Training & Development
Training & Development
Training & Development
By
SAHLINI TAMMALWAR
13031E0036
Kukatpally, Hyderabad-500085.
2013-2015
C E R T I F I C AT E
This is to certify that the project entitled A PROJECT REPORT ON
TRAINING AND DEVELOPMENT - A KEY TOOL FOR ORGANIZATIONAL
EFFECTIVENESS IN BHEL ,HYDERABAD being submitted by SHALINI
TAMMALWAR (13031E0036) in partial fulfilment for the award of MBA degree to
JAWAHARLAL NEHRU TECHNOLOGICAL UNIVERSITY HYDERABAD, is a
record work carried out by her under the guidance and supervision. The results embodied in
this report have not been submitted to any other University or Institution for the award of
any degree or diploma.
Place: Hyderabad
Date:
GUIDES CERTIFICATE
This is to certify that the project report entitled A PROJECT REPORT ON
TRAINING AND DEVELOPMENT - A KEY TOOL FOR ORGANIZATIONAL
EFFECTIVENESS IN BHEL , HYDERABAD is a bonafied work carried out by
Place: Hyderabad
Date:
A.SANTOSH KUMARI
Asst Professor in Management Science
& Co-ordinator Academic &Planning
JNTUH, Hyderabad.
DECLARATION
AND
DEVELOPMENT
KEY
TOOL
FOR
Place: Hyderabad
Date:
SHALINI TAMMALWAR
4
ACKNOWLEDGEMENT
I take immense pleasure in thanking A.Santosh Kumari, Asst Professor &
Co-ordiantor Acadermic & Planning for his valuable guidance and support in
due course of preparing this report.
I wish to express my deep sense of gratitude for able guidance and useful
suggestions by Dr.A.Prabhu Kumar, which helped me in completing the
project work, in time.
Words are inadequate in offering my thanks to the Project Trainees and Project
Assistants, for their encouragement and cooperation in carrying out the project
work.
Finally, yet importantly, I would like to express my heartfelt thanks to my
beloved parents for their blessings, my friends/classmates for their help and
wishes for the successful completion of this project.
SHALINI TAMMALWAR
(13031E0036)
TABLE OF CONTENTS
S.No
Title
01
INTRODUCTION TO TRAINING&DEVELOPMENT
02
RESEARCH METHODOLOGY
03
Page No.
COMPANY PROFILE
04
05
06
07
ABSTRACT
KEY
TOOL
FOR
ORGANIZATIONAL
This project has helped the investigator to understand the various fine
tuned evaluation practices implemented by the company and the need of
developing global workforce. It also helped to know the employees
suggestion to make the training programmes more effective and also helps
the organization to increase the productivity. The study helps to know the
various parameters of the training programmes that help to increase the
training effectiveness.
1.0
INTRODUCTION
global
managers:
international
travel;
the
formation
of
(1) Preparatory training for expatriates: once a person has been appointed
for an international assignment, pre-departure training is normally used to
ensure the candidate has adequate skills and knowledge that are
necessary for working abroad effectively.
an
essential
ingredient
to
improve
performance.
However,
1.2 Case Study A very brilliant marketing professional went to Arab for
the sale of his
11
Companys soft drink. But he came back with no results. When asked
about the failure of
the mission, he answered that he prepared three cartoons. Cartoon-1Displaying a man looking exhausted and tired, is walking in desert in
scorching heat. Cartoon-2- Displaying the same man opening bottle and
drinking the soft drink. Cartoon-3- Displaying the man feeling alive and
refresh again. Though, his strategy was good, unfortunately fails because
he was unaware that Arab people read from right to left. Moral here is
localization is a key to success.
There are some major barriers in the transfer of training when it
comes to giving training in other countries
Culture
Language
1. Spoken
2. Unspoken
Social Structure
1. Individual
2. Assumptions
3. Group
simple
things
that
seem
simple
and
straightforward
to
13
For instance, In US, if the trainer gets late for a scheduled training
session it is treated as a breach of etiquette. And it may result in loss of
trainers respect and failure in transfer of training.
Language
comprises
of
both
spoken
and
unspoken
means
of
14
15
16
1.
2.
DESIGNATION
17
3.
Develop
This phase requires listing the activities in the training program that will
assist the participants to learn selecting delivery method, examining the
training material, validating information to impart to make it accomplishes
all the goals & objectives.
4.
Implementing
It is the hardest part of the system because one wrong step can lead to the
failure of whole training program.
5.
Evaluating
Evaluating each phase so as to make sure it has achieved its aim in terms of
subsequent work performance. Making necessary amendments to any of the
previous stage in order to remedy or improve failure practices.
