Gayathri Mba Project

A STUDY ON EMPLOYEE TRAINING AND
DEVELOPMENT AT ABTEC
POOVANTHURUTHU
PROJECT REPORT
Submitted by
GAYATHRI N R
Reg.No. 721519631021
in partial fulfillment for the award of the degree
of
MASTER OF BUSINESS ADMINISTRATION
NEHRU INSTITUTE OF INFORMATION TECHNOLOGY

AND MANAGEMENT
NEHRU GARDENS, T.M PALAYAM P.O,
COIMBATORE-105
ANNA UNIVERSITY: CHENNAI 600 025
AUGUST 2021
ANNA UNIVERSITY: CHENNAI 600 025
BONAFIDE CERTIFICATE
Certified that the Project Report from “ABTEC LTD POOVANTHURUTHU
KOTTAYAM” is the bonafide work of Ms Gayathri N R”, carried out under my supervision.
HEAD OF THE DEPARTMENT SUPERVISOR
Mr. M. SATHISH KUMAR Dr. K. RAVIKUMAR
Department of Management Studies Department of Management Studies
Nehru Institute of Information Nehru Institute of Information

Technology and Management, Technology and Management,
Nehru gardens, Coimbatore- 105. Nehru gardens, Coimbatore -105.
Submitted for the Project Viva-Voce examination held on ___________
Internal Examiner External Examiner

DECLARATION
I, affirm that the Project work entitled “A STUDY ON EMPLOYEE TRAINING AND
DEVELOPMENT IN ABTEC LTD POOVANTHURURTHU KOTTAYAM” being
submitted in partial fulfillment for the award of MASTER OF BUSINESS
ADMINISTRATION is the original work carried out by me. It has not formed the part of any
other project work submitted for award of any Degree or Diploma, either in this or any other
University.
GAYATHRI N R
Register No: 721519631021

COMPANY CERTIFICATE
AKNOWLEDGEMENT
A project work is the process of experiencing a long way in helping up a person in his
respective profession and a group of kind hearts is behind its success. So we have taken this
golden opportunity to acknowledge those who molded up this study.
Initially I express my valuable and deep sense of gratitude and thankfulness goes to my
Ever Worthy CEO & Secretary Dr.P.KRISHNAKUMAR, Nehru Group of Institutions who
is always caring and dedicated towards the institution.
I am extremely grateful to the Principal and Head of the Department

Mr. M. SATHISH KUMAR, Nehru Institute of Information Technology and Management,
who has helped me in arranging this training.
Then gratitude goes to my Supportive and encouraging project guide

Dr.K RAVIKUMAR, Associate Professor, Department of Management Studies, Nehru
Institute of Information Technology and Management, for their support throughout the course
of my study and his timely advice and kind co-operation.
Then hearty gratitude goes to all my beloved FACULTY MEMBERS, Department of

Management Studies, Nehru Institute of Information Technology and Management for their
support whenever I need.
Then my gratitude to guide in the company Respectable Erudite SHIBU ANTONY, Head,
Human Resource Department, Roots Industries India Limited, Coimbatore who helped me
directly and indirectly in all the aspects of the project work.
Last but not the least I take this opportunity to thank the almighty and also to thank
my Parents, my friends for their encouragement and cooperation.
ABSTRACT
The main aim of this project work “a study on employee training and
development at Abtec company poovanthuruthu” is to known about how
employees training and development affects the organization. The primary
objective of this study is to find out employee training , and identifying the
factors leads to development of the employees such as environmental factors ,
technological factors, work overload , time constrains , lack of training
opportunities , inadequate recognition, inadequate salary , changing job role,
pure working condition , relationship with superior and co-workers. The sample
size is 100.The result of the study shows that the organisation provides
sufficient training programs to the employees and the developmental programs
increase the skills and knowledge of the employees in their jobs. The tools used
for the analysis are percentage analysis, correlation analysis , chisquare analysis.
-----------------------------------------------------------------------------------------------------------------
-----------------------------------------
LIST OF TABLES vii

LIST OF CHARTS viii
LIST OF FIGURES ix
CHAPTER NO. TITLE PAGE NO.
INTRODUCTION
1.1 Introduction about the topic
1.2 Review of literature
1.3 Introduction to the Study 1-14
1
1.3.1 Objective of the study
1.3.2 Scope of the study
1.3.3 Limitations of the study
INDUSTRY AND COMPANY PROFILE
2.1 Industry profile 15-24
2
2.2 Company profile
RESEARCH METHODOLOGY
3.1 Research methodology
3.2 Data collection 25-36
3
3.3 Sampling Method and Sample Size
3.4 Statistical Tools Used
ANALYSIS AND INTERPRETATION

4.1 Percentage Analysis
4.2 Chi square Test 37-63
4
4.3 correlation Test
FINDINGS, SUGGESTIONS AND CONCLUSION

5.1 Findings 64-65
5
5.2 Suggestions
5.3 Conclusion
BIBLIOGRAPHY
LIST OF TABLES
TABLE. PAGE
TITLE
No. No.
TABLE OF GENDER CLASSIFICATION OF RESPONDANCE
4.1.1 37
4.1.2 AGE WISE CLASSIFICATION 38
4.1.3 EXEPERINCE WISE CLASSIFICATION 39
TABLE OF METHODS USED TO INCREASE EXECUTIVE

4.1.4 SKILLS 40
RESPONSE OF EMPLOYEES ABOUT KNOWLEDGE AND

4.1.5 SKILLS 41
DEVELOPMENT PROGRAMMES HELPING IN DECISION

4.1.6 MAKING 42
THE AREA IN THE ORGANIZATION THAT SEEKS THE

4.1.7 43
DEVELOPMENT PROGAMME
4.1.8 METHODS PROVIDED FOR THE EXECUTIVE DEVELOPMENT 44
NEED FOR EXECUTIVE DEVELOPMENT FOR MAINTAINING

4.1.9 SOCIAL RESPONSIBILITY OF BUSSINESS 45
CRITERIA FOR SELECTION OF EMPLOYEES

4.1.10 46
AWARENESS OF THE NEED FOR EXECUTIVE DEVELOPMENT
4.1.11 IN THE ORGANIZATION 47
OPINION OF THE INFLUENCING FACTORS

4.1.12 48
THE NEED FOR DEVELOPMENT PROGRAMME FOR
4.1.13 MANAGERS 49
TYPE OF TRAINING PROVIDED BY THE COMPANY

4.1.14 50
TRAINNG PROGRAMME HELPS TO INCREASE
4.1.15 PRODUCTIVITY 51
TRAINING FREQUENTILY PROVIDE BY THE ORGANIZATION

4.1.16 52
SATISFACTION OF EMPLOYEES WITH PRESENT TRAINNING

4.1.17 53
PROGRAMME
METHODS USED FOR EVALUATING TRAINING
4.1.18 54
PROGRAMME
AWARENWS OF TRAINING PROGRAMME
4.1.19 55
EMPLOYEES FECILITY CONDUCTING TRAINING
4.1.20
PROGRAMME 56
4.1.21
MOST INTEGRAL PART OF TRAINING PROGRAMME 57
4.1.22 PROGRAMMES THAT HELPS TO SOLVE WORK RELATED
58
PROBLEMS OF EMPLOYEES
4.1.23
TRAINING AS A PART OF ORGANIZATION STRATEGYS 59
4.2 CHI-SQUARE 60
4.2.1.1 CHI-SQUARE CASE PROCESSING SUMMARY 60
4.2.1.2 CHI-SQUARE CROSS TABULATION 61
4.2.1.3 CHI-SQUARE TEST 61
4.3 CORRELATION TEST 62
4.3.1.1 CORRELATION TEST 62
4.3.1.2 CORRELATION TEST OUTPUT 63

LIST OF FIGURES AND CHARTS
CHART. PAGE
TITLE
No. No.
GENDER CLASSIFICATION OF RESPONDANCE
4.1.1 37
4.1.2 AGE WISE CLASSIFICATION 38
4.1.3 EXEPERINCE WISE CLASSIFICATION 39
METHODS USED TO INCREASE EXECUTIVE SKILLS

4.1.4 40
RESPONSE OF EMPLOYEES ABOUT KNOWLEDGE AND SKILLS

4.1.5 41
DEVELOPMENT PROGRAMMES HELPING IN DECISION MAKING
4.1.6 42
THE AREA IN THE ORGANIZATION THAT SEEKS THE
4.1.7 43
DEVELOPMENT PROGAMME
4.1.8 METHODS PROVIDED FOR THE EXECUTIVE DEVELOPMENT 44
NEED FOR EXECUTIVE DEVELOPMENT FOR MAINTAINING

4.1.9 SOCIAL RESPONSIBILITY OF BUSSINESS 45
CRITERIA FOR SELECTION OF EMPLOYEES

4.1.10 46
AWARENESS OF THE NEED FOR EXECUTIVE DEVELOPMENT IN
4.1.11 THE ORGANIZATION 47
OPINION OF THE INFLUENCING FACTORS

4.1.12 48
THE NEED FOR DEVELOPMENT PROGRAMME FOR MANAGERS
4.1.13 49
TYPE OF TRAINING PROVIDED BY THE COMPANY
4.1.14 50
TRAINNG PROGRAMME HELPS TO INCREASE PRODUCTIVITY
4.1.15 51
TRAINING FREQUENTILY PROVIDE BY THE ORGANIZATION
4.1.16 52
SATISFACTION OF EMPLOYEES WITH PRESENT TRAINNING
4.1.17 53
PROGRAMME
METHODS USED FOR EVALUATING TRAINING PROGRAMME
4.1.18 54
AWARENWS OF TRAINING PROGRAMME
4.1.19 55
EMPLOYEES FECILITY CONDUCTING TRAINING PROGRAMME
4.1.20 56
4.1.21 MOST INTEGRAL PART OF TRAINING PROGRAMME 57

PROGRAMMES THAT HELPS TO SOLVE WORK RELATED
4.1.22 58
PROBLEMS OF EMPLOYEES
4.1.23 TRAINING AS A PART OF ORGANIZATION STRATEGYS 59
CHAPTER I
INTRODUCTION
CHAPTER I
INTRODUCTION
1.1 INTRODUCTION ABOUT THE TOPIC
TRAINING AND DEVELOPMENT

