Harjinder Singh.docx

REPORTING ON SUMMER REPORT TRAINING Project Report of Training and Development Submitted to PCBT (PTU) In partial fulfillment of requirement for the award of the degree of Master of Business Administration

Study under taken Paragon Knits Pvt. Ltd. Submitted By

Submitted To

Harjinder Singh

Mr Sunny Gulati

1734731

(Assistance Prof)

MBA 3RD sem MBA(2ND) Department of Management PYRAMID COLLEGE OF BUSINESS AND TECHNOLOGY

INDEX Chapter: 1……… Introduction 1.1 Research Problem 1.2 Significance of the Project 1.3 Operational Definitions, Structure of the study with sound Justifications/ Explanations. Chapter: 2……. Company Profile 2.1 Vision, Mission and Quality Policy 2.2 History 2.3 Products 2.4 Organization Structure 2.5 Product/ Services Profile, Area of Operation – Global/ National/ Regional, Ownership Pattern, Competitors 2.6 Global Scenario of the Industry Chapter: 3……. Review of Literature Chapter: 4……. Research Methodology 4.1 Need of the Study 4.2 Objectives of the Study 4.3 Research Design a) Population b) Sample c) Sample Size d) Sampling Technique e) Sampling Unit f) Data Collection g) Scope of the Study h) Techniques of Analysis 4.4…Limitations of the Study

Chapter: 5……Data Analysis and Interpretations Chapter: 6…… Major Findings, Conclusion and Recommendations Bibliography Appendices a) Questionnaire

Training and Development During my internship I gained practical knowledge on how the human resource division of an organization operates and coordinates its activities to ensure smooth functioning of the organization at all levels by ensuring right numbers of people are available at the right time to do the right job. Not only that I have also gained insight into the working culture of the organization and observed how Paragon Knits Pvt. Ltd. handles its employees with value and empowerment to ensure they are motivated to give their best to the organization. The report starts with an organization profile of Paragon Knits Pvt. Ltd. giving its background, mission, vision, its products and services, the hierarchy and of the organization. The next section is the comprises the project, Training and Development in Paragon Knits Pvt. Ltd. The project encompasses introduction to the topic, recruitment, selection, training and development. Each chapter contains detailed discussion of the HR functions followed by Organization Practice at Paragon Knits Pvt. Ltd. which basically conveys how things are done in the HR Department.

ACKNOWLEDGEMENT I express my sincere thanks to my project guide, Mr. S.Dadwal, Manager, HR Department, for guiding me right from the inception till the successful completion of the project. I also record my indebtedness to my supervisor, Ms. Bhupinder preet for her counsel and guidance during the preparation of this project report. I am grateful to Head of Department, Dr Sunayna. I wish to record my sincere thanks to my parents for their help and cooperation throughout our project. My thanks are due to those who have helped in collecting data or analysis or typesetting etc. (Signature of Student) Harjinder Singh

DECLARATION

I hereby declare that the project report titled “Training and Development” submitted for the Degree of Master of Business Administration , is my original work and the project report has not formed the basis for the award of any degree, diploma, associate-ship, fellowship or similar other titles. It has not been submitted to any other University or Institution for the award of any degree or diploma.

(Signature of Student) Harjinder Singh Punjab Technical University Kapurthala

ABSTRACT

Training and development is vital part of the human resource development. It is assuming ever important role in wake of the advancement of technology which has resulted in ever increasing competition, rise in customer’s expectation of quality and service and a subsequent need to lower costs. It is also become more important globally in order to prepare workers for new jobs. In the current write up, we will focus more on the emerging need of training and development, its implications upon individuals and the employers. Noted management author Peter Drucker said that the fastest growing industry would be training and development as a result of replacement of industrial workers with knowledge workers. In United States, for example, according to one estimate technology is de-skilling 75 % of the population. This is true for the developing nations and for those who are on the threshold of development. In Japan for example, with increasing number of women joining traditionally male jobs, training is required not only to impart necessary job skills but also for preparing them for the physically demanding jobs. They are trained in everything from sexual harassment policies to the necessary job skills. The term 'Training' refers to the acquisition of specific skills or knowledge. Training programs attempt to teach trainees to perform a specific job and a particular activity. The term 'Development' usually refers to improving the intellectual or emotional abilities needed to do a better job. The need for Training and Development Before we say that technology is responsible for increased need of training inputs to employees, it is important to understand that there are other factors too that contribute to the latter. Training is also necessary for the individual development and progress of the employee, which motivates him to work for a certain organization apart from just money. We also require training update employees of the market trends, the change in the employment policies and other thing.

Chapter 1 INTRODUCTION TO THE TOPIC

INTRODUCTION TO THE TOPIC Training is defined by Wayne Cascio as “training consists of planed programs undertaken to improve employee knowledge, skills, attitude, and social behavior so that the performance of the organization improves considerably.” Training is normally viewed as a short process. It is applied to technical staff, lower, middle, senior level management. When applied to lower and middle management staff it is called as training and for senior level it is called managerial development program/executive development program/development program. Objectives/purpose/goals of training and development Training is defined by Wayne Cascio as “training consists of planed programs undertaken to improve employee knowledge, skills, attitude, and social behavior so that the performance of the organization improves considerably.” The purpose of training and development can be explained as follows. 1. Improving quality of work force :- Training and development help companies to improve the quality of work done by their employees. Training programs concentrate on specific areas. There by improving the quality of work in that area. 2. Enhance employee growth :- Every employee who takes development program becomes better at his job. Training provides perfection and required practice, therefore employee’s area able to develop them professionally. 3. Prevents obsolescence :- Through training and development the employee is up to date with new technology and the fear of being thrown out of the job is reduced. 4. Assisting new comer :- Training and development programs greatly help new employees to get accustomed to new methods of working, new technology, the work culture of the company etc. 5. Bridging the gap between planning and implementation :- Plans made by companies expect people to achieve certain targets within certain time limit with certain quality for this employee performance has to be accurate and perfect. Training helps in achieving accuracy and perfection. 6. Health and safety measures :- Training and development program clearly identifies and teaches employees about the different risk involved in their job, the different problems that can arise and how to prevent such problems. This helps to improve the health and safety measures in the company. Methods of training operating personnel/factory workers Training is defined by Wayne Cascio as “training consists of planed programs undertaken to improve employee knowledge, skills, attitude, and social behavior so that the performance of the organization improves considerably.” There are different methods of training for operating personnel (factory workers). Training these workers becomes important because they handle equipment worth crores of rupees. 1. On the job training method :- In this method workers who have to be trained are taken to the factory, divided into groups and one superior is allotted to every group. This superior or supervisor first demonstrates how the

