a study on “training and development” at andhra pradesh tourism and development corporation...

7/30/2019 A STUDY ON TRAINING AND DEVELOPMENT AT ANDHRA PRADESH TOURISM AND DEVELOPMENT CORPORATION (

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A STUDY ON TRAINING AND DEVELOPMENT AT

ANDHRA PRADESH TOURISM AND DEVELOPMENT

CORPORATION (APTDC)

byMrs. J. SWATHI

(HT.NO. 510816284)

Project Submitted in Partial Fulfillment for the award

MASTER OF BUSINESS ADMINISTRATION

by

ACME COLLEGE

2008-2009


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DECLARATION

I here by declare that the project report entitled TRAINING &

DEVELOPMENT submitted by J. SWATHI to the department of Business

Management ACME COLLEGE, 4thFloor, Appajicomplex, Near Super Bazar Bus

stop ,Malkapet, Hyderabad- 500 0036 in ANDHRA PRADESH TOURISM AND

DEVELOPMENT CORPORATION (APTDC) and submitted for partial fulfillment of

the requirement for the award of degree of MASTER OF BUSINESS

ADMINISTRATION for the academic year 2008 2009.

This project has not been submitted to any other university or institution for the

award of any degree/Diploma/Certificate or published by anytime before.

.

Name and address of student Signature of studentJ. SWATHIAcme College, 4th Floor Complex,Appaji Complex, Near Super Bus Stop,Malakpet, Hyderabad 500 0036.


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CERTIFICATE

This is to certify that the project report titled A STUDY ON TRAINING AND

DEVELOPMENT submitted in partial fulfillment for the award of MASTER OF

BUSINESS ADMINISTRATION was carried out by Mrs J. SWATHI under my

guidance.

This has not been submitted to any other University or Institution for the award of

any degree/ diploma/ certificate.

Name and address of supervisor, signature of the supervisor

Acme College, 4th Floor Complex,Appaji Complex, Near Super Bus Stop,Malakpet, Hyderabad 500 0036.


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ACKNOWLEDGEMENT

I sincerely express my heartfull gratitude to my Faculty Member - (project

incharge), -(HR Dept), Acme College, 4th Floor, Appaji Complex, Near Super Bazar

Bus Stop, Malakpet, Hyderabad - 500 0036 for his valuable guidance and keen interest

that he has shown in my preparation of project report and in this regard I am thankful to

M.B.A. Staff Members.

I am grateful to Mr. J. RAYMOND PETER, (IAS) (Director of APTDC,

Himayathnagar, Hyderabad) and Mr. sandeep Kumar (Project Leader at APTDC

Himayathnagar, Hyderabad) for providing me an opportunity to complete my project

under their guidance. I am highly indebted to them for the same.

(J. SWATHI)


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TABLE OF CONTENTS

S. No LIST OF TABLES AND FIGURESPAGE

NO

1 PERSONAL DETAILS REGARDINGEMPLOYEES

2 PROVIDING TRAINING TO EMPLOYEES

3 TRAINING YOU HAVE UNDERGONE

4 TRAINING PROGRAMES DESIGNED BYORGANISATION

5 FEEDBACK SESSIONS IN TRAINING PERIOD

6 WHO HAS INVOLVED IN TRAININGFUNCTION

7 HOW ARE TRAINING NEEDS IDENTIFIED

8 ANY TRAINING COUNCILS IN YOUR ORG.

9 DOES MOTVATION INCREASES YOURTARGETS

10 ARE YOU PAID ANY SALARY DURINGTRAINING PERIOD

11 DOES THE TRAINING PROGRAMMEIMPROVE YOUR EFFICIENY

12 WHAT ARE THE BENEFITS FOR THEORGANIZATION


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INDEX

CHAPTER TITLE

PAGE

NO

I 1 INTRODUCTION

2 NEED FOR STUDY

3 OBJECTIVES

4 SCOPE

5 LIMITATIONS

6 RESEARCH METHODOLOGY

II REVIEW LITERATURE

III COMPANY PROFILE

IV DATA ANALYSIS & INTERPRETATION

V CONCLUSIONS AND SUGGESTIONS

VI BIBLIOGRAPHY

VII QUESTIONNAIRE

INTRODUCTION

TRAINING AND DEVELOPMENT


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I)MeaningTraining is a planned program designed to improve the

performance and bring about measurable changes in knowledge, skills, and

social behavior of employees.

Training is the act of increasing the knowledge and skill of an

employee for doing a particular job. Training is a short - term educational

process and utilizing a systematic and organized procedure by which

employees learn technical knowledge and skills for a definite purpose.

Training improves, changes, and moulds the employees knowledge, skill,

behavior, aptitude, and attitude towards the requirements of the organization.

Training refers to the teaching and learning activities carried on

for the primary purpose of helping the members of the organization, to

acquire and apply the knowledge, skills, abilities and attitudes needed by a

particular job and organization. Training bridges the differences between job

requirements and the employees present specifications human resource.

II) Need for Training

Every organization should provide training to all employees

irrespective of their qualification, skill, suitability for the job. Training is not

something that is done once to new employees; it is used continuously in

every well-run establishment. There are different types of training given to

different types of employees in different stages. There are different

processes followed to impart training and to assess the usefulness of the

training. The training is usually given after assessing the needs. This

training will help the employee to develop his knowledge and make him/her


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more efficient than before. Further, technological changes, automation,

require up-dating the skills and knowledge.

Specifically, the need for training arises due to following reasons.

To match the employee specifications with the job requirements

and organizational needs

Organizational viability and the transformation process

Technological Advancements

Organizational complexity

Changes in the Job assignment.

Training also need to:

Increase productivity

Improve the quality of product/service

Help the company to fulfill its future personnel needs

Improve organizational climate

Improve health and safety

Prevent Obsolescence

Effect personal growth

Minimize the resistance to change.

III) Training Objectives


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The Personnel or HR Manager formulates the following

training objectives in keeping the companys overall objectives in the mind.

1. To prepare the employee both new and old to meet the present as well

as the changing requirements of the job and the organization

2. To prevent obsolescence

3. To impart the new entrants the basic knowledge and skill they need

for an efficient and improved performance of definite job.

4. To prepare employees for higher / advanced level tasks.

5. To assist employees to function more effectively in their presentations

by exposing them to the latest concepts, information and techniques

and developing the skills they will need in their particular needs.

6. To build up a second line of competent officers and prepare them to

occupy more responsible positions.

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

8. To ensure smooth and efficient working of a department

9. To ensure the economical and expected output of required quality.

10.To promote individual and collective morale, a sense of responsibility,

cooperative attitudes and good relationships.

IV) Assessment of Training Needs

Training needs are identified on the basis of organizational

analysis, job analysis, and personnel analysis. Training Programme, training

methods and course content are to be planned on the basis of training needs.

Training needs are those aspects necessary to perform the job in an

organization in which employee is lacking attitude/aptitude, knowledge, and

skill.


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Training Needs = Job and Organizational Employee

Requirements Specifications

Training needs can be identified through identifying the organizational needs

based on

(i) Organizational Strengths and weaknesses in different areas like

accidents, excessive scrap, frequent breakage of machinery etc.

