A Literature Review And Reports On Training And Development
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The International Journal Of Management
23
Vol 3 Issue 1
(
January, 2014
)
www.theijm.com
A Literature Review and Reports on Training and Devel
opment
1. Introduction
This paper enunciates the importance, need of revie
w of literature and the related review of studies t
o the topic. Management
Education in India is of a comparatively recent ori
gin. In the last two decades there has been a rapid
growth in the number of
institutions offering management education. With th
e diversion of sizeable economics and human resourc
es in this strategic area
of national development, there should be simultaneo
us endeavors to explore and study the various facto
rs that affects management
training, right from the identification of the trai
ning needs, selection of suitable trainees, the mod
us operandi of the training
process, the supportive climate provided to the tra
inees in the organization the subsequent impact of
the course on the trainees
efficiency and its effect on the organization.
In this paper, a review of studies related to the t
opic under study is given below:
Muhammad Zahid Iqbal et. al
in the year (2011)
has done their research in the topic
AN EMPIRICAL ANALYSIS OF
THE RELATIONSHIP BETWEEN CHARACTERISTICS AND FORMAT
IVE EVALUATION OF TRAINING
Their
analysis is about the relationship between characte
ristics and formative evaluation of Training. This
paper attempted to signify the
use of formative training evaluation. The authors h
ave carried out a study at three public-sector trai
ning institutions to empirically
test the predicted relationship between the trainin
g characteristics and formative training evaluation
under the Kirkpatrick model
(reaction and learning) . This study explains the c
ausal linkage between components of formative train
ing evaluation, the
mediating role of reaction in the relationships bet
ween training characteristics and learning was also
investigated. The principal
finding revealed that a set of seven training chara
cteristics explained 59% and 61% variance in reacti
on and learning respectively.
All training characteristics were found to have a p
ositive impact on reaction and learning except trai
ning contents. The study
ISSN 2277
-
5846
THE INTERNATIONAL JOURNAL OF MANAGEMENT
Shakila P.
Ph. D,. Research Scholar (Full Time), Department of Inter
national Business
School of Management, Pondicherry University, Pondicherry,
India
Abstract:
This paper aims to provide a synthetic review of th
e literature on the training and development. Revie
w of literature justifies
the reason for our research. It demonstrates the to
pic. It narrates a brief elaboration of prior studi
es. Prior research will help
us to ensure that we have included all of our major
relevant constructs in our study. It talks about t
he knowledge of our field
which allows us to identify the gap which our resea
rch could fill and also strengths the topic that w
e chosen for our research.
The literature review will help us to find and sele
ct appropriate measurement instruments. The literat
ure review is needed
because it is a necessary skill both for researcher
s and for practitioners of a profession which claim
s to be founded on a
knowledge base and also to locate and summarize the
findings of research on a given topic not uncritic
ally but assessing the
evidence and for argument to sustain the conclusion
s. It is also useful to obviate the need for fresh
research or to replicate the
study. Polit and Hungler in the year (2001) stated
that the term Literature Review is often used to
cover both the process of
searching for relevant literature and the critical
reporting of the literature. Cormack in the year (1
991) stated that
Literature Review means to systematically read, c
ritically appraise, and then synthesize the materia
l into a coherent,
structured, and logical review of the literature.
Key words
: Training and Development, Evaluation and effectiv
eness of training, Employees attitude, Satisfactio
n
of employees
23
Vol 3 Issue 1
(
January, 2014
)
www.theijm.com
A Literature Review and Reports on Training and Devel
opment
1. Introduction
This paper enunciates the importance, need of revie
w of literature and the related review of studies t
o the topic. Management
Education in India is of a comparatively recent ori
gin. In the last two decades there has been a rapid
growth in the number of
institutions offering management education. With th
e diversion of sizeable economics and human resourc
es in this strategic area
of national development, there should be simultaneo
us endeavors to explore and study the various facto
rs that affects management
training, right from the identification of the trai
ning needs, selection of suitable trainees, the mod
us operandi of the training
process, the supportive climate provided to the tra
inees in the organization the subsequent impact of
the course on the trainees
efficiency and its effect on the organization.
In this paper, a review of studies related to the t
opic under study is given below:
Muhammad Zahid Iqbal et. al
in the year (2011)
has done their research in the topic
AN EMPIRICAL ANALYSIS OF
THE RELATIONSHIP BETWEEN CHARACTERISTICS AND FORMAT
IVE EVALUATION OF TRAINING
Their
analysis is about the relationship between characte
ristics and formative evaluation of Training. This
paper attempted to signify the
use of formative training evaluation. The authors h
ave carried out a study at three public-sector trai
ning institutions to empirically
test the predicted relationship between the trainin
g characteristics and formative training evaluation
under the Kirkpatrick model
(reaction and learning) . This study explains the c
ausal linkage between components of formative train
ing evaluation, the
mediating role of reaction in the relationships bet
ween training characteristics and learning was also
investigated. The principal
finding revealed that a set of seven training chara
cteristics explained 59% and 61% variance in reacti
on and learning respectively.
All training characteristics were found to have a p
ositive impact on reaction and learning except trai
ning contents. The study
ISSN 2277
-
5846
THE INTERNATIONAL JOURNAL OF MANAGEMENT
Shakila P.
Ph. D,. Research Scholar (Full Time), Department of Inter
national Business
School of Management, Pondicherry University, Pondicherry,
India
Abstract:
This paper aims to provide a synthetic review of th
e literature on the training and development. Revie
w of literature justifies
the reason for our research. It demonstrates the to
pic. It narrates a brief elaboration of prior studi
es. Prior research will help
us to ensure that we have included all of our major
relevant constructs in our study. It talks about t
he knowledge of our field
which allows us to identify the gap which our resea
rch could fill and also strengths the topic that w
e chosen for our research.
The literature review will help us to find and sele
ct appropriate measurement instruments. The literat
ure review is needed
because it is a necessary skill both for researcher
s and for practitioners of a profession which claim
s to be founded on a
knowledge base and also to locate and summarize the
findings of research on a given topic not uncritic
ally but assessing the
evidence and for argument to sustain the conclusion
s. It is also useful to obviate the need for fresh
research or to replicate the
study. Polit and Hungler in the year (2001) stated
that the term Literature Review is often used to
cover both the process of
searching for relevant literature and the critical
reporting of the literature. Cormack in the year (1
991) stated that
Literature Review means to systematically read, c
ritically appraise, and then synthesize the materia
l into a coherent,
structured, and logical review of the literature.
Key words
: Training and Development, Evaluation and effectiv
eness of training, Employees attitude, Satisfactio
n
of employees
The International Journal Of Management
24
Vol 3 Issue 1
(
January, 2014
)
www.theijm.com
concluded with areas of future research emphasizing
on linking formative evaluation with summative one
i.e. Behavior and
results.
Eugen Rotarescu
in the year (2010)
has reviewed on the topic
ALTERNATIVE SELECTION UNDER RISK
CONDITIONS IN HUMAN RESOURCES TRAINING AND DEVELOPM
ENT THROUGH THE APPLICATION OF
THE ESTIMATED MONETARY VALUE AND DECISION TREE ANAL
YSIS.
The topic in this article is the presentation
in a succinct and applicative manner of several dec
ision making processes and the methods applied to h
uman resources training
and development in environments with risk factors.
The decisions have been optimized by the human reso
urces training and
development, the decision makers have readily avail
able with two methods of analysis they are: (1) the
decision matrix and (2) the
decision tree method. Both methods compute the alte
rnatives based on the estimated monetary value (EMV)
. Finally the decision
matrix and the decision tree analyses represent two
viable, scalable and easily applicable framework a
nalyses for selecting the
optimum course of action regarding the training and
development of human resources. Both analyses gene
rate the same solution
and rely on the accuracy of the expected monetary v
alue (EMV) method calculated for each course alterna
tive action. Of these
two methods, the selected decision method depends o
n the circumstances, the complexity of the situatio
n and preference of the
decision makers.
Pilar Pineda
in the year (2010)
has done his research in this topic
EVALUATION OF TRAINING IN ORGANIZATIONS:
A PROPOSAL FOR AN INTEGRATED MODEL
and the authors purpose of this paper is to presen
t an evaluation model
that has been successfully applied in the Spanish c
ontext that integrates all training dimensions and
effects, to act as a global tool
for organizations. This model analyses satisfaction
, learning, pedagogical aspects, transfer, impact a
nd profitability of training and
is therefore a global model. The author says that t
raining is a key strategy for human resources devel
opment and in achieving
organizational objectives. Organizations and public
authorities invest large amounts of resources in t
raining, but rarely have the
data to show the results of that investment. Only a
few organizations evaluate training in depth due t
o the difficulty involved and
the lack of valid instruments and viable models. Th
e papers approach is theoretical, and the methodol
ogy used involves a review
of previous evaluation models and their improvement
by comparing their application in practice. The au
thor has also applied the
model successfully in several public and private or
ganizations, in industry and in the services sector
, which demonstrates its
usefulness and viability in evaluating the results
of training. Therefore, this evaluation model has i
nteresting and practical
implications, as a useful tool for training manager
s in evaluating training results, as well as provid
ing a global simplified approach
to the complex evaluation function. The originality
of this evaluation model lies in its focus on a ke
y and novel aspect i.e. the
pedagogical dimension, providing an integrated tool
that can be easily adapted to any organization.
Cary Cherniss et.al
.
In the year (2010)
has done their research in the topic
PROCESSDESIGNED TRAINING: A NEW
APPROACH FOR HELPING LEADERS DEVELOP EMOTIONAL AND
SOCIAL COMPETENCE
and they have
evaluated the effectiveness of a leadership develop
ment program based on International Organization fo
r Standardization (ISO)
principles. The program utilized process-designed t
raining groups to help participants develop emotion
al and social competence.
