CHAPTER-IV DATA ANALYSIS AND INTERPRETATION

CHAPTER-IV DATA ANALYSIS AND INTERPRETATION 4.1 Introduction Data analysis is a process of assigning meaning to collected data, analysing significance and determination of findings and conclusions. Data analysis helps in finding conclusions and results with the help of scientific methods. Significance of data analysis is to provide suitable findings for proper results and conclusions. Data is firstly collected and coding of data is done with suitable software like SPSS. Data is collected by several respondents of selected companies with the help of questionnaires. After collection of data, graphs, tables and charts are prepared with the help of software. Graphs and charts help to analyze the collected data in a proper and desired way. Findings and data interpretation becomes easy with software as manual calculations are time consuming. Variables are defined properly in context with hypothesis. Hypothesis has both dependent and independent variables. Suitable test are applied on each hypotheses relating dependent and independent variable. These tests provide results with certain conclusion and recommendations. In current chapter various factors are taken into consideration related with training of employees in cement industry with special reference to industries in Rajasthan through the framed set of hypothesis with the vision to analyze training programs in cement industry. It elaborates the significance of various statistical tests which are applied in study. The chapter describes the primary points of employee training program in cement industry, 93

strengthen the logics evolved in research and to justify the hypothesis related with current study. The survey was conducted among employees (sample size 300) of Cement Industry of Rajasthan (JK cement, Ultratech cement, Shree Cement and Wonder cement) and views of these employees in preview of training of employee of these industries. Employees of all departments of cement industry such as Managers, Engineers, Higher authorities, & others are evaluated as respondents in current study. Researcher gave a brief introduction about herself and assured respondents that their participation of providing information will be used for research study only. All the respondents were asked some interview scheduled questions and their views on the topics were noted. 4.1.1 Tools for Data Analysis Description of Tools- Questionnaire Intensive Interviews The main techniques of this study are to gather information through questionnaires which is known as primary data, containing close ended questions. One set of questionnaire was formed for all employees of cement industry respondents (J.K cement, Ultratech cement, Shree Cement and Wonder cement). The questionnaire was divided into two parts (Questionnaire is attached as Annexure-I at last of the thesis) a) First part Section A consisted of Demographic Information i.e. primary information regarding Respondent s Name, Age, Designation, Income, and Gender etc. 94

b) The second part of the questionnaire i.e. Section B constitutes the crux of the research and is related to training of employee in cement industry and directly correlates with hypothesis testing. 4.1.2 Variables Both dependent and independent variables are taken into consideration for study. Dependent variable Variable which is dependent on other associated factor and values got changed with change in associated factor. Dependent variable in study is Employee Training Program. Independent variable Variable which is independent and not affected by other associated factor and value is same with change in associated factor. Independent variable are communication skills, technical awareness, performance, confidence, commitment, motivation, learning, loyalty, team work etc. 4.2 Descriptive analysis This provides the descriptive analysis of collected data with tables, charts and graphs. It overall describes the data with each variable and percent wise comparison of each section. 95

(i) Demographic details of respondents. Demographic study means study of different aspects of selected human population. It includes age, gender, designation, organization details, income and educational qualification of respondents. In current research study Rajasthan is chosen as the universe of study. Training program among cement industry employees has been tried to be identified. Tables and graphs show the demographic details of respondents from employees of cement industry. 96

Table 4.1.1 Company Details of Respondents Company Details Employees of Cement Industry Name of Cement Company Ultra Tech cement 98 JK Cement 85 Shree Cement 59 Wonder cement 58 Chart 4.1.1(a) Company Details of respondents Wonder cement 19% Cement Company Details Shree Cement 20% Ultra Tech cement 33% JK Cement 28% Ultra Tech cement JK Cement Shree Cement Wonder cement From above graph it has been observed that respondents are from Ultratech cement, J.K cement, Shree cement and Wonder cement. Pie chart shows the number of respondents of four different cement companies. Ultratech cement, J.K cement, Shree cement and Wonder cement are the top cement players of Rajasthan. 97

Table 4.1.2 Gender of Respondents Gender Male respondents 276 Female respondents 24 Chart 4.1.2(a) Gender of Respondents Gender of Respondents Female 8% Male 92% Cement industry is well known to all and it has been found that female employees are very less as compared to male respondents. Female respondents contribute only 8% of total respondents while male respondents are in majority in above mentioned cement companies. Only 24 female respondents are there as compared to 276 male respondents. 98

