1.

1 INTRODUCTION TO THE STUDY

In the field of human resources of management, training and development is the field concerned with organisational activity aimed at bettering the performance of individuals and groups in organisational settings. It has been known by several names including employee development, human resources development, and learning and development. Training is an organized activity for increasing the knowledge and skills of people for a definite purpose. It involves systematic procedure for transferring technical knowledge- how to the employees so as to increase their knowledge and skills for doing specific jobs with proficiency. In other words, the trainees acquire technical knowledge, skills and problem solving ability by undergoing the training program. The project study is mainly done to understand the effectiveness of the training and development program for the employees in the organisation.

1.2 EXECUTIVE SUMMARY

The project work has been undertaken in ITI Ltd, Palakkad. This project study gives an analysis on the training programme in ITI Ltd, Palakkad. The objectives of the project are to study about the training programme in ITI Ltd. Palakkad. A sample size of 100 is selected for the study and the sampling technique used is purposive sampling because each member of the population has an equal chance of being selected. Structured questionnaire was used to collect the primary data for the analysis. The data is analyzed using the percentage analysis and graphs. The analysis leads to a conclusion that most of the employees have good opinion about the training programme of ITI Ltd, Palakkad. Valuable suggestions and recommendations are also given to the company for better future.

1.3 NEED FOR THE STUDY

The need for the study is to measure the training programme in ITI LTD, to achieve maximum effectiveness of job from the employees. The study of training programme is useful to the company because the company will know about the strength and weakness regarding their training policy. The study will also help the organization in evaluating the training programs in future.

1.4 STATEMENT OF THE PROBLEM

The industrial peace and social welfare of the organization is associated with the employees of the organization. The business environment is constantly changing therefore the knowledge and skill require for development will also change. To compete with others, organization requires training strategy. By conducting this type of study, the management of the company can analyze the training programs.

1.5 OBJECTIVES OF THE STUDY

PRIMARY OBJECTIVES:  To find out the training programme provided to the employees in ITI Ltd Palakkad. SECONDARY OBJECTIVES:  To understand the satisfaction of the employees towards the existing training programme  To know the attitude of the employees towards the training programme.

1.6 SCOPE OF THE STUDY

The scope of the project is to finding out the training programme of ITI Ltd Kanjikode. It helps to determine the training programme of the organization. Training gives the opportunity to manage the standards and procedures, and the staff training & certification in real time. Based on this study, we provide suggestions and recommendation for the improvement of the training programme of organization.

1.7 LIMITATION OF THE STUDY

In any study or research conducted, there will be some limitations associated with it. Hence for that proper understanding of the project is inevitable to specify the limitation of the study.  The time period of the study was very limited.  The views and the preferences of the people changes from time to time, hence the result of the project may not be applicable in the long run.  The study is conducted by selecting 100 employees form ITI Ltd Palakkad. It may not reflect the opinion of the entire employees in the company.

1.8 INDUSTRY PROFILE

Telecommunications Industry Telecommunications industry deals with the activities and services of electronic systems for transmitting messages through cables, telephone, radio or television. Components and factors responsible behind the growth of teleco mmunicat ions Industry. Two major factors responsible for the growth of telecommunications industry are use of modern technology and market competition. One of the products of modern technologies is optical fibres, which are being used as a medium of data transmission instead of using coaxial or twisted pair cables. Optical fibers can carry a high volume of data and are easier to maintain and install. Use of communication satellites make this telecommunications industry a booming industry. The use of mobile network has a crucial role behind the growth of an improved telecommunications industry. Leading companies are showing their interest to invest in this telecommunications industry. Telecommunications industry is going to be a digitized one. Use of ISDN (Inter Services Digital Network) makes this telecommunication industry a total digitalized system and eventually enhanced the speed and quality of digital communication. The introduction of these advanced technologies makes the telecommunications industry a competitive one, where a number of multinational companies have shown their interest to invest in this industry and consequently the prices are reduced, the quality is also improved. During the period of 1990, the telecommunication industry showed a speedy growth in terms of investment and eventually increased the competition. The competition between the companies led to the decline of revenues and employment opportunities in telecommunications industry. Telecommunication industry has created immense employment opportunities. Most of the employees in this industry are engaged in large establishments, although there are some small establishments, where a large number of small contractors are involved. Fifty five percent of all workers are engaged in office and administrative
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support occupations. The other occupations of this industry relate to installation, maintenance, and repair. World Telecom Industry World telecom industry is an uprising industry, proceeding towards a goal of achieving two-third of the world's telecom connections. Over the past few years information and communications technology has changed in a dramatic manner and as a result of that world telecom industry is going to be a booming industry. Substantial economic growth and mounting population enable the rapid growth of this industry. Research works associated with world telecommunication industry. A number of research works are being carried out all over the world to improve the quality and speed of transmission. Research works are also done on the basis of the users' needs. The objective of the research work is to provide quality and affordable service to the consumers. The world telecommunications market is expected to rise at an 11 percent compound annual growth rate at the end of year 2010. The leading telecom companies like AT&T, Vodafone, Verizon, SBC Communications, Bell South, Qwest Communications are trying to take the advantage of this growth. These companies are working on telecommunication fields like broadband technologies, EDGE(Enhanced Data rates for Global Evolution) technologies, LAN-WAN inter networking, optical networking, voice over Internet protocol, wireless data service etc. Economical aspect of telecommunication industry World telecom industry is taking a crucial part of world economy. The total revenue earned from this industry is 3 percent of the gross world products and is aiming at attaining more revenues. One statistical report reveals that approximately 16.9% of the world population has access to the Internet. Present market scenario of world telecom industry Over the last couple of years, world telecommunication industry has been consolidating by allowing private organizations the opportunities to run their businesses with this industry. The Government monopolies are now being privatized

and consequently competition is developing. Among all, the domestic and small business markets are the hardest. Telecom Industry in India Telecom industry in India has a big market potentiality and is a fast growing sector. Government of India is eager to reconstitute this telecom industry by enacting effective policies for more investments from foreign companies, which results in a very competitive and deregulated market in the world. Policies of telecom industry in India Government of India implemented the unified access licensing regime, which enables basic and cellular mobile service to use any modern technology. In 1997, Telecom Regulatory Authority of India (TRAI) was formed to facilitate the growth of the telecom sector in India. Major services and market potentiality of Telecom industry in India Telecommunication sector in India is primarily subdivided into two segments, which are Fixed Service Provider (FSPs) and Cellular Services. Telecom industry in India constitutes some essential telecom services like telephone, radio, television and Internet. Telecom industry in India is specifically emphasizing on latest technologies like GSM (Global System for Mobile Communications), CDMA (Code Division Multiple Access), PMRTS(Public Mobile Radio Trunking Services), Fixed Line and WLL(Wireless Local Loop ). India has a prospering market specifically in GSM mobile service and the number of subscribers is growing very fast. Economic perspective of telecom industry in India Telecom industry in India has a major role in Indian economy. The Indian government is also enforcing some effective telecom policies and regulations for the infrastructural growth of this industry. Indian telecom market provides a tele-density of 8.5 percent as registered in the year 2004. A number of leading multinational telecommunication companies are approaching and showing their interest to invest for the telecom industry in India. Telecommunication industry of India ranked sixth among all the telecommunication sectors in the world. In the year 2004, the total number of telephone subscriptions were US$93.2.

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Leading telecommunication service providers of telecom industry in India Bharat Sanchar Nigam Limited, Mahanagar Telephone Nigam Limited (MTNL), Videsh Sanchar Nigam Limited (VSNL), Bharti Airtel, Tata Teleservices, SIFY Ltd. are the major telecommunications service providers in India. The stupendous growth of the telecommunication companies in India over the last fifteen years can be attributed to the liberal government of India, economic policy. The economic renaissance effected in the early 1990s brought around a paradigm shift on the overall business scenario of India. The telecommunication companies in India went through a huge make-over during the implementation of the open-market policy of India. The erstwhile closed market policy was replaced by a more liberal form of economic policy. A whole new form of Indian Telecommunication Policy was drafted to compliment the change effected in the economic policy of India. The amendment effected the new telecommunication policy of India made huge changes with respect to investments and entry of Foreign Direct Investments (FDI) and Foreign Institution Investors (FII) respectively, into the virgin Indian telecommunication market. This resulted entry of private, domestic and foreign telecommunication companies in India. The economic contribution made by these newly formed telecommunication companies of India is really mentioned worthy and this industry witnessed highest growth after the Indian Information Technology industry. The robust growth of Indian economy after the economic liberalization in the 1990s induced massive change in the telecom policy and new draft was framed and implemented by the 'Telecom Regulatory Authority of India' (TRAI) and 'Department of Telecommunication' (DOT), under the Ministry of Telecommunication government of India. The main aim of these telecommunication companies in India is to provide basic telephone services to each and every Indian. With the advent of private telecommunication companies in India, the industry witnessed introduction of mobile telephones into the Indian market and it became popular amongst the Indian masses in no time. Today two types of mobile phone service providers operates in the Indian market, like the following 11

Global System for Mobile Communications (GSM) Code Division Multiple Access (CDMA) The main binding objective for all the telecommunication companies operating in India are as follows  To facilitate telecommunication for all.  Ensuring quick availability of telephone connectivity.  Achieve universal service access at affordable price covering all Indian villages,as early as possible.  Providing world class telecommunication services.  Solving consumer complaints, resolve disputes, and special attention to be given to public interface.  To provide widest possible range of services at reasonable prices.  To emerges as a major manufacturing base and major exporter of telecommunication equipment.  To protect the defense and security interests of the country. Three types of service providers exist in the Indian telecommunication sector, like the following: State owned companies like - Bharat Sanchar Nigam Ltd, Videsh Sanchar Nigam Ltd and Mahanagar Telephone Nigam Ltd y Private Indian owned companies like - Reliance Infocomm and Tata Teleservices. y Foreign invested companies like - Hutchison-Essar, Bharti Tele-Ventures, Escotel, Idea Cellular, BPL Mobile, Spice Communications etc.

