A STUDY ABOUT TRAINING AND DEVELOPMENT ON EMPLOYEE PRODUCTIVITY IN NAGA PRIVATE LIMITED, DINDIGUL

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1 ORIGINAL ARTICLE Golden Research Thoughts ISSN: ABSTRACT:- The quality of human resource is most essential for an organization to its growth. The importance of training and development programs can only be cherished with a clear comprehend of its direct effect on employee productivity. An enhancement in employee productivity also leads to the organization s performance. Training and development programs are most important to every organization for improving their productivity in their organization in gradual way. This paper aims to study the training and development programs in the organization through employee s demographic variables and assess to analyze the relationship between training and development programs and employee productivity. The design and carry out of this paper represents the progressions and the trained employee s. Data was derived through questionnaires distributed to selected employees (suggestion of senior HR officer). The questionnaire with consists of questions with 5-points Likert scales distributed to our samples of individuals. By using Chi-Square and Correlation analysis, it is found that, training and development programs are significantly association demographic variables and had significantly correlated to employee productivity and the success of the organization. From the findings of the study, that has been trying to understand the effect of training and development programs on employee productivity in this organization. D. Hariharan M.Phil. Research Scholar, Dept. of Busi. Admi. Sri Sai Bharath College of Arts & Science, Dindigul. KEYWORDS:, Reaction and Planned Action, Learning from the Training and Behavior after Training, Employee Productivity. A STUDY ABOUT TRAINING AND DEVELOPMENT ON EMPLOYEE PRODUCTIVITY IN NAGA PRIVATE LIMITED, DINDIGUL 1 2 D. Hariharan and P. Jeevanandham 1 M.Phil. Research Scholar, Dept. of Busi. Admi. Sri Sai Bharath College of Arts & Science, Dindigul. 2 Asst. Professor & Head, Dept. of Busi. Admi. Sri Sai Bharath College of Arts & Science, Dindigul.

2 INTRODUCTION Training Training is a short term educational process and utilizing a systematic and organized procedure by which employees learn technical knowledge and skills for a definite Purpose. The training is The organized procedure by which people learn knowledge and/or skill for a definite purpose. Training is a process of Learning a sequence of programmed behavior.it is an application of knowledge.it gives people an awareness of rules and procedure to improve their performance on current job or prepare them for an intended job. Activity leading to skilled behavior, Training refers to the acquisition of knowledge, skills, and competencies as a result of the teaching of vocational or practical skills and knowledge that relates to specific useful skills. Development Lots of time training is confused with development, both are different in certain respects yet components of the same system. Development implies opportunities created to help employees grow. It is more of long term or futuristic in nature as opposed to training, which focus on the current job. It also is not limited to the job avenues in the current organization but may focus on other development aspects also. We can make a distinction among training, education and development. Such distinction enables us to acquire a better perspective about the meaning of the terms. Training, as was stated earlier, refers to the process of imparting specific skills. Education, on the other hand, is confined to theoretical learning in classrooms. Training refers to the process of imparting specific skills. Development refers to the learning opportunities & designed to help employees grow. Education is theoretical learning in classroom. Though training and education differ in nature and orientation, they are complementary. Development refers to those learning opportunities designed to help employees grow. Development is not primarily skill-oriented. Instead, it provides general knowledge and attitudes which will be helpful to employees in higher positions. Efforts towards development often depend on personal drive and ambition. Development activities, such as those supplied by management developmental programmers, are generally voluntary. Productivity helps in increasing the productivity of the employees that helps the organization further to achieve its long-term goal. Team spirit helps in inculcating the sense of team work, team spirit, and interteam collaborations. It helps in inculcating the zeal to learn within the employees. Organization Culture helps to develop and improve the organizational health culture and effectiveness. It helps in creating the learning culture within the organization. Organization Climate helps building the positive perception and feeling about the organization. The employees get these feelings from leaders, subordinates, and peers. Quality helps in improving upon the quality of work and work-life. Healthy work environment helps in creating the healthy working environment. It helps to build good employee, relationship so that individual goals aligns with organizational goal. Health and Safety helps in improving the health and safety of the organization thus preventing obsolescence Morale helps in improving the morale of the work force. Image helps in creating a better corporate image. Profitability leads to improved profitability and more positive attitudes towards profit orientation. aids in organizational development i.e. Organization gets more effective decision making and problem solving. It helps in understanding and carrying out organizational policies. helps in developing leadership skills, motivation, loyalty, better attitudes, and other aspects that successful workers and managers usually display. TYPES OF TRAINING PROGRAMS The kinds of training selected by each organization should depend on the objectives and the level of education and position of employees in the organization. Job Training: Its helps employees develop the skills, knowledge, right attitude and experiences needed on the job and involves teaching the employees how to work on the job hired for. 2

