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CHAPTER-I
INTRODUCTION
Human Resource Planning is a vital ingredient for the success of the organization in the
long run. There are certain ways that are to be followed by every organization, which ensures
that it has right number and kind of people, at the right place and right time, so that organization
can achieve its planned objective. The objectives of Human Resource Department are Human
Resource Planning, Recruitment and Selection, Training and Development, Career planning,
Transfer and Promotion, Risk Management, Performance Appraisal and so on. Each objective
needs special attention and proper planning and implementation.
Training has been recognized as an integral part of the organization structure of all
undertakings and a continuous supply of trained manpower will push up the pace of economic,
industrial and business development and bring about appreciably higher standards in business
conduct comparable to those of the advanced countries.
Training can be introduced simply as a process of assisting a person for enhancing his
efficiency and effectiveness to a particular work area by getting more knowledge and practices.
Also training is important to establish specific skills, abilities and knowledge to an employee.
Training is different form education; particularly formal education. The education is concerned
mainly with enhancement of knowledge, but the aims of training are increasing knowledge while
changing attitudes and competences in good manner. Basically the education is formulated within
the framework and to syllabus, but the training is not formed in to the frame and as well as
syllabus. It may differ from one employee to another, one group to another, even within the
group in the same class. Even the situation is that, after good training programme, all the
different types are skilled as one group of employees and they can also get into similar
capacity, i.e. similar skilled group.
In the field of Human Resources Management, Training and Development (T&D) is
the field concerned with organizational activities which are aimed to bettering individual and
group performances in organizational settings. It has been known by many names in the field
of HRM, such as employee development, human resources development, learning and
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development etc. Training is really developing employees’ capacities through learning and
practicing.
Training and Development is the framework for helping employees to develop their
personal and organizational skills, knowledge, and abilities. The focus of all aspects of Human
Resource Development is on developing the most superior workforce so that the organization
and individual employees can accomplish their work goals in service to customers.
All employees want to be valuable and remain competitive in the labor market at all
times, because they make some demand for employees in the labor market. This can only
be achieved through employee training and development. Hence employees have a chance
to negotiate as well as employer has a good opportunity to select most suitable person for
his vacancy. Employees will always want to develop career-enhancing skills, which will
always lead to employee motivation. There is no doubt that a well trained and developed
staff will be a valuable asset to the company and thereby increasing the chances of his
efficiency in discharging his or her duties.
STATEMENT OF THE PROBLEM:
Evaluating the effectiveness of the training continuously is an integral part of the training
function itself. The results of training function have to be monitored on a regular basis.
Measuring & proving the results are the most tedious task involved in training function (i.e.)
without measuring the effectiveness of the training, the training function becomes incomplete.
The top management needs to know, not only the utility of the money spent on the training but
also desired trainee development has to be identified. There is also a need to know whether the
trainees feel that training is an opportunity to learn the work or develop their performance or they
feel that is a time to relax.
By considering the above significance of measuring the effectiveness of training a study
on training impact on V-NET employees has conducted with the following set of objectives
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OBJECTIVES OF THE STUDY
PRIMARY OBJECTIVE:
To study the effectiveness of the training programmes of V-NET TECHNOLOGY,
PUDUCHERRY
SECONDARY OBJECTIVE:
To study the different types of training programmes offered by V-NET
To evaluate the impact of training programme on the employees of V-NET
To analyze the satisfaction level of the employees on the training programme by V-
NET
To offer suitable suggestion to improve the training programme of V-NET
RESEARCH METHODOLOGY
Research methodology is considered as the nerve of the project. Without a proper and
well organized research plan, it is impossible to complete the project and reach to any
conclusion. The project was based on the survey plan. The main objective of survey was to
collect appropriate data, which work as a base for drawing conclusion and getting result.
Research methodology is the way to systematically solve the research problem. Research
methodology not only talks of the methods but also the logic behind the methods used in the
context of this research study and it explains why a particular method has been used.
METHODOLOGY
a) Sources of data:
The data used for the study are primary in nature, which has been collected from the
employees of the V-NET.
The data collected from these sources have been compiled & interpreted as per the
objectives of the study
b) Tools used for data collection:
Interview schedule is the tool that is used for data collection. Top and middle employees
of the organization are concentrated for the training programme .The interview schedule
used for the study is given in Appendix.
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PERIOD OF THE STUDY:
The study has been conducted during March 2012 to April 2012. Thus the views of the
employees were reflected during this period with the help of the questionnaire. The study was
conducted in V-NET TECHNOLOGY (India) Pvt. Ltd , PUDUCHERRY.
SAMPLING DESIGN:
Since the study was made to know the opinions of the top and middle level employee
from various departments of the organization (i.e.) those who have attended the training, the data
was collected from all the cadre of the employees through the issue of a questionnaire &
interview.
SAMPLING SIZE
The sample size for the study is 100 which include the employees who gave their
response to different questions
COLLECTION OF DATA
Data used in this report is mainly primary data, which are collected first hand by survey
in the field. In some area secondary data may also be taken into consideration.
a) Primary Data
The primary data was collected with the help of issue of a questionnaire (format
furnished in annexure) because of its simplicity & reliability. This method is much helpful in
factors such as obtaining choices & helping respondents to understand the significance & answer
to their ability. In this method the response rate & reliability is much higher.
b) Secondary Data
The secondary data was collected from various journals in the field of Personnel,
Training & Development, Human Resource Management, Leading books & other related
Professional Magazines, Annual Reports, Past Records & files of the organization &
Management review journals.
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TOOLS USED FOR ANALYSIS:
Some of the tools used for the analysis of the study are as follows:
1. DESCRIPTIVE STATISTICS:
a) Arithmetic Mean:
Mean ( ) = xi N
Where, = is the Arithmetic Mean
xi = is the ith observation
n = is the total number of observations
b) Standard Deviation( ):
=
Where, X indicates each score
indicates the mean or average
n indicates the number of values
indicates the means which we sum across the values
c) Median:
L + (N/2) – F * C
f
Where, L is the lower limit of the Median class
N is the total of all frequencies
f is the frequency of the Median class
F is the cumulative frequency of the previous class, with reference to Median class
C is the width of class interval
d) Variance:
of standard deviation is variance
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2. PERCENTAGE ANALYSIS:
It is the method to represent raw streams of data as a percentage (a part in 100 - percent) for
better understanding of collected data.
Percentage is something out of 100. Like 50% is 50/100 or 1/2.
Formula:
Percentage = Base * Rate
3. T-TEST:
“t" is the difference between two sample means measured in terms of the standard error
of those means, or "t" is a comparison between two groups means which takes into account the
differences in group variation and group size of the two groups. The statistical hypothesis for the
"t" test is stated as the null hypothesis concerning differences. There is no significant difference
in achievement between group 1 and group 2 on the welding test.
4. ANOVA (ANALYSIS OF VARIANCE):
The Analysis of variance (or ANOVA) is a powerful and common statistical procedure in
the social sciences. It can handle a variety of situations. In statistics, Analysis of variance
(ANOVA) is a collection of statistical models, and their associated procedures, in which the
observed variance in a particular variable is partitioned into components attributable to different
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sources of variation. In its simplest form ANOVA provides a statistical test of whether or not the
means of several groups are all equal, and therefore generalizes t-test to more than two
groups.Doing multiple two-sample t-tests would result in an increased chance of committing a
type I error. For this reason, ANOVAs are useful in comparing two, three or more means. F test
has been used for this analysis.
