Training and Development-semaphore

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A PROJECT REPORT ON

TRAINING AND DEVELOPMENT

AT

Semaphore It Solutions.

SubmittedTo

OSMANIA UNIVERSITY

By

SHAIK ALIULLAROLL NUMBER: 55-04-

173.

(2004-2006)

In the partial fulfillmentFor the award

Degree of Masters in Business Administration (M.B.A.)

St.JOSEPH’S DEGREE & P.G. COLLEGE,

KING KOTHI ROAD,

HYDERABAD.



ACKNOWLEDGEMENT:

I take this opportunity to extend my profound thanks and deep sense gratitude to the

authorities of Semaphore It Solutions, for giving me the opportunity to under take this project

work in their esteemed organization.

Iam very thankful to SURYANARAYANA MURTHY (MANAGER HR) who has given

the permission to do the project at Head Office, Semaphore It Solutions, Balanagar,

Hyderabad.

I especially express my sincere thanks to our respected principle Rev. Fr.V.K.Swamy, for

providing the required facilities available for the completion of the project.

I express my deep sense of gratitude to PROF. ANAND REDDY (Director) St.Joseph’s

P.G.College, MR.M.S.NAIR (Head of the Department, MBA) also my Internal guide Mrs.

SRI VANI (Lecturer) and also to the faculty members of MBA department for extending

their kind cooperation and help in completing the said project report.

I owe a deep sense of gratitude to my parents for their moral support.

I would like to express my gratitude towards all those all those who have directly or

indirectly contributed in accomplishing the project.

2



DECLARATION

I SHAIK ALIULLA student of St.Joseph’s Degree & P.G.College, Hyderabad here

by declare that the project report entitled “Training and Development” in, Semaphore It

Solutions, Sanathnagar, Hyderabad has been done by me in partial fulfillment for the award

of Post Graduate Degree of Master of Business Administration (MBA) offered by Osmania

University

I also declare that this project report, written and submitted to the Department of

Business Management Studies, St.Joseph’s Degree & P.G. College, Osmania University,

Hyderabad is the result of my own effort and has not been submitted to any other University

for the award of degree or diploma.

Place:

Date: (SHAIK ALIULLA)

Roll No: 55-04-173

3



INDEX OF CONTENTS

CHAPTER 1: -OBJECTIVES OF THE STUDY

CHAPTER 2: -

INTRODUCTION

-Introduction to HRM-Introduction to HRD

CHAPTER 3: -BRIEF DESCRIPTION OF THE ORGANISATION

-Company Profile-Hyderabad Division Of Semaphore It Solutions-Training and development at Semaphore It Solutions

CHAPTER 4: -THEORETICAL PERSPECTIVE

-Introduction To Training & development

-Concept & Definition-Importance of Training-Training Policy-Training Process-Organizational Objectives & Strategies-Need Assessment Methods-Objectives of Training & Development-Designing Training & Development Programs-Method & Techniques of Training-Graphical Representation of Training Methods

-Implementation of Training Programs-Evaluation of Training Programs

CHAPTER 5: -RESEARCH METHODOLOGY

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CHAPTER 6: -

ANALYSIS & INTERPRETATION

CHAPTER 7: -

FINDINGS & SUGGESTIONS

CHAPTER 8: -

LIMITATIONS OF THE STUDY

APPENDIX

-QUESTIONNAIRE-BIBILOGRAPHY

5



CHAPTER 1

OBJECTIVES OF THE STUDY

6



Objectives of the study:

This project work characterizes to evaluate the training programs that are conducted

at Hyderabad Division of Semaphore It Solutions. The objectives of the study are as follows.

• To study the training programs taken up currently by the organization.

• To analyze the procedure presently followed in planning and conduct of training

programs at Semaphore It Solutions.

• To evaluate the training management programs.

• To analyze how the training needs of the employees are identified.

• To evaluate the feedback system followed presently.

• To identify and suggest measures for the improvement of the training programs

NEED OF THE STUDY:

A program of training becomes essential for the purpose of

meeting the specific problems of particular organization arising out of the introduction of

new limes of production, changes in design, the demands of competition and economy. The

quality of material processed individual adjustments, promotions, carrier developments job

and personnel changes and changes in volume of business. Collectively these purposes of

organizational training programmers to enhance overall effectiveness. The need for the

training of employees would be clear from the set objectives

7



SCOPE OF STUDY

In this project I have tried to present details about the training and development

programs being presently followed in Semaphore It Solutions and the feedback, I

collected from different employees during my interaction with them.

The scope of training and development can be explained with the help of following

points -

exact position of performance of employees through their feedback

Development of the employees through various training and development

programs.

Developing altered of unbiased treatment to all employees

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CHAPTER 2

INTRODUCTION

9



INTRODUCTION TO HRM:Human resource planning (HRP) has been a function of management since the origin

of modern industrial organizations. Economist, Alfred Marshall observed in 1890 “the head

of a business must assure himself that his managers, clerks and foremen are the right men for

their work and are doing their work well.” Division of labour, specialization, organization of

management into levels, work simplification, and application of standards for selecting

employees and measuring their performance were the principles applied early in industrial

management.

The relatively sophisticated techniques available today to management are the

outcome of a long period of evolution beginning decades ago with simple, pragmatic, and

short-term planning. During the first part of the 20th century, the focus in manpower planning

was on the hourly production worker. The aim of improving efficiency through work

engineering and early industrial psychology applications was consistent with the need to

improve productivity and to introduce greater objectivity to personnel practices.

During World War II and the post war years, the focus intensified on employee

productivity. Concern was also shown regarding the availability of competent managerial

personnel, as there was a talent shortage combined with significant demand for goods and

services. Non-technology areas and interest in behavioral aspects of work added complicities

to the manpower-planning task. In the l60s, manpower planning was viewed as a system

linking the organization with its environment. The prevailing view of manpower planning at

that time was that companies forecasted their needs for manpower into the future, forecasted

their internal labour supply for meeting these needs, and identified the gaps between what

would be needed and what was available. Manpower planners planned for recruitment,

selection, and placement of new employees, provided for training and development, and

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anticipated necessary promotion and transfers. During the late 70s, the term ‘human

resource’ in place of ‘manpower’ gained acceptance as a way of emphasizing the positive

view of personnel as a basic corporate resource. Also during these years, HRP became

widely established as a staff activity in major business and governmental organizations.

During the 80s, employees’ desire for participation in decisions that affected their work and

careers became stronger. Similarly, management’s desire for better control over costs and

profitability also became stronger. As a result, companies adopted work and career

management practices of the type reflected in innovations under affirmative action

programmes.

In the 90s, concepts in vogue were job sharing, reduced working hours, flexibility of

time, significant reshaping of work and work customs, job design, job enrichment,

empowerment, total quality management, and business process re-engineering.

Introduction:

The concept of Human Resource Management (HRM) is comparatively recent in

origin. Although the development of human beings has been in existence in some form or the

other since the beginning of civilization, a planned and systematic approach to HRM in the

corporate sector emerged only in the latter half of the 20 th century.

The great Chinese sage, Chung Tu said as long back as in the 7th century:

‘If you wish to plan for a year, sow seeds;

If you wish to plan for 10 years, plant a tree; and

If you wish to plan for a lifetime, develop man’.

The concept of HRM has gained prominence and focus in management since

the last two decades. Today, it has emerged as an inter- disciplinary and integrated

11



approach towards the development of human resources. It focuses on developing the

competency of the individual employee right from the start through improving his skill,

attitude and job knowledge. It attaches importance to the motivational aspect, which plays a

catalytic role in the best utilization of human potential.

HRM is an integrated strategy and planned development process for effective

utilization of human resources for the achievement of organizational objectives. It is rather

a total Human Resource Utilization process with a view to establish an integration between

man and organization, man and task, and man and man . It is a total matching process

between the Hard S’s (structure, system and strategy) and the Soft S’s (staff, skill, style and

super- ordinate goals).

Practically, HRM is the development of abilities and the attitude of the individual,

leading to personal growth and self- actualization, which enable the individual to

contribute to societal well being and development in achieving personal satisfaction and

happiness. So, it cannot be considered as only the development of the resource or abilities in

the individual; it has to be combined with one’s societal commitment.

HRM believes that human potential is limitless, and that it is the duty of the

organization to help the individual in identifying his or her strength and making full use

thereof. The concept of HRM aims at understanding the needs and hopes of people in a better

way. It also seeks to generate awareness among them of their role as a resource to the

organization for the attainment of its goals and objectives.

Every organization that wants to become dynamic and growth- oriented, or wants to succeed

in a fast changing environment needs HRM. This can only happen when employee

12



capabilities are continuously acquired, sharpened and used. HRM, therefore, plays a vital

role in the success and growth of an organization.

Attracting the most qualified employees and matching them to the jobs for which

they are best suited is important for the success of any organization. However, many

enterprises are too large to permit close contact between top management and employees.

Human resources, training, and labor relations managers and specialists provide this link. In

the past, these workers have been associated with performing the administrative function of

an organization, such as handling employee benefits questions or recruiting, interviewing,

and hiring new personnel in accordance with policies and requirements that have been

established in conjunction with top management. Today’s human resources workers juggle

these tasks and, increasingly, consult top executives regarding strategic planning. They have

moved from behind-the-scenes staff work to leading the company in suggesting and

changing policies. Senior management is recognizing the importance of the human resources

department to their financial success.

In an effort to improve morale and productivity and to limit job turnover, they also

help their firms effectively use employee skills, provide training opportunities to enhance

those skills, and boost employees’ satisfaction with their jobs and working conditions.

