1

SUMMER TRAINING PROJECT REPORT

ON
TRAINING AND DEVELOPMENT

Submitted in Partial Fulfillment of the requirements

For the degree of
BACHELOR OF BUSINESS ADMINISTRATION
To
Guru Gobind Singh Indraprastha University,Delhi

Submitted To: Submitted By:

DR. AKANSHA ANKIT MISHRA
Asst. Professor 35324701717
BBA III YEAR

Session 2017-2020

SGIT SCHOOL OF MANAGEMENT

Opp. Jindal Pipes Ltd, NH-24, Ahead Masuri Canal, Opp. Jindal
Nagar,Ghaziabad,Uttar Pradesh 201302,India
 2

CERTIFICATE
 3

ACKNOWLEDGEMENT

I would like to thank Guru Guru Gobind Singh Indraprastha University for giving me the
opportunity to do this internship. I would like to thank INNOPACK CONSTRUCTION
CHEMICALS PRIVATE LIMITED for letting me do the internship at their HR Division Head
office. I’d like to thank my internship supervisor (Dr AKANSHA) for guiding me with the
completion of this report. I’d also like to thank HR Manager & T&D Division for keeping me under
their supervision and provide me with all the necessary information which has helped me in the
completion of this report.

I would also like to thank all the officials of Innopack T&D Department for allowing me to be an
internee at their organization and help with necessary information.
 4

DECLARATION

This is to declare that this project report entitled “Training and Development of Innopack

Construction Chemical private limited” is a record of genuine work done by me under the

supervision of Institute’s project guide DR. AKANSHA in the partial fulfillment of the requirement

for Degree of Bachelor of Business Administration of Guru Gobind Singh Indraprastha University,

Delhi . I declare that this project is original and not submitted to any University before.

Date:

DR. AKANSHA ANKIT MISHRA

35324701717

Sign:
 5

TABLE OF CONTENTS

Serial No. Content Page

No.
Chapter 1: INTRODUCTION 8
1.1 Introduction 8
1.2 Objective of the study 28
1.3 Review of Literature 29
1.4 Scope of the Report 39
1.5 Research Methodology 40
1.6 Limitation of the study 41
1.7 Research Design 43
Chapter 2: PROFILE OF THE 44
ORGANIZATION
2.1 Organization Background 45
2.2 Key facts about Innopack construction chemicals ltd 45
2.3 Organization Vision 46
2.4 Organization Mission 46
2.5 Goal of Innopack construction chemicals pvt ltd 47
2.6 Values 47
2.7 Services 47
2.8 Strategic Objectives of Innopack co. 48
2.9 Customer Charter 49
3.1 Organization Organogram 49
3.2 Organizational Structure 51
3.3 Company Analysis 52
Chapter 3: DATA ANALYSIS AND 57
INTERPRETATION
4.1 Reliability and validity of Training and Development 57
4.2 Quality of Training and Development 58
4.3 Effectiveness of Training and Development 58
 6

4.4 Collection of data 60

Chapter 4: CONCLUSIONS AND 67
RECOMMENDATIONS
BIBLIOGRAPHY 75
QUESTIONNAIRE 76
 7

CHAPTER PLAN

During my internship I gained practical knowledge on how the Training and Development 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 Innopack Construction Chemicals Company handles its employees with value and
empowerment to ensure they are motivated to give their best to the organization.

Each chapter contains detailed discussion of the Training and Development followed by
Organization which basically conveys how things are done in the T&D Department.

The report starts with an Introduction of training and development, review of literature,
organization objective, and scope of report and research methodology and research design.

The next chapter comprises the organization profile, key facts, vision, goal, values, services,
customer relationship, company analysis of Innopack construction chemicals private limited.

Next chapter includes data analysis and interpretation of data

Last chapter consist conclusions and recommendation, and bibliography. At last I have prepared
Questionnaire on training and development.

CHAPTER 1
 8

1.1 INTRODUCTION

Training and Development

Training can be introduced simply as a process of assisting a person for enhancing his
efficiency and effectiveness to a particular work area by getting more knowledge and
practices. Also training is important to establish specific skills, abilities and knowledge to an
employee. For an organization, training and development are important as well as
organizational growth, because the organizational growth and profit are also dependent on the
training. But the training is not a core of organizational development.

Training is different form education; particularly formal education. The education is

concerned mainly with enhancement of knowledge, but the aims of training are increasing
knowledge while changing attitudes and competences in good manner. Basically the
education is formulated with in the framework and to syllabus, but the training is not formed
in to the frame and as well as syllabus. It may differ from one employee to another, one
group to another, even the group in the same class.

The reason for that can be mentioned as difference of attitudes and skills from one person to
another. Even the situation is that, after good training programme, all different type skilled
one group of employees can get in to similar capacity, similar skilled group,

That is an advantage of In the field of Human Resources Management, Training and

Development is the field concern with organizational activities which are aimed to bettering
individual and group performances in organizational settings. It has been known by many
names in the field HRM, such as employee development, human resources development,
learning and development etc.
 9

Training is really developing employees’ capacities through learning Training and Development is
the framework for helping employees to develop their personal and organizational skills,
knowledge, and abilities. The focus of all aspects of Human Resource Development is on
developing the most superior workforce so that the organization and individual employees can
accomplish their work goals in service to customers.

Need and Importance of Training and Development:-

A training program allows you to strengthen those skills that each employee needs to improve.
A development program brings all employees to a higher level so they all have similar skills
and knowledge. This helps reduce any weak links within the company who rely heavily on
others to complete basic work tasks.

The following are the two biggest factors that contribute to the increased need to training and
development in organisations:

 Change: The word change encapsulates almost everything. It is one of the biggest
factors that contribute to the need of training and development. There is in fact a direct
relationship between the two. Change leads to the need for training and development
and training and development leads to individual and organisational change, and the
cycle goes on and on. More specifically it is the technology that is driving the need;
changing the way how businesses function, compete and deliver.

 Development: It is again one the strong reasons for training and development
becoming all the more important. Money is not the sole motivator at work and this is
especially very true for the 21st century. People who work with organisations seek
more than just employment out of their work; they look at holistic development of self.
Spirituality and self awareness for example are gaining momentum world over. People
 10

seek happiness at jobs which may not be possible unless an individual is aware of the
self. At ford, for example, an individual can enrol himself / herself in a course on ‘self
awareness’, which apparently seems inconsequential to ones performance at work but
contributes to the spiritual well being of an individual which is all the more important.

1) New Hire Orientation

Training is particularly important for new employees. This can be conducted by someone
within the company and should serve as a platform to get new employees up to speed with
the processes of the company and address any skill gaps.

2) Tackle shortcomings

Every individual has some shortcomings and training and development helps employees iron
them out. For example, at RateGain we have divided the entire headcount in several groups
to provide focused training which is relevant to those groups - sales training, first time
managers, middle management, senior leadership, executive leadership.

3) Improvement in performance

If shortcomings and weaknesses are addressed, it is obvious that an employee's performance

improves. Training and development, however, also goes on to amplify your strengths and
acquire new skill sets. It is important for a company to break down the training and
development needs to target relevant individuals. If I can draw examples from my
 11

organization, every department has targeted training groups. These generally revolve around
product development training, QA training, PMP among others.

4) Employee satisfaction

A company that invests in training and development generally tends to have satisfied
employees. However, the exercise has to be relevant to the employees and one from which
they can learn and take back something. It will be futile if training and development become
tedious and dull, and employees attend it merely because they have to. As a company, we
stress on industry specific training and send many employees for international seminars and
conferences.

5) Increased productivity

In a rapidly evolving landscape, productivity is not only dependent on employees, but also on the
technology they use. Training and development goes a long way in getting employees up to date
with new technology, use existing ones better and then discard the outdated ones. This goes a long
way in getting things done efficiently and in the most productive way.
 12

Training Method

Management development is a systematic process of growth and development by

which the managers develop their abilities to manage. It is concerned with not only
improving the performance of managers but also giving them opportunities for growth
and development.

