Training and Development 11

A STUDY OF TRAINING AND DEVELOPMENT WITH REFERENCE TO

TECHSTRAT MANAGEMENT SERVICES

MASTERS IN MANAGEMENT STUDIES

Of

MUMBAI UNIVERSITY

Prepared By

RACHANA K. URANKAR

MMS 2nd Year

(Human Resource)

Under the guidance of

Dr. Ruta Khaparde

Head of department

Y.T.I.E.T

Yadavrao Tasgaonkar Institute of Engineering & Technology

Dr. N. Y. Tasgaonkar Technical Education Complex

At Chandhai, Karjat – 410201

University of Mumbai 2010-2011

TRAINING & DEVELPOMENT Page 1

DECLARATION

I, RACHANA K URANKAR hereby declare that this Dissertation titled

“A STUDY OF TRAINING AND DEVELOPMENT WITH REFERENCE

OF TECHSTRAT MANAGEMENT SERVICES”

Submitted by me to the department of Management of Mumbai University, in partial

fulfillment of requirement of MMS programme is a bona fide work carried by me under

the guidance of Dr. Ruta Khaparde. This has not been submitted earlier to any other

university or institution for the award of any degree diploma / certificate or published any

time before.

RACHANA K. URANKAR


CERTIFICATE FROM GUIDE & HEAD OF THE INSTITUTION

Certified that this declaration entitled “A STUDY OF TRAINING AND

DEVELOPMENT WITH REFERENCE OF TECHSTRAT MANAGEMENT

SERVICES “submitted in partial fulfillment for the award of MMS Degree of Mumbai

University was carried out by RACHANA K. URANKAR under the guidance of

Dr. Ruta Khaparde.. This has not been submitted to any other university or institution

for the award of any degree/ diploma/ certificate.

GUIDE HOD

YTIET MMS

DR. RUTA KHAPARDE


ACKNOWLEDGEMENTS

My project work would not have become practical without the help of grace of the

“Almighty” and timely advice and creative support rendered by many. I express my

affectionate thanks to The Principal, Y.T.I.E.T, and Mumbai for giving me an

opportunity to do this training.

I am highly indebted to my faculty guide Prof. Dr. Ruta Khaparde.Department of

Management Studies for inspiring me and for his valuable guidance and assistance

provided throughout the project work.

A special word of thanks to Dr. Ruta Khaparde (HOD, MMS Department) for her

guidance and support.

I also thank all other staff members of the department for guiding me in my training.

I express my sincere gratitude and special thanks to all my friends for their valuable

suggestions and keen interest which are extremely helpful in shaping this project work to

success.

RACHANA K. URANKAR


EXECUTIVE SUMMARY

The study on the analysis of company performance with training and development for

employee greater importance in the presence scenario. This dissertation is done with

reference to techstrat management services. Of these the company’s future and recent

performance is a major one. The TMS recently work on training s for employee from rest

of their routine to understand problems of employees and taken for the study. This study

uses the data collected from secondary sources like books, journals, and websites by

some personal experience of seniors. I need to look at the performance of the company,

organization and economy to choose a better training. It helps make company at high

level because employee contributions are very important for increasing the level.

Various technical and social trainings are used for the analysis of the data. The study

concludes the relationship between any level employee like from worker to executive

performance with reference to TMS from training and development always get increase

and increase.


A STUDY ON

TRAINING AND DEVELOPMENT

IN

TECHSTRAT MANAGEMENT SERVICE

Table of content

Sr. no. Particular Page no.

1 Introduction 7

2 Research methodology 18

3 Company profile 22

4 Data Analysis & Interpretation 36

5 Findings & Suggestions ,Conclusion 50

6 Bibliography 54

7 Annexure 56


INTRODUCTION



Employee Training is distinct from management or Executive Development. While the

former refers, training is given to employees in areas of operations, techniques and allied

areas, while the latter refers to developing an employee in areas of important techniques

of the Management Administration, Organization and allied areas.

Training means to continuously nurture the employees or workers towards better

performance in a systematic way. This can be either at the work spot or at the workshops.

This is mainly to improve the technical skills of the employees or workers.

Development means bringing out the actual potentialities and thus willing to high

motivation and commitment standards towards work. This will be generally with regard

to improvement in the behavioral skills.

CONCEPT OF TRAINING

OBJECTIVES OF TRAINING

Training is mainly job-oriented.

