EFFECTIVENESS OF TRAINING & DEVELOPMENT IN MNC S EMPLOYEES

Transcription

1 EFFECTIVENESS OF TRAINING & DEVELOPMENT IN MNC S EMPLOYEES Dr. G. VIGNESH 1 N.UDAYA KUMAR 2 1 Head PG Department of International Business, NGM College Pollachi. 2 PG Department of International Business, NGM College Pollachi. ABSTRACT Training is different form education; particularly formal education. The education is concerned mainly with enhancement of knowledge, but the aims of training are increasing knowledge while changing attitudes and competences in good manner. Basically the education is formulated within the framework and to syllabus, but the training is not formed in to the frame and as well as syllabus. It may differ from one employee to another, one group to another, even the group in the same class. The reason for that can be mentioned as difference of attitudes and skills from one person to another. Even the situation is that, after good training program, all different type skilled one group of employees can get in to similar capacity, similar skilled group. That is an advantage of the trainings. Employers should enable employees to pursue training and development in a direction that they choose and are interested in, not just in company-assigned directions. Companies should support learning, in general, and not just in support of knowledge needed for the employee's current or next anticipated job. It should be noted that the key factor is keeping the employee interested, attending, engaged, motivated and retained.very often Training and Development are considered as synonyms. Practically speaking, there is a difference between the two. Key Words: Training, Employers, Company-assigned INTRODUCTION Training implies to the act of increasing the knowledge and skills required for efficient performance of a particular job. Development means growth of an individual in all aspects. An organization makes arrangements for development of its executives or potential executives so as to improve the efficiency of management. All executive development programs are designed to build up or improve competence and potential for managerial jobs. Managers need general knowledge rather than technical skills in a particular job. Therefore, the training of executives is often known as Development. Training is largely job-centered while Development. TRAINING METHODS Trainings in a MNC Companies can be divided to two broad types. They are on-the-job trainings and off-the-job trainings. ON-THE-JOB TRAINING The development of a manager's abilities can take place on the job. The four techniques for on the job development are followed in MNC Companies: Coaching Mentoring Job Rotation 81 editor@researchscripts.org

2 Job Instruction Technique (JIT) OFF THE JOB TRAINING There are many management development techniques that an employee can take in off the job. The few popular methods are: Sensitivity Training Transactional Analysis Straight Lectures/ Lectures Simulation Exercises STATEMENT OF THE PROBLEM The critical role of the training manager in implementing a training program and the important considerations when developing a strategic training plan are also discussed. Keeping in view the ever-increasing cost of training programs, and the changes witnessed on various fronts, like demographic, economic and technical, the training programs should be designed in such a way that they are not only comprehensive, but also relate to the day-to-day activities of the organization. Measuring the effectiveness of training programs consumes valuable time and resources. As we know all too well, these things are in short supply in organizations today. What was a successful training program yesterday may not be a cost-effective program tomorrow. Being able to measure results will help you adapt to such changing circumstances. OBJECTIVES OF THE STUDY To evaluate the training process and effectiveness of training program. To suggest measures for upliftment of training process. RESEARCH METHODOLOGY The study depends on primary data. A pilot study is conducted with 30 respondents to validate the questionnaire and to confirm the feasibility of the study.based on the pilot study, the questionnaire is modified suitably to elicit response from the sample group.the respondents were selected based on Convenience sampling the sample size of the study is 100. STATISTICAL TOOLS Percentage Analysis Index Method Chi square test PERIOD AND AREA OF THE STUDY The period of the study is 3 months (from December 2015 to February 2016) from the respondents chosen for conducting the study is Coimbatore District. LIMITATIONS OF THE STUDY Study is restricted to Coimbatore District above and it may not reflect the entire population. Time Constraint is available editor@researchscripts.org

