1

TITLE

Research on the Training and performance of the employees in IT

sector, a case study on the Multinational company ADP Pvt Ltd

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ABSTRACT

Any software organization’s success depends on the productivity of the employees. And the

employees turn productive beginning with the training (technical and non-technical),

availability of knowledge resources etc. Among those utmost importance is given to the

technical training where the productivity is directly proportional to its technical training. This

shows the importance of technical training both for an employee in his performance and for

the organization. Organizations also consider these technical training programs seriously

because of the reason for high investments on the training programs. Hence the

organizations expect the return of investment through the staff. This piece of work tries to give

an idea on the impact of these technical training programs on the productivity of the

employees which stands as an aim of the research. On its way to reach the aim it formed its

own targeted objectives. The objectives include various aspects of technical training related

issues and the performance oriented issues. In this research work the aim and objectives are

reached in a logical manner beginning with an introduction to various definitions of the terms

of the aim and the objectives. The research has got its own limitations. The literature review

included opinions of various Authors on the topics related to this research and raised many

questions which led to research. Methodology explains the data collection methods used with

the reasons for choosing them. From the analysis of data and the consideration of the

Author’s opinions the expected aim and the objectives are met.

Serial Title Page No

1

1.1

1.2

1.3

1.4

1.5

1.6

Introduction

Motivation for research

Need for research

Aim

Objectives

Description of variables

Limitations of research

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2

2

3

3

3

4

TABLE OF CONTENTS

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1.7

1.8

1.9

1.10

2

2.1

2.2

2.3

2.4

2.4.1

2.4.2

2.5

2.6

2.7

2.8

2.9

2.10

2.12

2.13

2.14

2.15

2.16

2.17

2.18

2.19

2.20

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Assumptions

Benefits of research

Background

Outline of the Research

Literature Review

Introduction

Definitions for Training

Importance of Training

Technical and Non-Technical Training

Non-Technical Training

Technical Training

How should a technical training be

Just-in-time training

On-the-job training

Uses of technical training

Analysis of Technical training needs and

evaluation

Issues with training

Major Contributors

What is performance

Performance Goals

Performance Management

Evaluating Performance

Performance Appraisals

Impact of training on performance

Case Study on ADP Pvt Ltd

Training and Performance evaluation

programs

Conclusion

Methodology

4

4

5

5

7

7

7

8

8

8

8

9

10

10

10

11

4

3.1

3.2

3.3

3.4

3.4.1

3.4.2

3.5

3.6

3.7

3.8

4

4.1

4.2

4.3

4.5

5

5.1

5.2

5.3

6

7

Introduction

Philosophy of research

Research method strategies

Data collection methods

Primary data

Secondary data

Case study

Access

Time schedule

Conclusion

Data analysis and interpretation

Introduction

Collection of data

Analysis and interpretation of

questionnaires

Conclusion

CONCLUSION

Conclusion drawns

Recommendations for further research

Suggestions for ADP Pvt Ltd

Biblography

Appendix

CHAPTER 1

INTRODUCTION

Now-a-days most preferred job in this generation by more than average people are none

other than IT jobs. As many of them are into these jobs much care is taken by the companies

in choosing their own staff and making them productive through best training techniques.

Organizations do follow unique technical training methods for its employees. The technical

training may be fruitful in most of the cases but still there are chances of failure too. Hence

there is a need of evaluation of both technical training and performance of the staff frequently.

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The current research revolves around these two constraints. This research is intended to

inform ideas of the relation between technical training and the employee's performance.

1.1. Motivation for research

The rapid growth in the software industry allured in choosing a topic related to a software

industry. The service provided by them than the product is the secret behind the success of

the organizations. And so are the employees who make their organizations succeed. It is a

wonder about the organizations who mold their employees into their own requirements and let

success into their organizations. That very thought made to choose a research work on the

impact of technical training on the performance of the employees in a software company.

Hopefully after the completion of the course the researcher is into(MBA), the plan for future is

to settle in an IT industry. Hence the research is chosen related to the software industry.

1.2. Need for Research

There is a need to carry a research on this topic because the software organizations invest a

large sum on their training programs expecting the return of investment through productivity.

Hence there is a need to take a good care on training programs. Successful training programs

would result in better productivity. This piece of work would contribute to the software world as

the information from various books, journals and reports are gathered and are compared to

real time process of a company. Hence it is believed that this work would act as one of the

better ways to follow in the software companies for their technical training and performance of

their employees as the work in here is taken from the best Authors who gave their valuable

opinions through their work.

1.3. Aim

The Aim of the study is to evaluate the impact of technical training on the performance of the

employees in a Multinational software company, ADP Pvt Ltd.

1.4. Objectives

1. To find out the benefits of technical training for its employees

2. For arriving at the various training evaluation techniques for better performance of the

employees

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3. To find out the Impact of technical training on the performance of the employees

4. To arrive at the various performance evaluation techniques for better performance of its

employees

1.5. Description of variables

Technical Training

Technical Training is the training given to the employees in order to give them an idea on the

task they are intended to work on. For instance, if the company has a project which needs a

new technology then the company organizes a training program for its staff.

Performance

Performance is the capability of an employee to do the tasks assigned to him. It is simply an

output of its staff.

Training evaluation techniques

In general the software companies follow certain techniques for the evaluation of its technical

training. They evaluate their training in various intervals to check whether it is working in the

right way.

Performance evaluation techniques

Performance also needs evaluation the core reason behind it would be the companies invest

a lot of amount on its training expecting the return of investment through the employee's

output (performance).

1.6. Limitations of the Research

There are some of the limitations for the current research study. Firstly the response rate is

very low as the study is on one single branch of the organization (Hyderabad). Only 26

members have responded out of 100 chosen individuals of the company for whom the e-mails

have been sent. Not just a low response but also late response was a barrier in finishing the

research beforehand. And hence time has become a major constraint in the study. As

members are very low the study is bounded to a set of 26 members. And the output depends

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only on the responses of these 26 employees. Due to some of the reasons it was not possible

to reach the company in person hence the questionnaires and interview were e-mailed where

there is a wide scope if interviewed personally.

1.7. Assumptions

It is assumed that the data provided by the employees working for the company ADP

will be useful in the analysis of my study.

It is also assumed that the response given by the managers also will be useful in my

research.

It is believed that the answers given by the employees as well as the managers are

true and were highly helpful in getting to a conclusion in my study.

1.8. Benefits of the research

The research would benefit the software organizations in getting to know what their

employees are in actual need of and provide them with whatever is required as the

companies expect the return of investment. It would also benefit the employees of the

software companies because in some of the companies they may not have a chance to

express their ideas with regard to training. The employee's comfort is important because they

are the one who make the organizations succeed. The outcome of the research may not just

help software organizations but can be applied to any organizations which provide technical

training to their staff for better performance.

1.9. Background

In late 1980's employees were responsible for their own learning and performance and the

organizations support their staff for undergoing learning. Later on the organization has started

to store the saved data in a knowledge base for offering their employees with the learning

sources (Darlene et al, 2001). In fact there are certain factors which emerged the quest for

learning. Some of them are

rapid alterations in the companies

changes with regard to job structure

need for continuous learning and development

use of knowledge for organization providing competitive benefit

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By then training came into focus by following Peter's five disciplines(Darlene et al,2001)

1. A thinking process which is habitual in nature allowing the employees to glance the

complex relationships.

