A PROJECT REPORT ON

TRAINING AND DEVELOPMENT - A KEY TOOL FOR

ORGANIZATIONAL EFFECTIVENESS IN BHEL
PRESENTED BY

By
SAHLINI TAMMALWAR
13031E0036

UNDER THE ESTEEMED GUIDANCE OF

A.SANTOSH KUMARI
Asst Professor & Co-ordinator Academic & Planning

SCHOOL OF MANAGEMENT STUDIES

JAWAHARLAL NEHRU TECHNOLOGICAL UNIVERSITY HYDERABAD

Kukatpally, Hyderabad-500085.
2013-2015

C E R T I F I C AT E
This is to certify that the project entitled A PROJECT REPORT ON
TRAINING AND DEVELOPMENT - A KEY TOOL FOR ORGANIZATIONAL
EFFECTIVENESS IN BHEL ,HYDERABAD being submitted by SHALINI
TAMMALWAR (13031E0036) in partial fulfilment for the award of MBA degree to
JAWAHARLAL NEHRU TECHNOLOGICAL UNIVERSITY HYDERABAD, is a
record work carried out by her under the guidance and supervision. The results embodied in
this report have not been submitted to any other University or Institution for the award of
any degree or diploma.

Place: Hyderabad
Date:

DR. A. PRABHU KUMAR

GUIDES CERTIFICATE
This is to certify that the project report entitled A PROJECT REPORT ON
TRAINING AND DEVELOPMENT - A KEY TOOL FOR ORGANIZATIONAL
EFFECTIVENESS IN BHEL , HYDERABAD is a bonafied work carried out by

Miss. SHALINI TAMMALWAR bearing roll number 13031E0036 student

of MBA ( REGULAR) as a partial fulfillment of her academic requirement
under my supervision.

Place: Hyderabad
Date:

A.SANTOSH KUMARI
Asst Professor in Management Science
& Co-ordinator Academic &Planning
JNTUH, Hyderabad.

DECLARATION

I, SHALINI TAMMALWAR student of M.B.A (REGULAR) at

Jawaharlal Nehru Technological University, Hyderabad, declare
that the project report entitled A PROJECT REPORT ON
TRAINING

AND

DEVELOPMENT

KEY

TOOL

FOR

ORGANIZATIONAL EFFECTIVENESS IN BHEL ,HYDERABAD has been

made for the partial fulfilment of the Course under the

esteemed guidance of A.SANTOSH KUMARI, Asst Professor &
Co-ordiantor Academic & Planning,JNTUH, Hyderabad.
I confirm that this Report truly represents my work undertaken
as a part of my Course. This work is not a replication of work
done previously by any other person. I also confirm that the
contents of the report and the views contained therein have
been discussed and deliberated with the Guide.

Place: Hyderabad
Date:

SHALINI TAMMALWAR
4

ACKNOWLEDGEMENT
I take immense pleasure in thanking A.Santosh Kumari, Asst Professor &
Co-ordiantor Acadermic & Planning for his valuable guidance and support in
due course of preparing this report.
I wish to express my deep sense of gratitude for able guidance and useful
suggestions by Dr.A.Prabhu Kumar, which helped me in completing the
project work, in time.
Words are inadequate in offering my thanks to the Project Trainees and Project
Assistants, for their encouragement and cooperation in carrying out the project
work.
Finally, yet importantly, I would like to express my heartfelt thanks to my
beloved parents for their blessings, my friends/classmates for their help and
wishes for the successful completion of this project.

SHALINI TAMMALWAR
(13031E0036)

TABLE OF CONTENTS

S.No

Title

01

INTRODUCTION TO TRAINING&DEVELOPMENT

02

RESEARCH METHODOLOGY

03

Page No.

COMPANY PROFILE

04

STATISTICAL DATA ANALYSIS AND DISCUSSION OF

RESULTS

05
06
07

FINDINGS, CONCLUSION AND SUGGESTIONS

BIBLIOGRAPHY
ANNEXURE

ABSTRACT

The title of the project is A PROJECT REPORT ON TRAINING AND

DEVELOPMENT

KEY

TOOL

FOR

ORGANIZATIONAL

EFFECTIVENESS IN BHEL, HYDERABAD. The main objective is to study

the effectiveness of the training programmes and to find out the attitudes
and perceptions of the employees towards training programmes.

Whenever a person joins an organization, his main motive is not to earn

money but to develop his skills, knowledge and ultimately attain great
heights in his career. The organizational environment is changing and so is
the trends followed in the organization and in this case training has
become the need of the hour.

This project has helped the investigator to understand the various fine
tuned evaluation practices implemented by the company and the need of
developing global workforce. It also helped to know the employees
suggestion to make the training programmes more effective and also helps
the organization to increase the productivity. The study helps to know the
various parameters of the training programmes that help to increase the
training effectiveness.

CHAPTER-1 INTERNATIONAL TRAINING AND DEVELOPMENT

1.0

INTRODUCTION

As a result of an increase in the number and influence of multinational

enterprises (MNEs), since the early 1990s there has been a growing
interest in international human resource management (IHRM), reflecting
the growing recognition that the effective management of human resources
internationally is a major determinant of success in international
business. In the international arena, the quality of management seems to
be even more critical than in domestic operations . However, as
organizational strategy
implementation

is becoming more international faster than the

and much faster than the development of international

managers . There is still relatively little empirical research, documenting

the IHRM strategies and practices of multinationals. The shortage of
international managers is a significant constraint on the successful
implementation of global strategies

and many companies underestimate

the complex nature of HRM problems involved in international operations .

Moreover, there is much less research into international training and
management development of MNEs, and especially, into IHRM of MNEs
originating from economies other than Western market ones .

International training and management development are always

closely associated in the management literature. The four strategies for
developing

global

managers:

international

travel;

the

formation

of

diversified teams; international assignments and training. These four

strategies relate to expatriation management, particularly integrating
international training and management development. Training aims to
improve current work skills and behaviour, whereas development aims to
increase abilities in relation to some future position or job, usually a
managerial one. A truly global manager needs a set of context-specific
abilities, such as industry-specific knowledge, and a core of certain
characteristics, such as cultural sensitivity, ability to handle responsibility,
ability to develop subordinates and ability to exhibit and demonstrate.
These characteristics and skills are considered as important international
competencies and all can be developed through effective international
training and management development.
International training refers to training for international assignments.
There are three broad types of international trainings in MNEs. They are:

(1) Preparatory training for expatriates: once a person has been appointed
for an international assignment, pre-departure training is normally used to
ensure the candidate has adequate skills and knowledge that are
necessary for working abroad effectively.

(2) Post-arrival training for expatriates: after an expatriate has gone

abroad, further on-site training is often used to familiarize the expatriate
with the local working environment and procedures.
10

(3) Training for host-country nationals (HCNs) and third-country nationals

(TCNs):Training should be provided to HCNs and TCNs to facilitate
understanding of corporate strategy, corporate culture and socialization.

