CHAPTER -II

REVIEW OF LITERATURE

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Training And Development

TRAINING AND DEVELOPMENT is a subsystem of an organization. It ensures that randomness is reduced and learning or behavioural change takes place in structured format. TRADITIONAL AND MODERN APPROACH OF TRAINING AND DEVLOPMENT Traditional Approach Most of the organizations before never used to believe in training. They were holding the traditional view that managers are born and not made. There were also some views that training is a very costly affair and not worth. Organizations used to believe more in executive pinching. But now the scenario seems to be changing. The modern approach of training and development is that Indian Organizations have realized the importance of corporate training. Training is now considered as more of retention tool than a cost. The training system in Indian Industry has been changed to create a smarter workforce and yield the best results

Introduction
Every organization needs to have well trained and experienced people to perform the activities that have to be done. Training is a process of learning a sequence of programmed behaviour. It is application of knowledge. It gives people an awareness of the rules and procedures to guide their behaviour. It attempts to improve their performance on their current job and prepare them for an intended job. Development is a related process. It covers not only those activities which improve job performance, but also which bring about the growth of the personality; help individuals in the progress towards maturity and actualization of their potential capabilities so that they become not only good employees but better men and women. In organizational terms, it is intended to equip person to earn promotions and hold greater responsibility. 16

Training a person for a bigger and higher job is development. And this may well include not only imparting specific skills and knowledge but also inculcating certain personality and mental attitudes. As the jobs become more complex, the importance of employee development also increases. In a rapidly changing society, employee training and development are not only an activity that is desirable but also an activity that an organization must commit resources to if it is to maintain a viable and knowledgeable work force. Training has played a very important role in helping the corporation to reach the commanding heights of performance. Any training would be considered to be successful only when the knowledge gained by the participants is transferred to the job performance Training is the main function of HR. To enhance the Corporation's growth and keep the Corporation ready to anticipate all types of competition and face it too, there is a need that Human Resource should play more active role for overall progress of the Corporation. The impact of training programme is to mould the employees attitude and help them to synergies individual goals with organizational goals. It also helps in reducing dissatisfaction, complaints, absenteeism and labour turnover.

Definition
According to Flippo, Training is the act of increasing knowledge and skills of an employee for doing a particular job" The major outcome of training is learning. A trainee learns new habits, refined skills and useful knowledge during their training programme, which helps them to improve their performance. activities designed to change the behaviour. Another way of defining training would be a planned programme designed to improve performance and bring about measurable changes in knowledge, skills, attitudes and social behaviour of employees. Training imparts the ability to detect and correct error. Furthermore it provides skills and abilities that may be called on in the future to satisfy organizations human resources needs. Training can also be defined as

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Management development: Management development is an attempt at improving an

individuals managerial effectiveness through a planned and deliberate process of learning. For an individual this means a change through a process of planned learning. This should be the common and significant aim of development from the point of view of the trainer and the trainee in an organizational setting. All development is self development. It must be generated within the main himself. Development is highly individual. The development of an individual is due to his day to day experience on a job. Hence, emphasis should be on experiences from day to day work. Any activity designed to improve the performance of existing managers and to provide for a well planned growth of managers to meet future organizational needs is management development. The change in the individual must take place in those crucial areas which can be considered as output variables: 1. Knowledge change; 2. Attitude change 3. Behaviour change 4. Performance change 5. End-operational results (the last two changes being the result of the first three Changes)

Features of training
Increase knowledge and skill for doing a job. Bridge the gap between job needs and employee skills. Job oriented process, vocational in nature Short-term activity designed especially for operatives.

Objectives of training
1. To impart basic knowledge and skill to new entrants and enable them to perform the job well.

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2. 3. 4.

To equip employee to meet the changing requirement of the job and organization. To teach the employees the new technique and ways of performing the job or operations. To prepare employees for higher level task and build up a second line of competent managers.

Role and Scope of Training

Training has been performing a very important role in helping the Corporation to reach the commanding heights of performance over the years. The vitality of an organization depends upon its capacity to adapt itself to change. And the current changing environment calls for this the most. Training plays a vital role in this regard. The primary role of training is to assist the employees in their pursuit of knowledge and selfactualization, expounding the belief that there are no limits to human potential and growth and such potential should get transformed into reality. Any training would be considered successful only when the knowledge gained by the participants of various programmes is transferred to their job performance.

Need for training

a) An increased use of technology in production; b) Need for additional hands to cope with an increased production of goods and services; c) Employment of inexperienced, new or badly labour requires detailed instruction for an effective performance of a job. d) Need for reducing grievances and minimizing accident rates. e) Need for maintaining the validity of an organization as a whole and raising the morale of its employees.