There are two methods through which managers can improve their knowledge and
skills. One is through formal training and other is through on the job experiences. On
the job training is very important since real learning takes place only when one
practices what they have studied.

But it is also equally important in gaining knowledge through classroom learning.

Learning becomes fruitful only when theory is combined with practice. Therefore

on the job methods can be balanced with classroom training methods (off-the-job

methods).

A. On-the-job Training (OJT) Methods:

B. Off-the-job Methods:
 13

a) On-the-job Training (OJT) Methods:

This is the most common method of training in which a trainee is placed on a

specific job and taught the skills and knowledge necessary to perform it.

The advantages of OJT are as follows:

1. On the job method is a flexible method.

2. It is a less expensive method.
3. The trainee is highly motivated and encouraged to learn.
Much arrangement for the training is not required.

On-the-job training methods are as follows:

1. Job rotation:

This training method involves movement of trainee from one job to another gain
knowledge and experience from different job assignments. This method helps the
trainee understand the problems of other employees.

2. Coaching:

Under this method, the trainee is placed under a particular supervisor who
functions as a coach in training and provides feedback to the trainee. Sometimes
the trainee may not get an opportunity to express his ideas.
 14

3. Job instructions:
Also known as step-by-step training in which the trainer explains the way of doing
the jobs to the trainee and in case of mistakes, corrects the trainee.

4. Committee assignments:

A group of trainees are asked to solve a given organizational problem by

discussing the problem. This helps to improve team work.

5. Internship training:

Under this method, instructions through theoretical and practical aspects are
provided to the trainees. Usually, students from the engineering and commerce
colleges receive this type of training for a small stipend.

b) Off-the-job Methods:

On the job training methods have their own limitations, and in order to have the overall
development of employee’s off-the-job training can also be imparted. The methods oftraining
which are adopted for the development of employees away from the field of the job are
known as off-the-job methods.

The following are some of the off-the-job techniques:

 15

1. Case study method:

Usually case study deals with any problem confronted by a business which can be solved
by an employee. The trainee is given an opportunity to analyse the case and come out
with all possible solutions. This method can enhance analytic and critical thinking of an
employee.

2. Incident method:

Incidents are prepared on the basis of actual situations which happened in different
organizations and each employee in the training group is asked to make decisions as if it
is a real-life situation. Later on, the entire group discusses the incident and takes
decisions related to the incident on the basis of individual and group decisions.

3. Role play:

In this case also a problem situation is simulated asking the employee to assume the role
of a particular person in the situation. The participant interacts with other participants
assuming different roles. The whole play will be recorded and trainee gets an opportunity
to examine their own performance.

4. In-basket method:

The employees are given information about an imaginary company, its activities and
products, HR employed and all data related to the firm. The trainee (employee under
training) has to make notes, delegate tasks and prepare schedules within a specified time.
This can develop situational judgments and quick decision making skills of employees.
 16

5. Grid training:

It is a continuous and phased programme lasting for six years. It includes phases of
planning development, implementation and evaluation. The grid takes into consideration
parameters like concern for people and concern for people.

6. Lectures:

This will be a suitable method when the numbers of trainees are quite large. Lectures can
be very much helpful in explaining the concepts and principles very clearly, and face to
face interaction is very much possible.

7. Simulation:

Under this method an imaginary situation is created and trainees are asked to act on
it. For e.g., assuming the role of a marketing manager solving the marketing
problems or creating a new strategy etc
 17

Methods of Training
 18

Types of Training

There are a number of different types of training we can use to engage an

employee. These types are usually used in all steps in a training process

(orientation, in-house, mentorship, and external training). The training utilized

depends on the amount of resources available for training, the type of company,

and the priority the company places on training.

1. Technical or Technology Training

Depending on the type of job, technical training will be required. Technical training is a
type of training meant to teach the new employee the technological aspects of the job. In
a retail environment, technical training might include teaching someone how to use the
computer system to ring up customers. In a sales position, it might include showing
someone how to use the customer relationship management (CRM) system to find new
prospects. In a consulting business, technical training might be used so the consultant
knows how to use the system to input the number of hours that should be charged to a
client. In a restaurant, the server needs to be trained on how to use the system to process
orders. Let’s assume your company has decided to switch to the newest version of
Microsoft Office.

2. Quality Training

In a production-focused business, quality training is extremely important. Quality

training refers to familiarizing employees with the means of preventing, detecting, and
eliminating non quality items, usually in an organization that produces a product. In a
 19

world where quality can set your business apart from competitors, this type of training
provides employees with the knowledge to recognize products that are not up to quality
standards and teaches them what to do in this scenario. Numerous organizations, such
as the International Organization for Standardization (ISO), measure quality based on
a number of metrics.

This organization provides the stamp of quality approval for companies producing
tangible products. ISO has developed quality standards for almost every field
imaginable, not only considering product quality but also certifying companies in
environmental management quality. ISO9000 is the set of standards for quality
management, while ISO14000 is the set of standards for environmental management.
ISO has developed 18,000 standards over the last 60 years.“The ISO Story,”
International Organization for Standards, accessed July 26, 2010. With the increase in
globalization, these international quality standards are more important than ever for
business development. Some companies, like 3M,QAI website, accessed July 30, 2011,
Training employees on quality standards, including ISO standards, can give them a
competitive advantage. It can result in cost savings in production as well as provide an
edge in marketing of the quality-controlled products. Some quality training can happen
in-house, but organizations such as ISO also perform external training.

3. Skills Training

Skills training, the third type of training, includes proficiencies needed to actually
perform the job. For example, an administrative assistant might be trained in how to
answer the phone, while a salesperson at Best Buy might be trained in assessment of
customer needs and on how to offer the customer information to make a buying
decision. Think of skills training as the things you actually need to know to perform
your job. A cashier needs to know not only the technology to ring someone up but
what to do if something is priced wrong. Most of the time, skills training is given in-
house and can include the use of a mentor. An example of a type of skills training is
 20

from AT&T and Apple,Lance Whitney, “Apple, AT&T Reportedly Prepping Staff for
iPhone 5 Launch,” CNET, July 26, 2011, accessed July 29, 2011, who in summer 2011
asked their managers to accelerate retail employee training on the iPhone 5, which was
released to market in the fall

4. Soft Skills Training

Our fourth type of training is called soft skills training. Soft skills refer to personality
traits, social graces, communication, and personal habits that are used to characterize
relationships with other people. Soft skills might include how to answer the phone or
how to be friendly and welcoming to customers. It could include sexual harassment
training and ethics training. In some jobs, necessary soft skills might include how to
motivate others, maintain small talk, and establish rapport.

In a retail or restaurant environment, soft skills are used in every interaction with
customers and are a key component of the customer experience. In fact, according to a
Computerworld magazine survey, executives say there is an increasing need for people
who have not only the skills and technical skills to do a job but also the necessary soft
skills, such as strong listening and communication abilities.Thomas Hoffman, “Nine
Nontechie Skills That Hiring Managers Wish You Had,” Computerworld, November
12,. Many problems in organizations are due to a lack of soft skills, or interpersonal
skills, not by problems with the business itself. As a result, HR and managers should
work together to strengthen these employee skills. Soft skills training can be
administered either in-house or externally

5. Professional Training and Legal Training

In some jobs, professional training must be done on an ongoing basis. Professional

training is a type of training required to be up to date in one’s own professional field.
For example, tax laws change often, and as a result, an accountant for H&R Block
 21

must receive yearly professional training on new tax codes.Jeannine Silkey, “Tax
Preparer Certifications,” Suite 101, January 28, 2010, accessed July 26, 2010, .
Lawyers need professional training as laws change. A personal fitness trainer will
undergo yearly certifications to stay up to date in new fitness and nutrition information.
As a result, the organization has agreed to develop training for workers on medical
privacy. The fines could have been prevented if the organization had provided the
proper training to begin with. Other types of legal training might include sexual
harassment law training and discrimination law training

