82707510 effectiveness-of-training

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82707510 effectiveness-of-training

  1. 1. 1 A STUDY ON EFFECTIVENESS OF TRAINING PROGRAMME TABLE OF CONTENTS ACKNOWLEDGEMENT……………………………….i ABSTRACT………………………………………………ii LIST OF TABLES……………………………………....iii LIST OF CHARTS………………………………………ivCHAPTER TITLE PAGE NO I 1.1 INTRODUCTION 1 1.2 INTRODUCTION TO THE STUDY 10 II REVIEW OF LITERATURE 11 III OBJECTIVES OF STUDY 16 IV RESEARCH METHODOLOGY 17 V DATA ANALYSIS AND INTERPRETATION 20 VI FINDINGS OF THE STUDY 44 VII 7.1 SUGGESTIONS AND RECOMMENDATIONS 45 7.2 CONCLUSION 46 VIII 8.1 LIMITATIONS OF THE STUDY 47 8.2 SCOPE FOR FURTHER STUDY 48ANNEXURES I. QUESTIONNAIRE……………………………………….. II. BIBLIOGRAPHY………………………………………….
  2. 2. 2 ABSTRACTTraining is a learning experience, in that it seeks a relatively permanent change in an individualwhich will improve his (or) her ability to perform on the job. We typically say training canchange the skill, knowledge, attitude and social behavior. It means changing what employeesknow, how they work, their attitude towards their work or their interaction with their co-workersor their supervisors. THE EXPECTED RESULTS OF TRAINING PROGRAMMEHIGHER PRODUCIVITY: Training helps to improve the level of Performance. Trainedemployees perform better by using better method of work.BETTER QUALITY OF WORK: In formal training, the best methods are standardized andtaught to employees perform better by using better method of work.COST REDUCTION: Trained employees make more economical use of materials andmachinery. Reduction in wastages and spoilage together with increase in productivity help tominimize cost of operation per unit.REDUCTION SUPERVISION: Well-trained employees tend to be self reliant and motivated.The training objectives are designed in accordance with the company goals and objectives. Thegeneral objectives of any training programme are: To inculcate the basic knowledge and skill to the new entrants and to enable them to perform their jobs well. To enable the employee to meet the changing requirements of the job and the organization. To demonstrate the employees the new techniques and ways of performing the job or operations.
  3. 3. 3 LIST OF TABLESTable No Tables Page No. 5.1 Age of respondents 20 5.2 Educational qualification of respondents 21 5.3 Gender 22 5.4 Marital status 23 5.5 Awareness of training programme 24 5.6 Attended training programme 25 5.7 Nature of training programme 26 5.8 Undertake training programme in future 27 5.9 Quality of training programme 28 5.10 Technical skills 29 5.11 Leadership skills 30 5.12 Soft skills 31 5.13 Better performance 32 5.14 Customer service skills 33 5.15 Chances of promotion 34 5.16 Relevance of topics in training programme 35 5.17 Topics covered in training programme 36 5.18 Topics covered within right time 37 5.19 Topics covered easy to understand 38 5.20 Satisfactory level 39 5.21 Suggestions on improvement 40 5.22 Analysis of opinions regarding quality of 41 topics covered and satisfactory level 5.23 Analysis of opinions regarding awareness of 43 training programme and undertake training programme in future
  4. 4. 4 LIST OF CHARTSChart No Charts Page No. 5.1 Age of respondents 20 5.2 Educational qualification of respondents 21 5.3 Gender 22 5.4 Marital status 23 5.5 Awareness of training programme 24 5.6 Attended training programme 25 5.7 Nature of training programme 26 5.8 Undertake training programme in future 27 5.9 Quality of training programme 28 5.10 Technical skills 29 5.11 Leadership skills 30 5.12 Soft skills 31 5.13 Better performance 32 5.14 Customer service skills 33 5.15 Chances of promotion 34 5.16 Relevance of topics in training programme 35 5.17 Topics covered in training programme 36 5.18 Topics covered within right time 37 5.19 Topics covered easy to understand 38 5.20 Satisfactory level 39 5.21 Suggestions on improvement 40
  5. 5. 5 CHAPTER-I 1.1 INTRODUCTION1.1.1 COMPANY PROFILE (HCL Technologies – Overview):While HCL Enterprise has a 30-year history, HCL Technologies is a relatively young companyformed, eight years ago, in 1998. During this period, HCL has built unique strengths in ITapplications (custom applications for industry solutions and package implementation), ITinfrastructure management and business process outsourcing, while maintaining and extending itsleadership in product engineering. HCL has also built domain depth through a micro-verticalization strategy in industries such as financial services, hi-tech and manufacturing, retail,media and entertainment, life sciences, and telecom. HCL has created the ability to distributevalue across the customers IT landscape through its well-distributed services portfolio,significant domain strengths, and locally relevant geographic distribution. HCL has the widestservice portfolio among Indian IT service providers, with each of its services having attainedcritical mass, and HCL dominates several emerging areas.Our five mature lines of business are R&D and Engineering, Custom Applications, EnterpriseApplications, IT Infrastructure Management, and BPO Services. In addition, HCL has recentlylaunched its Enterprise Transformation Service Offerings comprising of Business, Technology,Application and Data Transformation – the four broad needs of any enterprise. Our ability tosynergistically integrate these service lines across the entire IT landscape creates new zones forvalue creation. Additionally, HCL has created unique service leadership in each of these areasthrough best-of-breed unique propositions. HCL‟s leadership in these service areas has beenrecognized by several leading independent analysts. HCL started questioning the linearity ofscale-driven business models adopted by service providers (largely in the IT applicationbusiness). The questioning led us to the belief that the market was rapidly approaching a point ofinflection, that is a point where the volume and value proportionality would change, opening upnew opportunities for service providers who aspire to focus on value. With this realization, HCLembarked on a transformational journey that will focus on value centricity in customerrelationships and on leveraging new market opportunities, while creating a unique employeeexperience.
