Objectives of the Study Jyotika

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SUMMER TRAINING REPORT

ON

HR CONSULTANCY REPORT ON(ESIC, PF & SALARY SYSTEM)

IN

ITINFOCUBE PVT. LTD.

SUBMITTED TO

KURUKSHETRA UNIVERSITY, KRUKSHETRA

IN PARTIAL FULFILLMENT OF THE REQUIREMENT OF THE

DEGREE OF paper codeBBA 307-A

BACHELOR OF BUSINESS ADMINISTRATION

2010-2013

DEPARTMENT OF MANAGEMENT

GOVERNMENT COLLEGE

ADAMPUR DISTT. HISARPROJECT GUIDE PROJECT:INCHARGE

EXTERNAL: Mr.ASHISH KUMAR Prof; VINOD SINGLA

INTERNAL: Mrs. NEEDHI SACHDEVA (COORDINATOR- BBA)

SUBMITTED BY

JYOTIKA TANEJA

BBA IIIrd YEAR (5th

SEM)

ROLL NO 3056,


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STUDENT DECLARATION

I Jyotika Taneja here by declare that the research work

presented in this project report entitled Training and

Development for the fulfillment of the award of Bachelor of

Business Administration from Kurukshetra University;Kurukshetra is based on my work during the summer training

in the ITINFO CUBE PVT.LTD ,GURGAON ..The

project embodies the result of original work and studies

carried out by me and the contents of the project do not form

the basis for the award of any other degree to me or to

anybody else.

JYOTIKA TANEJA.


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ACKNOWLEDGEMENT

It gives me immense pleasure and privilege to acknowledge my deepest

sense of gratitude towards all those who helped me in the successful execution

of this project.

I would like to thanks, C.E.O sir MR.AMARINDRA K SINGH

,Director Mr. MANISH VERMA , and H.R MISS NEETU VERMA for their

able guidance. I also extend my gratitude towards the H.O.D. Mr. ASHISH

KUMAR and my course co-coordinator Prof; VINOD SINGLA who entrusted

me for the completion of this project. I am highly indebted to my project guide,

Mr. ASHISH KUMAR (internal) whose constructive counseling and able

guidance helped me immensely in bringing out this project in the present form.

The acknowledgement would be incomplete without thanking my family

and friend who were a big support throughout.


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PREFACE

It is recognized today that there is need to continue training beyond initial qualifications to

maintain, upgrade and update skills throughout working life. Physical training is more

mechanistic: training programs develop specific skills or muscles with a view to peaking at a

particular time. A field of training often used in sports is autogenic training. In the context of

many professions and occupations this may be referred to as professional development.

Training refers to the acquisition of knowledge, skills, and competencies as a result of the

teaching of vocational or practical skills and knowledge that relates to specific useful skills.

It forms the core of apprenticeships and provides the backbone of content at technical

colleges and polytechnics. In addition to the basic training required for a trade, occupation or

profession.

A similar term used for workplace learning to improve performance is training and

development. Such training can be generally categorized as on-the-job or off-the-job. On-the-

job describes training that is given in a normal working situation, using the actual tools,

equipment, documents or materials that they will use when fully trained. On-the-job training

is usually most effective for vocational work. Off-the-job training takes place away from

normal work situation which means that the employee is not regarded as productive worker

when training is taking place. An advantage of off-the-job training is that it allows people to

get away from work and totally concentrate on the training being given. This type of training

is most effective for training concepts and ideas.
http://en.wikipedia.org/wiki/Autogenic_traininghttp://en.wikipedia.org/wiki/Professional_developmenthttp://en.wikipedia.org/wiki/Apprenticeshiphttp://en.wikipedia.org/wiki/Technical_collegehttp://en.wikipedia.org/wiki/Technical_collegehttp://en.wikipedia.org/wiki/Polytechnichttp://en.wikipedia.org/wiki/Training_and_developmenthttp://en.wikipedia.org/wiki/Training_and_developmenthttp://en.wikipedia.org/wiki/Training_and_developmenthttp://en.wikipedia.org/wiki/Training_and_developmenthttp://en.wikipedia.org/wiki/Polytechnichttp://en.wikipedia.org/wiki/Technical_collegehttp://en.wikipedia.org/wiki/Technical_collegehttp://en.wikipedia.org/wiki/Apprenticeshiphttp://en.wikipedia.org/wiki/Professional_developmenthttp://en.wikipedia.org/wiki/Autogenic_training


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INDEX

Acknowledgement

Certificate (Industry)

Declaration

Executive summary

CONTENTS

1. COMPANY PROFILE

2. RESEARCH METHODOLOGY

3. RESEARCH DESIGN

4. SAMPLING

5. SCALLING

6. RATIONAL OF THE STUDY

7. OBJECTIVE OF THE STUDY

8. SCOPE AND LIMITATIONS OF THE STUDY

9. TRAINNING

10.DEVELOPMENT


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11.TRAINNING METHOD

12.CORPORATE VIEW

13.EMPLOYEE ACT.

14.HOW TO TRAIN

15.LITERATURE VIEW

16. PROVIDENT FUND

17. DATA

18. TABULATION

19. FINDING

20. CONCLUSION

21. QUESTIONNAIRE


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COMPANY PROFILE

ITinfoCube is an IT company with proven track record in delivering high

end solution in software development, website development and Internet

Marketing. Combining all three aspects of Information technology, we

present ourselves as providing the cubical approach to our clients.

We are dedicated to our customers and partners. We believe that our

success depends on our skills and expertise we provide to our clients. The

innovation is the key factor which differentiates us from other companies.

We always strive to deliver the high end solution and customer

satisfaction is our ultimate motto.

We established ourselves as software and website Development

Company with the focus in software technologies. Later, we jumped

into Internet Marketing with the idea to enter into the latest term of

marketing. Today, we are one of the Best and leading internet marketing

companies in India. We are open for any suggestions where we can putour best and meet your expectations.

An Overview of ITinfoCube

ITinfoCube is a software and web development company based in the

national capital region of India Gurgaon. Company was established with a

vision to compete the most rapidly growing IT market of the region. We

have achieved the goal so far and being the leading software and web


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marketing company, ITinfoCube has been recognized as the reliable SEO

Company in NCR India.

Our Vision

The world is changing fast day by day. To continue the pace of the

development and maintain our esteem, we need to be more passionate

about what we deliver to our clients. To make a mark and lead the

tomorrow, we must look ahead and calculate the real power we need. We

must get equipped to face the challenging tomorrow

Our Methodologies

ITinfoCube follows well defined, structured methods to execute a process.

The industry specific methods are always followed to meet the

international standards and clients specific requirements. We believe that

every process has to be managed and executed in a proper manner to

produce the real quality and result oriented product

An Overview

ITinfoCube is a web development and SEO service Provider Companybased in India with a vision to compete the most rapidly growing IT

market of the region. We have achieved the goal so far and being the

leading software and web marketing company, ITinfoCube has been

recognized as the reliable SEO Company in NCR India.

We are not limited to provide our services to the domestic market but are

equally engaged in overseas market as well. We have a big clientele from

UK, United States, Australia, Canada, Ireland and France. Combining

unparalleled experience, widespread approach across all industry and

business functions and extensive research on the worlds latest method ofmarketing, ITinfoCube has developed the expertise in Internet Marketing.

We believe in converting our visitors in to customers and then knot a

lifetime bond with them. We believe that having a website is not just

enough until unless it is not blend with good presentation, strategy and

clear message of your business. And that combination you can easily see

in our designing because we deal in commitment with quality after

understanding your complete requirement. Being a software development

company, we understand the whole methodologies and the process flow ofa project and follow the industry regulations.


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Our software development services provide you the best

solution in development of any kind of software. Our software

team is highly qualified and experienced in all latest

technologies and able to deliver the product meeting your base

requirement and methodologies.

