A STUDY ON IMPACT OF HR TRAINING ON EMPLOYEE

PERFORMANCE AT NUCLEAR POWER CORPORATION OF INDIA

LIMITED

Summer Internship Project submitted in partial fulfilment of the

requirement for the

MASTERS DEGREE IN BUSINESS ADMINISTRATION (MBA)

SUBMITTED BY

SHRAYA VISHWANATH

2216193

UNDER THE GUIDANCE OF

RAVI KUDTARKAR

ASSISTANT PROFESSOR

ST. ALOYSIUS COLLEGE (AUTONOMOUS)

ALOYSIUS INSTITUTE OF MANAGEMENT AND INFORMATION

TECHNOLOGY (AIMIT) MADOOR, MANGALORE-575 022

2023-2023
 ALOYSIUS INSTITUTE OF MANAGEMENT AND

INFORMATION TECHNOLOGY (AIMIT)

MADOOR, MANGALORE - 575 022

CERTIFICATE

This is to certify that Shraya Vishwanath bearing Register Number

2216193 is a bonafide student of the Master of Business Administration
(MBA) course of the institute (2022-2024 batch). The Summer Internship
Project titled “A STUDY ON IMPACT OF HR TRAINING ON
EMPLOYEE PERFORMANCE AT NUCLEAR POWER CORPORATION
OF INDIA LIMITED” is prepared by her under the guidance of Mr. Ravi
Kudtarkar in partial fulfilment of the requirements for the degree of Master
of Business Administration (MBA).

Place: Mangalore

Date: Dean (Academics)

CERTIFICATE FROM THE COMPANY
Mr. Ravi Kudtarkar

Assistant Professor

St. Aloysius College (Autonomous)

Aloysius Institute of Management Information Technology (AIMIT)

Mangalore

Date:

CERTIFICATE FROM THE GUIDE

This is to certify that the project “A STUDY ON IMPACT OF HR TRAINING ON

EMPLOYEE PERFORMANCE AT NUCLEAR POWER CORPORATION OF
INDIA LIMITED” is a bonafide work of Shraya Vishwanath, Reg. No. 2216193, in
partial fulfillment of the requirement for the Master of Business Administration
(MBA) under my research guidance.

Signature

Mr. Ravi Kudtarkar

 DECLARATION

I, Ms. Shraya Vishwanath bearing Reg. No. 2216193 hereby declares that the project
titled “A STUDY ON IMPACT OF HR TRAINING ON EMPLOYEE
PERFORMANCE AT NUCLEAR POWER CORPORATION OF INDIA LIMITED”
has been prepared by me for the partial fulfilment of the requirements for the Master
of Business Administration (MBA) program under the guidance of Mr. Ravi
Kudtarkar.

I also declare that this project report is my original work and has not previously
formed the basis for the award of any degree, diploma, associate ship, fellowship, or
other similar titles of any other university.

Date:

Place: Mangalore

Shraya Vishwanath

2216193
 CERTIFICATE FROM THE EXTERNAL EXAMINER

This is to certify that , Ms. SHRAYA VISHWANATH with Reg. No: 2216193 has
attended the Summer Internship Viva-Voce examination. The project is entitled as “A
STUDY ON IMPACT OF HR TRAINING ON EMPLOYEE PERFORMANCE
AT NUCLEAR POWER CORPORATION OF INDIA LIMITED”

Name :

Signature:

Date :
 ACKNOWLEDGEMENT

I wish to record my gratitude and thanks to everyone who has helped prepare this
project report. My appreciation goes out to everyone for their efforts and help.

I would like to sincerely thank the team at Nuclear Power Corporation of India
Limited, for allowing me to undertake my project as part of my curriculum.

I would also like to thank Mr Ravi Kudtarkar, my project guide who inspired me to
work with vigor every time.

I sincerely thank our Director, Dr. (Fr) Melwyn Pinto SJ, and our Dean Dr Rajani
Suresh for their help and contribution to the project.

I would like to thank Mr. Bhaveesh Sandeep, my external guide for his cooperation,
valuable time, and providing all the information during the internship and help
whenever required to accomplish the project. Finally, a special thanks to my family
and friends without whom this report would not have been a reality.

Thank You

Shraya Vishwanath

Reg. No. 2216193

 TABLE OF CONTENTS

CHAPTERS PARTICULARS PAGE NO

CHAPTER 1: Industry 1.1 Industry profile
profile, company profile 1.2 Company profile
1
and introduction to 1.3 Introduction to study
study
CHAPTER 2: Literature 2.1 Literature review
review 2.2 Research questions
2.3 Research objectives 8

2.4 Hypothesis
2.5 Conceptual framework
CHAPTER 3: Research 3.1 statement of the problem
methodology 3.2 Research design
3.3 Scope of the study
3.4 Data sources
3.5 Sample design 13
3.6 Sample size
3.7 Research instrument
3.8 Statistical tools and techniques
3.9 Limitations of the study
CHAPTER 4: Data 4.1 Descriptive analysis
analysis and 15
interpretation
CHAPTER 5: 5.1 Findings of the study
Discussion of results and 5.2 Managerial implications
25
managerial implications 5.3 Hypothesis testing
5.4 Limitations
5.5 Conclusion
Bibliography
Plagiarism report 32

