12 Chapter7
12 Chapter7
12 Chapter7
CHAPTER 7
7.1 INTRODUCTION
The previous chapter dealt with the analysis and interpretation of
the collected data. The present chapter deals with the finding of the study
based on the results giving in the chapter six. The first section presents the
finding of the study. The second section deals with the suggestion for further
research and the third section gives the implication of the study followed by
conclusion.
7.2 FINDINGS
training and development programme. From the analysis it is also found that
the middle level designated employees have high level of impact and work
related attitude towards training and development programme with the highest
mean value 91.56 and 212.19 respectively than the other level employees. It is
also proved that there is significant difference between designation with
respect to impact and work related attitude towards training and development
programme. The study reveals that there is a significant variation between
educational qualification with respect to impact and work related attitude
towards training and development programme. UG qualified employees
perceives higher level of impact and work related attitude towards training
and development programme, while comparing with Diploma and PG
qualified employees. It is found that there is significant difference between
experiences with respect to reaction to training programme, skills acquisition
and effect of training. The employees between 4 to 6 years of experience have
a higher impact level of towards training and development programme.
Whereas the null hypothesis is accepted with regards to behavioural change at
5 percent level of significance. Hence it is found that there is no significant
difference between the experiences with regards to behavioural change. It is
found form the study that the employees between 4 to 6 years of experience
had a higher level of work related attitude towards training and development
programme. The study also views that there is significant difference found
between monthly incomes with respect to employees’ work related attitude
and impact towards training and development programme. From the scrutiny
it is brought out that the employees those who are earning between Rs. 25000-
50000 have higher level of work related attitude and impact towards training
programme. Since there is significant difference found between the number of
promotions received with respect to employees’ work related attitude and
impact towards training and development programme. The employees those
who have received above two promotions have higher level of work related
attitude with respect to skill acquisition, behavioural change and effect of
225
job involvement and job satisfaction (B.M. Nwibere 2014). This clearly
indicates that those employees’ positive have association with job
involvement are more committed with organizational commitment thus higher
job satisfaction.
From the path analysis, it is found from the result of hypothesis that
all the measured variables reaction to training programme, skill acquisition,
behavioural change, effect of training, job satisfaction, organizational
commitment and job involvement are having positive association with the
latent variable employees’ work related attitude in the selected IT companies.
Structural Equation Modeling was used to test the conceptual model. The
conceptual model developed was found to be fit (R. Singh et al 2013). Similar
studies were carried out by previous researches which investigated the role of
training of employees’ in successful goal of knowledge management and
organization performance. Result indicate that the training that training of
employees’ positively relates with knowledge management and organization
performance. The formation of work related attitude based on role of training
can be observed in most of the studies such as (Susanty et al 2013; Seyed
Mohammad Sadeq Khaksar 2011; Hettiararchchi & Jayarathan 2014).
The mean value of “My boss has invested so much time in me for mentoring
and training”, “Too much in my life would be disrupted if I decided to leave
this organization right now”, “When others thought I wasn’t qualified my
organization gave me my start”. The commitment of employees towards
organization may be improved by the following ways:
From the ANOVA test, it has been found that there is significant
difference between age group with respect to reaction to training programme,
skills acquisition, behavioural change, effect of training at 1% level of
significance. For the age group of above 35 years respondents perceive less
impact on training while to compare the other age groups, so HR department
may concentrate on training programme, such as personality development,
self-confidence, since this age group requires making balance between
personal life and work life. Stress management training is more important for
employees as it was observed that IT employees are all time in tension like
situation as how to do, what to do, when to do, no time to think that what
keeps them in tension all time. So stress management training is very
important for IT employee. It is also found that there is significant difference
between the educational qualification of the respondents and the impact of
training programme at 1% level of significance. The Diploma qualified
employees perceives less impact towards the training, so the Human Resource
department must verify the training programmes are organized related to their
job content, the presentation of the trainer is fit to their education level.
Human resource department should analyze the productivity of the employees
before and after training programme.
The employees designated in middle level has high level of impact and
work related attitude, whereas the employees designated in junior and senior
level is having comparatively lower level of impact and work related attitude.
It is recommended that the management of the IT companies should allow the
senior level executives to take part in decision-making process and their
views may be considered, so that they may feel themselves as valuable assets
of the company, which in turn increases their commitment towards
organization. Mostly the junior level employees may look for better
236
in the NASSCOM list. It is therefore not reflecting the true picture of overall
IT & IT enabled companies in the NASSCOM list
7.7 CONCLUSION