82707510 effectiveness-of-training

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A STUDY ON EFFECTIVENESS OF TRAINING PROGRAMME

TABLE OF CONTENTS
ACKNOWLEDGEMENT……………………………….i
ABSTRACT………………………………………………ii
LIST OF TABLES……………………………………....iii
LIST OF CHARTS………………………………………iv

CHAPTER 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 48

ANNEXURES

I. QUESTIONNAIRE………………………………………..
II. BIBLIOGRAPHY………………………………………….

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ABSTRACT

Training is a learning experience, in that it seeks a relatively permanent change in an individual
which will improve his (or) her ability to perform on the job. We typically say training can
change the skill, knowledge, attitude and social behavior. It means changing what employees
know, how they work, their attitude towards their work or their interaction with their co-workers
or their supervisors.
THE EXPECTED RESULTS OF TRAINING PROGRAMME

HIGHER PRODUCIVITY: Training helps to improve the level of Performance. Trained
employees perform better by using better method of work.

BETTER QUALITY OF WORK: In formal training, the best methods are standardized and
taught to employees perform better by using better method of work.

COST REDUCTION: Trained employees make more economical use of materials and
machinery. Reduction in wastages and spoilage together with increase in productivity help to
minimize 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. 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.

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LIST OF TABLES

Table 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

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LIST OF CHARTS
Chart 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

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CHAPTER-I

1.1 INTRODUCTION

1.1.1 COMPANY PROFILE (HCL Technologies – Overview):

While HCL Enterprise has a 30-year history, HCL Technologies is a relatively young company
formed, eight years ago, in 1998. During this period, HCL has built unique strengths in IT
applications (custom applications for industry solutions and package implementation), IT
infrastructure management and business process outsourcing, while maintaining and extending its
leadership 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 distribute
value across the customer's IT landscape through its well-distributed services portfolio,
significant domain strengths, and locally relevant geographic distribution. HCL has the widest
service portfolio among Indian IT service providers, with each of its services having attained
critical mass, and HCL dominates several emerging areas.

Our five mature lines of business are R&D and Engineering, Custom Applications, Enterprise
Applications, IT Infrastructure Management, and BPO Services. In addition, HCL has recently
launched its Enterprise Transformation Service Offerings comprising of Business, Technology,
Application and Data Transformation – the four broad needs of any enterprise. Our ability to
synergistically integrate these service lines across the entire IT landscape creates new zones for
value creation. Additionally, HCL has created unique service leadership in each of these areas
through best-of-breed unique propositions. HCL‟s leadership in these service areas has been
recognized by several leading independent analysts. HCL started questioning the linearity of
scale-driven business models adopted by service providers (largely in the IT application
business). The questioning led us to the belief that the market was rapidly approaching a point of
inflection, that is a point where the volume and value proportionality would change, opening up
new opportunities for service providers who aspire to focus on value. With this realization, HCL
embarked on a transformational journey that will focus on value centricity in customer
relationships and on leveraging new market opportunities, while creating a unique employee
experience.

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Today, HCL is entering a new phase of evolution – transforming it from a volume-driven service
provider to value-centric enterprise that turns technology into competitive advantage for all its
customers 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, HCL
developed the first indigenous micro-computer at the same time as Apple and 3 years before
IBM's 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, at
the 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 HCL's entry into contract R&D.
In 1997, HCL Infosystems was formed. In the same year HCL ventured into software services. In
1999, HCL Technologies Ltd issued an IPO and became a public listed company. In 2001, HCL
BPO 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 set
up first Power PC architecture design centre outside of IBM. In the same year HCL Infosystems
launched sub Rs.10,000 PC. In 2006, HCL Infosystems became the first company in India to
launch the New Generation of High Performance Server Platforms Powered by Intel Dual - Core
Xeon 5000 Processor. Today, HCL has a turnover of over US$4billion.