Formula:
Variance between the items F=
Variance within the items
5. CROSS TABS:
Crosstabs is an SPSS procedure that cross-tabulates two variables, thus displaying their
relationship in tabular form. In contrast to Frequencies, which summarizes information about one
variable, Crosstabs generates information about bivariate relationships. Cross tabulation is the
process of creating a contingency table from the multivariate frequency distribution of statistical
variables. Heavily used in survey research, cross tabulations (or crosstabs for short) can be
produced by a range of statistical packages, including some that are specialized for the task.
Survey weights often need to be incorporated. Un-weighted tables can be easily produced by
some spreadsheets and other business intelligence tools, where they are commonly known as
pivot tables.
Crosstabs creates a table that contains a cell for every combination of categories in the two
variables.
Inside each cell is the number of cases that fit that particular combination of responses.
SPSS can also report the row, column, and total percentages for each cell of the table.
Because Crosstabs creates a row for each value in one variable and a column for each value
in the other, the procedure is not suitable for continuous variables that assume many values.
Crosstabs is designed for discrete variables--usually those measured on nominal or ordinal
scales.
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HYPOTHESIS FRAMED
TEST 1: Anova test for difference in improvement needed among different disciplines
H0: There is no difference in improvement needed among employees of various disciplines.
H1: There is difference in improvement needed among employees of various disciplines.
TEST 2: Anova test for difference in satisfaction among different disciplines.
H0: There is no difference in the level of satisfaction among employees of various disciplines.
H2: There is difference in the level of satisfaction among employees of various disciplines
TEST 3: Anova test for difference in perception among disciplines
H0: There is no difference in perception among employees of various disciplines
H1: There is difference in perception among employees of various disciplines.
TEST 4: Anova test for difference in effectiveness among disciplines.
H0: There is no difference in effectiveness among employees of various disciplines.
H1: There is difference in effectiveness among employees of various disciplines.
T-test for difference in 4 variables between male and female employee.
H0 5: There is no difference in awareness between male and female employees.
H0 6: There is no difference in satisfaction between male and female employees.
H0 7: There is no difference in perception between male and female employees.
H0 8: There is no difference in effectiveness between male and female employees.
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LIMITATIONS OF THE STUDY:
This study is confined only to V-NET Technology (India) Pvt. Ltd. Pondicherry.
Only a very short time period was given to conduct an exhaustive survey.
The study is time based in nature, so the findings and suggestions may or may not be applicable for a long period.
The study is based on employee’s opinion which is based on their attitude. The attitude
may change from time to time.
Only Top and Middle level of employees are concentrated for the study, thinking that the Training & development programme would be given more importance under this level
The improper opinion may also affect the nature of the results.
Some employees felt reluctant in answering some of the questions as they felt that the
opinion would reflect against them.
CHAPTERIZATION:
Chapter One deals with the Introduction & Design of the study.
Chapter Two deals with the Profile of -NET Technology Pvt. Ltd. Pondicherry.
Chapter Three deals with the Review of Literature.
Chapter Four deals with the Analysis & Interpretation of the study.
Chapter Five deals with the Findings, Suggestions & Conclusion of the study.
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CHAPTER-II
COMPANY PROFILE
V-NET TECHNOLOGY
VISION
V-Net Technology was created to provide the finest engineering resources to companies
with little or no electronic design capability, regardless of size or location.
AIM / MISSION
V-Net Technology is a cost-effective, single site solution for all your electronic design
and production needs. Working in partnership with you, our engineers will evaluate your design
for manufacturability and recommend necessary changes to improve product quality and reduce
product cost. V-Net Technology leverages purchasing and established supplier relationships to
optimize the quality, availability and price of your critical components
HISTORY
V-Net Technology was founded in 1997 by Mr. Suresh Mouttou. Mouttou wanted to
provide world-class electronic manufacturing and engineering technology to companies of all
sizes, not just large corporations. Today, V-Net Technology consists of proven industry experts
who work with its customers as equal partners.
V-Net Technology is committed to the success of their programs:
Engineering
Manufacturing
Material Logistics
Quality
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VALUE
V-Net Technology is a cost-effective, single site solution for all your electronic design
and production needs. Working in partnership with you, our engineers will evaluate your design
for manufacturability and recommend necessary changes to improve product quality and reduce
product cost. V-Net Technology leverages purchasing and established supplier relationships to
optimize the quality, availability and price of your critical components.
RESPONSIVENESS
Your customer support team includes a dedicated program manager and individuals from
each discipline involved in your products. Every V-Net Technology employee is committed to
providing shorter cycle times, flexible scheduling and engineering changes, quote and delivery
responsiveness. When hours can make a difference, you can count on V-Net Technology to
produce superior quality products in the shortest possible time. V-Net Technology will deliver to
your expectations.
Advanced Technology
V-Net Technology delivers world class Electronic Manufacturing Service (EMS) through
a complete menu of value added solutions.
V-Net Technology has committed significant resources in new technology to support
your changing requirements. With state of the art equipment and experienced personnel,
V-Net Technology can ensure fast, cost effective, high quality manufacturing and
engineering services. V-Net Technology will continue to invest in technology and
training to outpace the industry's demand for emerging technology.
V-Net Technology is staffed and equipped to support high and low-mix PCB assembly
for volumes that range from just a few prototypes, to pre-production, to low and mid
volume production.
V-Net Technology compliments assembly services with a complete electronics design
company (V-Net Technology Engineering) which includes consulting services for Free
scale, Microchip and Texas Instruments. V-Net Technology’s quality is fundamental in
all operations with six sigma and data tracking practices and principles.
Executive Management Team
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V-Net Technology's core strength and success come from its employees. V-Net
Technology has experience not normally found in a company our size.
Staff is knowledgeable in the following areas:
Supply chain management process
Quality and cycle time reduction
Six Sigma Black Belt and Lean initiatives
Electronic product development
Successful transitions from product development to manufacturing
Development, prototyping and durability testing
Warehouse productivity improvement program
Bar-code labor tracking system
Management team has experience in the following markets:
Automotive
Chrysler Corporation integration
Support of PPAP process for automotive customers
Defense/Aerospace
Development and certification of AS9100 aerospace quality system
ITAR security system met USA Department of Defense contract requirements
Industrial Controls
Quality system to support industrial controls
Development of ISO 9001 registered design control procedures and industrial safety
products, especially safety light curtains
Medical
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Development of FDA Class II and Class III medical products
Product development procedures met FDA quality system regulation on design controls,
as well as ISO 13485 (European standard for medical development)
Transition of products from design to serial production
Networking / Telecommunications
Quality system development for networking and telecommunication customers, including
Higher Level Assembly telecommunication equipment
Networking equipment product development
Electronic Product Development
Providing complete engineering and manufacturing services to our customers.
V-Net Technology offers complete electronic product development, including an array
of hardware, software, PCB and mechanical design services.
We provide complete or limited project involvement, spanning the schedule from
conception to production.
With our design philosophy of simplicity and attention to detail, V-Net Technology can help
achieve your goals of:
Quality
Price
Performance
Developing Concepts
Many companies have outstanding concepts for electronic applications but do not know
how to make them a reality, V-Net Technology is here to help bring those concepts to
market.
Our staff can assist with any or all portions of a design.
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All customers retain full design ownership, and all work includes complete
documentation in electronic formats.