2. A shared vision which is unfolded by a team

3. Models that inform how employees need to react to different circumstances

4. Team sharing of knowledge vocally

1.10. Outline of the Research

A rough idea of what the research is all about is explained in the introduction part of the

research. The introduction answers many questions like aim of the study, what are the

objectives expected to reach etc. The introduction as the name suggests it introduces to the

research. The prime motivation for choosing the topic, the assumptions considered while

doing the research and the limitations of the study are made clear.

In the literature review various opinions of the Authors on the technical training and the

performance of the employees are mentioned. The literature is used as a base knowledge for

continuing the research process. Various aspects of the technical training like the definitions

given by various Authors, its types, its importance and any issues are mentioned and are

related to the research. In the same way the performance related issues were also taken into

consideration relating to the research.

In the chapter of methodology the way the objectives are intended to reach are explained. A

case study approach which is dealing with a single company in India includes an explanation

of the type of research method used and why that method is appropriate for this qualitative

study. The overall plan of the research to be done is explained in this chapter.

In the data analysis all the collected data is presented in an easily understandable diagram

format that is chart and pie diagrams. Each and every question of the chosen data methods,

questionnaires and interviews, is compared and contrasted with the Authors' opinions in the

literature review. The analyzed data is interpreted in own words finally by giving the

conclusions or suggestions.

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Finally a conclusion is given by having a recap right from the beginning that is from

introduction, literature review till the data analysis explaining how the aim and the objectives

of the research are met.

Through this chapter an overview of the dissertation is given. The ultimate goal of the study is

to reach its aim and objectives. It is anticipated to find out the benefits of the technical training

to its employees as well as to the company; And also to find the right evaluation techniques of

training and performance of the employees after the completion of the research. In order to

check the output (performance) more concentration is laid on the input that is the technical

training. The main intention in doing so is that if the input is strong and so is the output.

Chapter 2

LITERATURE REVIEW

2.1. Introduction

The following chapter gives an insight into various training and performance related issues. It

begins from definitions by various Authors for giving a rough idea on what they think and were

mentioned, discussed and compared with the research. Focus is laid on the background of

training explaining the origin of training and its importance. Both the types of training systems

followed in general in the companies are explained. In this chapter most of the focus is on the

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technical training given to the staff on how a technical training should be and the reasons for

its importance are discussed. The various types of technical training methods and their

characteristics were discussed. Benefits of the technical training both for employees and for

the organization were clearly discussed and compared with the various Authors’ perspective

and outcome of the research. The current issues with the training in the companies were also

compared both in research perspective and the Author’s. An in-depth analysis of the needs of

the technical training was also discussed and analyzed. Some of the major contributors of

Software industry were chosen and a focus on what goes on in the company was given. And

finally the output (Performance) of the research was explained. Some of the definitions given

by Authors were discussed and also how the performance management is undergone in

various companies. A brainstorming on the performance goals and evaluation of performance

was done. And finally the impact of training on performance of its associates which is the aim

of the study was discussed. All the data produced in the literature review was taken from

various sources like books, journals articles and reports.

Literature Research is vital due to the fact that it is a process of learning the present condition

of knowledge in a chosen field (Velde, 2004, p. 25). The statement reveals that due to the

immense research on the chosen field a lot of knowledge is gained and gives profound data

on the required field and also gives a sound grip with the methodology.

2.2. Definitions for training

Many definitions were given to training by various Authors.

Leslie Rae thinks that a training plan in an organization is designed by considering various

factors among the following.

It may be the type of the company, scope of the company, distribution of employees etc (Rae

L, 2000, p. 1). It can be understood that the training depends on the strategies of the

company; its scope and the distribution of the employees across its branches etc. depending

on these constraints the companies choose their training plan.

Darlene et al (2001) explains “Training in its broadest sense is instruction provided to

employees by employers to establish, improve, maintain, or extinguish performance as it

relates to business needs.” It is inferred that training molds its employees according to the

requirements and the necessities of the organization which helps its employees in giving their

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best in terms of their performance.

2.3. Importance of Training

The companies expect the return of their investments through employee’s productivity and

profitability (Jenkins D, 2003, p. 1). The Training is the crucial part especially in well formed

software Multinational Organizations. Technical Training is required for an employee to

improve his skills with regard to the project he is dealing with; In other words expecting good

productivity. Right from the moment an employee steps into the company until he steps out he

will be undergoing many training programs may it be technical or non-technical. So

employees are more into continuous learning programs. Core expectancy in conducting those

training programs is improvement in the Performance.

Utmost importance is given to training as it is termed as a business too. The top 12 leaders of

corporate training companies generated $4.9 billion for its training in IT (Darlene et al, 2001).

As discussed earlier as organizations expect the return of all of their investments through its

employees, lot of training sessions are conducted which says the importance of these

sessions for an organization.

2.4. Technical and Non-Technical Training

Clearly the software organizations classify their training into technical and nontechnical

training. Organizations strongly believe that training boosts competitiveness with the growth in

employee's potential. Each and every company undergoes both technical and non technical

training which helps its staff in gaining skills-set in both technical and non-technical

knowledge.

2.4.1. Non-Technical Training

Non-Technical training is the training given to the employees which is not work oriented.

These are the training programs given to them to improve the creative side of the employees.

These boost up their non-technical skills-set.

2.4.2. Technical Training

Technical training is described by James (2001) as the “hard stuff” which builds good

potential, capacity and knowledge and good skill in their daily assigned work. The Author also

says that Technical training also includes 5 types of data in it.

1. Facts

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Understanding on certain concepts for example some numerical codes etc

2. Abstracts

It is a collection of a group and assigning a tag line to it

3. Processes

These include the nature of the organization and the tasks related to technical work

4. Methods

Series of clearly explained step by step procedure for clear understanding for its staff

5. Principles

These are the rules pertaining to the task in attaining its expected productivity.

The Author expresses the nature of technical training in his own words. Improving Potential,

Capability, knowledge and skills-set are intended to be important parts of the technical

training. This gives a complete idea of the input of this research which is technical training.

The more the technical training the more the performance (which is the output of research)

Trainers are accountable for the performance in the job place. Trainee should meet the

requirements of management, clients, related employees and managers (Parry S, 2000, ch.

5, p. 1).

Parry explains the importance of the role of a trainer and is clear that the output(performance)

of the employees is analyzed by them before hand. As said previously it would be useful in

the research to analyze pre and prior technical training performance of employees.

2.5. Objectives of Technical Training

According to Jessi et al (2010) through his journal article, says that training with good visual

design would be very effective as 80% of human brain would process visual material. It is

understood that the motto of the technical training programs is to reduce the time of learning

through visual material where as a matter of fact it is said that visual material sticks to the

brain for more time and is quick when compared to the description.

The Author Darlene et al (2001) mentions that the training is a four stage segmented

1. What the employees are anticipated to know after training

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2. Training provides data required for the staff

3. Good interaction with the trainer and utilize scope of demonstration

4. A proper feedback from the trainer

Darlene’s four segment formula answers the questions of what, why etc of the technical

training. From the four segmented formula it can be inferred that the company before hand

anticipates the knowledge the employees are expected to have after training, secondly the

company provides its employees with required information through technical training, thirdly

the trainer and trainee maintain a good relationship to narrow the gap of training-performance

and finally feedback from the employees would help the management know the status of the

employees. The Author also mentions that the organizations allure their own employees with

the trainings they provide and hold within their organizations. Some of the companies use

their training and development and attract employees to choose their organization.