Table 4.1.3 Age of Respondents Age (In Years) Below 25 Years 31 26-35 (In Years) 86 36-45 (In Years) 95 45 Years and above 88 Chart 4.1.3(a) Age Group of Respondents Age Group of Respondents Below 25 10% 45 and above 29% 26-35 29% 36-45 32% As per the chart most of the respondents belong to 36-45 years, above 45 years and 26-35 years in cement companies. It means that cement companies has higher age workforce than young age employees. Below 25 years contribute only 10 % of the total respondents. Majority of respondents are above 25 years of age. 99

Table 4.1.4 Educational Qualification of Respondents Educational Qualification Below Graduation 32 Graduation 184 Post Graduation 30 Higher Studies 54 Chart 4.1.4(a) Educational Qualification of Respondents Educational Qualification of Respondents Below Graduation 11% Post Graduation 10% Higher Studies 18% Graduation 61% Above chart depicts educational qualification of cement employees which shows that two third of total respondents are graduated. Post graduated are only 10 % of total respondents. This data shows the education level of cement companies which states that most of the respondents have done graduation in cement companies. 100

Table 4.1.5 Designation of Respondents Designation Engineer 112 Manager 105 Higher Authority 42 Others 41 Chart 4.1.5(a) Designation of Respondents Designation of Respondents Higher Authority 14% Others 14% Engineer 37% Manager 35% Chart shows that most of the respondents of cement industry are engineers and managers. More than 70% of respondents are engineers and managers. Engineers are the base of technology and innovation and cement industry is equipped with high machinery and mechanised plants. 101

Table 4.1.6 Work Experience of Respondents Work Experience 0-3 Years 71 4-8Years 124 9-14 Years 68 15 Years & Above 37 Chart 4.1.6(a) Work Experience of Respondents 15 Years & Above 12% 0-3 Years 24% 9-14 Years 23% 4-8Years 41% Another parameter deals with work experience of respondents of cement industry. Working experience of 71 respondents is nearly in category of up to 3 years experience and 4-8 years respondents are 124 in number. Very few employees have 15 years of work experiences. 102

Table 4.1.7 Monthly Income of Respondents Monthly Income Less than Rs 20,000/- 46 Rs 20,001- Rs49,999/- 138 Rs 50,000- Rs99,999/- 69 Rs 1,00,000/- & Above 47 Chart 4.1.7(a) Monthly Salary of Respondents Rs 1,00,000/- & Above 16% Less than Rs 20,000/- 15% Rs 50,000- Rs99,999/- 23% Rs 20,001- Rs49,999/- 46% Similarly the parameter under study is salary range of employees and it is identified that maximum respondents have salary from Rs 20,000 to Rs 49,000/-(138 respondents) and another category of respondents are less than Rs 20,000/- per month and they are only 46. 103

Table 4.1.8 Respondents Response for Undergoing Any Training Program Yes No 231 69 Chart 4.1.8(a) Respondents Response for Undergoing Any Training- Program Respondents Response for Undergoing Training- Program No 23% Yes 77% It is been identified that majority of the respondents under study have undergone a training program in an organization. 231 out of 300 respondents have said yes and only 69 respondents have not undergone any training program in the organization. 104

Table 4.1.9 Respondents Response for Individual Training Needs Appraisal and Competency Subordinate appraisal Self- performance assessment appraisal review 54 79 68 99 Chart 4.1.9(a) Respondents Response For Determine the Individual Training Needs Self-appraisal 33% Subordinate appraisal 23% Competency assessment 26% Appraisal and performance review 18% It is evident from above table that 54 respondents determine need of training in cement industry as appraisal and performance review. 79 respondents opined competency assessment, while 68 respondents favour subordinate appraisal. Maximum of respondents i.e. 99 respondents prefer self appraisal as training needs. 105

Table 4.1.10 Respondents Response for Best Training Method On the job Training Off the job Training 198 102 Chart 4.1.10(a) Respondents Response for Best Training Method Respondents Response for Best Training Method Off the job Training 34% On the job Training 66% 198 respondents were in favour of On the job training while remaining 102 respondents wish for Off the job training methods in present research study. Some respondents work in office while others have the duty to work outside for supervision also. Opinion differs as per the job profile of employees in cement companies. 106