1.1 TRAINING IN GLOBAL BUSINESS WORLD

With the expansion of the organization, Human Resource job in no

longer limited to their native country but has extended worldwide.
Localization is a key to successful expansion that helps in improving
upon workforce connections, doing the work effectively and efficiently,
and reducing global turnover.
As the organizations are expanding globally, training has become
quite

an

essential

ingredient

to

improve

performance.

However,

unavailability of budget necessary to achieve goals results the training

function to be at the bottom of priority list. Besides that, managers do
not fully adapt according to the local environment for the transfer of
training. Very often, managers use minimum of locally suitable resources
or the most critical material like employee handbooks.
Training success in various countries requires cross cultural
literacy i.e. understanding of how cultural differences across nations can
affect the way training is given. At the same time, different cultures may
or may not be supportive in the transfer of training, in the sense that
cultural factor may lower or raise the cost of training.

1.2 Case Study A very brilliant marketing professional went to Arab for
the sale of his
11

Companys soft drink. But he came back with no results. When asked
about the failure of
the mission, he answered that he prepared three cartoons. Cartoon-1Displaying a man looking exhausted and tired, is walking in desert in
scorching heat. Cartoon-2- Displaying the same man opening bottle and
drinking the soft drink. Cartoon-3- Displaying the man feeling alive and
refresh again. Though, his strategy was good, unfortunately fails because
he was unaware that Arab people read from right to left. Moral here is
localization is a key to success.
There are some major barriers in the transfer of training when it
comes to giving training in other countries
Culture

1. Values and Norms

2. Attitude
3. Age, Gender, and Professional Status

Language
1. Spoken
2. Unspoken

Social Structure
1. Individual
2. Assumptions
3. Group

1.3 CULTURE - FACTOR IN GLOBAL TRAINING PROGRAM

12

Communicating the information to different people from different

cultures and different nationalities can give rise to many problems.
Many

simple

things

that

seem

simple

and

straightforward

to

communicate become difficult when it comes to communicating in

different environment. Giving training in ones own culture is quite
different from giving training in different culture. Being a good trainer is
not the only requirement but understanding socio-economic and cultural
backgrounds has now become an important part.

Values, norms, attitude are the building blocks of culture. Values

means what a group of people believes to be good, bad, right, or wrong.
Norms means the social rules and guidelines that prescribe appropriate
behavior.

Attitude disposes a person to act in a certain way toward

something in certain situation. A trainer giving training in different
culture has to keep these things in mind before delivering content.

1.4 Instances: A good case that concerns attitude towards time in

different cities: People are very punctual in United States. People from
US tend to come little early for any meeting, or when invited for dinner,
party to someones home because in their culture it is considered to be
polite to arrive on time. In Great Britain, people tend to come late for
any appointment. If called at 5 P.M., that means come at 5.30 or 6 P.M.
Even for Argentineans, coming on exact time is far too early.

13

For instance, In US, if the trainer gets late for a scheduled training
session it is treated as a breach of etiquette. And it may result in loss of
trainers respect and failure in transfer of training.

Age, Gender, and Professional Status Different cultures give

different regard to age, gender, and professional qualification. For
example, in Japan, people give high regard to older people. Older people
are regarded as having greater knowledge, skills, wisdom, andabilities.
Respect in the sense that people are more willing to listen to and seriously
consider the information.
In such a culture, a young trainer might have to work harder to
gain attention and face problems in executing the program and transfer of
training. Similarly, some countries are also biased about the gender. Like
in Gulf countries, womens role is limited to households only. In such a
culture, it is not possible for women trainers to undergo training
programs because people will not be as receptive as in other culture.Same
is with high professional status- the higher the qualification of the trainer.

1.5 LANGUAGE PROBLEM IN INTERNATIONAL TRAINING AND

DEVELOPMENT PROGRAMS

Language

comprises

of

both

spoken

and

unspoken

means

of

communication. Best of the best training program will fail if trainer is

not well versed in communicating trainees language. Language is one of
the most important ingredients of culture.

14

Spoken Language Trainees receiving training prefer to speak in their

own language and trainer being able to speak the local language can help
establishing rapport among trainees, which may be very important for
the transfer of training. Language is one of the major barriers when it
comes to giving training in cross-cultural environment. Chinese is
the mother tongue of the largest number of people (shown below),
followed by English and Hindi.
Percentage of the people speaking their
first language

15

1.6 Unspoken Language means non-verbal communication, a very

important part of communication. It is a communication that uses body
movements and gestures such as, raising eyebrows, smiling, hand
movements, facial expressions, etc. A failure to understand unspoken
language can lead to a failure of communication because body language is
not the same in every culture.For instance, raising eyebrows is a sign of
recognition in most cultures, but in some cultures, its not. Similarly,
making a circle with the thumb and forefinger is a friendly gesture in the US,
but it is obscene invitation in Turkey and Greece. Also, thumbs-up gesture is
used to indicate that its fine in the US and Europe, but it is vulgar gesture
in Greece.
Another case of unspoken language is the amount of distance between
the persons talking to each other. In Latin America, the distance adopted by
parties in a business discussion
is 3 to 5 feet while in the US, it is 5 to 8 feet. In the training context, if the
trainer gives training in Latin America and maintains a much larger distance
than desired in their culture, then in turn, it may result in a regrettable lack
of rapport between the trainer and the trainee.Therefore, using the right
body language is very important in cross-cultural training.

1.7 THE SYSTEM MODEL OF TRAINING

The system model consists of five phases and should be repeated on a

regular basis to make further improvements. The steps involved in system
mode1 of training are as follows.

16

Fig: SYSTEM MODEL OF TRAINING

1.

Analyze and identify

The training needs to analyze the department, jobs employee requirements,

which needs training, what to 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.

DESIGNATION

DESIGNATION and provide training to meet identified needs require

developing objective of training, identifying the learning steps sequencing
and structuring the contents.

17

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 impart to make it accomplishes
all the goals & objectives.

4.

Implementing

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

5.

Evaluating

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.

18

CHAPTER-2 RESEARCH METHDOLOGY

2.0 INTRODUCTION
Research methodology is a way of systematically solving the research
problem. It deals with the research Designation used and methods used to
present the study. Research is an academic activity and as such the term
should be used in a technical sense. According to Clifford Woody research
comprises defining and redefining problems, formulating hypothesis or
suggested solutions, collecting, organizing and evaluating data; making
deductions and researching conclusions and at last carefully testing the
conclusions to determine whether they fit the formulating hypothesis.

Accordingly, the following is the research Designation and methodology

used for the purpose of this project report. An online Questionnaire was sent
to a sample size of 220 and the responses are interpreted with help of SPSS
tool by the researcher.

2.1 OBJECTIVES OF THE STUDY :

To Analyze the training and development programs in BHEL,
Ramchandrapuram, Hyderabad.
To Evaluate methods of the training adopted by the organization important
technique of Human Resource
To Analyze the performance of employee before and after the training
programmes

19

 To Evaluate the perceptions of employees about the training and

development activities in BHEL, Ramchandrapuram, Hyderabad.

