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A STUDY ON TRAINING AND

DEVELOPMENT AT QUALITY

HOTEL SABARI CLASSIC,

CHENNAI

Submitted by

SAKTHIVEL.E

Reg No - 40909631045

Of

KARPAGA VINAYAGA COLLEGE OF ENGINEERING &

TECHNOLOGY

MADHURANTHAGAM (T.k) - 603308

A PROJECT REPORT

Submitted to the

FACULTY OF MANAGEMENT STUDIES

In partial fulfillment for the award of the degree

Of

MASTER OF BUSINESS ADMINISTRATION

IN

HUMAN RESOURCE MANAGEMENT

ANNA UNIVERSITY:: CHENNAI 600 025

JUNE 2011

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ANNA UNIVERSITY: CHENNAI 600 025

BONAFIDE CERTIFICATE

Certified that the Project report titled A STUDY ON TRAINING

AND DEVELOPMENT AT QUALITY HOTEL SABARI CLASSIC,

CHENNAI is the bonafide work of Mr.SAKTHIVEL.E,

40909631045 who carried out the work under my supervision.

Certified further that to the best of my knowledge the work reported

herein does not form part of any other project report or dissertation

on the basis of which a degree or award was conferred on an earlier

occasion on this or any other candidate.

Signature of Supervisor Signature of

HOD

R.G.Nithya Dr.V.Vaidhyanathan

Karpaga Vinayaga College of

Engineering & Technology,

G.S.T.Road, Karpaga Vinayaga Nagar,

Chinnakolambakkam,

Palayanoor Post,

Madhuranthagam (T.K),

Kancheepuram District 603308

KarpagaVinayagaCollegeof

Engineering & Technology,

G.S.T.Road, Karpaga Vinayaga

Nagar,

Chinnakolambakkam,

Palayanoor Post,

Madhuranthagam (T.K),

Kancheepuram District 603308

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INTERNAL EXAMINER EXTERNAL EXAMINER

Submitted to the university viva voce held on __________________________________

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ACKNOWLEDGEMENT

With profound gratitude and due regards I whole heartedly and sincerely

acknowledge with thanks the opportunity provided to me by our Respectful

Director Tmt. Meenakshi Annamalai for allowing me to do this project in partial

fulfillment for the degree of Master of Business Administration under Anna

University, Chennai.

I thank our respectable Advisor Prof. V.C. Ravichandran for his effective

advice and support for planning and processing of the project.

I thank our dedicated Principal Dr. V. Ilangovan for his valuable

suggestions and timely advice which helped me in completing this project on

schedule.

I thank our Dean (Administration) Prof. T. Rangarajalu for his

unrelenting support and guidance and useful tips for completing the project.

I thank our Dean (MBA) Prof. J. Nirmal Joseph for his remorseless support

and guidance and useful tips for completing the project.

I thank our Head of the Department Prof. Dr. V. Vaidyanathan for his paintaking efforts and very encouraging and proper guidance without which this project

could not have been completed.

I would like to extend my hearty gratitude to R.G.Nithya, Lecturer for

instructing, guiding and encouraging me carrying out this project work.

I also thank Mahendiran, Trainer who guided me with full fledged support

and help me complete this work successfully.

I highly intended to my parents and all my dear ones without whose constant

love and encouragement all these would not have been possible.

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ABSTRACT

The project titled A STUDY ON TRAINING AND

DEVELOPMENT AT QUALITY HOTEL SABARI CLASSIC,

CHENNAI, The primary data is collected with the help of

structured questionnaire. For the purpose of study a sample of

100 employees were chosen. Data were analyzed and inferences

were drawn with the help of statistical tools.

The researcher has been applied relevant statistical tools for

analyzing the data. Based on the data analysis, findings where

arrived at certain suggestions were made.

