SGBMITS, PATAN ROAD, JABALPUR

A
Project Report On
A Study of Training & Development at Jabalpur
Express, Jabalpur

in partial fullfillment for the Award of degree of

Master of Business Administration

SUBMITTED TO

RANI DURGAVATI VISHWAVIDHYALYA JABALPUR

UNDER THE GUIDANCE OF SUBMITTED BY

Prof. Anant Namdeo Smita Khatarkar
ASST. PROF Roll No. : 18119030
Enroll No. : R18026P7210009
MBA III SEM

SGBM ITS COLLEGE PATAN ROAD, JABALPUR

SESSION 2019-20
 SGBM ITS COLLEGE PATAN JABALPUR (M.P.)
DEPARTMENT OF MANAGEMENT

CERTIFICATE OF HOD

This is to certify that Smita Khatarkar MBA III Sem student of

SGBMITS, College, Jabalpur has prepared the project titled A Study of

Training & Development at Jabalpur Express, Jabalpur which is

being submitted herewith for the practice of Partial fulfillment of Master

of Business Administration Rani Durgawati Vishwavidyalaya Jabalpur

for the year 2019-2020.

It has been duly completed as record of bonafide work in practice of,

MBA Marketing/HR SGBM, ITS College, Jabalpur (M.P.)

(Dr. P S Rana)

SGBM ITS
Jabalpur
 CERTIFICATE OF GUIDE

This is to certify that the Project Report entitled A Study of

Training & Development at Jabalpur Express, Jabalpur which is
being submitted herewith for the award of the degree of Masters of
Business Administration, Rani Durgawati Vishwavidyalay Jabalpur is
the result of the original research work completed by Smita
Khatarkar (MBA III Sem) under my supervision and guidance.

Date:- Prof. Anant Namdeo

Asst. Professor
Place: JABALPUR SGBM ITS
 DECLARATION

I Smita Khatarkar do hereby declare that the project entitled A

Study of Training & Development at Jabalpur Express, Jabalpur
Jabalpur is an original work in partial fulfillment of Master Of Business
Administration during academic year 2019-20.

All the data represented in this project is true and correct to the best of
my knowledge and belief. This work has not been submitted for any other
degree exam elsewhere.

Smita Khatarkar
MBA III Sem
Place: JABALPUR Smita Khatarkar
Date: MBA III Sem
 ACKNOWLEDGMENT

I extend my special gratitude to our beloved Guide of MBA

department and all faculty members.

I wish to acknowledgement my sincere gratitude and

indebtedness to my Principal Dr. P S Rana.

Smita Khatarkar
MBA III SEM
 Index
Sr. No..
Particulars Page No.

1. INTRODUCTION 1

2. COMPANY PROFILE 18

3. OBJECTIVE OF THE STUDY 21

4. RESEARCH METHODOLOGY 22

5. DATA ANALYSIS & INTERPRETATION 23

6. FINDINGS 38

7. SUGGESTIONS 39

8. CONCLUSIONS 40

9. BIBLOGRAPHY 41

10. ANNEXURE 42

6
 INTRODUCTION

HUMAN RESOURCE MANAGEMENT

Organization is the process of combining work which individuals or groups has to perform
with the facilities necessary for its execution, that the duties so performed provide the best
channels for efficient, systematic, positive and coordinated application of the available effort.

HRM is the planning organizing directing and controlling of the procurement, development,
compensation, integration, maintenance of human capital of an organization to achieve
individual, organizational and societal objectives.

HRM MODEL

The model developed by American Society for Training and development (ASTD) identifies
nine human resource areas:

1. Training and Development

2. Organization Development
3. Organization/Job design
4. Human Resource planning
5. Selection and Staffing
6. Personnel Research and Information Systems
7. Compensation/Benefits
8. Employee Assistance
9. Union/ Labour Relations.

TRAINING AND DEVELOPMENT

The efficient working of an organization depends upon efficiency or capability of personnel

7
 working in an organization. Organizations and individuals should develop and progress
simultaneously for their survival and attainment of mutual goals. Employees need to be trained
and developed to meet present job requirements and future challenges. Training and
development is a specialized function and one of fundamental operative functions of Human
resource management.

The purpose of training is to achieve a change in behavior of those trained and to enable them to
do their job better in order to achieve this objective. Any training programme should try to bring
changes in:

 Knowledge- It helps a trainee to know facts, policies, procedures and rules pertaining to
his job.
 Skills-It helps him to increase his technical and manual efficiency necessary to do the job
and
 Attitude- It moulds his behavior towards his co-workers and supervisors and creates a
sense of responsibility in the trainee.

Training is a short term process utilizing a systematic and organized procedure by which non-
managerial persons learn technical knowledge and skills for a definite purpose.

The terms „Training‟ and „Development‟ are used synonymously. But they have different
meanings. While training is the act of increasing the knowledge and skills of an employee for
doing a particular job, the Management Development includes the process by which managers

and executives acquire not only skills and competence in their present job, but also capacities for
future managerial tasks of increasing difficulty and scope.

Development is a long- term process utilizing a systematic and organized procedure by which
managerial persons learn conceptual and theoretical knowledge for long term use.

Need for Training

Training is required on account of the following reasons.

8
1. Job requirements

The employee selected for a job might lack the qualifications required to perform the job
effectively. New and inexperience employees requires detailed introduction for effective
performance on the job. In some cases the past experience, attitudes and behavior patterns of
experienced persons may be in appropriate for new organization.

2. Technological Changes

The technology is changing fast. Increased use of fast changing techniques requires training in
mew technology. New jobs utilizing latest technology require new skills. Both new and old skills
require training.

