performance appraisal in ref

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Dr Nisar Ahamad Nalband. / International Journal of Engineering Science and Technology

Vol. 2(11), 2010, 6857-6875

HUMAN RESOURCE MANAGEMENT

PRACTICES IN REFRIGERATION ANDAIR CONDITIONING INDUSTRY IN

INDIADr.Nisar Ahamad Nalband

Asst. ProfessorCollege of Business Administration

King Saud University

P.B.No 2459,

Riyadh - 11451Saudi Arabia

[email protected]

http://www.ksu.edu.sa

Abstract

Over the last 150 years or so, refrigerations great strides offered us ways to preserve and cool food, other

substances and ourselves. Refrigeration brought distant production centers. It tore down the barriers of climates and

seasons. And while it helped to rev up industrial process, it became an industry itself

It is understood that the refrigeration and air conditioning industry has been a promising industry for the

development of Indian economy and one of the old industry in India too. Indian refrigeration and air conditioning

Industry has been playing a very vital role in the growth of Indian economy. The employees of refrigeration and airconditioning Industry are mostly knowledge workers. Knowledge workers are skilled, use intuition and past

experience, as well as creating the new knowledge which resides in their heads and which is also evident in their

commitment, attitude and relationship. However, the projected growth of Indian refrigeration and air conditioningindustry will largely depend upon the Industries ability to manage its human resources

Though research has been done on HRD/HRM in refrigeration and air conditioning industry, a considerable

study has yet to be made on Indian refrigeration and air conditioning industry. The literature on Indian refrigerationand air conditioning industry consists mainly in the form of Books, Annual Reports, and other web based reports.

The Technical, Engineering and Management journals also published articles on the subject. A great amount of

research work has to be carried on in the country.

There is a promising and potential scope for the researchers to investigate more and inform more to Indian

air conditioning and refrigeration industry to adapt to new techniques of HRM/HRD

KeyWords

HRM, HRD, Practices, India, Refrigeration, Air conditioning, Industry

Introduction


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Considering the size of Indias population of 1 billion plus, the size of the refrigeration and air conditioning

industry is relatively modest. Marketing gurus and economists estimate the population of the middle class with

disposable income, anywhere in the region of 75 million to 150 million. These are the people who are buyers of

refrigerators and more recently room air conditioners for the residential sector.

It is understood that the refrigeration and air conditioning industry has been a promising industry for the

development of Indian economy and one of the old industry in India too. Indian refrigeration and air conditioning

Industry has been playing a very vital role in the growth of Indian economy. The employees of refrigeration and airconditioning Industry are mostly knowledge workers. Knowledge workers are skilled, use intuition and past

experience, as well as creating the new knowledge which resides in their heads and which is also evident in their

commitment, attitude and relationship. . However, the projected growth of Indian refrigeration and air conditioning

industry will largely depend upon the Industries ability to manage its human resources

Though research has been done on HRD/HRM, a considerable study has yet to be made on Indian

refrigeration and air conditioning industry. The literature on Indian refrigeration and air conditioning industryconsists mainly in the form of Books, Annual Reports, and other web based reports. The Technical, Engineering and

Management journals also published articles on the subject. A great amount of research work has to be carried on in

the country.

The scope of almost all the research papers is narrow, limiting to a particular aspect of HRD or HRM or a

company. Thus, there is obviously a need for an intensive study of HRM in refrigeration and air conditioning

industries. As such, a comprehensive and integrated outlook based on an empirical study on human resourcemanagement in refrigeration and air conditioning industry this study may contribute to fill gap in the existing

literature on the subject with regard to HRM practices.

Objectives

The objectives of the study are:

1. To enquire into the HRM practices VIZ., performance appraisal, training, career planning anddevelopment in the refrigeration industry;

2.

To analyze the outcomes of human resource management; in refrigeration and air conditioning industry;and

3. To offer appropriate suggestions, wherever necessary, to improve the practice of human resourcemanagement techniques in order to minimize negative outcomes and maximize the positive outcomes.

In the fulfillment of these objectives, a close study is made in five companies of refrigeration and airconditioning industry.

Methodology

The primary and secondary data are collected for the study. The primary data is collected by conductinginterviews and discussions, with employees and management respondents in two separate schedules structured for

the purpose. Various appropriate statistical techniques were employed for analyzing the data. The statistical analysis

and data are supplemented by the information collected through interviews and personal observation so as to derive

effective and meaningful conclusions.

