Ppt for Viva at the University of Mysore

7/27/2019 Ppt for Viva at the University of Mysore

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IMPACT OF TRAINING ON JOB SATISFACTIONAMONG MANAGERS - AN EVALUATION OFTRAINING PROGRAMMES OF SELECTED

ORGANISATIONS IN INDIA

By

MATHEW GEORGE


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Rationale for the Study

The earlier studies have contributed extensively indeveloping a body of knowledge, each one of them hasdealt with only one specific aspect of training.

However, a study of the impact of training on certaincritical aspects of organizational psychology like JobSatisfaction is yet to be done.

This research study attempts to fill this research gap.


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Objectives of the Study

1. Understand the objectives and expectations ofmanagers from the training programme and actual

benefits received by them from the training programme

2. Study the number of training programmes and man daysof training programmes attended by managers.

3. Explore the type of training programmes- in-house orout-house, and on-the-job or off-the-job, attended bythe managers.


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Objectives (contd)

4. Examine the methods applied in the trainingprogrammes attended by the managers andtheir effectiveness.

5. Assess the determinants of job satisfactionamong managers.

6. Study the impact of training on job satisfactionamong managers.


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Objectives (contd.)

7. Study the difference in the jobsatisfaction level among managers in

public sector organisations and privatesector organisations


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Hypotheses of the Study

H1: There exists a positive relationship between objectivesand expectations of managers from the trainingprogramme and actual benefits received from them.

H2 : There is a significant difference in job satisfactionlevel between managers who have participated in morenumber of training programmes than others.

H3 : There is a significant difference in job satisfactionlevel between managers who have attended more mandays of training than others.


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Hypotheses (contd)

H4 :There is a significant difference in thejob satisfaction level between managers

who participated in more number oftraining programmes in public sectororganisations than in private sector

organisations


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Major Findings

Managers attended training programmes in all the five years of thestudy period from 2001-2005. The evidence shows a declining trendin number of managers who are attending training programme.

Managers have attended more than one type of trainingprogrammes during the study period. On an average, each managerhas undergone two types of training programmes during the studyperiod.

Out of the eight types of training programmes studied, professional

training was the most preferred training programme followed byexecutive and administrative training. Pre-employment and pre-supervisory training programmes were the least preferred trainingprogrammes.


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Major Findings (contd)

A manager, on an average, has undergone 7.41 man days of training peryear.

Of these 7.41 man days training, 4.07 (55%) man days were spent for pre-employment training while the remaining 3.34 (45%) man days were

devoted to professional, executive, technical, administrative, middle-management and pre-supervisory training programmes.

Professional training was the most preferred training programme by thetrainees but the man days of training devoted for it was only 1.19. On theother hand, pre-employment and pre-supervisory training programmeswere the least preferred training programmes by the trainees. However, theman days of training devoted for them were 4.07 and 0.22 respectively.This finding shows that more man days training was provided simply andthat was mandated.


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Most of the training porgammes attended by the managers were of in-housetype (4.08 man days) as against out-house type (3.33 man days). Thistrend is due to the strengths of in-house programmes perceived by theorganizations with respect to learning objectives, control of content anddelivery process, cost and time involved.

Managers have attended more number of on-the-job training programmes(4.83 man days) than off-the-job training progammes (2.58 man days).

On-the-job training is clearly a preferred method for skill enhancement, sincetrainees are applying their knowledge in the actual job situation. Thustransfer of training occurs naturally. An additional benefit is that on-the-jobtraining process will provide new employees with rapid orientation to knowhow the organisation operates. It also has the potential of developing morepositive relationships among older and new employees and betweensupervisors and their subordinates.


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Acquisition of knowledge, changing of attitude and development ofskills were the main objectives and expectations from the trainingprogrammes.

Actual benefits received from the training programme correlated withobjectives and expectations from the training programme.

Case Study, Lecture, Role Play, Seminars and Business Games werethe most frequently used and effective methods of trainingprogramme attended by the managers.

Most of the managers agreed that training methods and techniquesapplied in the training programmes were appropriate to convey thelessons of the topic.


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Major Findings (Contd)

Majority of the managers said that the trainingprogramme they attended was substantially relevant.

Overall rating of training programme was excellent andvery good.

Among the hygiene factors, security was the major

source of dissatisfaction, followed by supervision,working conditions, co-workers and pay.


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Among the motivators, recognition was the major source ofsatisfaction, followed by achievement and promotion.

The job satisfaction level among managers in the surveyed

organizations was either high or moderate. There was no managerwith job dissatisfaction.

Managers with high job satisfaction have attended more number oftraining programmes than managers with moderate job satisfaction.

Average number of training programmes attended by a highly jobsatisfied manager was 3.32; while that of a moderately satisfiedmanager was 1.17 per year.


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The study found that attending more number oftraining programmes had positive impact on jobsatisfaction of managers.