2.2 HYPOTHESES OF THE STUDY

H01: There is no significant association between DESIGNATION and

their opinions on training help to our employees build on current
knowledge and skills

H02: There is no significant association between DESIGNATION and

their opinions on training helped employees work with people

H03: There is no significant association between DESIGNATION and

their opinions on training prepared our employees for the demand of
work

H04: There is no significant association between DESIGNATION and

their opinions on training used up to date equipment facilities and
materials

H05: There is no significant association between DESIGNATION and

their opinions on training organization developed customized programs

H06: There is no significant association between DESIGNATION and

their opinions on people openly share their knowledge and ideas with
each other

H07: There is no significant association between DESIGNATION and

their opinions on training effectively integrated to organization

H08: There is no significant association between DESIGNATION and

their opinions on training reflected current practice
20

H09: There is no significant association between DESIGNATION and their

opinions on training focused on relevant skills.

2.3 SCOPE OF THE STUDY :

The study is an attempt to study the training and development process

related executive level, supervisory level and workmen level employees
Its aimed at analyzing the current trends in training and development
process and their influence on implementation of an appropriate system to
suit to needs of the organization
The study is confined with the opinion of the employees and trainees in the
organization
2.4 DATA COLLECTION DETAILS
Primary Data:
Primary data was collected through scheduled questionnaire. It was prepared
to collect the required information on different training activities. It was
distributed among the employees for their views and analysis.
Secondary Data:
The secondary data was collected from various text books on Human Resource
Management, Training and Development, Internet. Data collected has been
presented, tabulated and analyzed both quantitatively and qualitatively by
using various charts and graphs.
2.4.1 Period of Study

21

The period of study was limited to a period of 3 month from August 17 th,
2015-NOVEMBER 20th 2015 excluding data collection, data analysis and
report preparation.

2.5RESEARCH INSTRUMENTS AND SAMPLES:

The research instruments used is the questionnaire. Questionnaire is used
because of simple structure, faster reception of feedback and approximately
accurate results as every employee answers to it privately.
1. Once the list of the participants is obtained, respondents are selected on
random basis
2. Sample size for the study is 220 and responses are obtained from those
who underwent training

2.6 STATISTICAL TOOLS USED FOR DATA ANALYSIS:

Chi square Test

A chi-square test is a statistical test commonly used for testing
independence and goodness of fit. Testing independence determines whether
two or more observations across two populations are dependent on each other
(that is, whether one variable helps to estimate the other). Testing for goodness
of fit determines if an observed frequency distribution matches a theoretical
frequency distribution. In both cases the equation to calculate the chi-square
statistic is where O equals the observed frequency and E the expected
frequency. The results of a chi-square test, along with the degrees of freedom,

22

are used with a previously calculated table of chi-square distributions to find a

p-value. The p-value can then be used to determine the significance of the test.

Factor Analysis
Factor analysis attempts to identify underlying variables, or factors, that
explain the pattern of correlations within a set of observed variables. Factor
analysis is often used in data reduction to identify a small number of factors
that explain most of the variance that is observed in a much larger number of
manifest variables. Factor analysis can also be used to generate hypotheses
regarding causal mechanisms or to screen variables for subsequent analysis
(for example, to identify co linearity prior to performing a linear regression
analysis).

2.6LIMITATIONS OF THE STUDY:

The study is mainly confined to BHEL, Ramchandrapuram, Hyderabad
Limited time duration in conducting the study
Difficult to interview each and every individual personally
Sample size 220 is restricted to only certain limited employees.
2.7 REVIEW OF LITERATURE

Meaning
Training and development of human resources in an organization have
been recognized as an important tool for the development of desirable motives
and attitude on the part of both management and labour. Training serves as
an important means for the development of effective work habit and methods
23

of work and thereby improves job performance, reduces waste and accidents,
prepares individuals for modified jobs, avoids unnecessary turnover, improves
the quality of the product and so on.

Definition
One can define training as the process of enhancing knowledge, developing
skills and changing attitudes of people so that they are effective in their
workstation and shoulder higher responsibilities. After an employee is
selected, placed and introduced in an organization he/she must be provided
with training facilities in order to adjust him to the job. Training is a short
term educational process and utilizing a systematic and organized procedure
by which employees learn technical, knowledge and skills for a definite
purpose.

Bartram, 2014 addressed that the potential of multisource feedback for

training evaluation. The central research question is whether or not it is

possible to measure change in work behavior, as a result of training, with
multisource feedback in a reliable and valid way.

Blanchard, 2012 stated that Placing training activities in the context of

organizational strategy, it emphasizes the conceptual and practical value of

developing training programs that effectively meet strategic and tactical
needs,

with

practical

examples

provided

for

both

large

and

small

organizations.

24

Brown, 2010 proposed that The Evaluating of Corporate Training is to

provide training professionals in business and industry, and students of

human resources development, with an overview of current models and
issues in educational evaluation so as to focus on achieving strategic goals.

Carr, 2012 stated that to implement today's explosion of productivity

strategies, managers everywhere are being told to provide even more training
for their workers, especially in the light of developments such as total quality
management, increased automation and expanded employee participation.
The answer does not lie in more training, but rather in better, "smart"
training.

Mager, 2011 stated that training can be a great investment and training

can be a waste of money. In many cases, non-training interventions are

necessary. The key is to identify what a problem can be attributed to training
deficiencies and once that is accomplished the goal is to insure that the right
training is implemented.

Peterson, 2011 addressed that Successful training needs analysis,

demands care, attention to detail, and careful scrutiny of performance data,

rather than simply justifying existing opinions and pressures is the key for
the organization to get succeed.

Phillips, 2013 stated that the most effective programmes train workers

in new behavior and then train managers to support employees as they

apply learning daily support and endorsement from management can greatly

25

enhance training results. One can conclude that training is not always the
answer, and when it is the answer, it has to be the right training.

The significance and value of training has long been recognized.

Consider the popular and often repeated quotation. Given a person a fish
and you feed him for a day. Teach a person to fish and you feed him for a
lifetime. This is simple but profound saying is attributed to the wisdom of
Confucius who lived in the 5th century BC. Given todays business climate and
the exponential growth in technology with its effect on the economy and
society at large the need for training is more pronounced than ever.( Susan
D. Mclelland 2010)

26

CHAPTER -3- COMPANY PROFILE

3.0 COMPANY PROFILE

The first plant of what is today known as BHEL was established nearly 50 years
ago at Bhopal and wads the genesis of the heavy equipment industry in India.
BHEL is today one of the top NAVARATNAS of the public Sector in India and
marching ahead towards

MAHARATNA.BHEL is today the largest engineering

enterprise of its king in India, with excellent track record of performance

,making profits continuously since 1971-72.It achieved a sales turnover of
Rs.34050(in crores of Rupees) is according to the figures of 2009-10.
3.2 HIGHLIGHTS:

An ISO 9001 Company.

BHEL s Business operations cater to core sector of the

Indian economy likes power, Industry, Transportation, Transmission, etc.