3 Opinion of the employees may constitutive bias. This is applicable only to specific period and to generalization cannot be made for more future periods. REVIEW OF LITERATURE Ammerman, Harry. L (1966) has done his research in the topic Development Of Procedures for Deriving Training Objectives For Junior officer Jobs and he has evaluated that research was undertaken to develop a systematic method that could be used by service school personnel to prepare job-oriented training objectives for junior officers, primarily in the form of behavioral statements of student performance expected after training. The procedures developed are divided into four phases. They are: Listing of all tasks for a job; Selecting tasks for some formal training; Identifying the knowledge and skills necessary for the selected training aspects. The procedures included administration of experimental questionnaires, both by personal interview and by mail, reviews of pertinent directives and publications, and visits to field units. As the procedures were developed, they were tried out on a sample officer job (Nike Hercules Fire Control Platoon Leader). In the trial application, a task inventory of 452 items provided the basis for choosing, by use of definite selection rules, 101 job activities (22%) for some formal schooling; of 160 training objectives stated for those activities, 46 were performed-type objectives for which detailed activity descriptions were required. Premila Seth (1980) has done her research in the topic Management Training And Development: A Critique and she has reviewed that development of high quality managerial manpower in the country is considered essential for copying with the rapidly changing industrial scene. This has led to expansion in the number of training activities and institutions. The author feels that it is time that the training and development practitioners closely examine whether the expansion is matching the qualitative requirements of our changing environment. The author also feels that is important that the training institutions recognize the intimate relationship between management training philosophy, principles and practices for establishing rational, goal directed development policies, failing which they may lead to overzealous of training panaceas, preoccupation with routine patterns, and neglect of overall objectives. John Wilson. P and Steven Western (2000) has done their research in the topic Performance Appraisal: An Obstacle to Training And Development And they have reviewed that in this article the term performance appraisal generally meant for the annual interview that takes place between the manager and the employee to discuss the individual's job performance during the previous 12 months and the compilation of action plans to encourage improved performance. Performance appraisal is part of the larger process of performance management. A variety of research methods were used, including a questionnaire, semi-structured interview and a review of training records. A questionnaire was sent to 110 members of staff and 74 were returned. From these a pilot study was then conducted with ten members of staff who were not to be interviewed in the main survey. The findings indicated that the majority of training and development plans were directly related to the requirements of the job and only a small proportion were involved with general personal development. Most plans were related to short-term job requirements and few were concerned with longterm development and advancement. ShreyaSarkar-Barney (2004) has done her research in the topic The Role of National Culture In Enhancing Training Effectiveness: A Framework and has evaluated the focus of global training has primarily been on preparing employees to work effectively in other cultures, such as in expatriate training, acculturation training, and training for technology transfer. This paper proposes a framework 83 editor@researchscripts.org

4 to show the influence of culture on are aspect of training effectiveness, the transfer of newly learned skills to the job. Schwartz s scale has been used for the study. The population of the study is (N= 44,000) from 54 nations. Finally he says that by combining information about a country s culture value score and the relationships proposed by the framework, practitioners can make more informed decisions about ways of adapting their training systems to meet the needs of any particular culture in which training is to be conducted. Stephen &Bowleys (2007), Training associated with employees productivity,organizations invest a large amount of its capital for training purposes and the development of its employees. It is worthy of probing whether the training is advantageous for the trainees, and to what degree can the process of training be enhanced. The sample size of the study is 250. Stephen &Bowleys (2007) study shows the link between training associated with employees productivity which further leads toward employee and customer satisfaction. While considering a training process its essential to explore who is taking part in trainings, style and design of training and all about the main objectivity of the trainings being achieved or not (Choo&Bowley, 2007). Stephen &Bowley (2007) focus on the outcome of capital invested on training processes that further raise the efficiency of the employees and the organization. The quality of a trainer is also a key element which affects the training productivity (Coho & Bowleg, 2007). Chu-Mei Liu (2007) has done his research in this topic The Early Employment Influences of Sales Representatives on the Development of Organizational Commitment and reviewed that this paper aims to assess the status of the organizational commitment construct and introduce a new way of looking at organizational commitment especially in the early stages of employment, wherein the target company to be having problems. The methodology of this paper is to find out the change in organizational commitment and it is measured at two points in the early employment of new salespersons in order to isolate the effects of early employment exposure of the medical representatives, a period of 18-month when attrition of new employees is high. The author s finding is that training satisfaction and perceived reward equity were the only antecedent factors that showed a significant positive relationship with organizational commitment. Managerial commitment showed positive contribution, the relationship was not significant. All the three antecedents significantly contributed to organizational commitment. I) INDEX METHOD A) TRAINING PROCESS INDEX The questionnaire consists of 6 training processquestions,five point scale has been adopted to measure the level of satisfaction towards training process programe. In total, sample consumers score come around 100. This total score of each respondents is converted into average satisfaction index. The sample respondents are classified in to three groups as High, Moderate and Low. The respondents are classified by using mean and Standard deviation. The respondents whose level of average satisfaction index which is below 21 are treated as respondents are low level, the consumers whose level of training process which ranges between 22 and 24 are treated as respondents are moderate level and respondents whose level of training process ranges above 25 are brought under the group called respondents are high level. The Mean level of preferenceof the sample respondents is 24.1 and their standard deviation is editor@researchscripts.org