EXECUTIVE SUMMARY
i
The research project, "A Study on Impact of HR Training on Employee Performance
at Nuclear Power Corporation of India Limited," explores how HR training programs
influence employee performance within NPCIL. The study utilized various statistical
methods including correlation, regression, and coefficient interpretation to analyze the
data gathered from 102 employees.
The findings indicated a strong positive relationship between HR training and
development, leadership and management style, and employee performance,
suggesting that when employees feel adequately supported and trained, their
performance improves significantly. Additionally, the study found that a positive
work culture, characterized by clear job roles, autonomy, and rewards, also enhances
employee performance. Based on these insights, the study recommends that NPCIL
should focus on providing adequate resources, recognizing employee efforts, fostering
a supportive work environment, redesigning job roles to be enriching, and promoting
work-life balance to further boost employee engagement and performance.
Overall, the research highlights the critical role of comprehensive HR practices in
enhancing employee performance and suggests targeted interventions for areas with
variability in employee perception.

ii
 CHAPTER-1

INTRODUCTION
 1

1.1 INDUSTRY PROFILE

Nuclear power is any nuclear technology designed to extract usable energy from
atomic. The most significant use of nuclear reactors is as an energy source for the
generation of electrical power and for the power in some ships. This is usually
accomplished by methods that involve using heat from the nuclear reaction to power
steam turbines. The development of any country depends to a large extent on
availability and usage of electricity. India is one of the fastest growing countries.
Major input in its developmental growth is electricity. Though Indian Power Sector
has been making all out efforts to increase installed capacity of generation
successfully, however, the pace of development has been faster. Consequently, there
is a gap between demand and availability.

Considering the prevailing situation, it is the responsibility of society to look at the

problem more seriously and make attempts to ensure proper and judicious approach
towards expansion of nuclear power Accelerating economic growth and achieving
higher standards of living depend upon the availability of adequate and reliable power
at an affordable price. Unlike other commodities, electricity cannot be stored for
future use. In other words, its generation and consumption have to be simultaneous
and instantaneous. It is noteworthy that within a fraction of a second of clicking the
power switch, the consumer puts into motion an intricate transaction involving a
power generation company, a power transmission company and a bulk power
purchase an retail distributor. The unique features of power as a commodity or service
make the dynamics of its supply and demand difficult to manage. Installing power
generation, transmission and distribution capacity is a complex, time consuming and
extensive process. Power is among the most capital-intensive infrastructure sectors.

Power is a critical infrastructure for economic development and for improving

the quality of life. The achievement of increasing installed power capacity from
1362MW to over 400,000MW since independence and electrification of more than
600,000 Villages is impressive in absolute terms However, it is a matter of concern
that annual per capital consumption of Indian, at about 935 KWH which is lowest in
the World for the capacity generation Further, people in the large number of villages
have no access to electricity. The end users of electricity like Households, Farmers,
Commercial Establishments and Industries are confronted with frequent power cuts,

St Aloysius Institute of Management & Information Technology (AIMIT)

 2

both scheduled. Power cuts, erratic voltage and low or high supply frequency have
added to the ‘power woes’ of the consumer.

Based on the projection of demand made in the 19 th Electric Power Survey,

additional generation capacity of cover 1,00,000 MW needs to be added to ensure
“Power on Demand by 2030”. This amounts to increasing the existing capacity to
about 5, 00,000 MW. It is estimated that for building over 1, 00,000 MW of additional
power capacity and associated transmission and distribution infrastructure, nearly 11,
00,000 cores of investment would be needed in the next decade.

Efficient, reliable and environmentally sustainable energy supplied to each

household at the least possible cost is a dream of India’s Government. While
successive federal Governments have been seeking energy security by 2022 for India,
the previous President Abdul Kalam goes further to prescribe “Energy
Independence” by 2020.

St Aloysius Institute of Management & Information Technology (AIMIT)

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1.2 COMPANY PROFILE:

1.2.1 ORGANIZATION HISTORY

The Atomic Energy Act was enacted in the year 1948 with the objective of
providing for the development, control and use of atomic energy for the welfare of the
people of India and for other peaceful purposes. In pursuance of the act, the Atomic
Energy Commission (AEC) was set up in August 1948. The AEC was entrusted with
the responsibility of policy making in the matter of atomic energy. It was later
decided that a separate Department, with full powers of a Ministry of the Government
of India, should be set up entrusting it with a responsibility of development of atomic
energy for peaceful purposes. Thus, the Department of Atomic Energy (DAE) came
into existence in August 1954 under the direct charge of the Prime Minister.

The AEC was reconstituted in 1958 with full executive and financial powers. The
major functions and activities of the DAE are nuclear power programme, Research
and Development, Industrial and Mineral sector Development, Regulation and Safety
and the management of the Public Sector Undertakings set up under DAE.

The responsibility for implementation of the Nuclear Power Programme was entrusted
to the erstwhile Power Projects Engineering Division (PPED), which was later
converted into the Nuclear Power Board (NPB) and now, the Nuclear Power
Corporation of India Limited (NPCIL).

NPCIL was incorporated as a public limited company wholly owned by the

Government of India, under the companies act 1956 and commenced its business with
effect from September 17,1987.

The company is managed by the Board of Directors. The composition of the board of
directors is broad based. It includes representatives from BARC, Central Electricity
Authority, Planning Commission, Ministry of Power, Ministry of Environment and
forest etc. for effective interfacing with the power sector as a whole in the country and
also R&D sector of DAE.