To impart the basic knowledge and skill to the new entrants and enable them to

perform their jobs well.

To teach the employees the new techniques and ways of performing the jobs and

operations.

To prepare the employees for higher level task and build up a second line of

competent officers.


NEED FOR TRAINING

Training is considered as a key input for developing manpower in an organization so as

to improve their job performance.

The need for training arises on account of the following reasons:

Training is mainly job-oriented.

To impart the basic knowledge and skill to the new entrants and enable them to

perform their jobs well.

To teach the employees the new techniques and ways of performing the jobs and

operations.

To prepare the employees for higher level task and build up a second line of

competent officers.

IMPORTANCE OF TRAINING

Training is an important process of imparting knowledge to the employees. It helps in

improving productive and behavioral pattern. Training is advantageous not only to the

organization but also to the employees. Training is vital and necessary activity in all

organizations. It plays a large part in determining the effectiveness and efficiency of the

establishment.

- DALE.S.BEACH

BENEFITS OF TRAINING PROGRAMME

A well-planned and executed Training Programme can provide the following

developments:

Higher productivity and profitability.

Better quality of work and best work methods.

Less wastage of time during the learning period.

Improves high morale among the employees

Personal growth of individuals.

Low accident rates.

Improves employer – employee relations.


PRINCIPLES OF TRAINING

The principles, which have been evolved, can be followed as guidelines to trainees. Clear

objectives about the Training Programme are:

Training policy for designing and implementing the training programme.

Acquisition of knowledge and new skills through motivation.

Reinforcement to trainees by means of awards and punishments.

Organized material should be properly prepared and provided to the trainees.

Learning periods has to be fixed as it takes time to learn.

Preparing he instructor who is both good at subject and job.

Feedback regarding the performance of the trainees in the jobs.

Practicing the skills taught by the trainee.

Appropriate techniques related to the needs and objectives of the organization.

METHODS OF TRAINING

Training is essential for the smooth economic timely and efficient service of the

organization.

Training methods or techniques represents the medium of imparting skills and knowledge

to the employees.

There are two methods of training:

1. On-the-job training methods

2. Off-the-job training methods


ON THE JOB TRAINING

This method is also called as “Internal Training Method”. This is suitable for all levels of

employees – workers, supervisors and executives.

In this method, the employee gets training on the job and at the work place it self the

trainee learns while he/she is actually engaged in doing a job. This method is called as

“learning by doing”.

Several methods are used to provide on-the-job training. They are:

Job rotation

Coaching

Job instruction

Committee assignments

OFF THE JOB TRAINING

This method is also called as “External Training Methods”. These methods are designed

and intended to impart training by supplying required knowledge and skill to the

employees away from the job and work place. This is an opportunity for freedom of

expression for the trainees.

Several methods are used to provide off-the-job training. They are:

Vestibule training

Role – playing

Lecture method

Conference or Group Discussion method

Programmed instruction


TYPES OF TRAINING

Training is required for several purposes. Accordingly, training programme may be of the

following types:

Orientation training

Job training

Safety training

Promotional training

Refresher training

Individual training

Team training

Business training

Executive training

ASSESSMENT OF TRAINING NEEDS

Training activities must be related to the specific needs of the organization and the

individual employees. A Training Programme should be launched only after the training

needs are assessed clearly and specifically.

The effectiveness of a Training Programme can be judged only with the help of training

needs identified in advance. In order to identify the training needs, a gap between the

existing and required levels of knowledge, skills, performance and aptitudes should be

specific. The problem areas that can be resolved through training should also be

identified.

Training needs can be identified through the following types of analysis:

Organizational Analysis

Task or Role Analysis

Job Analysis

Man 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 the

organization in which employee lacks aptitude/attitude, knowledge and skill.

The following methods are used to assess the Training Needs:

i. Organizational requirements/weaknesses

ii. Departmental requirements/weaknesses

iii. Job specification and Employee specification

iv. Identifying the specific problems

v. Anticipating the future problems

vi. Management’s request

vii. Observation

viii. Interviews

ix. Group Conferences

x. Questionnaire surveys

xi. Test

xii. Check lists

xiii. Performance appraisal time

These are essential when technical are special information of complex nature is to be

imparted. The lectures are supplemented with discussion film, case studies and role-

playing.

DESIGNING A TRAINING PROGRAMME

In order to achieve the training objectives, an appropriate Training Policy is necessary. A

training policy represents the commitment of top management to employee training. It

consists of rules and procedures concerning training.