  6. 6. 6Today, HCL is entering a new phase of evolution – transforming it from a volume-driven serviceprovider to value-centric enterprise that turns technology into competitive advantage for all itscustomers across the globe.1.1.2 HISTORY:Shiv Nadar is the founder of HCL. He founded HCL in 1976 in a Delhi "barsaati". In 1978, HCLdeveloped the first indigenous micro-computer at the same time as Apple and 3 years beforeIBMs PC. In 1980, HCL introduced bit sliced, 16-bit processor based micro-computer. In 1983,HCL Indigenously developed an RDBMS, a Networking OS and a Client Server architecture, atthe same time as global IT peers. In 1986, HCL became the largest IT company in India. In 1988,HCL introduced fine grained multi-processor Unix-3 years ahead of "Sun" and "HP". In 1991,HCL entered into a joint venture Hewlett Packard and HCL-Hewlett Packard Ltd. was formed.The joint developed multi-processor Unix for HP and heralded HCLs entry into contract R&D.In 1997, HCL Infosystems was formed. In the same year HCL ventured into software services. In1999, HCL Technologies Ltd issued an IPO and became a public listed company. In 2001, HCLBPO was incorporated and HCL Infosystems became the largest hardware company. In 2002,software businesses of HCL Infosystems and HCL Technologies were merged. In 2005, HCL setup first Power PC architecture design centre outside of IBM. In the same year HCL Infosystemslaunched sub Rs.10,000 PC. In 2006, HCL Infosystems became the first company in India tolaunch the New Generation of High Performance Server Platforms Powered by Intel Dual - CoreXeon 5000 Processor. Today, HCL has a turnover of over US$4billion.
  7. 7. 71.1.3 HCL SNAPSHOT:1.1.4 MILESTONES OF HCL:HCL Infosystems Ltd is one of the pioneers in the Indian IT market, with its origins in 1976. Forover quarter of a century, we have developed and implemented solutions for multiple marketsegments, across a range of technologies in India. We have been in the forefront in introducingnew technologies and solutions. The highlights of the HCL saga are summarised below:YEAR HIGHLIGHTS - Foundation of the Company laid 1976 - Introduces microcomputer-based programmable calculators with wide acceptance in the scientific / education community - Launch of the first microcomputer-based commercial computer with a ROM -based Basic interpreter 1977 - Unavailability of programming skills with customers results in HCL developing bespoke applications for their customers - Initiation of application development in diverse segments such as textiles, sugar, paper, cement , 1978 transport - Formation of Far East Computers Ltd., a pioneer in the Singapore IT market, for SI (System Integration) 1980 solutions
  8. 8. 8 - Software Export Division formed at Chennai to support the bespoke application development needs of1981 Singapore - HCL launches an aggressive advertisement campaign with the theme even a typist can operate to make the usage of computers popular in the SME (Small & Medium Enterprises) segment. This proposition involved menu-based applications for the first time, to increase ease of operations. The response to the1983 advertisement was phenomenal. - HCL develops special program generators to speed up the development of applications - Bank trade unions allow computerisation in banks . However , a computer can only run one application such as Savings Bank, Current account , Loans etc. - HCL sets up core team to develop the required software - ALPM ( Advanced Ledger Posting Machines ) . The team uses reusable code to reduce development efforts and produce more reliable code . ALPM1985 becomes the largest selling software product in Indian banks - HCL designs and launches Unix- based computers and IBM PC clones - HCL promotes 3rd party PC applications nationally - Zonal offices of banks and general insurance companies adopt computerization - Purchase specifications demand the availability of RDBMS products on the supplied solution (Unify,1986 Oracle). HCL arranges for such products to be ported to its platform. - HCL assists customers to migrate from flat-file based systems to RDBMS - HCL enters into a joint venture with Hewlett Packard - HP assists HCL to introduce new services: Systems Integration, IT consulting, packaged support services ( basicline, teamline )1991 - HCL establishes a Response Centre for HP products, which is connected to the HP Response Centre in Singapore. - There is a vertical segment focus on Telecom, Manufacturing and Financial Services - HCL acquires and executes the first offshore project from IBM Thailand1994 - HCL sets up core group to define software development methodologies - Starts execution of Information System Planning projects1995 - Execution projects for Germany and Australia - Begins Help desk services - Sets up the STP ( Software Technology Park ) at Chennai to execute software projects for international customers1996 - Becomes national integration partner for SAP - Kolkata and Noida STPs set up1997 - HCL buys back HP stake in HCL Hewlett Packard1998 - Chennai and Coimbatore development facilities get ISO 9001 certification - Acquires and sets up fully owned subsidiaries in USA and UK1999 - Sets up fully owned subsidiary in Australia - HCL ties up with Broadvision as an integration partner - Sets up fully owned subsidiary in Australia2000 - Chennai and Coimbatore development facilities get SEI Level 4 certification - Bags Award for Top PC Vendor In India
  9. 9. 9 - Becomes the 1st IT Company to be recommended for latest version of ISO 9001 : 2000 - Bags MAITs Award for Business Excellence - Rated as No. 1 IT Group in India -Launched Pentium IV PCs at below Rs 40,0002001 -IDC rated HCL Infosystems as No. 1 Desktop PC Company of 2001 -Declared as Top PC Vendor by Dataquest -HCL Infosystems & Sun Microsystems enters into a Enterprise Distribution Agreement2002 - Realigns businesses, increasing focus on domestic IT, Communications & Imaging products, solutions & related services - Became the first vendor to register sales of 50,000 PCs in a quarter - First Indian company to be numero uno in the commercial PC market - Enters into partnership with AMD2003 - Launched Home PC for Rs 19,999 - HCL Infosystems Info Structure Services Division received ISO 9001:2000 certification - Launches Infiniti Mobile Desktps on Intel Platform - Launched Infiniti PCs, Workstations & Servers on AMD platform - 1st to announce PC price cut in India, post duty reduction, offers Ezeebee at Rs. 17990 - IDC India-DQ Customer Satisfaction Audit rates HCL as No.1 Brand in Desktop PCs - Maintains No.1 position in the Desktop PC segment for year 2003 - Enters into partnership with Port Wise to support & distribute security & VPN solutions in India - Partners with Microsoft & Intel to launch Beanstalk Neo PC2004 - Becomes the 1st company to cross 1 lac unit milestone in the Indian Desktop PC market - Partners with Union Bank to make PCs more affordable, introduces lowest ever EMI for PC in India - Launched RP2 systems to overcome power problem for PC users - Registers a market share of 13.7% to become No.1 Desktop PC company for year 2004 - Crosses the landmark of $ 1 billion in revenue in just nine months - Launch of HCL PC for India, a fully functional PC priced at Rs.9,990/- - Rated as the No.1 Desktop PC company by IDC India -Dataquest - Best Employer 2005 with five star ratings by IDC India -Dataquest. - The Most Customer Responsive Company 20052005 -IT Hardware Category by The Economic Times -Avaya Global Connect. -Top 50 fastest growing Technology Companies in India & Top 500 fastest Growing Technology Companies in Asia Pacific by Deloitte & Touche. by Deloitte & Touche -7th IETE -Corporate Award 2005 for performance excellence in the field of Computers & Telecommunication Systems by IETE. -Best Bhoomi Brand 2005 by 360 magazine