2.6. Just-in-time Training

Just-in-time training is the technical training given to the trainee if employee is in need of a

specific skills-set. This is a flexible training and is given either when the employee is into the

task concurrently or before he is into the task. It is termed by James (2001) as a need-to-

know training rather than a good-to-know training.

From the above discussion it is believed that this type of training would result in a 100%

output as either the training is given prior to the task or concurrently. There is a clear scope

for the staff in interacting with the trainer and it is observed that time span is narrow between

training and the task. This type of training can also be termed as performance based training.

As the employee works on it he knows the ups and downs in his task. Hence opts for learning

materials or any other sources in order to gain knowledge.

2.7. On-the-Job Training

It is mentioned by James (2001) in his book that due to the new technological findings and

fast changes in the work On-the-job training method is one of the best methods to acquire

more training through this method. This kind of training is more of real time which is explained

by time, location and resources.

The author thinks that this type of technical training would be beneficial as it demands new

challenges for its employees to learn new things while in the job.

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2.8. Uses of technical training

Technical Training incorporates its staff knowledge, ability to work and skills required to

increase the human resource contribution to its organization (Darlene et al, 2001).

Darlene thinks that the epitome of technical training is the gain of knowledge which

incorporates a good capability in finishing the tasks with an ease. The research also

proves that these are the main factors which result in high productivity.

In a journal article on training and development by Hansen (2010), it is mentioned that

training may lead to formation of new job opportunities, increased salaries for trained

employees and high-skilled employees which would benefit the organizations. The

research proves the above mentioned through its questionnaire by various employees.

Training provides very effective performance oriented elements like knowledge and

skills (Clark R.C, 2007, p. 13). This being the goal of the current research it is proved

that these important characteristics lead to good productivity (performance).

Reduction of the time for learning is a major consideration in the companies (Jenkins

D, 2003, p.10). The Author thinks that the time is an important constraint in the

organizations which is absolutely true. The management eagerly waits for its

employees to become productive.

2.9. Analysis of Technical training needs and evaluation

As per the report by David et al (2000) there are some of the methods in analyzing the needs

of training in most of the software companies. The report analysis show that 80% of its

training needs are known from the employee requests, 74% from Managers, around 70%

from Performance Appraisals and for about 30% from Audits. From the above mentioned

percentages it is clear that utmost importance is given to employee requests. The more the

employees satisfy with the technical training the more the interest on their job. As far the

organizations are concerned they see that their staff is self contented with the technical data

and not feel the tasks tedious.

Donald (1998) discussed the need of evaluation of training in his 3rd chapter by considering

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the dialogue by various Authors. Donald is with the dialogue “only through thorough

evaluation can we gauge a training program's success”. The Author also gave some good

steps for evaluation of technical training as mentioned below.

Step 1: Reaction of Trainee

Step 2: Learning from Training

Step 3: Application of training

Step 4: Checking results from training

Step 1: From the reaction of trainee it could be conformed whether he is confused or any info

to be added or he is completely into training. This is very useful step which is taken at the

beginning and is used in the questionnaire part of the research.

Step 2: This is the step where the performance check takes place before employee is into the

task and when the employee is still in the training zone. It is evident that the trainer can get

the feedback from the employee utmost at this stage and can there is a scope to think for

further training needs if required. In the research this step was also analyzed after the

interviews were taken place.

Step 3: Application of training

This is intended by the Author that the information learned from the training programs is again

taught in such a way that they apply it to their job. This is taught to them clearly by experts in

order to avoid in this step. By the end of this the staff are supposed to be ready to try their

learned lessons on their tasks.

Step 4: Checking results from training

Final step is to check results attained after training. This is checked with regard to the

organization but not employee. The measures include turnover, costs, quality,sales etc. All

these directly or indirectly depend on the employee's productivity. In the research this step

can be taken as performance evaluation. Performance can be evaluated after training with

regard to employee as well as the organization.

2.10. Issues with training

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1. Training Budget

As training demands cost, software companies are aware of the way they wanted to

spend their budget. Through observations it is seen that the size of the budget is based

mostly on the size of the company. Companies are very particular regarding this and

they think that the amount spent will not be wasted but they expect return of

investment through employees' performance. From a report on training and

development by Ashton et al (2000) it is said that UK being an industrialized country

has the highest training budget when compared to other developing countries like

India.

2. Strategies with regard to training

Software organizations always do keep in mind their strategies also with regard to

training. The report by David et al (2000) also says that the strategies may include

effective use of their employees, market share improvement, better return of

investment etc. so by keeping in mind the strategies of the companies training plans

are implemented.

3. Training Gap

Evensen in his site describes the training gap as the variance between the skills

employees already have and the skills the company requires from them for the benefit

of the company. http://www.traininggap.com Accessed on September 3rd 2010. It is

understood that the epitome of his site is the analysis of the training needs are ought to

be taken into account in the companies and to make the employees know “where they

are and where they actually need to be”. Hence it is believed that the narrower the gap

the more the productivity.

4. Parry(2000) thinks the factors preventing their employees in applying the learning in

task would be

Support from managers: Some of the managers may not accept until they are

convinced with the output though produced in the way they are given training. It is

understood that the manager's support with the employee's output would encourage

him in utilizing his training.

Hectic time schedule: In most of the companies this is a common issue. The author

reminds the time schedule given to the employees for their task. The management in

the companies.

17

Right software equipment: up-to-date and advanced software need to be installed for

convenience of the employees. If it is not the case then the employees may take more

time in finishing their task.

Conformation from peers: The best example of this would be conformation of a tester

with the developer's work. This would hinder him from continuing his work.

Previous employee performance: The work done by the staff is many times compared

to the previous employees and may become a barrier in his work. Most of the above

mentioned points are used in the questionnaire and were very useful in the analysis of

their performance.

2.11. What is Performance?

Stolovitch conveyed through his book that result is a component which adds to performance.

In simpler words it equals activity leading to result (Stolovitch H. D et al, 2006, p. 38). The

Author clearly expresses that the work they do gives the result which adds to the performance

of an associate. It can also be understood as the technical training and performance are

directly proportional to each other.

It is explained by an Author that the performance aspects fall into 3 divisions they are

throughput, receptiveness and value (Rosen S, 1983, p.1). This is the perfect way of

explaining the performance in just three words by the Author. The input is the first part that is

an employee need to have a good input (may be training) and then the receptiveness of the

subject and the quality of the subject result into performance. All the three are checked from

the questionnaires in this research study.

2.12. Performance Goals

In a book on performance of employees it is explained that these performance goals play an

important role both for organization and employees. The Author also says that it’s a good

practice if ‘the job to be done’ and ‘how fine the associate needs to perform’ are explained to

the associates than to let them know after the task is done (Max D, 2008, p. 4, 7). It is evident

from this that it would be clear for an associate if the associate knows on what he is working

on and how to give better performance well as they know what their job is.

One of the theories say that if individuals are dedicated to the goals of the company then they

18

through themselves into the right path (Shepard G, 2005, p. 3)

2.13. Performance Management

Performance Management is defined as “An ongoing communication process between two

people”. The Author also made a clear point that the Organization, associates and the

Manager would be benefited if the performance is managed properly (Bacal, 1999, p. 5). A

Better performer would benefit himself with his job done successfully and the same with the

Manager.