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1.1.3 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. For
over quarter of a century, we have developed and implemented solutions for multiple market
segments, across a range of technologies in India. We have been in the forefront in introducing
new 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

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- Software Export Division formed at Chennai to support the bespoke application development needs of
1981
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 the
1983
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 . ALPM
1985
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 Thailand
1994
- HCL sets up core group to define software development methodologies

- Starts execution of Information System Planning projects

1995 - 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
customers
1996
- Becomes national integration partner for SAP

- Kolkata and Noida STPs set up
1997
- HCL buys back HP stake in HCL Hewlett Packard

1998 - Chennai and Coimbatore development facilities get ISO 9001 certification

- Acquires and sets up fully owned subsidiaries in USA and UK

1999 - Sets up fully owned subsidiary in Australia

- HCL ties up with Broadvision as an integration partner

- Sets up fully owned subsidiary in Australia

2000 - Chennai and Coimbatore development facilities get SEI Level 4 certification

- Bags Award for Top PC Vendor In India

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- Becomes the 1st IT Company to be recommended for latest version of ISO 9001 : 2000

- Bags MAIT's Award for Business Excellence

- Rated as No. 1 IT Group in India

-Launched Pentium IV PCs at below Rs 40,000
2001
-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 Agreement
2002
- 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 AMD

2003 - 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 PC
2004
- 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 2005'

2005 -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

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-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.

-Toshiba'Super 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 India's 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

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1.1.5 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 to
serve their customers better”

1.1.7 BUSINESS MODEL:

The HCL Enterprise comprises two companies listed in India, HCL Technologies and HCL
Infosystems. HCL Technologies is the IT and BPO services arm focused on global markets,
while HCL Infosystems is the IT, Communication, Office Automation Products & System
Integration arm focused on the Indian market. Together, these entities have uniquely positioned
HCL as an enterprise with service offerings spanning the IT Services and Product spectrum.

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The range of offerings span Product Engineering and Technology Development, Application
Services, BPO Services, Infrastructure Services, IT Hardware, Systems Integration, and
Distribution 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 of
computer 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 latest
Design tools for product designing. A full fledged EMI lab has been set up with a complete set of
EMI/EMC test equipments, KeyTek surge/EFT generators and Schaffner ESD Gun for Pre
compliance testing.

This department is represented by a group of highly motivated engineers, who have not
only customised products to suit Indian conditions but have also been responsible for new
products development.

HCL Peripherals is fully equipped with the state-of-the art manufacturing CNC Machines
such as MURATA turret punch presses, KOMATSU NC press brake, MURATEC CNC press
brake and CAD/ CAM systems supported by AUTODESK. These facilities enable the
manufacture of precision products as per customer's requirement. 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. 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.

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1.1.7 HARDWARE PRODUCED:

 COLOUR MONITOR
 FLAT LCD MONITORS
 KEYBOARD
 VINBEE
 LIFE SCAN CABLE
 THERMAL UNITS

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1.2 INTRODUCTION TO THE STUDY

A Study on Effectiveness of training programme at HCL PERIPHERALS, Industrial
estate, Thattan Chavady. Pondicherry
Training is an area in which there have been considerable advances over the past few years
including new methods, approaches, training aids and technology. HCL PERIPHERALS has
been continuously training their employees. This study has been conducted with a view towards
being able to contribute to these programmes in a constructive manner.

Training programmes assists in enhancing the efficiency and effectiveness of a person at
work by improving and updating his professional knowledge, skill relevant to his work,
cultivating appropriate behaviour and attitude towards work and people. Also the training
program involves considerable investment in terms of time, money and efforts. Thus it becomes
necessary to study the effectiveness of the training program.

The study was conducted at HCL PERIPHERALS for Human Resource Department. The sample
survey based on structured questionnaire was conducted among the junior executives, operators
and apprentice trainees who have undergone the training programme.

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CHAPTER-II

REVIEW OF LITERATURE

2.1 CONCEPT OF TRAINING:
Training is the process of increasing the knowledge and skills for doing a particular job. It is
an organized procedure by which people learn knowledge and skill for a definite purpose. The
purpose of training is basically to bridge the gap between job requirements and present
competence of an employee. Training is aimed at improving the behaviour and performance of a
person. It is a never ending or a continuous process. Training is closely related with education
and 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 performance
ability and desired performance.

