A STUDY ON IMPACT OF TRAINING ON PERFORMANCE-SIPCOT

TANFAC INDUSTRIES LIMITED IN CUDDALORE.

CHAPTER-I

INTRODUCTION

1.1INTRODUCTION:-

Training is imparting a specific skill to do a particular job while development deals

with general enhancement and growth of individual skill and abilities through conscious and
unconscious learning. The main purpose of training and development is by improving the
employee competencies so that organizations can maximize efficiency and effectiveness of their
human assets.
Armstrong (2009) clearly stated in his book that organizations could benefit from
training and development through winning the Heart and minds of their employees to get
them to identify with the organizations , to exert themselves more on its behalf and to remain
with the organizations. If employees are to experience flexibility and effectiveness on the job,
they need to acquire and develop knowledge and skills, and if they are to believe that they are
valued by the organizations they work for then they need to see visible signs of mangements
commitment to their training and career needs.
Training and development are the processes of investing in people so that they are
equipped to perform well. These processes are part of an overall human resource management
approach that hopefully will result in people being motivated to perform. It goes without saying
therefore that the training and development of employees are an issue that has to be faced by
every organizations. Many organizations meet their needs for training and in an ad hoc and
haphazard way. Training in these organizations is more (or) less unplanned and unsystematic .

1.2 SIGNIFICANCE OF STUDY:-

What is the importance of training in the work place? Better training leads to
better processes and more efficient work. In todays ever-changing market place, the
importance of job training has never been greater. Work force training is an indispensable way
to keep your organizations competitive. Employees are human, most will have weakness (or)
gaps in their professional people are specialists of one kind (or) another. Much of what goes on
in your organizations is likely to fall outside of the training each individual worker already has.
Having a high quality and comprehensive employee training development program enables you
to strengthen the skills your work force does possess as well as to build up knowledge where it
is lacking.
1.3 NEED FOR THE STUDY:-
Training of employees takes place after orientation takes place. Training is the
process of enhancing the skills, capabilities and knowledge of employees for doing a particular
job. Training process moulds the thinking of employees and leads to quality performance of
employees. It is continuous and never ending in nature.

1.4 STATEMENT OF PRPBLEM:-

Despite the increasing effects on training of organizational employees by
organization there is still limited literature on human resource development issues in developing
countries (Debrah & Ofori 2006, 440) and increasing concerns from organizational customers
towards low quality services in the telecommunications sector. It is further worth nothing that
while much is known about the economics of training in the developed world, studies of issued
associated with training in less-developed countries are rarely found.
The exiting studies in this relation (Harvey 2002;Harvey,matl & milord
2002;jackson2002;kamoche2002;kamoche, debrah, hort wiz&muuka 2004; kraak 2005)have
taken a general human resource management (hrm) focus creating a gap on issues such as the
effect of training on employee performance. This study will contribute in minimizing this gap
in the literature and there by establish the basis to understand of some aspects of human
resource management in general and training in particular in Uganda.

1.5 OBJECTIVES:-
1.To identify the factors demanding training and development.

2.To examine the effects of training on employee performance.

3.To measure the attitude employees towards various methods of training.

4.To identify the problems faced by employee training.