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TABLE OF CONTENTS

CHAPTER NO TITLE PAGE NO

ABSTRACT

LIST OF TABLES

LIST OF FIGURES

LIST OF SYMBOLS

1. 1.1 INTRODUCTION 1

1.2 OBJECTIVE OF STUDY 3

1.3 SCOPE OF STUDY 4

1.4 LIMITATIONS OF THE STUDY 8

1.5 COMPANY PROFILE 9

2. 2.1 REVIEW OF LITERATURE 12

3. 3.1 RESEARCH METHODOLOGY 24

3.2 METHODS OF DATA COLLECTION 24

3.3 TOOLS OF ANALYSIS 25

4. 4.1 DATA ANALYSIS AND INTERPRETATION 27

4.1.1 PERCENTAGE ANALYSIS 27

4.1.2 WEIGHTED ANALYSIS 45

5. 5.1 FINDINGS 45

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5.2 SUGGESTIONS 46

5.3 CONCLUSION 47

ANNEXURE 51BIBLIOGRAPHY 53

LIST OF TABLE

S.NO TABLE NAME PAGE N

1 EMPLOYEES INTEREST IN TYPE OF TRAINING 27

2 METHODS OF TRAINING ADOPTED IN THE ORGANISATION 28

3 OPINION OF EMPLOYEES IN CONTEXT TO TRAINING PROGRAMME 29

4 SATISFACTION OF ENVIRONMENT DURING THE TRAINING PERIOD 30

5 SATISFACTION ABOUT THE TRAINING PROGRAMME 31

6 PLACE OF THE EMPLOYEES GETTING PERIOD 32

7 OPINION EMPLOYEES ABOUT TRAINERS 33

8 BEHAVIOURAL ASPECTS OF THE TRAINERS 34

9 TRAINING CONDUCTED IN SUBARI CLASSIC 35

10 DURATION OF THE TRAINING PROGRAMME 36

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11 EMPLOYEE OPINION ABOUT THE TYPE OF TRAINING 37

12 ORGANIZATION CONDUCTING PRE-TEST&POST-TEST 38

13 FEEDBACK OF THE TRAINING 39

14 SELF EFFICACY INCREASED BY THE TRAINING PROGRAMME 40

15 EMPLOYEES CONCERN TOWARDS TRAINING ENCHANCEMENT IN THE

FOLLOWING AREA

41

LIST OF CHART

S.NO TABLE NAME PAGE N

1 EMPLOYEES INTEREST IN TYPE OF TRAINING 27

2 METHODS OF TRAINING ADOPTED IN THE ORGANISATION 28

3 OPINION OF EMPLOYEES IN CONTEXT TO TRAINING PROGRAMME 29

4 SATISFACTION OF ENVIRONMENT DURING THE TRAINING PERIOD 30

5 SATISFACTION ABOUT THE TRAINING PROGRAMME 31

6 PLACE OF THE EMPLOYEES GETTING PERIOD 32

7 OPINION EMPLOYEES ABOUT TRAINERS 33

8 BEHAVIOURAL ASPECTS OF THE TRAINERS 34

9 TRAINING CONDUCTED IN SUBARI CLASSIC 35

10 DURATION OF THE TRAINING PROGRAMME 36

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11 EMPLOYEE OPINION ABOUT THE TYPE OF TRAINING 37

12 ORGANIZATION CONDUCTING PRE-TEST&POST-TEST 38

13 FEEDBACK OF THE TRAINING 39

14 SELF EFFICACY INCREASED BY THE TRAINING PROGRAMME 40

15 EMPLOYEES CONCERN TOWARDS TRAINING ENCHANCEMENT IN THE

FOLLOWING AREA

41

CHAPTER I

1.1 INTRODUCTION

Training is process of learning a sequence of programmed behavior. It is the application of

knowledge. It gives people an awareness of the rules and procedures to guide their behaviors. It

attempts to improve their performance on the current job and prepares them for an intended job.

Specifically, the need for training arises due to the following reasons: To match the employee

specifications with the Job requirements and organizational Needs: Management finds deviations

between employees present specifications and the job requirements and organizational needs.

Training is needed to fill these gaps by developing and molding the employee skills, knowledge,

attitude, behavior, etc to the tune of the job requirements and organizational needs as felt

Glaxo India, ICICI

Organizational Viability and the Transformation Process: The primary goal of most of theorganizations is that their viability is continuously influenced by environmental pressure. If the

organization desires to adapt to these changes, first it has to train the employees to impart

specific skills and knowledge in order to enable them to contribute to organizational efficiency

and to cope with training in order to ensure a smooth transformation process.

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Technological Advance: Every organization to survive and to be effective should adopt the latest

technology i.e. mechanization, computerization and automation. So, the organization should train

the employees train the employees to enrich them in the areas of changing technical skills and

knowledge from time to time.

Organizational Complexity: With the emergence of increased mechanization and automation,

manufacturing of multiple products and by-products or dealing in services of diversified lines,

extension of operations to various regions of the country or in overseas countries, organization of

most of the companies has become complex: This creates the complex problems of co-ordination

and integration of activities adaptable for and adaptable to the expanding and diversifying

situations. This situation calls for training in the skills of co-ordination, integration and

adaptability to the requirements of growth, diversification and expansion.

Human relations: Trends in approach towards personnel management has changed from the

commodity approach to partnership approach, crossing the human relations besides maintaining

sound industrial relations although hitherto the managers are not accustomed to deal with the

workers accordingly. Training in human relations is necessary to deal with human problems.

Change in the job assignment: Training is also necessary when the existing employee is

promoted to the higher level in the organization and when there is some new job or occupation

due to transfer. Training is also necessary to equip employees with advanced displaces,

techniques or technology. Training also becomes essential when an organization has plans for

modernization.

The need for training also arises to:

Increased Productivity.

Improved quality of the product/service.

Help a company to fulfill its future personnel needs.

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1.2 OBJECTIVE OF THE STUDY

To prepare the employees, both new and old to meet the present as well as the changing

requirements of the job and the organization.

To prevent obsolescence.

To impart the new entrants the basic knowledge and skills they need for an intelligent

performance of a definite job.

To prepare employees for higher-level tasks. To assist employees to function more effectively in their present positions by exposing

them to the latest concepts, information and techniques and developing the skills they

will need in their particular fields.

To build up a second line of competent officers and prepare them top occupy more

responsible positions.

To broaden the minds of senior managers by providing them with opportunities for an

interchange of experiences within and outside with a view to correcting the narrowness of

outlook that may arise from over-specialization.

To develop the potentialities of people for the next level job.

To ensure smooth and efficient working of a department.

To ensure economical output of required quality.

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To promote individual and collective morale, a sense of responsibility, co-operative

attitudes and good relationships

1.3 SCOPE OF THE STUDY

The Scope of HRM is in deed fast. All major activities in the working life of worker from

time of his entry in an organization until he / she leaves, come under the preview of HRM.

Specifically, the activities included are Human Resource planning, Job analysis and design,

Recruitment, Selection, Orientation and placement, Training and development, Performanceappraisal and Job evaluation, employee and executive remuneration and communication,

employee welfare, safety and health, industrial relations and the like.

HRM is becoming a specialized branch giving rise to a number of specialized areas like :

Staffing

Welfare and Safety

Wages and Salary Administration

Training and Development

Labour Relations

Objectives of the HRM are to secure the following: -

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1. Industrial peace: This is secured by excellent union management relations, healthy inter-

personal relationships, and promoting participative management style and good industrial and

labour relations.

2. Achieve High Productivity: The underlying objective brings to increase the quantity orvolume of the product or service for a given input, productivity improvement programme is

very significant in a competitive environment.

3. Better quality of working life of employees: This involves both intrinsic and extrinsic factors

connected with work.

4. Obtain and sustain competitive advantage through empowerment : continuous improvement

and innovative steps being the two essential ingredients to achieve and sustain competitive

advantage, todays industries

are knowledge based and skill intensive.

5. Cordial relationship between the employer and employees.

6. Personnel research functions.

7. Proper orientation and introduction to the new employees.

What is Training?