Table 4.1.11 Respondents Response for Duration of Training Less than 10 days More than 10 days 131 169 Chart 4.1.11(a) Respondents Response for Duration of Training Respondents Response for Duration of Training More than 10 days 56% Less than 10 days 44% 169 respondents have undergone training program of more than 10 days and 131 employees have undergone short duration training program i.e. less than 10 days. It can be stated that duration of training program is fixed or can be changed as per the need of desired outcome of training program or it depends on requirements of job profile in cement industry. 107

No of Respondents Table 4.1.12 - Comparison of Duration of Training with Final Outcome of Training Statement Strongly agree Agree Neutral Strongly Duration of 51 62 157 21 9 training program effect the final outcome. Chart 4.1.12(a) Respondents Response Comparison of Duration of Training with Final Outcome of Training Respondents response 160 140 120 100 80 60 40 20 0 Strongly agree Agree Neutral Strongly Respondents Response Above study analyses the comparison of duration of training with final outcome of training and it has been observed that most of the respondents are neutral on the effect of time duration of training program on final outcome. Very few of respondents are agreed or disagreed over effect of time duration of training on final outcome. 108

Table 4.1.13 Respondents Response for Various Methods of Training S. no Method of Training No of Respondents 1. Lectures 18 2. Demonstrations 54 3. Discussions 39 4. Computer Based Training ((CBT) 62 5. Games & Simulation 13 6. Coaching 17 7. Mentoring 2 8. Job rotation 45 9. Sensitivity training 16 10. Transactional analysis 10 11. Simulation exercises 24 Methods of Training:- Eleven various types of training methods are being applied in cement industry for their employees. 109

No of Respondents Chart 4.1.13(A) Respondents Response for Various Methods of Training 70 Respondents response for various methods of Training 60 50 40 30 20 10 0 Lecture s Demon stratio ns Discuss ions Compu ter Based Trainin g ((CBT) Games & Simulat ion Coachi ng Mentor ing Job rotatio n Sensitiv ity trainin g Transac tional analysi s Simulat ion exercis es Series1 18 54 39 62 13 17 2 45 16 10 24 Above study analyses the most appropriate method of training program in view of respondents. The respondent views show that demonstration and computer based training are the preferred training methods in cement industry. Job rotation is highly desired for training program in cement companies. 110

Table 4.1.14 Respondents Response for Change after Training Strongly agree Agree Neutral Strongly Performance 119 69 32 55 25 Chart 4.1.14(a) Respondents Response for Positive Change after Training Strongly 8% Strongly agree 40% 18% Neutral 11% Agree 23% Above chart depicts the number of respondents who strongly found a positive change in performance after training program. Majority of respondents found a positive change in performance while there are few who donot rely on training program for a change in performance. 111

Table 4.1.15 Respondents Response for Positive Change after Training Strongly agree Agree Neutral Strongly Communication 57 114 20 59 50 skills Chart 4.1.15(a) Respondents Response for Positive Change after Training Strongly 17% Strongly agree 19% 20% Agree 38% Neutral 6% Majority of the respondents enhanced their communication skills with the help of training program while only 20 respondents were neutral on this. It has been found that respondents do enhance their communication skills with the help of training program in cement industries. 112

Table 4.1.16 Respondents Response for Positive Change after Training Strongly agree Agree Neutral Strongly Motivation 102 86 10 24 78 Chart 4.1.16(a) Respondents Response for Positive Change after Training Strongly 26% Strongly agree 34% 8% Neutral 3% Agree 29% Above graph shows that around 65 % of the respondents found that motivation level has been increased with the help of training program. But still 78 respondents are strongly disagree, it means some respondents did not find any change in motivation after attending training program in cement companies. 113

Table 4.1.17 Respondents Response for Positive Change after Training Strongly agree Agree Neutral Strongly Personality 102 105 26 45 20 Chart 4.1.17(a) Respondents Response for Positive Change after Training Strongly 7% 15% Neutral 9% Strongly agree 34% Agree 35% It has been analysed that positive change in personality through training program can be achieved in cement industry as maximum respondents are agree on this. Neutral respondents are only 9% of total employees. 114