1.6 METHODLOGY:-

(i)RESEARCH DESIGN:-
The study was a survey type in the form collected one across a population through
random sampling technique.
(ii) TARGET POPULATION:-
All employees of district five administration office which comprise technical officers,
administrative staffs, secretaries, archives, accountants, logistics staffs and office assistants
were targets of the study.
(iii) SAMPLING SIZE AND SAMPLING PROCEDURE:-
The sample size was 100, which was allocated to each profession and specialties
using probability proportional to size.
(iii)(a) SAMPLING PROCEDURE:-
District five administration office was selected with purposive sampling
method. Study participants were selected using simple random sampling
techniques after employing the payroll as sampling frame with sampling interval.
(iv)RESEARCH INSTRUMENT:-
Comprehensive research instruments were developed and pre-test was
arranged in similar set up at district four administration office of bole sub city.
Amendments of the tool were made before the real data collection started.
(v)ADMINISTRATION OF THE INSTRUMENT:-
A questionnaire was administration to the groups of employees of the
organizations. A total of 100 questionnaires were administered were
administered in the form of one to one to one interviewer by trained data collector.
(iv)ANALYSIS OF DATA:-
In order to ensure completeness and logical consistency of responses, data
editing was carried out each day by the researcher. Identified mistakes and data
gaps were rectified as soon as possible. Once editing was done with the data were
analyzed using quantitative techniques. The analysis was done using statistical
package for social sciences, (spss IPM VERSION 20). The summary of result
was presented using frequency distribution and percentages, which was used to
determine the proportion of respondents choosing the various response. Pearson
correlation and linear regression statistical model were used to identify the causal
relationship with dependent and independent variables. Bivariate analysis were
employed to identify all the possible correlations for the dependent variable. And
multivariable analysis was used to control the confounding factors in the process
of identifying the real predictor variables. To claim statistical significance tests,
the cut-off value set is p<0.05.
(vii)RELIABLILITY:-
 The tool was piloted using 20 (10 males and 10 females) employee of
district four administration office. The responses of respondents were scored and
the reliability of the tool was determined using cronbachs Alpha. According to
the alpha value more than 0.6, shows that the scale can be considered reliable.
The tool was twelve considered i.e., 4 questions for training and development, 5
questions for employee performance and 3 questions for employee effectiveness.
The result shows that the cronbachs alpha ranges from 0.687 to 0.819 which
show the scale is reliable.

s.no Variables No.of ALPHA

items reliablity

1 Training & development 4 0.687

2 Employee performance 5 0.819

3 Organizational effevtivences 3 0.799

(viii)ETHICAL CONSIDERATION:-
Ethical clearance was obtained from foundation for academic excellence
ministry (FAEM) and international institute of church management (IICM)
institutional review board (IRB) and research ethice committee. Permission was
granted by district five administration office. The full informed consent of
participants was taken.
1.6 STATISTICAL TOOLS:-
1. Percentage analyse.
2. Chi-square test.

1.7 OPERATIONAL DEFINITIONS:-

TRAINING:-
Training refers to bridging the gap between the current performance and the
standard desired performance.
DEVELOPMENT:-
Development refers to the capacity building on a employee, and thus as
of whole organization, to meet the standard performance level.
 EFFECTIVENESS:-
Effectiveness getting desired out come with in defined resources.
ORGANIZATIONAL EFFECTIVENESS:-
Organizational effectiveness is the measure of how successfully
organizations achieve their missions through their core strategies.
PERFORMANCE:-
Performance is everything about the performance of employees in a firm (or) a
company (or) an organization.

1.7 LIMITATIONS:-
The sample size of 100 was small for such kind of study intended but
time and financial resource to restrict the sample to the size.
1.8 CHAPTER ARRANGEMENT:-
1. Introduction and design of the study.
2. Review of literature
3. Conceptual frame work and profile of industry.
4. Data Analysis.
5. Findings and suggestion conclusions.

CHAPTER-2

REVIEW OF LITERATURE

REVIEW OF LITERATURE INTRODUCTION:-

Training and development are one of the major areas of the human resource
management functions that are particularly relevant to the effective utilization of
human resources of the organization. Hardly any organization these days would
disagree with significance of training influencing the success of an organization. In
the world of hi-tech era, employees are a critical and expensive resource whose
retention is essential. The optimization of the employees contribution in order to
achieve the aims and goals of the company is necessary for companys growth and
effective performance. Most of the leading writers have done the research in this
regard. They have strong belief and statistic prove to the importance of training and
development for the growth of organization as well as the economy. For example,
according to guest(1997) training and development programs is one of the vital human
resource management practices that affects the value of the workforces knowledge,
capability and skills positively, ultimately consequences are higher or job employee
performance and superior organizational performance. Kinni (2003) state that studies
in proofs the existence of strongly positive relationship HRM practices and
organizational performance.