  10. 10. 10 -in the PC category -in the LCD Monitor category. -India s No.1 vendor for sales of A3 size Toshiba Multi Functional Devices for the year 04 -05 by IDC. -ToshibaSuper Award 2005 towards business excellence in distribution of Toshiba Multifunctional products, -Strategic Partners in Excellence Award by Infocus Corporation for projectors. -Most valued Business Partner Award for projectors by Infocus Corporation in 2005 - 75, 000+ machines produced in a single month - HCL Infosystems in partnership with Toshiba expands its retail presence in India by unveiling shopToshiba - HCL Infosystems & Nokia announce a long term distribution strategy - HCL the leader in Desktops PCs unveils Indias first segment specific range of notebooks brand - HCL Leaptops 2006 - IDBI selects HCL as SI partner for 100 branches ICT infrastructure rollout(till June) - HCL Infosystems showcases Computer Solutions for the Rural Markets in India - HCL Support wins the DQ Channels-2006 GOLD Award for Best After Sales Service on a nationwide customer satisfaction survey conducted by IDC - HCL Infosystems First in India to Launch the New Generation of High Performance Server Platforms Powered by Intel Dual - Core Xeon 5000 Processor - HCL Forms a Strategic Partnership with APPLE to provide Sales & Service Support for iPods in India
  11. 11. 111.1.5 VISION STATEMENT:"Together we create the enterprises of tomorrow"1.1.6 MISSION STATEMENT:"To provide world-class information technology solutions and services to enable our customers toserve their customers better”1.1.7 BUSINESS MODEL:The HCL Enterprise comprises two companies listed in India, HCL Technologies and HCLInfosystems. HCL Technologies is the IT and BPO services arm focused on global markets,while HCL Infosystems is the IT, Communication, Office Automation Products & SystemIntegration arm focused on the Indian market. Together, these entities have uniquely positionedHCL as an enterprise with service offerings spanning the IT Services and Product spectrum.
  12. 12. 12The range of offerings span Product Engineering and Technology Development, ApplicationServices, BPO Services, Infrastructure Services, IT Hardware, Systems Integration, andDistribution of Technology and Telecom products in India.1.1.7 HCL PERIPHERALS:HCL Peripherals founded in the year 1983 has established itself as a leading manufacturer ofcomputer peripherals in India. HCL Peripherals is a Group company of HCL Corporation(turnover Rs. 4300 Crores), the leading giant in IT industry in India. The Research and Development department at HCL Peripherals equipped with the latestDesign tools for product designing. A full fledged EMI lab has been set up with a complete set ofEMI/EMC test equipments, KeyTek surge/EFT generators and Schaffner ESD Gun for Precompliance testing. This department is represented by a group of highly motivated engineers, who have notonly customised products to suit Indian conditions but have also been responsible for newproducts development. HCL Peripherals is fully equipped with the state-of-the art manufacturing CNC Machinessuch as MURATA turret punch presses, KOMATSU NC press brake, MURATEC CNC pressbrake and CAD/ CAM systems supported by AUTODESK. These facilities enable themanufacture of precision products as per customers requirement. The latest production facilitiesinclude SEHO wave soldering machine, MINOITA colour analyser, YORCO baking chamberand a host of other renowned equipments. This ensures that only the best quality products comeout of HCL Peripherals. The latest production facilities include SEHO wave soldering machine,MINOITA colour analyser, YORCO baking chamber and a host of other renowned equipments.This ensures that only the best quality products come out of HCL Peripherals.
  13. 13. 131.1.7 HARDWARE PRODUCED: COLOUR MONITOR FLAT LCD MONITORS KEYBOARD VINBEE LIFE SCAN CABLE THERMAL UNITS
  14. 14. 14 1.2 INTRODUCTION TO THE STUDYA Study on Effectiveness of training programme at HCL PERIPHERALS, Industrialestate, Thattan Chavady. Pondicherry Training is an area in which there have been considerable advances over the past few yearsincluding new methods, approaches, training aids and technology. HCL PERIPHERALS hasbeen continuously training their employees. This study has been conducted with a view towardsbeing able to contribute to these programmes in a constructive manner. Training programmes assists in enhancing the efficiency and effectiveness of a person atwork by improving and updating his professional knowledge, skill relevant to his work,cultivating appropriate behaviour and attitude towards work and people. Also the trainingprogram involves considerable investment in terms of time, money and efforts. Thus it becomesnecessary to study the effectiveness of the training program.The study was conducted at HCL PERIPHERALS for Human Resource Department. The samplesurvey based on structured questionnaire was conducted among the junior executives, operatorsand apprentice trainees who have undergone the training programme.
  15. 15. 15 CHAPTER-II REVIEW OF LITERATURE2.1 CONCEPT OF TRAINING: Training is the process of increasing the knowledge and skills for doing a particular job. It isan organized procedure by which people learn knowledge and skill for a definite purpose. Thepurpose of training is basically to bridge the gap between job requirements and presentcompetence of an employee. Training is aimed at improving the behaviour and performance of aperson. It is a never ending or a continuous process. Training is closely related with educationand development but needs to be differentiated from these terms.2.2 OBJECTIVES OF TRAINING: The main objective of training is to bridge the gap between the existing performanceability and desired performance. The training objectives are designed in accordance with the company goals andobjectives. The general objectives of any training programme are,  To inculcate the basic knowledge and skill to the new entrants and to enable them to perform their jobs well.  To enable the employee to meet the changing requirements of the job and the organization.  To demonstrate the employees the new techniques and ways of performing the job or operations. 2.3 TYPICAL TOPICS OF EMPLOYEE TRAINING:  Communications: The increasing diversity of todays workforce brings a wide variety of languages and customs.  Computer skills: Computer skills are becoming a necessity for conducting administrative and office tasks.