Products

ITinfoCube strongly recommends the use of technology to let it work for you inthe most efficient way. Our products help you maximize the profit and cut thecost. You can integrate our software products with your business and automateyour business functionality to enhance your existing resources and minimize theoverheads.

We have developed many software applications for some big clients. Here is thebrief of some of our software products.

School Management SoftwareDronaEduCube

Hotel Management Software Billing & Invoice Software Cubic Measurement Volume Software Restaurant Management Software Payroll Software Stock Management Software

Quality

ITinfoCube is a great company because of the quality we have adopted and thesame is followed by the talented people who work here. Our growth has beenaccelerated through a performance-based, client-centric culture, in whicheveryone has contributed his/her ability to excel. We are moving forwardtogether for the strengthening of legacy of perfectness, steadiness, quality,reliability and integrity. We are confident enough that our joint efforts will surelyhelp us maintain our continuous growth and dedication towards achieving theperfection in our business.

With a clear approach in mind, our team members are desperate to bring the

well-built custom of advancement, modernization and leadership. We aim to


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bring the new ideas and creative thinking to our business and to the clientsaround the globe.

Needless to say that we are here due to the continuous support of our esteemedclients who stand behind us and give us invisible power to face the challenges

and overcome the hurdles. Our culture teaches us to thank every individual whois directly or indirectly associated with us. We assure you that we shall keep ourwords of delivering you the QUALITY you are concerned with.

We can easily describe our strengths in few words that inspire us to maintain thequality in our work and Team.

Integrity at Best

We understand that employees are the strength of a company. We thereforestrive to integrate ourselves to them and employ the integrity within thecompany.

Passion towards work

This is what everyone wants to do- Work. Our people have zeal to work forachievement, hunger for outstanding results and are dedicated to get thingsdone.

Aiming High

To touch the sky you have to LOOK UP. We aim high to reach high. The same is

transformed to every individual of the company.

Appreciation

We appreciate the contribution of every individual of our team. We personallybelieve in everyones ability to grow and give them equal chance to learn,develop and grow.

Contact information

Office : M-21 , Sector - 14 ,


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Gurgaon - 122001 (HR.)

INDIA

Land Line : 0124-4141855

Mobile : 07503035922

Mobile : 09999730154

E-MailGeneral : [email protected]

Sales : [email protected]

Support : [email protected]

Career :[email protected]

CHAPTER-5
mailto:[email protected]:[email protected]:[email protected]:[email protected]


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Research Methodology

Research methodology, defines what the activity of research is, how to proceed, how to

measure progress, and what constitutes success. Research methods refers to the methods or

techniques used in performing research operations

RESEARCH APPROACH

This research follows a Quantitative approach.

Quantitative research

Applicable to the phenomenon that can be measured in terms of quantity.

Can be further sub-classified into:

Inferential, experimental, simulation

Inferential Approach

Purpose is to form a data base(record or list) from which to infer

characteristics of population

Present research follows inferential approach.

A sample of population is studied to determine its characteristics

Then inferred that the population has the same characteristics

Research Design

Conceptual structure within which research is conducted; it constitutes the blueprint

for the collection, measurement & analysis of data.

Research design is a set of decisions that make up the master plan specifying the methods

and procedures for collecting and analyzing the needed information.

It is arrangement of conditions for collection & analysis of data in a manner that aims to

combine relevance to the research purpose with economy in procedure.

Parts of research design

The sampling design-method of selecting items.


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The observational design-conditions

The statistical design-how many items are to be gathered & how to analyze.

The operational design-techniques

Preparing the research design Research design depends on research purpose, viz., exploration, description,

diagnosis and experimentation

Research design is the plan, structure and strategy of investigation conceived so as to

obtain answers to research questions and to control variance. Research design, for this

study will be Exploratory research, in which I will try to explore training practices

carried out at ITINFO CUBE by collecting the data through a questionnaire andinterviews.

To gain familiarity with a phenomenon or to achieve new insights (studies with this

are termed as exploratory or formulative research studies)

Variable:

Concept which can take on different quantitative values. e.g. weight , height,

Income.

Dependent & independent variables In this research dependent variable is perception

of employees and independent variable is training and development programmes.

Extraneous variable:

Independent variables that are not related to the purpose of the study, but may affect the

dependant variable are termed as extraneous variables. In this research employees past

experience, environmental conditions and personal interest may affect the variable. Whatever effect is noticed on dependant variable is termed as experimental error

Control:

Study must always be so designed that the effect upon the dependant variable is attributed

entirely to the independent variable and not to some extraneous variable(s).This is call

control research.

UNIT

Population should be explained in terms of Content Unit, Extent and Time.


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Example: Workers (content unit), organizations (extent) and 2004 (Time). In this

research population is content unit.

ATTRIBUTEAttribute is a characteristic possessed by the population.

Example: Out of 30 students 8 are Engineers, 10 B.Sc and 12 Arts Graduates.

Attributes in this particular research is all the employees has under gone training with

in the current one year.

SAMPLING

The process or method or technique of selecting some fraction of a population

RANDOM

A mathematical term which means every unit in the total population has an equal

chance to be included in the sample.

Example: Out of a population of 1078 employees every body has got equal chance of

selection.

PROBABILITY OR RANDOM SAMPLING

In which every item of the populations, has an equal chance to be included in the

sample.

SAMLPE DESIGN

A sample design is a definite plan for obtaining a sample from a given population

Sample design is a theoretical basis and the practical means by which we infer the

characteristics of some population by generalizing from the characteristics of the few

selected from the population.

Determining sample design

Surveying an entire population is practically impossible or too expensive

Instead, researchers measure a subset of the population and assume the sample

represents the whole population


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STEPS IN SAMPLE DESIGN

Type of Universe: finite

Sampling unit: may begeographical or social unit like an organization etc.

Source list: also known as sampling frame (from which sample is to be drawn). It

contains the names of all items of a universe (in case of finite only). Source list in this

research is detail of employees provided by company.

Size of sample: number of items to be selected in the universe. For this particular

research sample size is 50.

Parameters of interest : perception of employees.

Budgetary constraint: cost considerations

Sampling procedure : technique to be used in the selecting the items for the sample

UNIVERSE OR POPULATION

Universe

An aggregate of all observational units possessing certain specified characteristics on

which the sample seeks to draw inferences.

FINITE OR INFINITE UNIVERSE

Finite Universe - is one where the number of items is determinable. Example: Number

of employees in organizations. As we can easily determine the no. of items so it is an

example of finite universe.

Population-

Is an aggregate of observation units on which sample is taken.Total size

of population here is 1078.

SUB- POPULATION OR POPULATION STRATA

One or more specifications that divide a population into exclusive sections or segments.

Example: Population- Employees in an organization.


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Sub-population - Managers, Supervisors and

Workers.

Sub-population here is those employees those had joined training programmes within

the span of last two one year.

SCALING

An instrument to measure attitude of an individual towards a particular object.

ATTITUDE: Attitude refers to the predisposition or mental state of an individual towards

an object/ product/ attributes.

Or

It is mental readiness to act in a particular manner and which influences individuals

behavior.

ATTRIBUTES: When we want to measure attitude, actually we are measuring attributes

(Characteristics) which fulfill certain needs of users.

BELIEF : Belief refers to Judgment made by the user regarding the object

Scaling has been defined as a procedure for the assignment of numbers (or other

symbols) to a property of objects in order to impart some of the characteristics of numbers to

the properties in question.

Scale is a continuum, consisting of the highest point (in terms of some characteristics

e.g., preference, favorableness, etc.) & the lowest point along with several intermediate

points between these two extreme points

SA A U D SD

5 4 3 2 1

These scale points are so related to each other that when first point happens to be highest,

the second point indicates and high degree in terms of a given characteristics as compared to

third, fourth and fifth point.

