INTRODUCTIO
N
increased, the term 'development' broadly implies the nature and degree of
change induced among employees through the process of education and
training. The concept of development is thus closely related to education and
training.
Training refers more to instruction in technical and mechanical
development. They often give opportunities to learn skills, but they also
provide inputs for discovering and cultivating basic broadly implies the
nature and degree of change induced among employees through the process
of education and training. The concept of development is thus closely related
to education and training.
Training makes employee more effective and productive. It is
actively and intimately connected with all the personnel and managerial
activities. It is an integral part of the whole management programme.
Training moulds the employees attitudes and helps them achieve a better
co-operation with the company and greater loyalty to it.
There is a distinctive difference between Training and development.
While in training employees learn technical knowledge and skills for
definite purpose, Development is a long-term educational process utilizing a
systematic and organized procedure by which employees learn conceptual
and theoretical knowledge for general purpose.
SKILLS
Training, as was stated earlier, is imparting skills to employees. A worker
needs skills to operate machines, and use other equipment with least damage
and scrap. This is a basic skill without which the operator will not be able to
function. There is also the need for motor skills. Motor skills (or
psychomotor skills, as they are sometimes called) refer to performance of
specific physical activities. These skills involve learning to move various
parts of one's body in response to certain external and internal stimuli.
ATTITUDINAL CHANGES
REVIEW OF LITERATURE
LITERATUERE SURVEY OF TRAINING AND DEVELOPMENT
PROGRAMME IN GROWTH OREINTED ENTERPRISES
This literature survey is part of the background work for an investigation
into the needs of growth oriented enterprises, GOEs (Trulsson, 2000). The
main study aims to understand what enterprises need to grow and how the
ILO can assist in furthering the aspirations of those that do want to grow.
The literature survey was undertaken to get a better appreciation of the
issues at hand. Since the sample in the main study is numerically rather
small, the study was also undertaken for purposes of triangulation, i.e. to
Managing your staff: Many MSEs, and even medium-scaled enterprises, are
run by a single owner/manager. These people tend to want to control
everything and delegate very little authority. As an enterprise grows, or when
the entrepreneurs add on several business ventures to their business
empire, their ability to keep control over everything dissipates. And in fact,
many enterprises fail to survive because the entrepreneurs are not focused
enough or willing to delegate authority so that they can spend enough time
with each venture.
There is thus a need to sensitize owner/managers to the importance of
delegating authority and in the process try to provide ideas of how
competence and trustworthiness among higher ranking staff can be
ascertained. There was also a need to develop good practices toward lower
ranking personnel in order to have commitment and reliability.
Skills development
Technology support
10
Financial support
RESEARCH METHOLODGY
Before this study was conducted, it was made clear to all concerned people
that this study is only for academic interests & not for any other purpose.
They were asked to give their true opinion & response. The questionnaire
prepared for the purpose was distributed among100 persons & all of them
responded to the questionnaire. Some of the employees appreciated the
efforts made & suggested that such studies dealing with different aspects or
activities of the organization should be carried out by the management for
the benefit of the employees & the organization.
11
Research problem
The research problem of this study is to identify training needs of employees
of the company for providing them best training programmes
according to their requirement. The main problem is to analysis the
training needs of employees means what they want for increase their
skills and knowledge.
12
In the presentation ab
ove there are a number of issues that keep coming back from the overview
of studies undertaken in the sub-Sahara region, e.g. financial needs, market
focus, and access to inputs. However, areas of concern that were only lightly
touched upon in the PAPA and RPED studies, have gained weight in the
country by country analysis, e.g. the state of infrastructure, lack of advisory
services, corruption etc. We have also started to see that there may be
differences related to the sector of operations, and whether the enterprises
are operating in urban or rural areas.
Departing from the enterprise level to the policy level, it is obvious that the
development of the enabling environment varies from one country to another
in the region covered by the RPO, and that the state of the enabling
environment does have a considerable impact on enterprise growth.
Let us so relate the findings from the regional overview with the country
specific ditto, and highlight some key issues. At the enterprise level, we will
look at the two major issues that came out from both the general and the
13
Human resources
Human resources are very important for enterprise growth. This becomes
increasingly important the higher up in the organization we get. Thus, the
managing director will be the key person. A good manager will pick the right
people, give the lower staff the right incentives and keep adequate control.
S/he will also make sure that complacency with performance never spreads
in the organization.
