TRAINING AND DEVELOPMENT PRACTICES IN COOPERATIVE SPINNING MILLS IN TAMILNADU

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1 Asia Pacific Journal of Research ISSN (Print) : - ISSN (Online) : 7-7 TRAINING AND DEVELOPMENT PRACTICES IN COOPERATIVE SPINNING MILLS IN TAMILNADU Dr.J.Tamilselvi Assistant Professor, Department of Business Administration Annamalai University, Annamalai Nagar-8 G. Suresh Thangaraj Thomson Principal, Jayaraj Annapackiam CSI polytechnic College, Nazareth Ph.D. Research Scholar of Bharathiar University, Coimbatore- ABSTRACT The present research paper presents the training and development practices practiced in the select cooperative spinning mills in Tamilnadu (Anna Cooperative Spinning Mills and Kanniyakumari District Co-operative Spinning Mills). The impact of the training and development on the human resource development practices has been analyzed with the respondents perception. The organization provided the training to the existing employees for the betterment of the organizational development and also the individual development that will lead to create the career development of the employees is possible. The present study has been conducted with 7 employees of different categories like administrative (7), technical () and workers (8) of the select cooperative spinning mills in Tamilnadu. Hence the article will implicate both the beneficiaries. The analyses were made by the statistical analysis of Simple Percentage, ANOVA and Principal Component Analysis of extraction method. KEYWORDS: HRD, training and development, and cooperative spinning mills INTRODUCTION Human Resource Management, training and development is the field which is concerned with organizational activity aimed at bettering the performance of individuals and groups in organizational settings. It has been known by several names, including human resource development, and learning and development. Harrison observes that the name was endlessly debated by the Chartered Institute of Personnel and Development during its review of professional standards in /. "Employee Development" was seen as too evocative of the master-slave relationship between employer and employee for those who refer to their employees as "partners" or "associates" to feel comfortable with. "Human Resource Development" was rejected by academics, who objected to the idea that people were "resources" &m dash; an idea that they felt to be demeaning to the individual. Eventually, the CIPD settled upon "Learning and Development", although that was itself not free from problems, "learning" being an over general and ambiguous name. Moreover, the field is still widely known by the other names. Training and development (T&D) encompasses three main activities: training, education, and development. Garavan, Costine, and Heraty, of the Irish Institute of Training and Development, note that these ideas are often considered to be synonymous. However, to practitioners, they encompass three separate, although interrelated, activities: Training: This activity is both focused upon, and evaluated against, the job that an individual currently holds. Education: This activity focuses upon the jobs that an individual may potentially hold in the future, and is evaluated against those jobs. Development: This activity focuses upon the activities that the organization employing the individual, or that the individual is part of, may partake in the future, and is almost impossible to evaluate. The "stakeholders" in training and development are categorized into several classes. The sponsors of training and development are senior managers. The clients of training and development are business planners. Line managers are responsible for coaching, resources, and performance. The participants are those who actually undergo the processes. The facilitators are Human Resource Management staff. And the providers are specialists in the field. Each of these groups has its own agenda and 7

2 Asia Pacific Journal of Research ISSN (Print) : - ISSN (Online) : 7-7 motivations, which sometimes conflict with the agendas and motivations of the others. The conflicts that are the best part of career consequences are those that take place between employees and their bosses. The number one reason people leave their jobs is conflict with their bosses. And yet, as author, workplace relationship authority, and executive coach, Dr. John Hoover points out, "Tempting as it is, nobody ever enhanced his or her career by making the boss look stupid." Training an employee to get along well with authority and with people who entertain diverse points of view is one of the best guarantees of long-term success. Talent, knowledge, and skill alone won't compensate for a sour relationship with a superior, peer, or customer. Distributions of the Sample Respondents Table No. Distributions of the Sample Respondents Anna Cooperative Spinning Kanniyakumari District Co-operative Sl. Category of the Mills ( x.) = Spinning Mills ( x.) = No Employees % Sample % Sample. Administrative Staffs 7. Technical Staffs 7 8. Workers Total 7 Total Sample The table shows the categorization of administrative, technical, and workers respondents identified for the study. 7 administrative staff, technical staffs and 8 workers are segregated. A well-defined questionnaire has been formulated. But the questions pertinently asked for each category of the respondent separately to strengthen the study with lucid feature association. 8