Ordinal

An ordinal scale is a measurement scale that assigns values to objects based on their

ranking with respect to one another.

For example, a doctor might use a scale of 0-10 to indicate degree of improvement in

some condition, from 0 (no improvement) to 10 (disappearance of the condition).


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While you know that a 4 is better than a 2, there is no implication that a 4 is twice as

good as a 2.

Nominal variables include demographic characteristics

The ordinal level of measurement describes variables that can be ordered or ranked in

some order of importance.

Scaling can be done in two ways:

(i) Making a judgment about some characteristic of an individual & then placing him directly

on a scale that has been defined in terms of that characteristic

(ii) constructing questionnaires in such a way that the score of individuals responses assigns

him a place on a scale

Scale construction Techniques

The purpose of scale construction is to design a questionnaire that provides a quantitative

measurement of an abstract theoretical variable. In this particular research questionnaire is

design with the help of faculty guide Mr. Raj Singh and my industrial guide Ms.Neelan

Chaudhary.

Summated Scales (or Likert-type Scales)

extends beyond the simple ordinal choice

Assumes that individual items in the scale are monotonically related to the under lying

attributes and a summation of item scores is related linearly to attitude. Scoring is reversed

for statements that imply negative attitudes

Allows for an expression of the intensity of feeling; the response is in several degrees,

usually 5, (3 or 7 at times) to indicate favorableness or unfavourableness; the scores are

totaled to measure the respondents attitude

Item analysis approach: An item is evaluated on the basis of how well it discriminates

between those with high scores and low scores.


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RATIONALE FOR THE STUDY

This particular business research is a systematic, controlled, exploratory and critical

investigation of hypothetic prepositions relating to training and development activities and

the purpose is to solve business problems or to makes sound managerial decisions.

In this connection, I try to find out the perception of employees towards training and

development programmes followed by ITINFO CUBE . Pvt. Ltd. to increase the productivity

of the employees. Basically I try to evaluate the effectiveness of training and development

programmes with the help of employees feedback through questionnaires and personal

interviews.

Study is unique in that I use the feedback of employees of one company to compare

individual careers, to find out there perception towards these programmes and analyze the

effectiveness of training and development programmes.

The environment in which most organizations operate today is continuously changing, and

the rate of change is increasing. Almost most organizations are now involving in tremendous

increase in international business and foreign assignments. Training and developing the

workforce offer an interesting case of change for any organization in light of uncertain and

rapidly changing environment. This research tries to find out that how much these training

and development programs are effective in increasing the organizations' performance and

effectiveness. Toward a better understanding of the effects of training and development in the

workplace, this research points out the importance of training and development the

workforce, determines the major types of training and development programs, discusses the

relationship between training and the overall organizational performance, and offers some

guidelines for HR managers to design effective training and development programs. In

addition to the basic training required for a trade, occupation or profession, observers of the

labor-market recognize today the need to continue training beyond initial qualifications: to
http://en.wikipedia.org/wiki/Trade_(profession)http://en.wikipedia.org/wiki/Occupationhttp://en.wikipedia.org/wiki/Professionhttp://en.wikipedia.org/wiki/Professionhttp://en.wikipedia.org/wiki/Occupationhttp://en.wikipedia.org/wiki/Trade_(profession)


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maintain, upgrade and update skills throughout working life. People within many professions

and occupations may refer to for professional development.

Technological advancements in various fields world over are very rapid, and the every

other day we see new products or machines or equipments with more and more advanced

features, with which users have to be acquainted. In order to cope with the industry demand

and technological advancements, we need to develop training strategy for our human capital

to attain the required skill levels.

TITLE OF THE PROJECT

PERCEPTION OF EMPLOYEES TOWARDS

TRAINING AND DEVELOPMENT PROGRAMMES

OBJECTIVES OF THE STUDY

Objectives are pre-determined ends or goals at which individual or group activity in an

organization is aimed. By continuous use the normal assets of a concern depreciate, but

human resources can increase in its value through utilization and adequate development. Themore properly they are used, the more capabilities of the concern are developed. The

principle objectives of this study can be listed as:

To find out employee attitude towards training programs.

To evaluate current training system at ITINFO CUBE Pvt. Ltd.

To enable management to prioritize strategic options for the future.

TRAINING AND DEVELOPMENT OBJECTIVES

The principal objective of training and development division is to make sure the availability

of a skilled and willing workforce to an organization. In addition to that, there are four other

objectives: Individual, Organizational, Functional, and Societal.

Individual Objectives help employees in achieving their personal goals, which in turn,

enhances the individual contribution to an organization.
http://en.wikipedia.org/wiki/Careerhttp://en.wikipedia.org/wiki/Career


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Organizational Objectives assist the organization with its primary objective by bringing

individual effectiveness.

Functional Objectives maintain the departments contribution at a level suitable to the

organizations needs.

Societal Objectivesensure that an organization is ethically and socially responsible to the

needs and challenges of the society.

SCOPE OF THE STUDY

The scope of Human Resource Management has changed somewhat over the

last few decades. However this change has been relatively slow in comparison to the changes

in other functional areas. Many of the changes depend on the size of the organization, the

growing importance of the functions, changing organizational demands, employee needs &

social concerns.

Scope of HRM without a doubt is vast. All the activities of employee, from the time of his

entry into an organization until he leaves, come under the horizon of HRM.

The divisions included in HRM are Recruitment, Payroll, Performance Management,

Training and Development, Retention, Industrial Relation, etc. Out of all these divisions, one

such important division is training and development.

Main scope of this study is to find out the various prevalent Training and development

programmes in all the construction industries especially in ITINFO CUBE Pvt.Ltd and to

highlight good and bad aspects of these programmes.

This project will be beneficial for the students in understanding the concept of

Training and development.

The project will be helpful for the company in taking some decisions.

Scope of the study is:

To enable management to prioritize strategic options for the future

To gain a Competitive advantage.


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To provide information which may helps to avoid future business problems.

To reduce operational costs on training and development.

To solve a management/organizational problem.

Training and Development is currently a vibrant area of study. People have always beencentral to the organization and an organizations success increasingly depends on the

knowledge, skills and abilities of employees, particularly they establish a set of core

competencies that distinguish an organization from its competitors. With appropriate training

and development policies practices an organization can develop and utilize best brains at

work place, realize its professed goals and deliver better results than others.

LIMITATIONS OF THE STUDY

1. Due to shortage of time, the studies may be conducted on a very small scale.

2. Data & other information provided by the employees may not be very comprehensive.

3. Scarcity of spare time with employees for filling Questionnaires.

4. Reluctance of respondents to reveal the desired information.

5. Collection of data through questionnaire has inbuilt inflexibility.

6. There may be some ambiguous replies.

7. Possibility of bias of interviewer


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TRAINING

Training is the act of increasing the knowledge and skills of an employee for

doing a particular job.

DEVELOPMENT

This activity focuses upon the activities that the organization employing the

individual, or that the individual is part of, may partake in the future, and is almost

impossible to evaluate.

AREAS OF TRAINING AND DEVELOPMEMT

Knowledge

Technical skills

Social skills

Techniques

APPROACHS OF TRAINING AND DEVLOPMENT

Traditional ApproachMost of the organizations before never used to believe in training.

They were holding the traditional view that managers are born and not made. There were also

some views that training is a very costly affair and not worth. Organizations used to believe

more in executive pinching. But now the scenario seems to be changing.


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The modern approach of training and development is that Indian Organizations have

realized the importance of corporate training. Training is now considered as more of

retention tool than a cost. The training system in Indian Industry has been changed to create a

smarter workforce and yield the best results

TRAINING METHODS

ON THE JOB

OFF THE JOB

ON-THE-JOB TRAINING

Worker is given training at the work place by his immediate supervisor.

Workers learn in actual work environment.

