Chapter II

REVIEW OF LITERATURE

20

CHAPTER - II

REVIEW OF LITERATURE

The literature for every research is essential. This literature

must be related to the area of research. Both are important for every

research work including this study. The review of literature gives a

prelude to every researcher. Also a good foundation will lead in the

right direction. With these aspects the researcher referred to several

journals, reports, books and research works at national and

inteniational levels. For this study, the researcher has classified the

literature into four major divisions based on the central theme of the

thesis. They are 1) Training, 2) Training climate, 3) Training

competency and 4) Training effectiveness. They are arranged and

summarized accordingly.

2.01 Training

Udai Pareck and T.V.Rao (1974) have conducted a research

study on Performance Appraisal system. A sample of persons who

were appraisers and appraises from different cadres have been drawn

up. They have presented a report not only on performance appraised

but on other interrelated subsystems such as Potential Appraisal

Employee Counselling, Career Development and Planning, Training

21

and Organisational Development, which forms the integral part of

human resource development system. They have stressed the need

for implementing the various subsystems in a phased manner, over a

five to seven year period. The top management of L 8B T has examined

the report and accepted the recommendation for implementation^.

Das, S.L (1984) in his research study about Training in defence

service listed following programmes are practiced as a part of

Training. They are (1) Perceptual process (2) Motivation, (3) Indian

culture and defense traditions, (4) Group Dynamics, (5) Management

of change and conflict (6) Human Factor in Decision making (7)

Leadership (8) Manpower planning (9) Scientific systems of personnel

selection (10) Methods of Training (11) Performance Appraisal (12)

Industrial Relations etc^o.

Abraham E.and Rao T.V. (1985) have made a survey to assess

the progress of Training in Indian Industries. A questionnaire seeking

information on Training-practices was mailed to 200 companies. Only

60 companies have responded positively but full information could be

collected from 53 organisations. The Training needs of these

organisations are analysed and presented under six sections Training

Philosophy, Performance Appraisal, and Potential Appraisal,

' Udai Pareck and Rao.T.V, Recent Experiences in Training edit: Rao TV & Pereira D.F oxford and IBH Publications, 1986 -p. 149. '0 Das, S.L. Training in Defence Service. Indian journal of Training and development Vol: XIV 1 Jan-

Mar 1984.

22

Training, OD and employee counselling. The results by and large

indicate that a positive trend of using open appraisal systems,

improving the Training function, taking up OD-activities and using

employee counselling by an increasingly large number of companies.

However, no break through seems to have taken place in

potential appraisal and potential developraent practices. As a result,

reward administration and promotion decisions seem to continue to

be traditional, sometimes vitiating the atmosphere for implementing

Training. OD and counselling are being increasingly used but

qualitative improvements are much needed to make the organisations

see the impact. All in all, Training seems to be becoming a significant

aspect of work and life in any organisation ^^

Ragavan, (1986) has presented a study about Training-in

Maruthi car industry. He states, Maruthi has separate organisational

objectives; it believes people's tremendous potentialities and has

developed a unique "Maruthi work culture". Maruthi has carried out

an integrated Training system selection. Transfer, Promotion,

Discharge, Appraisal and Potential Appraisal Training 85 Development

Career Planning, Manpower

" Abraham E. and Rao, T. V. Training needs in Indian Industries. A Trend Report management and labour studies vol, 11. No. 2, 1986, pp.73-85.

23

planning, Counselling, and Organisational Development are the

elements of Maruthi's Training. It concentrates more on motivating

factors and related performance towards organisational objectives'^

Patel.N.N (1991) has studied the Training and Development in

the industrial units in Valsad district. It is a study about Training

and Development in which the organisations differ in adopting various

Training in the selected industrial units. However, there exist common

features among industries in adopting Training and Development,

Organisational Development, Performance appraisals etc as a part of

Training! 3.

Akilesh and Subramanya Swamy (1994) have conducted a study

to assess and compare the perception of research personnel about the

practices of Training and Development. A questionnaire has been

used to collect the data from 140 scientists and engineers belonging to

three organisations.- The results indicate that R8BD group of the

private sector have better perception of Training and Development

compared to their counter parts in the Public sector undertakings'4_

2̂ Ragavasn S. Training in Maruti A paper presented at National seminar on Training held in Bombay, 1986.

'3 Patel, N.N. Human Resource Management practices in industrial units located in valsad District a Doctoral Dissertation, Sardar Patel University, Vallabh Vidyanagar, 1991.

!•» Akilesh, K.B. 8s P.K. Subramanya Swamy The Indian Journal of Social works, Special Issue on HRM Published by TATA Institute of social sciences Vol. LV No.2 April 1994.

330 " ?t^

24

Macduffie (1995) has studied 70 automobile plants representing 24

companies from 17 different countries. The traditional mass

production system with a control oriented approach to managing

people has been contrasted with a flexible production system that has

placed emphasis on people and their participation. In the traditional

systems of management practice, the emphasis is on the control

oriented approach to manage people, building inventories to maintain^

production volumes against uncertainties and inspection and control

to ensure quality. In contrast to the flexible system, the emphasis is

on teams, employee involvement, and reduction of inventories to

highlight production problems that could be remedied. The result has

revealed that quality and productivity are much higher in the flexible

rather than in the mass production system and the two systems

differed substantially on how they managed their Human Resources

and manufacturing performance, organisational logic and flexible

production system in world auto industries. He has observed from his

studies that innovative Training and Development are likely to

contribute to improved economic performance only when, employees

possess knowledge and skill, employees are motivated to apply this

skilLand knowledge through discretionary effort, and when employees

contribute to such an effort's.

