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Training is an organised activity for increasing the knowledge and skills of people for
definite purpose. It involves systematic procedures for transferring technical knowhow to the
employees so as to increase their knowledge and skills for doing specific jobs with
proficiency. In other words, the trainees acquire technical knowledge, skills, and problem
solving ability by undergoing the training programme.
In the field of human resource management, training and development is the field
concerned with organizational activity aimed at bettering the performance of individuals and
groups in organizational settings. It has been known by several names, including employee
development, human resource development, and learning and development.
Harrison observes that the name was endlessly debated by the Chartered Institute of Personnel and Development during its review of professional standards in 1999/2000.
"Employee Development" was seen as too evocative of the master-slave relationship between
employer and employee for those who refer to their employees as "partners" or "associates"
to be comfortable with. "Human Resource Development" was rejected by academics, who
objected to the idea that people were "resources" — an idea that they felt to be demeaning to
the individual. Eventually, the CIPD settled upon "Learning and Development", although that
was itself not free from problems, "learning" being an over general and ambiguous name.
Moreover, the field is still widely known by the other names.
Training and development encompasses three main activities: training, education, and
development. Garavan, Costine, and Heraty, of the Irish Institute of Training and
Development, note that these ideas are often considered to be synonymous. However, to
practitioners, they encompass three separate, although interrelated, activities.
Training: This activity is both focused upon, and evaluated against, the job that an
individual currently holds.
Education: This activity focuses upon the jobs that an individual may potentially hold
in the future, and is evaluated against those jobs.
Development: This activity focuses upon the activities that the organization
employing the individual, or that the individual is part of, may partake in the future, and is
almost impossible to evaluate.
The "stakeholders" in training and development are categorized into several classes.
The sponsors of training and development are senior managers. The clients of training and
development are business planners. Line managers are responsible for coaching, resources,
and performance. The participants are those who actually undergo the processes. The
facilitators are Human Resource Management staff. And the providers are specialists in the
field. Each of these groups has its own agenda and motivations, which sometimes conflict
The conflicts are the best part of career consequences are those that take place
between the employees and their bosses. The number one reason people leave their jobs is
conflict with their bosses. And yet, as author, workplace relationship authority, and executive
coach, Dr John Hoover points out, "Tempting as it is, nobody ever enhanced his or her career
by making the boss look stupid." Training an employee to get along well with authority andwith people who entertain diverse points of view is one of the best guarantees of long-term
success. Talent, knowledge, and skill alone won't compensate for a sour relationship with a
A multitude of methods of training are used to train employees. Training methods are
categorized into two groups.
On the job training Off the job training
On the job training: On-the-job training takes place in a normal working situation, using
the actual tools, equipment, documents or materials that trainees will use when fully trained.
On-the-job training has a general reputation as most effective for vocational work. On-the-job
training method includes;
Orientation training
Job instruction training
Apprentice training
Internship training
Job rotation
Coaching
Off the job training: Off-the-job training takes place away from normal work situations
implying that the employee does not count as a directly productive worker while such
training takes place. Off-the-job training has the advantage that it allows people to get awayfrom work and concentrate more thoroughly on the training itself. This type of training has
proven more effective in inculcating concepts and ideas. Off the job training includes;
Job satisfaction describes how content an individual is with his or her job. The
happier people are within their job, the more satisfied they are said to be. Job satisfaction is
not the same as motivation or aptitude, although it is clearly linked. Job design aims to
enhance job satisfaction and performance; methods include job rotation, job enlargement, job
enrichment and job re-engineering. Other influences on satisfaction include the management
style and culture, employee involvement, empowerment and autonomous work position. Job
satisfaction is a very important attribute which is frequently measured by organizations. The
most common way of measurement is the use of rating scales where employees report their
reactions to their jobs. Questions relate to rate of pay, work responsibilities, variety of tasks,
promotional opportunities, the work itself and co-workers. Some questioners ask yes or no
questions while others ask to rate satisfaction on 1-5 scale (where 1 represents "not at all
satisfied" and 5 represents "extremely satisfied").
Job satisfaction has been defined as a pleasurable emotional state resulting from the
appraisal of one‘s job an affective reaction to one‘s job and an attitude towards one‘s job.
Weiss (2002) has argued that job satisfaction is an attitude but points out that researchers
should clearly distinguish the objects of cognitive evaluation which are affect (emotion),
beliefs and behaviours. This definition suggests that we form attitudes towards our jobs by
taking into account our feelings, our beliefs, and our behaviours.
Theories of Job satisfaction
Affect Theory
Edwin A. Locke‘s Range of Affect Theory (1976) is arguably the most famous job
satisfaction model. The main premise of this theory is that satisfaction is determined by a
discrepancy between what one wants in a job and what one has in a job. Further, the theory
states that how much one values a given facet of work (e.g. the degree of autonomy in a
position) moderates how satisfied/dissatisfied one becomes when expectations are/aren‘t met.