(ii) Departmental strength and weakness including special problems of

the department or a common problem of a group of employees like

acquiring skills and knowledge.

(iii) Individual strengths and weaknesses in the area of the job

knowledge, skill etc.

V Training Methods

Training methods are usually classified by the

location of instruction. Training methods classified in to two categories.

i) On the job training methods

ii) Off the Job training methods

On the - Job training is provided when the

workers are taught relevant knowledge, skill and abilities at the actual workplace. Off the Job Training on the other hand requires that trainees learn

at a location rather than the real work spot.

Individual Group Training OrganizationalTraining Needs


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Figure 1: Training Methods

i) ON THE JOB TRAINING METHODS

This type of training, also known as Job Instruction training, is

one of the most commonly used methods. Under this method, the individual

is placed on a regular job and taught the skills necessary to perform the job.

TRAINING METHODS

ON THE JOBTRAINING METHODS

OFF THE JOBTRAINING METHODS

JOB ROTATION

COACHING

MENTORING

APPRENTICESHIP

JOB INSTRUCTION OR

TRAINING THROUGH

STEP-BY-STEP

COMMITTEE

ASSIGNMENTS

VESTIBULE TRAINING

ROLE PLAYING

LECTURE METHODS

CONFERENCE OR

DISCUSSION

PROGRAMMED

INSTRUCTIONS


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The trainee learns under the supervision and guidance of a qualified worker

or instructor. On the Job training has the advantage of offering first hand

knowledge and experience under the actual working conditions. While the

trainee learns how to perform the job, he is also a regular worker rendering

the services for which he is paid. The Problem of transfer of skills is also

minimized as the person learns on the job.

On the Job training includes following methods.

1. Job Rotation

2. Coaching

3. Mentoring

4. Apprenticeship

5. Job Instruction (or) Training by Step by step

6. Committee Assignments

1. Job RotationThe kind of training involves the movement of trainee from one

job to another. This helps him to have a general understanding of how

organization functions. The purpose of Job Rotation is to provide trainees

with a larger organizational prospective and a greater understanding of

different functional areas as well as a better sense of their own objectives

and interests. Job Rotation allows trainees to build rapport with a wide range

of individuals in the organization facilitating future cooperation among

departments.

Job rotation may pose several problems, especially when the

trainee rolled over several jobs at frequent intervals. In such case, trainees do


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not usually stay long enough in a single phase of operation to develop a high

degree of expertise.

2. Coaching

Coaching is a kind of daily training and feedback process given

to employees by immediate supervisors. It is a continuous process of

learning by doing. It may be defined as an informal unplanned training and

development activity provided by supervisors and peers. In coaching, the

supervisor explains and answers many questions; he throws light on why,

how, when, what, where, which things are done the way they are; he offers a

model for trainees to copy; conducts lot of decision making meetings with

trainee. The trainer makes the trainee understand to do things exactly as per

the requirement and expectation.

In coaching the trainee is placed under a particular supervisor who functions

as a coach in training the individual. The supervisor provides feedback to the

trainee on his performance and offers him some suggestions for

improvement. Often the trainee shares some of the duties and

responsibilities of the coach and relieves him of his burden.

A limitation of this method of training is that the trainee may

not have the freedom or opportunity to express his own ideas.

3. Mentoring

Mentoring is a relationship in which a senior manager in an

organization assumes the responsibility for grooming a junior person.Technical, interpersonal and political skills are generally conveyed in such

relationship from more experienced person. It can also be said as sharpening

the existing skills.


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The main objective of the mentoring is to help an employee

attain physical maturity and effectiveness and get integrated with the

organization. In a work situation, such mentoring can take place at both

formal and informal levels, depending on prevailing work culture and the

commitment from top management.

Career Functions Career functions are those aspects of the relationship that

enhance the career development

i) Sponsorship: where the mentors actively nominate a junior

person for Promotions or desirable positions.

ii) Exposure and visibility: when mentors offer opportunities

for mentees to interact with senior executives, demonstrate

their abilities and exploit their potential.

iii) Coaching: Mentors helps the men tees to analyze how they

are doing their work and to define or redefine their

aspirations

iv) Protection: Mentors shield the junior person from harmful

situations/seniors

v) Challenging Assignments: Mentors help mentees to

develop necessary competence through challenging job

assignments and appropriate feedback.


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vi) Psychological Functions: Psychological functions are those

aspects that enhance the mentees sense of competence, and

identify effectiveness in a professional role.

vii) Role Playing: Mentors offers mentees a pattern of values

and behaviors to initiate.

viii) Acceptance and confirmation: Mentors offers supports,

guidance and encouragement to mentees so that they can

solve the problems independently and gain confidence in

course of time.

ix) Counseling: Mentors help men tees in working out their

personal problems, learn about what to do, and what not to

do offer and advice what and what doesnt, and do

everything to demonstrate improve performance.

x) Friendship: Mentors offer practical help and support to

men tees so that they can indulge in mutually social

interactions.

xi)

4. Apprenticeship Training

Apprentices are trainees who spend a prescribed amount of time

working with an experience guide, coach or trainer. Assistantships and

internships are similar to apprenticeships because they also demand high


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levels of participation from the trainee. An internship is a kind on one-the-

job training that is usually combines job training with classroom instruction

in trade schools, colleges and universities. Coaching, as explained above, is

similar to apprenticeship because the coach attempts to provide a model for

trainee to copy. One important disadvantage of apprenticeship method is the

uniform period of training offered to trainees.

5. Job Instruction Training

This method is also known as training through step by step. Under this

method, trainer explains the trainee the way of doing jobs, job knowledge

and skills and allows him to do the job. The trainer appraised the

performance of the trainee, provides feedback information and corrects the

trainee.

The JIT training method is a four-step instruction process

involving preparation, presentation, performance tryout and follow-up. It is

primarily used to teach workers how to do their current jobs. A trainer,

supervisor or co-workers acts as a coach. The four steps of the JIT include

the following.

1. The trainee receives an overview of the job, its purpose

and its desired outcomes, with a clear focus on the

relevance of training.

2. The trainer demonstrates the job in order to give the employee a

model to copy. The trainer shows a right way to handle the job.

3. Next the trainee is permitted to copy the trainers work

4. Finally, the employee does the job independently without supervision.


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6. Committee Assignments

In this method, trainees are asked to solve an actual

organizational problem. The trainees have to work together and offer

solution to problem. Assigning talented employees to important committees

can give these employees a broadening experience and help them

understanding the personalities, issues and processes governing

organization.

ii) OFF - THE JOB TRAINING METHODS

Under this method of training, trainee is separated from the job

situation and his attention is focused upon learning the material related to his

future job performance. Since the trainee is not distracted by job

requirements, he can place his entire concentration on learning the job rather

than spending this time in performing it. There is an opportunity for freedom

expression to the trainees. Off-the Job training methods are as follows:

1. Vestibule training

2. Role Playing

3. Lecture Method

4. Conference or Discussion

5. Programmed Instruction

1. Vestibule Training

In this method, actual work conditions are simulated in a

classroom. Material, files and equipment those are used in actual job


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performance are also used in training. This type of training is commonly

used for training personnel for clerical and semi-skilled jobs. The duration of

this training ranges from a few days to a few weeks. Theory can be related to

practice in this method.

