STUDY ON EFFECTIVENESS ON TRAINING AND

DEVELOPMENT

CHAPTER – 1

INTRODUCTION OF THE STUDY

1.1 Introduction

William James of Harvard University estimated that employees could retain their

jobs by working at a mere 20-30 percent of their potential. His study led him to believe that

if these same employees were properly motivated, they could work at 80-90 percent of their

capabilities. Behavioral science concepts like motivation and enhanced productivity could

well be used in such improvements in employee output. Training could be one of the means

used to achieve such improvements through the effective and efficient use of learning

resources.

1.1.1. Training and Development

Human resources, are the most valuable assets of any organization, with the

machines, materials and even the money, nothing gets done without man-power. The

effective functioning of any organization requires that employees learn to perform their jobs

at a satisfactory level of proficiency. Here is the role of training. Employee training tries to

improve skills or add to the existing level of the knowledge so that the employee is better

equipped to do his present job or to prepare him for higher position with increased

responsibilities. However individual growth is not an end itself. Organization growth needs

to be meshed with the individual’s growth. The concern is for the organization viability, that

it should adapt itself to a changing environment. Employee growth and development has to

be seen in the context of this change. So training can be defined as:

Training is a systematic development of the knowledge, skills and attitudes required by

employees to perform adequately on a given task or job

The need for improved productivity in organization has become universally accepted

and that it depends on efficient and effective training. However, the need for organizations

to embark on staff development programme for employees has become obvious. Absence of

these programme often manifest tripartite problems of incompetence, inefficiency and

ineffectiveness. So training and development aim at developing competences such as

technical, human, conceptual and managerial for the furtherance of individual and

organization growth which makes it a continuous process

1.2. Statement of Research Problem

Training and development play vital role in any given organizations in the modern

day. It is aimed at preparing employees for future or current jobs. The efficiency and

productivity of the firm can be increased considerably with right training methods. This is

the reason why HR department gives Training such a huge importance. So it is essential that

we conduct studies and experiment s to improvise our training methods.

The motive behind this study is to understand the effectiveness of training and

development programs on the employees.

The training cannot be measured directly but the change in attitude and behavior that

occurs as a result of training. By studying and analyzing the response of employees

regarding training, we can make scientific conclusions, which is the core idea of this study.

Problem Statement

The intention of this research is to analyze and evaluate the effectiveness of training and

development process.

1.3. Need for the study

Training is the act of increasing the knowledge and skills of an employee for doing a

particular job. It utilizes a systematic and organized procedure by which employee learns

technical knowledge and skills. Training refers to the teaching and learning activities carried

on for the primary purpose of helping members of an organization.

Training is closely related with education and development but needs to be

differentiated from these terms. It is aimed at improving the behavior and performance of a

person.

Training is a continuous and life long process. Training provides an atmosphere of

sharing synthesizing with the help of the trainers, the information already available on the

subject.

1.4. Significance of the study

The development of any organization depends on its employees. For organizational

productivity training and development assumes great significance. Training aims at

increasing the knowledge and skills of the employee whereas organizational development on

the other hand refers to overall improvement of the organization such as its structure,

objectives, policies and procedures including managers and employees. Organizational

development can be achieved by hiring the services of the professionals consultants.

Training and development programs are often viewed as part of organizational development.

A better knowledge about these things can facilitate the trainer as well as the trainee

in conducting and benefiting from the training. But training being a very complex process

makes it a bit difficult. So the best way to achieve it is by studying and analyzing the

feedback of employees as well as managers.

1.5. Objectives of Study

Primary Objective

To study the effectiveness of training and development programs

Secondary Objectives

To study the methods used in training the employees

To analyze whether the quality of training and satisfaction of respondents related.

To analyze whether the employees are satisfied with their current training methods.

To collect and analyze the views of the participants and superior on the training.

To study the training program on the basis of relevance, implementation and

outcomes.

1.6. Methodology

Research methodology is a way to systematically solve the research problem. It may

be understood as a science of studying how research is done scientifically. In it we study the

various steps that are generally adopted by a researcher in studying his research problem

along with the logic behind them.

Methodology gives us the blueprint of activities to be carried out systematically in

order to complete the study successfully. The methodology of our study has several

steps[listed below] each of them are explained in chapter IV.