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`1.9 COMPANY PROFILE

Indias first public sector unit (PSU) - ITI ltd was established in 1948.Ever since, as a pioneering venture in the field of telecommunications, it has contributed to 50% of the present national telecom network. With state-of-the-art manufacturing facilities spread across six locations and a country wide network of marketing/service outlets, the company offers a complete range of telecom products and total solutions covering the whole spectrum of switching,Transmission,Access and Subscribers Premises equipment. ITI joined the league of world class vendors of Global system for Mobile (GSM) technology with the inauguration of mobile equipment manufacturing facilities at its Mankapur and Rae Bareli Plants in 2005-06. This ushered in a new era of indigenous mobile equipment production in the country. These two facilities supply more than nine million lines per annum to both domestic as well as export markets. The company is consolidating its diversification into Information and Communication Technology (ICT) to hone its competitive edge in the convergence market by deploying its rich telecom expertise and vast infrastructure. Network Management System, Encryption and Networking Solutions for Internet Connectivity are some of the major initiatives taken by the company. Secure communication is the companys forte with a proven record of engineering strategic communication networks for Indias Defense forces. Extensive in-house R&D work is devoted towards specialized areas of Encryption, NMS, IT and Access products to provide complete customized solutions to various customers. OVERVIEW Corporate Head Quarters: ITI BHAVAN, Doorvani Nagar, Bangalore 560 016 Manufacturing Units: Bangalore, Naini (Allahabad-UP), Rae Bareli (UP), Mankapur (UP), Palakkad (Kerala), Srinagar (J&K).

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Network System Unit: Bangalore Regional offices : New Delhi, Kolkata, Luck now, Mumbai, Chennai, Hyderabad, Bhubaneswar, Bhopal, Ahmadabad, Kochi. Manpower : supported by 36 Area offices all over the country 11,500 R&D base Quality system : Bangalore, Naini, & Mankapur. :ISO 9000 complaint.

Multi-locational state-of-the-art electronic assembly & component manufacturing facilities accredited with ISO 9001:2000 Multi-locational ISO 14001: 2004 Environment Management Systems certified plants first Indian company to manufacture BTS & other infra products for GSM/ WiMAX. Countrywide marketing and customer care centers In-house R&D for absorption of technology, indigenous development of products for inhouse manufacturing. RESOURCES: Dedicated Network Systems Unit (Bangalore, New Delhi, Kolkata, Bhoal, Ambala). State-of-the-art Manufacturing Plants (Bangalore, Mankapur, Rae Bareli, Naini, Palakkad, Srinagar).R&D Centre SMPS: Fabrications of 100A 150A Power Plants with 25A base Module for GSM. Fabrication of 200A-3000A Power Plant with 100A base Modules for telecom installation. PRODUCTS: Cellular Mobile Infrastructule-GSM, WLL-CDMA Switching-OCB-283, ISDN EPABX,IP-TAX, SSTP. Transmission-Satellite, Optical, Microwave, VHF/UHF.Broadband Equipment- ADSL,WIMAX, G-PON, EDW AS. Customer Premises P-equipment-IFWT,ADSL Modem, CLI Phones, GSM-FCT(Fixed Cellular Telephone),; WiMAX CPE.

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SERVICE : Systems Integration-Telecom,IT, Shared Hub V-SAT Services,Customer Care Services.Insallation & Commissioning of Telecom Equipment like GSM, CDMA, MLLN, Microwave, Optical Fibre, etc. Pre-warranty & Post-Warranty maintenance services for all Products/projects .Enterprise business like Data Centers etc. PERFORMANCE Performance from 2004 to 2009 in Rs. Crores Year Sales(incl.ED) Production 2004-05 1389.01 1362.22 2005-06 1749.38 1607.20 (428.76) 2006-07 1818.33 1797.05 (405.26) 2007-08 1210.00 1250.42 (358.00) 2008-09 1741.00 1835.36 (668.00)

Profit/Loss after (309.82) Tax Growth turnover in 10.54%

25.94%

3.94%

-33.45%

43.88%

CONTRIBUTION HIGHLIGHTS
y y y y

Telecom pioneers in India. Contributed 50% to the existing national telecom network. High impact turnkey specialist. An ISO 9000 company with state-of-the- art facilities for entire range of telecom equipment. Dependable Integrated Logistics Support (ILS). Strong in-house R&D

y y

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PRODUCTS  GSM (Global System for Mobile)- BTS,BTS Shelter, Roof Top Tower, CDMA (Code Division Multiple Access)  Switching: Large Switches, Medium Switches, Small Switches.  Transmission: Micro Wave, Fibre Optics, Satellites.  Access: Wireless In Local Loop(WLL), Digital Loop Carrier(DLC),Paigrain  Terminal equipment: Telephones, ISDN Products, Video Conferencing.  Micro electronics: Application Specific Integrated Circuits(ASICs)  IT Products: Computer Technology Integration (CTI), ITI PC.  Defence: OWS-Orderwire Secrecy,MIC PCM Secrecy, Ananda MIC II BEU STM Encryptor, BEU IP, FAX Encryptor
 Diversified Products: SMPS- Switched Mode Power Supply, Fake Note Detector,

Digital Inverter, Currency Counting Machine. TECHNIAL COLLOBRATION STRATEGIC ALLIANCES In order to meet the emerging needs of the customers as well as to develop cutting edge capabilities ITI Limited has select strategic alliance with leading companies from around the world. Alcatel Lucent, France ZTE, China NGN Alphion, USA SemIndia, India Huawei, China Tekelec Inc, USA Tejas Networks India GSM Infrastructure CDMA Infrastructure, DWDM, GE-PON, (IP TAX) Class 5 G-PON ADSL-CPEs NGN (IP TAX)-Class 4, GSM (South Zone) SSTP SDH Optical Transmission Eqpt

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Xalted, India Mobi, China SAF Tehnika, Latvia Watch Data, China Tellabs, Finland Vuppala, India VNT, India C-DOT, India Switches Alcatel, France Eltek/DACS, India CUSTOMERS

STM-64 Antenna for GSM & CDMA 15/18 GHZ Microwave Equipment SIM Card MLLN CLIP Phones Automated Integrated Management System Small, Medium and Large Digital

Large Digital Switches SMPS

Indian Customer Profile : Department of Telecommunication (DoT), Government of India, BSNL Mahanagar Telephone Nigam, Defence Services, Paramilitary, Police Internal Security Organisations, Power, Steel, Oil sectors, Railways, Post offices, Factories, Offices, Bank, Corporate hotels, State and Central Government Organisation. Global Customers Profile: Afghanistan, Botswana, Bhutan, Comoros, Gambia, Ireland, Madagascar, Malaysia, Nepal, Rwanda, Sri Lanka, Sudan, Switzerland, Uganda, Vietnam, Yemen, Zimbabwe. INFRASTRUCTURE & FACILITIES PHYSICAL SETUP y y y In-house R & D Network System Unit capable of understanding turnkey jobs. Self contained component evaluation centre.
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y y y y y y y y y y y

Fully automated assembly lines. In circuit tester (ICT) PCB manufacturing facilities. Modern Chemical, Metallurgical Labs. Mechanical fabrication/Machine shops with modern CNC machines. Moulding & Die casting Full fledged state of the art tool rooms SMT (Surface mount technology) Environmental testing Component approval centre approved by Department of Telecommunications. ISO 9000 compliant Quality Management System.

SERVICES  Turnkey projects Project Management, System Engineering, Installation & Maintenance.  Network Solutions Network Management Systems (NMS)  Value Added Services Shared hub VSAT  IT Solutions IT Projects ITIPC RESEARCH & DEVELOPMENT ITIs technological strength lies in its vibrant R&D Unit. Products development by R&D forms a major portion of the companys turnover.The resources include. y An exclusive core R&D manned by highly qualified and talented engineers with

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ISO 9001 certification and representation in national and international level quality standard panels. y State-of-the-art design aids o Modern facilities for complete equipment and system evaluation o Comprehensive vendor evaluation facilities o Approval and qualification to match international standards. o Customised Telecom and IT solution expertise. o Expertise in adapting imported technology/ products to the countrys requirement. FACILITIES: BANGALORE PLANT: This is the first of the ITI set up in 1948. With its, vertically integrated, state-of-the-art infrastructure, a vast range of telecom products are manufactures. They include digital switches (large, medium, small), Digital Micro wave Equipment, Optic fibre equipments, satellite communication equipment, access products, and terminal equipments. The main R&D Centre is housed in this plant. Areas of Business  Telecom Equipment Manufacture for Defence and Civilians Applications  Installation & Communication  Turnkey Solution  IT Networks  Diversified Products Products  Switching: CSN-MM, C-DOT, ISDN and PABX  Access: WLL/CDMA INFRA, Broadband CorDECT(EDWAS), Antenna GSM/CDMA
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 Transmission: IDR SATCOM Microwave  Terminal equipment: Caller ID Phones  Defence Equipment: ORDERWIRE SECRECY(OWS), ANAD MK II BEU, MIL PCM SECRECY, L VSAT 5B/5C TELEPHONES, PRIMARY MUX  ASCON  EPBT  ADSL-CPEs, Secrecy Equipments
 INFO KIOSKS and Desktop Computers

Facilities y y y y y y y y y SMT Line Mechanical Fabrication and Assembly Through- Hole Componenmt Assembly PCB Manufacturing Testing Facilities Plastic Injection Technology Tool Room Finishing Other Support Facilities

MANKAPUR PLANT Mankapur Unit was established in 1983. The plant manufactures large digits switches and digital trunk exchanges in technical collaboration with M/S ALCATEL. The unit also produces state-of-the-art technology of BTS (Base Tran receive Station for GSM). A lean and highly productive plant by virtue of its structure has the most modern facility for PCB manufacturing assembly and automatic testing facilities with SMT Line and environment test labs.

