We'Ken- International Journal of Basic and Applied Sciences

Open Access Open Access  Restricted Access Subscription Access

Training and Development Practices of Manufacturing Industries


Affiliations
1 Savitribai Phule Pune University, Pune, Maharashtra, India
 

Training and Development is one of the crucial differentiator for business especially manufacturing industries. The training and development system in manufacturing industries in Ahmednagar as needs a systematic overhaul. The present training and development programs lack a systematic approach especially in regards to design and planning approach. For instance there have been no fixed schedule for training and development and moreover such schedule is not disseminated or displayed. The average number of trainings programs which reflect the present training policy of the organization is only 2 which again reflect the apathy of institutions towards training and development. If the testimony of the employees is to be believed then manufacturing industries lack a clear policy of training and development and seldom are employees deputed to external organizations. The methodology of training followed is on the job training and on most of occasions the resource person are internal resource persons or employees of the company. One of the serious grievances put forth by employees is in regards to identification of training and development needs and have ranked it as one of the most important factor influencing their decision to participate in training and development programs. Considering all of the above organizations need to develop a holistic and scientific approach towards training and development.

Keywords

Training, Training Systems, Training Need Analysis.
User
Notifications
Font Size

  • ABDULLAH, H. (2009). Major challenges to the effective management of human resource training and development activities. The Journal of International Social Research, 11-16.

  • Baggaa, A. (2016, Feb 08). Unless Urgent Steps Are Taken, Make in India Will Remain a Non-Starter. The Wire.

  • Brown, G. K., & Gerhardt, W. M. (2002). Formative evaluation: an integrative practice model and case study. Personnel Psychology, 951-983.

  • Caffarella, R. S. (1988). “Program Development and Evaluation Resource Book for Trainers. New York: : John Wiley & Sons.

  • Casio, W. (2000). Costing Human Resources: The Financial Impact of Behavior in Organizations. Cincinnati : South-Western.

  • Cuming, M. W. (1980). The theory and practice of personnel management. London : Butler and Taller Ltd.

  • Darraugh, B. (1991). “It takes Six (Six-step Model for Need Assessment)”. Training & Development Journal, 21-23.

  • Dean, J. (2011). http://www.evancarmichael.com/library/janet-dean/Step-Up-to-Staff. Retrieved June 14, 2017, from www.evencarmichel.com.

  • Dena, W. P. (2003). Effective training model. Journal of Extension.

  • Devi, R. V., & Shaik, N. (2012). Training & Development – A Jump Starter For Employee Performance And Organizational Effectiveness. International Journal Of Social Science & Interdisciplinary Research, 30-36.

  • Dowling, P., & Welch, D. (2005). International Human Resource Management: Managing People in a Multinational Context. Manson: Thomson South-Western.

  • Ekaterini Galanou, C.-V. P. (2009). A model for evaluating the effectiveness of middle managers' training courses: evidence from a major banking organization in Greece. International Journal of Training and Development, 221-245.

  • Garvey, A. (2011, August 5). Hold on to your Talent Staff. Straits Times. Goldstein, I., & Ford, J. (2002). HRM. Belmont: Wadsworth.

  • Gordon, S. (1994). Systematic Training Program Design & Maximizing Effectiveness and Minimizing Liability. Englewood Cliffs, N J: Prentice Hall.

  • Graham, K., & Mihal, W. (1986). “Can Your Management Development Needs Surveys be Trusted? Training & Development Journal, 38-42. Gupta, C. (2007). Human Resources Management. NewDelhi: Sultan Chand &Sons.

  • Harrison, R. (1998). Training and Development. London: Macmillan Press Ltd.

  • Heyes, J. a. (1994). Placing symbols before reality? Re-evaluating the low skills equilibrium. Personnel Review, 34-47.

  • Hutchings, K., J, C., Zhu, B. K., Zhang, Y., & Shao, S. (2009). Perceptions of the effectiveness of training and development of “grey-collar” workers in the People's Republic of Chin. Human Resource Development International, 279-296.

  • I.L, G., & J.K., F. (2002). Training in organizations. Belmont: Wadsworth.

  • IBEF. (2017, July). https://www.ibef.org/industry/manufacturing-sector-india.aspx. Retrieved August 14, 2017, from www.ibef.org.

  • Jackson, S. E. (2000). Managing Human Resources: A Partnership Perspective. South Western College Publishing.

  • Jain, N. a. (2005). Management: Theory and Practice. NewDelhi: AITBS.

  • James, C. (2016, Feb 23). India: If they can make it there. Financial Times.

  • Koontz, H. a. (1988). management. ms qraw hillilt: Singapore.

  • Kulkarni, P. (2013). A Literature Review On Training & Development And Quality Of Work Life. Researcher's world Journal of Arts Commerce and Science, 136.

  • LIChun Yan, L. W. (2007). http://www.seiofbluemountain.com/upload/product/201001/12645799896xzqyxg.pdf. Retrieved June 14, 2017, from http://www.seiofbluemountain.com.

  • Lowry, D. A., & Kimberley., S. a. (2002). Toward improved employment relations practices of casual employees in the New South Wales registered clubs industry. Human Resource Development Quarterly, 53-69.