Employees are ought to be good and continuous learners to enhance knowledge especially in

technical. Due to the busy schedule of the staff there is little time to have class-room training

sessions. So in general the performance support systems are provided to them electronically

on demand and performance centered applications which provide the advanced information

relating to their tasks (Van Tiem, 2001). The Author explains the support given by these teams

for better productivity. In this research also the individuals were also provided with these

facilities.

2.14. Evaluating Performance

Evaluation is a proper method in getting to a decision depending on the reliable information

(Ingrid, 2008, p. 26). Performance needs evaluation in the companies to know the status of

their employees and would help the managers to estimate their training needs in the required

areas. In the current research the performance is evaluated before and after technical

training.

2.15. Performance Appraisals

A performance appraisal is said to be a method of arranging relation between a manger and

an associate by discussing what associates are doing and how perfect are they doing (Delpo,

2007, p. 9). There are many advantages of performance appraisals, it is found in a book that

the most important of them all is that the staff knows how well they are performing and also

the “need for training and development” (Arthur,2008, p. 5). All the above discussed give a

clear description of what an appraisal is and the relation of appraisal with its training.

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2.16. Impact of Training on Performance

Gemino et al (2008), in their journal of Management Information Systems, it is found that the

researches have come to a conclusion after a survey on performance; it is reported that

information resources, support of organization and project management practices do impact

on the associates’ performance. From this it is a matter of fact that the technical resources

provided and the support from the organizations show a lot of impact on the performance of

the staff. The current research deals with the impact of technical training on the performance.

2.17. Training and performance evaluation programs

The company follows a unique training and performance evaluation methods which made the

company a success in making their associates productive. A regular feedback from the

employees on the training programs they conduct and feedback on the performance at the

time of performance appraisals are some of the efficient methods the company follows. A

detail description of its technical training and performance methods are shown in the chapter

of data analysis.

2.18. Summary

In the review of literature the definitions, suggestions by various authors are considered and

discussed and helped into coming into proper conclusions on various topics. All the points

discussed above are compared and contrasted with the analyzed data from the interviews

and questionnaires in the chapter of data analysis. It can be inferred that the major

contributors of software industry are succeeding due to its good technical training programs.

Due to the review of literature a sound knowledge is gained in the research related issues.

The review acted as a base for the methodology. While working on the literature review it

raised many questions relating to the study leading to the questionnaires and interviews. This

chapter is a catalyst in reaching its aim and objectives.

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Chapter 3

METHODOLOGY

3.1. Introduction

In this chapter of methodology lies the epitome of the process of the research. It gives

answers of the questions of the research like how the research was taken and what is the

prime target of the study etc. A simple definition for Research given by Swanson R. A. et al

(2005) as: “A research is an orderly investigative process for the purpose of creating new

knowledge”. Swanson gave a simple but very clear definition for Research in his words.

21

Research is understood to be a process which is done in a proper order and most importantly

the end result would be gain of new knowledge.

The chapter is intended to explain how it is able to reach its aim and the objectives of the

research. This chapter begins with a few words on the philosophy of research study

explaining what the research is all about. The strategies of research methods are discussed

from the opinions of various Authors. The different types of strategies are also into discussion.

The data collection methods are discussed with their types and the type of methods chosen

and the reason to choose them. As this research is a case study the method is discussed in

detail. The details of the time management in carrying out the study are also mentioned

clearly in this chapter. And finally a recap of all the findings is given through conclusion.

3.2. Philosophy of Research

The philosophy of research according to Saunders (2009) would contain the crucial

assumptions of the manner in which we see the world. The Author also mentions that

research is all about straightforwardness in the report. In this research the analysis is

conducted on the technical training and the performance of the employees. Employee’s

comfort levels on the technical training process in their company and the relation of training

on their performance are checked with the help of data collection methods. The research

philosophy gives the epitome of the research.

3.3. Research method strategies

Another Author said that a research is like a ‘detective job’; it starts with a problem and leads

to many questions like ‘why’, ’what’, ’when’ and ‘who’ (Beiske, 2007, p. 1). The research

process contains many stages beginning right from choosing the topic, framing literature

review, collection of data and putting it on the note. (Saunders et al, 2009, p. 8)

Research methods strategies can be divided into three methods according to Swanson et al

(2005)

1. qualitative methods

2. quantitative methods and

3. mixed methods

22

The Author also explains the methods as follows:

Quantitative Method-This method is explained as the “cause and effect thinking, reduction to

specific variables and hypotheses and questions, use of measurement and observation, and

the test of theories” (Creswell, 2003, p. 18). Hence this type of method would completely deal

with the numbers, analysis and findings.

Qualitative Method: This approach deals with the words. The method considers the responses

given by the individuals and the collected data is analyzed. Bryman et al(2003) believes that

there would be strain in the understanding of social society by the scrutinization of the

elucidation of that society by the participants. So there would be a lot of thinking involved in

the process of analysis of the data collected. In this research study qualitative method is used

for its analysis.

Mixed Methods: These methods are the combination of both qualitative and quantitative

methods. Hence both numbers and words are expected to be part of this kind of method.

In both the cases of qualitative and quantitative research it is mentioned in a book that validity

is a must (Cohen et al, 2007, p. 133). This shows not just the usage of these methods but the

validation plays a vital role.

3.4. Data Collection Methods

The Author Kothari views that the job of data collection starts after the exact crisis has been

identified and explained (Kothari C R, 2008, p. 95). This implies that first the researcher need

to understand the criteria and then think of the type of data collection method to be followed.

In general data collection methods are of two types. They are Primary data and secondary

data.

3.4.1. Primary data

The primary data is defined as the collection of original information for a specific defined

problem and is empowered for the research question (Ellwood, 2002, p. 249). If this is applied

for the current study it is implied that the primary data revolves around the research question.

23

a) Questionnaires

Phillips P. P et al (2008) concludes that the questionnaire is the most used method of the data

collection. The Author is right in feeling so because the answers are straight to the point in

this method and the analysis would be a bit easy compared to the rest. The tough thing in it is

to frame questions. One need to think logically in order to get the best analysis out of it.

Saunders et al (2009) thinks that this method is for wide use in descriptive research. This is

used in this research in order to get the opinions of the employees with their training and

performance issues. The important thing to be noted is the genuineness of the staff. Not just

the researcher need to believe the responses but the truth after analysis.

A good questionnaire is supposed to be short and uncomplicated which may result with an

expected output (Kothari C R, 2008, p. 103). Both open-ended and close-ended questions

were chosen as the part of the research done. Some of the responded individuals gave

explanations to some of the close-ended questions too. That was very helpful in taking the

information out of it.

Questionnaires are also used to get the data from candidates who are believed to be

observers (Donald, 2005, p.38). These people may not be part of the case study but the data

can be taken into consideration from their experiences. A very few in my research were

chosen as observers due to the poor response from the employees in the organization. On

the other side the responses from the observers were also very useful.

Beiske (2007) thinks that the questionnaires save money as these can be done through mails

too. In the research questionnaires are forwarded to as many employees as possible through

mails.

b) Interviews

Saunders et al (2009) mentions the use of interviews could be helped to collect suitable and

consistent data that is pertinent to the research. The Author takes another important point

regarding the interviews which could be a greatest advantage compared to questionnaire; that

is though the questions are not properly framed (which hinder the information required for

24

meeting the objectives) there are chances of getting the information from the interviewee.

