INTRODUCTION An organization either Business or Industrial Enterprises, needs many factors for its growth, further development and

for its very survival. The most important factors are Capital, Materials, Machineries and Human Resources as the success or failure of any organization depends on the effective combination of these factors. Managing all other factors are comparatively easier than managing Human Resources. The Human Resources are most important and need to be handled carefully. Since all the others factors are handled by the human resources, they have to be trained in a effective manner to utilize the resources at optimal level to get the desired output and thereby to reach the organization goals. The effective combination of all these factors results to way for success. Training is defined as learning that is provided in order to improve performance on the present job. A person's performance is improved by showing her how to master a new or established technology. The technology may be a piece of heavy machinery, a computer, a procedure for creating a product, or a method of providing a service. Oliver Sheldon says No industry can rendered efficient so long as the fact remains unrecognized that the in principally human not a mass of machines and technical process but a body of men. If manpower is properly utilized it causes the industry to run at its maximum optimization getting results and also work for as an climax for industrial and group satisfaction in the relation to the work formed. Competitive advantage is therefore depend on the knowledge and skill possessed by employee more than the finance or market structure by organization. The employee training not only serves the purpose to develop their employers but also safe guard organizational objectives of survival and success through competitive advantages. The training function now popularly called as Human Resource Development, coordinates the provision of training and development experiences in organization. In recent years, the scope of Training and Development has broadened from simply providing training programs to facilitating learning throughout the organization in a wide variety of ways. There is increasing recognition that employees can and should learn continuously, and that they can learn from experience and from each other as well as from formally structured training programs. Nevertheless, formal training is still essential for most organizations or teach them how to perform in their initial assignment, to improve the current performance of employees who may not be working as effectively as desired, to prepare employees for future promotions and increased responsibilities. The Computer Application Training and New Employee Training are most popular training topics. Various Management and supervisory skills such as leadership, performance appraisal, interviewing, and problem solving were also commonly taught. Many organization provide Train-the trainer courses for superiors or peers who will in turn provide on-the-job training to others. Besides being one of the most important HRM functions, Training and Development is also one of the most expensive.

Meaning and Definition: After an employee is selected, placed and introduced, he or she needs to be provided with training facilities. The training is the act of increasing the knowledge and skill of an employee for doing the particular job. Training is a short term educational process and utilizing systematic and organized procedure by which an employee is learned the technical knowledge. Definition: Staimez: defines Training is a short term process utilizing a systematic and organized procedure by which non-managerial personnel to learn technical knowledge and skill Mamoria: defines Development covers not only the activities which improve job performance, but also those which b ring about growth of personality, helps individual in the process towards maturity and actualization of this potential capacities so that they become not only good employees but also both good men and women. S. P. Robbins: Defines Training is a learning process which seeks a relatively permanent change in behavior that occurs as a result of experience. Dale Yoder: Defines It is that deals with the effective control and use of manpower as a distinguished from other source of man power Meaning: Training is part of Human Resource Development. It is concerned with concerned with training, development, and education. Training has been defined as an organized learning experience, conducted in a definite time period, to increase the possibility of improving job performance and growth. Organized means that it is conducted in a systematic way. Although learning can be incidental, training is concerned with the worker learning clear and concise standards of performance or objectives. Training is the acquisition of technology which permits employees to perform their present job to standards. It improves human performance on the job the employee is presently doing or is being hired to do. Also, it is given when new technology in introduced into the workplace. Development is training people to acquire new horizons, technologies, or viewpoints. It enables leaders to guide their organizations onto new expectations by being proactive rather than reactive. It enables workers to create better products, faster services, and more competitive organizations. It is learning for growth of the individual, but not related to a specific present or future job. Unlike training, which can be completely evaluated, development cannot always be fully evaluated. This does not mean that we should abandon development programs, as helping people to grow and develop is what keeps an organization in

the cutting edge of competitive environments. Development can be considered the forefront of what many now call the Learning Organization. Development involves changes in an organism that are systematic, organized, and successiveand are thought to serve an adaptive function. Training could be compared this metaphor - if I miss one meal in a day, then I will not be able to work as effectively due to a lack of nutrition. While development would be compared to this metaphor - if I do not eat, then I will starve to death. The survival of the organization requires development throughout the ranks in order to survive, while training makes the organization more effective and efficient in its day-to-day operations. Principle of Training: y Training Plan: This must be well planned, prescribed and ably executed effective implementation depends to great extend on planning. y y Organizational objectives: T & D program must meet objectives of the organization Equity and fairness: T and D program must enjoy equal opportunity to drive benefit out of such training and must have equal chance to undergo such training. y Application specification: Training content is balanced between theory and practical. It must be Application specification y Upgrading information: T and D program is continuous reviewed at periodic interval as order to make them updated in terms of knowledge and skill. y Top Management support: Top management support is essential to make Training and Development effective. y Centralization: For economy of effective uniformity and efficiency, centralization of training department is found more common and useful. y Motivation Training and Development have motivation aspects like better career opportunity, individuals & skill development etc., Importance of training in recent years: Recent changes in the environment of business have made the Training and Development function even more important in helping organization maintain competitiveness and prepare for the future. Technological innovations and the pressure of global competition have changed the ways organizations operate and the skills that their employee need. The tight labor market has increased the importance of training in several ways. First higher employee turnover means that more new employees need training. Second, it has been suggested that frequent and relevant development experiences are an effective way to gain employee loyalty and enhance retention of top-quality staff.