equipment must be handled, and then the worker is asked to repeat whatever he has observed in the presence of the supervisor. This method makes it easy for the employee to learn the details about specific equipment. Once the worker studies the first equipment thoroughly the supervisor moves on to the next equipment and so on. 2. Apprenticeship training :- In this method both theory and practical session are conducted. The employee is paid a stipend until he completes training. The theory sessions give theoretical information about the plant layout, the different machines, their parts and safety measures etc. The practical sessions give practical training in handling the equipment. The apprentice may or may not be continued on the job after training. 3. Vestibule training :- In this method of training an atmosphere which is very similar to the real job atmosphere is created. The surroundings, equipment, noise level will be similar to the real situation. When an employee is trained under such conditions he gets an idea about what the real job situation will be like. Similarly when he actually starts doing the job he will not feel out of place. This method is used to train pilots and astronauts. In some places graphics are also used to create the artificial surroundings. This method involves heavy investment. 4. Job rotation :- In this method the person is transferred from one equipment to the other for a fixed amount of time until he is comfortable with all the equipments. At the end of the training the employee becomes comfortable with all the equipment. He is then assigned a specific task. 5. Classroom method :- In this method the training is given in the classroom. Video, clippings, slides, charts, diagrams and artificial modules etc are used to give training. Methods of training for managers/methods of development/managerial development/executive development Training is defined by Wayne Cascio as “training consists of planed programs undertaken to improve employee knowledge, skills, attitude, and social behavior so that the performance of the organization improves considerably.” Various methods are used to train personnel for managerial level jobs in the company. These methods can be explained with the help of following diagram. Methods of training  On the job training  Off the job training Job rotation  Classroom method  Planned progression  Simulation Coaching and counseling  Business games Under study Committees  Junior boards Conferences  Readings  In-basket training On the job method :On the job method refers to training given to personnel inside the company. There are different methods of on the job training. 1. Job rotation :- This method enables the company to train managerial personnel in departmental work. They are taught everything about the department. Starting from the lowest level job in the department to the highest level

job. This helps when the person takes over as a manager and is required to check whether his juniors are doing the job properly or not. Every minute detail is studied. 2. Planned progression :- In this method juniors are assigned a certain job of their senior in addition to their own job. The method allows the employee to slowly learn the job of his senior so that when he is promoted to his senior job it becomes very easy for him to adjust to the new situation. It also provides a chance to learn higher level jobs. 3. Coaching and counseling :- Coaching refers to actually teaching a job to a junior. The senior person who is the coach actually teaches his junior regarding how the work must be handled and how decisions must be taken, the different techniques that can be used on the job, how to handle pressure. There is active participation from the senior. Counseling refers to advising the junior employee as and when he faces problems. The counselor superior plays an advisory role and does not actively teach employees. 4. Under study :- In this method of training a junior is deputed to work under a senior. He takes orders from the senior, observes the senior, attends meetings with him, learns about decision making and handling of day to day problems. The method is used when the senior is on the verge of retirement and the job will be taken over by the junior. 5. Junior board :-In this method a group of junior level managers are identified and they work together in a group called junior board. They function just like the board of directors. They identify certain problem, they have to study the problem and provide suggestions. This method improves team work and decision making ability. It gives an idea about the intensity of problem faced by the company. Only promising and capable junior level managers are selected for this method. Off the job training method :- Off the job training refers to method of training given outside the company. The different methods adopted here are 1. Classroom method :- The classroom method is used when a group of managers have to be trained in theoretical aspects. The training involves using lectures, audio visuals, case study, role play method, group discussions etc. The method is interactive and provides very good results. 2. Simulation :- Simulation involves creating atmosphere which is very similar to the original work environment. The method helps to train manager handling stress, taking immediate decisions, handling pressure on the jobs etc. An actual feel of the real job environment is given here. 3. Business games :- This method involves providing a market situation to the trainee manager and asking him to provide solutions. If there are many people to be trained they can be divided into groups and each group becomes a separate team and play against each other. 4. Committee :- A committee refers to a group of people who are officially appointed to look into a problem and provide solution. Trainee managers are put in the committee to identify how they study a problem and what they learn from it. 5. Conference :- Conferences are conducted by various companies to have elaborate discussions on specific topics. The company which organizes the conference invites trainee manager and calls for experts in different fields to give presentation or lecture. The trainee manager can ask their doubts to these experts and understand how problems can be solved on the job.

6. Readings :- This method involves encouraging the trainee manager to increase his reading related to his subject and then ask him to make a presentation on what he has learned. Information can be collected by trainee manager from books, magazines and internet etc. 7. In basket training :- In this method the training is given to the manager to handle files coming in and to finish his work and take decisions within a specified time limit. The trainee manager is taught how to prioritize his work, the activities which are important for his job and how to take decisions within limited time limit. Training procedure/process of training :- Training is defined by Wayne Cascio as “training consists of planed programs undertaken to improve employee knowledge, skills, attitude, and social behavior so that the performance of the organization improves considerably.” Every company has a specific training procedure, depending upon its requirements. Process/procedure of training      

Determining training need of employee Select a target group for training Preparing trainers Developing training packages Presentation Performance Follow up

1. Determining training needs of employee :- In the very 1st step of training procedure, the HR department, identifies the number of people required training, specific area in which they need training, the age group of employee, the level in organization etc. in some cases the employee may be totally new to the organization. Here the general introduction training is required. Some employees may have problems in specific areas; here the training must be specific. This entire information is collected by HR department. 2. Selecting target group :- Based on information collected in step 1 the HR department divides employee into groups based on the following. Age group i. The area of training ii. Level in the organization iii. The intensity of training etc. 3. Preparing trainers :- Once the employees have been divided into groups, the HR department arranges for trainers. Trainers can be in house trainers or specialized trainers from outside. The trainers are given details by HR department, like number of people in group, their age, their level in organization, the result desired at the end of training, the area of training, the number of days of training, the training budget, facilities available etc. 4. Preparing training packages :- Based on the information provided by trainers, he prepares entire training schedule i.e. number of days, number of sessions each day, topics to be handled each day, depth of which the subject should be covered, the methodology for each session, the test to be given foe each session, handout/printed material to be given in each session.

5. Presentation :- On the first day of training program the trainer introduces himself and specifies the need and objective of the program and then actually stars the program. The performance of each employee is tracked by the trained and necessary feedback is provided. 6. Performance :- At the end of training program the participants reports back to their office or branches. They prepare report on the entire training program and what they have learned. They the start using whatever they have learned during their training. Their progress and performance is constantly tracked and suitable incentives are given if the participant is able to use whatever he has learned in training. 7. Follow up :- Based on the em0ployee performance, after training, the HR department is able to identify what is exactly wrong with training program and suitable correction is made. Evaluation of training program Training is defined by Wayne Cascio as “training consists of planed programs undertaken to improve employee knowledge, skills, attitude, and social behavior so that the performance of the organization improves considerably.” Effectiveness of training programs are constantly evaluated by the company to find if the money, they have invested has been spend properly or not. Training programs can be evaluated by asking following questions. a) Has change occurred after training? b) Is the change due to training? c) Is the change positive or negative? d) Will the change continue with every training program? A training program should give following resulting changes. 1. Reaction :- Reaction refers to attitude of employee about the training, whether the employee considers training to be +ve or –ve one. If reaction are +ve then people have accepted the program and changes will be possible. 2. Learning :- Another method of judging effectiveness is to identify levels of learning i.e. how much the people have learnt during the training. This can be found out by trainers mark sheet, the report submitted by the employee, and actual performance. 3. Behavior :- The HR department needs to understand behavior of the employees, to understand the effectiveness of training. The behavioral change can be seen in how the person interacts with juniors, peer groups and seniors. They mark change in behavior and inform the HR department of the success of training program. 4. Result :- Results provided by employee in monetary terms also determines effectiveness of training program i.e. employee success in handling the project, the group performance before and after training etc.