Training is the act of increasing the knowledge of an employee for doing a particular job.

-Edwin B Flippo




What is Development?

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Development is a related process. It covers not only those activities which improve job

performance but also those which bring about growth of the personality. Training a person

for a bigger and higher job is development, this process includes not only imparting skills

but also certain mental and personality attributes.

Need for training :

Specifically, the need for training arises due to the following reasons: To match

the employee specifications with the Job requirements and organizational Needs:

Management finds deviations between employees present specifications and thejob requirements and organizational needs. Training is needed to fill these gaps by

developing and molding the employee skills, knowledge, attitude, behavior, etc

to the tune of the job requirements and organizational needs as felt Glaxo India,

ICICI

Organizational Viability and the Transformation Process: The primary goal of

most of the organizations is that their viability is continuously influenced by

environmental pressure. If the organization desires to adapt to these changes, firstit has to train the employees to impart specific skills and knowledge in order to

enable them to contribute to organizational efficiency and to cope with training in

order to ensure a smooth transformation process.

Technological Advance: Every organization to survive and to be effective should

adopt the latest technology i.e. mechanization, computerization and automation.

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So, the organization should train the employees train the employees to enrich

them in the areas of changing technical skills and knowledge from time to time.

Organizational Complexity: With the emergence of increased mechanization and

automation, manufacturing of multiple products and by-products or dealing in

services of diversified lines, extension of operations to various regions of the

country or in overseas countries, organization of most of the companies has

become complex: This creates the complex problems of co-ordination and

integration of activities adaptable for and adaptable to the expanding and

diversifying situations. This situation calls for training in the skills of co-

ordination, integration and adaptability to the requirements of growth,

diversification and expansion.

Human relations: Trends in approach towards personnel management has changedfrom the commodity approach to partnership approach, crossing the human relations

besides maintaining sound industrial relations although hitherto the managers are not

accustomed to deal with the workers accordingly. Training in human relations is

necessary to deal with human problems.

Change in the job assignment: Training is also necessary when the existing

employee is promoted to the higher level in the organization and when there is some

new job or occupation due to transfer. Training is also necessary to equip employees

with advanced displaces, techniques or technology. Training also becomes essential

when an organization has plans for modernization.


Increased Productivity. Improved quality of the product/service.

Help a company to fulfill its future personnel needs.

Improved organizational climate.

Improved health and safety.

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Prevent obsolescence.

Effect personal growth.

Minimize the resistance to change and

To act as mentor.

1.4 LIMITATIONS OF THE STUDY

The time duration was very short, to complete the study in the stipulated time.

The study is purely confined to BESCOM and based on the facts and data provided

by the company.

Due to time and financial constraints it was possible to interview 40 respondents

though we selected 60 respondents. However, adequate representation was given for

all categories of employees and officers.

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1.5 COMPANY PROFILE

Quality hotel sabari classic extends an invitation and welcomes you with its

professional services and sincere dedication. Asheer delight to its guests, Quality

hotel sabari classic is a home away from home .Be it a brief business trip ,or along

vacation ,we ensure that every need of yours will be attended to with courtesy,

speed and efficiency.

Quality hotel sabari classic is situated on the top notch techie corridor of india

In the old mahabalipuram road ,with modern luxurious and with excellent

Amenities ,exclusively for those who wish to have a comfortable stay enjoying

The tasty food ,rooms with all amenities.

Quality hotel sabari classic ,a l part of choice hotels international has

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So much to offer at amazing room tariff, tasty food with the best service at door

step with a warm friendly welcome.

The rooms are built in such a way keeping in mind the amenities required as well

As the choicest food with exclusive tastes according to the choice of the guest andThe place from where they come.When you think of comfort and taste Quality hotel sabariclassic comes Before you.Choice hotels International Inc , U.S.A, is a major mid market hotel

Chain , with 5,200 hotels in 42 countries. Quality hotel sabari classic is associated

With choice hotels and receives professional marketing and management and Managementsupport.

Located in the heart of chennais city center, Quality Inn sabari is one of

The finest 4-star economic hotels in Chennai. The hotel is at a walking distance

From major corporative houses, shopping mall, and entertainment centers of

Chennai.

Its proximity to Chennai airport (13 km) and railway station (6 km)

Is an added advantage for tourist. One of the popular economy hotels in Chennai,

Hotel quality Inn Sabari offers a good choice for economy tourists and

Travellers in Chennai.

ACCOMMODATION

The Quality Inn Sabari hotel offers 75 fully equipped air- conditioned

Tastefully furnished rooms. All rooms are provided with modern amenities like

Centralized air -conditioning, satellite TV, telephone, in-house movies, mini bar,

Writing desks ,data ports, safe deposit vault,24 hour check out, 24-hour room

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Service, and attached baths with H\C running water to name a few.

DINING

The Quality Inn sabari Hotel, Chennai offers a multi-cuisine restaurant,

A 24-hr coffee shop and a bar.

CONFERENCE &BANQUET

The hotel offers excellent conference\banquet facilities. It has as

Exclusive floor reserved for lady executive. The hotel also has a fully equipped

Business center.

HEALTH & RECREATION

The Quality Inn sabari Hotel, Chennai offers 5-star health and

Recreational facilities to its valued guests. The hotel has an outdoor swimming

Pool and a fully equipped fitness center. Guest can also enjoy the facilities of

Catamaran ride on request.

Other facilities and service offered at Quality Inn sabari Hotel , Chennai

Include 24-hr front desk, tour and travel desk, internet connectivity, currency

Exchange, doctor on call, laundry services, babysitting, 24 hr room service,

And car rental to name a few.

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CHAPTER II

2.1 REVIEW OF LITERATURE

LITERATURE SURVEY

William James of Harvard University estimated that employees could retain their jobs by

working at a mere 20-30 percent of their potential. His research led him to believe that if these

same employees were properly motivated, they could work at 80-90% of their capabilities.

