Objective of Studies[1]

8/8/2019 Objective of Studies[1]

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objectives of the study:

To find out the effectiveness of human relation training in the form of enhancedperformance

To study the basis for adopting Human relation training.

To elicit the relationship between perception of the salesman and their socialstatus.

To know the friendly interactions at the time of training among the trainer and thetrainee.

To know the important barriers to training and development in the organization.

To know is there any difference in providing training among the salesman withinthe organization.

To know which persons need much training in the organization.

To study about the time taken for implementing the trained process.

Hypotheses of the study:

H01 : There is no significant difference in major basis for adoption Human

Resource Training among firms.

H02 : There is no significant difference in perception of salesman group with

varied demographic characteristics.

H03 : There is no significant difference in salesman performance provided with

more training less incentives and less training more incentives.

H04 : The salesman is interested in increasing his monetary gains.

H05 : There is no significant difference in salesman between salesman post-

training and pre-training.


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REVIEW OF LITERATURE

Victor W. Eimicke (1953)1, present a paper entitiled The Effect of Intensive

Sales Training Experience upon Salesman-Candidates, study the effect of intensive sales

training experience upon the measured abilities and personality characteristics of

salesman-candidates and to determine if this intensive sales training experience will

result in post-training measured abilities and personality characteristics of successfulsalesmen more closely than do the pre-training measured abilities and personality

characteristics of salesman-candidates. The data were collected by the investigator by

qualified psychometrists under the direction of the investigator, and by businessmen-

judges under the supervision of the investigator during the period of nine months. It is

concluded that intensive sales training experience does not result in measured abilities

and personality characteristic which resemble the measured abilities and personality

characteristics of successful salesmen more closely than the pre-training measured

abilities and personality characteristics of salesman-candidates resemble them.

Prahalad C.K (1972)2, analyzed in a study entitled the investment made on trainingof the employees to develop the interpersonal skills of an employees to develop theinterpersonal skills of an employee. Total training effort is classified into action anddevelopment training. Action training projects are evaluated by present-value approach andthe impact of developing training is evaluated by human resource accounting concept. Themeasurement of training effectiveness is done through quantitative approach It is concludedthat only 50% is effective in training when compared to the investment made.

Marvin A. Jolson (1974)3, deals about the salesman career cycle(SCC), the SCC is

as if the product life cycle with four stages such as preparation, development, maturity

and decline. At the preparation stage the salesman has to be trained well and in declinestage he is to be motivated well, given incentives or better to switch-over the job. It is a

theoretical study on SCC. The SCC framework developed in this paper represents a

systematic way of thinking about key human resources on the marketing team. The SCC

offers both evaluative and strategic potentials for management.

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1 Victor W. Eimicke .(1953). The Effect of intensive sales training experience upon salesman -

candidates. American Marketing Association 17(3): 260-6.

2 Prahalad, C.K.(1972). Measurement of training effectiveness. Economica and Political Weekly7(48):169-78.

3 Marvin A. Jolson.(1974). The Salesman career cycle. The Journal of Marketing38(3): 39-46.

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Charles M. Futrell et.al. (1976)4, in his study entitled Job Performance Related

to Management Control Systems for Pharmaceutical Salesman, the study findings of therelationship of salesmens perception of their employers management control system to

job performance. The total sales staff and the salesmens immediate supervisors in two

national pharmaceutical companies and one national hospital supply company were

surveyed by the use of two mail questionnaire. The response rate was 93% for 72

supervisors and 65% for 743 salesmen, canonical correlation tools were used.

ThisStudys results suggest that the salesman should have considerable control over the

means of accomplishing the job goals for which he is held responsible.

Orville C. Walker et.al. (1977)5

, argues that current knowledge of thedeterminants of motivation and performance in industrial selling is fully inadequate; this


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model is tested by victor vroom expectancy theory model. The model provides a richer

conceptual rationale for some of the conventional wisdom that sales managers have

developed over the years. The model focuses explicitly on the psychological

mechanisms which work to motivate sales effort and performance.

Christine Greenhalgh and George Mavrotas (1994)6, in his study The Role of

Career Aspirations and Financial Constraints in Individual Access to VocationalTraining. The purpose is to look directly at the processes of selection for employer-

based and individually arranged training. The data used for analysis were drawn from the

individuals study which formed part of the wider training in Britain survey commissioned

by the training agency in the late 1980s. The total sample of approximately 2,300

individuals included both working and unemployed persons plus a few intending to return

to work after a spell out of the labour force. It is concluded that career aspirations and

positive attitudes to training are significant determinants of employer-based training and

the individual financial constraints are implicated in the failure to obtain employer based

training amongst the lowest income group.

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4Charles M. Futrell, John E.Swan, John T.Todd .(1978). Job performance related to management controlsystems for pharmaceutical salesmen.Journal of Marketing Research 13(1): 25-33.