6. Team Training

Do you know the exercise in which a person is asked to close his or her eyes and fall
back, and then supposedly the team members will catch that person? As a team-
building exercise (and a scary one at that), this is an example of team training. The goal
of team training is to develop cohesiveness among team members, allowing them to get
to know each other and facilitate relationship building. We can define team training as
a process that empowers teams to improve decision making, problem solving, and
team-development skills to achieve business results. Often this type of training can
occur after an organization has been restructured and new people are working together
or perhaps after a merger or acquisition. Some reasons for team training include the
following:

Improving communication
Making the workplace more enjoyable
Motivating a team

Getting to know each other

Getting everyone “onto the same page,” including goal
setting Teaching the team self-regulation strategies
 22

Helping participants to learn more about themselves (strengths and

weaknesses) Identifying and utilizing the strengths of team members

Improving team productivity

Practicing effective collaboration with team members

Team training can be administered either in-house or externally. Ironically, through the
use of technology, team training no longer requires people to even be in the same room.
 23

Types of Training
 24

Concept of career Development

Career development is the lifelong process of managing learning, work, leisure, and
transitions in order to move toward a personally determined and evolving preferred
future. In educational development, development provides a person, often a student,
focus for selecting a career or subject(s) to undertake in the future. Often educational
institutions provide career counsellors to assist students with their educational
development.

In Organisational development (or OD), the study of career development looks

at: how individuals manage their careers within and between organizations and,

how organizations structure the career progress of their members, it can also be tied
into within most of the organizations.

In today's world, more employers are looking for ways to facilitate career development
and encourage their employees to drive their own careers.

In , career development is:

" the total constellation of psychological, sociological, educational, physical,
economic, and chance factors that combine to influence the nature and significance of
work in the total lifespan of any given individual.

The evolution or development of a career – informed by Experience within a specific

field of interest (with career, job, or task specific skills as by-product) Success at each
stage of development, educational attainment commensurate with each incremental
stage, Communications (the capacity to analytically reflect your suitability for a given
job via cover letter, resume, and/or the interview process), and understanding of career
development as a navigable process.
 25

"... the lifelong psychological and behavioral processes as well as contextual influences
shaping one’s career over the life span. As such, career development involves the
person’s creation of a career pattern, decision-making style, integration of life roles,
values expression, and life-role self concepts."

Stages of career development

Development of career of an individual undergoes through a number of stages these

stages are;

1. Exploration:- it is the pre employment stage. It ends for most of the individuals
in their mid twenties when they make the transition from college to work. It is
the period when a number of expectations are made about one’s career.

2. Establishment:- this stage takes 10 years from the age of 25 years onwards. In
this stage person tries to settle in the job he is doing. In the early years of this
stage the individual is designated as junior and at the end of this stage he
becomes the senior member of the organization.

3. Mid career:- mid-career starts with the age of individual when he is 35 and
ends with when he is 45. At this stage person is no longer learner. This stage is
most stressful. The person wants advancement at this stage and search for new
goal in the life. Those who make successful transition at this stage get rewards in
their late career.
 26

4. Late career:- this stage starts from 40’s and ends at the age of 60. For those
who continue to grow in their mid-career for them this period is most pleasant
one. It is the stage when one enjoys the status of a statesman.

5. Decline:- this is the stage when the person is forced to step out from the

limelight. This is the stage of frustration for the high achievers because

they are in the habit of doing something and but a pleasant time for

mediocre. Towards the end of this stage the person is forced to get retired

from the organization. This stage brings a major change in the person’s life

because now the life structure of the individual is totally changed.

 27

Stages of Career Development

 28

1.2 OBJECTIVE OF THE STUDY

The objective of my study is to understand and critically analyze the TRAINING and
DEVELOPMENT practice at Innopack construction chemical private limited

1. To know the prospect or Training and Development practices

2. To critically analyze the functioning of Training and Development.

3. To identify the probable area of improvement to make TRAINING AND

DEVELOPMENT and more effective.

4. To know the managerial satisfaction level about training and development practices.
 29

1.3 REVIEW OF LITERATURE

Review of Training and Development

ABSTRACT

In this competitive world, training plays an important role in the competent and challenging
format of business. Training is the nerve that suffices the need of fluent and smooth
functioning of work which helps in enhancing the quality of work life of employees and
organizational development too. Development is a process that leads to qualitative as well as
quantitative advancements in the organization, especially at the managerial level, it is less
considered with physical skills and is more concerned with knowledge, values, attitudes and
behaviour in addition to specific skills.

Hence, development can be said as a continuous process whereas training has specific areas
and objectives. So, every organization needs to study the role, importance and advantages of
training and its positive impact on development for the growth of the organization. Quality of
work life is a process in which the organization recognizes their responsibility for excellence
of organizational performance as well as employee skills. Training implies constructive
development in such organizational motives for optimum enhancement of quality of work life
of the employees.

These types of training and development programs help in improving the employee behaviour
and attitude towards the job and also uplift their morale. Thus, employee training and
development programs are important aspects which are needed to be studied and focused on.
 30

A review of literature on evaluation of training and development was conducted to identify

methods of effectiveness evaluation for training and development programs. Several
definitions of evaluation were identified in the literature.

Kirkpatrick, 1971
Kirkpatrick’s first level of measurement, reaction, is defined as how well the trainees liked
the training program. The second measurement level, learning, is designated as the
determination of what knowledge, attitudes, and skills were learned in the training. The third
measurement level is defined as behavior. Behavior outlines a relationship of learning (the
previous measurement le vel) to the actualization of doing. Kirkpatrick recognized a big
difference between knowing principles and techniques and using those principles and
techniques on the job. The fourth measurement level, results, is the expected outcomes of
most educational training programs such as reduced costs, reduced turnover and absenteeism,
reduced grievances, improved profits or morale, and increased quality and quantity of
production.

Paquet,Kasl, Weinstein, & Waite, 1987

One study was found by a major corporation that measured change in productivity and ROI of
a training program. CIGNA Corporation’s corporate management development and training
department, which provides training for employees of CIGNA Corporation’s operating
subsidiaries, initiated an evaluation program to prove management training made a business
contribution. The research question posed was, “Does management training result in
improved productivity in the manager’s workplace?” The team conducting the research
identified that data collection needed to be built into the training program for optimal data
gathering. If managers could use the evaluation data for their own benefit as part of their
training, they would be more likely to cooperate.
 31

Paulet & Moult, 1987

British Airways assessed the effectiveness of the Managing People First (MPF) training by
measuring the value shift, commitment, and empowerment of the trainees. An in-depth
interview was used to measure the action potential (energy generated in the participants by
the course) and level of action as a result of the course. A want level was used to measure the
action potential and a do level for the action. Each measurement was assigned a value of high,
medium, or low. However, high, medium, and low were not defined. The study showed that
27% of all participants (high want level and high do level) were committed to MPF values
and pursued the programs aims/philosophy. Nearly 30% of participants were fully committed
to the aims/philosophy of MPF although they did not fully convert commitment to action
(high want level and medium and low do level). Approximately one-third of the participants
(29%) moderately converted enthusiasm into committed action (medium and low want level
and medium and low do level). But 13% remained truly uncommitted (low want level and
low do level).Behavioral changes (level three of the Kirkpatrick Model) were measured
following low impact Outdoor-Based Experiential Training with the goal of team building.