3. Organizational Viability

In order to survive and grow an organization must continuously adopt itself to changing
environment. With increasing economic liberalization and globalization in India, Business firms
are experiencing international competition. So the firms must upgrade their capabilities. An
organization must build up a second line of command through training in order to meet the
future needs for human resources.

4. Internal Mobility

Training becomes necessary when an employee moves from one job to another due to promotion
or transfer.

Thus there is an even present need for training people so that new and changed techniques may
be taken advantage and improvements in old methods are effected. Need for training has
increased due to growing complexity of jobs, increasing professional management, growing
uncertainties in the environment, global competition, growing aspirations vast untapped human
potential, ever increasing gaps between plans and results and suboptimal performance levels.

9
Importance of Training

1. Training enables management to face the pressure of changing environment.

2. Training usually results in an increase of quantity and quality of output.
3. Training needs to job satisfaction and higher morale of employees.
4. Trained workers need lesser supervision.
5. Trained workers enable enterprise to face competition.
6. It moulds the employees‟ attitudes and helps them to achieve better co-operation within
organization.
7. Trained employees make better economic use of materials and equipments resulting in
reduction of wastage and spoilage.
8. Training instructs the workers towards better job adjustment and reduces the rate of
labour turnover and absenteeism.

Benefits of Training

Training is helpful to employees in the following ways

1. Training improves self confidence.

2. Training leads to higher earnings of employees by increasing productivity.
3. Training improves safety awareness and trained employees are less prone to accidents.
4. Training enables an employee to adapt to changes in the work procedures and methods.
5. An employee can develop himself and earn quick promotion.
6. Training develops new knowledge and skills which remains permanently with him.

Types of Training

Training is required for several purposes. Accordingly training programmes may be

the following types.
10
Orientation Training/Induction Training

Induction training seeks to adjust newly appointed employees to the work environment. Every
new employee needs to be made fully familiar with his job, his supervisor and subordinates with
the rules and regulations of the organization. The induction training creates self confidence in
new employees.

Job training

It refers to the training provided with a view to increase the knowledge and skills for improving
performance of the job. Employees may be taught the correct methods of handling equipments
and machines used in the job. Such training helps to reduce accidents, waste and in efficiency in
performance of the job.

Safety training

Training provided to minimize accidents and damage to machinery is known as safety training. It
involves instruction to perform the work safely.

Promotional training

It involves training of existing employees to enable them to perform high level jobs. Employees
with potential are selected and they are given training before their promotion. So that they do not
find difficulty to shoulder the higher responsibilities of the new positions to which they are
promoted.

Refresher training

When the existing techniques become obsolete due to development of better techniques,
employees have to be trained in use of new methods and techniques. Refresher training is
designed to revive and refresh knowledge and update the skills of existing employees.

Remedial Training

Remedial training is arranged to overcome the shortcoming in the behavior and performance of
old employees. Remedial training shall be conducted by psychological experts.

11
EXECUTIVE DEVELOPMENT
Importance of Executive Development

 There is a shortage of trained managers. The organization has to develop the

employees and maintain and inventory of executive skills to future demands.
 The performance of company depends upon the quality of its mangers. It is of paramount
importance to have effective and desired managerial talents to meet the organization‟s
demand.
 Obsolescence of managerial skills is an important factor. A manager must continuously
update himself to successfully meet new challenges as they occur.

Process of Executive Development

The essential ingredients of executive development programmes are as follows.

1. Analysis of development needs: - First of all the present and future development needs of the
organization are ascertained. It is necessary to determine how many and what type of executives
are required to meet the present and future needs of the enterprise.

2. Appraisal of the present managerial talent: - A qualitative assessment of the existing

executives is made to determine the type of executive talent available within the organization.

3. Planning individual development programmes: Each one of us has a unique set of physical,
intellectual and emotional characteristics. Therefore, development plan should be tailor-made for
each individual.

4. Establishing training and development programme: - The HR department prepares

comprehensive and well conceived programmes.
12
 5. Evaluating developing programs: - Considerable money, time and efforts are spent on
executive development programmes. It is therefore natural to find out to what extent the
programme‟s objective has been achieved.
Methods of Executive Development

Methods of development or executive development can be broadly divided into two categories.

1) On the job development or executive development: it means increasing the ability of the
executives while performing their duties, to develop them in real work situation. It includes the
following methods:

a) On the job coaching: under this method superior only guides his subordinate about various
methods and skill required to do the job. Here the superior only guides his subordinate he gives
his assistance whenever required. The main purpose of this type of training is not only to learn
the necessary skills but to give them diversified knowledge to grow in future. The superior is
responsible for subordinate‟s performance. So the superior must always provide the subordinate
necessary assistance whenever required.

b) Understudy: under this method of development the trainee is prepared to fill the position of
his superior. He in the near future will assume to do the duties of his superior when he leaves the
job due to retirement, transfer or promotion.

c) Job rotation: here the executive is transferred from one job to another or from one plant to
other. The trainee learns the significance of the management principles by transferring learning
from one job to another. This method helps in injecting new ideas into different departments of
the organization.

d) Committee assignment: under this method committee is constituted and assigned a subject to
give recommendations. The committee makes a study of the problem and gives suggestions to
the departmental head. It helps the trainees because every member of the committee gets a
chance to learn from others.