Although some jobs in the human resources field require only limited contact with people

outside the office, dealing with people is an essential part of the job.

In a small organization, a human resources generalist may handle all aspects of

human resources work, and thus require a broad range of knowledge. The responsibilities of

human resources generalists can vary widely, depending on their employer’s needs. In a large

13



corporation, the top human resources executive usually develops and coordinates personnel

programs and policies. A director or manager of human resources and, in some cases, a

director of industrial relations, usually implements these policies.

Training helps to equip employees for higher responsibilities or to diversify their

skills. Administration and employees share responsibility for the learning experiences that

are presumed to develop from training. However, because of past experiences, racial/ethnic

minorities and women justifiably have felt that even if they obtain the necessary training,

education, and qualifications, they still will be denied the opportunity for higher-level

positions. The department must not only offer the promise that qualified people of colour and

women will be able to obtain positions commensurate with their ability, but also provide and

encourage the necessary training and education that will qualify them for these positions.

Likewise, as the demographics of the district and community continue to change, it is

important that all employees, but especially those in supervisory and managerial roles, be

provided training in cultural competence, and combating prejudice, racism and harassment.

1. The district will continually explore and design training and internship programs

directed towards preparing minority and women candidates for higher-level positions.

2. All supervisors and managers will be provided cultural competency and diversity

training that focuses on awareness and skill development, as well as prejudice

reduction.

HUMAN RESOURCE DEVELOPMENT CONCEPTUAL ANAYSIS

The term human resource refers to the knowledge, skills, creative abilities, talents, aptitude,

values and beliefs of an organization’s workforce. The more important aspects of human

resources are aptitude, values, attitudes and beliefs. But, in a given situation, if these vital

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aspects remain same, the other aspects of human resources like knowledge, skills, creative

abilities and talents play an important role in deciding the efficiency and effectiveness of an

organization’s workforce. However, enhancement of utilization value of human resources

depends on improvement of the human resource aspects like values, beliefs, aptitude and

attitude in accordance with the changing requirements of groups, organization and society at

large. This process is the essence of human resource development. It is clear from this

interpretation that human resource development improves the utilization value of an

organization.

The effective performance of an organization depends not just on the available

resources, but its quality and competence as required by the organization from time to time.

The difference between two nations largely depends on the level of quality of human

resources. Similarly, the difference in the level of performance of two organizations also

depends on utilization value of human resources. Moreover, the efficiency of production

process and various areas of management depend to a greater extent on the level of human

resources development.

HRD assumes significance in view of the fast changing organizational environments

and need of the organization to adopt new techniques in order to respond to the

environmental changes. The changing environment factors include:

Unprecedented increase in competition within and outside the country consequentupon the announcement and implementation of economic liberalizations.

Trends towards market economy are more prevalent in most of the countries including the

erstwhile communist countries. These trends towards marketing economy resulting in severe

competition not only among the industries in the globe but also industries within the nation.

This competition allows only the industries strong in all respects to continue in the market

and the other industries are forced to withdraw from the market.

The vitality of human resources to a nation and to industry depends upon the level of

its development. Organizations to be dynamic, growth-oriented and fast changing should

develop their human resources. It is needless to say that the organization possessing

competent human resources grow faster and can be dynamic. Though the positive personnel

policies and programmes motivate the employees, buy their commitment and loyalty but

these efforts cannot keep the organization dynamic and fast changing.

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Organization to be dynamic should possess dynamic human resources. Human

resources to be dynamic acquire capabilities continuously; adopt the values and beliefs and

aptitude in accordance with changing requirements of the organization. Similarly, when

employees use their initiative, take risks, experiments, innovate and make things, happen, the

organization may said to have an enabling culture. The competent human resources can be

dynamic in an enabling culture. Thus, the organization can develop, change and excel, only if

it possess developed human resources. Thus, HRD plays significant role in making the

human resources vital, useful and purposeful.

HRD has been defined as ‘a process by which the employees of an organization are

helped, in a continuous, planned way, to acquire or sharpen capabilities required to perform

various functions associated with their present or expected future roles; develop their general

capabilities as individuals and discover and exploit their own inner potential for their own

and/or organizational development purposes; develop an organizational culture in which the

supervisor-subordinate relationships, teamwork and collaboration among sub units are

strong and contribute to the professional well being, motivation and pride of employees’.

In the past HRD definitions have also differentiated the HRD

instruments/subsystems/mechanisms (e.g. HRD departments, appraisal systems, job rotation

and training) from the HRD processes and culture, HRD outcomes and organizational

outcomes. The HRD department or the function has sometimes been treated as an HRDinstrument as it is essentially a facilitator of development. However, given the significance of

the HRD department in producing good employees, the HRD department can be treated as a

separate element for good HRD.

Elements of Good HRD—

The elements of good HRD are—

♣ Corporate –strategy and business—linked HRD

♣ Systems—engineered and systems—driven HRD

♣ Appropriately structured and competently handled HRD

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Corporate strategy and Business—linked HRD:

HRD and HR practices should be linked to business goals and corporate strategy. The

organization may use a variety of strategies. Some of these include:

Change in technologies or introduction of new technologies

Change in markets

Acquisitions and mergers

Internationalization of business

Additional of new products and services

Cost-reduction efforts

Quality-enhancement programmes

Reorganization or rationalizations of organizational structure including

downsizing or upsizing

Change in equity, financial structure, etc.

Joint ventures, etc.,

All these have impact on the employees or human resources in the organization. If these

strategies have to succeed, the people who are required to implement them should have a

high degree of commitment. They should develop new competencies. Even cost-reduction

exercises require HR interventions or can, at least, be greatly facilitated by HR departments

by getting employee involvement and commitment. Performance management systems can

be redesigned to promote cost reduction. Redesigning the performance management systems

can facilitate quality enhancement programmes. Training plays a role all the time in most of

these interventions as a direct competence-building tool. Cultural integration can be achieved

though mission vision workshops and redesigning various HR systems.

Systems-engineered and Systems-driven HRD—

HRD cannot be series of adhoc decisions and practices. It has to be based on a set of

predictable practices and measures. HRD literature identifies a number of systems and

subsystems. On the basis of the last 20 years of work in this area. On the basis of the last 20

17



years of work in this area, Parrek and Rao have developed the following systems framework

of HRD which is useful for an in depth understanding of HRD.

Component systems of HRD:

Career systems: Attracting and retaining the right kind of people can be ensured through

manpower planning, recruitment, continuous potential appraisal and career planning, and

development activities. These constitute career subsystems of the HRD system.

Work-planning system: Employees will effectively contribute to organizational goal if they

are helped to understand organizational needs, plan their work to meet these needs, and

review their work and make improvements. These activities can be grouped under the work

planning subsystem. This system deals with human resource utilization.

Development system: That the required competencies are available continuously for the

present as well as the future can be ensured through training, counseling and other

development mechanisms. These constitute the development subsystems.

Self-renewal system: That the organizational as a whole, and its sub-units, are constantly

kept dynamic, responsive, as well as proactive, can be ensured through role efficacy, team

building, survey feedback, research and other related activities. These, and other activities,

constitute the self-renewal system.

Culture subsystem: A climate that sets norms, values and culture, and ensures a high level of

motivation for employees constitutes culture-building subsystems.

Appropriately Structured and Competently HRD—

HRD has a critical role to play in the achievement of organizational goals and helping

the organization to achieve and maintain excellence. Good people and a good culture make

good organizations. Good people means competent, committed, learning and team-oriented

people. HRD has the role of getting the right kind of people, creating a culture that nurtures

and retains talent, providing avenues for competence development at all levels, ensuring

utilization of talent, and aiding in renewal of various productive human processes. While the

HRD departmental facilities the achievement of these goals, every senior employee becomes

a facilitator of the development of both himself and those who work with him.

HRD needs to be appropriately structured and competently handled. Since the time

HRD has emerged as a new profession in India, and since the time the first HRD department

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was set up, HRD has come a long way in India. However, post liberalisation requirements

and challenges have shown that a lot can be improved in terms of the structuring of the HR

function as well as of the professional preparation of HRD managers.

The Concept of Human Resource Development

HRD is mainly concerned with developing the skill, knowledge and competencies of

people and it is people-oriented concept. When we call it as a people-oriented concept the

question of people be developed in the larger or national context or in the smaller

organizational contest? Is it different at the macro and micro level? HRD can be applied both

for the national level and organizational level.

The concept of HRD is not yet well conceived by various authors though they have defined

the term from their approach as it is of recent origin and still is the conceptualizing stage. It is

an understanding of the term, i.e., new or rather was new. HRD is not Training and

Development.

But may personnel managers and organizations view HRD as synonymous to

departments as HRD departments. Surprisingly some organizations renamed their personnel

department as HRD departments. Some educational institutions started awarding degrees and

diplomas in HRD even though the concept is not yet crystal clear.

Leonard Nadler 1969 in a Conference organised by the American Society for

Training and Development formally introduced the concept of HRD. Leonard Nadler definesHRD as, “those learning experiences which are organized, for a specific time, and designed

to bring about the possibility of behavioral change.”

The term learning experience refers to purposeful or intentional learning not

incidental learning.

Among the Indian authors T. Venkateswara Rao worked extensively on HRD. He defines

HRD in the organizational context as, “a process by which the employees of an organization

are helped in a continuous, planned way to:

(i) Acquire or sharpen capabilities required to perform various functions associated

with their present or expected future roles;

(ii) Develop their general capabilities as individuals and discover and exploit their

own inner potentials for their own and/or organizational development purposes;

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(iii) Development an organizational culture in which superior—subordinate

relationship, team work and collaboration among subunits are strong and

contribute to the professional well-being, motivation and pride employees.