Table 4.1.18 Respondents Response for Positive Change after Training Strongly agree Agree Neutral Strongly Learning 56 113 22 58 51 Chart 4.1.18(a) Respondents Response for Positive Change after Training disagree 19% Neutral 7% Strongly disagree 17% Strongly agree 19% Agree 38% Strongly agree Agree Neutral disagree Strongly disagree It has been found that positive change in learning is possible by attending training program, around 113 employees found change in their learning. But 17 % of employees did not find any change in learning after training program. It states that cement industry training programs enhances learning of employees. 115

Table 4.1.19 Respondents Response for Positive Change after Training Strongly agree Agree Neutral Strongly Technical 136 105 27 18 14 awareness Chart 4.1.19(a) Respondents Response for Positive Change after Training Strongly 5% 6% Neutral 9% Strongly agree 45% Agree 35% Technical awareness can be improved with the help of training in cement industry. Only 11% respondents did not get technological awareness through training program but most of the respondents enhanced their technical expertise in cement industry. 116

Table 4.1.20 Respondents Response for Positive Change after Training Strongly agree Agree Neutral Strongly Role clarity 95 96 21 51 37 Chart 4.1.20(a) Respondents Response for Positive Change after Training Strongly 12% 17% Strongly agree 32% Neutral 7% Agree 32% Above graph states that role clarity or clarity of role, duties and liabilities of employees can be enhanced through training program in cement industry. 191 respondents become clear about their role at workplace but still 37 respondents are not satisfied. 21 employees are neutral and it contribute 7% of total respondents. 117

Table 4.1.21 Respondents Response for Positive Change after Training Strongly agree Agree Neutral Strongly Loyalty 89 49 39 110 13 towards organization Chart 4.1.21(a) Respondents Response for Positive Change after Training Strongly 4% 37% Strongly agree 30% Neutral 13% Agree 16% Graph states that loyalty skills towards organisation can be enhanced through training program of cement industry employees. More than 50% of respondents found more loyal towards organisation with the help of training program in cement industry. It means if management conduct training sessions for employees then employee too become loyal for organisation. 118

Table 4.1.22 Respondents Response for Positive Change after Training Strongly agree Agree Neutral Strongly Mutual trust 80 95 18 52 56 Chart 4.1.22(a) Respondents Response for Positive Change after Training Strongly 19% Strongly agree 27% 17% Neutral 6% Agree 31% Study shows mutual trust or mutual bonding can become stronger through training program in cement industry. Nearly half of the respondents found stronger mutual bonding and only 18 employees do not find any change in mutual relationship through training program. Only 19% respondents have no affect on mutual relationship by training programs. 119

Table 4.1.23 Respondents Response for Positive Change after Training Strongly agree Agree Neutral Strongly Change 112 109 22 41 16 adaptation Chart 4.1.23(a) Respondents Response for Positive Change after Training Strongly 5% 14% Neutral 7% Strongly agree 38% Agree 36% Respondents found that training helps in adopting change where change can be related to knowledge, learning or working environment. 75% of respondents favour to enhance change adaptation ability with training sessions. Training improves expertise, builds confidence and loyalty, enhance communication skills and team bonding, all these helps an employee to adopt change in an organisation. 120

Table 4.1.24 Respondents Response for Positive Change after Training Strongly agree Agree Neutral Strongly Confidence 84 99 14 49 54 Chart 4.1.24(a) Respondents Response for Positive Change after Training Strongly 18% Strongly agree 28% 16% Neutral 5% Agree 33% Training helps employees in doing their job well and most of the respondents opined for increase in confidence level through training program. This states that training program of cement industry is significant for building confidence level. 121

Table 4.1.25 Respondents Response for Positive Change after Training Strongly agree Agree Neutral Strongly Team work 96 67 49 49 39 Chart 4.1.25(a) Respondents Response for Positive Change after Training Strongly disagree 13% 16% Strongly agree 32% Neutral 16% Agree 23% Above graph states that team bonding is a factor which can be enhanced through training program. Respondents favour that team bonding can be stronger through training program. Nearly half of the cement industry employees found stronger bonding with team through training sessions of cement companies. 122