2. ROLE PLAYING

It is defined as method of human interactions that involves

realistic behavior in imaginary situations. This method of training involves

action, doing and practice. The participant plays the role of certain

characters, such as the production manager, quality control inspector,

foreman and the like. This method mostly used for developing interpersonal

interactions and relations.

3. Lecture Method

The lecture method is traditional and direct method of

instruction. The instructor organizes the material and gives it to the group of

trainees in the form of talk. To be effective, the lecture must motivate and

create interest among the trainees. An advantage of this method is that it is

direct and can also be used for a large group of trainees. The costs and time

involved are reduced. The major limitation of the lecture method is that, it

does not provide for transfer of knowledge / training effectively.

4. Conferences or Discussion

It is a method in training the clerical professional and

supervisory personnel. This method involves a group of people who pose


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ideas, examine and share facts, ideas and data, test assumptions, and draw

conclusions, all of which contributed to the improvement of job

performance. Discussion has the distinct advantage over the lecture method

in that the discussion involves two-way communication and hence feedback

is provided. The participants feel free to speak small groups. The success of

this method depends upon the leadership qualities of the person who leads

the group. It also depends on the communication skills / levels of the

employees and the sense of participation.

5. Programmed instruction

In the recent years this method has became popular. This

subject matter to be learnt is presented in series carefully sequential units.

These units are arranged from simple to more complex levels of instruction.

The trainee goes through these units by answering questions or filling the

blanks. This method is time consuming and less effective unless the

feedback is monitored properly.

VI) Training Effectiveness

Training effectiveness can be evaluated on the basis of some

factors postulated in Kirk Patricks hierarchical model of training outcomes.


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Training Program designed and conducted systematically aims at positive

trainee reactions, learning, behavior change and improvement in job-related

outcomes. However, the attitudes, interests, values, expectations and

commitment of the trainees can enhance training effectiveness. These factors

influence trainability. Trainability is the degree to which trainees are able to

learn and apply the skill and knowledge acquired in the training program to

the job. Trainability is described as a function of trainees ability, motivation

and environmental favor ability.

Trainability = f {Ability, motivation, Environmental favorability}

Figure 2: Kirk Patricks Hierarchical Model of Training Operations

Trainees who react positively to the needs of the assessment procedure are

more likely to be satisfied with the training program content. Trainees'

Improvement in tangible individual/

organizational outcomes such as turnover,

accidents or roductivit

Behavioral Change (Behavior)

Knowledge or skill acquisition (Learning)

Trainees Reaction to the programmeContent and training process (Reaction)


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involvement in their jobs and career are important factors towards learning

and behavior change. Individuals who have a career willing to apply

training content to their work because of an awareness relationship between

performance /behavior improvement and career mobility. The effectiveness

of the training program therefore depends on motivational strategy of the

organization in addition to other factors like content and trainer.

VII) Evaluation of Training Program

The specification forms a basis evaluation. The basis of

evaluation and the mode of collection of information necessary for

evaluation should be determined at the planning stage. This process of

training evaluation has been defined as any attempt to obtain information

on the needs of the training performance and to assess the value of training

in the light of that information.

Evaluation leads to controlling and correcting the training

program. Hamblin suggested five levels at which evaluation of training can

take place viz., reactions, learning, job behavior, organization and ultimate

value.

Reactions:

Training program is evaluated on the basis of trainees reaction

to the usefulness of coverage of the matter, depth of the course content,

method of presentation, teaching methods etc.


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Learning:

Training program, trainers ability and trainees ability are

evaluated on the basis of quantity of content learned and time in which it is

learned and learners ability to use or apply, the content learned.

Job Behavior:

This evaluation includes the manner and extent to which the

trainee has applied his learning to his job.

Organization:

This evaluation measures the use of training, learning and

change in the job behavior of the department/organization in the form of

increased productivity, quality, morale and the like.

Ultimate Value

It is the measurement of ultimate of the contributions of the

training program to the company goals like survival, growth, profitability

etc., and to the individual goals like development of personality and social

goals like maximizing social benefit.

Essential Ingredients for Successful EvaluationThere are three successful ingredients in a successful evaluation. They

are


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(i) Support throughout the evaluation process. Support items are

human resources, time, finance, equipment and availability of data

sources etc.,

(ii) Existence of open communication channels among top

management, participants and those involved in providing data

etc.,

(iii) Existence of sound management process.

VIII) Various Methods of training evaluations

1. Immediate assessment of trainees reactions to the program.

2. Trainees observation during training program.

3. Knowing trainees expectations before the training program and

collecting their views regarding the attainment of the

expectations after training.

4. Seeking opinion of trainees superior regarding his/her job

performance and behavior before and after training.

5. Evaluation of trainees skill level before and after training

program

6. Measurement of improvement in trainees on the job behavior

7. Examination of testing system before and after some time of the

training program.

8. Measurement of trainees attitudes before and after training

program.

9. Cost benefits analysis of the training program.

10.Seeking opinions of trainees sub-ordinates regarding his/her

job performance and behavior.


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NEED FOR THE STUDY

In the competitive environment of the present millennium, only

a learning organization will survive. Its abilities to learn, create, codify and

utilize knowledge faster than its rivals and quicker than environment

changes will provide tomorrows corporation a competitive edge that is

sustainable forever. Indeed, since the core competence of any organization is

nothing but the individual and collective learning of its entire people,

corporation of coming age around the world.

A learning organization is one that has developed the capacity

to adopt and change. Learning organization will constantly learn. In order to

become learning organization, an organization has to learn new skills,

knowledge and techniques which possible only through providing Training

and Development to all employees of the organization.

A P T D C being a governmental entity has to compete with the private

players. In corporate sector and private sector the right decisions are taken

in a faster way when compared to the government sector. The facilities

provided to the tourist in private sector may be better than the government

sector or vice versa. Hence there is a need to study about how training and

development is imparted to the staff in A P T D C.

Being a regular commuter it was felt that the need can be identified and

contribution can be extended by way of suggesting them better ways of

training and development that suits A P T D C.

OBJECTIVES OF THE STUDY


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1. To study the need for training programs of APTDC for administrative

employees.

2. To know the employees perception towards the training and

development program.

3. To identify the mode of selection of training program and the types of

training programs offered.

4. To study the adequacy of training program with emphasis on duration

and accessibility.

5. To suggest better training and development programs and give

suggestions to improve the existing programs.

SCOPE OF THE STUDY

The present study titled Training and Development in APTDC

covers only in the APTDC corporate office at Himayathnagar, Hyderabad.

The scope is limited to this corporate office only. It need not be generalized

to the other offices of the same organization in other places.


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RESEARCH METHODOLOGY

RESEARCH DESIGN

The study employed is the exploratory type of research design

as it was felt that it is best-suited design as it is characterized by great

amount of flexibility and ad hoc versatility.

SAMPLE DESIGN

Sampling technique adopted:

Random sampling technique was adopted to choose the

respondents for the sample. This technique was used keeping in view the

scope of the study, which tries to cover different cadres of employees.