Manufacturing Units (Total) = 14

Manufacturing Units (Major) = 04

(Hyderabad,Bhopal,Haridwar,Trichy).

TOTAL INSTALLED CAPACITY

Thermal
Nuclear
Hydro

COUNTRY

BHEL

54562

40527

1940

1320

21220

11284

3.3 ABOUT BHEL RAMANCHANDRAPURAM UNIT

About 30 KMS a way from the city centre on the fringes of the historical city
of the Qutub Shahi Kings lies the hub of the Ramachandrapuram Unit of

27

Bharat Heavy Electricals Limited, Hyderabad. B.H.E.L, Hyderabad made a

beginning in 1965 with the idea of Bringing Power to the People.

The success story of B.H.E.L., Ramachandrapuram has its roes in its

commitment to the nations economic growth, toward which it has set high
standards for itself. Striving hard to partake in the building of a strong and self
reliant India.

BHEL started its operation initially by manufacturing 12 MW, 60 MW and

110 MW capacity steam turbines, generators and auxiliaries for the power and
industry sectors with collaboration of Skoda of Czechoslovakia.

Realizing the need for diversification, BHEL, Hyderabad soon ventured

into other areas absorbing latest technologies from world leaders to meet
emerging and needs of the country.

As a member of the prestigious BHEL family, BHEL Hyderabad has

earned a reputation as one of its most important manufacturing units,
contributing its lions share in BHEL Corporations overall business operation.
The Hyderabad unit was setup in 1963 and started its operations with
manufacture of turbo generator sets and auxiliaries for 60 and 110 MW
thermal utility sets. Over the years it has increased its capacity range and
diversified its operations to many other areas. Today, a wide range of products
are manufactured in this unit, catering to the needs of variety of industries
like fertilizers in this unit, catering to the needs of variety of industries like
fertilizers & chemicals, petrochemicals & refineries, paper, sugar, steel etc.

28

BHEL Hyderabad unit has collaborations with world renowned MNCs

like M/S General Electric, USA, M/S Nuovo Pignone, etc.

3.4 PRODUCTS: BHEL manufactures a wide range of power plant equipment and also
caters to the industries sector.
The products like :
Gas Turbines
Steam Turbines
Compressors
Turbo Generators
Pumps
Pulverizes
Switchgears
Solar Water Heating Systems
Oil Rings
Electrics for Urban Transportation System
3.5 OUR VALUES
Our patients trust our medicines and we believe that this trust must be earned
every single day. We continually remind ourselves that the interests of our
patients must always come first. In pursuit of this, we believe in creating an
environment of innovation and learning, as we push ourselves to reach higher
levels of excellence.

Integrity and Transparency: We will uphold the highest standards of

integrity and transparency in all our interactions.
29

Safety: We are committed to providing safe working environments

through continuous improvement of our infrastructure, work practices
and behaviors.

Quality: We are dedicated to quality into our products and processes to

delight our stakeholders.

Productivity: We strive to achieve more with less through a culture of

innovation,

continuous

improvement

and

sustained

focus

on

elimination of waste.

Respect for the Individual: We are committed to providing a work

environment that encourages diverse perspectives and upholds the
dignity of work and of individuals.

Collaboration and Teamwork: We will leverage expertise and resources

from across our global network to create greater value for our
stakeholders.

Sustainability: We will create value for all our stakeholders in a manner

that respects our natural environment and serves the best interest of the
communities in which we live and work.

3.6 Training and Development Practices In BHEL

Training Calendar
Training calendar is prepared at beginning of the year for whole
organization which includes employee, contractual staff, contractual worker,
customer and dealers. For employees the training calendar is prepared by the
top management and implemented training and development department every
30

year. As need is identified on the basis of above explained method, the training
calendar is prepared after identification of training needs. Some times if new
technology is adopted then that particular training is included in training
program
3.7 Training Need Identification
In analysis of training need is an essential requirement to the
DESIGNATIONn of effective training. The purpose of training need analysis is
to determine whether there is a gap between what is required for effective
performance and present level of performance. The first step in training is to
determine what training, if any, is required. The main task in assessing the
training needs of the new employees is to determine what the job entails and to
break it down into subtasks, each of which is then taught to the new
employee .In L& T there are generally three methods for identification of need
as certified by ISO-9001.

Competency mapping:
In L& T head of the department maintains the data about
competency of there subordinates which is then sent to training and
development department and according to competency mapping chart
training need is identified. Competency mapping chart is prepared on the
basis of existing employee skills, qualification and desired skills and
experience then a gap is identified in between existing and desired skills.
Out of 5 marks points are assigned to employees on the existing
competency and desired competency to find out the gap. Overall analysis
of employees is done and whole chart is prepared and then training need
is identified on the basis of this chart.

Performance oriented development plan (PODP):

31

PODP is the method of identifying need. This plan represents a

contract between the Immediate Superior (IS) and the employee. PODP is
to be jointly filled by the IS & employee after a mutual dialogue. The
development plan will help the employee in achieving his/her goals in a
sequential manner. The filled form is to be forwarded to the Next
Superior, who shall forward a copy of it to the concerned HR. An online
form is sent to all employees in which training type is mentioned then
need of particular training is identified.

Immediate superior:
This method is practically followed in DR. REDDYS for identifying
training need. Head of department asses employees under him and gives
the data to top management about the trainings needed to all employees,
then common need is identified for all employees.

3.8 Nomination of Employees For Training

A nomination form is filled by head of every department in which
he nominate the employees under him for different type of training. This
nomination form is then sent to top management by training and
development department to identify which training should be employed to
whom.

Training Venue and Trainer

The training venue could be DR. REDDYS or outside the work
place. Technical training is generally programmed where technical lab is
established. There are no such criteria for deciding about the trainer.

32

Trainer may be external, internal or corporate depends upon the type of

training to be employed.

Deciding About Technique to Be Deployed

The techniques for training used are-On the job method and
classroom method. For technical training both techniques are used. And
for behavioral type of training class room method is used. Apart from
these techniques presentations, audio-video graphics and hand-outs are
given to employees.
3.9 Training

Evaluation

Training assessment form

Assessment of employee is done on the basis of rating scale from
poor to exceed expectations. Changes in a particular employee before and
after attending the training program is measured on a 5 point scale by
his immediate superior. If rating is below 2 even after imparted training

then further training is given to that employee.

Feedback form by participant:
This form is filled by the participant after each training program. It
is a kind of feedback about the training conducted to evaluate the
particular training program. In this feedback form suggestions for
improvement, rating about the quality of hand-outs or technical use
during the training and rating of faculty are taken on the scale which

varies from poor to excellent.

Training Evaluation Summary Form
This summary form is filled by the training and development
department on the basis of feedback form filled by the participant .In this
common suggestions for improvement, strengths and weakness of the
33

faculty and overall rating to the program is given based on all

participants feedback form.