'^ MacduSie. J.P. HR bundles and manufacturing performance in world auto industries Industrial and Labour Relation Review volume 48. 1995, p. 199.

25

Huselid (1995) has conducted a study on 3,452 firms

representing all kinds of industries about the impact of Training and

Development on turnover, productivity, and corporate financial

performance. He used 2 scales one to measure employee skills and

organisational structure and the second to measure employee

motivation. The first scale includes a broad range of practices

intended to enhance employee knowledge, skill and abilities, provide

mechanisms to use those for performing the roles. The second scale

measured the appraisal systems and their linkage to compensation

and merit decisions in the corporation. He found one standard

deviation increase in Training and Development was associated with

increases in Sales, Market value and profits, i^

Budhawar (1996) has made a survey in firms having 200 or

more employees in six industries. The framework developed by

Sparrow and Hiltrop (1994) to study comparative European HRM-

Policies and practices which are adopted for the study. The

questionnaire consists of 13 sections, which emphasis on issues such

as the structure of Training and Development, role of HR function,

recruitment and selection, pay

's Huselid, M.A., The impact of Human resource management practives on turnover, productivity and corporate financial performance. Academy of Management Journal No. 38, 1995, p 645.

26

and benefits. Training and development, performance appraisal,

employee relations, HRM Strategy, influence of competitive pressures,

institutional factors, business sector and National culture on HRM

and organisational details. Correlation and multiple regression

analysis suggest that there is a significant relationship between

number of condigent variables (Age, Size, Life, cycle stage of

organisation, product) and number of Training and Developmenti'^.

Jain et al, (1997) have studied Training-Practices at the middle

management level by using structured questionnaire collected the

information. Questionnaire structured to evaluate Training-

mechanisms for middle level executives included goal-setting, role

analysis, performance appraisals, career planning and executive

development in five point scale. About 105 and 30 executives are

selected in each category from BHEL and NFL respectively. The

results reveal that Training sub-systems like career planning, goal

setting, performance appraisal, executive development Training, role

analysis, potential appraisals etc need to be restructured. All these

sub-systems must be integrated to Training programmes. ̂ ^

'•̂ Budhwar Pawan. S. Human Resource Management in Britain, An exploratory study of six manufacturing industries. Personnel Today VoI.XVII. No.l April-June, 1996, pp 5-8.

'̂ Jain, V.K., K. C. Singh, Training - Practice at the middle management level, Indian journal of Training and development April - June,1997, pp 3-29.

27

Holt (1997) investigates the proposition that there is a

meaningful association between organisations value systems and their

Training a n d Development system. In this study, Training

managers from 443 Australian organisations are surveyed. Based on

a typological theory of organisations (Kabanoff, 1991), the survey of

organisational values (30V) is used to classify organisations into four

main theoretical value types-the Elite, Leadership, Meritocratic and

Collegial. Training systems are analysed in terms of three different

areas of practice performance appraisal, remuneration, and Training

a n d ' development and for each area-practices, objectives and

importance are measured. MAN OVA and discriminant analysis are

used to identify differences in Training configurations between the

four organisational types. It is found that the four groups of

organisation most closely approximating the four theoretical types

differ significantly on a number of Training dimensions'^.

Jomon (1998) has undertook a study of four Training-audited

organisations. He used Top management commitment Questionnaire,

Training-Chief commitment Questionnaire Management style

Questionnaire, organisation characteristics Questionnaire, Training-

Audit questionnaire, and Training-competencies checklist. He has

studied Pre and Post Audited scenario, and he has compared the

results. He found the degree of change that has been had occurred in

13 Holt, John, An investigation of the relationship between organisational value systems and human resource management systems a Doctoral Dissertation University of New South Wales Australia, 1997.

28

the Training system taken as a whole due to the utilisation of the

Training audit inputs, (i.e. Results of Training audit). These Training

Audit inputs are accepted by Training - Department (i.e. absorption)

Training department acts on these input by incorporation (absorption)

and used by the Training department (usage) finally the items in the

input becomes permanent feature of the system (institutionalisation).

The changes after institutionalisation (Post Audit) also studied.20

Liu (1998) explains his observed variations in innovative

Training and Development and systems across organizations.

Innovative Training systems are the main focus of this study, since

innovative Training affect organizational performance not individually

but as interrelated elements in an internally consistent Training

system. The first goal of this study is to develop a framework for

identifying systems of innovative Training within organizations. Based

on prior theories, three important categories that constitute the

innovative Training systems are identified: employee participation

activities in decision making (DM), employee participation activities in

financial return (FR) and supporting Training.

20 Jomon, Effectiveness of Training Audit as an Intervention a doctoral level feUow programme in Training, XLRI, Jamshedpur, 1998.

29

This study using a data on 499 Minnesota companies which are

drawn from a wide range of industries and size categories. Results

from the first model provides us evidence on the factors affecting the

number of practices adopted by firms. The log odds-ratios for no

choice of the practices and choice of all three types of practices (DM,

FR and SUP) reveal similar findings along with the previous findings.

However, results from the multinomial logit model reveal more

information about the firms'. The multi-nominal logit model reveals

more information about the firms' adoption decisions^i.