Alliger and Horowitz (1989)

Numerous studies reported use of components of the Kirkpatrick Model; however, no study
was found that applied all four levels of the model. Although level one is the least complex of
the measures of evaluation developed by Kirkpatrick, no studies were found that reported use
of level one as a sole measure of training. One application of the second level of evaluation,
knowledge, was reported by. In this study the IBM Corporation incorporated knowledge tests
into internally developed training. To ensure the best design, IBM conducted a study to
identify the optimal test for internally developed courses. Four separate tests composed of 25
questions each were developed based on ten key learning components. Four scoring methods
were evaluated including one that used a unique measure of confidence. The confidence
measurement assessed how confident the trainee was with answers given. Tests were
administered both before and after training. Indices from the study assisted the organization
to evaluate the course design, effectiveness of the training, and effectiveness of the course
instructors. The development of the confidence index was the most valuable aspect of the
study. Alliger and Horowitz stated that behavior in the workplace was not only a function of
knowledge, but also of how certain the employee was of that knowledge. Two studies were
 32

found that measured job application and changes in behavior (level three of the Kirkpatrick
Model)

Bushnell (1990)
Bushnell (1990) also created a modification to the Kirkpatrick Model by identifying a four-
step process of evaluation. Bushnell’s model included evaluation of training from the
development through the delivery and impact. Step one involved the analysis of the System
Performance Indicators that included the trainee’s qualifications, instructor abilities,
instructional materials, facilities, and training dollars. Step two involved the evaluation of the
development process that included the plan, design, development, and delivery. Step three
was defined as output which equated to the first three levels of the Kirkpatrick Model. Step
three involves trainees’ reactions, knowledge and skills gained, and improved job
performance. Bushnell separated outcomes or results of the training into the fourth step.
Outcomes were defined as profits, customer satisfaction, and productivity. This model was
applied by IBM’s global education network, although specific results were not found in the
literature.

Phillips (1991)
Phillips (1991) stated the Kirkpatrick Model was probably the most well known framework
for classifying areas of evaluation. This was confirmed in 1997 when the America Society for
Training and Development (ASTD) assessed the nationwide prevalence of the importance of
measurement and evaluation to human resources department (HRD) executives by surveying
a panel of 300 HRD executives from a variety of types of U.S. organizations. Survey results
indicated the majority (81%) of HRD executives attached some level of importance to
evaluation and over half (67%) used the Kirkpatrick Model. The most frequently reported
challenge was determining them impact of the training (ASTD, 1997).

Lookatch (1991) and ASTD (2002)

Lookatch (1991) and ASTD (2002) reported that only one in ten organizations attempted to
gather any results-based evaluation. In 1952, Donald Kirkpatrick (1996) conducted doctoral
 33

research to evaluate a supervisory training program. Kirkpatrick’s goal was to measure the
participants’ reaction to the program, the amount of learning that took place, the extent of
behavior change after participants returned to their jobs, and any final results from a change
in behavior achieved by participants after they returned to work.

Wagner & Roland, 1992

Over 20 organizations and 5,000 participants were studied. Three measures were used to
determine behavioral changes. Measure one was a questionnaire completed by participant s
both before and after training. The second measure was supervisory reports completed on the
functioning of work groups before and after training. The third measure was interviews with
managers, other than the immediate supervisor, to obtain reactions to individual and work-
group performance after an OBERT program. Results reported showed no significant changes
in behavior.

Hopkins 1995
There are several ways managers can use professional development to increase the
competence, skills, and leadership capacity of their employees. One way to do this involves
managers encouraging employees to pursue continuing education opportunities and/or
empowering employees through various leadership opportunities within the organization.

Kirkpatrick, 1998
From Kirkpatrick’s doctoral research, the concept of the four Kirkpatrick measurement levels
of evaluation emerged. While writing an article about training in 1959, Kirkpatrick (1996)
referred to these four measurement levels as the four steps of a training evaluation. It is
unclear even to Kirkpatrick how these four steps became known as the Kirkpatrick Model,
but this description persists today). As reported in the literature, this model is most frequently
applied to either educational or technical training.

Holli and Calabrese (1998)

 34

Holli and Calabrese (1998) defined evaluation as comparisons of an observed value or quality
to a standard or criteria of comparison. Evaluation is the process of forming value judgments
about the quality of programs, products, and goals.

Kirkpatrick (1998)
Kirkpatrick (1998) recommended that as many as possible of the four levels of evaluation be
conducted. In order to make the best use of organizational resources of time, money,
materials, space, equipment, and manpower, continued efforts are needed to assess all levels
of effectiveness of training programs. Trainers from all disciplines should develop evaluation
plans for training and share the results of these initiatives.

Warr, Allan and Birdie (1999)

Warr, Allan and Birdie (1999) evaluated a two-day technical training course involving 123
motor-vehicle technicians over a seven- month period in a longitudinal study using a variation
of the Kirkpatrick Model. The main objective of this study was to demonstrate that training
improved performance, thereby justifying the investment in the training as appropriate. Warr
et al.(1999) suggested that the levels in the Kirkpatrick Model may be interrelated. They
investigated six trainee features and one organizational characteristic that might predict
outcomes at each measurement level. The six trainee features studied were learning
motivation, confidence about the learning task, learning strategies, technical qualifications,
tenure, and age. The one organizational feature evaluated was transfer climate which was
defined as the extent to which the learning from the training was actually applied on the job.

Warr et al. (1999)

Warr et al. (1999) examined associations between three of the four measurement levels in a
modified Kirkpatrick framework. Warr et al. combined the two higher Kirkpatrick
measurement levels, behavior and results, into one measurement level called job behavior.
The three levels of measurement included were reactions, learning, and job behavior.
Trainees (all men) completed a knowledge test and a questionnaire on arrival at the course
prior to training. A questionnaire was also completed after the training. A third questionnaire
was mailed one month later. All questionnaire data were converted into a measurement level
score. The reaction le vel was assessed using the data gathered after the training that asked
 35

about enjoyment of the training, perceptions of the usefulness of the training, and the
perceptions of the difficulty of the training.

Warr et al. (1999)

Warr et al. (1999) reported the relationship of the six individual trainee features and one
organizational feature as predictors of each evaluation level. At level one, all reaction
measures were strongly predicted by motivation of the participants prior to training. At level
two, motivation n, confidence, and strategy significantly predicted measures of learning
change. Learning level scores that reflected changes were strongly predicted by reaction level
scores. Findings suggested a possible link between reactions and learning that could be
identified with the use of more differentiated indicators at the reaction level. At level three,
trainee confidence and transfer support significantly predicted job behavior. Transfer support
was a part of the organizational feature of transfer climate. Transfer support was the amount
of support given by supervisors and colleagues for the application of the training material.
Warr et al. suggested that an investigation into the pretest scores might explain reasons for the
behavior and generate organizational improvements.

Boulmetis and Dutwin (2000)

Boulmetis and Dutwin (2000) defined evaluation as the systematic process of collecting and
analyzing data in order to determine whether and to what degree objectives were or are being
achieved.

Phillips and Pulliam (2000)

Phillips and Pulliam (2000) reported an additional measure of training effectiveness,return on
investment (ROI), was used by companies because of the pressures placed on Human
Resource Departments to produce measures of output for total quality management (TQM)
and continuous quality improvements (CQI) and the threat of outsourcing due to downsizing.
Great debate was found in the training and development literature about the use of ROI
measures of training programs. Many training and development professionals believed that
ROI was too difficult and unreliable a measure to use for training evaluation (Barron, 1997).
 36

Schalock (2001)
Schalock (2001) defined effectiveness evaluation as the determination of the extent to which
a program has met its stated performance goals and objectives.

Stufflebeam (2001)
Stufflebeam (2001) defined evaluation as a study designed and conducted to assist some
audience to assess an object's merit and worth. Stufflebeam's (2001) definition of evaluation
was used to assess the methods of evaluation found in this literature review. The reason for
selecting Stufflebeam’s definition was based on the applicability of the definition across
multiple disciplines. Based on this definition of evaluation, the Kirkpatrick Model was the
most frequently reported model of evaluation.