5. Effectiveness of training program must lead to i. Increase in efficiency of worker ii. Reduction in labour turnover iii. Increase in discipline iv. Reduction in wastage and therefore cost of production v. Proper care of tools and equipments vi. Employee development in career terms vii. Overall efficiency in the company Advantages of training programs/training Training is defined by Wayne Cascio as “training consists of planed programs undertaken to improve employee knowledge, skills, attitude, and social behavior so that the performance of the organization improves considerably.” The following are the advantages of training program to the company 1. Increase in efficiency of worker :- Training programs can help workers to increase their efficiency levels, improve quality and thereby increase sales for the company. 2. Reduced supervision :- When workers have been formally trained they need not be supervised constantly. This reduces the work load on the supervisor and allows him to concentrate on other activities in the factory. 3. Reduction in wastage :- The amount of material wasted by a trained worker is negligible as compared to the amount of material wasted by an untrained worker. Due to this the company is able to reduce its cost its cost of production. 4. Less turnover of labour :- One of the advantages of the training program is that it increases the confidence of employees and provides them with better career opportunities. Due to this employee generally do not leave the company. There by reducing labour turnover. 5. Training helps new employees :- A person, who is totally new to the company, has no idea about its working. Training helps him to understand what is required from him and helps him to adjust to the new environment. 6. Union management relations :- When employees are trained and get better career opportunities. The union starts having a possible attitude about the management. They feel that the management is genuinely interested in workers development. This improves union management relations. The following are the advantages of training program to the employee

1. Better career opportunities :- Training programs provide the latest information, develops talent and due to this the employee is in a position to get better jobs in the same company or other companies. 2. High rewards :- Effective training programs result in improved performance. When performance appraisal is done excellent performance from the employee is rewarded by giving him incentives and bonus. 3. Increased motivation :- Employees who have been trained are generally more confident as compared to others. Since their efforts will be rewarded in future they are very much interested in improving their performance. Therefore we can say that their motivation levels are very high. 4. Group efforts :- Training programs are not only technical programs but are also conducted in areas like conflict management, group dynamics (formal and informal groups), behavioral skills, stress management etc. this enables employees to put in group effort without facing problems that groups normally face. In other words training teaches people to work in a group. 5. Promotion :- People who attend training programs learn from them and improve themselves are generally considered for promotion. Thus training increases chances of promotion. Training is the process of assisting a person for enhancing his efficiency and effectiveness at work by improving and updating his professional knowledge, by developing skills relevant to his work and cultivating appropriate behavior and attitude towards work and people. Training could be designed either for improving present capabilities at work or for preparing a person for assuming higher. Responsibilities in future which would call for additional knowledge and superior skills. Training is different from education particularly formal education. While education is concerned mainly with enhancement of knowledge, training aims essentially at increasing knowledge, stimulating aptitude and imparting skills related to a specific job. In India, considerable importance has been accorded to training in social development and this is evident form the fact that the community spends roughly six million dollars annually on training every year. But there are complains about the ineffectiveness of training and possible waste of resources because of the use of stereotyped and conventional methods in training which are often not set completely in tune with job requirements. The Training Cycle A training cycle consists of a series of steps which lead to a training event being undertaken. Evaluation provides feedback which links back to the initial stages of training design. Indeed, it is the evaluation/feedback process which makes this a cyclical event without it training would be a linear process leading from initiating training through to its implementation. The steps in the cycle are:Stage1:

Identification of training needs. Examining what skills and attributes are necessary for the job to be undertaken, the skills and attributes of the job holder and the extent of the gap. Stage2: Design, preparation and delivery of training. Stage 3: Discovering the trainee’s attitude to training (reaction) and whether the training has been useful from the point of view of training. Reaction involves the participant’s feelings towards the training process, including the training content, the trainer and the training methods used. Learning is the extent to which the trainee has actually absorbed the content of the learning event.

Fig 1.1 Stage 4: Discovering whether the lessons learnt during training have been transferred to the job and are being used effectively in doing the job. Stage5:

Evaluating the effects of the training on the organization. Thus is the area on which there is perhaps most confusion, subsequently little real action to clear it. Stage 6: Reinforcement of positive behavior. It is optimal that positive outcomes are maintained for as long as possible. It is not rare event for changes in behavior to be temporary, with a gentle slide back to previous ways of working. It is important to note the feedback loops. Feedback on the process of actually delivering the training can come from the reaction and learning stage, the transfer of the training to the work place and the evaluation of the impact of the training. The main, feedback for the identification of training needs comes from an assessment of the transfer of work to the training and the evaluation of the impact on the organization. It is important to note that these feedback loops may consist of two very different types of information. •To determine the worth of training to the organization- a process best done by quantitative methods and with hard, numerical data. •Allowing insights into the method of learning, where the experience of those involved are the main focus, thus using mainly softer, qualitative information. Identification of training needs The procedure of identifying training and development needs is crucial for the success of the training function and requires to be carried out systematically on a regular basis, preferably every year. How are training needs identified to match the organizational requirements in terms of technology /task/ people? Has the training bought the desired change in the individuals’ performance and if so, how is it assessed? These are the focal points, which require attention of the HR professionals to assess the training needs of the employees working in the organization. Many organizations have their own system to identifying training needs every year. However, need identification exercise can do real harm if the needs are not met by conducting suitable programs. Managers must perceive that their recommendations are grown due consideration and suitable actions are initiated to satisfy the felt needs. Only then, they will take this exercise seriously. Hence, formulation of suitable and need based training programs and their timely implementation is very important for the success of any training program.

Evaluation of Training Programs Training programs are conducted with a view to help the employees to acquire the knowledge, skills and attitude necessary to perform the task assigned to them. They are conducted in order to bring about a planned change which in turn involves substantial investment of money, time and efforts.

Therefore, one has to know whether such an investment in training yielded the desired results. This desire naturally leads to evaluation of training. Evaluation means literally, the assessment of value or worth. Strictly speaking the act of evaluating training is the act of judging whether or not it was worthwhile in terms of some criterion of value, in the light of the information available. Evaluation is the tool whereby information about the result of trainees, interaction with the learning experiences systematically collected and analyzed. Thus, evaluation can provide useful data both for improvement of training and enhancement of learning. In brief it is important in 3 ways. •It indicates whether appropriate monetary investment is made on the implementation of training programs. •It determines the degree of effectiveness and success of the training programs. •It provides a basis for introductory the necessary corrective measures. The benefits of constructive, practical evaluation of training substantially outweigh the costs six direct benefits of evaluating training programs are:Quality Control: Quality control systems are designed to ensure that products or services are fit for their intended purpose. Evaluation in training will assess the extent to which work-related results can be demonstrated to arise from the training. Successful, positive elements of training can be maintained and reinforced, whilst negative elements removed or revised. If results cannot be justified, then it becomes hard to justify the commitment of any resources to the training activity and they can be re-allocated to Where they may make a greater impact. Efficient training design: It throws an emphasis on those elements of a training system which matter, such as proper definition of objectives and setting criteria on now these objectives are to be measured. Enhanced professional esteem: Training professionals can gain enhanced stature from having systematic evaluation of data rather than intuitive assessment of their contribution to the business. Being assessed on their contribution to the ‘bottom-line’ of the business puts the HRDfunction on the same footing as other functions, instead of claiming that the nature of their work does not allow an application of the same criteria. This helps to break down the barriers facing the integration of HRD professionals within the organization. Enhanced negotiating power:

On much the same tack evaluation makes it possible for the HR function to demonstrate a successful contribution to the business over a period of time. When resources are to be allocated and new investment decisions to be made, them being able to show the outcomes of training would be invaluable. Appropriate criteria of assessment: Individuals within an organization will make judgments about how effective the training function is, regardless of whether an evaluation system is in place or not. Given this, it is very important that the HR controls the choices of appropriate criteria, which it can most safely do on the back of a formal evaluation process. Intervention strategy: Evaluation can be a tool for changing the way that training is integrated into the organization. It offers a means by which the HR function can build on its enhanced esteem and negotiating power to play a more active role in developing policies