Training is the one of the vital tools through which one can develop skills of the workers.
The provision of the training for the workers is the key ingredient in the process of
standards in increasingly competitive technologically advanced and environmentally
sensitive industry
Training helps re-orienting the behavior of individuals suited to the changed environment
in which he/she working. It also helps in improving higher skills, which are essential in
the performance of the job in a highly competitive world. Training imparted objectively
unscientifically helps in motivation to work, enrichment of knowledge, enlargement of
jobs skills, improving inter personal relations and above all a change in attitude
Over the years, along with the importance of training, the contribution of training to
organization and employee success has also grown remarkably. With increasing use
technology in manufacturing and business process, the need is not just for a "pair of
hands but for an expert of an "expert pair of hands"
Further organizations have come to recognize the key role played by employees in
organizational success you changing perceptions of employee's role in organizational
success and the increasing presence of technology in workspace have made organization
make up to the importance of training . Besides these, the continuous creation of new job
due modernization of equipment or systems has also increased the importance of
effective training. The increasing needs for training as a specialized function with the
domain of human resource management
The objective of training is to facilitate learning of new skills enhancing the existing
knowledge, skills and attitudes. In simple words, training is all about all about
knowledge, skills and attitudes. The training design process starts with needs assessment
phase, because it is latter process which identifies the training gaps that exist in an
organization. In other words, training needs assessment identifies the performance gaps
in an organization which is sought to be bridged by the training design team. Training
1
need assessment is called the first step in training design because it is the process of
identifying how training can help an organization, reach its goal.
DEVELOPMENT
Good managers know that employees are the company‟s most valuable assets. Employee
development is the process by which employees become even more valuable by building their
skills and expanding their capabilities. The better their skills and abilities, the more likely it is
that employees will succeed in their jobs and progress in their careers. The best, most loyal
employees are often people who started near the bottom of the organizational chart and
worked their way up the ladder with the help, support, and encouragement of their manager
and their employer. That help, support, and encouragement are all part of employee
development. In a well-managed company, there are systems in place to provide appropriate
development opportunities and resources. In addition, managers are trained to support their
team members with coaching, meaningful feedback, and—in some cases—mentorship.
Managers have an important role to play in ensuring that their employees develop their
potential. Some of the most important things a manager can do for their team members are:
 Delegating responsibility rather than fixing problems before they arise.

 Being aware of development opportunities as they become available and sharing
information with team members.
 Offering or suggesting specific appropriate development opportunities to employees
and/or human resources when and as they are appropriate.
 Providing meaningful, actionable feedback to team members regularly.
 Including “up and coming” employees in meetings, conferences, and other events
where they can contribute ideas, learn about opportunities, and ask questions.
2
1.2 REVIEW OF LITERATURE
TRAINING
Training is a learning process that implies the gaining of new knowledge, sharpening of
skills, understanding concepts, rules, or changing of attitudes and behaviours to improve
the performance of people. In order to improve quality, reduce accidence, absenteeism
and HR turnover organisation needs to implement fair training programme. The focal
point of training is people in the non-managerial category. It imparts skills, attitudes and
knowledge for direct application to a task or job.
According to Reid and Barrington. “Training is a planned to modify knowledge, skill,

behaviour or attitudes through learning experience, to achieve effective performance in an
activity or a range of activities. Its purpose in work situation is to develop the abilities of
the individual and to satisfy the current and future needs of the organisation.” The purpose
of training is to bridge the gap between the desired and the actual knowledge, skill and
behaviour required to carry out job. Training offers a way of development skills,
enhancing productivity and quality of work.
Training is the process of teaching then new and/ or present employees the basic skills
they need to effectively do their job. Alternatively speaking, training is the act of
increasing the knowledge and skill of an employee for doing his/her job. Thus, training
refers to the teaching and learning activities carried on for the primary purpose of helping
members of an organisation to acquire and also apply the required knowledge, skills and
attitudes to perform their jobs effectively.
DEFINITION
According to Edwin B. Flippo” Training is the act of increasing the knowledge and skill
of employee for doing a particular job”
Michal Armstrong points “Training is the systematic modification of behaviour through
learning which occurs as a result of an education, instruction, development, and planned
experience.”
3
OBJECTIVES
Following are general objectives of training programme implemented by an organisation:
1. To impart new skills and knowledge to the workforce for improving their performance.
2. To create awareness about judicious use of organisational resources.
3. To teach employees to effectively operate, repair and maintain machinery and other
equipment in the organisation.
4. To create awareness among the people about health and safety standards
5. To familiarise employees with new technology, concepts and practises for effectively
discharging their duties.
NEED FOR TRAINING
Sub-optimal performance of organisation government, public and private sector. The ever
widening gap between planning, implementing and completion of project. Need for both
individuals and organisation to grow at rapid pace. To meet changes posed by the global
competition. To enable employees to move from one job to another. Increasing qualitative
demand for managers and workmen.
IMPORTANCE OF TRAINING
The importance of employee training can best be appreciated with the help of various
advantages it offer to both employees and employers. These are under the following
heads:
 Optimum utilisation of resources

Training helps in enriching the skill of people, thereby enabling them to use their full
potential for achieving organisational goal as well as their individual goals.
 productivity:
Training helps people learn about best way for doing work. This improves their
productivity quality and reduce wastages and accidents.
* Healthy work environment:
Training gives people to expertise to perform well in their job. This reduces job stress and
helps people to do their work with a cool and relaxed mind contributed to creation of a
sound work environment.
4
 Better quality work:
Through training, people acquaints with best methods of doing their work. This enhances
the quality of their output. Training acts the inputs for their best performance.
 Reduces supervision:
Training reduces the work load and strain of supervisors by making people experts and
self-sufficient in their job.
AREAS OF TRAINING
Knowledge: Training aim at imparting knowledge to employees for fact, information and
principles related to his or her job.
Technical skill: The training in this area aims at teaching the employees to physical act or
action like operating a machine, working with computer, using mathematical tool to take
decisions, etc… it somewhat like induction training
Social skill: The training in this area is broader in scope embracing many aspects. This
category of training aim at the development of individual and team.
Techniques: Training in this area involves teaching employees a manner how to apply
knowledge and skill to dynamic situation.
Attitude: Attitude involves orientation or induction programme that help to change the
employees attitude towards the achievement of goals.
STEPS OF TRAINING PROGRAMME
A typical process encompasses four steps these steps are detailed below:
 Identify training needs; Identifying training needs or (TNA) is the first and the foremost
step in the training process. It involves gathering information to identifying areas where
the employees could improve their performance.
 Developing training programmes: After identifying the training needs the next step is
designing a training programme to achieve formed by TNA. The success of training
depends on the nature of training programme implemented by the organization.
5
 Implementing the training programme: This is the execution phase of the training
programme. A training programme should be one which facilitates the learning process. It
should be in conformity with the training content. A training program usually begins with
an evaluation.
 Training evaluation: The finest step in any training course is an evaluation of the
training. The training evaluation aims to check the quality of the training process and
determine to what extent it was effective the training process analyses and evaluation also
allows for correcting the content of the session, Stimulates the generation of the ideas and
help establish to what extent the preliminary set of objectives were met.
TYPES OF TRAINING PROGRAMMES
Induction training or orientation training: Induction or orientation training is adopted

for new recruits to make them productive as early as possible. It can overcome the
ailments of a wrong selection (selection of incompetent people who are not aware of the
technics and procedures of their job). The length of induction training varies from job to
job and will depend on the complexity of the job size of the business and level or position
of the job within in the business.
Job Training: This training is intended to enrich job related skills and knowledge of the
work force it helps employees improve their performance by imparting new skills.
Safety Training: The major purpose of this training is to familiarise employees with
healthy and safety standards and m erasures to avoid accidents and physical injuries.
Refresher training: Refresher training occurs when employees need an up-gradation in

their existing know-how to use a new technology, methods and procedures. This training
aims to maintain the knowledge and skills of the employees up to date and strengthens it.
Remedial training: This training is meant for reviewing and correction previously taught
informing or procedures. It is adopted when the trainee's job performance is evaluated as
less than acceptable after having been provided with sufficient training. It tries to
overcome the deficiencies in the performance of the workforce.
6
The various training methods can be broadly categorized in to three groups as
under:
1. on -the-job training method

2. off the job training method
3. knowledge based method
1. On-the-job training method: As the name itself denotes, methods includes in this
cluster are those whose main objectives are centered on the job i.e., learning on the job
itself by a variety of method.
2. Off -the -job training (OJT): In this method, the new employee is placed on a job and
taught the skills necessary to perform it. A training or superior teaches the employee.
Since trainee learns by observing and handling the job, this method is also termed as
'observing and copying' or learning by doing
Job instruction training (JIT): This method of training is appropriate for acquisition or
improvement of motor skills and routine and respective operations.
Coaching: This is similar to JIT. In this method, the superior teaches or guides the new
employees about and skills of a specifically defined job. The superior points out the
mistakes committed by the new employee and then also give suggestions to improve
upon.
Job rotation: In this method, a trainee moves from to one to another and from one
department/division to another. This type of training method is more appropriate for
developing multi skilling, operational flexibility, and providing satisfaction from routine
jobs and broadening the overall perspective of the trainee.
Simulation methods: Simulation is a technique which duplicates, as nearly as possible,

the actual conditions encountered on the job. These methods have been most widely used
in the aeronautical industry. The method falling under this category follows
Role play
 Case method
 Management games
 In-basket exercise
 Vestibule training
7
3.Knowledge- based method: In this method, an attempt is made to impart employee‟s
knowledge in any subject area covering the aspects like its concepts and theories, basic
principles and pure and applied knowing of the subject. The common methods that fall into
this category are here under
 Lectures
 Conference/seminars
 Programmed instructions
EXECUTIVE DEVELOPMENT
The term "development' implies overall development in a person. Accordingly, executive

development means not only improvement in job performance, but also improvement in
knowledge, personality, attitude, behaviorism of an executive, etc. It means that executive
development focuses more on the executive's personal growth
DEFINITION
According to Flippo has viewed that "executive/management development includes the