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Area of Business  C-DOT Product/CSN, application  Banking Product (Note Counting Machine, Fake Note Detector Machine etc)  AMF Panel Manufacturing  Cable Harnessing  Educational ERP for Educational Institutions  Finishing School for Engineering Students Products  BTS A-9100  Switching: C-DOT  OCB-CSN Equipment  Note Counting Machine  Fake Note Detector  Digital Inverter  AMF Panel Hardware Manufacturing All types of hardware manufacturing including surface treatment and power coating Facilities  PCB Manufacturing  Thick Flim Hybrid manufacturing  SMT Line  Metal parts finishing shop  Injection Moduling  Powder Coating  Connectors and MDFs manufacturing

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Facilities include:  Research and Development  Thick Flim Hybrid manufacturing  Surface Mount Technology  Environment Test Lab  PCB Plant  PCB Assembly and Testing  Metal parts manufacturing  Finishing Shop  Moulding & Tool Room  Connectors and MDFs manufacturing RAE BARELI PLANT Rae bareli Manufacturing Unit was setup in 1973 and boasts a world-class infrastructure. Presently, this unit manufactures GSM network equipment and CDMA handsets.ITI Rae bareli has taken a leap to enter broadband equipment G-PON and WIMAX. This unit is Indias first telecom equipment manufacturer to conduct field trial of G-PON technology in India, and is all set rollout Indias first lot of G-PON equipment. Area of Business  Telephone Equipment Manufacture  GSM network equipment and CDMA handsets  Broadband equipment G-PON and WiMAX Products  GSM-Infra(BTS), Shelter, Tower, RTT, SMPS, Control Panel, Franchise  Wimax & Wimax CPEs and GPON Facilities  SMT Line  PCB Assembly
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 In-Circuit Testing  Cabinet and Rack Manufacturing  Pressed and Formed Sheet Metal Components  Plastics Moulded Components  Electroplating and Powder Coating Facilities NAINI PLANT This plant was set up in 1971 for the manufacture of transmission equipment. The major products are optic fibre systems of both PDH and SDH and telephone instruments of various types. It has an R &D Centre and modern facilities for assembly and testing with Surface Mount Technology. Environmental lab, metal parts manufacturing facilities and PCB plant are part of the modern infrastructure. Area of Business  Telecom Equipment Manufacture for Defence and Civilians.  IT Services  Diversified Products Products  EPBT/CLI Phones  Transmission (Fiber Distribution Frame, FORDAR, 9.6 Kb/s Radio)  STMI STM4 STM16 STM64  2/34 OPTIMUX, DDF  DWDM 2.5G(32 CH),DWDM 10G(40 CH)  Solar Panels Facilities  Environment testing  PCB Assembly and Testing  Card Assembly and Testing including Incircuit tester.  Metal parts Manufacturing
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 Mechanical Fabrication / Machine Shop with modern CNC machines and Finishing shop  Moulding shop  Computer Centre  Component approval centre approved by BSNL SRINAGAR PLANT Srinagar plant was set up in 1969 with 5 employees as an Ancillary to Bangalore Complex for the supply of components Parts (initially different kinds of Braided Cords) to the main Plant. In the year 1981, the status of plant was upgraded to that of a manufacturing Plant of Telephone Instruments with an installed capacity of 1 lakh telephone instruments. Facilities Well illuminated Assemblies with testing lines fully equipped with microtones system etc. Wave soldering, lacquering /conformal coating. Quality Assurance labs with fully equipped testing instruments i.e. y y y y y y y y y y y y y DC Sets B&K life testers Micortronix Telephones analysers LCZ meter Megha Ohm meter Micro Ohm meter Transmission Testers Digital Multimeters Frequency Generators KTS FRT(Frequency Response Tracer) Caller ID testers.
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Established in 1971 for component manufactures, this plant has upgraded facilities for assembly and testing of telephones of various types. NETWORK SYSTEM UNIT Established in 1986, this is exclusive unit with capability for y y y y y Installation and maintenance Turnkey Projects MRTS (Mobile Radio Trunkey services) Shared Hub VSAT Services Annual Maintenance Contract

PALAKKAD PLANT Delivering Total Turnkey Solutions Manpower: Non-Officers: 282 255

Contract Technicians: 28 Infrastructure: Land: 135.9 Acres ITI LIMITED, PALAKKAD was established in the year 1976, as he Nations first Electronics Switching Systems Production Unit. The Unit is situated in the Industrial corridors of Coimbatore and Kochi (Kanjikode) in the NH-47 and only 10 kms from Palakkad town. The Unit went into the production in 1976 with a meagre overall investment of Rs.26 lakhs for producing 10500 lines of small electrical exchanges of 10 to 50 lines capacity. In 1980, the unit was expanded with an investment of Rs. 98 lakhs, to produce 60,000 lines of medium size electronics exchanges of 200 lines capacity. The product range at that stage

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included sophisticated microprocessor controlled Exchanges for civilian and Defence use and Subscriber Line Routines used for maintaining the telephones lines. In 1985, it was decided to establish manufacturing facilities for Digital Trunk Automatic Exchanges, with an investment of Rs.67.57 Crores. The planned capacity was to manufacture 30,000 circuits of DTAX equipment, 50,000 lines of ILT and 50,000 lines of other exchanges totalling 1,60,000 lines apart from PCB manufacturing facilities. With some modifications within the overall investment, facilities were established to manufacture EIOB local exchange also, thereby increasing the overall capacity to 2,60,000 lines. Quality of the product has been consistently good. The uncompromising attitude of the Quality has fetched ITI Ltd., Palakkad, and the coveted self certification Scheme for DTAX.Quality system in the unit was audited and certified to ISO-9002 QMS standard in Sept.93. The unit was emerged successful through the surveillance audits conducted by IQRS and was reassessed and certified as per ISO-9002:1994 version in 1996 and in 1999.ISO 9001:2000 Edition Certification was awarded to ITI Palakkad Unit during Sept.2002.Thge surveillance audit for QMS and the Certification audit for SMART card were successfully completed during Sept2003 and ISO 9001:2000 edition Certification was awarded to ITI Palakkad unit for Smart card manufacturing during this audit. ISO 9001:2000 Edition 2nd Surveillance audit was successfully completed during September 2005 and September 2006. Environmental Management System in palakkad Unit was audited by IRQS and certified to ISO 14001:1996 Standard in January 2005 and upgraded to 14001:2004 Edition in April 2006.Subsequently Surveillance audit was conducted successfully during February 2007. The unit is also engaged in the manufacture of OCB 283 switching system, in technical collaboration with ALCATEL-CIT. Total production capacity of the unit is ONE MILLION lines as per annum.Over these years, the Unit has grown to become one of the World Class Manufacturing Plants, with the state-of-the-art FUJI SMT Assembly line, PCB Plant with a capacity of 10,000 Sq. Meters of PCBs per annum.(Double sided equivalent). Based on the consistent quality of the product and services, ITI Ltd, Palakkad is certified under Approved Inspection Scheme for supplying OCB 283 Core equipment to
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BSNL/MTNL with effect from 23/06/99.ITI Palakkad Unit has entered into the new business area of Information Technology. Company introduced new product in order to exploit the business opportunities of IT.SMART Card Manufacturing is started in 2001 in Palakkad Unit in collaboration with Incard Italy and manufacturing of SMART cards in collaboration with G&D Germany started from 2005: Recently: in July 2007, Manufacturing of SMART cards in collaboration with M/s Watch Data started. The unit is gearing towards the Approved Inspection Scheme for SIM Card Assembly. ITI Palakkad was started the production of Multinational ID Cards for RGI during March 2007.In order to meet the emerging needs of the customers as well as to develop cutting edge capabilities ITI has select strategic alliance with leading companies from around the world. The strategic alliances with M/s. Teklec Inc., USA for SSTP and collaboration with M/s. Tellabs, Finland are two backbone projects of ITI Palakkad. Managed Leased Line Network is an inte4rgrated fully managed, multi-ser5vices digital network platform through which services provided can offer wide range of services at an optimal cost of Business subscribers. BSNL and MTNL are the two major customers. MLLN and its application are beneficial to large sectors like banking, financial institutions, Stock Markets, News Paper Industry, Broadcasting house and Internet services providers etc.With a proven record of engineering strategic communication networks for Indias Defence Forces, we have also proven our mettle in developing superior telecommunication products and solutions, in highly secure environs. OUR RANGE OF PRODUCTS  Large Digital Switches And Digital Trunk Exchanges (OCB)  Double Sided & Multi Layer Printed Circuit Boards (PCB)  Assembly of state-of-the-art Surface Mounted Devices (SMD)  SIM Cards/ Smart Cards/National ID Cards  New Generation Network (NGN) Equipment  Network Management System (NMS)  Managed Leased Line Network (MLLN)  Voice over Internet Protocol (VoIP)
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 Virtual Private Network (VPN)  Stand-alone Signalling Transfer Point (SSTP) Equipment.  Integrated Manufacturing Management System (IMMS) and other customised software solutions MANUFACTURING FACILITIY ITI Limited, Palakkad, has a highly productive plan equipped with modern facilities for Surface Mounted Devices (SMD) assembly and automated testing to ensure zero defect product and Printed Circuit Board (PCB) manufacturing of various layer counts. We also have state-of-the-art SIM Card Manufacturing and Personalization Centre, Modern Calibration Lab, Cable Assembly and Harnessing Equipment, PC based Microprocessor Development Systems and the latest Test Equipments.We are fully networked over a Local Area Network with more than 200 nodes connecting all the Department along with VSAT connectivity with all the other manufacturing Plants. TESTING & QA The facility has highly sophisticated tools and programmes to test the functioning of the card, rack, cables and simulation activity based on the exact site installation layout. The Manufacturing Automation Protocol (MAP) Test, Integration Test and Climatic Test ensure a failure rate less than 2%. The facilities have been approved by BSNL with a Self Certification stature. TURNKEY SOLUTIONS: Supply, Installation & Commissioning We have an exclusive Product Support Centre and Customers Services Welcome Centre equipped with skilled technical personnel and the latest test equipments, to ensure 24x7 support services. Highlights  SMD Technology, PCB Assembly\  Installation, Commissioning & Technical Support of exchanges  Nationwide Annual Maintenance Contract (AMC) for OCB
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 Complete turnkey implementation of Nationwide Managed Leased Line Network (MLLN) in collaboration with Tellabs  AMC for all the new products  Installation and commissioning of all the new solutions deployed like VoLP , MLLN, SSTP, IPTAX etc.  Equipment Calibration