The study involved 162 mangers from nine different
companies in a random assignment control group desi
gn. There were nine
different groups with nine managers in each group.
Each group was required to follow the identical pro
cess. His results indicated
that after two years the intervention group had imp
roved more than the controls on all Emotional Compe
tence Inventory variables.
The paper offers recommendations for future researc
h on the mechanisms underlying the process-designed
group strategy and
contextual factors that optimize results. This pape
r describes a leadership development strategy that
appears to be more
economical and consistent in its delivery than trad
itional approaches such as workshops or executive c
oaching. Although ISO
principles are utilized widely in the business worl
d, this is the first study that has used this appro
ach in the design and delivery of
management development.
Thomas Andersson
in the year (2010)
has done his research in the topic
STRUGGLES OF MANAGERIAL BEING AND
BECOMING (Experiences from managers personal devel
opment training)
and has reviewed this paper to investigate the
struggles of managerial identity in relation to the
process of becoming/being a manager, and the perso
nal conflicts involved within
this process. Management training tends to be based
on the idea that management concerns the acquisitio
n of competencies,
techniques and personal awareness, while managerial
practice is more fluid and contextually based. The
re is a challenge for
organizers of all types of management training to b
ridge gap between a fixed idea of what is to be a m
anger and how management
is actually practiced. The methodology used in this
paper is a qualitative longitudinal project. The l
ongitudinal and in-depth
qualitative approach facilities an important contri
bution to understanding issues in developing a mana
gerial ability. On the whole
62 interviews and eight half-day observations were
conducted. The study focuses on only five managers
in two organizations.
This small sample limits the generalisability of th
e research. Finally the study puts emphasis on the
role of management training in
providing templates for how to be a manger, but i
t also illustrates the double-edged and complex rol
e played by context in
managerial being and becoming.
David Mc Guire and Mammed Bagher
in the year (2010)
has done their research in the topic
DIVERSITY TRAINING IN
ORGANIZATIONS: AN INTRODUCTION
and
has reviewed the literature on diversity training a
nd examine the effect of
power, privilege and politics of diversity in organ
izations. This is a conceptual paper examining the
arguments in favor and
against diversity training in organizations. It ide
ntifies the presence of dominant groups in society
leading to the marginalization
24
Vol 3 Issue 1
(
January, 2014
)
www.theijm.com
concluded with areas of future research emphasizing
on linking formative evaluation with summative one
i.e. Behavior and
results.
Eugen Rotarescu
in the year (2010)
has reviewed on the topic
ALTERNATIVE SELECTION UNDER RISK
CONDITIONS IN HUMAN RESOURCES TRAINING AND DEVELOPM
ENT THROUGH THE APPLICATION OF
THE ESTIMATED MONETARY VALUE AND DECISION TREE ANAL
YSIS.
The topic in this article is the presentation
in a succinct and applicative manner of several dec
ision making processes and the methods applied to h
uman resources training
and development in environments with risk factors.
The decisions have been optimized by the human reso
urces training and
development, the decision makers have readily avail
able with two methods of analysis they are: (1) the
decision matrix and (2) the
decision tree method. Both methods compute the alte
rnatives based on the estimated monetary value (EMV)
. Finally the decision
matrix and the decision tree analyses represent two
viable, scalable and easily applicable framework a
nalyses for selecting the
optimum course of action regarding the training and
development of human resources. Both analyses gene
rate the same solution
and rely on the accuracy of the expected monetary v
alue (EMV) method calculated for each course alterna
tive action. Of these
two methods, the selected decision method depends o
n the circumstances, the complexity of the situatio
n and preference of the
decision makers.
Pilar Pineda
in the year (2010)
has done his research in this topic
EVALUATION OF TRAINING IN ORGANIZATIONS:
A PROPOSAL FOR AN INTEGRATED MODEL
and the authors purpose of this paper is to presen
t an evaluation model
that has been successfully applied in the Spanish c
ontext that integrates all training dimensions and
effects, to act as a global tool
for organizations. This model analyses satisfaction
, learning, pedagogical aspects, transfer, impact a
nd profitability of training and
is therefore a global model. The author says that t
raining is a key strategy for human resources devel
opment and in achieving
organizational objectives. Organizations and public
authorities invest large amounts of resources in t
raining, but rarely have the
data to show the results of that investment. Only a
few organizations evaluate training in depth due t
o the difficulty involved and
the lack of valid instruments and viable models. Th
e papers approach is theoretical, and the methodol
ogy used involves a review
of previous evaluation models and their improvement
by comparing their application in practice. The au
thor has also applied the
model successfully in several public and private or
ganizations, in industry and in the services sector
, which demonstrates its
usefulness and viability in evaluating the results
of training. Therefore, this evaluation model has i
nteresting and practical
implications, as a useful tool for training manager
s in evaluating training results, as well as provid
ing a global simplified approach
to the complex evaluation function. The originality
of this evaluation model lies in its focus on a ke
y and novel aspect i.e. the
pedagogical dimension, providing an integrated tool
that can be easily adapted to any organization.
Cary Cherniss et.al
.
In the year (2010)
has done their research in the topic
PROCESSDESIGNED TRAINING: A NEW
APPROACH FOR HELPING LEADERS DEVELOP EMOTIONAL AND
SOCIAL COMPETENCE
and they have
evaluated the effectiveness of a leadership develop
ment program based on International Organization fo
r Standardization (ISO)
principles. The program utilized process-designed t
raining groups to help participants develop emotion
al and social competence.
The study involved 162 mangers from nine different
companies in a random assignment control group desi
gn. There were nine
different groups with nine managers in each group.
Each group was required to follow the identical pro
cess. His results indicated
that after two years the intervention group had imp
roved more than the controls on all Emotional Compe
tence Inventory variables.
The paper offers recommendations for future researc
h on the mechanisms underlying the process-designed
group strategy and
contextual factors that optimize results. This pape
r describes a leadership development strategy that
appears to be more
economical and consistent in its delivery than trad
itional approaches such as workshops or executive c
oaching. Although ISO
principles are utilized widely in the business worl
d, this is the first study that has used this appro
ach in the design and delivery of
management development.
Thomas Andersson
in the year (2010)
has done his research in the topic
STRUGGLES OF MANAGERIAL BEING AND
BECOMING (Experiences from managers personal devel
opment training)
and has reviewed this paper to investigate the
struggles of managerial identity in relation to the
process of becoming/being a manager, and the perso
nal conflicts involved within
this process. Management training tends to be based
on the idea that management concerns the acquisitio
n of competencies,
techniques and personal awareness, while managerial
practice is more fluid and contextually based. The
re is a challenge for
organizers of all types of management training to b
ridge gap between a fixed idea of what is to be a m
anger and how management
is actually practiced. The methodology used in this
paper is a qualitative longitudinal project. The l
ongitudinal and in-depth
qualitative approach facilities an important contri
bution to understanding issues in developing a mana
gerial ability. On the whole
62 interviews and eight half-day observations were
conducted. The study focuses on only five managers
in two organizations.
This small sample limits the generalisability of th
e research. Finally the study puts emphasis on the
role of management training in
providing templates for how to be a manger, but i
t also illustrates the double-edged and complex rol
e played by context in
managerial being and becoming.
David Mc Guire and Mammed Bagher
in the year (2010)
has done their research in the topic
DIVERSITY TRAINING IN
ORGANIZATIONS: AN INTRODUCTION
and
has reviewed the literature on diversity training a
nd examine the effect of
power, privilege and politics of diversity in organ
izations. This is a conceptual paper examining the
arguments in favor and
against diversity training in organizations. It ide
ntifies the presence of dominant groups in society
leading to the marginalization
The International Journal Of Management
25
Vol 3 Issue 1
(
January, 2014
)
www.theijm.com
and oppression of minority diverse groups. Diversit
y training has a significant role to play in foster
ing greater equality, inclusion
and fairness in the workplace. Critically, it can h
elp diverse individuals and communities recoup impo
rtant aspects of their identity
and enjoy productive fulfilling careers in the work
place. Diversity fosters a new outlook in organizat
ions through capitalizing on
the perspectives of all employees and giving voice
to silenced minorities. It promotes greater underst
anding, communication and
the integration of different worldviews in decision
making and problem solving. To embed diversity eff
ectively in organizations
requires leadership by senior management and a real
ization that diversity will improve performance met
rics, rather than simply
being a socially desirable ideal. It involves recog
nizing that promoting diversity and an inclusive cu
lture is a shared responsibility
and is not solely the preserve of diversity advocat
es or HR departments. Finally the author says that
as globalization effects
increase and the participation of diverse groups in
the workplace grows, there is a clear need in the
field of Human Resource
Development (HRD) to commit to promoting the cause
of diversity. Diversity needs to become a priority
item on the HRD agenda
through embedding diversity into the curricula of H
RD programs.
Franco Gandolfi
in the year (2009)
has done his research in the topic
TRAINING AND DEVELOPMENT IN AN ERA OF
DOWNSIZING
and he has analyzed that downsizing as a restructur
ing strategy which has been actively implemented fo
r the
last three decades. While employee reductions were
utilized mainly in response to crises prior to the
mid 1980s, downsizing
developed into a fully-fledged managerial strategy
for tens of thousands of companies in the mid to la
te 1980s. Since then,
downsizing has transformed the international corpor
ate landscape and affected the lives of hundreds of
millions of individuals
around the world. While the overall effects of down
sizing have been widely reported, many misconceptio
ns surrounding the
concept of downsizing have remained. This conceptua
l paper focuses on the role of training and develop
ment (T&D) during the
downsizing process. In particular, the research dep
icts the current body of literature associated with
the function of HR and its
plans, programs, and policies that firms adopting d
ownsizing must provide to their surviving workforce
s. Finally, this paper offers
concluding comments regarding effective downsizing
practices that have emerged in the literature.