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NATURE OF TRAINING AND DEVELOPMENT

In simple words, training and development refers to the imparting of specific skills, abilities, knowledge to an employee. A formal definition of training and development is determined as follows: It is any attempt to improve current or future employee performance by increasing an employees ability to perform through learning, usually by changing the employees attitude or increasing his or her skills and knowledge. The need for training and development is determined by the employees performance Deficiency, computed as follows: TRAINING AND DEVELOPMENT NEEDS=STANDARD PERFORMANCE-

ACTUAL PERFORMANCE We can make a distinction among training, education and development. Such distinctions enables us to acquire a better perspective about the meaning if the term training. Which refers to the process of imparting specific skills, Education, on the other hand is confined theoretically learning in classroom To distinct more, the training is offered in case of operatives whereas development programs are conducted for employees at higher levels. Education however is common to all the employees

TRAINING AND DEVELOPMENT OBJECTIVES:

The principal objective of training and development division is to make sure the availability of a skilled and willing workforce to an organization. In addition to that, there are four other objectives: Individual, Organizational, Functional, and Societal. Individual Objectives: Help employees in achieving their personal goals, which in turn, enhances the individual contribution to an organization. Organizational Objectives: Assist the organization with its primary objective by bringing individual effectiveness. 20

Functional Objectives: Maintain the departments contribution at a level suitable to the organizations needs. Societal Objectives: Ensure that an organization is ethically and socially responsible to the needs and challenges of the society.

Importance of Training and development for the organization :

Optimum Utilization of Human Resources Training and Development helps in optimizing the utilization of human resource that further helps the employee to achieve the organizational goals as well as their individual goals. Development of Human Resources Training and Development helps to provide an opportunity and broad structure for the development of human resources technical and behavioral skills in an organization. It also helps the employees in attaining personal growth. Development of skills of employees Training and Development helps in increasing the job knowledge and skills of employees at each level. It helps to expand the horizons of human intellect and an overall personality of the employees. Productivity Training and Development helps in increasing the productivity of the employees that helps the organization further to achieve its long-term goal. Organization Culture Training and Development helps to develop and improve the organizational health culture and effectiveness. It helps in creating the learning culture within the organization. . Healthy work environment Training and Development helps in creating the healthy working environment. It helps to build good employee, relationship so that individual goals aligns with organizational goal. Health and Safety Training and Development helps in improving the health and safety of the organization thus preventing obsolescence. Profitability Training and Development leads to improved profitability and more positive attitudes towards profit orientation. Training and Development aids in organizational development i.e. Organization gets more effective decision making and problem solving. It helps in understanding and carrying out organizational policies

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 Training and Development helps in developing leadership skills, motivation, loyalty, better attitudes, and other aspects that successful workers and managers usually display.

DIFFERENCES between Training and Development

WHO IS LEARNING- training is given to non managerial personnel. Development is given to managerial personnel. WHAT IS LEARNED- training gives mechanical and technical operations? Development gives conceptual and theoretical ideas. WHY LEARNING-training is give for specific job-related purpose. Development is given for general knowledge. WHEN LEARNING-training is given for a short term. Development is given for a long term.

Training Methods/ Techniques

Training methods are usually classified by the location of instruction. On the job training is provided when the workers are taught relevant knowledge, skills and abilities at the actual workplace; off-the-job training, on the other hand, requires that trainees learn at a location other than the real work spot. Some of the widely used training methods are listed below.

TRAINING METHODS

ON-THE JOB TRAINING TRAINING

OFF-THE JOB

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Job instruction Vestibule Simulation Apprenticeship

Lecture Conference Group discussions Case studies Role playing Program instruction T- Group training

On the job training:

Virtually every employee, from the clerk to company president, gets as some: on job training when he joins the mechanic or craftsman, receive immediate feedback, practice in the actual work with after training. Under this technique an employee is placed in a new job and is told how it may perform. It is mostly given for unskilled and semi skilled jobs like clerical and sales jobs. There are variety of on job training methods, such as coaching or under study , job rotation and special assignment.

Job instruction training:

This method requires skilled trainers, extensive job analysis, training schedules, and prior assessment of the trainees job knowledge. This is method is also known as training through step by step learning. This step shows what to be done. Along each step is also listed a corresponding key point which show how it is to be and why required.

Vestibule training:
This method is a classical training, which is often imparted with the help of equipment and machines, which are identical with those in use in the place of work. This technique enables the training to concentrate on learning the new skill rather than on performing an actual job. Theoretical training is given in the classroom while the practical work is conducted on the production line. Training is generally given in the form of lectures, conferences case studies role-playing and discussions.

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Simulation:
Simulation is a technique, which duplicates as nearly as possible the actual conditions encountered for the job. The vestibule training, methods in a business game method are example of business simulation. Simulation has been most widely used in aeronautical industry. Trainee interest and employee motivation is both in simulation exercises because the actions of a trainee closely duplicate real job conditions. This training is essential in cases in which actual on job practice might result in a serious inquiry, a costly error or the destruction of valuable materials or resources. It is for reason that the technique us a very expensive one.

Apprenticeship:
The field in which apprenticeship training is offered is numerous and range from job of a draftsman, a mechanist, toolmaker, printer, pattern designer, a mechanic, carpenter, weavers fitter, jewellers, dye job productive work. Each apprentice is given a program of assignments according to a pre-determined schedule, which provides for efficient training in the trade skills.