process by which managers and executives acquire not only skills and competency in their
present jobs but also capabilities for future managerial tasks of increasing difficulty and
scope."
OBJECTIVES OF EXECUTIVE DEVELOPMENT
The main objectives of any program of executive development are to:
1. Improve the program of managers at all levels.
2. Identify the person in the organization with the required potential and prepare them for
higher positions in future.
3. Improve the thought processes and analytical abilities.
4. Provides opportunities to executives to fulfill their career aspirations.
5. Understand the problems of human relations and improve human relation skills.
6. Replace elderly executives who have risen from the ranks by highly competent and
academically qualified professionals
8
IMPORTANCE OF EXECUTIVE DEVELOPMENT
Change in organization has become sin quo non with rapid changes in the total
environment. A manager, therefore, requires to be imparted training to abreast of and
cope with ongoing changes in his/her organization. With the recognition that managers
are made not born, there has been noticeable shift from owner managed to professionally
managed enterprise, even in family business house like Tata. Given the knowledge era,
labour management relations are becoming increasingly complex. In such situation,
managers not only need job skills but also behavioural skills in union negotiations,
collective bargaining, grievance redressed, etc.
The nature and member of problems along with increases in the size and structure of
enterprise from small to large. This underlines the need and complex for developing
managerial skills to handle the problems of big, giant and complex organization
PROCESS OF EXECUTIVE DEVELOPMENT
Those steps, also called the components of the executive development program, are
follows:
Identifying development needs:
Once the launching of an executive development program (EDP) is decided, its

implementation begins with identifying the developmental needs of the organization
concern. While organizational needs may be identified by making organizational analysis
in terms of organization‟s growth plan, strategies, comparative environment, etc.
Appraisal of present managerial talent:
The second step in an appraisal of the present managerial talent for the organization. For
this purpose, a qualitative assessment of the existing executives/managers in the
organization is made. Then, the performance of every executive is compared with the
standard expected of him.
Inventory of executive manpower:
Based on information gathered from human resource planning, an inventory is prepared to

have complete information about each executive in each opposition.
9
Developing development program:
Having delineated strengths and weakness of each executive, the development programs
are tailored to fill in the deficiencies of executive. Such a tailor made program of
development focus on individual needs such as skills development, changing attitudes,
and knowledge acquisition.
Conducting development programs:
At this stage, the manager actually participates in development programs mentioning that
no single development program can be adequate for all managers
Evaluating development programs
Just as with employee training program, executive development program is evaluated to

use changes in behaviour and executive performance. Evaluation of program enables to
appraise program‟s effectiveness, highlight its weakness and aids to determine whether
the development should be continued or how it can be improved.
Methods of Executive Development
Various methods/techniques of executive/management development may be classified

into two board categories as listed below:
Difference between Training and Development
Some people consider the terms, namely, training, development and education as
synonymous, i.e., meaning the same thing. But, all the three mean different things as
explained hereunder.
Training
Training is crucial dimensions of the HR management. Training is meant for gaining.

Through systematic training, organization can increase retention of the best people,
improve their skills and talents, boost business performance and gaining by reduced
wastage enhanced productivity
10
Development
Compared to the term „training‟, the „development‟ has borders scope and aim to develop.
Accordingly, development covers not only activities skills which people in an all respect
improve job. Performance, but also those activities which bring about growth of the
personality, help individuals progress toward maturity band actualization of their
potential. Thus development enables individuals to become not only good employees but
there men and women also. Clearly, development is an ongoing continuous process, while
training is a one-shot deal.
Review of Literature
Research Article
A LITERATURE REVIEW ON TRAINING & DEVELOPMENT
AND QUALITY OF WORK LIFE
Ms. Pallavi P. Kulkarni,
Assistant Professor, M.E.S. Night College, Aabasaheb Garware Campus, Affiliated to

University of Pune, Pune, India.
ABSTRACT
In this competitive world, training plays an important role in the competent and
challenging format of business. Training is the nerve that suffices the need of fluent and
smooth functioning of work which helps in enhancing the quality of work life of
employees and organizational development too
Development is a process that leads to qualitative as well as quantitative advancements in

the organization, especially at the managerial level; it is less considered with physical
skills and is more concerned with knowledge, values, attitudes and behaviour in addition
to specific skills. Hence, development can be said as a continuous process whereas
training has specific areas and objectives. So, every organization needs to study the role,
importance and advantages of training and its positive impact on development for the
growth of the organization
11
Quality of work life is a process in which the organization recognizes their responsibility
for excellence of organizational performance as well as employee skills. Training implies
constructive development in such organizational motives for optimum enhancement of
quality of work life of the employees.
These types of training and development programs help in improving the employee
behaviour and attitude towards the job and also uplift their morale. Thus, employee
training and development programs are important aspects which are needed to be studied
and focused on.
This paper focuses and analyses the literature findings on importance of training and
development and its relation with the employees' quality of work life.
CONCLUSION
Training and development programs play a vital role in every organization. These
programs improve Employee Performance at workplace, it updates Employee Knowledge
and enhances their personal Skills and it helps in avoiding Managerial Obsolescence.
With the use of these programs, it is easier for the management to evaluate the job
performance and accordingly take decisions like employee Promotion, rewards,
compensations, welfare facilities, etc. These training programs also help the managers in
succession planning, employee retention and motivation. It creates Efficient and Effective
employees in the Organization.
The need for training & development is determined by the employee's performance
deficiency, computed as follows: Training & Development need Standard performance
Actual performance Training enhances the overall performance of an organization in
various ways. The major areas where employees are normally trained in an organization
are Soft-skill Development, Personality Development, Interpersonal Relationship,
Problem solving techniques, Managerial and Supervisory Training Program, quality
improvement programs, technical processes, quality circle programs, Time management
skills, employee efficiency development programs, violence prevention programs,
regulatory compliances, goal setting and implementation of programs, workplace safety
management, workplace communication, and so on.
12
Training enables the employees to develop their skills within the organization and hence
naturally helps to increase the organization's market value, earning power of the
employees and job security of the employees. Training moulds the employee's attitude
and helps them to achieve a better cooperation within the organization. Training and
Development programs improve the quality of work-life by creating an employee
supportive workplace
1.3 INTRODUCTION TO THE STUDY

1.3.1Objective to the study
 To study the training and development provided by the organization
 To understand training and development need of employees in the
organization
 To study the awareness of employees on training and development
 To study the various methods &procedures adopted by the organization for
providing training and development.
 To evaluate the effectiveness of training and development provide training and
development
.1.3.2 Scope of the study
Training and Development is a planned process to modify knowledge, skills, behavior or

attitude through learning experience, to achieve effective performance in an activity or
range of activities. It purpose in the work situation is to develop the abilities of the
individual and to satisfy the current and future needs of the organization.
Training is intended to create a positive corporate culture by adding value to its key
resources. The scope or need f human resource training in the work situation is to extend
the abilities of people and to build them to meet future challenges. Complexity of the work
environment, the velocity of organization and technology changes, and growing number of
jobs in business that require new skills, augmented the significance of training. The
following reasons draw attention to the essentiality of training and development in
organization
13
1.3.3 Limitation of the study
1 .Employees were reluctant to answer questions due to the fear of punishment from
management.
2. Researcher has to motivate employees for response regarding questions of personal

nature
14
CHAPTER II

CHAPTER II
2.1INDUSTRY PROFILE
AGRICULTURE INDUSTRY
The science art or practice of cultivating the soil, producing crops, and raising livestock and
in varying degrees the preparation and marketing of the resulting products.
INTERNATIONAL SCENARIO
World agriculture has progressed dramatically since 1970s as a result of research and
development based policy support. High yielding varieties and hybrids along with inputs
particularly the chemical fertilizers, pesticides and water have resulted in such a phenomenal
growth. Developing countries, being largely agriculture based economies, benefited
substantially from these advancement achieving food self-sufficiency, improved rural
incomes and higher overall economic growth. Bio-fertilizers and pesticides are economical,
eco-friendly, more efficient, productive and accessible to marginal and small farmers over
chemical fertilizers. So the manufactures of bio-fertilizers and bio-pesticides have wider
scope.
There are so many manufacturing units and research centers around the world for the
development of new technology in the field of agricultural sectors. In most of the developing
countries use of chemical fertilizers to increase the crop production is becoming highly
essential. Biologically fixed nitrogen in such a source which can supply and adequate amount
of nitrogen to the plants and other nutrients to some extent. It is a non hazardous way of
increasing soil fertility. Biologically fixed nitrogen consumes about 25 to 30 % less energy
than normally used in chemical process. Concentrations of elements in bio-fertilizers are
within the tolerable range. As these plants multiplying rapidly, bio-fertilizers are required in
less quantity. They are also adding some enzymes and growth and promoting hormones in the
soil. Dead and decaying organic matters increase the human content in the soil. Hence bio-
fertilizers are more beneficial than inorganic fertilizers. Bio-fertilizers are cost effective, eco-
friendly and renewable sources of plants nutrients to supplement chemical fertilizers. Bio-
fertilizers also play a vital role in maintaining long term soil fertility and sustainability. In the
strictest sense real bio-fertilizers are the greenmanures and organic, materials of biological
origin which are added to deliver the nutrients contained in them. Today Rhizobium and blue
green algae can be considered as established bio-fertilizers along with Azolla, Azospirillum,
15
Azatobacter, and Rhizobium. The established bio-fertilizers should be referred to as
inoculants after the name of micro organisms they contain (Verma and Bhattacharya, 1994).
The commercial history of bio-fertilizers began with the launch of \u2018Nitrogen\u2019 by
Nobbe and Hilter, a laboratory culture of Rhizobia in 1895, followed by the discovery of
Azotobacter and Vesicular-Arbuscular Micorrhiae (VAM) are fairly recent discoveries. In
India the first study on legume Rhizobium symbiosis was conducted by N.V Joshi and the
first commercial production started as early as 1956. However the Ministry of agriculture
under the ninth plan initiated the real effort to popularize and promote the input with the
setting up of the National Project on Development and use of Bio-fertilizers (NPDB).
BIO FERTILIZERS AND BIO PESTICIDES MANUFACTURING