Quality Policy / Processes
V-Net Technology standards- combined with customer and industry specifications are
used to create unique quality plans for each assembly.
V-Net Technology's advanced knowledge in SPC, CPK and DPMO create tight controls
for processes bringing customers consistent and repeatable world-class quality products.
Services
Our embedded product development specialists provide spec-to-production or a la carte
services for companies needing expertise in an established electronic design department.
Our technical staff members have an average experience of 15 years.
V-Net Technology has years of experience designing, evaluating, and testing products for
EMC and electrical safety compliance.
Compliance Testing
V-Net Technology has years of experience designing, evaluating, and testing products for
EMC and electrical safety compliance. V-Net Technology uses a mix of on-sight pre-compliance
testing and troubleshooting and outside certified lab partnerships to ensure compliance to
industry requirements:
• FCC and CE pre-compliance testing and troubleshooting for EMC.
Radiated and conducted emissions
Radiated and conducted field susceptibility
ESD, EFT, and Surge
• Certified lab partnerships for final EMC compliance testing.
• Certified lab partnerships for managing UL, CSA, and CE requirements for electrical
safety throughout the product lifecycle.
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V-Net Technology has the expertise to design your product to meet all compliance
requirements, or to help fix compliance issues with your design.
Test Development Strategies
An effective manufacturing test strategy is critical to the quality and efficiency of producing
any electronic product. V-Net Technology will recommend the best mix of board-level and
product level testing to provide the best coverage at the lowest cost. V-Net Technology uses a
mix of test methodologies:
• In-circuit Test
• Automated Optical Inspection
• Board-Level and Product Level Automated Functional Test
Stand-alone, microprocessor based custom automated functional test
PC-based automated functional test with USB instrumentation
V-Net Technology will recommend the best strategy based on your unique requirements.
Electronic Manufacturing Solutions
• V-Net Technology tailors quality, service and flexibility to meet each customer's
requirements.
• V-Net Technology (V-Net Technology) tailors flexibility, quality and service to meet
each customer's unique requirements
• V-Net Technology provides integrated services and solutions to improve product time to
market. Knowledge and expertise in manufacturing, material logistics and customer
relations make outsourcing to V-Net Technology a success.
• V-Net Technology delivers high quality value added services with outstanding
commitment to customer service.
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Rapid Prototyping
Rapid Prototyping Solutions "RPS" delivers assembled boards anytime, anywhere. Open
24 hours per day, RPS will (if required and possible) deliver within 24 hours. RPS is a separate
business unit which allows for faster turns and immediate customer satisfaction.
Prototypes will ship with:
• Manufacturing Readiness Report "MRR" summarizing any corrections found during
assembly.
• Design for Manufacturing "DFM" identifying any cost saving and/or quality
improvements
• Design for Procurement "DFP" suggesting cost saving, lead time and/or single sourced
alternate improvement solutions
PCB Assembly - Domestic
V-Net Technology provides complete product development and manufacturing services
to expedite customer's time to market. V-Net Technology customers can utilize services at any
level and at any time during the product life cycle. From start to finish, V-Net Technology
"Product Life Cycle Services" allow quickly and steam less solutions for customers.
V-Net Technology Customer Specific Solutions:
• Rapid prototyping
• Material procurement
• Supply chain management
• Manufacturing
• Higher Level Assembly
V-Net Technology offers Tier 1 and Tier 2 EMS services to customers who don't currently
have volume or potential fit to attract "Top Tier" contract manufacturers.
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V-Net Technology Manufacturing Service Solutions:
• Surface mount assembly
• PTH and V-Net Technology PCB assembly
• Conventional PCB assemblies
• Turnkey or consignment
• DFM, DFP, DFT assistance
• Global distribution management & logistics
• HLA/Box builds
Capabilities:
• BGA and flip chip assembly
• X-ray
• Potting and conformal coating
• 0201 components
• Flex circuit boards
• In-circuit and functional testing
• System level testing
V-Net Technology provides off shore manufacturing in Malaysia and China. Serving low
volume, high mix and high volume production runs. Products Manufactured include computer
peripherals, telecommunications, medical, automotive, industrial, consumer and multimedia
industries.
V-Net Technology Program Management handles all product life cycle services from design,
documentation, prototyping, production, quality to global delivery logistics.
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Higher Level Assembly Solutions
V-Net Technology will help you finalize your product. V-Net Technology Corp. can take
your product to the next level with higher level assembly (HLA). Our staff has extensive
experience in support system integration, or box build. In today's business environment, final
assembly is best viewed not as a manufacturing process, but as part of a global supply web that
includes:
Component sources
Product assembly
Rapid delivery
Support services
Higher level assembly services can help you finish your product:
System validation
Industrial design support
Enclosures
Final system test
RF testing
Product labeling
Custom packaging
Order management/logistics
Distribution/Direct fulfillment
Low cost alternative
Customized distribution
Configuration to order programs
System level testing
Finished goods stocking
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Flexible and Efficient
We have a 36,000 sq. ft. state of the art production facility designed for low cost
manufacturing- with an additional 6,000 sq. ft. facility dedicated to HLA. We run three shifts, 24
hours a day, five days a week- giving our customers the most flexible scheduling available. High
Manufacturing Standards Guarantee Quality and Customer Service
V-Net Technology is ISO 9001-2000 certified.
V-Net Technology standards- combined with customer and industry specifications are
used to create unique quality plans for each assembly. V-Net Technology's advanced knowledge
in SPC, CPK and DPMO create tight controls for processes bringing customers consistent and
repeatable world-class quality products.
ISO 9001:2000 Certificate of Registration
Continuous improvement programs include these certifications
ISO 9001-2000 Registered
J-STD 001.D
IPC 2221
IPC 610.1, 610.2 and 610.3
UL, CSA, TUL Recognized
Lean Manufacturing
Continuous Improvement Program
Quality at the source initiative
5S system
Provide yield/quality reports
Plant layout material flow
Eliminate non-value added waste
Visual workplace
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Process Controls
In-process data collection system
Weekly quality review meetings with use of SPC carts and defect data
Receiving inspection - verify incoming product meets customer and/or manufacturer
specifications
ESD controls, internal and external audits
Final electrical test to verify components and/or assembly function as designed (ICT and
functional)
Internal and external corrective and preventative action system
Non-conforming material review (MRB)
Pre-production Quality and Process Control
New Product Introduction (NPI)/Design for Manufacturability (DFM) review process
PCB penalization optimization for process quality results
Custom tooling for selective wave, carriers, critical dimensions
Quality assurance strategy by standard and automated inspection and test
Manufacturing readiness review
Oven and wave profiling for all new products
V-Net Technology Provides Customer Fulfillment Services
V-Net Technology can accommodate each customer with a unique model that fits specific
requirements.
Analyze and manage end-of-life product solutions
• Life expectancy
• Production stability
• Part replenishment pipeline
• Customer expectations
• Response time
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Capabilities
• 24 hour presence
• Decrease downtime with experienced service personnel
• Maintain higher level of customer satisfaction
• Technical problem solving
• Global logistics coordination
Markets Served
• Providing Design and Electronic Manufacturing Solutions to Automotive,
Defence/Aerospace, Industrial Controls, Medical and Networking.
• V-Net Technology understands the unique requirements of each our markets. Our
extensive experience in product development coupled with state of the art manufacturing
and comprehensive material logistics result in faster time to market. V-Net Technology's
resources enable customers to launch projects rapidly, on-time and within set budgets.