BENEFITS OF TRAINING Training usually is a strategic human resource activity because it plays a major role in determining the effectiveness and efficiency of an organization. Successful training and development program will achieve the following benefits: 1.Improve the quality and quantity of work done. 2.Reduce the learning time required for employees to reach acceptable standards of performance. 3.Create more favorable attitudes, loyalty and cooperation. 4.Satisfy human resource planning requirements. 5.Reduce the number and cost of accidents. 6.Help employees in their personal development and advancement. 7.Help organizations to respond to dynamic market conditions and changing consumer demands. Different jobs require different capabilities. These capabilities can be considered under four categories: 1. Technical 2. Managerial 3. Behavioral

4. Conceptual TECHNICAL CAPABILITIES: They deal with the technology of the job or the tasks the employee is expected to perform. They include information, skills and knowledge. MANAGERIAL CAPABILITIES: They include the ability to organize, coordinate, plan, monitor, evaluate and redesign a variety of activities. As managers have the task of getting things done by others with optimal use of resources for achieving the best possible results, they need to possess managerial capabilities. Knowledge of management techniques like PERT, systems analysis, performance budgeting etc. are evidences of managerial capabilities. Management skills involve the application of these techniques for better planning, better coordination, better monitoring, and for better achievement of results. BEHAVIOURAL CAPABILITIES: These include leadership skills, ability to motivate others, communication skills, ability to work as a team member, dynamism, initiative etc. Mere knowledge of behavioral sciences does not ensure that person has behavioral capabilities. Attitudes and orientations play an important role in determining the effectiveness of the employees to a great degree On-The-Job Coaching : On-the-job coaching is another way of training employees. This type of training is given to employees who are new to a given job (not necessarily to the organization). The purpose of this kind of training is to equip the employee with the capabilities required to perform various tasks of his job. This may involve skill training by the supervisor of the employee, either on a day-to-day basis or periodically. On-the-job training techniques also include job instruction training, job rotations, internships, coaching and counseling. On-the-job training should be particularly stressed upon during the early stages of their careers. 3. Apprentice Training: Apprentice training is given to those who have just completed their studies and are about to enter the organizational world. The apprenticeship involves practical training under the guidance of one or more instructors designated by the organization to train the trainees. IN-HOUSE TRAINING: In-house training programs are programs offered exclusively for the employees of an organization by the organization. The Training Department assesses the training needs of various categories of employees periodically, invite suggestions from the senior executives of that company on the training needs as perceived by them, keep in touch

with the new developments taking place in the outside world that have relevance to their own organizational activities and periodically invite outside trainers to train their employees. In the in-house training Programmes, the training department may use its own senior employees as trainers or may depend exclusively on outsiders or may use both sets of resources. SPONSORED TRAINING: As most organizations do not have sizeable units of training, it is easier for them to sponsor a few employees for training by outside agencies. DISTANCE TRAINING: Distance training is the training conducted without the trainer being physically present near the trainee. The most well known forms of distance training are correspondence courses, auto-teaching machines, programmed instruction materials, video and audio cassette programs, alumni bulletins etc. This form of training is useful mainly to keep the trainee informed about various developments in his field or to acquaint him with new technology, processes etc. CAREER DEVELOPMENT PROGRAMS Career Development programs help people grow and continue after they begin their employment. Career Development refers to helping individuals plan their future careers within the organization. The objectives of career development are to help individuals achieve maximum self-development and also to help the organization achieve its objectives. INDIVIDUAL BENEFITS: For the individual, the most immediate benefits of career development include a better job, more money, increased responsibility, greater mobility, and the acquisition of skills that improve productivity. Career Development also provides less tangible benefits for individuals, such as increased job satisfaction, the development of a career orientation rather than a job orientation, increased involvement at work, greater exposure, a better understanding of what is expected and broader knowledge of additional areas of career interest. ORGANIZATIONAL BENEFITS: Through the development of competent employees, organizations are able to identify future managers and prepare them to achieve organizational goals. By developing competent replacement managers, an organization is able to practice promotion from within, which increases the level of motivation for aspiring managers. Employees who remain in the same position for an extended period typically become obsolete, either because of a lack of training or a lack of motivation. Career planning helps to prevent the problems of obsolescence by providing employee training by moving employees into different jobs, and by motivating employees to make valuable contributions to the organization. An organization that tries to help employees’ plan their careers can benefit directly through lower turnover and personal costs.

DEVELOPMENTAL PROGRAMS: 1. Mentoring: Some organizations assign an experienced employee to serve as a mentor for new employees. A mentor is a trusted counselor, coach or advisor who provides advice and assistance. Effective mentors teach these new employees a number of things, which include: 1. Provide instruction in specific skills and knowledge critical to successful job performance. 2. Help in socializing them in the culture of the organization and understanding the unwritten rules of the organization. 3. Answer questions and provide useful insights. 4. Offer emotional support and encouragement.5.Serve as a role model.6.Create an environment in which mistakes can be made without losing self-confidence. 2. Career Counseling: Most organizations provide some form of career counseling on various occasions: during employment interviews when employees are first hired, during employees ‘annual performance evaluation interviews, and as part of the special career counseling that is provided for high-potential employees. Career counseling typically occurs as part of the day-to-day relationship between a supervisor and subordinate. Moreover, some organizations provide special career counseling by conducting psychological assessments of employees and helping them interpret their individual results. 3. Career Pathing: Career pathing refers to identifying a sequence of jobs through which an individual can expect to progress towards high levels of management. Some organizations provide job progression plans for all new employees, while others do it only for exceptionally bright and promising candidates. Career path information must be provided to the employees before a possible career path can be charted out for them. 4.Career Development Programs: Career development includes any and all activities that prepare a person for progression along a designated career path. Career development usually involves both formal and informal means. These programs maybe conducted in-house or by external sources, such as professional organizations or colleges and universities and are organized by the T&D department of an organization. Internal Mobility

There is a possibility in organizations that over a period of time an employee will change his role or position, from one job to another – laterally or vertically in the organization structure. This kind of employees’ movement within an organization is known as internal mobility. Internal mobility includes a cluster comprising, may take place between jobs in section, sections, departments, division or even between plants in multi - plant operations. Promotion Promotion is the upward reassignment of an individual in an organization’s hierarchy, accompanied by increased responsibilities, enhanced status, and usually with increased income, though not always so. On being promoted, the promoter’s duties and responsibilities increase, and the higher one goes in an organization the greater the implications of the individual’s decisions on the viability of the enterprise. After promotion, an individual’s duties and responsibilities usually becomes qualitatively different from those of this earlier job. The following are the objectives of promotion: 1.It is recognition of a job well done by an employee. 2.It is a device to retain and reward and employee for his years of service to the company. 3.It is to increase individual and organizational effectiveness. 4.It is to promote a sense of job satisfaction in the employee. 5.It is to build loyalty, morale and a sense of belongingness in the employee 6.It is to impress upon others that opportunities are open to them also in the organization, if they perform well. An internal mobility system also needs as supportive information system to make it viable. It is desirable to have a central, maintain a detailed inventory of the skills of all employees and coordinate all information – promo -table posts available, posts vacant, number of employees on transfer, permanent and temporary posts. When making internal mobility decisions, organizations tend to place emphasis on their objectives, filling job vacancies, eliminating employee surpluses, correcting behavioral problems, etc. Promotion maintains organizational effectiveness through maintenance of employee moral and favorable attitudes towards the organization. Demotions frequently used as from of disciplinary action since it represents loss of status and earning. Transfers are required in the process of organization job requirements, job rotations and filling in absenteeism, separations and termination, such as discharge and dismissal, from a part of the outward mobility of an organization.