Managers with high job satisfaction have attended moreman days of training per year than the managers withmoderate job satisfaction.

The average man days of training attended by a highlyjob satisfied manager was 11.37 days per year; whilethat of a moderately satisfied manager was 5.04 daysper year.


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Major Findings (contd.)

Managers with high job satisfaction have attended more number oftraining programmes in public sector organisations than themanagers with high job satisfaction in private sector organisations

The average number of training programmes attended by a highlyjob satisfied manager was 2.18 in public sector organisations whileit was 1.98 in private sector organisations

Managers with moderate job satisfaction have attended morenumber of training programmes in public sector organisations than

the managers with moderate job satisfaction in private sectororganisations.


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The average number of training programmes attendedby a moderately job satisfied manager was 1.94 in publicsector organisations; while it was 1.88 in private sector

organisations

There exists a significant difference in the jobsatisfaction level among managers in public sectororganisations and private sector organisations

Overall, the study found that there was an impact oftraining on job satisfaction


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Type of Training

Types of Training No. of multiple PercentageResponses

Professional Training 224 25Executive Training 144 16

Administrative Training 136 15Technical Training 126 14Middle Management Training 90 10Pre-employment Training 90 10Pre-supervisory Training 63 7Any other Training 27 3________________________________________________________________________

Total 900 100


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Year of Training

Year of Training Number of Respondents Percentage

2001 181 40

2002 73 16

2003 69 152004 57 13

2005 75 16

__________________________________________________________

Total 455 100


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Duration of Training

Type of Training No. of Percentage AnnualMan Days Average

Man Days ofTraining PerRespondent

Pre-employment Training 9,268 55 4.07

Professional Training 2,696 16 1.19Technical Training 1,349 8 0.60Executive Training 1,180 7 0.52

Administrative Training 1,011 6 0.44Middle Mgt. Training 674 4 0.30Pre Supervisory Training 505 3 0.22

Any other Training 168 1 0.07

___________________________________________________________________________________

Total 16,851 100 7.41


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Objectives and Expectations fromthe Training Programme

Objectives and Expectations Percentage of preference

for each choice

1. Acquisition of knowledge 71

2. Knowledge retention 42

3. Changing attitudes 62

4. Development of skills (a) supervisory skills 40

(b) human relations skills 57

(c) leadership skills 57

(d) communication skills 53(e) interpersonal skills 55

(f) decision making skills 51

(g) problem solving skills 51


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Actual Benefits from theTraining Programme

Benefits Percentage

of preference

New knowledge and exposure to practical 78aspects that are pertinent to the job.

Specific approaches, skills and techniques that 66

can be applied on the job.

Change of attitude that will be helpful in the job. 69


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Testing of HypothesisResults of Correlation AnalysisIndependent Dependent Value of Level ofVariable Variable r Significance

(Objectives and Expectations (Actual Benefit receivedfrom training programme) from Training Programme)

1 Knowledge Acquisition 1.New Knowledge and exposure to .733 .05practical aspects that are pertinentto the job.

2.Changing Attitudes 2.Change of attitude that would be .712 .05helpful in the job.

3. Development of Skills 3.Specific approaches, skills and .658 .05technique that can be appliedon the job


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Average Score and Ranks ofDeterminants of Job SatisfactionDeterminants of Job Satisfaction Mean S.D Rank

Hygiene Factors 3.81 0.60 1

Security 4.11 0.68 1

Supervision 3.98 0.60 2Working Condition 3.82 0.74 3Co-workers 3.62 0.84 4Pay 3.46 0.98 5

Motivators 3.79 0.62 2

Recognition 4.15 0.71 1Achievement 3.75 0.69 2Promotion 3.61 0.87 3


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Overall Rankings of Determinantsof Job SatisfactionDeterminants of Job Satisfaction Mean Rank

Recognition 4.15 1

Security 4.11 2

Supervision 3.98 3

Working Condition 3.82 4

Achievement 3.75 5

Co-workers 3.62 6

Promotion 3.61 7

Pay 3.46 8


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Number of Managers with High andModerate Job Satisfaction

Job Satisfaction Level Number of PercentageManagers

Highly Satisfied 170 38

Moderately Satisfied 285 62

Total 455 100

N b f T i i P


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Number of Training ProgrammesAttended by Highly and Moderately

Job Satisfied ManagersType of Training 170 Highly 285 Moderately All 455Job Satisfied Job Satisfied Managers

Professional Training 141 83 224

Executive Training 82 62 144

Administrative Training 86 50 136

Technical Training 82 44 126

Middle Management Training 54 36 90

Pre-Employment Training 65 25 90

Pre-supervisory Training 38 25 63

Any Other Training 17 10 27

Total 565 335 900

Average 3.32 1.17 1.98

f h l f h


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Testing of Hypothesis-Results of t-Test to test thedifference in Job Satisfaction level betweenmanagers who have participated in more number

of training programmes than othersManagers Mean SD Mean SD SE t-value P-Value

Difference

---------------------------------------------------------------------------------------