Based on the principal of learning by doing.

On-the-job techniques include orientations, job instruction training, apprenticeships,

internships and assistantships, job rotation and coaching.

EXAMPLES:

Job instruction

Committee assignment

Apprenticeship training

Job rotation

Mentoring

Coaching

Strong Points of OJT1) More time, less costs

2) Practical knowledge, skills

3) Personal training

4) Long-term development planning

Problem Areas of OJT

1) Sometimes short-sited

2) Limited accumulation of knowledge/skills


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3) Only limited number of trainees

4) Quality depending on trainers ability

5) Reliance between trainers and trainees needed

OFF-THE-JOB TRAINING

Worker is required to undergo training for a specific period away from work place.

Concerned with both knowledge and skills in doing jobs.

Include lectures, special study, films, television conferences or discussions, case

studies, role playing, simulation, programmed instruction and laboratory training.

EXAMPLES:

Vestibule training

Role playing

Lecture method

Conference

Programmed instructions

Case study

Seminar

Strong points

The biggest advantage is that these organizations are well versed in training techniques,

which is often not the case with in-house personnel.

Problem areas

Limited knowledge of the company's product or service and customer needs.

Relatively high cost compared to in-house training.

Functions of training

Psychological

Career

PRINCIPALS OF TRAINING


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Implementation of Training Activities

There is no single method for teaching or learningthe trainer must choose the strategy

that best fits the needs and backgrounds of the participants, the facilities and equipment

available, and the learning objectives. The following six principles provide useful

guidelines for successful adult learning.

Participation: People learn better and remember more when they are actively

engaged in the learning process. Practical exercises, discussions, simulations, and games

also prompt participants to share their knowledge and experiences, thus fostering a

collaborative environment.

Understanding: Checking participants understanding by asking questions, listening

to their discussions, or using a vocabulary appropriate to their level (as determined by thetraining needs assessment) can all improve the learning process.

Feedback: Providing opportunities to practice and giving trainees specific feedback

information on the quality of their work gives participants a sense of their progress toward

the learning objectives.

Interest: The relevance of the training objectives to the needs of the participants is

crucial in developing the participants interest and ownership of the training. Providing

various case studies and activities will help stimulate and maintain interest.

Emphasis: Focusing the attention of participants on the most important points of the

training, by spending more time on important topics and allowing sufficient time to

practice new skills, will help them remember the key lessons from the training.

Results: Keeping participants informed of their progress, and recognizing them for

work well done will increase their confidence in newly acquired skills and knowledge, and

encourage them to use what they have learned. Capacity development occurs once

participants transfer what they have learned to their everyday jobs, and improve their

performance. The impact and sustainability of training is the successful application of new

skills and knowledge. Major obstacles to the transfer of new skills and knowledge tend to

be the types of power structures within an organization, entrenched attitudes, and lack of

resources. To increase the likelihood of transfer, factors such as the timing of the training

(that is, sequencing it or conducting it when it is most needed), feedback to the participants,

practical application of the training (with numerous real life and relevant examples), and

support from supervisors are essential.

Follow-up


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Follow-up activities assist in the transfer of training to the workplace, by helping to address

any barriers to the working environment, and by maintaining participants motivation to

apply new learning. Follow-up, through technical assistance or supervision, can help

trainees adapt the learning to real-life situations.

Furthermore, follow-up can contribute to self efficacy (confidence in ones ability to

perform successfully) and motivation, two factors shown to impact skill maintenance.

Trainees experiencing difficulties in applying new learning to their work should have the

opportunity to seek advice immediately after the training.

Evaluation

Accountability and decision making are the most cited reasons for evaluating training.

Feedback evaluations (or formative evaluations) help monitor the quality of design and

delivery of training. They provide information on the effectiveness of the methods used, the

achievement of the training objectives, or the appropriateness of management and training

design. Decision making evaluations focus instead on the value and contribution of the

training for an organization or a project. These evaluations assist managers, team leaders,

and donors in making informed decisions regarding training activities. Other types of

evaluations are input evaluations and process evaluations. An input evaluation shows how

resources were employed and whether they were adequate for achieving the goals of the

program. A process evaluation examines why certain objectives were achieved and others

were not, and where improvements are needed.

There are several evaluation levels, ranging from simply providing information on

participants reactions to the trainingthe effectiveness of the instructor, the relevance of

the content, the quality of the materialsto measuring the outcomes or results of the

training program.Several tools can be used to evaluate training. These include evaluation sheets

questionnaires, and interviews, as well as direct observation of training results in the

workplace.

CATOUGRIES OF TRAINING

While literacy issues are mostly not addressed explicitly in the training literature, they are

addressed implicitly under the following broad areas.


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Training for employees with low skills and/or qualificationsIn many cases,

the key skills deficiencies among employees in these categories relate to literacy

and/or numeracy, although these deficiencies may be identified as relating to

Communication skills and Problem solving skills.

Training for new employees of organisationWhere there are significant

deficiencies in present employees, programmes to address these deficiencies sometimes

form a significant part of the training interventions used to train new employees.

Training of older employeesOne of the themes in the training literature is of a

need to address skills deficiencies among older employees. On average, older

employees are less well educated than younger employees, and the incidence of

deficiencies in literacy are higher. This is a part of the reason why there is a need

to focus on the skills of this group.

WHY IS DEVELOPMENT IMPORTANT?

Profitability, productivity, morale and quality of work life are of concern to most

organizations because they impact achievement of organization goals. There is an increasing

trend to maximize an organization's investment in its employees. Jobs that previously

required physical dexterity now require more mental effort. Organizations need to "work

smarter" and apply creative ideas.

The work force has also changed. Employees expect more from a day's work than simply a

day's pay. They want challenge, recognition, a sense of accomplishment, worthwhile tasks

and meaningful relationships with their managers and co-workers. When these needs are not

met, performance declines.


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Today's customers demand continually improving quality, rapid product or service delivery;

fast turn-around time on changes, competitive pricing and other features that are best

achieved in complex environments by innovative organizational practices.

The effective organization must be able to meet today's and tomorrow's challenges.

Adaptability and responsiveness are essential to survive and thrive.

becoming more cost effective, approach zero-defects and be more market-driven.

Employee Effectiveness

Consultants use employee effectiveness strategies such as those below when there are needs

for employee improvement in skill, commitment and leadership.

Coordination & Management of Multi-Disciplinary Consultants - One or several different

technical specialists team up with an OD consultant to design and install new equipment,

work processes, work methods, or work procedures.

Creative Problem Solving - Organization members use practical problem solving models to

address existing problems in a systematic, creative manner.

Developmental Education - Training in basic math, reading, writing and grammar.

Interpersonal Communication Skills - Increased skill in exchanging needed information

within the organization and providing feedback in a non-threatening, non-judgmental way.

Human Resource Management - Managing the function of hiring, compensation, benefits

and employee relations toward systematic goals of the organization's morale and

productivity.

Labour Relations - Facilitation of conflict, planning and problem-solving among

management and workforce union representation.

Leadership Development - Training in select areas which change managers to leaders.

Includes visioning, change management and creative problem solving.

Management Development - Training in various management skill areas with particular

focus on performance management, communications and problem solving.

Outplacement - Providing individual and group job search skills and services to employees

who have been affected by corporate downsizing. Typically paid for by the employer.

Sales Training - Training in the art of selling a product or service.

Stress Management - An individual growth workshop designed to arm and activate healthy

responses to stress. It enables participants to maximize positive stressors and minimize the

negative, both for themselves and others.

Technical Training - Training in a specific technical area, such as computers.


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Time Management - An opportunity for individuals and organizations to effect higher levels

of productivity with the time they are allotted.

Training Evaluation - Systematic controlled inquiry grounded in sound statistical practice,

assessing on-line training effectiveness and/or business impact. Assessment focuses on

course relevance, transfer and cost value.