Formulating the Research Problem

Extensive Literature Review

Developing the objectives

Preparing the Research Design including Sample Design

Collecting the Data

Analysis of Data

Generalization and Interpretation

Preparation of the Report or Presentation of Results-Formal write ups

of conclusions reached.

CHAPTER – 2

CONCEPT

Introduction

Training is the process of assisting a person for enchanting his efficiency and

effectiveness at work by improving and updating his professional knowledge by developing

skills relevant to his work and cultivating appropriate behavior and attitude towards work and

people.

Training could be designed either for improving present at work or for preparing a person

for assuming higher responsibilities in further which would call for additional knowledge and

superior skills.

Training is different education particularly formal education. While education is

concerned mainly with enhancement of knowledge, training aims essentially at increasing

knowledge , stimulating attitude and imparting skills related to a specific job.

It is a continuous and life long process. Training provides an atmosphere of sharing and

synthesizing, with the help of the trainers, the information already available on the subject.

Training is a time bound activity program. Thus there is a separate specialized discipline of

trainers socializing in the field of human activity.

2.1. Meaning

A business' most important asset is often its people. Training and developing them can be

one of the most important investments a business can make. The right training can ensure that

your business has the right skills to tackle the future. It can also help attract and retain good

quality staff, as well as increasing the job satisfaction of those presently with you - increasing the

chances that they will satisfy your customers.

Thus Training is the act of increasing the knowledge and skills of employee. It is a

universal truth that the human resources available in an organization have to be managed more

efficiently than the material resources comprising of machines and money.

Eloquently putting “Training is a systematic development of the knowledge, skills and

attitudes required by employees to perform adequately on a given task or job”.

2.2. Definition

“Training is the continuous, systematic development among all levels of employees of that

knowledge and those skills and attitudes which contribute to their welfare and that of the

company”.

- M.C Lord and Efferson

“Training may be defined as a process of developing an understanding of some organized body

of facts, rules and methods. This information concerns largely the operative phases of an applied

knowledge”.

- R.C Davis

2.3. Theories of training and development

2.3.1. Kirkpatrick evaluation model

The Kirkpatrick evaluation model or theory was developed in 1959 by University of

Wisconsin professor emeritus Donald Kirkpatrick. It consists of four levels of evaluation:

reaction of participants; learning, or the knowledge and skills gained; behavior, or the ability to

apply the new skills; and results, or the organizational impact. Each level of evaluation builds

upon and adds precision to the previous level.

The reaction:

The reaction level measures how training participants react, including their level of

participation; ease and comfort of experience; and the level of effort required to make the most

of the learning. A reaction evaluation is inexpensive and simple to administer using interaction

with the participants, post-training surveys and online questionnaires. The evaluation can be

done immediately after the training ends. It is important that participants have a positive reaction

to the training sessions because a negative reaction leads to poor learning.

The learning:

Learning evaluations are usually conducted before and after a training program to assess

the impact the program has had on the learning process. Evaluations assess whether participants

have advanced in knowledge, skills and intellectual capacity as a result of the training. Learning

evaluation tools include self-assessment using online questionnaires and tests, and formal

assessment through interviews and observations. Learning evaluation is especially relevant for

technical training because technical skill level changes are usually more quantifiable.

Behavior:

Behavior evaluation assesses the extent to which training participants apply the learning

in their jobs. The evaluation is usually done over a period of time to determine if the participants

use the new skills and knowledge on the job, improve their performance and transfer the

knowledge to their peers. Tools include observations, questionnaires, tests and interviews.

Behavior evaluations take more time and effort than reaction and learning evaluations. It is

important to involve the line managers and immediate supervisors in the process because they

are in the best position to observe and assess participant behavior changes.

Results:

Results evaluation determines the success of a training program in operational and

strategic terms, such as increased sales, reduced expenses, improved quality and reduced cases of

workplace injuries. However, it may not always be possible to correlate improved operational

performance with training. For example, improvements in product quality may be due to better

design tools and more qualified staff, not just a new quality training program. External factors,

such as changes in the economy and the competitive environment, may also influence

operational results.

2.3.2. Theory X and Theory Y

Theory X and Theory Y are theories of human motivation created and developed by

Douglas McGregor at the MIT Sloan School of Management in the 1960s that have been used in

human resource management, organizational behavior, organizational communication and

organizational development. They describe two contrasting models of workforce motivation.