Yang (1998) deals with three research questions that pertain to

the effects of Training and Development on firm performance

1. Does the Taest' Training system exist which outperforms other

types of Training systems in improving firm performance? 2. Which

Training system or individual Training matter firm's performance? and

3. Does a certain Training work equally well regardless of the Training

system in which it is implemented? The first hypothesis has not been

supported by either the cross-sectional analyses or by two-year-

interval longitudinal analyses. A high-involvement Training system

has been found to be the least

2' Liu, Nien-Chi, Detenninants of Innovative Human Resource Practices and Systems. A Doctoral Dissertation University of Minnestoa, 1998.

30

effective in improving firm's performance, as represented by net sales

per employee, whereas an open flexibility Training system has been

found to be the most effective. Indirect support is given for the second

hypothesis. Very few Training has been found to be significant in

explaining variation of firm performance, whereas the Training system

is found to be significantly contributing to explain variation in the

firm's performance. Support is found for the third hypothesis. Some

high-involvement Training (i.e., organization-based pay, work teams,

QC,--TQM, and employee participation) are the most effective when

they are implemented within a high-involvement Training system. The

results and implications of these findings are discussed22.

Silvera (1998) in his survey about Training and Development

has presented many Indian organisation. He has surveyed Training in

Neyveli Lignite Corporation Limited. He states that the NLC is the one

among the top profit making public sector enterprises. At Neyveli, the

mentoring programme has emerged as the BULWARK of the

company's Training activities. It has made an important contribution

towards building a participative culture. There is a greater degree of

personal commitment as well as involvement among the young

graduate engineers. '̂ ' ,

22 Yang, Hyckseung, The effects of HR systems and the interaction effects between HR practices and HR, systems on firm performance a Doctoral Dissertation Urdversity of Minnesota, 1998.

31

The programme has also been extended to cover the junior workers

and the supervisory staff. The NLC initiative effectively brings home

the message that the resource Indian management's need to focus on

it and to develop the most is the young talent entering the managerial

ranks with high levels of knowledge and expectations that are both

unprecedented23.

Yesus et al (1999) have studied Training in small and medium

size industrial units in Eritria. They selected 5 employees from 10

industries covering all categories of employees. After preliminary

interviews a separate structured questionnaire was prepared eliciting

information about performance appraisals, Training and development,

man power planning, recruitment and selection, trade unions,

grievance procedures e t c ^ ^ h e results surprisingly revealed that both

employer and employees accepted that their organisational structure.

Recruitment methods and selection seem to be more traditional.

Training needs like performance appraisal, skill acquisitions and

Training were mostly based on top management judgment. Employee

Vs Employer relations were highly cordial.24

23 SUvera. DM, Human Resource Development, The Indian Experience News India Publications, New Delhi, 1988, p. 179-184.

z* Yesus Mehary, Tesfa., pulapa Subba Rao, Y. Paradhasarathi and Henock Tedfay HRM- practices in small and medium sized industrial units in Eritria. IJIR, Vol:34, No: 3 Jan-1999.

32

Aranganathan.T (1999) has presented a study about Training in

IT era and he relates with three Tl's. The first one is HEAD - i.e.

human brain knowledge. The next 11' is Heart i.e. individuals in the

organisations (Human Resource) The third 'H' means hand i.e. high

level managerial. It has direct impact on Head, Heart and Hand of the

organisations. Information technology directly affects human

potentials, physical, intellectual and emotional characteristics of each

person. The technological advancement made the Training processes

more cost effective and some of the means of the learning process

such as (1) CD-ROM, (2) Cable T.V. (3) Radio Lessons, (4) UGC -

Classes (5) VSAT - Through internet and e-mail are getting very

cheaper and make the world to feel more comfort.25

- Kuldeep Sing (2000) has selected 84 organisations from

Business representing all the major domestic industries.

Questionnaire has developed by Huselid (1993) are used to study

Training. The objectives of the study are to examine the relationship

between Training and organisational performance. The result shows

that Indian organisations are still not convinced of the fact that

investments in human resources can result in higher performance^^.

25 Aranganathan.T. Training in IT Era. Training Times. Vol.1. 9. 1999. pp 31-33. 2<j Kuldeep Sing, Human Resource Practices - in Indian industries a Doctoral Research work. Indian

Journal of Industrial Relations Vol.36, No. 1, 2000.

33

Lance Gray and Judy McGregor have compared two New

Zealand surveys conducted in Two Thousand one (2001) for workers

aged 55 years and over, and another one for employers. The issue of

older workers captured respondents' attention with both studies

receiving response rates of around 50%. The congruence of attitudes

among older workers and employers regarding the efficacy of negative

Training stereotypes is a feature of the study. Older workers are in

some agreement that there is difficult to train, less willing to learn and

afraid of new technology. Older workers saw provision of Training as

a concern, with 11.6% reporting discrimination with regard to

Training. Significantly, skilled older workers saw the provision of

Training as a signal by employers that they are to be taken as serious

contributors^^.

Olga et al (2001) has been given in multinationals, that the

study is concerned with how MNCs (Multinational Corporations) differ

from indigenous organisation in relation to their Training needs, and

whether this relationship changes across countries. The question is

whether local isomorphism is apparent in the Training needs of MNCs,

or whether MNCs share more in common with their

" Lance Gray and Judy McGregor. Human resource development and older workers : stereotypes in New Zealand. Asia Pacific Journal of Human Resource, Vol. 41 , no.3, December 2003. pp. 338-353.