HRD from organizational point of view is a process in which the employees of an

organization are helped/motivated to acquire and develop technical, managerial and

behavioral knowledge, skills and abilities, and mould the values, beliefs, attitude necessary to

perform present and future role by realizing highest human potential with a view to

contribute positively to the organizational, group, individual and social goals.

A comparative analysis of these definitions shows that the third definition seems to

be comprehensive and elaborate as it deals with the developmental aspects of all the

components of human resources. Further, it deals with all types o skills, the present and

future organizational needs and aspect of contribution to not only organizational but also

other goals.

The analysis of the third definition further shows that there are three aspects, viz.,

(i) Employees of an organization are helped/motivated;

(ii) Acquire, develop and mould various aspects of human resources; and

(iii) Contribute to the organizational, group, individual and social goals.

The first aspect deals with helping and motivating factors for HRD.These factors may be called ‘Enabling Factors’ which include: Organization

structure, organizational climate, HRD climate, HRD knowledge and skills to managers,

human resource planning, recruitment, and selection. The second aspect deals with the

techniques or methods that are the means to acquire develop and mould the various human

resources. These techniques include: Performance appraisal, potential appraisal, Career

planning and Development, Training, Management development, Organizational

development, Social and Cultural programmes, and Workers participation in management

and quality circles. The third category includes the outcomes contribution of the HRD

process to the goals of the organization, group, individuals and the society.

Framework of Human Resource Development

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Recent economic liberalization announced by Government of India tends towards

market and economy and started creating more dynamic environment in India than ever

before. HRD plays a significant and crucial role in market economies under dynamic

environments. Human Resource Development should be effective and efficient. HRD cannot

be effective for the candidates who do not posses potentials to perform present and future

role in organizations in dynamic environment. HRD to be effective should essentially have a

strong base of human resource planning, recruitment and selection based on effective HRD

requirements. These base factors enable the organization to develop its human resources

efficiently.

Human resource planning for HRD should plan for human resources not only for the

present and future jobs but also roles. Further, human resource planning should plan for

potentialities. Recruitment for HRD refers to searching for prospective employees having

skills, talents and potentials to carry out the present and future jobs and also for development

and motivate them to apply for jobs. Selection for HRD refers to designing the selection

techniques like written test, selection tests, interview etc., and fit for selecting the candidates

suitable for further development. These base factors influence the analysis of role of

employees as individual, as members of teams and organizations, along with the ever-

changing environment. The positive base factors exert positive influence on the analysis of

role and vice versa are true in case of negative factors.Analysis of roles of employees as individuals, members of teams and members of

organization helps the organization to know the employees’ present capabilities and

potentials. Further, performance appraisal and potential appraisal techniques help to evaluate

the present capabilities, performance and potentials more accurately.

Organizational plans including the plans for change, based on environmental

opportunities and threats are the bases to determine organizational requirements.

Organizational requirements, in turn are the basis to determine the future requirements of

various roles in the organization. The difference between the employees’ present capabilities

and future role requirements are the human resources to be acquired and developed.

Human resources to be acquired and developed are determined in terms of skills,

knowledge, abilities, values, aptitude, beliefs, commitment etc., suitable techniques of human

resources development is/are to be selected depending upon the resource to be acquired and

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developed. These techniques include: Performance Appraisal, Potential Appraisal, Training,

Management development, and Organizational development. Career planning and

development. Worker participation in Management, Quality circles and Social and Spiritual

programmes.

The outcomes of HRD are four-fold, viz., to the organization, to the individuals, to

the group and to the society. HRD benefits the organization by developing the employees and

make them ready to accept responsibilities, welcome change, adapt to change, enables the

implementation of the programmes of total quality management, maintenance of sound

human relations, increase in productivity and profitability. The HRD also benefits the

individuals in achieving of potentials, increase in performance, fulfilling their needs and

enhancing social and psychological status.

The HRD helps the groups in the form of increase in co-operation, increase in

collaboration and team effectiveness. Further, it helps the society in the form of developing

human resources and increased contribution of human resources to the society.

Techniques of Human Resource Development

Techniques of human resource development are also called HRD methods, HRD

instruments or HRD mechanisms or HRD subsystems. They include:

(I) Performance Appraisal

(II) Potential Appraisal(III) Career Planning

(IV) Career Development

(V) Employee Development

(VI) Executive Development

(VII) Organizational Change

(VIII) Organizational Development

(IX) Social and Cultural Programmes

(X) Workers’ Participation in Management

(XI) Quality Circles

(XII) Employee Counseling

(XIII) Team work

(XIV) Role Analysis

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(XV) Communication Policies and Practices

(XVI) Monetary Rewards

(XVII) Non-monetary Rewards

(XVIII) Employee Benefits

(XIX) Grievance Mechanism

The above techniques and strategies can be briefly explain as follows—

Performance Appraisal— The process of HRD helps the employees to acquire and/or develop

technical, managerial and behavioral knowledge, skills and abilities and moulds the values,

beliefs and attitudes necessary to perform present and future roles. The process of

performance appraisal helps the employee and the management to know the level of

employee’s performance compared to the standard/pre-determined level.

Performance appraisal is essential to

understand and improve the employee’s performance through HRD. In fact, performance

appraisal is the basis for HRD. It was viewed that performance appraisal was useful to decide

upon employee promotion/transfer, salary determination and the like. But the recent

developments in human resources management indicate that performance appraisal is the

basis for employee development. Performance appraisal indicates the level of desired

performance level, level of actual performance and the gap between these two. This gap

should be bridged through human resources development techniques like training, executivedevelopment etc. Modern performance appraisal techniques are suitable for growth strategies

like expansion, diversification, joint ventures, mergers and acquisitions. These strategies help

the company to meet competition, build competencies, acquire strengths, enhance market

share, innovate and create new markets, new products and new technologies. Performance

appraisal by the customers, subordinates and peers in addition to superiors, help the

employees to have a feedback from multiple directions, identify their deficiencies and

acquire competencies through training and development. in addition, the modern techniques

of performance appraisal and 360 degree performance appraisal enhances employee

creativity which in turn contribute for the achievement of new product development, low cost

leadership and differentiation strategies.

Potential Appraisal— In making potential appraisal of managers, levels of talent and

ambition have to be clearly identified. It should be remembered that there are limits beyond

23



which any individual employee will be over-stretched and likely to succeed. Doing the

present job exceedingly well is no indicator of assured success in a higher job. Some

employees are cut-out for specific jobs. They are happy doing such jobs. Promoting them

without assessing their potential may be a lose-lose situation for the organization.

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CHAPTER 3BRIEF DESCRIPTION OF THE

ORGANISATION

25

CHAPTER – 3

INDUSTRY PROFILE



Overview on India's Software Industry

According to statistics, country's software exports reached total revenues of Rs 46100 crores.

The share of total Indian exports form 4.9 per cent in 1997 to 20.4 percent in 2002-03. It isexpected that the industry will generate a total employment of around four millions peoples,

which accounts for 7 per cent of India's total GDP as in the year 2008.

The year 1995-96 was a boom for the industry. The performance of the industry over the

years is as follows:

(In terms of US $ millions)

Domestic software Market490670920125017002450

Software Exports 73410851750265040006300

Indian Software Industry 122417552670390057008750

India's Software Exports:

Software exports has major share in India's total exports. As of the year 2004-05,

both software and services revenue grew by 32 percent to $ 22 billions and $ 28.5 billions in

2005-06.

According to NASSCOM, India's domestic market, grew by 24 per cent. Presently Indiancompanies have concentrated on only two largest IT service markets. They are USA and the

UK. Even Canada, Japan, Germany and France represent huge growth potential in the

industry.

Why India?

• Rapidly Improving infrastructure

• Large Talent Pool Availability

• Infrastructure High Quality Educat ional

• Low Operaing Costs• R&D Strengths

• Established Technology Clusters

• Government Incentive

26

http://www.economywatch.com/business-and-economy/software-industry.html




Progress of IT Industry

(In terms of US $ billion)

Year2003-042004-052005-06*IT software and service exports9.212.015.2ITE-BPOexports3.65.27.3Domestic market3.94.86.0Total16.722.028.5

*Estimated

Source: Ministry of Communications and IT.

1995-1996 - 1224 million US Dollars




1999- 2000 - 5700 million US Dollars2000-2001 - 8750 million US Dollars

According to the NASSCOM- McKinsey report on the IT industry of India, the

projected revenue of the IT industry of India for the year 2008 is 87 billion US Dollars. The

projected exports or the year 2008, accord to this report, is 50 billion US Dollars.

Some of the important aspects of the NASSCOM- McKinsey report related to the size of

India's IT industry are -

• There is potential of 3.2 million people being employed in the IT industry of India by

the end of 2012.

• Contribution of software and services to the total GDP of India will be more than

7.5%.

• FDI (Foreign Direct Investment) of 10.5 billion US Dollars expected in the IT

industry by the end of 2011.

• 45% of total exports from India will be from IT exports.

• 225 billion US Dollars worth of market capitalization from ITshares.

Softwares and services are exported to bout 195 companies from India. North America

accounts for 61% of the software exports from India.

The projections about the size of India's IT industry present a very optimistic picture. The

industry is expected to grow to double its current size by the year 2012. India's IT industry

is expected to grow at an annual average rate of 18% in the next five years. The industry is

also expected to cross the 100 billion US Dollar mark by 2011. One of the major areas of

growth for the IT industry of India is by tapping the potential in the domestic market. The

IT industry of India is largely dependant on the export market. Penetrating more into the

domestic market would create further opportunities of growth for the IT industry.