• Relying on V-Net Technology's complete electronic outsourcing solutions, our customers
continue to successfully surpass their competition with leading edge technology.
Quality Policy
V-NET Technology is committed to provide products and services that exceed customers’ requirements and expectations through continual improvement in processes.
Environmental Policy
V-net technology is committed to follow the environmental rules, pollution control orders and to preserve it continuously as a fundamental part of our processes
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PRODUCTS OF V-NET
SCREEN PRINTER (YAMAHA) SCREEN PRINTER
PICK AND PLACE MOUNTER (YAMAHA) WAVE SOLDERING MACHINE
22
RE-FLOW OVEN (SPEEDLINE TECHNOLOGIES)
PCB CLEANER
23
CHAPTER-III
REVIEW OF LITERATURE
Eugen Rotarescu in the year (2010) has reviewed on the topic “ALTERNATIVE SELECTION
UNDER RISK CONDITIONS IN HUMAN RESOURCES TRAINING AND DEVELOPMENT
THROUGH THE APPLICATION OF THE ESTIMATED MONETARY VALUE AND
DECISION TREE ANALYSIS”.
The topic in this article is the presentation in a succinct and applicative manner of several
decision making process and the methods applied to human resources training and development
in environments with risk factors. The decisions have been optimized by the human resources
training and development, the decision makers have readily available with two methods of
analysis they are: (1) the decision matrix and (2) the decision tree method. Both methods
compute the alternatives based on the estimated monetary value (EMV). Finally the decision
matrix and the decision tree analyses represent two viable, scalable and easily applicable
framework analyses for selecting the optimum course of action regarding the training and
development of human resources. Both analyses generate the same solution and rely on the
accuracy of the expected monetary value (EMV) method calculated for each course alternative
action. Of these two methods, the selected decision method depends on the circumstances,
complexity of the situation and preference of the decision makers.
Pilar Pineda in the year (2010) has done his research in this topic “EVALUATION OF
TRAINING IN ORGANIZATIONS: A PROPOSAL FOR AN INTEGRATED MODEL”
The author’s purpose of this paper is to present an evaluation model that has been
successfully applied in the Spanish context that integrates all training dimensions and effects, to
act as a global tool for organizations. This model analyses satisfaction, learning, pedagogical
aspects, transfer, impact and profitability of training and is therefore a global model. The author
says that training is a key strategy for human resources development and in achieving
organizational objectives. The paper’s approach is theoretical, and the methodology used
involves a review of previous evaluation models and their improvement by comparing their
application in practice. An analysis of pedagogical aspects enables training professionals to
24
improve training quality, as they are able to identify any weaknesses in elements, such as
training design, needs analysis and training implementation, and improve on them. In fact, the
quality of these elements depends entirely on the training professional.
The improvement of pedagogical aspects, as a result of their evaluation, increase training
quality and the results of training in organizations that can be identified by evaluating the other
levels of the model, particularly the aspects of learning, transfer and impact. The author has also
applied the model successfully in several public and private organizations, in industry and in the
services sector, which demonstrates its usefulness and viability in evaluating the results of
training. Therefore, this evaluation model has interesting and practical implications, as a useful
tool for training managers for evaluating training results, as well as providing a global simplified
approach to the complex evaluation function.
Cary Cherniss et. al. in the year (2010) has done their research in the topic “PROCESS–
DESIGNED TRAINING: A NEW APPROACH FOR HELPING LEADERS DEVELOP
EMOTIONAL AND SOCIAL COMPETENCE”
They have evaluated the effectiveness of a leadership development program based on
International Organization for Standardization (ISO) principles. The program utilized process-
designed training groups to help participants develop emotional and social competence. The
study involved 162 mangers from nine different companies in a random assignment control
group design. There were nine different groups with nine managers in each group. Each group
was required to follow the identical process. Trained moderators led the groups during year 1,
but during year 2 a group member served as moderator, with all new moderators committing to
following the process. The outcome measure was the emotional competence inventory (ECI), a
multi-rater measure of social and emotional competencies associated with effective leadership.
Outcome data were collected before the program started, one year later, and two year later. His
results indicated that after two years the intervention group had improved more than the controls
on all ECI variables. The paper offers recommendations for future research on the mechanisms
underlying the process-designed group strategy and contextual factors that optimize results.
This paper describes a leadership development strategy that appears to be more
economical and consistent in its delivery than traditional approaches such as workshops or
25
executive coaching. Although ISO principles are utilized widely in the business world, this is the
first study that has used this approach in the design and delivery of management development.
Also, few evaluations of management development efforts utilize a random assignment control
group design with pre- and post-measures or examine the impact on emotional and social
competence, as demonstrated in the workplace over such a long period of time.
Thomas Andersson in the year (2010) has done his research in the topic “STRUGGLES OF
MANAGERIAL BEING AND BECOMING (Experiences from manager’s personal
development training)”
The author has reviewed this paper to investigate the struggles of managerial identity in
relation to the process of becoming/being a manager, and the personal conflicts involved within
this process. Management training tends to be based on the idea that management concerns the
acquisition of competencies, techniques and personal awareness, while managerial practice is
more fluid and contextually based. There is a challenge for organizers of all types of
management training to bridge gap between a fixed idea of what is to be a manger and how
management is actually practiced. The methodology used in this paper is a qualitative
longitudinal project. Five managers were studied for two years using interviews and
observations. This was undertaken before, during, and after their participation in personal
development training. The longitudinal and in-depth qualitative approach facilities an important
contribution to understanding issues in developing a managerial ability. On the whole 62
interviews and eight half-day observations were conducted. The study focuses on only five
managers in two organizations. This small sample limits the generalisability of the research.
Finally the study puts emphasis on the role of management training in providing templates for
“how to be a manger”, but it also illustrates the double-edged and complex role played by
context in managerial being and becoming. On the one hand, the context shapes the managerial
identity and on the other hand, the context operates to dilute the identity as how an individual
manager wishes to assume.
26
David Mc Guire and Mammed Bagher in the year (2010) has done their research in the topic
“DIVERSITY TRAINING IN ORGANIZATIONS: AN INTRODUCTION”
The author has reviewed the literature on diversity training and examines the effect of
power, privilege and politics on diversity in organizations. This is a conceptual paper examining
the arguments in favor and against diversity training in organizations. It identifies the presence of
dominant groups in society leading to the marginalization and oppression of minority diverse
groups. Diversity training has a significant role to play in fostering greater equality, inclusion
and fairness in the workplace. Critically, it can help diverse individuals and communities recoup
important aspects of their identity and enjoy productive fulfilling careers in the workplace.
Diversity fosters a new outlook in organizations through capitalizing on the perspectives of all
employees and giving voice to silenced minorities. It promotes greater understanding,
communication and the integration of different worldviews in decision making and problem
solving. To embed diversity effectively in organizations requires both leadership by senior
management and a realization that diversity will improve performance metrics, rather than
simply being a socially desirable ideal. It involves recognizing that promoting diversity and an
inclusive culture is a shared responsibility and is not solely the preserve of diversity advocates or
HR departments.