The secondary data is collected from various sources. Factual data were collected from the annual reports

f l i t i i d t t i h i d th d f th i C i


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Sampling

Data for this study was collected based on the Convenient Random Sampling technique. Total

refrigeration and air conditioning industry in Hyderabad and Bangalore were considered and five major companiesselected, they are Blue Star, Voltas, and further respondents are divided in to two stratas viz., employee respondents

and management respondents. For opinion of the respondents the data collected from each company is as follows-

Table No.1.1

S.No. Name of the CompanyNo.of employee

respondents

No.of

Management

respondents

Total

1 Blue Star 70 25 95

2 Voltas 75 25 100

3 Carrier 45 15 60

4 Thermax 60 20 80

5Tecumseh

50 15 65

Total Sample Size 300 100 400

The total sample of employee is 300. The total sample of managers is 100. Hence the total size of sample

under taken for this study is 400, which is not unwieldy.

Data Collection

1. Collection of data from respondents through opinion schedules

A primary data schedule is prepared of the companies. From each company the data is as per the abovetable no 1.1 which is based on convenient sampling.

Secondary data is also collected, by referring to journals, magazines, newspapers and textbooks,

Companies annual reports and Internet are used to collect secondary data from various web sites

Tools for Analysis

To analyze the data the following statistical tools are used.

The percentages, weighted averages, are used as and wherever necessary. Tables are used to represent the

data. Scaling techniques are used to analyze the opinions of managers as well as employees

Scope of the Study

Th t d f h t/d l t i th f i ti d i


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researcher to choose Hyderabad and Bangalore. Findings cannot be generalized to all Indian refrigeration and air

conditioning industry as so many companies are present. Further the study is limited to Hyderabad and Bangalore

only, despite the presence of respondent companies across the globe, because data is collected through sampling,

there may be deviation in generalizing the opinions of refrigeration and air conditioning industrys professionals.

Performance Appraisal

Appraising the performance of individuals, groups and organizations is a common practice of all societies

while in some instances these appraisal processes are structured and formally sanctioned, in other instances they arean informal and integral part of daily activities.

1Performance appraisal is a method of evaluating the behavior of

employees at work place, normally including both the quantitative and qualitative aspects of job performance.2

Performance Appraisal has been used for basically three purposes- remedial, maintenance and development. A

performance appraisal needs to cover all these three purposes with the same focus.

History of Performance Appraisal:

1900 : Subjective Appraisal

1940 : Increased Psychometric Sophistication

1950 : Management by Objectives

1960 : BARS

1970-1990 : Hybrid system and approach2000 : Job score card, 360 degree feedback system and Balanced Score Card

Objectives of Performance Appraisal :

To Provide basis for promotion/transfer/demotion/termination To enhance employees effectiveness To identify employees training and development needs To aid in designing training and development programmes To remove work alienation To remove discontent To develop inter personal relationship To aid in wage administration To exercise control To improve communication.3

Performance appraisal in refrigeration and air conditioning industry:

The performance of an organization depends upon the sum total of the performance of its individual

members. According to Peter Drucker an organization is like a tune; it is not constituted by its individual sounds

but by their synthesis.


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It is widely criticized that though Performance Appraisal System meets various organizational

requirements, it would be difficult rather impossible to make use of the system in practice for the organizational

purpose in view of the various limitations. What should we think about a system, however, valuable for meeting the

organizational needs, which produces such results in a wide range of companies with a variety of appraisal systems?

The problem is one, which cannot be dismissed lightly.4

Practice of Performance Appraisal System in Refrigeration Industry:

An attempt is made to enquire into the system and practice of Performance Appraisal in the respondent

companies with the help of opinions of employees as well as management respondents.

The performance appraisal system is studied in terms of providing clear understanding to superiors as well as

subordinates in terms of job expectations from the subordinate, providing an opportunity for discussion betweenappraiser and appraised, providing scope for developing superior subordinate relationship, communicating strategies

and policies, review of the process, scope for self review and assessment, self direction to the appraisee for carrying

out the job and his development as well.