18
2.0 INTRODUCTION
Research methodology is a way of systematically solving the research
problem. It deals with the research Designation used and methods used to
present the study. Research is an academic activity and as such the term
should be used in a technical sense. According to Clifford Woody research
comprises defining and redefining problems, formulating hypothesis or
suggested solutions, collecting, organizing and evaluating data; making
deductions and researching conclusions and at last carefully testing the
conclusions to determine whether they fit the formulating hypothesis.
19
21
The period of study was limited to a period of 3 month from August 17 th,
2015-NOVEMBER 20th 2015 excluding data collection, data analysis and
report preparation.
22
Factor Analysis
Factor analysis attempts to identify underlying variables, or factors, that
explain the pattern of correlations within a set of observed variables. Factor
analysis is often used in data reduction to identify a small number of factors
that explain most of the variance that is observed in a much larger number of
manifest variables. Factor analysis can also be used to generate hypotheses
regarding causal mechanisms or to screen variables for subsequent analysis
(for example, to identify co linearity prior to performing a linear regression
analysis).
Meaning
Training and development of human resources in an organization have
been recognized as an important tool for the development of desirable motives
and attitude on the part of both management and labour. Training serves as
an important means for the development of effective work habit and methods
23
of work and thereby improves job performance, reduces waste and accidents,
prepares individuals for modified jobs, avoids unnecessary turnover, improves
the quality of the product and so on.
Definition
One can define training as the process of enhancing knowledge, developing
skills and changing attitudes of people so that they are effective in their
workstation and shoulder higher responsibilities. After an employee is
selected, placed and introduced in an organization he/she must be provided
with training facilities in order to adjust him to the job. Training is a short
term educational process and utilizing a systematic and organized procedure
by which employees learn technical, knowledge and skills for a definite
purpose.
with
practical
examples
provided
for
both
large
and
small
organizations.
24
strategies, managers everywhere are being told to provide even more training
for their workers, especially in the light of developments such as total quality
management, increased automation and expanded employee participation.
The answer does not lie in more training, but rather in better, "smart"
training.
Mager, 2011 stated that training can be a great investment and training
Phillips, 2013 stated that the most effective programmes train workers
25
enhance training results. One can conclude that training is not always the
answer, and when it is the answer, it has to be the right training.
Consider the popular and often repeated quotation. Given a person a fish
and you feed him for a day. Teach a person to fish and you feed him for a
lifetime. This is simple but profound saying is attributed to the wisdom of
Confucius who lived in the 5th century BC. Given todays business climate and
the exponential growth in technology with its effect on the economy and
society at large the need for training is more pronounced than ever.( Susan
D. Mclelland 2010)
26
COUNTRY
BHEL
54562
40527
1940
1320
21220
11284
About 30 KMS a way from the city centre on the fringes of the historical city
of the Qutub Shahi Kings lies the hub of the Ramachandrapuram Unit of
27
28
3.4 PRODUCTS: BHEL manufactures a wide range of power plant equipment and also
caters to the industries sector.
The products like :
Gas Turbines
Steam Turbines
Compressors
Turbo Generators
Pumps
Pulverizes
Switchgears
Solar Water Heating Systems
Oil Rings
Electrics for Urban Transportation System
3.5 OUR VALUES
Our patients trust our medicines and we believe that this trust must be earned
every single day. We continually remind ourselves that the interests of our
patients must always come first. In pursuit of this, we believe in creating an
environment of innovation and learning, as we push ourselves to reach higher
levels of excellence.
continuous
improvement
and
sustained
focus
on
elimination of waste.
year. As need is identified on the basis of above explained method, the training
calendar is prepared after identification of training needs. Some times if new
technology is adopted then that particular training is included in training
program
3.7 Training Need Identification
In analysis of training need is an essential requirement to the
DESIGNATIONn of effective training. The purpose of training need analysis is
to determine whether there is a gap between what is required for effective
performance and present level of performance. The first step in training is to
determine what training, if any, is required. The main task in assessing the
training needs of the new employees is to determine what the job entails and to
break it down into subtasks, each of which is then taught to the new
employee .In L& T there are generally three methods for identification of need
as certified by ISO-9001.
Competency mapping:
In L& T head of the department maintains the data about
competency of there subordinates which is then sent to training and
development department and according to competency mapping chart
training need is identified. Competency mapping chart is prepared on the
basis of existing employee skills, qualification and desired skills and
experience then a gap is identified in between existing and desired skills.
Out of 5 marks points are assigned to employees on the existing
competency and desired competency to find out the gap. Overall analysis
of employees is done and whole chart is prepared and then training need
is identified on the basis of this chart.