SERVICES ITI has been include in the CPSU Consortium for the ongoing National Population Register programme of Government of India in which the data would contain personal identity information like name, address and other family details of every individual above the age of 15 years.

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2.0 REVIEW LITERATURE

Training and development are the methods which means the staff who are inexperienced online will inevitably try and transfer what works for them, or what they believe is the only the way for their discipline. This method is used by modern management training companies facilitating skills, knowledge and attitudinal change. Dowling, Selena (2005), Objectives of the study: To study the measurement of the effectiveness of training and development. The research was developed after a review of the related literature. The context for this dissertation is the hospitality industry, specifically hotel chains in New Zealand, and is exploratory research. These themes were: lack of resources to measure training effectiveness, turnover implications and subjectivity of measurement methods currently used. This study shows that there are a number of areas in the measurement of training effectiveness debate which require further research. Ooi, Ai-Yee; Lee, Syin-Hau ( July 2007), International Journal of Business Research Objectives of the study are the determinants of training effectiveness in Malaysian organizations. The importance, relevance, and implications of training in organizations today, and attempts to identify the significant determinants of training effectiveness. By constructing a hypothetical research model to investigate the effect of 4 moderating variables on the training participants (independent variable) towards training effectiveness (dependent variable), a survey questionnaire was distributed to employees in various organizations who have attended training programs. The aim of this study is to select variables that are believed to be significant factors contributing towards training effectiveness. Yusaf Gohar and Rashid ejaz,(July 2000 ),Blekinge Institute of

Technology.Objectives of the study.The Case Study of Alfa Laval at the Ronneby Manufacturing Unit.The continuous needs for individual and organizational development can be traced to numerous demands, competitiveness, increased productivity and employees development. The first thing that comes in the minds of the management is productivity.
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Herman Aguinis and Kurt Kraiger (January 2009), Objectives of the study : Benefits of Training and Development for Individuals and Teams, Organizations, and Society. This article provides a review of the training and development literature since the year 2000. We review the literature focusing on the benefits of training and development for individuals and teams, organizations, and society. We adopt a multidisciplinary, multilevel, and global perspective to demonstrate that training and development activities in work organizations can produce important benefits for each of these stakeholders. We also review the literature on needs assessment and pretraining states, training design and delivery, training evaluation, and transfer of training to identify the conditions under which the benefits of training and development are maximized. Finally, we identify research gaps and offer directions for future research. Patrik Kull; Erik Brandt(2007),Objectives of the study is to know how firms in Sweden find and nurture value adding human resources. Sweden is entering a time characterized by a shortfall of qualified labour. Thus companies will have to hold on to, and develop their most valued employees since it is getting harder to find competent replacements. By finding and developing Talents, companies will improve their position in the market and perhaps even create a competitive advantage. The academic discipline concerning locating, assessing, developing and retaining Talents is called Talent Management.The selection was made based on the response of a pre-study of 30 large Swedish companies recognized for their employment practices. Nine oral interviews, with a number of HR professionals at the corporations, were performed to investigate how they utilize Talent Management to create more value from human resources. The thesis takes a multiple case study approach investigating the utilization of Talent Management practices in Sweden. The Swedish dialect of Talent Management correlates with the frame presented by theory. Swedish firms are mostly locating Talents internally but are willing to use outsourcing for some recruitments. Talents competencies are more important than their credentials. Within the frame of their job description, Talents are encouraged to find creative solutions to solve their tasks. Ms. Saysana Phanalasy (January 2000),Objectives of the study is the effects of vocational training on occupational development in lao pdr. The research deals with the
31

effects of vocational training on the occupational development in Champ sack province in the south of Loa PDR.The main objectives of the research were to examine learning methods of the vocational training and assess their effectiveness; to describe the process of occupational generation of trainees after the vocational training; to assess the effect of vocational training on the occupational development; to examine factors contribute to the operations of business of trainees and identify problems of the business operations; and to give recommendation to strengthen the learning methods of the vocational training and suggest the interventions on the occupational development of those trainees. Main findings of this research show that the vocational training provided to rural people by the NFEDC was effective for some trainees who had resources base potential to set up their own business after the training. The vocational training was effective through various kinds of learning methods including classroom and practical session and a study visit. Factors associated with the effectiveness of learning methods of vocational training included sociodemographic aspects of trainees(i.e. age, previous experience and education level) and the institutional aspect of the center(i.e. amount of instruction hours, frequency of instruction sessions, availability of learning material, and availability of learning equipment) Eriksson, Sara, kobin, Ulrika, Lulea University of Technology (May

2001),Objectives of the study is the purpose of this study is to gain deeper understanding of Swedish MNCs. International human resource (IHR) training in the context of MNC strategy and international human resources training programs addressing expatriates and host country nationals (HCNs).You reach our purpose we have chosen a qualitative and descriptive approach and conducted three in-depth telephone interviews. IHR training within Swedish MNCs generally emphasis continuous competence development, knowledge sharing, and implementation of core values necessary to attract, develop and maintain qualified and motivated people. Another important finding is that the IHR strategy corporate strategy must be linked in order for either one to be successful. Regarding expatriate training programs the study showed that cross-cultural training (CCT) is used to some extend as well as language training and pre-departure visits. Tharenou,Phyllis;Monash University(1997),Objectives of the study are determinants of participation in training and development.This paper reviews the evidence and theories
32

explaining participation in training and development at individual, job and organizational level. Employees demography and training attitude, occupation types, the immediate work environment of supervisor career support, and organizational internal employment system and high performance work practice increase participation in training and development. Michel.J.scharts, University of Tilburg(March 2007), Objectives of the study is the relationship between training and organizational commitment. This research investigates the literature in the field of the relationship between training and organizational commitment. Organizational commitment is an interesting predictor for the willingness to remain in the company. Training is a HRM practices that is influencing the organizational commitment. The availability of the training has been shown to a strong relationship with affective and normative commitment, but no association with continuance commitment. The thought is that employees who receive training might perceive that the organization values them as individuals and therefore develop a stronger affective commitment. Employees who are aware of the expense of training or appreciate the skills they have acquired might develop a sense of obligation (normalities commitment) that will keep them within the organization at least long enough to allow them to reciprocate (Meyer and Allen, 1997). The following conclusions can be presented in this thesis.First, training is related to organizational commitment. The strongest relationships are found with the affective form of organisational commitment. Social support for training produce the highest correlation with all forms of organisational commitment. Second, the relationship between training and organisational commitment is mediated by perceived support, procedural justice, awareness of rules and morale and perceived quality of management, with the strongest correlation of perceived support. Third, the relationship between training and affective commitment is moderated by job satisfaction. Thomas Cassidy (2001),Objectives of the study is the education and training in the hospitality industry.The importance of management training to the hospitality industry has been highlighted by Peterson & Hicks (1996). According to them management training is vital because of the unavoidable changes that occur in organizations. To achieve continuing

33

progress successful reprograms themselves and retrain their employees accordingly, e.g. to gain a competitive edge over their competitors by improving service quality in their hotel etc.The effect of management training at the top filters downward throughout the entire organization where well trained staff builds stronger teams of employees, in turn leading to better financial results. According to Gob (1999) this is an area that is often overlooked, as new employees are eager to become contributing members of the team. Employees may therefore see the amount of time and effort, which an organization spends, on them to help them become competent as a strong training program can be from the employees perspective as an indication that the employee is not important enough to warrant any attention & effort from the organization. Unsworth, Kerrie L., Bonello, Elaine C.;Queensland University of

