WELCOME

1. WELCOME

2. IMPACT OF TRAINING ON JOB SATISFACTIONAMONG MANAGERS - AN EVALUATION OF TRAINING PROGRAMMES OF SELECTED ORGANISATIONS IN INDIA By MATHEW GEORGE

3. Rationale for the Study The earlier studies have contributed extensively in developing a body of knowledge, each one of them has dealt with only one specific aspect of training. However, a study of the impact of training on certain critical aspects of organizational psychology like Job Satisfaction is yet to be done. This research study attempts to fill this research gap.

4. Objectives of the Study 1. Understand the objectives and expectations of managers from the training programme and actual benefits received by them from the training programme 2. Study the number of training programmes and man days of training programmes attended by managers. 3. Explore the type of training programmes- in-house or out-house, and on-the-job or off-the-job, attended by the managers.

5. Objectives (contd) 4. Examine the methods applied in the training programmes attended by the managers and their effectiveness. 5. Assess the determinants of job satisfaction among managers. 6. Study the impact of training on job satisfaction among managers.

6. Objectives (contd.) 7. Study the difference in the job satisfaction level among managers in public sector organisations and private sector organisations

7. Hypotheses of the Study H1: There exists a positive relationship between objectives and expectations of managers from the training programme and actual benefits received from them. H2 : There is a significant difference in job satisfaction level between managers who have participated in more number of training programmes than others. H3 : There is a significant difference in job satisfaction level between managers who have attended more man days of training than others.

8. Hypotheses (contd) H4 :There is a significant difference in the job satisfaction level between managers who participated in more number of training programmes in public sector organisations than in private sector organisations

9. Major Findings ● Managers attended training programmes in all the five years of the study period from 2001-2005. The evidence shows a declining trend in number of managers who are attending training programme. ●Managers have attended more than one type of training programmes during the study period. On an average, each manager has undergone two types of training programmes during the study period. ● Out of the eight types of training programmes studied, professional training was the most preferred training programme followed by executive and administrative training. Pre-employment and pre-supervisory training programmes were the least preferred training programmes.

10. Major Findings (contd) ● A manager, on an average, has undergone 7.41 man days of training per year. ● 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 the trainees but the man days of training devoted for it was only 1.19. On the other hand, pre-employment and pre-supervisory training programmes were the least preferred training programmes by the trainees. However, the man days of training devoted for them were 4.07 and 0.22 respectively. This finding shows that more man days training was provided simply and that was mandated.

11. Major Findings (contd) ● Most of the training porgammes attended by the managers were of in-house type (4.08 man days) as against out-house type (3.33 man days). This trend is due to the strengths of in-house programmes perceived by the organizations with respect to learning objectives, control of content and delivery 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, since trainees are applying their knowledge in the actual job situation. Thus transfer of training occurs naturally. An additional benefit is that on-the-job training process will provide new employees with rapid orientation to know how the organisation operates. It also has the potential of developing more positive relationships among older and new employees and between supervisors and their subordinates.

12. Major Findings (contd) ● Acquisition of knowledge, changing of attitude and development of skills were the main objectives and expectations from the training programmes. ● Actual benefits received from the training programme correlated with objectives and expectations from the training programme. ● Case Study, Lecture, Role Play, Seminars and Business Games were the most frequently used and effective methods of training programme attended by the managers. ● Most of the managers agreed that training methods and techniques applied in the training programmes were appropriate to convey the lessons of the topic.

13. Major Findings (Contd) ● Majority of the managers said that the training programme they attended was substantially relevant. ● Overall rating of training programme was excellent and very good. ● Among the hygiene factors, security was the major source of dissatisfaction, followed by supervision, working conditions, co-workers and pay.

14. Major Findings (contd) ● Among the motivators, recognition was the major source of satisfaction, followed by achievement and promotion. ● The job satisfaction level among managers in the surveyed organizations was either high or moderate. There was no manager with job dissatisfaction. ● Managers with high job satisfaction have attended more number of training programmes than managers with moderate job satisfaction. ● Average number of training programmes attended by a highly job satisfied manager was 3.32; while that of a moderately satisfied manager was 1.17 per year.

15. Major Findings (contd) ● The study found that attending more number of training programmes had positive impact on job satisfaction of managers. ● Managers with high job satisfaction have attended more man days of training per year than the managers with moderate job satisfaction. ● The average man days of training attended by a highly job satisfied manager was 11.37 days per year; while that of a moderately satisfied manager was 5.04 days per year.

16. Major Findings (contd.) • Managers with high job satisfaction have attended more number of training programmes in public sector organisations than the managers with high job satisfaction in private sector organisations • The average number of training programmes attended by a highly job satisfied manager was 2.18 in public sector organisations while it was 1.98 in private sector organisations • Managers with moderate job satisfaction have attended more number of training programmes in public sector organisations than the managers with moderate job satisfaction in private sector organisations.