5 Duration of trainingprogramme Table - 1 Training Process Training given beforeimplementing any change Training centre Infrastructure Organization of the trainingprogramme Above 25 Between 22 to 24 Below 21 Sequence of the trainingprogramme Freedom to askquestions & doubts Mean 24.1 SD Mean - SD Mean + SD Between High & Low (Average) Low High Moderate B) EFFECTIVENESS OF TRAINING PROGRAMME INDEX The questionnaire consists of 8 effectiveness of training programmequestions,five point scale has been adopted to measure the level of satisfaction towards effectiveness of training In total, sample consumers score come around 100. This total score of each respondents is converted into average satisfaction index. The sample respondents are classified in to three groups as High, Moderate and Low. The respondents are classified by using mean and Standard deviation. The respondents whose level of average satisfaction index which is below 27 are treated as respondents are low level, the respondents whose level of effectiveness of training programme which ranges between 28 and 31 are treated as respondents are moderate level and respondents whose level of effectiveness of training programme ranges above 32 are brought under the group called respondents are high level. The Mean level of preferenceof the sample respondents is and their standard deviation is editor@researchscripts.org

6 Table - 2 Effectiveness of training programe Index Effectiveness of training programe Improvement ofself - confidence Development ofcommunication skill Commitment of trainingprogramme towards expectation Availability of course material Development of skillin the particular area Above 32 Between 28 to 31 Below 27 Evaluation of thetraining programme Co - operation of thesuperiors, peers andsub-ordinates Field visit duringtraining programme Mean SD Mean - SD Mean + SD Between High & Low (Average) Low High Moderate C) IMPORTANCE OF TRAINING PROGRAMME INDEX The questionnaire consists of 4 importance of training programquestions,five point scale has been adopted to measure the level of satisfaction towards importance of training program. In total, sample consumers score come around 100. This total score of each respondents is converted into average satisfaction index. The sample respondents are classified in to three groups as High, Moderate and Low. The respondents are classified by using mean and Standard deviation. The respondents whose level of average satisfaction index which is below 14 are treated as respondents are low level, the respondents whose level of importance of training program which ranges between 15 and 16 are treated as respondents are moderate level and respondents whose level of importance of training programranges above 17 are brought under the group called respondents are high level. The Mean level of preferenceof the sample respondents is and their standard deviation is editor@researchscripts.org

7 Table -3 Importance of Training Programme Index Importance of Training Programme Employee Performance Management Conflict Management Compensation & Benefits Above 17 Between 15 to 16 Below 14 Recruitment & Retention Mean SD Mean - SD Mean + SD Between High & Low (Average) Low High Moderate II) CHI SQUARE TEST Table 4 Age and TrainingProcess Age Below 25 years to 35 years years Above 46 years Calculated χ2 Value:6.920Degree of freedom: 6 Table Value: Five per cent level: H 0 = There exist no significant association between age of the respondents and training process. Table 5 Gender andtraining Process Gender Male Female Calculated χ2 Value:4.683Degree of freedom: 2 Table Value: Five per cent level:5.991 H 0 = There exist no significant association between age of the respondents and training process editor@researchscripts.org

