A STUDY ON EFFECTIVENESS OF TRAINING AND

DEVELOPMENT WITH REFERENCE TO

PPT[India]Pvt.Ltd

PROJECT REPORT

Submitted by

HIMA.V.DEVAN

Register No: 713217631035

in partial fulfillment for the award of the degree

of

MASTER OF BUSINESS ADMINISTRATION

IN

RVS INSTITUTE OF MANAGEMENT STUDIES

COIMBATORE – 641402

MAY 2019
 RVS INSTITUTE OF MANAGEMENT STUDIES, COIMBATORE - 641 402

BONAFIDE CERTIFICATE

Certified that this project report titled “A STUDY ON EFFECTIVENESS OF

TRAINING AND DEVELOPMENT WITH REFERENCE TO PPT[India]Pvt.Ltd” is the

bonafide work of Ms Hima.V.Devan who carried out the research under my supervision.

Certified further, that to the best of my knowledge the work reported herein does not form part

of any other project report or dissertation on the basis of which a degree or award was

conferred on an earlier occasion on this or any other candidate.

--------------------- ----------------------------------
K.S. ASHOK KUMAR DR. J. NIRUBA RANI
Project Guide Head of the Department

Submitted for the Project Viva-Voce examination held on __________

----------------------------- ----------------------------
Internal Examiner External Examiner
 DECLARATION

I affirm that the project work titled “A STUDY ON EFFECTIVENESS OF TRAINING AND
DEVELOPMENT WITH REFERENCE TO PPTS[India]Pvt.Ltd” 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.

HIMA.V.DEVAN

713217631035

I certify that the declaration made above by the candidate is true.

K.S. Ashok Kumar

Assistant Professor
 ACKNOWLEDGEMENT

“Gratitude is the music of our hearts.” A project of such a comprehensive finish cannot be
completed without the help of numerous sources and people throughout the long rugged path of
success. We realize this fact and so, we are greatly indebted to all of them and take this opportunity to
thank them.

First and foremost let me sincerely thank almighty for the great opportunity and blessings that he has
showered up on me for the successful and timely completion of my Project. I wish to pledge and
reward my deep sense of gratitude for all those who have made this project come alive.

I would like to express my heart-felt gratitude to thank to the management and staff of R.V.S Institute
of Management Studies, Coimbatore, the Director Dr. P.V. PRABHA MBA, Ph.D., for permitting
me to take up this project

Now I great fully thank to Dr. J. Nirubarani B.Ed., DPCS., MBA., M Phil., PhD., Head, RVS
Institute of Management Studies, for the active and patient support forwarded to me in respect of this
project.

I am gratefully indebted to my internal faculty guide Prof. K. S. Ashok Kumar, BE, MBA., M Phil.,
Assistant Professor, RVS Institute of Management Studies, for encouraging me and for his constant
support throughout the course of the project and helping me to complete it successfully.

I thank to all other faculties and non-teaching staffs of RVS Institute of Management Studies for
indirectly helping me to complete the report.

I thank my parents and all other family members for their valuable and inseparable support in
completion of this project. Once again I take this opportunity to convey my sincere thanks to each and
every person who helped me directly and indirectly in the successful completion of this project.

HIMA.V.DEVAN
 TABLE OF CONTENTS

CHAPTER NO. TITLE PAGE NO.

ABSTRACT I

LIST OF TABLES II

LIST OF CHARTS III

I INTRODUCTION 1

1.1 ABOUT THE INDUSTRY 2

1.2 ABOUT THE COMPANY 4

1.3 ABOUT THE STUDY 7

1.4 OBJECTIVES OF TE STUDY 11

1.5 LIMITATIONS OF THE STUDY 12

II REVIEW OF LITERATURE 13

III RESEARCH METHODOLOGY 18

IV DATA ANALYSIS AND INTERPRETATION 21

V CONCLUSION 66

5.1 SUMMARY OF FINDINGS 66

5.2 SUGGESTIONS & RECOMMENDATIONS 67

5.3 CONCLUSION 68

BIBLIOGRAPHY IV

APPENDIX V
 ABSTRACT

Training and development play an important role in the effectiveness of organizations and to the
experiences of people in work. Training has implications for productivity, health and safety at
work and personal development. All organizations employing people need to train and develop
their staff. Most organizations are cognisant of this requirement and invest effort and other
resources in training and development. Such investment can take the form of employing
specialist training and development staff and paying salaries to staff undergoing training and
development. Investment in training and development entails obtaining and maintaining space
and equipment. It also means that operational personnel, employed in the organization’s main
business functions, such as production, maintenance, sales, marketing and management support,
must also direct their attention and effort from time to time towards supporting training
development and delivery. This means they are required to give less attention to activities that
are obviously more productive in terms of the organization’s main business. However,
investment in training and development is generally regarded as good management practice to
maintain appropriate expertise now and in the future.

I
 LIST OF TABLES

PAGE
PARTICULARS NO.
TABLE NO.

4.1.1 GENDER OF RESPONDENTS 22

4.1.2 AGE GROUP OF RESPONDENTS 24

4.1.3 DESIGNATION OF RESPONDENTS 26

4.1.4 EXPERIENCE OF RESPONDENTS 28

4.1.5 METHODS OF TRAINING 30

4.1.6 SATISFACTION OF RESPONDENTS 32

4.1.7 PURPOSE OF TRAINING 34

4.1.8 BARRIERS OF TRAINING 36

4.1.9 REASONS FOR SHORTAGE INTRAINING PROGRAM 38

4.1.10 CONDITIONS TO BE IMPROVED 40

4.1.11 GENERAL COMPLAINTS 42

4.1.12 EFFECTIVENESS OF TRAINING 44

4.1.13 EFFECTIVENESS OF FEEDBACK SYSTEM 46

4.1.14 BENEFITS OF TRAINING 48

4.1.15 TRAINING BY PROFESSIONAL TRAINERS 50

4.1.16 GOAL OFTRAINING PROGRAM 52

4.1.17 OUTCOME OF TRAINING 54

4.1.18 ORGANIZING TRAINING 56

4.1.19 TRAINING AS A PART OF ORGANIZATIONAL STRATEGY 58

II
 LIST OF CHARTS

PAGE
PARTICULARS NO.
TABLE NO.

4.1.1 GENDER OF RESPONDENTS 23

4.1.2 AGE GROUP OF RESPONDENTS 25

4.1.3 DESIGNATION OF RESPONDENTS 27

4.1.4 EXPERIENCE OF RESPONDENTS 29

4.1.5 METHODS OF TRAINING 31

4.1.6 SATISFACTION OF RESPONDENTS 33

4.1.7 PURPOSE OF TRAINING 35

4.1.8 BARRIERS OF TRAINING 37

4.1.9 REASONS FOR SHORTAGE INTRAINING PROGRAM 39

4.1.10 CONDITIONS TO BE IMPROVED 41

4.1.11 GENERAL COMPLAINTS 43

4.1.12 EFFECTIVENESS OF TRAINING 45

4.1.13 EFFECTIVENESS OF FEEDBACK SYSTEM 47

4.1.14 BENEFITS OF TRAINING 49

4.1.15 TRAINING BY PROFESSIONAL TRAINERS 51

4.1.16 GOAL OFTRAINING PROGRAM 53

4.1.17 OUTCOME OF TRAINING 55

4.1.18 ORGANIZING TRAINING 57

4.1.19 TRAINING AS A PART OF ORGANIZATIONAL STRATEGY 59

III
 CHAPTER I

INTRODUCTION

During the last hundred years in the training and development field, it has seen many rapid changes
and still continuous experiencing them in it head long rush to keep up with the evolutionary process of
adoption to an ever changing world and its ever changing technology. With this comes the never
ending process of developing new learning process of methods to meet this changing technology. The
world training is an encompassing term, which is often used in describing changes occurring in our
behavior because of an experience we have encountered at some point in our lives.