Cody Cox. B
in the year (2009)
has done his research in the topic
THE MODERATING EFFECT OF INDIVIDUAL
DIFFERENCES ON THE RELATIONSHIP BETWEEN THE FRAMING
OF TRAINING AND INTEREST IN
TRAINING
and has reviewed that the moderating effect of indi
vidual differences in the relationship between fram
ing training
was examined for technical and nontechnical content
areas. Participants were 109 working age adults (Me
an age 38.14 years, SD
12.20 years). Self-efficacy and goal orientation we
re examined as moderators. Results showed a three-w
ay interaction between
performance orientation (a dimension of goal orient
ation reflecting the desire to demonstrate competen
ce in an achievement
setting), age, and frame for technical training and
a three-way interaction between performance orient
ation, self-efficacy, and
frame for nontechnical training. Implications for f
uture research as well as framing training to enhan
ce interest are discussed.
David Pollitt in the year (2009)
has done his research in the topic
TRAINING TEAM SHINES AT AXA SUN LIFE (Staff
development adapts to economic downturn)
and he has reviewed that in the fiercely competitiv
e, tightly regulated financial-
services sector, customer-facing staff must be trai
ned to sell the right product at the right time in
a way that is fair to all. AXA sun
life provides pension and investment advice and pro
ducts to millions of individuals and businesses thr
ough two UK building
societies Britannia and Birmingham Midshires. Ens
uring that its 200 employees have up-to-date skills
and knowledge falls to
regulated-sales training manager Paul Ingleby and h
is team of four, who operate from AXAs Coventry he
ad office. We have
robust testing and assessment processes for every p
rogram and every delegate. This extends to the trai
ners, who also go through
an annual process to ensure that they have the prod
uct knowledge themselves, as well as the skills to
deliver it. A huge amount of
experience resides within the team, both as trainer
s and, formerly as advisors. Feedback suggests that
enhanced training
proficiency is being translated into improved skill
s within the business.
David Pollitt in the year (2009)
has done his research in the topic
THOMSON REUTERS MAPS NEW RELATIONSHIPS
IN LEARNING AND COLLABORATION (Software helps compa
nies to keep track of various threads and aspects o
f
training)
and
s
ays that information is the lifeblood of business,
the economy and most aspects of society, from healt
h care to
legal affairs and scientific investigation to the c
hat by the coffee machine. Thomson Reuters is an im
portant source of information
and news for businesses and other organizations aro
und the globe. Mind mapping is a graphical techniqu
e for visualizing
processes and projects using a structure that place
s an objective as a central image. Mind mapping play
s a central role in every
aspect of our learning and development work, from t
he needs analysis to brainstorming around course de
velopment and delivery,
through data capture and performance charting. Henc
e with such heavy use of mind maps across the organ
ization, one of the
training requirements that Charles Jennings has to
meet is the demand for training on the use of Mindje
t products. This is largely
met by access to the companys own web-based tutori
als, training centers or courses provided by author
ized training partners,
often specializing in particular areas of applicati
on.
David Pollitt in the year (2009)
has done his research in the topic
SOUTHERN COACHES MANAGERS IN A BETTER
WAY OF WORKING (Training and development help rail
company to improve organizational culture and
performance)
and has said that managers at a
UK
train operator have become role models for their e
mployees, who now have
more power to take direct responsibility and reach
their full potential. The change has taken place fo
llowing a management-
development program at train operator Southern, wor
king with coaching and training company Buonacorsi
Consulting. The
program has so far reached 300 managers, including
the managing director Chris Burchell. Some 20 manag
ers, from different
25
Vol 3 Issue 1
(
January, 2014
)
www.theijm.com
and oppression of minority diverse groups. Diversit
y training has a significant role to play in foster
ing greater equality, inclusion
and fairness in the workplace. Critically, it can h
elp diverse individuals and communities recoup impo
rtant aspects of their identity
and enjoy productive fulfilling careers in the work
place. Diversity fosters a new outlook in organizat
ions through capitalizing on
the perspectives of all employees and giving voice
to silenced minorities. It promotes greater underst
anding, communication and
the integration of different worldviews in decision
making and problem solving. To embed diversity eff
ectively in organizations
requires leadership by senior management and a real
ization that diversity will improve performance met
rics, rather than simply
being a socially desirable ideal. It involves recog
nizing that promoting diversity and an inclusive cu
lture is a shared responsibility
and is not solely the preserve of diversity advocat
es or HR departments. Finally the author says that
as globalization effects
increase and the participation of diverse groups in
the workplace grows, there is a clear need in the
field of Human Resource
Development (HRD) to commit to promoting the cause
of diversity. Diversity needs to become a priority
item on the HRD agenda
through embedding diversity into the curricula of H
RD programs.
Franco Gandolfi
in the year (2009)
has done his research in the topic
TRAINING AND DEVELOPMENT IN AN ERA OF
DOWNSIZING
and he has analyzed that downsizing as a restructur
ing strategy which has been actively implemented fo
r the
last three decades. While employee reductions were
utilized mainly in response to crises prior to the
mid 1980s, downsizing
developed into a fully-fledged managerial strategy
for tens of thousands of companies in the mid to la
te 1980s. Since then,
downsizing has transformed the international corpor
ate landscape and affected the lives of hundreds of
millions of individuals
around the world. While the overall effects of down
sizing have been widely reported, many misconceptio
ns surrounding the
concept of downsizing have remained. This conceptua
l paper focuses on the role of training and develop
ment (T&D) during the
downsizing process. In particular, the research dep
icts the current body of literature associated with
the function of HR and its
plans, programs, and policies that firms adopting d
ownsizing must provide to their surviving workforce
s. Finally, this paper offers
concluding comments regarding effective downsizing
practices that have emerged in the literature.
Cody Cox. B
in the year (2009)
has done his research in the topic
THE MODERATING EFFECT OF INDIVIDUAL
DIFFERENCES ON THE RELATIONSHIP BETWEEN THE FRAMING
OF TRAINING AND INTEREST IN
TRAINING
and has reviewed that the moderating effect of indi
vidual differences in the relationship between fram
ing training
was examined for technical and nontechnical content
areas. Participants were 109 working age adults (Me
an age 38.14 years, SD
12.20 years). Self-efficacy and goal orientation we
re examined as moderators. Results showed a three-w
ay interaction between
performance orientation (a dimension of goal orient
ation reflecting the desire to demonstrate competen
ce in an achievement
setting), age, and frame for technical training and
a three-way interaction between performance orient
ation, self-efficacy, and
frame for nontechnical training. Implications for f
uture research as well as framing training to enhan
ce interest are discussed.
David Pollitt in the year (2009)
has done his research in the topic
TRAINING TEAM SHINES AT AXA SUN LIFE (Staff
development adapts to economic downturn)
and he has reviewed that in the fiercely competitiv
e, tightly regulated financial-
services sector, customer-facing staff must be trai
ned to sell the right product at the right time in
a way that is fair to all. AXA sun
life provides pension and investment advice and pro
ducts to millions of individuals and businesses thr
ough two UK building
societies Britannia and Birmingham Midshires. Ens
uring that its 200 employees have up-to-date skills
and knowledge falls to
regulated-sales training manager Paul Ingleby and h
is team of four, who operate from AXAs Coventry he
ad office. We have
robust testing and assessment processes for every p
rogram and every delegate. This extends to the trai
ners, who also go through
an annual process to ensure that they have the prod
uct knowledge themselves, as well as the skills to
deliver it. A huge amount of
experience resides within the team, both as trainer
s and, formerly as advisors. Feedback suggests that
enhanced training
proficiency is being translated into improved skill
s within the business.
David Pollitt in the year (2009)
has done his research in the topic
THOMSON REUTERS MAPS NEW RELATIONSHIPS
IN LEARNING AND COLLABORATION (Software helps compa
nies to keep track of various threads and aspects o
f
training)
and
s
ays that information is the lifeblood of business,
the economy and most aspects of society, from healt
h care to
legal affairs and scientific investigation to the c
hat by the coffee machine. Thomson Reuters is an im
portant source of information
and news for businesses and other organizations aro
und the globe. Mind mapping is a graphical techniqu
e for visualizing
processes and projects using a structure that place
s an objective as a central image. Mind mapping play
s a central role in every
aspect of our learning and development work, from t
he needs analysis to brainstorming around course de
velopment and delivery,
through data capture and performance charting. Henc
e with such heavy use of mind maps across the organ
ization, one of the
training requirements that Charles Jennings has to
meet is the demand for training on the use of Mindje
t products. This is largely
met by access to the companys own web-based tutori
als, training centers or courses provided by author
ized training partners,
often specializing in particular areas of applicati
on.
David Pollitt in the year (2009)
has done his research in the topic
SOUTHERN COACHES MANAGERS IN A BETTER
WAY OF WORKING (Training and development help rail
company to improve organizational culture and
performance)
and has said that managers at a
UK
train operator have become role models for their e
mployees, who now have
more power to take direct responsibility and reach
their full potential. The change has taken place fo
llowing a management-
development program at train operator Southern, wor
king with coaching and training company Buonacorsi
Consulting. The
program has so far reached 300 managers, including
the managing director Chris Burchell. Some 20 manag
ers, from different
The International Journal Of Management
26
Vol 3 Issue 1
(
January, 2014
)
www.theijm.com
areas of the business, take part in each annual pro
gram. This comprises a mixture of group-learning da
ys, 360-degree feedback,
personal development, coaching techniques and writt
en assignments. It has evolved through feedback fro
m a cross-functional
steering group and other input from the business. T
he 360-degree feedback provides evidence of progres
s in coaching skills.
Hence, the written assignments take the form of imp
lementation plans for coaching in each managers ow
n area of work.