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Adoption of new liberal policies in India has given birth immense opportunities to its

industries. Success story of India's Software Industry is a step in the same direction.

The Software Industry, which is a main component of the Information technology, has brought tremendous success for the emerging economy.

India's young aged manpower is the key behind this success story. Presently there are more

than 500 software firms in the country.

Worldwide IT Spending to Grow 5.3 Percent in 2010

Unseasonably Strong Hardware Sales in First Quarter Sets Up 2010 for Solid IT SpendingGrowth Worldwide IT spending is forecast to reach $3.4 trillion in 2010, a 5.3 percentincrease from IT spending of $3.2 trillion in 2009, according to Gartner, Inc. The IT industrywill continue to show steady growth with IT spending in 2011 projected to surpass $3.5trillion, a 4.2 percent increase from 2010.

"Following strong fourth quarter sales, an unseasonably robust hardware supply chain in thefirst quarter of 2010, combined with continued improvement in the global economy, sets up2010 for solid IT spending growth," said Richard Gordon, research vice president at Gartner."However, it's important to note that nearly 4 percentage points of this growth will be theresult of a projected decline in the value of the dollar relative to last year. IT spending inexchange-rate-adjusted dollars will still grow 1.6 percent this year, after declining 1.4 percentin 2009."

Worldwide computing hardware spending is forecast to reach $353 billion in 2010, a 5.7 percent increase from 2009 (see Table 1). Robust consumer spending on mobile PCs willdrive hardware spending in 2010. Enterprise hardware spending will grow again in 2010, butit will remain below its 2008 level through 2014. Spending on storage will enjoy the fastestgrowth in terms of enterprise spending as the volume of enterprise data that needs to bestored continues to increase. Near-term spending on servers will be concentrated on lower-end servers; longer-term, server spending will be curtailed by virtualization, consolidationand, potentially, cloud computing.

"Computing hardware suffered the steepest spending decline of the four major IT spendingcategory segments in 2009. However, it is now forecast to enjoy the joint strongest rebound

in 2010," said George Shiffler, research director at Gartner. "Consumer PC spending willcontribute nearly 4 percentage points of hardware spending growth in 2010, powered bystrong consumer spending on mobile PCs. Additionally, professional PC spending willcontribute just over 1 percentage point of spending growth in 2010 as organizations begintheir migration to Windows 7 toward the end of the year."

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Worldwide IT Spending Forecast (Billions of U.S. Dollars)

2009

Spending

2009

Growth (%)

2010

Spending

2010

Growth (%)

Computing Hardware 333 -12.5 353 5.7

Software 221 -2.1 232 5.1

IT Services 777 -4.0 821 5.7

Telecom 1,892 -3.4 1,988 5.1

All IT 3,223 -4.5 3,394 5.3

Worldwide software spending is expected to total $232 billion in 2010, a 5.1 percent increasefrom last year. Gartner analysts said the impact of the recession on the software industry wastempered and not as dramatic as other IT markets. In 2010, the majority of enterprisesoftware markets will see positive growth.

The infrastructure market, which includes all the software to build, run and manage anenterprise, is the largest segment in terms of revenue and the fastest-growing through the2014. The hottest software segments through 2014 include virtualization, security, dataintegration/data quality and business intelligence. The applications market, which includes personal productivity and packaged enterprise applications, has some of the fastest-growthsegments. Web conferencing, team collaboration and enterprise content management are

forecast to have double-digit compound annual growth rates (CAGR), in the face of growingcompetition surrounding social networking and content.

"Cost optimization, and the shifts in spending form mega suites to the automation of processes will continue to benefit alternative software acquisition models as organizationswill look for ways to shift spending from capital expenditures to operating expenditures,"said Joanne Correia, managing vice president at Gartner. "Because of this, vendors offeringsoftware as a service (SaaS), IT asset management, virtualization capabilities and that have agood open-source strategy will continue to benefit. We also see mobile-device support or applications, as well as cloud services driving new opportunities."

The worldwide IT services industry is forecast to have spending reach $821 billion in 2010,up 5.7 percent from 2009. The industry experienced some growth in reported outsourcingrevenue at the close of 2009, an encouraging sign for service providers, which Gartner analysts believe will spread to consulting and system integration in 2010.

"We continue to see a long-term recession 'hangover' as a more-cautious mind-set continuesas the norm among a lot of buyers who keep looking for small, safe deals where cost take-outis a key factor, said Kathryn Hale, research vice president at Gartner. "In the face of that

29



ongoing strong pressure to renegotiate contracts, and in the absence of equivalent pressurefrom stockholders, we believe vendors will generally choose to maintain margins over revenue growth."

Worldwide telecom spending is on pace to total close to $2 trillion in 2010, a 5.1 percent

increase from 2009. Between 2010 and 2014, the mobile device share of the telecom marketis expected to increase from 11 percent to 14 percent, while the service share drops from 80 percent to 77 percent and the infrastructure share remains stable at 9 percent of the totalmarket.

Worldwide enterprise network services spending is forecast to grow 2 percent in revenue in2010, but Gartner analysts said this masks ongoing declines in Europe and many other mature markets as well as an essentially flat North American market.

"Longer term, the global enterprise network services market is expected to grow modestly,largely on the back of growth in Internet services, such as hosting," said Peter Kjeldsen,

research director at Gartner. "Ethernet services will also grow significantly, albeit at theexpense of both legacy services and multiprotocol label switching (MPLS)."

In India, the software boom started somewhere in the late 1990s. Most of the Indian softwarecompanies at that moment offered only limited software services such as the banking and theengineering software. The business software boom started with the emergence of Y2K problem, when a large number of skilled personnel were required to fulfill the mammothdatabase-correction demand in order to cope up with the advent of the new millenniumThe profile of the Indian IT Services has been undergoing a change in the last few years, partly as it moves up the value chain and partly as a response to the market dynamics. Tenyears ago, most US companies would not even consider outsourcing some of their IT projects

to outside vendors. Now, ten years later, a vast majority of US companies use the professional services of Indian Software engineers in some manner, through large, mediumor small companies or through individuals recruited directly.

The market competition is forcing organizations to cut down on costs of products. The professional IT services on the other hand are becoming increasingly expensive. The offshoresoftware development model is today where onsite professional services were ten years ago.There is a high chance (almost a mathematical certainty), that in less than ten years, the vastmajority of IT services (software development being just one of them) from developedcountries, will be, one, outsourced and two, outsourced to an offshore vendor.

Despite the global economic slowdown, the Indian IT software and services industry

is maintaining a steady pace of growth. Software development activity is not confined to afew cities in India. Software development centers, such as Bangalore, Hyderabad, Mumbai,Pune, Chennai, Calcutta, Delhi-Noida-Gurgaon, Vadodara, Bhubaneswar, Ahmedabad, Goa,Chandigarh, Trivandrum are all developing quickly. All of these places have state-of-the-artsoftware facilities and the presence of a large number of overseas vendors. India’s most prized resource is its readily available technical work force. India has the second largestEnglish-speaking scientific professionals in the world, second only to the U.S. It is estimatedthat India has over 4 million technical workers, over 1,832 educational institutions and

30



polytechnics, which train more than 67,785 computer software professionals every year. Theenormous base of skilled manpower is a major draw for global customers. India provides ITservices at one-tenth the price. No wonder more and more companies are basing their operations in India.

• India's IT industry caters to both domestic and export markets. Exports contribute around

75% of the total revenue of the IT industry in India. The IT industry can be broadly divided

into four segments –

The industry is in an expansion mode right now, with dozens of new offshore IT servicesvendors emerging everyday, the industry has a high probability of being subjected to the80:20 rule in not too distant a future. In perhaps another ten years, 80 percent of alloutsourced offshore development work will be done by 20 percent of all vendors, a small

31



number of high quality, trusted vendors. Only a few select countries and only the most professional companies in those countries, will emerge as winners. India will definitely bethe country of choice for offshore software development. We have the potential to becomeand remain the country of choice for all software developments and IT enabled services,second only to the USA. The third choice could be far distant.

India is among the three countries that have built supercomputers on their own. The other two are USA and Japan. India is among six countries that launch satellites and do so even for Germany and Belgium. India's INSAT is among the world's largest domestic satellitecommunication systems. India has the third largest telecommunications network among theemerging economies, and it is among the top ten networks of the world.

To become a global leader in the IT industry and retain that position, we need to constantly

keep moving up the value chain, focusing on finished products and solutions, rather than purely on skill sets and resumes. We need to be able to package our services as products,rather than offering them as raw material. We need to be able to recognize and build up onour strengths and work on our weaknesses.The IT industry has emerged as one of the most important industries in the Indian economycontributing significantly to the growth of the economy.

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The IT industry of India got a major boost from the liberalization of the Indian economy.India's software exports have grown at an annual average rate of more than 50% since 1991.The structure of the IT industry is quite different from other industries in the Indianeconomy. The IT industry of India is hugely dependant on skilled manpower. Primarily aknowledge based industry, the IT industry of India has reordered significant success due to

the huge availability of skilled personnel in India.

The industry structure in the IT sector has four major categories. These are -

IT services

IT enabled services

Software products

Hardware

IT services

IT services

IT services constitute a major part of the IT industry of India. IT services include client,

server and web based services. Opportunities in the IT services sector exist in the areas of

consulting services, management services, internet services and application maintenance.

