

Non technical 23 19%

Both 20 17%

Total 120 100

Source : Primary Data

Technical

Non
technical
Both

technical
Technical

Chart 18: showing respondents opinion about the type of training they
have attended

Inference
From the above Chart it is interpretated that 64% of the respondents have attended
technical training method, 19% of the respondents have got Non - technical training
and 19% of the respondent have got both technical and non technical training.
 Table 19 : respondents view on training and development reduce the
stress of the employees

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
Source : Primary Data

29% 28%
35

30
21%
25

20
12%
15 10%
10

0
Agree Strongly agree Neutral Disagree Strongly
disagree

Chart 19 : respondents view on training and development reduce the

stress of the employees

Inference
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.
Table 20: Respondents view on training and development teach the
technique of performing a job to employees

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
Source : Primary Data

Agree
Strongly agree
Neutral
Disagree
Strongly disagree

Chart 20 : respondents view on training and development teach the

technique of performing a job to employees

Inference
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.
Table 21: Respondents rating on their satisfaction level of training and
development program taken in your organization

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

Source : Primary Data

5 28
LEVEL OF SATISFACTION

4 48

3 38

2 5

1 1

NO OF RESPONDENTS

Chart 21: showing Respondents rating on their satisfaction level of

training and development program taken in your organization

Inference
From the above Chart it is interpretated 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.
Table 22. Respondents view on Training and development enhance the
performance and productivity of the employees as well as of the organization

Particulars No of respondents Percentage

Agree 47 48.3%
Strongly agree 42 28.3%
Neutral 19 15%
Disagree 12 9.2%
Strongly disagree 0 0
Total 120 100

Source : Primary Data

Agree
Strongly agree
Neutral
Disagree
Strongly disagree

Chart 22. showing respondents view on training and development enhance

the performance and productivity of the employees as well as of the
organization

Inference
From the above Chart it is interpretated that 39% of the respondents are agree, 35%
of the respondents are strongly agree, 16% of the respondents are neutral, 10% of
the respondents are disagree
 CHAPTER-VII
FINDINGS & SUGGESTIONS
 FINDINGS

Findings of the study

• Majority (52%) of the respondent fall in the age category of Above 20 years.

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

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

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

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

• Majority (90%) of the respondent are working in Day shift.

• Majority (59.2%) of the respondent are agreed that the training and

development program have helped you to improve your work efficiency

• Majority (45%) of the respondent are agreed that the employees

enhancement come through Training and Development

• Majority (84%) of the respondent are agreed that the training and

development have helped then in personal growth.

• Majority (38%) of the respondent rate 4 on 5 for for training has helped in

reducing absenteeism.

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

increases due to Training and development

• Majority (76%) of the respondent agree that the training and development reduces

the stress of the employees.

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

of training and development program taken in your organization.
 • Majority (76%) of the respondent have agreed that the Training and

development enhance the performance and productivity of the employees as well

as of the organization

Correlation Findings

Since the P value is 0.016 < 0.05, then alternate hypothesis accepted and there is positive
correlation between Training and development program teach techniques of performing a
job to employees and kinds of training and development program provided in organization.

T – TEST Findings

The result suggest that sig (2-tailed) value is <.001 which is less than 0.05, Training and
development has an effective impact over the shift timing and it was found training
and development is not helpful in reducing the stress of the employees working in
night shift.

ANOVA Findings

Since the P value is .539 > 0.05, then alternate hypothesis is rejected, There is no
significant difference between years of experience with regards to Training and
development enhance the performance and productivity of the employees as well as of the
organization.
 SUGGESTIONS

SUGGESTIONS

• Training and development enhances the personal growth of the employees as well
helps in accomplishment of organizational goal therefore every organization
should effectively train their employees.

• Majority of the respondent feels that stress level reduces due to training and
development, but employees working in night shift says that training and
development is not so helpful for them in reduction of stress thereby
organization is responsible to find the alternative way to keep up their
confidence level and which help them in reducing stress.

• The majority of respondents agree that training and growth are an important part of
the job, however, not all workers have undergone adequate training or have shown
interest in the training program.

• It is very much essential for an employee to get adequate training, so that he/she can
develop the skills and knowledge and put their best to achieve the goals, therefore
organization should provide relevant training and development programs.

• Provide adequate training program to each and every person arranged

periodically, The result of the training program also should be analyzed and training
should be arranged periodically.

• Provide employees motivation programs and other training programs for the
development towards profit making.

