Academic journal article IUP Journal of Management Research

Assessment of Employee Training: The Case of Steel Industry in India

Academic journal article IUP Journal of Management Research

Assessment of Employee Training: The Case of Steel Industry in India

Article excerpt

Introduction

"India is set to be among one of the top countries for human capital" (Rao and Varghese, 2008, p. 15). In this progression, organizations today are facing multiple challenges coming their way from multidimensional angles. To answer these challenges, both academicians and Human Resource (HR) practitioners have opined 'training' as an important HR intervention, which fulfills the needs and demands of both the organizations and the employees. There have been several evidences of training in practice that has given strength to organizations who have dared to come into view as productive and competitive. At the same time studies have been patiently adding to the ways as to how training can be more beneficial and effective.

In all these motives, an employee's voice is an important one; although it remains silent, yet it is the most vibrant in practice. These employees or the trainees who are subject to get trained in whichever situation an organization goes through, or sometimes they do not get any formal training, yet are expected to be always the most dynamic and performing according to the demands of the market in the global scenario, where it hardly matters if they are trained or untrained.

Srimannarayana (2010) opines that the overall quality of delivery of HR services is going to be increased. Shyam (2010) tries to identify the important changes in employment relations in the post-reform period with the process of 1991 economic liberalization where there had been some important developments in which the state, the employers and the trade unions responded to these forces in different ways affecting employment relations in significant ways. In all the above-mentioned contexts where India tops in human capital and organizations tackling the challenges coming their way by giving training to its employees, employment relations have made developments since the economic liberalization and HR services are going to be increased. Given this situation, this is the right time to study the opinion of employees in India. As India accommodates a huge number of employees on whom organizations' global performance relies on and for whom organizations make huge investments for employee training, this study has made an attempt to find out what training is exactly for these employees and what have been the reactions of employees towards the training given to them.

Literature Review

Training

Training is termed as a fundamental component of HR development (Bunch, 2007), a process of updating the knowledge, developing skills, bringing attitudinal and behavioral changes, and improving the ability of the trainee to perform his/her task efficiently and effectively' (Palo and Padhi, 2003, p. 204). McGehee and Thayer (1961) define training as the formal procedures which a company uses to facilitate employee's learning so that their resultant behavior contributes to the attainment of the company's goals and objectives. Looking at the inception of training, it can be said to have begun in the Stone Age;

It is generally thought that human beings began amassing knowledge at the beginning of the stone age. As they invented tools, weapons, clothing, shelter, and language, the need for training became an essential ingredient in the march of civilization [....]. Most scholarly dissertations on the history of communication begin with a description of early cave wall drawings, which served as the documentary record and textbook of the time. Isn't it conceivable that the etchings and paintings were also effective instructional illustrations, orienting primeval youngsters to such skills as fishing, and hunting, and how to protect themselves from the large woolly mammoths that roamed the land Thus was developed an apprenticeship system whereby an experienced person passed along knowledge and skills to the novice, who after a period of apprenticeship became a journeyman, or yeoman [....]. Another development in the middle ages was the formation of guilds, which were associations of people whose interests or pursuits were the same or similar (Miller, 1987, pp. …

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