31
Immediate superior:
This method is practically followed in DR. REDDYS for identifying
training need. Head of department asses employees under him and gives
the data to top management about the trainings needed to all employees,
then common need is identified for all employees.
32
Evaluation
CHAPTER -IV
34
4.1RELIABILITY
Table 5.1Reliability Statistics
Cronbach's
N of Items
Alpha
.964
135
Variance
206.555
Std. Deviation
14.372
N of Items
135
INFERENCE: Cronbachs alpha has been run for to check their reliability. The
above table displays some of the results obtained. The overall alpha for the all
items is 0.964, which is very high and indicates strong internal consistency
among the given items.
35
Junior level
D
E
S
I
G
Middle level
N
A
T
I
O
Senior.
N
level
Total
Count
%
within
DESIG
NATION
Count
%
within
DESIG
NATION
Count
%
within
DESIG
NATIO
N
Count
%
within
DESIG
NATIO
N
Total
18
16
36
5.6%
50.0%
44.4%
100.0
%
26
32
6.2%
12.5%
81.2%
100.0
%
14
32
12.5%
8.0%
14
43.8
%
43.8%
100.0
%
36
56
220
36.0
%
56.0%
100.0
%
Chi-Square Tests
Pearson Chi-Square
Likelihood Ratio
Value
df
13.963a
14.993
4
4
Asymp.
(2-sided)
.007
.005
Sig.
36
Linear-by-Linear
Association
N of Valid Cases
.154
.695
220
37
Junior
level
DESIG
NATIO
N
Middle
level
Senior.
level
Total
Count
%
practice
LOW
2
within
5.6%
DESIGNATION
Count
2
%
within
6.2%
DESIGNATION
Count
6
%
within
18.8%
DESIGNATION
Count
10
%
within
10.0%
DESIGNATION
Total
MEDIUM
24
HIGH
10
36
66.7%
27.8%
100.0%
22
32
25.0%
68.8%
100.0%
12
14
32
37.5%
43.8%
100.0%
44
46
220
44.0%
46.0%
100.0%
Chi-Square Tests
Value
Pearson Chi-Square
Likelihood Ratio
Linear-by-Linear
Association
N of Valid Cases
16.982
16.564
.070
df
Asymp.
4
4
(2-sided)
.002
.002
.791
Sig.
220
From the above table, chi square is significant (sig. value is less than 0.05),and
hence null hypothesis is rejected. It means that there is a significant
association between DESIGNATION and their opinions on training reflected
current practice. So it is evident that the present training practices carried out
by the organization is related to their career development. 46 % of the total
sample which is combination of different designations has also showed high
response
regarding
the
present
training
practices
conducted
in
the
organization.
39
Junior
level
DESIG
NATIO
N
Middle
level
Senior.
level
Total
Count
%
within
0.0%
DESIGNATION
Count
2
%
within
6.2%
DESIGNATION
Count
4
%
within
12.5%
DESIGNATION
Count
6
%
within
6.0%
DESIGNATION
36
61.1%
38.9%
100.0%
22
32
25.0%
68.8%
100.0%
14
14
32
43.8%
43.8%
100.0%
44
50
220
44.0%
50.0%
100.0%
Chi-Square Tests
Value
Pearson Chi-Square
Likelihood Ratio
Linear-by-Linear
Association
N of Valid Cases
12.827
14.521
.200
df
Asymp.
4
4
(2-sided)
.012
.006
.655
Sig.
220
41
openly
share
theirTotal
Junior
level
DESIG
NATIO
N
Middle
level
Senior.
level
Total
Count
%
other
LOW
8
within
22.2%
DESIGNATION
Count
2
%
within
6.2%
DESIGNATION
Count
8
%
within
25.0%
DESIGNATION
Count
18
%
within
18.0%
DESIGNATION
MEDIUM
14
HIGH
14
36
38.9%
38.9%
100.0%
22
32
68.8%
25.0%
100.0%
18
32
56.2%
18.8%
100.0%
54
28
220
54.0%
28.0%
100.0%
Chi-Square Tests
Value
a
Pearson Chi-Square
9.129
Likelihood Ratio
9.873
Linear-by-Linear
1.873
Association
N of Valid Cases
220
a. 0 cells (0.0%) have expected count less
df
4
4
.058
.043
.171
than 5. The
42
INFERENCE: From the above table, chi square not significant (sig. value is
greater than 0.05), and hence there is no evidence to reject null hypothesis. It
means that there is no significant association between Designation and their
opinions on people openly share their knowledge and ideas with each other.