A Training Policy is required:

a. To indicate the company’s intention to develop its employees.

b. To guide the design and implementation of the Training Programmes.

c. To identify the critical areas where training is to be given on priority basis.

d. To provide appropriate opportunities to employees for their own betterment.

EVALUATION OF THE TRAINING PROGRAMME

The effectiveness of an investment in training in needed to be appraised as so much of

money is invested in a Training Programme. Management needs to be reassured about the

effectiveness of a particular method, instruction, the relation between training cost,

proved productivity, general efficiency and effectiveness of a course.


CONCEPT OF EXECUTIVE DEVELOPMENT

‘Executive Development’ is also called as Management Development.

It is a systematic approach of learning and growth by which managerial personnel gain

and apply knowledge, skills, attitudes and insights to manage the work in their

organizations effectively and efficiently. It is largely self – development.

OBJECTIVES OF EXECUTIVE DEVELOPMENT

The Management Development programmes are organized with a view to achieving

specific objectives. They are:

To improve the performance of managers at all levels in their present jobs.

To prepare managers for the higher jobs in future.

To provide opportunities to executives to fulfill their career aspirations.

To understand the problems of human relations and improve human relations skill.

To stimulate creative thinking.

NEED OR IMPORTANCE OF EXECUTIVE DEVELOPMENT

Executive Development is the programme by which executive’s capacities to achieve

desired objectives are achieved. No organization can be successful in the long run

without a planned approach to the development of its managerial persons. The following

factors emphasize the need for Executive Development programmed:

Growth and size of the organizations.

Technological and social changes.

Recognition of social and public responsibilities.

Growth of International Business.

Re-awakening of ethical and moral values.


PRINCIPLES OF EXECUTIVE DEVELOPMENT

The Top Management should accept responsibility for getting the policy of

executive development.

Executive Development programmes must be geared to the needs of the company

and the individuals.

Executive Development starts with the selection of the right man for the executive

positions.

A realistic timetable or time schedule for the development of executives should be

prepared keeping in view the present and future needs of the organization.

Learner’s participation is essential for development. It brings significant growth.

Feedback should be made available to the learner so that steps can be taken to

improve.

An organizational climate conductive to executive development should be

created.

TECHNIQUES OF EXECUTIVE DEVELOPMENT

There are mainly two types of techniques by which managers can acquire the knowledge,

skills and attitudes, which make themselves competent managers. They are:

1. On-the-job development techniques

2. Off-the-job development techniques

ON THE JOB DEVELOPMENT

In these techniques, the motivation to learn is high as training takes place in the real job

situation. The important techniques are:

Coaching

Understudy

Position rotation

Project assignment

Committee assignment

Selective readings


OFF THE JOB DEVELOPMENT

In these techniques, the executives have to learn in their work place or office and devote

their entire time to the development objective. The important techniques are:

Case study method

Incident method

Role – playing

Group discussions

Management games

Sensitivity training

Simulation method

Conference method

Lecture method


RESEARCH METHODOLOGY

Definition

RESEARCH

A careful investigation especially through search, for the new facts in any branch of

knowledge “in simple words searching for new things”

The project is conducted in Techstrat Management Services pvt. Ltd. TMS proposes an

extensive suite of comprehensive bouquet of services to complete the gap/ requirement of

their clients.


This project deals with the theoretical as well as analytical information and so the

project Data is collected by personal interview and observation methods.

RESEARCH DESIGN

Data collected for the study has been divided into two parts.

PRIMARY DATA

This data will be mainly gathered through various questionnaires being distributed by

interacting with officials at different levels

SECONDARY DATA

This data will be collected through computer based reports from the published sources

like books and periodicals and reports like Annual Training Reports as well as from

TECHSTRAT MANAGEMENT SERVICES website.

DATA GATHERING PROCEDURE

Data for the study was obtained by giving questionnaire to employees. The research

technique used is structured questionnaire which was distributed to Employees in the

company and gathered the information.

HYPOTHESIS

A hypothesis is a tentative statement that proposes a possible explanation to some

phenomenon or event. A useful hypothesis is a testable statement which may include a

prediction.

1) Training and development program may effect on employees technical, personnel,

and social growth.

2) Employee may satisfy and improve themselves.

3) Employee may not lose their confidence as they trained.


4) Training and development may cause good relationship between each department.

5) It may cause healthy effect for organization to reach their goal.