• Incentives beyond monetary ones can be effective for the night shift
employees i.e lessening the paper works, avoiding weekend work and a break
from less desirable works can serve as an incentive for night shift workers.

• Bringing some entertainment to training and development program will help the
trainee to focus more.


CHAPTER-VIII
LIMITATIONS
 LIMITATIONS

Some of the respondents can hide the real information.

• Some of the respondents avoid to fill the form.

• Sometime people did not have time to fill questionnaire, so

they mark option without even reading the question.
• A sample size cannot always represent the whole population. .

• As the questionnaires were got filled through Google form,

therefore 100% Response was not got despite several requests
and reminders
CHAPTER-IX
CONCLUSION

Training and development ultimately upgrade not only the productivity of

employees but also of the organization. College need to invest in on-
going employee training and development in order to both keep
employees and be successful. competitors. Training enhances employees‟
initiative and quality of work, thereby assisting them to be more committed
to achieving the organizational goals and objectives and in turn enhancing
employees‟ effectiveness within the organization. However, it is
recommended for management of organizations to give training and
development of employees a priority in order to get the best out workforce as
well as improving the organization‟s productivity. Further research
studies is also recommended on the training and development of employees
in order to have a broader understanding of its valuable impacts.

This study was a learning experience for me and I have come across the
impact of training and development of employees in M.C.C.T.M. College is
positive in response but still effective training sessions are necessary and post
training analyzation is rather important.
.

CHAPTER-X
REFERENCES
 REFERENCES

 WEBSITES

 www.google.com
 http://www.mcctm.in/about.html

REFERENCES

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Journals Inc. (USA),
• Arnoff (1971), Global Journal of Management and Business
Research, Volume 11 Issue 7 Version 1.0, Global Journals Inc. (USA).
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Development, International Journal of Current Research, Vol. 3, Issue
6.
• Aswathappa (2000),Importance and Effectiveness of Training
and Development, Mediterranean Journal of Social Sciences, Vol. 6.
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Review of Psycholog., 60:451–74
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Predicting immediate and longer-term transfer of training. Personnel
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• Daniels, S. (2003),” Employee Training; A Strategic Approach to better
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57
CHAPTER-XI
ANNEXUR

58
 APPENDIX - (QUESTIONNAIRE)

1. Name

2. AGE
• Above 20
• Between 30-40
• Above 40

3. Gender
• Male
• Female

4. Marital status
• Single
• Married
• Prefer not to say

5. Qualification

• Under Graduation
• Post Graduation
• Diploma
• Others

6. Designation
• Principal
• HOD
• Assistant Professor
• Accountant
7. Year of experience
• Less than 5 years
• 6 - 10 years36254
• 10 - 15 years
• More than 15 years

8 . Annual Income Level

• Less than 1-5 Lakh
• 5-10 Lakh
• More than 10 Lakh and above

9. Shift
• Day
• Night

10. Do you feel the training and development program have helped you to
improve your work efficiency

• Agree
• Strongly agree
• Neutral
• Disagree
• Strongly disagree

11. Do you agree that Employees enhancement come through Training

and development
• Agree
• Strongly agree
• Neutral
• Disagree
• Strongly disagree

12. Do you agree that training and development program helped in

personal growth
• Agree
 • Strongly agree
• Neutral
• Disagree
• Strongly disagree

13. How far do you rate that training has helped in reducing the absenteeism
• *
• **
• ***
• ****
• *****

14. Do you agree that Competency level of employees increases due to

Training and development
• Agree
• Strongly agree
• Neutral
• Disagree
• Strongly disagree

15. Do your organization conduct training and development program

• Yes
• No

16 . Have you attended training and development program

• Yes
• No

17. How many training sessions have you attended

• Less 0-2
• 2-3
• 3-4
• More than 5
18. How often training and development program is conducted in
your organization?
• Every month
• Half Yearly
• Once in a year

19. What kind of training and development programs are provided in

your organization?

• Technical
• Non-Technical
• Both

20. Do Training and development reduce the stress of the employees

• Agree
• Strongly agree
• Neutral
• Disagree
• Strongly disagree
21. Training and development teach the technique of performing a
job to employees
• Agree
• Strongly agree
• Neutral
• Disagree
• Strongly disagree

22. Rate your satisfaction level of training and development program

taken in your organization
• *
• **
• ***
• ****
• *****
23. Training and development enhance the performance and productivity of the employees
as well as of the organization
• Agree
• Strongly agree
• Neutral
• Disagree