Kothari (2008, p. 99) thinks that the individuals are carefully chosen and briefed the topic of

the research before interviewing. This was actually followed in the research and was the

manager chosen by giving a brief on the research carried first and then the reason to choose

the person.

One of the Authors says that the interviews make the interviewees see the world with other’s

eyes (Jaber, 2002, p. 98). This may be true because not just his intentions but even the

general opinions by the people related to him may be taken into consideration.

In this study a semi structured interview was chosen and were e-mailed to the managers by

which we can say that scripted interviews were taken from the chosen managers. Though a

very late response is received from the managers time is managed well and these responses

were analyzed and produced.

3.4.2. Secondary data

Growther says as the term secondary data means ‘second hand’ data in the sense which is

already in existence and nothing is new in it. The author also mentions that before the primary

data is collected this data is collected and will be very useful (Growther, 2008, p. 89). It is

believed that the secondary data acts as a strong base for primary data. In this research work

secondary data gave a sound knowledge on the subject and helped in framing logical

questionnaire as well as interview questions. Various sources like books, journals, reports etc

are used in the study and gave immense knowledge regarding the study and helped with the

primary data.

3.5. Case study

A Case study is defined by Mitchell as an in-depth investigation of an occurrence that the

researcher believes to reveal the operation of some of the recognized common theoretical

values (Kumar, 2008, p. 49). The Author also says that it is an in-depth research on selected

task. The Author believes that a case study needs an in-depth analysis on a particular chosen

topic and involves the findings with the already existing data. This research study was carried

25

on the segment of Technical Training and Performance of the associates in a software

company ADP Pvt Ltd, India. A renowned software company in India is the current Case

Study chosen. Someone who is very close to the researcher is working for the company since

3 years. So the access to the company was a no tough job. Through Questionnaires and

Interviews the research was carried out with the co-operation from the associates. The data

collected was analyzed and produced in the next chapter.

3.6. Access

An Access to the company ADP Pvt Ltd is gained through Manoj Chiruvella, who is a very

close friend and works as a critical resource Tester for their project since 3 years. A letter was

recommended from the company through Manoj for gaining access to the staff and was

issued which gave a start to the research.

3.7. Time Schedule

E-mails are sent to the associates on 9th september, 10th september and 13th september.

Some of the employees responded while in their office immediately. But some of them gave

late responses until 18th of september. The analysis was started right after receiving some of

the responses that is on 9th September and the mails received at the end are also considered

and results are changed accordingly and finally able to finish it on time.

2.18. Case Study on ADP Pvt Ltd

Why ADP

Having found the training methods of the company are good when compared to two other

chosen companies where there is a possibility of access through friends, the company of ADP

Pvt Ltd is chosen. Making a point that its the company where in recession no single employee

is out, allured to carry a research on it.

About ADP

ADP, a Multinational Company, was established in the year 1949, currently providing jobs for

about 29 millions worldwide. It processes transactions for clients in 25 countries and manages

about 13 million claims yearly. It has 560,000 organizations in over 60 countries.

26

What it does

It is world’s largest provider in outsourcing and tops Automatic Data Processing. It is also a

leader in providing computer solutions for variety of vehicles worldwide.

The company's objective is to grow in its shareholder value. To achieve it the company is

committed in providing “world class service”, “product leadership” and importantly “employer

of choice” programs for its employees.

3.8. CONCLUSION

The process involved in reaching the aim and the objectives of the study are explained in the

methodology. By following a proper research philosophy aiming at the objectives of the study

the research was successfully time scaled. Suitable data collection methods are chosen

among the many available by providing convincing reasons behind choosing those and for the

gain of the required data from the chosen company ADP Pvt Ltd. All the information is readily

gathered and was to the analysis and giving out the interpretations in the next chapter.

Chapter 4

DATA ANALYSIS AND INTERPRETATION

4.1. Introduction

In this chapter all the data collected through questionnaires and interviews are put into a

pictorial diagram for clear understanding of the data. Each and every question of the

questionnaires and interviews are presented and discussed. The qualitative data collected is

27

properly sorted according to the chosen groups depending on the data and organized.

Through comparison and contrasting it with the literature review that is what the Authors

mentioned, the data is analyzed. The ultimate goal of this data analysis is to evaluate the

performance of the employees before and after the technical training. Names of some of the

Managers are kept confidential in this research report but are provided as a proof in the

portfolio with their company e-mail ids.

The analysis and interpretation are specified simultaneously for each question.

4.2. Collection of Data

The data is collected from the employees of ADP through questionnaire and interviews.

Through e-mails the information is collected. First of all a list of about 56 employees are taken

through the one who is responsible for the company's access. The list was emailed by

explaining the ethical issues and the purpose of the mail. Among those 26 employees have

resoponded including two of the managers.

4.3. Findings and Results of Questionnaires

1. For how many years have you been working for this company?

Analysis and interpretations

The research starts with the question which gives the information on the experience of the

employees. From the response from the employees it is shown through the pie diagram that

most of the employees are working for the company currently for 1 to 4 years. Through the

examination of the data it is found that 10% of the employees have an experience below an

year, 70&% of the employees have an experience between 1 to 4 years and 20% have for 4

Employee Experience

Below 1 year

1 to 4 years

4 or above

28

or above years of experience. This is a straight question to find out the experience of the

employees on an average.

2. Have you got any job experience before?

Analysis and interpretations

It is shown above that almost both freshers and the experienced share an equal priority. It is

believed that depending on the constraints of organization, the project type and need of

employees the company recruits people. 56% of the employees have got a job experience

and 44% haven't. This is to know the average count of the employees who are experienced

and viz.

3. If you are a fresher have you faced any difficulties in the initial days of your work even

after training?

yes

no

29

Analysis and interpretations

This is to know whether the employees without experience faced any difficulties in the

beginning of their work life. 40% of the employees said that the work they faced at the

beginning is challenging and have to strive to be in the track. This says that more care is to be

given to the employees at the beginning of their job more specifically if he/she is a fresher.

4. Does your company follow any other process in case of failure of technical training?

Analysis and Interpretations

The intention of inclusion of this question was to find out whether the company takes any

action if the staff are still finding it hard after technical training to work on the tasks. There is a

yes not really

0

10

20

30

40

50

60

yes no

0

20

40

60

80

100

120

fig 4

30

complete 100% yes on this question. Employees working on different platforms say that they

have some procedure in the case of failure of the technical training.

5. Does your company provide advanced software equipment?

Analysis and interpretations

This question is asked to find out the facilities and requirements provided which are treated as

minimum essentials. Parry says that the provision of up-to-date software is essential in

companies for the convenience of the employees. If the company does not provide good and

up-to-date software equipment for its associates it would waste the time of employees and

may not be so convenient to them in giving their best on time. And may be this stress would

affect their confidence levels. But there are no such comments from any of the employees

and the response is found to be a 100% positive.

6. Do you enjoy coming to work?

31

Analysis and Interpretations

This question is just to know the state of mind of the employees before asking any questions

on the actual input (Technical Training) and output (Performance) of the research. This

question is thought in such a way that if an employee is not interested in his work and there

are chances of getting a little lower score in the ratings of the technical training which would

be taken as a point in the research. Though there are no negatives on this as well and all the

employees are happy workers.