CHAPTER -IV
34

STATISTICAL DATA ANALYSIS AND DISCUSSION OF RESULTS

In order to achieve the objectives of the study, suitable hypothesis was
framed. The analysis was done with the help of SPSS software tool and the
results are interpreted accordingly. Though the five point likert scale was given
in the questionnaire as all the respondents opted to give the rating on 3 point
scale i.e Excellent, very good and good the others average and needs
improvement was neglected by the researcher.

4.1RELIABILITY
Table 5.1Reliability Statistics
Cronbach's

N of Items

Alpha
.964

135

Table 5.2Scale Statistics

Mean
84.48

Variance
206.555

Std. Deviation
14.372

N of Items
135

INFERENCE: Cronbachs alpha has been run for to check their reliability. The
above table displays some of the results obtained. The overall alpha for the all
items is 0.964, which is very high and indicates strong internal consistency
among the given items.

35

4.2 CHISQUARE ANALYSIS

H01: There is no significant association between Designation and their
opinions on training focused on relevant skills.
DESIGNATION * The training focused on relevant skills
11.The training focused on
relevant skills
LOW
MEDIUM
HIGH

Junior level
D
E
S
I
G
Middle level
N
A
T
I
O
Senior.
N
level

Total

Count
%
within
DESIG
NATION
Count
%
within
DESIG
NATION
Count
%
within
DESIG
NATIO
N
Count
%
within
DESIG
NATIO
N

Total

18

16

36

5.6%

50.0%

44.4%

100.0
%

26

32

6.2%

12.5%

81.2%

100.0
%

14

32

12.5%

8.0%

14
43.8
%

43.8%

100.0
%

36

56

220

36.0
%

56.0%

100.0
%

Chi-Square Tests

Pearson Chi-Square
Likelihood Ratio

Value

df

13.963a
14.993

4
4

Asymp.
(2-sided)
.007
.005

Sig.

36

Linear-by-Linear
Association
N of Valid Cases

.154

.695

220

a. 3 cells (33.3%) have expected count less than 5. The

minimum expected count is 2.56.
INFERENCE: From the above table, chi square is significant (sig. value is less
than 0.05), and hence null hypothesis is rejected. It means that there is a
significant association between DESIGNATION and their opinions on training
focused on relevant skills. So it is evident that majority of the employees in
the junior level i.e. 36% felt that the training should be focused on the skills
that are necessary for developing the knowledge in the job and also the same
expressed by Senior level and also top level employees

37

H02: There is no significant association between Designation and their

opinions on training reflected current practice
DESIGNATION * The training reflected current practice
13.The training reflected current

Junior
level
DESIG
NATIO
N

Middle
level
Senior.
level

Total

Count
%

practice
LOW
2
within

5.6%
DESIGNATION
Count
2
%
within
6.2%
DESIGNATION
Count
6
%
within
18.8%
DESIGNATION
Count
10
%
within
10.0%
DESIGNATION

Total
MEDIUM
24

HIGH
10

36

66.7%

27.8%

100.0%

22

32

25.0%

68.8%

100.0%

12

14

32

37.5%

43.8%

100.0%

44

46

220

44.0%

46.0%

100.0%

Chi-Square Tests
Value
Pearson Chi-Square
Likelihood Ratio
Linear-by-Linear
Association
N of Valid Cases

16.982
16.564
.070

df

Asymp.

4
4

(2-sided)
.002
.002

.791

Sig.

220

a. 3 cells (33.3%) have expected count less

than 5. The minimum expected count is 3.20.
INFERENCE:
38

From the above table, chi square is significant (sig. value is less than 0.05),and
hence null hypothesis is rejected. It means that there is a significant
association between DESIGNATION and their opinions on training reflected
current practice. So it is evident that the present training practices carried out
by the organization is related to their career development. 46 % of the total
sample which is combination of different designations has also showed high
response

regarding

the

present

training

practices

conducted

in

the

organization.

39

H03: There is no significant association between Designation and their

opinions on training effectively integrated to organization
DESIGNATION * The training was effectively integrated into our organization
14.The training was effectivelyTotal

Junior
level
DESIG
NATIO
N

Middle
level
Senior.
level

Total

integrated into our organization

LOW
MEDIUM HIGH
0
22
14

Count
%

within

0.0%
DESIGNATION
Count
2
%
within
6.2%
DESIGNATION
Count
4
%
within
12.5%
DESIGNATION
Count
6
%
within
6.0%
DESIGNATION

36

61.1%

38.9%

100.0%

22

32

25.0%

68.8%

100.0%

14

14

32

43.8%

43.8%

100.0%

44

50

220

44.0%

50.0%

100.0%

Chi-Square Tests
Value
Pearson Chi-Square
Likelihood Ratio
Linear-by-Linear
Association
N of Valid Cases

12.827
14.521
.200

df

Asymp.

4
4

(2-sided)
.012
.006

.655

Sig.

220

a. 3 cells (33.3%) have expected count less than 5. The

minimum expected count is 1.92.
INFERENCE: From the above table, chi square is significant (sig. value is less
than 0.05), and hence null hypothesis is rejected. It means that there is a
40

significant association between Designation and their opinions on training

effectively integrated to organization. Based on the response of the employees
i.e. from junior level, senior level and middle level it is evident that training
practices should be related to the activities of the organization.

41

H04: There is no significant association between Designation and their

opinions on people openly share their knowledge and ideas with each other
DESIGNATION * 17.People openly share their knowledge and ideas with each
other
17.People

openly

share

theirTotal

knowledge and ideas with each

Junior
level
DESIG
NATIO
N

Middle
level
Senior.
level

Total

Count
%

other
LOW
8
within

22.2%
DESIGNATION
Count
2
%
within
6.2%
DESIGNATION
Count
8
%
within
25.0%
DESIGNATION
Count
18
%
within
18.0%
DESIGNATION

MEDIUM
14

HIGH
14

36

38.9%

38.9%

100.0%

22

32

68.8%

25.0%

100.0%

18

32

56.2%

18.8%

100.0%

54

28

220

54.0%

28.0%

100.0%

Chi-Square Tests
Value
a

Pearson Chi-Square
9.129
Likelihood Ratio
9.873
Linear-by-Linear
1.873
Association
N of Valid Cases
220
a. 0 cells (0.0%) have expected count less

df

Asymp. Sig. (2-sided)

4
4

.058
.043

.171

than 5. The

minimum expected count is 5.76.

42

INFERENCE: From the above table, chi square not significant (sig. value is
greater than 0.05), and hence there is no evidence to reject null hypothesis. It
means that there is no significant association between Designation and their
opinions on people openly share their knowledge and ideas with each other.
Majority of the respondents mostly from the Middle level i.e. 50% of the
employees think that sharing their knowledge and ideas with each other may
not be more useful in
The training activities.