Behavioral science concepts like motivation and enhanced productivity could well be used for

such improvements in employee output. Training could be one of the means used to achieve suchimprovements through the effective and efficient use of learning resources.

Training and development has been considered an integral part of any organization since the

industrial revolution era. From training imparted to improve mass production to now training

employees on soft skills and attitudinal change, training industry has come a long way today. In

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fact most training companies are expecting the market to double by the year 2007, which just

means that the Indian training industry seems to have come of age.

Organization and individual should develop and progress simultaneously for the their

survival and attainment of mutual goals. So, every modern management has to develop theorganization through human resource development. Employee training is the most important sub-

system of human resources development. Training is a specialized function and one of the

fundamental operative functions for human resources management.

The market is unofficially estimated to be anywhere between Rs 3000 crores and Rs 6000

crores. What is surprising is that the Indian companies. Perception regarding corporate training

seems to have undergone a sea-change in the past two years, with most companies realizing it to

be an integral part of enhancing productivity of its personnel. While MNC.s with their globalstandards of training are the harbingers of corporate training culture in India, the bug seems to

have bitten most companies aiming at increasing their efficiency.

According to Ms Pallavi Jha, Managing Director, Walchand Capital and Dale Carnegi

Training India, "The Indian training industry is estimated at approximately Rs 3,000 crores per

annum. The NFO study states that over a third of this is in the area of behavior and soft skills

development. With the exponential boom in the services sector and the emergence of a full-

fledged consumer-driven market, human resources have become the key assets, which

organizations cannot ignore. With soft skills training gaining so much momentum, it.s imperative

to understand if it serving the right purpose or not. With this background, I plan to research if

training indeed is proving to be effective in the behavioral area.

The following steps must form the basis of any training activity:

Determine the training needs and objectives.

Translate them into programs that meet the needs of the selected trainees.

Evaluate the results.

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There are few generalizations about training that can help the practitioner. Training should be

seen as a long term investment in human resources using the equation given below:

Performance = ability (x) motivation

Training can have an impact on both these factors. It can heighten the skills and abilities of the

employees and their motivation by increasing their sense of commitment and encouraging them

to develop and use new skills. It is a powerful tool that can have a major impact on both

employee productivity and morale, if properly used.

What is Training?

Training is the act of increasing the knowledge of an employee for doing a particular job.

-Edwin B Flippo




What is Development?

Development is a related process. It covers not only those activities which improve job

performance but also those which bring about growth of the personality. Training a person

for a bigger and higher job is development, this process includes not only imparting skills

but also certain mental and personality attributes.

Need for training :

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Specifically, the need for training arises due to the following reasons: To match

the employee specifications with the Job requirements and organizational Needs:

Management finds deviations between employees present specifications and the

job requirements and organizational needs. Training is needed to fill these gaps by

developing and molding the employee skills, knowledge, attitude, behavior, etc

to the tune of the job requirements and organizational needs as felt Glaxo India,

ICICI

Organizational Viability and the Transformation Process: The primary goal of

most of the organizations is that their viability is continuously influenced by

environmental pressure. If the organization desires to adapt to these changes, first

it has to train the employees to impart specific skills and knowledge in order to

enable them to contribute to organizational efficiency and to cope with training inorder to ensure a smooth transformation process.

Technological Advance: Every organization to survive and to be effective should

adopt the latest technology i.e. mechanization, computerization and automation.

So, the organization should train the employees train the employees to enrich

them in the areas of changing technical skills and knowledge from time to time.

Organizational Complexity: With the emergence of increased mechanization and

automation, manufacturing of multiple products and by-products or dealing inservices of diversified lines, extension of operations to various regions of the

country or in overseas countries, organization of most of the companies has

become complex: This creates the complex problems of co-ordination and

integration of activities adaptable for and adaptable to the expanding and

diversifying situations. This situation calls for training in the skills of co-

ordination, integration and adaptability to the requirements of growth,

diversification and expansion.

Human relations: Trends in approach towards personnel management has changed

from the commodity approach to partnership approach, crossing the human

relations besides maintaining sound industrial relations although hitherto the

managers are not accustomed to deal with the workers accordingly. Training in

human relations is necessary to deal with human problems.

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Change in the job assignment: Training is also necessary when the existing

employee is promoted to the higher level in the organization and when there is

some new job or occupation due to transfer. Training is also necessary to equipemployees with advanced displaces, techniques or technology. Training also

becomes essential when an organization has plans for modernization.


Increased Productivity.

Improved quality of the product/service. Help a company to fulfill its future personnel needs.

Improved organizational climate.

Improved health and safety.

Prevent obsolescence.

Effect personal growth.

Minimize the resistance to change and

To act as mentor.

Classification of Training :

There are a number of training methods available. Use of particular methods depends on the

trainees viz., worker, supervisor, and manager. Basically these methods can be classified into

following broad categories:

On the job training

Off the job training

In regard to employees, other than managers (executives following are the methods of training:

On the job training

1. Apprenticeship training.

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2. Job instruction training (JIT).

Off the job training

1.Class room lectures.

2. Conferences/seminars.

3. Group discussions/case study analysis.

4. Audio visual/film shows.

5. Simulation/Computer modeling.

6. Vestibule training.

7. Programmed instructions (PI).

8. Games and Role-playing.

On The Job Training:

Apprenticeship Training:

Skilled worker and apprenticeship training. The duration of the course/training depends on the

nature of trade and desired skill level. Apprenticeship training is normally given to artisans,electricians, plumbers, bricklayers and the like. The duration normally varies from 2 to 5 years.

This should not mix up with government sponsored Apprenticeship Training for unemployed

youth certain underdeveloped nations like India. Apprenticeship training is carried out under the

guidance and intimate supervision of a master craftsmans/expert worker/supervisior. During

apprenticeship training period, the trainee is paid less than that of a qualified worker.