Chapter 2 REVIEW OF LITERATURE

REVIEW OF LITERATURE At the enterprise level, employee training and development are main areas of human resource development. The efficiency of an organization depends directly on the capability and talent of its personnel, and how motivated they are. Capability of a person depends on his ability to work and the type of training he receives. While his personal capability is evaluated through proper selection procedure, his training is taken care of by the organization after he has been employed by the organization. After employee have been selected for various positions in an organization, training them for those specific tasks to which they have been assigned assumes great importance. It is true in many organizations that before an employee is fitted into a harmonious working relationship with other employees, he is given adequate training. Training is the act of increasing the knowledge and skills of an employee for performing a particular job. The major outcome of training is learning. A trainee learn new habits, refined skills and useful knowledge during the training that helps him improve performance. Training enables an employee to do his present job more efficiently and prepare himself for a higher level job Training, Education, Learning and Development Training Training is an act of increasing knowledge, skill and attitude of an employee for improving his performance on the job. Training is concerned with imparting specific skill for doing particular job. For example, a clerk on typing. It is task-oriented activity. It is for job related purpose and short-term. Education Education is concerned with increasing general knowledge and understanding of an employee’s total environment. Education is directed more towards the future of an individual .It prepares him for future challenges of life, shapes his career and grooms him for social responsibilities. Learning Learning is the process of accumulation of knowledge, skills and attitudes by whatever means. Learning is a broad one which includes both training and education. Learning is observable modification of behaviour as a result

of some experience. Learning may be through experience, reading, observation, discussions, electronic media including internet, experimentation, facing the new challenges, travel and exploration, etc.

Development Development has a broader meaning. Its aim is to grow or improve the overall personality of an individual. It is continuous process and is on the initiative from individual. Development is to meet an individual’s future needs. Efforts towards development often depend on personal drive and ambition. It helps individual’s in the progress towards maturity and actualization of their potential capacities. Development is whole process by which employee learns, grows, improves his abilities to perform variety of roles within and outside the organization. He acquires socially desirable attitudes and values. Table2.1 Training Training is narrow and specific job related. Although training is concerned with the future of an individual, his past and present nonetheless provide a crucial frame of reference. Training is for short duration. Applied and practical. Training has less emphasis on ideology and social values as it stresses development of competencies. Societal forces play very less significant role than they do in education. In training, the group comes together for a specific purpose and disperses after the programme objectives are assumed to have been achieved.

Education Education is broad and general. Education is mainly towards the future of an individual and any reference to his present state is incidental. Education is for long duration. Pure and theoretical. Education is firmly rooted in the culture of the society. One of the key concerns of education is the inculcation of socially accepted values in an individual. In education, the group is more enduring and there is sustained interaction over a long period of time.

Difference between Training and Development Table 2.2 Training Short term process. Knowledge and skills for a specific purpose. Primary related to technical skills learning. Training is a reactive process to meet current need.

Development Long term process. For overall development. Related to managerial, behavioral and attitude development. Development is a reactive to meet future needs.

From management management-external motivation. Develops specific job related skills. Training is for non-managerial personnel.

From individual himself-internal motivation. Develops total personality. Development is for managerial personnel.

Types of Training Training is required for several purposes. Accordingly, training programmes may be of the following types: 1. Orientation Training In orientation training, new hires get a first hand view of what the company stands for, how the work is carried out and how to get along with colleagues. In short, they learn the specific ways of doing things in proper manner. When a new employee is from different country and culture, this initial training is important in helping new employees adjust in the company. 2.Job Training It refers to the training provided with a view to increase the knowledge and skills of an employee for improving performance on-the-Job. Employees may be taught the correct methods of handling equipment and machines used in a job. Such training helps to reduce accidents, waste and inefficiency in the performance of the job. 3.Safety Training Training provided to minimize accidents and damage to machinery is known as safety training, It involves giving instructions in the use of safety devices and in safety consciousness. 4.Promotional Training :It Involves training of existing employees to enable them to perform higher level jobs .Employees with potential are selected and they are given training before their promotion, so that they do not find it difficult to shoulder the higher responsibilities of the new positions to which they are promoted. 5.Refresher Training :Rapid changes in technology may force companies to go in for this kind of training. When existing techniques become obsolete due to the development of better techniques, employees have to be trained in the use of new methods and techniques. By organizing short-term courses which incorporate the latest developments in a particular field, the company may keep its employees up-to-date and ready to take on emerging challenges. It is conducted at regular intervals by taking the help of outside consultants who specialize in a particular descriptive. 6.Remedial Training: Such training is arranged to overcome the shortcomings in the behavior and performance of old employees. Some of the experienced employees might have picked up appropriate methods and styles of working. Such employees are identified and correct work methods and procedures are taught to them. Remedial training should be conducted by psychological experts.

Chapter 3 RESEARCH METHDOLOGY &RESEARCH DESIGN

RESEARCH METHDOLOGY &RESEARCH DESIGN Research in common parlance refers to a search for knowledge. One can also define research as a scientific and systematic search for pertinent information on a specific topic. In fact, research is an art of scientific investigation. It is the pursuit of truth with the help of studies, observation, comparison and experiment. In short the search for knowledge through objective and systematic method of finding solution to a problem is research. According to Clifford Woody, “Research comprises defining and redefining problems, formulating hypothesis or suggested solutions, collecting, organizing and evaluating data, making deductions and reaching conclusions to determine whether they fit the formulating hypothesis”.  RESEARCH DESIGN The research design is purely the framework or plans for a study that guides the collection and analysis of data. It is a blue print that is followed in completing a study. It may be a worthwhile to mention here that a research design is essentially the framework for the study. Scope of Study : This research provides me with an opportunity to explore in the field of Human Resources. This research also provides the feedback of people satisfies with the motivation provided to them by company. Types of Research Designs Research design is mainly of three types: 1. Exploratory research 2. Descriptive research 3. Experimental research Exploratory Research: - It is often the initial step in the series of studies designed to supply information for decision-making. The main purpose of this research is for formulating the problem for more precise investigation or of developing a working hypothesis from an operational point of view. The major emphasis in such studies is on the discovery of ideas and insights.

Descriptive Research: - It includes surveys and fact-finding enquiries. The descriptive research is typically concerned with determining the frequencies with which something occurs or determining the degree to which variables is associated. It is guided by an initial hypothesis. Experimental Research: - In this some variables are manipulated to observe their effect on other variables. Experimentation is defined as a process where events occur in a setting at the discretion of the experiment and controls are used to identify the source of variants in the subject. Thus they are those where the researcher tests the hypothesis of the causal relationship between variables. The method of the research used here is DESCRIPTIVE. Descriptive research includes surveys and fact finding enquiries of different kinds. It is used to portray accurately the characteristics of a particular individual, situation or a group. This research include survey and fact finding enquiries of different kind. Basic purpose of this type of research is that it describes the state of affairs in current scenario. It is being generally used in social science and business research. This study is also termed as “ex post facto” Main characteristic of method are that research has no control over the variables he can only report what happening. Here in descriptive research we have prepared questionnaire and done surveys of different individuals The research methodology adopted for the project can be stated as follows – 

An extensive study of the topic through various sources like internet, books and work done on some topics



A questionnaire was prepared to analyze the level of absenteeism in NFL Nangal.



Collection of questionnaire took place after a couple of weeks to analyze



All the responses were studied and certain findings and recommendation were given.



A detail and systematic report was prepared.

data.