5 Orville C. Walker, Gilbert A. Churchill, Neil M. Ford.(1977). Motivation and performance in industrialselling: present knowledge and needed research.American Marketing Association 14(2): 156-68.

6 Christine Greenhalgh and George Mavrotas .(1994). The role of career aspirations and financial

constraints in individual access to vocational training. Oxford Economic Papers 46(4): 579-604.

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Josef Zweimuller and Rudolf winter-Ebmer (1996)7, in a study entitledManpower Training Programmes and Employment Stability in Austria relative to othercountries. In Austria the total amount spent on labour market policies is comparatively low withother European countries. The data is collected from a representative 2% sample of Austrianunemployed males who left the unemployment register in 1986 either directly after a training

episode or after an unemployment spell. The population is restricted to the citizens below theage of 52. The MTPs is obtained by using standard econometric methods. It is found that thedisadvantaged and less motivated unemployed are gives priority in Programme enrolment andparticipation in such courses improves employment stability considerably.

Fabrizia Mealli et.al.,(1996)8, in a study entitled Training Duration and Post-

Training outcomes, tries to find out whether there difference between individual who

attend the youth training programme and who tries to quit it. Data used for the analysis

are drawn from a database held on the computer system of the Lancashire careers

services whose duties is to deliver vocational guidance and placement of young people,

the standard approach to heterogeneity testing in duration model is used. It is concludedthat there is an important distinction between individuals who stay in a youth training

programme for the full term, and other who leave the programme early.

Rajesh Singh (1998)9, in his study entitled Attitude Change through Training,has highlighted the role of training in bringing about an attitude change. The altitude

measurement questionnaire was administered twice to 150 officers of which only 35

samples were selected belonging to different central and state government undertakings,

public sector undertakings, nationalized banks, etc. focusing upon the impact of

imparting behavioral skills through a training programme to bring about work related


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attitude change-positive attitudes towards work, personalized attitude and cooperative

attitude-leading to better performance. The study has indicated that training brings about

a change in attitudes and suggested that it needs to be more client-oriented, need-based

and focused for the purpose of bringing about attitudinal change.

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7

Josef Zweimulle, and Rudolf winter Ebmer.(1996). Manpower training programmes andemployment stability.Economica, New Series 63(249); 113-30.

8 Fabrizia Mealli, Stephen pudnew, Jonathan Thomas.(1996). Training duration and post-training

outcomes: A duration-limited competing risks model. The Economic Journal106(435): 422-33

9 Rajesh Singh.1998. Attitude change through training. Journal of Real Estate Practice andEducation

14(3): 39-44.

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Michael embenson and Janet Winter (2000)10, constitutes a study of theinvestors in people (IIP) initiative, a study of the implementation of the initative in a UK

public sector organization, the major research was conducted by way of qualitative

interviewing, comprising eleven semi-structured interviews with middle and senior

managers within the agency. There is a majority perception that in most cases IIP will

improve the performance of an organization that improvement is most readily seen in the

HR field but may extend to all function of the concern.

Analoui.F.et. al.(2000)11 , in his research entitled Identification of clusters of

managerial Skills for increased Effectiveness explains the three paramount and overlappingcategories of managerial skills namely, task people- and self related. This paper deals whichskill plays a critical role towards carried out in a steel industry of Iran targeting all 98 seniormanagers. The tools used were factor analysis. It is concluded that people related skillsconstitute the most important category for the increased effectiveness of senior mangersirrespective of their position in hierarchy.

Simone J.Van Zolingen (2000)12 , in his study entitled Implementing on the JobTraining , deals with the on-the-job training is effective in post office Data is collected bymeans of survey of all participating post offices and four selected case studies. It is concludedthat the implementation of on-the-job training did not meet all expectations. It is effective only

in large post offices and not in small ones. On-the-job training is only effective if what islearned can be put into practice.

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10 Michael Embeson and Janet Winter.(2000). Investors in people: how a large public sector organizationin the UK dealt with a new national training initiative. International Journal of Training andDevelopment4(4): 1360-3736.

11 Analoui, F., H. Labbaf., and F. Noorbakhsh.(2000). Identification of clusters of managerial skills forincreased effectiveness.International Journal of Training and Development4(3): 217-34.

12 Simone J van Zolingen, Jan N Streumer, Rolinda de Jong., and Marcel R van der Klink.(2000), Implementing on-the-job training. International Journal of Training andDevelopment.4(3):208-16.

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Nancy M.Lorenzi and Robert T. Riley (2000)13, in the paper entitled Managing

Change: an Overview,discussed on managing change and found that as increasingly

powerful informatics systems are designed, developed and implemented, they inevitably

affect larger, more heterogeneous groups of people and more organizational areas. The

study reveals that the major challenges to system success are often more behavioral than

technical. It was emphasized that successfully introducing such systems into complex

health care organizations requires an effective blend of good technical and organizational

skills. Effective leadership can sharply reduce the behavioral resistance to change-

including new technologies and to achieve a more rapid and productive introduction of

informatics technology.

