Keywords: Strategic Planning,Performance management.

Transcription

1 ROLE OF TRAINING AND DEVELOPMENT IN MOTIVATION AND PERFORMANCE OF EMPLOYEES IN SUGAR INDUSTRY: EMPIRICAL EVIDENCE FROM ERODE DISTRICT. *Ms.K.V.Devi Brindha & ** Dr. G.UdayaSuriyan *Research Scholar, Department of Business Administration, Annamalai University, Chidambaram. ** Professor and Research Guide, Department of Business Administration, Annamalai University, Chidambaram. Abstract Human resources, are the most valuable assets of any organization, with the machines, materials and even the money, nothing gets done without man-power. Adeniyi169 observed that staff training and development is a work activity that can make a very significant contribution to the overall effectiveness and profitability of an organization. Training provides employees with the specific skills or helps to correct the existing deficiencies in the performance. Therefore the main objective of the training and development is to improve the qualities of the trainee, formulation of objectives for different needs and ways of achieving it. There are certain principles that organizations need to adapt to ensure that training results in changes in the workplace. Training decisions and actions are to be carried out with reference to performance management systems, strategic planning processes, and career development initiatives. Training must be managed so that it is planned, and deliberately and clearly linked to workplace outcomes. When training is used as a reward, or its goals aren't clear to all concerned, it is rare that it has any positive impact. The training that adds value possesses three important components, training planning component, organizing the training programme and follow up mechanism. The effectiveness of the training and development programme are understood emphasizing on the implementation of the above three components. Therefore, an attempt is made to understand the effectiveness of training programme in the selected organizations. Keywords: Strategic Planning,Performance management. 341

2 Introduction to the study Training can be treated as an investment in organizational human assets. In addition, training is seen as a useful means of changes fostered by technological innovation, market competition, organizational structuring, and demographic shifts. Training and development encompasses three main activities: training, education, and development. Firms that offer training and employee development are making a visible investment in employees. Among its positive outcomes, this investment increases employability for the individual employee. In a rapidly changing global market place, characterized by increased technological advancement, organizations demand a more flexible and competent workforce to be adaptive and to remain competitive. Thus, demand for a well qualified workforce becomes a strategic objective. The human resource training and development (T&D) system of an organization is achieving organizational goals and create competitive advantage (Peteraf118). Employees invest in human capital after the start of employment, and normally this investment is called training, provided either by the firm itself on the job, or acquired by the worker (and the firm) through vocational training. Human resources, are the most valuable assets of any organization, with the machines, materials and even the money, nothing gets done without man-power. Adeniyi169 observed that staff training and development is a work activity that can make a very significant contribution to the overall effectiveness and profitability of an organization. Training provides employees with the specific skills or helps to correct the existing deficiencies in the performance. Therefore the main objective of the training and development is to improve the qualities of the trainee, formulation of objectives for different needs and ways of achieving it. There are certain principles that organizations need to adapt to ensure that training results in changes in the workplace. Training decisions and actions are to be carried out with reference to performance management systems, strategic planning processes, and career development initiatives. Training must be managed so that it is planned, and deliberately and clearly linked to workplace outcomes. When training is used as a reward, or its goals aren't clear to all concerned, it is rare that it has any positive impact. The training that adds value possesses three important components, training planning component, 342

3 organizing the training programme and follow up mechanism. The effectiveness of the training and development programme are understood emphasizing on the implementation of the above three components. Therefore, an attempt is made to understand the effectiveness of training programme in the select organizations. Review of Literature Werther and Keith (1996) said that training and development teaches existing employees new knowledge, skills and abilities to ensure their continued usefulness to the organization and meeting their personal desires for advancement. The employer must be committed to training and development of the staff and show this by releasing employees from regular work to attend training and even sponsor them where possible. When training opportunities are lacking, workers gets demoralized and easily move to other companies even for allow pay but as long as there are chances for training and development. Indian sugar Industry: Maharashtra is traditionally the leader when it comes to sugar production in India. Before Maharashtra, Uttar Pradesh was the leader. There are several reasons as to why Maharashtra occupies this place in the pantheon of Indian states that produce sugar. The state has a longer crushing period compared to other states and its rate of recovery is also significantly higher. Maharashtra currently has almost 25 percent of the sugar mills operating in India and it accounts for nearly 30 percent of the entire sugar produced in India. In fact, the sugar mills in Maharashtra are supposed to be the biggest in the country. Most of these mills are located at the river valleys in the western stretches of the Maharashtra Plateau. Ahmednagar is among the leading centre of sugar production along with Kolhapur, Pune, Satara, Nashik and Solapur. 343