The training objectives are designed in accordance with the company goals and
objectives. 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 today's workforce brings a wide variety of
languages and customs.

 Computer skills: Computer skills are becoming a necessity for conducting administrative
and office tasks.

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 Customer service: Increased competition in today's 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: Today's society has increasing expectations about corporate social responsibility.
Also, today's diverse workforce brings a wide variety of values and morals to the
workplace.
 Human relations: The increased stresses of today's 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 methods

a) 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.

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2. Vestibule Training or Training-Centre Training

This is otherwise known as classroom training, which is imparted with the help of
equipment 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‟ real
job 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 or
resources, 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 of
assignments according to a predetermined schedule, which provides for efficient training in
trade skills

6. 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, which
offer 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 understand
how the job functions.

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c) Off-the-Job Methods:

Under this method, training will be given in company classroom, an outside place owned
by 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. This
method is useful when philosophy, concepts, attitudes, theories and problem solving have to be
discussed.

2. Conferences

Normally a conference will be held in accordance with an organized plan. Different topics
with 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 a
subject on a selected subject.

4. Case Discussion

Testing of a real problem will be undertaken under this method. In other words, a real
business problem or situation demanding solution is presented to the group and members are
trained 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 the
best solution.

5. Role Playing

This method is also called „role reversal‟, ‟socio drama‟ or „psycho drama‟. Here trainees
act out a given role as they would in a given play. Two or more trainees are assigned roles in a
given 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

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series and checking on the trainees‟ knowledge. Questions are asked in proper sequence and
indication 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 of
behavior so that the performance of the trainee becomes more useful and productive for himself
and for the organization of which he is part/ training normally concentrates on the improvements
of 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 a
particular 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 them
certain 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 employee
learning 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”

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CHAPTER-III
OBJECTIVES
3.1 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.

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CHAPTER – IV
RESEARCH METHODOLOGY

Research methodology is a science of collecting, identifying and presenting facts in such a way
that 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 of
scientific investigation.Research methodology is the science of collecting, identifying and
presenting 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, Industrial
estate, Thattan Chavady. Pondicherry
4.2 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 the
purpose of collecting descriptive information like employee‟s opinion, benefits, personal
details, 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 technique
A) Primary data:
Primary data are collected afresh and for the first time. It is the data originated by the researcher
specifically to address the research problem. In this study, Primary data was collected through the
Interview Schedule with a well Structured Questionnaire.

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B)SECONDARY DATA:

In this study Secondary data, are those which have already been collected by someone
else and which have already been passed through the statistical process.

Secondary Data was collected from the publications, internets, journals, books and
company records.

4.6 Data collection instrument:
Data is collected by questionnaire and interview schedule, the questionnaire consists
of a list of questions, which are relevant in getting the facts. Questionnaires are likely any
scientific experiment. One does not collect data and then see if they are found something
interesting. One forms a hypothesis and an experiment that will help prove or disprove the
hypothesis. The questionnaire has been constructed on the basis of two types, they are
multiple 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 refers
to a technique or the procedure the researcher would adopt in selecting items for the
sample.
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

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4.12 PERCENTAGE METHOD:
In this project Percentage method test was used. The formula is as follows
Percentage of Respondent = No. of Respondent X 100
Total no. of Respondents
4.13CHI-SQUARE ANALYSIS:
Karl Pearson developed a test for testing the significance of discrepancy between experimental
values and the theoretical values obtained under some theory or some hypothesis. This test is
known as Chi square test or Test of goodness of fit. Chi-square test has been used in this study to
find the association between quality of training programme and satisfactory level of employees.
The formula for computing chi-square ( is as follows

4.14CORRELATION:
correlation analysis deals with the association between two or more variables. Correlation does
not necessary imply causation or functional relationship though the existence of causation always
implies correlation, by itself it establishes only co-variation. Correlation is the technique of
determining the degree of correlation between two variables in case of ordinal data where ranks
are 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.

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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 50 100.0

INFERENCE
The 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 and
12% of the respondents are above 35 years of age.