8 Table 6 EducationalQualification andtraining Process Educational Qualification No formal Education Upto HSC Graduate Professional Others Calculated χ2 Value:6.533Degree of freedom: 8 Table Value: Five per cent level: H 0 = There exist no significant association between age of the respondents and training process. Annual income Table 7 Annualincome andtraining Process Less than Rs.10, Rs Rs.50, Rs.50,001 - Rs.1,00, Above Rs.1,00, Calculated χ2 Value:5.057Degree of freedom: 6 Table Value: Five per cent level: H 0 = There exist no significant association between age of the respondents and training process. Marital status Table 8 Maritalstatus andtraining Process Married Unmarried Calculated χ2 Value:0.348Degree of freedom: 2 Table Value: Five per cent level:5.991 H 0 = There exist no significant association between age of the respondents and training process editor@researchscripts.org

9 Table 9 Typeoffamily andtraining Process Type of family Joint Family Nuclear Family Calculated χ2 Value:1.229Degree of freedom: 2 Table Value: Five per cent level:5.991 H 0 = There exist no significant association between age of the respondents and training process. Table 10 Sizeoffamily andtraining Process Size of family Less than 3 members members members More than 8 members Calculated χ2 Value:4.602Degree of freedom: 6 Table Value: Five per cent level: H 0 = There exist no significant association between age of the respondents and training process. Table 11 Experience andtraining Process Experience Below 5 years years years Above 15 years Calculated χ2 Value:3.552Degree of freedom: 6 Table Value: Five per cent level: H 0 = There exist no significant association between age of the respondents and training process editor@researchscripts.org

10 Table 12 Placeofresidence andtraining Process Place of residence Rural Urban Semi-urban Calculated χ2 Value:0.553Degree of freedom: 4 Table Value: Five per cent level:9.488 H 0 = There exist no significant association between age of the respondents and training process. Table 13 Designation andtraining Process Designation Manager Supervisor HR Labours Calculated χ2 Value:2.249Degree of freedom: 6 Table Value: Five per cent level: H 0 = There exist no significant association between age of the respondents and training process. Table 14 Age and EffectivenessofTrainingProgramme Age Effectiveness of Training Programme Index Below 25 years to 35 years years Above 46 years Calculated χ2 Value:18.790Degree of freedom: 6 Table Value: Five per cent level: H 0 = There exist a significant association between age of the respondents and Effectives of training Table editor@researchscripts.org

11 Gender and EffectivenessofTrainingProgramme Gender Effectiveness of Training Programme Index Male Female Calculated χ2 Value:1.954Degree of freedom: 2 Table Value: Five per cent level:5.991 H 0 = There exist no significant association between gender of the respondents and effectiveness of training Table 16 EducationalQualification and EffectivenessofTrainingProgramme Educational Qualification Effectiveness of Training Programme Index No formal Education Upto HSC Graduate Professional Others Calculated χ2 Value:7.598Degree of freedom: 8 Table Value: Five per cent level: H 0 = There exist no significant association between educational qualification of the respondents and effectiveness of training Table 17 Annualincome and EffectivenessofTrainingProgramme Effectiveness of Training Programme Index Annual income Moderat High Low e Less than Rs.10, Rs Rs.50, Rs.50,001 - Rs.1,00, Above Rs.1,00, Calculated χ2 Value:3.493Degree of freedom: 6 Table Value: Five per cent level: H 0 = There exist no significant association between annual income of the respondents and effectiveness of training 91 editor@researchscripts.org

12 Table 18 Maritalstatus andeffectiveness of Training Programme Effectiveness of Training Programme Marital status Index Married Unmarried Calculated χ2 Value:1.510Degree of freedom: 2 Table Value: Five per cent level:5.991 H 0 = There exist no significant association between marital status of the respondents and effectiveness of training Table 19 Typeoffamily andeffectiveness of Training Programme Effectiveness of Training Programme Index Type of family Moderat High Low e Joint Family Nuclear Family Calculated χ2 Value:2.188Degree of freedom: 2 Table Value: Five per cent level:5.991 H 0 = There exist no significant association between type of family of the respondents and effectiveness of training Table 20 Sizeoffamily andeffectiveness of Training Programme Effectiveness of Training Programme Index Size of family Moderat High Low e Less than 3 members members members More than 8 members Calculated χ2 Value:7.142Degree of freedom: 6 Table Value: Five per cent level: H 0 = There exist no significant association between size of family of the respondents and effectiveness of training Table editor@researchscripts.org