The opinions of employee and management respondents regarding the system and practice of Performance

Appraisal are presented in Tables 5.1 and 5.2

In refrigeration industry it is alarming to note that both the employee and management respondents opined

negatively about the existence of scope for correcting the biases of reporting officer through a review process, the

calculated weighted averages opinions of management respondents are Carrier (-0.05), Voltas(-0.2), blue star(-0.4),

Tecumseh (-0.6)and Thermax(-0.7); according to employee respondents Blue star(-0.02), Carrier(-0.06) ,voltas andTecumseh (-0.1) and Thermax(-0.45)

Employee respondents and management respondents of Thermax and Tecumseh expressed negativeopinion about the building of relationship through open communication and trust through a good performance

appraisal system calculated weighted averages of employee respondents are -0.12 and -0.2 and management

respondents too un happy with the above aspect (weighted averages are-0.5 and -0.4).

Further both the employee respondents and management respondents of Thermax and Tecumseh expressed

that the system of performance appraisal did not help in developing good superior and subordinate relationship;through open communication and mutual trust, and they felt that the performance appraisal systems in their

company do not help the appraisees to have insights into their strength and weaknesses. It is also felt that the

system of performance appraisal system do not provide as scope for self review and realization in their company.To conclude upon the system of performance appraisal in all the five companies it is found from the opinions of

management respondents and employee respondents that the system of performance appraisal neither helping normotivating the employees in Thermax and Tecumseh, where as the employee and management respondents opined

positively about the same in Blue star (weighted averages are 0.28 and 0.25), Voltas (weighted averages are 0.42

and 0.56), and Carrier (weighted averages are0.24 and 0.45).

It is also observed that majority of the employee respondents of all the companies opined that their companyadopts partially confidential and partially open system of performance appraisal.87% of employees of Blue star,

85% employees of Carrier, 82% of employees of Voltas, 61%of employees of Thermax and 57% Tecumseh agreedthat they have Partial confidential appraisal system. In Blue star 79% of management respondents in Voltas, 71% in

Thermax and 67% and in Tecumseh56% agreed that they have open appraisal system. Both the employee

respondents and management respondents agreed in majority about the aspect, notably in Tecumseh 24% ofemployee respondents felt that they have completely confidential system of performance appraisal. 8% of employee


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Training is not a force, but a promise that is essential to modern technology and economic system.

Flexibility in action through understanding and confidence; inventiveness, initiative and ability to make decisions;

and respect for the contributions of others and readiness to collaborate with them.6

The companies sought to encourage the innovation and learning necessary for a world where work is

increasingly intangible and intellectual. The continuous quest for knowledge has rendered materialism immaterial.

(This can be compared to what the famous psychologist Abraham Maslow described as Self-actualization in hismotivation).

7

Development is a continuous process that focuses on development of conceptual knowledge and bringing

attitudinal and behavioral changes. Planning, implementing and costing training are again essential parts for any

organization. Control and monitoring of training events, maintenance of training records of employees are also

the critical inputs for this HR functions. A standard training and development incorporate the following areas:

Course specification Course scheduling Evaluations Cost analysis In house faculty database External faculty database

In the knowledge industry, concept of self for knowledge workers substantially evolves around the knowledge they

have. Hence, for holding a positive concept of self and to experience growth, knowledge workers highly valuelearning. The level of knowledge and how recent it is tends to define their social standing in their professional

group. It also defines their marketability and ability to work on the assignments and organizations of their choice.

All these factors make it imperative for knowledge workers to learn on a continuous basis. So long a knowledge

worker feels that he or she is learning on a given job, one would not be thinking of changing the job. Hence, to

retain knowledge workers, knowledge organizations need to create superior systems of training and learning.

Training in Refrigeration industry:

Knowledge workers in organizations are expected to perform leadership roles because of the technical

work they have to carry on. Helping the technical workers to be updated in their respective technical streams as wellas facilitating them to acquire leadership capabilities, is a very challenging and exciting task for HR professionals in

any industry.

Growth for technical workers requires that they should learn what is latest in their technical field as well; they

have to acquire managerial capabilities. The organizations spend considerable time and resources to upgrade the

abilities of their trainers. They are encouraged to participate in world-class programmes. These organizations arealso in the process of developing systems for accrediting external trainers who are associated with the organization

on a continuous basis.