Johan Loan Clarke et.al. (2000)14 , entitled Competence-based ManagementDevelopment in Small and Medium Sized Enterprises a Multi-Stockholder Analysis, adopteda multi-stockholder perspective in order to explore the promotion, via Training and EnterprisesCouncils; provision and purchase of competence-based management training anddevelopment in the small and medium siyed enterprises sector in the United Kingdom. Thepostal questionnaire survey of SMEs produced response rate of 9.9%, with 5511 usableresponses incorporate into data analysis. The data is analyzed by P-value. It is concludedthat the promotion of management standard to SMEs is not working effectively given the largepercentage of organization that know nothing or little positive about them and it can bechanged into positive through training and development given to the managers.

Macdonald , E . B., et. at. (2000)15, in his study entitled Requirements for

Occupational Medicine Training in Europe, tries to identify the common core

competencies required for occupational physicians in Europe. The questionnaire was

distributed to all members of EASOM, UEMS, and ENSOP included in mailing lists

available at the time. The mailing lists identified 34 EASOM, 23 UEMS, and 32 ENSOPrepresentatives, altogether 89 questionnaires were distributed in the initial circulation and

respondents were asked to indicate the relative importance of the items and to add to the

lists where appropriate. Wilcoxon signed ranks tests is used as tool for the study. It is

concluded that the survey identified that respondents had traditional disease focused

views of the competencies required of occupational physicians and that competencies

were lagging behind the evolving definition of occupational health.

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13 Nancy M. Lorenzi, and Robert T. Riley.(2000). Managing change: an overview. Journal of theAmerican Medical Informatics Association 7(2): 116-124.

14John Loan-Clarke, Grahame Boocock, Alison Smith and John Whittaker.(2000).

Competence-based Management Development in Small and Medium Sized Enterprises.International Journal of Training and Development 4(3):176-93.

15 Macdonald, E. B., K. A. Ritchie., K. J. Murray., and W. H. Gilmour .(2000). Requirements for

occupational medicine training in Europe.BMJ Publishing Group 57(2): 98-105. 6/---


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Ahad M Osman-Gani and wee-Liang Tan (2000)16 , in his study entitled,International Briefing 7 Training and Development in Singapore deals the improvement ofSingapore with the help of man power resource. The survey is conducted in 7 institutionswhich are providing training and development Programme to the companies employees. Itstress that only through training and development the employees are skillful which in turn givesway for the development of the country.

Lorenzi et. al. (2000)17, discussed on managing change and found that asincreasingly power informatics systems are designed, developed and implemented, theyinevitably affect larger, more heterogeneous groups of people and more organizational areas.The study reveals that the major challenges to system success are often more behavioral thantechnical. It was emphasized that successfully introducing such systems into complex healthcare organizations requires an effective blend of good technical and organizational skills.Effective leadership can sharply reduce the behavioral resistance to change-including newtechnologies and to achieve a more rapid and productive introduction of informaticstechnology.

Thomas and Willie (2001)18,conducted a survey on the effectiveness in retainingemployees by administering questionnaire on 200 employees across 39 software companies inIreland. The response rate was 51%. It has\d presented a descriptive study, which assessesthe impact that training practices have on employee retention and gathered data on the effectsof training initiatives, the types of existing training, and the influence of training on knowledgeretention. IT staff were chosen for this study as they embody the new knowledge workeroperating in the information economy. The study has found that training helps in retainingknowledge within the organization, but may not help in retaining employees. The predominantmethod of training is instructor-led formal sessions, followed by self-training and workshops.Findings showed that more modern methods such as web-based and computer-based trainingare not pervasive.

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16 Ahad M Osman-Gani and Wee-Liang Tan.(2000). International Briefing 7 Training andDevelopment in Singapore. International Journal of Training and Development4(4):305-2

17 Lorenzi . M, Robert, T. Riley.(2000). Managing change: and overview. Journal of theAmerican Medical Informatics Association 7(2): 116-124.

18 Thomas Acton and Willie Golden.(2001). Training: the way to retain IT employees.Information Science and Library TC. Paper Abstract.

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Gandin A.P. and Saks A.M. (2001)19 , tries to test the effects of anabsenteeism feedback intervention for reducing employee absence behavior. Three hundredand seventy-one employees working in 14 experimental and 13 control groups in a mediumsized hospital participated in the study. The data were analysed using a one-tailed level ofsignificance. It is found that the facts which influences the absences and attendance are socialmechanisms and motivation of the employees.