13
 2) Off the job development or executive development: here the executives gets the training off
the job means not when they are doing the job. It involves following methods:

a) Special courses: here the executives attend the special courses which are organized by the
organization. Under this experts from professional institutions provide them the training.

b) Specific readings: here the human resource development manager provides copies of specific
articles published in the journals to the executives to improve their knowledge. The executives
study such books or articles to enhance their knowledge.

c) Special projects: under this method the trainee is given a project related to the objective of
the department. The project helps the trainee in acquiring the knowledge of the particular topic.

d) Conference training: here the organization conducts a group meeting. In which the executive
learn from the others by comparing his opinion with others.

e) Sensitivity training: it is also known as T group training or laboratory training. It is

conducted under controlled conditions. T group help in learning certain things, they help the
participants to understand how group actually work. It helps in increasing the tolerance power of

the individual and ability to understand others. T group generally sits together and discuss for
hours where the members learn about their own behavior and behavior of others.

SYTEMETIC APPROCH TO TRAINING

The flow chart given below shows various stages of systematic approach to training and
development.

Flow chart 4.1 : Systematic approach to training

Identifying training
needs

Setting14
training
objectives and policy
 programme

Conductiong training

Identifying training needs Follow up and

evaluation
All training needs must be related to the specific needs of organization an individual mployees. A
training programme is launched after the training needs are assessed and identified clearly. The
effectiveness of a training programme can be judged only with the help of training needs identified in
advance.

The training needs can be identified though following types of analysis.

1. Organizational Analysis

It involves a study of the entire organization in terms of its objectives, its resources, resource
allocation and utilization, growth potential and its environment.

The organizational analysis includes the analysis of

 Short term and long term objectives of the firm.

 Allocation and efficient utilization of human resources to meet the operational targets.
 Organizational Climate including the management‟s attitude towards employee
development
 Environmental Scanning to identify the factors affecting organization which it can
control and the constraints which it can not.

2. Task role / Operational Analysis

It is systematic and detailed analysis of jobs to identify job contents, the knowledge, skills and
aptitudes required and the work behavior. Attention is paid to tasks to be performed, methods
used, the way employees have learnt these techniques and performance standards required is
analyzed in this stage. The purpose of operation analysis is to decide what should be taught.

3. Manpower Analysis

15
In this analysis the persons to be trained and the changes required in the knowledge, skills and
attitude of an employee is determined. First of all, it is necessary to decide whether performance
of employee is below standard and training needed. Secondly it is decided whether employee is
capable of being trained. Thirdly, the specific areas in which employee requires training. Lastly,
whether training will improve employee‟s performance or not is determined.

Training can be relevant and viable if the three types of analysis given above are carried out on
continuously.

Setting training objectives and policy

The overall aim of a training programme is to fill in the gap between the existing and the desired
pool of knowledge, skills and aptitudes. Objectives of training express the gap between the
present and the desired performance levels.

The main objectives of training may be defined as follows

i. To impart to new entrants the basic knowledge and skills for efficient performance
definite task.
ii. To assist employees function more efficiently by exposing them to latest concepts,
information and techniques and developing the skills they require in the particular job.
iii. To build up a second line of competent officers and prepare them to occupy more
responsible positions.
iv. To broaden the narrow minds of senior managers through interchange of experience
within and outside so as to correct the narrow outlook caused due to over specialization.

While setting training objectives, following criteria may be used.

a) Nature and size of the group trained

b) Roles and tasks to be coined out by target group
c) Relevance, applicability and compatibility of training to the work situation
d) Identification of the behaviour where changes required
16
 e) Defining the existing and desired behaviour in terms of ratio, frequency, quality of
interaction, repetitiveness, innovations and supervisions, etc.

f) Operational results to be achieved through training e.g. Productivity, cost, down time,
creativity, turnover, etc.
g) Indicators to be used in determining changes from existing to the desired level in terms of
ratio and frequency.

In order to achieve the training objectives, an appropriate training policy is necessary. A training
policy represents the commitment of top management to employee training. It consists of rules
and procedures concerning training.

A sound training policy defines the following

issues. The results expected to be achieved through

training

i. The responsibility of the training function

ii. The priorities for training
iii. The type of training required
iv. The time and place of training
v. The payments paid to the employees during the training period
vi. The outside agencies to be associated with the training
vii. Relationship of training of the companies labour policy

Designing a training Programme

Once the objectives and policies of training are decided, appropriate training programme can be
designed and conducted. Decisions on the following items are required for this purpose.

1. Responsibility of training

The responsibility of the training programme has to be shared among

a) The top management

17
 b) The Personnel department
c) The line supervisors
d) The employees who should provide feedback and suggestions
2. Selecting and motivating target group

The type of training method to be used will depend upon the type of persons to be trained. So it
is necessary to decide in advance who are to be trained workers, supervisors or executives. The
employees will be interested in training if they believe that it will benefit them personally. A
climate conducive for learning has to be created through physical and psychological
environment.

3. Preparing Trainers

The success of a training programme depends to a great extent upon the instructors or the
resource persons. The trainer must know both the job to be taught and how to teach it. He should
have an aptitude for teaching and should employ right training techniques.

4. Developing training package

This step involves deciding the content of training, designing support materials for training and
choosing appropriate training methods. It may involve the specific instructions and procedures
for doing a job. In addition to the contents, methods and time period it also includes budget.
Supporting materials may include detailed syllabus, study notes, case studies, pamphlets, charts,
manuals, brochures and movie slides.

4.6.4. Conducting the training

This is the action phase of training. Here the trainer tells, demonstrates and illustrates in order to
put over the knowledge and operations. However, before it a learner should be put to ease. It is
necessary to explain why he is being taught to develop his interest in training. Instructions should
be clear and complete. Key points shall be stressed upon and one point should be trained at a
18
 time. Trainees should be encouraged to ask questions.