  16. 16. 16  Customer service: Increased competition in todays global marketplace makes it critical that employees understand and meet the needs of customers.  Diversity: Diversity training usually includes explanation about how people have different perspectives and views, and includes techniques to value diversity  Ethics: Todays society has increasing expectations about corporate social responsibility. Also, todays diverse workforce brings a wide variety of values and morals to the workplace.  Human relations: The increased stresses of todays workplace can include misunderstandings and conflict. Training can people to get along in the workplace.  Quality initiatives: Initiatives such as Total Quality Management, Quality Circles, benchmarking, etc., require basic training about quality concepts, guidelines and standards for quality, etc.  Safety: Safety training is critical where working with heavy equipment , hazardous chemicals, repetitive activities, etc., but can also be useful with practical advice for avoiding assaults, etc.2.4 METHODS OF TRAINING: Generally, the training methods can be classified into two types: a) On-the-job methods b) Off-the-job methodsa) On-the-job methods: These methods are briefly discussed below: 1. On-the job Training In this training an employee will be placed in a new job and is told how it is to be performed. It aims at developing skills and habits consistent with the existing practices of an organization and by orienting him to his immediate problems.
  17. 17. 172. Vestibule Training or Training-Centre Training This is otherwise known as classroom training, which is imparted with the help ofequipment and machines identical to those in use at the place of work.3. Simulation It is more or less like vestibule training. The trainee works in closely „duplicated‟ realjob conditions. This is essential in cases in which actual on-the-job practice is expensive,might result in serious injury, a costly error or the destruction of valuable material orresources, e.g., in aeronautical industry.4. Demonstration Under this method, there will be a description and demonstration of how to do a job.He performs the activity himself, going through a step-by-step explanation of the „why‟,„how‟ and „what‟ of what he is doing.5. Apprenticeship Under this method, each apprentice or trainee will be given a programme ofassignments according to a predetermined schedule, which provides for efficient training intrade skills6. Job Instruction Training The JIT Method is a four step instructional process involving preparation, presentation,performance try out and follow up.7. Coaching and Mentoring Coaching establishes one-on-one relationship between trainees and supervisors, whichoffer workers, continued guidance and feedback on how well they are handling their tasks.8. Job Rotation It means the movement of trainee from one job to another. This helps him to understandhow the job functions.
  18. 18. 18 c) Off-the-Job Methods: Under this method, training will be given in company classroom, an outside place ownedby the organization, an education institution, or association, which is not the part of the company.The following are the methods.1. Lectures These are classroom lectures given by an instructor on specific topics, formally. Thismethod is useful when philosophy, concepts, attitudes, theories and problem solving have to bediscussed.2. Conferences Normally a conference will be held in accordance with an organized plan. Different topicswith their problems relating to training of personnel are discussed.3. Seminars or Team Discussion A group will constitute a team for discussion. The group learns through discussion of asubject on a selected subject.4. Case Discussion Testing of a real problem will be undertaken under this method. In other words, a realbusiness problem or situation demanding solution is presented to the group and members aretrained to identify the problems present, they must suggest various methods for tackling them,analyze each one of these, find out their comparative suitability, and decide for themselves thebest solution.5. Role Playing This method is also called „role reversal‟, ‟socio drama‟ or „psycho drama‟. Here traineesact out a given role as they would in a given play. Two or more trainees are assigned roles in agiven situation, which is explained to the group.6. Programmed Instruction Under this method, there will be two essential elements, (a) a step-by-step series of bits of knowledge, each building upon what has gone before, and (b) a mechanism for presenting the
  19. 19. 19series and checking on the trainees‟ knowledge. Questions are asked in proper sequence andindication given promptly whether the answers are correct.2.5 FROM THE JOURNALS AND ARTICLES:O.Jeff Harris, Jr. Obseeves states that “Training of any kind should have as its objective the redirection or improvement ofbehavior so that the performance of the trainee becomes more useful and productive for himselfand for the organization of which he is part/ training normally concentrates on the improvementsof either operative skills, interpersonal skills, decision making skills, or a combination of these”.EDWIN B.FLIPPO states that “Training is the act of increasing the knowledge and skill of an employee for doing aparticular job.” Written by CARTER McNAMARA,MBA,PhD, Authenticity Consulting,LLC“As a brief review of terms, training involves an expert working with learners to transfer to themcertain areas of knowledge or skills to improve in their current jobs.”PENN STATE HARRISBURG defines “The Training and Development profession focuses on analyzing and improving employeelearning and performance. It encompasses such activities as performance analysis, training,career development, organization development, and program evaluation.”MACTEC states that “A company is only as good as its people, and MACTEC‟s goal is to have the best. We focus on recruiting and retaining exceptional people, but we don‟t stop there: we are committed to the ongoing training and development of our staff. Ongoing development benefits not only our employees, but also our clients because it keeps us at the leading edge of changing technologies and regulatory issues”
  20. 20. 20 CHAPTER-III OBJECTIVES3.1 PRIMARY OBJECTIVE: To study the effectiveness of Training Programme of HCL Peripherals.3.2 SECONDARY OBJECTIVES: To know the employees awareness of Training Programme. To know the impact of Training Programme on trainees. To identify the employees opinion regarding the Training Programme of the company. To understand the existing Training Programme conducted at HCL Peripherals. To give suggestions based on findings.