SAMPLING TECHNIQUE

The data can also be obtained by applying sampling technique on the following segments

in the areas of Training & Development mentioned below:

Training needs

Types of Training

Effects of Training of employees

Implementation of Training techniques into work procedure

SAMPLE SIZE

100 EMPLOYEES from the company were randomly selected for the present study.

Respondents were requested individually to fill out the questionnaire.

SEGMENTS

Workmen

Employees

o Technical

o Non-technical

Executives

o Floor level

o Middle level


o Top level

OBJECTIVES OF STUDY

To understand and acquire knowledge about different kind of training and development

program which are required to perform a job.

To analyze the effect of training and development in the performance of employees.

To see weather employees are satisfy with their training and development program.

To understand the exact scenario of training and development sector in firm.

To gain familiarity with the new insides in training on the firm

To represent the results of the particular investigation done on the employees in a

resource firm respective

LIMITATIONS OF THE STUDY

Time is the big constraint

Cooperation from employees is less

Employees were not willing to fill questionnaire


COMPANY PROFILE


INTRODUCTION OF COMPANY

TMS is promoted and managed by experienced professionals with multidisciplinary skills

and expertise and backed by a wide network of associates and affiliates in the fields of

Resource planning, Managed Services and Turnkey solutions for resource management in

an organization.

We believe in partnering with the best & innovative practices of the industry no matter

how unconventional they are; which is the reason that we are a strong association of

young and energetic professional with innovative ideas & expertise in various fields.

We are committed in maintaining very high professional and ethical standards and among

other things take specific steps in the maintaining and preserving of the confidentiality of

our clients (Employers / Employees). We are very sensitive and specific about our clients

and take our assignments more through referrals and limited direct prospecting rather

than advertising. We owe to continuous improvements tending towards perfection.

By providing strategic solutions and functional services to the enterprise, we aim to

enable our clients to focus on their core competencies while we take care of their non

core activities which are critical , procedure driven, demands greater expertise as well as

experience and does not provide

the optimum utilization of resources.

• TechStrat (TMS) positions itself as a Strategic Management Partner focusing

mainly on the telecom industry. A Clear Focus helps us to understand the needs of

IT & Telecom industry in a better way.

• TMS proposes an extensive suite of comprehensive bouquet of services to

complete the gap/ requirement of our clients.


• Our exhaustive service portfolio includes Executive Search, Staffing of

professional expertise, Vertical specialists, Training & Development of resources,

Outsourcing & Professional consultancy.

• As a complete Management Solution Provider, TechStrat is the ideal partner for

an extensive suite of services in the Management domain.

VISION

To become strategic management partner of our valuable clients through continuous

excellence

MISSION

To provide innovative & strategic management expertise with a clear focus on IT &

Telecom industry”

TMS have main four sectors:

RESOURSE POINT – HR solution

KNOWLEDGE POINT- Training and Development solution

STAFFING POINT- Out sourcing solution

MENTORS POINT- Consulting solution


TechStrat ‐ Resource Point specialize in recruitment & selection for IT and Telecom

Industry. We understand the various roles offered in the IT and Telecom industry and

accordingly search, using the recruitment models.

Complete understanding of Client Business

Understanding client requirements

Developing appropriate sourcing strategy

Screening

Skill testing

Reference checking

Coordinating the interviews

Negotiating offers and follow-up

On- boarding

Invoicing & Feedback


• Induction programs – for new recruitment

• Associated Training and Development Programs

Team Building programs

Outbound Team Building Programs

Adventure Series- Rappelling, Rock climbing, Commando bridge, Rope ladder,

River rafting, River crossing, Trekking.

Corporate Games


Team Samurai: The Art of Teamwork

Geo Quest: The High-Tech Treasure Hunt

Wheels for the World: Teamwork and Effective Communication

Workshops, Conferences, & Seminars

We explore a different way to provide remarkable experience TechStrat ‐ Knowledge

Point assessment services help individuals, teams and organizations to gain a clear

perspective of their strengths and challenges.

TOP REQUESTED TRAINING AND DEVELOPING PROGRAMS

How to become an EFFECTIVE MANAGER

Change your attitude and win your goal


Business Protocol &Relationship Management

Listening Skills, Decision making skills, Motivation & Negotiation Skills

Management Development programs

Soft Skills Development

Tech-Strat ‐ Staffing Point helps organizations focus on their core processes by handling

all the backend processes in an efficient and time‐bound manner. We offer strategic

outsourcing solutions that give you access to intellectual capital which may not be

available in‐house. We help small firms with access to the same economies of scale,

efficiency, and expertise that large companies enjoy.