Technology(1999)Objectives of the study is the Role of Individualism-Collectivism Orientation in Training and Development.This study examined the relationship between employees individualism-collectivism (I-C) orientation and attitudes towards, and uptake of, training and development activity. A survey of 191 manufacturing employees ascertained their I-C orientation, preferences for development activity, and actual participation behavior in development activities. The results showed that the greater the collectivistic orientation of an employee, the more they preferred activities that emphasized group skills. A preference for development activities that emphasized personal skills however was not related to I-C orientation. Collectivists participated more in activities that emphasized group skills than activities emphasizing individual skills, while individuals showed the apposite trend. Implications, both theoretical and practical, are discussed. Yamao, Sachiko,Fenwick,Marilyn;Monash University(2006).Objectives of the study is the role of training and development & knowledge transfer capacity.The capability to transfer knowledge successfully within the multinational enterprise (MNE) has been identified as a source of competitive advantage. This paper develops a conceptual framework that links the knowledge transfer capacity of MNE employees, training and development, and the degree of knowledge transfer success within MNEs. The integrative
34

conceptual framework bridges the disciplines of international business and strategic human resources management, and organizational and individuals levels of analysis in MNEs. Thus, from its perspective of the capability-based view of knowledge transfer, it contributes to building theory and an agenda for future research into knowledge transfer capacity in MNEs. Zornada, M.A.; The university of Adelaide (2005,2006) journals,Objectives of the study is E-learning and the changing face of corporate training and development.Internet technology and the advent of e-learning application in many organizations have made a fundamental difference to the way, organizations deliver training and development content, activities and experiences to their employees. Some of the organizations at the forefront of deploying e-learning technologies gave been global corporations and/or transaction processing intensive organizations, who typically have difficulties assembling their staff for traditional classroom based training activities, either due to logistical difficulties or because of the impact, this would have on work flows and business continuity. Such organizations have development approaches to e-learning and competency development that overcome the logistical problems of conventional training by making innovative use of e-learning. This paper examines the approaches used by several leading global, Australian and Asian organizations, include Cisco Systems, Motorola, Quantas and several others by drawing on a field study conducted by the writer during 2003-2004.It attempts to identify some key emerging trends and practices in the field, and the lessons that can be learnt from the experiences of organizations reviewed, for the successful deployment of e-learning strategies McKay, Michael; University of Southern Queensland(2007),Objectives of the study is electrical training package for mining area. Training has some importance within the Australian mining industry and is affected by many factor including the ageing workforce, high levels of employee turnover and the current skills shortage, enhanced by the global commodities boom fuelling the mining Industry. This dissertation outlines the designs, development, implementation and evaluation of an electrical training package for the Mining Area C Iron Ore deposit operated by HWE Mining in Western Australia. This involves reach into training within the Australian mining industry and HWE Mining as well
35

as stakeholder consultation to identify and select the component of the electrical training system. The development, implementation and evaluation of selected training material highlighted the effectiveness of a site specific training system comprised of on-the-job and simulated theoretical and practical components. The continuation of this process is to develop the remaining material will provide significant benefits to the mining operation and its employees development and positive reinforcement of a training culture within the organization. The potential for this training package to be adapted to other disciplines within the organizations has been identified and the ongoing evaluation process will provide a strong basis for such projects. Baharim,Shahril bin; Australasian Digital These Program (2008).Objectives of the study are the influence of knowledge sharing on motivation to transfer training. Organization wishing to enhance their return on investment from training must understand the variables associated with transfer of training so that they can promote those which enable transfer and intervene to limit those which inhibit transfer. In the international literature on training transfer, researchers and practitioners have acknowledged that transfer of training will occur only when trainees have the desire or motivation to transfer training to the job. In Malaysia, despite increasing investment in public sector training, there has been very little research on transfer of training. This thesis contributes to a greater understand of transfer of training variables and how they affects trainees motivation to transfer their training. Further, as the role of training has progressively changed from a focus on programs to broader focus on learning, creating and sharing knowledge. These theses test the hypothesis that knowledge sharing behavior influences a trainees motivation to transfer their training. Using a research framework constructed from an adaptation of two key Human Resources Development models (Holten 1996; Holten et al. 2000) and the theory of planned behavior (Ajzen 1991, this thesis explores the contention that trainees motivation to transfer training is influenced by a number of secondary variables, expected utility variables, transfer climate variables, enabling variables and ability variables associated with sharing behavior. The findings of this thesis impact on HRD function in the Malaysian public sector at two broad levels: pre training and post training. The thesis makes a contribution to both HRD practices by
36

detailing the sort of HRD activities which will enhance transfer of training and secondly, makes a contribution to theory through the creation of a new model of motivation to transfer training which features knowledge sharing behavior. Zheng, connie., Hyland, p. (paul), Soosay, Claudine.; Central Queensland

University.Objectives of the study is exploring training issues of multinational companies in Asian. Effective employee training is important to organizations as it improves quality of human resources, which in turn help achieve better organizational outcomes. The literature on education, training and other aspects of human resources development (HRD) among multinational companies (MNCs) in Asia is quite limited. This paper intends to explore training expenditure, training programs offered and training concerns indicated by companies, using a survey of 529 MNCs operating in six Asian countries (namely Indonesia, Malaysia, Philippians, Singapore, Thailand, and Taiwan). The findings show that the majority of MNCs surveyed recognized the benefits of employees in local subsidiaries. Organizational variables such as size, industry, parent source and population of international activity also affected training practices of MNCs. The paper identified some quality and relevance issue related t formal and externally-conducted training programs.

37

3.0 RESEARCH METHODOLOGY

For achieving the objectives of study, survey was conducted. For survey, personal interviews of the Management & workers were undertaken. Personal interviews were selected as the mode of survey to make the study more meaningful & so that maximum information could be collected. For conducting the personal interviews of the workers, a questionnaire was made. The questionnaire was structured with open ended & close ended questions. Research Methodology prepares the investigator to adopt techniques and tools to neutralize the description, explanation and justification of various methods of continuing research. The study utilizes both primary and secondary data. Both primary data and secondary data have been used in this study. However the study heavily relies on primary data.

RESEARCH DESIGN
Research Design is the scheme of work to be undertaken by a researcher in various stages. It is a guide to the researcher to achieve the goal set. The research design includes mode of data to be collected, and analyzed part of research.

TYPE OF RESEARCH
Descriptive research is a fact finding research. It is used to explain the state of affairs as it exists at present. They describe the characteristics of a particular individual or group. It helps the researcher to use facts or information already available and analyses these to make a critical evaluation of the material. Period of the study The Period of the study is 11th April to 23rd May Area of study: Human Resource management, Employees of ITI Ltd, Palakkad.

38

SAMPLING DESIGN
Population: employees of ITI Ltd, Palakkad, which consists of 100 employees. The population is Finite. Sampling frame: officers and non- officers of the employees of the company. Sample size Sample size refers to items to be selected from the Universe to constitute a sample. The sample size selected here is 100 employees; the period of study is two weeks. Sample size = (Z2 4e2) / (N-n ) / (N-n ) Where Z = Standard variant at 9 % confidence level e = acceptance level N = total number of employees Sample size = 118.56* (282-86 / 282-1) = 98.98 ~99~100

METHOD OF SAMPLING
Sample survey or sampling:Sampling may be defined as the process of obtaining information about an entire population by examining only a part of it. In any investigation if data collected only from a representative part of the universe we say that the data are collected by sampling. The representative part is called a sample.

Sampling Technique
The sampling done is the Probability sampling and the method of sampling used for my study is random sampling.

39

Method of Data collection

The task of data collection begins after a research problem has been defined and research design checked out. While deciding about the method of data collection to be used for study, the researcher should keep in mind two types of data, they are:

Primary Data
Primary sources are original sources from which the researcher directly collect data that have not been previously collected. It is collected through Questionnaire.

Secondary Data
The secondary data consists of readily available data are already complied statistical statements and reports whose data may be used by researchers for their studies. It is collected through Journals, Magazines, Company records, and Websites.

DATA COLLECTION TOOL

The tool used for data collection is through Questionnaire using Likert Scales, which is termed as summated instrument scale. This means that the items making up a Likert Scale are summed to produce a total score. A Likert Scale is a composite of itemized scales. It consisted of a number of statements which express whether a positive or negative attitude towards the object of interest. The respondent is asked to agree or disagree with each statement. Each response given a numerical score to reflect its degree of attitude, favourableness or unfavourableness, and the score are totalled to measure the respondents attitude. In other words, the overall score represents the respondents position on the continuum of favourable-un favourableness towards an issue. Typically, each scale item will have 5 categories. In Likert scale, the respondent is asked to respond to each of the statements in terms of several degrees, usually five degrees of agreement or disagreement.