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The Registered Office of the Company is at 16th Floor, Centre 1, World Trade
Centre, Cuffe parade; Mumbai 400 005 and its Corporate Office is at Nabhikiya Urja
Bhavan and Vikram Sarabhai Bhavan, Anushaktinagar, Mumbai 400 094

After the formation of the company, a massive programme of setting up Nuclear

Power Reactors was launched. A Focused approach was adopted ton have all-round
improvement in operations and maintenance, safety, finance etc. which will also
generate internal surplus besides establishing the viability of nuclear power as a
longterm strategy. NPCIL has gained significant experience in setting up PHWRs and
operating them. This technology has achieved a state of maturity. With a view to
achieve faster capacity addition, widening the options and to be able to access
external funds, it was decided to launch 2 *1000 MWe Units in co-operation with
Russian Federation. This project is under construction at Kundankulam, Tamil Nadu.
With the commissioning of KKNPP-1 & KKNPP2 number of nuclear power reactors
in commercial operation in the country, has increased to twenty (22) with a total
installed capacity 6780 MWe. With twenty two reactors, India has joined group of the
USA, France, Japan, Russian Federation, Republic of Korea and United Kingdom in
terms of number of reactors in operation. Out of total capacity of 6780 MWe capacity
from four reactors (units 1 to 4) is at a single site Tarapur, Maharashtra.

Name of the company : KAIGA GENERATING STATION,

NUCLEAR POWER CORPORATION
OF INDIA LIMITED,(A Govt. Of India
Enterprise)
Constitution : Public Limited Company registered
under the Companies Act 1956.
Registered office : 16th floor, Centre1, World Trade Centre,
Cuffe parade, Mumbai – 400 005.
MAHARASHTRA.
Corporate office : Nabhikiya Urja Bhavan and Vikram
Sarabhai Bhavan, Anushakitnagar,
Mumbai- 400 094. MAHARASHTRA

St Aloysius Institute of Management & Information Technology (AIMIT)

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1.2.1 ORGANIZATION HISTORY

The Atomic Energy Act was enacted in the year 1948 with the objective of
providing for the development, control and use of atomic energy for the welfare of the
people of India and for other peaceful purposes. In pursuance of the act, the Atomic
Energy Commission (AEC) was set up in August 1948. The AEC was entrusted with
the responsibility of policy making in the matter of atomic energy. It was later
decided that a separate Department, with full powers of a Ministry of the Government
of India, should be set up entrusting it with a responsibility of development of atomic
energy for peaceful purposes. Thus, the Department of Atomic Energy (DAE) came
into existence in August 1954 under the direct charge of the Prime Minister.

The AEC was reconstituted in 1958 with full executive and financial powers. The
major functions and activities of the DAE are nuclear power programme, Research
and Development, Industrial and Mineral sector Development, Regulation and Safety
and the management of the Public Sector Undertakings set up under DAE.

The responsibility for implementation of the Nuclear Power Programme was entrusted
to the erstwhile Power Projects Engineering Division (PPED), which was later
converted into the Nuclear Power Board (NPB) and now, the Nuclear Power
Corporation of India Limited (NPCIL).

NPCIL was incorporated as a public limited company wholly owned by the

Government of India, under the companies act 1956 and commenced its business with
effect from September 17,1987.

The company is managed by the Board of Directors. The composition of the board of
directors is broad based. It includes representatives from BARC, Central Electricity
Authority, Planning Commission, Ministry of Power, Ministry of Environment and
forest etc. for effective interfacing with the power sector as a whole in the country and
also R&D sector of DAE.

The Registered Office of the Company is at 16th Floor, Centre 1, World Trade
Centre, Cuffe parade; Mumbai 400 005 and its Corporate Office is at Nabhikiya Urja
Bhavan and Vikram Sarabhai Bhavan, Anushaktinagar, Mumbai 400 094

St Aloysius Institute of Management & Information Technology (AIMIT)

 6

After the formation of the company, a massive programme of setting up Nuclear

Power Reactors was launched. A Focused approach was adopted ton have all-round
improvement in operations and maintenance, safety, finance etc. which will also
generate internal surplus besides establishing the viability of nuclear power as a long
term strategy. NPCIL has gained significant experience in setting up PHWRs and
operating them. This technology has achieved a state of maturity. With a view to
achieve faster capacity addition, widening the options and to be able to access
external funds, it was decided to launch 2 *1000 MWe Units in co-operation with
Russian Federation. This project is under construction at Kundankulam, Tamil Nadu.
With the commissioning of KKNPP-1 & KKNPP2 number of nuclear power reactors
in commercial operation in the country, has increased to twenty (22) with a total
installed capacity 6780 MWe. With twenty two reactors, India has joined group of the
USA, France, Japan, Russian Federation, Republic of Korea and United Kingdom in
terms of number of reactors in operation. Out of total capacity of 6780 MWe capacity
from four reactors (units 1 to 4 ) is at a single site Tarapur, Maharashtra.

Name of the company : KAIGA GENERATING STATION,

NUCLEAR POWER CORPORATION
OF INDIA LIMITED,(A Govt. Of India
Enterprise)

Constitution : Public Limited Company registered

under the Companies Act 1956.

Registered office : 16th floor, Centre1, World Trade Centre,

Cuffe parade, Mumbai – 400 005.
MAHARASHTRA.

Corporate office : Nabhikiya Urja Bhavan and Vikram

Sarabhai Bhavan, Anushakitnagar,
Mumbai- 400 094. MAHARASHTRA

St Aloysius Institute of Management & Information Technology (AIMIT)

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1.3 INTRODUCTION TO STUDY

Employees in today's dynamic workplace are observed to have heavy workloads and
lengthy workdays, which significantly affects both their personal and family lives. In
both academic research and professional business practice, work-life balance is a
crucial subject. The relationship between work and other activities, such as family,
community, leisure, and personal growth, is known as work-life balance. It also
concerns the appropriate or well-balanced amalgamation of the person's involvement
in the work and additional facets of their existence. Focusing on the relationship
between work and family is essential because these two aspects of people's lives are
seen as the most significant. Conflict arises when work and family demands clash,
which has a negative impact on employee productivity, work quality, and
performance since it may indicate a role conflict.