14
Methods
Off the Job
Lectures
15
On the Job
Programmed Instruction
Audio Visuals
Coaching
Job Rotation
Committee Assignment
Computer-Assisted Instruction
Stimulation
Case Study
Role-Playing
Vestibule-Training
Sensitivity Training
2. Audio-Visuals: Audio-visuals include television slides, overheads, videotypes and, films. These can be used to provide a wide range of realistic
examples of job conditions and situations in the condensed period of time.
Further, the quality of the presentation can be controlled and will remain
equal for all training groups. But, audio-visuals constitute a one-way system
of communication with no scope for the audience to raise doubts for
clarification. Further, there is no flexibility' of presentation from audience to
audience.
3. Coaching: When a manager takes an active role in guiding another
manager, we refer to his activity as coaching. The effective gives guidance
through direction, advice criticism and suggestions in an attempt to aid the
growth of employee. The technique of managers coaching other managers as
the advantages that goes with learning by doing, particularly the
opportunities for high interaction and rapid teed back on performance. Its
16
opportunity to
learn the manager's job. However, it is not usual that this merely becomes
the performing of "paper shuffling" chores. Should this be the case, or
should the manager
4. Job Rotation:
Strong
Motivation is
considerably high.
19
20
process.
23
This form of learning typically grants diplomas and certificates. Note that
this form of training, although readily available in universities, etc., is
usually somewhat "generic", that is, the program is geared to accommodate
the needs of the most learners and not be customized to any one learner.
Therefore, a learner may pay tuition fees to learn knowledge and skills that
he or she may not really need.
Another form of "other-directed', formal training is employee development
plans. The plans identify performance goals, how the goals will be reached,
by when and who will verify their accomplishment.
"Other-directed', formal training can be highly effective for helping learners
gain desired areas of knowledge and skills in a timely fashion. A drawback is
that learners can become somewhat passive, counting on the "expert" to
show them what they should be doing and when.
24
The last stage in the training and development process is the evaluation of
results. Since huge sums of money are spent on training and development,
how far the programme has been useful must be judged/determined.
Evaluation helps determine the results of the training and development
programme. In practice, however, organizations either overlook or lack
facilities for evaluation.
25
Principles of Evaluation
Evaluation of the training programme must be based on the following
principles:
1. Evaluation specialist must be clear about the goals and
Purposes of evaluation.
2. Evaluation must be continuous.
3. Evaluation must be specific.
4. Evaluation must provide the means and focus for trainers
To be able to appraise themselves, their practices, and
Their products.
5. Evaluation must be based on objective methods and
Standards.
6. Realistic target dates must be set for each phase of the
Evaluation process. A sense of urgency must be developed
But deadlines that are unreasonably high will result in
Evaluation.
Training might be defined as the process of refining & increasing the skill &
abilities of an individual, towards the best performance of a particular job; in
which training is imparted. Training aims at getting a desired change in the
individual behavior towards the best attainment of common objectives.
26
27
development of skills needed for specific jobs. They require skills &
competence for future managerial jobs besides their present jobs.
Training programmes offer something for everyone from pre-employment
preparation for the first job to pre-retirement courses for those who are due
to retire soon.
The range of training methods is such that they can provide opportunity to
the unskilled, to become skilled; so that they could be promoted at various
levels of the organization. Training methods are means of attaining the
desired objectives in a learning situation.
TRAINING AND DEVELOPMENT PROGRAMMES AT:
The basic aim of training is to induce a suitable change in the individual
concerned. It can be useful in improving the transformation process that
takes place in the organization in terms of processing of inputs to outputs.
Therefore, training needs have to be related both in terms of the
organizations demands that of individuals. There may be numerous
situations & the organization will have to identify the training needs of its
employees. There are various methods for identifying the training needs of
employees.
With the help of questionnaire we analyze the training need. We analyze that
they need job related training to increase their job knowledge they want such
kind of training session which increase the productivity, improve their level
of morale. Most of the employees want to work as a part of team with
different kind of work. So it proves that they need such kind of training
session which builds cooperation among team members. They need such
kind of training session which fills their need of technical knowledge
according to their job. They want training session on the job or at workplace
because it doesnt waste their time. They want training method will be like
28
case study, role play programmed instruction. They want more theoretical
knowledge than practical things. According to them training session would
be conducted once in a month.
There are training sessions have been held after the shift of ea employ
mostly after 30 clock. The method use in the training session is hand outs,
visual aids & presentation lectures, seminars. By analyze these sessions they
want more theoretical things.