Sampling Design Sampling is used to collect primary data when the source of data is far too many to be exhausting handled. Sampling is the integral part of data collection process. The way of selecting a sample is known as sample design. Data Collection Methods

The work does not end by framing is design, it is necessary to acquire the various details. The collected information is aimed at getting a truthful & clear result. The results can be further analyzed to get the necessary inputs and is a tough task to undertake. Hence the selection of best possible method for collecting data becomes very vital for this type of study. Data is basically collected in two methods. They are classified in to two ways 1. Primary data

2. Secondary data

Primary Data The primary data are those, which are collected afresh and for the first time, and thus happen to be original in character. There are different methods available in collection of primary data. 

Observation



Personal interview



Questionnaire



Telephone enquiry



Feedback form

Secondary Data Secondary data means, data that are already available that is they refer to the data which have already been collected and analyzed by someone else and which have already been passed through the statistical process. Secondary data may either be published data or unpublished data and can be gathered through : 

Internet,



Books,



Magazines,



Manuals,



Journals etc

Here in my research I have used both the primary as well as secondary data for research topic. Primary data that I have used is the structured questionnaire. I have designed a structured questionnaire as they are simple to administer and relatively inexpensive to analyze Provision of alternative replies, helps to understand the meaning of questions clearly questions. The data was

collected by conducting personal interview of respondents with the help of questionnaire. Along with the primary data obtained through use of questionnaire. I have used secondary data from various sources like financial websites, newspapers, journals etc Sample Size The sample size for this study is taken as 100. Sample AREA PARAGON KNITS PVT LTD.

SCOPE OF THE STUDY The significance of the study on training and development by the new researchers has increased due to rapidly changing technology and work culture in industrial environment due to an increasingly skilled workforce and very competitive global marketing. Training is very much essential to upgrade skills of employees in this scenario, for the development of self as well as the organization. Thus, study on Training and Development is extremely important as it reveals and identifies the lacunas in the training policy and the areas where the organization can improve for the betterment of the organization as well as the industry All 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 training needs, the gap between the existing and required levels of knowledge, skills performance and aptitudes should be specified. The problem areas that can be resolved through training should also be identified.

PROJECT OBJECTIVES The objective of my study is to examine the training and development process being followed by PARAGON KNITS LIMITED,UPMAHAL RAM NAGAR. Honing up identified functional skill areas of personnel, for more effective contribution to the organization. Providing platforms for professional growth and exploration leading to overall improved organizational health and quality of life. Developing human resources in consonance with broader corporate horizon and long range vision of the organization.

This will have done on the basis of four parameters which forms the basis of the questionnaire 1. To examine the effectiveness of training in overall development of skills of workforce. 2. To examine the impact of training on workers. 3. To study the changes in behavioral pattern due to training. 4. To find out new methods of training and development in Paragon Knits Pvt. Ltd.

This analysis will be solely on the perception of individuals who have gone through this process. The outcome will depict whether difference in perception exists between two levels of employees or not.

Chapter 4 COMPANY PROFILE

COMPANY PROFILE

About Us We, 'PARAGON KNITS Ltd.’ as a company conceptualized in the year 2013, started our knitting and dyeing operations at Ajanala (Amritsar), located and strategically well positioned amongst ginning and spinning mills, in the Northern part of India. 'PARAGON KNITS Ltd.’ An integral part of PARAGON APPARELS Pvt. Ltd. is recognized as a leading player in the apparel industry in India. Established in 1996, Paragon Apparels Pvt. Ltd. today is a major manufacturer and exporters of quality knitted garments with attest designs, all types of knitted fabric, not only in India but to the whole world. Spearheading the revolution in NCR, Paragon Apparels Pvt. Ltd. is a name synonymous with quality and reliability. With our constant efforts to manufacture and supply quality products we have developed a top-of-the-line infrastructure with all manufacturing units under one roof. 'PARAGON KNITS Ltd.’ has an assortment of products comprise of Polyester, polyester blends, specialized performance fabrics, Lenzing Viscose Ring spun & Vortex, Lenzing Modal, Lenzing Tencel, Bamboo Blends, Amsler Effect(Slub) Yarn, Melange& Fiber Dyed Yarn, Polyester & Blends, 'S&Z' Twist, Organic Cotton (GOTS Certified), Supima cotton yarn, 100% Linen, Cotton/Linen, NanoSlub (Linen look), Injected Slub, Melange Slub, Poly/Cotton Slub, Viscose Slub, Indigo Denim Yarn. Our Knitting division is equipped with latest machinery to produce high class knitted fabrics.

With addition of its Top of the Line knitting and Right from Fabric manufacturing to finished garment, we have every unit in-house which makes us the most preferred name today. We perform a wide spectrum of activities ranging from fabric knitting, dyeing, and sewing to finishing of garments. We have highly efficient, dedicated employees who make it possible for us to achieve the whole process, from design to production, for large quantity orders, within a short lead time. Our range of products is exhaustive and showcases a complete collection of different kinds of knitted fabrics for servicing highly developed & competitive markets like:- India, U.S.A., U.K., Dubai / Europe etc. With the assistance of our expert professionals and advanced infrastructural set-up, we are successful in efficiently meeting the specific requirements of our customers by offering durable, reliable and elegant range of Fabrics. Prime importance is given to quality and thus, we have set quality parameters of packaging, delivery and services so that our customers get 100% quality products. Vision Mission Our Vision To create a world-class company, engaging best professionals, developing world class infrastructure, delivering strong financials, and providing humane work-life environment and impeccable service to its clients. Our Mission We will: Offer innovative, customized and value added services to our customers Actively explore potential markets & products Optimize use of all resources Maximize people development initiatives Become a process driven organization Be a knowledge leader and an innovator in our businesses Exceed compliances and global quality standards Be an ethical, transparent and responsible global organization

HR Vision At Paragon Knits we have a vision of where we want to go and where we want to reach and we are really excited. To achieve our Vision, we are always looking out for talented and knowledgeable individuals who are ambitious and like to take on challenges. We believe in giving them an opportunity to grow with the organization.

Products We are one of the leading and well recognized manufacturers and suppliers of Knitted Fabrics in the Industry. We have a wide range of products that includes both POLYESTER AND NATURAL FIBER based knitted fabrics and many others. Our garments are developed using quality fabric in various colours, style and trends in order to meet the specific demands of our customers. These fabric and garments are smooth in texture, have high tear strength and are colour fast in nature. We have emerged as a well reckoned manufacturer and supplier of best quality Knitted Fabrics that come in stunning colours and combinations. Our range includes 100% Polyester (Interlock/Jersey/Jacquards), Poly Lycra up to 18% and many others. Made from superior grade raw materials, these fabrics are soft and easy to wash. Accentuating a soft charm to the look of every age, knitted fabrics evolved in our firm is one of the most preferred ones in market and can be sourced from us at industry leading prices.