St Aloysius Institute of Management & Information Technology (AIMIT)

 CHAPTER 2

LITERATURE REVIEW, OBJECTIVES AND

CONCEPTUAL FRAMEWORK
 8

2.1 LITERATURE REVIEW

CHAPTER OVERVIEW

Imran Raza stated Training and Development Programs within the realm of
organisational enhancement, training and development initiatives are essential. The
literature review of earlier research is used in the paper to highlight the significance of
these initiatives. The techniques and resources employed in these programmes are
emphasised as having a positive impact on workers' abilities and productivity.
Employee Training and Human Resource Development studies and explores the
topics of human resource development and employee training, highlighting their
importance in the business sector. The report draws attention to the continuing
discussion over how training affects employee retention and turnover. According to
the report, staff churn has a significant impact on training programme budgets. Data
Analysis for Performance Efficiency researches on insight on the continuous
discussion over how training affects employee retention and turnover. The financial
implications of training are also covered in this section, including the associated costs
and possible returns on investment. According to the survey, staff turnover is a major
factor when allocating funds for training initiatives.

Widani Ia on her effect of work culture on employee performance with work

motivation as mediator: study at non-star hotel in denpasar-bali, indonesia is taken
from international journal of economics, commerce and management, United
Kingdom, defined Work Culture in Non-Star Hotels as well acknowledged that work
culture plays a crucial role in determining how well employees perform. The
Denpasar-Bali study emphasizes how crucial workplace culture is in influencing hotel
staff members' views and actions. Establishing a work culture that prioritizes
teamwork, customer attention, and constant development is crucial for maintaining
business success in this fast-paced and cutthroat industry. Driven staff members are
more likely to surpass client expectations and provide great service in the context of
the cutthroat hotel industry. According to the study, work culture has a favorable and
considerable impact on employee motivation. This relationship emphasizes how

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crucial it is to establish a work atmosphere that fosters and maintains high levels of
motivation among hotel employees. Occupancy rates are dropping as a result of an
excess supply of hotel rooms compared to a growing number of visits from tourists.
According to the study, the general success and profitability of these facilities are
significantly influenced by the performance and level of engagement of the staff at
non-star hotels. In order to stay competitive in the Bali hospitality market, hotel
owners and management need to concentrate on tactics that raise staff performance in
addition to work culture and motivation.

Zubair Hassan on his employee retention through effective human resource

management practices in Maldives stated Employee Retention in HRM is a critical
topic in human resource management, with numerous studies aimed at understanding
and improving it. High voluntary employee turnover negatively impacts productivity
and performance, making it essential for organizations to focus on retaining their
workforce. Challenges in the Maldives Retail Sector which contributes significantly
to the country's GDP, faces challenges related to low pay, working conditions, career
development, and training. These challenges have led to a low employee retention
rate, highlighting the importance of HRM practices in this sector. Human resource
management practices play a pivotal role in retaining competent and motivated
employees. Previous research has shown that various HRM practices, such as
compensation, rewards, recognition, training, and career development, can
significantly influence employee retention.

Virginia P states that Productivity and Employee Satisfaction improves service quality
in non-profit organisations and is directly related to the main objective of profit-
making organisations, which is to increase profits. Although it's not always a direct
correlation, employee satisfaction has a big impact on absenteeism and turnover rates,
both of which have a financial impact. Numerous factors influencing output and job
satisfaction have been studied in research, and one important factor that has emerged
is supervisor-subordinate communication. Key issues are central to this research are
conflict resolution, power dynamics, and leadership style. These issues all have to do

St Aloysius Institute of Management & Information Technology (AIMIT)

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with how subordinates and supervisors communicate with one another. Their
connections to employee satisfaction and productivity have been shown by earlier
studies. The purpose of this inquiry is to learn more about these topics and how they
affect organisational results.

Qaiser Aman, Tayyba Noreen, Imran Khan, Rafaqet Ali, Asim Yasin stated that the
impact of human resource management practices on innovative ability of employees
on the continuous discussion over how training affects employee retention and
turnover. It highlights the professional consensus that staff training is a crucial HR
practise that has a major impact on a company's success, even while it acknowledges
the complexity of the issue. According to the survey, staff turnover is a major factor
when allocating funds for training initiatives. For non-star hotels in Bali to prosper in
the fiercely competitive market, innovation is a vital component. Innovation is now
not only required but also a choice in Bali due to the hotel industry's explosive
growth. According to the study, hotels that can use innovation to boost employee
motivation and work culture will do better in this competitive market.

Aidah Nassazi stated on Effects of training on employee performance from Evidence

from Uganda saying that importance of Training and Development in today's
competitive business landscape marked by globalization and technological shifts,
investing in employees through training and development is essential. Enhancing
human resources is key to organizational success, as employees play a pivotal role in
adapting to dynamic challenges and improving performance. Competent and career-
oriented workforces are vital for aligning with company objectives. Human resources
are an organization's intellectual assets, offering a significant competitive edge.
Training fosters competency development, aligns organizational structure with goals,
and increases employee commitment. Efficient human resource management is
central to success, requiring a well-designed approach.

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2.2 RESEARCH QUESTIONS

1) To what extent do employees participate in and engage with the training

programs?
2) How do employees perceive and experience the work culture at NPCIL?
3) How do the performance evaluation and rewards allocation processes at
NPCIL influence employee motivation and performance?
4) How do the leadership and management style align with the organization's
strategic objectives and employee performance goals?