INDUSTRIES
The category “bio pesticides” can include such sub-categories as microbes, bio chemicals
plant growth regulators, insects growth regulators, insects growth regulators, beneficial,
essential oils, pheromones, minerals, etc., not all research uses the same criteria to define the
market. Similarly, bio pesticides are used in food crops, turf and ornamentals, forage and
pastureland, public health and forestry. Just as the market research varies by the types of bio
pesticides it examines, so too does it vary by use. Despite these differences, however, the
growth of the bio pesticide market is a consistent message that comes through in most studies.
With that caveat in mind, in 2006, Arysta Life Science estimated the worldwide bio pesticide
market at approximately $ 541 million. A 2008 study released by Global Industry Analysts
(GIA) estimated that bio pesticides represented about 3% ($750 million) of the overall
pesticides market and was likely to reach the $1 billion marked by 2010. Key factors in this
growth include a large overall investment in bio pesticide research and development, a more
established application of Integrated Pest Management (IPM) and Integrated Crop
Management (ICM) concepts, and increased area under organic production. Perhaps the
single most important factor in the growth of the bio pesticide market is advancement in bio
pesticide technology. Extensive and systematic research has resulted in enhancement in
formulation techniques, the ability to manufacture bio pesticides through mass production,
increased storage and shelf life capabilities, and improved application methods. By extension,
increased knowledge among end users has contributed to increased adoption. As the
cumulative proposition offered by bio pesticides has become better understood – resistance
management benefits, residue management benefits, enhanced yield and crop quantity, labour
management benefits, and oftentimes enhanced control when used alongside traditional
16
chemicals – farmers in conventional programs are becoming more respective to trailing and
implementing bio pesticides. Bio pesticides are used most widely on specialty crops. A BCC
research corporation study released 2006 estimated that orchard crops hold the largest share
of bio pesticides use at 55%. Bio pesticides are used on non-food crops such as forage crops,
as well field crops as corn and soybeans. This class of products also has important
applications outside of production agriculture in the areas of public health and forestry.
In 2009 report from research firm frost & Sullivan says increasing demand for chemical-free
crops and more organic farming has led to augmented usage of bio pesticides in North
America and West Europe. It put the value of bio pesticides in those combined markets at
US$594.2 million in 2008 and forecast that market value of $1.02 billion.
STATE SCENARIO
Agriculture in Kerala passed through many changing phases. The major change occurred in
the 1970s, when rice production become less attractive because of increased availability of
labour supply. Consequently investment in rice production decreased significantly and a
major portion of the land was shifted for the cultivation of perennial tree crops and seasonal
crops. Profitability of crops in Kerala is reducing because of a shortage of farm labours, the
high price of land and the uneconomic size of operational holding areas. Kerala produces
97% of the national output of pepper and accounts for 85% of the area under natural
rubber in the country. Coconut, tea, coffee, cashew and spices – including cardamom, vanilla,
cinnamon, and nut meg-comprise a critical agricultural sector. So the Kerala state has a very
rich heritage the field of agriculture.
The farmers in Kerala also use bio fertilizers and bio pesticides for the sustainable
development. The use of bio fertilizer is quite important while practicing the concepts of
integrated plant nutrient management and organic farming. Bio fertilizers are products
containing living micro-organisms which are agriculturally useful. Most commonly produced
and marketed bio fertilizers are Rhizobium, azotobacter and Azospirillium and one such bio
fertilizers is phosphate solubilizer, called Phosphate Solubilizing Bacteria (PSB) financial
support of establishment of bio fertilizer production unit is also provide under the National
Project on Organic Farming as back-ended subsidy of 25%, restricted to rs.40 lakh, through
NABARD. And also get more assistance from the state government.
17
NATIONAL SCENARIO
India is the second most populous country in the world. With the increasing population,
the cultivable land resource is shrinking day to day. To meet the food, fiber, fuel, fodder and
other needs of the growing population, the productivity of agricultural land and soil health
needs to be improved. Green revolution in the post independence era has shown path to
developing countries for self sufficiency in food but sustaining agricultural production against
the finite natural resource base demands has shifted from the resource degrading chemical
agriculture to a resource protective biological or organic agriculture. Industrialization has an
important role to play in the economic development of the underdeveloped countries like with
huge manpower and large and varied resources.
Green revolution technology such as greater use of synthetic agro chemicals like fertilizers
and pesticides, adoption of nutrient-responsive, high-yielding varieties of crops, greater
exploitation of irrigation potentials etc., has boosted the production output in most cases.
However, continuous use of these high energy inputs indiscriminately now leads to decline in
production and productivity of various crops as well as deterioration of social health and
environments. Industries play a significant role in almost every economy but in India context,
it is an important as oxygen for breathing. Industrial development has been accorded great
importance in Indian planning. On account of industrial development there is increase in
production, employment and national income. India is the second largest growing economy in
the world.
The process of planned economic development in India began with the launching of First
Five Year Plan in April 1951. At that time, the country was faced with severe food shortage
and mounting inflation. The plan accorded price of place to programmers for agriculture and
community development. This was a natural priority for the plan which sought to raise the
standard of living in rural areas and also to overcome food shortages. Successive Five Year
plans have aimed at improving irrigation facilities, encouraging the use of fertilizers,
improved varieties of seeds, implements and machinery and industrial credit. As a result,
there has been a significant increase in the use of modern inputs leading to higher
productivity and production. Agricultural sector occupies a key position in the Indian
economy. It provides employment to about 65 per cent of the working population of India.
Around one-quarter of India’s national income originates from this sector. Agricultural
18
products like cereals (mainly rice), tea, coffee, cashew, spices, tobacco and leather are
important items India’s exports and hence foreign exchange earnings. Satisfactory progress
has been not only in the production of major food grains but as also in horticultural crops
agriculture in India has a significant history. Agriculture and allied sectors like forestry and
fisheries accounted for 16.6% of the GDN in 2009, about 50% of the total workforce. The
economic contribution of agriculture to India’s GDP is steadily declining with the country’s
broad based economic growth. Still, agriculture is demographically the broadest economic
sector and plays a significance role in the overall socio-economic fabric of India. There are so
many manufacturing units and research centers for bio fertilizers and bio pesticides in India.
As per the latest data available bio-fertilizers, South Indian state of Tamil Nadu has over
taken another South Indian state of Karnataka in bio fertilizer production to reach the top. In
2009-10, Tamil Nadu produced 3733 tons of bio fertilizers are Kerala (1937 tons),
Maharashtra (1861 tons) and Madhyapradesh.
2.2COMPANY PROFILE
AGRO BIO-TECH RESEARCH CENTRE

This study of conducted in Agro Bio-tech Research Centre LTD, is situated in Kottayam.
The company is manufacturing and distributing various types of bio fertilizers and bio
pesticides suitable for sustainable and organic agriculture in the country. They produce
different bio fertilizers viz. Rhizobium, Azospirillum, Azotobacter, Phosphobacteria, V.A
Mycorrhiza, Bio-potash and bio control agent like Trichoderma sp., pseudomonas,
flurescence, Beauveria bassiana, Verticillium Lecanii, Paecilomyces lilaceous, Metarhizium
anisopliae, Nomuraea reley and organic manures like Bio organic manures, Super organic
manure, super meal, super organic plus etc.. Under the trade name ABTEC. The research and
development wing in the company is developing many more products, which will soon hit the
market. The source of culture are International Crop Research Institute (ICRISAT), Regional
centre of organic farming, project Directorate of bio control, Indian Institute of spices
Research (IISR), Kerala Agriculture University and Tamil Nadu Agriculture University
(TNAU).
Agro Bio Tech Research Centre LTD was established in 1993 with the main objective of
manufacturing and distributing quality inputs suitable for organic farming and thus promote
eco-friendly and sustainable agriculture. The company utilizes the main resources like Men,
Machine, Material and Money for achieving desired goals.
19
Agro-Bio Tech Research Center LTD, the pioneers in the manufacture of bio-fertilizers
and bio- pesticides in the state of Kerala, India. The company’s Bio control agent ABTEC
TRICHO (Trichodermasp) is the only one in Kerala to get CIB registration. To meet the
arduous task of food and fiber requirement, agriculture is to be made efficient, economical
and sustainable. It is our greed and desire for higher productivity, that we incline ourselves to
the usage of fertilizers and pesticides. Thishas not only resulted in causing serious
environmental hazard but also destroyed ecological balance, thus depleting residue in food
also leads to various disease like cancer and the alarming rate of increase such diseases is
now shocking the conscience of scientists world over. The only solution that they put forward
to protect the universe and our upcoming generation is nothing but to promote Organic
Farming. Bio-Fertilizers and Bio-control agencies are an integral part in performing organic
farming in its real sense applications from the farmers who use the products and the feedback
from the field through the sales officers have motivated further research in the field of
agriculture and thus increase our product range and production capability. Now many of the
farmers are able to avoid chemical fertilizers and pesticides completely by substituting it with
Bio fertilizers and Bio pesticides.
ACHIEVEMENTS
 Agro Bio Tech Research Centre Ltd was established in 1993