7. Who provides you with the training?

Analysis and Interpretations

yes

no

0 20 40 60 80 100 120

fig 6.

internal external both

0

10

20

30

40

50

60

70

80

fig 7.

32

The question gives the information on the percentage of employees who are into internal,

external or both types of training. The chart clearly shows that some of the employees are into

only internal training that is the company provides its training, or only external or both the

trainings. But if we examine Sriharsha's response he has clearly mentioned that if the

technology is new then the company opts out an external training. This would say that the

company concentrates on the technology and decides on the training type. Here it can be

interpreted that the company gives importance to its employee's technical training programs

for better productivity.

8. How frequently will you be given training?

Analysis and Interpretations

This is to know how frequently the staff is given training. But all the employees responded by

saying that it depends. Some of them said that it depends on the project and requirement. If

the project is a new technology then technical training is given to them.

9. How many technical training programs have you attended till date?

Once in a month twice in a month

once in 6 months depends

0

10

20

30

40

50

60

70

80

90

100

33

Analysis and interpretations

This question was intended to find out the number of technical training programs conducted

for their staff. More than an average of the staff said that they have attended for 10-20 training

programs. From close observation it can be inferred that employees with above 2 years of

experience have had more training programs than others. Only some of them who have an

experience of above 4 years had less than 10. This clearly implies that ADP has showed

interest in its training programs gradually from past 5 years.

10. Which of the following are taken into account by your organization while planning your

training?

a) Strategy oriented b) Client oriented c) both

less than 10 10 to 20 20 to 30 more

0

10

20

30

40

50

60

70

Fig 8.

Strategy

client

both

34

Analysis and interpretations

The staff gave mixed response on this question. As examined the pie chart it shows that 48%

of employees have attended strategy oriented training programs, 32% of the employees

attended client based training programs and the rest (5%) attended both. This shows that

may be the internal projects are run by the company itself and the external projects by

external trainers.

11. Will your trainer take any immediate feedback from you after your training?

a) Yes b) no

Analysis and interpretations

This shows that all the employees are taken feedback immediately after training. In literature

review it is mentioned by Parry that an immediate feedback would help a trainer to know how

far the training has helped the employee. Donald said that taking feedback from the staff

immediately after training should be one of the steps of technical training evaluation. Hence

the company practices a good training feedback procedure. From this it can be said that the

company follows a good procedure in training evaluation.

12.Do you think the technical training they provide is sufficient or you expect more/less?

yes no

0

10

20

30

40

50

60

70

80

90

100

35

Analysis and interpretations

The question was included in the questionnaire to know how far the technical training has

helped the staff; and also to know whether the staff is in need of training. In the literature

review on analysis of training needs it was mentioned by David in his survey report that about

80% of the employees are in need of training. On contrary in this research it is only 24% of

them say that they need more and the rest of 76% are happy with the training provided.

13. How would you rate from 1 to 9 on the use of training in your project performance till

date?

36

Analysis and interpretations

This question is to find out the use of training in the employee's tasks. From the literature

review Parry mentions on the use of training in their task may be hindered due to some of the

reasons like manager's acceptance with the process taught in the training and also sufficient

time in implementation. It is evident from the chart that 4 – 6 is the rating given for about 70%.

on an average it can be said that the manager's are supportive in giving employees chance to

use their training in their work.

14. Is the time sufficient in completing the assigned task?

1 to 3

4 to 6

7 to 10

0 10 20 30 40 50 60 70

Fig: ratings of staff on their performance after training

yes sometimes needed more

no

37

Analysis and interpretations

This is to know whether the time provided in finishing the task is sufficient or not. It can be

inferred that in most of the cases time stood as a barrier and only in some cases it was

sufficient.

15. If not is the sufficient time provided later?

Analysis and interpretations

This question is to confirm that the staff are provided with the sufficient time if the deadline

provided initially is not sufficient initially and that they are comfortable in giving the

output(performance). It is understood from the column chart that all the staff are given

sufficient time.

16.Have you got any personal issues which you think would affect your work life?

yes no

0

10

20

30

40

50

60

70

80

90

100

38

Analysis and interpretations

This is a straight question to know whether any of the associates are sensitive enough to

reflect their personal life in their work field. This question is actually intended to consider due

to the fact that if anyone are in such a trouble then that situation would hinder the current

research in evaluating out the performance of employees with technical training provided. The

chart shows that no employee has brought to notice of such issues.

17.How would you rate your performance after training?

yes no

0

10

20

30

40

50

60

70

80

90

100

39

Analysis and interpretations

This is to find out the feedback from the employees the impact of training on their

performance. 60% of the employees think that technical training is useful in a good way in

their tasks, 32% think that it is satisfactory and 4% think it is excellent and the remaining 4%

of them are not satisfied. This means that all the employees are not completely with the

technical training and are in want of more training for better performance. In the lit review it is

mentioned that the evaluating is necessary to know the current status. Hence even in this

situation a frequent evaluation is necessary to know the status of employees so that their

performance levels are not affected.

18.How would you rate your performance from 1 to 9 before training?

excellent

good

satisfactory

not satisfied

7 to 9 4 to 6 1 to 3

0

10

20

30

40

50

60

70

80

90

40

Analysis and interpretations

This is to find out the actual performance skills of the employees even before technical

training. From the diagram it is clear that ratings are more on 4-6 and some on 7-9. This

shows that the company ADP has taken the employees with a good skills-set and if provided

with a good practice of training they may become better productive.

19.What do you think of the technical training the company provides?

Analysis and interpretations

To have a feedback on the training they are provided with from their staff this question was

included in the questionnaire. It is clear that 20% of staff say that the training provided is

excellent, 56% say that it is a good training, 12% say that it is satisfactory and 4% say that

they are not satisfied. On an average the employees say that the training they are provided

with(may be external or internal technical training) is good. But then some of the staff are in

real need of technical training training.

20.After training did you feel any work assigned to you is burdensome?

41

Analysis and interpretations

This question helps in finding out whether any of the staff felt the assigned work is tedious

after technical training. It is just a 4% who felt that the assigned work is a bit tedious and are

seriously in want of training or any support. And the rest of 96% are happy with the training.

From the literature review on performance management it is said by an Author that

performance support systems should actively participate in case there is a need for

employees. This should be applied to the 4% of employees in this case.

21.Are you satisfied with the way(process) you are asked to do a job?

yes no

0

10

20

30

40

50

60

70

80

90

100

no yes

0

10

20

30

40

50

60

70

80

90

100

42

Analysis and interpretations

It is found from the chart that 96% of the employees are comfortable with the process they are

asked to do a job. From the literature review Max explains that the 'job to be done' and the

'way do be followed' should be explained to the staff so that they perform well. Researcher

believes that it is true and there are tendencies to perform well as they are completely aware

of the tasks and the process.

22.Are you satisfied with the performance appraisals?