43

H05: There is no significant association between Designation and their

opinions on training organization developed customized programs
DESIGNATION

* 23.The

training organization developed

customized

programs
23.The

Junior
level
DESIG
NATIO
N

Middle
level
Senior.
level

Total

Count
%

training

organizationTotal

developed customized programs

LOW
MEDIUM HIGH
4
22
10
36
within

11.1%
DESIGNATION
Count
2
%
within
6.2%
DESIGNATION
Count
4
%
within
12.5%
DESIGNATION
Count
10
%
within
10.0%
DESIGNATION

61.1%

27.8%

100.0%

24

32

18.8%

75.0%

100.0%

18

10

32

56.2%

31.2%

100.0%

46

44

220

46.0%

44.0%

100.0%

Chi-Square Tests
Value
Pearson Chi-Square
Likelihood Ratio
Linear-by-Linear
Association
N of Valid Cases

18.703
19.275
.064

df

Asymp.

4
4

(2-sided)
.001
.001

.801

Sig.

220

a. 3 cells (33.3%) have expected count less than 5. The

minimum expected count is 3.20.

44

INFERENCE: From the above table, chi square is significant (sig. value is less
than 0.05), and hence null hypothesis is rejected. It means that there is a
significant association between DESIGNATION and their opinions on training
organization developed customized programs. It is evident that majority of the
employees i.e. 46% of the employees from the senior Middle and Junior level felt
that standardized programs should be designed in order to make the training
very effective.

H06: There is no significant association between DESIGNATION and their

opinions on training used up to date equipment facilities and materials
DESIGNATION * 29.The training used up to date equipment, facilities and
materials
29.The training used up to date Total
equipment,

Count

facilities

materials
LOW
MEDIUM
2
20

HIGH
14

and

36

45

Junior
level
DESIG Middle
NATIO level
N

Senior.
level

Total

within

5.6%
DESIGNATION
Count
0
%
within
0.0%
DESIGNATION
Count
4
%
within
12.5%
DESIGNATION
Count
6
%
within
6.0%
DESIGNATION

55.6%

38.9%

100.0%

10

22

32

31.2%

68.8%

100.0%

10

18

32

31.2%

56.2%

100.0%

40

54

220

40.0%

54.0%

100.0%

Chi-Square Tests
Value
Pearson Chi-Square
Likelihood Ratio
Linear-by-Linear
Association
N of Valid Cases

df

Asymp.

10.430a 4
11.733 4

(2-sided)
.034
.019

.607

.436

Sig.

220

a. 3 cells (33.3%) have expected count less than 5. The

minimum expected count is 1.92.
INFERENCE: From the above table, chi square is significant (sig. value is less
than 0.05), and hence null hypothesis is rejected. It means that there is a
significant association between DESIGNATION and their opinions on training
used up to date equipment facilities and materials. From the above
respondents response proper facilities like training hall and methods of the

46

training and also updated information and all the other material is very
important in order to make the training very effective.

H07: There is no significant association between DESIGNATION and their

opinions on training prepared our employees for the demand of work
DESIGNATION * 30.The training prepared our employees for the demands
of work
30.The training prepared ourTotal
employees for the demands of

Junior
DESIG level
NATIO
N

Middle
level

Count
%

work
LOW
2
within

5.6%
DESIGNATION
Count
0
%
within
0.0%
DESIGNATION
Count
6

MEDIUM HIGH
28
6

36

77.8%

16.7%

100.0%

18

14

32

56.2%

43.8%

100.0%

12

14

32
47

Senior.
level
Total

within

18.8%
DESIGNATION
Count
8
%
within
8.0%
DESIGNATION

37.5%

43.8%

100.0%

58

34

220

58.0%

34.0%

100.0%

Chi-Square Tests
Value
Pearson Chi-Square
Likelihood Ratio
Linear-by-Linear
Association
N of Valid Cases

17.185
19.188

1.052

df

Asymp.

4
4

(2-sided)
.002
.001

.305

Sig.

220

a. 3 cells (33.3%) have expected count less than 5. The

minimum expected count is 2.56.
INFERENCE: From the above table, chi square is significant (sig. value is less
than 0.05), and hence null hypothesis is rejected. It means that there is a
significant association between DESIGNATION and their opinions on training
prepared our employees for the demand of work. For every employee the
training should be designed based on the Designation and also based on the
nature of the work. From the above data it is evident that training methods
should be designed individually.

48

H08: There is no significant association between DESIGNATION and their

opinions on training helped employees work with people
DESIGNATION * 32.The training has helped our employees work with people
32.The training has helped ourTotal

Junior
level
DESIG
NATIO
N

Middle
level
Senior.
level

Total

Count
%

employees work with people

LOW
MEDIUM HIGH
4
24
8
within

11.1%
DESIGNATION
Count
0
%
within
0.0%
DESIGNATION
Count
0
%
within
0.0%
DESIGNATION
Count
4
%
within
4.0%
DESIGNATION

36

66.7%

22.2%

100.0%

26

32

18.8%

81.2%

100.0%

22

10

32

68.8%

31.2%

100.0%

52

44

220

52.0%

44.0%

100.0%

Chi-Square Tests
Value
Pearson Chi-Square
Likelihood Ratio
Linear-by-Linear
Association
N of Valid Cases

32.284
34.266
2.634

df

Asymp.

4
4

(2-sided)
.000
.000

.105

Sig.

220

a. 3 cells (33.3%) have expected count less than 5. The

minimum expected count is 1.28.
INFERENCE: From the above table, chi square is significant (sig. value is less
than 0.05), and hence null hypothesis is rejected. It means that there is a
49

significant association between DESIGNATION and their opinions on training

helped employees work with people. Based on the respondents i.e. from the
Employees working in the Middle level and also from the senior level thought
that the training that was provided by the organization helped to work
comfortably with the other people in the organization.

50

H09: There is no significant association between Designation and their

opinions on training help to our employees build on current knowledge and
skills
DESIGNATION * 33.The training helped employees identify how to build on
their current knowledge and skills
33.The

training

helpedTotal

employees identify how to build

on their current knowledge and

Junior
level
DESIG
NATIO
N

Middle
level
Senior.
level

Total

Count
%

skills
LOW
2
within

5.6%
DESIGNATION
Count
0
%
within
0.0%
DESIGNATION
Count
0
%
within
0.0%
DESIGNATION
Count
2
%
within
2.0%
DESIGNATION

MEDIUM
20

HIGH
14

36

55.6%

38.9%

100.0%

16

16

32

50.0%

50.0%

100.0%

18

14

32

56.2%

43.8%

100.0%

54

44

220

54.0%

44.0%

100.0%

Chi-Square Tests
Value

df

Asymp.

Sig.

(2-sided)
51

Pearson Chi-Square
Likelihood Ratio
Linear-by-Linear

4.173a
4.703

4
4

.383
.319

.697
1
.404
Association
N of Valid Cases
220
a. 3 cells (33.3%) have expected count less than 5. The
minimum expected count is .64.
INFERENCE: From the above table, chi square is not significant (sig. value is
greater than 0.05), hence there is no evidence to reject null hypothesis. It
means that there is no significant association between Designation and their
opinions on training help to our employees build on current knowledge and
skills. Most of the employees thought that i.e. 54% of the employees from
different level thought that the skill and the knowledge which are the major
criteria for doing the work has not been significantly developed with the
training provided by the organization.