Every organization needs to have well trained and experienced people to perform activities that have to
be done. If the current potential of job occupant can meet this requirement training is not important.
But when this is not a case, it is necessary to raise the skill level to increase the veracity and
adaptability of employees. Inadequate job performance or a decline in productive or changes resulting
out of job redesigning or technology break through require some type of training and development
effort. As the job becomes more complex, the importance of employee development also increases. In
a rapidly changing society, employee training and development is not only an activity that is desirable
but also an activity that an organization must commit resources to if it to maintain a viable and
knowledgeable workforce.
The evaluation of training process is very important key element not to be overlooked or treated highly
in the development process. Because it becomes the tool used to tell us if we reached our intended goal
or objectives. The evaluation and validation data (testing result) will show us where and what is
needed to tweaked to change in our training program to improve it.

1
1.1 ABOUT THE INDUSTRY

Indian IT industry has built up valuable brand equity for itself in the global markets. IT industry in
India comprises of software industry and information technology enabled services (ITES), which
also includes business process outsourcing (BPO) industry. India is considered as a pioneer in software
development and a favorite destination for IT-enabled services. The origin of IT industry in India can
be traced to 1974, when the mainframe manufacturer, Burroughs, asked its India sales agent, Tata
Consultancy Services (TCS), to export programmers for installing system software for a U.S. client.

Key Attributes enabling IT sector in a country:

1. A stable and open business environment that encourages competition
It goes without saying that for the IT industry to thrive; private property must be sacrosanct,
competition and investment from all quarters welcomed, and regulation transparent and well-balanced.
The best performers are also striving to inject more flexibility into their labor markets, making it easier
for firms to hire or fire workers.

2. Advanced IT and communications infrastructure

IT producers themselves need good technology to excel. A country‘s firms must be well endowed with
computer hardware and have reliable high-speed Internet access. US software firms, for example,
make enormous use of the country‘s fast and secure network Infrastructure to develop new
applications with partners. IT firms are also pacesetters in the use of wireless and mobile technologies
to improve productivity.

3. IT talent and skills development geared to the future

The supply of talent for the IT industry is growing increasingly tight. Even firms in the US which
remains a magnet for talented science and engineering students from overseas are feeling the pinch.
This is because skill requirements for IT specialists are changing. Universities in only a few countries
have begun to orient technology training to the new demands.

4. Robust protection of intellectual property rights

Protection of IPR, and recognition of its importance to innovation, is entrenched in the legal regimes of
the US, Western Europe and other OECD countries. Their governments and courts also enforce IPR
laws vigorously. Progress is more mixed in developing a legal framework for online business; as

2
ardent users of the Web to conduct business, IT firms have much to lose if the right balance between
protection and openness is not found.

5. Strong support for innovation

East Asian economies are prolific generators of patents, and along with the US they are noteworthy for
high levels of private-sector investment in R&D, which is integral to product and service innovation in
the IT sector. Strong university-industry ties in research, along with a culture of risk taking, are also
important elements of a supportive innovation environment for IT.

6. Carefully calibrated government support

Most governments desire a strong IT sector. Many provide direct and indirect forms of support, but
few have found the right formula to encourage sector growth without picking winners or introducing
market distortions.

Major factors played for India's emergence as key global IT player are

1. Indian Education System

The Indian education system places strong emphasis on mathematics and science, resulting in a large
number of science and engineering graduates. Mastery over quantitative concepts coupled with
English proficiency has resulted in a skill set that has enabled India to reap the benefits of the current
international demand for IT.

2. High Quality Human Resource

Indian programmers are known for their strong technical and analytical skills and their willingness to
accommodate clients. India also has one of the largest pools of English-speaking professionals.

3. Competitive Costs
The cost of software development and other services in India is very competitive as compared to the
West.

3
1.2 ABOUT THE COMPANY

PPTS cater end to end IT / ITES Solution to our global clients in more than 10 countries by developing
competitive cutting edge technologies within the industries and enabling us to grow into a multimillion
company with fully trained professional team.

Started by Mr.&Mrs.Premnath in 2001 providing transcription services. After witnessing over 200%
growth in the first two years, we branched out into the highly specialized area of clinical trial research
& data intelligence. A decade later, PPTS enjoys an envious presence in clinical trials data
management, legal intelligence and medical transcription.

Since 2010, PPTS started focusing specifically towards Software Development, Mobile App
Development, CRM/ERP Customization and Development, Data Analytics support, Digital Marketing
and VA Support for Businesses like Wholesale & Retail, Real Estate, Insurance, Healthcare, Janitorial,
etc.,

Point Perfect Technology Solutions is a pioneered global leader in software industry for web design
and application development. The company has proven track records in implementing most cost
effective solutions for customer service and client satisfaction. The company implements different
strategically planned business solutions for clients to be competent on the current dynamic global
business market. In the year 2012, PPTS signed as an official partner with ODOO and contributed
ourselves with 30+ developments and around 40 modules in it. Later in the year 2017, PPTS deemed
themselves as one of the silver partners of ODOO by successfully delivering solutions in different
industrial aspects including manufacturing, retail, and trading, etc.

PPTS is positioned as an Official Odoo Silver partner in USA, France, India and Canada. PPTS is
working continuously in strengthening its Odoo capabilities to cater to all enterprise verticals. We have
completed more than 50 Odoo implementations across the world to date and more implementations are
in progress. With enriched knowledge across all versions of Odoo, PPTS is well equipped to
effectively handle existing and new customers.

PPTS have recently been recognized as one of the top 20 most promising ODOO solution providers in
India for 2018 by CIO Review India Team. PPTS is honored to be amongst this list of 20 elite
companies.

4
PPTS is an Inshore and Offshore Development Company working to reform the businesses across
Industry. PPTS perform 360 degree Experience to drive the theme of industrial cultures and provide a
sophisticated IT service for the customer’s core business solutions. PPTS render end to end IT/ITES
services, growing into a multimillion company with fully trained vast experienced professional team in
the updated technology and stamp the role which has matchless impact in this Digital ERA.

Technical Platforms In PPTS

1. .Net Development

The team of .Net expertise design websites to make it highly responsive for business fetching and
ensure to provide with enormous support and reliability. PPTS develop brand focused websites with
multi-tier architecture and offer exclusive business solutions. The highly skilled developers exploit the
power to address your business needs far and wide and provide you with the premium Websites,
Desktop Application, Point of Sale and Enterprise Services. We help you discover all together a new
online venture with immensely performing sites and attract more visitors.

2. JAVA Development

Highly professional Java team of PPTS covers up the trending technology in different platforms from
small to enterprise level business applications and web portals. By adhering to the world class trend,
Thecrew resides in developing best in-class websites, migration of applications, website re-engineering
and so forth. We also help your business in integrating with databases, operating systems and third-
party applications.

3. PHP Development

Professional PHP developers of PPTS create Interactive and innovative web pages using this server
scripting language which meets your unique business goals. The unwatched PHP masters offer onshore
and offshore PHP development service in multiple updated platforms and imprint the fineness in the
client’s business solutions. PPTS develop websites and portals for E-commerce, job portals, CMS, and
more verticals. The custom feature merged with guaranteed safety and quick response is assured for
the websites and applications we develop.