13 Experience andeffectiveness of Training Programme Effectiveness of Training Programme Experience Index Below 5 years years years Above 15 years Calculated χ2 Value:7.887Degree of freedom: 6 Table Value: Five per cent level: H 0 = There exist no significant association between experience of the respondents and effectiveness of training Table 22 Placeofresidence andeffectiveness of Training Programme Effectiveness of Training Programme Place of residence Index Rural Urban Semi-urban Calculated χ2 Value:3.441Degree of freedom: 4 Table Value: Five per cent level:9.488 H 0 = There exist no significant association between place of residence of the respondents and effectiveness of training Table 23 Designation andeffectiveness of Training Programme Designation Effectiveness of Training Programme Index Manager Supervisor HR Labours Calculated χ2 Value:8.321Degree of freedom: 6 Table Value: Five per cent level: H 0 = There exist no significant association between designation of the respondents and effectiveness of training 93 editor@researchscripts.org

14 Table 24 Age andimportance of training programme Age Importance of training programme Index Below 25 years to 35 years years Above 46 years Calculated χ2 Value:9.325Degree of freedom: 6 Table Value: Five per cent level: H 0 = There exist no significant association between age of the respondents and Importance of training Table 25 Gender andimportance of training programme Importance of training programme Index Gender Male Female Calculated χ2 Value:3.953Degree of freedom: 2 Table Value: Five per cent level:5.991 H 0 = There exist no significant association between age of the respondents and Importance of training Table 26 EducationalQualification andimportance of training programme Educational Qualification Importance of training programme Index No formal Education Upto HSC Graduate Professional Others Calculated χ2 Value:5.135Degree of freedom: 8 Table Value: Five per cent level: H 0 = There exist no significant association between age of the respondents and Importance of training 94 editor@researchscripts.org

15 Table 27 Annualincome andimportance of training programme Importance of training programme Index Annual income Less than Rs.10, Rs Rs.50, Rs.50,001 - Rs.1,00, Above Rs.1,00, Calculated χ2 Value:5.739Degree of freedom: 6 Table Value: Five per cent level: H 0 = There exist no significant association between age of the respondents and Importance of training Marital status Table 28 Maritalstatus andimportance of training programme Importance of training programme Index Married Unmarried Calculated χ2 Value:0.442Degree of freedom: 2 Table Value: Five per cent level:5.991 H 0 = There exist no significant association between age of the respondents and Importance of training Table 29 Typeoffamily andimportance of training programme Type of family Importance of training programme Index Joint Family Nuclear Family Calculated χ2 Value:0.466Degree of freedom: 2 Table Value: Five per cent level:5.991 H 0 = There exist no significant association between age of the respondents and Importance of training 95 editor@researchscripts.org

16 Table 30 Sizeoffamily andimportance of training programme Size of family Importance of training programme Index Less than 3 members members members More than 8 members Calculated χ2 Value:3.011Degree of freedom: 6 Table Value: Five per cent level: H 0 = There exist no significant association between age of the respondents and Importance of training Table 31 Experience andimportance of training programme Importance of training programme Index Experience Below 5 years years years Above 15 years Calculated χ2 Value:7.465Degree of freedom: 6 Table Value: Five per cent level: H 0 = There exist no significant association between age of the respondents and Importance of training Table 32 Placeofresidence andimportance of training programme Place of residence Importance of training programme Index Rural Urban Semi-urban Calculated χ2 Value:4.658Degree of freedom: 4 Table Value: Five per cent level:9.488 H 0 = There exist no significant association between age of the respondents and Importance of training 96 editor@researchscripts.org

17 Designation Table 33 Designation andimportance of training programme Importance of training programme Index Manager Supervisor HR Labours Calculated χ2 Value:2.301Degree of freedom: 6 Table Value: Five per cent level: H 0 = There exist no significant association between age of the respondents and Importance of training Table 34 Training Process index Factors H 0 H a Age X Gender X Educational qualification X Annual income X Marital status X Type of family X Size of the family X Experience X Place of residence X Designation X Table 35 EffectivenessofTrainingProgrammeindex Factors H 0 H a Age X Gender X Educational qualification X Annual income X Marital status X Type of family X Size of the family X Experience X Place of residence X Designation X 97 editor@researchscripts.org