40

4.0 THEORETICAL FRAMEWORK OF THE STUDY

For organizational productivity training assumes great significance. Though it is a type of education, training is job oriented. It is skill learning. Education is wider in scope and general in purpose where as training is organization specific and practice based. Training has greater significance for the success of modern organizations. Core competencies and expertise give the organizations an edge over their competitors and training plays a vital role in developing and strengthening these competencies. Change of technology demands that employees update their knowledge, skills, abilities and technical expertise. Jobs are becoming more interdependent demanding high interpersonal and problem solving skills, which can be acquired only through training. Human Resources Management is defined as the people who staff and manage organization. It comprises of the functions and principles that are applied to retaining, training, developing and compensating the employees in the organization. It is also applicable to non-business organisations, such as education, healthcare etc. Human Resources Management is defined as the set of activities, programs and functions that are designed to maximize both organizational as well as employee effectiveness. Scope of the HRM without a doubt is vast. All the activities of employees, from the time of his entry into an organisation until he leaves, come under the horizon of HRM. The division included in HRM are Recruitment, Payroll, Performance Management, Training and Development, Retention, Industrial Relation, etc. Out of all these divisions, one such important division is training and development. Training and Development is a subsystem of an organization. It ensures that randomness is reduced and learning or behavioural change take place in structured format. Training is defined as the systematic development of the knowledge, skills and attitudes required by an individual to perform a given tasks or job successfully. A formal definition of training and development is determined as follows: It is any attempt to improve current or future employee performance by increasing an employees ability to perform through learning,
41

usually by changing the employees attitude or increasing his or her skills and knowledge. Training aims at improving the organizations performance through the enhanced performance of its employees. While training helps the employees to do their current jobs, development prepares individuals to handle the future responsibilities. The major purposes of training are improving employee performance, updating employee skills, avoiding managerial obsolescence, preparing for promotion and managerial succession, and satisfying personal growth needs. Training needs are determined based on the organisations and the employees needs.

INPUTS IN TRAINING AND DEVELOPMENT Any training and development programme must contain inputs which enable the participants to gain skills, learn theoretical concepts and help acquire vision to look into the distant future. The inputs of training and development are as follows: 1) Skills 2) Education 3) Development 4) Ethics 5) Attitudinal Changes 6) Decision making and problem solving skills

Organizations provide training to employees in the area of company policies and procedures, specific skills, human relations, and managerial skills. Some organizations also provided apprentices training. There are two types of training methods on-the-job and off42

the-job. In on-the-job training methods, an employee is given training in the actual work situation, where he learns by doing and through direct experience. Some of the on-the-job methods of training are job instruction training, apprenticeship and coaching, lob rotation, and committee assignments. Off-the-job training refers to the training given to an employee away from the immediate work area. Here the employee focuses his attention upon learning from the trainers lectures of through simulated exercises. Off-the-job training methods includes classroom lectures; various simulation exercises like case exercises, experimental exercises, computer modelling, vestibule training and role playing ; and programmed instructions. Systematic evaluation of training activities helps in evaluating the success of the training program. Training increases productivity, reduces the level of supervision required, reduces accidents related to work and increases the organizational stability. Apart from training, an organizational should also concentrate on management development. Management development is a systematic process of growth and development by which employees develop their skills and abilities to manage. It is future oriented and is concerned with education of the employees. Management development improves a managers ability to understand problems and arrive at solutions. It helps the manager in effective handling of his different work roles like planning, monitoring performance, communication and development. Management development programs are designed to meet specific objectives, which contribute to both employee and organisational effectiveness. There are several steps in the process of management development. These include reviewing organisational objective, evaluating the organisations current management resources, determining individual development needs, designing and implementing development programs, and finally, evaluating the effectiveness of the programs.

43

The two categories of development methods are on-the-job development, and offthe-job development. Some of the widely used on-the-job development methods are: coaching. Job rotation, under study assignment and multiple management .Off-the-job development methods include simulation exercise, sensitivity training, transactional analysis, conferences and lectures. To ensure the success of the management development programs, they have to be evaluated from time to time.

TRADITIONAL DEVELOPMENT

AND

MODERN

APPROACH

OF

TRAINING

AND

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 made. There were also some views that training is a very costly affair and not worth. Organizations used to believe ore in executive pinching. But now the scenario seems to be changing. Modern approach- of training and development is that Indian Organizations have realised the importance of corporate training. Training is now considered as more of retention tool than a cost. The training system in Indian industry has been changed to create a smarter workforce and yield the best results.

TRAINING AND DEVELOPMENT OBJECTIVES The principle objective of training and development division is to make sure the availability of a skilled and willing workforce to an organization. In addition to that, there are four other objectives: Individual, Organizational, Functional, and Societal. Individual Objectives- help employees in achieving their personal gaols, which in turn, enhances the individual contribution to an organization. Organizational objectives- assist the organization with its primary objectives by bringing individual effectiveness.
44

Functional Objectives- maintain the departments contribution at a level suitable to the organizations needs. Societal Objectives- ensure that an organization is ethically and socially responsible to the needs and challenges of the society.

45

VARIABLES OF THE STUDY Training is the process of increasing the knowledge and skills for doing particular job .People learn knowledge and skill for a definite purpose by an organized procedure. In other words training is a systematic program of the organization, which aims at increasing the aptitude, skills and abilities of the workers to perform specific job. By training, the employee can acquire new manipulative skills, technical knowledge, problem solving abilities etc.  Training duration: - Duration is the time or period of the activity. The duration will give an idea whether the training period is sufficient or not.  Individual attention:- is the cognitive process of selectivity on one aspect bof the environment while ignoring other thing.  Type of training:- The management should select an appropriate method or type of training which is suited to the organisation needs; there are two types of training a) On the job training b) Off the job training  Employee co-operation:- It enables to assess whether the employees are participating in the training programs and determining the needs.  Efficiency of the employee: - It is the individual skill of an employee to perform better.  Number of trainees: - It is the no: of employees included for a single training batch. The no: of trainees in a batch influences directly on the training programme.  Feed back from employees: - It refers to the response of the employees about the quality of training.
46

Table 5.1 The table showing age group of the employees

Age group < 25 years 25 - 35 years 35 - 45 years 45 - 55 years 55 above Total

No of respondents 5 15 60 20 100

Percent (%) 5.0 15.0 60.0 20.0 100.0

Interpretation:The table above shows, out of 100 respondents 60 are in the age group 45 55, 20 are in the age group 55 above, 15 are in the age group 35 45, & 5 of age are in the group 25 35 years.

47

Chart 5.1 The chart showing age group of the employees

60.0%

50.0%

40.0%

Percent
30.0% 60.0%

20.0%

10.0% 15.0% 0.0% 5.0% 25 - 35 35-45 45 - 55

20.0%

above55

Age

Interpretation:The chart above shows, out of 100 respondents 60 percent are in the age group 45 55, 20 percent are in the age group 55 above, 15 percent are in the age group 35 45, & 5 percent of age are in the group 25 35 years.

48

Table 5.2 The table showing the gender of the employees

Gender Male

No of respondents 75

Percent (%) 75.0

Female

25

25.0

Total

100

100.0

Interpretation:The table above shows, out of 100 respondents 75 are male & 25 are female.

49

Chart 5.2 The chart showing the gender of the employees

80.0%

60.0%

Percent
40.0% 75.0%

20.0% 25.0%

0.0%

Male

Female

Gender

Interpretation:The chart above shows, out of 100 respondents 75 percent are male & 25percent are female.

50

Table 5.3 The table showing qualification of the employees

qualification

No of respondents

Percent (%)

ITI Grade Diploma Degree PG Total

25

25.0

25

25.0

25

25.0

25 100

25.0 100.0

Interpretation:The table above shows, out of 100 respondents 25 are with ITI Grade qualification, 25 with Diploma, 25 with Degree, 25 with PG qualification.

51

Chart 5.3 The chart showing qualification of the employees

25.0%

20.0%

15.0%

Percent
10.0%

25.0%

25.0%

25.0%

25.0%

5.0%

0.0% ITI Grade Diploma Degree PG

Education

Interpretation:The chart above shows, out of 100 respondents 25 are with ITI Grade qualification, 25 with Diploma, 25 with Degree, 25 with PG qualification.

52

Table 5.4 The table showing the category/grade of the employees

Category Officers

No of respondents 35

Percent (%) 35.0

Non officers

65

65.0

Total

100

100.0

Interpretation:The table above shows, out of 100 respondents 65 are Non officers & 35 are Officers.

53

Chart 5.4 The chart showing the category/grade of the employees

70.0%

60.0%

50.0%

40.0%

Percent
30.0%

65.0%

20.0%

35.0%

10.0%

0.0%

Officers

Non officers

Category

Interpretation:The chart above shows, out of 100 respondents 65 percent are Non officers & 35percent are Officers.

54

Table 5.5

The table showing income of the employees

Income

No of respondents

Percent (%)

<10000 10000-15000 15000-20000 20000-30000 30000 above Total

5 15 45 35 100

5.0 15.0 45.0 35.0 100.0

Interpretation:The table above shows, out of 100 respondents 45 employees have 20000-30000 income, 35 employees have above 30000,15 employees have 15000-20000, 5 employees have 1000015000.

55

Chart 5.5

The chart showing income of the employees

50.0%

40.0%

30.0%

Percent
45.0% 20.0% 35.0%

10.0% 15.0% 5.0% 0.0% 10000-15000 15000-20000 20000-30000 Above 30000

Monthly income

Interpretation:The chart above shows, out of 100 respondents 45 percent of employees have 20000-30000 income, 35 percent of employees have above 30000,15 percent of employees have 1500020000, 5 percent of employees have 10000-15000.

56

Table 5.6

The table showing experience of the employees

Experience

No of respondents

Percent (%)

< 5 years 5 - 10 years 10 - 15 years 15-20 years 20 above Total

12 32 56 100

12.0 32.0 56.0 100.0

Interpretation:The table above shows, out of 100 respondents 56 have above 20 years experience, 32 with 15-20 years of experience, 12 with10-15 years of experience.