The major users of IT services are

Government

Banking

Financial services

Retail and distribution

Manufacturing

The services which make extensive use of information

andtelecommunication technologies are categorized as IT enabled services. The IT enabled

services is the most important contributor to the growth of the IT industry of India. Some of

the important services covered by the ITES sectorin India are -

Customer-interaction services including call-centers

Back-office services

Revenue accounting

Data entry and data conversion

HR services

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http://www.economywatch.com/india-it-industry/structure.html






Transcription and translation services

Content development and animation

Remote education,

Data search

GIS

Market research Network consultancy

Software products

Software products are among the most highly exported products from India. The software

industry in India originated in the 1970s and grew at a significant pace in the last ten years.

Between 1996-1997 and 2002-2003, the Indian software industry grew more than five times

from 2630 crores to 13200 crores. During the same period software and service exports from

India grew by almost twelve times.

Hardware

The hardware sector of the It industry focuses on the manufacturing and assembling of

computer hardware. The consumption of computer hardware is high in the domestic market.

Due to the rise in the number of ITcompanies, sales of desktops, laptops, servers, routers, etc

have been on the rise in recent years. Many domestic and multi-national; companies have

invested in the computer hardware market in India.

Another categorization in the structure of India's IT industry is related to the market. There

are two major market classifications - the domestic market and the export market. The exportmarket, dominates the IT industry accounting for 75% of the revenue.

Challenges before Indian IT Industry

At present there are a number of challenges that are facing the information technologyindustry of India. One of the major challenges for the Indian information technology industrywas to keep maintaining its excellent performance standards.

The experts are however of the opinion that there are certain things that need to bedone in order to make sure that India can maintain its status as one of the leading informationtechnology destinations of the world. The first step that needs to be taken is to create anenvironment for innovation that could be carried for a long time.

The innovation needs to be done in three areas that are connected to the informationtechnology industry of India such as business models, ecosystems and knowledge. Theinformation technology sector of India also has to spread the range of its activities and alsolook at the opportunities in other countries

. The improvement however, also needs to be qualitative rather than just beingquantitative. The skill level of the information technology professionals is one area that

34













needs improvement and presents a considerable amount of challenge before the Indianinformation technology industry.

The Indian information technology industry also needs to co-ordinate with theacademic circles as well as other industries in India for better performance and improved productivity. The experts are of the opinion that the business process outsourcing service

providers in India need to change their operations to a way that is more oriented to theknowledge process outsourcing. One of the most important crises facing the Indianinformation technology industry concerns the human resources aspect. The problems withoutsourcing in countries like the United States of America are posing problems for the Indianinformation technology industry as well.

In the recent times a bill has been passed in the state of New Jersey that allows only thecitizens or legal non-Americans to be given contracts. This legislation has also affected someother states like Missouri, Connecticut, Wisconsin and Maryland. These states are alsosupposed to be considering these laws and their implementation. This is supposed to have anadverse effect on the outsourcing that is the source upon which the information technology

industry of India thrives. The information technology professionals who aim at working inthe country are also likely to be hindered by the legislation as a significant amount of these professionals have been going to work in the USA for a long time

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The size of India's IT industry has grown significantly over the years. The size of thissunshine industry of India grew from 150 million US Dollars to 50 billion US Dollars

between 1990-1991 and 2006-2007. The growth of the IT industry has been very high in the

last few years. The size of the Information Technology industry of India was 5.7 billion

USDollars in 1999-2000. After the turn of the century the industry experienced exponential

growth to reach the 50 billion mark by 2006-2007.

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37

CHAPTER – 4COMPANY PROFILE



Mission Statement

"Semaphore It Solutions maintains a clear focus on providing cutting edge technology withthe highest quality solutions, the greatest time and cost advantages to our customers to enablethem to stay competitive

Who We Are

A Vision of Excellence Given the mix of collective skills & experience, commitment todeadlines and a strong culture of Semaphore, Semaphore It Solutions has been able to growat a pace of over 100% every year since inception. Semaphore It Solutions has ably adaptedto the fast-changing business environment and customer expectations, and has built a 100 plus person-strong organization. Our formidable list of clients is testimony of our standing inthe industry.The company is supported by a dynamic second rung of consultants. In keeping with thecurrent industry requirements, Semaphore It Solutions has developed a mix of professionalswith domain and functional experience, who act as a like-minded sounding board to the

customer - who could be an organization or a candidate. The educated approach provides a platform for the customer to identify the necessary competitive edge.Semaphore It Solutions‘s team-based work culture ensures that employees have theopportunity to learn, develop new skills or pick up new competencies relevant for thecompany's growth.Semaphore It Solutions respects the stringent expectations of highly competitive, neweconomy firms who value commitment and quality from their business partners. SemaphoreIt Solutions strives to meet their expectations and is proud to be associated with such clients.

What We Do

As any HR Manager knows, the most important resource of his/her organization is the

Human resource - their core foundation and backbone. The scenario has become all the morecomplex in the last decade with global opportunities, rapid growth and extreme competition.Business needs and deliverables have evolved in a manner that demand flexible recruitingoptions. It is imperative that your organization has suitable processes in place for their proper functioning & work satisfaction levels.Semaphore It Solutions is a one-stop solution provider who can help modern organizations toovercome their business challenges. Semaphore It Solutions understands the complexity of human resource issues presented by the ever-changing global economy.We understand IT as an energy source to boost the business performance. Our products aredesigned to be reliable, scalable, flexible and able to withstand the pressures of day-to-dayactivities and in-house processes. With over two decades of man hours experience in

delivering quality IT solutions and products through strategic services, Semaphore ItSolutions InformatiSemaphore is perfectly placed to handle your technology requirements.Semaphore It Solutions software delivery capabilities are driven by strong people supportwith diversified domain expertise and technical savvy people. Our people carry experience of working with Microsoft, Deloitte and many software giants.You need to send the right message to your customers, suppliers, employees! Our contentmanagement experts will work one-on-one with you to devise the message that will exert theright impact.

38



Semaphore It Solutions offers your business the opportunity to take advantage of our tailor made solutions to drive your business momentum with a strong IT environment.Whether you just need a number of features to be custom programmed in your existingapplication or an entirely new custom application, you can trust our experienced programmers to develop a state-of-the-art application targeted to your unique needs.

For the businesses that are flexible to adapt to the changing business environment today, our IT development support to strategize, develop and execute new initiatives, will be a greatstrength.From providing system integration solutions, application development and managementservices and testing solutions, Semaphore It Solutions helps companies make the most of their IT investments. Our techno functional professionals understand your business flow of information to deploy applications that match your organization. Having options of onshoredelivery model and off shore delivery model, you can have the application designed thataccurately matches to your business.Software Development - Custom application development tailored to the client’s specific business requirements. We deliver rich internet applications combining our solid cross-

domain experience, technological expertise and an established development methodology.Software Migration and Porting - Our migration services include porting applications to anew technology platform, database and server porting, data migration, standalone-to-webmigration of legacy applications.Software Reengineering and Enhancement - We provide reverse engineering of existingsystems to understand their business functionality and technical architecture and introducenew/enhanced business logic and improved performance.

Software Audit and Testing - Independent software audit and testing of your web applicationincluding code reviews, functionality-to-requirements verification, GUI usability and HTMLstandards compliance testing and performance/security/stability testing.

Development Approach

Semaphore It Solutions uses traditional application development methodologies to meet theneeds of our customers. Specialized in Design, Implementation and Quality Assurance. Andour services include turnkey software solutions and ongoing user support. We assist in rightdirection for your business to take toward efficient and automated computing. Our wellexperienced Developers help you in developing design, and customized solution for your business needs.

Feasibility Study

A Feasibility Study is performed at the initial request for service. This is a very high-level

assessment of the requirements to:• Determine the customer's goals for the product to be developed or enhanced

• Determine the technical aspects of the project

• Estimate the resources required

• Identify additional hardware and/or software requirements

39



• Estimate costs of current vs. future operation related to the product to determine the

Return on Investment if applicable

Requirements Definition

During this phase, extensive analysis is performed to identify specific requirements of therequest, which include:

• Business Process Impacts and Drivers

• Functional Requirements

• Data Inter-dependency

• Communication Requirements (e.g., multi-site)

• Key Dependencies (e.g., Critical Dates to meet, Impact to other organizations)

At the end of this phase, the document is jointly reviewed with the customer to ensure itaccurately reflects their needs

We also provide services for :

Graphic Design

Logo Design

Flash, Streaming Audio and Video

Auction and Portal applications

Corporate Identity Concept Design

Software Development

Quality Assurance

Training

Consultancy Services

HR Process Outsourcing

Multimedia:

Multimedia presentations, is an ideal and most effective medium to launch new productrange. Dazzling multimedia development in animation & Graphic, Animations, An idealPresentation could include your company profile, products details and products or processanimation to suit your needs your complete presentation authored on CD can be used inmany fold ways.

40



SEMAPHORE offers effective Multimedia Solution and Design services, which helps tocreate or developing corporate identity. We provide complete rich multimedia designsolution and Interactive CD presentation solutions using Macromedia Flash, MacromediaDirector, Adobe Photoshop, Adobe Illustrator, and many more.

The first step in creating successful Multimedia CD Presentation is to understand the clientsrequirements in detail. We have knowledgeable team who does in depth analysis of companygoal, strategic business plan & their targeted audience. we manage Multimedia project fromstart to end including theme development, 3D introduction, design, programming, sound,voice-over everything you say about multimedia. The types of media presentation shown viaCD presentation is :-

Corporate Presentation, Product introduction & presentation, Advertising reports,

catalogue, testimonials, virtual galleries, Live animation, full motion high-quality video,

sound, text, vibrant graphic artwork, graphic presentation, graphic illustration.