Workforce Diversity - Facilitating understanding between groups toward the goal where

differences among people in an organization become the strengths for competitive advantage,

productivity and work satisfaction.

IMPORTANCE OF TRAINING IN NEW INDIAN

ECONOMY

The Indian workplace is rapidly changing. In the past, workers went to their jobs to perform a

task. Now, the workplace is changing into a place where workers both work and learn, as

companies transform themselves into learning organizations. Companies are joining high

schools, trade and technical schools, colleges, and universities in assuming responsibility for

the education of the Indian workforce. As learning organizations, companies provide ongoing

work-related training to all levels of employees, offer a variety of information and resources,

encourage the exchange of ideas, and reward employees who acquire new skills.

Companies have to invest significant resources in order to provide educational services to

their employees. What motivates a company to spend time and money training and

developing its workers? The answer lies in understanding the new economy that is emerging

in the India.

Technology, and the rapid pace at which it develops, is a major factor contributing to the

development of the new economy. Advances in the speed and memory of microprocessors

have opened up new worlds in technological development. Procedures that used to take hours

or weeks to complete can now be performed in minutes or even seconds on high-powered

desktop or notebook computers.

Technology has also improved telecommunications systems. It is now possible for companies

all across the globe to quickly communicate with one another. Such rapid communication has

made the international marketplace a reality. Indian companies are no longer just competing

with each other for business; they are now competing with companies worldwide.


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In order to remain competitive in this rapidly changing environment, companies are

rethinking how they do business as a means to improve productivity and the quality of their

products. There are many ways that companies try to change the way they do business,

including redefining corporate structures and revising policy and procedures. In addition they

can train their employees to understand the most effective ways to interact with customers

and to be aware of the best practices of the most successful companies in the field. By doing

this, corporations are attempting to increase productivity by rethinking processes.

How the New Economy Affects Workers

The new economy has a profound effect on the Indian worker. In the new economy, jobs can

be performed more cheaply and efficiently through the use of technology than through

human labor. By relying on technology instead of human beings, companies can increase

their productivity and be more competitive in the global marketplace. However, this

increased productivity through technology also renders some skills and jobs obsolete. For

example, it is now possible to build automobiles and other large pieces of machinery and

equipment primarily through the use of computerized robots. As a result, there is less and

less demand for the traditional American factory worker. Therefore, workers need to be able

to adapt to new workplace realities. The person who used to build objects directly with his or

her hands will now need to learn to run the computer that will build the object. As quickly as

jobs are made obsolete, new jobs will emerge. With training, workers doing these new jobs

will become important players in the new economy.

Advancing technology also has its effects on employees in non-technical positions, such as

managers and marketing personnel. They must learn enough about the technological aspects

of their field to intelligently converse with employees and customers. All employees, in order

to be successful in the new workplace, will have to have the ability to adapt and to learn as

required. Those who have "learned to learn" will become most valuable in the new economy.

Therefore, the role of education and training is becoming more and more important in the

American workplace. Employees are recognizing the need to improve and broaden their

skills to remain employable.


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Why Should Company Train Their Employees

Now-a-days technology is developing at a fast rate, which is indirectly affecting the

economy. The competition is now based on the technology too. Companies which are using

advanced technologies are getting profits and developing at a faster pace rather than others.

Employees must know minimum skills to operate the latest machines. Most of the companies

have started helping their employees learn the computer software, which is essential for their

process. This increases confidence of the employee as well as reduces the turnover time for

the job as two people are not involved: one for manual and the other for software processing.

Every process in a corporate is performed with the help of software. Even the non technical

jobs, like marketing, require some technical knowledge enough to manage their duties. All

these reasons are forcing company to invest in the training programs thereby turning

companies into learning organizations.

Companies which invested in human capital for educating and training them have earned

large profits. Their employees are using advanced technology to perform their duties. These

companies even survived the disastrous effect of September 11 th. These companies helped

employees to improve their educational skills which in turn helped them to increase

productivity.

The Corporate View

Companies have found that investment in human capital in the form of training and

development yields high returns. The ones that recognize the value of their employees and

place a new emphasis on education and training are becoming more competitive, successful,

and profitable as a result. According to a study conducted in 2002 by Knowledge AssessmentManagement, companies in the top 20 percent of those who spend money on training receive

higher returns in the stock market. Is it possible that knowledge is equal to profit?


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The Latest Trends in Training and Development

Workplace in the India has been changing. Many employees get to work while learning

different skills. This helps the companies to develop the desired skills in the employee

already hired instead of going around in the search of a better employee. This also helps

employees to develop their skills. They can multi-task as well and the chances of their job

security increases.

Trends in Training and Development Programs

Training in a company is basically of two types: Training on the new developments in the

same process or training employees on other processes so that sometimes these people can

multi-task.

Every now and then, a new electronic device is introduced the market. The electronic

technician should be aware of these new products. They should be able to operate and repair

minor faults of these new devices. Hence he has to be given training to update his skills from

time to time.

Communication skills are must for every employee to interact properly with the clients, and

managers etc. It is not about speaking English; it is about creating the ability of passing your

information properly and in an effective way to the other person. Plus every company will

like if each of its employee is able to show the basic courtesy to the visitors in case the

receptionist is not at desk.

Many companies have many diversified projects. When a project requires more employees

and other project has more employees than required, then instead of hiring new employees,

existing employees from the other process can be transferred to this process. For this purpose

employees must be cross trained. They should be able to perform multitasking.

Cross Training or "Multiskilling"

As companies looked for ways to respond quickly to changing markets and personnel needs,

the concept of cross training began to emerge. Whereas in the past employees were trained to

perform only one job, the companies of today are recognizing the value of cross training


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employees to perform multiple tasks. In this model, employees are trained in a wide range of

skills. If an employee's job becomes obsolete or if there is an overwhelming need somewhere

in the corporation, the employee can easily transfer to another position and immediately

begin to work productively

According to an article in the London Financial Times a flexible workforceincluding a

multiskilled onecan help a company expand its business capabilities while not necessarily

expanding its staff. In small and medium sized companies, multiskilling is particularly

important. Multiskilling can not only make work more satisfying for employees but also help

enhance employee performance.

For example, cross training is part of what makes the Japanese automaker Toyota sosuccessful. The company avoided the massive layoffs that U.S. automakers were forced to

make in the early twenty-first century. As Ron Harbour, head of Harbour Consulting,

publishers of an annual industry productivity report, said in an article in the Washington Post,

"Toyota is the Tiger Woods of flexibility and efficiency; they've got everybody a few strokes

behind." Among other flexible working practices the company cross-trains workers to build

multiple car models on the same assembly lines. These practices help lead to the company's

success. Multiskilling will become more important in the competitive market of the twenty-

first century.

Just-in-Time Training

Another type of training known as just-in-time training, or "just-what's-needed" training. As

the name implies, this short-term training fills a specific need or responds to a particular

problem. For example, the Human Resources Department at California State University

Fresno offers workshops to its employees on demand. These on-site training sessions are

between twenty minutes and two hours in length, and they include programs related to

contract issues, hiring guidelines, and diversity. Just-in-time training is cost-effective and

saves time. Additionally, since the training ties in immediately with actual work and

employees study only the skills they need, the content is less likely to be forgotten.

Emotional Intelligence for Managers and Supervisors


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Exploring and developing emotional intelligence not only makes people happier and more

successful, it helps motivate them, manage stress more effectively, and resolve conflict with

others. It gives supervisors and managers the skills to be able to encourage, comfort,

discipline, and confront different kinds of people appropriately in different situations. It

determines how effectively people express emotions within the cultural context of their

family, their workplace, and their community. It determines how well people listen and how

well they are heard.

Developing emotional intelligence skills can be an invaluable resource for supervisors,

managers, and anyone who needs to build competencies in their work with individuals,

teams, or groups.