Theory X

In this theory, which has been proven counter-effective in most modern practice,

management assumes employees are inherently lazy and will avoid work if they can and that

they inherently dislike work. As a result of this, management believes that workers need to be

closely supervised and comprehensive systems of controls developed. A hierarchical structure is

needed with narrow span of control at each and every level. According to this theory, employees

will show little ambition without an enticing incentive program and will avoid responsibility

whenever they can. According to Michael J. Papa, if the organizational goals are to be met,

theory X managers rely heavily on threat and coercion to gain their employees' compliance.

Beliefs of this theory lead to mistrust, highly restrictive supervision, and a punitive

atmosphere. The Theory X manager tends to believe that everything must end in blaming

someone. He or she thinks all prospective employees are only out for themselves. Usually these

managers feel the sole purpose of the employee's interest in the job is money. They will blame

the person first in most situations, without questioning whether it may be the system, policy, or

lack of training that deserves the blame. A Theory X manager believes that his or her employees

do not really want to work, that they would rather avoid responsibility and that it is the manager's

job to structure the work and energize the employee. One major flaw of this management style is

it is much more likely to cause diseconomies of scale in large businesses.

Theory Y

In this theory, management assumes employees may be ambitious and self-motivated and

exercise self-control. It is believed that employees enjoy their mental and physical work duties.

According to Papa, to them work is as natural as play. They possess the ability for creative

problem solving, but their talents are underused in most organizations. Given the proper

conditions, theory Y managers believe that employees will learn to seek out and accept

responsibility and to exercise self-control and self-direction in accomplishing objectives to which

they are committed.

A Theory Y manager believes that, given the right conditions, most people will want to

do well at work. They believe that the satisfaction of doing a good job is a strong motivation.

Many people interpret Theory Y as a positive set of beliefs about workers. A close reading of

The Human Side of Enterprise reveals that McGregor simply argues for managers to be open to a

more positive view of workers and the possibilities that this creates. He thinks that Theory Y

managers are more likely than Theory X managers to develop the climate of trust with

employees that is required for human resource development.

It's human resource development that is a crucial aspect of any organization. This would

include managers communicating openly with subordinates, minimizing the difference between

superior-subordinate relationships, creating a comfortable environment in which subordinates

can develop and use their abilities. This climate would include the sharing of decision making so

that subordinates have say in decisions that influence them.

Theory X and Theory Y combined

For McGregor, Theory X and Y are not different ends of the same continuum. Rather

they are two different continua in themselves.

2.3.3. Abraham Maslow's Hierarchy of Needs motivational model

Abraham Maslow developed the Hierarchy of Needs model in 1940-50s USA, and the

Hierarchy of Needs theory remains valid today for understanding human motivation,

management training, and personal development

The Maslow's Hierarchy of Needs five-stage model below (structure and terminology -

not the precise pyramid diagram itself) is clearly and directly attributable to Maslow; later

versions of the theory with added motivational stages are not so clearly attributable to Maslow.

These extended models have instead been inferred by others from Maslow's work.

Specifically Maslow refers to the needs Cognitive, Aesthetic and Transcendence (subsequently

shown as distinct needs levels in some interpretations of his theory) as additional aspects of

motivation, but not as distinct levels in the Hierarchy of Needs.

Where Maslow's Hierarchy of Needs is shown with more than five levels these models

have been extended through interpretation of Maslow's work by other people. These augmented

models and diagrams are shown as the adapted seven and eight-stage Hierarchy of Needs

pyramid diagrams and models below.

There have been very many interpretations of Maslow's Hierarchy of Needs in the form

of pyramid diagrams. The diagrams on this page are my own interpretations and are not offered

as Maslow's original work. Interestingly in Maslow's book Motivation and Personality, which

first introduced the Hierarchy of Needs, there is not a pyramid to be seen.

1. Biological and Physiological needs - air, food, drink, shelter, warmth, sex, sleep, etc.

2. Safety needs - protection from elements, security, order, law, limits, stability, etc.

3. Belongingness and Love needs - work group, family, affection, relationships, etc.

4. Esteem needs - self-esteem, achievement, mastery, independence, status, dominance, prestige,

managerial responsibility, etc.