METHODS OF TRAINING
Training programmes offer something for everyone-from pre-employment
preparation for the first job to pre-retirement courses for those who are due
to retire soon. By methods of training we mean the manner or the style, in
which training is imparted. There are separate systems for imparting training
to operatives & managerial personnel.
Thus, methods of training are categorized into two categories
29
On-the-job training
ii.
Off-the-job training
iii.
I. ON-THE-JOB TRAINING
Under this system of training, the workers are trained; while they are put on
their respective jobs i.e. the workers are first put on jobs; & then trained, in
the art of handling the job either by the immediate superior or by some
senior experienced worker.
For some type of jobs, this method of training seems imperative as
If you want a man to learn swimming;
First plunge him into water.
There are certain jobs in which no amount of theoretical training will do.
The requirement in such cases is to first put the person on the job; & then
initiate the process of training.
II. OFF-THE-JOB TRAINING
Under this method of training, workers are first trained at a place away
from the job; & are placed on jobs, only after training process is over.
1. VESTIBULE TRAINING
30
1. APPRENTICESHIP TRAINING
31
Under this method, a trainee being called an apprentice works under the
direct supervision of an expert, for a long time. During
training, the apprentice is imparted both
this process of
32
2. COACHING
Under this method, a new manager is taught the art of managing by a senior
experienced manager, known as the coach. The extent & quality of
managerial development of the new manager depends on the skills of the
coach & the interest taken by the coach in the development of the new
person.
This is a popular method of managerial development & is widely followed
in many organizations. The necessity of this method arises because of the
fact that newly recruited managers require instructions & guidance from a
senior manager to adjust them fully.
3. UNDERSTUDY
Under this method, a junior manager works under the instructions &
guidance of some senior manager; with the intention that after the period of
training, the junior manager will take over the position of the senior
manager. During the period of training, the junior manager is called an
understudy.
Understudy as method of managerial development is quite popular in cases
where some responsible senior manager is about to retire; & the organization
plans to get his best substitute through imparting training to some good
junior manager making him act as an understudy.
33
4. POSITION ROTATION
Position rotation is that method of managerial development; whereby, one
manager is rotated among several managerial positions at the horizontal
level in different departments, at regular intervals of time.
This method widens the horizons of knowledge of the manager who is so
rotated among several positions. Through position rotation, inter
departmental co-ordination is greatly facilitated.
5. SPECIAL PROJECTS
A special project might be assigned to a manager; which is a piece of task
falling outside the scope of his normal functions.
Usually a special project team is created, in which a manager is provided
with a group of subordinates; the manager acting as the head of the team.
During the continuance of the project work, the manager develops sharp
analytical abilities; & is also able to appreciate the functioning of the
organization.
6. PLACEMENT ON COMMITTEES
In management, a committee is a special type of micro-organization; which
is constituted for discussing & making recommendations on some complex
or controversial issue. Its members are representatives from several quarters
holding different viewpoints on the issue affecting their interests.
Placement of a manager on a committee is a device for imparting training in
human relations making him a better manager.
7. SELECTIVE READINGS
Many organizations maintain libraries well equipped with latest books on
management, & professional magazines & journals containing latest
34
8. SPECIAL COURSES
Management institutes & other professional management bodies offer
specialized courses in various areas of management to foster managerial
development in the economy.
Several progressive organizations send their selected executives to
management institutes for undertaking a study of any of the specialized
management courses.
9. CASE STUDY (or PROBLEM SOLVING) METHOD
This method of executive development aims at the development of decision
making skills among managers. A manager is provided with a case from a
real life organizational situation; pertaining to a specific managerial area.
This method is a way of imparting decision making skills to managers
the biggest asset of any manager.
10. CONFERENCES
A conference is a meeting held for consultations among eminent
personalities on a particular discipline through exchange of views on the
theme of conference among themselves.
A conference reflects a pooling of expertise & experience of managers &
experts drawn from several organizations. Through this method, managers
learn from the expertise & experience of others & make the benefit of this
35
36
37
3. BETTERMENT
OF
PROCEDURES
The process of training brings to surface the deficiencies in
personnel; which gives a feedback to management for effecting
improvements in the recruitment & selection procedures, hitherto,
followed by the organization.
4. ORGANISATIONAL GROWTH & DEVELOPMENT
With trained employees at its disposal, an organization can introduce or
install new and better techniques of production. This leads to
organizational growth and development, in the long run.