57

Chart 5.6

The chart showing experience of the employees

60.0%

50.0%

40.0%

Percent
30.0% 56.0%

20.0% 32.0% 10.0% 12.0% 0.0% 10-15yrs 15-20yrs 20above

Experience

Interpretation:The chart above shows, out of 100 respondents 56 percent have above 20 years experience, 32 percent with 15-20 years of experience, 12 percent with10-15 years of experience.

58

Table 5.7

The table showing department of the employees Department No of respondents Percent

P C B plant Quality control Finance Production Purchase Total

15 25 5 35 20 100

15.0 25.0 5.0 35.0 20.5 100.0

Interpretation:The table above shows, out of 100 respondents 35 are from production department, 25 are from Quality control, 20 are from Purchase department, 15 are from PCB Plant and 5 are from Finance department.

59

Chart 5.7

The chart showing department of the employees

40.0%

30.0%

Percent
20.0% 35.0%

25.0% 10.0% 15.0% 20.0%

5.0% 0.0% PCB Plant Quality control Finance Production Purchase

Department

Interpretation:The chart above shows, out of 100 respondents 35 percent are from production department, 25 percent are from Quality control, 20 percent are from Purchase department, 15 percent are from PCB Plant and 5percent are from Finance department.

60

Table 5.8

The table showing duration of the training

Opinion

No of respondents

Percent (%)

Strongly agree Agree Neutral Disagree Strongly disagree Total

15 55 15 10 5 100

15.0 55.0 15.0 10.0 5.0 100.0

Interpretation:The table above shows, out of 100 respondents 55 agree that the training duration is satisfactory, 15 strongly agrees, 15 have no opinion and rest of them have negative opinion

61

Chart 5.8

The chart showing duration of the training

60.0%

50.0%

40.0%

Percent
30.0% 55.0%

20.0%

10.0% 15.0% 10.0% 5.0% 0.0% Strongly Disagree Disagree Neutral Agree Strongly Agree 15.0%

Duration

Interpretation:The chart above shows, out of 100 respondents 55 percent Agree that the training duration is satisfactory, 15 percent strongly agrees, 15 percent have no opinion and rest of them have negative opinion

62

Table 5.9

The table showing type of training Opinion No of respondents Percent

Strongly agree Agree Neutral Disagree Strongly disagree Total

20 65 15 100

20.0 65.0 15.0 100.0

Interpretation:The table above shows, out of 100 respondents 65 agree that type of training is satisfactory, 20 strongly agrees,15 have no opinion and rest of them have negative opinion.

63

Chart 5.9

The chart showing type of training

70.0%

60.0%

50.0%

40.0%

Percent
30.0% 65.0%

20.0%

10.0% 15.0% 0.0% Neutral Agree

20.0%

Strongly Agree

Type

Interpretation:The chart above shows, out of 100 respondents 65 percent agree that type of training is satisfactory, 20 percent strongly agrees, 15 percent have no opinion and rest of them have negative opinion.

64

Table 5.10

The table showing no of trainees

Opinion

No of respondents

Percent (%)

Strongly agree Agree Neutral Disagree Strongly disagree Total

42 29 21 4 4 100

42.0 29.0 21.0 4.0 4.0 100.0

Interpretation:The table above shows, out of 100 respondents 42 strongly agree that the number of trainees included in each training batch is appropriate, 29 agrees, 21 have no opinion and rest of them have negative opinion.

65

Chart 5.10

The chart showing no of trainees

50.0%

40.0%

30.0%

Percent
20.0% 29.0% 10.0% 21.0% 42.0%

0.0%

4.0% Strongly Disagree

4.0% Disagree Neutral Agree Strongly Agree

Number

Interpretation:The chart above shows, out of 100 respondents 42 percent strongly agree that the number of trainees included in each training batch is appropriate, 29 percent agrees, 21 percent have no opinion and rest of them have negative opinion.

66

Table 5.11

The table showing individual attention

Opinion

No of respondents

Percent (%)

Strongly agree Agree Neutral Disagree Strongly disagree Total

40 26 26 4 4 100

40.0 26.0 26.0 4.0 4.0 100.0

Interpretation:The table above shows, out of 100 respondents 40 strongly agree that they got individual attention during training period, 26 agrees, 26 have no opinion and rest of them have negative opinion

67

Chart 5.11

The chart showing individual attention

40.0%

30.0%

Percent
20.0% 40.0%

26.0% 10.0%

26.0%

4.0%

4.0% Disagree Neutral Agree Strongly Agree

0.0%
Strongly Disagree

Attention

Interpretation:The chart above shows, out of 100 respondents 40 percent strongly agree that they got individual attention during training period, 26 percent agrees, 26 percent have no opinion and rest of them have negative opinion

68

Table 5.12

The table showing systematic training method

Opinion

No of respondents

Percent (%)

Strongly agree Agree Neutral Disagree Strongly disagree Total

35 34 17 6 8 100

35.0 34.0 17.0 6.0 8.0 100.0

Interpretation:The table above shows, out of 100 respondents 35 strongly agree that the company follows a systematic training, 34 agrees, 17 have no opinion and rest of them have negative opinion.

69

Chart 5.12

The chart showing systematic training method

40.0%

30.0%

Percent
20.0% 34.0% 35.0%

10.0% 17.0% 8.0% 0.0% Strongly Disagree Disagree Neutral Systematic Agree Strongly
Agree

6.0%

Interpretation:The chart above shows, out of 100 respondents 35 percent strongly agree that the company follows a systematic training, 34 percent agrees, 17 percent have no opinion and rest of them have negative opinion.

70

Table 5.13

The table showing level of confidence

Opinion

No of respondents

Percent (%)

Strongly agree Agree Neutral Disagree Strongly disagree Total

35 34 17 6 8 100

35.0 34.0 17.0 6.0 8.0 100.0

Interpretation:The table above shows, out of 100 respondents 35 strongly agree that the training program helps to increase their confidence level, 34 agrees, 17 have no opinion and rest of them have negative opinion.

71

Chart 5.13

The chart showing level of confidence

40.0%

30.0%

Percent

20.0% 34.0% 35.0%

10.0%

17.0% 8.0%

6.0% Disagree Neutral Agree Strongly

Agree

0.0% Strongly
Disagree

Confidence Interpretation:The chart above shows, out of 100 respondents 35 percent strongly agree that the training program helps to increase their confidence level, 34 percent agrees, 17 percent have no opinion and rest of them have negative opinion.

72

Table 5.14

The table showing co operation of senior employees

Opinion

No of respondents

Percent(%)

Strongly agree Agree Neutral Disagree Strongly disagree Total

40 26 26 4 4 100

40.0 26.0 26.0 4.0 4.0 100.0

Interpretation:The table above shows, out of 100 respondents, 40 strongly agree for the cooperation of senior employee, 26 agrees, 26 have no opinion and rest of them have negative opinion.

73

Chart 5.14

The chart showing co operation of senior employees

40.0%

30.0%

Percent
20.0% 40.0%

26.0% 10.0%

26.0%

4.0% 0.0% Strongly Disagree

4.0% Disagree Neutral Agree Strongly Agree

Cooperation

Interpretation:The chart above shows, out of 100 respondents, 40 percent strongly agree for the cooperation of senior employee, 26 percent agrees, 26 percent have no opinion and rest of them have negative opinion.

74

Table 5.15

The table showing knowledge level

Opinion

No of respondents

Percent (%)

Strongly agree Agree Neutral Disagree Strongly disagree Total

36 30 20 9 5 100

36.0 30.0 20.0 9.0 5.0 100.0

Interpretation:The table above shows, out of 100 respondents, 36 strongly agree the knowledge level of the trainer, 30 agrees, 20 have no opinion and rest of them have negative opinion.

75

Chart 5.15

The chart showing knowledge level

40.0%

30.0%

Percent
20.0% 36.0% 30.0% 10.0% 20.0%

9.0% 5.0% 0.0% Strongly Disagree Disagree Neutral Agree Strongly Agree

Knowledge

Interpretation:The chart above shows, out of 100 respondents, 36 percent strongly agree the knowledge level of the trainer, 30 percent agrees, 20 percent have no opinion and rest of them have negative opinion.

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Table 5.16

The table showing proper feedback

Opinion

No of respondents

Percent (%)

Strongly agree Agree Neutral Disagree Strongly disagree Total

24 37 22 8 9 100

24.0 37.0 22.0 8.0 9.0 100.0

Interpretation:The table above shows, out of 100 respondents, 37 agree that proper feedback is taken from the trainee during training period, 24 strongly agrees, 22 have no opinion and rest of them have negative opinion.

77

Chart 5.16

The chart showing proper feedback

40.0%

30.0%

Percent
20.0% 37.0%

10.0%

22.0%

24.0%

9.0% 0.0% Strongly Disagree

8.0%

Disagree

Neutral

Agree

Strongly Agree

Feedback

Interpretation:The chart above shows, out of 100 respondents, 37 percent agree that proper feedback is taken from the trainee during training period, 24 percent strongly agrees, 22 percent have no opinion and rest of them have negative opinion.

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Table 5.17

The table showing imparting of training by management

Opinion

No of respondents

Percent (%)

Strongly agree Agree Neutral Disagree Strongly disagree Total

31 26 23 14 6 100

31.0 26.0 23.0 14.0 6.0 100.0

Interpretation:The table above shows, out of 100 respondents, 31 strongly agree that the management is imparting necessary training to update the skills and knowledge, 26 agrees, 23 have no opinion and rest of them have negative opinion.