5. Cognitive needs - knowledge, meaning, etc.

6. Aesthetic needs - appreciation and search for beauty, balance, form, etc.

7. Self-Actualization needs - realizing personal potential, self-fulfillment, seeking personal

growth and peak experiences.

8. Transcendence needs - helping others to achieve self actualization.

2.4. Institutional Training

Every organization needs the services of trained persons for performing the activities in a

systematic way.  It is in this regard to some extent, training for the students of business courses

in various functional areas become mandatory before entering in to the corporate Jobs.

No doubt, the employee training is required in every stage, very frequently. Since, the

fast changing technological development makes the knowledge of employees obsolete.  They

require constant training to cope with the needs of corporate sector.  They require constant

training to cope with the needs of jobs.  After selecting the employees the next task of

management is to give them proper training.  Some employees may have some previous

knowledge of jobs while others may entirely be new.  Both types of workers will need some kind

of training to acquaint themselves with the hobs though it is more necessary for the later category

of employees.

Large organizations may employ a large number of persons every year.  It may not be

possible to recruit already trained persons.  Such enterprises require separate training

departments to prepare training for preparing workers for jobs and also keeping them acquainted

with latest technological advancement.

Training of employees is essential because work force is an invaluable asset to an

organization.  Training is necessary for the following reasons.

«     Increased Productivity

Training improves the performance of employees.  Increase skill and efficiency results in

better quantity and quality of production.  A trained worker will handle machines carefully and

will use the materials in an economical way.

«     Higher Employee Morale

A trained worker derives happiness and job satisfaction from his work.  He feels happily

when his performance is up to the mark.  This also gives him job security and ego satisfaction. 

The employees will properly look after a worker who performs well.  All these factors will

improve employee’s morale.

«     Less Wastages

Untrained worker my waste more materials, damage machines and equipments and may

cause accidents.  A trained worker will know the art of operating the machine properly.  He will

also use the materials and other equipment in a systematic way causing less wastage.   The

control of various wastes will substantially reduce the manufacturing cost.  The amount spend on

training the workers will prove an asset to the organizations.

«     Reduce Turnover And Absenteeism

Labor turnover and absenteeism are mainly due to job dissatisfaction.  When a worker is

properly trained he will take keen interest in his job and can derive satisfaction from it.  A

satisfied person may not like to leave his job and try at a new place.

«     Employee Development

Training also helps in the development of employees. It first helps in locating talent in

them and then developing it to the maximum.  The adaptability of a worker will help him in

working on new and improved jobs.  If a worker learns fast then be able to develop his talent and

improve his performance.

2.5. Needs of Training

To enable the new recruits to understand work:

A person who is taking up his job for the first time must become familiar with it. For example, if

a fresh graduate is appointed as a clerk in a bank, he must first of all gain knowledge of work

assigned to him.

To enable existing employees to update skill and knowledge.

Training is not something needed for the newly recruited staff alone. Even the existing

employees of a concern may require training. Such training enables them to update their skill and

knowledge.

To enable an employee who has been promoted to understand his responsibilities.

Training is essential for an employee who has just been promoted to a higher level job. With an

evaluation in his position in the organization, his responsibilities are also going to multiply.

To enable an employee to become versatile.

Sometimes an employee may have to gain knowledge of several related jobs. It will not be

enough if he is only good in the work he does presently.

2.6. Purpose of training

One of the main purpose of training is to prevent industrial accidents. This is done by

creating safety consciousness among workers.

When the employees are trained it enables them to achieve the required level of

performance which in turns increases the productivity.

Training helps in increasing the knowledge and skills of employee

When the employees are trained it becomes easy for them to adapt themselves according

to the changes made in business.

Training reduces the cost of supervision. Trained employees needs less guidance which

in turns reduces the needs for supervision.

2.7. Importance of Training

Improvement in skill and knowledge:

Such training helps the employees to perform his job much better. This benefits the enterprise as

well.

Higher production and productivity:

If an enterprise has a team of well trained employees there will be rise in production as well as

increase in productivity. Productivity is the input- output ratio

Job satisfaction:

Trained employees will be able to make better use of the making of their skill. This increases

their level of self confidence and commitment to work. Such employees are bound to have higher

job satisfaction.