1.BARTEL(1994):-

Gauged the gains in terms of productivity as a result of implementing certain

training programs for employees. The study emphasized on the personnel policies
and economic features of the companies of manufacturing segments. The effects of
formal trainings courses on productivity of labors were evaluated. The results signify
that the companies that were functioning lower than there perceived level of
productivity of labors in 1983 has developed new polices for training programs in the
companies in 1983. The results were largely influenced with profitability. The labor
productivity has showed a considerable rise from 1983 to 1986. That increase in
growth of productivity was quite enough to boost up the overall companies growth
and productivity.

2.KREITNER (1995):-

Its been shown that employees that receive regular, scheduled feedback, including
training, along with an increase in expectations, actually have a higher level of
worker output. The hope is that employees who receive training in line with their
individual (or) organizational goals will become more efficient in what they do.

3.KRIETNER(1995):-

The good managers guide, no matter how carefully job applicants are screened,
typically a gap remains between what the employee does know and what they should
know. This means, how employees are able to effectively administer their task and
assignments and also how they present their assignments to reflect the quality and
good service desired by their companies. There is the need to establish a shared work
force understanding about what is to be achieved at an organizational level. It is about
signing the organization objectives with the employees agreed measures, skills
competency requirements, development plans and the delivery of result. Employees
can be said to have performed when they have met the expectation and performed up
to standard.

4.MC GHEE ETAL,(1996):-

Learning takes place when the behavior of people changes based on the results
from experiences. Therefore one evaluate if learning has effectively taken place by
comparing and contrasting a persons behavior before on a schedule and after
therefore there should be a behavioural changes when training takes place effectively.
The definition also presuppose that training can be offered as skill development for
individuals and groups and this involves learning of content as a means for enhancing
skill development and improving workplace behaviours.

5.KERKA (1998):-

As an organized approach used to achieve employee goals with the business needs
of the organization. This shows that it is process that strives to build the capacity to
achieve and sustain a new desired state that benefits the organization. It therefore
examines the current environment, the present the state and helps people on a team, in
a department and as part of an institution identify effective strategies for improving
performance. In some situations, there may not be anything wrong at the present
time; the group (or) manager may simply be seeking ways to continue to develop and
enhance existing relationships and performance, in other situations, there may be an
identifiable issue (or) problem that needs to be addressed. From the analysis these
two processes namely training and organizational development are often closely
connected. Training can be used as a proactive means for developing skills and
expertise and can also be an effective tool in addressing any skills (or) performance
gaps among staff.

6.ACEMOGLIU. AND PISCHKE (1998):-

Surveyed fresh researches of that time illustrating the theories and importance of
training practice within the organizations that are interested in training investment.
The authors argued that to understand any model regarding firms believe on spending
on trainings is not possible unless the imperfections in labor market exists. These
imperfections broadens the discussion paths on labor market establishments their
effects on wage structures and the way these things influence the firms to acquire
investment decisions in human capital. It was evident from the research that the labor
market where competition is low companies squeeze the labor wages and also spends
less on their training. That means training is an essential component to create a
competitive edge in the industry.

7.ARMSTRONG (2002):-

Is the identification of needed skills and active management of learning for the log
range future, in relation to explicit corporate and business strategy.

8.COLE (2002):-

Training is a learning activity which is directed towards the acquisition of specific

knowledge and skills for the purpose of an occupation (or) task. Therefore investment
in training and development is regarded as good management practice to maintain
appropriate expertise on the job now in the future. Training is therefore necessary to
enhance the knowledge, skills and attitude of employees and this make it easier for
employees to acquire further knowledge based on the foundation gained from the
training and further effect changes in other co-worker.