Need for Training: Training must be tailored to fit the organizations strategy and structure. It is seen as pivotal in implementing organization-wide culture-change efforts, such as developing a commitment to customer service, adopting total quality management, or making a transition to self-directed work teams. Pacesetting Human Resource Development departments have moved from simply providing training on demand to solving organizational problems. Trainers see themselves as internal consultants or performance improvement specialists rather than just instructional designers or classroom presenters. Training is only one of the remedies that may be applied by the new breed of Human Resource Development practitioners. In an age of network organizations, alliances, and long-term relationships with just-in-time suppliers, leading companies are finding that they need to train people other than their own employees. Some organization offer quality training to their suppliers to ensure the quality of critical inputs. Organizations with a strong focus on customer service may provide training for purchasers to their product. y Shortage of skill: Skilled and knowledge people are always on short supply, alternatively they are too expensive to hire from outside. The best way is to improve the skill and knowledge of the existing employees through Training and Development. y Technological Obsolesce: Growth of technology takes place very fast. This will render current technological obsolesces in the near future. y Personal Obsolesce: At the time of recruitment employees posses a certain amount of knowledge and skill. As the time passes their knowledge becomes obsolesce unless it is uploaded by proper training. This happens because of changes take place in product methods procurement of better machines. y Organization Obsolesce: Modern management has introduced a number of innovative steps in functioning of management like play organizing, controlling to such change are bound to fail and become obsolete, to prevent this employees must be exposed to modern Technology through T&D y Increased Productivity: Instruction can help employees increase their level of performance. Increase human performance often directly leads to operational productivity and increase company profits. y Coercive Training by Government: In order to provide better employability changes of unemployed youth, certain governments have taken initiatives to mobilize resource available at public/government and private to provide training to outside candidates. One such arrangement is called at Apprenticeship Training conducted by Government of India. A part of expenditure incurred for this by the private sectors is reimbursed by government. y Human Capital: The latest thinking is to treat employees as Human Capital. The expenditure involved in training and development are now being considered as an investment. This is cause

in globalization it is the knowledge and skill of employees which determine complete advantages of firm. OBJECTIVES AND GOALS OF TRAINING: Training and Development can help an organization in a number of ways. Ultimately, it is employee knowledge and skill that produce the organizations product or service. Training facilitates the implementation of strategy by providing employees with the capability to perform their jobs in the manner dictated by the strategy. Training also assists in solving immediate business problems, such as when a team of Manager in an action learning program studies a real problem and recommends a solution. Finally to keep ahead in a highly competitive the turbulent environment, it has been suggested that the training function must foster a continuous learning culture and stimulate managers to reinvent their corporation. Training enables employees to develop and train within the organization and increase the market value, earning power and job security. It moulds the employees attitude and also helps them to achieve better co-operation with the company and greater loyalty to it. The management is benefited in the sense that higher standard of quality are achieved, a satisfactory organization structure is built up, authority can be delegated and stimulus for progress applied to employees. y y y y To increase productivity of employees or workers To improve quality of work and product To enhance and update knowledge and skill level of employee in the organization To promote better opportunity for the growth and promotion chances of employees and thereby the employability y y y y y To secure better health and safety standard To improve quality of life of employees To sustain competitive advantage To impart new entrants of knowledge and skill To build up a sound line of competent efficiency and prepare them as a part of their career progress to occupy more responsible positions y To impart customer education, help grading skills and knowledge and employees estimate career planning of the company. HOW IS T & D RELATED TO HUMAN RESOURCE MANAGEMENT? An effective use of materials, money, machines and human resource is essential fo achieving a high level of productivity in the industry. Whereas other resource have limitation, the human resource has unlimited potential. Moreover this is the only activity resource, other being passive. Its quality of human resource through training input is of vital importance.

y y y y y y y y y

Improves communication between group and individual Aids in orientation for new employees and taking new jobs throu8gh transfer or promotion Provides information on equal opportunity and affirmation action Improves interpersonal skill Builders cohesiveness in groups Provides a good environment for learning, growth and co-ordination. Improves labour management relation Helps to create better corporate image Provides information for further needs in all areas of organization Moves a person towards personal goals while improve Human Resource and Organisation goals.