 The first Bio fertilizers unit to get ISO 9001-2000 in Kerala
 The first organization in Kerala to manufacture Bio fertilizers (ESTD: 1993).
 The first private sector organization in Kerala to sign technology transfer contract
with
 ICRISAT (International Crop Research Institute), the international agriculture
research wing of the UN
 The first organization in Kerala to develop Bio potash fertilizer. The first
organization in Kerala to get CIB (Central Insecticide Board) accreditation
 The first organization in Kerala to get Grant and accreditation from the Central
government.
 Staff Welfare Society is started for the welfare of the staffs
 Received a grant of Rs.10 Lakhs from the government of India for further
development of Laboratory in 2000.
 Farm Hand’s is a system, for giving the assistance to farmers for doing the
agriculture activities, started in 2010.
20
MANAGEMENT
The company Agro- Bio-tech Research Centre Ltd is managed by group of directors
appointed through the annual general body meeting held every year. The board includes five
members. One of them is a Managing Director. The board meeting is conducted at every
month. The board members are K.J JACOB, Mr. MOHANDAS, Dr. D. CLARSON, Mr. K.M
MATHEN and Mr. BIBIN JACOB is the Managing Director of Agro Bio-tech Research
Centre Ltd. The board members have ultimate power over the company. A deep discussion is
conducted in every meeting held by them.
The board meeting is conducted according to AGENDA prepared earlier on the basis of
particular object of the meeting. RESOLUTION is passed according to the support of the
members regarding the subject. A MINUTE is prepared after every meeting.
Mr. SHIBU ANTONY is the administrator of the company. He is managing the day to day
activities to the company. He is a qualified person and also do the duties of Finance Manager
and Human Resource Manager. Ms SEENA and Mr. BINU T NAIR are the sales coordinator
and Marketing Manager respectively, of the company. There is a special department in Agro
Bio-tech Research Centre Ltd, for Research and Development. It is managed by the CHIEF
TECHNICIAN, Ms. SNEHA and Mr. REBISH KODUVELLY. These are the managing
section of the company.
As a manufacturing unit each and every activities are done systematically. So the unit is
divided into certain departments, they are;
 Production Department
 Human Resource Department
 Finance Department
 Research and Development Department
 Stores Departments
21
COMPANY AT GLANCE
NAME : AGRO-Bio Tech Research Centre Ltd.
BRAND NAME : ABTECH
ADDRESS : Industrial Area, Poovanthuruthu
Kottayam-686 012, Kerala, India
Ph: 0481-241 894, 234 0211
E-mail: abtec@sanchartnet.in
BUSINESS : Manufacturing and distributing various types of bio-
fertilizers and bio pesticides
CHAIRMAN : Mr. K.J JACOB
BOARD OF DIRECTORS
Mr. K.JACOB : Chairman
Mr. MOHANDAS : Director
Dr. D. CLARSON : Director
Mr. K.M MATHEN : Director
Mr. BIBIN JACOB : Director
Registered Office : Industrial Area, Poovanthuruthu
Kottayam-686 012, Kerala.
Incorporated year : 1993
22
Production capacity : 20 tons per day
Karur Vysya Bank
Kottayam District corporation Bank
SBI, Kottayam, Canera Bank
Marketing Area : All over the state
Auditors : M.K KURUVILLA & CO.
Charted Accountant
Kottayam.
Administrator : Mr. SHIBU ANTANOY
VISION – “100%NATURAL”
The company is producing a hundred percentage natural products. The main vision is to
become a world class organization that represents the farmer community and maximize their
returns through specialization in agricultural inputs, rural need based products are other
diversified business. Taking latest technology to door steps of Indian Agriculture as highly
viable economic activity in the global environment.
MISSION
Improving the farm productivity and maximizing the supply chain wastage by using
globally available best technologies such as biotech, precision farming & innovative organic
farming practices & IT tool. Adopting global quality standards to meet global customer needs
by creating awareness about end customer requirements among all stake holders in the entire
food supply chain.
 To act as a catalyst to agricultural and rural development by selecting, financing and

managing projects that are both socially desirable and commercially profitable.
 To deliver products according to customer requirements and achieve a beyond range
status in the market through continuous improvement, innovation and change a way
of life at all times and conduct with honesty, fairness and trust in God.
23
OBJECTIVES OF THE COMPANY
As a leading business unit, Agro Bio-Tech and Research Centre Ltd. Has the following
objective;
1. To manufacture and distribute various types of bio-fertilizers and bio pesticides

2. To strengthen co-operative system
3. To ensure optimum utilization of existing plant and machinery
4. Excellence in manufacturing
5. The transfer of technology for modern farming and improving farmers livelihood
6. To educate and train farmers, provide free testing facilities for soil nutrients.
7. To achieve of profitable growth.
8. To fulfill the satisfaction of the customers.
TNAU- ABTEC CERTIFICATE COURSE
Tamil Nadu agricultural university started opened & distance learning –ODL in Tamil
Nadu for students who can’t attend regular classes in the university and farmers who want to
learn more about agriculture. In order to get the facilities of these courses in Kerala, TNAU
joined with ABTEC and have started 6 month courses here. Each month alternatives, Sunday
and Monday 3hrs are held candidate, who successfully completes the courses and exam, are
given TNAU certified certificate.
The main objective of these courses is increase the interest of people agriculture, to
make candidate capable for new agricultural and related job, to make people aware of new
agricultural trends.
AGRO SHOP
ABTEC has got an agro shop at near BASELIOUS COLLEGE opposite, Kottayam where
fresh vegetables and fruits grown using ABTEC bio fertilizers.
24
CHAPTER III
CHAPTER III
3.1 RESEARCH METHODOLOGY
RESEARCH
Research is defined as human activity based on intellectual application in the investigation of

matter. Research is a long process to achieve expected results keeping a view to develop any
branch of activities.
It includes the procedure of collecting data, analyzing the data and arriving at conclusions
thereon. Any research, if correctly designed and undertaken, will build knowledge because it
represent an objective investigations of facts about a certain subject.
The primary aim for research is discovering, interpreting and the development of methods
and systems for the advancement of knowledge.
DEFINITION OF RESEARCH
According to Clifford Woody “ Research comprises defining and redefining problems ,
formulating hypothesis or suggested solutions, collecting, organizing and evaluating data,
making deductions and making conclusions, and at last carefully listing the conclusions
to determine whether they fit for the formulated hypothesis”.
SIGNIFICANCE OF RESEARCH
 Research inculcates scientific and inductive thinking and it promotes the development
Of logical habits of thinking.
 The professionals in research methodology, research may mean as a source of lively
hood.
 Research helps to solve various problems of business and Industry by Marketing,
Operational and demand forecasting researches.
IMPORTANCE OF RESEARCH
1) It helps in solving various operational and planning problems of business and industry.
2) It provide the basis for government policies.
3) It helps in solving social problems.
4) It is helpful to students, professionals, philosophers, literary men, analysts and
Intellectuals
25
TYPES OF RESEARCH
1. PURE RESEARCH
 It is also called as fundamental research or theoretical research

 It is basic and original.
 It can lead to the discovery of new theory.

 It can result in the development or refinement of s theory that already “ism
 It helps in getting knowledge without thinking formally of implementing it in practice
based on the honesty, love integrity of researcher for discovering the truth.
2. APPLIED RESEARCH
 It is based on the concept of pure research.

 It is problem oriented.
 It helps in finding results or solutions for real life problems.
 It provides evidence of usefulness to society.
 It helps in testing empirical content of a theory.
 It utilizes and helps in developing the techniques that can be used for basic research.
 It helps in testing the validity of a theory but under some conditions.
3. EXPLORATORY RESEARCH
 It involves exploring a general aspect.

 It includes studying of a problem, about which nothing or a very little is known.
 It follows a very formal approach of research.
 It helps in exploring new ideas.
 It helps in gathering information to study a specific problem very minutely. It helps in
knowing the feasibility in attempting a study.
26
4. DESCRIPTIVE RESEARCH
 It is a simplest form of research.

 It is more specific more in nature and Working than exploratory research.
 It involves a mutual effort.
 Existing theories can be easily put under test by empirical observations.
 It consumes a lot of time.
 It is not directed by hypothesis
5. DIAGNOSTIC STUDY
 It is quite similar to the descriptive research.

 It identifies the causes of the problems and then solutions for these problems.
 It related to casual relations.
 It is directed by hypothesis.
 It can be done only where knowledge is advanced.
6. EVALUATION STUDY
 It is a form of applied research.

 It studies the development project.
 It gives access to social or economic programs.
 It studies the quality and also the quantity of an activity.
7. ACTION RESEARCH
 It is a type of evaluation study.

It is a concurrent evaluation study.
27
Research Methodology is the sum total of the ways and means of planning, conducting and
reporting outcomes of the result study. It starts with the approaches to identify a research
problem, define the same, plan and design a research design, execute the same and
concludes with the review of reported findings.
DEFINITION OF RESEARCH METHODOLOGY
Research methodology is “the description, explanation, and justification of various methods

of conducting research”.
- Abraham Kaplan
RESEARCH DESIGN
Research design is simply a specific presentation of the various steps in the process of
research
DEFINITION OF RESEARCH DESIGN
“Research Design is the plan, structure and strategy of investigation conceived so as to obtain
answers to research questions and to control variance”.
- F.N. Kerlinger
-
TYPES OF RESEARCH DESIGN
1) Research design for Exploratory or Formulative studies.

2) Research design for Descriptive and Diagnostic studies.
3) Research design for Experimental studies(Hypothesis testing studies)
The research design adopted for this study is descriptive
28
SAMPLING DESIGN
A sampling design specifies for every possible sample its probability of being drawn. Sample
design is made up of two elements. Sampling method. And Estimator.
Sampling method refers to the rules and procedures by which some elements of the
population are included in the Sample. Some common sampling methods are simple random
sampling, stratified sampling, and cluster sampling.
Estimator. The estimation process for calculating sample statistics is called the estimator.
Different sampling methods may use different estimators.
SAMPLING
Sampling is the selection of a part of an aggregate or totality known as population, on the

basis of which a decision concerning the population is made.
SAMPLING AREA
A method of sampling when no complete frame of reference is as available. The total area
under investigation is divided into small sub-areas which are sampled at random or by some
restricted random process.
POPULATION
A population is a group of individuals, objects, or items from which samples are taken for
measurement. It includes total number of population or total number of employees
The population cover 100 employers at ABTEC Ltd poovanthuruthu.
29
SAMPLE
A sample is a finite part of a statistical population whose properties are studied to gain
information about the whole.
3.2 DATA COLLECTION
QUESTIONNAIRE
A questionnaire is a research instrument consisting of a series of question and other prompts

for the purpose of gathering information from respondents. Although they are designed for
statistical analysis of the responses, this is not always the case.
TYPES OF QUESTIONNAIRE:
1. Open ended questionnaire
 Respondent is free to express his views and the ideas.

 Used in making intensive studies of the limited number of the cases.
 Merely an issue is raised by such a questionnaire.
 Do not provide any structure for the respondent’s reply.
 The questions and their orders are pre-determined in the nature
2. Closed ended questionnaire
 Responses are limited to the stated alternatives.

 One of the alternatives is simply YES or NO.
 Respondent cannot express his own judgment.
3. Mixed questionnaire
 Questions are both close and open ended.

 Used in field of social research
30
4. Pictorial questionnaire
 Used very rarely.