3 Orientation Training: This is given to newly hired employees to induct them into the organization and also train them on the job they will hold. The employees are thought the culture, values, mission and processes and activities followed in the organization. Career Development Training: It s given to employees at all levels in the organization to prepare them for future changes, new venture creations and responsibilities. 2. OBJECTIVES OF THE STUDY With a basis in the mentioned problem discussion work from the following research objectives: 1.To evaluate the effectiveness of the training and development programs based on demographic factors. 2.To determine if any relationship between employee productivity and training and development programs in the organization. STATEMENT OF THE PROBLEM Training and development programs increases employee knowledge, skills, attributes and etc. for eventually employee job performance and employee productivity in the organization. Many organizations in India engage in training and development of its staff and also have departments, units and sectors that cover training and development. As mentioned above, training and development is a key factor to a successfully keep the employee productivity without failure. This study is to appraise the role of training and development on the human resource and how its effect on employee productivity. RESEARCH HYPOTHESES H1: There is an association between training and development (reaction and planned action, learning from training and behavior after training) and demographic factors. H1: There is a significant relationship between training and development and employee productivity. 3. REVIEW OF LITERATURE Kunder (1998) identified five indicators of ineffective training and development systems: 1) lack of top management support for the training and development system; 2) no clear link between training and organizational goals or plans; 3) inadequate, or incorrect accounting of the costs of training; 4) limited or inadequate training needs assessment; 5) lack of support for applying new skills and knowledge on the job; and lack of meaningful evaluation of training. One of the basic limitations of these studies is that it is hard to use their frameworks as diagnostic tools for measuring effectiveness training effectiveness. Derek and Laura (2000) looked at the training environment and the structure of organizations, and emphasized on the effects of internal political and cultural factors on training and development. New employees can be equipped with most of the knowledge, skills and attitudes needed to start work, but others may require extensive training to ensure their effective contribution to the organization. A majority however, will require some type of training at one time or another to maintain an effective level of employee productivity. 4. METHODOLOGY Research Design Sample Design: Sampling Frame Sampling Unit Sampling Size Sampling Methods Data Collection Methods: Primary Data Secondary data Type Of Schedule Descriptive Research Employees who are working in Naga Private Limited, Dindigul. Employees from different age groups, gender, department, experience levels and educational backgrounds in the organization. 200 Employees were selected from around 400 permanent and 1000 contract employees for this study. Convenience sampling (Non-Probability Sampling) (Suggested by Senior HR Officer) Survey Method (The entire schedule is standardized and formalized) Data were collected from respondents and journals and from previous study related to the study. Structured Questionnaire with suitable scaling. 5. ANALYSIS AND DISCUSSION Table 5.1 Demographic Factors * Programs 3

