COMPANY PROFILE

The Company was incorporated on 01 January 1981 as Mirc

Electronics Private Limited. The word Private was deleted from the name on 13th September,

1988 pursuant to Section 43-A(1A) of the Act, and a fresh certificate was issued by the Registrar

of Companies, Maharashtra on 18th September, 1992 converting the company into a Public

Limited Company. Mirc Electronics Limited was promoted by Mr. Gulu L. Mirchandani, Mr.

Vijay J. ansukhani and Mr. Sonu L. Mirchandani. Guviso Holdings Limited is the holding

company of Mirc electronics Limited. The other listed companies promoted by the promoters

are Onida Saka Ltd., Onida Savak Ltd. and Monica Electronics Ltd. which are engaged in the

manufacture of Colour Televisions, Black & White Televisions, Video Cassette Recorders,

Audios, Air Conditioners, Washing Machines, Electronic Tuners and other electronic products.

The Company has launched two new models with better aesthetics and quality that the `ONIDA'

brand demands. With the introduction of full range of Black &White televisions. The Company

has also recently launched a new colour television, incorporating state-of-the-art features for

superlative performance. The remote control set for this product offers master command, which

have been recently introduced in Japan. The Company has also introduced Brother fax machines

in the Indian market.

The Company is also introducing 'ONIDA ARCADES', which shall be exclusive 'ONIDA'

showrooms, situated in the prestigious up market locations.The Company had launched 6 new

models in the middle segment, introducing products like Stereo Radio Recorders and MIDI

systems. The Company was awarded ISO 9001 certification during the period under review.
The improved compliance with the laid down Systems & Procedures, Total

Quality Management discipline, Cost reduction & Value engineering would

go a long way in fine tuning the performance of your Company.

ONIDA Today

Onida is a popular electronics brand in India. Onida has a network of 33 branch offices,

208 Customer Relation Centers and 41 depots spread across India. As on 31 March 2005, Onida

had a market capitalization of Rs.301.46 crore.Mirc Electronics won an “Award for Excellence

in Electronics” in 1999, from the Ministry of Information Technology, Government of

India.Onida with its Sales & Marketing office in Dubai reported a 215 per cent export growth in

two years, setting the base for an increased robust international presence.The shipments to the

Gulf contribute almost 65 per cent of Onida's export revenue, while shipments to the fast

growing East African market (Uganda, Tanzania, Kenya and Ethiopia) and the SAARC countries

accounted for 16 per cent of export revenues.Home Theatres and DVD players have been

introduced in these markets to strengthen the Onida brand presence. These products have

customized models with local language user interfaces in line with its geographies of focus.

Onida models are now available with Arabic, Persian and Russian OSD (menu).Onida products

have been favored by hypermarkets like Lu Lu Centres, Carrefours, Geants and Dasmans in

GCC countries.In addition to the Gulf countries ONIDA has now a sizeable presence in Russia,

Ukraine and neighboring CIS countries. ONIDA has already crossed 100000 mark in CTV
exports to Russia in a span of just 2 years and plans to grow in these markets at a much faster

pace. Apart from Television Exports to Russia, Onida also exports DVD Players and High end

LCD Televisions.

1.4 Product Category

ONIDA brand has following range of products.

1. LCD TVs

2. Plasma TVs

3. Televisions

4. DVD and Home Theater Systems

5. Air Conditioners

6. Washing machines

7. Microwave Ovens

8. Presentation Products

9. Inverte

10. Mobile Phones.

 MEANING OF TRAINING & DEVELOPMENT

The Rung of a ladder was never meant to rest upon, but to hold your foot long
enough to put your foot longer
.
1.2(a) TRAINING

A planned process to modify attitude, Knowledge or skill behavior through

learning experience to achieve effective performance in an activity or range of
activities. Its purpose, in the work situation is to develop the abilities of the
individual and to satisfy the current and future manpower needs of the
organization.

What is Training in terms of organization?

Transferring information and knowledge to employers and equipping employers

to translate that information and knowledge into practice with a view to enhancing
organization effectiveness and productivity, and the quality of the management of
people.

1.2(b) DEVELOPMENT

Development is a systematic use of Knowledge or understanding gained form

search, directed towards the production of useful materials, devices, system or
method including process. Development is a long term educational process
utilizing a systematic and organized procedure by which managerial personnel
learn conceptual and theoretical knowledge for general purpose.

1.2(c) Definition of Training

“Training is the process by which the attitudes, skills and abilities of employees to
perform specific jobs are increased.”
“It is any attempt to improve current or future employee performance by
increasing an employee’s ability to perform through learning, usually by changing
the employee’s attitude or increasing his or her skills and knowledge.”

“Training is an act of increasing the knowledge and skill of an employee for doing
a particular job. Training is a short-term educational process. Training bridges the
difference between job requirements and employees present specification.”