Size of sample:

The size of the sample was restricted to 25 drawn from all

cadres. The study being exploratory in nature it was felt that a sample would

be representative of the population.

LIMITATIONS

The study being exploratory in nature the sample may not be

unbiased.

Accuracy of information given by the employees cant beguaranteed.

Some of the facts are not disclosed in the report due to restrictions

and formalities of organization.

The findings and suggestions might not be generalized.


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The time factor to go deep into the issue was limited.

This study was meant for educational purpose only.

REVIEW OF LITERATURE

Tourism is a service-based industry comprising a number of

tangible and intangible components. The tangible elements include transport, foods and

beverages, tours, souvenirs and accommodation, while the intangible elements involve

education, culture, and adventure or simply escape and relaxation.

Tourism Comprises the activities of persons traveling to and staying

in places outside their usual environment for not more than one consecutive year for

leisure, business and other purposes not related to the exercise of an activity remunerated

from within the place visited.

People with money can refer tourism as an Industry promoting

sightseeing. "Tourism is often regarded by the host community as an economic necessity

but a social evil."

Tourism can be defined as the act of travel for the purpose of

recreation, and the provision of services for this act. A tourist is someone who travels at

least eighty kilometers (fifty miles) from home for the purpose of recreation, as defined

by the World Tourism Organization (a United Nations body).

Tourism is a fun industry, one that initially appears to be very simple

and straightforward. But look a little deeper we can quickly realize its made up of a

myriad of different sectors, sub-sectors and organizations, often proud bearers of

mysterious acronyms. And to make it even harder, they seem to change daily here have

been many attempts to define Tourism.


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It is easy to refer to tourists as if they were an anonymous mass of

people, but of course there are many different types of tourist, each with different needs

and motivations.

ECONOMIC IMPACTS OF TOURISM

The tourism industry generates substantial economic benefits to both host

countries and tourists' home countries. Especially in developing countries, one of the

primary motivations for a region to promote itself as a tourism destination is the expected

economic improvement.

As with other impacts, this massive economic development brings along

both positive and negative consequences.

HOW TOURISM CAN CONTRIBUTE TO ECONOMICCONSERVATION

The main positive economic impacts of tourism relate to foreign

exchange earnings, contributions to government revenues, and generation of employment

and business opportunities.

Foreign exchange earnings

Tourism expenditures and the export and import of related goods and

services generate income to the host economy and can stimulate the investment necessary

to finance growth in other economic sectors. Some countries seek to accelerate this

growth by requiring visitors to bring in a certain amount of foreign currency for each day


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of their stay and do not allow them to take it out of the country again at the end of the

trip.

Contribution to government revenues

Government revenues from the tourism sector can be categorized as direct

and indirect contributions. Direct contributions are generated by taxes on incomes from

tourism employment and tourism businesses, and by direct levies on tourists such as

departure taxes. Indirect contributions are those originated from taxes and duties levied

on goods and services supplied to tourists.

The World Travel and Tourism Council estimates that travel and tourism's

direct, indirect, and personal tax contribution worldwide was over US$ 800 billion in

1998 - a figure it expects to double by 2010.

Employment generation

The rapid expansion of international tourism has led to significant

employment creation. For example, the hotel accommodation sector alone provided

around 20 million jobs worldwide in 2006. Tourism can generate jobs directly through

hotels, restaurants, nightclubs, taxis, and souvenir sales, and indirectly through the supply

of goods and services needed by tourism-related businesses. According to the WTO,

tourism supports some 7% of the world's workers.

Stimulation of infrastructure investment

Tourism can induce the local government to make infrastructure

improvements such as better water and sewage systems, roads, electricity, telephone and

public transport networks, all of which can improve the quality of life for residents as

well as facilitate tourism.
http://www.world-tourism.org/http://www.world-tourism.org/


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Contribution to local economies

Tourism can be a significant, even essential, part of the local economy. Asthe environment is a basic component of the tourism industry's assets, tourism revenues

are often used to measure the economic value of protected areas

There are other local revenues that are not easily quantified, as not all

tourist expenditures are formally registered in the macro-economic statistics. Money is

earned from tourism through informal employment such as street vendors, informal

guides, rickshaw drivers, etc. The positive side of informal or unreported employment is

that the money is returned to the local economy, and has a great multiplier effect as it is

spent over and over again. The World Travel and Tourism Council estimate that tourism

generates an indirect contribution equal to 100% of direct tourism expenditures.

NEGATIVE ECONOMIC IMPACTS OF TOURISM

There are many hidden costs to tourism, which can have

unfavorable economic effects on the host community. Often rich countries are better able

to profit from tourism than poor ones. Whereas the least developed countries have the

most urgent need for income, employment and general rise of the standard of living by

means of tourism, they are least able to realize these benefits. Among the reasons for this

are large-scale transfer of tourism revenues out of the host country and exclusion of local

businesses and products.

Leakage

The direct income for an area is the amount of tourist expenditure that

remains locally after taxes, profits, and wages are paid outside the area and after imports

are purchased; these subtracted amounts are called leakage. In most all-inclusive package


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tours, about 80% of travelers' expenditures go to the airlines, hotels and other

international companies (who often have their headquarters in the travelers' home

countries), and not to local businesses or workers. In addition, significant amounts of

income actually retained at destination level can leave again through leakage.

Import leakage:

This commonly occurs when tourists demand standards of equipment, food,

and other products that the host country cannot supply. Especially in less-developed

countries, food and drinks must often be imported, since local products are not up to the

hotel's (i.e. tourist's) standards or the country simply doesn't have a supplying industry.

Much of the income from tourism expenditures leaves the country again to pay for these

imports.

The average import-related leakage for most developing countries

today is between 40% and 50% of gross tourism earnings for small economies and

between 10% and 20% for most advanced and diversified economies, according to

UNCTAD.

Export leakage:

Multinational corporations and large foreign businesses have a

substantial share in the import leakage. Often, especially in poor developing destinations,

they are the only ones that possess the necessary capital to invest in the construction oftourism infrastructure and facilities. As a consequence of this, an export leakage arises

when overseas investors who finance the resorts and hotels take their profits back to their

country of origin

Enclave tourism


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Local businesses often see their chances to earn income from tourists

severely reduced by the creation of "all-inclusive" vacation packages. When tourists

remain for their entire stay at the same cruise ship or resort, which provides everything

they need and where they will make all their expenditures, not much opportunity is left

for local people to profit from tourism.

Infrastructure cost

Tourism development can cost the local government and local taxpayers a

great deal of money. Developers may want the government to improve the airport, roads

and other infrastructure, and possibly to provide tax breaks and other financial

advantages, which are costly activities for the government. Public resources spent on

subsidized infrastructure or tax breaks may reduce government investment in other

critical areas such as education and health.

Increase in prices

Increasing demand for basic services and goods from tourists will often

cause price hikes that negatively affect local residents whose income does not increase

proportionately.

Tourism development and the related rise in real estate demand may

dramatically increase building costs and land values. Not only does this make it more

difficult for local people, especially in developing countries, to meet their basic daily

needs, it can also result in a dominance by outsiders in land markets and in-migration thaterodes economic opportunities for the locals, eventually disemboweling residents.