Majority of the respondents mostly from the Middle level i.e. 50% of the
employees think that sharing their knowledge and ideas with each other may
not be more useful in
The training activities.
43
* 23.The
customized
programs
23.The
Junior
level
DESIG
NATIO
N
Middle
level
Senior.
level
Total
Count
%
training
organizationTotal
11.1%
DESIGNATION
Count
2
%
within
6.2%
DESIGNATION
Count
4
%
within
12.5%
DESIGNATION
Count
10
%
within
10.0%
DESIGNATION
61.1%
27.8%
100.0%
24
32
18.8%
75.0%
100.0%
18
10
32
56.2%
31.2%
100.0%
46
44
220
46.0%
44.0%
100.0%
Chi-Square Tests
Value
Pearson Chi-Square
Likelihood Ratio
Linear-by-Linear
Association
N of Valid Cases
18.703
19.275
.064
df
Asymp.
4
4
(2-sided)
.001
.001
.801
Sig.
220
44
INFERENCE: From the above table, chi square is significant (sig. value is less
than 0.05), and hence null hypothesis is rejected. It means that there is a
significant association between DESIGNATION and their opinions on training
organization developed customized programs. It is evident that majority of the
employees i.e. 46% of the employees from the senior Middle and Junior level felt
that standardized programs should be designed in order to make the training
very effective.
Count
facilities
materials
LOW
MEDIUM
2
20
HIGH
14
and
36
45
Junior
level
DESIG Middle
NATIO level
N
Senior.
level
Total
within
5.6%
DESIGNATION
Count
0
%
within
0.0%
DESIGNATION
Count
4
%
within
12.5%
DESIGNATION
Count
6
%
within
6.0%
DESIGNATION
55.6%
38.9%
100.0%
10
22
32
31.2%
68.8%
100.0%
10
18
32
31.2%
56.2%
100.0%
40
54
220
40.0%
54.0%
100.0%
Chi-Square Tests
Value
Pearson Chi-Square
Likelihood Ratio
Linear-by-Linear
Association
N of Valid Cases
df
Asymp.
10.430a 4
11.733 4
(2-sided)
.034
.019
.607
.436
Sig.
220
46
training and also updated information and all the other material is very
important in order to make the training very effective.
Junior
DESIG level
NATIO
N
Middle
level
Count
%
work
LOW
2
within
5.6%
DESIGNATION
Count
0
%
within
0.0%
DESIGNATION
Count
6
MEDIUM HIGH
28
6
36
77.8%
16.7%
100.0%
18
14
32
56.2%
43.8%
100.0%
12
14
32
47
Senior.
level
Total
within
18.8%
DESIGNATION
Count
8
%
within
8.0%
DESIGNATION
37.5%
43.8%
100.0%
58
34
220
58.0%
34.0%
100.0%
Chi-Square Tests
Value
Pearson Chi-Square
Likelihood Ratio
Linear-by-Linear
Association
N of Valid Cases
17.185
19.188
1.052
df
Asymp.
4
4
(2-sided)
.002
.001
.305
Sig.
220
48
Junior
level
DESIG
NATIO
N
Middle
level
Senior.
level
Total
Count
%
11.1%
DESIGNATION
Count
0
%
within
0.0%
DESIGNATION
Count
0
%
within
0.0%
DESIGNATION
Count
4
%
within
4.0%
DESIGNATION
36
66.7%
22.2%
100.0%
26
32
18.8%
81.2%
100.0%
22
10
32
68.8%
31.2%
100.0%
52
44
220
52.0%
44.0%
100.0%
Chi-Square Tests
Value
Pearson Chi-Square
Likelihood Ratio
Linear-by-Linear
Association
N of Valid Cases
32.284
34.266
2.634
df
Asymp.
4
4
(2-sided)
.000
.000
.105
Sig.
220
50
training
helpedTotal
Junior
level
DESIG
NATIO
N
Middle
level
Senior.
level
Total
Count
%
skills
LOW
2
within
5.6%
DESIGNATION
Count
0
%
within
0.0%
DESIGNATION
Count
0
%
within
0.0%
DESIGNATION
Count
2
%
within
2.0%
DESIGNATION
MEDIUM
20
HIGH
14
36
55.6%
38.9%
100.0%
16
16
32
50.0%
50.0%
100.0%
18
14
32
56.2%
43.8%
100.0%
54
44
220
54.0%
44.0%
100.0%
Chi-Square Tests
Value
df
Asymp.
Sig.
(2-sided)
51
Pearson Chi-Square
Likelihood Ratio
Linear-by-Linear
4.173a
4.703
4
4
.383
.319
.697
1
.404
Association
N of Valid Cases
220
a. 3 cells (33.3%) have expected count less than 5. The
minimum expected count is .64.