4 Major sugar producing states RANK STATE NO.OF SUGAR MILLS IN OPERATION 1 Maharashtra Uttar Pradesh Tamilnadu 52 Tamil Nadu: Tamil Nadu has shown phenomenal progress with regard to sugar production during the last few years. High yield per hectare of sugarcane, higher sucrose content, high recovery rate and long crushing season have enabled Tamil Nadu to obtain highest yield of 9.53 tonnes of sugar per hectare in the whole of India. As a result of these advantages, the state has emerged as the third largest producer of sugar, contributing over nine per cent of the total sugar production of India. Need for the study The purpose of this research was to investigate the Training and Development in motivation and performance of employees that have led to develop work activity and profitability of the organization in the sugar industry focusing on sugar Companies employees in Erode District. Objective of the study To study the role of Training and Development in relationship with motivation and performance of employees in the sugar mills of Erode District. Hypothesis There is no significant relationship between the employees with regard to perceptions on the Training and development as a variable in motivating factor in sugar industry. Sample method- size-unit For the purpose of study a convenient sampling method is adopted.the focus is given to the sugar mills in erode district. Among the identified target respondents many are not co-operative and hence, while meeting the respondents, convenient method is adopted, because the respondents are not easily available to debate and discuss on the questionnaire and to respond. The respondent s time and approach becomes key limiting factor to meet as per plan. However, it is planned in a meticulous way and collected 150 samples as per target. 344

5 Data Analysis And Results Discussion TRAINING AND DEVELOPMENT IN THE SUGAR MILLS Training and Mean SD development Factory arranges for adequate training facility to the employees The various training and conferences are sponsored by the company Yoga trainings are offered Employees are acquainted with the changing procedures and regulations of the factory through refresher / orientation courses Employees are encouraged for higher studies Source: Primary data/questionnaire The training and development as a variable in the organizational development in motivating the employees in sugar mills in the sample area are strongly agreed as Factory arranges for adequate training facility to the employees with the mean value of 3.90 and SD of 1.261, Employees are acquainted with the changing procedures and regulations of the factory through refresher / orientation courses with the mean score of 3.75 and SD of and employees are encouraged for higher studies with the mean score of 3.70 and SD of 1.375, indicates the higher level of agreement. This in turn shows the positive organizational environmental practices prevailing in the sample area. This need to be continued to get the best out of employees and to empower them with technical skills up gradation in the years to come. This can help the companies to proceed with confidence for the next level of employment in the organization. Findings The training and development as a variable in motivating the employees in sugar mills in the sample area are strongly agreed as Factory arranges for adequate training facility to the employees with the mean value of 3.90 and SD of 1.261, Employees are acquainted with the changing procedures and regulations of the factory through refresher / orientation courses with the mean score of 3.75 and SD of and employees are encouraged for higher studies with the mean score of 3.70 and SD of 1.375, indicates the higher level of agreement. 345

6 Suggestions Training forms part of an integrated approach to human resource management. It becomes a wasteful effort if it is not harmonized with career development of employees. The organization should classify the various categories of jobs and assess the developmental needs in order to provide need-based training to the employees to increase their efficiency. In the sugar mills, training programmes are much delayed. Some sugar mills do not have any formal training programme either for workmen or for administrative staff. Therefore, it is suggested that the employees who fulfill the requisite qualifications and have aptitude for training should be deputed and a welldesigned roster system should also be developed for need-based training programmes. Conclusion The sugar mills have contributed to the modernization of agriculture and an increase in agricultural produce. Inspite of their valuable contribution, the mills have their drawbacks. The absence of a healthy human resource department is the greatest weakness. So, it is suggested by the researcher that the mills take care of human resource development and need based training to be given to the employees. References Farhan Akhtar, M., Ali, K., Sadaqat, M.S.,& Hafeez, S. (2011). Extent of Training in Banks and its Impact on Employees Motivation and Involvement in Job. Hertzberg, F. (1987) One more time : How do you motivate employees? Harvard Business Review, September, October. Herzberg, F., Mausner, B., & Snyder man, B. B. (1959). The motivation to work. New York: John Wiley & Sons. Hofstede, G. (1980b). Motivation,Leadership and Organization: do American theories apply abroad? Organizational Dynamics, 9(1),