TRAINING AND DEVELOPMENT NEED = STANDARD

PREFORMANCE – ACTUAL PERFORMANCE

Training and Development offer competitive advantage to a firm by removing

performance deficiencies; making their employees stay long; minimizing
accidents, scrap and damage; and meeting future employee needs. There is a
greater stability, flexibility, and capacity for growth in an organization Training
contributes to employee stability in at least two ways. Employees become
efficient after undergoing training. Efficient employees contribute to the growth
of the organization which intern renders stability to the workforce. Needs
assessment diagnoses present problems and future to be met through training and
development.
1.2(d) Needs Assessment occur at two levels – Group and Individual Level

An individual obviously needs training when his or her performance falls short of
standards, that is, when there is performance deficiency. Inadequacy in performance
may be due to lack of skills or knowledge or any other problem. The problem of
performance deficiency caused by absence of skills and knowledge can be remedied
by training. Faulty selection, poor job design, improving quality or some personal
problem may also result in poor performance.

Assessment of training needs must also focus on anticipated skills of an employee

coping up with the technology change, increasing variety in challenging tasks in their
career path. Individuals may also require new skills because of possible job transfers.
Assessment of training needs occurs at the group level too. Any change in the
organization’s strategy necessitates training of group of employees. The root of the
TNA is the gap analysis. This is an assessment of the gap between the knowledge,
skills and attitudes that the people in the organization currently possess and the
knowledge, skills and attitudes that they require to meet the organization’s
objectives.
1.2(e) OBJECTIVES OF TRAINING

 Improve quality –

Trained worker are less likely to make operational mistakes therefore they are
able to maintain the quality of the product.

 Increase productivity-

Training can help employee to increase level of performance on their assignment.

Increased human performance directly leads to increased company profit.

 Improve health and safety-

Proper training can help to prevent industrial Accidents. Safer environment can
lead to more stable mental attitudes on part of the employees.

 Improve organizational climate-

Chain of positive reaction can result from a well planned training programmed.

 To help company fulfill its personnel needs-

When the need arise organizational vacancies can more easily be staffed from
internal sources if a company initiates mountain an adequate training programmed
for both its non supervisory level and managerial level.

 For personal growth-

Training programmed seems to give participants a wider awareness and an

enlarged skill.

 Develop competencies of employees and improve their performance.

 Reduce learning time for an employee starting in new jobs an appointment, transfer
and promotion. Better performance and increased innovation in strategies and
product. It helps the employees to increase their performance level.

 Job satisfaction and increased employees moral

Training and development help employees to have high moral rate and the level of
satisfaction from their job is also high.

Help in assuming high responsibilities and adapt themselves to new job &
technologies- it helps employees to be more skilled in their work so as to handle
greater responsibilities and adapt them to new development technologies being
changed.

1.2(f) Objectives of Training and Development at SAIL

All Training & Development programmes are conducted in different plants for the
non-executive staff. But the management training and development programme
for the senior staff is conducted in Management Training Institute (MTI) in
Ranchi. MTI is committed to enhance managerial competence through continual
improvement in the Quality of academic and related support services.

 OBJECTIVES

 To provide need based managerial training to customer.

 To facilitate the process of solving managerial problems of customers.
 To create and maintain an ambience that is conducive to learning.
 To enrich and disseminate management knowledge through research and
publications.
 To enhance competence of employees for continually improving the
performance of MTI through Training & Development.
 To ensure conducive work environment for the employees and provide
opportunities for their involvement.
  Management Training Institute

In over four decades of its existence, MTI has played a crucial role in enhancing the
managerial competence of senior executives of SAIL. Known for its contributions
towards management training, consultancy and research, it is one of the finest in-
company training institutes in Asia and the first in the country to have the
distinction of receiving ISO 9001 certification in 1994 for management training and
related support services. The institute has the distinction of having won the coveted
Golden Peacock National Quality Award in 1996 in the SME Category. MTI has
also won the National Award for Innovative Training Practices in an All India
Competition organized by Indian Society for Training and Development, New
Delhi in 2005.

o Quality Policy of MTI

“MTI is committed to enhance managerial competence of its customers through

continual improvement in the Quality of Academic and related Support Services.”

o Profile of Activities

MTI caters to the managerial training needs of corporate cadre executives i.e. Asst.
General Managers to General Managers (E6-E8) of the Company. MTI also
facilitates Corporate Workshops for the Top Management for providing strategic
direction to the Company. MTI organizes customized training programmes and
other HR interventions to meet the developmental needs of senior executives of
SAIL.
The Institute also designs and conducts innovative techno-managerial programmes
like Performance Improvement Workshops (PIWs) and Learning from Each Other
Workshops (LEO) that has given direct results on the shop-floor.

Disseminating management knowledge through publications. GROWTH, the

quarterly Journal of MTI and the Annual Case Book are regular publications of
MTI. In addition to that Faculty of MTI have publishes a number of books and
papers in national and international journals.
 1.2(g) IMPORTANCE OF TRAINING AND DEVELOPMENT

There are many benefits of Training and Development to the organization as well
as employee. We have categorized as under:-
1) Benefits for the organization
2) Benefits for the individual
3) Benefits for personnel and human relation, intra group and internal group
relation and policy implementation

1) Benefits for the organization

I. Improves communication between group and individuals.

II. Aid in orientation of new employee and those taking new job through transfer or
promotion.
III. Provides information on equal opportunities and affirmative action.
IV. Provides information on other government laws and administration policies.
V. Improve interpersonal skills.
VI. Makes organizational policies, rules and regulations viable.
VII. Builds cohesiveness in group.
VIII. Provides a good climate for learning, growth and co ordination.
IX. Makes the organization a better place to work and live.