  21. 21. 21 CHAPTER – IV RESEARCH METHODOLOGYResearch methodology is a science of collecting, identifying and presenting facts in such a waythat it leads to unearthing some truths (or) angles of reality.Research in common parlance refers to search for knowledge. In fact, research is an art ofscientific investigation.Research methodology is the science of collecting, identifying andpresenting facts in such a way that it leads to unearthing some truths or angles of reality.4.1 Geographical area: The study has been conducted at HCL PERIPHERALS, Industrialestate, Thattan Chavady. Pondicherry4.2 Period of coverage: The study has been undertaken for a period of 1 month. In the month of August.4.3 Type of research: In this study, descriptive research is used. Descriptive research is carried out for thepurpose of collecting descriptive information like employee‟s opinion, benefits, personaldetails, awareness, etc.4.4Sampling procedure: Simple Random Sampling (probability sampling)4.5 Data collection method:Two techniques were used for collecting data, namely A) Primary data collection technique B) Secondary data collection techniqueA) Primary data:Primary data are collected afresh and for the first time. It is the data originated by the researcherspecifically to address the research problem. In this study, Primary data was collected through theInterview Schedule with a well Structured Questionnaire.
  22. 22. 22B)SECONDARY DATA: In this study Secondary data, are those which have already been collected by someoneelse and which have already been passed through the statistical process. Secondary Data was collected from the publications, internets, journals, books andcompany records.4.6 Data collection instrument: Data is collected by questionnaire and interview schedule, the questionnaire consistsof a list of questions, which are relevant in getting the facts. Questionnaires are likely anyscientific experiment. One does not collect data and then see if they are found somethinginteresting. One forms a hypothesis and an experiment that will help prove or disprove thehypothesis. The questionnaire has been constructed on the basis of two types, they aremultiple choices and close ended questions.4.7 Sampling design:A sample design is a definite plan for obtaining a sample from a given population. It refersto a technique or the procedure the researcher would adopt in selecting items for thesample.4.8 Population/universe:The universe of the current study comprises of 250 employees.4.9 Sample units:Sample units consist of employees.4.10 Sample size:The sample size taken for the current study is 50.4.11 Tools Used For Analysis:  Percentage method  Chi-square test  Correlation
  23. 23. 234.12 PERCENTAGE METHOD: In this project Percentage method test was used. The formula is as followsPercentage of Respondent = No. of Respondent X 100 Total no. of Respondents4.13CHI-SQUARE ANALYSIS:Karl Pearson developed a test for testing the significance of discrepancy between experimentalvalues and the theoretical values obtained under some theory or some hypothesis. This test isknown as Chi square test or Test of goodness of fit. Chi-square test has been used in this study tofind the association between quality of training programme and satisfactory level of employees. The formula for computing chi-square ( is as follows4.14CORRELATION:correlation analysis deals with the association between two or more variables. Correlation doesnot necessary imply causation or functional relationship though the existence of causation alwaysimplies correlation, by itself it establishes only co-variation. Correlation is the technique ofdetermining the degree of correlation between two variables in case of ordinal data where ranksare given to the different values of the variables.Spearman‟s co-efficient of correlation r = 1- 6 di2/ n(n2-1)di= Difference between ranks of the two variables.N= Number of pair of observation.
  24. 24. 24 CHAPTER – V DATA ANALYSIS AND INTERPRETATION TABLE 5.1 AGE OF RESPONDENTS OPINION NO.OFRESPONDENTS PERCENTAGE (%) 18-25 14 28.0 25-30 16 32.0 30-35 14 28.0 >35 6 12.0 Total 50 100.0INFERENCEThe above table shows that 28% of the respondents are at the age group from 18-25years, 32%respondents are from 25-30years of age, 28% of the respondents are from 30-35 years of age and12% of the respondents are above 35 years of age. CHART 5.1 AGE OF RESPONDENTS 20 NO.OF.RESPONDENTS 15 10 5 0 18-25 25-30 30-35 >35 AGE OF RESPONDENTS
  25. 25. 25 TABLE 5.2 EDUCATIONAL QUALIFICATION OF RESPONDENTS OPINION NO.OFRESPONDENTS PERCENTAGE (%) secondary 14 28.0 diploma 13 26.0 ug 18 36.0 pg 5 10.0 Total 50 100.0INFERENCE The above table shows that 28% of the respondents completed secondary. 26% of therespondents completed Diploma. 36% of the respondents completed UG and remaining 10% ofthe of the respondents completed PG. CHART-5.2 EDUCATIONAL QUALIFICATION 20 NO. OF RESPONDENTS 15 10 5 0 secondary diploma ug pg EDUCATIONAL QUALIFICATION
  26. 26. 26 TABLE 5.3 GENDER OPINION NO.OFRESPONDENTS PERCENTAGE (%) male 31 62.0 female 19 38.0 Total 50 100.0INFERENCEThe above table shows that 62% of the respondents are male and 38% of the respondents arefemale. CHART 5.3 GENDER NO.OF RESPONDENTS 30 20 10 0 male female GENDER
  27. 27. 27 TABLE 5.4 MARITAL STATUS OPINION NO.OFRESPONDENTS PERCENTAGE (%)married 25 50.0unmarried 25 50.0Total 50 100.0INFERENCEThe above table shows that 50% of the respondents are married and 50% of the respondents areunmarried. CHART 5.4 MARITAL STATUS 25 NO.OF RESPONDENTS 20 15 10 5 0 married unmarried MARITAL STATUS