9.DESSLER (2008):-

The process of teaching (or) giving new employees the basic skills they need to
perform their jobs. Training is an educational process through which people can
learn new information, re-learn and re in force existing knowledge and skills and more
importantly have time to think and consider what new options can help them improve
their effectiveness at work. Effective trainings convey relevant and useful information
that inform participants and develop skills and behaviours that can be transferred
back to the workplace.

10.HAMEED A. AND WAHEED A. (2011):-

 Wrote a research evaluating the theoretical framework and models that are linked
with the development of employee and the impact of these models on the performance
of employee. The authors stated that employees are essential element for an
organization. The employee performance has such a significant impact that an
organizations success (or) failure is dependent on it. For that reason companies are
highly engaged in employees development and investing large lump sum of money in
this regard. The research had proposed certain identified key variables. The variables
were namely: skill growth, employee learning, employee attitude, self directed
learning and employee performance. The proposed model was also discussed in the
paper to explain the relationship of the identified variables with the employees
development. The paper also stated that employees performance ultimately affect the
organizational effectiveness. There were three parts of the research, first part was
comprises of introduction that gives a concise outline of employees development and
its impact of employee performance. The next part examined the outlook and past
research studies that belong to the employee performance and employee development.

11.FAROOQ AND ASIAM (2011):-

Did an empirical research to examine the impact of training and feedback on

employee performance. The authors also conducted a through literature review that
illustrates the importance of both factors to influence the employee performance.
The review further highlighted the improved quality of task performance and
processes because of training and feedback that causes the employee performance
enhance. The research was based on questionnaire as well. The findings of the
research were more (or) less the same as previous authors. One more p0int was that
the results can easily be applied to the all short of organizations.

12.FAKHAR ETAL. (2011):-

Conducted a research on impact of training on employee performance in context

of pearl continental hotel, karchi Pakistan. The research was examined on the basis of
age, experience, gender, number of trainings attended, time spent on these training and
overall performance scores acquire through training examination. Six dimensions of
performance were analyzed namely; job preparedness, work safety, physical
maintenance of rooms, hotel hygiene, preparation for serving customers in several
ways and communication with the guests. A questionnaire was developed in order to
obtain primary data, that was comprised of performance inventory and employees
training profile. Several regression models were used to examine the acquired data
and calculated the R2 values for each training factor and develop a relationship among
the performance dimensions as well as analyzing the extent of strength of relationship.

13.SULTANA ETAL (2012):-

Studied the training practices that are taking place in pakistans

telecommunication sector. Also the impact of these training practices on employee
performance has analyzed. The research was conducted on the basis of co based on
the mixture of questionnaires surveys and literature review. The research paper
design and its implementation customized exclusively for enhancement and
productively improvement, in order to successfully attaining the training programs
objectives. The target of the study was to conduct a 360 research and for this purpose
respondents were selected from five companies of telecommunication industry of
Pakistan.

14.KHAN M.I (2012 ) :-

Examining and motivations the training and motivations impact on employee

performance and what role does training and motivation has to enhance the employee
performance. A correlation existence among training and employee performance was
also gauged. Author argued that there are multiple factors that have a great influence
on employees for instance motivation, training, work environment, technology and
behavior of management. Each factor has different level of impacts on the
performance of employee. It depends on employee to employee that which factors
have greater importance to him that ultimately have greater impact on his/her
performance.

15. ELNAGA AND IMRAN (2013) :-

Studied the impact of training on employee performance and provide suggestions

in order to enhance the performance of the employees via effective training course.
Authors resembled the employees with the blood stream of business. The saucers and
failure of the company is highly dependent upon its employee performance.
Therefore, top level management must realize the significance of investment for
training and development in order to enhance the performance of the employee. The
research is comprises of qualitative research approach. Therefore, they suggest an
empirical study to make the research more reliable.