4. Python Development

PPTS has the wide range of experience in working with trending Python frameworks and out takes the
massive quality websites and application with tailored choices. Specialists are actively involved in
developing websites, web applications, and Desktop applications with the updated versions. The

5
professionals run deep into business solutions and work to achieve productive results in diverse
sectors. We take up this compressive code format to bring out the complex concepts live. We use
Python technology adequately in all the endeavors.

PPTS are known for the distinguished technology, talents and trends to foresee the client requirement
and process the best expected outcome. We bridge the gap between the implementation and client
needs by updating to the current market drifts and technologies.

We have currently executed 70+ implementations and on the other side, 1000+ apps being developed
and supported out of our state-of-art development centre at SEZ IT park in Coimbatore, India. Our
enterprise-wide solutions are expanding across various technologies such as ODOO, Magento, Java,
PHP, Application Development and other various platforms to cater to the unique needs of customers
across geographies. Explore our solutions and services by visiting our website.

Our Vision:

We aim to become a globally renowned Business Solutions Provider with the capability to serve small,
mid-size and Fortune 500 writing companies. We commit to provide flawless and prompt service to all
our partners.

Our Mission

We aim to be an employee-friendly employer. We want our employees to enjoy great work-life

balance so that they can deliver work with a broad smile. Our mission is being executed by a highly
motivated and forward thinking team of determined professionals.

6
1.3 ABOUT THE STUDY

It is a subsystem of an organization. It ensure that randomness is reduced and learning or behavioral

change takes place in structured format.

TRADITIONAL AND MODERN APPROACH OF TRAINING AND DEVELOPMENT

Traditional Approach – Most of the organizations before never used to believe in training. They were
holding the traditional view that managers are born and not mad. There were also some view that
training is a very costly affair and not worth. Organizations used to believe more in executive pinching.
But now the scenario seems to be changing.

Modern Approach –Modern approach of training and development is that Indian Organizations have
realized the importance of corporate training. Training is now considered s more of relation tool than a
cost. The training system in Indian Industry has been changed to create a smarter workforce an yield
the best results.

Training Defined

It is a learning process that involves the acquisition of knowledge, sharpening of skills, concepts, rules
or changing of attitudes and behaviors to enhance the performance of employees.

Training is activity leading to skilled behavior.

 It’s not what you want in life, but its knowing how to reach it
 It’s not where you want to go, but its knowing how to get there
 It’s not how high you want to rise, but its knowing how to take off
 It’s may not be quite the outcome you were aiming for, but it will be an outcome
 It’s not what you ream f doing, but its having knowledge to do it
 It’s not a set of goals, but it’s more like a vision
 It’s not the goal you set, but its what you need achieve it
Training is about knowing where you stand at present, and where you will be after some point
of time. Training is about the acquisition of knowledge, skill and abilities through professional
development.

7
 IMPORTANCE OF TRAINING AND DEVELOPMENT

 Optimum Utilization of Human Resources – Training and Development helps in optimizing the
utilization of human resources that further helps the employee to achieve the organizational
goals as well as their individual goals.
 Development of Human Resources – Training and Development helps to provide an
opportunity and broad structure for the development of human resources’ technical and
behavioral skills in an organization. It also helps the employees in attaining personal growth.
 Development of Skills of Employees – Training and Development helps in increasing the job
knowledge and skills of employees at each level. It helps to expand the horizons of human
intellect and an overall personality of the employees.
 Productivity - Training and Development helps in increasing the productivity of the employees
that helps the organization further to achieve its long-term goal.
 Team Spirit – Training and Development helps in inculcating the sense of team work, term
spirit, and inter-team collaboration. It helps in inculcating the zeal to learn within the
employees.
 Organization Culture – Training and Development helps to develop and improve the
organizational health culture and effectiveness. It helps in creating the culture within the
organizing.
 Organizational Climate – Training and Development helps building the positive perception and
feeling about the organization. The employee get these feelings from leaders, subordinates and
peers
 Health Work Environment – Training and Development helps in creating the healthy working
environment. It helps to build good employee, relationship so that individual goals aligns with
organizational goal.

1.3.1 STATEMENT OF THE PROBLEM

Management development is aimed at preparing employees for future jobs with the organization or at
solving organization wide problems concerning, Acquiring or sharpening capabilities required
performing various tasks and functions associated with their present or expected future roles. The

8
 motive behind this study is to understand and learn the impact of training and development prorammes
on the employees of PPTS[India]Pvt.Ltd

1.3.2 NEED OF THE STUDY

Training is required on account of the following reasons.

1. Job Requirement:

Employees selected for a job might like the qualifications required to perform the job effective. New
and experienced employees require detailed instruction for effective performance on the job. In the
same cases, the past experience, attitude, and behavior patterns of experienced personnel might be in
appropriate to the new organization. Remedial training should be given to such people to match the
need of organization. New employees need to provide orientation training to make them familiar with
the job and the organization.

2. Technological Change:

Technology is changing very fast. Now automation and mechanization are being increasingly applied
in offices and service sector. Increasing use of fast changing techniques requires training into new
technology. For instance, staffs in public sector bank are being trained due to computerization of
banking operations.

No organization can take advantages of latest technology without well trained personnel. New jobs
require new skill. Thus, both new and old employees require training.

3. Internal Mobility:

Training becomes necessary when an employee moves from one job to another ue to promotion and
transfer. Employee chosen for higher level jobs need to be trained before they are asked to perform the
higher responsibilities. Training is widely used to prepare employees for higher level jobs.

4. Organizational Viability:

In order to survive and grow, an organization must continually adapt itself to the changing
environment. With increasing economic liberalization in India business firms are experiencing
expansion, growth and diversification. In order to face international competition, the firm must
upgrade their capabilities. An organization can build up a second line of command through training in
order to meet its future needs for human resources. Trained staff is the most valuable asset f a
company.

9
1.3.3 SCOPE OF THE STUDY

The study is conducted on the employees in PPTS[India]Pvt.Ltd Coimbatore.

The study will help the organization:

 To know the present condition of the Training & Development programs.

 To know the expectations of the employees towards Training and Development.
 To know the willingness of the employees towards Training and Development programs.

10
 1.4 OBJECTIVES OF THE STUDY

Primary Objective:
The main objective is to study the effectiveness of training and development with reference to PPT
[india] pvt.ltd.

Secondary Objectives:
 To analyze the training philosophy in Point Perfect Transcription Services, India, Pvt, Ltd
 To analyze the basic knowledge and skills required for efficient performance of definite tasks.
 To identify the training needs in PPTS[India]Pvt.Ltd.
 To analyze the quality of training, tools used during training process.
 To evaluate the post training performance in PPTS.

11
 1.5 LIMITATIONS OF THE STUDY

 The biased response may affect the result of the study undertaken.
 The study was based on the responses given by the employees of the organization.
 The training and development dimensions are limited to job performance.
 Fear of expressing the true facts among the respondents could be a limitation.

12
 CHAPTER II

REVIEW OF LITERATURE

Kuldeep Sing (2000) has selected 84 organization from business representing all the major
domestic industries questionnaire has developed by Huselid (1993) are used to study training. The
objectives of the study are to examine the relationship between training and organizational
performance which shows that Indian organizations are still not convinced of the fact that
investments in human resources can result in higher

Binna Kandola (2000) has discussed some of the difficulties associated with accurate and
useful evaluation of training effectiveness particularly in the department of soft skills which
include skills relating to people management. The author highlights some existing training
evaluation techniques and then outlines a model of training evaluation which currently is found to
be successful in the United Kingdom.