  28. 28. 28 TABLE 5.5 AWARENESS OF TRAINING PROGRAMME OPINION NO.OFRESPONDENTS PERCENTAGE (%)yes 48 96.0no 2 4.0Total 50 100.0INFERENCEThe above table shows that 96% of the employess are aware of the training programme and 4%of the employees are not aware. CHART 5.5 AWARENESS OF TRAINING PROGRAMME 50 NO OF RESPONDENTS 40 30 20 10 0 yes no AWARENESS OF TRAINING PROGRAMME
  29. 29. 29 TABLE 5.6 ATTENDED TRAINING PROGRAMME OPINION NO.OFRESPONDENTS PERCENTAGE (%)yes 48 96.0no 2 4.0Total 50 100.0INFERENCEThe above table shows that 96% of the employees have attended training programme and 4% ofthe employees have not attended. CHART 5.6 ATTENDED TRAINING PROGRAMME 50 NO OF RESPONDENTS 40 30 20 10 0 yes no ATTENDED TRAINING PROGRAMME
  30. 30. 30 TABLE 5.7 NATURE OF TRAINING PROGRAMME OPINION NO.OFRESPONDENTS PERCENTAGE (%)mostly related to work 36 72.0general 13 26.0not related to work 1 2.0Total 50 100.0INFERENCEThe above table shows that 72% of the employees find the training programme mostly related totheir work.26% of employees find it in general and 2% find it not related to work. CHART 5.7 NATURE OF TRAINING PROGRAMME NO OF RESPONDENTS 40 30 20 10 0 mostly related to general not related to work work NATURE OF TRAINING PROGRAMME
  31. 31. 31 TABLE 5.8 UNDERTAKE TRAINING PROGRAMMES IN FUTURE OPINION NO.OFRESPONDENTS PERCENTAGE (%)yes 43 86.0no 7 14.0Total 50 100.0INFERENCEThe above table shows that 86% of the employees are willing to undertake training programme infuture and 14% of the employees are not willing to undertake. CHART 5.8 CHART 5.8 UNDERTAKE TRAINING PROGRAMMES IN FUTURE 50 NO OF RESPONDENTS 40 30 20 10 0 yes no UNDERTAKE TRAINING PROGRAMMES IN FUTURE TABLE 5.9
  32. 32. 32 TABLE 5.9 QUALITY OF TRAINING PROGRAMME OPINION NO.OFRESPONDENTS PERCENTAGE (%)excellent 20 40.0good 30 60.0Total 50 100.0INFERENCEThe above table shows that 40% of the respondents find the quality of the training programme tobe excellent and 60% of the respondents find it good. CHART 5.9 QUALITY OF TRAINING PROGRAMME 30 NO OF RESPONDENTS 25 20 15 10 5 0 excellent good QUALITY OF TRAINING PROGRAMME
  33. 33. 33 TABLE 5.10 TECHNICAL SKILLS OPINION NO.OFRESPONDENTS PERCENTAGE (%)agree 39 78.0neither agree nor 8 16.0disagreedisagree 3 6.0Total 50 100.0INFERENCEThe above table shows that 78% of the employees agree that training programme helps them topick up new technical skills.16% of the employees neither agree nor disagree and 6% of theemployees disagree. CHART 5.10 TECHNICAL SKILLS 40 NO OF RESPONDENTS 30 20 10 0 agree neither agree disagree nor disagree TECHNICAL SKILLS
  34. 34. 34 TABLE 5.11 LEADERSHIP SKILLS OPINION NO.OFRESPONDENTS PERCENTAGE (%)agree 35 70.0neither agree nor 12 24.0disagreedisagree 3 6.0Total 50 100.0INFERENCEThe above table shows that 70% of the respondents agree that attending training programmehelps them to pick up leadership skills, 24% of the respondents neither agree nor disagree and 6%of the respondents disagree. CHART 5.11 LEADERSHIP SKILLS 40 NO OF RESPONDENTS 30 20 10 0 agree neither agree disagree nor disagree LEADERSHIP SKILLS
  35. 35. 35 TABLE 5.12 SOFT SKILLS OPINION NO.OFRESPONDENTS PERCENTAGE (%)agree 39 78.0neither agree nor 8 16.0disagreedisagree 3 6.0Total 50 100.0INFERENCEThe above table shows that 78% of the respondents agree that attending training programmehelps them to pick up soft skills, 16% of the respondents neither agree nor disagree and 6% of therespondents disagree. CHART 5.12 SOFT SKILLS 40 NO OF RESPONDENTS 30 20 10 0 agree neither agree disagree nor disagree SOFT SKILLS
  36. 36. 36 TABLE 5.13 BETTER PERFORMANCE OPINION NO.OFRESPONDENTS PERCENTAGE (%)agree 36 72.0neither agree nor disagree 11 22.0disagree 3 6.0Total 50 100.0INFERENCEThe above table shows that 72% of the employees feel that attending training programme leadsthem to perform better at work.22% of the employees neither agree nor disagree and 6% of theemployees disagree. CHART 5.13 BETTER PERFORMANCE 40 NO OF RESPONDENTS 30 20 10 0 agree neither agree disagree nor disagree BETTER PERFORMANCE
  37. 37. 37 TABLE 5.14 CUSTOMER SERVICE SKILLS OPINION NO.OFRESPONDENTS PERCENTAGE (%)agree 28 56.0neither agree nor 17 34.0disagreedisagree 5 10.0Total 50 100.0INFERENCEThe above table shows that 56% of the respondents agree that attending training programmehelps them to pick up customer service skills, 34% of the respondents neither agree nor disagreeand 10% of the respondents disagree. CHART 5.14 CUSTOMER SERVICE SKILLS 30 NO OF RESPONDENTS 25 20 15 10 5 0 agree neither agree disagree nor disagree CUSTOMER SERVICE SKILLS
  38. 38. 38 TABLE 5.15 CHANCES OF PROMOTION OPINION NO.OFRESPONDENTS PERCENTAGE (%)agree 31 62.0neither agree nor 12 24.0disagreedisagree 7 14.0Total 50 100.0INFERENCEThe above table shows that 62% of employees agree that attending training programme leadsthem to the chances of promotion.24% of the employees neither agree nor disagree and 14% ofthe employees disagree with it. CHART 5.15 CHANCES OF PROMOTION NO OF RESPONDENTS 30 20 10 0 agree neither agree disagree nor disagree CHANCES OF PROMOTION
  39. 39. 39 TABLE 5.16 RELEVANCE OF TOPICS IN TRAINING PROGRAMME OPINION NO.OFRESPONDENTS PERCENTAGE (%)yes 44 88.0no 6 12.0Total 50 100.0INFERENCEThe above table shows that 88% of the employees find the topics relevant to the trainingprogramme and 12% of the employees don‟t find it relevant. CHART 5.16 RELEVANCE OF TOPICS IN TRAINING 50 NO OF RESPONDENTS 40 30 20 10 0 TABLE 5.17 yes no TOPICS COVERED IN TRAINING RELEVANCE OF TOPICS IN TRAINING