2) Benefits for the individual

I. Helps and individual in making better decision and effective problem solving.
 II. Through training and development, motivational variables of recognition
achievement, growth, responsibility and advancement are internalized and
operationalised.
III. Aid in encouraging and achieving self–development and self confidence.
IV. Helps a person handle stress, tension, frustration and conflict.
V. Provides information for improving leadership, knowledge, communication skills
and attitudes.
VI. Increases job satisfaction and recognition.
VII. Moves a person towards personal goals while improving interactive skills.
VIII. Satisfies personal needs of a trainee.

IX. Provides the trainee an avenue for growth in his or her future.

X. Develops a sense of learning.

XI. Helps eliminate fear in attempting new task.

XII. Helps a person improve his listening skill, speaking skills also with his writing
skills.

3) Benefits for personnel and human relation, intra group and internal group
relation and policy implementation

I. Improves communication between group and individuals.

II. Aid in orientation of new employee and those taking new job through
transfer or promotion.
III. Provides information on equal opportunities and affirmative action.
IV. Provides information on other government laws and administration policies.
V. Improve interpersonal skills.
VI. Makes organizational policies, rules and regulations viable.
VII. Builds cohesiveness in group.
VIII. Provides a good climate for learning, growth and co ordination.
IX. Makes the organization a better place to work and live.
1.2 (h) ROLE OF TRAINING

1.2(i) CONSEQUENCES OF ABSENCE OF TRAINING NEEDS

ASSESSMENT
The significance of needs assessment can be better understood by looking at the
consequences of inadequate or absence of needs assessment. Failure to conduct
needs assessment can contribute to:

 Higher labor turnover

 Increased overtime working
 Poorer-quality applicants
 Higher recruitment cost, including advertising, time and incentives
 Greater pressure and stress on management and staff to provide cover
 Pressure on job-evaluation schemes, grading structures, payments systems,
and career structures
 Additional retention costs in the form of flexible working time, job-sharing,
part-time working, shift-working, etc
 Need for job redesign and revision of job specification
 A rise in workplace accidents
 Lower performance than competitors
 Benchmarking figures do not match or exceed competitors.

Start

THE TRAINING
Individual
training needs
PROCESS
 No Management
Staff OR worker cadre

Yes
P.A. will form basis of
HOD responsible cadre
Staff/Workmen for identifying
need identification
training needs
Training of its respective
need identification form
is filled for each individual
Finalization individual training
needs in consultation of

Training need The training effectiveness

Based on the training needs training As per plan the trainers are and feedback of the
identification form are
plan & calendar
Training for the year is
plancollected
is identified and internal and training is obtained
prepared
implemented
Review dept. wise
of the training external programs are
conductedIndividual training needs Yes
plan done every six
satisfied? End
months
All & corrective
training records and a
action if any is taken No
MIS is maintained

C/F for next year

1.2(j) METHODS OF TRAINING AND DEVELOPMENT

 The choice of method of training depend upon cost, time available, number of
person to be trained, depth of knowledge required, background of trainees etc.

The methods are categorized into two categories:-

ON THE JOB TRAINING METHODS:

 Job instruction training (JIT)

 Vestibule training (training center training)
 Training by experienced workmen
 Demonstration and examples
 Simulations
 Apprenticeship

OFF THE JOB TRAINING METHODS:

 Lecture
 Conferences
 Group discussion
 Case study
 Role playing
 Programmed instruction
 T-group training

Vestibule Training
This method utilizes equipment which closely resembles the actual ones used in the
job.It is performed in a special area set aside for the purpose and not at the
workplace. The emphasis is placed on learning skills than on production. It is
however difficult to duplicate pressures and realities of actual situations. Even
though the kind of tension or pressure may be the same but the employee knows it
is just a technique and not a real situation. Also the employees behave differently in
real situations than in simulations. Also additional investment is required for the
equipment.

Apprenticeships and Coaching

It is involved learning from more experienced employee/s. This method may be

supplemented with other off-the-job methods for effectiveness. It is applied in cases
of most craft workers, carpenters, plumbers and mechanics. This approach uses
high levels of participation and facilitates transferability. Coaching is similar to
apprenticeships. But it is always handled by a supervisor and not by the HR
department. The person being trained is called understudy. It is very similar to on
the job training method. But in that case, more stress is laid on productivity,
whereas here, the focus is on learning.
In this method skilled workforce is maintained – since the participation, feedback
and job transference is very high. Immediate returns can be expected from training
– almost as soon as the training is over the desired outcomes can be seen in the
trainee.

Simulation
It is any equipment or technique that duplicates as nearly as possible the actual
conditions encountered at the job. It is an attempt to create a realistic situation for
decision-making. This method is most widely used in Aeronautical Industry.