D.A. Olaniyan and Lucas. B. Ojo
in the year (2008)
has done their research in the topic
STAFF TRAINING AND
DEVELOPMENT: A VITAL TOOL FOR ORGANIZATIONAL EFFECT
IVENESS
and has reviewed that this paper is
based on staff training and development. This paper
is basically a conceptual paper. The author says t
hat the need for improved
productivity has become universally accepted and th
at it depends on efficient and effective training i
s not less apparent. It has
further become necessary in view of advancement in
the modern world to invest in training. Thus the ro
le played by staff training
and development can no longer be over-emphasized. S
taff training and development are based on the prem
ise that staff skills need
to be improved for organizations to grow. Training
is a systematic development of knowledge, skills an
d attitudes required by
employees to perform adequately on a given task or
job. New entrants into organizations have various s
kills, though not all are
relevant to organizational needs. Training and deve
lopment are required for staff to enable them work
towards taking the
organization to its expected destination. However,
for any organization to succeed, training and re-tr
aining of all staff in the form
of workshops, conferences and seminars should be vi
gorously pursued and made compulsory. Finally this
paper addresses that it
is against the backdrop of the relative importance
of staff training and development in relation to or
ganizational effectiveness.
David Pollitt in the year (2008)
has done his research in the topic
TRAINING RESTORES PRIDE AMONG CUSTOMER-
SERVICE STAFF AT JOHNSONS APPARELMASTER (Project hi
ghlights path to significant and lasting change)
and
he
has done a review in a training initiative helped t
o boost customer service and improve customer relat
ions at a large UK work
wear-rental supplier, despite difficult trading con
ditions across its sector. The author says that the
training targeted staff who could
contribute most to the improvements. These included
line managers and office and field-based customer-
service teams. Each
group was given a clear set of performance-improvem
ent objectives for the training. Improvements would
be monitored through
assessment by the trainer during individual IT trai
ning, coaching during individual training, discussi
on and questioning during
group sessions, delegate feedback as part of the fo
rmat review process, system analysis of new procedu
res being put into practice,
and monitoring of business improvements.
David Pollitt in the year (2008)
has done his research in the topic
WYPS CUTS STRESS-RELATED ILLNESS
(Individualized training helps managers become bett
er supervisors)
and he has analyzed that employee absence fell so
dramatically after managers were trained to become
better supervisors that it was like adding eight o
r nine new employees when
considering the increase in efficiencies, accordin
g to the HR manager at West Yorkshire Probation Ser
vice (WYPS), LAN
Brandwood. He explains that the probation service i
n West Yorkshire, UK, had been promoting great case
workers to managerial
posts for some time, but these people were not nece
ssarily equipped to handle the demands and strains
of this new kind of
position. Finally, the author says that the manager
s have the self-assurance to manage their people fi
rmly, fairly and effectively,
avoiding the cost and aggravation of a costly and p
rotracted employment tribunal.
David Pollitt in the year (2008)
has done his research in the topic
TRAINING ACCOUNTS FOR BIG IMPROVEMENTS
AT FAIRBAIRN PRIVATE BANK (Bespoke program blends i
nternal and external expertise)
and he has reviewed that a
bank shop window its customer-service center (C
SC) was transformed by a training initiative that c
hanged staff attitudes and
behavior and embedded a new client-centered approac
h in the organizational culture. At the end of 1999
, Fairbairn Private Bank
(FPB) introduced a five-year program of change, wit
h a strong training focus. The principal aims were
to improve employee
morale, make better use of new technology and, abov
e all, to service clients better than any other fi
nancial-services
organization. The training has enabled FPB to exce
ed targets for reducing serious justified complaint
s, financial errors and
account closures. Dramatic reductions have been see
n across all these new areas and accounts are being
opened at a rate almost
twice that seen in 1999. The training has also enab
led new standards of service to be introduced: 98 p
ercent of calls are now
answered within three rings and only .2 percent of
calls are missed. A client survey has shown that 98
percent of respondents are
more than satisfied with the standard of service, a
nd 99 percent with the speed of answering telephone
s. Finally, the customer
service center (
CSC
) has evolved into a center of excellence, setting
very high standards of service undoubtedly because
of the
bespoke angle of the training program.
David Pollitt in the year (2008)
has done his research in the topic
MITIES REAL APPRENTICES EARN REAL JOBS
(Training links the companys needs with those of t
he community)
and he says that a service business that was undert
aking a
recruitment program, using the East London Business
Alliance (ELBA) as a channel to recruit from publi
c-sector job brokerages
in east London, was frustrated with the amount of t
ime wasted interviewing unsuitable candidates and t
raining employees who
failed their probation period. MITIEs business-ser
vices business provides mail, distribution and supp
ort services such as
reception, switchboard and Reprographics to such bl
ue-chip organizations as Merrill Lynch, Linklaters,
Morgan Stanley and the
London Stock Exchange. It operates the real-apprent
ice scheme as a ten-week in-depth training program
to give the learners the
technical skills to be a basic reprographic operato
r and the soft skills to work on a corporate site.
MITIE then hosted an induction
day, where the apprentices were given an introducti
on to health and safety, manual handling and custom
er service, and
presentations on what MITIE expected from them duri
ng the course. MITIE was awarded Morgan Stanleys Loc
al Community
26
Vol 3 Issue 1
(
January, 2014
)
www.theijm.com
areas of the business, take part in each annual pro
gram. This comprises a mixture of group-learning da
ys, 360-degree feedback,
personal development, coaching techniques and writt
en assignments. It has evolved through feedback fro
m a cross-functional
steering group and other input from the business. T
he 360-degree feedback provides evidence of progres
s in coaching skills.
Hence, the written assignments take the form of imp
lementation plans for coaching in each managers ow
n area of work.
D.A. Olaniyan and Lucas. B. Ojo
in the year (2008)
has done their research in the topic
STAFF TRAINING AND
DEVELOPMENT: A VITAL TOOL FOR ORGANIZATIONAL EFFECT
IVENESS
and has reviewed that this paper is
based on staff training and development. This paper
is basically a conceptual paper. The author says t
hat the need for improved
productivity has become universally accepted and th
at it depends on efficient and effective training i
s not less apparent. It has
further become necessary in view of advancement in
the modern world to invest in training. Thus the ro
le played by staff training
and development can no longer be over-emphasized. S
taff training and development are based on the prem
ise that staff skills need
to be improved for organizations to grow. Training
is a systematic development of knowledge, skills an
d attitudes required by
employees to perform adequately on a given task or
job. New entrants into organizations have various s
kills, though not all are
relevant to organizational needs. Training and deve
lopment are required for staff to enable them work
towards taking the
organization to its expected destination. However,
for any organization to succeed, training and re-tr
aining of all staff in the form
of workshops, conferences and seminars should be vi
gorously pursued and made compulsory. Finally this
paper addresses that it
is against the backdrop of the relative importance
of staff training and development in relation to or
ganizational effectiveness.
David Pollitt in the year (2008)
has done his research in the topic
TRAINING RESTORES PRIDE AMONG CUSTOMER-
SERVICE STAFF AT JOHNSONS APPARELMASTER (Project hi
ghlights path to significant and lasting change)
and
he
has done a review in a training initiative helped t
o boost customer service and improve customer relat
ions at a large UK work
wear-rental supplier, despite difficult trading con
ditions across its sector. The author says that the
training targeted staff who could
contribute most to the improvements. These included
line managers and office and field-based customer-
service teams. Each
group was given a clear set of performance-improvem
ent objectives for the training. Improvements would
be monitored through
assessment by the trainer during individual IT trai
ning, coaching during individual training, discussi
on and questioning during
group sessions, delegate feedback as part of the fo
rmat review process, system analysis of new procedu
res being put into practice,
and monitoring of business improvements.
David Pollitt in the year (2008)
has done his research in the topic
WYPS CUTS STRESS-RELATED ILLNESS
(Individualized training helps managers become bett
er supervisors)
and he has analyzed that employee absence fell so
dramatically after managers were trained to become
better supervisors that it was like adding eight o
r nine new employees when
considering the increase in efficiencies, accordin
g to the HR manager at West Yorkshire Probation Ser
vice (WYPS), LAN
Brandwood. He explains that the probation service i
n West Yorkshire, UK, had been promoting great case
workers to managerial
posts for some time, but these people were not nece
ssarily equipped to handle the demands and strains
of this new kind of
position. Finally, the author says that the manager
s have the self-assurance to manage their people fi
rmly, fairly and effectively,
avoiding the cost and aggravation of a costly and p
rotracted employment tribunal.
David Pollitt in the year (2008)
has done his research in the topic
TRAINING ACCOUNTS FOR BIG IMPROVEMENTS
AT FAIRBAIRN PRIVATE BANK (Bespoke program blends i
nternal and external expertise)
and he has reviewed that a
bank shop window its customer-service center (C
SC) was transformed by a training initiative that c
hanged staff attitudes and
behavior and embedded a new client-centered approac
h in the organizational culture. At the end of 1999
, Fairbairn Private Bank
(FPB) introduced a five-year program of change, wit
h a strong training focus. The principal aims were
to improve employee
morale, make better use of new technology and, abov
e all, to service clients better than any other fi
nancial-services
organization. The training has enabled FPB to exce
ed targets for reducing serious justified complaint
s, financial errors and
account closures. Dramatic reductions have been see
n across all these new areas and accounts are being
opened at a rate almost
twice that seen in 1999. The training has also enab
led new standards of service to be introduced: 98 p
ercent of calls are now
answered within three rings and only .2 percent of
calls are missed. A client survey has shown that 98
percent of respondents are
more than satisfied with the standard of service, a
nd 99 percent with the speed of answering telephone
s. Finally, the customer
service center (
CSC
) has evolved into a center of excellence, setting
very high standards of service undoubtedly because
of the
bespoke angle of the training program.