34

counterparts in other countries. A series of hypotheses are put

forward and tested, using survey data form 424 multinational and

259indigenous organisations based in the UK (United Kingdom) and

Ireland. The results suggest a hybrid form of localisation, where

MNCs adapt their practices to accommodate national differences, but

that these adaptations have not reflected convergence to domestic

practice. The results also indicate that the MNCs are selective in the

Training practices that are adapted. Evidence from this study

indicates that country differences in career traditions and labour

market skill needs are key drivers in the localisation of associated

Training. In contrast, MNCs, irrespective of national context, adopt

comparable systematic Training frameworks, i.e. Training-need

identification, evaluation and delivery's.

Giannationio and Hurley (2002) have presented a study on

executives' insights into Training practices. Over 1100 human

resource Training executives responded to a survey concerning their

perceptions of the Training issues their companies are facing, the role

of Training in their organizations, the skills Training employees should

possess, and the substantive Training knowledge that graduates of

Training programs should be able to demonstrate. Results suggest

the most important issues facing Training

28 Olga Tregaskis, Noreen heraty and Michael Morlay. Training in multinationals the global local mix. Human resource management journal, Vol.11, no.2, 2001, pp.34-56.

35

executives today is managing the change. Executives felt that it has

been extremely important for HR professionals to be able to create a

recruitment program in today's labour market. The result of this

research provides several implications for the design and the delivery

of Training educational programs29.

2.02 TRAINING CLIMATE

Abraham, (1983) has surveyed the Training of 68 Indian

organisations. They measured various elements of the Training Profile

of these organisations including performance management practices,

Training, career planning, promotions, rewards etc. and the Training

climate (OCTAPACE). They also constructed an index of growth of the

company profitability as a measure of organisational performance.

They have been able to use this index only in 14 of the 68 companies.

They found that while the Training profile did not correlate with the

company performance, the Training climate did. They found that the

perception of the Training climate of the company was more important

than the Training itself. This study has also indicates that the

Training culture is a powerful intervening variable in translating

Training needs into profit. The Training manager manages a lot in

this regard alone with line managers and top managements^.

25 Giannantonio. M.C and Hurley. E.A. Executive insights into HR practices. Training vol. 12, Issue 4, Winter 2002, pp. 491-511.

^° Abraham, A study of Training needs in Indian Organisations, A Doctoral Dissertation, Gujarat University, Ahmedabad, 1983.

36

Agarwal (1985) has described about Training-activities in State

Bank 85 their major activities like Training, OD, Job rotation, Training

information system, Career Planning, Manpower Planning, Training

climate performance appraisal, etc. State bank of India with the help

of XLRI conducted Training-climate survey in 1983 and 1985 with 50

officials and 341 officials respectively. They found that there in an

improvement in Training climate between 1983 and 1985. The

changes in Training climate are attributable in part of the seriousness

with which the Training policies, and systems are followed by the

Bank during this period^i.

Pereira (1985) has made Training climate survey and

organisational climate survey in L and T. The XLRI questionnaire

(Designed by T.V. Rao and E. Abraham) given to 85 persons on

random basis and collected only 64. The XLRI Training climate survey

indicates that Training climate in the company is very favourable to

the operation of the Training system. Further, the current sub­

systems have been already implemented seem to have had a desirable

effect so for on the development of Training 32.

3' Agarwal, R.K. T r a i n i n g in State Bank of India. A Research paper presented at National Seminar on Tra in ing held in Bombay, 1985. 32 Pereia D.F an article in T r a i n i n g and the planning process in India edt: Uddesh Kohli, & Vinayshil

Gautam, Vikas Publishing co, 1988, pp. 155-171.

37

T.V. Rao and E. Abraham S.J. (1986) have developed Training

climate survey questionnaire with 38 items. The questionnaire was

administered to 1,614 respondents from 41 different organizations. In

each organisation 50 to 100 questionnaires were distributed. They

planned to collect data and provide feed back to the organisations

about their Training climate. They have not revealed the names of any

company in their findings and the results have been generalized as

follows. The general Training climate in the Organisation surveyed

appeared to be at average level. There is a vast scope for

improvement's.

Jain (1997) has conducted a study in two public sector

undertakings and came out with the result, that reasonably good

Training climate was found in both the organsations. The Training

climate was positively and significantly associated with effectiveness

variable and Training systems. The relationship of Training climate

with the personal factors in the organasation was neglible'^.

Prashant Mishra, et al (1999) has made an attempt to explore

the Training climate level in manufacturing (Pharmaceutical) and

service (Banking) industries and the relation ship with job

satisfaction. Since job satisfaction is a correlate of organisational

climate a healthy Training -climate is required for utilizing and

enhancing the employees competencies and skills. He concluded that

Training climate has positive

33 Rao T.V. and E. Abrahams T r a i n i n g climate survey, the 1990 Annual Developing Human Resource Pfeffer JW University associates, 1990, pp. 143-147.

34 Jain T r a i n i n g climate in Indian Industry, A journal of productivity vol. 37 Jan-Mar 1997 pp.628-639

38

correlation with job satisfaction which enhance employees

competencies and commitments^.

Ekta verma (1999) has presented a comparative study on

Training in S.B.I and J 85 K Bank Ltd. She has revealed the

comparative position of the Training climate in SBI and the J 85 K

Bank Ltd., studied in terms of mean score regarding three variables

viz., general climate. Training mechanisms and the OCTAPAC culture.