High Job Satisfaction 3.32 0.75

2.15 1.07 0.08 26.2 0.000*

Moderate Job

Satisfaction 1.17 0.62

--------------------------------------------------------------------------------------

* Significant at 0.01 level


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Man Days of Training Attended by Highlyand Moderately Job Satisfied ManagersType of Training 170 Highly 285 Moderately All 455

Job Satisfied Job Satisfied ManagersManagers Managers

1.Professional Training 5,234 4,034 9,2682.Executive Training 1,298 1,398 2,696

3.Administrative Training 898 451 1,3494.Technical Training 616 564 1,1805.Middle Mangt. Training 784 227 1,0116.Pre-employment Training 438 236 6747.Pre-supervisory Training 302 203 5058.Any other Training 98 70 168

Total 9,668 7,183 16,851

Average Man Daysof Training AttendedPer Manager Per Year 11.37 5.04 7.41

Testing of Hypothesis:


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Testing of Hypothesis:Result of t-Test to test the difference in Job Satisfactionlevel between managers who have attended more mandays of training than others

Managers Mean SD Mean SD SE t-value P-valueDifference

___________________________________________________________________________

High JobSatisfaction 11.37 0.84

6.33 0.97 0.07 28.4 0.000*

ModerateJobSatisfaction 5.04 0.91

_____________________________________________________________________________

* Significant at 0.01 level

M ith hi h d d t


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Managers with high and moderatejob satisfaction by public and

private sector organisationsType of Public Private Total

job satisfaction sector sector

High 86 84 170

Moderate 141 144 285

Total 227 228 455

N b f t i i tt d d


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Number of training programmes attendedby managers with high and moderate job satisfaction inpublic sector organisationsType of Managers Managers Total

Training with high withjob moderatesatisfaction job

satisfaction(N=86) (N=141) (N=227)

1. Professional Trg 57 70 1272. Executive Training 22 41 633. Administrative Trg 21 48 694. Technical Training 22 49 71

5. Middle Mgt Training 14 27 416. Pre employment Trg 40 10 507. Pre supervisory Trg 06 22 288. Any other Training 06 07 13

Total 188 274 462

Average 2.18 1.94 2.13


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Result of t- test to test the difference in jobsatisfaction level between managers in public

sector & private sector organisations Managers Mean SD Mean SD SE t- value p value

with high diff.

Job satisfaction

Public sector 2.18 0.92

0.2 0.37 0.04 4.07 0.000*

Private sector 1.98 0.86

________________________________________________________________________*significant at 0.01 level


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Number of training programmes attendedby managers with high and moderate job satisfaction in private sector organisationsType of Managers Managers TotalTraining with high with

job moderatesatisfaction jobsatisfaction

(N=84) (N=144 ) (N=228)

1. Professional Trg 37 58 95

2. Executive Training 30 45 753. Administrative Trg 23 40 634. Technical Training 30 33 635. Middle Mgt Training 14 30 446. Pre employment Trg 22 26 487. Pre supervisory Trg 07 23 30

8. Any other Training 03 17 20Total 166 272 438

Average 1.98 1.88 1.92


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Result of t-test to test the difference in job satisfactionlevel between managers in public sector &private sectororganisations

Managers Mean SD Mean SD SE t-value p-value

With diff.

Moderate

Job satisfaction

Public sector 1.94 0.99

0.06 0.30 0.005 3.9 0.000*

Private sector 1.88 0.98

__________________________________________________________

*Significant at 0.01 level


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Suggestions for Practice andResearchMore number of training programmes should be conducted to enhance the job

satisfaction level.

More man days of training should be given to professional, executive,technical, administrative and middle-management training programmes

There are two possible avenues for future research. The first would focus thecost benefit analysis and the second would focus on the utility analysis

The cost benefit analysis only looks at the financial value of improvement inthe problem that training is intended to correct e.g., reduction in labourgrievances.

Utility analysis looks at all the ways in which the trainees improved jobperformance will financially benefit the organization i.e., reducedgrievance, improved relations with labour forces, less turnover, and so on


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Limitations of the Study

The main limitation of this study is that the cost-benefit evaluation andcost-effectiveness evaluation of training programmes have not beencovered. There are two valid reasons for this limitation.

First, some of the respondent companies have not compiled these data.Therefore, they are unable to provide data.

Second, some of the companies, though they have compiled thesedata, they are not ready to share such information with theresearcher.

The available objective measures of effectiveness of training in termsof number of training programmes attended and man days oftraining received by the managers were used to study the impact oftraining in this study. .


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Ppt for Viva at the University of Mysore

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