David Pollitt in the year (2008)
has done his research in the topic
MITIES REAL APPRENTICES EARN REAL JOBS
(Training links the companys needs with those of t
he community)
and he says that a service business that was undert
aking a
recruitment program, using the East London Business
Alliance (ELBA) as a channel to recruit from publi
c-sector job brokerages
in east London, was frustrated with the amount of t
ime wasted interviewing unsuitable candidates and t
raining employees who
failed their probation period. MITIEs business-ser
vices business provides mail, distribution and supp
ort services such as
reception, switchboard and Reprographics to such bl
ue-chip organizations as Merrill Lynch, Linklaters,
Morgan Stanley and the
London Stock Exchange. It operates the real-apprent
ice scheme as a ten-week in-depth training program
to give the learners the
technical skills to be a basic reprographic operato
r and the soft skills to work on a corporate site.
MITIE then hosted an induction
day, where the apprentices were given an introducti
on to health and safety, manual handling and custom
er service, and
presentations on what MITIE expected from them duri
ng the course. MITIE was awarded Morgan Stanleys Loc
al Community
The International Journal Of Management
27
Vol 3 Issue 1
(
January, 2014
)
www.theijm.com
Initiative Award for Employment in recognition of t
he scheme. ELBA also created a new award the Empl
oyment Program
Supporter of the year which MITIE was the first c
ompany to win.
David Pollitt in the year (2008)
has done his research in the topic
A-PLANT MAKES THE GRADE THROUGH
TARGETED TRAINING (Hire firm transforms attitudes t
o people development)
and he says that a carefully planned
training initiative has helped a UK hire company to
improve customer service and profitability, promot
e more of its own
employees to managerial posts and slash employee tu
rnover by 18 percent. Ashtead Plant Hire Company Lt
d (A-Plant), which
employs more than 2000 people at more than 200 pro
fit centers across the UK, rents a wide range of e
quipment, from power
tools to excavators and compressors. Each profit ce
nter, run by profit-center manager, includes rental
managers, fitters and
drivers, along with a foreman/workshop manager. Mos
t Management Training Scheme (MTS) training is delive
red on-the-job, in
selected profit centers, under the guidance of spec
ifically trained profit-center managers, otherwise
known as sponsor managers.
Trainees are given a logbook of the knowledge and s
kills they need to become an effective profit-cente
r manager. The logbook
enables trainees to identify their current competen
ce, work with their sponsor managers and center lea
rns to address learning
needs, take responsibility for their own developmen
t and learn at their own speed. So far, more than 2
00 people have been trained
throughout the UK and the business has been transfo
rmed. Management training is providing a clear devel
opment path for staff
and supplying the business with future managers.
Chu-Mei Liu
in the year (2007)
has done his research in this topic
THE EARLY EMPLOYMENT INFLUENCES OF
SALES REPRESENTATIVES ON THE DEVELOPMENT OF ORGANIZ
ATIONAL COMMITMENT
and reviewed that
this paper aims to assess the status of the organiz
ational commitment construct and introduce a new wa
y of looking at
organizational commitment especially in the early
stages of employment, wherein the target company t
o be having problems.
The methodology of this paper is to find out the ch
ange in organizational commitment and it is measure
d at two points in the early
employment of new salespersons in order to isolate
the effects of early employment exposure of the med
ical representatives, a
period of 18-month when attrition of new employees
is high. The authors finding is that training sati
sfaction and perceived
reward equity were the only antecedent factors that
showed a significant positive relationship with or
ganizational commitment.
Managerial commitment showed positive contribution,
the relationship was not significant. All the three
antecedents significantly
contributed to organizational commitment.
Anupama Narayan and Debra Steele-Johnson in the yea
r (2007)
has done a review in this topic
RELATIONSHIPS
BETWEEN PRIOR EXPERIENCE OF TRAINING, GENDER, GOAL
ORIENTATION AND TRAINING
ATTITUDES
and some of the authors have said that in todays o
rganizations, rapid changes, an increasingly divers
e workforce
and competitive business environments characterize
the work (Cascio, 1998; Goldstein, 2002; Smith et.
al 1997). Employees
development, and more specifically training, can he
lp individuals and organizations work more effectiv
ely adapt to the changing
environment and achieve individual and organization
al goals (kindsley, 1998). The participants were 17
4 undergraduate students
from a Midwestern university. Participation in the s
tudy was voluntary and participants received extra
credit points that could be
applied to their course grade. So total 165 partici
pants were taken for the analysis (men, and = 71; w
omen, and = 94) with a mean
age of 20.5 years (SD = 3.14). Hence, results from
regression analysis indicated that mastery-approach
goal orientation had a
beneficial effect on training attitudes of men but
not for women.
Shreya Sarkar-Barney in the year (2004)
has done her research in the topic
THE ROLE OF NATIONAL CULTURE IN
ENHANCING TRAINING EFFECTIVENESS: A FRAMEWORK
and
has evaluated the focus of global training has
primarily been on preparing employees to work effec
tively in other cultures, such as in expatriate tra
ining, acculturation training,
and training for technology transfer. One issue tha
t has been ignored is the implication of using trai
ning systems that are
developed in a specific context and then deployed g
lobally. This paper proposes a framework to show th
e influence of culture on
are aspect of training effectiveness, the transfer
of newly learned skills to the job. Specific relati
onships are proposed, using
Baldwin and Fords (1988) transfer of the training
framework as a guide, and also by synthesizing find
ings from areas such as
cross-cultural psychology, Human resource managemen
t, and education and Technology management. Schwart
zs scale has been
used for the study. The population of the study is
(N= 44,000) from 54 nations. Finally, the goal of t
his paper was to present a
framework that considers the influence of culture o
n Transfer of Training (TOT). Finally he says that
by combining information
about a countrys culture value score and the relat
ionships proposed by the framework, practitioners c
an make more informed
decisions about ways of adapting their training sys
tems to meet the needs of any particular culture in
which training is to be
conducted.
Martin Mulder in the year (2001)
has done his research in the topic
CUSTOMER SATISFACTION WITH TRAINING
PROGRAMS
and he
has contributed a model of evaluation of customer s
atisfaction about training programs. The model is
developed and implemented for an association of tra
ining companies. The evaluation has been conducted
by an independent
organization to enhance the trustworthiness of the
evaluation results. The model is aimed at determini
ng the quality of training
programs as perceived by project managers from the
organizations that purchased in company training pr
ograms from the train
companies. Reliability research showed satisfying r
esults. The model is based on the methodology in ef
fectiveness research, and
the data were used to test a model of training effe
ctiveness. The results show that this model is conf
irmed for two categories of
projects: projects that were aimed at achieving lea
rning results and changed job performance respectiv
ely. The model does not fit
27
Vol 3 Issue 1
(
January, 2014
)
www.theijm.com
Initiative Award for Employment in recognition of t
he scheme. ELBA also created a new award the Empl
oyment Program
Supporter of the year which MITIE was the first c
ompany to win.
David Pollitt in the year (2008)
has done his research in the topic
A-PLANT MAKES THE GRADE THROUGH
TARGETED TRAINING (Hire firm transforms attitudes t
o people development)
and he says that a carefully planned
training initiative has helped a UK hire company to
improve customer service and profitability, promot
e more of its own
employees to managerial posts and slash employee tu
rnover by 18 percent. Ashtead Plant Hire Company Lt
d (A-Plant), which
employs more than 2000 people at more than 200 pro
fit centers across the UK, rents a wide range of e
quipment, from power
tools to excavators and compressors. Each profit ce
nter, run by profit-center manager, includes rental
managers, fitters and
drivers, along with a foreman/workshop manager. Mos
t Management Training Scheme (MTS) training is delive
red on-the-job, in
selected profit centers, under the guidance of spec
ifically trained profit-center managers, otherwise
known as sponsor managers.
Trainees are given a logbook of the knowledge and s
kills they need to become an effective profit-cente
r manager. The logbook
enables trainees to identify their current competen
ce, work with their sponsor managers and center lea
rns to address learning
needs, take responsibility for their own developmen
t and learn at their own speed. So far, more than 2
00 people have been trained
throughout the UK and the business has been transfo
rmed. Management training is providing a clear devel
opment path for staff
and supplying the business with future managers.
Chu-Mei Liu
in the year (2007)
has done his research in this topic
THE EARLY EMPLOYMENT INFLUENCES OF
SALES REPRESENTATIVES ON THE DEVELOPMENT OF ORGANIZ
ATIONAL COMMITMENT
and reviewed that
this paper aims to assess the status of the organiz
ational commitment construct and introduce a new wa
y of looking at
organizational commitment especially in the early
stages of employment, wherein the target company t
o be having problems.
The methodology of this paper is to find out the ch
ange in organizational commitment and it is measure
d at two points in the early
employment of new salespersons in order to isolate
the effects of early employment exposure of the med
ical representatives, a
period of 18-month when attrition of new employees
is high. The authors finding is that training sati
sfaction and perceived
reward equity were the only antecedent factors that
showed a significant positive relationship with or
ganizational commitment.
Managerial commitment showed positive contribution,
the relationship was not significant. All the three
antecedents significantly
contributed to organizational commitment.
Anupama Narayan and Debra Steele-Johnson in the yea
r (2007)
has done a review in this topic
RELATIONSHIPS
BETWEEN PRIOR EXPERIENCE OF TRAINING, GENDER, GOAL
ORIENTATION AND TRAINING
ATTITUDES
and some of the authors have said that in todays o
rganizations, rapid changes, an increasingly divers
e workforce
and competitive business environments characterize
the work (Cascio, 1998; Goldstein, 2002; Smith et.
al 1997). Employees
development, and more specifically training, can he
lp individuals and organizations work more effectiv
ely adapt to the changing
environment and achieve individual and organization
al goals (kindsley, 1998). The participants were 17
4 undergraduate students
from a Midwestern university. Participation in the s
tudy was voluntary and participants received extra
credit points that could be
applied to their course grade. So total 165 partici
pants were taken for the analysis (men, and = 71; w
omen, and = 94) with a mean
age of 20.5 years (SD = 3.14). Hence, results from
regression analysis indicated that mastery-approach
goal orientation had a
beneficial effect on training attitudes of men but
not for women.