Wiliam T. Ross and Diana C. Robertson (2003)20, in this study entitled A

Typology of Situational Factors: Impact on Salesperson Decision-Making about Ethical

Issues, tries to find the two dimensions of situational factors expected to influence

decision-making about ethical issues among sales representatives universal vs.

particular and direct vs. indirect, the hypotheses is tested by means of a survey of 252

sales representatives. The tools used were mean, standard deviation and correlation. It is

concluded that both demographic factors, age and gender, and personality factors,

Machiavellianism and self-monitoring, have main effects on decision-making , and some

of these factors interact with situational factors to affect decision-making.

Verschoor C. (2003)21, in his paper entitled 10 Steps to an Effective Ethics and

Compliance Program, in pursuing the primary goals of increasing profits and

maximizing shareholder value, organizations often overlook the importance of working

within an established set of ethical boundaries. Business mist be held accountable for the

direct benefits of customer loyalty and enhanced employee retention, although some

organizations and employees act unethically to increase revenues, others recognize that

the practice of sound ethical behaviors can lead to greater financed success. The

promotion of strong ethical beliefs and behavior is also used by companies such aswalmart in their marketing strategies

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19 Gandin, A.P., and A.M Saks.(2001). effects of an absenteeism feedback intervention forreducing employee absence behavior. Journal of organizational behavior22(1):15-29..20 William, T. Ross and Diana, C. Robertson .(2003). A Typology of situational factors: impact on

salesperson decision-making about ethical issues. Journal of Business Ethics 46(3): 213-34.

21 Verschoor, C .(2003). 10 Steps to an effective ethics and compliance program . Strategic Finance

85(6): 2-4.

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Riyaz Rainaye (2004)22, in his study entitled Training Effectiveness in Public Sector

and Private Sector of Commercial Banks , made a comparative study on the training

effectiveness in public sector and private sector commercial banks. The study had

examined the existing manpower training policy and practice in two prestigious banks

and was focused on the various facets of training. By administering 23-item

questionnaire and conducting a series of in-depth discussions with the employees data

were collected. The tools of statistical analysis of mean scores across all the items

revealed that employees of both banks express positive views implying that the training

scenario is satisfactory.

Amitabh Deo Kodwani and Manjari Singh (2004)23, in his study entitled Towards

Effective Training and Development in Indian Public Sector Undertakings, conducted a

study at bharat heavy electricals limited using both the primary data from 25 managerial

personnel and secondary data from HRD center. The objectives of the study was to

understand the current training and development policies and practices of the public

sector undertakings, critically analyze them and to find scope for further improvements tomake them more effective. The study was conducted especially to analyze and to

evaluate the effectiveness of training and development programmes of the public sector

undertakings and the perception of managerial personnel about these programmes. The

result showed that managerial personnel were not aware about the training policy related

to their departments.

Jereny A. Greene (2004)24, deals in his paper the emerging role of the

pharmaceutical salesman or detail man, in the growth years of the American post-world

war II pharmaceutical industry, they worked to legitimate their presence in the nations

hospitals and clinics, particular emphasis was given to precise management of theetiquette of doctor-salesman interaction. The techniques employed by mid-century

salesmen and their managers were to prove successful in generating a widespread

acceptance of the industry representative within the clinical spaces of hospital and clinic.

Exploration of the postwar pharmaceutical salesman as an overlooked historical type

provides significant insight into the intersections of medicine and the consumer market

place during the later 20th century.

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22 Riyaz Rainaye.(2004). Training effectiveness in public sector and private sector of commercial banks

a micro level comparative study.Journal of management and change 8(1): 49-68.

23 Amitabh deo Kodwani and Manjari Singh.(2004). Towards effective training and development in

Indian public sector undertakings. South Asian Journal of Management11(3): 36-55.

24 Jereny A. Greene.(2004). Etiquette and the pharmaceutical salesman in postwar American. Social

Studies of Science 34(2): 271-92.

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Loraas et. al. (2004)25,investigated the time pressure and subjective norms on thedecision to learn new usis of technology. They introduced a dynamic element to thetechnology adoption literature by using a framework based upon defferral option theory andfound that potential users chose to defer learning new uses of technology even it is evideentlyuseful and easy to learn. It wasw identified that when potential users were externallymotivated individual norms did influence deferral and not so when they were motivated

internally.

Aahad M. Osman-Gani and Ronald L. Jacobs (2005)26 , in a researchpaper entitled Technological Change and Human Resource Development Practices in Asiahow to prepare the employees accordingly to the technological change in Singaporeorganizations. The sample was collected from 147 respondents. The statistical tools used forthe study are mean, standard deviation and anova. It is concluded that on-the- job trainingwas the highest ranked training method used by Singapore companies to cope withtechnological change. Resistance to change is caused due to psychological and emotionalaltitudes.