Logan, J.K (2000) illustrated that retention is a complex concept and there is no single
recipe for keeping employees with a company. Many companies have discovered, however, that
one of the factors that helps retain employees is the opportunity to learn and try new things. The
Gallup Organization also supports this contention, as they found “the opportunity to learn and
grow” as one of the critical factors for employee retention. Companies that offer employee
development programs find success with retaining workers. Sears has found that in locations where
managers work to help their employees grow professional turnover is 40 to 50 per cent less than in
stores where that relationship does not exist.

Wagner S (2000) in his study on “Employees Speak out on Job Training: Findings of New
Nationwide Study,” highlighted employee development programs are experiencing higher
employees satisfaction with lower turnover rates although salary and benefits play a role in
recruiting and retaining employees, people are also looking for opportunities to learn new things,
the challenge of new responsibilities, and the prospect of personal and professional growth. The
Gallup Organization found that employee satisfaction and retention are

13
 Radhakrishna, Plank, and Mitchell (2001) studied using a learning style instrument (LSI)
and demographic profile in addition to reaction measures and learning measures. The three training
objectives were to assess knowledge gained through a Webbased training, to determine participant
reaction to Web-based material and Listerv discussion, and to describe both the demographic
profile and the learning style of the participants. The evaluation of the training began with an on-
line pretest and an on-line LSI. The pretest included seven demographic questions. The LSI, pretest
and post test, and LSI questionnaire were paired by the agent’s social security numbers. Fifty-five
agents of the available (106) agents completed all four instruments and were

A number of studies, including one conducted by the Australian National Training Authority
(2001), have found that skills and training produce the best results, where training is a part of an
overall business strategy. This is supported by Knuckey and Johnston (2002) in New Zealand,
where a survey of businesses identified a high proportion of “leaders” engaging in training
compared with “laggers”. This concept also underpins the “Investors in People” standard in the UK

Srivastava (2001) has evaluated the effectiveness of various training programs offered by
the in-house training center of Tata Steel, ShavakNanavati Training Institute (SNTI), India. The
effectiveness of the training was measured in terms of various outcomes such as satisfaction level;
reaction and feedback of participants; and change in performance and behavior as perceived by
participants, their immediate supervisors, and departmental heads. The sample consisted of sixty
departmental heads, fourteen hundred participants and thirteen hundred immediate supervisors
from various departments. The data were collected through structured interview schedule. It was
found that the satisfaction levels of participants, their superiors, and divisional heads were above
average for all types of programs. The participants were benefited from the programs, but transfer
of learning was not as expected form their supervisors. There 40 were changes in the post training
performance ranging from 10 to 37 per cent. The training programmes could meet the objectives
only to a limited extent.

Ogunu (2002) in his study titled “Evaluation of Management Training and Development
Programme of Guinness Nigeria PLC” examined the management training and development
programme of Guinness Nigeria PLC, Benin City with a view to ascertaining its relevance,
adequacy, and effectiveness. A convenience sampling design was adopted, whereby the researcher
used all the 50 management staff in the company’s Benin Brewery as subjects for the study. Data
was collected by administering a questionnaire titled ‘Management Training and Development
14
Questionnaire’ (MTDQ) that was developed by the researcher. Hypotheses testing in the study
revealed that facilities for staff training were adequate for effective training of management staff,
training programmes for management staff were relevant to the jobs they performed, and the
training programmes undergone by the staff did indeed improve their performance and
effectiveness at works.

Giannationio and Hurley (2002) have presented a study on “Executives insights into
training practices”. Over 1100 human resource training executives responded to a 41 survey
concerning their perceptions of the training issues their companies are facing the role of training in
their organization the skills training employees should possess, and the substantive training
knowledge that graduates of training programmes should be able to demonstrate results suggest the
most important issues facing training executives today is managing the change Executives felt that
it has been extremely important for the professionals to be able to create a recruitment program in
today’s labour market. The result of this research provides several implications for the design and
the delivery of training educational programme.

Natarajan and Deepasree (2002) made a study on “Training climate in the burn standard
company limited, Salem”, a Public sector undertaking. A prepared questionnaire was distributed to
145 employees at random. This result shows that training climate in the organization appears to be
at an average level of (50%). There is a good deal of scope for improvement.

“Relationships between prior experience of training, gender, goal orientation and training
attitudes” by Anupama Narayan and Debra Steele-Johnson (2007), Relationships were
examined between prior experience with training, goal orientation, gender and training attitudes.
Participants (n = 165) had a minimum of six months of work experience. Results from regression
analysis indicated that mastery-approach goal orientation had a beneficial effect on training
attitudes for men but not for women. In addition, prior experience with training had a beneficial
effect on training attitudes, and women had more favorable attitudes than men. The results provide
initial evidence that gender moderates goal orientation effects in training contexts.

Another study on “Impact of training climate on effectiveness of training programs” by Anu

Singh Lather and Harsh Sharma (2008) implies that training in organization is getting
increasing mind space of top managers. However, to assert its rightful place, it has to come out
from the periphery of corporate wheel to the Centre of corporate functioning and contribute
15
proactively towards the attainment of organizational objectives. This requires that training
professionals should show commitment towards enhancing the value of training. The process of
training delivery is mediated by pre and post delivery training factors which have an influence in
constructing favorable or unfavorable training climate. This paper addresses all the important issue
of training climate and the role played by various stakeholders in developing this. The importance
of developing favorable training climate and negative impact of unfavorable training climate has
been explained with the help of case study method.

“A Study of the Judicial Service of Ghana” by Joseph Kennedy (June, 2009) who had
made a research on the impact of training and development on job performance recommends that
the frequency of Training provided should be improved to ensure that more employees have access
to Training and Development. Again, Training and Development offered by the Judicial Service of
Ghana should ensure a better understanding of the Mission and Vision statement so that,
employees can identify themselves with the organizational values in the discharge of the duties.

A study on qualitative, quantitative and mixed methods approaches to research and Inquiry
by Kimberly A. Galt, Pharm.D., (2009) which focuses on the basic overview of how the research
process integrates with different qualitative, quantitative, and mixed designs and methods a
researcher may consider using.

“Individualism–collectivism and the role of goal orientation in organizational training” by

Altovise Rogers and Christiane Spitzmueller (2009), this research examines how individualism–
collectivism and goal orientation impact training effectiveness through study of an internationally
diverse sample of engineers who were undergoing technical training. In the light of contemporary
views of individualism– collectivism, the researcher argue that collectivism will moderate the
influence of learning and performance goal orientations on training by shaping the impact of one's
perceived social context on existing performance concerns and goals. Using a sample from a large
multinational corporation, the researcher examined the effects of individualism–collectivism and
goal orientation on training transfer intentions, motivation to learn, and test performance. However,
when collectivism was combined with a performance goal orientation, its effects on training
outcomes were diminished.

16
 “A Study of Attitude of Teachers towards In-services training programs of
SarvaShikshaAbhiyan” by Dr. kotreshwaraswamy A. surapuramath (2012), teachers attitude in-
service training programme has been dealt with in this paper. The sample included 100 primary
school teaches of Bangalore District in Karnataka selected by using random sampling technique.
The attitude of elementary school teachers towards different aspects of in-service training
programs has been analyzed. It is concluded that there is no significant difference between Rural
and Urban, Male and Female and Teaching Experience, teachers attitude towards in-service
training programs of SSA.