2.3 RESEARCH OBJECTIVES OF THE STUDY

1) To examine the impact of HR training strategies on employee performance at

NPCIL.
2) To investigate the influence of the work culture at NPCIL on employee
performance.
3) To analyze the association between the compensation and rewards system at
NPCIL and employee performance.
4) To examine the effect of the leadership and management style at NPCIL on
employee performance.

2.4 RESEARCH HYPOTHESIS

H1: HR training strategies have a positive impact on employee performance at

NPCIL.

H2: The work culture at NPCIL has a significant influence on employee performance.

H3: The compensation and rewards system at NPCIL is positively associated with
employee performance.

H4: The leadership and management style at NPCIL has a significant effect on
employee performance.

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2.5 CONCEPTUAL FRAMEWORK

TRAINING AND DEVELOPMENT

WORK CULTURE
EMPLOYEE PERFORMANCE
LEADERSHIP AND MANAGEMENT
STYLE

COMPENSATION AND REWARD

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St Aloysius Institute of Management & Information Technology (AIMIT)

 CHAPTER-3

RESEARCH METHEDOLOGY
 13

3.1 STATEMENT OF THE PROBLEM

The purpose of this study is to look into the relationship between employee
performance and HR training. While it is widely acknowledged that human resource
training is essential for businesses, there is still a need to thoroughly examine and
comprehend the particular effects that HR training programmes have on employee
productivity. Previous research has indicated the potential benefits of training
interventions; however, the extent to which employee performance outcomes are
influenced by HR training programmes remains unclear.

3.2 RESEARCH DESIGN

The research design is the plan, mode, or conceptual structure of the research
comprise the research design. The general framework and organization of a study, as
well as the techniques, protocols, and approaches used to meet the goals and respond
to the research questions, are all included in research design. It functions as a road
map for methodical and well-organized data collection and analysis.
The exploratory research design was utilised to gather data in order to gain a deeper
understanding of the topic of employee engagement. Research on an ambiguous
problem is referred to as exploratory research. It is conducted in order to gain a deeper
understanding of the current issue, but it won't lead to any definitive findings.

3.3 SCOPE OF THE STUDY

This study will address a number of significant issues pertaining to the effect of HR
training on employee performance. The primary goal of this study is to comprehend
how HR training interventions impact different facets of employee performance, such
as job performance, retention, productivity, and knowledge and skill acquisition. The
majority of research participants will be employed by businesses with HR training
initiatives in place. The findings, suggestions, and conclusions were entirely derived
from the responses provided by employees of Nuclear Power Corporation of India
Limited.

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3.4 DATA SOURCE

Primary and secondary sources of data were combined to create the review's dataset.
The questionnaire method was used to gather the primary data. A sample of
employees received a standard questionnaire and were asked to complete it.
Numerous publicly accessible sources, such as research papers, diaries, ProQuest,
Google Academic, and other websites, were consulted in order to gather secondary
data.

3.5 SAMPLING DESIGN

 SAMPLE SIZE
The survey is conducted with a sample size of 102 participants. The
respondents of NPCIL are employees of between the ages of 20 and 60.
 SAMPLING TECHNIQUE
Simple Random Sampling has been adopted in this study for 102 participants.

3.6 RESEARCH INSTRUMENT

A standard questionnaire was used as the study tool, and the survey approach was
employed to gather data. The questionnaire used for this study included questions on a
Likert scale to indicate how much respondents agreed or disagreed with the
statements as well as demographic data.

3.7 STATISTICAL TOOLS AND TECHNIQUE USED

The statistical tool and technique for analysis used for this study is Statistical package
for The Social Sciences (SPSS)

3.8 LIMITATIONS OF THE STUDY

 This study is only limited to the employees working at NPCIL, Kaiga Site.
 Some respondents may be hesitant to share their thoughts, leading to a lack of
precise results and often giving false impressions or opinions.
 The study's focus on HR training's effects during a specific time frame may
limit its long-term impact, as other variables may affect employee
performance

St Aloysius Institute of Management & Information Technology (AIMIT)

 CHAPTER -4

ANALYSIS AND INTERPRETATION

 15

4.1 RELIABILITY ANALYSIS USING CRONBACH’S ALPHA

VARIABLES CRONBACH’S ALPHA NUMBER OF ITEMS

Training and 0.703 6
Development
Work Culture 0.740 6
Compensation and 0.800 6
Rewards
Leadership and 0.740 6
Management Style
Employee 0.762 5
Performance
Sample size N=102

Source: Primary data analysis

Interpretation:
The table shows the findings of a reliability analysis (Cronbach's Alpha) for several
variables in a 102-person study. The factors that were evaluated are: "Work Culture"
(α = 0.740, 6 items), "Compensation and Rewards" (α = 0.800, 6 things), "Leadership
and Management Style" (α = 0.740, 6 items), "Training and Development" (α = 0.703,
6 items), and "Employee Performance" (α = 0.762, 5 items). All of the variables have
adequate levels of internal consistency shown by the Cronbach's Alpha values, with
"Compensation and Rewards" having the highest reliability (α = 0.800) and "Training
and Development" having the lowest (α = 0.703). Primary data served as the basis for
the analysis.

