A Study on Effectiveness of Training and Development in Reliance Communication Limited, Chennai

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1 Available online at International Journal of Advanced Scientific Research & Development Vol. 02, Spl. Iss. 02, Ver. II, Aug 2015, pp e-issn: p-issn: A Study on Effectiveness of Training and Development in Reliance Communication Limited, Chennai K. BHUVANESHWARI Assistant Professor & Head, Department of Management Studies, A.V.C. College (Autonomous), Mannampandal. ARTICLE INFO Article History: Received: 18 Jul 2015; Accepted: 19 Jul 2015; Published online: 10 Aug Key words: Training & Development, Efficiency & Effectiveness. ABSTRACT Effective training is an investment in the human resource of an organization, with both immediate and long-range returns the study emphasizes the importance of training as an important human resource development vehicle in the present day commutative world obsolescence among employees and the need to cope with the technological, organizational and social changes make continues learning and updating of skills indispensable in any other organization. The study provides suitable suggestions to evolve meaningful, relevant and effective training programmes that match the job profiles of various categories of employees of the organization so that the organization improves is efficiency and effectiveness. Training should always be utilized knowledge dissemination and development. Copyright 2015 IJASRD. This is an open access article distributed under the Creative Common Attribution License, which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited. INTRODUCTION Every organization needs the services of trained people for performing the activities in a systemic way. Training is a collection of actions, which enables the organization to achieve its goals. Training needs can be identified by detecting the existing skills from the job requirements. In the mid 940s after World War-II, training was first adopted by large commercial organizations in the west as part of their regular commercial activity. Thus western companies created formal training functions in their organizational structure. Initially, the training was limited to technical training. Nevertheless completion grew, commercial organization experienced a need for management training because of the complexities involved in the management of large organizations. In India, the industrialization process began only after independence in At that time, it was the Government of India, which realized the need for rapid How to cite this article: Bhuvaneshwari, K., (2015). A Study on Effectiveness of Training and Development in Reliance Communication Limited, Chennai. International Journal of Advanced Scientific Research & Development (IJASRD), 02 (02/II), [Special Issue Aug 2015], pp

2 A Study on Effectiveness of Training and Development in Reliance Communication Limited, Chennai industrialization on the country as the most effective means of rapid economic development. With the erection of huge complexes like SAIL, Coal India and other large public sector undertaking training of workers and managers became top priority for the Government. 1.1 Meaning of Training Training is the act increasing the knowledge and skills of an employee for doing a specified job, it can be viewed a s a systematic planning process which has it organizational purpose to impart and provide learning experience, This is done with a view to bring about improvement in an employee and thus enabling him make his contribution in greater measure in meeting the goals and objectives of the organization. 1.2 Scope of Training With the recognition of training as an important avenue for development, during the last few years, the scope and application of training has been considerably widened. While, largely, it still remains a key tool for enhancing job-related performance and organizational effectiveness, its value is being increasingly acknowledged in engendering behavioral changes and in developing life, skills, leading to personal growth. It equips an individual with the competencies that help him/her to cope with day-to-day problems of living and manage interpersonal relations, improving him/her interpersonal effectiveness. Training has influenced every face, of an individual s life. As a result of these developments human relation and relation and personal development training now occupy a significant place in the realm of training. 1.3 Training It helps an individual to learn how to perform his present job satisfactorily. Development involves preparing an individual for a future job and growth of the individual in all aspects. Training is the result initiatives taken by the management. 1.4 Development It complements training because human resources can exert their full potential only when the learning process goes far beyond simple routine. Training is, thus a reactive process whereas development is a proactive process. 1.5 Objectives of the study The study is subject to the following objectives 1. To study the efficient training system adopted by the reliance communications ltd. 2. To study the employee s development programme implemented by reliance communication ltd. 3. To assume the employees opinion about the training and developments programme. Volume 02, Special Issue 02, Version II 10 th & 11 th August