Radhakrishna, Plank, and Mitchell (2001)

Radhakrishna, Plank, and Mitchell (2001) used a learning style instrument (LSI) and a
demographic profile in addition to reaction measures and learning measures. The three
training objectives were to assess knowledge gained through a Web-based training, to
determine participant reaction to Web-based material and Listserv discussions, and to
describe both the demographic profile and the learning style of the participants. The
evaluation of the training began with an on- line pretest and an on- line LSI. The pretest
included seven demographic questions. The LSI, pretest and posttest, and LSI questionnaire
were paired by the agent's social security numbers. Fifty- five agents of the available (106)
agents completed all four instruments and were included in this study.

Fancsali (2002)
 37

Fancsali (2002) recommends that staff development occur on an ongoing basis. More
specifically, the National Staff Development Council suggests that “educators” spend at least
a quarter of their work time on staff development activities (Richardson 1997).

Bozionelos 2002
Placing employees in staff mentorship positions as mentors is another method that has been
identified as increasing employees’ skills and efficiency, while also enhancing their
reputation among managers, which can lead to greater career success.

Astroth 2004
Recommend that training should address what the position entails and the skills necessary for
competency.

Jackson 2006
With regard to scheduling staff development, suggests that the timing of staff development
can affect the success of the development program, itself. Consequently, she recommends that
the timing of the training schedule be developed with consideration of staff needs and wants.
In terms of strategies for effective implementation. As for the ideal format of staff
development, recommends that trainings focus on the “main points” and take into account
diverse learning modalities, by including “hands on” activities as well as time for discussion
and questions.

Current Training Needs for Staff

Given the importance of a strong staff in shaping successful youth development programs,
Astroth and Taylor (2004) report on the National Collaboration for Youth’s (NCY) efforts to
define what successful youth workers are doing. Essentially, NCY reviewed existing
competencies circulating in the field, sought feedback from many youth-serving organizations
 38

8 and their staff, and ultimately decided on a set of ten core competencies that “entry-level
workers, including part-time and full-time staff and volunteers, should possess when they
begin a job or should acquire during the first few years to be effective when working with
youth,”

According to a report published by the Community Network for Youth

Development, the fast growing need for skilled youth workers highlights the fact that there
is little professional development support for these workers. Little to no new skill
development, low compensation and unclear career ladders may force youth workers to move
from job to job in order to obtain higher wages and/or new skills and creating barriers for
recruitment. Furthermore, this high turnover detrimentally affects the youth they serve.
California is among several states creating professional support groups, youth development
worker mentorship programs, standards, core competencies for training, opportunities for
higher education, and clearer career pathways for youth workers. In fact, the CNYD report,
“Moving from Knowledge to Action in San Francisco: Creating a Comprehensive Youth
Work Professional Workforce System” lists a number of Bays
 39

1.4 SCOPE OF THE REPORT

This report has been prepared through extensive discussion with company employees.

Prospectus provided by the asset management company also helped in preparing the

report. At the time of preparing the report, I had a great opportunity to have an in depth

Knowledge of Training and Development practiced by the Innopack company.

The key points of my research study are:-

1. To study the facts about the INNOPACK Company As a group.

2. To understand and analyze Training and Development at

INNOPACK Company

3. To suggest any measures / recommendations for the improvement of

the training and development practices.

 40

1.5 RESEARCH METHODOLOGY

The term research is composed of two words "re"& "search" which mean to

search again, Research for new fact or to modify the existing fact. Research

methodology is one of the important chapters which helps there searcher to do

there search work in a systematic way. Research is the systematic way of solving

the problem. Research is an original contribution to the existing stock of

knowledge making for its achievement. Research is the pursuit of truth with the

help of study, interpretation &comparison & experimenting. In research the

various steps are generally adopted by are searcher in studying research problems

along with the logic behind them.

According to Redman & Mar-"Research as a systematic effort ogainne

knowledge" and according to P.V.Young-"Research is nothing but an

investigation of new facts or verifying old facts with help of scientific knowledge

is called research"

Exploratory research:

This kind of research has the primary objective of development of insights into the
 41

problem. It studies the main area where the problem lies and also tries to evaluate

some appropriate courses of action.

1.6 LIMITATIONS OF THE STUDY

There are some limitations faced while conducting this research as limited timeframe
was a great limitation. Secondly sample size was small and only employees at middle
managerial level are studied while organizational performance is determined by all
employees. To examine the true effect and impact of performance appraisal pre and post
behaviors of employee reactions towards performance appraisal should be studied and
for this longitudinal type of research study is necessary while due to shortage of time
this empirical study is cross-sectional type.

Small sample size and small time frame are limitation of the study. Only primary data
collection method issued while secondary data is not availed. Besides questionnaire
other data collection tools as interview and case study can be used form or sound
results. The most important limitations were observed during my research in an
organization areas follows :-

➢ Employee Opinion: Employee feedback may not be 100% reliable and

accurate. Sometimes, they may keep back information that may bed trimental
otherimageoftheorganization.Alsosomeemployeesmayfeartheirsuperiorsandrefra
infrom furnishing any negative data. Statistics deals only with measurable
aspects of things and therefore, can seldom give the complete solution to
problem. They provide a basis for judgment but not the whole judgment
 42

➢ Language Barrier: Since most of the lower cadre employees working in the
organization are not well- versed in English, hence questions were discussed in
local language with such persons and data was collected.

➢ Time Factor: Since the time was limited, not all employees could be included
in the survey. A sample of 65 employees was selected for the purpose of
conducting the survey and collecting relevant data. All in all, the employees
were very co-operative and helpful. Inspite of their busy schedules they took
time out to fill the questionnaires and provide me with additional inputs and
information
 43

1.7 RESEARCH DESIGN

Research Design

A research design is the specification of methods and procedure for acquiring the
information needed to structure or to solve problems. It is the overall operation
pattern or framework of the project that stipulates what information is to be
collected from which source, and be what procedures.

“A research design is the arrangement of condition for collection and analysis of

data in a manner that aims to combine Relevance to the research purpose with
economy in procedure”.

Design decision happens.

1. What is study about?

2. What is study being made?
3. Where will the study be carried out?
4. What type of data is required?
5. Where can the required data be found?
6. What will be the sample design?
7. Technique of data collection?
8. How will data be analyzed?
9. How to increase the market profit of INNOPACK COMAPANY?
10. Who is the competitor of INNOPACK COMPANY?
 44

Chapter: 2

PROFILE OF THE ORAGANIZATION

 45

2.1 Organization Background

Innopack is a company with innovative technology and advanced construction chemical
products offering leading edge to the chemical industry. Company aim is to contribute
actively in improving productivity, continuous innovation, R & D and solution centric
customer satisfaction. The products, know-how and services offer provides the customer with
maximum value in performance, quality, comfort, safety, flexibility and overall economy.
Their operation focuses on products and solutions with high technology content that offer
customers a distinct added value.

Innopack Construction Chemicals Pvt Limited has a dedicated and skillful team for research
and product development. Risk Management is an independent unit.

The company gives peak attention towards the satisfaction of their clients, so that company
can offer products and services as per their specific demands and requirements.

2.2 Key facts about Innopack Construction Chemicals Private Limited

Some important facts about Innopack Company are given below:
 46

Name of the Innopack Construction Chemicals Private Limited

Company
Ownership Type Private

Legal Form Construction Chemicals Limited

Date of 21/12/2017
Commencement
Registered Office S-3,4 & 5,2nd Floor, Manish Metro Plaza VI, Plot No.5, Pocket 6,
Sector 12, Dwarka, New Delhi, Delhi 110075
Web page www.innopack.in

Category Private Company

Sub Category Non-govt Company

Main Language English

Corporate U74999DL2018PTC331300
Identification
Number (CIN)

2.3 Organization Vision

Their vision statement is-

The key to our success is our ability to generate innovative products and capabilities at the
forefront of the industry.

R&D is a backbone for all Innopack products. At Innopack we are shaping the future
development of the existing products through a constant stream of innovations

2.4 Organization Mission

 47

We utilize only the best local talents available and comply completely with international
norms and standards at every step of the way. Every decision made is completely transparent
and undertaken with total professionalism.