4.2 SOCIO-DEMOGRAPHIC PROFILE OF RESPONSES

VARIABLE CATEGORIES FREQUENCY PERCENT

20-25 33 32.36
26-30 39 38.24
31-35 7 6.86
AGE 36-40 12 11.76
41-45 4 3.92
46-50 2 1.96

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51-55 2 1.96
56-60 2 1.96
Under 20 1 0.98
Total 102 100.0
Female 49 48.04
GENDER Male 53 51.96
Total 102 100.0
MARITAL Married 50 49.02
STATUS Unmarried 52 50.98
Total 102 100.0
Entry level 26 25.49
JOB POSITION Intermediate 55 53.92
Mid level 21 20.59
Total 102 100.0

Sample size N=102

Source: Primary data analysis

Interpretation:
With a sample size of 102, the sociodemographic profile of the study's respondents is
broken down into four categories: age, gender, marital status, and employment status.
The age ranges of the bulk of responders are 20–25 (32.36%) and 26–30 (38.24%).
The distribution of genders is about equal, with 48.04% women and 51.96% men. The
percentage of single people is practically equal: 50.98% are single and 49.02% are
married. In terms of employment, the majority of respondents (53.92%) hold
intermediate-level roles, followed by entry-level (25.49%) and mid-level (20.59%)
positions. This wide range of demographic representation offers a thorough rundown
of the features of the sample.

4.3 Correlation Analysis

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Correlation Analysis is statistical method that is used to discover if there is a

relationship between two variables/datasets, and how strong that relationship may be.

In terms of market research this means that, correlation analysis is used to analyse
quantitative data gathered from research methods such as surveys and polls, to
identify whether there is any significant connections, patterns, or trends between the
two.

Correlation Analysis:
DM BI CP CBD CE
TD Pearson 1
Correlation
Sig. (2-tailed)
N 102
WC Pearson .467** 1
Correlation
Sig. (2-tailed) .000
N 102 102
CR Pearson .400** .580** 1
Correlation
Sig. (2-tailed) .000 .000
N 102 102 102
LMS Pearson .421** .595** .519** 1
Correlation
Sig. (2-tailed) .000 .000 .000
N 102 102 102 102
EP Pearson .383** .417** .388** .599** 1
Correlation
Sig. (2-tailed) .000 .000 .000 .000
N 102 102 102 102 102

Correlation is significant at the 0.01 level (2-tailed)

Interpretation:

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The Pearson correlation coefficients for the following variables are shown in the
table: Employee Performance (EP), Work Culture (WC), Compensation and Rewards
(CR), Leadership and Management Style (LMS), and Training and Development
(TD). At the 2-tailed 0.01 significance level, the correlations are significant. CR and
WC (r = 0.580), CR and LMS (r = 0.519), and LMS and EP (r = 0.599) all showed
significant positive correlations. Furthermore, there are noteworthy positive
relationships between CR and TD (r = 0.400), LMS and TD (r = 0.421), and WC and
TD (r = 0.467). Improvements in any one measure are linked to improvements in the
others, demonstrating the interdependence of these organizational characteristics in
the 102 participants in the sample.

4.4 REGRESSION COEFFICIENTS:

The statistical method known as regression analysis is used to investigate the

connection that exists between one or more independent variables and a single
dependent variable. The objective of relapse investigation is to display the connection
between the factors, figure out the strength and bearing of the relationship, and make
expectations in view of the noticed information. The variable that is being predicted
or explained in regression analysis is the dependent variable, which is also called the
outcome variable. On the other hand, the independent variables, which are also called
predictor variables or regressors, are the variables that are used to predict or explain
the variation in the dependent variable. The strength and direction of the relationship
between the independent variables and the dependent variable in the regression model
are represented by the regression coefficients, which are also referred to as beta
coefficients or simply coefficients. The regression coefficient for the model is unique
to each independent variable. Keeping all other independent variables constant, the
regression coefficients show the change in the dependent variable for a one-unit
change in the independent variable. The regression coefficient represents the change
in the dependent variable for a one-unit change in the independent variable in simple
linear regression (with one independent variable). Each regression coefficient in
multiple regression (with multiple independent variables) represents the change in the
dependent variable for a one-unit change in the corresponding independent variable,
while all other independent variables remain unchanged.

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Regression Coefficient
Model Unstandardize Standardize t Sig. ANOVA
d Coefficient d F-Test &
Coefficient P-value
B Std Beta
Error
(Constant) 1.81 .430 4.226 .000
6 17.195
Training and .095 .112 .383 4.147 .000 (0.000)
Development
Dependent Variable: Employee Performance

Interpretation:

The regression analysis shown in the table analyzes the effect of ‘Training and
development’ on ‘Employee performance’. The standard deviation is 1.81 and the
standard error is 0.430, indicating that the worker's base value is significantly
different from zero. The coefficient for training and development is 0.095 with a
standard error of 0.112, suggesting a positive relationship where each unit increase in
training and development leads to a 0.095 unit increase in employee performance. A
standardized coefficient (beta) of 0.383 indicates a moderate effect. Both permanent
(4.226) and "training and development" (4.147) t-values are highly significant with p-
values of 0.000, indicating strong evidence against the null hypothesis. The ANOVA
F-Test value of 17.195 and p-value of 0.000 confirms the statistical significance of the
overall model and shows that training and development are significant predictor of
employee performance.