Crystal L Zhao(2005)27, In his study entitled, Management of Corporate culturethrough Local Managers Training in Foreign Companies in China aims at filling the gap ofcorporate Culture and the workshop training through exploring the impact of local managerstraining upon corporate culture in foreign companies in China. Interview was conductedeighteen local managers and three heads of outside training agencies in shanghai. Therewere of fixed questions. This paper is a qualitative study. The result show local managerstraining is a complex phenomenon exerting indirect effect on the two levels of a corporateculture.

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25 Loraas and Tina Marie.(2004). Waiting to learn a new use of technology: Motivation sourceand its impact on anticipated affect, time pressure and subjective norms. Dissertation

Abstracts International30(2): 47-56.

26AAhad M. Osman-Gani and Ronald L. Jacobs.(2005). Technological Change and Human

Resource Development Practices in Asia. International Journal of Training and Development9(4):271-80

27Crystal L. Zhao.(2005). Management of corporate culture through local mangers training in

foreign companies in China.International Journal of Training and Development

9(4):232-55.

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Ujvala Rajakhyaksha (2005)28, in his paper entitled ManagerialCompetence: DoTechnical Capabilities Matter, conducted an assessment exercise on 271 executives in one ofIndias largest vehicle manufacturing companies to test a model of techno-managerialcompetency. The survey was made through explanatory factor analysis and confirmatoryfactor analysis that includes chi-square, root mean square error, normal fit index andcomparative fit index. The results of the study supported the basic principle of a model of

competencies that extended beyond managerial competencies to include technicalcompetencies.

Lim Heejung (2005)29, in his study entitled Analysis of Efficiency and TechnicalChange Using the Stochastic Frontier Model in Industries and Manufacturing, conducted astudy which sought measures to improve understanding of pattern of efficiency and technicalchanges in manufacturing industries. This estimated a stochastic frontier production functionfor a sample of 13 organizations for economic co-operation a nd development (OECD)countries and decomposed productivity growth into technical efficiency and technical changes.With the definition of efficiency and technical changes, this study got more accurate policyanalysis for productivity growth and showed that the industry-level performance and the

manufacturing-level performance are different for the pattern of technical efficiency, technicalprogress and productivity growth.

Gomez Reynoso et. al. (2005)30, was the first ot study how expert systemstraining may be used as rich training mediums for compex task. The study proposedinformation systems design theory methodology to provide a structural approach to informationsystems design which was conducted using a three-step process the development of aninformation systems design theory, development of software training tools and testing thetraining tools in a laboratory quasi-experiment. Training outcomes were evaluated usingANOVA and showed that trainees using expert system training had better training outcomes.

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28 Ujvala Radadhyaksha.(2005). Managerial competence: do technical capabilities matter? Vikalpa 30(2):47-56.

29 Lim Heejung .(2006). Analysis of efficiency and technical change using the stochastic frontier modelin industries and manufacturing.Dissertation Abstracts International66(2): 690-A.

30 Gomez Reynoso and Juan Manuel.(2006). An information systems design theory for an expert systembased training system.Dissertation Abstracts International66(10): 3497.

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Long et. al. (2005)31, in his study entitled The role of Traqinee Reactions in OnlineTraining, about the role of trainee reactions in online training, tested the relationships in apartial model of training effectiveness in order to better explain the role that trainee reactionsplay in the effectiveness of online training. This study examined that computer anxiety isrelated to pre-training motivation in online training and provides support to the theory thattrainee reactions to online training can influence the future utilization of online training courses.

Paek and Jeeyon (2006)32, in the study entitled A Study of training programmeCharacteristics and Training Effectiveness among Organizations Receiving Services fromExternal Training Providers, examined the impact of training programme characteristics ontraining effectiveness among organizations receiving training services from external trainingproviders. It evaluated the training effectiveness as a function of the nature of the relationshipamong client organizations and external training providers, the training needs assessment, andthe nature of the training programme. The literature review identified four variables to examinetraining effectiveness evaluation of training, partnership training between client organizationsand educational institutions, training needs assessment and the nature of the trainingprogramme. The results showed that senior managers perceived the entirely developed

training programmes was more effective than the common, standard programmes orcustomized programmes. There was no documented relationship between training needsassessment and training programme effectiveness.

Susana Perez Lopez et. at. (2006)33, in a study entitled Human ResourceManagement as a Determining Factor in Organizational Learning, states human resourcemanagement as a determining factor in organizational learning . The study analyzed therelation between four human resources practices and organizational learning. The hypotheseswere tested on a sample of 195 Spanish companies using the structural equation modelingtechnique. The study assumed that organizational learning is a process to improve thedevelopment of the organization and the individual plays a fundamental role in the

development of organizational learning. Survey methodology has been used for empiricalanalysis. The results supported that selective hiring,strategic training and employeeparticipation in decision-making positively influences organizational learning.

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31 Long and lori K. (2006). The role of trainee reactions in online training. Dissertation AbstractsInternational66(5): 1852.