Job Instruction Training(JIT):

During Second World War, Allied Forces experienced acute shortage of skilled craftsmen and

able supervisors. Special training programme was initiated on warfootings. Special training.

Training within industry(TWI) was one such programme. JIT was part of TWI. JIT was intended

for developing efficient supervisiors. JIT proved very effective and extremely popular.\

Off The Job Training:

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Class Room Lectures:

This is the simplest form of training. This is a best form of instruction when the intention is to

convey information on rules, regulations, policies, and procedures. This form os also suited on

imparting knowledge on theory and concepts. Lecture form has limited success when the

objective is to improve the skill level of trainees. Another advantage is that it can be used

effectively even when numbers of trainees. Another advantage is that it can be used effectively

even when numbers of trainees are more. It also saves time. Major disadvantage is that it

involves passive participants of trainees and depends on ability of teacher to a great extent.

Conferences, Seminars and Workshops:

This is a formal method of arranging meeting in which in which individuals confer to discuss

points of common interest for enriching their knowledge and skill. This is a group activity. Itencourages group discussion and participation of individuals for seeking clarifications and

offering explanatations and own experiences. It is a planned activity with a leader/ moderator to

guide the proceedings, which is focused on agreed agenda points prefixed during planning of

such conferences. There are 3 variations nearly Directed conferences, Training conference and

seminar/workshops.

Audio/Visual and film shows:

In order to improve understanding, audio-visual aids considered very useful and sometimesinescapable to demonstrate operation of a machine or explain a process. Audio visual and film

shows can supplement the efforts of lecturing and improve its effectiveness.

Group Discussions and Case study analysis:

Christopher Langdell initially introduced case study method at Harvard Law School in 1880s.

The principle used is experience is the best teacher. Here several empirical studies are

examined in details to find out commonalities to derive general principles. This method has,

however, limited use for workers but better use for supervisiors. In case of workers , one area ofimportance in this method is that of quality control .

The case study is based upon the belief that managerial competence can best attained through

the study, contemplation and discussion of concrete cases.

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Simulation/Computer Modelling:

Any training activity in which actual working environment is artificially created as near and

realistic as possible, is called simulation training. Case study analysis experimenting exercises,

game playing, computer modeling and vestibule training etc. come under this category. When

using computer-programming method artificially creates work environment, we call it computer

modeling.

Vestibule Training :

In vestibule training, employees are trained on the equipment they are employed, but the training

is conducted away from the place of work. For training a machineshop operator, a vestibule or

separate room is arranged for training in which all necessary equipment and machines required in

an actual machineshop are duplicated.

Programmed instruction:

Programmed instruction is a structured method of instruction aided through texts, handouts,

books, and computer aided instructions(CAI) . In this case the instruction material and

information is broken down in meaningful units and arranged in a proper sequence to form a

logical method of learning package, the learning ability is tested and evaluated in real time basis.

Retraining:

Technology is advancing at a very rapid pace. Hence obsolescence is a major problem fixed by

individual workers. Second problem faced by the workers are the introduction of automation.

Loyal workers of long service, suddenly find themselves useless to the company. There are many

instances of protests and fear by many workers in various fields like railways, posts and

telegraphs, LIC, Banking etc.

Phases of training:

The various steps involved in the design and development of training programme particularly forthe employees are:

1) Identification of training needs of employees

2) Planning of training programme

3) Preparation of trainees

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4) Implementation

5) Evaluation

The last stage in the training programme process is the evaluation of results this is the main part

to know the effectiveness/determines the results of the training programme.

Benefits of training

How Training Benefits the Organization :

Leads to improved profitability and/or more positive attitudes toward profits orientation

Improve the job knowledge and skills at all levels of the organization

Improve the morale of the workforce

Helps people identify with organizational goals

Helps create a better corporate image

Fosters authenticity, openness and trust

Improves the relationship between boss and subordinate

Aids in organizational development Learns from the trainee

Helps prepares in guidelines for work

Aids in understanding and carrying out organizational policies

Provides information for future needs and all areas of the organization

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Improves labor management relations

Helps prepare guidelines for work

Organization gets more effective decision making and problem solving skills

Aids in development for promotion from within Aids in developing leadership skills, motivation, loyalty, better attitudes and others

aspects that successful workers and managers usually display.

Helps keep costs in many areas, e.g. production, personnel distribution etc

Develops a sense of responsibility t the organization for being competent and

knowledgeable.

Benefits to the individual which in turn ultimately should benefit the organization:

Helps the individual in making better decisions and effective problem solving.

Through training and development, motivational variables of recognition, achievement,

growth, responsibility and advancement are internalized and operationalised.

Aids in encouraging and achieving self-development and self-confidence.

Provides information for improving leadership, knowledge, communication skills and

attitudes.

Increases job satisfaction and recognition.

Moves a person towards personal goals while improving interactive skills.

Provides the trainee an avenue for growth and a say in his/her own future

Develops sense of growth in learning.

Helps a person develop speaking and listening skills: also writing skills when exercises

are required.

Helps eliminate fear in attempting new tasks.

Benefits in personnel and Human Relations, Intragroup and intergroup relations and

policy implementations:

Improves communication between groups and individuals.

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Aids in orientation for new employees and those taking new jobs through transfer or

promotion.

IMPEDIMENTS TO EFFECTIVE TRAINING :

There are impediments which can make a training programme ineffective :

Management commitment is lacking and uneven: Most companies do not spend money

on training. Those that do tend to concentrate on managers, technicians and professionals.

The rank and file workers are ignored. This must change for as a result of rapid

technological change, combined with new approaches to organizational design and

production management, workers are required to learn three types of new skills:

(i)the ability to use technology.

(ii) the ability to maintain it.

(iii) the ability to diagnose system problems.

In an increasingly competitive environment, the ability to implement

rapid changes in product and technologies is often essential for economic

viability.

Aggregate spending on training is inadequate: companies spend misuscule of their

revenues on training. Worse still, budget allocation to training is the first item to be cut

when a company faces financial crunch.