Table 4.1.26 Respondents Response for Positive Change after Training Strongly agree Agree Neutral Strongly Commitment 95 96 21 51 37 towards organization Chart 4.26(a) Respondents Response for Positive Change after Training Strongly disagree 12% disagree 17% Strongly agree 32% Neutral 7% agree 32% Above graph states that nearly 200 respondents found more committed towards organisation after attending training program in cement industry. This means training in cement industries build commitment of employees towards organisation. 123

Table 4.1.27 Respondents Response for Positive Change after Training Strongly agree Agree Neutral Strongly Leadership skills 80 67 59 54 40 Chart 4.1.27(a) Respondents Response for Positive Change after Training 18% Strongly disagree 13% Strongly agree 27% Neutral 20% agree 22% As per the graph it has been observed that respondents found positive change in leadership traits through training program. Nearly half of the employees find change in leadership traits through training programs. 59 respondents have no views but 94 respondents found no change in leadership traits. 124

Table 4.1.28 Respondents Response for Negative Impact of Training Statement Yes No Performance 45 255 Chart 4.1.28(A) Respondents Response for Negative Impact of Training Respondents Response for Negative Impact of Training on performance Yes 15% No 85% Respondent s response for negative impact of training on employee performance shows that there is no negative impact of training on employee performance. 255 respondents found no negative impact which states that training program in cement industry has no negative impact on performance. 125

Table 4.1.29 Respondents Response for Negative Impact of Training Statement Yes No Learning 69 231 Chart 4.1.29(A) Respondents Response for Negative Impact of Training Respondents Response for Negative Impact of Training on learning Yes 23% No 77% Respondent s response for negative impact of training on employee learning shows that there is no negative impact of training on learning of employees. 231 respondents found no negative impact which reveals that training program in cement industry has no negative impact on learning of employees. 126

Table 4.1.30 Respondents Response for Satisfied Training Program Statement Yes No Are you satisfied with the Training 241 59 programs organized by company? Chart 4.1.30(a) Respondents Response for Satisfied Training Program Respondents Response for satisfied training program No 20% Yes 80% Study shows that most of the respondents are satisfied with the training program conducted by the company in cement industries but there are 59 respondents who are not satisfied with training sessions. This means companies have to work over training program to make training a successful event in organisation. 127

Table 4.1.31 Respondents Response for Improvement of Training Program Expert guidance Competency assessment Proper follow -up Time duration 82 89 91 38 Chart 4.1.31(a) Respondents Response for Improvement of Training Program Training programme can be improved by Time duration 13% Proper follow -up 30% Expert guidance 27% Competency assessment 30% Expert guidance Competency assessment Proper follow -up Time duration Employees preferred guidance of experts and competency assessment as most preferred ways to improve training program in cement companies. Proper follow up is needed at priority for improving training program as per the respondent s views. Time duration is not a way to improve training program as it is favoured by only 13% of total respondents. 128

4.3 Testing of hypothesis Tools for Hypothesis Testing Descriptive analysis is done after data collection which will be followed by appropriate statistical analysis. Statistical analysis includes representation and tabulation using graphs and charts for diagrammatic representation of data. Hypothesis testing is a process to test given hypothesis with scientific methods. Hypothesis testing process has four steps: 1. Formulate the null hypothesis H o. 2. Find out a statistical test to evaluate the acceptance of null hypothesis. 3. Work out the actual value of P. Smaller the actual P-value, more robust evidence will be against null theory. 4. Comparison of actual p-value with an appropriate significance level (known as a great leader value). If p<=alpha, which shows result is usually statistically considerable, the actual null theory is usually eliminated, alternate theory is usually logical. The data collected from the questionnaire has been used to check the hypothesis. For hypothesis testing the following statistical techniques are being applied on the tabulated data. 129