4.6.5 Follow up and Evaluation

In the evaluation step, the effectiveness of training programme is assessed. The feed back
generated through follow up will help to reveal weaknesses or errors if any; Necessary corrective
action can be taken. If necessary training can be repeated until trainees learns whatever has been
taught to him. It also helps in designing future training programme.

TRAINING METHODS

The training methods employed for training of operatives may be described under.

1. On-the-job training (OJT)

In this method trainees are placed on regular job and taught the skills necessary to perform it.
The trainee learns under the supervision of superior or instructor. It is also called learning by
doing.

2. Vestibule training

In this method a training centre called vestibule is setup and actual job conditions are stimulated.
Expert trainers are employed to provide training with machines that are identical to those used in
work place.

3. Apprentice training

In this method the theoretical instruction and practical learning are provided to trainees in
training institutes. The aim is to develop all-round craftsmen. Generally a stipend is paid during
training.

4. Class room training

19
 Under this method training is provided to company class room. Lectures, case studies group
discussions and audio visual aids are used to explain knowledge and skills to employees. Class
room training is useful for teaching concepts and problem solving. It is also useful for orientation
training and safety training.

5. Internship training

It is a joint programme of training in which educational institutions and business firms cooperate.
Selected candidates carry on regular studies for prescribed period. They also work in some
factory or office to acquire practical knowledge and skills. This method helps to provide good
balance between theory and practice.

EVALUATING EFFECTIVENESS OF TRAINING

Need for Evaluation

It is necessary to evaluate the extent to which training programmes have achieved the goals for
which they were designed. Such evaluation will provide useful information about effectiveness
of training as well as about design of future training programmes. The evaluation of training
provides useful data on the basis of their relevance of training and integration with other
functions of human resource management can be judged.

Concept of Training Effectiveness

Training effectiveness is the degree to which trainees are able to learn and apply the knowledge
and skills acquired in the training programme. It depends on the attitudes, interests, values and

expectations of trainees and training environment. A training programme is likely to be more

effective when trainees want to learn, are involve in their jobs, have career strategies. Contents of
the training programme, and ability and motivation of trainers also determine training
effectiveness.

20
 Evaluation Criteria

According to Hamblin effectiveness of the training can be measured in terms of following

criteria:

i. Reactions: A training programme can be evaluated in terms of the trainees‟ reactions

to the objectives, contents and methods of training. In case the considered the
programme worthwhile and liked it, the training the training can be considered
effective.
ii. Learning: The extent to which the trainees have learnt the desired knowledge and
skills during the training period is useful basis for evaluating training effectiveness.
iii. Behaviour: Improvement in the job behaviour of the trainees reflects the manner an
extent to which learning has been applied to the job.
iv. Results: The ultimate result in terms of productivity, quality improvement, cost
reduction, accident reduction, reduction in labour turnover and absenteeism are best
criteria for evaluating training.

Methods of Evaluation

Several methods can be employed to collect data on the outcomes of training.

1. The opinion and judgment of trainers, superiors and peers

2. Evaluation forms filled up by trainees
3. Questionnaires filled up by trainees
4. Giving written tests to trainees
5. Arranging structured interviews with trainees
6. Comparing performance of trainees on the job before and after training
7. Studying profiles and career development charts of trainees
8. Measuring the levels of productivity, wastage, Costs, absenteeism and employee turnover
after training
9. Trainees‟ comments and reactions during training period
10. Cost benefits analysis of the training programme.

21
Feed back

After evaluation process the situation should be analyzed to identify the possible causes for
difference between expected outcomes and actual outcomes. Necessary precaution should be
taken in designing and implementing future training programmes so to avoid causes.

22
 COMPANY PROFILE

Jabalpur Express the leading newspaper of mahakaushal region started in 1991

has 3 editions published from Jabalpur, Balaghat, Chhindwara and sub editions

published from seoni narsinghpur and mandla with a combined readership of more

than 2.5 lacs.

Jabalpur Express epaper is a Hindi language newspaper published form

Chhindwara, Jabalpur, India. It was started in year 1991 and owned by Express

Group. The Express News published from bhopal, gwalior, katni, jabalpur,

chhindwara and bilaspur.

Jabalpur Express is an Indian Hindi-language daily newspaper that is the one of

23
the largest circulated daily newspaper of Madhya Pradesh . It is owned by Express

Group , the largest Print Media Company of Madhya Pradesh. Started

in Jabalpur in 1991, it expanded in 1993 with the launch of  Narsingpur edition.

Today, Jabalpur Express Group is present in 8 cities 21 editions in Hindi, English

and Marathi.

Jabalpur Express was launched in 1991 to fulfill the need for a Hindi language

daily newspaper. It launched under the name Subah Savere in Jabalpur  and Good

Morning India in narsingpur. In 1993, By 1995, Jabalpur Express had emerged as

one of the leading newspaper in Madhya Pradesh  and was declared the fastest-

growing daily in India by a readership survey. The newspaper decided to expand

outside MP, and identified Jaipur, the capital city of Rajasthan, as the market with

the highest potential.

Jabalpur Express goal was to enter Jaipur as the No. 2 newspaper (in terms of

circulation) on its first day, with 50,000 copies. To achieve this target, an in-house

team of 700 surveyors surveyed 200,000 potential newspaper households in Jaipur.

Based on survey feedback, they went back to each of the households surveyed to

show them a prototype of the newspaper and gave them the option of an advance

subscription. The customers were offered a subscription price of .50 (a discount

compared to the newsstand price of 2), and a refund in case of dissatisfaction.