CHART 5.1

AGE OF RESPONDENTS

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NO.OF.RESPONDENTS

15

10

5

0
18-25 25-30 30-35 >35
AGE OF RESPONDENTS

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TABLE 5.2

EDUCATIONAL QUALIFICATION OF RESPONDENTS

secondary 14 28.0
diploma 13 26.0
ug 18 36.0
pg 5 10.0
Total 50 100.0

INFERENCE
The above table shows that 28% of the respondents completed secondary. 26% of the
respondents completed Diploma. 36% of the respondents completed UG and remaining 10% of
the 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

TABLE 5.3

GENDER

male 31 62.0
female 19 38.0
Total 50 100.0

INFERENCE
The above table shows that 62% of the respondents are male and 38% of the respondents are
female.

CHART 5.3

GENDER
NO.OF RESPONDENTS

30

20

10

0
male female
GENDER

27

TABLE 5.4

MARITAL STATUS


married
25 50.0
unmarried
25 50.0
Total
50 100.0

INFERENCE
The above table shows that 50% of the respondents are married and 50% of the respondents are
unmarried.

CHART 5.4

MARITAL STATUS

25
NO.OF RESPONDENTS

20

15

10

5

0
married unmarried
MARITAL STATUS

28

TABLE 5.5

AWARENESS OF TRAINING PROGRAMME


yes 48 96.0
no 2 4.0
Total
50 100.0

INFERENCE
The 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

TABLE 5.6

ATTENDED TRAINING PROGRAMME


yes 48 96.0
no 2 4.0
Total
50 100.0

INFERENCE
The above table shows that 96% of the employees have attended training programme and 4% of
the 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

TABLE 5.7

NATURE OF TRAINING PROGRAMME

mostly related to work 36 72.0
general 13 26.0
not related to work 1 2.0
Total 50 100.0

INFERENCE
The above table shows that 72% of the employees find the training programme mostly related to
their 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

TABLE 5.8

UNDERTAKE TRAINING PROGRAMMES IN FUTURE


yes 43 86.0
no 7 14.0
Total 50 100.0

INFERENCE
The above table shows that 86% of the employees are willing to undertake training programme in
future 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

TABLE 5.9

QUALITY OF TRAINING PROGRAMME


excellent 20 40.0
good
30 60.0
Total
50 100.0

INFERENCE
The above table shows that 40% of the respondents find the quality of the training programme to
be 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

TABLE 5.10

TECHNICAL SKILLS

agree 39 78.0
neither agree nor
8 16.0
disagree
disagree 3 6.0
Total 50 100.0

INFERENCE
The above table shows that 78% of the employees agree that training programme helps them to
pick up new technical skills.16% of the employees neither agree nor disagree and 6% of the
employees disagree.

CHART 5.10

TECHNICAL SKILLS

40
NO OF RESPONDENTS

30

20

10

0
agree neither agree disagree
nor disagree
TECHNICAL SKILLS

34

TABLE 5.11

LEADERSHIP SKILLS


agree 35 70.0
neither agree nor
12 24.0
disagree
disagree 3 6.0
Total 50 100.0

INFERENCE
The above table shows that 70% of the respondents agree that attending training programme
helps 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
nor disagree
LEADERSHIP SKILLS

35

TABLE 5.12

SOFT SKILLS


agree 39 78.0
neither agree nor
8 16.0
disagree
disagree 3 6.0
Total 50 100.0

INFERENCE
helps them to pick up soft skills, 16% of the respondents neither agree nor disagree and 6% of the
respondents disagree.

CHART 5.12

SOFT SKILLS

40
NO OF RESPONDENTS

30

20

10

0
nor disagree
SOFT SKILLS

36

TABLE 5.13

BETTER PERFORMANCE


agree
36 72.0
neither agree nor disagree
11 22.0
disagree
3 6.0
Total
50 100.0

INFERENCE
The above table shows that 72% of the employees feel that attending training programme leads
them to perform better at work.22% of the employees neither agree nor disagree and 6% of the
employees disagree.