  • Malovics, E., & Malovics, G. (2011). Attitudes towards training in multinational companies. In E. -K. Hetesi, The diversity of research at the Szeged Institute of Business Studies (pp. 175-186). Szeged: JATEPress.

  • Manju, S., & Dr.Suresh, B. (2011). Training Design Interventions and Implications for the productivity Effectiveness. Synergy.

  • Manju, S., & Suresh, B. (2011). Training Design Interventions and Implications for the productivity Effectiveness. Synergy, 52-68.

  • Mathews, J. M. (2004). Human Resource Development. New York: Kogan Page Publishers.

  • Mayo, G. E. (2001). http://www.whatishumanresource.com/training-and-development. Retrieved June 14, 2017, from http://www.whatishumanresource.com.

  • McGehee, W. a. (1961). Training in business and industry. New York: John Wiley, and SonsInc.

  • Miller, J. A., & Diana M. Osinski. (1996). Training Needs Assessment. SPHR.

  • Mkawe, S. (1999). An assessment of implementation of workers Education and Training Policy in Tanzania. Morogoro.

  • Murk, P., & Wells, J. H. (1988). “A Practical Guide to Program Planning. Training & Development Journal, 10.

  • Noe, R. A. (1986). Trainees' attributes and attitudes: neglected influences on training effectiveness. Academy of Management Review, 736-749.

  • Noe, R., Hollenbeck, J., Gerhart, B., & Wright, P. (2006). Human Resource Management: Gaining a Competitive Advantage. Boston: Mc Graw -Hill Irwin. Nyerere, J. (1966). Freedom and Unity/Uhuru na Umoja/ a selection from Writings to speeches. Dar es Salaam : Oxford Press.

  • Ostroff, C., & Ford, J. (1989). Assessing training needs: Critical levels of analysis, in Goldstein Training and I L & Associates (Eds). In Training and Development in Organizations (pp. 25-62). San Francisco: Jossey-Bass Publisher.

  • Pedireddi, G., Imtiyaz, S., & Murty, D. T. (2012). Practices Of Human Resources Development In State Level Public Sector Unit In Andhra Pradesh. Abhinav, 29-35.

  • PIB. (2017). Make In India. New Delhi: Ministry of Electronic and Information Technology.

  • Raheja, K. (2015). Methods Of Training And Development. Innovative Journal Of Business And Management, 35-41.

  • Resources, K. S. (2011). Why Training Is Important. Kelly Services, Inc.

  • Rohan, S., & Madhumita, M. (2012). Impact of Training Practices on Employee Productivity: A Comparative Study. Interscience Management Review.

  • Rossett, A. (1987). “Training Needs Assessment”. Englewood Cliffs, N J : Educational Technology Publications.

  • Sambrook, S. (2002). Factors Influencing learning in work. European Educational Research journal. Santos, A., &Stuart, M. (2003). Employee perceptions & their influence on training effectiveness. Human, 27-45.

  • Schmidt, S. W. (2009). Employee demographics and job training satisfaction: the relationship between dimensions of diversity and satisfaction with job training. Human Resource Development International, 297-312.

  • Singh, H. (2003). building Effective Blended Learning Programme. Issue of Educational Training, 51-54.

  • Srivastava, R. (2017, Feb 21). https://www.peoplematters.in/article/strategic-hr/hr-development-in-manufacturing-sector-14992. Retrieved August 24, 2017, from https://www.peoplematters.in.

  • Subba Rao, P. (2009). Essententials of Human Resource Management and Industrial Relations. Himalaya Publication House.

  • TNN. (2016). Government begins review of 'Make in India' targets. Mumbai: Economic Times.

  • Wallace, M. (1999). Guide on the Side- A Model for Training and Improving Performance.

  • Watkins, R. a. (1996). “An Update on Relating Needs Assessment and Need Analysis. Performance Improvement, 10-13.


Abstract Views: 224

PDF Views: 81




  • Training and Development Practices of Manufacturing Industries

Abstract Views: 224  |  PDF Views: 81

Authors

Shweta Gaikwad
Savitribai Phule Pune University, Pune, Maharashtra, India

Abstract


Training and Development is one of the crucial differentiator for business especially manufacturing industries. The training and development system in manufacturing industries in Ahmednagar as needs a systematic overhaul. The present training and development programs lack a systematic approach especially in regards to design and planning approach. For instance there have been no fixed schedule for training and development and moreover such schedule is not disseminated or displayed. The average number of trainings programs which reflect the present training policy of the organization is only 2 which again reflect the apathy of institutions towards training and development. If the testimony of the employees is to be believed then manufacturing industries lack a clear policy of training and development and seldom are employees deputed to external organizations. The methodology of training followed is on the job training and on most of occasions the resource person are internal resource persons or employees of the company. One of the serious grievances put forth by employees is in regards to identification of training and development needs and have ranked it as one of the most important factor influencing their decision to participate in training and development programs. Considering all of the above organizations need to develop a holistic and scientific approach towards training and development.

Keywords


Training, Training Systems, Training Need Analysis.

References





DOI: https://doi.org/10.21904/weken%2F2017%2Fv2%2Fi2%2F120638