Your presentation can include voiceover, music, animation, video and a link to your website.SEMAPHORE can handle all aspects of your CD presentation like content development, professional voiceover talent, video, music, CD cover art and CD production etc.

Software Development

Semaphoreoffers a dedicated development model to our clients in which a softwaredevelopment team that is dedicated to a single client uses technology, tools, processes andmethodologies unique to that client. Each dedicated development Centre is located atSemaphorefacility in India and is staffed and managed by the Company. Once the project priorities are established by the client, Semaphore, in conjunction with the client's IT

department, manages the execution of the project. By focusing on a single client over anextended time frame, the dedicated development Centre team gains a deeper understandingof the client's business and technology and can begin to function as a virtual extension of theclient's software team.

Semaphorededicated development centre bring a unique solution to technical resourcerequirements of organizations. Professionals in a dedicated development Centre are focusedon a particular technology platform and business domain pertaining to a given Client. Theknowledge assets acquired by the centre remain with it even while individuals move on toother activities. Clients assign projects to the centre, which assumes full responsibility of theassignment and delivers end-to-end solutions.

Microsoft .Net Technology :

Microsoft defines .Net as the strategy for connecting information, systems, and devicesthrough Web services. .Net technology is integrated throughout Microsoft products. .Nettechnologies use Web services to help enhance the computing experience with highlyintegrated communications and information.

41



Microsoft .Net is a platform comprising servers, clients, and services. It’s toolset consists of Visual Studio .Net, the Tablet PC, and the .Net My Services. Microsoft .Net was designed toaddress the customer needs about how applications will be built, deployed, and operated.Microsoft .Net was built for integration through XML Web services using protocols and file

formats such as SOAP (Simple Object Access Protocol), WSDL (Web Services DescriptionLanguage), and UDDI (Universal Description, Discovery, and Integration).

A Web service-based IT architecture can be developed and deployed with a setMicrosoft.Net products and tools: servers, web services development tools, applications touse them. .NET technologies are supported throughout the family of Microsoft products,including the Windows Server System, the Windows XP desktop operating system, and theMicrosoft Office System.

Though Microsoft has been claiming that .Net is about open and interoperable web services,when in the other opinion Microsoft is already making their web services closed and

proprietary.

The main strong points of .Net technologies are:

• Integrated toolset.• Simpler programming model.• Language neutrality.

Java Enterprise Edition:

The Java 2 Platform, Enterprise Edition (J2ee) defines the standard for developing multitier enterprise applications. Enterprise Edition (J2ee) defines a standard architecture that is delivered as the followingelements:

• Application Programming Model;• J2ee Platform;• J2ee Compatibility Test Suite;• J2ee Reference Implementation.

The J2ee platform consists of standardized, modular components, by providing a completeset of services to those components, and by handling many details of application behavior automatically, without complex programming.

The J2ee platform takes advantage of many features of the Java 2 Platform, Standard Edition(J2SE), such as "Write Once, Run Anywhere" portability, JDBC API for database access,CORBA technology for interaction with existing enterprise resources, and a security model

42



that protects data even in internet applications. Building on this base, the Java 2 Platform,Enterprise Edition adds full support for Enterprise JavaBeans components, Java Servlets API,Java Server Pages and XML technology. The J2ee standard includes complete specificationsand compliance tests to ensure portability of applications across the wide range of existingenterprise systems capable of supporting the J2ee platform. In addition, the J2ee specification

now ensures Web services interoperability through support for the WS-I Basic Profile. TheJava technology is an open technology. The Java technology recognizes the network'sheterogeneous nature and is supported on all the operating systems and chip architectures. Astrict security model was designed into Java from the beginning. Java supports not only Webservices, but also other kinds of services like wireless data services and services on demand.Java supports Web services technologies like XML, SOAP, and UDDI and was listed in anEvans Data Corporation Developer Survey as the number one tool used by developers to build Web services.

The main strong points of J2ee technology include:

• A simplified architecture which is based on standard components, services andclients, that takes advantage of the write-once, run-anywhere Java technology;

• Services providing integration with existing systems, including Java DatabaseConnectivity (JDBC); Java Message Service (JMS); Java Connector Architecture(JCA); Java Interface Definition Language (Java IDL); the Java Mail API; and JavaTransaction API (JTA and JTS) for reliable business transactions;

• Scalability to meet demand, by distributing containers across multiple system andusing database connection pooling, for example;

•

A better choice of application development tools and components from vendors providing standard solutions;• A flexible security model that provides single sign-on support, integration with

legacy security schemes, and a unified approach to securing application components.

Quality Assurance

We operate a large, completely independent testing laboratory, with experienced full-timetesting and QA specialists and managers with an unbiased view of IT. By employingSemaphoreQA laboratory services, you will see if your project meets your initialrequirements and the business needs of your industry, both in its current state and in

perspective. We are also able to fully test product functionality, user-friendliness, performance, stability and many other aspects. Why wait to adjust software to make it client-friendly, bug-free and adequate to your business needs? While others are struggling to makeit all work smoothly after the development process is over, our customers stay aware of potential problems and are able to eliminate problems on the fly.

43



We offer the following QA and testing services:

Software Testing

• Complex Testing Service

• Functional Testing• Technical Testing• Installation Testing• User Interface Testing• 508 Standard Testing

Know types of Testing

Functionality Testing:

Functionality testing is validating that an application conforms to its specifications andcorrectly performs all its required functions. During functionality testing, a range of inputs as

test data is created and tests are performed to validate whether each feature conforms to therequirements provided by the customers or as per blue print.

Automated Testing:

automated testing is the re-execution of a set of tests that have already been conducted toensure that changes have not propagated unintended side affects. Automation is often used toreduce the time and resources to perform this type of testing. Source One uses state-of-the-art tools to perform automated testing.

Performance Testing:

Performance testing evaluates the system's ability to meet the required performance levels in

production environment. Scalability of the application is evaluated in addition toinvestigating how the performance of the application varies by load and usage. The limits of net-centric applications are tested in Stress Testing.

User Acceptance Testing:

It is about determining whether the software is satisfactory to an end-user or client by testingthe system against the requirements and validating that the system has delivered what wasinitially requested.

Product Qualification Testing:

Product qualification testing validates whether the application looks and functions the same

across all platforms, browsers, processors and configurations. We also test whether installation of the products is properly done or not.Localization/ Globalization Testing

In this type of testing, software is tested for different locale and international settings so thatthe application/product functions in a consistent way in different geographical locations.

Usability Testing

Usability testing evaluates the application on user friendliness. In addition, we also test

44



whether all the links in the applications are functioning; whether the response times adhere tospecifications and how well the information is organized in the user interface

Consultancy

SEMAPHORE Consulting focuses in empowering IT departments, be it an ERP servicesfirm or an embedded tools development company. We provide resources for your permanentand contract staffing needs. We specialize in mass recruitment processes like walk ininterviews, organizing written tests for fresher etc.. SEMAPHORE Team works closely withthe clients to fully understand the job profile, business requirements and technical skillsrequired in order to uncover the full scope of the position requirements.

SEMAPHORE Team provides the consultants (for Contract or Permanent Positions)

with expertise in:

• Application development and support

• Business analysis

• Content management

• Data warehousing and analysis

• Database design, administration, and maintenance

• business and Web applications

• Management consulting

• Network design, implementation, administration, and support

• Operating systems support

• Project management

• Project outsourcing

• Software installation and implementation

•

Software quality assurance and testing• Systems integration and conversions

• Technical writing and documentation

45



CHAPTER 4

THEORETICAL PERSPECTIVE

46



TRAINING AND DEVELOPMENT

INTRODUCTION

As man invented tools, weapons, clothing, shelter and language, the need for

training became an essential ingredient in the march of civilization. Whether our

ancestors stumbled upon or invented these facts of civilization is relatively little

significance what is more important is that man had the ability to pass on to others

the knowledge and skill gained in mastering circumstances which was done by signs

and words. Through these devices the development process called training was

administered.

CONCEPT AND DEFINITION:

An inevitable consequence of change is the need to learn. Changes may be

result of the introduction of new technology of new working practices or of the

general development and changing aspirations of people. Such changes often require

people to learn new knowledge and skills and company this with changes in attitudes.

For this training is used which is concerned with helping people to learn quickly and

effectively. It requires clearly defined outcome and also affective learning conditions.

47



Training is defined as “A planned process to modify attitude, knowledge or

skill through learning experience to achieve effective performance in an activity or

range of activities. Its purpose in the work situation is to develop the abilities of the

individual and to satisfy current and future manpower needs of the organization.

Training is the corner stone of sound management for it makes employees more

effective and productive.

Development is a related process. It covers not only activities, which improve

job performance, and also those, which bring about growth of the personality. In

organizational terms, it is intended to equip persons to earn promotions and held

greater responsibility. Training a person for a bigger and higher job is development.

48





TRAINING PROCESS

50

ORGANISATIONAL OBJECTIVESAND STRATEGIES

ASSESSMET OF TRAINING NEEDS

ESTABLISHMENT OF TRAININGGOALS

EVALUATION OF RESULTS

IMPLEMENTATION OFTRAINING PROGRAMME

DEVISING TRAININGPROGRAMME



ORGANIZATIONAL OBJECTIVES AND

STRATEGIES

The first step in the training process in an organization is the assessment of its

objectives and strategies. What business are we in? At what level of quality do we

wish to provide this product or service? Where do we want to be in the future?

ASSESSMENT OF TRAINING NEEDS

Needs assessment diagnoses present problems and future challenges to be met

through training and development Organizations spend vast sums of money on

training and development. Before committing such huge resources, organizations

need to assess the training needs of their employees. Needs assessment occurs at two

levels – group and individual.

