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

By MATHEW GEORGE

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.

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.

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.

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

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.

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

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 presupervisory training programmes were the least preferred training programmes.

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 preemployment training while the remaining 3.34 (45%) man days were devoted to professional, executive, technical, administrative, middlemanagement 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.

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.

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.

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.

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.

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.

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 Managers with moderate job satisfaction have attended more

job satisfied manager was 2.18 in public sector organisations while it was 1.98 in private sector organisations number of training programmes in public sector organisations than the managers with moderate job satisfaction in private sector organisations.

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

Type of Training
Types of Training No. of multiple Responses Percentage 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

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

Duration of Training
Type

of Training

No. of Man Days

Percentage

Annual 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

Objectives and Expectations from the Training Programme

Objectives and Expectations Percentage of preference for each choice
71 42 62 40

1. 2. 3. 4.

Acquisition of knowledge Knowledge retention Changing attitudes Development of skills (a) supervisory skills

(b) human relations skills (c) leadership skills (d) communication skills (e) interpersonal skills (f) decision making skills (g) problem solving skills

57 57 53 55 51 51

Actual Benefits from the Training Programme

Benefits Percentage of preference
78

New knowledge and exposure to practical aspects that are pertinent to the job. Specific approaches, skills and techniques that can be applied on the job. Change of attitude that will be helpful in the job.

66

69

Testing of Hypothesis Results of Correlation Analysis

Independent Dependent

Variable
(Objectives and Expectations from training programme) 1 Knowledge Acquisition

Variable
(Actual Benefit received from Training Programme) 1.New Knowledge and exposure to practical aspects that are pertinent to the job. 2.Change of attitude that would be helpful in the job. 3.Specific approaches, skills and technique that can be applied on the job

Value of r

Level of Significance

.733

.05

2.Changing Attitudes 3. Development of Skills

.712 .658

.05 .05

Average Score and Ranks of Determinants of Job Satisfaction

Determinants of Job Satisfaction Mean S.D Rank

Hygiene Factors
Security

3.81
4.11 3.98 3.82 3.62 3.46

0.60
0.68 0.60 0.74 0.84 0.98

1
1 2 3 4 5

Supervision Working Condition Co-workers Pay

Motivators
Recognition Achievement Promotion

3.79 4.15 3.75 3.61

0.62
0.71 0.69 0.87

2
1 2 3

Overall Rankings of Determinants of Job Satisfaction

Determinants of Job Satisfaction Recognition Security Supervision Working Condition Achievement Co-workers Promotion Pay Mean 4.15 4.11 3.98 3.82 3.75 3.62 3.61 3.46 Rank 1 2 3 4 5 6 7 8

Number of Managers with High and Moderate Job Satisfaction

Job Satisfaction Level Number of Managers Percentage

Highly Satisfied Moderately Satisfied

170 285

38 62

Total

455

100

Number of Training Programmes Attended by Highly and Moderately Job Satisfied Managers
Type of Training 170 Highly Job Satisfied 285 Moderately Job Satisfied All 455 Managers
Professional Training Executive Training 141 82 83 62 224 144

Administrative Training

86

50

136

Technical Training Middle Management Training Pre-Employment Training

82 54 65

44 36 25

126 90 90

Pre-supervisory Training
Any Other Training

38
17

25
10

63
27

Total Average

565 3.32

335 1.17

900 1.98

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 SE t-value P-Value Difference --------------------------------------------------------------------------------------High Job Satisfaction 3.32 0.75 2.15 1.07 0.08 26.2 0.000* Mean SD

Moderate Job Satisfaction 1.17 0.62 -------------------------------------------------------------------------------------* Significant at 0.01 level

Man Days of Training Attended by Highly and Moderately Job Satisfied Managers
Type of Training 170 Highly Job Satisfied Managers 285 Moderately Job Satisfied Managers All 455 Managers

1.Professional Training 2.Executive Training 3.Administrative Training 4.Technical Training 5.Middle Mangt. Training 6.Pre-employment Training 7.Pre-supervisory Training 8.Any other Training Total Average Man Days of Training Attended Per Manager Per Year

5,234 1,298 898 616 784 438 302 98 9,668 11.37

4,034 1,398 451 564 227 236 203 70 7,183 5.04

9,268 2,696 1,349 1,180 1,011 674 505 168 16,851 7.41

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 Mean SD SE t-value P-value Difference ___________________________________________________________________________ High Job Satisfaction 11.37 0.84 6.33 Moderate Job Satisfaction 0.97 0.07 28.4 0.000* SD

5.04

0.91

_____________________________________________________________________________ * Significant at 0.01 level

Managers with high and moderate job satisfaction by public and private sector organisations
Type of Public Private Total job satisfaction sector sector High
Moderate Total

86
141 227

84
144 228

170
285 455

Number of training programmes attended by managers with high and moderate job satisfaction in public sector organisations
Type of Training Managers with high job satisfaction (N=86) 1. 2. 3. 4. 5. 6. 7. 8. Professional Trg Executive Training Administrative Trg Technical Training Middle Mgt Training Pre employment Trg Pre supervisory Trg Any other Training Total 57 22 21 22 14 40 06 06 188 2.18 Managers with moderate job satisfaction (N=141) 70 41 48 49 27 10 22 07 274 1.94

Total

(N=227) 127 63 69 71 41 50 28 13 462 2.13

Average

Result of t- test to test the difference in job satisfaction level between managers in public sector & private sector organisations
Managers
Mean SD with high Job satisfaction Mean diff. SD SE t- value p value

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

Number of training programmes attended by managers with high and moderate job satisfaction in private sector organisations Type of Managers Managers Total Training with high with job moderate satisfaction job satisfaction (N=84) (N=144 ) (N=228) 1. Professional Trg 2. Executive Training 3. Administrative Trg 4. Technical Training 5. Middle Mgt Training 6. Pre employment Trg 7. Pre supervisory Trg 8. Any other Training Total Average 37 30 23 30 14 22 07 03 166 1.98 58 45 40 33 30 26 23 17 272 1.88 95 75 63 63 44 48 30 20 438 1.92

Result of t-test to test the difference in job satisfaction level between managers in public sector &private sector organisations
Managers With Moderate Job satisfaction Mean SD Mean diff. SD SE t-value p-value

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

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

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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