CHART 5.13

BETTER PERFORMANCE

40
NO OF RESPONDENTS

30

20

10

0
nor disagree
BETTER PERFORMANCE

37

TABLE 5.14

CUSTOMER SERVICE SKILLS


agree 28 56.0
neither agree nor
17 34.0
disagree
disagree 5 10.0
Total 50 100.0

INFERENCE
helps them to pick up customer service skills, 34% of the respondents neither agree nor disagree
and 10% of the respondents disagree.

CHART 5.14


30
NO OF RESPONDENTS

25

20

15

10

5

0
nor disagree

38

TABLE 5.15

CHANCES OF PROMOTION


agree
31 62.0
neither agree nor
12 24.0
disagree
disagree
7 14.0
Total
50 100.0

INFERENCE
The above table shows that 62% of employees agree that attending training programme leads
them to the chances of promotion.24% of the employees neither agree nor disagree and 14% of
the employees disagree with it.

CHART 5.15

NO OF RESPONDENTS

30

20

10

0
nor disagree

39

TABLE 5.16

RELEVANCE OF TOPICS IN TRAINING PROGRAMME


yes
44 88.0
no
6 12.0
Total
50 100.0

INFERENCE
The above table shows that 88% of the employees find the topics relevant to the training
programme 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

TABLE 5.17

TOPICS COVERED IN TRAINING PROGRAMME


agree
34 68.0
neither agree nor
13 26.0
disagree
disagree
3 6.0
Total
50 100.0

INFERENCE
The above table shows 68% of the respondents agree that relevant topics related to programme
objectives were covered in the training programme,26% of the respondents neither agree nor
disagree and 3% of the employees disagree.

CHART 5.17


40
NO OF RESPONDENTS

30

20

10

0
nor disagree

41

TABLE 5.18

TOPICS COVERED WITHIN RIGHT TIME


yes
44 88.0
no
6 12.0
Total
50 100.0

INFERENCE
The above table shows that 88% of the respondents accept that the topics taken for the training
programme 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

TABLE 5.19

TOPICS COVERED EASY TO UNDERSTAND


yes
44 88.0
no
6 12.0
Total
50 100.0

INFERENCE
The above table shows that 88% accept that the topics covered in training programme are easy to
understand 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

TABLE 5.20

SATISFACTORY LEVEL


very satisfied 20 40.0
satisfied
21 42.0
neither satisfied nor
9 18.0
unsatisfied
Total
50 100.0

INFERENCE
The above table shows that 40% of the employees are very satisfied with training
programme.42% of the employees are satisfied and 18% of the employees are neither satisfied
nor 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

TABLE 5.21

SUGGESTIONS ON IMPROVEMENTS

no improvements needed 28 56.0
make the content more
3 6.0
relevant
shorten the training
13 26.0
programme
lengthen the training
6 12.0
programme
Total 50 100.0
INFERENCE

The above table shows the suggestions on improvement where 56% of the employees feel no
improvement is needed.6% of the employees suggest on making the content more relevan.26% of
the employees suggest to shorten the period of training programme and 12% of the employees
suggest 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

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 Crosstabulation

Observed Count
SATISFACTORY LEVEL
neither
satisfied
very nor Total
OPINION
satisfied satisfied unsatisfied
QUALITY excellent 8 8 2 18
OF TOPICS good
12 13 7 32
COVERED
Total 20 21 9 50

QUALITY OF TOPICS COVERED * SATISFACTORY LEVEL Crosstabulation

Expected Count
SATISFACTORY LEVEL
neither
satisfied
very nor
OPINION satisfied satisfied unsatisfied Total
QUALITY excellent 7.2 7.6 3.2 18.0
OF TOPICS good
12.8 13.4 5.8 32.0
COVERED
Total 20.0 21.0 9.0 50.0

NULL HYPOTHESIS:
Ho: There is no association between quality of topics covered and satisfactory level of the
employees.
ALTERNATE HYPOTHESIS:
H : There is association between quality of topics covered and satisfactory level of the
employees.