18 Table 36 Importance of training programme index Factors H 0 H a Age X Gender X Educational qualification X Annual income X Marital status X Type of family X Size of the family X Experience X Place of residence X Designation X FINDINGS Chi Square Test There exist no significant association between age of the respondents and training process. There exist no significant association between gender of the respondents and training process. There exist no significant association between educational qualification of the respondents and training process. There exist no significant association between annual income of the respondents and training process. There exist no significant association between marital status of the respondents and training process. There exist no significant association between type of family of the respondents and training process. There exist no significant association between size of the family of the respondents and training process. There exist no significant association between experience of the respondents and training process. There exist no significant association between place of residence of the respondents and training process. There exist no significant association between designation of the respondents and training process. There exist a significant association between age of the respondents and effectiveness of training There exist no significant association between gender of the respondents and effectiveness of training There exist no significant association between educational qualification of the respondents and effectiveness of training There exist no significant association between annual income of the respondents and effectiveness of training 98 editor@researchscripts.org

19 There exist no significant association between marital status of the respondents and effectiveness of training There exist no significant association between type of family of the respondents and effectiveness of training programme There exist no significant association between size of family of the respondents and effectiveness of training There exist no significant association between experience of the respondents and effectiveness of training There exist no significant association between place of residence of the respondents and effectiveness of training There exist no significant association between designation of the respondents and effectiveness of training There exist no significant association between age of the respondents and importance of training There exist no significant association between gender of the respondents and importance of training There exist no significant association between educational qualification of the respondents and importance of training There exist no significant association between annual income of the respondents and importance of training There exist no significant association between marital status of the respondents and importance of training There exist no significant association between type of family of the respondents and importance of training There exist no significant association between size of the family of the respondents and importance of training There exist no significant association between experience of the respondents and importance of training There exist no significant association between place of residence of the respondents and importance of training There exist no significant association between designation of the respondents and importance of training SUGGESTION Training effectiveness depend upon his/her attitude of the individual employee. Employees felt that training program should be conducted at least three months once for formwork. So that they can understand the concepts and perform better in the organization. Trained personnel should evolve as trainers which improve their skills and help in imparting the same to others. Very few Training and Development programmes are being conducted in the organization for formwork department. So organization should take necessary steps for conducting more programs. Employees felt that to have organization have to conduct more number of sessions for different training program. Concept and Nature of work should be trained to the employees before entered in to their jobs so that they can able to perform better in the organization

20 CONCLUSION From this research work it can be concluded that most of the employees in the organization have the opinion that training is essential for the growth of the organization and also for developing themselves. Training should be given to the employees on a periodic basis which helps them keep updated with all the new technologies implemented in the organization. Also most of the employees feel that proper feedback is essential so that training can be made more effective. Training make a very important contribution to the development of the organization s human resources and hence to the achievement of its aims and objectives. To achieve its purpose, training needs to be effectively managed so the right training is given to the right people, in the right form, at the right time and it the right costs. Training has gained importance in present day environment where jobs are complex and change rapidly. Training is planned programme designed to improve performance and bring about measurable changes in knowledge, skills, attitude and social behavior of employees. REFERENCES Ammerman, harry, L., (1966). Development of procedures for deriving training objectives for junior officer jobs. Journal of training and development 82. Anupama Narayanan and Debra Steele-Johnson, (2007). Relationships between prior experience of training, gender, goal orientation and training attitudes. The International Journal Training and Development 11(3): Chu-Mei Liu, (2007). The early employment influences of sales representatives on the development of organizational commitment. Journal of Employee relations 29(1): John, P. W., and Steven Western. (2000). Performance appraisal: An obstacle to training and development. Journal of European Industrial Training 24(7): Premila Seth, (1980). Management Training and Development: A Critique. The Indian Journal of Industrial Relations 15(4): ShreyaSarkar-Barney, (2004). The role of national culture in enhancing Training Effectiveness: A Framework, Advances in Human Performance and Cognitive Engineering Research 4: Stephen &Bowleys (2007), Training associated with employees productivity, Jawaharlal Institute of Business Management, Vol. 26. Issue 2, pp editor@researchscripts.org