The general climate for Training is for more conducive in SBI than

that in J 85 K Bank Ltd. This is evident from the average mean scores

of the two banks covered under study. Training mechanisms have

been computed at 3.4 and 2.5 respectively. The level of satisfaction

has been worked out of sixty percent and thirty five percent

respectively. The OCTAPAC culture, yet another variable of Training,

of 3.6, generating the satisfaction level at sixty five percent and 2.6

mani-feasting the satisfaction level at forty percent, respectively.

Hence, that the degree of Training climate is much higher in SBI than

that in J 65 K Bank Ltd. While the Training climate in SBI is good, it

'is' not satisfactory in J 85 K Bank Ltd.36

35 Prasthant Mishra, Upinder Dhar, Santosh Dhar Job Satisfaction as Correlate of Training Climate. Indian Journal of Training and Development, Vol. XXIX, no. 2, April - June 1999, pp.3 - 1 1 .

^̂ Ekta verma Ms. Comparative study on Training in S.B.I and J & K Bank Ltd, A Journal of Research on Business Studies vol. 3 No.2, 1999, pp. 19-28.

39

Alphonsa. V.K. (2000) has conducted Training - Climate survey

in a large private hospital in Hyderabad. 50 supervisors from different

departments of the hospitals randomly selected for this study. The

researcher used Training - Climate survey Questionnaire (Rao-1989).

The'"analysis of Training climate as perceived by the supervisors

covered various aspects, such as - corporate philosophy, policies,

superior - subordinate relationships, valued performance features and

behaviours, interpersonal and group relationship, Training and

development, which have a bearing on the success of Training -

climate. The results showed that reasonably good Training - Climate

is prevailing in this organisation but supervisors perception about

Training - climate differs according to their respective departments^'^.

Natarajan and Deepasree has studied Training climate in the

Burn standard company limited, Salem a public sector undertaking.

A prepared questionnaire was distributed to 145 employees at

random. The results show that Training climate in this organisation

is appeared to be at average level. (50%) There is a good deal of scope

for improvements^.

37 Alphonsa V.K. - T raining climate in a hospital in Hyderabad An empirical study Indian Journal of Training and Development. Oc t - Dec 2000. pp. 50-63.

38 Natarajan, & Deepusree, A study on Training Climate, Training times Vol.2, No.7, July 2000 pp. 12-15.

40

Training climate facilitates the employees in acquiring

capabilities required to perform various functions associated within

their present or future expected roles and developing their capabilities

for organisational development have been suggested by Sharad Kumar

and Sabita Patnaik (2002). The performance of the roles depends

upon the individual perception regarding the effectiveness of

performing the role (role efficacy) and various organisational factors.

Better Training climate and higher role efficacy leads in

developing a positive attitude towards work which further leads to a

better job satisfaction. The management is interested in

understanding the factors, which affect the functioning of the

organisation. Sharad Kumar and Sabita Patnaik made an attempt to

analyse and determine the relationship between Training climate, job

satisfaction, attitude towards work and role efficacy of teachers of

Jawahar Navodaya Vidyalayas (JNVs). The questionnaire relating to

Training climate, attitude towards work, job satisfaction and role

efficacy has been administered to them. The findings indicate that in

all cases, the relationship is positive and some cases, it is high which

shows that Training climate has a definite impact on job satisfaction,

attitude towards work and role efficacy which in turn gives impetus to

r the overall functioning of the institution^^.

39 Sharad Kumar and Sabita Patnaik Training climate and attributes of teachers in JNVS Indian journal of Training and development, Vol. XXXII, No. 2, April - Junei" 2002, pp. 31-37.

41

2.03 TRAINING COMPETENCIES

Ajit Kanitkar (1994) has used a comprehensive Training

competency checklist of broad Training areas to collect data regarding

Training need from 150 employees of 15 district dairy co-operatives.

The results show that there were distinct variations in preferences and

priorities for Training areas within the region. The identified Training

areas are mostly operational concerns such as cost control, budgetary

control and effective maintenance. The TNA exercise also indicated a

low priority for programs aimed at enhanced milk production'^o.

Biswaject Pattanayak (1996) has made a large study on Training

needs assessments by covering executives of 75 organisations. The

objectives of this study is to determine the Training needs of

executives at individual as well as organisational levels. 400 samples

were collected through structured questionnaire cumulative results of

the senior executives and middle level executives show that they had

greater concern for Training needs related to the orgaisational and

personal development. The results of junior level executives differ

from senior and middle level executives their Training needs related to

organisational development^^.

'^° Ajit Kanitkar, S.K. Nandi, Thomas Benjamin assessing Training needs in co- operative organisations A case study of Dairy Industries. Indian journal of Training and development. Vol. XXIV No.l Jan -March 1994. pp. 1-20.

••i Bisv^aject Pattanayak. Human Resource Training Wheeler Publishing Co. Ltd., New Delhi. 1996. pp. 51-62

42

Trivedi (1996) in his research study about managing human

capacity to face competition by Training efforts, discussed the capacity

and capability of India's corporate world to face the opportunities and

threats posed by the competition arising from globalisation, A process

of job analysis resulting in an assessment of the range of skills

required for an organisation to be competitive and the identification of

any skill gaps is suggested. It is further suggested that the traditional

concept of the pedagogy of Training being determined by the trainer is

no longer effective. Training needs should be identified and individual

workers should be able to select the Training, which suits them from a

menu offered by the organisation (the cafeteria approach)'^^.