“Training programs: evaluation of trainees’ expectations and experience” by Chimote, Niraj

Kishore (2012), the main purpose of this study is to find out how a training programme can be
evaluated from the perspective of trainee employees to test its effectiveness. The literature review
highlighted that the effectiveness of a training programme can be fairly measured by comparing
the pre-training expectations and knowledge of trainees with their post-training experience. This
study examines the effectiveness of a training programme offered to 108 trainees of a leading
private sector bank. The study intended to test whether the efficacy gap is influenced by the age,
gender and education of the trainees. The chi-squared test revealed that the demographic 57
variables are independent of the efficacy gap. A paired sample t-test was conducted and it has been
concluded that the trainees did not find the programme effective. Finally, a multiple regression
analysis was conducted which revealed that the factors extracted in factor analysis are significant
in explaining training effectiveness.

Alan M. Saks and Lisa A. Burke (2012), the purpose of this study was to investigate the
relationship between training evaluation and the transfer of training in organizations. We
hypothesized that training evaluation frequency will be related to higher rates of transfer because
evaluation information can identify weaknesses that lead to improvements in training programs and
create greater accountability among stakeholders for training outcomes. The data were obtained
from 150 training professionals who were members of a training and development association in
Canada. The results indicated that training evaluation frequency is positively related to training
transfer. However, among Kirkpatrick's four levels of evaluation criteria, only behavior and results
criteria were related to higher rates of transfer of training, indicating that the level of evaluation
criteria is important for training transfer. These results indicate the importance of organizational-
level initiatives such as training evaluation in addition to individual-level practices for facilitating
the transfer of training.

17
 CHAPTER III

RESEARCH METHODOLOGY

INTRODUCTION

After an extensive view of literature, it was found that not only introduction bt proper
implementation of training and development is very imlortant to improve the efficiency and strength then
the skill of employee. The research is based on the study of training and development with special
reference to PPTS[India]Pvt.Ltd. Coimbatore. Hence the combinations of research methodology
techniques is being used in the presend research. The primary data wa collected with the help of the
questionnaire to find the fact about the study. The questionnaire and analysis would provide with
qualitative solution for the research. In this chapter the researcher aims to describe the methodology
adopted for the research and to focus on research design. It describes the design, Sample, tools used,
procedure of data collection and statistical techniques used for data analysis

TYPE OF RESEARCH

A descriptive study is undertaken in order to ascertain and be able to describe the characteristics of
the variable of interest in a situation. Descriptive studies are also undertaken to understand the
characteristics the organization that follows certain common practice.

RESEARCH DESIGN

A research design is the arrangement of condition for collection and analysis of data in a manner
that aims to combine relevance to the research purpose. In fact the research design is the conceptual
structure within which the research is conducted. It constitutes the blue print for the collection,
measurement and analysis of data.

The Research Design adopted for the study was descriptive and analytical in nature as a study
indents to analyze the training and development of the employee in PPTS[India]Pvt.Ltd

18
DATA SOURCES
DATA COLLECTION METHOD
The main sources through which data is collected are:

Primary Data:

Primary data are collected from the employees and supervision of the company by personal interview
method. A detailed structure questionnaire was prepared with multiple choice questions. A personal
interview technique was adopted to meet each and every person to collect sufficient data. Proper
rapprochement was established for meeting the respondent. So that perfect information required for the
study could be collected.

Secondary Data:

Secondary data was gathered from records and files of the unit and the information collected from the
report and website.

SAMPLE DESIGN

Sampling is concerned with the selection of a subset of individuals from within a population to
estimate characteristics of the whole population.

Research rarely survey the entire population because the cost of a census is too high. The three
main advantages of sampling are that the cost is lower, data collection is faster, and since the data set is
smaller it is possible to ensure homogeneity and to improve the accuracy and quality of the data. In the
study researcher has used probability sampling.

Out of 140 employees of the organization 120 employees were selected by random sampling
method

TOOLS FOR ANALYSIS

The Data collected was analyzed using Frequency analysis, Chi Square. And correlation

ANALYTICAL TOOLS

ANALYSIS USING KARL PEARSON’S CORRELATION

Correlation analysis is the statistical tool used to measure the degree to which two variables are
linearly related to each other. Correlation measures the degree of association between two variables.
The Pearson product-moment correlation coefficient is a measure of the strength and direction of

19
association that exists between two variables measured on at least an interval scale. It is denoted by
the symbol r.

∑ ∑ ∑
=
∑ (∑ )² ∑ (∑ )²

CHI- SQUARE TEST I – (Ψ2)

Achi-squaredtest,alsoreferredtoaschi-squaretestorχ2test,isanystatisticalhypothesis
testinwhichthesampling distributionoftheteststatisticisachi-squareddistributionwhen
thenullhypothesisistrue,orany inwhichthisisasymptotically true,meaningthatthe
samplingdistribution(ifthenullhypothesisistrue)canbemadetoapproximateachi- squared distribution as
closelyas desired bymakingthe samplesizelargeenough.

Theχ2testwasfirstusedby KarlPearsonintheyear1980.Thequantityχ2describesthe magnitudeof

thediscrepancybetween theoryandobservation.
It is calculated using:

χ² = Σ[( − )2/ ]with (n-1)degrees offreedom. Where,

refers to the observed frequency& to the expected frequencies.χ²was used asatest
of independence andgoodness of fit.

PERCENTAGE ANALYSIS

Percentages refer to a special kind of ratio. Percentages are used in making comparison between two or
more series of data. Percentages are used to describe relationships, it is expressed as.
Percentage = (no of employees/total no of employees) 100

PERIOD OF STUDY

The period of the study is 4 months.

20
 CHAPTER IV

DATA ANALYSIS AND INTERPRETATION

INTRODUCTION

The data collection has to be processed and analysed in accordance with the outline laid down for
the purpose of developing the research plan. This is essential for a specific study and for ensuring that
all relevant data for many contemplated comparisons and analysis. Technically processing implies
editing, coding, classification and tabulation of collected data. Analysis is the process of breaking a
complex topic or substance into smaller parts to gain a better understanding of it. The term analysis
refers to the computation of certain measures along with the searching for patterns of relationship that
exist among data group. Analysis of data in a general way involves a number of closely related
operations, which are performed with the purpose of summarizing the collected data and organizing
those in such a manner that they answer the research questions.

21
4.1 SIMPLE PERCENTAGE ANALYSIS

Table 4.1.1

Gender of Respondents

Gender No of Respondents Percentage

Male 72 60

Female 48 40

Total 120 100

Source: Primary data

Interpretation:

From the above table it shows that 60% of the respondents are Male and 40% Respondents are Female

22
 Chart 4.1.1

Gender of Respondents

70

60
60

50
No of Respondents

40
40

30 Series 1

20

10

0
Male Female
Gender

23
 Table 4.1.2

Age of Respondents

Age No of Respondents Percentage

20-30 Years 54 45

31-40 Year 32 27

41-50 Years 21 18

Above 51 Years 13 11

Total 120 100

Source: Primary data

Interpretation:

From the above table it shows that 45% percentage of the respondents are in the age between 20-30
years, 27% of Respondents are in the age between 31-40 years, 18% of Respondents are in between
41-50 years and 11% are above 51 years

24
 Chart 4.1.2

Age of Respondents

50
45
45

40

35
No of Respondents

30
27

25

20 18

15
11
10

0
20-30 Years 31-40 Year 41-50 Years Above 51 Years
Age

25
 Table 4.1.3

Designation of Respondents

Designation No of Respondents Percentage

Junior 48 40

Senior 44 37

Lead 19 16

Manager 9 8

Total 120 100

Source: Primary data

Interpretation:

From the above table it shows 40% of Respondents are in Junior Level, 37% of Respondents are
in Senior Level, 16% of Respondents are in Lead Level and 8% of Respondents are managers.