Classroom or off-the-job methods:

Off-the-job simply means that training is not a part of job activity. The actual location may be in the company classroom or in places, which are owned by the company, or in universities, which have no connection with the company.

Lectures:
Lectures are regarded as one of the most simply ways of imparting knowledge to the trainees, especially when fact, concepts of principles, attitudes problem- solving abilities are to be taught. Lectures are formal organized plan, in which the leader seeks it develop knowledge and understanding b obtaining a considerable amount of oral participation of the trainees.

Seminar or team discussions:

This is an established method for training. It may be based on a paper prepared by one or more trainees on a subject selected in consultation with the person in charge of the seminar. It may be based on the statement made by the person in charge of the

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seminar or on document prepared by an expert who is invited to participate in the discussion.

Case studies:
In this method an actual business situation is described, in writing in a comprehensive manner. The trainee asked to appraise and analyze the problem situation and suggest solutions. The actual decision taken in the subject case is known only to the executive and is disclosed only at the end of the session when it is compared with the various solutions offered by the group. Case studies provide simulating discussions among participants as well as excellent opportunities for individuals to define their analytical and judgmental abilities.

Role playing:
In role playing, trainees act out a given role as they would in a stage play. Two or more trainees are assigned parts to play before the rest pf the class. These parts do not include any memorization of lines or any rehearsals. The role players are simply informed of a situation and of the respective roles they have to play. Role playing primarily involves employee- employer relationship, hiring, firing, discussing a grievance procedure, and conducting a post appraisal interview or disciplining a subordinate or a salesman making representation to a customer. The role playing is especially useful I providing new insight and in presenting the trainee with opportunities to develop interaction skills.

Programmed instructions:
This method involves a sequence f step, which is often set up through the central panel of an electronic computer as guides in the performance of a desired operation or a series of operations. A programmed instruction involves breaking down the information into a meaningful units and then arranging these in a proper way to form a logical and sequential learning programs or a package.

T-Group training:
This method usually comprises association; audio-visual aids and planned reading programs. Members of a professional association receive training by it in new techniques and ideas pertaining to their own vocations. Though a regular supply of professional journals and informal social contacts or gathering members are kept informed of a least development in their particular field. 25

PROCESS OF TRAINING
Discovering and identifying training needs

Getting ready for job

Preparation of the learner (Creating desire and enthusiasm) Preparation of preparation and knowledge Performance try-out Follow-up (Rewards and feedback)

DISCOVERING & IDENTIFYING TRAINING NEEDS:

A training program should be established only when it is felt that it would assist in the solution of specific operational problems. The most important step, in the first place, is to make a thorough analysis of the entire organization, its operation and manpower resources available in order to find out trouble spots where training may be needed.

GETTING READY FOR THE JOB:

Under this step, it is to be decided who is to be trained the new comer or the older employee, or the supervisory staff, or all of them selected from different departments. The trainer has to be prepared for the job, for he is the key for the entire program.

PREPARATION OF THE LEARNER:

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This step consisting in putting the learner at ease and in stating the importance and ingredients of the job, and its relationship to work flow, in explaining why he is being taught, in creating and encouraging questions, finding out what the learner already knows about his job or the other jobs, in explaining the why of the whole job relating it to some job the worker already knows.

PRESENTATION OF OPERATIONS AND KNOWLEDGE:

This is the most important step in the training program. The trainer should clearly tell, illustrate and questions in order to put over the new knowledge and operations. Instructions should be clearly, completely and patiently, there should be an emphasis on key points and one point should be explained at a time.

PERFORMANCE TRY-OUT:
The trainee is asked to go through the job several times slowly, explaining him each step. Mistakes are corrected, and if necessary, some complicated steps are done for the trainee the first time. Then the trainee asked to do the job, gradually building up the skill and speed. The trainee is then tested and the effectiveness of the training program is evaluated.

FOLLOW-UP:
This step is under taken with a view to testing the effectiveness of training efforts. This consists in: a) Putting a trainee on his own. b) Checking frequently to be sure that the key followed instructions. Tapering off extra supervision and close follow-up until he is qualified to work with normal supervision.

RECENT TRENDS IN TRAINING

The advent of electronic digital computers permitted a wide variety of applications in training. Sophisticated simulations in real and non real time applications became feasible in the 50s and are found today in numerous complex military systems, aircraft crew training, ships system and decision-making models. The use of computers in training, while not new, is barely out of its infancy. In fact work in this field has been growing at a faster rate now than even before, largely due to the advent of the microprocessor, which introduced low cost computing and made it readily available.

Different techniques like:

Computer based instruction (CBI)

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 Computer aided learning Computer aided training

(CAL) (CAT)

Computer aided instruction (CAI) Computer based learning (CBL)

Are all used for presentation and manipulation of instruction materials, medicated by computer. The material produced by the students and the instructors is known as courseware in computer technology. The courseware is the data of the application programs, containing only he intelligence put there by the author of the training. A training developer usually called an author, designs the training to be applied via CAL. Using the hardware to communicate with the application programs, the author instructs the computer to produce materials to satisfy the design.

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