Following tests have been applied on the study. 1. Cronbach s Alpha 2. Normality Test (Shapiro Wilk Test) 3. Chi-Square (Goodness of Fit) 4. Chi-Square for Independence Cronbach Alpha Cronbach alpha is the most commonly used method to measure reliability or internal consistency. It was given by Kuder & Richardson in year 1937 and later on generalized by Cronbach for test measures. Cronbach alpha is a tool to investigate reliability of data or given sample. Test provides an estimate of internal consistency but does not imply the stability of sample test with respect to time. It estimates proportion of variance in test score and that can be attributed to true variance. More the normality or normal distribution it would provide, high value estimate of Cronbach alpha will be achieved. It shows how much the data is reliable with internal consistency of a set of items. Less reliability means less estimation to work further or less reliability of results. If Cronbach alpha is greater than.075 or equal to that, it estimates the reliability of data but if it is less than standard value, reliability test failed in that case. Alpha value > = 0.75 (reliability passed) Alpha value < 0.75 (reliability failed) 130

Shapiro Wilk Test for Normality Normality tests means that the assumed distribution of population from which samples are drawn are normally distributed or not. Although true normality is considered to be a myth, one can check normality by graphs, plots, tests etc. Chi-Square Test (A Goodness of Fit) Chi-square is a test to find that observed value is a true representative of given distribution or not. By this it is studied that expected frequencies or a distribution fits an appropriate model or not. For chi square goodness of fit number of degrees of freedom is the independent values which can be done for expected values or by this much degree change is acceptable by the method. In likelihood hypothesis and facts, the chi-squared appropriation (likewise chi-square or χ²circulation) with k degrees of flexibility is the dispersion of a total of the squares of k free standard ordinary irregular variables. Chi-Square Test for Independence This test is applied to find association between two independent variables for a study to be performed in research. In the current research design Chi Square is been applied and interpreted with the help of table as well as SPSS software. Interpretation is essential as the useful users and utility of researchers findings lie in proper interpretation. It is through interpretation that the researcher can well understand the abstract principle that work beneath the findings. 131

4.4 Reliability test- Cronbach s Alpha through SPSS software. Table 4.4 (a) Reliability Statistics Cronbach's Alpha No. of Items.894 15 Interpretation: The above reliability study indicates that various cement industries in Rajasthan respondent s responses are reliable up to significant level and free from biases. Cronbach's Alpha is a reliability tests which shows reliability of data and this has been done with the help of SPSS software. It can be seen that Cronbach's alpha is 0.894, which shows high level of internal consistency of sample data. If Cronbach's Alpha value is equal or more than 0.75 than data is considered to be reliable but if it is less than 0.75 than data is not reliable. 132

4.5 Normality test through Shapiro Wilk test Table 4.5(a) Tests of Normality Shapiro-Wilk Test Variables Statistic df Sig. Performance.827 299.000 Communication.852 299.000 Skills Motivation.783 299.000 Personality.831 299.000 Learning.854 299.000 Technical.840 299.000 Awareness Role clarity.833 299.000 Loyalty.835 299.000 Mutual trust.764 299.000 Change Adaptation.809 299.000 Confidence.827 299.000 Team work.860 299.000 Commitment.833 299.000 Leadership.882 299.000 133

Interpretation: From the above table it can be seen that the significant value of Shapiro- Wilk test is less than 0.05, so the data significantly deviate from a normal distribution. The significant value for each statement is less than 0.05, normality test failed and it is assumed that data is not normal. If the significance level is more than 0.05 than data is considered to be normal. So for hypothesis testing non-parametric tests will be applied as normality of data got failed as per Shapiro-Wilk test. Hypothesis Testing Hypothesis 1 H1 0 : There is no significant difference amongst the opinion of employees regarding effectiveness of training program with respect to selected variables in cement industry. H 1 : There is a significant difference amongst the opinion of employees regarding effectiveness of training program with respect to selected variables in cement industry. 4.6 Chi-Square Test (Goodness of Fit) Independent variables are: Performance, Communication Skills, Motivation, Personality, Learning, Technical Awareness, Role clarity, Loyalty, Mutual trust, Change Adaptation, Confidence, Team work, Commitment, Leadership. 134

Table 4.6 (a) Chi-Square Test (Goodness of Fit) Test Statistics Chi-Square Variables Asymp. Sig. df Performance.000 4 93.267 a Communication.000 77.100 a Skills 4 Motivation.000 4 109.333 a Personality.000 4 72.700 a learning.000 4 72.567 a Technical.000 57.967 a Awareness 4 Role clarity.000 4 100.548 b Loyalty.000 4 77.533 a Mutual trust.000 4 212.833 a Change Adaptation.000 4 147.433 a Confidence.000 4 110.233 a Team work.000 4 33.800 a Commitment.000 4 77.533 a Leadership.000 14.767 a 4 135