  40. 40. 40 TABLE 5.17 TOPICS COVERED IN TRAINING PROGRAMME OPINION NO.OFRESPONDENTS PERCENTAGE (%)agree 34 68.0neither agree nor 13 26.0disagreedisagree 3 6.0Total 50 100.0INFERENCEThe above table shows 68% of the respondents agree that relevant topics related to programmeobjectives were covered in the training programme,26% of the respondents neither agree nordisagree and 3% of the employees disagree. CHART 5.17 TOPICS COVERED IN TRAINING 40 NO OF RESPONDENTS 30 20 10 0 agree neither agree disagree nor disagree TOPICS COVERED IN TRAINING
  41. 41. 41 TABLE 5.18 TOPICS COVERED WITHIN RIGHT TIME OPINION NO.OFRESPONDENTS PERCENTAGE (%)yes 44 88.0no 6 12.0Total 50 100.0INFERENCEThe above table shows that 88% of the respondents accept that the topics taken for the trainingprogramme are covered within the right time and 12% of the respondents don‟t accept with it. CHART 5.18 TOPICS COVERED WITHIN RIGHT TIME 50 NO OF RESPONDENTS 40 30 20 10 0 yes no TOPICS COVERED WITHIN RIGHT TIME
  42. 42. 42 TABLE 5.19 TOPICS COVERED EASY TO UNDERSTAND OPINION NO.OFRESPONDENTS PERCENTAGE (%)yes 44 88.0no 6 12.0Total 50 100.0INFERENCE The above table shows that 88% accept that the topics covered in training programme are easy tounderstand and 12% of the respondents don‟t accept with it. CHART 5.19 TOPICS COVERED EASY TO UNDERSTAND 50 NO OF RESPONDENTS 40 30 20 10 0 yes no TOPICS COVERED EASY TO UNDERSTAND
  43. 43. 43 TABLE 5.20 SATISFACTORY LEVEL OPINION NO.OFRESPONDENTS PERCENTAGE (%)very satisfied 20 40.0satisfied 21 42.0neither satisfied nor 9 18.0unsatisfiedTotal 50 100.0INFERENCEThe above table shows that 40% of the employees are very satisfied with trainingprogramme.42% of the employees are satisfied and 18% of the employees are neither satisfiednor dissatisfied. CHART 5.20 SATISFACTORY LEVEL 25 NO OF RESPONDENTS 20 15 10 5 0 very satisfied satisfied neither satisfied nor unsatisfied SATISFACTORY LEVEL
  44. 44. 44 TABLE 5.21 SUGGESTIONS ON IMPROVEMENTS OPINION NO.OFRESPONDENTS PERCENTAGE (%)no improvements needed 28 56.0make the content more 3 6.0relevantshorten the training 13 26.0programmelengthen the training 6 12.0programmeTotal 50 100.0INFERENCEThe above table shows the suggestions on improvement where 56% of the employees feel noimprovement is needed.6% of the employees suggest on making the content more relevan.26% ofthe employees suggest to shorten the period of training programme and 12% of the employeessuggest to lengthen the period of training programme CHART 5.21 SUGGESTIONS ON IMPROVEMENTS no improveme nts needed make the content more relevant shorten the training programme lengthen
  45. 45. 45 ANALYSIS OF OPINION OF RESPONDENTS REGARDING QUALITY OF TOPICS COVERED AND SATISFACTORY LEVEL OF EMPLOYEES [USING CHI SQUARE] TABLE 5.22 QUALITY OF TOPICS COVERED * SATISFACTORY LEVEL CrosstabulationObserved Count SATISFACTORY LEVEL neither satisfied very nor Total OPINION satisfied satisfied unsatisfiedQUALITY excellent 8 8 2 18OF TOPICS good 12 13 7 32COVEREDTotal 20 21 9 50 QUALITY OF TOPICS COVERED * SATISFACTORY LEVEL CrosstabulationExpected Count SATISFACTORY LEVEL neither satisfied very norOPINION satisfied satisfied unsatisfied TotalQUALITY excellent 7.2 7.6 3.2 18.0OF TOPICS good 12.8 13.4 5.8 32.0COVEREDTotal 20.0 21.0 9.0 50.0NULL HYPOTHESIS: Ho: There is no association between quality of topics covered and satisfactory level of theemployees.ALTERNATE HYPOTHESIS:H : There is association between quality of topics covered and satisfactory level of theemployees.
  46. 46. 46 TABLE 5.22.1COMPUTATION OF CHI-SQUARE TEST S.NO (O) (E) (O-E) (O-E)2 (O-E)2/E 1 8 7.2 0.8 0.64 0.0889 2 12 12.8 -0.8 0.64 0.05 3 8 7.6 0.4 0.16 0.0210 4 13 13.4 -0.4 0.16 0.0119 5 2 3.2 -1.2 1.44 0.45 6 7 5.8 1.2 1.44 0.2482TOTAL 0.870Calculated value=0.870Degrees of freedom=(R-1)(C-1)= (3-1)(4-1) =6Level of Significance= 5%Tabulated value=0.920Calculated value=0.870The calculated value is less than tabulated value. Null hypothesis is acceptedINFERENCEThere is no association between quality of topics covered in Training Programme and satisfactorylevel of the employees.
  47. 47. 47 ANALYSIS OF OPINION OF RESPONDENTS REGARDING AWARNESS OF TRAINING PROGRAMME AND UNDERTAKE TRAINING PROGRAMME IN FUTURE [USING RANK CORRELATION] TABLE 5.23OPINION YES NO Awareness of training 48 2 programme (x) Undertake training 43 7 programme in future (y) TABLE 5.23.1 X Y (xi-yi)2 1 1 0 2 2 0r = 1- 6 di2 n(n2-1) =1- 6(0) 2(22-1)=1- 0/ 2(4-1)=1- 0/6=1INFERENCEAwareness of training programme and undertake training programme in future are positivelycorrelated.
  48. 48. 48 CHAPTER-VI 6.1 FINDINGS OF STUDYThe data collected were analysed carefully and the following findings were drawn.  From the study it is inferred that all the respondents are educated and 96% of the employees are aware of the Training Programme and have attended the training programme conducted at their organization.  72% of the employees find the Training Programme related to their work.78% of the employees agree that attending Training Programme has helped them to pick up new Technical skills and soft skills.  Most of the employees find the quality of the training programme to be excellent. 72% of the employees feel that attending training programme leads them to perform better at work. 88% of the employees find the topics relevant to the training programme and they also find the topics covered during the Training Programme are easy to understand.  88% of the respondents accept that the topics taken for the training programme are covered within the right time It is also inferred that the quality of the topics covered reflects high level of satisfaction among the employees at the organization  According to the study majority of the employees who are aware of the Training Programme conducted in their organization have shown their willingness to attend the Training Programme in future.