Franco Gandolfi in the year (2009) has done his research in the topic “TRAINING AND
DEVELOPMENT IN AN ERA OF DOWNSIZING”
The author has analyzed that downsizing as a restructuring strategy which has been
actively implemented for the last three decades. While employee reductions were utilized mainly
in response to crises prior to the mid 1980s, downsizing developed into a fully-fledged
managerial strategy for tens of thousands of companies in the mid to late 1980s. Since then,
downsizing has transformed the international corporate landscape and affected the lives of
hundreds of millions of individuals around the world. While the overall effects of downsizing
have been widely reported, many misconceptions surrounding the concept of downsizing have
remained. This conceptual paper focuses on the role of training and development (T&D) during
the downsizing process. In particular, the research depicts the current body of literature
associated with the function of HR and its plans, programs, and policies that firms adopting
27
downsizing must provide to their surviving workforces. Finally, this paper offers concluding
comments regarding effective downsizing practices that have emerged in the literature.
Cody Cox. B in the year (2009) has done his research in the topic “THE MODERATING
EFFECT OF INDIVIDUAL DIFFERENCES ON THE RELATIONSHIP BETWEEN THE
FRAMING OF TRAINING AND INTEREST IN TRAINING”
The author has reviewed that the moderating effect of individual differences on the
relationship between framing training was examined for technical and nontechnical content
areas. Participants were 109 working age adults (Mean age 38.14 years, SD 12.20 years). Self-
efficacy and goal orientation were examined as moderators. Results showed a three-way
interaction between performance orientation (a dimension of goal orientation reflecting the
desire to demonstrate competence in an achievement setting), age, and frame for technical
training and a three-way interaction between performance orientation, self-efficacy, and frame
for nontechnical training. Implications for future research as well as framing training to enhance
interest are discussed.
David Pollitt in the year (2009) has done his research in the topic “TRAINING TEAM SHINES
AT AXA SUN LIFE (Staff development adapts to economic downturn)”
The author has reviewed that in the fiercely competitive, tightly regulated financial-
services sector, customer-facing staff must be trained to sell the right product at the right time in
a way that is fair to all. AXA sun life provides pension and investment advice and products to
millions of individuals and businesses through two UK building societies – Britannia and
Brimingham Midshires. Ensuring that its 200 employees have up-to-date skills and knowledge
falls to regulated-sales training manager Paul Ingleby and his team of four, who operate from
AXA’s conventry head office. We have robust testing and assessment processes for every
program and every delegate. This extends to the trainers, who also go through an annual process
to ensure that they have the product knowledge themselves, as well as the skills to deliver it. A
huge amount of experience resides within the team, both as trainers and, formerly as advisors.
This is a crucial factor in the quality of the training experience for the delegates, because they
want to know the trainer has a thorough understanding of their role and the products they are
selling.
28
David Pollitt in the year (2009) has done his research in the topic “THOMSON REUTERS
MAPS NEW RELATIONSHIPS IN LEARNING AND COLLABORATION (Software helps
company to keep track of various threads and aspects of training)”
The author says that information is the lifeblood of business, the economy and most
aspects of society, from health care to legal affairs and scientific investigation to the chat by the
coffee machine. We all need, at some level, to know what is happening, what new developments
there are and what trends are being set. Thomson Reuters is an important source of information
and news for businesses and other organizations around the globe. Created earlier this year by
the merger of Thomson Corporation and Reuters Group, it has more than 50,000 employees,
based in 43 countries Charles Jennings, global head of learning, keeps track of the different
threads and aspects of their training through the use of mind maps. Mind mapping is a graphical
technique for visualizing processes and projects using a structure that places an objective as a
central image.
Mind mapping plays a central role in every aspect of our learning and development work,
from the needs analysis to brainstorming around course development and delivery, through data
capture and performance charting. Hence with such heavy use of mind maps across the
organization, one of the training requirements that Charles Jennings has to meet is the demand
for training on the use of Mindjet products. This is largely met by access to the company’s own
web-based tutorials, training centers or courses provided by authorized training partners, often
specializing in particular areas of application. These are supplemented by occasional master
classes at Thomson Reuters offices.
David Pollitt in the year (2009) has done his research in the topic “SOUTHERN COACHES
MANAGERS IN A BETTER WAY OF WORKING (Training and development help Rail
Company to improve organizational culture and performance)”
The author has said that managers at a UK train operator have become role models for
their employees, who now have more power to take direct responsibility and reach their full
potential. The change has taken place following a management-development program at train
29
operator Southern, working with coaching and training company Buonacorsi Consulting. The
program has so far reached 300 managers, including the managing director Chris Burchell. Some
20 managers, from different areas of the business, take part in each annual program. This
comprises a mixture of group-learning days, 360-degree feedback, personal development,
coaching techniques and written assignments. It has evolved through feedback from a cross-
functional steering group and other input from the business. The 360-degree feedback provides
evidence of progress in coaching skills. Hence, the written assignments take the form of
implementation plans for coaching in each manager’s own area of work.
D.A. Olaniyan and Lucas. B. Ojo in the year (2008) has done their research in the topic
“STAFF TRAINING AND DEVELOPMENT: A VITAL TOOL FOR ORGANIZATIONAL
EFFECTIVENESS”
The author has reviewed that this paper is based on staff training and development. This
paper is basically a conceptual paper. The author says that the need for improved productivity
has become universally accepted and that it depends on efficient and effective training is not less
apparent. It has further become necessary in view of advancement in modern world to invest in
training. Thus the role played by staff training and development can no longer be over-
emphasized. Staff training and development are based on the premise that staff skills need to be
improved for organizations to grow. Training is a systematic development of knowledge, skills
and attitudes required by employees to perform adequately on a given task or job. New entrants
into organizations have various skills, though not all are relevant to organizational needs.
Training and development are required for staff to enable them work towards taking the
organization to its expected destination. Training reduces the work of the manager in terms of
close supervision it also improves the drive, initiative and quality of work of the employees thus
assist them to be more committed to achieving the goals and objectives of the organization and
this has the tendency of enhancing effectiveness among workers within the organization. Finally
this paper addresses that it is against the backdrop of the relative importance of staff training and
development in relation to organization effectiveness.
30
CHAPTER-IV
DATA ANALYSIS AND INTERPRETATION
For the comparative analysis percentage analysis is used. After completion of the entire
analysis, interpretation was made on the basis of Tables, Charts, and Bar graphs for
representation of data.
STATISTICAL TOOLS USED
1. Descriptive Statistics
Arithmetic mean Standard Deviation Median Variance
2. Percentage analysis
3. T-test
4. Anova
5. Crosstabs
1. DESCRIPTIVE STATISTICS:
a) Arithmetic Mean:
Mean ( ) = xi
N
Where, = is the Arithmetic Mean
xi = is the ith observation
n = is the total number of observations
b) Standard Deviation( ):
31
=
Where, X indicates each score
Indicates the mean or average
n indicates the number of values
indicates the means which we sum across the values
c) Median:
L + (N/2) – F * C
f
Where, L is the lower limit of the Median class
N is the total of all frequencies
f is the frequency of the Median class
F is the cumulative frequency of the previous class, with reference to the Median class
C is the width of class interval
d) Variance:
of standard deviation is variance
2. PERCENTAGE ANALYSIS:
It is the method to represent raw streams of data as a percentage (a part in 100 - percent) for
better understanding of collected data.
Percentage is something out of 100. Like 50% is 50/100 or 1/2.
Formula:
Percentage = Base * Rate
3. T-TEST:
32
4. ANOVA (ANALYSIS OF VARIANCE):
Formula:
Variance between the items F=
Variance within the items
.