Economic dependence of the local community on tourism


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Diversification in an economy is a sign of health, however if a country or

region becomes dependent for its economic survival upon one industry, it can put major

stress upon this industry as well as the people involved to perform well. Many countries,

especially developing countries with little ability to explore other resources, have

embraced tourism as a way to boost the economy.

Seasonal character of jobs

The seasonal character of the tourism industry creates economic problems

for destinations that are heavily dependent on it. Problems that seasonal workers face

include job (and therefore income) insecurity, usually with no guarantee of employment

from one season to the next, difficulties in getting training, employment-related medical

benefits, and recognition of their experience, and unsatisfactory housing and working

conditions.

TOURISM DEVELOPMENT IN INDIA

Tourism development in India has passed through many phases. AtGovernment level the development of tourist facilities was taken up in a planned manner

in 1956 coinciding with the Second Five Year Plan. The approach has evolved from

isolated planning of single unit facilities in the Second and Third Five Year Plans. The

Sixth Plan marked the beginning of a new era when tourism began to be considered a

major instrument for social integration and economic development. But it was only after

the 80s that tourism activity gained momentum. The Government took several

significant steps. A National Policy on tourism was announced in 1982. Later in 1988,

the National Committee on Tourism formulated a comprehensive plan for achieving a

sustainable growth in tourism. In 1992, a National Action Plan was prepared and in 1996

the National Strategy for Promotion of Tourism was drafted. In 1997, a draft new tourism

policy in tune with the economic policies of the Government and the trends in tourism

development was published for public debate. The draft policy is now under revision.


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The proposed policy recognizes the roles of Central and State governments, public sector

undertakings and the private sector in the development of tourism.

The need for involvement of Panchayati Raj institutions, local bodies, non-governmental

organizations and the local youth in the creation of tourism facilities has also been

recognized.

The other major development that took place was the setting up of the

India Tourism Development Corporation in 1966 to promote India as a tourist destination

and the Tourism Finance Corporation in 1989 to finance tourism projects. Altogether, 21

Government-run Hotel Management and Catering Technology Institutes and 14 Food

Craft Institutes were also established for imparting specialized training in hotel

management and catering.

Tourist Attractions

India is a country known for its lavish treatment to all visitors, no matter

where they come from. Its visitor-friendly traditions, varied life styles and cultural

heritage and colorful fairs and festivals held abiding attractions for the tourists. The other

attractions include beautiful beaches, forests and wild life and landscapes for eco-tourism, snow, river and mountain peaks for adventure tourism, technological parks and

science museums for science tourism; centre of pilgrimage for spiritual tourism; heritage

trains and hotels for heritage tourism. Yoga, ayurveda and natural health resorts also

attract tourists.

The Indian handicrafts particularly, jewelry, carpets, leather goods, ivory

and brass work are the main shopping items of foreign tourists. The estimates available

through surveys indicate that nearly forty per cent of the tourist expenditure on shopping

is spent on such items.

Growth


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Domestic tourism is as old as the Indian society. According to available

statistics, domestic tourism has grown substantially during the last one decade. It

increased to 350 million in 2006 from just 168 million in 1998, thus registering a

compound annual growth of 40 per cent.

The growth of inbound tourism since Independence has been quite

impressive. It was just around 17 thousand in 1951. From this level it rose to 22.36

million in 2006. Tourism receipts on the other hand have grown at a phenomenal rate.

Economic Impact

Tourism has emerged as an instrument of employment generation, poverty

alleviation and sustainable human development. During 2005-06, employment generation

through tourism was estimated at 34.79 million.

Foreign exchange earnings from the tourism sector during 2005-06 were

estimated at Rs.12, 011 crore. Tourism has thus become the second largest net foreign

exchange earner for the country. Tourism also contributed Rs.24, 241 crore

during 2005-06 towards the countrys Gross Domestic Product (GDP).

Thrust Areas

In order to speed up the development of tourism in the country several

thrust areas have been identified for accomplishment during the tenth Five Year Plan

(2002-2007). The important ones are development of infrastructure, products, trekking,

winter sports, wildlife and beach resorts and streamlining of facilitation procedures at

airports, human resource development and facilitating private sector participation in the

growth of infrastructure.

Organization


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The organizations involved in the development of tourism in India are the

Ministry of Tourism with its 21 field offices within the country and 18 abroad, Indian

Institute of Tourism and Travel Management, National Council for Hotel Management

and Catering Technology, India Tourism Development Corporation, Indian Institute of

Skiing and Mountaineering and the National Institute of Water Sports.

Boosting Tourism

Some of the recent initiatives taken by the Government to boost tourism

include grant of export house status to the tourism sector and incentives for promoting

private investment in the form of Income Tax exemptions, interest subsidy and reduced

import duty. The hotel and tourism-related industry has been declared a high priorityindustry for foreign investment which entails automatic approval of direct investment up

to 51 percent of foreign equity and allowing 100 percent non-resident Indian investment

and simplifying rules regarding the grant of approval to travel agents, tour operatiors and

tourist transport operators.

Celebrations

During the Golden Jubilee celebrations of India as a Republic, the

Ministry of Tourism made special efforts to publicize the tourism potential of India. The

first-ever Indian Tourism Day was celebrated on January 25, 1998. Bauddha Mahotsav

was organized from 24th October to 8th November 1998. The Year 1999 was celebrated

as Explore India Millennium Year by presenting a spectacular tableau on the cultural

heritage of India at the Republic Day Parade and organizing India Tourism Expo in New

Delhi and Khajuraho. The Wong La Millennium was held from April 1999 to January

2001. A special calendar of events has been formulated for highlighting contributions to

Millennium events by various places in all the States. An official website of the Ministry

of Tourism has also been created for facilitating dissemination of information on tourism.

Constraints


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The major constraint in the expansion of international tourist traffic to

India is non-availability of adequate infrastructure including adequate air seat capacity,

accessibility to tourist destinations, accommodation and trained manpower in sufficient

number.

Poor visitor experience, particularly, due to inadequate infrastructure

facilities, poor hygienic conditions and incidents of touting and harassment of tourists in

some places are factors that contribute to poor visitor experience. Tos sum up; Indian

tourism has vast potential for generating employment and earning large sums of foreign

exchange besides giving a fillip to the countrys overall economic and social

development.

Much has been achieved by way of increasing air seat capacity, increasing trains and

railway connectivity to important tourist destinations, four-laning of roads connecting

important tourist centers and increasing availability of accommodation by adding heritage

hotels to the hotel industry and encouraging paying guest accommodation. But much

more remains to be done. Since tourism is a multi-dimensional activity, and basically a

service industry, it would be necessary that all wings of the Central and State

governments, private

sector and voluntary organizations become active partners in the endeavor to attain

sustainable growth in tourism if India is to become a world player in the tourist industry.

Steps of Training to achieve maximum percent of utilization in deploying company

resources.


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The State Tourism Policy & its impact on the

tourism Corporation

Tourism being identified as an engine of economic growth, harnessing the

direct and multiplier effects for employment generation and economic development in an

environmentally sustainable manner.