NEEDS ASSESSMENT METHODS

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FOR GROUP ORGANIZATIONAL ANALYSIS

• Organizational goals and objectives

• Personnel / skills inventories

• Organizational climate indices

• Exit interviews

• MBO or work planning systems

• Quality circles

• Customer survey / satisfaction data

• Consideration of current and projected changes

FOR INDIVIDUAL ANALYSIS

• Performance appraisal

• Work sampling

• Interviews

• Questionnaires

• Attitude survey

• Training progress

• Rating seals

• Observation of behavior

52



OBJECTIVES OF TRAINING AND DEVELOPMENT

Once training needs are assessed, training and development goals must be

established. The following are the objectives:

• To impart to new entrants basic knowledge and skills they need for an

intelligent performance of definite tasks.

• To assist employees to function more effectively in their present positions by

exposing them to latest concepts, information and techniques.

• To create a climate in which the individuals best attain his own goals by

directing his efforts towards attaining the goals of the organization.

• To broaden the minds of senior mangers by providing them opportunities for

an inter – change of experiences within and outside.

• To increase productivity by conceptual skills, imagination and judgment in

individuals.

DESIGNING TRAINING AND DEVELOPMENT PROGRAMMES

53



Every training and development programme must address certain vital issues

like

• Who re the trainees?

• Who re the trainers?

• What methods and techniques are to be used for training?

• What should be the level of training

• What learning principles are needed?

• Where is the programme conducted?

METHODS AND TECHNIQUES OF TRAINING

Training methods are classified as follows:

• On the Job – training

• Vestibule training

• Demonstration and examples

• Simulation

• Apprenticeship

• Class room methods

(a) Lectures (b) Conference (c) Case study

(d) Role – Playing (e) Programmed instruction

(f) Computer Assisted Instruction (CAI)

• Sensitivity Training

• Other training methods

(a) Associations (b) Audiovisual aids

54



GRAPHICAL REPRESENTATION OF TRAINING

METHODS

(1) On the Job (3) Demonstration (4) Simulation (6) Class room (7) Sensitivity

Training and methods training

Examples (5) Apprenticeship

(2) Vestibule training

(8) Other

training

Methods

(a) Lectures (c) Case

. Study (f) CAI

(d) Role

Playing

(b) Conference

(e) ProgrammedInstruction

(a) Associations

(b) Audio-visual aids

55



IMPLEMENTATION OF THE TRAINING PROGRAMME

Once the training programmed has been designed it needs to be implemented.

Programme implementation involves action on the following lines:

• Deciding the location and organizing training and other facilities

• Scheduling the training programme

• Conducting the programme

• Monitoring the progress of trainees

EVALUATION OF THE TRAINING PROGRAMME

The last stage in the training and development process is the evaluation of

results. Evaluation of any activity is important since in evaluating one try to judge the

value or worth of the activity, using the information available. The most important

means of evaluating are

• Observations

• Ratings

• Trainee surveys

• Trainee interviews

56



CHAPTER 5

RESEARCH

METHODOLOGY

57



Research Methodology

To design this project report, a through literature survey was conducted which

included detailed study of books and journals available on the subject.

Based on this survey, a questionnaire was prepared to evaluate training and

development programs. The research also included few personal interviews with the trainees

as well as the trainers who gave an insight into the various training programs conducted to

gain practical view of the programs.

The questionnaires were administered to 50 executives and workers who had

undergone training. The questionnaires consisted of 31 questions out of which 5 questions

were based on employee profile, and 26 were based training and development.

58



CHAPTER 6

ANALYSIS

ANDINTERPRETATION

59



ANALYSIS1. AGE PROFILE OF THE EMPLOYEES

The respondents for this project work have been classified into various age groups

and is shown below in the given table.

Table – 1

Age in

years

20-29 30-39 40-49 50 and above

No. Of

employees

5 5 15 25

Percentage 10 10 30 50

No. Of employees

20-29

30-39

40-49

50 and above

60



2. DESIGNATION LEVEL OF EMPLOYEES

Table – 2

DSGN LEVEL FIRST LINESUPERVISOR

MIDDLEMANAGEMENT

SENIOR MANAGEMENT

NO.OF

EMPLOYEES

10 35 5

PERCENTAGE 20 70 10

61

First Line

Suervisor

Middle

Management

Senior

Management

DESIGNATION LEVEL OF

EMPLOYEES



3.EDUCATION QUALIFICATIONS

Table – 3

QUALIFICATION DIP INENG/ARTS/SCIENCE/COMMERCE

DIPLOMAIN ENG

MASTER INARTS/SCIENCE/COMMERCE

ITI/INT

NO.OF

EMPLOYEES

25 10 5

PERCENTAGE 50 20 10

62

Degree in

Eng/Arts/Science/CommerceDiploma in Eng

Master in

Arts/Science/Co

mmerceIIT/Inter/SSC

EDUCATIONAL

QUALIFICATIONS





1). The programme objectives were clear to me?

RESPONSES Strongly

Agree

Agree Not

sure

Disagree Strongly

disagree

PERCENTAGE 13 53 13 16 5

RESPONSES

Strongly Agree

Agree

Not sure

Disagree

Strongly disagree

Source: Questionnaire to the Employees.Analysis: The above Table shows the following.

The analysis revealed that 66% of the respondents have agreed or strongly agreed thatobjectives of training programmes were in line with their needs.

Interpretation:

A detailed study was conducted to evaluate whether the training objectives were in line withthe employee’s needs. Whether the program objectives were clear to the employees before

the commencement of the training program. The Maximum No. Of Employees have agreedthat objectives of training programmes were in line with their needs.

2). The nomination procedure to the training programme was good.

64






0

10

20

30

40

5060

Strongly

Agree

Agree Not sure Disagree Strongly

disagree

RESPONSES

RESPONSES


Analysis of the data reveal that 71% of the sample scored very high in stating that themethodology adopted was adequate.

Interpretation: A detailed study was conducted to know whether the methodology adoptedwas adequate. The Maximum No.Of Employees have agreed that the methodology adoptedwas adequate.

4). Is the Course structure was well organized?

RESPONSES Strongly

Agree


disagree

66




RESPONSES

Strongly Agree

Agree

Not sure

Disagree

Strongly disagree


The analysis revealed that 74% of the participants have agreed or strongly agreed that thestructure of the programme was good.

Interpretation:

A detailed study was conducted to know the Course structure was well organized.The Maximum No. of Employees have agreed that the Course structure was well organized.

5). The training was imparted considering the change in Job factor and Individuals

responsibility.

The study has attempted to evaluated the Training management programme in terms

of two important factors – job factor and individual factor.

(a) JOB FACTOR

67



This includes study of combination of training in improvement of analytical ability

problem soling and decision – making skills and its contribution to work place and outside

work place. The responses are given below:

RESPONSES Strongly

Agree


disagree

PERCENTAGE 8 52 22 18 NIL

0

10

20

30

40

50

60

Strongly

Agree


disagree

Series1


Analysis reveled that 60% of the respondents agree / strongly agree that the training programme has contributed in improving the effectiveness of the job in terms of factors refer to above.Interpretation:A detailed study was conducted to know The training was imparted considering the changein Job factor. The Maximum No. Of Employees have agreed that the training was impartedconsidering the change in Job factor.

(b) INDIVIDUAL FACTOR

The respondents were asked to respond on the effectiveness of the training programme in

terms of its contribution to improve their skills as individuals. The responses are tabulated

below:

RESPONSES Strongly

Agree


disagree

68



PERCENTAGE 18 58 20 4 NIL

RESPONSES

0

10

20

30

40

50

60

70

Strongly Agree

Agree Not sure Disagree Stronglydisagree

RESPONSES

Source:

Source: Questionnaire to the Employees.

Analysis: The above Table shows the following.

The study shows that 76% of the respondents were of the opinion that the various training

programmes conducted helped identifying their strong and weak points

Interpretation:

The respondents were asked to respond on the effectiveness of the training programme in

terms of its contribution to improve their skills as individuals

6) I am fully satisfied with the culture and climate of the organization

The respondents were asked to answer whether they were satisfied with the culture

and climate of organization and whether a change has to be brought about in the working

climate to implement the skills acquired from the training programmes.

RESPONSES Strongly

Agree


disagree


69





0 10 20 30 40

Strongly Agree

Agree

Not sure

Disagree

Strongly disagree

RESPONSES

RESPONSES

Source: Questionnaire to the Employees.Analysis: The above Table shows the followingThe responses revealed an even distribution among agree and disagree a clear conclusioncould not be made. But since 42% of respondents disagreed or strongly disagreed, it is veryimportant that the employees should be given an opportunity to practically implement theskills learnt during the training programme.Interpretation:The effectiveness of the training gave emphasis to whether the individuals made attempts to practically use the skills that were imparted during the training programme at their work place.

8). Are you satisfied with the Training courses attended?

RESPONSES Strongly

Agree


disagree


71



0

10

20

30

40

50

60

S T R O N G L Y

A G R E E

A G R E E

N O T S U R E

D I S A G R E E

S T R O N G L Y

D I S A G R E E

Series1


Analysis: The above Table shows the following75% of employees were satisfied with the training courses attended

Interpretation:The maximum numbers of Employees are satisfied with the Training Courses attended.