Payroll Outsourcing

Staffing Services

Facility Management Services

Admin Outsourcing


TeshStrat ‐ Mentors Point specialize in developing customized suite of HR consulting

solutions. We bring practical, results‐driven HR practices to your business that helps

retain people, improve business productivity and performance of employees.. Our end‐to‐end HR solutions that are tailor made to suit every unique business need are designed

to be cost efficient.

Services We Offer

Employee Counseling

Project Management Consultation employee engagement study

Employee satisfaction study

Exit diagnostics

360 degree survey

Opinion survey

Statistical research study

VALUES


Ethics and Integrity:

In the path of achieving the targets there will be no compromise on ethical

business standards

Customer First

TMS believe that they exist and grow only because of customers. They shall

respond to customer needs on top priority.

Quality Focus

In every aspect of the business relationship TMS believe that quality is excellent.

Dependability

TMS always honor their commitments to their clients

Teamwork

They shall foster teamwork and will not have functional barriers for achieving

results.

Policy Compliance

TMS shall always adhere to their corporate, company policies and guidelines.

. These values are the foundation of TMS attitudes and corporate culture.

CUSTOMER RELATIONSHIP MANAGEMENT

The primary responsibility of the CRM department is to have a constant relationship with

the customers, understand their needs and act as a connecting bridge between them and

organization. The primary responsibility of CRM Marketing is to act as the Customer’s

representative to the Organization and vice-versa till the Wind Turbine Generator is

commissioned.

4. HUMAN RESOURCE DEPARTMENT


Mission of HR department:

To evolve HR practices that ensure competence and employee satisfaction.

Duties

Salary administration

Maintenance of statutory compliance

Maintenance of employees details

General administration

Maintenance of insurance for all company vehicles, and all other insurance like

workmen compensation, GPA, health, travel shield policy, plant and machinery

etc except insurance related to wind mills

THE ROLES OF HR PERSONNEL ARE:

To collaborate with the senior management to formulate effective human resource

strategies, policies and programs to support the Organization’s goals and

objectives, improve the effectiveness of management processes and address

employees needs.

To provide the functional/divisional heads with the information, tools, systems

and support services that enable them to effectively manage and develop their

human resources to achieve departmental goals

To make available to employees information, tools, systems and support services

that enable them to progress their careers in alignment with the goals of the

Organization.

THE HR FUNCTION IS MANAGED THROUGH THE FOLLOWING KEY

PROCESSES



IN TECHSTRAT MANAGEMENT SERVICES

The Performance Management System is an ongoing communication process that is

undertaken in partnership between the Appraiser and the Appraisee. This partnership is

undertaken with the primary objective of achieving the Organization goal, namely,

Improved Performance and Results. This process also helps in providing clarity within

the Organization of what is expected and how they are to be achieved.

Activities of the Performance Management System in TMS are:

1. PLANNING


HRD

HUMAN RESOURCE PLANNING

SEPARATION

PERFORMANCE MANAGEMENT

TRAINING & DEVELOPEMENT

INDUCTION

RECRUITMENT

2. MANAGING

3. REVIEWING

4. REWARDING

1. PLANNING:

Planning involves identification and agreement of the goals with the Appraiser, while

understanding the resources, interdependency and constraints for the job. Along with the

goals competencies, work habits and special Achievements are also identified.

2. MANAGING:

This is the critical part in the entire Performance Management Process. In this stage

Appraiser explains various goals, their importance and the necessity for an employee to

meet/exceed pre-agreed levels of performance.

Managing is the process where an employee is guided and encouraged to improve

performance and achieve targets. There should be openness to give/ receive feedback, to

advice, counsel, explanations etc

3. REVIEWING:

Reviews are structured opportunities to provide performance feedback to the Appraisee

and set the goals for the upcoming period. These are conducted periodically as per fixed

schedule.

This process is effective only if the Appraisee get regular feedback from the Appraiser

about the quality of the work.