26
 Chart 4.1.3

Designation of Respondents

45
40
40
37

35

30
No of Respondents

25

20
16
15

10 8

0
Junior Senior Lead Manager
Designation

27
 Table 4.1.4

Experience of Respondents

Experience No of Respondents Percentage

0-1 Years 20 18
1-2 years 26 20
2-3 Years 34 28
3-4 Years 28 23
4 and Above 12 10
Total 120 100
Source: Primary data

Interpretation:

From the above table it shows 18% Respondents are having Experian between 0-1 years, 20% of
Respondents are having experience between 1-2 years, 28% of respondents are having experience
between 2-3 years , 23% having above 3-4 years of experience and 10% of Respondents are having
above 4 years’ Experience

28
 Chart 4.1.4

Experience of Respondents

30
28

25
23

20
20
18
No of Respondents

15

10
10

0
0-1 Years 1-2 years 2-3 Years 3-4 Years 4 and Above
Experience

29
 Table 4.1.5

Methods of Training

Methods No of Respondents Percentage

On the job Training 45 38

Off the job Training 14 12

Audio Visuals 19 16

Lectures 4 3

All the above 38 32

Total 120 100

Source: Primary data

Interpretation:

The above table shows 38% of Respondents Says that the company is providing on the job
training to the employees, 12% says Off the job training is providing to the employees, 16% says audio
visual training is providing, 3% says training is giving through lectures and the opinion of 32%
Respondents are Training is given through all the above mentioned techniques.

30
 Chart 4.1.5

Methods of Training

40
38

35
32

30

25
No of Respondents

20

16
15
12

10

5
3

0
On the job Training Off the job Training Audi Visuals Lectures All the above
Methods

31
 Table 4.1.6

Satisfaction of Respondents

Particulars No of Respondents Percentage

Strongly Agree 26 22

Agree 47 39

Neither Agree or Disagree 28 23

Disagree 13 11

Strongly Disagree 6 5

Total 120 100

Source: Primary data

Interpretation:

From the above table it shows that 22% of the Respondents are strongly agreeing that they are
satisfied with the resources providing during the training, 39% Respondents are agreeing to the
statement, 23% of Respondents are neither agreeing nor disagreeing to the statement, 11% are
disagreeing to the statement and 5% are strongly disagreeing to the statement.

32
 Chart 4.1.6

Satisfaction of Respondents

45

40 39

35

30
No of Respondents

25 23
22

20

15
11
10

5
5

0
Strongly Agree Agree Neither Agree or Disagree Strongly Disagree
Disagree
Particulars

33
 Table 4.1.7

Purpose of Training

Variables No of Respondents Percentage

Strongly Agree 18 15

Agree 46 38

Neither Agree or Disagree 33 28

Disagree 15 13

Strongly Disagree 8 7

Total 120 100

Source: Primary data

Interpretation:

From the above table it shows 15% of Respondents are strongly agreeing to the statement
that the training must be for enhancing Productivity and Performance, 38% of Respondents are
agreeing to the statement, 28% of Respondents are Neither agreeing or Disagreeing to the Statement,
13% of Respondents are Disagreeing to the statement and 7% of them are Strongly Disagreeing to the
Statement.

34
 Chart 4.1.7

Purpose of Training

40 38

35

30 28
No of Respondents

25

20

15
15 13

10
7

0
Strongly Agree Agree Neither Agree or Disagree Strongly Disagree
Disagree
Variables

35
 Table 4.1.8

Barriers of Training

Barriers No of Respondents Percentage

Time 31 26

Lack of Interest 11 9

Money 20 17

Skilled Trainers 34 28

Complexity 24 20

Total 120 100

Source: Primary data

Interpretation:

From the above table it shows that 26% of the Respondents are saying Time is the barrier,
9% of Respondents are saying that Lack of interested is the barrier, 17% of Respondents are saying
that Money is the barrier, 28% of Respondents are saying that Lack of skilled Trainers are the barrier
and 20% saying that Complexity is the barrier.

36
 Chart 4.1.8

Barriers of Training

30
28

26

25

20
20
No of Respondents

17

15

10 9

0
Time Lack of Interest Money Skilled Trainers Complexity
Barriers

37
 Table 4.1.9

Reasons for Shortage

Limitations No of Respondents Percentage

Poor Supervision 31 26

Poor Communication 20 17

Lack of Delegation 22 18

Lack of Interest 18 15

Inadequate Technologies 29 24

Total 120 100

Source: Primary data

Interpretation:

From the above table it shows that 26% of Respondents are saying the reason for shortage is
of poor Supervision, 17% Respondents are saying that the shortage is because of Poor Communication,
18% of Respondents are saying it is because of Lack of Delegation, 15% saying it’s because of Lack
of Interest, 24% saying it’s because of Inadequate Technologies.

38
 Chart 4.1.9
Reasons For Shortage

30

26

25 24

20
18
No of Respondents

17

15
15

10

0
Poor Supervision Poor Communication Lack of Delegation Lack of Interest Inadequate
Technologies
Limitations

39
 Table 4.1.10

Conditions to Be Improved

Improvement Needed Areas No of Respondents Percentage

Inspire Interaction 23 19

Provide Action Steps 34 28

Upgrade Information on Training Material 15 13

Time Management 32 27
Institute a Job Rotation Program 16 13

Total 120 100

Source: Primary data

Interpretation:

From the above table it shows that 19% of the Respondents says that Inspiring interactions should be
there during the Training section, 28% says that Action steps should be provided, 13% says
Information on training material should be improved, 27% says Time management should be there and
13% of Respondents says a Job rotation plan have to be institute.

40
 Chart 4.1.10

Conditions To Be Improved

30
28
27

25

20 19
No of Respondents

15
13 13

10

0
Inspire Interaction Provide Action Steps Upgrade Information Time Management Institute a Job Rotation
on Training Material Program
Improvement Needed Areas

41
 Table 4.1.11

General Complaint

Complaints No of Respondents Percentage

Time Consuming 17 14

Gaps between the section 13 11

Unplanned Trainings 29 24

Lack of skilled trainers 41 34

Cost of Training 20 17

Total 120 100

Source: Primary data

Interpretation:

From the above table it shows that 14% of Respondent’s complaint is training is time
consuming, 11% of Respondent’s Complaint is the gap between the session, 24% of Respondents are
saying the Trainings are unplanned, 34% of Respondents are saying skilled trainers are not there and
17% saying cost of training as complaint.

42
 Chart 4.1.11

General Complaint

40

35 34

30

25 24
No of Respondents

20
17

15 14

11
10

0
Time Consuming Gaps between the Unplanned Trainings Lack of skilled trainers Cost of Training
section
Complaints

43
 Table 4.1.12

Effectiveness of Training

Satisfaction No of Respondents Percentage

Excellent 11 9

Good 42 35

Neutral 51 43

Dissatisfaction 10 8

Highly Dissatisfactory 6 5

Total 120 100

Source: Primary data

Interpretation:

From the above table it shows that 9% of respondents are saying the effectiveness of training
is Excellent, 35% of Respondents are saying that the effectiveness of training is Good, 43% of
Respondents are saying that the effectiveness is neutral, 8% says that training is Dissatisfactory and
5% says that the effectiveness is highly dissatisfactory.