Job Instruction Training

It is used primarily to teach workers how to do their present jobs. Majority of the
industrial training is On the Job Training. It is conducted at the work site and in
the context of the job. Often, it is informal, as when experienced worker shows a
trainee how to perform tasks. In this method, the focus of trainer’s focus is on
making a good product and not on good training technique. It has several steps;
the trainee first receives an overview of the job, its purpose and the desired
outcomes. The trainer then demonstrates how the job is to be performed and to
give trainee a model to copy, and since a model is given to the trainee, the
transferability to the job is very high. Then the employee is allowed to mimic the
trainer’s example. The trainee repeats these jobs until the job is mastered.

Lectures

It is the verbal presentation of information by an instructor to a large audience.

The lecturer is presumed to possess knowledge about the subject. A virtue in this
method is that it can be used for large groups and hence the cost of training per
employee is very low. However, this method violates the principle of learning by
practice. Also this type of communication is a one way communication and there
is no feedback from the audience because in case of very large groups it is
difficult to have interactive sessions. Long lectures can also cause Boredom.

Audio/ Visuals

This is an extension of the lecture method. This method includes slides, OHPs,
video Tapes and Films. They can be used to provide a range of realistic examples
of job conditions and situations in the condensed period of time. It also improves
the quality of presentation to a great extent.
 Case Study

It is a written description of an actual situation in the business, which provokes the

reader to think and make decisions/ suggestions. The trainees read the case, analyze
it and develop alternative solutions, select the best one and implement it. It is an
ideal method to promote decision making skills. They also provide transference to
an extent. They allow participation through discussion. This is the most effective
method of developing problem solving skills.
The method /approach to analysis may not be given importance. Many a times only
the result at the end of the case may be considered and not the line of thinking to
approach it. This isa major disadvantage since case studies must primarily be used
to influence or mend the attitude or thinking of an individual.

Role Playing and Behavior Modeling

This method mainly focuses on emotional (human relation) issues than other ones.
The Essence is on creating a real life situation and have trainees assumed parts of
specific personalities (mostly interchanged roles of boss and subordinate to create
empathy for one another). The consequence is better understanding of issues from
the other’s point of view.

Concept of Behavior Modeling:

 Fundamental psychological process by which new patterns of behavior can

be acquired and existing ones can be altered.
 “Vicarious process” learning takes place not by own experience but by
observation or imagination of others’ action.
 It is referred to as “copying”, “observational learning” or “imitation” implying
that it a behavior is learned or modified through observation of other’s
experiences.
 This change may be videotaped and showed to the trainee and he can review
and critique it.
 It also helps him see the negative consequences that result from not using the
behavior as recommended.

Sensitivity Training

It uses small number of trainees usually less than 12 in a group. They meet with a
passive trainer and get an insight into their own behavior and that of others. These
meetings have no agenda and take place away from the workplace. The discussions
focus on why participants behave the way they do and how others perceive them.
The objective is to provide the participants with increased awareness of their own
behavior, the perception of others about them and increased understanding of group
process.

Examples: Laboratory training, encounter groups.

Laboratory training is a form of group training primarily used to enhance
interpersonal skills. It can be used to develop desired behaviors for future job
responsibilities. A trained professional serves as a facilitator. However once the
training is over employees get back to being the way they are.
1.2 (j) TRAINING AND HUMAN RESOURCE MANAGEMENT

The HR functioning is changing with time and with this change, the relationship
between the training function and other management activity is also changing.
The training and development activities are now equally important with that of
other HR functions. Gone are the days, when training was considered to be futile,
waste of time, resources, and money. Now a days, training is an investment
because the departments such as, marketing & sales, HR, production, finance, etc
depends on training for its survival. If training is not considered as a priority or
not seen as a vital part in the organization, then it is difficult to accept that such a
 company has effectively carried out HRM. Training actually provides the
opportunity to raise the profile development activities in the organization.

To increase the commitment level of employees and growth in quality movement

(concepts of HRM), senior management team is now increasing the role of
training. Such concepts of HRM require careful planning as well as greater
emphasis on employee development and long term education. Training is now the
important tool of Human Resource Management to control the attrition rate
because it helps in motivating employees, achieving their professional and
personal goals, increasing the level of job satisfaction, etc. As a result training is
given on a variety of skill development and covers a multitude of courses.

Role of HRD Professionals in Training

This is the era of cut-throat competition and with this changing scenario of business;
the role of HR professionals in training has been widened. HR role now is:

1. Active involvement in employee education

2. Rewards for improvement in performance
3. Rewards to be associated with self esteem and self worth
4. Providing pre-employment market oriented skill development education and post
employment support for advanced education and training
5. Flexible access i.e. anytime, anywhere training

Models of Training
 Training is a sub-system of the organization because the departments such as,
marketing & sales, HR, production, finance, etc depends on training for its survival.
Training is a transforming process that requires some input and in turn it produces
output in the form of knowledge, skills, and attitudes (KSAs).