4. REWARDING:


Rewarding to the employees is done based on the Performance Appraisal Rating given to

the employees. There will be no automatic increase in compensation and promotions as

the employees gain experience. All the increments or promotions are purely based on the

performance rating of the employees, Companies Performance criteria, Market Situations

and some other policies

EVALUATION OF THE EMPLOYEES PERFORMANCE

In the process of evaluation of the employee performance, employees are allowed to rate

themselves on a scale of 1-4 (1 being the least and 4 being the highest), and then during

the Appraisal Interview, the employee Appraiser gives the ratings on the scale of 1-4

based on his performance in achieving Goals, Competencies, Work Habits and Special

Achievements. The rating given by the Appraiser is considered the evaluation purpose.

Based on the ratings given to them on Goals, Competencies, Work Habits and Special

Achievements and the weightages given to Goals, Competencies, Work Habits and

Special Achievements, their composite rating(score) is calculated. This score is

considered as the final rating.

WEIGHTAGE DISTRIBUTION

Weightage of Goals : 60%

Weightage of Competencies : 30%

Weightage of Work habits : 10%

A discretionary weightage of 10% on special achievements can also be given

Employee’s performance is rated on a scale of 1 to 4 based on the ratings given to them

by their Appraiser where the representations of the scores are as follows:


1. Poor

2. Average

3. Good

4. Outstanding.

RESULTS OF RATING

According to this rating, and the deviations in the employee’s current salary and

the market value, his Increments/ Promotions are decided.

If he is found that he is capable person of handling more duties then he is given

more responsibilities

.If the employee’s rating is found average, then the weakness of the employees

are identified and accordingly training is given to the employees

If the employee’s performance is found to be poor then he may be removed from

the job

Along with this performance appraisal form the seniors are suggested which areas are in

strength these people as well as weaknesses these suggestions are taken into consider

according that training is conducted to the members in the organization. In this way TMS

is started the training and development of the employees.


Data Analysis and Interpretation

1) Is Training and Development given adequate importance in your organization?


S.NO OPINION NO. OF

RESPONDENTS

% OF

RESPONSE

1 To a great extent 38 38%

2 To a reasonable extent 44 44%

3 To a small extent 18 18%

4 Not at all __ __

TOTAL 100 100%

INTERPRETATION

It was found through the response of a major number of employees that, Training was

given a reasonable importance in the organization followed by many to a great extent and

some to a small extent.

2) Have you experienced any improvement in your self-confidence levels after


attending the Training Programmes?

S.NO OPINION NO. OF

RESPONDENTS

% OF

RESPONSE




4 Not at all 08 08%

TOTAL 100 100%

INTERPRETATION

It was found from the response that major number of respondents experienced

improvement in their self-confidence levels to a reasonable extent followed by many to a

great extent and some to a small extent. It was even found that a little number of

respondents did not find any improvement in their self-confidence levels.

3) Do you think the Training Programmes are relevant to your work environment?


S.NO OPINION NO. OF

RESPONDENTS

% OF

RESPONSE




4 Not at all 08 08%

TOTAL 100 100%

INTERPRETATION

It was found from the response that major number of respondents felt that the Training

Programmes were relevant to the work environment to a reasonable extent followed by

some to a great extent and very little respondents to a small extent and some even felt that

the Training Programmes were not at all relevant to the work environment.

4) What type of Training Programmes you basically attend?


S.NO OPINION NO. OF

RESPONDENTS

% OF

RESPONSE

1 Behavioral 40 36.36%

2 Environmental 06 05.45%

3 Functional 20 18.18%

4 All four areas 44 40%

INTERPRETATION

It was found that many respondents attended for the Training Programmes in all the

four areas followed by Behavioral, Functional and Environmental. Some employees

attended for the Training Programmes in two areas also.

5) Are there any changes occurred in the pattern of Training Programmes


Conducted to you in past five years?

S.NO OPINION NO. OF

RESPONDENTS

% OF

RESPONSE




4 Not at all 10 10%

5 Not Applicable 12 12%

TOTAL 100 100%

INTERPRETATION

It was found from a major number of respondents said that to a reasonable extent

followed by some to a small extent and some to a great extent. There are less number of

respondents who said that there were no changes in the Training Programmes from long

time. Some employees did not respond, as their service in the organization is only a few

months.

6) How is the feedback collected?


S.NO OPINION NO. OF

RESPONDENTS

% OF

RESPONSES

1 Questionnaire 100 100%

2 Interviews __ __

3 Tests - -

TOTAL 100%

INTERPRETATION

It was found from the respondents that feedback is collected through Questionnaires to a

great extent followed by Tests to a small extent. Some said that feedback is collected both

by Questionnaires and Tests, but no one responded to Interview feedback. So, feedback is

not collected through interviews.