44
 Chart 4.1.12

Effectiveness of Training

50

45 43

40

35
35
No of Respondents

30

25

20

15

10 9
8

5
5

0
Excellent Good Neutral Dissatisfaction Highly Dissatisfactory
Satisfaction

45
 Table 4.1.13

Effectiveness of Feedback System

Effectiveness of Feedback System No of Respondents Percentage

Strongly Agree 11 9

Agree 32 27

Neither Agree or Disagree 52 43

Disagree 16 13

Strongly Disagree 9 8

Total 120 100

Source: Primary data

Interpretation:

From the above table it shows that 9% of Respondents are strongly agree to the statement that there is a
good feedback system on training effectiveness, 27% of Respondents are agreeing to the statement,
43% of the Respondents are neither agreeing or disagreeing to the statement, 13% of the Respondents
are Disagreeing to that statement and 8% of them are Strongly disagreeing to that statement.

46
 Chart 4.1.14

Effectiveness of Feedback System

50

45 43

40

35
No of Respondents

30
27

25

20

15 13

10 9
8

0
Strongly Agree Agree Neither Agree or Disagree Strongly Disagree
Disagree
Feedback System

47
 Table 4.1.14

Benefits of Training

Benefits No of Respondents Percentage

Support succession planning 27 23

Increase employee value 30 25

Reduce attrition rates 13 11

Increase operational efficiency 31 26

Exceed industry standards 19 16

Total 120 100

Source: Primary data

Interpretation:

From the above table shows that 23% of the Respondents are saying that Training will support
on Succession Planning, 25% of the Respondents are saying that Training will increase employee
value, 11% of Respondents are saying that Training will Reduce attrition rates, 26% of the
Respondents are saying thatTraining will increase operational efficiency, and 16% of Respondents are
saying that Training Exceed industry standards.

48
 Chart 4.1.14

Benefits of Training

30

26
25
25
23

20
No of Respondents

16

15

11

10

0
Support succession Increase employee Reduce attrition Increase operational Exceed industry
planning value rates efficiency standards
Benefits

49
 Table 4.1.15

Training By Professional Trainers

Particulars No of Respondents Percentage

Strongly Agree 13 11

Agree 41 34

Neither Agree or Disagree 49 41

Disagree 10 8

Strongly Disagree 7 6

Total 120 100

Source: Primary data

Interpretation:

From the above table show 11% of the Respondents are strongly Agreeing to the statement
that Training program are handled by professional trainers, 34% of the Respondents are Agreeing to
that statement, 41% of the Respondents are neither agreeing or disagreeing to that statement, 8% of the
Respondents are Disagreeing to that statement and 6% of them are Strongly Disagreeing to that
statement.

50
 Chart 4.1.15

Training By Professional Trainers

45
41
40

35 34

30
No of Respondents

25

20

15
11
10 8
6
5

0
Strongly Agree Agree Neither Agree or Disagree Strongly Disagree
Disagree
Particulars

51
 Table 4.1.16

Goal of Training Program

Goals No of Respondents Percentage

Improve skill 32 27

Career development 18 15

Bridging the gap Between planning and

26 22
implementation
To get motivated 16 13

Gaining Knowledge 28 23

Total 120 100

Source: Primary data

Interpretation:

From the above table it shows that 27% of the Respondents are saying that the primary goal of training
is to improve skill, 15% of Respondents are saying that the primary goal is Career Development, 22%
of Respondents are saying training will bridge the gap between planning and implementation, 13% of
Respondents are saying training will help to get motivated and 23% of them says it is for gaining
knowledge.

52
 Chart 4.1.16

Goal of Training Program

30

27

25
23
22

20
No of Respondents

15
15
13

10

0
Improve skill Career development Bridging the gap To get motivated Gaining Knowledge
Between planning
and implementation
Goals

53
 Table 4.1.17

Outcome of Training

Outcome of Training No of Respondents Percentage

Greater Productivity 36 30

Uniformity of Procedures 31 26

Less Supervision 15 13

Higher Morale 23 19

Economy in operation 15 13

Total 120 100

Source: Primary data

Interpretation:

From the above table it shows 30% of the Respondents are saying Training Greater
Productivity, 26% says training brings Uniformity of Procedures, 13% of Respondents says that
Training helps to reduce the need of supervision, 19% of Respondents are saying training higher the
morale and 13% says training brings Economy in operation.

54
 Chart 4.1.17

Outcome of Training

35

30
30

26

25
No of Respondents

20 19

15
13 13

10

0
Greater Productivity Uniformity of Less Supervision Higher Morale Economy in operation
Procedures
Outcome of Training

55
 Table 4.1.18

Organizing Training

Training Organized No of Respondents Percentage

Weekly 11 9

Monthly 26 22

Quarterly 53 44

Half Yearly 18 15

Annually 12 10

Total 120 100

Source: Primary data

Interpretation:

From the above table shows that 9% of the Respondents say the Training is providing
weekly, 22% of Respondents are saying that the training is provided monthly, 44% of Respondents
says that training is provided Quarterly, 15% of Respondents are saying that Training is provided Half
Yearly and 10% says Training is provided annually.

56
 Chart 4.1.18

Organizing Training

50

45 44

40

35
No of Respondents

30

25
22

20

15
15

10
10 9

0
Weekly Monthly Quarterly Half Yearly Annually
Training Organized

57
 Table 4.1.19

Training as a part of organizational strategy

Particulars No of Respondents Percentage

Strongly Agree 29 24

Agree 30 25

Neither Agree or Disagree 36 30

Disagree 18 15

Strongly Disagree 7 6

Total 120 100

Source: Primary data

Interpretation:

From the above table shows 24% of the Respondents Strongly Agree to the statement that the
organization consider Training as a part of organizational strategy, 25% of the Respondents agree to
that statement, 30% of the Respondents are neither agreeing or disagreeing to tat statement, 15% of the
Respondents are Disagreeing to that statement and 6% of the Respondents are Strongly disagreeing to
that statement.

58
 Chart 4.1.19

Training as a part of organizational strategy

35

30
30

25
25 24
No of Respondents

20

15
15

10

0
Strongly Agree Agree Neither Agree or Disagree Strongly Disagree
Disagree
Particulars

59
4.2 ANALYSIS USINGKARL PEARSON’SCORRELATION

The term Correlation refers to the relationship between the two variables. There are two types of
Correlation.

a) Positive correlation
b) Negative correlation

When the values of two variables change in same direction that is a positive correlation. If the
values are in opposite direction, then it’s a negative correlation.

Formula

When r = 0 (Linear Correlation)

When r = +1 (Perfect Positive Correlation)

When r = -1 (Perfect Negative Correlation)

When r = 0 < 1 > 0.5 (Low Positive Correlation)

60
 Table 4.2.1

Experience of the respondents

Experience No of Respondents Percentage

0-1 Years 20 18

1-2 years 26 20

2-3 Years 34 28

3-4 Years 28 23

4 and Above 12 10

Total 120 100

Satisfaction level of respondents

Particulars No of Respondents Percentage

Strongly Agree 26 22

Agree 47 39

Neither Agree or Disagree 28 23

Disagree 13 11

Strongly Disagree 6 5

Total 120 100

61
Finding the relationship between the Experience of respondents in the organization and the satisfaction
level of the respondents.