When Jabalpur Express launched in Jaipur on 19 December 1996, it was the No. 1

24
newspaper by selling 172,347 copies. , is a Hindi-dialect day by day daily paper

distributed in India. It has 19 versions in seven states and one union domain

covering 167 regions. It has a course of around two million copies. 

Jabalpur Express Office

Near Patrakaar Bhawan,

Baldeobag, Jabalpur (MP) -482002

+91-761-2314792, 400636

+91-9425008616, 9229226533, 9425008615

25
 OBJECTIVES

The Major objective of the study is to analyze the role of

training and development in an organization development. The

following are the specific objective of the study.

 To study Training AS HRD tool and its utilization at

Jabalpur Express.

 To understand how training helps in increasing the

productivity of the employees.

 To identify how does the training help in creating a better

corporate image.

 To determine the sense of team work, team spirit, and

inter-team collaborations.

26
 Methodology

Sample Design
A sample design is a finite plan for obtaining a sample from a given population. Simple. Random
sampling is used for this study.

Sample Size
Number of the sampling units selected from the population is called the size of the sample.
Sample of 50 respondents were obtained from the population.

Sources of Information:
The data were collected through Primary and secondary sources.

Primary Source:
The primary sources are discussion with employees, data’s collected through questionnaire.

Secondary Source:
The secondary data mainly consists of data and information collected from records, company
websites and also discussion with the management of the organization. Secondary data was also
collected from journals, magazines and books.

Questionnaire:
A well defined questionnaire that is used effectively can gather information on Employee
satisfaction of employees. A defeated questionnaire was carefully prepared and specially
numbered. The questions were arranged in proper order, in accordance with the relevance.

27
DATA ANALYSIS AND INTERPRETATION

TYPE OF TRAINING ATTENDED

The employees were requested to disclose the methods of training they have
under gone in the organization. The result is displayed in both table format
and graphical format.

Table 1 Type of training method attended

Type of training attended No of respondents Percentage of
Respondents
On-the-job training 45 90
Class room training 5 10
Others 0 0
Total 50 100
Source: Primary Data

Chart showing the type of training attended

120

100

80

60
% of respondents
40

20

0
On-the-job training Others
Inference: The entire employees responded has undergone On-the-job training
in the organization. Special training based on the needs is conducted in addition
to on- the job-training.

28
 TRAINING NEED IDENTIFICATION BY MANGEMENT

Respondents were requested to react to the statement that “the management of Jabalpur Express
identifies the training needs of employees”. A five point likert scale from “strongly agree‟ to
“highly disagree‟ was used to measure their response. The responses are recorded in both tabular
form and graphical form.

Table 2
Table showing training needs identification by management
Particulars No of Respondents Percentage of
Respondents
Strongly Agree 12 24
Agree 29 58
Partially Agree 9 18
Disagree 0 0
Highly disagree 0 0
Total 50 100
Source: Primary Data

Chart showing training needs identification by management

35

30

25

20
% of Respondents
15

10

0
Strongly Agree Agree Partially Agree Disagree Higly Disagree

Inference: 24% of respondents strongly agree that management identifies the training needs. 58
% of respondents agree that management identifies training needs. 18% of respondents partially
agree that management identifies the training needs. Nobody disagrees to the statement.

29
IMPORTANCE GIVEN TO TRAINING
Respondents were requested to react to the statement that “the training is given adequate
importance in Jabalpur Express”. A five point likert scale from
„strongly agree‟ to „highly disagree‟ was used to measure their response. The responses are
recorded in both tabular form and graphical form. Inferences are arrived from the data.

Table 3
Table showing importance given to the training and development
Particulars No of Respondents Percentage of
Respondents
Strongly Agree 15 30
Agree 20 40
Partially Agree 15 30
Disagree 0 0
Highly disagree 0 0
Total 50 100
Source: Primary Data

Chart Chart showing importance given to training and development

45
40
35
30
25
20
15 % of Respondents
10
5
0

Strongly AgreeAgreePartially AgreeDisagreeHigly Disagree

Inference: 30% of respondents strongly agree that importance is given for training t. 40 % of
respondents agree that importance is given for training and development. 18% of respondents
partially agree that management identifies the training needs. Nobody disagrees with the
statement.

30
 EAGERNESS OF SENIOR MANAGERS TO
DEVELOP JUNIORS
Respondents were requested to react to the statement that “the senior managers of Jabalpur
Express are eager to help their juniors develop through training”. A five point likert scale from
„strongly agree‟ to „highly disagree‟ was used to measure their response.

Table 4
Table showing eagerness of senior managers to help the juniors develop through training
Particulars No of Respondents Percentage
Strongly Agree 0 0
Agree 39 78
Partially Agree 11 22
Disagree 0 0
Highly disagree 0 0
Total 50 100
Source: Primary Data

Chart 4 Eagerness of senior managers to help the juniors develop through training
90
80
70
60
50
40
% of Respondents
30
20
10
0
Strongly Agree Agree Partially Agree Disagree Higly Disagree

Inference: 78 % of respondents agree that senior managers are eager to develop juniors through
training and development. 32% of respondents partially agree that senior managers are eager to
develop juniors through training and development. Nobody disagrees with the statement.

31
 IMPORTANCE GIVEN TO INDUCTION TRAINING
Respondents were requested to react to the statement that “the Induction training is given
adequate importance in Jabalpur Express”. A five point likert scale from “strongly agree‟ to
„highly disagree‟ was used to measure their response. The responses are recorded in both tabular
form and graphical form. Inferences are arrived from the data.

