Introduction To Human Resource Management: A Study of Training and Its Impact On Performance Telemedia Services

A Study of training and its impact on performance
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1. INTRODUCTION
Introduction
1.1 Introduction to Human Resource Management:
The history of development of personnel management in India is comparatively of recent origin. But kautilya had dealt with some of the important aspects of human resource management in his Arthashastra, written in 400 B.C. Government in those days adopted the techniques of H.R.M. as suggested by Kautilya.In its modern sense, it has developed only since independence. Though the importance of labour officers was recognized as early as 1929, the appointment of officers to solve the labour and welfare problems gained momentum only after the enactment of the Factories Act of 1948. Section 49 of the Act required the appointment of welfare officers in companies employing more than 500 workers. At the beginning, government was concerned only with limited aspects of labour welfare. People with required skills to make an organization are generally referred to as human resources.
Meaning:
Human resources management means employing people , developing their resources, utilizing, maintaining and compensating their services in tune with the job and organizational requirements with a view to contribute to the goals of the organization, individual and the society. Different authors defined H.R.M. in different ways.
Bangalore Institute Of Management Studies
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Definition:
Dale Yoder defined H.R.M. as the management of human resources is viewed as a system in which participants seeks to attain both individual and group goals.The term human resources can be defined as the total knowledge, skills, creative abilities, talents and aptitudes of an organizations workforce, as well as the value, attitudes and beliefs of the individuals involved -Leon C. Megginson. Human resource management can be defined as managing (planning, organizing, directing and controlling) the functions of employing, developing and compensating human resources resulting in the creation and development of human relations with a view to contribute proportionately (due to them) to the organizational, individual and social goals.
Features of Human Resource Management:

Human resource management is concerned with employees both as individual and a group in attaining goals. It is concerned with the development of human resources. Human resources management covers all levels and categories of employees. Human resources management is a continuous and never ending process. It aims in attaining the goals of an organization, individual and society in an integrated approach. Organization goals may include survival, growth and development in addition to profitability, productivity, innovation, excellence etc.
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Scope of Human Resource Management:

The scope of human resources management in modern days is vast. The scope is limited to employment and maintenance of payment, wage and salary. The scope enlarged gradually. The scope of HRM includes: Objectives of HRM Organization of HRM Employment Development Strategic HRM Wage and salary administration Maintenance Motivation Industrial relations Recent developments in HRM
Objectives of Human Resource Management:

Objectives are predetermined goals to which an individual or group activity in an organization is directed. The primary objective of HRM is to ensure the availability
of a competent and willing work force of an organization. HRM objective are categorized into four folds. They are as follows: Societal objective Organizational objective Functional objective 3
A Study of training and its impact on performance Personal objective
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Functions of Human Resource Management:

The functions of HRM can be broadly classified into two categories. They are a. b. Managerial functions Operative functions
a. Managerial functions:
Managerial functions includes Planning Organizing Directing Controlling
b. Operative functions:
Operative functions includes Employment Human resources development Compensation Human relations Industrial relations & Recent trends in HRM.
APPROACHES TO STUDY OF HUMAN RESOURCES MANAGEMENT The human resource approach has emerged after the decline of the scientific management and human relations movement. These approaches are as described below:
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HUMAN BEHAVIOUR APPROCH: This approach was adopted by the behavioral scientists that focused on the human aspects of employees, rather than treating them as mere factors of production. This approach has two sub groups: on is intra and interpersonal behavior approach and the other is group behavior approach. The intra and Interpersonal behavior is based on individual psychology and on the premise that human resources can be managed through interaction among people in the organization. The group behavior approach is based on group behavior and focuses on the interaction between and the behavior of members of a group. SOCIAL SYSTEMS APPROACH: This approach treats the organization as a system of cultural interrelationships. An organization is a cultural system that consists of people at work. SOCIAL-TECHNICAL APPROACH: The underlying belief of this approach is that Problems can not be solved by the cooperative social systems alone; rather they can be solved by the social-technical system. This approach treats HRM as two systems a social system and a technical system that interact with one another. SYSTEMS APPROACH:
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The systems approach views the whole as big greater than the sum of its parts and HRM as being more than an Assembly of people plans and reports. It emphasizes that the Parts must fit together to form a workable system.
CONTINGENCY APPROACH: This approach is based on the belief that no one particular management action or design will be suitable for all situations. MATHEMATICAL APPROACH: Proponents of this approach view HRM as a logical entity, the action of which can be expressed through mathematical Symbols, relationships and measurable data. This approach provides techniques for rational decision making. ROLE APPROACH: This approach is based on the different roles of the HR manager, advisor, consciencekeeper ;mediator; clerical; legal, welfare representative; problem slover; executive ;and decision maker . PROCESS APPROACH; A process is described as an identified flow of inter-related events that move toward some goal or end. The various activities of HR are inter-related and move through time toward achievement of organizational objectives. Important activities of HRM, including recruitment, selection, placement, orientation, etc are inter-related. The fundamental aim of these activities is to place the right person in the right job. Similarly the interaction with other activities like change agent ;
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compensation activities and development activities leads to development of two other processes namely human and industrial relations which foster a healthy organizational climate.
HUMAN REAOURCES APPROACH: The adoption of the human resource philosophy is the emerging trend in HRM, Here emphasis laid on individual involvement in decision making in organizations advocates of the human resource philosophy point out that organizational needs and human needs are mutual and compatible.
1.2
Introduction of the topic - Training
Human resource management has two main purposes to provide employees with greater opportunity to grow and succeed within an organization and to strengthen management and professional teams at all organizational levels. After having selected the suitable person in the organization through the application of scientific techniques, all types of jobs require training for efficient performance.
1.2.a) Meaning of Training:

Every employee regardless of previous training, education and experience need to be introduced to the work environment with the new employers and to be taught to perform specific tasks. The training is valuable to the employee in terms of better job security and greater opportunity for advancement. Thus, establishing a sound training programme is a necessity for every organization for the development of the personnel and also for
Bangalore Institute Of Management Studies 7
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the organizational development.Training is the systematic modification of behavior through learning, which occurs as a result of education, instruction development and planned experience. Thus training increases the knowledge and skill of an employee for doing a particular job. Training of any kind should have its objective as the redirection or improvement of behavior so that the performance of the trainee becomes more useful and productive for himself and for the organization of which he is a part. Training is the organized procedure by which people learn knowledge and / or skill for a definite purpose. Training improves changes and moulds the employees knowledge, skill, behavior and aptitude and attitude towards the requirements of the job and the organization. Development programmers prepare individuals to move in the new direction that organizational changes may require. Development refers to those activities which have a bearing on personality and maturity.
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Needs of Training
To increase productivity To improve quality To help a company fulfill its future personnel needs To improve organizational climate. To improve health and safety Obsolescence prevention Personal growth of employees
Benefits of Training
Aids in organizational development. Helps to prepare guidelines for work. Leads to improved profitability and/ or more positive attitudes toward profits orientation. Improves the job knowledge and skills at all levels of the organization. Provides information for future needs in all areas of the organization.
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Aids in improving organizational communication. Creates an appropriate climate for growth and communication. Improves the relation ship between the boss and the subordinates.
Training Objectives
To prepare the employee, both new and old to meet the present as well as the changing requirements of the job and the organization. To impart the new entrants the basic knowledge and skill they need for an intelligent performance of definite job. To ensure smooth and efficient working of a department. To develop the potentialities of people for the next level of job. To ensure economical output of required quality.
1.3)Training Methods and Techniques
As a result of research in the field of training, a number of programmes are available. Some of these are new methods, while others are improvements over the traditional methods.
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1. ON THE JOB TRAINING METHODS
This is also called as Job instruction training. In this method, the individual is placed on a regular job and taught the skills necessary to perform that job. The trainee learns under the supervision and guidance of a qualified worker or instructor. On the job training and development techniques are as follows i. Job-Rotation: The trainee receives job knowledge and gains experience from his supervisor or trainer in each of the different job assignments, this type of training involves the movement of the trainee from one job to another. ii. Coaching: In coaching the trainee is placed under a particular supervisor who acts as instructor. The supervisor gives feedback to the trainee on his performance and offers some suggestions for improvement. iii. Job Instruction: In this method the training is through step by step. The trainer explains the trainee the way of doing the jobs, job knowledge and skills and allows him to do the job. iv. Committee Assignments: The committee assigns group of trainees to solve the organizational problems, the trainees solve the problem jointly.
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2. OFF THE JOB TRAINING Under this method of learning, trainee is separated from the job situation and his attention is focused upon learning the material related to his future job performance. The trainee can place his entire concentration on learning the job rather than spending his time in performing it. Off the job training and development techniques are as follows. i. Vestibule Training: In this method actual work conditions are stimulated in a classroom.
ii. Role-playing: This method of training involves action, doing and practice. This method is mostly used for developing interpersonal interactions and relations.
iii. The Lecture method:
The lecture is a traditional and direct method of
instruction. The Instructor organizes the material and gives it to a group of trainees in the form of a talk. An advantage of this method is that it is direct and can be used for large group of trainees. Thus cost and time involved are reduced.
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iv.
Conference and Discussion: This method involves a group of people who pose ideas, examine and share facts, ideas and data, test assumptions and draw conclusions. The advantage of this method is, it involves two-way communication and hence feedback is provided.
2. RESEARCH DESIGN
2.1) Objectives of the study:
* To identify the needs of training * To identify the training programs given in the organization. * To know the training method in the company. * To analyze and to assess the impact of post-training.
2.2) Need of the study:

It is very important to check the actual performance of the organization and its people against existing standards, or the new standards. It is also necessary to prioritize the training needs of the organization in view of their importance to the organizational goals, realities, and constraints. It is important to identify specific problem areas and opportunities in the organization.
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2.3) Scope of the study:

The current study is undertaken at Bharti Airtel Telemedia Services for the purpose of knowing the nature of training, the purpose of training is to create a learning organization, which is a new philosophy and view the organizations man power as its resources. Therefore the training is the best strategy to educate the employees to learn the new system that helps to increase the productivity of the organization and individual.
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2.5. TYPE OF RESEARCH:

The type of research adopted for the study is conclusive research precisely descriptive research where in questionnaires was used for the survey to find and measure the facts relating to the current marketing strategy. The question used in the questionnaire is with the objective to extract the information regarding the current need, desire, expectation and attitude of Airtel Telemedia service users and further to determine the future strategies by which satisfying the customer is likely to be enhanced. The kind of approach that has been used is the quantitative inferential approach.
Descriptive Research:
It describes the characteristics of a population or phenomenon. Descriptive research seeks to determine the answers to who, what, where, and how questions. Descriptive surveys are conducted to identify the characteristics of consumers who use Airtel Telemedia service is a paramount importance in the descriptive research. Descriptive studies are based on some previously understanding of the of the nature of research problem.
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Purpose of descriptive research:

Descriptive research involves collecting numerical data to test hypotheses or answer questions concerning current status. Conducted either through self-reports collected through questionnaires.
Self-reported descriptive research:

Self-reported studies require the collection of standardized, quantifiable information from members of sample or population.
2.6. SAMPLING TECHNIQUE :

The sampling technique has been classified into two types. They are as follows:
1. Probability sampling or random sampling:

In probability sampling, all items have some chance of selection that can be calculated. Because the probability sampling process is random. Randomness is a characteristic of a procedure whose outcome cannot be predicted because it is
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independent on chance. The procedure of randomization should not be thought of as unplanned or unscientific. It can be further classified into the following:
i.
Simple random sampling:
It is a sampling technique in which each and every unit of the population have an equal opportunity has an equal opportunity of being selected in the sample. ii.Stratified random sampling: The process of taking a sample of size n from a population of size N is called as stratified sampling. iii.Systematic sampling: A sampling technique in which sampling units are arranged in some systematic order and only the first unit of sample is selected at random and there after rest of the unit are automatically selected at equally spaced intervals. iv.Multi-stage random sampling: The process of selecting a large sized unit and then to select from the smaller unit from a sample is called as rule sampling or two-state sampling. The large size units
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are called as first state units. This procedure can be carried out to a number of stages , which will be called as multi-stage sampling.
v.Cluster sampling: A group of elementary units in the population is called a cluster. When a cluster is considered as a sampling unit. The corresponding sampling procedure is called as cluster sampling. 3. Non probability or non random sampling: It is further classified into the following: i. Deliberate sampling:
It is a type of sampling in which a sample is chosen with a cause or intention. ii.Quota sampling: It is a type of judgement sampling and is perhaps the most commonly used sampling technique in non probability sampling. In such kind of sampling, quotas are set up according to sense specified characteristics
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iii.Convenience sampling: It s obtained by selecting a convenient population unit. It is also called as a chunk. A chunk refers to a fraction of population being investigated which is selected by convenience. iv.On the spot sampling: Sometimes some persons opt for their non-inclusion in the sample units. In such cases, the researcher may select such samples on the spot. The sampling technique that has been adopted for the study is probability sampling technique where in samples are deliberately picked, with the respondents meeting the criteria of having some kind of reporting relationship. The method that was adopted under the probability sampling technique is the simple random sampling is used.
2.7. SAMPLE SIZE:

It refers to the number of items to be selected from the universe to constitute a sample.
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The sampling size of this research study are 100 .
2.8. RESEARCH INSTRUMENT:

In the instrumentation techniques the best choice is distribution of the Questionnaire to the respondents, Interviewing with the respondents. Questionnaire: Questionnaires are frequently used in quantitative marketing research and social research in general. They are a valuable method of collecting a wide range of information from a large number of respondents.
Types of questionnaire:
Closed ended questions: Respondents answers are limited to a fixed set of responses. Most scales are closed ended. Open ended questions: No options or predefined categories are suggested.
The respondent supplies their own answer without being constrained by a fixed set of possible responses.
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The questionnaire used for this survey or study consists of closed ended questions.
Features of a good Questionnaires:

Should be attractive, brief, and easy to respond to Use predominately close ended questions Not to include leading questions Not to include questions that assume a fact not in evidence Avoid jargon Should Be specific Each question on a specific concept Should Be validated before their use Typical types are scaled items, ranked items, checklist items, and free response items. Introduce the questionnaire with a cover letter Explain purpose and significance to motivate participants
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Data Collection: Primary data: Primary data is collected by means of Questionnaire and from internal sources. Secondary data: Secondary data is collected by means of web based published sources; books and articles related to the topic were thoroughly examined.
Measurement scale: The questionnaire that was administered was framed using the following scaling technique. Graphic rating scale. Likert Scale.
2.9. LIMITATION OF THE STUDY:

Data collected is restricted to Bangalore. Data collected may contain bias. Poor response from the respondents.
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Lack of time.
3. COMPANY PROFILE
3.1. BRIEF HISTORY OF THE COMPANY:
Established in 1985, Bharti has been a pioneering force in the telecom sector with many firsts and innovations to its credit, ranging from being the first mobile service in Delhi, first private basic telephone service provider in the country, first Indian company to provide comprehensive telecom services outside India in Seychelles and first private sector service provider to launch National Long Distance Services in India. Bharti Tele-Ventures Limited was incorporated on July 7, 1995 for promoting investments in telecommunications services. Its subsidiaries operate telecom services across India. Bhartis operations are broadly handled by two companies: the Mobility group, which handles the mobile services in 16 circles out of a total 23 circles across the country; and the Infotel group, which handles the NLD, ILD, fixed line, broadband, data, and satellite-based services. Together they have so far deployed around 23,000 km of optical fiber cables across the country, coupled with approximately 1,500 nodes, and presence in around 200 locations. The group has a total customer base of 6.45 million, of which 5.86 million are mobile and 588,000
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fixed line customers, as of January 31, 2004. In mobile, Bhartis footprint extends across 15 circles.
3.2. OBJECTIVE OF COMPANY:

To capitalize on the growth opportunities the company believes are available in the Indian telecommunications market and consolidate its position to be the leading integrated telecommunications services provider in key markets in India, with a focus on providing mobile services.
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3.3. VISION: "To provide global telecom services and delight customers."
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3.4. MISSION: We will meet the mobile communication needs of our customer through: Error free service delivery Innovative product and service Cost efficiency Unified messaging solution
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3.5. BHARTI VALUES:

Innovation We will generate and implement entrepreneurial and innovative ideas, which will continuously create new growth engines. Performance culture We benchmark our process and performance against world class standard. We distinguish between performance and non-performance by valuing achievement at the individual as well as the team level. Ours is a culture of inclusively where feedback, learning and ideas actively encouraged, sought and acted upon. Customer first We are committed to delivering service beyond the expectation of the customer. Our Quality of customer responsiveness clearly differentiates us from others.
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Valuing people We nurture an environment where people are respected and there uniqueness is valued. We believe that people are our key differentiators. Responsible Corporate Citizens We are committed to making a positive and proactive contribution to the community. As a responsible corporate citizen we will contribute to and bind by environment and legal norms
3.6. ORGANIZATIONAL HIERARCHY:
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3.7. PRODUCTS AND SERVICES: Airtel basically deals with Mobile, Broadband, and Telemedia services. Mobile services: Basically deals with prepaid and postpaid connections. Broadband services: This is the service offered in the form of internet connection and P.C. Secure. Telemedia services: It is the service offered in the form of landline connection. The different tariff plans available for landline connection are: i. Plan 180: Talk time: Rs. 0.00 Call rates: Landline to local landline: Rs. 1.10 / 3 min. Landline to local mobile: Rs. 1.10 / 1 min. STD ( to any mobile or landline) : Rs. 1.10 / 1 min. Messaging charges: Local : Rs. 1.00 National : Rs. 2.00 Centrex facility : Unavailable.
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ii. Plan 250: Talk time: Rs. 125.00 Call rates: Landline to local landline: Rs. 1.10 / 3 min. Landline to local mobile: Rs. 1.10 / 1 min. STD ( to any mobile or landline) : Rs. 1.10 / 1 min. Messaging charges: Local : Rs. 1.00 National : Rs. 2.00 Centrex facility : Unavailable. iii. Plan 499: Talk time: Rs. 500.00 Call rates: Landline to local landline: Rs. 1.10 / 3 min. Landline to local mobile: Rs. 1.10 / 45 sec. STD ( to any mobile or landline) : Rs. 1.10 / 30 sec. Messaging charges: Local : Rs. 1.00 National : Rs. 2.00 Centrex facility : Available.
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iv. Plan 725: Talk time: Rs. 800.00 Call rates: Landline to local landline: Rs. 1.00 / 3 min. Landline to local mobile: Rs. 1.00 / 1 min. STD ( to any mobile or landline) : Rs. 1.00 / 1 min. Messaging charges: Local : Rs. 1.00 National : Rs. 2.00 Centrex facility : Available. v. Plan 1000: Talk time: Rs. 1100.00 Call rates: Landline to local landline: Rs. 0.95 / 3 min. Landline to local mobile: Rs. 0.95 / 1 min. STD ( to any mobile or landline) : Rs. 0.95 / 1 min. Messaging charges: Local : Rs. 1.00 National : Rs. 2.00 Centrex facility : Available.
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3.8. MILESTONES:
First to expand its network with the installation of second mobile switching center in April, 1997 and the first to introduce the intelligent network platform. It is first to provide roaming to its subscribers by forming an association called world network. First to provide roaming facility in USA. Enjoy the roaming across 38 partner network & above 700 cities. Moreover roam across international destination in 119 countries including USA, Canada and UK etc with 284-partner network. In 2002, Bharti Airtel raised its first IPO and it became the countries first 100% book-building offer. Company having total customer base quarter year 2005, is 1, 31, 19,000 company operated through a23 circles Bharti having 27.5% of total market share. Bharti Airtel is one of Indias leading private sector providers of telecommunications services based on an aggregate of 24,577,419 customers as of June 30, 2006, consisting telephone customers. In 2007 Bharti Airtel has been rated among 10 best performing companies in the world in the Business Week IT 100 list.
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In 2007 it became the first telecom industry to provide a broadband connection of 8 Mbps. In 13, Feb, 2008, Bharti Airtel Limited, Indias leading telecommunication services provider, today said that it has achieved the 60 million customer mark. This landmark has catapulted Bharti Airtel into the club of top mobile operators in the world in terms of subscriber base. The 60 million customer base covers mobile as well as fixed line and broadband customers.
3.9. AWARDS AND RECOGNITIONS:

Wireless service provider of the year 2005 at the Frost and Sulivan AsiaPacific ICT awards. Competitive service provider of the year 2005 at the Frost and Sulivan AsiaPacific ICT awards. Bharti Airtel was voted the best managed company (large cap) in India at the 2006 Asia Money Award. Bharti Airtel was won the Avaya Global Connect Customer Responsiveness Award, 2006 for best customer service in the telecom sector for the second year running. The Award is recognition of the intense customer care focus and orientation of brand Airtel. Bharti Airtel has won the Nasscom IT Innovation Award for Business Model Innovation for the year 2006. The company received the Award for the firstof-its-kind innovative agreement that it entered into with IBM during the year. Sunil Bharti Mittal was adjudged as the Asia Businessman of the year 2006 by the globally renowned business magazine, fortune.
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Bharti Airtel has taken the top spot in the Buzziest Brand of the year 2007 Poll conducted by agencyfaqs for the second year in a row. Bharti foundation won the golden peacock award 2006 for corporate social responsibility (CSR) in the NGO category. Bharti teletech has been awarded the golden peacock award for 2006 in the Innovative product/service in telecommunication category.
4. ANALYSIS AND INTERPRETATION

ANALYSIS - 1
1) TO KNOW THE NECESSITY OF TRAINING FOR AN INDIVIDUAL Employee were asked about the necessity of training TABLE 1 NO. OF EMPLOYEES 100 0 100 Source: Survey Analysis
OPTIONS Yes No Total
PERCENTAGE 100% 0% 100%
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All the employees said that the training is necessary for an individual. Interpretation The above analysis shows that all the employees are of opinion that they need training.
CHART I
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100%
0%
Yes
No
GRAPHICAL REPRESENTATION ON NECESSITY OF TRAINING FOR AN INDIVIDUAL
2) TO KNOW WHETHER TRAINING BRINGS EFFECTIVENESS IN THE ORGANISATION The employees were asked about the effectiveness of training in the organization. TABLE 2 OPTIONS Yes NO. OF EMPLOYEES 98 PERCENTAGE 98%
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No Total
2 100 Source: Survey
2% 100%
Analysis 98 percent of employees opinion is that training brings effectiveness in an organization and only 2 percent of employees said it is not so effective. Interpretation From the analysis it is very clear that all the employees feel that training brings effectiveness in the organization.
CHART 2
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98%
Yes
2% No
GRAPHICAL REPRESENTATION ON EFFECTIVENESS OF TRAINING
3) RATING OF SELECTION PROCESS FOR TRAINING The employees were asked to rate the selection process for training. TABLE 3
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OPTIONS Very Good Good Satisfactory Poor Total
NO OF EMPLOYEES 69 27 4 0 100 Source: Survey
PERCENTAGE 69% 27% 4% 0% 100%
Analysis From the above table it is clear that 69% employees rated the process as Very good, 27% of them rated it as good, 4% of them rated it as satisfactory, and no employee rated it as poor. Interpretation From the above analysis it is very clear that the selection criteria for training at are highly satisfactory.
CHART 3
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80% 70% 60% Percentage 50% 40% 30% 20% 10% 0%
69%
27%
4% Very Good Good Satisfactory
0% Poor
No of Employees
GRAPHICAL REPRESENTATION OF SELECTION PROCESS FOR TRAINING
CHI- SQUARE TEST:-
H0= There is no significance difference between the employees for rating of selection process of training
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H1= There is a significance difference between the employees for rating of selection process of training
OPTIONS
No. of employees MALE FEMALE 30 17 39 10
TOTAL
Very good Good Satisfactory Total
69
27 4 100
1
48
3
52
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Male 30 17 1
69*48/100 27*48/100 4*48/100
E 33 13 2
Female 39 10 13
69*52/100 27*52/100 4*52/100
E 36 14 2
O 30 17 1 39 10 13 TOTAL
E 33 13 2 36 14 2 100
(O-E) -3 4 -1 3 -4 11
(O-E)^2 9 16 1 9 16 121
(O-E)^2/E 9/33=0.27 16/13=1.2 1/2=0.5 9/36=0.25 16/14=1.14 121/2=60.5
CALCULATED VALUE = 63.86
D.F. = (3-1) (2-1) = 2*1 = 2 = .050
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A Study of training and its impact on performance TABLE VALUE =
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DECISION:- CALCULATED VALUE (63.86) IS GREATER THAN TABLE VALUE (7.81) THEREFORE, H0 IS ACCEPTED. CONCLUSION:- THERE IS NO SIGNIFICANCE DIFFERENCE BETWEEN THE EMPLOYEES FOR RATING OF SELECTION PROCESS OF TRAINING.
4) EMPLOYEES OPINION ABOUT IMPROVING THEIR SKILLS The employees were asked a question to know whether they are interested in improving their skills. TABLE 4 OPTIONS Yes No Total NO. OF EMPLOYEES 95 5 100 Source: Survey Analysis PERCENTAGE 95% 5% 100%
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From the table it is clear that 95 percent of employees feel that they should improve their skills but only 5 percent of them feel that there is no requirement of improving there skills. Interpretation From the analysis it is clear that the all most all employees want to improve their skills.
CHART 4
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95%
5% Yes No
GRAPHICAL REPRESENATATION OF EMPLOYEES IMPROVING THERE SKILLS
5) TO KNOW WHETHER THE TRAINING PROVIDED HELPS
EMPLOYEES IN DEVELOPMENT OF THIER SKILLS The employees were asked a question, that the training provided will help in the development of their skills.
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TABLE 5 OPTIONS Yes No Total NO. OF EMPLOYEES 98 2 100 Source: Survey PERCENTAGE 98% 2% 100%
Analysis From the table it is very clear that 98% of employees feel that training provides development, only 2% of them feel that the training does not provide for development.
Interpretation From the analysis it is very clear that the training provided will help in the development of employees skill.
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CHART 5
98%
2% Yes No
GRAPHICAL REPRESENTATION TO KNOW WHETHER THE TRAINING PROVIDE FOR DEVELOPMENT
6) EMPLOYEES SATISFACTION TOWARDS TRAINING
METHODS AND TECHNIQUES The employees were asked a question to know whether they are satisfied with the training methods and techniques. TABLE 6
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OPTIONS Yes No Total
NO. OF EMPLOYEES 87 13 100 Source: Survey
PERCENTAGE 87% 13% 100%
Analysis From the above table it is clear that 87% of employees are satisfied with the training techniques and methods and 13% of them are not satisfied with the training methods or techniques Interpretation From the above analysis it is very clear that most of the employees are satisfied with the training methods and techniques.
CHART 6
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87%
13%
Yes No
GRAPHICAL REPRESENTATION OF THE TRAINING METHODS AND TECHNIQUES
7) TO KNOW THE EXTENT TO WHICH
TRAINING IS HELPFUL IN IMPROVING SKILLS FOR IMPLEMENTING IN THEIR JOBS. The employees were asked a question to know whether the training provided is helpful in improving the skills, so that they can implement that in the job.
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TABLE 7 OPTIONS Maximum Average Minimum Least Total NO OF EMPLOYEES 39 54 7 0 100 Source: Survey Analysis From the above table it is known that 39% of employees said that training is helpful in improving their skills up to maximum level, 54% of employees responded that it is helpful to Average level and 7% responded that training is helpful in improving their skills for implementing in jobs to minimum level and none responded to least. Interpretation From the analysis it is very clear that the training provided to the employees are useful in improving their skills and implementing the same in the job. PERCENTAGE 39% 54% 7% 0% 100%
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CHART 7