Correlation Calculation

X: Experience of the Respondents

Y: Satisfaction Level of Respondents

X Y X2 Y2 XY

20 26 400 676 520

26 47 676 2209 1222
34 28 1156 784 952
28 13 784 169 364
12 6 144 36 72

120 120 3160 3874 3130

= 0.47

Experience and Satisfaction

50
47
40
34
30 28 28
26 26 X
20 20
13 Y
10 12
6
0
1 2 3 4 5

Inference : This indicates Positive correlation. There is relation between tenure and satisfaction of the
respondent in the organization

62
4.3 CHI- SQUARE TEST I – (ψ2)

Chi-Square test is a goodness of fit and is used to find whether the deviation between
observation and the theory may be attributable to chance (fluctuations in sampling) or any other
factor.
Formula to calculate Chi-Square value is

Oi = Observed Frequency
Ei = Expected Frequency

4.3.1 Hypothesis : Gender and Training Satisfaction

Null Hypothesis H0 : There is no association between Gender and Training Satisfaction
Alternative Hypothesis H1 : There is association between Gender and Training Satisfaction

CHI-SQUARE Calculation

Observed Frequency (Oi)

Satisfaction/Gender Male Female Total
Strongly Agree 21 5 26
Agree 27 20 47
Neither Agree or Disagree 10 18 28
Disagree 9 4 13
Strongly Disagree 5 1 6
Total 72 48 120

63
Expected Frequency (Ei)
Satisfaction/gender Male Female Total
Strongly Agree 15.6 10.4 26
Agree 28.2 18.8 47
Neither Agree or Disagree 16.8 11.2 28
Disagree 7.8 5.2 13
Strongly Disagree 3.6 2.4 6
Total 72 48 120

Oi Ei Oi- Ei (Oi- Ei)2 (Oi- Ei)2 / Ei

21 15.6 5.4 29.16 1.87

27 28.2 -1.2 1.44 0.05

10 16.8 -6.8 46.24 2.75

9 7.8 1.2 1.44 0.18

5 3.6 1.4 1.96 0.54

5 10.4 -5.4 29.16 2.80

20 18.8 1.2 1.44 0.08

18 11.2 6.8 46.24 4.13

4 5.2 -1.2 1.44 0.28

1 2.4 -1.4 1.96 0.82

TOTAL 13.50

χ2= 13.5

64
 Degree of Freedom = (r - 1) * (c - 1)

= (5 - 1) * (2 – 1)

=4

Level of Significance = 5%

Table Value = 9.4877

Therefore, the calculate value is Greater than the table value.

Inference : Since, calculated value is Greater than the table value, the hypothesis is Rejected.
Thus, there is no association between Training Satisfactionand Gender.

65
 CHAPTER V
CONCLUSION
5.1 SUMMERY OF FINDINGS
1. 60% of Respondents are Male
2. Age of 45% Respondents are in between 20-30
3. 40% of the Respondents are in Junior level
4. 28% of the Respondents are having 2-3 years of Experience
5. 38% of Respondents Says that the company is providing ‘On the job training’ more.
6. 39% Respondents are agreeing that they are satisfied with the resources providing during the
training.
7. 38% of Respondents are agreeing that the training must be for enhancing Productivity and
Performance.
8. 28% of Respondents are saying that Lack of skilled Trainers are the barrier in training.
9. 26% of Respondents are saying the reason for shortage in the effectiveness of Training is of
poor Supervision
10. 43% of Respondents are saying that the effectiveness of training is neutral only.
11. 43% of the Respondents are neither agreeing nor disagreeing to the statement that there is a
good feedback system on training effectiveness.
12. 41% of the Respondents are neither agreeing nor disagreeing to that statementthat Training
program are handled by professional trainers.
13. 27% of the Respondents are saying that the primary goal of training is to improve skills of the
employees.
14. 44% of Respondents says that training is provided Quarterly.
15. 30% of the Respondents are neither agreeing or disagreeing that the organization consider
Training as a part of organizational strategy

66
5.2 SUGGESTIONS

1. Choosing the Method of training should be based on the skills required for an employee and his
nature of job.
2. Skilled and professional trainers should be provided to train the employees
3. Team leaders or concern person have to be able to give proper supervision to the employees.
4. Organization should be able to analyze the need of training and effective methods to be taken to
improve the result.
5. A proper feedback system should be implemented

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5.3 CONCLUSION

This study was a learning experience for me and I came to know the training and development
Programs in PPTS[India]Pvt.Ltd was positive in response. Training will motivate the employees and
they should know their strength & weakness so that they can work on it & improve their knowledge &
skills for the betterment of their organization. To make any training program successful the
cooperation of the management andthe employees are essential.
Technical and behavioral training, both are important for the development of theorganization. Tra
ining and development programs are increasing the output of organization.
In the last but not the least I conclude that all the training and development programs of company
are highly effective & beneficial to the employees in giving their best contribution to their personal
growth & development as well to meet the organizational objective.

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BIBLIOGRAPHY

Books:

1. David A. Decenzo/Stephen P. Robins (2004) Personal Human Resource Management

2. Allan pepper (1999) A Handbook on Training and Development
3. Human Resource Management by C. B. Gupta
4. Personnel Management by C. B Mamoria

Websites:

1. www.pptservices.com
2. www.pptsolutions.com
3. www.citehr.org

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 APPENDIX

Questionnaire

Personal Details:

Name (optional) :

Gender : a)male b)female

Age: a) 20-30years b)31-40years c)41-50years d) Above 51years
Designation : a) Junior b) Senior c) Lead d) Manager
Work experience : a) 0-2 years b)2-4 years c) 4-6 years d) 6 years and above

1. What kind of Training methods does the organization provide to train the employees?
a) On the job Training method
b) Off the job Training Method
c) Audio Visuals
d) Lectures
e) All the above

2. The resources used during training program are satisfactory overall strategy?
a) Strongly agree
b) Agree
c) Neither Agree Nor Disagree
d) Disagree
e) Strongly disagree

3. Training must be for enhancing productivity and performance?

a) Strongly agree
b) Agree
c) Neither Agree Nor Disagree
d) Disagree
e) Strongly disagree
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4. What are the barriers of training and development in the organization?
a) Time
b) Lack of Interest
c) Money
d) Skilled Trainers
e) Complexity

5. Reasons for shortage in productivity even after the training and development is provided?
a) Poor Supervision
b) Poor Communication
c) Lack of Delegation
d) Lack of Interest
e) Inadequate Technologies

6. What are the condition that has to be improved during the training session?
a) Inspire Interaction
b) Provide Action Steps
c) Upgrade Information on Training Material
d) Time Management
e) Institute a job rotation program

7. What are the general complaints about training session?

a) Time Consuming
b) Gaps between the Section
c) Unplanned Trainings
d) Lack of skilled Trainers
e) Cost of Training

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8. Are you satisfied with the effectiveness of training program?
a) Excellent
b) Good
c) Neutral
d) Dissatisfactory
e) Highly Dissatisfactory

9. There is a good feedback system on training effectiveness and suggestion?

a) Strongly agree
b) Agree
c) Neither Agree Nor Disagree
d) Disagree
e) Strongly disagree

10. What are the benefits you gained from the Training?
a) Support Succession Planning
b) Increase employee value
c) Reduce attrition rates
d) Increase operational efficiency
e) Exceed industry standards

11. Training program are handled by professional trainers?

a) Strongly agree
b) Agree
c) Neither Agree Nor Disagree
d) Disagree
e) Strongly disagree

12. Your primary goal to attend the training program is to?

a) Improve skill
b) Career Development
c) Bridging the gap between planning and implementation
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 d) To get motivated
e) Gaining Knowledge

13. What is the outcome of the training programme that you have attended?
a) Greater productivity
b) Uniformity of Procedures
c) Less Supervision
d) Higher Morale
e) Economy in Operation

14. How often the Training program are conducted in your organization?
a) Weekly
b) Monthly
c) Quarterly
d) Half Yearly
e) Annually

15. Your organization consider Training as a part of organizational strategy. Do you agree
with the statement?
a) Strongly agree
b) Agree
c) Neither Agree Nor Disagree
d) Disagree
e) Strongly disagree

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