 Pictures are used to promote the interest in answering the questions.
 Used in studies related to the social attitudes and the prejudices in the children.
OBSERVATION METHOD
Observation is a tool of scientific enquiry in general though found much relevant in research
projects. In this method the events or actions are recorded as and when they occur.
DIRECT OBSERVATION
Direct observation method using the sense organs particularly eye, ear, and voice by direct
contact with the environment.
1) Primary Data was collected with the following methods.
 Structured questionnaire
 Direct observation Method
2) Secondary data was collected from the following sources.
 Internal Sources:
Company records
Brochures
31
Official website
External Sources:
Magazines
Publications
Journals
3.3 SAMPLING METHOD AND SAMPLE SIZE

SAMPLING METHODS
Sampling methods are classified as either probability or non-probability. In probability

samples, each member of the population has a known non-zero probability of being selected.
Probability methods include random sampling, systematic sampling, and stratified sampling.
Sampling Methods can be classified into one of three categories:
1. PROBABILITY SAMPLING
2. NON-PROBABILITY SAMPLING
3. MIXED SAMPLING
1. PROBABILITY SAMPLING
In probability sampling it is possible to both determine which sampling units belong to which
sample and the probability that each sample will be selected. The following sampling
methods,
A) SIMPLE RANDOM SAMPLING (SRS)
B) STRATIFIED SAMPLING
C) CLUSTER SAMPLING
D) SYSTEMATIC SAMPLING
E) MULTISTAGE SAMPLING
32
A) SIMPLE RANDOM SAMPLING (SRS)
This is similar to the national lottery. If the “population” is everyone who has bought a lottery
ticket, then each person has an equal chance of winning the lottery (assuming they all have
one ticket each).Random samples require a way of naming or numbering the target population
and then using some type of raffle method to choose those to make up the sample. Random
samples are the best method of selecting your sample from the population of interest.
B) STRATIFIED SAMPLING
The researcher identifies the different types of people that make up the target population and
works out the proportions needed for the sample to be representative. A list is made of each
variable which might have an effect on the research. For example, if we are interested in the
money spent on books by undergraduates, then the main subject studied may be an important
variable
C) CLUSTER SAMPLING
Cluster sampling is a sampling technique used when "natural" but relatively heterogeneous
groupings are evident in a statistical population. It is often used in marketing research. In this
technique, the total population is divided into these groups (or clusters) and a simple random
sample of the groups is selected.
D) SYSTEMATIC SAMPLING
Systematic sampling is a type of probability sampling method in which sample members from
a larger population are selected according to a random starting point and a fixed, periodic
interval.
E) MULTISTAGE SAMPLING
Multistage sampling can be a complex form of cluster sampling... Cluster because sampling is
a type of sampling which involves dividing the population into groups (or clusters). Then, one
or more clusters are chosen at random and everyone within the chosen cluster is sampled.
33
2.NON-PROBABILITY SAMPLING
Non-probability sampling is that sampling procedure which does not afford any basis for
estimating the probability for each item to be included in the sample.
The following sampling methods that are listed in your text are types of non-
probability sampling that should be avoided:
 HAPHAZARD (CONVENIENCE) SAMPLING
Since such non-probability sampling methods are based on human choice rather
than random selection, statistical theory cannot explain how they might behave and
potential sources of bias are rampant.
 VOLUNTARY SAMPLING
A voluntary sampling is one of the main types of non-profitability sampling methods. A

voluntary sample is made up of people who self-select into the survey. Often, these folks
have a strong interest in the main topic of the survey. Suppose, for example, that a news
show asks viewers to participate in an on-line poll.
PURPOSIVE SAMPLING
In this sampling the sample is drawn with a purpose in mind. Purposive sampling is useful
for situations where there is a need to reach the target sample very quickly and sampling
for proportionality is not the primary concern
3. MIXED SAMPLING
 MODAL INSTANCE SAMPLING

In this sampling we are sampling the most frequent case, or the typical case. It is
sensible for informal sampling contexts
34
 EXPERT SAMPLING
In this sampling a sample of persons with known or demonstrable experience and
expertise in some area are chosen.
 QUOTA SAMPLING
In this sampling the population under study is divided into subunits or quotas based on
common features.
 SNOWBALL SAMPLING
In this sampling the researcher begins with identifying someone who meets the
criteria
For inclusion in the study and they are asked to recommend others.
METHOD OF SAMPLING
Simple Random sampling method was adopted for this research study
3.4 STATISTICAL TOOLS USED
TABULATION
Tabulation is the act of presenting scattered information that is interrelated, in a meaningful
structure of rows and columns.
CLASSIFICATION
The tabulated data shall be categorized and classified into meaningful segments based on
quantitative or qualitative judgments
35
PERCENTAGE ANALYSIS
Percentage are often used in data presentation for simplify numbers, reducing of them to a 0
to 100 range.
Percentage of response = Frequency of respondents / Total Sample*100
In this study percentage method is used for analysis of data.
TOOLS FOR DATA PRESENTATION
TABLE
Table and graphs are visual representations. They are used to organize information to show
pm and relationships. A graph shows this information by representing it as a shape.
Researchers and scientists often use tables and graphs to report findings from their research.
BAR DIAGRAM
A bar graph is a chart that uses bars to show comparisons between categories of data. The
bars are either horizontal or vertical.
PIE DIAGRAM
A pie chart (or a circle chart) is a circular statistical graphic, which is divided into slices to
illustrate numerical proportion. In a pie chart, the arc length of each slice (and consequently
its central angle and area), is proportional to the quantity it represents.
36
CHAPTER IV
DATA ANALYSIS AND INTERPRETATION

CHAPTER IV
DATA ANALYSIS AND INTERPRETATION
4.1 percentage analysis
4.1.1 Table of gender classification of respondents
TABLE 4.1.1
Category Frequency Percentage%

Male 35 70
female 15 30
Total 50 100
FIGURE 4.1.1
INTERPRETATION
The above table states that ,out of 100 respondents used for this study 30% of them were
female and 70% of respondents were male.
37
4.1.2 Age Wise Classification
TABLE 4.1.2
18-25 10 20
26-35 20 40
36-45 13 26
45-55 5 10
Above 55 2 4
Total 50 100
FIGURE 4.1.2
INTERPRETATION
The above table states that ,out of 50 respondents 20% are belonging to 18-25 class of age
,40% are belonging to 26-35 age group, 26% are belonging to 36-45 age group, 10% are
belonging to 45-55 age group and 4% are belonging to above 55 age group. Respondents
which belong to 26-35 age group is maximum.
38
4.1.3Experience Wise Classification
TABLE 4.1.3
Less than 1 year 5 10
1–2 15 30
3–4 20 40
Above 5 year 10 20
Total 50 100
FIGURE 4.1.3
EXPERIENCE
INTERPRETATION
The above table states that, 10% respondents belong to less than 1 year experience group,30%
respondents belong to 1-2 years experience group,40% respondents belong to 3-4 years
experience group and remaining 20% respondents belong to above 5 years experience group.
39
4.1.4 Methods Used by the Company to Increase the Executive Skills.
TABLE 4.1.4
SL.NO OPTIONS NO OF PERCENTAGE OF

RESPONDENTS RESPONSE
1 On the job development 25 50%
2 Off the job development 15 30%
3 others 10 20%
4 Total 50 100%
FIGURE 4.1.4
INTERPRETATION
From the study conducted among the employees of ABTEC Company, 50% Responded on
the on job development, 30% responded on the off the job development and 20% responded
others.
40
4.1.5The Response of Employees on Further Requirement of Knowledge
and Skills for their Present Job
TABLE 4.1.5
SL.NO OPTIONS NO OF RESPONDENTS PERCENTAGE OF

RESPONSE
1 Yes 11 22%
2 No 39 78%
3 Total 50 100
FIGURE 4.1.5
INTERPRETATION
From the study conducted among the employees of ABTEC Company, 78% not responded on
further requirement of knowledge and skill for their present job and 22% responded to the
same.
41
4.1.6 The Agreement on Development Programs Helping in Decision
Making
TABLE 4.1.6

1 Strongly Agree 25 50%
2 Agree 10 20%
3 Disagree 10 20%
4 Strongly Disagree 5 10%
5 Total 50 100%
FIGURE 4.1.6
INTERPRETATION
From the study conducted among the employees of ABTEC Company, 50% strongly agreed
that the development program is helping in decision making, 20% agreed to the same and
20% disagreed to the development program and 10% strongly disagreed.
42
4.1.7 The Major Area In The Organization That Seeks The Development
Program
SL NO OPTIONS NO OF RESPONDENTS PERCENTAGE OF

RESPONSE
1 Decision making 15 30%
2 Interpersonal 5 10%
3 Job knowledge 25 50%
4 General knowledge 5 10%

5 Total 50 100%
TABLE 4.1.7
FIGURE 4.1.7
INTERPRETATION
From the study conducted among the employees of ABTEC Company, 50% seeks the major
area of organization is Job knowledge,30% is decision making, 10% General knowledge and
10% Inter personal.
43
4.1.8 The Most Important Method Provided For The Executive
Development In The Organization
TABLE 4.1.8

RESPONSE
1. Case study 8 16%
2. Role play 5 10%
3. Conference lectures 5 10%
4. job rotation 20 40%

5. others 12 24%
6 Total 50 100%
FGURE 4.1.8
INTERPRETATION
From the study conducted among the employees of ABTEC Company, 40% opted job
rotation as the most important method provide for the executive development in the
organization,24 % opted other methods, 16% opted case study and 10% opted conference
lectures and role play.
44
4.1.9 The Need for Executive Development for Maintaining Social
Responsibility of Business
TABLE 4.1.9

Always 25 50%
1.
Sometimes 20 40%
2.
Never 5 10%
3.
Total 50 100%
4.
FIGURE 4.1.9
INTERPRETATION
From the study conducted among the employees of ABTEC Company, 50 opted the need for
executive development for social responsibilities and 40% opted some times and 10% opted
never needs.
45
4.1.10 The Criteria for Selection of Employees for Development Program
TABLE 4.1.10
SL NO OPTIONS NO OF PERCENTAGE
RESPONDENTS OF RESPONSE
Performance Appraisal 20 40%

1.
Observation 10 20%
2.
Opinion Survey 5 10%
3.
Critical Incidence 5 10%
4.
5. All of the above 10 20%
6 Total 50 100%
FIGURE 4.1.10
INTERPRETATION
From the study conducted among the employees of ABTEC Company, 40% opted
performance appraisal as criteria ,20% opted observation and all,10% for opinion survey and
critical incidence as the criteria for selection of employees.
46
4.1.11 The Response of the Awareness of the Need for Executive
Development in the Organization
TABLE 4.1.11
SL NO OPTIONS NO OF PERCENTAGE OF
Yes 39 78%
1.
No 11 22%
2.
Total 50 100%
3.
FIGURE 4.1.11
INTERPRETATION
From the study conducted among the employees of ABTEC Company, 78% of employees
have awareness of the need for executive development in the organisation and 22% are not
awarded.
47
4.1.12 The Opinion On The Most Influencing Factor Regarding Executive
Development
TABLE 4.1.12
SL NO OPTIONS NO OF PERCENTAGE
Lack of trained 26 52%