Innopack has multi-locational manufacturing facility equipped with state-of-the-art

technology, advanced in-house laboratory and skilled professionals.

We offer high standard product, LAF (Alkali free Accelerator), Resin & Cement Capsules
and Steel Fibers for underground construction.

2.5 Goal of Innopack Construction Pvt Ltd

The people, products and processes of Innopack Construction Chemicals private Ltd are
associated to meet the demand of the judicious customers. Their goal is to achieve a
distinction in the sky. Their Prime Objective is to deliver a quality that demonstrates a true
reflection of Their vision. This means they will give the best products to their suppliers. And
with that they will ensure financial growth for the organization. Their team includes certified
skilled quality auditors, warehousing personnel, research associates, packaging personnel and
others. These experts are well versed with the prevailing trends of the market and ensure to
their clients that their range of products and services are in accordance to the industrial
quality standards.

2.6 The Values

 48

 Customer Focus
 Reliability
 Teamwork
 Respect for individual
 Quality
 Responsible Citizenship

2.7 Services provide by Innopack Pvt Ltd

Company modern art of manufacture unit, supply and export a various range of Construction
Chemicals includes:-

 Concrete Admixtures
 Surface Treatment
 Grouts & Anchors
 Repair & Rehabilitation
 Protective Coatings
 Waterproofing
 Industrial Flooring
 Adhesive
 Sealants
 Steel Fiber

These Products are used in various areas of construction, Repair & Rehabilitation of multi-
storey buildings, Residential, Factory buildings, Infrastructure Projects, viz. Tunnels, Thermal
Power Projects, Hydel (Hydro Electric Power Projects), Atomic Power Projects, Dams,
Canals, Bridges, Metro Railways, Railways, and Highways etc.

Service offer high standard product, LAF (Alkali free Accelerator), Resin & Cement
Capsules and Steel Fibers for underground construction.

2.8 Strategic objectives of Innopack Pvt Ltd

 49

 Innopack construction chemicals pvt Ltd’s objectives are to carry out transparent and
high quality business operation based on market mechanism within the legal and social
framework spelt in their mission and reflected in their vision.
 Their greatest with qualitative business as a sustainable ever growing organization and
enhance fair quality of products to their suppliers.
 They are committed to their community as a corporate citizen and contributing towards
the progress of the nation as their corporate social responsibility
 Their employees are the backbone. INNOPACK COMPANY promote employees well
being through attractive compensation package, promoting staff morale through
training, development and career planning
 INNOPACK COMPANY strives for fulfillment of their responsibility to the
government through paying entire range of taxes and duties and abiding the other
rules.

2.9 Customer Relationship

Innopack Company seek to build long-term, sustainable beneficial relationship with all the
customers based on the service-commitments and on their underlying values of mutual
respect, the pursuit of excellence and integrity in all their dealings.

 Primary concern is to understand and satisfy customer’s needs and expectations.

Promise to use all means open to establish and understand these needs which are both
mutually beneficial and respect the values and principles in all aspects.
 Promise to deal quickly, courteously and accurately with all correspondence
 Should disagreement arise between customer and company they undertake to seek a
speedy and equitable solution, which takes account of the rights and obligations, both
parties and is framed in the context of a long term and enduring relationship
 Believe in openness, integrity, transparency and accountability and provide high
standard of services to the valued customers

3.1 Organogram of Innopack Construction Chemicals Private Limited

 50

The Chief Executive Officer heads the management team of Innopack

Construction Chemicals Pvt. Ltd. Several management committees have been

formed to handle and managing the operation

 51

3.2 Organizational Structure of Innoapck Construction Chemicals Pvt Ltd

Organizational hierarchy and Designations are in ascending order:

Top Management Chief Executive Officer

Board of Directors
Managing Directors

Executive Level Management Vice–President / Head of Operations/ Chief

Investment
Officer
Senior Assistant Vice-President Assistant Vice-
President

Mid Level Management Manager

Associate Manager
Assistant Manager

Junior Level Management Officer

Junior Officer
Trainee assistant
Probationary Officer
 52

3.3 Company Analysis

Training and development system of Innopack Private Limited is a prime reason of

their success:

Innopack Construction Chemicals Private Ltd gives regular training to the officer

of both middle and lower levels. Again if there is any strategy or technology

change, there will be special training program arranged based on individual needs.

They arrange special training on their software also which they use in the office to

operate their system, which eventually becomes beneficial not only for the

employee but also for the organization, because if they do not know the exact

procedure of carrying out work in their system then that might affect them both

the employee end into making mistake, and as a result the reputation of the

organization also might get hampered

In Company Analysis I have done SWOT ANALYSIS of the Innopack

Constructions Chemicals Private Limited.

 53

SWOT ANALYSIS

 STRENGTHS:

The strengths of a company are the most important building blocks required for growth to
take place. The following are a few of the most prevalent strengths that Innopack
Construction Chemicals Pvt Ltd has at the present time.

Recruitment:

Their recruitment and selection policy is very strong. Innopack Company recruits talented
candidates from the market through proper testing- written and interview. The written part
contains questionnaires that are of IBA standard which is a renowned education institution of
our country.

Work environment:

During my stay I found the work environment very satisfactory. Everyone is cordial and
helpful and cooperative. There is less internal conflict or politics at play which is essential for
conducting a productive working environment.

Transparency:

For clear communication to the employees of the HR Practice in Innopack Private

Lmited, they have a service rule book which they give to every employee. The

guide articulates important and covers all HR Practice followed by the

organization. This is very helpful both for the employees and the employer as it

removes chances of misinterpretation, bias etc

 54

Leave Management:

They Provide a 44 days leave balance which include earn leave 20 days, Casual leave 10 days
and Medical leave 14 days. So employees have no worries regarding having leave.

Accountable Corporate Governance is very important for the Inoopack

Private Limited:

Good Corporate Governance is an issue of vital importance to the Board and Management of
Innopack pvt ltd. The Board of Directors & Chief Executive Officer, as the head level of
authority, is responsible and accountable for the overall direction and is ultimate answerable
to regulatory authorities and the activities, strategies and performance of the company.

The board now has 9 members, which also includes 2 independent directors. Innopack Private
Limited board has a formal schedule of matters especially reserved for its decision including
corporate strategy, approval of budgets and balance sheet, annual financial results, Director
Appointment, proposal for dividend, approval of major corporate transactions and credit
proposals beyond the delegated business power of the management.

Innopack Construction Chemicals Private Ltd provides online Services:

Innopack Private Limited in India provides the online services to its customers.

By using the modern online services, where customer can purchase products. This

service gives customer huge flexibility. More and more urban customers are

becoming attracted to this service day by day. This online service provides great

benefit for the customers, as they do not have to face the hassle of going to the

market to buy their products.

 WEAKNESS:
 55

Though Innopack Construction Chemicals Private Ltd is a company that has many strengths
but it also has some weakness. The followings are few of the most common weakness that
Innopack Company has at the present time:

I. Inadequate human resources:

The human resources are not sufficient in terms of its service providing system. It has to
maintain a number of formalities to recruit employees

II. Human Resource Planning:

There is not much Human Resource Planning at the Organization except for an annual need
assessment for required workforces

III. Lack of Job Analysis:

It is the important part of HR practice in an organization but not implanted in Innopack

Company which means they are less informed about current market trends and that could lead
to loss of potential talents from their pool.

 OPPORTUNITY:

In an organization opportunities are positive external environmental factors. An organization

should explore all possible opportunities available to it. These opportunities are intended to
improve the organization. By making improvements, the organization should be able to
become more competitive in the market. The following are available opportunities to
Innopack Company in order for it to become more aggressive:

Recruitment:

Most recruitment in here is through internal recruitment, they can spread the pool of entry
level employees through campus recruitment.

A new neighborhood for an Innopack Company:

 56

The ability to begin selling in a new neighborhood would be beneficial to Innopack

Comapny, as they would have more people to sell to. This makes the pursuit of this area a
valid opportunity.