  49. 49. 49 CHAPTER-VII 7.1 SUGGESTIONS AND RECOMMENDATIONS Individual attention may be provided to the trainees in order to encourage their participation and make them perform better at their job. Employee‟s feedback should be regularly obtained in order to understand the effectiveness of the training programme. In this study, 18% of the employees are not satisfied with the training programme. It is important to understand why these employees are not satisfied with the training programme and what can be done to satisfy these employees. Training programme should also focus on improving the customer servicing skills of the employees. In this study, 34% of the people did not feel that their customer servicing skills have improved after attending the training programme. In today‟s service oriented society, it is important for employees to have a strong customer servicing skills.
  50. 50. 50 7.2 CONCLUSIONTraining programme‟s main objective is to improve the productivity of the company‟semployees which in turn will improve the company‟s profitability. Through trainingprogrammes, the employees‟ skill levels are upgraded which will make the employees moreproductive.Training programme is also set up to help employees get used with new roles andresponsibilities usually after promotion. When an employee gets promoted from one level tonext level, the skills required to do his/her job changes and training programmes are essentialin equipping the employee with the new skills.Training programme is also a way for the company to showcase to its employees that it caresfor employees‟ self development. This plays a big role in increasing the loyalty that anemployee feels towards its organizationEmployees‟ feedback on the training programme is essential to understand the effectivenessof training programme. Most times, employees better understand the kind of trainingprogramme that would help them. It is important to get employees‟ opinion before thecreation of new training programmes.
  51. 51. 51 CHAPTER-VIII 8.1 LIMITATIONS OF THE STUDY . Given that HCL peripherals in a national player, it is not easy to understand the true nature of the training programmes by surveying HCL Peripherals employees based out of Pondicherry. The local factors such as training facilities in Pondicherry and quality of the trainers play a big role in the determining employee‟s perception of the training programmes. The results are only based on 50 HCL Peripherals employees selected in a random manner. For a division as large as HCL Peripherals, it may not be indicative of the overall perception of the training programmes. Given that the study was conducted over a short period of time, it is impossible to surface all the aspects of training programmes.
  52. 52. 52 8.2 SCOPE FOR FURTHER STUDY This study could compare HCL Peripherals‟ training programmes with its peers in the same industry group. Through the comparison, one can establish how well the company trains its employees when compared to its competition. This study could be conducted to understand the relationship between the money spent on training an employee and the money saved on through an increase in employee‟s efficiency. This could throw light on whether training programmes are good for the company. This study could be conducted on training programmes at different levels of the employee hierarchy. It would be interesting to note if the company pay the same level of focus in developing low-level employees as it does in developing upper-management.
  53. 53. 53 ANNEXURE-I QUESTIONNAIRE A STUDY ON EFFECTIVENESS OF TRAINING PROGRAMME AT HCL PERIPHERALSI. General Questions: 1.name: 2.age:a)18-25 b)25-30 c)30-35 3.gender: a)male b)female 4.educational qualification: a)secondary b)diploma c)UG d)PGII. Employee’s view:1.Are you aware of the training programme conducted in your organization? a)Yes b)No2. Have you attended any training programmes so far? a)Yes b)No3. What do you feel about the nature of training programme you have attended?a)Mostly related to my work b)General c)Not related to my work4. Do you wish to undertake training programmes in the future? a)Yes b)No5. How will you rate the overall quality of the training programmes you have attended?a)Poor b)Good c)ExcellentIII. Impact of training programme on trainees:1. Do you agree that the training programme helped you to pick up new technical skills?a)Agree b)Neither Agree Nor Disagree c)Disagree2. Do you agree that the training programme helped you to develop leadership skills?a)Agree b)Neither Agree Nor Disagree c)Disagree3. Do you agree that the training programme helped you to develop soft skills likecommunications skills, team work skills etc.? a)Agree b)Neither Agree Nor Disagreec)Disagree4. Do you agree that after attending the training programme, you can perform better at your job?a)Agree b)Neither Agree Nor Disagree c)Disagree
  54. 54. 545.Do you agree that the training programme helped you to develop customer service skills?a)Agree b)Neither Agree Nor Disagree c)Disagree6. Do you agree that attending the training programme has improved your chances of gettingpromoted? a)Agree b)Neither Agree Nor Disagree c)DisagreeIV. Quality of topics covered:1. Were the topics covered in the program relevant, interesting and pertinent to your work? a)Yesb)No2. Do you agree that all the relevant topics related to the programme objectives were covered inthe training programme?a)Agree b)Neither Agree Nor Disagree c)Disagree3. Was the right amount of time spent on each of the topics covered during the trainingprogramme?a)Yes b)No4. Were the topics covered easy the understand? a)Yes b)No5. Overall, how do you rate the quality of the topics covered?a)Poor b)Good c)ExcellentV. Trainees feedback:1. How satisfied were you with your organization training programmes?a)Very Satisfied b)Satisfied c)Neither Satisfied Nor Unsatisfied d)Unsatisfied e)VeryUnsatisfied2. What type of improvements would you suggest to the training programmes?a)No Improvements Needed b)Make the content more relevant and interestingc)Shorten the training programme d)Lengthen the training Programme
  55. 55. 55 ANNEXURE-II BIBLIOGRAPHYBOOKS:1.KOTHARI,C.R RESEARCH METHODOLY,PUBLISHED BY TATA MC.GRAW-HILLPUBLISHING COMPANY LTD.,13TH EDITION,1982.2. GUPTA,S.P.,AND GUPTA M.P,BUSINESS STATISTICS,PUBLISHED BY SULTANCHAND & SONS, THIRTY FOURTH EDITIONS,2005.WEBSITES: 1. www.managementhelp.org 2. http://www.hbg.psu.edu 3. http://www.mactec.com 4. http://www.hrcouncil.com

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