THE TRAINING SYSTEM

A System is a combination of things or parts that must work together to perform a

particular function. An organization is a system and training is a sub system of the
organization.
The System Approach views training as a sub system of an between the sequential
stages in the process of training need analysis (TNA), formulating, delivering, and
evaluating.

There are 4 necessary inputs i.e. technology, man, material, time required in every
system to produce products or services. And every system must have some output
from these inputs in order to survive. The output can be tangible or intangible
depending upon the organization’s requirement. A system approach to training is
planned creation of training program. This approach uses step-by-step procedures to
solve the problems. Under systematic approach, training is undertaken on planned
basis. Out of this planned effort, one such basic model of five steps is system model
that is explained below.

Organization are working in open environment i.e. there are some internal and
external forces, that poses threats and opportunities, therefore, trainers need to be
aware of these forces which may impact on the content, form, and conduct of the
training efforts. The internal forces are the various demands of the organization for a
better learning environment; need to be up to date with the latest technologies.
The three model of training are:

1. System Model
2. Instructional System Development Model
3. Transitional model

Systematic Model Training

The system model consists of five phases and should be repeated on a regular basis
to make further improvements. The training should achieve the purpose of helping
employee to perform their work to required standards. The steps involved in System
Model of training are as follows:

1. Analyze and identify the training needs i.e. to analyze the department, job,
employees requirement, who needs training, what do they need to learn, estimating
training cost, etc The next step is to develop a performance measure on the basis of
which actual performance would be evaluated.

2. Design and provide training to meet identified needs. This step requires
developing objectives of training, identifying the learning steps, sequencing and
structuring the contents.
 3. Develop- This phase requires listing the activities in the training program that
will assist the participants to learn, selecting delivery method, examining the
training material, validating information to be imparted to make sure it
accomplishes all the goals & objectives.

4. Implementing is the hardest part of the system because one wrong step can lead
to the failure of whole training program.

5. Evaluating each phase so as to make sure it has achieved its aim in terms of
subsequent work performance. Making necessary amendments to any of the
previous stage in order to remedy or improve failure practices.

Instructional System Development Model (ISD) Model

Instructional System Development model or ISD training model was made to

answer the training problems. This model is widely used now-a-days in the
organization because it is concerned with the training need on the job performance.
Training objectives are defined on the basis of job responsibilities and job
description and on the basis of the defined objectives individual progress is
measured. This model also helps in determining and developing the favorable
strategies, sequencing the content, and delivering media for the types of training
objectives to be achieved.

The Instructional System Development model comprises of five stages:

1. ANALYSIS – This phase consist of training need assessment, job analysis, and
target audience analysis.

2. PLANNING – This phase consist of setting goal of the learning outcome,

instructional objectives that measures behavior of a participant after the training,
types of training material, media selection, methods of evaluating the trainee,
trainer and the training program, strategies to impart knowledge i.e. selection of
content, sequencing of content, etc.

3. DEVELOPMENT – This phase translates design decisions into training

material. It consists of developing course material for the trainer including
handouts, workbooks, visual aids, demonstration props, etc, course material for the
trainee including handouts of summary.

4. EXECUTION – This phase focuses on logistical arrangements, such as

arranging speakers, equipments, benches, podium, food facilities, cooling,
lighting, parking, and other training accessories.

5. EVALUATION – The purpose of this phase is to make sure that the training
program has achieved its aim in terms of subsequent work performance. This
phase consists of identifying strengths and weaknesses and making necessary
amendments to any of the previous stage in order to remedy or improve failure
practices.

The ISD model is a continuous process that lasts throughout the training program.
It also highlights that feedback is an important phase throughout the entire
training program. In this model, the output of one phase is an input to the next
phase.
 Transitional Model

Transitional model focuses on the organization as a whole. The outer loop

describes the vision, mission and values of the organization on the basis of which
training model i.e. inner loop is executed.

Vision – focuses on the milestones that the organization would like to achieve
after the defined point of time. A vision statement tells that where the
organization sees itself few years down the line. A vision may include setting a
role mode, or bringing some internal transformation, or may be promising to meet
some other deadlines.

Mission – explain the reason of organizational existence. It identifies the position

in the community. The reason of developing a mission statement is to motivate,
inspire, and inform the employees regarding the organization. The mission
statement tells about the identity that how the organization would like to be
viewed by the customers, employees, and all other stakeholders.

Values – is the translation of vision and mission into communicable ideals. It

reflects the deeply held values of the organization and is independent of current
 industry environment. For example, values may include social responsibility,
excellent customer service, etc.

The mission, vision, and values precede the objective in the inner loop. This model
considers the organization as a whole. The objective is formulated keeping these
three things in mind and then the training model is further implemented.
 LITERATURE REVIEW

TRAINING AND DEVELOPMENT is a subsystem of an organization. It ensures

that randomness is reduced and learning or behavioral change takes place in
structured format. It is concerned with the structure and delivery of acquisition of
knowledge to improve the efficiency and effectiveness of organization. Therefore,
training is a key to optimizing utilization human intellectual technological and
entrepreneurial skills.