3 International Conference on Innovation in Commerce and Management (ICONICM 2015) Organized by Department of Commerce, A.V.C. College (Autonomous), Mannampandal, Mayiladuthurai , Tamil Nadu, India. METHODOLOGY The study is based on both primary data as well as secondary data. The primary data were collected by construction as well as structured questionnaire The secondary data were collected from the records and magazines and sample unit. Table 1: The Programme have been more Beneficial Sl. No Opinion No. of Respondents Perentage 1 Agree Little Difficult to say 8 11 Table 1 shows the respondents training programme would have been more beneficial. From the table it is seen that 59% of the employee that the programme have been more beneficial feel. 30% feel little and the remaining, 11% feel difficult to say the programme. Therefore it is inferred that the majority of the respondents feel the programme would have been more beneficial. Table 2: Individual Development after Training Period Sl. No Opinion No. of Respondents Percentage 1 Highly Medium Low Table 2 shows the training programme given to there is developed or not after training period. From the table it is seen that 45% feel individual development after training period is medium average, 39% feel highly and the remaining 16% feel low to the individual development after training programme. Therefore it is inferred that the majority of the respondents feel after training period individual development was developed. Table 3: Training Related to the Job Sl.No Opinion No. of Respondents Percentage 1 Strongly agree Agree Disagree Table 3 shows the training related to the job From the table it reveals that 44% feel that the training was related to the job, 39 % feel strongly agree and remaining 17% 419 Volume 02, Special Issue 02, Version II 10 th & 11 th August 2015

4 A Study on Effectiveness of Training and Development in Reliance Communication Limited, Chennai feel disagree. Therefore it is inferred that the majority of the respondents state that training was related to the job. Table 4: New Technology Adopted Sl.No Opinion No. of Respondents Percentage 1 Yes No Table 4 shows the new technology adopted by the company. From the table it shows that majority of the respondents 73% feel that the new technologies are adopted, and the remaining 27% feel denied the new technologies are adopted by the company. Therefore it is inferred that the majority of the respondents state that new technologies were adopted. Table 5: Important Skill for Professional Development Sl. No Opinion No. of Respondents Percentage 1 Negotiation skill Presentation Skill Technical skill Project management Skills assessment Information technology Other please specify 2 3 Table 5 Shows skills would you find important and for the professional development. From the table it is seen that majority of the respondents (33%) feel Technical skill, 28% feel presentation skill, 13% feel information Technology, 11% feel negotiation skill, 7% feel skills Assessment, 5% feel project management and the remaining 3% feel others. FINDINGS AND SUGGESTIONS 3.1 Findings 1. Majority(53%) of the respondents are used the language in English 2. Most of the respondents (24%+65%) feel trainees participation during training was more. 3. Majority of the respondents preferred both theoretical and practical training (40%) 4. Majority (64%) of the respondents feel that their personal needs were satisfied during training. Volume 02, Special Issue 02, Version II 10 th & 11 th August

5 International Conference on Innovation in Commerce and Management (ICONICM 2015) Organized by Department of Commerce, A.V.C. College (Autonomous), Mannampandal, Mayiladuthurai , Tamil Nadu, India. 5. Nearly (59%) of the respondents feel that the training programme have been beneficial 6. Majority (40%) of the respondents a feel the relationship with trainer was good. 7. Nearly (73%) of the respondents agree the introduction of new technology. 8. Nearly (41%) of the respondents feel that the training get advice and support from supervisor/line manger during training. 3.2 Suggestions The greater attention should be given on training. Greater investment in skills development and staff training are required. Training programmes that have been conducted 1. Supervisor/manger staff may be allowed to training their subordinate in the place itself. 2. On the job training may be given more importance. 3. Needs for multiplication addition hands to cops with an increased production of goods and service. 4. Old employees, needs refresher training to enable them to keep abreast of the changing techniques methods and use of sophisticated tools and equipment. CONCLUSION The organization must follow a step-by-step approach towards improving professionalism. They need to evaluate existing skill base to identify gaps, formulate training programmes and plans, and develop performance assessment criteria based on job descriptions. REFERENCE [1] Greenaway, R. (1986) "The Training and Development of Development Trainers" Research Project presented to the Manpower Services Commission for Brathay Hall Trust, Ambleside [2] Everard, K.B. (1987) Development Training Progress and Prospects, Development Training Advisory Group [3] Allcock, R.S. (1988) Development Training: A Personal View, Endeavour Training, Birmingham [4] Bill C. and Greenaway R. (1989). The Competences of Development Trainers. The Training Agency, Manpower Services Commission ISBN [5] Everard, K.B. (1993) The History of Development Training published by the author, chair of DTAG (the Development Training Advisory Group) funded by DTAG and ICI. 421 Volume 02, Special Issue 02, Version II 10 th & 11 th August 2015