IMPACT OF TRAINING ON JOB SATISFACTION AMONG MANAGERS - AN EVALUATION OF TRAINING PROGRAMMES OF SELECTED ORGANISATIONS IN INDIA

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.

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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

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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.

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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

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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.

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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.

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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.

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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.

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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.

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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.

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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.

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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.

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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

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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

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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

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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
• 
  
  

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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

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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

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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

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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

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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

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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

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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

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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

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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 Year
  11.37 5.04
  7.41

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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

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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

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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
(N86)
(N141) (N227)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

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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

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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
(N84) (N144 )
(N228)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
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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

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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 trainees improved job performance will
  financially benefit the organization i.e.,
  reduced grievance, improved relations with labour
  forces, less turnover, and so on

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Limitations of the Study

• The main limitation of this study is that the
  cost-benefit evaluation 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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• THANK YOU