Shreya Sarkar-Barney in the year (2004)
has done her research in the topic
THE ROLE OF NATIONAL CULTURE IN
ENHANCING TRAINING EFFECTIVENESS: A FRAMEWORK
and
has evaluated the focus of global training has
primarily been on preparing employees to work effec
tively in other cultures, such as in expatriate tra
ining, acculturation training,
and training for technology transfer. One issue tha
t has been ignored is the implication of using trai
ning systems that are
developed in a specific context and then deployed g
lobally. This paper proposes a framework to show th
e influence of culture on
are aspect of training effectiveness, the transfer
of newly learned skills to the job. Specific relati
onships are proposed, using
Baldwin and Fords (1988) transfer of the training
framework as a guide, and also by synthesizing find
ings from areas such as
cross-cultural psychology, Human resource managemen
t, and education and Technology management. Schwart
zs scale has been
used for the study. The population of the study is
(N= 44,000) from 54 nations. Finally, the goal of t
his paper was to present a
framework that considers the influence of culture o
n Transfer of Training (TOT). Finally he says that
by combining information
about a countrys culture value score and the relat
ionships proposed by the framework, practitioners c
an make more informed
decisions about ways of adapting their training sys
tems to meet the needs of any particular culture in
which training is to be
conducted.
Martin Mulder in the year (2001)
has done his research in the topic
CUSTOMER SATISFACTION WITH TRAINING
PROGRAMS
and he
has contributed a model of evaluation of customer s
atisfaction about training programs. The model is
developed and implemented for an association of tra
ining companies. The evaluation has been conducted
by an independent
organization to enhance the trustworthiness of the
evaluation results. The model is aimed at determini
ng the quality of training
programs as perceived by project managers from the
organizations that purchased in company training pr
ograms from the train
companies. Reliability research showed satisfying r
esults. The model is based on the methodology in ef
fectiveness research, and
the data were used to test a model of training effe
ctiveness. The results show that this model is conf
irmed for two categories of
projects: projects that were aimed at achieving lea
rning results and changed job performance respectiv
ely. The model does not fit
The International Journal Of Management
28
Vol 3 Issue 1
(
January, 2014
)
www.theijm.com
for projects aimed at supporting organizational cha
nge. Finally the author says that new advancements
in human resource
development should be included in evaluating the ef
fectiveness of training programs.
John Wilson. P and Steven Western
in the year (2000)
has done their research in the topic
PERFORMANCE APPRAISAL:
AN OBSTACLE TO TRAINING AND DEVELOPMENT?
And they have reviewed that in this article the ter
m performance
appraisal generally meant for the annual interview
that takes place between the manager and the emplo
yee to discuss the
individual's job performance during the previous 12
months and the compilation of action plans to enco
urage improved
performance. Performance appraisal is part of the l
arger process of performance management. Marchington
and Wilkinson in the
year 1996 describe it as a cyclical process: determ
ining performance expectations; supporting performa
nce; reviewing and
appraising performance; and finally managing perfor
mance standards. The research was conducted in a me
dium-sized
independent hospital which is part of a large healt
h care company that has 26 acute hospitals and a nu
mber of psychiatric units
throughout the UK. A variety of research methods we
re used, including a questionnaire, semi-structured
interview and a review of
training records. A questionnaire was sent to 110 m
embers of staff and 74 were returned. From these a
pilot study was then
conducted with ten members of staff who were not to
be interviewed in the main survey. The findings in
dicated that the majority
of training and development plans were directly rel
ated to the requirements of the job and only a smal
l proportion were involved
with general personal development. Most plans were r
elated to short-term job requirements and few were
concerned with long-
term development and advancement.
John Loan-Clarke et.al
in the year (1999)
has done their research in the topic
INVESTMENT IN MANAGEMENT
TRAINING AND DEVELOPMENT BY SMALL BUSINESSES
Management Training and Development (MTD) in small
businesses is relatively under-researched and an in
creased understanding of the factors influencing th
e purchase of MTD of small
businesses is needed. Hence, a survey of 551 small
businesses in the Midlands region of the UK sought t
o identify influences on
MTD investment and preferred MTD activities and to es
tablish whether small businesses perceive a link be
tween investment in
MTD and business success. Interviews were also condu
cted with 12 organizations. Results show that the o
rganizational
characteristics of ownership, size, number of manag
ers and family management have a significant influe
nce on MTD investment.
Out of the sample organizations, 85 percent conside
red investment in MTD to be linked to business succ
ess and 80 percent of
organizations engaged in some form of MTD. However,
promoters of MTD of small businesses need to recogn
ize that
organizations in this sector are not homogenous and
desire customized training.
Premila Seth in the year (1980)
has done her research in the topic
MANAGEMENT TRAINING AND DEVELOPMENT:
A CRITIQUE
and she
has reviewed that development of high quality manag
erial manpower in the country is considered
essential for copying with the rapidly changing ind
ustrial scene. This has led to expansion in the num
ber of training activities and
institutions. The author feels that it is time that
the training and development practitioners closely
examine whether the expansion
is matching the qualitative requirements of our cha
nging environment. The author also feels that is i
mportant that the training
institutions recognize the intimate relationship be
tween management training philosophy, principles an
d practices for establishing
rational, goal directed development policies, fai
ling which they may lead to overzealous of training
panaceas, preoccupation
with routine patterns, and neglect of overall objec
tives.
Greenberg, D. H. In the year (1969)
has done his research in the topic
EMPLOYERS AND MANPOWER TRAINING
PROGRAMS
and he says that this paper covers system analysis
as applied to manpower programs, with a view toward
s
developing a rational, comprehensive basis for eval
uating ongoing and proposed programs, and providing
guidance for the design
of future programs. The memorandum utilizes data co
llected directly from the personnel files of 16 com
panies which hired
graduates from four manpower training programs.
Jaffee, Cabot. L in the year (1969)
has done his research in the topic
DIAGNOSE BEFORE TRAINING
and he
has done a
detailed summary of the strengths and weaknesses of
candidates in line for promotion can be evaluated
to determine the type of
training mutually beneficial to the individual and
to the company. Such an approach is said to be supe
rior to a general course
designed to cover broad topics such as communicatio
n, motivation, and leadership in that pertinent inf
ormation about the trainees
available in other parts of the firm may be overloo
ked. The author recommends that integrating all ava
ilable information about an
individual, then giving him differential treatment
depending on how his strengths and weaknesses line
up in an efficient way. This
approach is said to be somewhat more expensive, but
also more worthwhile and efficient because of its
integrative approach.
Fox, Wayne. L et.al., In the year (1969)
has done his research in the topic
APTITUDE LEVEL AND THE ACQUISITION
OF SKILLS AND KNOWLEDGE IN A VARIETY OF MILITARY TR
AINING TASKS
and
has reviewed that assessing
the effects of wide differences in aptitude on the
acquisition of military knowledges and skills, a s
ample of 183 Army recruits
was divided into three maximally distant aptitude g
roups on the basis of their AFQT scores: High aptit
ude AFQT 90-99, Middle
aptitude AFQT 45-55, Low aptitude AFQT 10-21. Each
recruit was individually trained to a performance c
riterion in differing
combinations of a battery of eight tasks representa
tive of Army training. A variety of supplementary p
sychometric, scholastic
achievement, and BCT attainment data were analyzed.
The results were consistent in demonstrating large
differences related to
aptitude. As groups, high aptitude individuals exce
lled, low aptitude individuals did poorly, and midd
le aptitude groups fell in an
intermediate range of all measures.
28
Vol 3 Issue 1
(
January, 2014
)
www.theijm.com
for projects aimed at supporting organizational cha
nge. Finally the author says that new advancements
in human resource
development should be included in evaluating the ef
fectiveness of training programs.
John Wilson. P and Steven Western
in the year (2000)
has done their research in the topic
PERFORMANCE APPRAISAL:
AN OBSTACLE TO TRAINING AND DEVELOPMENT?
And they have reviewed that in this article the ter
m performance
appraisal generally meant for the annual interview
that takes place between the manager and the emplo
yee to discuss the
individual's job performance during the previous 12
months and the compilation of action plans to enco
urage improved
performance. Performance appraisal is part of the l
arger process of performance management. Marchington
and Wilkinson in the
year 1996 describe it as a cyclical process: determ
ining performance expectations; supporting performa
nce; reviewing and
appraising performance; and finally managing perfor
mance standards. The research was conducted in a me
dium-sized
independent hospital which is part of a large healt
h care company that has 26 acute hospitals and a nu
mber of psychiatric units
throughout the UK. A variety of research methods we
re used, including a questionnaire, semi-structured
interview and a review of
training records. A questionnaire was sent to 110 m
embers of staff and 74 were returned. From these a
pilot study was then
conducted with ten members of staff who were not to
be interviewed in the main survey. The findings in
dicated that the majority
of training and development plans were directly rel
ated to the requirements of the job and only a smal
l proportion were involved
with general personal development. Most plans were r
elated to short-term job requirements and few were
concerned with long-
term development and advancement.