17. Major Findings (contd) • The average number of training programmes attended by a moderately job satisfied manager was 1.94 in public sector organisations; while it was 1.88 in private sector organisations • There exists a significant difference in the job satisfaction level among managers in public sector organisations and private sector organisations • Overall, the study found that there was an impact of training on job satisfaction

18. Type of Training Types of Training No. of multiple Percentage Responses Professional Training 224 25 Executive Training 144 16 Administrative Training 136 15 Technical Training 126 14 Middle Management Training 90 10 Pre-employment Training 90 10 Pre-supervisory Training 63 7 Any other Training 27 3 ________________________________________________________________________ Total 900 100

19. Year of Training Year of Training Number of Respondents Percentage 2001 181 40 2002 73 16 2003 69 15 2004 57 13 2005 75 16 __________________________________________________________ Total 455 100

20. Duration of Training Type of Training No. of Percentage Annual Man Days Average Man Days of Training Per Respondent Pre-employment Training 9,268 55 4.07 Professional Training 2,696 16 1.19 Technical Training 1,349 8 0.60 Executive Training 1,180 7 0.52 Administrative Training 1,011 6 0.44 Middle Mgt. Training 674 4 0.30 Pre Supervisory Training 505 3 0.22 Any other Training 168 1 0.07 ___________________________________________________________________________________ Total 16,851 100 7.41

21. Objectives and Expectations from the 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

22. Actual Benefits from the Training Programme Benefits Percentage of preference New knowledge and exposure to practical 78 aspects 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

23. Testing of HypothesisResults of Correlation Analysis Independent Dependent Value of Level of Variable Variable ‘r’ Significance (Objectives and Expectations (Actual Benefit received from training programme) from Training Programme) 1 Knowledge Acquisition 1.New Knowledge and exposure to .733 .05 practical aspects that are pertinent to the job. 2.Changing Attitudes 2.Change of attitude that would be .712 .05 helpful in the job. 3. Development of Skills 3.Specific approaches, skills and .658 .05 technique that can be applied on the job

24. Average Score and Ranks of Determinants of Job Satisfaction Determinants 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 2 Working Condition 3.82 0.74 3 Co-workers 3.62 0.84 4 Pay 3.46 0.98 5 Motivators 3.79 0.62 2 Recognition 4.15 0.71 1 Achievement 3.75 0.69 2 Promotion 3.61 0.87 3

25. Overall Rankings of Determinants of Job Satisfaction Determinants 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

26. Number of Managers with High and Moderate Job Satisfaction Job Satisfaction Level Number of Percentage Managers Highly Satisfied 170 38 Moderately Satisfied 285 62 Total 455 100

27. Number of Training Programmes Attended by Highly and ModeratelyJob Satisfied Managers Type of Training 170 Highly 285 Moderately All 455 Job 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

28. Testing of Hypothesis-Results of t-Test to test the difference in Job Satisfaction level between managers who have participated in more number of training programmes than others Managers 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

29. Man Days of Training Attended by Highly and Moderately Job Satisfied Managers Type of Training 170 Highly 285 Moderately All 455 Job Satisfied Job Satisfied Managers Managers Managers 1.Professional Training 5,234 4,034 9,268 2.Executive Training 1,298 1,398 2,696 3.Administrative Training 898 451 1,349 4.Technical Training 616 564 1,180 5.Middle Mangt. Training 784 227 1,011 6.Pre-employment Training 438 236 674 7.Pre-supervisory Training 302 203 505 8.Any other Training 98 70 168 Total 9,668 7,183 16,851 Average Man Days of Training Attended Per Manager Per Year11.37 5.04 7.41

30. Testing of Hypothesis:Result of t-Test to test the difference in Job Satisfaction level between managers who have attended more man days of training than others Managers Mean SD Mean SD SE t-value P-value Difference ___________________________________________________________________________ High Job Satisfaction 11.37 0.84 6.33 0.97 0.07 28.4 0.000* Moderate Job Satisfaction 5.04 0.91 _____________________________________________________________________________ * Significant at 0.01 level

31. Managers with high and moderate job satisfaction by public and private sector organisations Type of Public Private Total job satisfaction sector sector High 86 84 170 Moderate 141 144 285 Total 227 228 455

32. Number of training programmes attended by managers with high and moderate job satisfaction in public sector organisationsType of Managers Managers TotalTraining with high with job moderate satisfaction 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 49 715. 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 462Average 2.18 1.94 2.13

33. Result of t- test to test the difference in job satisfaction 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

34. Number of training programmes attended by managers with high and moderate job satisfaction in private sector organisationsType of Managers Managers TotalTraining with high with job moderate satisfaction job satisfaction (N=84) (N=144 ) (N=228)1. Professional Trg 37 58 952. 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 23 308. Any other Training 03 17 20 Total 166 272 438Average 1.98 1.88 1.92

35. Result of t-test to test the difference in job satisfaction level between managers in public sector &private sector organisations 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

36. Suggestions for Practice and Research More 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 the cost benefit analysis and the second would focus on the utility analysis The cost benefit analysis only looks at the financial value of improvement in the problem that training is intended to correct e.g., reduction in labour grievances. Utility analysis looks at all the ways in which the trainee’s improved job performance will financially benefit the organization i.e., reduced grievance, improved relations with labour forces, less turnover, and so on

37. Limitations of the Study The main limitation of this study is that the cost-benefit evaluation and cost-effectiveness evaluation of training programmes have not been covered. 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 these data, they are not ready to share such information with the researcher. The available objective measures of effectiveness of training in terms of number of training programmes attended and man days of training received by the managers were used to study the impact of training in this study. .

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