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Highlighting the opportunities the State has to offer to bring out the vast

untapped potential in heritage, pilgrim, beach, and convention tourism.

Turning in to the concept of 'global village' against the background of

world inter - relatedness & advanced communication to accord tourists to Andhra

Pradesh the ideal, memorable, pleasurable & economically - friendly travel experience.

Financial PerformanceKeeping in tune with the growth, several systems have been introduced in

regard to accounting & finance.

A computerized accounting system was introduced in 1999. There is a

daily collection at large number of points such as accommodation units, catering, water

fleet, and CROs; Authorized agents, etc. Hence greater control on finances becomes

essential.

A full - proof coordination & feedback mechanism between the head office & the

various units has been established. Internal audit system has been strengthened.

Audit & Accounts

The Audit of Accounts has been completed up to 31.03.2005 & the audit

of Accounts is in progress for the year 2005-2006.


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Revenue Particulars for the year 2001 to 2006-07 ( LAKH ) INR

PARTICULARS 2001-02 2002-0320003-04 2004-05 2005 06 2006 - 07

1. Transport 82.00 426.00 729.00 1700.21 2674.43 3245.06

2. Hotels 230.00 361.00 420.00 704.23 1020.74 1772.52

3. Water Fleet 98.00 172.00 245.00 275.54 332.44 481.70

4. Sound & Light

Shows30.00 31.00 36.00 99.21 47.75 86.78

5. Eco-Tourism -- -- 36.00 -- -- 144.89

6. Other Income 177.00 68.00 245.00 296.48 537.57 400.78

Total 617.00 1058.00 1711.00 3075.67 4612.93 6131.73

Revenue Projections ( LAKH ) INR

Operation/Unit 2005-06 2006-07 2007-08 2008-09

1. Income 7871.40 9496.00 11396.0013676.00

2. Other Income 900.00 1000.00 1200.00 1300.00

Total 8771.40 10496.0012496.0019476.00

Table 3.1: Audits and Accounts of APTD

Awards & RecognitionsThe Ministry of Tourism, Government of India has awarded Andhra

Pradesh Tourism & Culture Department in the following categories.

For the year 2006:

Best Implementation of Tourism Projects.

For the year 2005:

Best City Hyderabad


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Best Maintained Tourism Friendly Monument - Qutub Shahi Tombs

For the year 2004:

Best Tourism Performing State

Best City - Hyderabad

Best effective use of IT in Tourism & Best Tourism Website

Best Tourism Poster

Best Unique Tourism Project - Belum Caves

Best Maintained Tourism Friendly Monument Golconda.

THE CORPORATION'S ACTIVITIES

Accommodation, Catering, Conducted Tours, Package Tours, Leisure Cruises & Pleasure Boating,

Water Sports, Sound & Light Shows, Eco-Tourism, Adventure Tourism, Tourism Infrastructure

Development, New ProjectsImplementation

The Corporation chalked out an action plan covering all these vital

functions. The organizational structure of the corporation has also been recast keeping in

mind the growth & result oriented development activity in all these spheres.
http://www.tourisminap.com/accommodation.htmhttp://www.tourisminap.com/restaurantbars.htmhttp://www.tourisminap.com/conductedtours.htmhttp://www.tourisminap.com/packagetours.htmhttp://www.tourisminap.com/cruisingpleasureboating.htmhttp://www.tourisminap.com/cruisingpleasureboating.htmhttp://www.tourisminap.com/parasailing.htmhttp://www.tourisminap.com/parasailing.htmhttp://www.tourisminap.com/soundlightshows.htmhttp://www.tourisminap.com/ecotourism.htmhttp://www.tourisminap.com/ecotourism.htmhttp://www.tourisminap.com/advanturetourism.htmhttp://www.tourisminap.com/newprojects.htmhttp://www.tourisminap.com/newprojects.htmhttp://www.tourisminap.com/accommodation.htmhttp://www.tourisminap.com/restaurantbars.htmhttp://www.tourisminap.com/conductedtours.htmhttp://www.tourisminap.com/packagetours.htmhttp://www.tourisminap.com/cruisingpleasureboating.htmhttp://www.tourisminap.com/parasailing.htmhttp://www.tourisminap.com/soundlightshows.htmhttp://www.tourisminap.com/ecotourism.htmhttp://www.tourisminap.com/advanturetourism.htmhttp://www.tourisminap.com/newprojects.htm


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Tourism Policy

The Travel and Tourism industry is well on its way to becoming one of the

most powerful growth engines in the coming millennium and is anticipated to generate

nearly 338 million jobs by the year 2006 with an annual growth rate of 4.8%.

Acknowledging the vast potential and spin-off tourism has on other

industries, the Government of Andhra Pradesh is focusing on tourism for generating

greater employment and achieving higher economic growth.

APTDC has a vision of making Andhra Pradesh the destination state of

India, given its attractive diversity, natural endowments and friendly population. Andhra

Pradesh has a rich tourist potential, which is yet to be exploited. "Bring the world to

Andhra Pradesh, take Andhra Pradesh to the world", is our guiding spirit.

Andhra Pradesh has great potential for tourism with its temple towns,

beach resorts, monuments and other tourist attractions. Hyderabad and Visakhapatnam

airports are proposed to be expanded to receive international flights. Hyderabad has been

identified as one of the 5 locations in the country for the establishment of a full-fledged

international airport. Direct flights to Singapore have recently commenced from

Hyderabad in addition to other destinations.

Hyderabad is being developed as a major transit hub between Europe and the Far East.

"Andhra Pradesh Unlimited", is the strategy of this policy. APTDC had

recognized the advantage of offering the collective attractiveness of other places in the


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region with places in Andhra Pradesh. APTDC planned to decentralize tourism

development to districts and local bodies. This policy will also encourage private sector

in the tourism industry and provide a framework for private-public partnership.

To encourage private investment in tourism and related industry, various

incentives and concessions are being offered. In keeping with our objective and spirit,

taxation has been attempted to be rationalized on the logic of intelligent taxation to

enable private sector to expand tourism. While acknowledging the primacy of the private

sector, the state retains with itself the responsibility of provision of public goods and for

addressing issues related to safety, quality and regulation.

APTDC with the view, the new tourism policy as the product of a shared

vision for the state. A series of consultations within the government and with the industry

culminated in this policy, which stands enriched by the inputs of the industry. It is

necessary that the state moves in a clear direction and consolidates its comparative

advantage and realizes its tourist potential to the fullest. It is in this context that the

tourism policy has to be evaluated.

Step Forward To the Next Millennium

Tourism Policies are products of time, technology and needs of people.

Secular growth trends in tourism witnessed all over are a result of social factors that

boost demand for tourism and development in technology. Demand for tourism is

propelled mainly by growth. Growing wealth and the rise of a middle class creates that

demand. Technology, in turn, makes travel better, easier and hassle-free. Service

technology makes leisure an activity, which delivers memorable experiences.

Tourism provides opportunity for economic growth, employment

generation and poverty alleviation. Tourism holds the key for creation of rural wealth,

opportunity for the hitherto neglected segments of society, artisans and service providers

in the backward areas.