3 Table No. Asia Pacific Journal of Research ISSN (Print) : - ISSN (Online) : 7-7 Training and development Training and development In-plant training in the Spinning Mill is best Way of presentation Responsibility of authorities Duration of the training Performance enhanced from training Administrative Staff Technical staff ACSM KDCSM ACSM KDCSM 7 () () () () () (8.) (8.) () (.) (.) (.) (.) (8.) (.) (.) (.) (.) (.) (8) (8) () (.) () () () () () () ( 8 () () 8 () () () () (.7) (.7) () (.) (.) ().7) 7 (8.) (8.) (8.) () (.7) (.7) (8.) (8.) (8.) (.) (.8) (. (.8) (.8) (.) (7) (7.) (.) (7) (7.8) (.) (.) (.) (.7) (.) (7.) (7) 8 (.) 7 (8.) (.) (.) (.) (7.8).7) (.) (.).) (.) (.) (.) (.) () (.) (.) (.) Training and development In-plant training in the Spinning Mill is best Way of presentation Responsibility of authorities Duration of the training Performance enhanced from training Workers Total ACSM KDCSM ACSM KDCSM (.7) (.8) (.) (7.8) (7.) (.) (8.) (.) () (.) () (7.) (.) (.) (.) (7.) (8.) (.8) (.) (.8) (.) (.) (.7) 8 (.) (.) (.) (.8) (.) (.) 8 (.) (.8) (.) (7.7) (.) (.7) (7.) (.) (8.7) 8 (.) 8 (.) (.) (.) () (.7) (.7) (.8) 7 (7.) (.) (.) (.) 8 (8.) (.) (.) (.7) (.) 7 (8.) (.) (.) (.) 7 (.8) (.) (.) 8 (.) (.8) (.8) (.) (7.) () 7 (.8) (7.) 7 (8.) 77 (.8) 8 (.) 8 (7.) 7 (.8) 7 (.) 77 (.8) 7 (.) (8) (.) (.8) (.) (.) (7.) (.8) (8.8) (8) (.) () (8.8) 8 (.) () (.) (.) (7.) ()

4 Asia Pacific Journal of Research ISSN (Print) : - ISSN (Online) : 7-7 Table No. Overall Result of training and development of the select individual cooperative spinning mills of the Tamilnadu Sl. No. Administrative Technical Workers Overall Factors Staff Staff Result ACSM KDCSM ACSM KDCSM ACSM KDCSM. Training and development Good Not bad Not bad Good Good Not bad ACSM Source: Primary Data Table No. Overall Result of training and development of the select cooperative spinning mills of the Tamilnadu Training and development Overall In-plant training in the Spinning Mill is best (.) Way of presentation (7.) Responsibility of authorities (8.) Duration of the training (.7) Performance enhanced 8 from training (.8) (7.7) 8 (.) (.) (.) 7 (.87) (.) (.) (7.) 7 (.) (.) 8 (.) (.) (7.87) (7.7) 7 (.87) (.7) 7 (7.8) 8 (.) 8 (.87) 7 (.7) From the above table infers that the training and development has been highly opined by the respondents of the study about In-plant training in the Spinning Mill is best (.%), Way of presentation (.%), Responsibility of authorities (7.87%), and Duration of the training (7.7), Performance enhanced from training (.87%). The administrative staffs is concern, the ASCM is highly opined as agree than the KDCSM. The technical staffs are concern the KDCSM is highly opined as agree than the ASCM. About the workers the ASCM is highly opined as agree than the KDCSM. Therefore the result is KDCSM is better than the ACSM to satisfy the employees of the spinning mills relating to training and development. ANOVA H : There is no significant difference between the average (mean) level of opinion of employees in the select cooperative spinning mills towards training and development. Table No. Descriptive analysis of Training and development select cooperative spinning mills of the Tamilnadu Designation wise distribution of the respondents Mean N Std. Deviation Variance Administrative Staff Technical staff.7.. Workers Total ANOVA Sum of Squares df Mean Square F Sig. Between Groups..8.. Within Groups Total 8. 7 Source: computed primary data The following inference can be drawn: the null hypothesis was rejected at. per cent significant and therefore, it is inferred that the opinions on relating to training and development differs significantly between the three categories of respondents at per