32 Paek and Jeeyon .(2006). A Study of training programme characteristics and training effectivenessamong organizations receiving services from external training providers. Dissertation Abstracts

International66(6): 2136-A.

33 Susana Perez Lopez, Jose Manuel Montes Peon and Camilo Jose Vazquez Ordas .(2006). Human

resource management as a determining factor in organizational learning. Management learning37(2):

215-239.

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Ralf Mytezek and Natalie Nitsche (2006)34,in his paper entitled Institutions and Costs Determinants of Firm Financed Training Activities in Four European Countries, tested theemployees training participation rate in the firms and the factors which influence the trainingparticipation rate in four European countries on the basis of continuing vocational trainingsurvey. This study was conducted in 25 European countries that documented the evidenceconcerning the influence of new technology, the introduction of new products and productiontechnology. The questionnaire was administered covering five areas and the variable wasanalyzed in a regression framework. The results showed that the cost aspect and itscombination with institutional factors have a major influence of the training participation rate infirms.

Bertrand and John Robert (2006)35, in his study entitled Can Individual Creativity beEnhanced by Training?, conducted a research on creativity training programs to evaluate theirefficiency and the impact of s6pecific programme features on creative ability. Out of 112creativity training studies only 47 met design and reporting requirements. It had evidencedthat the programmes using training strategies were consistent. The results suggested thatcreative ability could be moderately enhanced by training.

Srimannarayana. M (2007)36, analyzed in a study entitled Human ResourceDevelopment Climate in Dubai Organizations to find out which industry is best in providinghuman resource development climate. The comparison is made between the industries suchas shipping, banking, insurance, tourism, trading and food. The responses of 216 executivesfrom all such industries are taken as sample. The mean value of the respondents arecalculated and accordingly scored. Finally, the study concludes that the banking industry isthe best in facilitating human resource development climate.

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34 Ralf Mytzek-Zuhlke and Natalie Nitsche .2006. Institutions and costs determinants of firm financed

training activities in four European countries. Social Science Research Centre Berlin (WZB), 1-21.

35 Bertrand and John Robert.(2006). Can individual creativity be enhanced by training? A meta analysis.

Dissertation Abstracts Internationl66(11): 3924-A.

36 Srimannarayan, M.(2007). Human resource development climate in Dubai organization. TheIndia Journal of Industrial relations 43(1):1-11

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Holly M. Hutchines and Lia A. Bure (2007)37, entitled Identifying Trainers Knowledgeof Training Transfer Research Findings-Closing the Gap between Research and Practice,deals about the gap between the theory and the application in training. In a survey of 180organization only 50% of the employee successfully transfer their new knowledge and skills 6months after training survey was composed of members of regional ASTD chapter located in aSouth Central Metropolitan City 413 surveys distributed from which 172 surveys werereturned and only 139 provides useable Data-Mean- Standard, Deviations,

Correlations and measure reliabilities. The result of the study indicate that training practitionersare in general agreement with standing findings in the area of training design and workenvironment.

Soumendu Biswas et. al. (2007)38,in his study entitled Individual Behaviour andOrganizational Effectiveness, strives to chart out the linkages between a firms humanresource management practices, their effect on individual organisational members behaviourand ultimately the enhancement of organizational efficancy. Data were collected from threehundred and fifty seven masnagerial level employees. It is resulted that human resourcemanagement should also take into account the dominant social norma and values whileformulating the policies and practices that can enhance organizational effectiveness.

Koustab Ghosh (2007)39, in his study entitled Impact of Modern Technology onOrganisational processes, deals in fitting of new technology with the organisation structure,individual work profile, functional work groups, and organisation policies and practices hasbeen the subject matter of management research and development. A study is conducted bythe National Research council found that the management infrastructure in company was akey factor in determining the effective use of advanced technologies. The industry shoulddetermine what social-support structures, especially within high-technology organisations, canexist to assist the diverse group of organisation members like single parents, individuals withextended family obligations, professionals with interruped careers and workers displaced bytechnology.

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37 Holly M.Hutchins and Lisa A. Burke.(2007). Identifying trainers knowledge of training transferresearch findings-closing the gap between research and practice. International Journal ofTraining and Development11(4):236-64.

38 Soumendu Biswas, Kailash B.L. Srivastava and Vijai N. Giri.(2007). Individual behaviour andorganisational effectiveness. Indian Journal of Industrial Relations 43(1): 33-50.

39 Koustab Ghosh.(2007). Impact of modern technology on organisational processes. IndianJournal of Industrial Relations 43(1): 100-12.

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Olaniyan D.A., and Lucas B. Ojo (2008)40, deals the role played by staff training

and development can no longer be over emphasized. Staff training and development are

based on the premise that staff skills need to be improved for organizations to grow. The

backdrop of the relative importance of staff training and development in relation to

organization effectiveness is addressed. The organizations are therefore encouraged to

train and develop their staff to the fullest advantage in order to enhance their

effectiveness.