Van Ginkel et al (1997) have executed a study based on earlier

US role profile study. Two types of profiles were identified for eleven

different roles competencies that a Training practitioner might perform

with in her or his job. Both profiles consist of core outputs of the

different roles and the core competencies required for achievement of

the outputs. Comparisons have drawn between current and future

profiles

'*^ Trivedi, S.K. Managing human capacity to face competition by Training efforts Indian journal of Training and development, vol. XXVI, no.2, April - June 1996, pp. 23-30.

43

and between the results of the expert study and the outcomes of the

study. The American role profiles appeared to be largely valid for the

Ducth context43.

Valkeavaara and Tuija (1998) have compared Training

practitioners' self -assessments based on their work roles, outputs

and competencies from England, the Netherlands, Italy, Germany and

Finland. The comparison is based on results produced by European

surveys conducted of Training practitioners in the USA. In terms of

work roles, the findings showed the culture-bound nature of Training

work and also, through the appearance of new work roles, its close

relation to changes in work life. In terms of their competencies,

Training practitioners seem to represent a broad-based and

development oriented source of expertise. Further more, despite their

diverse roles. Training practitioners seem to require a common core

competence. It is this, which enables them to identify the needs, and

problems of individuals and of the organisation, to promote and

analyse the development processes, as well as to manage interact

organasational relations'^^

O' Brien and Thompson (1999) in their study about Irish

professionals explained an excessive focus on the individual with an

'>^ Van Ginkel, K. M. Mulder., W.J. Nijhof Role profile of Training-practitioners in the Nether lands IntemationalJoumal of Training and Development Vol: 1 No:l Mar-1997 p.22.

ii Valkeavaara, Tuija, Training roles and competencies in five European Countries. International Journal of Training and Development 2(3), 1998. pp.171-189.

44

instruction and facilitation. A study of four European countries

shows their Training - professional to be more organsationally

focused. The lack of consideration by the Irish Training professionals

of organisational competencies such as cost benefit analysis and

industry understanding will inhibit their more from a transactional to

strategic role. A modification of the ASTD model of a role in strategic

Training is suggested in addition to other uses of the Irish results^s.

.- Singh and Banergy (2000) have made a study about Training

strategies for competence, a case study of construction Industry.

They present that construction is the second largest economic activity

in India, and accounts for half of the nation's investment or

development. The authors briefly discuss the Training strategies at

various levels in construction organizations. Many sectors of the

construction industry are in urgent need of technological up

gradation. An effort to develop the manpower by the organizations will

directly show results in the bottom line.

Since there are not many professionals imparting Training in

construction related aspects, refreshers Training is essential and some

••s O' Brien, Geraldine. & Thompson, J.E. The development of Irish Training professionals in comparison with European professionals. Roles outputs and competencies. International journal of Training and development Vol:3 No:4 Dec: 1999, p.250.

45

concrete efforts in imparting systematic technical Training is

necessary^^.

Damodar and Dan (2001) have studied about competency assesment

and need identification for Training of nine supervisors of sales

officers, eight supervisors of office-in-charges, 20 supervisors of

operation officers, and eight supervisors of location heads evaluated

the competencies of their respective subordinates on 47 dimensions.

Gaps were assessed between required; and existing levels of

competencies. By analyzing gaps in 10 important competencies for

each work area, existing competencies of the employees were found to

be iower than required competencies. Deficiencies or gaps in

competencies were found in a greater number of behavioural skills

compared to technical skills. Deficiencies in three most important

competencies for sales officers were planning of work, listening to

others, and working with computers; for office-in-charges were

business aptitude, business decision making, and team management;

for operation officers were being a team player, taking initiative, and

business aptitudes; and for location heads were taking initiative,

managing a team, and being a team player. Gaps in

••s Singh, S.K.; Banerjee, S. Training - strategies for competence: a case study of construction industry. Indian journal of Training and development, Vol.XXX No.l, Jan-March 2000, pp.56-67.

46

competencies overlapped across work areas. Deficiencies in

competencies of generating creative ideas, and taking initiative were

common to four work areas deficiencies in self-motivation and team

management were common to three work areas; and deficiencies in

business aptitude, technical aptitude, problem analysis, networking,

conflict resolution, working with computers, encouraging

participation, managing a change, and goal orientation were common

to employees of two work areas^^.

Budhwar et al (2002) have explored their study about the

scenario of Training in the Sultanate of Oman. The investigation was

conducted with the help of a questionnaire survey in State Owned

Enterprises. The research findings highlight an increased emphasis

on Training initiatives at a national level in Omani firms. There is a

significant degree of awareness among the top managers regarding the

benefits of a strategic approach to Training Despite all this, the

implementation of Training programmes has not been particularly

successful. This is because the state has not been able to develop the

skills and competencies of the Omani workforce to the levels required

under the sixth national five-year plants.

••̂ Damodar Suar, Abhi K. Dan Competency assessment and need identification for Training. Indian journal of Training and development, vol. XXXI, No.4, October - December 2001, pp. 68 - 76.

"8 Budhwar, Pawan 8., Al-Yahmadi, saud 66 Debrah, Yaw Training in the Sultanate of Oman. International journal of Training and development 6(3), 2002. pp.198-215.

47

Kiran Goel (2002) has made a study about competency focused

employee development planning to develop a competency model. This

comipetency model contains about 40 professional competencies

arranged in four categories i.e. personal attributes, leadership

qualities, broad business perspective and functional expertise. The

competency assessment tool is a basis for assessment and career

planning. The competency tool supports learning development that

address the competencies [knowledge skill and utilities] required by

the individual. It provides a list of competencies relevant to one's

progress. It helps to evaluate proficiency level in these competencies

and suggests variety of traditional and non-traditional learning

activities to develop a selected competency's.