4 Age * Programs Age Low Medium High Total Value df Sig. Value Below 25 years years years years Above 55 years Education * Programs Education Low Medium High Total Value df Sig. Value School Level Graduation Post Graduation Diploma ITI Experience * Programs Experience Low Medium High Total Value df Sig. Value Below 1 Year Years Years Years Above 10 Years Department * Programs Department Low Medium High Total Value df Sig. Value Packaging Marketing Finance HRM Electrical H : There is an association between training and development (reaction and planned action, learning from 0 training and behavior after training) and demographic factors. development on the basis of their age and the p value (0.002) is lesser than So, the null hypothesis is rejected; the alternative employee s opinion about the training and development programs on the basis of their age. development on the basis of their education and the p value (0.001) is lesser than So, the null hypothesis is rejected; the alternative employees opinion about the training and development programs on the basis of their education. development on the basis of their experience and the p value (0.019) is lesser than So, the null hypothesis is rejected; the alternative employees opinion about the training and development programs on the basis of their experience. development on the basis of their department and the p value (0.000) is lesser than So, the null hypothesis is rejected; the alternative employees opinion about the training and development programs on the basis of their department. Table shows Correlation between * Employee Productivity 4

5 Consumers Online Purchasing Promotional Mix Strategies Training and Development Programs Employee Productivity Pearson Correlation ** Sig. (2-tailed).000 N Pearson Correlation.277 ** 1 Sig. (2-tailed).000 N ** Significant at the level (2-tailed). * Significant at the 0.05 level (2-tailed). H : There is significant relationship between training and development programs and employee 1 productivity. It is concluded from the above table the obtained p value is lesser than The value is indicate the training and development programs are positively correlated to employee productivity and its p-value is (p< 0.01). So, the null hypothesis is rejected; alternative hypothesis is accepted. Hence the proposed hypothesis is accepted. So there is positive significant relationship between employee s opinions about the employee productivity on the basis of their training and development programs. 6. IMPLICATIONS OF STUDY Based on the results of this study, the following recommendations are offered to trainers for improving employee productivity. Always good training provides opportunities and learning growth of productivity and organization performance. The results shows that, majority of the employees are motivated and satisfied with the training and development through programs which organized by the organization. But essential to note that the organization needs little improvement in employee s skills, knowledge and efficiency for better performance. Therefore within the study analysis of training programs criteria obtained further remarkable results. LIMITATIONS OF THE STUDY Due to lack of time, so the study could not cover the entire employees. Some employees didn t cooperative with the researcher during the data collection period. Data collected only from the senior HR officer who suggested the employees. CONCLUSION That the organization training programs is structured, planned and systematic and has resulted in improvement in skills, efficiency and performance as well as it helps effect on employee productivity. Though employees appreciated the training programs, the supporting resources and the way of trainers delivered the course. The organization trainer will be successful as such to the extent that training are carefully assessed, and training programs developed and carried out that meet those needs for better productivity. The end of the results is a more precise picture of training, which can be lead to an employee productivity improvement oriented training program and the organization got the better results from training. REFERENCES 1.Afshan, S., Sobia, I., Kamran, A. & Nasir, M Impact of training on employee performance: a study of telecommunication sector in Pakistan. Interdisciplinary Journal of Contemporary Research in Business 4, 6. 2.Derek, T. & Laura, H. (2000). Human Resource Management-The inside out. 4th ed. England: Prentice Hall Publisher. 3.Guzzo R. A., Jette R. D. & Katzell R. A., The effects of psychologically based intervention programs on worker productivity: A meta-analysis, Personnel Psychology, 1985, Ichniowski, C., Shaw, K. & Prennushi, G The effects of human resource management practices on productivity: a study of steel finishing lines.,american Economic Review 87,3, Kirkpatrick, D. L. (2006), Improving Employee Performance Through Appraisal and Coaching. American Management Association Publication. 6.Kunder, L. H. (1998). Employees? perception of the status and effectiveness of the training and development system and of the value of training and development. Unpublished PhD Dissertation in Education, Virginia Polytechnic Institute and State University, USA. 7.McNamara Carter (2008). Employee : Reasons and Benefits. Accessed 16/03/ Roberson, L., C.T. Kulik and M.B. Pepper, Designing Effective Diversity Training: Influence of Group Composition and Trainee. Journal of Organizational Behavior (John Wiley and Sons), 22(8):