Table 5
Table showing importance given to induction training
Particulars No of Respondents Percentage of
Respondents
Strongly Agree 0 0
Agree 50 100
Partially Agree 0 0
Disagree 0 0
Highly disagree 0 0
Total 50 100
Source: Primary Data

Chart Chart showing importance given to induction training.

120

100

80

60

% of Respondents
40

20

Strongly Agree Agree Partially Agree Disagree Higly Disagree

Inference: Entire respondents agree that, the adequate importance is given for induction training
in the organization. Nobody disagrees with the statement.

32
 TRAINING BASED ON USEFULNESS, REALITY
AND BUSINESS STRATEGY
Respondents were requested to react to the statement that “the training given in Jabalpur Express
is realistic useful and based on the business strategy of the organization”. A five point likert scale
from „strongly agree‟ to „highly disagree‟ was used to measure their response. The responses
are recorded in both tabular form and graphical form. Inferences are arrived from the data.

Table 6
Table showing training based on usefulness, reality and business strategy
Particulars No of Respondents Percentage of
Respondents
Strongly Agree 18 36
Agree 26 51
Partially Agree 6 18
Disagree 0 0
Highly disagree 0 0
Total 50 100
Source: Primary Data

Chart showing training based on usefulness, reality and business strategy

60

50

40
% of Respondents
20
30

10

0 Strongly Agree Agree Partially Agree Disagree Higly Disagree

Inference: 36% of respondents strongly agree that the training given in the organization is
useful, realistic and based on the business strategy of the organization. 52% of respondents agree
that the training given in the organization is useful, realistic and based on the business strategy of
the organization. 18% of respondents partially agree that the training given in the organization is
useful, realistic and based on the business strategy of the organization. Nobody disagrees with
the statement.

33
 USEFULLNESS OF TRAINING IN
ACQUIRING TECHNICAL KNOWLEDGE AND
SKILLS
Table 7 : Usefulness of training in developing technical knowledge and skills
Particulars No of Respondents Percentage of
Respondents
Strongly Agree 15 30
Agree 26 52
Partially Agree 9 18
Disagree 0 0
Highly disagree 0 0
Total 50 100
Source: Primary Data

Chart 7 :Usefulness of training in developing technical knowledge and skills

60

50

40

30
% of Respondents
20

10

0
Strongly AgreeAgreePartially AgreeDisagreeHigly Disagree

Inference: 30% of respondents strongly agree that the training given in the organization is
helpful in developing technical knowledge and skills to perform their duties. 52% of respondents
agree that the training given in the organization is helpful in developing technical knowledge and
skills to perform their duties. 18% of respondents partially agree that the training given in the
organization is helpful in developing technical knowledge and skills to perform their duties.
Nobody disagrees with the statement.

34
 EMPHASIS IN DEVELOPING
MANAGERIAL CAPABILITIES
Respondents were requested to react to the statement that “the emphasis is given on developing
managerial capabilities of managerial staff through training and development”. A five point
likert scale from „strongly agree‟ to „highly disagree‟ was used to measure their response. The
responses are recorded in both tabular form and graphical form. Inferences are arrived from the
data.
Table 8
Table showing emphasis in developing managerial capabilities
Particulars No of Respondents Percentage of
Respondents
Strongly Agree 15 30
Agree 26 52
Partially Agree 6 12
Disagree 3 6
Highly disagree 0 0
Total 50 100
Source: Primary Data
Table showing emphasis in developing managerial capabilities
60

50

40

30
% of Respondents
20

10

0
Strongly Agree Agree Partially Agree Disagree Higly Disagree

35
Inference: 30% of respondents strongly agree that the training given in the organization is
helpful in developing managerial capabilities. 52% of respondents agree that the training given in
the organization is helpful in developing managerial capabilities. 12% of respondents partially
agree that the training given in the organization is helpful in developing managerial capabilities.
9% of respondents disagree that the emphasis is given in developing managerial capabilities
training and development in the organization. Nobody disagrees highly to the statement.

USEFULLNESS OF TRAINING IN DEVELOPING

HUMAN RELATION COMPETENCIES
Respondents requested asked to react to the statement that “the training given in Jabalpur
Express is useful in developing human relation competencies”. A five point likert scale from
„strongly agree‟ to „highly disagree‟ was used to measure their response. The responses are
recorded in both tabular form and graphical form. Inferences are arrived from the data.

Table 9
Table showing usefulness of training in developing human relation competencies
Particulars No of Respondents Percentage of
Respondents
Strongly Agree 0 0
Agree 41 82
Partially Agree 9 18
Disagree 0 0
Highly disagree 0 0
Total 50 100
Source: Primary Data

Chart showing usefulness of training in developing human relation competencies

90

80

70

60
% of Respondents
50
30
40
20

10
Strongly Agree Agree Partially Agree Disagree Higly Disagree
0 36
Inference: 82% of respondents agree that the training given in the organization is helpful in
developing human relationship competencies. 18% of respondents partially agree that the
training given in the organization is helpful in developing human relation competencies.

37
 IMPROVEMENT IN SKILL, ABILITY AND TALENT
Respondents were requested to react to the statement that “the training given in Jabalpur Express
has improved the skill, ability and talents of the employees”. A five point likert scale from
„strongly agree‟ to „highly disagree‟ was used to measure their response. The responses are
recorded in both tabular form and graphical form. Inferences are arrived from the data.