Caroline Lloyd (2002) has examined whether the high skill

sector that exist within the UK can provide a model of workplace

learning for other such sectors to emulate. By using case study

research from the aerospace and pharmaceutical industries. Training

and development practices are examined in relation to the

requirements of the business and individual employees. She

concluded that the companies in question

"̂^ Kiran Goal Competency focused employee development planning to develop a competency model. Indian journal of Training and development Vol. XXXII, No.4: Oct.-Dec. 2002. pp. 5-8.

48

despite their favourable product market, remain constrained towards

investment in Training and developments^.

Punia (2002) has conducted a survey on Training needs

identification in Indian organisations. The questionnaire contains

various groups of statements as job satisfaction. Organisational

climate, Empowerment, work planning, leadership 85 Team building,

communicating and effectiveness of existing Training programmes.

The objectives of this study are to determine the Training need for

individuals, for staff, for supervisors, for executives for group and

organisations. As per the results of the study through the nature of

Training needs of employees is almost similar yet the content required

and the way of disseminating may vary as per the cadres of the

employees. Moreover the Training needs of staff are more of technical

nature and those of supervisors and executives are behavioural

ones^i.

so Caroline Lloyd. Training and development deficiencies in "high sldll' sectors Human Resource Management Journal, vol.12, no.2, 2002, pp. 64-81. 5' Punia.B.K. Training Needs identification in Indian Organisations - A study. Indian journal of Training

and development. XXXII: 1, Jan - Mar 2002. pp.29-39.

49

2.04 TRAINING EFFECTIVENESS

Banerji (1981) has collected data on supervisors, who had

undergone Training in Indian Engineering Companies. They

administered checklists. The responses indicated that the inputs in

industrial relations had little no impact on their effectiveness,

However most of them felt that Training did improve their self

confidence, motivation, identification with management goals and

communication ability52.

Azhar Kazmi (1984) has made a research study to fmd out the

state of affairs with regard to evaluation of management Training in

India. A sample of 43 trainers from 36 organisations was collected

through questionnaire method. Research covered public sector,

private sector and autonomous Training institutions. The result

reveals that a majority of public sector trainers are non-committal

about the future trends in the growth of evaluation techniques.

Majority of private sector and autonomous Training institution

trainers reflect an optimistic view. All the three expressed that

evaluation should be more systematic and objective oriented and it

should be essential component of the Training system^s.

52 Banerji, K. Evaluation of Training A stxidy of Supervisory development Indian Journal of Training and Development. Vol:XI, No:4, 1981. pp.150-155.

=3 Azhar Kazmi Effective Evaluation of Management Training. Some Empirical Findings Indian Journal of Training and Development. Vol. XIV. 3 J u l y - Sep. 1984, pp.126-128.

50

Viramani B.R (1984) has explored the importance of evaluation.

Any evaluation and measurement of management Training and

development can serve two objectives. They are (a) Impact of Training

on trainees and (b) getting feed back to assess relevance and

usefulness of Training. He presents evaluation model. They contain

pre-Training evaluation model and Post Training evaluation model.

The pre-Training evaluation model contains following phases. They

are (1) Assessment of Training objectives of the trainee and his boss

(2). Test of knowledge, skills and attitude and (3) Input evaluation post

Training evaluation model contains (1) Reaction evaluation (2)

Learning evaluation (3) Job improvement Plan (4) On the Job

evaluation and (5) Follow up^^.

Jain (1985) has collected data from 119 managers in the steel

industries who had attended in company (or) external Training

programmes to evalute effectiveness of Training. A majority of the

respondents were found to be satisfied with the instructors, the size of

Training group the Training duration, Reading material and the

Training equipment. They also felt that Training contributed

substantially in developing skills, knowledge and attitudes^^.

^'> Viramani B.R. Evaluating Measuring Management Training and Development Indian Journal of Training and Development. Vol XIV.2 Apr-June, 1984, pp.54-61.

55 Jain, K.K. Training and Development in public Enterprices a case study of Indian Iron and Steel Industry. Lok udyog Vol: 18 No: 11 1985. pp.21-27.

51

Ghosh (1997) has studied Training effectiveness of state road

transport undertakings. The HR-Training effectiveness questionnaire,

developed by T.V Rao 1990 was used to collect data from middle and

junior level managers from 8 different state road transport

corporations situated in Pune. The areas taken into consideration to

measure the effectiveness of the Training functions were (1) process of

Induction Training, (2) System of Training need identification (3)

Opportunities for transfer of learning and (4) Evaluation of Training.

The results reveal that lower mean scored are obtained in the areas

like induction Training and Training need assessment. Training in

other areas was effective^^.

A large survey has been conducted by Biswaject Pattanayak

(1997), on Training effectiveness with a sample comprising 1,200

employees working in Indian Industries. The questionnaire was

adopted from "Hand book of Training Evaluation and measurement

methods by Jack J. Philips, questionnaire has subjective (descriptive)

and objective (quantitative) questions to evaluate effectiveness of

Training. The result shows that Training is effective to understand

about nature, requirement and responsibilities of the job (2) to

understand peoples attitude (3) to develop interpersonal skills etc57.