A variety of other innovative compensation techniques such as "pay for knowledge", lump

sum increases and employee phantom stock plans. are being used and studied. However, we

believe that these techniques do not suit every organization and in fact may be useful in only

limited situations. It is important to let the operational strategy of the business drive

compensation systems, and not the reverse

SERVICES PROVIDED BY ITINFOCUBEPVT.LTD.

EMPLOYEE ACT

Leave with Wages (Form No.14 Leave book Form 15)

Register of Fine (Form No.1)

Over time Muster Roll (Form No.10)

Heath Register (Form No.17)

Register for Advances (Form No.III)


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Register for report of examination of pressure Vessels (Form No.9) Annual Return

of Payment & Wages Act.

Annual Return of Contract Act.

Annual Return of Workmen Compensation Act.

Annual Return of Gratuity Act.

PROVIDENT FUND:-

Preparation of Monthly Challans

Preparation of Monthly Returns

Maintaining P.F. Ledger

Maintaining P.F. Eligibility Register

Submission of Annual Yearly Returns

Submission of Form 19 & 10C (Withdrawal)

Submission of Form 13 (Transfer)

Submission of Form 2 (Nomination & Declaration Form) Generating P.F

slips form the P.F Department.

Inspection & complains with P.F. Department

EMPLOYEE STATE INSURANCE CORPORATION:-

Maintaining of E.S.I.C. Register (Form No.7)

Filing of Nomination (Form No.1)

Preparation of TIC from the ESIC Department

Preparation of SMART CARD from the ESIC Department.

Submission of Half Yearly Returns

Preparation of Challans with E.S.I.C. Department

Inspection Under the Act Accident register

We also provide periodical Information of various amendments pertaining to Laboursubmission of various forms and return personal audit work can undertaken as per

clients requirements.

LEGAL ADVISE:-

Legal advise can be provided matters pertaining to disciplinary proceeding suspension

dismissal retrenchment of conducting of domestic enquiry attending of Labour

Courts. Industrial D.L.C. Office.


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SWOT ANALYSIS

STRENGTHS

1. The consultancy is operating since 1989, that's why, by now it has emerged in the

field and has acquired a brand name.

2. The consultancy specializes in automotive industry and has tie up with big clients that

shows the consultancy's good record.

WEAKNESSES

1. Employee turnover is high which results in additional cost for the

organization.

2. Link between the Top Level and the Lower Level is through Middle Level. Middle

Level is often handed many responsibilities and work, thereby leading to overburden.

Middle Level works for Top level and works with Lower level.

3. No adequate training provided to consultants.

4. Overemphasis on target achievement. That is, Quantity is more than Quality.

5. Job Portals used are only Monster and Naukri. This leads to over-logging on

Naukri that has to be reset every few minutes, thereby wasting time and also

less rsum's found. Many candidates complain of getting a call 3-4 times from the

same consultancy.


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If the company is specific and knows what should be given to the employees in the different

processes, they can be given training by the company executives itself. If the topics are more

general like developing communication skills, personality development, etc they can hire a

private vendor. Small and medium companies hire a broker to search for a consultant who

can train their employees. Some companies tie knot with the universities to develop their

employee skills by making them to achieve higher degrees.

Designing training programmes

Designing training begins with a thorough diagnosis and training-needs assessment. Based on

information obtained from the assessment, appropriate training objectives can be set, criteria

for participant selection established, and training content decided. Correct diagnosis of

training needs should both identify organizational and/or institutional capacity gaps to be

targeted and the best means of addressing these gaps. The human, resource, and incentive

dimensions of capacity should be considered in order to determine whether training is

needed, and what other forms of capacity support are needed, in order to facilitate the

implementation of training. The target organization should play an active role in diagnostic

exercises, both to better identify capacity problems and to ensure client commitment to

training goals.


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1. Once diagnosis has determined the capacity needs to be addressed by training, a training

needs assessment provides specific information on what participants need to learn, the issues

they face, and what is expected from the training. When done well, such an assessment

ensures that training addresses the most relevant issues efficiently.

2. Steps and procedures to conduct training-needs assessments vary. A preferred starting

point is a stakeholder analysis, which helps identify the best sources of information regarding

training needs.

3. Informants can report on whom they would like to see trained, what type of training is

needed, or even who could potentially be a trainer. Involving many stakeholders allow the

information to be triangulated and avoid bias caused by too much focus on any one type of

respondent. Training has two sets of objectives. First, the general objectives or aims,

encompassing the changes expected to take place, or competencies that will improve. The

second are learning objectives, describing what participants should be able to do at the end of

the course. Good learning objectives derive from the results of the training-needs assessment,

and cover all the different areas of learning the training activities have to offer.

4. Learning objectives should be timely and context-specific, measurable, achievable,

and realistic.

5. The training-needs assessment usually provides the necessary information for selecting

participants or identifying the target group. Participant selection, including the number of

people to be trained, as well as how diverse they are, must be linked with course objectives

and the context in which change is taking place.

6. The levels and backgrounds of the participants help determine the appropriate depth and

level of detail of the training. Furthermore, task and job analyses help prioritize learning

needs, in order to assign proper time allocation during training delivery. This aggregated

information should, in turn, influence the method in which knowledge and skills will be

imparted: face-to-face communication, interactive exercises, lectures, etc. It is also important

that content areas be properly sequenced, so as to ensure linkages among different topics, and

to enhance learning.

TRAINNING AND DEVELOPMENT


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LITERATURE REVIEW

In the field ofhuman resource management,training and developmentis the field concerned

with organizational activity aimed at bettering the performance of individuals and groups in

organizational settings. It has been known by several names, including employee

development, human resource development, and learning and development.

Harrison observes that the name was endlessly debated by the Chartered Institute of

Personnel and Development during its review of professional standards in 1999/2000.

"Employee Development" was seen as too evocative of the master-slave relationship between

employer and employee for those who refer to their employees as "partners" or "associates"

to be comfortable with. "Human Resource Development" was rejected by academics, who

objected to the idea that people were "resources"an idea that they felt to be demeaning to

the individual. Eventually, the CIPD settled upon "Learning and Development", although that

was itself not free from problems, "learning" being an over general and ambiguous name.

Moreover, the field is still widely known by the other names.

PAST STUDIES

The most apparent tangible benefit that employees can gain from undertaking training is the

positive wage effect. Using data from a large US company for the period between 1986 and

1990, Bartel (1995) finds that training has a positive effect on wages. Wages of workers that

have undergone on-the-job training are 10.6% higher than those who did not undergo

training. Further, the study also found that one additional day of training raises wages by

1.6%. Using data from the Swedish Level of Living Survey for 1968, 1981 and 1991, Regner

(2002) concludes that employees in jobs that require long on-the-job training (OJT) earn

significantly more than those in jobs that require shorter training. The estimated wage

premiums for medium OJT and lengthy OJT are 7.7% and 15.7% respectively.

In addition, Regner (2002) finds that the wage premium of long training is 20.8% for men butonly 13.5% for women, and it is 18.1% in the private sector and 11% in the public sector.
http://en.wikipedia.org/wiki/Human_resource_managementhttp://en.wikipedia.org/wiki/Chartered_Institute_of_Personnel_and_Developmenthttp://en.wikipedia.org/wiki/Chartered_Institute_of_Personnel_and_Developmenthttp://en.wikipedia.org/wiki/Chartered_Institute_of_Personnel_and_Developmenthttp://en.wikipedia.org/wiki/Chartered_Institute_of_Personnel_and_Developmenthttp://en.wikipedia.org/wiki/Human_resource_management


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There are also significant differences in the effects of medium-length training between men

and women but not between the sectors.