Table 10
Table showing improvement in developing skill, ability and talent
Particulars No of Respondents Percentage of
Respondents
Strongly Agree 33 66
Agree 14 28
Partially Agree 3 6
Disagree 0 0
Highly disagree 0 0
Total 50 100
Source: Primary Data

Chart showing improvement in developing skill, ability and talent

70

60

50

40

30 % of Respondents

20

10

0
Strongly Agree Agree Partially Agree Disagree Higly Disagree

Inference: 66% of respondents strongly agree that the training given in the organization is
helpful in developing skills, ability and talent. 28% of respondents agree that the training givenin
the organization is helpful in developing skills, ability and talent. 6% of respondents partially
agree that the training given in the organization is helpful in developing skills, ability and talent.

38
 IMPROVEMENT IN COMMITMENT TOWARDS WORK
Respondents were requested to react to the statement that “the training given in Jabalpur Express
has improved the commitment towards work”. A five point likert scale from „strongly agree‟ to
„highly disagree‟ was used to measure their response. The responses are recorded in both tabular
form and graphical form. Inferences are arrived from the data.

Table 11
Table showing improvement in commitment towards work
Particulars No of Respondents Percentage of
Respondents
Strongly Agree 0 0
Agree 41 82
Partially Agree 9 18
Disagree 0 0
Highly disagree 0 0
Total 50 100
Source: Primary Data

Chart showing improvement in commitment towards work

90
80
70
60
50
40
30
20 % of Respondents
10
0

Strongly AgreeAgreePartially AgreeDisagreeHigly Disagree

Inference: 82% of respondents agree that the training given in the organization is helpful in
improving commitment towards work. 18% of respondents partially agree that the training given
in the organization is helpful improving commitment towards work.

39
 USEFULNESS OF TRAINING IN DEVELOPING
POSITIVE ATTITUDE AND TEAMWORK
Respondents were requested to react to the statement that “the training given in Jabalpur Express
is useful in developing positive attitude and team work”. A five point likert scale from „strongly
agree‟ to „highly disagree‟ was used to measure their response. The responses are recorded in
both tabular form and graphical form. Inferences are arrived from the data.
Table 12
Table showing usefulness of training in developing positive attitude and teamwork
Particulars No of Respondents Percentage of
Respondents
Strongly Agree 0 0
Agree 41 82
Partially Agree 6 12
Disagree 3 6
Highly disagree 0 0
Total 50 100
Source: Primary Data

Chart showing usefulness of training in developing positive attitude and teamwork

90
80
70
60
50
40
30 % of Respondents
20
10
0

Strongly AgreeAgreePartially AgreeDisagreeHigly Disagree

Inference: 82% of respondents agree that the training given in the organization is helpful in
developing positive attitude and teamwork. 12% of respondents partially agree that the training
given in the organization is helpful in positive attitude and teamwork. 6% of respondents are
disagreeing that the training given in the organization is helpful in developing positive attitude

40
and teamwork.

NUMBER OF EMPLOYEES WHO TAKE TRAINING

PROGRAMMES SERIOUSLY
Respondents were requested to react to the statement that “those who are deputed for training
take training seriously”. A five point likert scale from „strongly agree‟ to „highly disagree‟ was
used to measure their response. The responses are recorded in both tabular form and graphical
form. Inferences are arrived from the data.

Table 13 Table showing the number of employees who take the training programme seriously
Particulars No of Respondents Percentage of
Respondents
Strongly Agree 15 30
Agree 26 52
Partially Agree 3 6
Disagree 6 12
Highly disagree 0 0
Total 50 100
Source: Primary Data

Number of employees who take the training programme seriously

60

50

40

30 % of Respondents
20

10

0
Strongly Agree Agree Partially Agree Disagree Higly Disagree

Inference: 30% of employees strongly agree that they take training programme seriously. 52%
of respondents agree that they take training programme seriously. 6% of respondents partially
agree that the training they take training programme seriously. 12% of respondents are
disagreeing that they takes training programme seriously.

41
 RATING OF THE STANDARDS OF IN-HOUSE TRAINERS
Respondents were requested to react to rate the standards of in-house trainers. A five point likert
scale from „Excellent‟ to „Poor‟ was used to measure their response. The responses are
recorded in both tabular form and graphical form. Inferences are arrived from the data.

Table 14 Table showing the rating of the standard of in-house trainers

Particulars No of Respondents Percentage of

Respondents
Excellent 0 0
Very good 0 0
Good 47 94
Satisfactory 3 6
Poor 0 0
Total 50 100
Source: Primary Data

Chart showing the rating of the standard of in-house trainers

100
90
80
70
60
50
40
30
20 % of Respondents
10
0

ExcellentVery GoodGoodSatisfactoryPoor

Inference: 82% of employees say that the standards of in-house trainers are good. 6% of
respondents say that the standards of in-house trainers are satisfactory.
42
 FINDINGS
After studying and analyzing various training programmes with in questionnaire survey of the
employees of Jabalpur Express. a brief summary is illustrated below.

Jabalpur Express has a good team of employees who has under gone training and development in
on-the-job method. All the respondents are graduates with most of them also holding their post
graduation and technically skilled.

Jabalpur Express is equipped with very good HRD team.

The impact of the training on the employees of Jabalpur Express is reasonably good and the
reason that employee have positive attitude and they take training seriously.

On-the job training techniques is employed to train the employees. Induction training to new
employees is given adequate importance. Management is giving adequate importance to develop
employees through training.

Majority of the employees felt that the quality of training programmes are good, were fully
useful to them and training programme has helped in improving their performance and quality of
the work.

Majority of the employees who have under gone the T & D programmes felt that the training
programme has helped in improving their technical skills, Managerial skill and human relation
competencies.