7) Is your feedback considered for further Training Programmes organized?


S.NO OPINION NO. OF

RESPONDENTS

% OF

RESPONSES

1 Yes 40 40%

2 No 20 20%

3 Not Aware 40 40%

TOTAL 100 100%

INTERPRETATION

It was found that many number of respondents felt that their feedback is considered for

further Training Programmes while some felt that their feedback is not taken into

consideration. The remaining employees were not aware or not able to say whether their

feedback is taken into consideration or not.


8) When did you recently attend a Training Programme?

S.NO OPINION NO. OF

RESPONDENTS

% OF

RESPONSE

1 1-3 months back 12 12%




TOTAL 100 100%

INTERPRETATION

It was found from the respondents that most of them have attended the Training

Programmes 9-12 months back followed by 3-6 months, 6-9 months and lastly 1-3

months back. Some employees even did not attend a Training Programme from past two

years.

9) Is Training and Development a motivating factor in your organization?


S.NO OPINION NO. OF

RESPONDENTS

% OF

RESPONSE




4 Not at all 06 06%

TOTAL 100 100%

INTERPRETATION

It was found that major number of respondents felt that Training and Development is a

motivating factor in TMS to a reasonable extent, followed by many to a small extent,

some to a great extent. But a little number felt that Training and Development is not a

motivating factor in the organization.

10) Were you satisfied with the Training Programmes you have attended?


S.NO OPINION NO. OF

RESPONDENTS

% OF

RESPONSE




4 Not at all __ __

TOTAL 100 100%

INTREPRETATION

It was found from the respondents that major numbers of employees were satisfied with

the Training Programmes followed by some to a great extent and a little number to a

small extent. But no one was dissatisfied with the Training Programmes of TMS.

11) Your overall rating of the Training Programmes conducted by TMS


S.NO OPINION NO. OF

RESPONDENTS

% OF

RESPONSE

1 Excellent 22 22%

2 Good 46 46%

3 Satisfactory 26 26%

4 Poor 06 06%

TOTAL 100 100%

INTERPRETATION

It was found from the response that major number of respondents felt, the overall rating

to the Training Programmes is good followed by some to a satisfactory level. Some felt

that the Training Programmes of TMS were excellent while the remaining felt that the

Training Programmes were poor.

12) How is the work environment in TMS?


S.NO OPINION NO. OF

RESPONDENTS

% OF

RESPONSE

1 Excellent 18 18%

2 Good 52 52%

3 Satisfactory 24 24%

4 Poor 06 06%

TOTAL 100 100%

INTREPRETATION

It was found from the employees that the work environment in TMS is good to a great

extent followed by some at a satisfactory level. Some felt that the work environment is

excellent while the remaining felt that the work environment is poor.


Effectiveness of Training Programmes in the organization

After careful observation, the effectiveness of training programmed is found through the

employees

S.NO OPINION % OF RESPONSE

1 EXCELLENT 20%

2 VERY GOOD 67%

3 SATISFACTORY 11%

4 POOR 2%


FINDINGS

SUGGESTIONS

AND

CONCLUSION


FINDINGS

It is found that 87% of the total respondents feel that their supervisor strictly

following the standard format of performance review and 13% of the respondents

feel that the standard format is not being followed

The time spent by the supervisor for the discussion on the performance review is

10-20 minutes for 35% of the associates; no time was spend by the supervisor for

5% of associates and 20 minutes and above time was spent by the supervisor for

60% of the associates.

There is a feeling that 55% of the total respondents agree that their supervisor

takes the performance appraisal process seriously, 35% of the respondents

strongly agree, 5% disagree and another 5% of the respondents strongly disagree

It is evident that 60% of the respondents agree that their discussions with their

supervisor are fruitful, 30% agree and 10% of the respondents disagree with this

I found that 87% of the total respondents agree they and their supervisor mutually

arrive a t final rating and 13% of the respondents do not agree with this

.It is found that 88% of the total respondents agree that they get guidance in

understanding the process of performance review from their supervisor and only 12%

disagree with this

It is learned that 63% of the total respondents believe that their goals for the year

2006 are SMART and 37% believe that their goals are not SMART

The survey reveals that only 55% of the associates have completed their mid-year

review. 45% of the associates have not yet completed their mid-year review; this

is due to the reason that their supervisors could not spend time for review.