Educational institutions award degrees but graduates lack skills: This is the reason why

business must spend vast sums of money to train workers in basic skills. Organizations

also need to train employees in multiple skills. Managers, particularly at the middlelevel, need to be retrained in team-playing skills, entrepreneurship skills, leadership skills

and customer oriented skills.

Large scale poaching of trained workers: Trained workforce is in great demand. Unlike

Germany, where local business groups pressure companies not to poach companys

employees there is no such system in our country. Companies in our country, however

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insist on employees to sign bongs of tenure before sending them for training,

particularly before deputing them to undergo training in foreign countries. Such bonds

are not effective as the employees or the poachers are to pay the stipulated amounts as

compensation when the bounds are breached.

No help to workers displaced because of downsizing: Organizations are downsizing and

de-layering in order to trim their workforces. The govt should set apart certain fund from

the national renewal fund for the purpose of retraining and rehabilitating displaced

workers.

Employers and B schools must develop closer ties: B schools are often seen as not

responding to labour-market demands. Business is seen as not communicating its demand

in B schools. This must change.

Organised labour can help: organized labour can play a positive role in imparting

trainng to workers. Major trade unions in our country seem to be busy in attending to

mundane issues such as bonus, wages, settlement of disputes and the like. They have

little time in imparting training to their members.

How to make training effective?

Determine the training needs through job description, performance appraisal, potential

appraisal and discussion with employees.

Prepare a training calendar in discussion with the managers concerned.

Define the training objectives specifically.

Determine the criteria of need for nomination of employees for training.

Select the efficient faculty.

Ensure that the management commits itself to allocate major resources and adequate time

to training.

Ensure that training contributes to competitive strategies of the firm.

Different strategies need different HR skills for implementation. Let training help

0employees at all levels and acquire the needed skills.

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Ensure that a comprehensive and systematic approach too exists, training and retraining

are for all levels of employees.

Make learning one of the fundamental values of the company. Let this philosophy

percolate down to all employees in the organization.

Ensure that there is proper linkage among organizational, operational and individual

needs.

Create a system to evaluate the effectiveness of training.

CHAPTER III

3.1 RESEARCH METHODOLGY

Research methodology is a systematic way to solve the research problem. It is a science

of studying how research is done scientifically.

3.1.1 SAMPLE SCHEME

The number of sample size selected was 40 of the 100 employees; Simple randomsampling is used as sampling techniques for this study.

3.1.2 PERIOD OF STUDY

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The study was carried out for a period of 3 months.

3.2 METHOD OF DATA COLLECTION

The data were collected from employees of Quality hotel sabari classicin Chennai.

(I) PRIMARYDATA:

Primary data was collected through questionnaire; the questions were unbiased

narrow minded, multiple ended ranking and rating questions.

(II) SECONDARYDATA:

Secondary data was collected from books, journals and magazines.

3.1.4 TOOLS OF ANALYSIS

STATISTICALTOOL:

These are tools, which helps to analyse the collected data. This analysis contains various

approaches like comparisons, detecting, accuracy, estimation etc., in my survey I applied some

statistical tool for analysing raw data

THETOOLSUSEDFORANALYSISARE:

Simple percentage. Weighted average

STATISTICAL FORMULA

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PERCENTAGE ANALYSIS

Percentage refers to a special kind of ratio. Percentages are used in making comparison between

two or more series of data. Percentages can also used to compare the relative terms, the

distribution of two or more series of data.

The easy and simplicity of calculating, the general understanding of its purpose and the

universal applicability of the percent static have made it most widely and standardized tool in

researchers.

Percentage analysis formula:

In this project Percentage method test was used. The percentage method is used to know the

accurate percentages of the data we took, it is easy to graph out through the percentages. Thefollowing are the formula

No of Respondent

Percentage of Respondent = x 100

Total no. of Respondents

From the above formula, we can get percentages of the data given by the respondents.

WEIGHTED AVERAGE METHOD:

Formula for computing weighted average method is:

WEIGHTED AVERAGE: WiXi/N

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CHAPTER IV

DATA ANALYSIS AND INTREPRETATION

In the study as said overly 40 respondents were interviewed and analysis were drawn on the basis

of their opinions.

TABLE 1: EMPLOYEES INTEREST IN TYPE OF TRAINING

PARTICULARS NO. OF RESPONDENTS PERCENTAGE

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ON THE JOB 34 85%

OFF THE JOB 6 15%

TOTAL 40 100%

INFERENCE: From the Table1 and graph, it reveals that 85% of employees are interested in

on-the-job and only 15% of the employees are interested in off-the-job.

TABLE 2: METHODS OF TRAINING ADOPTED IN THE ORGANISATION

PARTICULARS

NO. OF

RESPONDENTS PERCENTAGE

REFRESHER 4 10%

SENSITIVITY 1 2.5%CONVERGENT 4 10%

LATEST

TECHNOLOGY 8 20%

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CEP 23 57.5%

TOTAL 40 100%

INFERENCE: The above stated training are the main training programmes conducted in the

organization, from the above Table2 and graph 57% of the employees have attended CEP ie

continous education propgramme, 20% of them have attended latest technology, 10% for both

TABLE 3: OPININON OF EMPLOYEES IN CONTEXT TO TRAINING

PROGRAMME


INTRAPERSONAL 1 5%

INTERPERSONAL 12 30%TECHNICAL 26 65%

TOTAL 40 100%

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INFERENCE: From the above Table3 and graph, it is highlighted that 65% of the employees

opine training is helpful for their technical activities, 30% of the employees opine training is

helpful for interpersonal activities and only 2.5% said training is helpful for intrapersonal

activities.

It clearly indicates that about 98% of respondents opine that the training facilities so far offered

was not helpful for the enhancement of intrapersonal activities in the institution.

Hence, the organization should also give priority for conducting training programmes which can

enhance the intrapersonal activities.