John Loan-Clarke et.al
in the year (1999)
has done their research in the topic
INVESTMENT IN MANAGEMENT
TRAINING AND DEVELOPMENT BY SMALL BUSINESSES
Management Training and Development (MTD) in small
businesses is relatively under-researched and an in
creased understanding of the factors influencing th
e purchase of MTD of small
businesses is needed. Hence, a survey of 551 small
businesses in the Midlands region of the UK sought t
o identify influences on
MTD investment and preferred MTD activities and to es
tablish whether small businesses perceive a link be
tween investment in
MTD and business success. Interviews were also condu
cted with 12 organizations. Results show that the o
rganizational
characteristics of ownership, size, number of manag
ers and family management have a significant influe
nce on MTD investment.
Out of the sample organizations, 85 percent conside
red investment in MTD to be linked to business succ
ess and 80 percent of
organizations engaged in some form of MTD. However,
promoters of MTD of small businesses need to recogn
ize that
organizations in this sector are not homogenous and
desire customized training.
Premila Seth in the year (1980)
has done her research in the topic
MANAGEMENT TRAINING AND DEVELOPMENT:
A CRITIQUE
and she
has reviewed that development of high quality manag
erial manpower in the country is considered
essential for copying with the rapidly changing ind
ustrial scene. This has led to expansion in the num
ber of training activities and
institutions. The author feels that it is time that
the training and development practitioners closely
examine whether the expansion
is matching the qualitative requirements of our cha
nging environment. The author also feels that is i
mportant that the training
institutions recognize the intimate relationship be
tween management training philosophy, principles an
d practices for establishing
rational, goal directed development policies, fai
ling which they may lead to overzealous of training
panaceas, preoccupation
with routine patterns, and neglect of overall objec
tives.
Greenberg, D. H. In the year (1969)
has done his research in the topic
EMPLOYERS AND MANPOWER TRAINING
PROGRAMS
and he says that this paper covers system analysis
as applied to manpower programs, with a view toward
s
developing a rational, comprehensive basis for eval
uating ongoing and proposed programs, and providing
guidance for the design
of future programs. The memorandum utilizes data co
llected directly from the personnel files of 16 com
panies which hired
graduates from four manpower training programs.
Jaffee, Cabot. L in the year (1969)
has done his research in the topic
DIAGNOSE BEFORE TRAINING
and he
has done a
detailed summary of the strengths and weaknesses of
candidates in line for promotion can be evaluated
to determine the type of
training mutually beneficial to the individual and
to the company. Such an approach is said to be supe
rior to a general course
designed to cover broad topics such as communicatio
n, motivation, and leadership in that pertinent inf
ormation about the trainees
available in other parts of the firm may be overloo
ked. The author recommends that integrating all ava
ilable information about an
individual, then giving him differential treatment
depending on how his strengths and weaknesses line
up in an efficient way. This
approach is said to be somewhat more expensive, but
also more worthwhile and efficient because of its
integrative approach.
Fox, Wayne. L et.al., In the year (1969)
has done his research in the topic
APTITUDE LEVEL AND THE ACQUISITION
OF SKILLS AND KNOWLEDGE IN A VARIETY OF MILITARY TR
AINING TASKS
and
has reviewed that assessing
the effects of wide differences in aptitude on the
acquisition of military knowledges and skills, a s
ample of 183 Army recruits
was divided into three maximally distant aptitude g
roups on the basis of their AFQT scores: High aptit
ude AFQT 90-99, Middle
aptitude AFQT 45-55, Low aptitude AFQT 10-21. Each
recruit was individually trained to a performance c
riterion in differing
combinations of a battery of eight tasks representa
tive of Army training. A variety of supplementary p
sychometric, scholastic
achievement, and BCT attainment data were analyzed.
The results were consistent in demonstrating large
differences related to
aptitude. As groups, high aptitude individuals exce
lled, low aptitude individuals did poorly, and midd
le aptitude groups fell in an
intermediate range of all measures.
The International Journal Of Management
29
Vol 3 Issue 1
(
January, 2014
)
www.theijm.com
Ammerman, Harry. L
in the year (1966)
has done his research in the topic
DEVELOPMENT OF PROCEDURES FOR
DERIVING TRAINING OBJECTIVES FOR JUNIOR OFFICER JOB
S
and he
has evaluated that research was undertaken
to develop a systematic method that could be used b
y service school personnel to prepare job-oriented
training objectives for
junior officers, primarily in the form of behaviora
l statements of student performance expected after
training. The procedures
developed are divided into four phases. They are: A
- Listing of all tasks for a job; B- Selecting task
s for some formal training; C-
Identifying the knowledges and skills necessary for
the selected training aspects. The procedures incl
uded administration of
experimental questionnaires, both by personal inter
view and by mail, reviews of pertinent directives a
nd publications, and visits to
field units. As the procedures were developed, they
were tried out on a sample officer job (Nike Hercu
les Fire Control Platoon
Leader). In the trial application, a task inventory
of 452 items provided the basis for choosing, by u
se of definite selection rules,
101 job activities (22%) for some formal schooling;
of 160 training objectives stated for those activi
ties, 46 were performed-type
objectives for which detailed activity descriptions
were required.
2. Conclusion
Although experts have expressed great concern about
the lack of optimum utilization of management trai
ning and development
resources, they have made hardly any effort in find
ing ways and means of improving it. According to B.
R. Virmani and Premila
Seth (1985) studies say that attempts have been no
doubt made in the past to study the overall impact
of management training
program but none of the prior studies in India have
tried to integrate the findings with a view to ide
ntify the training program that
fit with the needs of the trainees. The study condu
cted by Muhammad Zahid Iqbal et. al (2011) studies s
ays that the the most
influencing training characteristics was training m
ethod followed by training management, training obj
ectives, training
environment, and trainer whereas for learning, the
greatest variation was also explained by training m
ethods but followed by
trainer, training management, training environment,
and training material. The study conducted by Pila
r Pineda (2010) says that
only a few organizations evaluate training in depth
due to the difficulty involved and the lack of val
id instruments and viable
models. David Mc Guire and Mammed Bagher (2010) says
that Diversity training has a significant role to p
lay in fostering greater
equality, inclusion and fairness in the workplace.
Finally they say that as globalization effects incr
ease and the participation of
diverse groups in the workplace grows, there is a c
lear need in the field of Human Resource Developmen
t (HRD) to commit to
promoting the cause of diversity. Diversity needs t
o become a priority item on the HRD agenda through
embedding diversity into
the curricula of HRD programs. John Wilson. P and S
teven Western (2000) have conducted a study and fou
nd out that the
majority of training and development plans were dir
ectly related to the requirements of the job and on
ly a small proportion were
involved with general personal development. Bureau
of Social Science Research (1968) says that most im
portant in training
programs are an experienced director, a planning ph
ase, highly motivated staff, good public relations
and adequate facilities.
Hence it has been concluded that the new advancemen
ts in Human Resource Development should be included
in evaluating the
effectiveness of training programs. Many specialists
from other countries engaged in training and devel
opment, have tried to
evolve different methods of assessing the effective
ness of training programs. Therefore, Training prog
rams are very much
essential for employees for further development of
their career. The prior studies above have been con
centrated on the topics of
various aspects like training effectiveness, traini
ng evaluation, training projects, customer satisfac
tion, management training and
development, goal orientation and training attitude
s. Future researchers shall concentrate on the eval
uation of training and
development program with respect to middle level em
ployees alone.
3. References
1.
Muhammad Zahid Iqbal, et.al., (2011). An Empirical A
nalysis of the Relationship between Characteristics
and Formative
Evaluation of Training. The International Journal o
f Business Research 4 (1): 273-86.
2.
Eugen Rotarescu, (2010). Alternative selection unde
r risk conditions in Human Resource Training and De
velopment
through the application of the estimated monetary v
alue and decision tree analysis. Journal of Manageme
nt and
Economics 4 (60): 468-75.
3.
Pilar Pineda, (2010). Evaluation of training in org
anizations: a proposal for an integrated model. Jou
rnal of European
Industrial Training 34(7): 673-93.
4.
Cary Cherniss, et.al., (2010). Process-designed tra
ining: A new approach for helping leaders develop e
motional and
social competence. Journal of Management development
29(5): 413-31.
5.
Thomas Andersson, (2010). Struggles of managerial b
eing and becoming: Experiences from managers perso
nal
development training. Journal of Management developm
ent 29(2): 167-76.
6.
David McGuire and Mammed Bagher, (2010). Diversity
training in organisations: an introduction. Journal
of European
Industrial Training 34 (6): 493-505.
7.
Cody B. Cox and Margaret E. Beier, (2009). The Moder
ating effect of individual differences on the relat
ionship between
the framing of training and interest in training. T
he International Journal Training and Development 1
3(4): 247-60.
8.
Franco Gandolfi, (2009). Training and Development i
n an Era of Downsizing. Journal of management resea
rch 9(1): 3-
14.
9.
David pollitt, (2009). Training team shines at AXA
sun life. Journal of human resource management int
ernational digest
17(5): 23-24.
10.
David pollitt, (2009). Thomson reuters maps new re
lationships in learning and collaboration. Journal
of human resource
management international digest 17(4): 24-6.
29
Vol 3 Issue 1
(
January, 2014
)
www.theijm.com
Ammerman, Harry. L
in the year (1966)
has done his research in the topic
DEVELOPMENT OF PROCEDURES FOR
DERIVING TRAINING OBJECTIVES FOR JUNIOR OFFICER JOB
S
and he
has evaluated that research was undertaken
to develop a systematic method that could be used b
y service school personnel to prepare job-oriented
training objectives for
junior officers, primarily in the form of behaviora
l statements of student performance expected after
training. The procedures
developed are divided into four phases. They are: A
- Listing of all tasks for a job; B- Selecting task
s for some formal training; C-
Identifying the knowledges and skills necessary for
the selected training aspects. The procedures incl
uded administration of
experimental questionnaires, both by personal inter
view and by mail, reviews of pertinent directives a
nd publications, and visits to
field units. As the procedures were developed, they
were tried out on a sample officer job (Nike Hercu
les Fire Control Platoon
Leader). In the trial application, a task inventory
of 452 items provided the basis for choosing, by u
se of definite selection rules,
101 job activities (22%) for some formal schooling;
of 160 training objectives stated for those activi
ties, 46 were performed-type
objectives for which detailed activity descriptions
were required.