 THREATS:

An organization’s threats are negative external factors. An organization should explore all
possible threats available to it. These threats are intended to diminish the organization. By
making improvements and proper monitoring of the threats, the organization should be able
to turn more competitive in the market. The following are threats are available to Innopack
Construction Chemicals Private Ltd in order to threaten its existence.

Volatile economy:

The market can be volatile, and a sudden drop in prices will weaken client confidence &
portfolio performance. Rise in interest rate and events like terrorist attacks are likely to affect
the economy and the margin of leasing companies may also suffering this.

Government Policy:

The changes of Government policy connected to companies might create an unfavorable

impact on the industry.

The Lack of Motivation of Employees:

Sometimes the lack of motivation in employees can create a threat to the organization.
Employees may be overburdened with tasks that are not their core-competencies. As a result,
the quality and accuracy of deliverables duties may fall. Employee turnover may have a
negative effect on the overall performance of organization
 57

Chapter: 3

DATA ANALYSIS AND INTERPRETATION

4.1 Reliability and validity of the Training and development:

It is noted that Training and development should bring a positive experience and
Contribute to the overall welfare of the organization. If done properly, it is a very
effective tool to improve performance and productivity and for developing employees.
As gleaned from the table, the respondents a firmed that the performance appraisal
system is aligned with the vision and mission of the institution, and the training and
development of content and purpose. However, the respondents moderately agreed that
the performance appraisal system is relevant and reliable, the result of the evaluation
are not openly explained and discussed to the employee concerned and conducts of
evaluation are not honestly and fairly done.

Results of the study imply that the performance appraisal system of the company

needs further review and revision so as to serve the main purpose of the

evaluation. This is evidenced by the respondents claimed that the appraisal system

is not reliable and valid and not honestly and fairly done

.Armstrong(2006)stressed that appraisal system should clearly defined

performance standards and regular discussion of performance and development of

 58

action plans as consequence of the appraisal should be done.

4.2 Quality of the Training and development:

No evaluation system will achieve its objectives unless there is some consequences to
the evaluation. It is of no value, just a waste of effort, time and money .It should serve
as a standard to plan promotions, empowerment, salary revisions and is impossible
without giving importance to employee value. Evaluation without appropriate action
and results issue less it will only create more problems in the organization. Employee
will always look forward to finishing a job with enthusiasm they are given appropriate
recognition or reward for doing a good job.

People will be more creative and willing to extend a mile of their time and will always
work at their best. The findings of the study reflects that the objective of the appraisal
tool is appropriate to the needs of the staffs and faculty and the appraisal system is
effective in encouraging to work hard. However , the respondents disclosed that the
appraisal of the organization/ company is not designed to motivate the mass reflected
in their responses. This indicates have the equality of the performance appraisal system
of the company needs to be redesign that is appropriate and align to the vision and
mission of the organization.

4.3 Effectiveness of the Training and Development:

The effectiveness of any end and depends on how it is correctly done and implemented
To serve the highest value of the organization as a whole .Perhaps the most crucial
element of an effective performance appraisal system is employee development. While
it is a fact that the appraisal system identifies the weakness of an employee, the
employee development part of the overall performance appraisal system is utilized to
 59

identify the best way to bring improvement to success. As reflected in the table, the
respondent moderately agree that the appraisal system of the company is motivating to
the employees and is effective in encouraging employees to work hard.

Results showed that the employees who got the highest rank are not given any rewards that
is why the employees are not satisfied with the way they are being evaluated and ranked that
is why employees don’t take part in the formulation of the appraisal system. The results
imply at the employees are not convinced and happy about the implementation of the
appraisal system of the company. It was clear that the appraisal Performance appraisal
policies and strategies in order to bring positive change in the organization. The company
should realize that employee input is a vital element of an effective performance appraisal
system. It is imperative to include the employees in the performance management process to
ensure that the employees feel as sense of engagement in the process.
 60

4.4 COLLECTION OF DATA:

Q 1.What are the different training methods Innopack follows for their employees?

Different Training Methods of Innopack follows for their employees

60
50
40
30
20
10
0
Different Training Methods innopack company follow for their employe

Cognitive Behavioral On the job off the job

approach approachtrainingtraining

Explanation:
According to this chart we can draw the conclusion that Innopack follows 50%
Behavioral approach, 30% On the Job training, 20% Off the Job training and 0%
cognitive approach for their employees.

Observation

Innopack follows mostly behavioral approach for their employees

 61

Q 2.What are some of the barriers employees face when it comes to

participating in our training program?

The Barriers Employees have faced

While Participating Training Program
40
35
30
25
20
15
10 The Barriers Employees
5 have faced while Participating Training Program
0

Explanation:

According to this chart we can see that 30% of the employees are too busy at their
work, 25% employees faces the lack of their supervisor’s support, 35% employees
having inconvenient time/location and 10% employees having lack of confidence in
own abilities while participating in training program.

Observation:
 62

I may conclude that most of the employees faces difficulties participating in training
program because of the inconvenient time/location

Q 3.If Innopack could choose the top three priority topics for employee training
and development this year, what would they be?

Top Three Priorities for

Employees Training and Development
70
60
50
40
30
20
10
Top Three Priorities for
0
employesTraining and Development

Leadership Time Management Negotiation

Explanation:

From the above chart I can say that Innopack should give focus 60% on Time
management, 25% on Leadership & 15% on Negotiation for employee training &
Development this year.

Observation:
 63

Among these three Innopack can focus more on Time Management for employee
Training & Development.

Q 4.What kind of training session and practices Innopack follows avoiding sexual
harassment of employees?

Training session and Practices Innopack

Follows avoiding Sexual Harassment of Employees

40
30
20
10
0 Training session and
Practices Innoapck follows avoiding Sexual Harassment of Employees

Explanation:
From the chart above, we may draw the conclusion that Innopack follows 35% by
writing & implementing sexual harassment policy, 30% by encouraging appropriate
conduct by managers, 20% by getting high level management support & 15% by
providing training on sexual harassment.

Observation:
 64

Innopack follows mostly by writing & implementing sexual harassment policy to avoid
sexual harassment of employees

Q5.What kind of development Innopack can address to improve time management,

technical skills as well as business communication skills for their employees?

ress to improve time management, technical skills as well as business co

50
40
30 Development Innopack can
20 address to improve time management, technical skills as well as business communication skil
10
0

MotivationORACLEirrelaventLayers of
inefficiency workloadsDivision

Explanation:

According to the chart above we can say that Innopack can focus 40% on ORACLE
inefficiency of employees, 30% on layers of division, 25% on irrelevant workloads
& 5% on motivation to improve time management, technical skills as well as
communication skills for their employees.
 65

Observation:

Innopack can focus more on ORACLE inefficiency of employees.

Q 6.What kind of improvements Innopack can think about in terms of safety

and health of the workplace for their employees?

Improvements, Innopack can provide in terms of safety and h

60
50
40
30
20 Improvements, Innop
10 provide in terms of s
0

Identify & TrainComply Support a

control hazards employees with culture of safety
regulations

Explanation:
Here, following the chart above we can say that Innopack can focus 55% on
complying with regulations, 35% on training employees, 5% on indentifying &
control hazards & 5% following a culture of safety in terms of safety & health issues
of the workplace for their employees.
 66

Q 7.What are the important parameters considered for selection of trainer?

Important parameters considered for

Selection of trainer
45
40
35
30
25
20
15 Important parameters
10 considered for selection of trainer
5
0

Explanation:
According to the chart we can say that, Innopack may consider 40% on relevant
experience & job competence of trainer, 30% course material, 20% on required
charges of trainer & 10% on cultural fitness for the selection of trainer.

Observation:

Innopack can give priority more on relevant experience & job competence for the selection of
trainer.
.
 67

Chapter: 4

CONCLUSIONS AND RECOMMENDATIONS

FINDINGS

The following are the major findings arrived from the analysis

 The study reveals that consistency level of training is highly influenced by the
area chosen for the training program.