There are four phases of training in ONIDA Training need analysis, Training
design, Training implementation and Training evaluation. Training evaluation is
the most important part of training process which refers to activities aimed at
finding out the effectiveness of training programme after they are conducted,
against the objective for which such programmes were organized. Training
evaluation techniques give us solution to answer questions like where was the
capability level of learners before the programme and where is it now, what was
intended to be achieved by particular programme and where is really achieved now,
and what is the monitory value of training outcome against the cost incurred for
conducting the training programme. The key issues involve staffing policies
selecting and retaining talented employee, training and development whilst
encouraging employees to be innovative and creative, culture barriers, and legal
frame work. ONIDA provides soft skill development training to their employees.
But still they need to work on providing product/process development training. To
evaluate the training program, questionnaire is the most popular method in ONIDA.
Training initiatives and programs have become a priority for Human Resources. As
business markets change due to an increase in technology initiatives, companies
need to spend more time and money on training employees. In today’s business
climate employee development is critical to corporate success and organizations are
investing more in their employees training and development needs.
OBJECTIVES OF THE STUDY

 To understand the training and development activities of the company.

 To find out the impact of training on the performance of individual.
 To know the training methods used in the organization.
 To know the reason for employee’s training and development.
 To find out most Effective Method of Training and Development in Corporate.
 To find out the latest trends in Training And Development Programs
 To find out, whether Training and Development Programs are effective in skill
enhancement or not.
 To find out the minimum length of time period while designing a training module.
 To find out the frequency for Training and Development Program in corporate.
 To find out the conditions/circumstances when Training is required.
 To find out, whether an In House Training is more beneficial or Out House
Training.
 To find out, whether Seminars\Lectures are helpful in enhancing skills or not.
 RESEARCH METHODOLOGY

Research methodology is considered as the nerve of the project. Without a proper

well-organized research plan, it is impossible to complete the project and reach to
any conclusion. The project was based on the survey plan. The main objective of
survey was to collect appropriate data, which work as a base for drawing
conclusion and getting result.

Therefore, research methodology is the way to systematically solve the research

problem. Research methodology not only talks of the methods but also logic behind
the methods used in the context of a research study and it explains why a particular
method has been used in the preference of the other methods.

4.1 RESEARCH DESIGN

4.1(a) NON-PROBABILITY

4.1(b) EXPLORATORY & DESCRIPTIVE EXPERIMENTAL RESEARCH

The research is primarily both exploratory as well as descriptive in nature. The

source of information is secondary as well as primary.
A well-structured questionnaire was prepared and the trainees were supposed to
mark answers on the basis of their perception and result is interpreted.
4.2 SAMPLING METHODOLOGY

4.2(a)Sampling Unit:
The respondents who were asked to fill out questionnaires are the sampling units.
These comprise of Govt. Employees etc.

4.2(b)Sample size:
The sample size was restricted to only 50 which comprised of mainly peoples
working in different Public sector due to time constraints.

4.2(c)Sampling Area :
The Regions of research are New Delhi.

4.3 DATA COLLECTION

The research is primarily both exploratory as well as descriptive in nature. The

source of information is secondary as well as primary.
In primary research a questionnaire was developed and the answers were
interpreted. In secondary research the data was collected from internet, books and
manuals.
 4.4 DATA ANALYSIS

A series of questions on Training and Development was filled by employees of

different Organizations. These employees are basically middle level and senior
level employees. Along with on the basis of interviews held, the following pie
charts and graphs have been prepared.

Did you underwent any training &

development program , organized
by your organization

88% Y It has been found

E that majority of
S organizations have
12% N
organized some
O
form of Training
and Development program for their employees and almost 88% of our
respondents (i.e. 44 out of 50) have underwent some Training program.

Training & Development Programs are

important for Individuals Performance
Enhancement

70% Strongly
Agree
4% Agree
Disagree
26% strongly
Disagree

While interviewing my respondents, I found that majority of them agree to the fact
that Training and Development programs are very much necessary for Individual
Performance Enhancement. However a very few of the respondents are under the
opinion that Training & Development programs are not at all necessary for
Individuals Performance enhancement.
 How frequently Training programs
should be organized

24% Once a
50%
month
2-3 times a
4% 22% year
Once in a
year

However when the respondents were asked that how frequently the Training
programs should be organized, almost 50% of them said that organizing the
Training program 2 or 3 times in a year is the best option that an organization can
have.
 Training is more required in the case of
only

68%
6% New
Appointme
12% nt
14% promotion
During Job
Rotation
In all cases

The respondents know the importance of Training programs and believe that
training is required in all cases whether it is a case of new appointment or
promotion or of job rotation.
 Experience is more beneficial in skill
development rather than training

26% 48%
Strongly
Agree
Agree
Disagree
4% 22% Strongly
Disagree

However the respondents are also under the opinion that for skill development , it is
Experience which is more beneficial than Training Programs. They know that
Nothing can beat the knowledge and skills gained through Years of Experience.
Usual methods of Training and Development used in your organization

