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Agrawal, Swati
- Effectiveness of Training Evaluation in Autoancillary Industry
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1 Jaipuria Institute of Management, Noida, Uttar Pradesh, IN
2 Bharatiya Vidya Bhavan’s Usha & Lakshmi Mittal Institute of Management (BULMIM), New Delhi, IN
1 Jaipuria Institute of Management, Noida, Uttar Pradesh, IN
2 Bharatiya Vidya Bhavan’s Usha & Lakshmi Mittal Institute of Management (BULMIM), New Delhi, IN
Source
Journal of Organization and Human Behaviour, Vol 5, No 1 (2016), Pagination: 29-35Abstract
In today's dynamic and competitive world, organisations also need to be dynamic in nature. One of the most important needs of a dynamic organisation is right talent. In the labour market of India, though we have a large number of human resources, but skilled workers are very less in numbers. So all organisation basically focus on hiring potential candidates and then in training them according to the job profile, skill sets required, and culture of the organisation. These training processes involve a large amount of investment, it becomes imperative to analyse benefit of it. The aim of this study is to analyse the effectiveness of training for workers and different factors affecting for which study has been done in auto-ancillary Industry. A total of 120 samples were collected for the study from various organisations in the auto-ancillary industry. The Kirkpatrick model of training evaluation was used, which includes reaction, learning, behaviour, result as four main dimensions to check the effectiveness of any training programme. The result reveals that the training need identifications have significant impacts on training effectiveness. There is a positive significant relationship among the variables such as training need identification (TNI), reaction, learning, behaviour, results, and training effectiveness. Similarly, age and experience have significant influence on training effectiveness, but qualification has no significant influence on training effectiveness. The demographic variables such as age, experience, and qualifications are observed that there has significant influence on the common factor which is leaning during the training programme.Keywords
Training Evaluation, Training Effectiveness, Training Need Identification, Reaction, Learning, Behaviour, Results.
- Personality Traits and Organisational Commitment of Gen X and Gen Y Employees
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Authors
Affiliations
1 Jaipuria Institute of Management, Noida, Uttar Pradesh, IN
1 Jaipuria Institute of Management, Noida, Uttar Pradesh, IN
Source
Journal of Organization and Human Behaviour, Vol 6, No 1-2 (2017), Pagination: 10-17Abstract
Today, workplaces have people of different generations working together. It becomes necessary that organisations practices should not be driven by need of one generation more than the other. This needs understanding of whether different generations working together in organisation have different personality traits. The aim of this research is to investigate whether differences in personality and organisational commitment exist in generation X &Y employees in private sectors organisation. The research design includes using the 16 Personality Factor Questionnaires by Cattell (1943) and the Organisational Commitment Questionnaire by Allen and Meyer (1990). The method includes examining cross-sectional differences in personality and organisational commitment with respect to generation X&Y. The results revealed there was significant difference in personality and organisational commitment between Gen X and Gen Y. Result also depicted that personality traits affect organisational commitment of Gen X employees, but personality traits do not affect organisational commitment of Gen Y employees. In case of Gen Y employees, organisational factors are more important to enhance organisational commitment such as working environment, culture, reward system, career growth among others. Managers and HR professionals may find the study useful to construct HR practices which can help in improving organisational commitment of employees.Keywords
Personality, Organisational Commitment, Generation X & Y.References
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- Relationship Between Perceived Leadership Style and Employee Engagement in Service Sector:An Empirical Study
Abstract Views :251 |
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Authors
Affiliations
1 Bhartiya Vidya Bhavan’s Usha & Lakshmi Mittal Institute of Management (BULMIM), New Delhi, IN
2 Jaipuria Institute of Management, Noida, Uttar Pradesh, IN
1 Bhartiya Vidya Bhavan’s Usha & Lakshmi Mittal Institute of Management (BULMIM), New Delhi, IN
2 Jaipuria Institute of Management, Noida, Uttar Pradesh, IN
Source
Journal of Organization and Human Behaviour, Vol 6, No 4 (2017), Pagination: 1-7Abstract
The purpose of the present study is to examine the relationship between perceived leadership styles and employee engagement in the service sector. The causal research design with cross-sectional nature of data was used for the study. A sample of 450 valid responses was randomly collected from respondents in private service sector in India. The results revealed that perceived leadership style and employee engagement are having a highly significant relationship. Further, the perceived leadership style has a highly significant impact on the employee engagement. Transformational leadership is more imperative than transactional leadership for bringing more prominent employee engagement. The study has implication for organisations to consider leaders with the transformational style of leadership in work task and decision-making for facilitating organisation change. One important implication of the study is for a leader to be able to identify his/her style that works best in a particular situation and the expectations of the employees which would lead them to be engaged employee easily and push them for better performance.Keywords
Transformational Leadership, Transactional Leadership, Employee Engagement, Service Sector.References
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