The effect of training also differs for employees of different seniority. Regner (2002)

finds that the wage effect of OJT is larger for recently hired employees than for senior

employees. The study also highlights that employees from the public sector benefit more

from specific training, while their counterparts from the private sector benefit more from

general training.

Budria and Pereira (2004) do not find significant differences in returns to training

between the private and public sectors. However, they do find that returns to training are

determined by experience in the private sector and education in the public sector.

Greenberg, Michalopoulos and Robins (2003) examine the effects of US government

sponsored training programs on three groups of people: men, women and youths. They

conclude that the effects of training differ among the three groups largest for women,

modest for men and negligible for youths and the effects are found to persist for several

years. They also divide the training programs according to their cost and find that more

expensive training programs are not necessarily the ones that provide the highest returns.

The view of Greenberg et al (2003) is also supported by Budria and Pereira (2004). After

examining the pooled data for Portugal from 1998 to 2000, they found that although positive

wage effect of training for women is larger than men, the effects are subject to greater

variation across education and experience.

Krueger and Rouse (1998) examine whether the impacts of workplace training differ

among companies in different industries. Using data on two US companies, one from the

manufacturing sector and the other from the service sector, they found that while training has

a small, positive effect on earnings for workers in the manufacturing company, it has no

effect on earnings for workers in the service company.

Arulampalam, Booth and Bryan (2004) examine whether the returns of training are the same

for employees in different wage groups. Using data from 10 European Union

countries, they find that in nine of the ten countries examined, training yields similar

percentage returns across the conditional wage distribution. The only exception is

Belgium, where employees in the lower wage group seem to enjoy a larger return to

training than those in higher wage group. Arulampalam et al (2004) also document that the

mean returns to training differ across the 10 countries.

Three components of the literature on measuring the employer's rate of return to investments

in employee training are reviewed: (1) studies that use large samples of firm-level or


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establishment-level data collected through mail or phone surveys, (2) studies that use data

from one or two companies to conduct an 'econometric' case study, and (3) company-

sponsored case studies. The strengths and weaknesses of each of these approaches are

evaluated and the estimated returns on investments (ROIs) are compared. The analysis

indicates that the employer's return on investments in training may be much higher than

previously believed. In order to obtain accurate information on the employer's ROI from

training, researchers should be encouraged to gain access to company databases and to

supplement them with data-gathering efforts to collect information on variables needed to

isolate the effect of training.(Ann P. Bartel

Columbia University Graduate School of Business and NBER )

A meta-analysis of the effects on worker productivity of 11 types of psychologically based

organizational interventions showed that such programs, on average, raised worker

productivity by nearly one-half standard deviation. The strength of effects was found to vary

by type of intervention, criterion of productivity, contextual factors in organizations, and

features of research design. (RICHARD A. GUZZO RICHARD D. JETTE RAYMOND A.

KATZELL, New York University)

This review of New Zealand and international literature was undertaken as part of the

Training Incentive Allowance (TIA) policy review. The TIA programme has many of the

features identified in the literature as success factors for policy interventions designed to

overcome barriers to participation in education, training and employment (particularly for

sole parents and people with disabilities).

The overall objective of this effort done by (A. Burke University of Tennessee-Chattanooga

, Holly M. Hutchins .University of Houston ) is to develop a handbook for systems

acquisition and training managers that will provide them with the tools to make reasonable

estimates of the cost and composition of training required for new hardware systems while in

the WSAP (Weapon Systems Acquisition Process). The objective of the effort described

herein was to review the state of the art in instructional systems design (ISD), training

management systems, and training system cost effectiveness.

This section of the paper examines what factors impact on training effectiveness.

There have been a number of studies into what makes training effective. This is particularly

pertinent given that the literature indicates that transference of new skills and knowledge

decreases dramatically over time. Newstrom (quoted in Garavaglia, 1993) argues that 40% of

skills learnt in training are transferred immediately, with 25% of the total remaining after 6

months, and only 15% after a year. Garavaglia notes that only 20% of critical skills are
http://www3.interscience.wiley.com/journal/119034866/abstract#fn1#fn1http://www3.interscience.wiley.com/journal/119034866/abstract#fn1#fn1http://www3.interscience.wiley.com/journal/119034866/abstract#fn1#fn1


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learned from formal training, with the other 80% on the job.( J M Dixon & Associates,

Meeting the Management Challenge Training Program, July 1999, for Disability Services

Training Unit, Department of Human Services)

PROVIDENT FUND

For Employees

For New Entrants:

Enrolment: An employee is eligible for membership from the day he joins the

covered establishment.

If the employees emoluments exceed Rs. 6,500/- per month, he has the option to

join the Scheme(s) with the consent of employer.

Declare previous employment details, if any, in Form No. 11 to the employer.


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On becoming a member of the Schemes file details in Form No. 2 ( family

particulars/ nominations) the employer.

Rate of contribution payable by a member shall be @ 12% of his emoluments.

A member can contribute statutorily over and above the prescribed rate.

For Existing Members:

Enrolment:

Any change in the family status, such as, - o marriage of the member. o

additions / deletion in the family.o

Legal adoption of the children.o

Change of nominee, is to be filed in Form No. 2 through the employer.

In the event the member is holding a Scheme Certificate (under EPS, 95), he should

surrender the same to the concerned EPFO office, through his employer. A member is entitled to various benefits & facilities such as withdrawals,

advances, pensions, death insurance etc.

Financial Obligations:

Contributions:

Statutory rate of contribution is 12% of emoluments (basic wages, dearness

allowance, cash value of food concession and retaining allowances if any,) in the

case of 175 establishments.

Rate of contribution shall be 10% in the case of the following:


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Brick, beedi, jute, guar gum factories, coir industry other than spinning sector. Establishments declared as sick undertakings by BIFR.

A matching contribution is to be collected from the emoluments of the employees.

Out of 12% (or 10% as the case may be) of the employers share of contribution,

8.33% is to be remitted towards pension fund.

Employer is also required to pay a contribution of 0.5% of the emoluments towards

EDLIS1976.

Data Collection

Data will be collected through primary and secondary sources.

Structured questionnaire is prepared with the help of industrial guide Ms .Neelam

Chaudhary and faulty guide Dr. Raj Singh and all the employees have been personally

interviewed. Interview is of both type structured and unstructured.

Collection of data will be of quantitative in nature. This research will have more quantitative

content rather than quanlitative. So the techniques involved in analysis will require some

statistical skills. Analysis is done with the help of different kinds of charts and graphs.

Analysis and interpretation would be kept very simple in this research study.

Types of Data

Primary Data-

Those which are collected afresh & for the first time, so original in character. In this

research primary data is collected from the employees with the help of questionnaire

and personal interviews.

Secondary Data-


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Those which have already been collected by someone else. Source of secondary data

collection is previous research, journals and different websites.

Interview Method

It is presentation of oral-verbal stimuli & reply in terms of oral-verbal responses. Direct

personal investigation.

In this research datais collected with the help of unstructuredinterview as questions

which were askedto the employees were on the spot and arenot predefined.

Unstructured Interview:

Do not follow pre-determined questions & techniques

Flexibility of approach to questioning

QUESTIONNAIRE

A questionnaire is sent to the persons concerned with a request to answer the questions& return the questionnaire.

It is a systematic compilation of questions/statements pertaining to a research problem that

are submitted to a sampled population from whom information is to be collected. It a set of

questions/statements/items pertaining to the identified/ stated research problem and its

objectives, administered to the sampled respondents. In this research questions are not of

specific type. Questions used in this research are as follows:

a) Alternate Response Questions

b) Multiple Response Questions

c) Close Ended Response Questions

d) Open- ended Response Questions

Design of Field Work


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In India usually, field work is done physically by interviewing people at offices/sites.

The sampling method determines which of these sites will yield a sample with the required

characteristics.