 It is found from the study that based on the size of the participants medium
number of participants (30 – 60) in a training program is found to be optimum for
an effective training.

 While analyzing the effectiveness of training related to objectives, training

programs designed based on objectives of the organization seem to increase the
performance, morale and satisfaction of managers when compared to trainees’
objectives and need based objectives.
 68

 It is pinpointed from the study that an interactive capability of the trainee during
the training has a good impact on training effectiveness.

 It is divulged from the study that participants being attentive while attending off–
the job training influences effectiveness of training.

 It is identified from the study that attending the training programs due to
compulsion leads to stress rather than perceiving the effectiveness of training.

 It is found from the study that periodical training in yearly basis leads to
effectiveness towards the growth of the organization.

 The study reveals that class room lecture method is found to be effective when
compared to other methods followed in the manufacturing companies.

 The major findings on the methods of training reveals that on the job training
method is most preferred and effective when compared to off-the job training

 It is found from the study that training need analysis is given less priority by the
management of the manufacturing companies. This may cause problems to both
managers and trainers as this may lead to sending inappropriate persons to the
 69

training programs and the context of the training may not be relevant to normal
working process

 It is evident from the study that only few companies have measured the
effectiveness of training. So one of the main tasks of the trainer to test for
training effectiveness and to validate that the selected training methods have
achieved a desired result may not be possible.

 It is divulged from the study that training effectiveness variables influence

training outcomes before, during and after training.

 The study reveals that there was considerable improvement of skills,

behavioral changes and job performance as an impact of training.

 70

Training hours per year

Budget of Training Program

 71

CONCLUSIONS

The most repeated and the undisputable saying which holds good even today is that
training is the backbone of all the manufacturing industry. Training is one of the sub-
processes of manufacturing industry and prevalently, one depending on the other. The
appropriate training method provides results considerably. Though India has developed
into a force to reckon within the fields of science and technology, industrial
development, education, information technology and communication the same level of
achievement cannot be claimed in the execution level. Though our country has reached
commendable level of advancement in the field of manufacturing and technology level,
among other things, the fruits of development in the field of training have not been felt
by the entrepreneurs, the remedy lies in educating the entrepreneurs on needs and
importance of trainings. Today, organizations are faced with fierce competition, scarce
resources and rapid technological changes. This has meant that organizations ought to
be managed in such a way that not only is their immediate survival guaranteed but also
their long- term future development is ensured. However, as in the case of any
industry, in a highly competitive environment and in a growing economy, only the
fittest will survive.

Training plays an important role in the realization of these goals. All manufacturing
companies have to, therefore, without resting on their past laurels, find ways of surging
ahead of the competition by providing adequate and appropriate training which is
essential for the development and implementation of effective quality management
systems.
 72

The evaluation of training shows that training effectiveness variables found to be related to
post training attitudes were input indicators such as objectives of the organizations and
training need analysis and process indicators such as training methods, size of participants,
and periodical training. Moreover the effectiveness is also dependent on individual
characteristics like listening capability, nature and self interest of trainee. Evaluation can add
value to the training itself.

So the organizations should make attempts to rectify the snags and pitfalls that have crept
into needs assessment and evaluation of training, so that training can become a powerful
intervention to improve manager’s performance and subsequently impact organizational
performance
 73

RECOMMENDATIONS

The following are the recommendations to the management of the organizations to

influence their managers for effective training.

 The top management’s commitments in training can be enhanced by providing

independent training departments within an organization and establishing the
facilities required for organizing training.

 It could be implied from the study that many companies, do not regard
performing training need analysis (TNA) as a priority. Hence, it is suggested
before organizing training programs efforts may be made through individuals and
organizational appraisals to identify the training needs as it helps to meet the
objectives of the organization and help in pre preparation of managers. TNA
must be reviewed periodically at least once in a year by all the companies so that
the right training can be given to the right person.

 The choice of an appropriate training method is required to be guided by the

level and back ground of trainees as well as training curriculum and also the time
available for training. Hence it is suggested, that the appropriate choice of
training method will certainly enhance the effectiveness of a training program.

 Some managers attend training programs due to company compulsion. So efforts

may be taken to motivate the managers and thereby improve their involvement.
 74

 The factors in trainings such as starting the training with an icebreaking session,
selection of training methods, trainer approach and relevant course materials are
the main expectations of the managers. Therefore these factors have to be
incorporated in designing the trainings to get the desired output.

 Conducting regular training programs for the managers of manufacturing

industry may help to improve the performance and quality of work.
 75

BIBLIOGRAPHY

WEBSITES

1. https://www.academia.edu/6665484/A_report_on_Training_and_developmen
t_of industry l td_Employee_perspective_

2. https://www.academia.edu/4570182/Hr_Practises_In_companies

3. http://www.slideshare.net/hemanthcrpatna/a-project-report-on-training-and-
development-

4. Handbooks of Innopack Group

5. www.google.com

6. www.wikipedia.com

7. www.innopack.in

BOOKS

R.Senapathi, “Research methodology”, Lakshmi publication; First edition.

Training & Development : A Better way: Robert Hayden: Volume 52

 76

QUESTIONNAIRE

Training & Development can be evaluated by using the following

questionnaire:

Q.1 what do you understand by training?

a) Learning
b) Enhancement of knowledge, skill and aptitude
c) Sharing information
d) All of above

Q.2 Training is must for enhancing productivity and performance.

a) Completely agree
b) Partially agree
c) Disagree
d) Unsure

Q.3 Have you attended any training programme in the last 01 year?

a) Yes
b) No

4) (i) After the training ,have you given feedback of it?

a) Yes
b) No

(ii) If yes, through which method?(can select more than one)

a) Questionnaire
b) Interview
c) Supplement test
d) If any other please specify
 77

5) Which method of post training feedback according to you is more appropriate?

a) Observation
b) Questionnaire
c) Interviews
d) Self-diaries
e) Supplement test

6) (i) Do you think that the feedback can evaluate the training effectiveness?

a) Yes
b) No

(ii) If yes, how can the post training feedbacks can help the participants? (can select
more than one)

a) Improve job performance

b) An aid to future planning
c) Motivate to do better
d) All of the above
e) None

7) Post training evaluation focus on result rather than on the effort expended in
conducting training.

a) Completely agree
b) Partially agree
c) Disagree
d) Unsure

8) What should be the approach of the post training evaluation? (can select more than
one)

a) Trainer centered
b) Trainee centered
c) Subject Centered
d) All of the above

9) What should be the ideal time to evaluate the training?

 78

a) Immediate after training

b) After 15 days
c) After 1 month
d) Can‘t say

10) Should the post training evaluation procedure reviewed and revised periodically?

a) Yes
b) No
c) Can‘t say

11) Is the whole feedback exercise after the training worth the time, money and Effort?

a) Yes
b) No
c) Can‘t say

12) The post training feedbacks can be used:

a) To identify the effectiveness and valuation of the training programme

b) To identify the ROI (return on investment)
c) To identify the need of retraining
d) To provide the points to improve the training
e) All of above

13) Since how many years training is being provided?

a) 0-5
b) 5-10
c) 10-15

14) Has your company organizes a training and development programme?

a)Yes
 79

b) No

15) If your organisation identifies the training needs for the employees?
a)Yes
b)No

16) On an average, how much time did it used to take for training and development
programme ?

a)One Month
b)Two Month
c) Three Month

17) How much training programs has been made in the past one year?
a) One
b) Two
c) Three

18) Do you have any training programs in the coming financial year?
a)Yes
b) No

19) Do your top management take feed back?

a) Yes
b) No
 80

20) Do employee development programs raise unrealistic expectations about

promotions?
a)Yes
b) No

21) Do the Executive Director engage development activities for him/herself?

a)Yes
b) No

22) Do you feel trust in your supervisors?

a) Yes
b) No

23) Do the practice's supervisors use positive attitude with employees?

a) Yes
b) No
81