TABLE 4: SATISFACTION OF ENVIRONMENT DURING THE TRAINING

PERIOD

PARTICULARS

NO. OF


YES 38 95%

NO 12 5%

TOTAL 40 100%

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INFERENCE: From the above Table4 and graph, it can be viewed that 95% of the employees

are comfortable during the training programme, and only 5% are not comfortable during the

training period.

Thus most of the employees are comfortable during the training programme.

TABLE 5: SATISFACTION ABOUT YHE TRAINING PROGRAMME


YES 36 90%

NO 4 10%

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TOTAL 40 100%

90%

10%

YES

NO

INFERENCE: From the above Table5 and graph, it is analysed that 90% of the employees are

satisfied with the training programme they had and only 10% are not satisfied with the training

programme.

Thus it can be concluded that most of the employees are fully satisfied with the training

programme conducted by the organization.

TABLE 6: PLACE OF THE EMPLOYEES GETTING TRAINED

PARTICULARS

NO. OF


WORK SHOP 2 5%

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CLASS ROOMS 16 39%

CONFERENCE HALL 9 23%

OUTSIDE THE

ESTABLISHMENT 13 33%

TOTAL 40 100%

INFERENCE: The above are the places were the training are held, from the graph it is viewedthat 5% of them were trained in work shops, 39% in class rooms, 23% in conference hall, 33% of

them outside the establishment.

Hence, it can suggested that in order let out the fatigue it is better to conduct some out station

programme outside the factory specially for the technicians and other skilled workers.

TABLE 7: OPININON OF EMPLOYEES ABOUT TRAINERS

PARTICULARS

NO. OF


1. QUALIFIED &

EXPERIENCED 20 50%

2. SKILLFUL & 5 11%

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KNOWLEDGEABLE

3. ENCOURAGED

CLASS PARTICIPATION 1 3%

ALL(1+2+3) 14 36%TOTAL 40 100%

INFERENCE: From the Table7, it is analysed that 50% of the employees view their trainers asqualified and experienced, 12.5% of them are skillful and knowledgeable, 3% of them encourage

class participation and other 36% said trainers are qualified & experienced, skillful &

knowledgeable, and also encouraged class participation.

TABLE 8: BEHAVIOURAL ASPECTS OF THE TRAINERS


IMPARTIAL 4 10%

RUDE 0 0%

FRIENDLY 28 28%

EASY GOING 8 20%

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TOTAL 40 100%

INFERENCE: From the above graph and Table8 it reveals that 10% of the employees feel that

trainers were impartial, 70% feel that trainers were friendly, 20% feel they were easy going and

finally employees feel none of the trainers were rude that is 0%.

TABLE 9: TRAINING CONDUCTED IN BESCOM


FORTNIGHTLY 0 0%

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MONTHLY 16 40%

QUARTERLY 4 10%

HALF YEARLY 1 3%

ANNUALLY 19 47%

TOTAL 40 100%

INFERENCE: From the above Table9 it reveals that, when all training courses are held, 40%

of them said the fact that courses are conducted monthly, 2.5% for half yearly, 10% for quarterly,

47.5% for annually.

The table clearly indicates that most of the training programme were conducted monthly(40%)

some of the training programs are conducted even once in a year(47.5). The table further reveals

that no training programms is been conducted with a period duration of a fortnight.

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TABLE 10: DURATION OF THE TRAINING PROGRAMME

PARTICULARS

NO. OF


ONE DAY 1 3%

2-3 DAYS 4 10%

ONE WEEK 22 55%

FORTNIGHT 13 33%

TOTAL 40 100%

INFERENCE: As regards the duration of the training programme, 2.5% of the employees said it

was held for one day, 10% said for 2-3 days, 55% said training takes place for a week, remaining32.5% said it was conducted fortnight. It indicates that highest % of training programme are one

week duration.

TABLE 11: EMPLOYEE OPINION ABOUT THE TYPE OF TRAINING

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PARTICULARS

NO. OF


WORK SCHEDULE 6 15%

PERFORMANCE

APPRAISAL 2 5%

CONTINOUS LEARNING 18 45%

ALL 14 35%

TOTAL 40 100%

INFERENCE: From the Table11, it is highlighted, 15% of the employees said training as a part

of their work schedule, 5% of them for performance appraisal, 45% of them for continuous

learning and 35% of them vote for all.

TABLE 12: IS ORGANIZATION CONDUCTING PRE-TEST & POST-TEST


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YES 4 10%

NO 36 90%

TOTAL 40 100%

INFERENCE: From the Table12, it is analysed that the organization is not conducting regularly

the pre-test and the post-test.

It is most surprising fact inspite of its existence in the field for more than 3-4 decades it is not

taking interest in the pre-test and pro-test because out of 40 respondents 36 respondents i.e. 90%

of respondents opine that the pre and pro-test are not conducted.

TABLE 13: FEEDBACK OF THE TRAINING

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PARTICULARS

NO. OF


YES 38 92%

NO 2 8%

TOTAL 40 100%

INFERENCE: From the above Table13 it is analysed that 92% of the employees expressed that

their performance are evaluated and the feed back is given, the remaining 8% expressed a

negative answer. It is one of the important aspects of HRD is that identification of the type of the

training requirements of the employees and also to evaluate their performance of the trained

workers during their post period .

It can be emphasized that the training component of the organization gives importance for

getting the feedback about the impact of the training programme on the employees.

TABLE 14: SELF EFFICACY INCREASED BY THE TRAINING

PROGRAMME

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PARTICULARS

NO. OF


YES 35 87%

NO 5 13%TOTAL 40 100

INFERENCE: From the above table 87% of the employees opine is that there is an increase in

their self improvement and the remaining 13% have not noticed any improvement.

TABLE 15: EMPLOYEES CONCERN TOWARDS TRAINING

ENCHANCMENT IN THE FOLLOWING AREA


1. OPERATIONALSKILLS 5 13%

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Information:

Sample size : 40

Number of respondents for YES : 38

Number of respondents for NO : 2

Assumptions:

The test is at 5% level of significance.