Organizations and individuals should develop and progress simultaneously for their survival and attainment ofmutual goals. Modern management has to develop the organization through human resources development.

Employee training is the important subsystem of human resource development. Employee training is a specializedfunction and is one of the fundamental techniques of human resources development.

Training practices in refrigeration industry:

Table 5.3 and 5.4 shows the opinions of employee respondents and management respondents about the


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(weighted average is 0.12),voltas (weighted average is 0.1), Tecumseh (weighted average is -0.06), and Thermax

(weighted average is -0.28)..There is little bit change in the opinions of management respondents accordingly the

weighted averages so the above aspect is good in Voltas (weighted average is 0.8), compared to carrier (weighted

average is 0.75), blue star (weighted average is 0.5), Tecumseh (weighted average is -0.3), and Thermax (weightedaverage is -0.35).

The respondent companies are conducting the training very seriously to accomplish the core objectives of trainingand developing the human resources. The weighted averages of, Blue star, voltas and carrier shows that all the three

companies are providing adequate number of competent faculty for their training programmes as per the majority

opinions employee respondents and management respondents. Unfortunately this aspect seems to be not taken care

of in Thermax and Tecumseh, hence the weighted averages as per the opinions of employee respondents and

management respondents.

Induction Training:

Indian refrigeration industry is one of the old industries due to technical advancements it is growing veryfast. These companies have attrition in the range of 1-17 per cent per year. It implies that at any time, these

organizations have about 30-38 per cent of their manpower, which is new to them. The new entrants need to be

helped in acquiring organization specific technical skills. In addition, these new entrants should also be helped tolearn beliefs, values and the culture of the organization.

The nature of experience may define whether a new entrant would prefer to continue to work in the

organization or not. Induction training is the first exposure to an organization for a new entrant.

It is observed from the tables 5.5 and 5.6 that all the respondent companies are taking induction training

very seriously. They perceive it as an opportunity to create bond between new entrants and the organization.

Table 5.5 and 5.6 depicts the opinions of the employee and management respondents about their companys

induction training programmes. Majority of the employee and management respondents opined that their induction

training programmes provides an excellent opportunity for new comers to learn comprehensively about the company

and is periodically evaluated and improved. Retaining the employees is one of the major tasks for HR department in

any industry, to retain the employees there should be a practice, which should lead to building of bond betweenemployees and their superiors , this is happening in a good way in all the respondent companies

Effect of training:

Table 5.7 and 5.8 presents the opinions of employee and management respondents regarding the effect aftertraining, the ultimate object of any training programme is to improve the technical skills and knowledge of the

employee. Employees are very well helped to improve their technical skills and knowledge in Carrier (weighted

average is 0.32), compared to blue star (weighted average is 0.14), Voltas, (weighted average is 0.06) Thermax

(weighted average is -0.18) and Tecumseh (weighted average is -0.44), the opinions of management respondents ispositive in this regard of all the respondent companies except Thermax (weighted average is -0.4).

A good training programme is one which actually brings the change in behavior, knowledge and skills asper its requirements. This aspect is well understood by all the respondent organizations and the weighted averages

calculated for employees are positive and the weighted averages calculated are positive in all the organizations

except Thermax (weighted average -0.04 and -0.14), the same view contributed by the respondent organizations

with regard to the aspect of improvement of managerial skills and knowledge


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employees to make efforts to develop their skills, knowledge etc, in the three companies viz. Blue star, voltas and

carrier. And the negative opinions were found in the rest of the two companies i.e. Thermax and Tecumseh

Career Planning and Development:

Career planning plays a vital role in retaining employees, besides attracting employees. Generation X

which is coming to employment with multi-skills and knowledge is looking for career not just a job at the time of

entering into organizations. Organizational development, increased productivity and fulfillment of corporate

objectives can be accomplished only if the employees get a feeling of satisfaction and achievement, and considerthemselves a part of the organization.

8

Individual Career Planning assumed greater significance with the unparallel growth and spread of

knowledge, phenomenal increase in educational and training facilities and widespread increase in job opportunities.

Similarly organizational career planning also gained importance with the change in technology, human needs, valuesand aspirations, increase in organizational size, complexity and number of openings at different level.