2. Conclusion
Although experts have expressed great concern about
the lack of optimum utilization of management trai
ning and development
resources, they have made hardly any effort in find
ing ways and means of improving it. According to B.
R. Virmani and Premila
Seth (1985) studies say that attempts have been no
doubt made in the past to study the overall impact
of management training
program but none of the prior studies in India have
tried to integrate the findings with a view to ide
ntify the training program that
fit with the needs of the trainees. The study condu
cted by Muhammad Zahid Iqbal et. al (2011) studies s
ays that the the most
influencing training characteristics was training m
ethod followed by training management, training obj
ectives, training
environment, and trainer whereas for learning, the
greatest variation was also explained by training m
ethods but followed by
trainer, training management, training environment,
and training material. The study conducted by Pila
r Pineda (2010) says that
only a few organizations evaluate training in depth
due to the difficulty involved and the lack of val
id instruments and viable
models. David Mc Guire and Mammed Bagher (2010) says
that Diversity training has a significant role to p
lay in fostering greater
equality, inclusion and fairness in the workplace.
Finally they say that as globalization effects incr
ease and the participation of
diverse groups in the workplace grows, there is a c
lear need in the field of Human Resource Developmen
t (HRD) to commit to
promoting the cause of diversity. Diversity needs t
o become a priority item on the HRD agenda through
embedding diversity into
the curricula of HRD programs. John Wilson. P and S
teven Western (2000) have conducted a study and fou
nd out that the
majority of training and development plans were dir
ectly related to the requirements of the job and on
ly a small proportion were
involved with general personal development. Bureau
of Social Science Research (1968) says that most im
portant in training
programs are an experienced director, a planning ph
ase, highly motivated staff, good public relations
and adequate facilities.
Hence it has been concluded that the new advancemen
ts in Human Resource Development should be included
in evaluating the
effectiveness of training programs. Many specialists
from other countries engaged in training and devel
opment, have tried to
evolve different methods of assessing the effective
ness of training programs. Therefore, Training prog
rams are very much
essential for employees for further development of
their career. The prior studies above have been con
centrated on the topics of
various aspects like training effectiveness, traini
ng evaluation, training projects, customer satisfac
tion, management training and
development, goal orientation and training attitude
s. Future researchers shall concentrate on the eval
uation of training and
development program with respect to middle level em
ployees alone.
3. References
1.
Muhammad Zahid Iqbal, et.al., (2011). An Empirical A
nalysis of the Relationship between Characteristics
and Formative
Evaluation of Training. The International Journal o
f Business Research 4 (1): 273-86.
2.
Eugen Rotarescu, (2010). Alternative selection unde
r risk conditions in Human Resource Training and De
velopment
through the application of the estimated monetary v
alue and decision tree analysis. Journal of Manageme
nt and
Economics 4 (60): 468-75.
3.
Pilar Pineda, (2010). Evaluation of training in org
anizations: a proposal for an integrated model. Jou
rnal of European
Industrial Training 34(7): 673-93.
4.
Cary Cherniss, et.al., (2010). Process-designed tra
ining: A new approach for helping leaders develop e
motional and
social competence. Journal of Management development
29(5): 413-31.
5.
Thomas Andersson, (2010). Struggles of managerial b
eing and becoming: Experiences from managers perso
nal
development training. Journal of Management developm
ent 29(2): 167-76.
6.
David McGuire and Mammed Bagher, (2010). Diversity
training in organisations: an introduction. Journal
of European
Industrial Training 34 (6): 493-505.
7.
Cody B. Cox and Margaret E. Beier, (2009). The Moder
ating effect of individual differences on the relat
ionship between
the framing of training and interest in training. T
he International Journal Training and Development 1
3(4): 247-60.
8.
Franco Gandolfi, (2009). Training and Development i
n an Era of Downsizing. Journal of management resea
rch 9(1): 3-
14.
9.
David pollitt, (2009). Training team shines at AXA
sun life. Journal of human resource management int
ernational digest
17(5): 23-24.
10.
David pollitt, (2009). Thomson reuters maps new re
lationships in learning and collaboration. Journal
of human resource
management international digest 17(4): 24-6.
The International Journal Of Management
30
Vol 3 Issue 1
(
January, 2014
)
www.theijm.com
11.
David pollitt, (2009). Southern coaches managers in
a better way of working. Journal of human resource
management
international digest 17(5): 17-19.
12.
Olaniyan, D. A. and Lucas. B. Ojo, (2008). Staff Tr
aining and Development: A vital tool for Organizati
onal
Effectiveness. European journal of Scientific Resea
rch 24(3): 326-31.
13.
David pollitt, (2008). Training restores pride amo
ng customer-service staff at Johnson apparelmaster.
Journal of human
resource management international digest 16(1): 13-
15.
14.
David pollitt, (2008). Wyps cuts stress-related il
lness. Journal of human resource management interna
tional digest 16(1):
35-37.
15.
David pollitt, (2008). Training accounts for big i
mprovements at Fairbairn private bank. Journal of h
uman resource
management international digest 16(1): 32-34.
16.
David pollitt, (2008). Mities real apprentices ear
n real jobs. Journal of human resource management i
nternational digest
16(1): 26-28.
17.
David pollitt, (2008). A-plant makes the grade thr
ough targeted training. Journal of human resource m
anagement
international digest 16(1): 20-23.
18.
Chu-Mei Liu, (2007). The early employment influences
of sales representatives on the development of org
anizational
commitment. Journal of Employee relations 29(1): 5-
15.
19.
Anupama Narayanan and Debra Steele-Johnson, (2007).
Relationships between prior experience of training
, gender, goal
orientation and training attitudes. The Internation
al Journal Training and Development 11(3): 167-80.
20.
Shreya Sarkar-Barney, (2004). The role of national
culture in enhancing Training Effectiveness: A Fram
ework, Advances
in Human Performance and Cognitive Engineering Rese
arch 4: 183-213.
21.
Martin Mulder, (2001). Customer satisfaction with tra
ining programs. Journal of European Industrial Trai
ning 25(6):
321-31.
22.
John, P. W., and Steven Western. (2000). Performanc
e appraisal: An obstacle to training and developmen
t. Journal of
European Industrial Training 24(7): 384-90.
23.
John Loan-Clarke, et.al., (1999). Investment in man
agement training and development by small businesse
s. Journal of
Employee relations 21(3): 296-310.
24.
Premila Seth, (1980). Management Training and Develo
pment: A Critique. The Indian Journal of Industrial
Relations
15(4): 507-524.
25.
Fox, Wayne, L., and et. al., (1969). Aptitude level
and the acquisition of skills and knowledges in a
variety of military
training tasks. Journal of Training and Development
45.
26.
Greenberg, D. H., (1968). Employers and manpower tr
aining programs: data collection and analysis. Jour
nal of training
and development 69 (10): 34.
27.
Ammerman, harry, L., (1966). Development of procedu
res for deriving training objectives for junior off
icer jobs.
Journal of training and development 82
30
Vol 3 Issue 1
(
January, 2014
)
www.theijm.com
11.
David pollitt, (2009). Southern coaches managers in
a better way of working. Journal of human resource
management
international digest 17(5): 17-19.
12.
Olaniyan, D. A. and Lucas. B. Ojo, (2008). Staff Tr
aining and Development: A vital tool for Organizati
onal
Effectiveness. European journal of Scientific Resea
rch 24(3): 326-31.
13.
David pollitt, (2008). Training restores pride amo
ng customer-service staff at Johnson apparelmaster.
Journal of human
resource management international digest 16(1): 13-
15.
14.
David pollitt, (2008). Wyps cuts stress-related il
lness. Journal of human resource management interna
tional digest 16(1):
35-37.
15.
David pollitt, (2008). Training accounts for big i
mprovements at Fairbairn private bank. Journal of h
uman resource
management international digest 16(1): 32-34.
16.
David pollitt, (2008). Mities real apprentices ear
n real jobs. Journal of human resource management i
nternational digest
16(1): 26-28.
17.
David pollitt, (2008). A-plant makes the grade thr
ough targeted training. Journal of human resource m
anagement
international digest 16(1): 20-23.
18.
Chu-Mei Liu, (2007). The early employment influences
of sales representatives on the development of org
anizational
commitment. Journal of Employee relations 29(1): 5-
15.
19.
Anupama Narayanan and Debra Steele-Johnson, (2007).
Relationships between prior experience of training
, gender, goal
orientation and training attitudes. The Internation
al Journal Training and Development 11(3): 167-80.
20.
Shreya Sarkar-Barney, (2004). The role of national
culture in enhancing Training Effectiveness: A Fram
ework, Advances
in Human Performance and Cognitive Engineering Rese
arch 4: 183-213.
21.
Martin Mulder, (2001). Customer satisfaction with tra
ining programs. Journal of European Industrial Trai
ning 25(6):
321-31.
22.
John, P. W., and Steven Western. (2000). Performanc
e appraisal: An obstacle to training and developmen
t. Journal of
European Industrial Training 24(7): 384-90.
23.
John Loan-Clarke, et.al., (1999). Investment in man
agement training and development by small businesse
s. Journal of
Employee relations 21(3): 296-310.
24.
Premila Seth, (1980). Management Training and Develo
pment: A Critique. The Indian Journal of Industrial
Relations
15(4): 507-524.
25.
Fox, Wayne, L., and et. al., (1969). Aptitude level
and the acquisition of skills and knowledges in a
variety of military
training tasks. Journal of Training and Development
45.
26.
Greenberg, D. H., (1968). Employers and manpower tr
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