5. CROSS TABS:
Crosstabs is an SPSS procedure that cross-tabulates two variables, thus displaying their
relationship in tabular form. In contrast to Frequencies, which summarizes information about one
variable, Crosstabs generates information about bivariate relationships. Cross tabulation is the
process of creating a contingency table from the multivariate frequency distribution of statistical
variables.
Table 4.1 Employees Age and Gender classification:
33
Chart 4.1 Employees Age and Gender classification:
18-25 26-35 36 & above0
5
10
15
20
25
30
3530
11
2020
14
5
male female
INFERENCE:
The above Table and Graph shows that 30% of male and 20% of female are in the age group of 18-25, 11% of male and 14% of female are in the age group of 26-35 and 20% of male and 5% of female are in the age group of 36 and above
Table 4.2 Employees Marital Status and Gender classification:
34
AgeGender 18-25 26-35 36 & Above
Male 30 11 20
Female 20 14 5
Marital StatusGender
Married Unmarried
Male 30 31
Female 20 19
Table 4.2 Employees Marital Status and Gender classification:
married unmarried0
5
10
15
20
25
30
3530 31
20 19
male female
INFERENCE:
The above Table and Graph shows that 30% of male and 20% of female are married and 31% of male and 19% of female are unmarried.
Table 4.3 Employees Discipline classification:
35
Options No of Employees Percentage
Production 48 48%
Finance 10 10%
Materials 14 14%
HR 10 10%
Marketing 18 18%
Chart 4.3 Employees Discipline classification:
Production Finance Materials HR Marketing0%
10%
20%
30%
40%
50%
60%
48%
10%14%
10%
18%
INFERENCE:
The above Table and Graph shows that 48% of the Employees are in Production sector, 10% of the Employees in Finance sector, 14% of the Employees in Materials sector, 10% of the Employees in HR sector and 18% of the Employees in Marketing sector
36
Table 4.4 Employees Educational Qualification:
Options No of Employees Percentage
Hsc and Below 17 17%
Diploma 17 17%
UG Degree 49 49%
PG Degree 17 17%
Chart 4.4 Employees Educational Qualification:
17%
17%
49%
17%
HscDiplomaUG DegreePG Degree
INFERENCE:
The above Table and Graph shows that 17% of the Employees belong to H.Sc and below, 17% of the Employees belong to Diploma, 49 % of the Employees hold UG Degree, and 17% of the Employees hold PG Degree.
37
Table 4.5 Employees Experience in the organization:
Experience No of Employees Percentage
2-5 Yrs 25 25%
5-8 yrs 58 58%
6-10 yrs 17 17%
Chart 4.5 Employees Experience in the organization:
25%
58%
17%
2-5 Yrs5-8 yrs6-10 yrs
INFERENCE:
The above Table and Graph shows that 25% of the Employees have 2-5 years of Experience in the organization, 58% of the Employees have 5-8 years of Experience in the organization and 17% of the Employees have 6-10 years of Experience in the organization.
..
Table 4.6 Employees Level of Employment:
38
Options No of Employees Percentage
Higher level 52 52%
Middle level 48 48%
Lower level 0 0%
Chart 4.6 Employees Level of Employment:
Higher level
Middle level
Lower level
0% 10% 20% 30% 40% 50% 60%
52%
48%
0%
INFERENCE:
The above Table and Graph shows that 52% of the Employees are from higher level, 48% of the Employees are from middle level.
Table 4.7 Training Programme is essential in the organization:
39
Options No of Employees Percentage
Yes 95 95%
No 1 1%
Neutral 4 4%
Chart 4.7 Training Programme is essential in the organization:
Yes No Neutral0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
95%
1% 4%
INFERENCE:
The above Table and Graph shows that 95% of the Employees prefer Training Programme in the organization for better performance and growth in career and 4% of the Employees are neutral.
Table 4.8: Types of Training Programme provided at V-NET
40
Options No of Employees Percentage
Lectures 24 24%
Practical 40 40%
Job Rotation 14 14%
Role Play 12 12%
Coaching 10 10%
Chart 4.8: Types of Training Programme provided at V-NET
Lectures Practical Job Rotation Role Play Coaching0%
5%
10%
15%
20%
25%
30%
35%
40%
24%
40%
14%12%
10%
INFERENCE:
The above Table and Graph shows that 24% of the Employees prefer lecture, 40% the Employees prefer practical, 14% of the Employees prefer job rotation, 12 % of the Employees prefer role play and 10% of the Employees prefer coaching.
Table 4.9 Reason for conducting Training Programme:
41
Options No of Employees Percentage
Personal Performance 30 30%
Career Performance 8 8%
Organizational Development 52 52%
General Awareness 4 4%
To achieve goals & objectives of T&D 6 6%
Chart 4.9 Reason for conducting Training Programme:
0%
20%
40%
60%
30%
8%
52%
4% 6%
INFERENCE:
The above Table and Graph shows that 30% of the Employees prefer Training Programme for personal performance, 8% of the Employees prefer Training Programme for career performance, 52% of the Employees prefer Training Programme for organizational development, 4% of the Employees prefer Training Programme for general awareness, 6% of the Employees prefer Training Programme to achieve goals and objectives of the Training Programme
Table 4.10 Preferred type of Training Programme by the Employees of V-NET
42
Options No of Employees Percentage
Workshops 34 34%
Classes 26 26%
Briefings 22 22%
Discussion 12 12%
Other Format 6 6%
Chart 4.10 Preferred type of Training Programme by the Employees of V-NET
34%
26%
22%
12%6%
Workshops Classes BriefingsDiscussion Other Format
INFERENCE:
The above Table and Graph shows that 34% of the Employees prefer workshops for the Training Programme, 26% of the Employees prefer classes for the Training Programme, 22% of the Employees prefer briefings for the Training Programme, 12% of the Employees prefer discussion for the Training Programme, 6% of the Employees prefer other format to be followed in the Training Programme
Table 4.11 No of times the Employees attended the Training Programme.
43
No of Times Attended No of Employees Percentage
1-3 Times 25 25%
3-5 Times 58 58%
> 5 Times 17 17%
Chart 4.11 No of times the Employees attended the Training Programme.
1-3 Times 3-5 Times > 5 Times
25%
58%
17%
INFERENCE:
The above Table and Graph shows that 25% of the Employees have attended the Training Programme 1-3 times, 58% of the Employees have attended the Training Programme 3-5 times, 17% of the Employees have attended the Training Programme more than 5 times in the organization.
Table 4.12: The Effectiveness of the Training Programme:
44
Effectiveness No of Employees Percentage
Strongly disagree 12 3%
Disagree 24 6%
Neutral 90 22%
Agree 246 62%
Strongly agree 28 7%
Chart 4.12: The Effectiveness of the Training Programme:
Strongly disagree
Disagree Neutral Agree Strongly agree
0%
10%
20%
30%
40%
50%
60%
70%
3% 6%
22%
62%
7%
INFERENCE:
The above Table and Graph shows that 7% of the Employees strongly agree that the Training Programme is effective, 62% of the Employees agree that the Training Programme is effective, 22% of the Employees are neutral, 6% of the Employees disagree that the Training Programme is effective, 3% of the Employees strongly disagree that the Training Programme is effective.