Analysis and interpretations

This is to know the satisfaction of the associates on their performance appraisals. It is seen

that 84% of employees are happy with their appraisals and 16% of them are not. These are

so important because the satisfaction gives them confidence and also encourages them to

perform well in their forthcoming tasks. As discussed in the review on performance appraisals

are

23. Do you think you are given performance appraisal so you attend the training programs?

yes

no

43

Analysis and interpretations

As discussed in the previous question the performance appraisals gives confidence to the

staff in giving their best for the next time. Hence this question is to find out the reason behind

their appraisal. If the company follows a principle of encouraging the staff to attend training

through the appraisals that may not encourage them in giving their best in the next task; and it

is very easy to find out from their appraisal whether it is given for their performance or for any

other reason. Here in the chart it is shown that 80% of the employees do not agree with the

question and just 20% say that they cannot predict and none do agreed. So it is believed that

there is no such practice in the company. Arthur's views are mentioned in the review that the

employees will tend to know the importance of training in their performance with these

appraisals. Most of the employees may need to know that these appraisals are also intended

to encourage the employees for attending the training sessions too.

4.4. Interview Response

Two of the managers of the company gave their interview response through scripted

interviews. Just 7 important Questions were asked to reduce their effort and time. Their

responses were compared with their employee's responses and analyzed below.

Responses from the managers NAVEENA and SUMAN are taken and are used in the

analysis.

1) How often are the technical training programs conducted in your company?

Agree Disagree Can't predict

0

10

20

30

40

50

60

70

80

44

Mrs. Naveena says that the trainings are conducted on a need basis whether it is identified by

associate or suggested by the manager.

Mr. Suman also mean the same and says that these programs are conducted on a

requirement basis and gives an example of a project with a new technology.

Interpretation

It can be inferred that the technical training programs are conducted whenever the

management think they are necessary. And also the importance is given to the employee's

request. But when examined in the employee's perspective it can be said that 40% of the staff

who have no previous experience faced difficulties in the beginning. So there is a need to

think about the needs of these employees.

2. On what basis are the technical training programs suggested to your associates?

Mrs. Naveena says that the technical programs are suggested on a need basis. In general the

associates are suggested training programs while one-on-one discussions. She also adds

that the skills-set required for the role of the associate is evaluated and necessary training

programs or actions are taken to enhance it.

Mr. Suman repeats saying that it depends on the project type. If it is a new technology they

suggest technical training. They may suggest proper training programs for a poor performer

or it could be a request from an associate who is in need of technical support.

Interpretation

It is understood that the company ADP tries to make its employees comfortable with their

technical knowledge through organizing training programs for better performance. The one-

on-one discussion would clear any issues of the employees regarding the training

requirement. It is a good practice to make their employees know the skill-set they need to

possess for their role.

3. Are the suggested technical training programs mandatory? Could you explain the

reasons behind it?

Mrs. Naveena says that the training programs are suggested after discussion with associates.

45

In case of unwillingness of an associate the necessity of training to enhance his skills are

explained to the associate thus explaining the role of associate. She stressed on the

gaps( technical & non-technical skills) which need to be filled by associates as objectives of

the associates. Objectives set by managers to improve the synergy of the company”.

Mr. Suman says that generally they suggest the training programs to the associates

depending on the necessity. A clear explanation of the purpose of the training is given to the

associate prior training say it may be a new technology based project, a poor performer or

just a new application into the market. The

performance oriented training programs need serious attention”.

Interpretation

Though the response is in indirect sense by Mrs. Naveena it is understood that the training

programs are mandatory for their employees. There is an important thing which is to be noted

that is filling up of the gap which are set as the objectives of the employees. Evensen also

explained that the training gap would hinder the employee with his output (performance). This

is proved to be true in this research. Mr. Suman gives a straight answer to the question that in

general, knowledge based training programs may not be compulsory but the performance

oriented programs are for their employees. This practice may account for narrowing the gap.

4. In case of failure of training what are the measures taken by the management?

Mrs. Naveena says “Training programs are conducted by internal & external mentors. A

technical focus group is to improve the technical efficiency of the organization. External

mentors are contacted for providing expertise on domain; it will be a one time training offered

to associate. If an associate feels it is not fulfilling the technical lag then a personalized

training will be provided by external trainers.”

Mr. Suman says “While the technical training session (internal) takes place the feedback

sessions are organized to know the potential of the associates. Later after the training session

another feedback is taken. In case of external training, external trainee is responsible for its

training. In both the cases, if there is a problem with any of associates then special training

programs are conducted by our focus groups(internal) otherwise a request is raised to the

46

external trainee on the need of training.

Interpretation

Both Mrs. Naveena and Mr. Suman explain the same saying that the internal projects are

taken care of the focus groups in case of any failure. And Mr. Suman gave an in-depth idea

on the feedback taken from the employees by the trainer before the completion of the training

to know the status of the employees. This shows the care taken by the company to avoid the

failure of the training. If taken an external project, external trainer is responsible for the

training of unsatisfied employees.

5. How do you evaluate the performance of your associates?

Firstly Mrs. Naveena answer's “the management discusses and evaluates the performance of

employees at the time of performance appraisals every six months. Appraisal discussion is a

formal way to evaluate the performance of an associate in different dimensions such OTD

(On-time delivery of assigned tasks), quality, personal goals, organizational objectives, team

work, contribution to team & organization etc.”

Mr. Suman answer's “performance evaluation begins at the start of the training programs. A

test on the understandability of its employees is checked in frequent intervals of training itself.

After the tasks are done in an individual formal meeting with our associates will have a

discussion on the achievements resulting in the final appraisal document.

Interpretation

By considering both the manager's responses it can be inferred that the performance of the

employee is evaluated in frequent intervals during technical training sessions. And later a

recap is done at the time of performance appraisals.

6. How do you come to a conclusion that the technical training programs conducted are

effective?

In Mrs. Naveena's words “Training programs are conducted to improve the technical efficiency

47

of the organization. These trainings are a continuous guidance to help, fulfill the needs of

associates. Internal mentors, working in the same domain will be having a rapport with the

associates. This rapport will further help to build a professional relation to approach for a

continual technical guidance to associate.”

In Mr. Suman's words “As mentioned earlier we always check the progress of our training

sessions in frequent intervals before and after the completion of training. These feedback

sessions and evaluation techniques answer the questions on effectiveness of the technical

training sessions. Apart from the technical training we provide we offer various resources like

24*7 support for associates, online resources, project based power point slides for an extra

support. These stand as a support for their technical training.”

Interpretation

It is clear from Mrs. Naveena's words that continuous support given for its employees would

always be effective as they prove it with their performance. Mr. Suman repeats that regular

feedback from employees and the evaluation of training programs show their effectiveness

and also mentions the same words of Mrs. Naveena about the various support resources of

the company.

4.5. Conclusion

As explained in the previous chapter of methodology that through questionnaires and

interviews the data is collected. The diagrammatic data is analyzed and its interpretations are

presented gave a clear idea on the data. From the responses of the employees and the

managers through questionnaires and the interviews all the answers related to the research

are found. The comparison of the results of the questionnaires and the interviews helped in

reaching the objectives of the study. By including the Author's opinions with the whole

analysis lead to the complete objectives of the study by answering the aim of the study.

48

Chapter 5

CONCLUSION

From the previous chapter of the data analysis many results were drawn from each and every

question of the questionnaires and the interviews through analysis. An in-depth focus on the

company ADP Pvt Ltd's technical training practices and the way they manage the

performance of its employees are concentrated in the questionnaires and interviews leading

to the result the impact of technical training on the performance of its employees.

Conclusions are also drawn from the managers’ responses. The managers have clearly given

their ideas on the procedure of the technical training programs conducted in their company

and the way they handle various issues in the company

An in-depth focus is laid on all the aspects with regard to the performance of the employees.