Fig 4.2 Product List     

100% polyester –Jersey’s /Interlock/Jacquards/Yarn dyed’s Poly Spandex up to 18% Warp & Weft knit Body mapping fabrics and Sublimation prints Recycled Polyester

Finishes      

Moisture Management Anti-Stain/oil Water Repellent Anti Odour Anti-Microbial UV Protection

Infrastructure Our Infrastructure We have built a state-of-the-art infrastructure unit for manufacturing our range of Knitted Fabrics. For producing our wide product range, we make use of quality yarns & latest knitting techniques. Thus, we have divided our infrastructure into various departments where each department is equipped with advanced machinery and tools. Some of the machines installed at our manufacturing unit includes:

Fig 4.3 Machine List Knitting:      

Single Circular Knitting Machine (30" X 20G X 90F) Single Circular Knitting Machine (30" X 28G X 90F) Single Circular Knitting Machine (26" X 24G X 78F) Ultra High Speed Single Jersey Circular Knitting Machine (34"x 28G x 102F) Universal Interlock Circular Knitting Machine (34"x 28G x 72F) High Production Interlock Circular Knitting Machine (34"x 28G x 122F)



Rib Interlock Circular Knitting Machine (34"x 18G x 68F)

Dyeing:          

FONG'S PLC based Soft flow dyeing machine "DAEIL" Circular Jet Dyeing Machine SUPER SLIT Opening Slitting and Squeezing Line "SAMJIN" brand Boil-Off Relaxer for wet setting "HANSEONG" brand Centrifugal Hydro Extractor "HANA" brand Slitting & opening machine "ILSUNG" brand, Sun-Super "S" Stenter "DAEIL" brand, Automatic Wet Straightener Knit Fabric Felt Compacting Range Fong's Relax Dryer

Fig 4.4 Quality Quality Assurance is a fundamental and non-negotiable part of the way we do business. We continuously focus our manufacturing and allied practices on the concept of 'get it right - first time and every time'. To do so, our products, manufacturing process and equipment are rigorously and often checked for quality standards and process deviations, if any. To be the world's best integrated textile solutions enterprise with leadership position across products and markets, exceeding customer & stakeholder expectation. Quality Assurance At our organization, we are committed to quality management system in order to offer exclusive range of Knitted Fabrics. We have appointed quality controllers who conduct regular inspections and make certain that only defect free product range reaches our customers. The entire range passes through stringent tests and is quality tested on the following parameters:

   

Colour fastness Tear strength Designs Polish and finish

Furthermore, we are well equipped with requisite tools and equipment, which help us in carrying out stringent quality checks for optimum quality products. MD OF THE COMPANY

Fig 4.5 Environment Care

Fig 4.6 Contact Us Paragon Knits Ltd.

Registered Address: A-106,Lajpat Nagar-1 New Delhi-11002

LIMITATION     

The topic was such that it required vast and thorough study necessistating complete enumeration of the organization and analysis of several issues thtat considerable time which was a major limiting factor. Collecting information from people during the working hours was also critical. Also the interviews were limited to some time Time is limited for interview Sample size is limited to 40.

GOALS OF HRD SYSTEM AT PARAGON KNITS LIMITED,UPMAHAL RAM NAGAR •To create on enabling climate that continuously identity, nurtures and utilize the capabilities of employees. •To develop the capacity of each employee as an individual •To develop the capacity of each employee in relation his/her present job/role. •To develop the capacity of each employee in his/ her expected future job/role •To develop a mutually supporting relationship between each employee and his/her supervision. •To develop team spirit and effective functioning of every subsystem of the organization. •To develop overall health and self reasoning capabilities in the organization. The goals of HRD system are realized through various subsystems practiced on the company. They are as follows: •Performance appraisal •Suggestion scheme •Training •Awards •Grievance procedure for the employees •Incentive and reward scheme

•Employee participation •Communication policies •Socio cultural activities •Employee welfare and quality of work life

Training and Development Keeping in view the principle of Right person for the management position, PKL take adequate care while selecting the employee. Merit is always recognized and given weight age. To meet the demands of competition, high premium is attached to training activities. Training Objectives High premium is placed on training and development activities in the organization keeping in view the following objectives•To achieve systematic integration of training in the organizations mission. •To upgrade skills, abilities and capabilities of the employees. •To establish a distinctive work culture in the organization. •To meet the organizations need for success, better performance and growth. •To prepare employees the job meant for them while on first application, on transfer or on promotion and impact to them, the required skills and knowledge. •To assist the employees to function more effectively in their present positions by exposing them to the latest concepts, information, techniques and developing the skills that would be required in the particular fields. PARAGON KNITS LIMITED,AMRITSAR is relentlessly trying to materialize these objectives to the fullest extent TRAINING SET UP Main thrust areas of training •Management training in house •External programs •Overseas programs •Training of trainees

•Pre employee training scheme •Apprentrenship training •Vocation training coming from other institutions •Other training programs Training policy Formulation of training policy Training and development function Responsibility of Training and development

Chapter 5 DATA ANALYSIS AND INTERPRETATION

Data Analysis & Interpretation Ques-1. Your organization considers training as a part of organizational strategy. Do you agree with this statement?

NO. OF RESPONSE

RESPONDENTS

 STRONGLY AGREE  AGREE  SOME WHAT AGREE  DISAGREE  TOTAL

PERCENTAGE

13 14

52

4 7 25

16 28 100

training as a part of organization strategy

n o . o f

e m p l o y e e s

120 100 80 60 40 20 0

100 52 13

1 4

4

16

28

25

7 NO. OF RESPONDENTS PERCENTAGE

%age

Figure: 1.1 Interpretation The above graph indicates that organization considers training as a part of organizational strategy.

Ques-2. How many training programs will you attend in a year? NO. OF RESPONDENT

RESPONSE     

LESS THEN 00-10 10- 20 20-40 MORE THAN 40 TOTAL

PERCENTAGE

14 2 6

56 8 24

3 25

12 100

no. of training programs in a year 120 n o .

o f

e m p l o y e e s

100

100 80 60

56

40 20

25

24

14

2

8

6

3

12

0 LESS THEN 10

10 20

NO. OF RESPONDENT

PERCENTAGE

20-40 MORE TOTAL THAN 40 %age

Figure: 1.2 INTERPRETATION The above chart indicates that less training programs are held in the organization.

QUES 3): To whom the training is given more in your organization? NO. OF RESPONDENT

RESPONSE

PERCENTAGE

 

SENIOR STAFF JUNIOR STAFF

3 5

12 20

   

NEW STAFF BASED ON REQUIRTMENT TOTAL

6

24

13 25

52 100

to whom training is given 120 n o .

o f

e m p l o y e e s

100

100 80 52

60 40

20

3

12

24

20

5

6

25 13

0 NO. OF RESPONDENT PERCENTAGE %age

Figure: 1.3

INTERPRETATION The above chart shows indicates that training is provided on the basis of requiretment. what are all the important barriers to training and development in your organization?

Ques-4. What are all the important barriers to Training and Development in your organization? NO. OF PERCENTAGE

RESPONSE RESPONDENT  





TIME MONEY LACK OF INTEREST BY STAFF NON-AVAILABILITY OF SKILL TRAINER TOTAL

5

20

6

24

10 25

40 100

barriers to training and development

n o . o f

e m p l o y e e s

120 100 80 60 40 20 0

100

5

20

24 6

10

25 NO. OF RESPONDENT PERCENTAGE

%age

Figure: 1.4

40

INTERPRETATION The graph indicates that the important barriers to training and development in the organization is non-availability of skilled trainers. QUES 5): Enough practice is given for us during training session? Do you agree with this statement? NO. OF RESPONSE RESPONDENT PERCENTAGE  STRONGLY AGREE 14 56  AGREE 2 8  SOME WHAT AGREE6 24  DISAGREE 3 12  TOTAL 25 100

practice given during training period

n o . o f

e m p l o y e e s

120 100 80 60 40 20 0

100 56 14

2 8

24 6

12

25 NO. OF RESPONDENT PERCENTAGE

%age

Figure 1.5

3

INTERPRETATION The above graph indicates that enough practice is given for employees during training sessions.

Ques-6. The training session conducted in your organization is useful. Do you agree with this statement? RESPONSE     

NO. OF RESPONDENT

STRONGLY AGREE AGREE SOME WHAT AGREE DISAGREE TOTAL

PERCENTAGE

15 5

60 20

5 0 25

20 0 100

training is useful

n o . o f

e m p l o y e e s

120 100 80 60 40 20 0

100 60 15

5

20

5

25

20 0 0

NO. OF RESPONDENT PERCENTAGE

%age

Figure: 1.6

INTERPRETATION The above graph indicates the training sessions conducted in the organization is useful.