79

Chart 5.17

The chart showing imparting of training by management

30.0%

20.0%

Percent
10.0% 14.0% 6.0% 0.0% Strongly Disagree Disagree Neutral Agree 23.0% 26.0%

31.0%

Strongly Agree

Skills

Interpretation:The chart above shows, out of 100 respondents, 31 percent strongly agree that the management is imparting necessary training to update the skills and knowledge, 26 percent agrees, 23 percent have no opinion and rest of them have negative opinion.

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Table 5.18

The table showing training evaluation

Opinion

No of respondents

Percent (%)

Yes

65

65.0

No

35

35.0

Total

100

100.0

Interpretation:The table above shows, out of 100 respondents, 65 are in the category of yes for the training evaluation method, 35 are in the category of no.

81

Chart 5.18

The chart showing training evaluation

70.0%

60.0%

50.0%

40.0%

Percent
30.0% 65.0%

20.0%

35.0%

10.0%

0.0% No Yes

Evaluation

Interpretation:The chart above shows, out of 100 respondents, 65 percent are in the category of yes for the training evaluation method, 35 percent are in the category of no.

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Table 5.19

The table showing training evaluation satisfaction

Opinion

No of respondents

Percent (%)

Strongly agree Agree Neutral Disagree Strongly disagree Total

22 35 19 15 9 100

22.0 35.0 19.0 15.0 9.0 100.0

Interpretation:The table above shows, out of 100 respondents, 35 agree that the training evaluation method is satisfactory, 22 strongly agrees, 19 have no opinion and rest of them have negative opinion.

83

Chart 5.19

The chart showing training evaluation satisfaction

40.0%

30.0%

20.0% 35.0%

Percent
10.0% 15.0% 9.0% 0.0% Strongly Disagree Disagree Neutral Agree Strongly Agree 22.0% 19.0%

Satisfactory

Interpretation:The chart above shows, out of 100 respondents, 35 percent agree that the training evaluation method is satisfactory, 22 percent strongly agrees, 19 percent have no opinion and rest of them have negative opinion.

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Table 5.20

The table showing training impact on skills

skill

No of respondents

Percent (%)

Technical

53

53.0

Managerial

47

47.0

Other

Total

100

100.0

Interpretation:The table above shows, out of 100 respondents, 53 are technically increased their skills and 47 are managerial.

85

Chart 5.20

The chart showing training impact on skills

60.0%

50.0%

40.0%

Percent
30.0% 53.0% 47.0% 20.0%

10.0%

0.0% Technical Managerial

Skills increased

Interpretation:The chart above shows, out of 100 respondents, 53 percent are technically increased their skills and 47 percent are managerial.

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Table 5.21

The table showing efficiency

Opinion

No of respondents

Percent (%)

Strongly agree Agree Neutral Disagree Strongly disagree Total

40 31 19 4 6 100

40.0 31.0 19.0 4.0 6.0 100.0

Interpretation:The table above shows, out of 100 respondents, 40 strongly agree to increase their efficiency, 31 agrees, 19 have no opinion and rest of them have negative opinion.

87

Chart 5.21

The chart showing efficiency

40.0%

30.0%

20.0%

40.0% 31.0%

Percent
10.0% 19.0%

6.0% 0.0%

4.0%

Strongly disagree

Disagree

Neutral

Agree

Strongly Agree

Efficiency

Interpretation:The chart above shows, out of 100 respondents, 40 percent strongly agree to increase their efficiency, 31 percent agrees, 19 percent have no opinion and rest of them have negative opinion.

88

Table 5.22

The table showing sufficient materials

Opinion

No of respondents

Percent

Strongly agree Agree Neutral Disagree Strongly disagree Total

20 32 19 15 14 100

20.0 32.0 19.0 15.0 14.0 100.0

Interpretation:The table above shows, out of 100 respondents, 32 agree that the organisation provides sufficient materials, 20 strongly agrees, 19 have no opinion and rest of them have negative opinion.

89

Chart 5.22

The chart showing sufficient materials

30.0%

Percent

20.0%

31.0%

10.0%
16.0% 14.0%

19.0%

20.0%

0.0% strongly disagree disagree neutral agree strongly agree

period

Interpretation:The chart above shows, out of 100 respondents, 32 percent agree that the organisation provides sufficient materials, 20 percent strongly agrees, 19 percent have no opinion and rest of them have negative opinion.

90

Table 5.23

The table showing overall effectiveness

Opinion

Frequency

Percent

Excellent Good Average Poor Very poor Total

41 26 17 10 6 100

41.0 26.0 17.0 10.0 6.0 100.0

Interpretation:The table above shows, out of 100 respondents 41 have excellent opinion about the overall effectiveness of the training programme, 26 have good opinion, 17 have average opinion and 10 have poor opinion and 6 percent have very poor opinion.

91

Chart 5.21

The chart showing effectiveness

50.0%

40.0%

30.0%

Percent
20.0% 26.0% 10.0% 6.0% 0.0% Very poor Poor Neutral Good Excellent 10.0% 17.0% 41.0%

Effectiveness

Interpretation:The chart above shows, out of 100 respondents 41 percent have excellent opinion about the overall effectiveness of the training programme, 26 percent have good opinion, 17 percent have average opinion and 10 percent have poor opinion and 6 percent have very poor opinion.

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Descriptive Statistics

Variables Age Gender Education Category Monthly income Experience Department Duration Type Number Attention Systematic Confidence Cooperation Knowledge Feedback Skills Evaluation Satisfaction Skills increased Efficiency Period Effectiveness Valid N (list wise)

Mean 3.95 1.25 2.50 1.65 4.16 4.64 3.30 3.65 4.05 4.01 3.93 3.82 3.82 3.94 3.83 3.60 3.62 1.65 3.46 1.47 3.95 3.27 3.86

Std. Deviation .744 .435 1.124 .479 .861 .523 1.494 1.019 .592 1.078 1.103 1.209 1.209 1.090 1.164 1.206 1.229 .479 1.243 .502 1.140 1.332 1.231

Descriptive statistics above shows that the variables type of training and the number of employees in each training batch has a mean greater than or equal to 4. So these variables have more significance in the training programme as per the analysis. The variables duration of the training, number of trainees for each batch, individual attention, systematic training method, confidence, co-operation, knowledge level of the trainer, proper feedback, skills and knowledge imparted, training evaluation, efficiency of training and period of training have significant standard deviation (ie) greater than 1.

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5.1 FINDINGS AS PER ANALYSIS

 55% of the employees are agrees with the duration of the training programme provided by the company.  65% agree that the type of training programme provided to employees is satisfied.  42% strongly agree that no: of trainees included for each training batch is appropriate.  40% strongly agree that individual attention is given for each trainee during training programme.  35% strongly agree that there is a systematic training method followed by the company.  35% strongly agree that the training programme helps to increase the level of confidence.  40% strongly agree that the co-operation of the senior employee helps in the training programme.  36% strongly agree that the knowledge level of the trainee is good.  37% agree that proper feedback is taken from the trainees for the improvement at the time of training.  31% strongly agree that the management is imparting necessary training to update the skills and the knowledge.  65% agree that there is a training evaluation method in the company.  35% agree that the training evaluation done by the management is satisfactory.  53% of technical skills are increased on training.  40% strongly agree that the training programme provided by the company help the employees to increase their efficiency.  32% agree that the organisation provides sufficient materials during the period of training.  41% had the opinion that the overall effectiveness of the training programme is excellent.

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5.2 SUGGESTIONS

 Management must take appropriate measure to make that all the employees are highly improved by the training programme.  Maintain proper communication between the superior and sub-ordinates.  The company may try to aware the employees for the benefit of training and provide a certificate of excellence or rewards for the performance shown during the training sessions. It beneficial to improve the participation and attitude of the trainees.  Trainees can concentrate more on interacting with the employees and clearing the doubts in a better way to get much more improved skilled.  Management must provide more technical backup whenever necessary.  Management must adopt proper measures to decrease absenteeism through proper training means.

95

5.3 CONCLUSION

Employees are the assets of any organisation making the maximum utilisation of this assets is the core responsibility come under the human resource department. At the same time it is the duty to provide better opportunity for improving their performance. The performance of the employee is improved through adequate training programme. Training program is mainly concentrate on personality development as well as work related development and this type of training program is help to strengthen the commitment of the employees towards the work. The training and its importance are very useful to the organisation to its growth. At the end of the study it was found that, the employees of the company are satisfied with training programs provided to them. But the company has to improve their training infrastructure and the techniques to the current trend so that they will be able to face the challenges of the new world in a better way.

96

BIBILOGRAPHY

 C.R KOTHARI RESEARCH METHODOLOGY methods and techniques 2nd REVISED EDITION, NEW DELHI, NEW AGE INTERNATIONAL (P) LIMITED, PUBLISHERS,2009  T N CHHABRA- HRM CONCEPTS AND ISSUES DHANPAT RAI AND COMPANY- 5TH EDITION 2008  S S KHANKA- ORGANIZATIONAL BEHAVIOR, OCTOBER 2005 AND JANUARY 2006  ITI LTD RECORDS

97

WEBLIOGRAPHY

WEBSITES  www.wikipedia .com  www.projectsparadise .com  www.itiltd-india.com  www.academicresearchpapers.com

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