Regression Coefficient
Model Unstandardize Standardiz t Sig. ANOVA

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d Coefficient ed F-Test &

Coefficient P-value
B Std Beta
Error
(Constant) 1.98 .354 5.603 .000
1 21.076
Work Culture .441 .096 .417 4.591 .000 (0.000)
Dependent Variable: Employee Performance
Interpretation:

The regression analysis in the table estimates the effect of ‘Work Culture’ on
‘Employee Performance’. The standardized deviation is 1.98 and the standard error is
0.354, suggesting a significant baseline. The unstandardized coefficient of Work
Culture is 0.441 and the standard error is 0.096, suggesting that each unit increase in
‘Work Culture’ leads to a 0.441 unit increase in employee performance. The
standardized coefficient (beta) is 0.417, indicating a strong proportional effect. The t-
values for Standard (5.603) and "Work Culture" (4.591) are both highly significant
with p-values of 0.000, indicating strong evidence against the null hypothesis. The
ANOVA F-test value is 21.076 and the p-value is 0.000, which confirms that the
regression model is statistically significant and "work culture" is a significant
predictor of ‘Employee Performance’

Regression Coefficient
Model Unstandardize Standardize t Sig. ANOVA
d Coefficient d F-Test &
Coefficient P-value
B Std Beta
Error
(Constant) 2.14 .348 6.150 .000
0 17.680

Compensation .095 .093 .388 4.205 .000 (0.000)

and Rewards

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Dependent Variable: Employee Performance

Interpretation:
The above table shows the results of the regression analysis, which explain the effect
of Work Culture on Employee Performance. The unstandardized coefficient (B) of the
constant term is 1.98 with a standard error of 0.354 and statistically significant with a
t-value of 5.603 (p < 0.001). The unstandardized coefficient of the variable ‘Work
culture’ is 0.441 and the standard error is 0.096. The standardized coefficient (Beta)
for this variable is 0.417 with a t-value of 4.591, which is also significant at (p <
0.001). The ANOVA F-test value is 21.076 and the corresponding p-value is 0.000,
indicating that the model is statistically significant overall. Thus, the results show that
work culture has a positive and significant effect on employee performance.

Regression Coefficient
Model Unstandardize Standardiz t Sig. ANOVA
d Coefficient ed F-Test &
Coefficient P-value
B Std Beta
Error
(Constant) 1.21 .320 3.804 .000
8 56.029

Leadership and .644 .086 .599 7.485 .000 (0.000)

Management
Style

Dependent Variable: Employee Performance

Interpretation:

The above table shows the results of the regression analysis, which examines the
influence of Leadership and Management Style on Employee Performance. The
unstandardized coefficient of the constant term (B) is 1.218 with a standard error of

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0.320 and statistically significant with a t-value of 3.804 (p < 0.001). The variable
‘Leadership and Management Style’ has an unstandardized coefficient of 0.644 and a
standard error of 0.086. The standardized coefficient (Beta) is 0.599 with a t-value of
7.485, which is also significant at p < 0.001. The ANOVA F-test value is 56.029 and
the p-value is 0.000, indicating that the model is statistically significant overall.
Therefore, management style and management style significantly and positively affect
employee performance.

4.5 DESCRIPTIVE ANALYSIS:

Descriptive analytics is the process of using current and historical data to identify
trends
and relationships. It describes patterns and relationships without going into further
detail, which is why it's sometimes referred to as the most basic type of data analysis.

Training and Development Mean S.D

TD1 3.86 .809

TD2 3.80 .985
TD3 3.82 .927
TD4 3.85 .750
TD5 3.84 .805
TD6 3.71 .940
Work Culture Mean S.D
WC1 3.61 .822
WC2 3.74 .974
WC3 3.64 .973
WC4 3.66 1.020
WC5 3.60 .957

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WC6 3.51 .992

Compensation and Rewards Mean S.D

CR1 3.65 .961

CR2 3.63 .954
CR3 3.73 .946
CR4 3.65 .908
CR5 3.66 .939
CR6 3.75 .906
Leadership and Management Mean S.D
Style
LMS1 3.69 1.024
LMS2 3.70 .899
LMS3 3.66 .862
LMS4 3.60 .978
LMS5 3.50 .941
LMS6 3.86 .944
Employee Performance Mean S.D
EP1 3.70 .963
EP2 3.50 .962
EP3 3.48 .972
EP4 3.59 .860
EP5 3.64 .910

Interpretation:

The table provides a descriptive analysis of various factors affecting organizational

dynamics, including training and development, work culture, compensation and
rewards, leadership management style, and employee performance. Each factor is
measured using several items and their mean and standard deviation (S.D) are
reported. Training and Development scores range from 3.71 to 3.86, the S.D range

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from 0.750 to 0.985. The mean values of work culture items are 3.51-3.74 and S.D
0.822-1.020. Compensation and rewards have a mean of 3.63–3.75 and a SD of
0.906–0.961. Leadership and management style scores range from 3.50 to 3.86, S.D
0.862 to 1.024. Finally, Employee performance scores range from 3.48 to 3.70 with
an S.D of 0.860 to 0.972. Overall, the data show mean scores for all factors with
relatively low to moderate variability.

In summary, all the factors (Training and Development, Work Culture, Compensation
and Rewards, Leadership and Management Style, and Employee Performance) have
mean scores above 3.5, indicating generally positive perceptions among respondents.
However, the standard deviations indicate that there is some variability in the
responses, with certain areas showing higher variability than others.

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 CHAPTER 5

RESEARCH FINDINGS SUGGESTIONS AND

CONCLUSION
 25

5.1 Research Findings

The study was conducted to measure the impact of HR training on employee

performance at Nuclear Power corporation of India Limited. The analysis utilized
correlation, regression, and coefficient interpretation to uncover the relationships
between these variables.

Based on the objectives of the study the findings revealed that has a strong positive
relationship with training and development , leadership and management , indicating
that when employees feel supported by their organization, their employee
performance levels increase significantly.

Similarly, work culture also showed a strong positive relationship with employee
performance, suggesting that well-designed job roles with clear responsibilities,
autonomy, and opportunities, reward for skill used employee performance

Employee engagement demonstrated a moderate positive relationship with employee

performance meaning that higher engagement levels contribute to greater attachment
to the organization.