46

TABLE 5.22.1

COMPUTATION 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 0.2482

TOTAL 0.870

Calculated value=0.870
Degrees of freedom=(R-1)(C-1)= (3-1)(4-1)
=6
Level of Significance= 5%
Tabulated value=0.920
Calculated value=0.870

The calculated value is less than tabulated value. Null hypothesis is accepted

INFERENCE

There is no association between quality of topics covered in Training Programme and satisfactory
level of the employees.

47

ANALYSIS OF OPINION OF RESPONDENTS REGARDING AWARNESS OF
TRAINING PROGRAMME AND UNDERTAKE TRAINING PROGRAMME IN
FUTURE
[USING RANK CORRELATION]
TABLE 5.23
OPINION 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 0

r = 1- 6 di2
n(n2-1)

=1- 6(0)
2(22-1)

=1- 0/ 2(4-1)

=1- 0/6

=1

INFERENCE
Awareness of training programme and undertake training programme in future are positively
correlated.

48

CHAPTER-VI

6.1 FINDINGS OF STUDY
The 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

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

7.2 CONCLUSION

Training programme‟s main objective is to improve the productivity of the company‟s
employees which in turn will improve the company‟s profitability. Through training
programmes, the employees‟ skill levels are upgraded which will make the employees more
productive.
Training programme is also set up to help employees get used with new roles and
responsibilities usually after promotion. When an employee gets promoted from one level to
next level, the skills required to do his/her job changes and training programmes are essential
in equipping the employee with the new skills.
Training programme is also a way for the company to showcase to its employees that it cares
for employees‟ self development. This plays a big role in increasing the loyalty that an
employee feels towards its organization
Employees‟ feedback on the training programme is essential to understand the effectiveness
of training programme. Most times, employees better understand the kind of training
programme that would help them. It is important to get employees‟ opinion before the
creation of new training programmes.

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

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

ANNEXURE-I
QUESTIONNAIRE
A STUDY ON EFFECTIVENESS OF TRAINING PROGRAMME AT HCL
PERIPHERALS

I. 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)PG

II. Employee’s view:

1.Are you aware of the training programme conducted in your organization? a)Yes b)No
2. Have you attended any training programmes so far? a)Yes b)No
3. 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 work
4. Do you wish to undertake training programmes in the future? a)Yes b)No
5. How will you rate the overall quality of the training programmes you have attended?
a)Poor b)Good c)Excellent

III. 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)Disagree
2. Do you agree that the training programme helped you to develop leadership skills?
3. Do you agree that the training programme helped you to develop soft skills like
communications skills, team work skills etc.? a)Agree b)Neither Agree Nor Disagree
c)Disagree
4. Do you agree that after attending the training programme, you can perform better at your job?

54

5.Do you agree that the training programme helped you to develop customer service skills?
6. Do you agree that attending the training programme has improved your chances of getting
promoted? a)Agree b)Neither Agree Nor Disagree c)Disagree

IV. Quality of topics covered:
1. Were the topics covered in the program relevant, interesting and pertinent to your work? a)Yes
b)No
2. Do you agree that all the relevant topics related to the programme objectives were covered in
the training programme?
3. Was the right amount of time spent on each of the topics covered during the training
programme?
a)Yes b)No
4. Were the topics covered easy the understand? a)Yes b)No
5. Overall, how do you rate the quality of the topics covered?
a)Poor b)Good c)Excellent

V. 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)Very
Unsatisfied
2. What type of improvements would you suggest to the training programmes?
a)No Improvements Needed b)Make the content more relevant and interesting
c)Shorten the training programme d)Lengthen the training Programme

55

ANNEXURE-II

BIBLIOGRAPHY

BOOKS:

1.KOTHARI,C.R RESEARCH METHODOLY,PUBLISHED BY TATA MC.GRAW-HILL
PUBLISHING COMPANY LTD.,13TH EDITION,1982.

2. GUPTA,S.P.,AND GUPTA M.P,BUSINESS STATISTICS,PUBLISHED BY SULTAN
CHAND & 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

82707510 effectiveness-of-training

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