Training Methods and Techniques for Employees Because of the objective of Human Resource Development is to contribute to the organizations overall goals, training programs should be developed systematically and with the organizations true needs in mind. Successful training begins with a thorough needs assessment to determine which employees need to be trained and what they need to be trained to do. Allison Rossett and Joseph W. Arwady states The question is not whether you will solicit this kind of information through needs assessment. It is how much of it you will do and using which tools. The culmination for the assessment phase is a set of objectives specifying the purpose of the training and the competencies required in trainees after they complete the program. This section considers the choice of methods for employees training. With training objectives defined and learning principles in mind, the trainer must be choose appropriate training methods and design the sequence of events in the training program. Perhaps the first decision to be made is whether to conduct the training on the job or away from the job. In many cases, the decision is to do some of both. 1. On the Job Training: On the job training is conducted at he work site and in the context of the actual job. The vast majority of all industrial training is conducted on the job, often by the trainees immediate superior or a nominated peer trainer. On-the job training has several advantages : y Because of training setting is also the performance setting, the transfer of training to the job is maximized y y The cost of a separate training facility and a full-time trainer are avoided or reduced. Trainee motivation remains high because it is obvious to trainees that what they are learning is relevant to the job y Trainees generally find on-the-job training more valuable than classroom training.

Apprenticeship Training: This training is combination of on and off the job training. The department of Labor regulates apprenticeship programs, and often management and a union jointly sponsor

apprenticeship training. This training is normally given to artisans, electricians, plumbers, bricklayers etc., The duration is normally vary from 2 to 6 years. Apprenticeship training is carried out under the guidance and intimate supervision of master craftsman or expert worker/supervisor. During apprenticeship training period, the trainees are paid less than that of a qualified worker. Advantages: Workmanship is good Immediate returns from training Economical, better loyalty Feed back is given quickly about the correctives of performance

Disadvantages: It takes times to learn the skill Required job knowledge is too complex

Job Rotation: In the job rotation, management trainee/employee is made to move from one function to another at planned intervals. Job rotation is widely used as a management executive development program which makes the employee or management trainee, a multi-tasking individual. It can be done either vertical or horizontal Coaching and Understanding method: Training under experienced worker they are coached and instructed by skilled co-worker by supervisor by special trainee instructor. Advantages: Excellent for supervisor Quick and economical Sequences in logical and simple Instructions are clear and concise.

Outbound Training: The outbound training is conducted in a location specifically designated for training. It may be near the workplace or away from work, at a customized training center or a resort. The purpose of conducting this kind of training away from the work place is to minimized or avoid distractions of the employee from their daily work routine and allows them to devote their full attention the specific subject. Some of the outbound training methods and activities are: a. Action planning: Often a closing activity asking participants to specify or set goals about exactly what they will do differently back on the job

b. Behaviour-modelling training : use a videotape to demonstrate the steps in a supervisory activity such as conducting a disciplinary interview, followed by roleplayed skill practice and feedback c. Behavioral Simulation: Large-scale multi person role-lay, noncomputerized business game. d. Brainstorming: Creative idea-generation exercise in which no criticism is allowed. e. Business Game: Computerised business simulation that requires participants to make decisions about strategy and investments and then provides financial results based on the decisions. f. Buzz Group: Small-group discussion of several minutes, duration on an assigned topic g. Case Study: From a one-paragraph vignette to a fifty-page Harvard-style case. h. Demonstration i. j. l. Experiential exercise, Field trip, Guest speaker,

k. Group discussion, m. Guided teaching : Drawing from the group the points the lecturer otherwise would make him or herself n. Information search : asking trainees to locate the answers to question in the training materials or manuals provided o. Intergroup exchange: small groups share their ideas of findings with another group p. Learning game: competition between teams in a quiz show format q. Lecture r. s. t. Mental imagery: asking participants to close their eyes and visualize or recall something or engage in mental rehearsal of physical or interpersonal skills. Outdoor leadership training: Team activities that may include hiking, rope courses, or other physical challenges along with problem.-solving activities. Problem-solving activities u. Role-play v. Self-assessment instrument or quiz. An example is a conflict resolution style inventory. w. Team Building: A series of group activities and sometimes surveys used to develop team skills and role clarify in a team of people who must work together closely on the job x. Videotapes: can be used alone but are most effective in discussion and practice.