Interpretation: Above table shows the significant value of each independent variable and chi-square value at four degree of freedom for selected variables. It has been observed from above table that the significant difference of all selected variables are less than 0.05 which means null hypothesis will be rejected and alternate hypothesis will be accepted. It indicates that there is a significant difference amongst the opinion of employees regarding effectiveness of employee training program with respect to selected variables in cement industry. Hypothesis 2 H2 0 : There is no significant association amongst opinion of employees regarding impact of training program on employee skills on the basis of training methods. H2 1 : There is a significant association amongst opinion of employees regarding impact of training program on employee skills on the basis of training methods. 4.7 Chi-Square for Independence Employee skills as- Technical Awareness and Role clarity Independent variables are: Technical Awareness and Training methods Training methods: On the job training and Off the job training 136

Table 4.7 (a) Crosstab: Training methods and Technical Awareness Total On the job training Off the job training % within training method % within technical aware % of Total % within training method % within technical aware % of Total % within training method % within technical aware % of Total Crosstab: Training methods and Technical Awareness strongly disagree disagree neutral agree strongly agree Total 5.6% 3.5% 7.1% 35.9% 48.0% 100.0% 78.6% 38.9% 51.9% 67.6% 69.9% 66.0% 3.7% 2.3% 4.7% 23.7% 31.7% 66.0% 2.9% 10.8% 12.7% 33.3% 40.2% 100.0% 21.4% 61.1% 48.1% 32.4% 30.1% 34.0% 1.0% 3.7% 4.3% 11.3% 13.7% 34.0% 4.7% 6.0% 9.0% 35.0% 45.3% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 4.7% 6.0% 9.0% 35.0% 45.3% 100.0% 137

Table 4.7 (b) - Chi-Square Tests Chi-Square Tests Value df Asymp. Sig. (2- sided) Pearson Chi-Square 10.313 a 4.035 Likelihood Ratio 9.892 4.042 Linear-by-Linear 2.276 1.131 Association N of Valid Cases 300 Interpretation: From the above table it can be seen that Pearson Chi-Square is 10.313; significant value is.035 at 4 degree of freedom. The significant value is less than 0.05 which results in rejection of null hypothesis. It indicates that there is a significant association amongst opinion of employees regarding impact of training program on employee technical awareness on the basis of different training methods. 138

Table 4.7 (c) Crosstab: Training methods and Role Clarity. Training methods: On the job training and Off the job training Crosstab: Training methods and Role Clarity On the job training Off the job training Total % within training method % within technical aware % of Total % within training method % within technical aware % of Total % within training method % within technical aware % of Total strongly disagree disagree neutral agree strongly agree Total 14.1% 12.6% 5.6% 32.8% 34.8% 100.0% 75.7% 49.0% 52.4% 67.7% 72.6% 66.0% 9.3% 8.3% 3.7% 21.7% 23.0% 66.0% 8.8% 25.5% 9.8% 30.4% 25.5% 100.0% 24.3% 51.0% 47.6% 32.3% 27.4% 34.0% 3.0% 8.7% 3.3% 10.3% 8.7% 34.0% 12.3% 17.0% 7.0% 32.0% 31.7% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 12.3% 17.0% 7.0% 32.0% 31.7% 100.0% 139

Table 4.7(d) Chi-Square Tests Chi-Square Tests Value df Asymp. Sig. (2- sided) Pearson Chi-Square 11.819 a 4.019 Likelihood Ratio 11.535 4.021 Linear-by-Linear 1.869 1.172 Association N of Valid Cases 300 Interpretation: From the above table it can be seen that Pearson Chi-Square is 11.8; significant value is.019 at 4 degree of freedom. The significant value is less than.05 which results in rejection of null hypothesis. It indicates that there is a significant association amongst opinion of employees regarding impact of training program on employee role clarity on the basis of different training methods. 140

Hypothesis 3 H2 0 : There is no significant association amongst opinion of employees regarding impact of training program on employee skills on the basis of different age groups. H2 1 : There is a significant association amongst opinion of employees regarding impact of training program on employee skills on the basis of different age groups. 4.8 Chi-Square for Independence Employee skills as- Communication Skills and Confidence Independent variables are: Communication Skills and Age Groups 141