When a person values a particular facet of a job, his satisfaction is more greatly impacted
both positively (when expectations are met) and negatively (when expectations are not met),compared to one who doesn‘t value that facet. To illustrate, if Employee A values autonomy
in the workplace and Employee B is indifferent about autonomy, then Employee A would be
more satisfied in a position that offers a high degree of autonomy and less satisfied in a
position with little or no autonomy compared to Employee B. This theory also states that too
much of a particular facet will produce stronger feelings of dissatisfaction the more a worker
Another well-known job satisfaction theory is the Dispositional Theory. It is a very
general theory that suggests that people have innate dispositions that cause them to havetendencies toward a certain level of satisfaction, regardless of one‘s job. This approach
became a notable explanation of job satisfaction in light of evidence that job satisfaction
tends to be stable over time and across careers and jobs. Research also indicates that identical
twins have similar levels of job satisfaction.
A significant model that narrowed the scope of the Dispositional Theory was the Core
Self-evaluations Model, proposed by Timothy A. Judge in 1998. Judge argued that there are
four Core Self-evaluations that determine one‘s disposition towards job satisfaction: self -
esteem, general self-efficacy, locus of control, and neuroticism. This model states that higher
levels of self-esteem (the value one places on his/her self) and general self-efficacy (the belief in one‘s own competence) lead to higher work satisfaction. Having an internal locus of
control (believing one has control over her\his own life, as opposed to outside forces having
control) leads to higher job satisfaction. Finally, lower levels of neuroticism lead to higher
job satisfaction.
Two-Factor Theory (Motivator-Hygiene Theory)
Frederick Herzberg‘s two factor theory (also known as Motivator Hygiene Theory)
attempts to explain satisfaction and motivation in the workplace. This theory states that
satisfaction and dissatisfaction are driven by different factors – motivation and hygienefactors, respectively. An employee‘s motivation to work is continually related to job
satisfaction of a subordinate. Motivation can be seen as an inner force that drives individuals
to attain personal and organizational goals. Motivating factors are those aspects of the job
that make people want to perform, and provide people with satisfaction, for example
achievement in work, recognition, promotion opportunities. These motivating factors are
considered to be intrinsic to the job, or the work carried out. Hygiene factors include aspects
of the working environment such as pay, company policies, supervisory practices, and other
working conditions.
While Hertzberg's model has stimulated much research, researchers have been unable
to reliably empirically prove the model, with Hackman & Oldham suggesting that Hertzberg's
original formulation of the model may have been a methodological artefact. Furthermore, the
theory does not consider individual differences, conversely predicting all employees will
react in an identical manner to changes in motivating/hygiene factors. Finally, the model has
been criticised in that it does not specify how motivating/hygiene factors are to be measured.
Promotion refers to "the advancement of an employee to a better job - better in terms
of greater respect of pay and salary. Better houses of work or better location or better
working conditions-also may characterize the better job to which an employee seeks
promotions, but if the job does not involve greater skill or responsibilities and higher pay, it
should not be considered a promotion." This definition takes into consideration only a
Vertical promotion.
For the professionally qualified employees promotion is due after every two years of
their working in a particular post and all others who are not professionally qualified are
promoted to next higher grade on the completion of three years.
All employees in the company are can be transferred from one post of duties to
another or from one department to the other department, at the discretion of the company.
Performance appraisal
Appraisals are normally carried out once in year and their increments and promotions are
given in the basis of that.
The supervisor or the head of the department rates the employee on the basis of his/herperformance looking into account the various factors some of which are are follows;
Quality of the work done by the employee.
Performance of the duties
Attendance
The supervisor rates as excellent, very good, good, average, needs improvement and on
An organization‘s success increasingly success depends on the knowledge, skills and
abilities of its employees, particularly as they help establish a set of core competencies that
distinguish as organization from its competitors.
Organizations have come to realize, over the years that improving technology and
cutting costs enhance performance only up to a point.
To improve beyond that point, the organization‘s people are its most important
resource. In the end, everything an organization does depend on the people. To get the best
out of people, the organization must offer a healthy work climate where they can use their
knowledge, skills and abilities fully while realizing organizational goals. This is where HR
managers play a crucial role – that of bridging gaps between employees‘ expectations andorganizational requirements by adopting HR policies, strategies and practices.
The project will help the management in checking the satisfaction level of employees
as questionnaire by each employee is being filled. This will further help the management to
know what the expectations of the employees from the company are and thus will help to
bridge the gap between management expectation and from employees and employees‘
expectations from the management. The analytical part of the project will show as to in which
all areas the company‘s policies lack which according to the employees should be looked up
on and what is the reason for their stay in the company.
New recruitment systems like employees referral programmes should be motivated in
the company.
More emphasis should be given on training and development of the employees. Tostart with the indication training should be given to new employees by an expert, to
increase his/her productivity in the long run. Periodic training in the area of concern
should be provided to update the employee knowledge and to bridge up the gap
between company‘s recruitment & employee specification.
Programmes like career counselling, job rotation and assessment of skills knowledge
and abilities to identify development opportunities should be followed effectively.
A new performance appraisal system should be adopted and followed, 360 degree
performance management system should be introduced in the company which will
increase the productivity of the employees and hence will enhance job satisfaction
among the employees.
Company should come up with motivational activities like management games,
refresher training, special dress code days etc. and other recreational faculties should
be provided like gymnasium, outstation trips, some competition on festivals etc. this
will rejuvenate and motivate the employees which will help to increase their
productivity and satisfaction on the company.
Communication should be made more transparent between the supervisor and
subordinates by conducting weekly meetings, hurdle meetings compulsory.
More of professional culture should be followed like a proper dress code, punctuality