60% 50% Percentage 40% 30% 20% 10% 0% Maximum Average Minimum Rating of Training 7% 0% Least 39% 54%
GRAPHICAL REPRESENTATION TO KNOW THE EXTENT OF TRAINING TO IMPROVE THE SKILLS
8) SATISFACTION OF EMPLOYEES TOWARDS THE
TRAINERS WHO ARE CONDUCTING THE TRAINING PROGRAMME
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The employees were asked a question to know whether they are satisfied with the trainers who are conducting the training program TABLE 8 OPTIONS Yes No Total NO. OF EMPLOYEES 89 11 100 Source: Survey Analysis PERCENTAGE 89% 11% 100%
From the table it is clear that 89% of the employees are satisfied with the trainers who are conducting the training programme and 11% of the employees are not satisfied with the trainers who are conducting the training programme. Interpretation From the analysis it is clear that most of the employees are satisfied with the trainers who are conducting the training programmes.
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CHART 8
89%
11% Yes No
GRAPHICAL REPRESENTATION OF THE SATISFACTION OF THE EMPLOYEES TOWARDS THE TRAINEERS
9) RATING OF THE TRAINING PROGRAMME
IMPARTED TO EMPLOYEES The employees were asked to rate the training programme imparted.
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TABLE 9 OPTIONS Outstanding Above Average Average Below Average Poor Total NO OF EMPLOYEES 30 54 14 2 0 100 Source: Survey Analysis From the table it is clear that 30% employees rate the training programme as outstanding, 54% of the employees rate it as above average, 14% of the employees rate it as the Average, and 2% of the employees rate it as below average and none responded to least. PERCENTAGE 30% 54% 14% 2% 0% 100%
Interpretation From the analysis it is clear that most employees opinion towards training programme is above average and out standing.
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CHART 9
60% 54%
Percenatge
50% 40% 30% 20% 10% 0% 30% 14% 2% 0%
ut sta nd in g
Av er ag e
ve ra ge
bo ve
Rating
GRAPHICAL REPRESENTATION ON RATING OF THE PROGRAMME IMPARTED TO EMPLOYEES
10) TO KNOW WHETHER THE DURATION OF THE TRAINING PERIOD IS
EXTENDED TO THE EMPLOYEES IF THEY ARE NOT SATISFIED The employees were asked a question, that if they are not satisfied with the training then the duration of training is extended or not.
Be lo w
ve ra ge
Po or
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TABLE 10 OPTIONS Yes No Total NO. OF EMPLOYEES 90 10 100 Source: Survey Analysis PERCENTAGE 90% 10% 100%
From the table it is clear that 90% of the employees opinion is that the training period is extended if they are not satisfied with the training and 10% says they are not satisfied. Interpretation From the above analysis it is very clear that if the employees are not satisfied with the training then the duration of training is extended.
CHART 10
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90%
10%
Yes No
GRAPHICAL REPRESENATION ON EXTENDING THE TRAINING DURATION IF THE EMPLOYEES ARE NOT SATISFIED
11) TO KNOW THE DURATION OF THE TRAINING PERIOD
The employees were asked about the duration of the training TABLE 11
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OPTIONS 6 Months 1 Year 2 Years 3 Years Total
NO. OF EMPLOYEES 85 13 2 0 100 Source: Survey
PERCENTAGE 85% 13% 2% 0% 100%
Analysis From the above table it is very clear that 85% of the employees is satisfied with the duration of the training period of 6 months, 13% of the employees is satisfied with the duration of the training period of 1 year and, 2% of the employees is satisfied with the duration of the training period of 2 years and none responded to 3 years of duration. Interpretation From the above analysis it is clear that the employees prefer 6 months to 1 year of training duration
CHART 11
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90% 80% 70% PERCENTAGE 60% 50% 40% 30% 20% 10% 0%
85%
13% 2% 6 Months 1 Year 2 Years RATING 0% 3 Years
GRAPHICAL REPRESENTATION OF DURATION OF TRAINING PERIOD
12)EMPLOYEES SATISFACTION TOWARDS THE IMPROVEMENTS ADOPTED IN THE TRAINING.
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The employees were asked their opinion about the improvements adopted in the training TABLE 12
OPTIONS Yes No Not aware Total
NO. OF EMPLOYEES 95 5 0 100 Source: Survey
PERCENTAGE 95% 5% 0% 100%
Analysis From the above table it is very clear that the 95% of the employees are satisfied with the improvements adopted in the training period and 5% of the employees are not satisfied with the improvement adopted in the period. Interpretation From the above analysis it is clear that the employees are satisfied with the improvements adopted in the training.
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CHART 12
100% 80% Percenatge 60% 40% 20% 0%
95%
5% Yes No Rating
0% Not aware
GRAPHICAL REPRESENTATION OF IMPROVEMENTS ADPOTED AFTER THE TRAINING PERIOD
5.1. FINDINGS
Survey reveals that training is necessary for an individual.
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According to the survey conducted training brings effectiveness in the organization. The selection criteria for training of the employees at Bharti Airtel telemedia services is satisfied Training provided helps in improving the skills of the employees. All most all employees are of the opinion that Training provides for development of employees according to the study. 13% of the employees are dissatisfied with the training methods and techniques adopted in the organization. The training provided helps in improving there skill up to maximum and average level. 11% of the employees are not satisfied with the trainers who are conducting the training programme. Employees rated the programme imparted to them as above average and outstanding. The duration of the training period is extended if the employees are not satisfied. Maximum number of employees prefers 6 months to 1 year of training duration. 5% of the employees are satisfied with the improvements adopted in the training.
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5.2. CONCLUSION
It is found that the training and development at Bharti Airtel telemedia services will help the employees in improving there skills and makes them feel at home; training must be improved at various related fields in the organization and the experienced feel much better after training period, as it brings a friendly environment in the organization. It can be concluded that the Bharti Airtel telemedia services takes due the care in Training and development process believes that the amount of time and effort spent in selecting the right people for training may make managing them as employees much less difficult because more problems will be eliminated.
5.3. RECOMMENDATION AND SUGGESTION
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Employees opinion is that training brings effectiveness in the organization, so company should constantly concentrate on training aspects. Few employees are not satisfied with the selection criteria for the training, so company should adopt still more effective ones. Since almost all employees want to improve their skills, new methods and techniques need to adopt to train the employees. Employees are of the opinion that training helps in development of their skills, so training must be provided effectively and employees opinion should be maintained constantly. Few employees are not satisfied with the improvements adopted in the training, measures should be taken to satisfy them
BIBLIOGRAPHY
Books:
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C.R. Kothari, Research Methodology, 2nd edition, New Age International Publishers, Delhi, 2006. Donald Cooper & Pamela Schindler, Business Research Methods, 9th edition, Tata McGraw-Hill Publishing Co., New Delhi, 2007. Michael R. Czinkota & Masaaki Kotabe, Marketing Management, 2nd edition, Vikas Publishing House, New Delhi, 2002. Philp Kotler & Mithileshwar Jha, Marketing Management, 12th edition, Pearson Education Publication, Singapore, 2007.
Journals & Magazines:

Bharti Today, Volume 10 & Volume 11,2010 edition. H. R. Mastermind, ICFAI Publications, April 2011 edition.
Websites:
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www.airteltelecom.com www.wikipedia.com
ANNEXURE
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QUESTIONAIRE
Dear Respondent, I am a student of Bangalore institute of Management Studies, pursing MBA. conducting a survey on A Study on Training and its impact on performance, as a part of my academic assignment, in which, I seek your kind support in providing necessary information. Your opinion is highly valuable and I assure that information provided by you will be strictly kept confidential.
1. NAME 2. AGE 3. GENDER
: : 20-40 : Male 40-60 Female
4. OCCUPATION : Service 6. INCOME : up to 1 lakh up to 3 lakh up to 5 lakh
Please tick the appropriate column: 1. Do you think training is necessary for the individual? Yes No
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2. Do you think Training brings effectiveness in an organization? Yes No
3. The present selection process for training Very good Good Satisfactory Poor
4. Do you feel that there is a need to improve your skills that you need to perform your job? Yes No
5. Does your training provide you for development? Yes No
6. Are you satisfied with the training method and techniques adopted in your organization?
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Yes
No
7. How far is your training helpful in improving your skills? Maximum Average Minimum Least
8. Are you satisfied with the trainers who are conducting the training programme? Yes No
9. How do you rate the program imparted? 1-Outstanding 2- Above Average 3- Average 4- Below Average
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5- Poor 10. If the trainees are not satisfied during the probation/training period, will his training be extended? Yes No
11. Preferred duration of training 6 months 1 year 2 years 3 years
12. After training are improvements adopted and are you satisfied with the improvements adopted? Yes No Not aware
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13. Any suggestions for improvements? _________________________________________________ _________________________________________________
Thank You.
71