9

Career Anchors

It is indicated that certain attitudes formed early in life, guide people throughout their career. They anchor

an individual to one or a few related type of careers. Knowledge of these career anchors helps in planning career

development.

Managerial competence Technical functional competence Search for security Desire for creating and developing something new Freedom of independence.10

Steps in Career Planning:

Steps in Career Planning include:

a) Analysis of individual skills, knowledge, abilities, aptitude etc.b) Analysis of career opportunities both within and outside the organization,c) Analysis of career demands on the incumbent in terms of skills, knowledge, abilities, aptitudes etc., and in

terms of qualifications, experience, and training received etc.

d) Relating specific jobs to different career opportunities,e) Establishing realistic goals-both short-term and long-term,f) Formulating career strategy covering areas of change of adjustment: andg) Preparing and implementing action plan including acquiring resources for achieving goals.11

Career Planning and Development in Refrigeration Industry:

Refrigeration Industry is one of the old industries. It basically attracted diversified work force,geographically spread over throughout the world already undergone ups and downs in its business. Having the

technical work force to its credit it got to have a good system of career development. In this process an attempt is

made to know the opinions of management respondents regarding Career planning and Development System in their

companies.

But the problem, both of the organization and employees face is when they are promoted to higher


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In this regard an attempt is made to find out how the HR practices with regard to carrier planning in

refrigeration industry with the help of table 5.9 and 5.10 by soliciting employee and management respondents

opinions respectively.

It is found that the employee respondents of all the companies expressed positive opinion about cooperationreceived from their senior for the purposes of career planning, awareness of the employees about the promotion

opportunities internally, except in Thermax (weighted averages are -0.04 and -0.06). Surprisingly the management

respondents opined negatively about the above two aspects.

The crux of the career planning lies where the employees encouraged by their superiors impartially in

development, unfortunately negative opinion observed in all the respondent companies from table 5.9 but the

management respondents disagreed with the opinions expressed by their subordinates except the management

respondents of Tecumseh (weighted average is -0.5)

Each employee has his carrier part drawn with help of the superiors. For this statement flip off opinions

have been found. The employee respondents are happy with their seniors where as management respondents are nothappy with their seniors.

Conclusions:

Performance appraisal is the process of measuring the performance of employees containing in various

levels of organization through various means. As per the finding on performance appraisal it is found that all most

all the respondents of sample units expressed their negative view about the existence of scope for correcting thebiases of reporting officers through a review progress.

The performance appraisal through open communication believe to have negative opinion as per the

response of Thermax and Tecumseh Ltd both the employees and management respondents of Thermax and

Tecumseh Ltd. expressed that the performance appraisal system did not help in developing the fruitful relationshipbetween supervisors and subordinates.

The performance appraisal in Blue Star, Voltas and Carrier Ltd. Is seems to be instrumental in helping andmotivating the employees towards the given objective but the same is not true as per the respondents of Thermax

and Tecumseh Ltd.

Training is the process of equipping and developing the employees in tune with the organizational

requirements. It can bring attitudinal change, helps in increasing productivity and employability.

As per the response of the Managers and Employees of Blue Star, Voltas and Carrier Companies it is drawn

that the physical facilities and teaching aids used for training are excellent where as it is not so with Thermax and

Tecumseh Ltd. All the sample units respondents expressed their positive view with regard to handling the trainingProgramme with competent faculty except in Thermax and Tecumseh Ltd.

As per the finding of the study it can be concluded that all the sample units have recognized thesignificance of training but still it improvement is required with a focus on faculty.

The response given on the effect of training is positive by the respondents of all sample units except

Thermax Ltd.

The good training programme can bring the change in the skills of employees is the expression of all the


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The management respondents of all sample units have the negative opinion as the Carrier Planning and

Development create awareness among employees. But, the management respondents have positive opinions about

the carrier planning and development.

In the sample units it is recommended to improve upon the HRM/HRD practices especially Thermax andTecumseh. It can also be concluded that since the refrigeration and air conditioning industry is one of the old

industry in India the attrition rate was not high compared to industries like software the researcher when interacted

with a few managers learnt that the attrition rate is going up in these years in refrigeration and air conditioningindustry too. Henceforth to retain the employees good HRM/HRD practices need to be implemented.