5.2 Suggestion

It is recommended Nuclear Power corporation of India Limited should focus on

strategies prioritizing to enhance, by providing adequate resources, recognizing
employee efforts, and fostering a supportive work environment

They could also focus on improving job characteristics by redesigning roles to ensure
they are enriching and provide opportunities for growth and development

Additionally, initiatives to boost employee engagement, such as promoting a positive

work culture, offering professional development opportunities, and encouraging
work-life balance, should be implemented.

These measures will not only increase but also improve training and development,
work culture of overall employee.

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5.3 Conclusion

The study investigated the impact of various organizational factors on employee

performance using a sample of 102 participants at Nuclear Power Corporation of
India Limited, Kaiga Site. The findings suggest that all measured factors – training
and development, work culture, compensation and rewards, leadership and
management style – have a positive and statistically significant relationship with
employee performance. This highlights the importance of creating a well-rounded
work environment that addresses these different aspects to maximize employee
potential.

The analysis also revealed that while the average scores for all factors lean positive,
there is some variation in the responses. This indicates that there is room for
improvement in certain areas for some participants. Further investigation into these
areas of variability could provide valuable insights for targeted interventions to
enhance employee experience and performance.

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St Aloysius Institute of Management & Information Technology (AIMIT)

ANNEXURE
 28

A STUDY ON IMPACT OF HR TRAINING ON EMPLOYEE

PERFORMANCE AT NUCLEAR POWER CORPORATION OF INDIA
LIMITED.

I, Shraya Vishwanath, am conducting a research study on " A Study on Impact of HR

Training on Employee Performance at Nuclear Power Corporation India Limited".
Your input is crucial for gathering valuable data and insights. I kindly request you to
fill out the enclosed questionnaire. Your responses will be treated confidentially and
used solely for academic purposes. Please review the statements carefully and select
the option you find most fitting.

Section A:

Name:

Gender:
Male
Female
Prefer not to say

Age:

Material status:
Married
Unmarried

Number of Years at the Company:

1- 5 years
5-10 years
10-15 years
>15 years

Job Position:

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Entry level
Intermediate
Middle level
Senior or Executive level

SECTION B:

Kindly evaluate the following using the following scales.

Strongly Disagree Disagre Neutral Agre Strongly Agree

SD e N e SA
D A

Training and Development

S D N A SA
D
The training and development programs have enhanced my
skills and knowledge, positively impacting my job
performance.
The combination of HRM practices and training models has
positively influenced your overall performance.
HRM practices and training models align with my individual
career goals and aspirations, thereby enhancing my
performance.
The type of training I receive (e.g., technical, soft skills,
compliance) is relevant to my job responsibilities.
The type of training I receive enhances my knowledge and
skills in my specific job role.

Work culture

S D N A SA
D

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I feel informed about the fundamental principles of the

organization.
I am aware of my specific roles and duties inside the
company.
I have quick access to the knowledge I need to complete my
task.
The jobs here are well organized and co- ordinated.
The workers in the company feel secure in their positions.

Compensation and Rewards

S D N A SA
D
Employees are motivated by the compensation increases
provided who to those perform their tasks well.
I am happy with the organization's lunch break, rest periods,
and leave policies.
The opportunity to earn bonuses or incentives makes me put
in extra effort.
I Feel valued and recognized for my work achievements
improves my performance.
I believe the company rewards are fair and reflect
individual contributions.

Leadership and Management Style

S D N A SA
D
My manager clearly communicates expectations for my role.
Management is accessible and approachable when I need
support or guidance.

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I receive regular feedback on my performance that helps me

improve.
I am motivated by the goals my manager sets for the team.
My manager empowers me to make decisions and solve
problems independently.

Employee performance

S D N A SA
D
I have a clear understanding of my job duties and
responsibilities.
I am able to consistently meet deadlines for my assigned
tasks.
I effectively communicate with colleagues and supervisors.
I am open to feedback and willing to learn new skills.
I am satisfied with the resources and support provided to
complete my job.

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BIBLIOGRAPHY

 Raza, I. (n.d.). Impact of Training and Development on Employee

Performance. Saimia University of Applied Sciences Faculty of Business
Administration, Lappeenranta Degree Programme in International Business.
 Widani, I. A. P. (2017). Effect of work culture on employee performance with
work motivation as mediator: Study at non-star hotel in Denpasar-Bali,
Indonesia. International Journal of Economics, Commerce
and Management, UK.
 Hassan, Z. (2022). Employee retention through effective human resource
management practices in Maldives: Mediation effects of compensation and
rewards system. Journal of Entrepreneurship, Management and Innovation,
18(2), 137-173
 infostratfordjournals.org/journals/index.php/journal-of-human-resource/
article/view/81018102t50108
 Richmond, V. P., Wagner, J. P., & McCroskey, J. C. (n.d.). The impact of
perceptions of leadership style, use of power, and conflict management style
on organizational outcomes.
 Aman, Q., Noreen, T., Khan, I., Ali, R., & Yasin, A. (in press). The Impact of
Human Resource Management Practices on Innovative Ability of Employees
Moderated by Organizational Culture. International Journal of
Organizational Leadership.
 Nassazi, A. (2013). Effects of training on employee performance: Evidence
from Uganda. Vaasan Ammattikorkeakoulu University of Applied Sciences,
Business Economics and Tourism.

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 Massoudi, A. H., & Hamdi, S. S. A. (201?[Verify year]). The Consequence of

work environment on Employees Productivity. IOSR Journal of Business and
Management (IOSR-JBM).

St Aloysius Institute of Management & Information Technology (AIMIT)