Coding: data is transferred to symbols

Editing: improves quality

Tabulation of data

-Putting the data into tabular form

Role/need/advantages of tabulation

Simplifies complex data

Facilitates comparison

Gives identity to the data

Research findings are usually conveyed to readers as text. However, there are times when a

piece of information can be better communicated in the form of a table or graph. These do

not give readers any more information but they communicate it clearly. What you use should

be determined by what you think will be easiest for readers to understand. Tables have the,

advantage of containing a great deal of information in a small space, whilst graphs make it

easy for readers to absorb information at a glance.

While there are many types of graphs, the common ones are pie chart, the bar diagram,

the line diagram and tables.


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Analysis & Interpretation

By analysis we mean the computation certain indices or measures along with searchingfor patterns of relationship that exist among the data groups.

Analysis, particularly in case of survey or experimental data, involves estimating the

values of unknown parameters of the population and testing of hypothesis for drawing

inferences.

Analysis can be categorized as: descriptive analysis and inferential analysis (statistical

analysis).

Descriptive analysis : study of distributions of one variable

Provides with the profile

Unidimensional, bivariate or multidimensional analysis

Inferential analysis: concerned with the various tests of significance for testing

hypothesis in order to determine with what validity data can be said to indicate some

conclusion or conclusions.

Task of interpretation


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In this particular research questionnaire is started with personal question, than first four

questions and question no.16 are only for the company personal use and should not be used

in the analysis. Question no. 5 to 10 is based on five point scale and is analyzed with help

of table and graph. Two questions are on two point scale and other questions are inquantitative form and can only be expressed in graphs.

POINTS. QUESTION

NO. 5.

QUESTION

NO. 6.

QUESTION

NO. 7.

QUESTION

NO. 8

QUESTION

NO. 9

QUESTION

NO. 10

POINT 1.

No. of

employees:-

Percentage:-

20

40

9

18

25

50

22

44

2

4

8

16

POINT 2.

No. of

employees:-

Percentage:-

12

24

22

44

13

26

14

28

10

20

20

40


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POINT 3.

No. of

employees:-

Percentage:-

10

20

7

14

7

14

5

10

14

28

6

12

POINT 4.

No. of

employees:-

Percentage:-

6

12

10

20

4

8

6

12

20

40

11

22

POINT 5.

No. of

employees:-

Percentage:-

2

4

2

4

1

2

3

6

4

8

5

10

QUES.5.Do you think these programmes helps in imparting specific skills?

o Strongly agree

o Agree somewhato Neutral

o Disagree somewhat

o Strongly disagree


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Interpretation-

As per my analysis 20 (40%)employees were strongly agreed with this

statement that training and development programmes provided by ITINFO CUBE Pvt. Ltd.

help employees in imparting specific skills. 12(24%) employees are agree somewhat,

10(20%) are not sure of there replies, 6(12%) employees are somewhat disagree and

remaining 4% are strongly disagree with this particular situation.

Ques.6. How important these programmes are in reducing stress?

o Extremely important

o Very important

o Neutral

o Fairly important

o Not at all important

STRONGLY AGREE

AGREE SOMEWHAT

NEUTRAL

DISAGREE SOMEWHAT

STRONGLY DISAGREE

40%

24%

20%

4%


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Interpretation-

9 employees think that these programmes are extremely important in

imparting specific skills. 22 employees that make 44 % of total think that these programmes

are very important while 14% ie.7 employees are neutral to this statement. 20 %( 10

employees) feel these programmes are fairly important and remaining 4% says these

programmes are not at all important.

Ques.7.Do you agree that developing internal talent is more cost effective than external

recruitment?

o Strongly agree

o Agree somewhat

o Neutral

o Disagree somewhat

o Strongly disagree

0 10 20 30 40 50

EXTREMLY IMPORTANT

VERY IMPORTANT

NEUTRAL

FAIRLY IMPORTANT

NOT AT ALL

EXTREMLY

IMPORTANT

VERY

IMPORTANTNEUTRAL

FAIRLY

IMPORTANT

NOT AT ALL

IMPORTANT

PERCENTAGE 18 44 14 20 4

NO.OF EMPLOYEES 9 22 7 10 2


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Interpretation-

As per my analysis almost 50% of the employees were strongly

agreed to the statement that it is more cost effective to train internal talent than to recruit

external as it involves less cost. About 26% ie.13 employees were somewhat agreed while

8% (4 employees) were somewhat disagreed to the statement. 14% didnt give any comment

and remaining 2% employees strongly feel that external recruitment is better because it bring

fresh talent and ideas that give lot of benefit to an organization.

Ques 8. Do you think training help achieving objective more effectively?

o Strongly agree

o Agree somewhat

o Neutral

o Disagree somewhat

o Strongly disagree

STRONGLY

AGREE

AGREE

SOMEWHATNEUTRAL

DISAGREE

SOMEWHAT

STRONGLY

DISAGREE

NO.OF EMPOLYEES 25 13 7 4 1

PERCENTAGE% 50 26 14 8 2

0

10

20

30

40

50

60


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Interpretation-44% of the employees were strongly agree that these programmes help in

achieving objectives more effectively, 28% i.e.14 employees were somewhat agree. 10%

employee were neutral other 12% were somewhat disagree and remaining 6% (3 employees)

were completely disagree with this statement.

Ques.9.Selection of employee for training and development should be based on -

o Management

o Individual need

o Individual interest

o Work requirement

STRONGLY

AGREE

AGREE

SOMEWHATNEUTRAL

DISAGREE

SOMEWHAT

STRONGLY

DISAGREE

PERCENTAGE% 44 28 10 12 6

NO.OF EMPLOYEES 22 14 5 6 3

0

10

20

30

40

50

60

70


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o Output of employee

Interpretation-

40% of the employees think these selection of the employees for these

programmes should be based on work requirement, 20% think that selection should be based

individual needs, 28% said selection should be according to individual interest, other 8%

percent thinkoutput should be the criteria for employee selection for these programmes and

remaining 4% think that management should decide who should be given training.

Ques10. How much current training system is effective for up gradation of knowledge?

o Extremely important

o Very important

o Neutral

o Fairly important

MANAGEMENT

INDIVISUAL NEED

INDIVISUAL INTEREST

WORK REQUIREMENT

OUTPUT

40%28%

20%

8%


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o Not at all important

Interpretation-

16% employees think that these programmes are extremely important in up

gradation of knowledge, 40% said that these programmes are very important, 12% i.e. (6

employees) were neutral, 22% think these are fairly important for up gradation of knowledge

and remaining 10% think these programmes are not at all important.

Ques.11. Who is more effective as a guide?

o Internal trainer

o External trainer

0 10 20 30 40

EXTREMELY IMPORTANT

VERY IMPORTANT

NEUTRAL

FAIRLY IMPORTANT

NOT AT ALL IMPORTANT

EXTREMELY

IMPORTANTVERY IMPORTANT NEUTRAL

FAIRLY

IMPORTANT

PERCENTAGE 16 40 12 22

NO. OF EMPLOYEES 8 20 6 11


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Interpretation-

According to the research 22 employees think that internal trainer is more

effective because he/she is aware about the strength and weaknesses of employees, saves cost

of the company and has better knowledge of culture of organization so ways of teaching are

aligned with trainee. 28 employees prefer external trainer over internal trainer because they

think external trainer has experience and expertise to deal with multiple case and can teach in

different way other than our daily working style.

Ques.13. How workplace learning could be made cost effective?

o Group learning

o Sharing knowledge and experience with peers.

o With help of internal trainer.

NO. OF EMPLOYEES

0

10

20

30

INTERN

AL

TRAINER

EXTERN

AL

TRAINER

NO. OF EMPLOYEES 22 28


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o On the job training

Interpretation-

On the question how workplace learning could be made cost effective

20% employees reply it can be done through group learning while 50% said through sharing

Documents

Objectives of the Study Jyotika