Table 4.8(a) Crosstab: Communication Skills and Age Groups. Crosstab: Communication Skills and Age Groups strongly disagree disagr ee neutral agree strongl y agree Total BELO W 25 yrs % within Age % within Communic ation 6.5% 22.6% 48.4% 22.6% 100.0 % 4.0% 11.9% 13.2% 12.3% 10.3% % of Total.7% 2.3% 5.0% 2.3% 10.3% 26-35 % within Age 4.7% 12.8% 59.3% 23.3% 100.0 % % within Communic ation 8.0% 18.6% 44.7% 35.1% 28.7% % of Total 1.3% 3.7% 17.0% 6.7% 28.7% 36-45 % within Age 7.4% 14.7% 13.7% 40.0% 24.2% 100.0 % % within Communic ation 14.0% 23.7% 65.0% 33.3% 40.4% 31.7% % of Total 2.3% 4.7% 4.3% 12.7% 7.7% 31.7% above 45 yrs % within Age 42.0% 30.7% 8.0% 11.4% 8.0% 100.0 % % within Communic ation 74.0% 45.8% 35.0% 8.8% 12.3% 29.3% % of Total 12.3% 9.0% 2.3% 3.3% 2.3% 29.3% Total % within Age % within Communic ation 16.7% 19.7% 6.7% 38.0% 19.0% 100.0 % 100.0% 100.0 % 100.0 % 100.0 % 100.0 % 100.0 % % of Total 16.7% 19.7% 6.7% 38.0% 19.0% 100.0 % 142

Table 4.8(b) Chi-Square Tests Value df Asymp. Sig. (2- sided) Pearson Chi-Square 107.885 a 12.000 Likelihood Ratio 114.478 12.000 Linear-by-Linear Association 52.367 1.000 N of Valid Cases 300 Interpretation: From the above table it can be seen that Pearson Chi-Square is 107.8; significant value is.000 at 12 degree of freedom. The significant value is less than.05 which results in rejection of null hypothesis. It indicates that there is a significant association amongst opinion of employees regarding impact of training program on employee communication skills on the basis of different age groups. 143

4.8(c)Cross tabulation- Crosstab: Confidence and Age Group Crosstab: Confidence and Age Group Total strongly disagree disagree neutral agree strongly agree % within 9.7% 16.1% 6.5% 25.8% 41.9% 100.0% Age Below 25 yrs %within Confidence 5.7% 10.0% 14.3% 8.1% 15.5% 10.3% % of Total 1.0% 1.7% 0.7% 2.7% 4.3% 10.3% % within 5.8% 11.6% 52.3% 30.2% 100.0% Age 26-35 %within Confidence 9.4% 20.0% 45.5% 31.0% 28.7% % of Total 1.7% 3.3% 15.0% 8.7% 28.7% % within 17.9% 11.6% 6.3% 33.7% 30.5% 100.0% Age 36-45 %within Confidence 32.1% 22.0% 42.9% 32.3% 34.5% 31.7% % of Total 5.7% 3.7% 2.0% 10.7% 9.7% 31.7% % within 31.8% 27.3% 6.8% 15.9% 18.2% 100.0% Age above 45 yrs %within Confidence 52.8% 48.0% 42.9% 14.1% 19.0% 29.3% % of Total 9.3% 8.0% 2.0% 4.7% 5.3% 29.3% Total % within 17.7% 16.7% 4.7% 33.0% 28.0% 100.0% Age %within 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% Confidence % of Total 17.7% 16.7% 4.7% 33.0% 28.0% 100.0% 144

4.8(d)Chi-Square Tests Value df Asymp. Sig. (2- sided) Pearson Chi-Square 55.890 a 12.000 Likelihood Ratio 60.356 12.000 Linear-by-Linear Association 28.962 1.000 N of Valid Cases 300 Interpretation: From the above table it can be seen that Pearson Chi-Square is 55.89; significant value is.000 at 12 degree of freedom. The significant value is less than.05 which results in rejection of null hypothesis. It indicates that there is a significant association amongst opinion of employees regarding impact of training program on employee confidence on the basis of different age groups. 145