1. managers
Lack of technological 10 20%
2. knowledge
Socio cultural changes 5 10%
3.
Change in labour 9 18%
4. management relation
5 Total 50 100%
FIGURE 4.1.12
INTERPRETATION
From the study conducted among the employees of ABTEC Company, 52% of the employees
have lack of trained managers influencing the organisation regarding executive
development,20% opted lack of technological knowledge,18% opted change in labour
management relation and 10% opted socio cultural changes.
48
4.1.13 The Need For Development Program For Managers To Overcome
Future Challenges
TABLE 4.1.13
SL NO OPTIONS NO OF PERCENTAGE OF
Highly 30 60%
1.
Moderately 20 40%
2.
Never 0 0%
3.
Total 50 100%
4.
FIGURE 4.1.13
INTERPRETATION
opted development programme is essential for the manager to overcome future challenges
and 40% is moderate.
49
4.1.14The Type Of Training Provided By The Company
TABLE NO 4.1.14

RESPONSE
1. On the job training 30 60%
2. Off the job training 10 20%
3. Electronic Based 5 10%

Training
4. Distance & Internet 5 10%

5 Total 50 100%
FIGURE 4.1.14
INTERPRETATION
opted that the type of training provided in the organisation is „On the job training‟, 20% opted
„Off the job training‟, 10% opted „Electronic based training‟ and 10% opted distance and
internet.
50
4.1.15 Whether Training Programme Helps To Increase Productivity
TABLE 4.1.15

RESPONSE
1. To great extent 30 60%
2. To some extent 19 38%
3. Not at all 1 2%
4 Total 50 100%
FIGURE 4.1.15
INTERPRETATION
From the study conducted among the employees of ABTEC Company, 60 % of employees
agree training program have great extent to help in increasing the productivity , 38% % have
to some extent and 2% have not at all.
51
4.1.16 How Frequently Does The Organization Provide Training For
Employees
TABLE 4.1.16

1 Once in week 15 30%
2 Once in month 20 40%
3 Once in year 15 30%
4 Total 50 100%
FIGURE 4.1.16
INTERPRETATION
opted that they get training once in month, 3o% opted frequently they get training once in
week and 30% opted once in year .
52
4.1.17 How Employees Are Satisfied With Present Training Program
TABLE 4.1.17

Highly satisfied 26 52%
1.
Satisfied 14 28%
2.
Moderately satisfied 5 10%
3.
Dissatisfied 5 10%
4.
5 Highly dissatisfied 0 0%
6 Total 50 100%
FIGURE 4.1.17
INTERPRETATION
From the study conducted among the employees of ABTEC Company, 52% are highly
satisfied with the present training program,28% are satisfied ,10% are moderately satisfied
and 10% are dissatisfied.
53
4.1.18 Table The Method Used For Evaluating The Effectiveness Of
Training Program
TABLE 4.1.18

RESPONSE
1. Observation 10 20%
2. Ratings 20 40%
3. Interviews 7 14%
4. Test before and after 3 6%
5. All of the above 10 20%

6 Total 50 100%
FIGURE 4.1.18
INTERPRETATION
agree rating method used for evaluating the effectiveness of training program,20% are agree
with all of the above and observation,14% are agree interviews and 6% agree test before and
after.
54
4.1.19 The Awareness Of Employees About The Training Program
TABLE 4.1.19

RESPONSE
1. Always 35 70%
2. Some times 10 20%
3. Never 5 10%
4 Total 50 100%
FIGURE 4.1.19
INTERPRETATION
always aware about the training program ,20% of employees have some knowledge and 10%
have no idea about it.
55
4.1.20 The Response Of Employees Regarding Which Facility Conducting
Training Program In The Organization
TABLE 4.1.20

RESPONSE
1. Internal faculty 20 40%
2. External faculty 20 40%
3. Both 10 20%
4 Total 50 100%
FIGURE 4.1.20
INTERPRETATION
From the study conducted among the employees of ABTEC Company, 40% opted external
faculty ,40% opted internal faculty and 20% agreed on both.
56
4.1.21 The Most Integral Part Of The Training Program
TABLE 4.1.21

RESPONSE
1. Preparation of trainer 10 20%
2. Training schedule 10 20%
3. Training material 5 10%
4. Proper selection of 25 50%

employees for training
5 Total 50 100%
FIGURE 4.1.21
INTERPRETATION
opted proper selection is the integral part of the training program,20% opted preparation of
trainer and training schedule and 10 % opted training material.
57
4.1.22 The Response Of Employees On Whether They Agree That
Programmes Helps To Solve Work Related Problems
TABLE 4.1.22
SL.NO OPTIONS NO OF PERCENTAGE

Strongly agree 25 50%
1.
Agree 10 20%
2.
Disagree 10 20%
3.
Strongly disagree 5 10%
4.
5 Total 50 100%
FIGURE 4.1.22
INTERPRETATION
strongly agreed that programmes helps to solve work related problems, 20% agreed, 20%
disagreed and 10% strongly disagreed.
58
4.1.23 Whether Organization Considers Training As A Part Of
Organization Strategy
TABLE 4.1.23

RESPONSE
1. Strongly Agree 20 40%
2. Agree 15 30%
3. Disagree 10 20%
4. Strongly Disagree 5 10%

5 Total 50 100%
FIGURE 4.1.23
INTERPRETATION
From the study conducted among the employees of ABTEC Company, 40% of the
employees strongly agreed that organization considers training as a part of organization
strategy, 30% agree,20% disagree and 10% strongly disagree.
59
4.2: CHI-SQUARE ANALYSIS
Association between development program helps in decision making and training

program help to solve work related problem .
Opinion Quality of Training
Strongly Agree Disagree Strongly Total

agree disagree
Strongly agree 25 0 0 0 25
Agree 0 10 0 0 10
Disagree 0 0 10 0 10
Strongly disagree 0 0 0 5 5
Total 25 10 10 5 50
1) H0 (Null Hypothesis): There is no relationship between development program helps in

decision making and training program help to solve work related problem
2) H1(Alternate Hypothesis): There is a relationship between development program helps in

decision making and training program help to solve work related problem
SPSS CALCULATION OUTPUT (4.)
TABLE 4.2.1.1
Case Processing Summary
Cases
Valid Missing Total
N Percent N Percent N Percent

Development_program 50 98.0% 1 2.0% 51 100.0%
_helps_
in_decision_making *
Training_program_help
_to_
solve_work_related_pro
blem
60
TABLE 4.2.1.2
Development_program_helps_in_decision_making *
Training_program_help_to_solve_work_related_problem Crosstabulation
Count
Training_program_help_to_solve_work_related_pro
blem
Strongly Strongly
agree Agree Disagree disagree Total
Development_progra Strongly agree 25 0 0 0 25
m_helps_in_decision_ Agree 0 10 0 0 10
making
Disagree 0 0 10 0 10
Strongly 0 0 0 5 5
disagree
Total 25 10 10 5 50
TABLE 4.2.1.3
Chi-square Tests
Asymptotic
Significance (2-
Value df sided)
Pearson Chi-Square 150.000a 9 .000
Likelihood Ratio 122.061 9 .000
Linear-by-Linear Association 49.000 1 .000
N of Valid Cases 50
a. 11 cells (68.8%) have expected count less than 5.

The minimum expected count is .50.
Calculated value of chi-square is: 0.000
As per SPSS calculation approximate significance value 0.000 is< 0.05 therefore p < 0.05 is
satisfied.
INTERPRETATION
INFERENCE: P < 0.05 is satisfied so we reject Null hypothesis and accept the “Alternate
Hypothesis”. There is a relationship between development program helps in decision making
and training program help to solve work related problem.
61
4.3 CORRELATION TEST
Correlation test between employee satisfied with present training program and
training as a part of organizational strategy.
SET UP HYPOTHESIS
Ho: There is no correlation between employee satisfied with present training program and
H1: There is a correlation between employee satisfied with present training program and
TABLE 4.3.1.1
TRAINING AS APART OF EMPLOYEE SATISFIED

ORGANIZATIONAL WITH PRESENT TRAINING
OPINION STRATEGY.(X) OPINION PROGRAM. (Y)
Strongly 20 Highly 26
agree satisfied
Agree 15 Satisfied 14
Disagree 10 Moderately 5
satisfied
Strongly 5 Highly 5
disagree dissatisfied
Total 50 Total 50
62
TABLE 4.3.1.2
CORRELATION TEST OUTPUT
Correlations
Employee_satisfi
ed_with_present Training_as_a_p
_training_progra art_of_organizati
m onal_strategy
Employee_satisfied_with_pre Pearson Correlation 1 .913**
sent_training_program Sig. (2-tailed) .000
N 50 50
**
Training_as_a_part_of_organ Pearson Correlation .913 1
izational_strategy Sig. (2-tailed) .000
N 50 50
**. Correlation is significant at the 0.01 level (2-tailed).
INTERPRETATION
Here Sig (2-talied) value is 0.000 therefore there is a positive correlation exists between the
variable since correlation is significant at 0.01 level (2-tailed test)
Hence H1 is accepted. Therefore, there is a correlation between employee satisfied with

present training program and training as a part of organizational strategy.
63
CHAPTER V
FINDINGS, SUGGESTIONS AND CONCLUSION

CHAPTER V
FINDINGS ,SUGGESTIONS AND CONCLUSION
5.1 FINDINGS
 The organisation provides sufficient training programs to the employees ie, once in
every month.
 Most of the employees of the organisation are highly satisfied by training programs
 The organisation mainly provides on-the-job training to the employees.
 Most of the employees agreed that the training program is adequate to solve the work
related issues.
 The development programs increased the skills and knowledge in job of the
employees.
 Most of the executives commented that development program helps them to take
better decision.
5.2 SUGGESTIONS
 The organisation may provide other types of training method in accordance with on-
the-job training
 The organization may take the training programs more effective and adequate to solve
the work related issues.
 The different methods followed for the development of mangers can be increased in
equal proportions to balance their skills.
 much better training program can reduce work stress.
 Organization may give due importance to other skills that need to be developed for a
managerial person.
 Company may concentrate much more or interpersonal relation.
 Company may adopt other methods for evaluation of training programs like tests and
interviews
64
5.3 CONCLUSION
Training is teaching, development in oneself or others, any skills and knowledge that relate to
specific useful competence. Training has specific goals of improving one’s capability,
capacity, productivity, and performance. It forms the core of apprenticeships and provides the
backbone of content at institution of technology. In addition to the basic training required for
a trade, occupation or profession observes of the labour market recognises as of initial
qualification: to maintain, and update skills throughout work life.
Training is a learning process that implies the gaining of new knowledge, sharpening of
skills, understanding concepts, rules, or changing of attitudes and behaviours to improve the
performance of people. In order to improve quality, reduce accidence, absenteeism and HR
turnover organisation needs to implement fair training programme. The focal point of training
is people in the non-managerial category. It imparts skills, attitudes and knowledge for direct
application to a task or job.
65
BIBLIOGRAPHY
BIBLIOGRAPHY
KUMAR, DILEEP.M.C and VINEETH K.M. “RESEARCH METHODOLOGY.”