Firstly through the questionnaires the mental status of the employees is analyzed such as

whether he is interested in the job, his comfort with the equipment provided by the company

etc. His comfort levels with regard to the technical training provided by the company, the

training evaluation procedures and the performance evaluations like performance appraisals

are analyzed. Some of the employees gave answers in statements which helped in drawing

certain conclusions.

say it might be the case of failure of technical training or the evaluation of the performance of

the employees.

5.1. Conclusions Drawn

All the findings from the questionnaires and interviews were summarized into points and are

listed below which are taken from the employees

The company ADP being a multinational company offers its employees with good and

up-to-date software.

It gives chances for both experienced and non-experienced individuals in the

company.

All the employees enjoy coming to work with which it can be said that they are happy

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to work and may have no obligations with their performance.

None of them have personal issues which would affect their work life (performance).

The company encourages both internal and external technical training programs in a

regular basis for its employees.

The company follows both strategy and client oriented training programs depending on

the requirement for its employees.

All the employees are interested in the training programs and they think that they are

very useful in gaining sound knowledge skill-set.

Time to time feedback from employees help in the evaluation of the technical training

programs while they are in the training sessions.

Sample tasks are provided to employees while in the training session to predict their

performance beforehand help the management in assessing their work.

Non-experienced associates need more concentration with their performance as there

is a need for more assistance in the early days of their work.

Some of the employees are in need of extra training for better performance.

Only a few stated that the training is very useful. More care is ought to be taken for

complete use of training in the tasks.

Time provided for the tasks needs an extension for most of the employees but then the

company provides enough time later to finish the tasks and perform well.

Almost all the employees are happy with the training and only a few are not completely

satisfied with the training.

In case of failure of the technical training ADP follows proper procedure in bringing

their employees on the track.

A couple of associates feel that the work assigned even after technical training is

burdensome which needs special attention.

On the whole it is observed that there is a lot of improvement in the performance of the

employees after the training programs.

Almost all the employees are happy with their performance appraisals and they don't

think that they are provided in order that they attend the training sessions.

The findings from the managers of the ADP are listed below

The technical training programs are conducted by the management based on the

necessity of the project based skills.

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The associates are made to know what their skills-set is ought to be to fulfill their role

and are suggested with the training sessions.

A clear explanation is given to the associates in case of their unwillingness to training

programs.

In case of failure of training sessions another training session is rescheduled for

internal projects. If it is an external project the company requests external trainer for

assistance.

The management comes to a conclusion that the technical training sessions conducted

are effective from the performance of the employees and from the feedback of

associates.

The performance is evaluated in the training sessions before hand and later on it is

evaluated while he is into actual job.

At the time of performance appraisals the performance is evaluated as one-on-one

discussions with manager and employee.

5.2. Recommendations for further Research

Time scheduling is the important tool in any research. Due to the delayed response from the

managers and some of the employees, time scheduling became a little problematic. If more

time is gained this would have been the best research work. A scheduled research work

would result in reaching the aim and objectives to its best. A longer time span would allow the

researcher in scheduling the work leisurely and make alterations whenever possible and

wherever necessary in the work depending on the situation. As the response rate is low, if

considered some more branches of ADP for the research it would answer many more

questions in the piece of work. Because each and every individual has his own intensions on

the various aspects like technical training provided by the company, facilities provided and so

on. May be if considered many branches, more responses they would help in getting to better

conclusions. Though it is a fact that if many questions are included in the questionnaires the

response rate is low, it’s better to include at least a minimum of questions to reach the aim

and objectives. The same would apply for the interviews as well. If the feedback is taken from

as many managers as possible it would be beneficial in getting a lot of information on the

procedures of the company. There is a good scope of information if face-to-face interviews

are chosen. Because there is a scope of good interaction if it a face-to-face interview which is

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a disadvantage in the scripted interviews. Video calling or Telephonic interviews can also be

used in the research in case the researcher is not in a position to reach the place in person.

These types of interviews are opted as a second chance in this type of research. If there is a

chance in getting an access to another software companies there may be a scope to compare

the training methods and any procedures between the companies and come to a conclusion

on the best way of all. If it is possible the managers not just at the company level but also at a

higher level may also be an added advantage for the piece of work.

5.3. Suggestions for ADP Pvt Ltd (Hyderabad, India)

The chapter of data analysis led to many conclusions. Here are some of the

recommendations for the company which would be a piece of advice for the organization to

reach better levels. Special focus on the newcomers to the company without prior experience

would make the newcomers comfortable with their work in the initial days. Immediate

feedbacks from the employees after and while training sessions are followed in the company

but more importantly the measures taken after the feedback are important; this immediate

response without any delay would not waste the time of the employee and would not lessen

the associate’s confidence levels. If offered no obligations from the managers in the use of

technical training in the associates’ tasks would actually make better use of the training

programs offered. Enough time provision for the associates depending on the tasks would

help them in managing time accurately and finishing the tasks without a hurry. If possible

more interactive training sessions would favor associates as some of them are in thirst for

technical training. Performance pay may allure the employees in paying more attention to the

tasks assigned.

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APPENDIX

QUESTIONNAIRE

1. For how many years have you been working for this company?

2. Have you got any job experience before?a) Yes b)No

3. If you are a fresher have you faced any difficulties in the initial days of your work even after training? a) Yes b)No

4. Does your company follow any other process in case of failure of technical training?a) yes b)no

5. Does your company provide advanced software equipment?a) yes b)no

6. Do you enjoy coming to work?a) yes b)no

7. Who provides you with the training?a) company b)external

8. How frequently will you be given training?a) once in a month b)twice in a month c)once in 6 months d)depends

9. How many training programs have you attended till date?a) less than 10 b)10-20 c)20-30 d)more

10. Which of the following are taken into account by your organization while planning your training?

a) strategy oriented b)client oriented

11. Will your trainer takes any immediate feedback from you after your training?

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a) yes b)no

12. Do you think the training they provide is sufficient or you expect more/less?a) sufficient b)expecting more

13. How would you rate from 1 to 9 on the use of training in your project performance till date?

14. Is the time sufficient in completing assigned task?a) yes b)sometimes needed a little more c)no

15. If not is the sufficient time provided later?a) yes b)no

16. Have you got any personal issues which you think would affect your work life?a) yes b)no

17. How would you rate your performance after training? a. excellent b. good c. satisfactory d. not satisfied?

18. How would you rate your performance from 1 to 9 before training?

19.What do you think of the training the company provides? a. excellent b. good c. satisfactory d. not satisfied

20. After training did you feel any work assigned to you is burdensome? a) Yes b) no

21. Are you satisfied with the way (process) you are asked to do a job? a) Yes b) no

22. Are you satisfied with the performance appraisals? a) Yes b) no

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23. Do you think you are given performance appraisal so you attend the training programs? a) Agree b) Disagree c) Can't predict

INTERVIEW QUESTIONS1. How often are the technical training programs conducted in your company?2. On what basis are the technical training programs suggested to your associates?3. Are the suggested technical training programs mandatory? Could you explain the rea-

sons behind it?4. In case of failure of training what are the measures taken by the management?5. How do you evaluate the performance of your associates?6. How do you come to a conclusion that the technical training programs conducted are

effective?7. What are the measures taken by the management to enhance the skill-set of asso-

ciates if the training program conducted is ineffective?