^ Ghosh, S.K. Training effectiveness of state Road transport undertakings. The Journal of Institute of PubHc Enterprise. Vol: 20, N:l and 2, 1997. pp. 28-35.

^''Biswaject Pattanayak, Op.cit, pp. 99-101.

52

Gupta A.P. (1999) has studied Visakhapatnam Steel Plant of

Restriya Ispat Nigam Ltd. (RINL) is the first shore based integrated

steel plant of the country commissioned in the early nineties. This

plant has adopted many innovative management practices, and has

earned a place of distinction in the Indian Steel Industry. To

accelerate the learning curve, various strategies were adopted for

Training, which include basic skills and advanced skill development;

utilization of the services of foreign experts; Unit Training; and

Training overseas. The top management's involvement is through an

apex level committee on human resource development and Training

advisory committee. The annual Training plan is prepared based on

survey, and nominations are obtained in the beginning of the year. A

three-tier evaluation system for the technical Training has been

adopted as RINL. Stage I, focuses on reaction level - through feed

back at the end of the program. Stage II, centres on the learning level

- through examinations. In some programs, a learning Index is found

out by comparing pre-test scores with post-test scores. Stage III,

looks at the application level on the job implementation aspects are

evaluated after one or two months of Trainings^.

58 Gupta, A.P. Evaluation of Training, a systematic approach RINL Indian Journal of Training and Development, vol. XXIX, No.2, April - June 1999, pp. 61-69.

53

Binna Kandola (2000) has discussed some of the difficulties

associated with accurate and useful evaluation of Training

effectiveness, particularly in the development of soft skills, which

include skills related to people management. The author highlights

somie existing Training evaluation techniques and then outlines a

model of Training evaluation currently being developed in the United

Kingdom. The model is based on the principle that the evaluation of

Training needs to start before Training commences and continue

beyond the Training event. The model covers various areas of

Training needs analysis, climate for Training, gathering and

organizing Training provider information, evaluating using knowledge

tests, evaluating the trainer, including the Training experience itself,

and evaluating behaviour changes^^.

Srivastava (2001) have evaluated the effectiveness of various

Training programmes by Tata Steel's shavak Nanavati Training

Institution (SNTI) Effectiveness of Training was measured in terms of

various out comes - such as satisfaction level, reaction and feed back

of participants. Change in performance and behaviour as perceived

by participants, their immediate supervisors, and departmental heads,

sample consists of 60 HODs, 1400 participants, 1300 - immediate

59 Binna Kandola, Training evaluation how to get results, International Journal of Training and Development. July 2000, pp. 30-32.

54

supervisors from various departments. The data were collected

through structured interview schedule. It was found that satisfaction

level of participants, their supervisors, and divisional heads were

above average for all type of programmes but transfer of learning was

not as expected from their supervisors. Training programmes could

meet the objectives only to a limited extent and it was not linked with

the career advancement of the participants^o.

Ogunu (2002) has made a study aimed to evaluate the

management Training programme of Guinness Nigeria PLC. with a

view to determinative its effectiveness to achieve this a questionnaire

titled Management Training and developmient questionnaire (MTDQ).

It has been administered to 50 management staff of a company

analysis of the data obtained from the field by means of the research

instrument showed that, the management Training programme

provided by the company has been perceived by the management staff

as relevant, adequate and effective in terms of their job performance^!.

6° Srivastava Evaluating Training effectiveness and customer satisfaction in Tata steel, Indian Journal of Training and Development Vol. No. 1 Jan - March 2001. pp 45-56

«• Ogunu, M.A. Evaluation of management Training and development programme of Guirmess Nigeria PLC Indian Journal of Training and development Vol XXXII No.l Jan - March. 2002. pp 23-28

55

Panchalan (2003) has aimed to evaluate effectiveness of

executive Training programmes of NLC Limited, a public sector

undertaking, seven major factors such as objectives and relevance;

Programme contents, method of presentation. Instructional materials,

facilities, Trainer as a facilitator of learning and transfer of learning,

are adopted for evaluating 15 executive Training programmes by

contacting 15 respondents from each Training programme. Random

sampling technique was adopted for selection of programmes and

respondents. The results of the study showed that the Training

programmes of the respondents organisation are effective^^

From the related previous studies, it is known that different

aspects of Training such as practice, climate, competencies. Training

effectiveness and connected issues are analysed with reference to

different industries. There is no comprehensive attempt in this

direction is made in NLC Ltd. with reference to the four elements of

Training Therefore the present study is attempted to bridge the gap.

62 Panchalan, Evaluation of Executive Training at NLC Ltd - A Doctoral Dissertation ., Alagappa University 2003.

56

The present study is conducted on the activities of Training and

Development given to Executives working in a public sector

organisation, Neyveli Lignite Corporation. The present competitive

world makes the organisation to update their executive skills,

knowledge and attitude. In these training progammes are effective in

preparing their executives to suit the changing needs of climate of the

enterprises. The present study tries to measure the training practices

of these various training programmes of NLC.

The present study identified the competencies like Knowledge,

Attitude and Skill (KAS) required for executives, because the

competent are back bone of the oganisation. So the competent are

identified and their competencies are measured to provide training

programmes to the worker and supervisor. 7

The research focuses on Training climate which facilitate

Training and Development among because these climate gives an

opportunity to develop positive attitude towards their profession and

strive for organizational improvement.

The researcher also identified the effectiveness of Training

programmes to the Executives by evaluating the usefulness of the

Training programmes while performing their job efficiently.