INFERENCE: From the above table, chi square is not significant (sig. value is
greater than 0.05), hence there is no evidence to reject null hypothesis. It
means that there is no significant association between Designation and their
opinions on training help to our employees build on current knowledge and
skills. Most of the employees thought that i.e. 54% of the employees from
different level thought that the skill and the knowledge which are the major
criteria for doing the work has not been significantly developed with the
training provided by the organization.
.723a
ANOVAa
Model
.523
Sum
.508
ofdf
.396
Mean SquareF
Sig.
Squares
52
Regression
16.491
3
5.497
35.019 .000b
1
Residual
15.069
96
.157
Total
31.560
99
a. Dependent Variable: 19.Overall, we are satisfied with the training
Coefficientsa
Model
(Constant)
Training takes place
as
per
the
Unstandardized
Standardized
Coefficients
B
Std. Error
.285
.212
Coefficients
Beta
training.312
Sig.
1.341
.183
.084
.303
3.718
.000
.066
.348
4.425
.000
.094
.297
3.322
.001
their
knowledge
and.292
build
on
their.313
53
5.1 FINDINGS
NULL HYPOTHESES
SIG. VALUE
H01: There is no significant association between
RESULT
DESIGNATION
Rejected
and
their
opinions
on training 0.007
and
their
opinions
on training 0.002
Rejected
and
their
opinions
on training 0.012
Rejected
ACCEPTED
54
and
their
opinions
on training 0.001
Rejected
Rejected
and
their
opinions
on training 0.002
Rejected
and
their
opinions
on training 0.000
Rejected
0.383
ACCEPTED
skills
5.2 FINDINGS:
the job and also the same expressed by Senior level and also top level
employees.
H02: There is no significant association between DESIGNATION and
their opinions on training reflected current practice. Chi square is
significant (sig. value is less than 0.05), and hence null hypothesis is
rejected. So it is evident that the present training practices carried out by
more useful.
H05: There is no significant association between DESIGNATION and
their opinions on training organization developed customized
56
programs. Chi square is significant (sig. value is less than 0.05), and
hence null hypothesis is rejected. It is evident that majority of the
employees i.e. 46% of the employees from the senior Middle and Junior
level felt that standardized programs should be designed in order to make
designed individually.
H08: There is no significant association between DESIGNATION and
their opinions on training helped employees work with people. Chi
square is significant (sig. value is less than 0.05), and hence null
hypothesis is rejected. Based on the respondents i.e. from the Employees
working in the Middle level and also from the senior level thought that
57
5.5 SUGGESSIONS:
58
There are certain suggestion given by the respondents when the online
questionnaire form was sent to them, they are:
need
deviations.
59
5.6 CONCLUSION
From the above data we can see that to enhance the effectiveness of Training
and Development of employees in BHEL, Hyderabad. The feedback of the
employees is considered and we can estimate about the important areas
progress in training and development.
60
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Project
Management:
Communication,
61
REFERENCES:
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Expatriate Training And Development:Mark E. Mendenhall1, Gnter K.
Stahl2
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Hall.
Bartram, S. & Gibson, B. Training Needs Analysis, Volume 2 _ 2007_ Pg
154,Gower Pub Co
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Africa-
s_Practices_in_BRICs_Comparing_Perceptions_of_Managers_and_Employ
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QUESTIONNAIRE
PART-A - DEMOGRAPHIC FACTORS
1. NAME : _____________________________
2. AGE GROUP : a)20-30
3. GENDER :
a) Male
b)30-40
c)40-50
d)50-60
b) Female
4. Designation :
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a) Technician/Executives
b) Junior Engineer/ Executives
c) Senior Engineer/ Executives
d) Manager level
e) Any other
5. Education Qualification :
a) Diploma
b) Graduate
c) Post Graduate
d) Professionals
e)
Any other
6. Experience :
a) Less than 2 year
b) 2-5 years
c) 5-8 years
d) 8-11years
PART-B TRAINING & DEVELOPMENT
1. What are the methods to identify the training needs in BHEL?
a) Observation
b) Individual Interviews
c) Job description
d) Critical Incident
e) Performance Appraisal f) Others
2. How often an employee is to be nominated for a training programme(s)?
a) Once in month
(
)
b) Once in a quarter
(
)
c) Once in a year
(
)
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d)
e)
Twice in a year
If others please specify
3. Types of Training
a) Technical Based
b) Behavioral Based
c) Skill Development
d) Project based
e) If others please specify
(
(
(
(
)
)
)
)
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