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A Study of training and its impact on performance

Bangalore Institute Of Management Studies

A Study of training and its impact on performance

Features of Human Resource Management:

Bangalore Institute Of Management Studies

A Study of training and its impact on performance

Scope of Human Resource Management:

Objectives of Human Resource Management:

Bangalore Institute Of Management Studies

A Study of training and its impact on performance Personal objective

Functions of Human Resource Management:

Bangalore Institute Of Management Studies

A Study of training and its impact on performance

Bangalore Institute Of Management Studies

A Study of training and its impact on performance

Bangalore Institute Of Management Studies

A Study of training and its impact on performance

Introduction of the topic - Training

1.2.a) Meaning of Training:

A Study of training and its impact on performance

Bangalore Institute Of Management Studies

A Study of training and its impact on performance

Bangalore Institute Of Management Studies

A Study of training and its impact on performance

1.3)Training Methods and Techniques

Bangalore Institute Of Management Studies

A Study of training and its impact on performance

1. ON THE JOB TRAINING METHODS

Bangalore Institute Of Management Studies

A Study of training and its impact on performance

iii. The Lecture method:

The lecture is a traditional and direct method of

A Study of training and its impact on performance

2.2) Need of the study:

Bangalore Institute Of Management Studies

A Study of training and its impact on performance

2.3) Scope of the study:

Bangalore Institute Of Management Studies

A Study of training and its impact on performance

2.5. TYPE OF RESEARCH:

Bangalore Institute Of Management Studies

A Study of training and its impact on performance

Purpose of descriptive research:

Self-reported descriptive research:

2.6. SAMPLING TECHNIQUE :

1. Probability sampling or random sampling:

A Study of training and its impact on performance

Simple random sampling:

Bangalore Institute Of Management Studies

A Study of training and its impact on performance

Bangalore Institute Of Management Studies

A Study of training and its impact on performance

2.7. SAMPLE SIZE:

A Study of training and its impact on performance

The sampling size of this research study are 100 .

2.8. RESEARCH INSTRUMENT:

Bangalore Institute Of Management Studies

A Study of training and its impact on performance

Features of a good Questionnaires:

Bangalore Institute Of Management Studies

A Study of training and its impact on performance

2.9. LIMITATION OF THE STUDY:

6948/100 2748/100 4*48/100

6952/100 2752/100 4*52/100