5. MINIMISATION
OF LABOUR TURNOVER
39
40
41
DATA COLLECTION
For the successful completion of this study, the data is collected both from
primary as well as secondary sources.
a) Primary sources :The study of training needs of employees is done with the help of
questionnaires which were supplied to the employees for filling. These
questionnaires form primary source of data for the study.
b) Secondary sourcesThe secondary source consists of that information which is being gathered
from the website of the company group from company profile.
Sample design
Sample design of this research is 100 which distributed e among the
employees in order to analyze the training and development programme.
Data analysis
Different data & information is presented in different forms which gave the
data a more concise & easily understandable look. Data is presented in form
of tables, pie-charts, various diagrams & pictures where it is possible to do
so.
42
ANNEXURE
1. Identify the type of the training that should be imparted to you to
enhance your efficiency?
Job related
Behavior related
Job related
55%
Behavior related
45%
43
To increase
To improve
productivity
35%
performance
45%
To improve morale
20%
44
45
Monthly
Fortnight
Weekly
15%
Monthly
22%
Fortnight
63%
On the job
Off the job
On the job
78%
Case study
seminars
Role play
lectures
39%
Case study
10%
seminars
39%
Role play
12%
Yes
85%
48
No
15%
K-Knowledge
65%
49
S-Skill
13%
B-Behavior
22%
Interpretation:
employee want such kind of training session which are related with the
knowledge e.g. job knowledge and some of them wanted to improve
interpersonal and leadership skills.
----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------
50
FINDINGS
51
The employees never over felt or asked the management about the
training required by them. The office staff & workers taken in this study
replied in sharing their views about the training needs that they felt.
CONCLUSION
It is rightly said,
Practice makes a man perfect.
Training is ahead of practice & a good training when put into practice
makes a raw-head a perfect master. Therefore training is very essentially
52
problem- Solving capabilities. It strives to attract, develop and retain the best
talent
SUGGESTIONS
54
Area
56
Department
Employee Name
Food
Administration
Field-Ops
AGM-Sales
Neeraj Tiwari
Grocery
Arvind Kumar
AL
M
AL
M
W/O
AL
M
Grocery
Pranav Nagarkar
W/O
Training
Fresh
Ajay Sonkar
AL
AL
AL
AL
BWST/Confi
Dilpreet Singh
W/O
Trainin
NFIF/Confi
Trainin
NFIf
Jitender Poddar
Training
W/O
Confi
Amarjeet Singh
W/O
AL
AL
Trainin
NF
Sushil Parsad
W/O
NF
Rohit Sharma
Training
NF
Sanjay (Non-food)
W/O
AGM-Admin
Debabrata Acharya
GR
Ashish Sharma
W/O
GR
Devender Singh
Trainin
GR
Sukhdeep Singh
Training
FOH
Sunil Kumar
W/O
Trainin
Deco
Ashish Kumar
Deco
Vipan
AL
AL
AL
Reordering
Deepak Kumar
Training
Reordering
Hardeep Singh
W/O
ALC
Nitin Mahajan
W/O
ALC
John Luthra
CL
Trainin
ALC
Surinder Kumar
W/O
Checkout
Sunny Rana
Training
W/O
Main Cash
Girish Bhatia
W/O
AL
Trainin
Pritpal Singh
W/O
FSD
...
[Message clipped] View entire message
57
AL
PROJECT REPORT
ON
HUMAN RESOURCE
AT
ON
TRAINING AND DEVELOPMENT
IN PARTIAL REQURIEMENT FOR AWARD OF
DEGREE OF MASTER OF
MASTERS OF BUSINESS ADMINISTRATION
SUBMITTED TO:
SUBMITTED BY:
NEHA SAREEN
MBA 3 [1332632]
PREFACE
58
ACKNOWLEDGEMENT
I take this opportunity to express my profound gratitude and deep regards to
my Professors and my project guide Dr. Sandhya Mehta and Col. H.S.
59
Singha
for
their
exemplary
guidance,
monitoring
and
constant
encouragement throughout the course of this project. The blessing, help and
guidance given by them time to time shall carry me a long way in the
journey of life on which I am about to embark.
I also take this opportunity to express a deep sense of gratitude to Mr. Rohit
Kumar Chauhan [TRAINING HEAD], Mr. Satinder Singh [ASSISTANT
TRAINING HEAD] of METRO CASH AND CARRY LDH., for their
cordial support, valuable information and guidance, which helped me in
completing this task through various stages.
TABLE OF CONTENT
S.NO.
1.
60
PARTICULARS
Introduction of the Study
PAGE NO.
2.
3.
4.
5.
6.
7.
Bibliography
61