9). The programme objectives were in line with my needs

RESPONSES Strongly

Agree


disagree


72



0

10

20

30

40

50

60

S T R O N G L Y

A G R E E

A G R E E

N O T S U R E

D I S A G R E E

S T R O N G L Y

D I S A G R E E


Analysis: The above Table shows the following65% of employees were agreed that the training programme objectives were in their needs

Interpretation:Most of the employees feel that the training objectives were in line to their needs

10). The training was imparted considering the change in Individuals responsibility

RESPONSES Strongly

Agree


disagree


73









0

10

20

30

40

50

60

1 2 3 4 5 6

Series1

Series2


Analysis: The above Table shows the following60% of employees feel that the quality of the course Material was good

Interpretation: Most of the employees feel that the quality of the course Material was good.

14). The faculty handled the Subject effectively

RESPONSES Strongly

Agree


disagree


77



0

10

20

30

40

50

60

1 2 3 4 5 6

Series1

Series2


Analysis: The above Table shows the following90% of employees feel that the faculty handled the Subject effectively

Interpretation: Most of the employees feel that the faculty handled the Subject effectively

15).The training aids used in the programme were Sufficient

RESPONSES Strongly

Agree


disagree


78



0

10

20

30

40

50

60

1 2 3 4 5 6

Series1

Series2


Analysis: The above Table shows the following75% of employees feel that the training aids used in the programme were Sufficient

Interpretation:

Most of the employees feel that the training aids used in the programme were Sufficient

16). The involvement of the Participants was good

RESPONSES Strongly

Agree


disagree


79



0

5

10

15

2025

30

35

S T R O N G L Y

A G R E E

A G R E E

N O T S U R E

D I S A G R E E

S T

R O N G L Y

D I S A G R E E

Series1


Analysis: The above Table shows the following55% of employees were participated effectively

Interpretation: Most of the employees feel that the involvement of the Participants was good

17). Time to implement my Learning was sufficient

RESPONSES Strongly

Agree


disagree


80



05

1015202530354045

S T R O N G L Y

A G R E E

A G R E E

N O T S U R E

D I S A G R E E

S T R O N G L Y

D I S A G R E E

Series1


Analysis: The above Table shows the following70% of employees feel that time to implement their Learning was sufficient

Interpretation:Most of the employees feel that time to implement their Learning was sufficient

18). Training was helpful to me outside my workplace

RESPONSES Strongly

Agree


disagreePERCENTAGE 10 30 25 30 5

81







0

10

20

30

40

50

60

S T R O N G L Y

A G R E E

A G R E E

N O T S U R E

D I S A G R E E

S T R O N G L Y

D I S A G R E E

Series1


Analysis: The above Table shows the following60% of employees feel that the programme was not helping them to become More openminded

Interpretation:Most of the employees feel that the programme was not helping them to improve humanskills.

21). The programme helped me to become aware of my Strong and weak points

RESPONSES Strongly

Agree


disagree


84



05

101520

253035404550

S T R O N G L Y

A G R E E

A G R E E

N O T S U R E

D I S A G R E E

S T R O N G L Y

D I S A G R E E

Series1

Source: Questionnaire to the Employees.Analysis: The above Table shows the following60% of employees feel that the programme helped them to became aware of my Strong andweak pointsInterpretation:

Most of the employees feel that the programme helped them to became aware of my Strongand weak points

22). I am free to set my own Goals

ESPONSES Strongly

Agree


disagreePERCENTAGE 50 45 5 0 0

85



0

10

20

30

40

50

60

S T R O N G L Y

A G R E E

A G R E E

N O T S U R E

D I S A G R E E

S T R O N G L Y

D I S A G R E E

Series1

Source: Questionnaire to the Employees.Analysis: The above Table shows the following95% of employees feel that the programme helped them to set their own Goals.

Interpretation:Most of the employees feel that the programme helped them to set their own Goals .

23). I am fully satisfied with the culture and climate of the organization

RESPONSES Strongly

Agree


disagree


86



0

10

20

30

40

50

60

S T R O N G L Y

A G R E E

A G R E E

N O T S U R E

D I S A G R E E

S T R O N G L Y

D I S A G R E E

Series1

Source: Questionnaire to the Employees.Analysis: The above Table shows the following75% of employees feel that they are fully satisfied with the culture and climate of theorganization

Interpretation:

Most of the employees feel that they are fully satisfied with the culture and climate of the

organization24). A change is required in the present working climate

RESPONSES Strongly

Agree


disagree


87





05

1015202530354045

S T R O N G L Y

A G R E E

A G R E E

N O T S U R E

D I S A G R E E

S T R O N G L Y

D I S A G R E E

Series1

Source:

Questionnaire to the Employees.

Analysis: The above Table shows the following

70% of employees feel that the Evaluation procedure Followed was satisfactory

Interpretation:

Most of the employees feel that the Evaluation procedure Followed was satisfactory

26). Positive action is taken on the feedback received from the participants

RESPONSES Strongly

Agree


disagree


89





CHAPTER7FINDINGS & SUGGESTIONS

FINDINGS

• A majority (66%) has responded that the objectives of the training

programmes were in line with their needs.

• Majorities (62%) of the respondents were not satisfied with the nomination

procedure.

• A majority of 71% has responded that the methodology adopted in the

training programme

91



• Structure (74%) of the programme has been satisfactory.

• 60% of the respondents agreed or strongly agreed that the contents of the

programme contributed to their on – the – job effectiveness

• 76% of the respondents have opined that the programmes contributed in

identifying there strong and week points.

• Only 44% of the respondents felt that the organization climate was

satisfactory.

SUGGESTIONS

1) In view of the response to the nomination procedure, it will be ideal to contact the

employees before they are selected. This will give a feeling of importance to the employee

and also enable the organization to cover the training programmes based on their need and

requirements.

2) The study has brought out that the organization climate is not progressive as pointed by

respondents for implementation of the ideas generated in the training programmes. This is a

92



major issue and any decision on this calls for a deeper organizational study.

3) Employees should be given sensitivity training to improve their human skills because

employees should be groomed for future managerial positions in the organization.

4) Organization should try to deal with resistance to change exhibited by employees.Employees should be train how to learn.

5) Training programmes may be conducted frequently and for longer period stressing on job

skills and interpersonal skills

6) More of case studies, seminars and group discussions; may be included in the training

programme.

7) Faculty from reputed institution may be invited to enhance the training management

programmes.

8) More training programmes may be conducted in the field of computers due to increase

technological changes.

9) Contents of the training may include more about the products, policies, present and future

plans of the company may be job oriented.

10) The training may also include a visit to other factories as well.

93



11) Training programmes may be imported a manner in which it can be practically

implemented in the organization.

12) The programmes should consist of employees from the same discipline in order to have

more homogeneity among the participants.

CONCLUSIONS:

It was good learning session for me during my tenure with the company. While doing the

project, I learnt the practical implications of a training programme. I got practical exposure to

study the effectiveness of the changes brought in the training program at Semaphore It

Solutions.

Employees at Semaphore It Solutions are satisfied with the training program at Semaphore It

Solutions but if organization desires to have improved response from employees, it should

try to concentrate not just on technical skills but also on personality development.

Employees should learn how to survive in the present competitive environment.

94



CHAPTER 8

LIMITATIONS OF THE STUDY

LIMITAIONS OF THE STUDY

• The company under study being a very large organization with large number of

employees, all of them could not be contacted for views and opinions on the topic

“TRAINING AND DEVELOPEMENT”.

95



• Wing to the paucity of time the questionnaires could be distributed only to a limited

number of employees. Therefore the findings of the study neither may nor be 100%

accurate.

96













4. DISAGREE

5. STRONGLY DISAGREE

10) The training was imparted considering the change in Individuals responsibility

1. STRONGLY AGREE

2. AGREE

3. NOT SURE

4. DISAGREE


11) The duration of the training Programme was adequate

1. STRONGLY AGREE

2. AGREE

3. NOT SURE

4. DISAGREE


12) Course structure was well organized

1. STRONGLY AGREE

2. AGREE

3. NOT SURE

4. DISAGREE


13) The quality of the course Material was good

1. STRONGLY AGREE

102







21)The programme helped me To became aware of my Strong and weak points

1.STRONGLY AGREE

2.AGREE

3.NOT SURE

4.DISAGREE

5.STRONGLY DISAGREE

22) I am free to set my own Goals

1.STRONGLY AGREE

2.AGREE

3.NOT SURE

4.DISAGREE

5.STRONGLY DISAGREE

23) I am fully satisfied with the culture and climate of the organization

1.STRONGLY AGREE

2.AGREE

3.NOT SURE

4.DISAGREE

5.STRONGLY DISAGREE

24) A change is required in the present working climate

1.STRONGLY AGREE

2.AGREE

3.NOT SURE

4.DISAGREE

5.STRONGLY DISAGREE

105



25) Evaluation procedure Followed was satisfactory

1.STRONGLY AGREE

2.AGREE

3.NOT SURE

4.DISAGREE

5.SDSTRONGLY DISAGREE

26) Positive action is taken on the feedback received from the participants

1.STRONGLY AGREE

2.AGREE

3.NOT SURE

4.DISAGREE

5.STRONGLY DISAGREE

27) Please give your suggestion for the improvement of the training programme

106



BIBLIOGRAPHY

1. “Training & Development Robert L. Craig

Hand Book, A Guide to HRD”

2. Personnel Management Arun Monappa and

Mizra S. Saiyadain

3. Training Michael Jinks

Branford Management

Series

4. The Management of Andy Davis, John McLeod

Training Chris Williams, Aidan

Hughes, Mike Cross,

John Stock & Jim Gospel

5. Personnel Management C. B. Mamoria

Himalaya Publishing House

6. Evaluating Management B. R. Virmani and

Training & Development Premila Seth

7. Human Resources and K. Aswathappa

Personnel Management

107

Documents

Training and Development-semaphore