KALYANI PUBLISHERS.NEW DELHI, 2014.Print.
KOTHARI C.R. “RESEARCH METHODOLOGY”. New Age International

Publishers. New Delhi, 2008.389 Pages. Print.
RAO, SUBBA P. “PERSONAL AND HUMAN RESOURCE MANAGEMENT”.

HIMALAYA PUBLISHING HOUSE.MUMBAI, 2014.476 PAGES. PRINT
Training and Development: Enhancing Communication and Leadership Skills, by

Steven A. Beebe, Timothy P. Mottet and K. David Roach, 2012
ACTIVE TRAINING: A HANDBOOK OF TECHNIQUES, DESIGNS, CASE

EXAMPLES,AND TIPS BY MEL SILBERMAN. A unique guide to teaching adults
the way they learn best: by doing.
INVOLVING YOUR AUDIENCE: MAKING IT ACTIVE BY KAREN LAWSON.

PRACTICAL, how-to approaches for using interactive methods to increase audience
impact and ensure speaker success.
FACILITATING TRAINING GROUPS: A GUIDE TO LEADERSHIP AND

VERBAL INTERVENTION SKILLS BY SUSAN A. WHEELAN. A comprehensive
framework for determining the best interventions to use on a moment-by-moment
basis to ensure group goal achievement.
HOW TO GET YOUR POINT ACROSS IN 30 SECONDS OR LESS BY MILO O.

FRANK. Proven techniques to give the edge that successful people share – the art of
communicating quickly, precisely and powerfully.
ONE-THE-JOB ORIENTATION AND TRAINING: A Practical Guide to Enhanced

Performance by Larry R. Smalley. Tools and techniques for orienting and training
new employees.
THE BIG BOOK OF ICEBREAKERS: QUICK FUN ACTIVITIES FOR
ENERGIZING MEETINGS AND WORKSHOPS BY EDIE WEST. 65 proven and
effective icebreakers to enable you to create the atmosphere you need to get the job done.
EVALUATING TRAINING PROGRAMS: THE FOUR LEVELS BY DONALD L.

KIRKPATRICK. The first comprehensive guide to Kirkpatrick’s Four-Level Model including
case studies of how the model is being used successfully in a wide range of programs and
institutions.
ANNEXURE
QUESTIONNAIRE
Respected Sir/Madam,
My name is GAYATHRI N R. I am from Nehru Institute of Information Technology and

Management. As a part of my MBA course, I had prepared a set of questions to be answered
on the topic employee training and development. Kindly give me the answers at the best of
your knowledge and experience.
PART A
PERSONAL DETAILS
Name:-
Address:-
Phone no:-
1. Gender a) Male b) Female
2. Age Group a) 18-25 b) 26-35 c) 36-45 d) 46-55
e) Above 55
3. Experience a) less than 1yr b)1-2 c)3-4 d)above 5yr

PART B
Information Regarding Development
4. Which method of development is mainly used by the company to increase your executive
skills?
a) On the job development

b) Off the job development
c) Others
5. Does your present Job require further knowledge and skills?
a) Yes
b) No
6. Do you think the development program helps you in decision making?
a) Strongly agree
b) Agree
c) Disagree
d) Strongly disagree
7. According to you the major area in your organization that seeks the development program
is …………?
a) Decision making
b) Inter- personal
c) Job-knowledge
d) General knowledge
8. According to your view the most important method provided for executive development in
your organization is?
a) Case study
b) Role play
c) Conference lectures
d) Job rotation
e) Others
9. Do you think that social responsibility of management needs executive development?
a) Always
b) Sometimes
c) Never
10. What are the criteria for selecting employees for development program….?
a) Performance appraisal
b) Observation
c) Opinion survey
d) Critical incidence
e) All of the above
11. Are you aware of the need for executive development in the organization?
a) Yes
b) No
12. According to you among the following factors, which one influence the Most in the
organization regarding executive development
a) Lack of trained managers

b) Lack of technological knowledge
c) Socio-cultural changes
d) Change in labor management relations
13. Do you think that the development programs are essential for managers to overcome
future challenges?
a) Highly
b) Moderately
c) Never Information regarding training
14. What type of training is provided by your company?
a) On the job training

b) Off the job training
c) Electronic based training
d) Distance & internet
15. Does your training program helps to increase your productivity?
a) To great extent
b) To some extent
c) Not at all
16. How frequently does your organization provide training for the employees?
a) Once in week
b) Once in month
c) Once in year
17. Are you satisfied with your present training program?
a) Highly satisfied
b) Satisfied
c) Dissatisfied
d) Highly dissatisfied
18. What method is used for evaluating the effectiveness of training program?
a) Observation
b) Ratings
c) Interview
d) Test before & after
e) All of the above
19. Are you aware of the training program conducted by the organization?
a) Always
b) Sometimes
c) Never
20. According to you among the following who conducts the training program in the
Organization?
a) Internal faculty
b) External faculty
c) Both
21. According to you which among the following option is the most integral part of a
Training program?
a) Preparation of trainer
b) Training schedule
c) Training material
d) Proper selection of employees for training
22. Do you agree that the training program helps to solve work related problems?
a) Strongly agree
b) Agree
c) Disagree
d) Strongly disagree
23. Your organization considers training as a part of organization strategy. Do you agree with
the statement?
a) Strongly Agree
b) Agree
c) Disagree
d) Strongly Disagree

Gayathri Mba Project

Uploaded by

Copyright:

Available Formats

Gayathri Mba Project

Uploaded by

Document Information

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Gayathri Mba Project

Uploaded by

Copyright:

Available Formats

A STUDY ON EMPLOYEE TRAINING AND

in partial fulfillment for the award of the degree

MASTER OF BUSINESS ADMINISTRATION

NEHRU INSTITUTE OF INFORMATION TECHNOLOGY

ANNA UNIVERSITY: CHENNAI 600 025

Certified that the Project Report from “ABTEC LTD POOVANTHURUTHU

HEAD OF THE DEPARTMENT SUPERVISOR

Mr. M. SATHISH KUMAR Dr. K. RAVIKUMAR

Department of Management Studies Department of Management Studies

Nehru Institute of Information Nehru Institute of Information

Submitted for the Project Viva-Voce examination held on ___________

Internal Examiner External Examiner

Register No: 721519631021

I am extremely grateful to the Principal and Head of the Department

Then gratitude goes to my Supportive and encouraging project guide

Then hearty gratitude goes to all my beloved FACULTY MEMBERS, Department of

LIST OF TABLES vii

CHAPTER NO. TITLE PAGE NO.

ANALYSIS AND INTERPRETATION

FINDINGS, SUGGESTIONS AND CONCLUSION

4.1.2 AGE WISE CLASSIFICATION 38

4.1.3 EXEPERINCE WISE CLASSIFICATION 39

TABLE OF METHODS USED TO INCREASE EXECUTIVE

RESPONSE OF EMPLOYEES ABOUT KNOWLEDGE AND

DEVELOPMENT PROGRAMMES HELPING IN DECISION

THE AREA IN THE ORGANIZATION THAT SEEKS THE

4.1.8 METHODS PROVIDED FOR THE EXECUTIVE DEVELOPMENT 44

NEED FOR EXECUTIVE DEVELOPMENT FOR MAINTAINING

CRITERIA FOR SELECTION OF EMPLOYEES

OPINION OF THE INFLUENCING FACTORS

TYPE OF TRAINING PROVIDED BY THE COMPANY

TRAINING FREQUENTILY PROVIDE BY THE ORGANIZATION

SATISFACTION OF EMPLOYEES WITH PRESENT TRAINNING

4.2.1.1 CHI-SQUARE CASE PROCESSING SUMMARY 60

4.2.1.2 CHI-SQUARE CROSS TABULATION 61

4.2.1.3 CHI-SQUARE TEST 61

4.3 CORRELATION TEST 62

4.3.1.1 CORRELATION TEST 62

4.3.1.2 CORRELATION TEST OUTPUT 63

4.1.2 AGE WISE CLASSIFICATION 38

4.1.3 EXEPERINCE WISE CLASSIFICATION 39

METHODS USED TO INCREASE EXECUTIVE SKILLS

RESPONSE OF EMPLOYEES ABOUT KNOWLEDGE AND SKILLS

4.1.8 METHODS PROVIDED FOR THE EXECUTIVE DEVELOPMENT 44

NEED FOR EXECUTIVE DEVELOPMENT FOR MAINTAINING

CRITERIA FOR SELECTION OF EMPLOYEES

OPINION OF THE INFLUENCING FACTORS

4.1.21 MOST INTEGRAL PART OF TRAINING PROGRAMME 57

TRAINING AND DEVELOPMENT

 Delegating responsibility rather than fixing problems before they arise.

According to Reid and Barrington. “Training is a planned to modify knowledge, skill,

Following are general objectives of training programme implemented by an organisation:

NEED FOR TRAINING

 Optimum utilisation of resources

STEPS OF TRAINING PROGRAMME

TYPES OF TRAINING PROGRAMMES

Induction training or orientation training: Induction or orientation training is adopted

Refresher training: Refresher training occurs when employees need an up-gradation in

1. on -the-job training method

Simulation methods: Simulation is a technique which duplicates, as nearly as possible,