It denotes that 60% of the total respondents taken as 100%, 75% of them say that

their supervisors identify training needs after the mid-year review and 25%

disagree with this.


SUGGESTIONS

To appraise the employees twice in a year so that the employees performance will

become better in the coming year, instead of one year.

Data of the appraisal should be written immediately after completion of the

appraisal process. Then their will be no loss of data about the employees

performance and analysis can be done properly

Other attributes must be identified to measure the performance such as

interpersonal skill, avoiding conflict, situational behavior can be rated.

Reward and performance should be linked. The person getting highest rating

should be given reward as an incentive package

Proper counseling and support should be given by the management to improve the

performance of the employees

Identify proper training needs for those who have undergone mid-year review.

Make sure that the mid-year appraisal must be useful to them in achieving the

objectives of the Organization

After the mid-year review the training needs that are identified should be

completed within that year. Then the associates will satisfy about their

performance of the job. These training programs should be organized during

unseasons

An influential person and who has popularity among employees should provide

awareness of the system and motivate employees to participate in the meetings

The incentives provided for good performance must be a motivating factor for a

better performance

There is a feeling that this system is not fully utilized to recognize the

performance of the associates. So, top management should create seriousness

towards the performance management system

The performance management system that is being follows is very well designed.

But there should be no delay in its implementation practically


The parameters on which the performance is assured should be more logical and

analytical.

CONCLUSION

From the opinions, views and response of the employees on this study, researcher

conclude by saying that

1. The employees of TECHSTRAT MANAGEMENT SERVICES hold a positive

view on the effectiveness of the performance management system in the

Organization.

2. In today’s competitive era, Organizations need to have performing people to reach

its appropriate goal.

3. TMS is the best performing Organization. There is consistency in rating the

performance of the individuals.

4. Employees are co-operative in improving the productivity. Skills of the

employees are being well recognized and are given a chance to prove their work.

5. This motivates them to work for the Organization to achieve the target set before

them.

6. A positive note on the study by saying that the Organization with the

implementation of suggestions and by developing a multi prone strategy covering

all the aspects of performance management system would become a “benchmark”

for the rest of the firms in this field.


BIBLIOGRAPHY


BIBLIOGRAPHY

AUTHORTITLE OF THE

BOOKEDITION

NAME OF PUBLISHER

YEAR of PUBLICATION

P.SUBBA RAO

Personnel management&

Human resource

1st Himalaya publication

2005

ASHWATHAPPAHuman

resource management

2nd

Tata MC Graw-hill publishing company ltd

1999

C.B. MEMORIA Personnel management

3rd

Himalaya publication

house2002

C.R.KOTHARIResearch

Methodology2nd

New Agepublication

1985

Websites: 1. www.google.com 2. www.techstrat.co.in

3. TMS report

4. Internet


http://www.techstrat.co.in/

http://www.google.com/

ANNEXURE


QUESTIONNAIRE

Survey on Training and Development in Techstrat Management Services, TMS

(As a part of our project work)

NAME:

DESIGNATION:

DEPARTMENT:

1) Is Training and Development given adequate importance in your organization?

a) To a great extent

b) To a reasonable extent

c) To a small extent

d) Not at all

2) Have you experienced any improvement in your self-confidence levels after

attending the Training Programmes?




d) Not at all

3) Do you think the Training Programmes are relevant to your work environment?




d) Not at all

4) What type of Training Programmes you basically attend?

a) Behavioral

b) Environmental

c) Functional

d) All four areas


5) Are there any changes occurred in the pattern of Training Programmes conducted

to you in past five years?




d) Not at all

6) How is the feedback collected?

a) Questionnaire

b) Interviews

c) Tests

7) Is your feedback considered for further Training Programmes organized?

a) Yes

b) No

c) Not aware

8) When did you recently attend a Training Programme?

a) 1-3 months back

b) 3-6 months back

c) 6-9 months back

d) 9-12 months back

9) Is Training and Development, a motivating factor in your organization?




d) Not at all


10) Were you satisfied with the Training Programmes you have attended?




d) Not at all

11) Your overall rating of the Training Programmes conducted by TMS.

a) Excellent

b) Good

c) Satisfactory

d) Poor

12) How is the work environment in TMS?

a) Excellent

b) Good

c) Satisfactory

d) Poor

Your suggestions regarding the Training System in TMS (if any)


THANK YOU


Documents

Training and Development 11