4.3 REGRESSION ANALYSIS

Model Summary
Model R
R Square

.723a

ANOVAa
Model

Adjusted R Square Std. Error of the Estimate

.523

Sum

.508

ofdf

.396

Mean SquareF

Sig.

Squares
52

Regression
16.491
3
5.497
35.019 .000b
1
Residual
15.069
96
.157
Total
31.560
99
a. Dependent Variable: 19.Overall, we are satisfied with the training
Coefficientsa
Model

(Constant)
Training takes place
as

per

the

Unstandardized

Standardized

Coefficients
B
Std. Error
.285
.212

Coefficients
Beta

training.312

Sig.

1.341

.183

.084

.303

3.718

.000

.066

.348

4.425

.000

.094

.297

3.322

.001

needs of the employee

People openly share
1

their

knowledge

and.292

ideas with each other

The training helped
employees identify how
to

build

on

their.313

current knowledge and

skills
a. Dependent Variable: 19.Overall, we are satisfied with the training

From the above table required regression line is

Overall satisfaction of training = 0.285 + 0.312(training takes place as per
training needs of the employee) + 0.292(People openly share their knowledge
and ideas with each other) + 0.313(The training helped employees identify to
build on their current knowledge and skills)

53

CHAPTER-5 FINDINGS, SUGGESTIONS & CONCLUSIONS

5.1 FINDINGS
NULL HYPOTHESES
SIG. VALUE
H01: There is no significant association between

RESULT

DESIGNATION

Rejected

and

their

opinions

on training 0.007

focused on relevant skills.

H02: There is no significant association between
DESIGNATION

and

their

opinions

on training 0.002

Rejected

reflected current practice

H03: There is no significant association between
DESIGNATION

and

their

opinions

on training 0.012

effectively integrated to organization

H04: There is no significant association between 0.058

Rejected
ACCEPTED
54

DESIGNATION and their opinions on people openly

share their knowledge and ideas with each other
H05: There is no significant association between
DESIGNATION

and

their

opinions

on training 0.001

Rejected

organization developed customized programs

H06: There is no significant association between
DESIGNATION and their opinions on training used 0.034

Rejected

up to date equipment facilities and materials

H07: There is no significant association between
DESIGNATION

and

their

opinions

on training 0.002

Rejected

prepared our employees for the demand of work

H08: There is no significant association between
DESIGNATION

and

their

opinions

on training 0.000

Rejected

helped employees work with people

H09: There is no significant association between
DESIGNATION and their opinions on training help
to our employees build on current knowledge and

0.383

ACCEPTED

skills

5.2 FINDINGS:

H01: There is no significant association between DESIGNATION

and their opinions on training focused on relevant skills. Chi
square is significant (sig. value is less than 0.05), and hence null
hypothesis is rejected. So it is evident that the training should be
focused on the skills that are necessary for developing the knowledge in
55

the job and also the same expressed by Senior level and also top level

employees.
H02: There is no significant association between DESIGNATION and
their opinions on training reflected current practice. Chi square is
significant (sig. value is less than 0.05), and hence null hypothesis is
rejected. So it is evident that the present training practices carried out by

the organization is related to their career development.

H03: There is no significant association between DESIGNATION and
their opinions on training effectively integrated to organization. Chi
square is significant (sig. value is less than 0.05), and hence null
hypothesis is rejected. Based on the response of the employees i.e. from
junior level, senior level and middle level it is evident that training

practices should be related to the activities of the organization.

H04: There is no significant association between DESIGNATION and
their opinions on people openly share their knowledge and ideas
with each other. Chi square not significant (sig. value is greater than
0.05), and hence there is no evidence to reject null hypothesis. Majority
of the respondents mostly from the Middle level i.e. 50% of the employees
think that sharing their knowledge and ideas with each other may not be

more useful.
H05: There is no significant association between DESIGNATION and
their opinions on training organization developed customized
56

programs. Chi square is significant (sig. value is less than 0.05), and
hence null hypothesis is rejected. It is evident that majority of the
employees i.e. 46% of the employees from the senior Middle and Junior
level felt that standardized programs should be designed in order to make

the training very effective.

H06: There is no significant association between DESIGNATION and
their opinions on training used up to date equipment facilities and
materials. Chi square is significant (sig. value is less than 0.05), and
hence null hypothesis is rejected. From the above respondents response
proper facilities like training hall and methods of the training and also
updated information and all the other material is very important in order

to make the training very effective

H07: There is no significant association between DESIGNATION and
their opinions on training prepared our employees for the demand of
work. Chi square is significant (sig. value is less than 0.05), and hence
null hypothesis is rejected. For every employee the training should be
designed based on the Designation and also based on the nature of the
work. From the above data it is evident that training methods should be

designed individually.
H08: There is no significant association between DESIGNATION and
their opinions on training helped employees work with people. Chi
square is significant (sig. value is less than 0.05), and hence null
hypothesis is rejected. Based on the respondents i.e. from the Employees
working in the Middle level and also from the senior level thought that
57

the training that was provided by the organization helped to work

comfortably with the other people in the organization.

H09: There is no significant association between DESIGNATION and
their opinions on training help to our employees build on current
knowledge and skills. Chi square is not significant (sig. value is greater
than 0.05), hence there is no evidence to reject null hypothesis. Most of
the employees thought that i.e. 54% of the employees from different level
thought that the skill and the knowledge which are the major criteria for
doing the work has not been significantly developed with the training
provided by the organization.

5.3 FROM RELIABILITY ANALYSIS

Cronbachs alpha has been run for to check their reliability. The overall alpha
for the all items is 0.964, which is very high and indicates strong internal
consistency among the given items.
5.4 FROM FACTOR ANALYSIS
The most influencing factors to enhance effectiveness of Training and
Development of employees in BHEL, Hyderabad are:

Level of satisfaction on overall training program

Training Hall and Facilities
Training Method and Quality of Time spent

5.5 SUGGESSIONS:

58

There are certain suggestion given by the respondents when the online
questionnaire form was sent to them, they are:

The employees should be given prior training with regard to cross

cultural issues so as to avoid conflicts.

Rewards should be given to the employees who contributed the best in

the training programs which they have attended..

It was suggested that with the intervention of new technology Training

Methodology can be enhanced facilitating the need of the day.

There is a practical difficulty in the implementation of Training
Calendar(which is prepared in the beginning of every year ) under
uncertain conditions

need

to be strictly overcome without any

deviations.

59

5.6 CONCLUSION

From the above data we can see that to enhance the effectiveness of Training
and Development of employees in BHEL, Hyderabad. The feedback of the
employees is considered and we can estimate about the important areas
progress in training and development.

There is a good progress in the Commitment in Training, Subordinate

Development and Application in learning areas. Whereas we can see that areas
like Training Nomination Process, Knowledge Sharing Culture. Training
Infrastructure has to be developed.