5 Asia Pacific Journal of Research ISSN (Print) : - ISSN (Online) : 7-7 cent of confidence level. Thus, the opinion of employees of select cooperative spinning mills towards HRD practices has significantly varied in training and development factor of the study. The level of consistency on the opinion of this factor that among the employees only the technical staffs are consistently represented (low covariance.). From this hypothetical test the researcher infers that among the employees only the technical staffs are moderately opined and accepted the training procedures and amicable with the management. FACTOR ANALYSIS The factor analysis is made for the contribution of variables belongs to the training and development to the employees of select cooperative spinning mills have given in the following tables. Table No. Descriptive Statistics of Training and Development select cooperative spinning mills of the Tamilnadu (Factor) Training and Development Std. Analysis Mean Deviation N In-plant training in the Spinning Mill is best.8. 7 Way of presentation with OHP, power point, slides and audio-visual aids and course materials..8 7 and supplements given to learn the job are very useful Responsibility of authorities conducting training programmes is good.. 7 Duration of the training is enough..7 7 Performance enhanced from training.7. 7 From the table above is output of the univariate option on the selected variables of the factor. The number of cases used in the analysis is 7 respondents. The factor analysis is being conducted on the correlations (as opposed to the covariances), it is not much of a concern that the variables have very different means and/or standard deviations (which is often the case when variables are measured on different scales). Table No. Total Variance Explained about the Training and Development select cooperative spinning mills of the Tamilnadu Component Initial Eigen values Extraction Sums of Squared Loadings Total % of Variance Cumulative % Total % of Variance Cumulative % The initial number of factors is the same as the number of variables used in the factor analysis. However, all components have not been retained. In this analysis, only the first two components have been retained. Eigen values are the variances of the factors. Because the factor analysis on the correlation matrix, the variables are standardized, which means that the each variable has a variance of, and the total variance is equal to the number of variables used in the analysis, in this case,. The first factor has always account for the most variance (8.% have the highest Eigen value), and the next factor has account for as much of the left over variance of.% and rest of them have the Eigen value respectively on the above table is concerned. Hence, each successive factor has account for less and less variance. The variance column contains the per cent of total variance accounted for by each factor. Thus, the high amount of variations has been obtained by the variables like from the above tables variables values. Table No. 7 Component Matrix of the Training and Development select cooperative spinning mills of the Tamilnadu Training and Development Component In-plant training in the Spinning Mill is best -.. Way of presentation with OHP, power point, slides and audio-visual aids and course materials and supplements given to learn the job are very useful.8. Responsibility of authorities conducting training programmes is good Duration of the training is enough Performance enhanced from training.7.

6 Asia Pacific Journal of Research ISSN (Print) : - ISSN (Online) : 7-7 From the above table infers that the influencing variables of the training and development is Way of presentation with OHP, power point, slides and audio-visual aids and course materials and supplements given to learn the job are very useful, Responsibility of authorities conducting training programmes is good, Duration of the training is enough, and Performance enhanced from training have been influenced and contributed in the first set of components, the second set of component highly contributed component is In-plant training in the Spinning Mill is best. Hence, the training and development is highly contributed for the HRD Practices. Therefore, the factor analysis has given appropriateness of the variable are in the right sense. MANAGERIAL IMPLICATIONS In the training and development practices certain percentage of employees have stated that performance have not been increased by means of training and development. It should be rectified and make confidences on the training and development which have been given by the management. CONCLUSION The researcher concluded that the results from the analysis and discussions by means of percentage analysis, ANOVA, and principal component analysis. Firstly, the percentage analyses shows the administrative staffs of the both mills have agreed the positive statements than the technical staffs and workers. The mills are concern the ACSM is better than the KDCSM in practicing the T&D practices during the study period. Secondly, the ANOVA portraits the opinion of employees of select cooperative spinning mills towards HRD practices has significantly varied in training and development factor of the study. The level of consistency on the opinion of this factor that among the employees only the technical staffs are consistently represented (low covariance.). From this hypothetical test the researcher infers that among the employees only the technical staffs are moderately opined and accepted the training procedures and amicable with the management. Thirdly, the principal component analysis executes that the influencing variables of the training and development is Way of presentation with OHP, power point, slides and audio-visual aids and course materials and supplements given to learn the job are very useful, Responsibility of authorities conducting training programmes is good, Duration of the training is enough, and Performance enhanced from training have been influenced and contributed very high than other variables of the training and development practices of the select cooperative spinning mills in Tamilnadu. REFERENCES:. Aaron Pettman, Government Programs and the Garment Industry, A report for the Manitoba Research Alliance on Community Economic Development in the New Economy, University of Manitoba p. African Development and Economic Consultants Ltd, Commissioned a Report to the Ministry of Industrial Development in Collaboration with the Ministry of Planning and National Development in the title of A Diagnostic Study on Cotton Ginning and Textiles Industry Development, Nairobi - Kenya 8, pp -. Ajay Shankar Joshi, Role of HR (HRM) in Textile,, Ananthanarayanan R Totally Aligned Organization: A Foundation for Total Quality Management TMTC Journal of management, Vol. IX, No,.June.PP.-7.. Jogaiah T. Frontier of Management Science Training and Development of Executives. Jones L and Gautam T (), The trade for talent, Business Executive, Vol., No. 8, PP Kline T J and Boyd (), Organisational structure, content and climate: Their relationships to job satisfaction at three managerial levels, Journal of General Psychology, 8(),, PP. 8. Kushagra R, Recommending Possible Solutions to Revive the Indian Textile Industry, Paper Presented to Siyaram Silk Mill Limited, Training program, Mumbai, July,