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This sector employs 212 million people worldwide, generates $3.4 trillion

in gross output and contributes $655 billion towards government tax revenues. Travel and

Tourism is the worlds largest industry. By 2006, the industry is expected to grow to $7

trillion. The industry accounts for 10.7% of the global work force and provides 1 in every

9 jobs. Between the years 2001 and 2006, the industry is adding a new job every 2.5

seconds. Andhra Pradesh is gearing itself for these opportunities with this policy.

This policy, while defining the direction of tourism

development and providing a strategic action plan converging on Vision

2020 of the state, also articulates the express desire of the state to use it as a

growth platform and charter a growth path which is sustainable and

responsible. Sustainable because our people, history, culture and life styles

are at the core of this policy.


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ORGANIZATIONAL/COMPANY PROFILE

NAME : Andhra Pradesh Tourism and Developmen

Corporation (APTDC)

NATURE OF THE

ORGANIZATION

: State Government Undertaking

HEAD OFFICE : Himayathnagar, Hyderabad-500029

DATE OF INCEPTION : 18th February, 1976

AUTHORISED CAPITAL

: 2003 04 10 crores.

2004 05 30 crores.

2005 06 46 crores.

HEAD OF THE

ORGANIZATION

: Mr. J. Raymond Peter, IAS

OBJECTIVES :

1. Development of tourism in AP.

2. Providing Facilities to the satisfaction of

tourist

EMPLOYEES :

1. Regular basis 293

2. Contract basis 1219

3. Deputation 60

______

TOTAL EMPLOYEES 1572

Andhra Pradesh Tourism Development Corporation promoted by Andhra Pradesh

Transport Corporation (APSRTC) was incorporated as the latters subsidiary on February

18th, 1976 under the name Travel and Tourism Corporation Pvt. Ltd with main aim


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providing facilities and benefits to the manner employees is really helpful to employees

in building their career in an efficient manner.

ORGANISATION CHART


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Chairman &

Managing Director

Managing Director

ExecutiveDirector(A&P)

Manager(AMC)

JM (adm)

JM (pro)

GM(WF&SL)

GM(F)

GM(S)

SE

GM(TO)

GM(P)

CS/Legal

EOManager(material)

Manager

(Marketing)

JM(PR&E)

JM(IT)

Hotels of VSP,VIJ,TPT

Hotels of Tourism,HYD

Water Fleet,sound&light

Finance,Accounts

TU,CRO'S,MKTG

Civil construction,eco-tourism

Legal &company affirs

Acquisition of Land

Purchases

Marketing

Public Relations

Provide backup support


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DATA ANALYSIS AND INTERPRETATION

Question 1-5

In the given questionnaire the first four queries are about personal

details of the respondents like name, gender, designation, and

department. The fifth query is to know whether the respondents have

undergone the training or not.

The data is collected from 25 respondents out of which 64 per cent of

respondents (16 respondents) have undergone training and theremaining 36 per cent of respondents (9 respondents) did not undergo

training program (figure4).

RespondentsNo. of

RespondentsPercentage

Having the Training Program 16 64

Does not having the Training Program 9 36

Total 25 100

Figure 4

36%

64%

Having the Training Program

Does not having the Training Program


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From the above table we can say that APTDC mostly provides training to their

employees. Here we will come to know that the policies of training to every employees is

made mandatory. Hence the percentage is 64.

Question 6:

The intention of asking this query is to know what is the

method(s) followed by APTDC in order to train their staff members.

The Respondents were responded in the following manner.

Perception No. Of. Respondents Percentage

Classroom Lecture 9 55

Demonstrations 2 13

Job Instruction 2 13

All the above 3 19

Total 16 100

Figure 5

55%

19%

13%

13%

Classroom Lecture Demonstrations

Job Instruction All the above


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From the above table and it is evident that 55 per cent of the respondents (nine

respondents) say that the organization provides classroom lecture method in order to

train the employees. 13 per cent of the respondents (two respondents) have replied that

they were trained through Demonstrations. 13 Per cent of the respondents (two

respondents) replied that they were trained by using the Job Instruction method and the

remaining 19 per cent respondents (three respondents) replied that they have undergone

the training by using all the above three methods.

By this we can conclude that APTDC mostly provides Classroom

Lecture method to train their employees. As it is Off-The-Job training method, trainee is

separated from the job situation and his attention is focused upon learning the material

related to his future job performance. Organization believes that the lecture motivates and

creates interest among the trainees.

Question 7

The basic purpose of this question is to get feedback from the

respondents of their feeling about the training program. The respondents

responded in the following manner.


Excellent 2 13

Very Good - -

Good 13 81

Poor 1 6

TOTAL 16 100


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Figure 6

6% 13%

81%

Excellent Good Poor

From the above table and figure 6 it is evident that 81 per cent of the respondents(13 respondents) felt that the training provided to them is Good, 13

per cent (two respondents) of the respondent felt that the training provided to them is

Excellent and the remaining 6 per cent (one respondent) of the respondents felt that the

training provided to them is poor.

From the above data we can conclude that the training provided by the

APTDC is very much helpful to their employees in performing their job and training

program is performed in effective and efficient manner that motivate employees.

Question 8

The purpose of this query is found whether any feedback was taken after the

training program. The respondents have responded in the following manner.


Yes 13 50

No 13 50TOTAL 16 100


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Figure 7

50% 50%

Yes No

From the above table and figure 7 it is evident that 50 per cent of

the respondents (13 respondents) replied that feed back mechanism was implemented to

know the effectiveness of the program. The remaining 50 per cent of the respondents (13

respondents) replied that there was no feed back mechanism was implemented to know

the effectiveness of the program

From the above data we can conclude that feedback mechanism was not

implemented in the effective manner to the effectiveness of the training program.

Question 9

The intention of asking this query was to know who is mainly involved

and responsible for the training program conducted. The respondents were

responded in the following manner.


H.R 4 25


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G.M 4 25

External Trainer 8 50

All the above - -

Total 16 100

Figure 8

50%25%

25%

H.R G.M External Trainer

From the above table and figure 8 it is evident that 50 per cent of the respondents

(eight respondents) replied that External Trainer was involved in the training program,

25 per cent of the respondents (four respondents) replied that General Manger was

involved in the training program and the remaining 25 per cent of respondents (four

respondents) replied that H.R executive was involved in the training program.

From the above data we can conclude that mostly APTDC conducts training

program by using the External Trainer who can transform the organizations in to a

learning organization.

Question 10

The purpose of this question was to identify the needs for a training

program for the employees and what should be the criteria for training program.

The respondents have responded in the following manner.


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PerceptionNo. Of.


Discussion between you and your

employee3 19

Performance of the employees 5 31New Employees 1 6

On Performance Appraisal basis 3 19

All the above 4 25

Total 16 100

Figure 9

6%

31%

19%25%

19%

Discussion

between you and

your employeePerformance of

the employees

New Employees

On Performance

Appraisal basis

all the above

It is evident from the above table and figure 9 it is evident that 19 per cent of the

respondents (three respondents) replied that Discussion between you and your

employee is the need for training, 31 per cent of the respondents

(five respondents) felt that Performance of the employee should be taken as criteria for

training. 6 per cent of the respondents (one respondent) felt that New employees should

be taken as the criteria for training and the remaining 25 per cent of the employees (four

respondents) felt that all the perceptions should be taken into considerations for the

training program.