There are various other instructional methods used in training program: y y y y Classroom-programs live Workbooks / Manuals Videotapes Public Seminars

y y y y y

Self-assessment instruments Role plays Case Studies Games/simulations (not computer-based) Outdoor experiential programs

2. Off the Job Training: 1. Classroom lectures : this is the simplest and from the off the job training. This is a best form of instruction when the instruction is to convey information on rules, regulation, policies and procedures. Advantages : Simple and efficient Minimum cost Minimum time

Disadvantages : Monologues and one way communication Large trainees are participants Efficiency depends on ability of trainers in the use of correct expression better participation Concentration and intent of majority of trainees fade off after short time or so No individual attitude is possible with result there is no feed back of assimilation of knowledge.

2. Conference and Seminars and Workshops: This is a formal method of arranging meeting in which individuals confer to discuss points of common interest for enriching their knowledge and skill. This is group activity. It encourages groups discussion and participation of individuals for seeking clarification and offering explanation and own experience. It is a planned activity with a leader or moderator to guide the proceedings, which is focused on agreed agendas points prefixed during planning stage of such conference. There are three variables : Directed conference Training conference Seminars and workshops

3. Group discussions and study analysis: case study method was initially introduced by Christopher Lang Dell at Harvard Law School in 1880s. The principle used is experiences is the best teacher. Here several empirical structure are examined in detail to find out commonalities to derive general discussion.

Based on such studies and group discussion are initiated to derive common lesson. This method has, however limited use of worker but both use for supervisors. In case of workers, areas of importance in this method are that the quality control. 4. Audio-visuals and Film Shows: In order to improve understanding very usual and sometimes is escapable to Demonstrate operation of a machine or explain or process. Audio-visual film shows can supplement the efforts lecturing and improve its effectiveness. 5. Simulation Computer Modeling: A training activity in which actual working environment is artificially created as near and realistic and possible is called simulation training. Case study, analysis, experiment exercise game playing computer model and vestibule training etc come under this category. When the work environment is artificially created by using computer-programming method well call it computer method 6. Vestibule Training: In this training, employees are trained of the equipment they are employed, but the training is conducted away from the place of work. In which all necessary equipment and machines required as actual machined ship are duplicated 7. Programme Instruction: Programmed instruction is a stu5rctured method of instruction aided through texts, handouts, book and computer aided instruction. In this case the instruction materials and information is broken down in meaning full unit and arranged in a proper sequenced from logical method of learning packages, the learning ability is tested and evaluated in real time basis Advantages: Materials of learning are broken down into meaning full modules Instruction are not key players Trainees learn at his/her own pace of learning. Individual difference are taken care of No fear of evaluation and criticism Active interaction between the learner and the machine Immediate feedback is available Training can be undertaken at any time and any place It is highly flexible and motivated

Disadvantages: Costly method Advance topics are untouched

8. T. group Training: T stand for training or laboratory training. T group training was originated on 1940s but only 1960s it has opened to the industries. This Training has both supporters and opponents.

Unlike any other programmers discussed. T group training is concerned with really problem existing within the other group itself. 9. Retraining: technology is advancing at rapid pace. Here obsolesce is a major problem faced by the worker are the introduction of automation for such retraining programme to update their knowledge, which will further make them productivity useful of the organization and restore this confidence. Evaluation phase: Donald Kirkpatrick developed the best-known and most widely used framework Reaction: The first level involves reaction measures, or the participants feelings about the program. Reaction information is usually gathered by questionnaire during or immediately after the program. At least two aspects of reaction should be assessed: Did the trainee enjoy the program, and do they think the program will be useful to them. Learning: The second level of evaluation has to do with learning. Learning measures assess the degree to which trainees have mastered the concepts, information, and skills that the training tried to impart. Learning is assessed during and or at the end of the training program with paper and pencil tests, performance tests and graded simulation exercises. Behaviour On-the-job behaviour is the third level of evaluation. Behaviour measures ask whether employees are doing things differently on the job after training, whether they are visibly using what they have been taught. In essence, this is transfer of training. Results: The final level of evaluation involves results measures. At this level, the impact of the training program on the work group or organization as a whole is assessed objectively. The appropriate objective measures to use depend on the content and objectives of the training. Samples measures of results include cost savings, profit, productivity, quality, accidents, turnover, and employee attitude.

STATEMENT OF PROBLEM: To study and analyze the effectiveness of the various Training and Development reaction about them. To find out the obstacles in the proper utilization and increase the effectiveness of Training programs and try to suggest remedial measures wherever possible.

SCOPE OF STUDY Study of the Training policy and various development programs being conducted at Strides Arcolab To find out how much the employees perceive these training programs to be effective and beneficial. To find out to what degree is the Training given to these employees catering to ir general as well as specific needs.