25
20 On the Job
Training
15
Role Plays
10
Lectures &
5 Seminars
0 Training
1 workshops
In house Training
centres

The major methods of Training & Development adopted in various organizations

include On the Job Training, Role Plays, Lectures & Seminars, Training
Workshops and In house Training Centres. In response to this question some of the
employees told that there are more than one method used in their organization for
employees’ training and overall development. However On the Job Training is the
most popular method used in organizations which is followed by organizing
Training Workshops.
 On the Job Training is most effective way for
Training & Skill Development

28%
56% Strongly
Agree
Agree
8% Disagree
8% Strongly
Disagree

In fact about 84% of the respondents agree that On the Job Training is the most
effective method for one’s training and skill development.
 It is beneficial to provide training by
artificially designing the work environment

46%
Strongly
Agree
10% Agree
34% Disagree
10%
Strongly
Disagree

Vestibule Training, i.e., providing training by artificially designing the work

environment was not found as a very good method for Training and Development.
Almost 50% of the respondents agree with it and around same percentage of
respondents disagree.
 Job Rotation is one of the best practise for
Training and Skill Development

38%
Strogly
30% Agree
Agree
28% Disagree
Strongly
4% Disagree

68% of the respondents agree that Job Rotation is one of the best methods to horn
one’s skills. In fact, Job Rotation, helps an employee to understand the overall
functioning of an organization.
 Lectures/seminars can be used as a tool
for T&D at Executive Level

46%
Cannot be
30% Used
Are less
effective
18% Only for
certain
instances
6% Most
effective
method

Lectures and Seminars can be used occasionally, only on certain instances. In

actual practice it depends on the job and the type of training that it requires.
 For enhancing Decision Making Skills,
Simulation Training Technique is the best
method

22% 56%
Strongly Agree
Agree
22% Disagree
StronglyDisagre
e

Simulation Training Technique (Generating Hypothetical situation of the

Business World) is a great tool in context of enhancing Decision Making Skills.
The technique is widely practiced.
 Training designed by Organization is more
helpful than Out House Training

30%
Strongly
Agree
18% Agree
44% Disagree
8% Strongly
Disagree

An In House Training Program is always more helpful as compared to a Training

program designed by a third party (Out House Training). Majority of the
respondents agree to it.
 Use of Audio/Visual Aids in T&D Programs
make it more effective

48% Strongly
44% Agree
Agree
Disagree
Strongly
Disagree
8%

Use of Audio or Visual Aids can make a Training Program more effective. It is
very well known that our brain can better imbibe those things that we see or
listen.
 T&D should be a continuous process or it is
required during new recruitment only

72%
Should be a continuous
process
Time Consuming Activity
14% Necessary only during
6% New Recruitments
8%
time consuming but
necessary

Respondents are aware of the importance of Training Programs and think that
training programs should happen on a continuous basis. Although training
programs are a time consuming activity but are necessary for employees’ growth
and development. In the long run, these training programs are helpful for the
overall growth of an organization.
 Length of Training & Development
Program should be

64% Less than 1

week
about 1 Week
2% Approx. 15
20% days
As Per
Requirement
14%

The length of any Training & Development Program should be as per

requirement. There can be no ideal duration of a training program. It depends on
the type of job for which training is to be provided and on the level of employees
for whom training is to be arranged.
 Which method is best suitable while
Designing a training Module

48% On the Job

12% Training
Role Plays
Lectures &
Seminars
Training
24% 10% Workshops
In House
Training
6%

On the Job Training emerged as the most suitable method for designing a training
module. Apart from it, organizing Training workshops is also a good option for
the purpose.
 Have you ever attended Seminar/Lecture
for Personality Development

64%
Y
es
N
o
36%

32 out of 50 respondents have attended either a Seminar or a Lecture on

Personality Development.
 Was that helpful in improving in any of your
related skills

14
12
10
8
6
4
2
0
en
t
t all p fu
l
b le
t a el a
ee
x
ic al H d ict
y re
so
m
n efi v er p
To be as Un
t W
no

Of the respondents who have attended some Seminar or Lecture on Personlity

Development, 13 of them found it to be useful to some extent; 10 of them found it
of no use; 7 said that it was very useful in improving their skills and 2 of them
were unable to decide if it actually helped them or not.
 FINDINGS

 Training & Development is the most important process in an organization

to enhance the skills and capabilities of its organizational workforce.
 On the Job training is the most effective method for Training &
Development.
 Almost 84% of the respondents agree with it. Besides this method, Job
Rotation and organizing Training Workshops are also very effective in
fulfilling the purpose.
 For individuals’ Training as well as for skill Enhancement, Personality
Development Sessions are organized.
 The length of any Training & Development Program should be as per the
need of the job.
 50% of the respondents are under the opinion that Training & Development
should be organized 2-3 times in a year.
 Training is required in all cases whether it is a case of new appointment or
promotion or of job rotation.
 74% of the respondents prefer In-House Training over Out-House
Training.
 Lectures and Seminars can be used as a tool for Training & Development
at executive level, but only on certain instances.
 Experience is more beneficial than Training programs for an individual’s
skill development.
 RECOMMENDATION