Knowledge sharing culture can be done by making employees to share their

knowledge by making presentations in departmental wise. Feedback has to be
given regarding changes to be made in presentations. So that it leads to
development of the employee. Training Infrastructure development will be taken
by the EDCs (Employee Development Centre).

Therefore it is concluded that the attitudes and perceptions of employees

towards training and development in DR. REDDYS was very good

60

BIBLIOGRAPHY

BOOKS

Debra Johnson, Colin Turner, International Business: Themes and

Issues in the Modern Global Economy, published by Taylor and Francis,

June 23, 2003.

Jean Carlo Binder,

Global

Project

Management:

Communication,

Collaboration and Management across borders, published by Gower,

November 2007.

Marie Joelle Browaeys and Roger Price, Understanding Cross Cultural

Management, Pearson education,

Bennett, Rita, Anne Aston, and Tracy Colquhoun, Cross-Cultural

Training: A Critical Step in Ensuring the Success of International
Assignments, Human Resource Management 39.2&3 (2000): 239250. Business Source Premier. Web. 05 May. 2011.

Jennifer Kumar, Why to attend cross cultural training?

Cross-cultural training is the norm for international assignments 12.
December 2011, Research Team.

61

REFERENCES:

Subba Rao .P,Essential Of Human Resource Management And Industrial

Relations, Himalaya Publishing House, Mumbai, 2000.

Louis R.Gomtz Mejia Et.Al: Managing Human Resources, Pearson

Education 2001
Expatriate Training And Development:Mark E. Mendenhall1, Gnter K.

Stahl2
Phillips, J.J Handbook Of Training Evaluation And Measurement

Methods, Edition 2_2003_Pg 212_ Gulf Publishing Co

Peterson, R,Training Needs Assessment: Meeting The Training Needs For

Quality Performance,Edition 3_2001_Pg 107 Stylus Pub Llc

Carr, C,Smart Training: The Manager's Guide To Training For Improved

Performance.,Volume 3_2005_Pg 196, Highstown, Nj: Mcgraw Hill

Brown, S. M., & Seidner, C. J, Evaluating Corporate Training: Models
And Issues., Volume 1_2000_ Pg 256 ,Norwell, Ma: Kluwer Academic

Publications
Blanchard, P. N. & Thacker, J. W. Effective Training: Systems, Strategies,
And Practices., Edition 1 _2002_Pg 322, Englewood Cliffs, Nj: Prentice

Hall.
Bartram, S. & Gibson, B. Training Needs Analysis, Volume 2 _ 2007_ Pg
154,Gower Pub Co

WEBLIOGRAPHY

http://www.nadc.gov.ab.ca/Docs/clearing/CH85.pdf
62

http://www.projectsparadise.com/cross-cultural-training-ericsson/
http://scholarship.rice.edu/bitstream/handle/1911/20660/3256756.P

DF?sequence=1
www.immi.gov.au/media/publications/research/ cross_cultural/
www.ncver.edu.au/popups/limit_download.php?file=research/proj
http://www.nla.gov.au/openpublish/index.php/nlasp/article/view/987/

1257
http://www.businessculture.com/india.html
http://www.cebcglobal.org/index.php?/knowledge/research/
http://www.worldbusinessculture.com/Business-in-India.html
http://business.rediff.com/special/2009/jul/03/how-South

woos-indian-inc.htm
http://lafayette-consulting.com/2012/02/thirteen-international-

business-cultures-in-26-days-part-9/
http://www.cyborlink.com/besite/india.htm
http://illinois.academia.edu/JessicaLi/Papers/585464/Ethical_Busines

Africa-

s_Practices_in_BRICs_Comparing_Perceptions_of_Managers_and_Employ
ees_in_Brazil_Russia_India_and_China_and_G7_Nations

QUESTIONNAIRE
PART-A - DEMOGRAPHIC FACTORS
1. NAME : _____________________________
2. AGE GROUP : a)20-30
3. GENDER :

a) Male

b)30-40

c)40-50

d)50-60

b) Female

4. Designation :
63

a) Technician/Executives
b) Junior Engineer/ Executives
c) Senior Engineer/ Executives
d) Manager level
e) Any other
5. Education Qualification :
a) Diploma
b) Graduate
c) Post Graduate
d) Professionals
e)

Any other

6. Experience :
a) Less than 2 year
b) 2-5 years
c) 5-8 years
d) 8-11years
PART-B TRAINING & DEVELOPMENT
1. What are the methods to identify the training needs in BHEL?
a) Observation
b) Individual Interviews
c) Job description
d) Critical Incident
e) Performance Appraisal f) Others
2. How often an employee is to be nominated for a training programme(s)?
a) Once in month
(
)
b) Once in a quarter
(
)
c) Once in a year
(
)
64

d)
e)

Twice in a year
If others please specify

3. Types of Training
a) Technical Based
b) Behavioral Based
c) Skill Development
d) Project based
e) If others please specify

(
(
(
(

)
)
)
)

4. Do you agree the quality of Training is good?

a) Strongly Agree
b) Agree
c) Neutral
d) Disagree
e) Strongly Disagree

Please Rate Training & Development practices on a 5 Point Scale as You

Perceive in Your Organization
5-Strongly Agree, 4-Agree, 3 Neutral, 2-Disagree, 1-Strongly Disagree
Group of Individual Questions
S.no Question
Do you agree training has helped
1
in changing the attitude of the
employees
There is also an emphasis on
2
developing leadership skills down
the line through the Development
Does training practices help you
3
to know about their interests as
well as their strengths and
weaknesses
Do you agree that training helps
4
in performing job more
enthusiastically
Do you agree that training has
5

65

helped reducing absenteeism

Do you agree that training has
helped in motivating employees
and giving them job security

Group of Job related Questions

S.no Question
Do you agree that training helps
1
to do the job with more
commitment
Do you agree that training helps
2
to understand the job clearly
Employees are sponsored for
3
training programs on the basis of
carefully identified needs
Impact evaluations are conducted
4
and used for the revision of
training programs
Do you agree that training is on
5
the basis of development needs

Group of Carrier related Questions

S.no Question
Experimental action-oriented
1
techniques, including games, are
used in training programs
Do you agree those training
2
programs are handled by a
consultant faculty
Training reduces constant
3
supervision do you agree with
this statement
Do you agree that instructor
4
responses to trainees doubts
Training giving to you helps you
5

66

to cope up with the constantly

changing technology for
performing the job
Does training helps to improve
employee- employer relationship

Group of Organization related Questions

S.no Question
5
Internal training programs are
1
handled by the best possible
faculty your company can access
Briefing and debriefing sessions
2
are conducted for employees for
training in organization
Training system carried out in the
3
organization is up to the
standards
Training Programmes conducted
4
in the organization are helpful for
your future growth and career
Development
Company training and
5
development programs are
evaluated and improved upon
Every year
Workers are encouraged and
6
rewarded for training to acquire
higher qualifications
Does training and developmental
7
practices facilitate the employees
to get information about the job
opportunities within the company
There is a structured widely8
shared training policy in your
company based on the Business

Thanks for your kind co-operation

67