Particia L . Hardre and Johanmarshall Feeve (2009)41, in his paper entitledTraining Corporate Managers to Adopt a Mare Autonomy Supportive Motivating StyleToward Employees, tested whether or not training intervention would help managers adopt amore autonomy-supportive motivating style toward employees and whether or not theemployees of these managers would, in term, show grater autonomous motivation andworkplace engagement 241 employees participated from both manufacturing and customerservice. The final sample consist of 25 managers and 169 employees. The tools used weredescriptive statistics model. It is concluded that managers motivating style towards employed

are malleable, that managers can learn to expand their initial controlling styles to becomeincreasingly autonomy supportive and that fully expanding ones motivating style probablyrequires more extensive training that supports managers ongoing and multilayered effort toinclude a comprehensive range of autonomy supportive behavior.

Ekaterini Galanou and Constantinos vasilios priperas (2009)42,analysed in a study entitled Evaluating the Middle Managers Effectiveness the effect ofmanagement training courses for business development in banking industry. The sample wasrandomly selected from 372 branches of the bank located throughout Greece. 300 peoplewere initially contacted randomly and 190 were responded among them. The tools used weremean, standard deviations and reliability analysis, factor analysis and latent correlations. Itconcludes that training fulfills the expectations of the managers relevantly with the technicalconditions of the teaching and their personal target and develop their knowledge base.

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40 Olaiyan D.A,. and Lucas B. Ojo.(2008). Staff training and development: A vital tool for organizational

effectiveness.European Journal of Scientific Research 24(3): 326-31.

41 Particia, L. Hardre and Johnmarshall Reeve.(2009). Training managers Autonomysupportive style.International Journal of Training and Development13(3): 165-85.

42 Ekaterini Galanou and Constantinos Vasilios Priporas.(2009). Evaluating the MiddleManagers effectiviness. International Journal of Training and Development13(4):221-46.

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Greg G. Wang et. al. (2009)43, analyzed in a study entitled ManagementDevelopment in China the critical challenges which are faced by the Chinese managers. Toinvestigate the human resource development policies and implementation in china, theresponses of 300 middle level Chinese managers were taken as sample. The studyconcludes that although given much attention at the national level, chinas managementdevelopment policy and implementation have not been able to effectively respond to the

challenges at the organizational and individual levels

Altovise Rogers and Christinane Spitymueller (2009)44, in his paperentitled Individualism Collectivism and a Role of Goal Orientation in Organizational Training,this research examines how individualism collectivism and goal orientation impact trainingeffectiveness through study of an internationally diverse sample of engineers who wereundergoing technical training. Data were collected from 92 employees of a multinationalcorporation in the oil and energy industry. The statistical tools used were mean, standarddeviations Interco relation matrix and reliability estimates and multi regression. The finding isthat high collectives could prove detrimental training outcomes for those high in performancegoal orientation has some parallel in literature.

Iftikhar Ahmad and Siraj ud Din (2009)45, deals in his study about evaluating the

effectiveness of training of executives against the amount spent and hours consumed

along with the impact of the training on organization. Economic slump in the global

market is another reason for evaluation which has increased competition for scarce

resources. It is concluded that training and development is adopted by organizations to

fill the skill gap of employees and proper evaluation based on Kirkpatricks four levels

model helps in achieving the requisite goals. Successful evaluation depends upon

whether the means of evaluation were built into the design of the training programe

before it was implemented.

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43 Greg G.Wang.(2009).Management development in China. International Journal of Training andDevelopment13(4):205-20.

44 Altovise Rogers and Christiane Spitzmueller.(2009). Individualism-collectivism and the roleof goal orientation in organizational training. International Journal of Training and Development13(3):185-201.

45 Iftikhar Ahmak and Siraj Ud Din.(2009). Evaluating training and development. Goumal journal ofMedical Sciences 7(2): 165-6.

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Leslie E. Sekeraka (2009)46,analyses in a study entitled Organizational EthicsEducation and Training found that the organizational ethics, education and training mustinsure that employees understand the rules and apply the ethical practices in their everydayworkplace routines. Sample of 10 companies in the Western United States were inquired.Quantitative analysis was used to prepare descriptive statistics and qualitative methods wereused to analyze the transcripts to construct interview. The mean value is calculated and

scored accordingly. It concludes that the later 5 companies are more explicit concern forhelping employees to learn the rules and values as well as how to apply them.