 The Length of Training and Development Programs should depend upon

the requirement of Job.
 The Training and Development Programs should be conducted 2-3 times a
year.
 The Training & Development program should be arranged on the basis of
Individual ability and understanding.
 For enhancing the Decisive Power, Simulation Technique can be used.
 As far as possible In House training should be organized.
 At Executive Level Lectures/Seminars should be preferred than any other
method of Training and Development.
 For Personality Development Lectures should be organized with in the
organization, as they are cost effective and are easy to understand.
 Audio/ Visual Aids are very helpful in making the Training And
Development program more effective, so they must be used as far as
possible.
 The latest methods that can be adopted for Training & Development are
Case Study method and Online Training.
 LIMITATIONS OF THE RESEARCH

1. The research is confined to a certain parts of Delhi and NCR and does not
necessarily shows a pattern applicable to all of Country.

2. Some respondents were reluctant to divulge personal information which can

affect the validity of all responses.

3. In a rapidly changing industry, analysis on one day or in one segment can

change very quickly. The environmental changes are vital to be considered in
order to assimilate the findings.
BIBLIOGRAPHY

Books:

· Philip Kotler, ‘marketing management’ prentice Hall of India Pvt. Ltd. New Delhi.

· C. R. Kothari ‘Research methodology’, vishwa publication, New Delhi.

· Saxena Rajan ‘marketing management’ Tata McGraw-hill publication Co. Ltd. New Delhi.

· H. V. Verma ‘marketing of services’ Global business press, New Delhi.

Web Resources

www.onida.com

www.en.wikipedia.org

www.google.co.in

http://info.shine.com/company/MIRC-Electronics-Ltd/910.aspx

http://www.corporateinformation.com/Company-Snapshot.aspx?cusip=C356A3560

http://www.tradeindia.com/Seller/Home-Supplies/Home-Appliances

http://www.euromonitor.com/Consumer_Appliances
 ANNEXURE

QUESTIONNAIRE

1. Have you ever underwent any training and development program, organized by
your organization
(a)Yes (b) No

2. Training And Development Programs are important for Individuals Performance

Enhancement:
a) Strongly Agree b) Agree
c) Disagree d) Strongly Disagree

3. In your opinion, how frequently training programs should to be organized

(a) Once a month (b) 2-3 times a year

(c) Once in a year (d) as and when required

4. Training is more required in the case of only:

(a) New Appointment (b)Promotion
(b) During Job rotation (d) In all cases

5. Experience is more beneficial in skill development rather than training

(a)Strongly Agree (b) Agree
(c)Disagree (d) Strongly Disagree

6. What are the usual method of Training and Development in your organization
(a) On the Job Training
(b) Role plays
(c) Lectures and Seminars
(d) Training Workshops
(e) Have well developed Training Centre for In House Training
7. On the Job Training (Along with work) is most effective way for Training and
Skill Development:
(a)Strongly Agree (b) Agree
(c)Disagree (d) Strongly Disagree

8. If Training is provided by artificially designing the work environment in the

organization, then it will be more beneficial to trainee as well as other staff as
they will not get suffer(Vestibule Training):
(a)Strongly Agree (b) Agree
(c)Disagree (d) Strongly Disagree

9. Job rotation is one of the best practice for Training, Knowledge and Skill
Development:
(a)Strongly Agree (b) Agree
(c)Disagree (d) Strongly Disagree
10. Do you think Lectures/Seminars can be used as a tool for Training and
Development at Executive Level:
(a)Cannot be used (b) Are Less Effective
(c)Only for certain instances (d) Most effective method

11. For enhancing Decision Making Skills, Simulation Training

Technique(Generating Hypothetical Situation of the Business World), is a best
method:
(a)Strongly Agree (b) Agree
(c)Disagree (d) Strongly Disagree

12. A Training designed by Organization itself will be more helpful as compared to

the training designed by third party(Out House Training):
(a)Strongly Agree (b) Agree
(c)Disagree (d) Strongly Disagree

13. Use of Audio/Visual Aids in Training And Development Programs makes it more
effective:
(a)Strongly Agree (b) Agree
(c)Disagree (d) Strongly Disagree

14. Training and Development should be a continuous process or it is required during

new recruitment only:
(a)Should be a continuous process (b) Time Consuming Activity
(c)Necessary only during new recruitments (d) both b and c
15. The length of Training and Development Program should be:
(a) Less than 1 week (b)About 1 Week
(b) Approx. 15 Days (d) As Per Requirement

16. In your opinion which method is best suitable while Designing a Training
Module:
(a) On the Job Training
(b) Role plays
(c) Lectures and Seminars
(d) Training Workshops
(e) In House Training at Organization’s Training Centre

17. Have you ever attended any Seminar\Lecture for Personality Development:
(a) Yes (b) No
If Yes, then proceed to Q.18, otherwise leave that

18. Was that helpful in improving any of your related skills:

(a) To some extent (c)Not beneficial at all
(b) Was Very Helpful (d)Unpredictable