Better use of resources:

Trained employees will be able to make better use of materials and machines. This reduces the

rate of wastage and spoilage of materials and also breakage of tools and machines

Reduction in accidents:

Trained employees are aware of safety precautions and so they are alert and cautious. This is

bound to bring down the number of accident in the works place.

Reduced supervision:

Well trained employees do not need much supervision. They can do their work without having to

approach their superior often for guidance.

Reduction in complaints:

‘Only bad workers blame their tools’. An employee who has acquired the necessary skill and job

knowledge would certainly love his job.

Adaptability:

Trained workers have the capacity to adapt themselves to any kind of situation. They are odd in

crisis management too. This indeed is beneficial for the organization.

Scope for management by exception:

With trained workers working under them, it becomes easy for the managers to get things done

by delegating authority. This enables the managers to concentrate more on important issues

confronting the organization.

Stability:

“The employees of today are going to be the managers of tomorrow”. The retirement of key

managers may not affect the stability of an organization if it has a team of trained, efficient and

committed employees who are ever ready to take over management.

2.8. Features of training

The features of good training programs are as follows:-

Clear purpose:

The objective of the programme should be clearly specified. The training should be result

oriented.

Training needs:

The training needs of employees should be clearly defined. The methods selected for imparting

training should be appropriate and effective.

Relevance:

The training programme and its contents must be relevant to the requirements of the job for

which it is intended.

Balance between theory and practice:

A good training programme should provide a balanced mix of theory and practice the theoretical

framework should be backed by practical application to provide all round training

Management support:

Top management must actively support the training programme so that the training programme

may help the employees to yield better results. Once the employees get the support form

management support the perform there job more effectively.

2.9. Steps involved in training:

Step1:

Define the chart part of the organization in which the work has to be done. It is to have a focused

approach of the study. It could either be a particular department, a section, a unit, a specific

group or a staff category.

Step2:

Use various data collection measures to collect both qualitative as well as quantitative data.

Step3:

Analyze the entire data collected in order to find out causes of problem areas and priorities areas,

which need immediate attention.

Step4:

Priorities the different training programmes according to the responses collected.

Step5:

Record and file the entire data so that it can be used for future reference while designing training

programmes/ training calendar.

2.10. Methods and Types of Training and their Advantages and

Disadvantages.

Following chart illustrates advantages and disadvantages for the different training methods.

Training Method Type of Training Advantages Disadvantages

Instructor-Led

TrainingClassroom Revised easily Scheduling is difficult

Developed quickly Travel costs

Face-to-face contactDifferences from class

to class

On-line Group

TrainingNo travel costs

Requires computer

equipment

Developed quickly No face-to-face contact

Videoconferencing

and Video/On-line

Supports large

groups and multiple

High equipment costs

sites

No travel costsLogistically

challenging

On-the Job CoachingEffective knowledge

transfer

Differences from

instructor to instructor,

session to session.

Related to trainee's

job

Costly in terms of

instructor-to-trainee

ratio

Face-to-face contact

On-line Self-Directed

TrainingAll On-line Training

Consistent training

content

High development

costs

Convenient access to

training

Lengthy development

time

Trainee sets own

pace

Requires computer

equipment

Reuse does not

require trainer

participation

Web-Based Training Easy to modify Limited bandwidth

causes slow download

times.

CD-ROM/DVDSupports complex

multimediaDifficult to modify

Off-line Self-

Directed TrainingPrinted Material Portable Less Interesting

Trainee sets own

paceDifficult to modify

Developed quickly

Video DVD or

Audio CD

Consistent training

content

Requires playback

equipment

Can share copiesCan be costly to

develop

Trainee sets own

paceDifficult to modify

Just-In-Time

Training

Electronic

Performance Support

System (EPSS)

Available when

needed at trainee's

convenience

Costly to develop

Related to trainee's

job

Requires computer

equipment

Continuous

Improvement

Promotes employee

involvement

Requires training

resources that are

readily available on a

continuous basis

Promotes creative

solutions

Differences from

instructor to instructor

Computer-Mediated

Asynchronous

Collaboration

Accessible at the

trainee's convenience

Requires computer

equipment

Promotes creative

solutions

Can require computer

software

Promotes employee

involvement

2.11. Training Design