Ques-7. Employees are given appraisal in order to motivate them to attend the training. Do it agree with this statement? RESPONSE   

 

NO. OF RESPONDENT

PERCENTAGE

STRONGLY AGREE 14 6 AGREE SOME WHAT AGREE 3 DISAGREE 2 25 TOTAL

56 24

12 8 100

training is motivation for employee

n o . o f

e m p l o y e e s

120 100 80 60 40 20 0

100 56 14

24 6

3

12

25 2 8 NO. OF RESPONDENT PERCENTAGE

%age

Figure: 1.7

INTERPRETATION The above graph indicates employees are given appraisal in order to motivate them to attend the training.

QUES-8. How well the work place of training is physically organization? NO. OF RESPONSE  EXCELLENCE  GOOD  AVERAGE  BAD  TOTAL

RESPONDENT 8 6 6 5 25

PERCENTAGE 32 24 24 20 100

place of training 120

n o o f

e m p l o y e e s

100

100 80 60 32

40 20

8

24 6

24 6

20 5

25 NO. OF RESPONDENT PERCENTAGE

0

%age

Figure: 1.8

INTERPRETATION This graph indicates the trainers should possess technical skill to make the training effective.

Ques-9. What are the general complains about the training session? NO. OF RESPONSE RESPONDENT  TAKE AWAY PRECIOUS TIME OF    

EMPLOYEES TOO MANY GAPS BETWEEN THE SESSIONS TRAINING SESSIONS ARE UNPLANNED BORING AND NOT USEFUL TOTAL

PERCENTAGE

4

25

10

40

6 5 25

15 20 100

Figure: 1.9

INTERPRETATION This graph indicates that there are too many gaps between the training sessions.

Ques-10. Time duration given for the training period is? NO. OF RESPONDENT 5 10 8 2 25

RESPONSE  SUFFICIENT  TO BE EXTENDED  TO BE SHORTENED  MANAGEABLE  TOTAL

PERCENTAGE 20 40 32 8 100

training period

n o o f

e m p l o y e e s

120 100 80 60 40 20 0

100

40 5

20

10

32 8

25 2 8 NO. OF RESPONDENT PERCENTAGE

%age

Figure 1.10

INTERPRETATION This graph indicates the reasons for shortage of skilled manpower at workplace are lacks of support from senior staff.

Chapter6 FINDINGS,CONCLUSION, RECOMMENDATIONSAND SCOPE OF THE STUDY

FINDINGS OF THE STUDY          

75.00% of the employee think that Consistency & loyalty of the employee for the company is an important part in training and development 45.00 % of the employee have 6-10 years in experience and training that is required for the company needs 92.50% think that there must be job responsibility. If not it must be bounded by some guidelines 87.50% % of the employee think that there must be a clarity for the job responsibility for the company 95.00% % of the employee think that there must be an extra classes for the training and development of the employee 97.50% % of the employee agree that the training and development leads to the benefit of the company 90.00% % of the employee think that there must be skill development enhancement during the training and development 75.00% % of the employee think that there must a introduction of technical and professional skills of the employee in training and development 90.00% % of the employee think that every employee must go through the proper training and development 100 % of the employee think that training and development sharps the skills and career of the employee

CONCLUSION This study was a learning experience for me and I came to know the training and development programs in Paragon Knits Pvt. Ltd. Ajanala (Amritsar) was positive in response but still more training and development is needed in Paragon Knits so that the employees are motivated time by time and they should know their strength & weakness so that they can work on it & improve their knowledge & skills for the betterment of their organization.

In the last but not the least I conclude that all the training and development programs of company are highly effective & beneficial to the employees in giving their best contribution to their personal growth & development as well to meet the organizational objective.

RECOMMENDATIONS 1.Training should be given according to the job profile of the employees. e.g. Managers should be made to attend more of team oriented workshops since they are required to work in teams. Whereas an officer level employee needs to enhance his computer skills. Hence training Programmes have to be designed accordingly. 2.Since a few employees felt that the training they had undergone in the last two years didn’t help them at all, a feedback session should be made mandatory after every training session, in order to ascertain whether the above idea behind the training programme had been accomplished or not. 3.Every now and then the employees should be encouraged to identify their own training needs which would enhance employee morale and also shift the burden from the superior to the employee him self. 4.Rather than just investing money on various training programmes, PARAGON KNITS LIMITED, Amritsar .. should also concentrate on regular training evaluation

SCOPE OF FURTHER RESEARCH The training needs analysis is the base for all training activities in, PARAGON KNITS LIMITED ,Amritsar Efforts at all levels of the organization are made to identify and meet the training needs of the employees. Priority is given to ‘need base training’ which can have direct impact on the employees’ performance and improve work efficiency. The training and development department takes into consideration the annual appraisal report of the employees for analyzing the training needs. The training programmes usually provided valuable inputs to the trainees for performing present as well as future roles effectively. Also, at the end of each training session trainers impressions about the session should be recorded in a register which gives a weight into the trainee’s performance during the training period. The timely feedback of both the trainers and the trainees helps in taking corrective action for future training programmes. This analysis has depicted what common training and development techniques are adopted by from and has provided an insight into the training and development system followed by ,PARAGON KNITS LIMITED, Amritsar But still much more can be done. Suitable strategies can be framed to develop a team of highly motivated and committed work force so that the company can make inroads into the international markets and build favorable image there. The quest for improvement should never ends it is an endless journey

BIBLIOGRAPHY •http://paragonknits.com/home/home.html •HR.com •Mirza S. Saiyadain- Human Resource Management 2ndEdition Publishers – Tata McGrawHill. •V.K. Dubey – Management of Training and Development and Motivation Skills

ANNENXURE Questionnaire: Q 1) - Your organization considers training as a part of organizational strategy. Do you agree with this statement?    

STRONGLY AGREE AGREE SOME WHAT AGREE DISAGREE

Q 2)- How many training programs will you attend in a year?    

LESS THAN 10 10-20 20-40 MORE THAN- 40

Q 3)- To whom the training is given more in your organization?    

SENIOR STAFF JUNIOR STAFF NEW STAFF BASED ON REQUIRTMENT

Q 4)- what are all important barriers to training and development in your organization?    

TIME MONEY LACK OF INTERST BY STAFF NON AVAILABILITY OF SKILLED TRAINERS

Q 5)- Enough practice is given for us during training session? Do you agree with this statement?    

JOB ROTATION EXTERNAL RATING CONFERENCE/DISCUSION PROGRAMMED INSTRUCTION

Q 6)- The training session conducted in your organization is useful. Do you agree with this statement?    

STRONGLY AGREE AGREE SOME WHAT AGREE DISAGREE

Q 7)- The training session conducted in your organization is useful. Do you agree with this statement?    

STRONGLY AGREE AGREE SOME WHAT AGREE DISAGREE

Q 8)- Employees are given appraisal in order to motivate them to attend the training. Do you agree with this statement?    

STRONGLY AGREE AGREE SOME WHAT AGREE DISAGREE

Q 9)- What are the general complains about the training session?    

TAKE AWAY PRECIOUS TIME OF EMPLOYEES TOO MANY GAPS BETWEEN THE SESSION TRAINING SESSION ARE UNPLANNED BORING AND USEFUL

Q 10)- Time duration given for the training period is?    

SUFFICIENT TO BE EXTENDED TO BE SHORTEND MANAGEABLE