There is a promising and potential scope for the researchers to investigate more and inform more to Indian

air conditioning and refrigeration industry to adapt to new techniques of HRM/HRD

References:

[1] Subba Rao, P (1999), Essentials of Human Resource Management and Industrial Relations, Himalaya Publishing House, Bangalore,p.207.

[2] Jack Halloran (1986), Personnel and Human Resource Management, Prentice Hall India, New Jersey, p 160.[3] Biswajeet Pattanayak (2001), Human Resource Management, Prentice Hall India, New Delhi, pp 84-85.[4] Douglas McGregor (1972), An Uneasy look at Performance Appraisal,Harvard Business Review, October.[5] Bentley, T. (1990), The Business of Training, McGraw Hill, New York[6] Lynton, Rolf P and Pareek, Udai (2000), Training for Organizational Transformation, Part I, Sage Publications, New Delhi.[7] Raju V L., (2003), Human Resource Emerging Face,HRM Review ICFAI Press, Hyderabad, October.[8] Pattanayak Biswajeet (2001), Human Resource Management, Prentice Hall, India, p.115[9] Subba Rao, P (2004), Essentials of Human Resource Management and Industrial Relations, Himalaya Publishing, Bangalore. p 305.[10] Pattanayak Biswajeet (2001), Human Resource Management, Prentice Hall, India, p.164.[11] Subba Rao, P (2005), Essentials of Human Resource Management and Industrial Relations, Himalaya Publishing, Bangalore, p.180.


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TABLE NO. 5.1

OPINIONS OF EMPLOYEE RESPONDENTS ABOUT PERFORMANCE APPRAISAL

Sl Statement Blue Star Limited Voltas Limited Carrier India Ltd. Thermax Inida Ltd. Tecumseh India Ltd.

No Weighted Average Weighted Average Weighted Average Weighted Average Weighted Average

1

The performance appraisal system

in your company provides an

opportunity for each appraisee tohave a clear understanding of what

is expected of him.

0.08 0.58 0.26 -0.08 -0.08

2

The appraisal system encourages

the appraiser and appraisee to have

a common understanding of thefactors affecting the performance

and lines of development of the

appraisee.

0 0.12 0.02 0 0

3

The appraisal system developssuperior -sub - ordinate

relationship through opencommunication and trust.

0.26 0.38 0.16 -0.12 -0.2

4

The appraisal system helps

appraise to gain interest and more

insights into their strengths andweaknessess.

0.2 0.52 0.36 -0.1 -0.02

5

The appraisal system has scope for

communicating strategies, policesetc. to employees at all levels

0.24 0.68 0.16 -0.2 -0.06

6


correcting the biasesof reportingofficer through a review process

0.02 0.1 0.06 -0.45 -0.1

7The appraisal system provides anopportunigy for self review

relisation.

0 0.12 0.04 -0.38 -0.36

8Employees praticipate extensively

in determining the training needs.0.28 0.42 0.24 -0.36 -0.4

ISSN: 0975-5462 6868


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TABLE NO. 5.2

OPINIONS OF MANAGEMENT RESPONDENTS ABOUT PERFORMANCE APPRAISAL



1

The performance appraisal system in your

company provides an opportunity for ech

appraisee to have a clear understanding of

what is expected of him.

0.15 0.1 0.3 -0.25 -0.4

2

The appraisal system encourages the

appraiser and appraisee to have a common

understanding of the factors affecting theperformance and lines of development of the

appraisee.

0.3 0.1 0.05 -0.55 -0.15

3

The appraisal system develops superior-sub-

ordinate relationship through open

communication and trust.

0.1 0.45 0.05 -0.5 -0.4

4

The appraisal system helps appraise to gain

interest and more insights into their strengths

and weaknessess.

0.05 0.2 0.2 -0.55 -0.8

5


communicating strategires, policies etc., to

employees at all levels.

0.2 0.25 0.35 -0.5 -0.4

6

The appraisal system has scope for correting

the biases of reporting officer through a

review process

0.4 0.2 0.05 -0.7 -0.6

7The appraisal system provides an

opportunity for self review realisation.0.3 0.3 0.05 -0.65 -0.45

8Employees praticipate extensively in

determining the training needs0.25 0.56 0.45 -0.35 -0.4

ISSN: 0975-5462 6869


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TABLE NO. 5.3

OPINIONS OF EMPLOYEE RESPONDENTS ABOUT THE TRAINING PROCESS



1

Excellent physical facilities and

teaching aids are provided in

training college.