From the above data we can conclude that Performance of the

employees should be taken as the criteria for the training program.


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Question 11

The basic purpose of this question is to know whether the

organization maintains any training councils or committees to assess the training

needs.


Yes 2 13

No 14 87

TOTAL 16 100

Figure 10

13%

87%

Yes

No

From the above table and figure 10 it is evident that 87 per cent of the respondents (14

respondents) replied that there were no committees or councils to assess the training

needs for the employees and the remaining 13 per cent respondents (two respondents)

replied that there were councils or committees to assess the training needs.

From the above we can conclude that there were committees or

councils were maintained by APTDC to assess the training needs.

Question 12


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The intention of this query is to take the opinion of the employees to

whether training really motivates the employees in achieving the targets. The

respondents have responded in the following manner.

Perception

No. Of.

Respondents Percentage

Maximum Extent 3 19

Good Extent 9 56

Minimum Extent 3 19

Zero Extent 1 6

TOTAL 16 100

From the above

table and the figure

11 it is evident that

56 per cent of the

respondents (nine

respondents) felt

that training

program would help them in achieving their targets up to Good Extent, 19 per cent of

the respondents (three respondents) felt that training program would help them in

achieving their targets to a Maximum Extent, 19 per cent of the respondents (three

respondents) felt that training program would help them in achieving their targets to a

Minimum Extent and the remaining one percent of the respondents (one respondent)

felt that training program would not help them in achieving their targets.From the above we can conclude that training program is effective in achieving the

targets up to a Good Extent.

Question 13

Figure 11

19%

6%

19%

56%

Maximum Extent

Good Extent

Minimum Extent

Zero Extent


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The intention of asking this question is whether any extra

remuneration/allowance is paid to employees during the training period. The

respondents have given their answers like this:


Yes 10 62

No 6 38

TOTAL 16 100

Figure 12

38%

62%

Yes

No

From the above table and figure 12 it is evident that 62 per cent of the respondents

(10 respondents) replied that they have been paid during the training period and the

remaining 38 per cent of the respondents (six respondents) replied that they have not been

paid anything extra by the organization during the training program. From the above table

we can conclude that mostly the organization pays salary to the employees during the

training period.


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Question 14

The intention of this query is to take the opinion of the employees to

whether training really helpful in building their career plan in the organization. The

responded were responded in the following manner.

Perception No. Of. Respondents PercentageYes 14 87

No 2 13

TOTAL 16 100

Figure 13 13%

87%

Yes No

From the above table and the figure 13 it is evident that 87 per cent

of the respondents (14 respondents) felt that the training program really helped them in

building good career, the remaining 13 per cent of the respondents (two respondents) do

not felt that training program really helped in building their career. From the above we

can conclude that training provided by APTDC to their employees is really helpful to

employees in building their career in an efficient manner.

Question 15


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The basic purpose of this question is what an employee feels how

training program really helpful to the organization. The respondents

have responded in the following manner.

Perception No. Of.


To minimize the wastage 2 13

To mould the employee according to the

requirement5 31

For smooth running of the organization 6 17

All the above 3 19

TOTAL 16 100

Figure 1413%

19%

37%

31%

To minimize wastage

To module the employee according to the requirement

For smooth running of the organization

all the above

From the above table and figure 14 it is evident that the 31 per cent of the respondents

(five respondents) felt that training program would help the organization in molding the

employee according to the requirement, 17 per cent of the respondents (six respondents)


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felt that training program would help the organization in smooth running of the

organization. 13 per cent of the respondents (three respondents) felt that training would

reduce the wastage in organization and the remaining 19 per cent of the respondents

(three respondents) felt that all the perceptions are advantages of the training program.

From the above we can conclude that training program would help the

organization in molding the employee according to the requirement, which would be an

asset to the company.

SUGGESTIONS

APTDC providing training program that is helping the employees achieving

their targets, but the feedback mechanism conducted or implemented by the

organization to know the effectiveness of the training program was not

appropriate. So an efficient feedback mechanism should be implemented after

every training program.

In order to become a learning organization it should maintain councils or

committees to assess the training needs with the change in the working

environment. So APTDC should maintain training councils or committees toassess the training needs.

Both the internal and external faculty should handle the training sessions so

that it provides more comfort and flexibility to the trainees. The external

faculty can impart better knowledge of both the internal and external

environment.

The modern and efficient methods and tools of training should be used to have

a competitive edge in the market.

The frequency of the training programs should be increased.

There should be more and better types of training programs for different

cadres.


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The lower cadre employees who will have direct contact with the customers

should be trained in a professional way.

BIBLIOGRAPHY

Texts and References:

P. Subba Rao and V.S.P.Rao, "Personnel/Human Resource Management", Pgs: 156-

158,175,192, TMH.

K-Ashwathappa," Human Resource and Personnel Management", Pgs: 120-124, 130,132,

PHI.

P.C.Tripathi, "Personnel Management and Industrial Relations", Pgs: 90- 92,100,115,

Himalaya Publishing House. '

Previous project reports

Journals:


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HRM Review", Pgs: 25-28, 35, 38,

Business Line", Pgs: 10-15, 20, 23,

Websites:

1. www.aptdc.in

2. www.indiabusiness.nic.in

3. www.google.co.in

4. www.aptourism.com

Questionnaire

A Study of Training and Development of employees in APTDC

Dear Respondent,

I am conducting a Survey on Training and Development of the

employees in APTDC as a part of my academic project for MBA. Please cooperate with

me by giving relevant information in the Questionnaire.

1. NAME : 2. GENDER :

3. DESIGNATION : 4. DEPARTMENT :

5. Does your Organization provide training for employees?

a) YES b) NO
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6. What is the type of training you have undergone?

a) Class room Lecture ( ) e) Training through step by step ( )

b) Demonstrations ( ) f) Vestibule Training ( )

c) Job Rotation ( ) g) Videos and Films ( )

d) Job Instruction ( )

7. How do you feel about the training programs designed in the Organization?

a) Excellent b) Very Good

c) Good d) Poor

8. Do you have any feedback sessions in Training period?

a) YES b) NO

9. Who in your organization is mainly involved in Training function?

a) H.R b) G.M

c) External Trainer d) All the above

10. How are training needs identified?

a) Discussion between you and your employee.

b) Performance of the Employees.

c) New Employees.

d) On Performance appraisal basis.

di)

11. Are there any training councils or committees in your organization?

a) YES b) NO

12. To what extent do you feel that Training program motivates you in achieving your

targets?

a) Maximum Extent b) Good Extent

c) Minimum Extent d) Zero Extent

13. Are you paid any extra remuneration / allowance during training period?

a) YES b) NO

14. Does the training program help you in building a good career?

a) YES b) NO

15. What do you think is the benefit for the Organization by conducting training

program?


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a) To minimize the wastage

b) To mould the employee according to the requirement

c) For smooth running of operations / activities

d) Others if any

16. Suggestions, if any _________________________________________

____________________________________________________________

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a study on “training and development” at andhra pradesh tourism and development corporation...

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