The variables considered for measuring effectiveness are Design of the Training Programme, Management support, Difference between the post and prior training and Evaluation of the Training Programme
Table 4.13 Employees Satisfaction of the Training Programme.
45
Satisfaction No of Employees Percentage
Strongly disagree 4 1%
Disagree 48 12%
Neutral 112 28%
Agree 222 55%
Strongly agree 14 4%
Chart 4.13 Employees Satisfaction of the Training Programme.
Strongly disagree
Disagree Neutral Agree Strongly agree
0%
10%
20%
30%
40%
50%
60%
1%
12%
28%
55%
4%
INFERENCE:
The above Table and Graph shows that 4% of the Employees strongly agree that the Training Programme is satisfied, 55% of the Employees agree that the Training Programme is satisfied, 28% of the Employees are neutral, 12% of the Employees disagree that the Training Programme is satisfied, 1% of the Employees strongly disagree that the Training Programme is satisfied.
The variables considered for measuring Satisfaction are Growth of Career goals, Facilities of the Training Programme, Procedure of the Training Programme and duration of the Training Programme.
Table 4.14 Employees Perception about the Training Programme
46
Perception No of Employees Percentage
Strongly disagree 6 2%
Disagree 44 11%
Neutral 82 20%
Agree 220 55%
Strongly agree 48 12%
Chart 4.14 Employees Perception about the Training Programme
2%11%
21%
55%
12%
Strongly disagreeDisagreeNeutralAgreeStrongly agree
INFERENCE:
The above Table and Graph shows that 12% of the Employees strongly agree that the Perception of Training Programme are fulfilled, 55% of the Employees agree that the Perception Training Programme are fulfilled, 21% of the Employees are neutral, 11% of the Employees disagree that the Perception Training Programme are fulfilled, 1% of the Employees strongly disagree that the Training Programme Perception are fulfilled.
The variables considered for measuring Perception are Enhancement of potential, up gradation of skills, Productivity and Innovative techniques in Training.
Table 4.15 Employees response on strengthing the Training Programme
47
Improvement No of Employees Percentage
Strongly disagree 4 1%
Disagree 46 15%
Neutral 80 27%
Agree 166 56%
Strongly agree 4 1%
Chart 4.15 Employees response on strengthing the Training Programme
Strongly disagree
Disagree
Neutral
Agree
Strongly agree
0% 10% 20% 30% 40% 50% 60%
1%
15%
27%
56%
1%
INFERENCE:
The above Table and Graph shows that 1% of the Employees strongly agree that the Training Programme is to be Improved, 56% of the Employees agree that the Training Programme is to be Improved, 27% of the Employees are neutral, 15% of the Employees disagree that the Training Programme is to be Improved and 1% of the Employees strongly disagree that the Training Programme is to be Improved.
The variables considered for measuring Improvement are competency of the experts, facilities and effective if Field visits and GD are to be included.
48
Preference
Gender
What type of Training Programmes do you prefer to be followed at V-NET?
Work Shops Classes Briefings Discussion Others
Gender male Count 21 17 14 7 2
% within Gender 34.4% 27.9% 23.0% 11.5% 3.3%
% of Total 21.0% 17.0% 14.0% 7.0% 2.0%
female Count 13 9 8 5 4
% within Gender 33.3% 23.1% 20.5% 12.8% 10.3%
% of Total 13.0% 9.0% 8.0% 5.0% 4.0%
Total Count 34 26 22 12 6
% within Gender 34.0% 26.0% 22.0% 12.0% 6.0%
% of Total 34.0% 26.0% 22.0% 12.0% 6.0%
Table 4.16: Employees preference in Training Programme and Gender classification
INFERRNCE:
From the above table it is seen that around 35% of the male respondents and 34% of the
female respondents prefer workshops to be conducted in the organization, considerably 30% of
male and 23% of the female respondents prefer classes to be followed in the organization
ANOVA
Independent Variables Are : Production, Finance, Hr, Materials and Marketing.
49
Dependent Variables Are : Improvement, Satisfaction, Perception And Effectiveness.
Table 4.17: Anova test for difference in improvement needed among different disciplines
TEST 1
H0: There is no difference in improvement needed among employees of various disciplines.
H1: There is difference in improvement needed among employees of various disciplines.
DescriptiveImprovement
N Mean Std. Deviation
Std. Error
95% Confidence Interval for Mean
Minimum Maximum
Lower Bound
Upper Bound
Production 48 10.44 1.934 .279 9.88 11.00 6 14Finance 10 9.20 2.044 .646 7.74 10.66 7 12Materials 14 9.71 2.128 .569 8.49 10.94 7 12Hr 10 9.90 1.969 .623 8.49 11.31 6 12Marketing 18 10.78 1.768 .417 9.90 11.66 7 12Total 100 10.22 1.967 .197 9.83 10.61 6 14
ANOVAIMPROVEMENT
Sum of Squares df Mean Square F Sig.
Between Groups 22.879 4 5.720 1.508 .206
Within Groups 360.281 95 3.792
Total 383.160 99
INTERPRETATION
Improvement needed is high for marketing discipline. The difference is not statistically significant (.206>.05). H0 is accepted. No difference in the level of needed improvement among different disciplines.
Table 4.18: Anova test for difference in satisfaction among different disciplines.
TEST 2
50
H0: There is no difference in the level of satisfaction among employees of various disciplines.
DescriptiveSatisfaction
N Mean Std. Deviation
Std. Error
95% Confidence Interval for Mean
Minimum Maximum
Lower Bound
Upper Bound
Production. 48 14.08 2.040 .295 13.49 14.68 9 20
Finance 10 13.50 2.121 .671 11.98 15.02 10 16
Materials 14 13.14 1.167 .312 12.47 13.82 11 15
Hr 10 13.90 2.183 .690 12.34 15.46 9 16
Marketing 18 14.44 1.688 .398 13.60 15.28 10 16
Total 100 13.94 1.911 .191 13.56 14.32 9 20
H2: There is difference in the level of satisfaction among employees of various disciplines.
INTERPRETATION
Satisfaction is highest for HR discipline. But this difference is statistically significant
(.347>.05). Hence, H0 is accepted. There is no difference in the level of satisfaction among
various disciplines.
Table 4.19: Anova test for difference in perception among disciplines
TEST 3
H0: There is no difference in perception among employees of various disciplines
51
ANOVA
SATISFACTION
Sum of Squares df Mean Square F Sig.
Between Groups 16.415 4 4.104 1.129 .347
Within Groups 345.225 95 3.634
Total 361.640 99
H3: There is difference in perception among employees of various disciplines.
DescriptivePerception N Mean Std.
DeviationStd.
Error95% Confidence
Interval for Mean
Minimum Maximum
Lower Bound
Upper Bound
Production 48 14.60 1.876 .271 14.06 15.15 11 20
Finance 10 14.50 1.900 .601 13.14 15.86 12 18
Materials 14 13.93 1.269 .339 13.20 14.66 12 16
Hr 10 14.70 .823 .260 14.11 15.29 13 16
Marketing 18 15.11 1.875 .442 14.18 16.04 11 18
Total 100 14.60 1.729 .173 14.26 14.94 11 20
ANOVA
PERCEPTION
Sum of Squares df Mean Square F Sig.
Between Groups 11.214 4 2.804 .935 .447
Within Groups 284.786 95 2.998
Total 296.000 99
INTERPRETATION
Favorable perception is highest for marketing. But this difference is not statistically
significant, (.447>.05) hence H0 is accepted. No difference in perception among different
disciplines.