It is assumed that out of total population 5% of the respondents will respond negatively.

Such a test for attributes are one tailed on the basis of the above assumptions

Null hypothesis = Ho = Training and development activities has not reached the employees

effectively.

Alternative hypothesis = Ha = Training and development activities has reached the employees

effectively.

Test statistic Zcal = p-P

PQ n

when n = sample size

p = Population proportion

P = sample proportion

Q = Significance

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Given:

p = 38/40 = 0.92

P = 95% = 0.95

Q = 1-P = 1-0.95 = 0.05

n = 40

Therfore,

Zcal = p-P

PQ/n

= 0.950.05/40

= 0.03

Zcal = 0.92-0.95

0.03

Ztab = 1.96

Conclusion

Zcal < Ztab

Therefore , we can infer that training and development activities has reached the employees

effectively.

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CHAPTER 5

FINDINGS

85% of employees are interested in on-the-job and only 15% of the employees areinterested in off-the-job.

57% of the employees have attended CEP ie continous education propgramme.

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65% of the employees opine training is helpful for their technical activities, 30% of the

employees opine training is helpful for interpersonal activities and only 2.5% said

training is helpful for intrapersonal activities.

95% of the employees are comfortable during the training programme.

It is analysed that 90% of the employees are satisfied with the training programme.

It is analysed that 50% of the employees view their trainers as qualified and experienced.

70% feel that trainers were friendly, 20% feel they were easy going and finally

employees feel none of the trainers were rude that is 0%.

92% of the employees expressed that their performance are evaluated and the feed back isgiven, the remaining 8% expressed a negative answer.

90% of respondents opine that the pre and pro-test are not conducted.

SUGGESTIONS & RECOMMENDATIONS

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Determine the training needs through job description, performance appraisal, potential

appraisal and discussion with employees.

Prepare a training calendar in discussion with the managers concerned. Define the training objectives specifically.

Determine the criteria of need for nomination of employees for training.

Select the efficient faculty.

Ensure that the management commits itself to allocate major resources and adequate time

to training.

Ensure that training contributes to competitive strategies of the firm. Different strategies

need different HR skills for implementation. Let training help employees at all levels andacquire the needed skills.

Ensure that a comprehensive and systematic approach too exists, training and retraining

are for all levels of employees.

Make learning one of the fundamental values of the company. Let this philosophy

percolate down to all employees in the organization.

Ensure that there is proper linkage among organizational, operational and individual

needs. Create a system to evaluate the effectiveness of training.

Conclusion

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The Quality hotel sabari classic has an effective training program which is highly helpful

for the employees to enhance their career development.

However some improvement is needed in the quality of training program.

The training program can be designed properly cater the requirements of different

category of employees.

Well designed induction program is also is need to keep the employees informed about

the activities of this organization

BIBLIOGRAPHY

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HUMAN RESOURCE AND PERSONNEL MANAGEMENT

BY K. ASWATHAPPA

PERSONNEL MANAGEMENT AND INDUSTRIAL RELATIONS

BY N. G. NAIR & LATHA NAIR

HUMAN RESOURCE MANAGEMENT.

BY JOHAR IVANCEVICH, TATA Mc GRAW HILL, 2003.

TRAINING AND DEVELOPMENT" EDITED BY V V RAMANI,

ICFAI PUBLICATIONS, 2005.

QUESTIONNAIRE:

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1. Name (optional):

Designation (optional):

3. What according to you is Training?

An instrument of change.

An instrument to bring effectiveness.

An instrument of better performance in terms of productivity.

Maximize benefits.

Enhancing the skills efficiency and behavior.

Learning organization.

All the above.

4. Have you undergone any type of training?

a. Yes b. No

5. What kind of training programme.

a. On-the-job b. Off-the-job

6. Have you undergone any of the following types of training?

Refresher Training

Sensitivity Training

Convergent Training

Latest Technology

CEP

7. What was the context of the training program?

a. Intrapersonal

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b. Interpersonal

c. Technical

8. Was the environment during training period comfortable?

a. Yes b. No

9. Are you satisfied with the training you had

a. Yes b. No

If No, please suggest ___________________________

10. Where were you trained? (Venue)

Work shop

Class rooms

Conference hall

Outside the establishment.

11. How were the trainers?

a. Qualified and Experienced.

b. Skillful and knowledgeable.

c. Encouraged class participation.

d. All of the above.

12. Behavioral part of the trainers.

a. Impartial b. Rude

c. Friendly d. Easy going

Others please specify_______________________

13. How often is the training programmer conducted?

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a. Fortnightly b. Monthly

c. Quarterly d. half yearly

e. Annually

14. What was the duration of the training programme?

a. One day b. 2-3 days

c. One week d. fortnight

15. Is the training programme part of?

a. Work schedule. b. Performance appraisal.

c. Continuous learning. d. All.

16. Is the training programme having Pre-test and Post-test?

a. Yes b. No

17. Is your performance evaluated and feedback given after?

Training.

a. Yes b. No

18. How effectively is the training programme implemented on-

the-job.

a. Quality of work life improved.

b. Personality development.

c. Increase in work environment.

d. Group synergy.

19. Is your self-efficacy increased by the training programme?

a. Yes b. No

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20. Whether the training enhance the following.

a. Operational skills b. Efficiency

c. Behaviour d. Communication skills

e. Team building f. All of the above.

Others please specify__________________________

21. How were you benefited by training in terms of monetary?

a. Promotion. d. Transfer to the convenient place

b. Hike in the salary. e. Recognition

c. Increase in incentives.

22. How has training programme benefited the organization?

a. Increase in the productivity.

b. Increase in Quality of work life.

c. Improvement in the Human relations.

d. Improvement in Intrapersonal relations. (Junior/senior)

23. Any Suggestions.

_________________________________

Thank you..

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