The standard of in house trainers is found to be satisfactory. Management gives feed back
regularly on the improvement of performance of employees after attending training programmes.

43
 SUGGESTION

Many employees felt need for training in the areas of latest technical developments.

The organization has to concentrate more on employees who are not satisfied with the present
training methods; they have to be counseled to know their reasons for not being satisfied. So that
effectiveness can be achieved.

The identification of the training needs should be done in view of fast changing technology,
management practices and infrastructure.

A standard measures before and after each training program on level of knowledge, skills,
attitudes and behavior will help to measure its effectiveness more accurately.

The company has to ask its employees to suggest types of trainings which they think is more
helpful in achieving the organizational goals.

Train the employees in all areas like personality development, technical training, and standard
operating procedures with that they can handle multi tasks and balance their pressures.

Employee‟s performance level should be considered for selecting employees for training
programs.

Evaluation of training programs should be done regularly to keep a check on the limitations and
drawbacks. And ensure the success of training programs.

44
 CONCLUSION

o The training and development program is adopted in Jabalpur Express.

o Mainly concentrated on areas like quality aspects, job oriented trainings, technical skills
and knowledge.

o Most of the respondents rated as good and excellent towards the overall quality and
effectiveness of the training and development programs.

o Employees are satisfied with the present training methods.

o The company also has to concentrate on small percentage of respondents who are not
satisfied with training programs and whom it has not helped to overcome from their short
comings or work related problems.

o Finally the training and development programs provided by Jabalpur Express are found to
be effective, credible and commendable, which can be improved further.

45
 BIBLIOGRAPHY
BOOKS

1. Guptha C.B, “Human Resource Management”, Sultan Chand & Sons, New Delhi, 2005.

2. Aquinas P.C, “Human Resource Management: Principles and Practice”, Vikas

Publishing House India PVT.LTD, New Delhi, 2013.

3. Kothari C.R, “Research Methodology: Methods and Techniques”, New Age International
Publications (P) Ltd., New Delhi,2014.

4. By -  By B.N. Raju, “Human Resource Management Discovery Publishing House in

2006.

5. By -  By S K Srivastava, “Organizational Behaviour and Management” Saroop and

Sons, New Delhi 2008.

46
 ANNEXURE

QUESTIONNAIRE TO STUDY THE EFFECTIVENESS OF TRAINING IN

JABALPUR EXPRESS, JABALPUR

1. Which are the training methods undergone by you in Jabalpur Express? On-the- job training
Class room coaching
Mentoring
Others please specify

2. Do you agree that management of your organization identifies the training needs for the
employees?

A. Strongly agree
B. Agree
C. Partially agree
D. Disagree
E. Highly disagree

3. Do you agree that Training and Development is given adequate importance in Jabalpur
Express?
A. Strongly agree
B. Agree
C. Partially agree
D. Disagree
E. Highly disagree

4. Do you agree that Senior Managers in Jabalpur Express are eager to help their juniors develop
through training?
A. Strongly agree
B. Agree
C. Partially agree
D. Disagree
E. Highly disagree

47
5. Is induction training given to newcomers given adequate importance in your organization?
A. Strongly agree
B. Agree
C. Partially agree
D. Disagree
E. Highly disagree

6. Do you agree that training given in Jabalpur Express is realistic, useful and based on the
business strategy of the organization?
A. Strongly agree
B. Agree
C. Partially agree
D. Disagree
E. Highly disagree

7. Do you agree that the training in Jabalpur Express helps to acquire technical knowledge and
Skills?
A. Strongly agree
B. Agree
C. Partially agree
D. Disagree
E. Highly disagree

8. Do you agree that there is emphasis on developing managerial capabilities of

managerial staff through training?
A. Strongly agree
B. Agree
C. Partially agree
D. Disagree
E. Highly disagree

9. Do you agree that Human relations competencies are adequately developed in

your organization through training?
A. Strongly agree
B. Agree
C. Partially agree
D. Disagree
E. Highly disagree

48
10. Do you agree that the training and development program in Jabalpur Express have increased
the skill, ability talents towards the assigned job and help in increasing in quality and
productivity of your work?
A. Strongly agree
B. Agree
C. Partially agree
D. Disagree
E. Highly disagree

11. Do you agree that training program increase your commitment to work?
A. Strongly agree
B. Agree
C. Partially agree
D. Disagree
E. Highly disagree

12. Does your training program help you in developing positive attitude and teamwork?
A. Strongly agree
B. Agree
C. Partially agree
D. Disagree
E. Highly disagree

13. Those who are deputed for training programmes take the training seriously?
A. Strongly agree
B. Agree
C. Partially agree
D. Disagree
E. Highly disagree

14. How do you rate the standards of in-house trainers in Jabalpur Express?
A. Excellent
B. Very Good
C. Good
D. Satisfactory
E. Poor

49
15. Do you agree that enough time was provided to learn about the subject covered in
the training program?
A. Strongly agree
B. Agree
C. Partially agree
D. Disagree
E. Highly disagree

16. Do you agree that the trainer provides training to meet present needs?
A. Strongly agree
B. Agree
C. Partially agree
D. Disagree
E. Highly disagree

17. Your performance has improved after training?

A. Strongly agree
B. Agree
C. Partially agree
D. Disagree
E. Highly disagree

18. Any feedback is given on your performance after attending the training programmes?
A. Continuously
B. Frequently
C. Sometimes
D. Rarely
E. Never

19. Are you fully satisfied with the quality and duration of existing training programmes?
A. Fully Satisfied
B. Satisfied
C. No opinion
D. Partially Satisfied
E. Dissatisfied

50