Eija Korpelainen and Mari kira (2010)47, in his studied in a paper entitled Strategies and Approaches in ICT Learning reveals that education has been provided toemployees in order to know how to use information and communication technology systems atwork place. The data collected through qualitative interviews an lasted from 15 to 90 minuteseach. The interviews were carrid out during the spring and summer of 2007. 39 qualitativeinterviews were conducted. The focus was on the 32 users interviews. While 7 supportpersons interviews gave background information. The interviews were recorded and thenprofessionally transcribed. The analysis strategy was a deductive thematic analysis.

Yongho Park (2010)48, in his study entitled Subjective Career Successattempted to investigate the predictors of subjective career success. The research populationfor this study were employee of a Korean financial company. 500 research employees wereselected as sample in which 261 employees answered the survey. The usable 253 casescomprised the final sample for the study after excluding the cases that has missing data andoutliers. The statistical tools used are correlation analysis and hierarchical multiple regressionanalysis to obtain the appropriate descriptive and inferential statistical results. It is found thatcareer enhancing strategies, calling work orientation and organizational learning climatedimensions have significant influence on subjective career success.

46

Leslie, E.Sekaraka.(2009). Organizational ethics education and training. International Journalof Training and Development13(2):75-95.

47 Eija Korpelainen, and Mari Kira.(2010). Strategies and approaches in ICT learning.International Journal of Training and Development14(2):32-50.

48 Yonghopark.(2010). The predictors of subjective career success. International Journal of

Trainingand Development 14(1):45-76.

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Rene Y.Darmon (2010)49, in the study entitled Salesmans Response to FinancialIncentives attempted to investigate the monetary gains has any impact or changes insalesman selling behavior. The data were collected from a few branches of a division of theinternational harvester company in the Philadelphia areas. The tested sample was made up of12 salesman and the validation sample of 11 salesman, 9 models other 8 modeless stressesthat the financial gains has some changes in human behaviors. The tools used were Rank

correlation and freedman two-way analysis of variance.

Mark W.Johnston et.al.(2010)50, entitled A Longitudinal Assessment of theImpact of Selected Organizational Influences on Salespeoples Organizational Commitmentduring Early Employment, who are committed to the organization whether the new sales manor the experienced salesman and the factors influencing their attitude towards theorganization. The data were collected through a mail survey from a national consumer goodsCompanys sales force in two time period. The statistical tools used were correlationsvariances and co-variances. It is concluded that role of stress and job satisfaction hasthe impact in the salesman attitude towards the organization while training the new salesmanthey are much attached and committed towards the organization.-----------------------------------------------------------------------

49 Rene Y. Darmon. (2010). Salesman response to financial incentives. Journal of marketingresearch 11(4):418-26.

50 Mark, W.Johnston, A. Parasuraman, Charles M.Futrell, William C. Black, (2010), ALongitudinal assessment of the impact of selected organizational influences on salespeopleorganizational, commitment during the early employment. Journal of marketing research27(3):333-44.


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Effectiveness of Training & Development

1. Your organization considers training as a part of organizational strategy. Do you agreewith this statement?

Strongly Agree

Agree

Somewhat

Disagree

2. How many training programmer will you attend in year?

Less than 10

10-20

20-40

>40

3. To whom the training is given more in your Organization?

Senior Staff

Junior Staff

New Staff

Based on Requirement

4. What are all the important barriers to Training and Development in your Organization?

Time

Money

Lack of interest by the Staff

Non-Availability of Skilled Trainer

5. What mode of training method is normally used in your Organization?

Job Rotation

External Training

Conference / Discussion

Programmed Instruction

6. Enough practice is given for us during training session. Do you agree with thisstatement?

Strongly Agree

Agree

Some what Agree

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7. The training sessions conducted in your Organization is useful. Do you agree with thisstatement?

Strongly Agree

Agree

Some what Agree

Disagree

8. Employee are given appraisal in order to motivate them attend the training. Do youragree with this statement?

Strongly Agree

Agree

Some what Agree

Disagree

9. How long will it take to implement the trained process?

Less than 1 month

1-2 months

2-4 months

More than 4 months

10. What type of training is being imparted for new recruitment in your Organization?

Technical Training

Management Training

Presentation Skill

Any other

11. How well the workplace of the training is physically Organization?

Excellent

Good

Average

Bad

12. What are the skill that the trainer should possess to make the training effective?

Should only Technical skills

People skills or soft skills are more important than technical skills

Generalist makes better Personnel managers that specialist

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13. To perform other jobs in your Organization, what training or experience would yourequired?

Safely Awareness

Negotiation Skills

Machine Operations

Occupational Health

14. What are the general complaints about the training session?

Take away precious time of employees

Too many gaps between the sessions

Training sessions are unplanned

Boring and not useful

15. The time duration given for the training period is?

Sufficient

To be extended

To be shortened

Manageable

16. Comment on the degree to which the training objective are met during the trainingsessions?

All the objectives are met

Some objectives are met

Met according to the need

None of the objectives are met


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thank

you.

Objective of Studies[1]

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