Table 4.20: Anova test for difference in effectiveness among disciplines.
TEST 4
H0: There is no difference in effectiveness among employees of various disciplines.
52
H4: There is difference in effectiveness among employees of various disciplines.
DescriptiveEffectiveness
N Mean Std. Deviation
Std. Error
95% Confidence Interval for Mean
Minimum Maximum
Lower Bound
Upper Bound
Production
4814.77 1.588 .229 14.31 15.23 10 18
Finance 10 12.90 3.107 .983 10.68 15.12 8 17
Material 14 14.64 1.823 .487 13.59 15.70 12 18
Hr 10 14.30 1.829 .578 12.99 15.61 10 16
marketing 18 14.89 1.410 .332 14.19 15.59 13 17
Total 100 14.54 1.866 .187 14.17 14.91 8 18
INTERPRETATION
Mean is highest for marketing, but the difference is statistically insignificant (.051>.05),
hence H0 is accepted. No difference regarding effectiveness in employees of various disciplines.
T- TESTS
Independent variable: Gender
Dependent variables : Satisfaction, Perception and Effectiveness.
53
ANOVA
EFFECTIVENESS
Sum of Squares df Mean Square F Sig.
Between Groups32.369 4 8.092 2.460 .051
Within Groups312.471 95 3.289
Total 344.840 99
Table 4.21: T-test for difference in 4 variables between male and female employee.
H0 5: There is no difference in awareness between male and female employees.
H0 6: There is no difference in satisfaction between male and female employees.
H0 7: There is no difference in perception between male and female employees.
H0 8: There is no difference in effectiveness between male and female employees.
INDEPENDENT SAMPLES TEST
Group Statistics
Gender N Mean Std. Deviation Std. Error Mean
Effectiveness male 61 14.52 1.988 .255
female 39 14.56 1.683 .269
Satisfaction male 61 13.89 1.539 .197
female 39 14.03 2.401 .384
Perception male 61 14.57 1.477 .189
female 39 14.64 2.084 .334
Improvement male 61 10.11 1.863 .239
female 39 10.38 2.135 .342
54
VARIABLES F Sig. t dfSig. (2-tailed)
Mean Differenc
Std. Error
Differenc
95% Confidence Interval of the
Difference
Lower Upper
Effectiveness Equal variances assumed .656 .420 -.103 98 .918 -.040 .385 -.803 .724
Equal variances not assumed
-.107 90.469 .915 -.040 .371 -.776 .697
Satisfaction Equal variances assumed 5.586 .020 -.357 98 .722 -.140 .394 -.921 .641
Equal variances not assumed
-.325 58.068 .746 -.140 .432 -1.005 .724
Perception Equal variances assumed 3.570 .062 -.189 98 .851 -.067 .356 -.774 .640
Equal variances not assumed
-.175 62.272 .861 -.067 .384 -.834 .699
Improvemnt Equal variances assumed 1.241 .268 -.667 98 .506 -.270 .404 -1.073 .533
Equal variances not assumed
-.647 73.031 .519 -.270 .417 -1.101 .561
INTERPRETATION
Though there are mean differences between the two genders in all four variables, they are
not statistically significant, Improvement (.5>.05), Satisfaction (.7>.05), Perception (.6>.05)
Effectiveness (.6>.05). Hence H0 accepted for all four variables.
55
CHAPTER-V
FINDINGS, SUGGESTIONS & CONCLUSION
5.1FINDINGS
Majority of the respondents belongs to the age group of 18-25 years [Ref Chart 4.1].
The respondents are from various departments which include HR, Marketing, Materials, Finance,
and Production [Ref Chart 4.3].
It can be observed that there is a strong awareness in employees about the importance of training.
(96%) [Ref Chart 4.7].
Majority of the respondents accepted that Lectures and Practical sessions are followed in their
organization and very few said that Job rotation and Role-play is followed [Ref Chart 4.8].
The Training programmes given to the employees were very useful for the employees to improve
their organizational development [Ref Chart 4.9].
34% of the respondents prefer Workshops to be followed in their organization, 26% prefer
Classes, 22% prefer Briefings and 12% prefer Discussion [Ref Chart 4.10].
The organization’s training system is effective to a greater extend. There is awareness about the
needs and importance of training, most of the people are satisfied; employees usually have a
favorable perception towards training and also improvement is needed in the Training
Programme irrespective of the discipline [Ref Chart 4.12].
Employee’s feedback should be regularly obtained in order to understand the effectiveness of the
training programme. In this study, 13% of the employees are not satisfied with the training
programme. It is important to understand why these employees are not satisfied and what can be
done to satisfy these employees [Ref Chart 4.13].
35% of the male respondents and 34% of the female respondents prefer workshops to be
conducted in the organization, considerably 30% of male and 23% of the female respondents
prefer classes to be followed in the organization [Ref Table 4.16]
There is no significant difference in Improvement Needed, Perception and Effectiveness among
employees of various disciplines [Ref Table 4.17, 4.18, 4.19, 4.20].
There is no significant difference in Improvement Needed, Satisfaction, Perception and
Effectiveness of the employees among the Gender [Ref Table 4.21]
56
5.2 SUGGESTIONS
Organization should give more attention regarding the analysis of training needs
knowing where exactly the employees lack the right skill set.
The training department can consider restructuring of the training programs for better
effectiveness.
Organization should bring in more innovative training programs which really respond
to the workplace changes.
Steps should be taken to create a favorable perception towards training among top
and middle level employees.
The methods such as Workshops, Classes and Briefings are to be implemented for the
training to be more effective.
The competency of experts utilized in imparting training should be improved
Group discussion of the training programme given in the organization has to be
strengthened.
A Field visit relevant to the training programme has to be adopted to the employees
for refreshment and to mingle with the group members equally.
Practical programs should be more than theoretical programs.
Encouraging participants by giving small gifts those who perform well during the
training program will create interest on training programs for employees.
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5.3. CONCLUSION
Evaluation of training can be effective if the training itself is effective and appropriate.
Testing the wrong things in the wrong way will give you unhelpful data, and could be even more
unhelpful for learners. Evaluating retention of knowledge only, is a very limited form of
assessment. It will not indicate how well people apply their learning and development in
practice. It's widely accepted that training and evaluating training are necessary components for
organizational development and success.
The demographic variable among the sample of V-NET TECHNOLOGY shows that
there is a good contribution of young & experienced people. By & large this study shows the
training & development programme conducted in V-NET TECHNOLOGY to the middle level
employees are beneficial both to the employees and to the organization. The trained manpower is
the most valuable asset. Training is the uppermost important to any organization to change the
mindset of employees and get more doubts from their mind. Relevant training is equally
important because the spreading knowledge from learned to unlearned is happening only in
training programmes. Training imparted in many institutions are only to cater the obligations but
it is not the real intentions of government sector. The In-house and deputation training conducted
in V-NET TECHNOLOGY was well planned & due importance was given to it. Employees
update their knowledge & use the modern gadgets for training effectively. The training
programme has helped to understand the organization better and also helped to improve the
interpersonal & superior subordinate relations, team building etc.
By & large all the parameters have been used for measuring the “The Impact of
Training Programme on employees of V-NET TECHNOLOGY, Pondicherry” have been
titled and to balance the favor of suggesting it as effective in developing the human resources
within each & every employee.
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