0.34 0.1 0.12 -0.28 -0.06

2Adequate number of internalfaculty and external faculty is

provided.0.32 0.2 0.5 -0.2 -0.16

3In-company programmers are

handled by competent faculty.0.2 0.16 0.24 -0.44 -0.32

TABLE NO. 5.4

OPINIONS OF MANAGEMENT RESPONDENTS ABOUT TRAINING PROCESS:



1Excellent physical facilities and teaching

aids are provided during training.0.5 0.8 0.75 -0.35 -0.3

2Adequte number of internal faculty and

external faculty is provided.0.45 0.3 0.2 -0.2 -0.55

3In-company programmers are handled by

competent faculty.0.4 0.2 0.1 -0.05 -0.2

ISSN: 0975-5462 6870


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TABLE NO. 5.5

OPINIONS OF EMPLOYEE RESPONDENTS ABOUT THE INDUCTION TRAINING



1

Induction training provides an

excellent opportunity fornewcomers to learn

comprehensively about our bank.

0.8 0.6 0.36 0.24 0.3

2 Induction training is periodicallyevaluated and improved.

0.5 0.6 0.7 0.16 0.22

3Senior Staff take interest and spendtime with new staff during

induction training.

0.14 0.21 0.32 0.18 0.12

TABLE NO. 5.6

OPINIONS OF MANAGEMENT RESPONDENTS ABOUT INDUCTION TRAINING



1

Induction training provides an excellent

opportunity for newcommers to learn

comprehensively about our company?

0.15 0.3 0.35 0.23 0.15

2 Induction training is periodically evaluatedand improved.

0.45 0.1 0.05 0.08 0.06

3Senior staff take interest and spend time with

new staff during induction training.0.65 0.45 0.45 0.37 0.32

TABLE NO. 5.7

ISSN: 0975-5462 6871


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OPINIONS OF EMPLOYEE RESPONDENTS ON AFTER TRAINING EFFECT



1

Employees are very well helped to

improve technical skills and

knowledge is improved due to

training.

0.14 0.2 0.58 0.14 0.2

2

Employee's managerial skills and

knowledge are improved afterexecutive decelopment.

0.18 0.14 0.42 -0.04 0.08

3

Employees values are in tune with

the organisational requirements

after training.

0.34 0.42 0.38 -0.02 0.16

4Employees utilise the benefitfrom the training.

0.42 0.8 0.56 0.1 0.16

5

There is adequate emphasis on

developing managerialcapabilities of management staff

through training.

0.3 0.6 0.08 -0.44 -0.56

6The system helps the employee to

know his strength and weakness.0.5 0.5 0.18 -0.08 -0.26

7The system helps / motivates theemployee to make efforts to

develop.

0.32 0.2 0.26 -0.2 -0.21

TABLE NO. 5.8

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OPINIONS OF MANAGEMENT RESPONDENTS ON AFTER TRAINING EFFECT



1Employees are very well helped to improvetechnical skills and knowledge is improved

due to training.

0.45 0.1 0.05 -0.4 0.15

2 Employee's managerial skills and knowledgeare improved afer executive development.

0.6 0.25 0.15 0.1 0.5

3Employees values are in tune with theorganizational requirements after training.

0.15 -0.05 -0.25 -0.25 -0.4

4 Mangers utilise the benefit from the training. 0.6 -0.35 0.1 -0.25 -0.35

5

There is adequate emphasis on developing

managerial capabilities of management staaff

through training.

0.5 0.1 0.1 -0.2 -0.35

6The system helps the employee to know hisstrength and weakness

0.23 0.24 0.1 -0.05 -0.45

7The system helps / motivates the employee

to make efforts to develop.0.2 0.15 0.2 -0.5 -0.45

TABLE NO. 5.9

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OPINIONS OF EMPLOYEE RESPONDENTS ABOUT THE CAREER PLANNING AND DEVELOPMENT:



1My Superiors help in planning my

carrier in the organization0.16 0.8 0.14 -0.04 0.04

2I am fully aware of the promotion

opportunities in the organization0.38 0.76 0.14 -0.06 0.04

3

Organization helps employes to

successfully claimb organizationladder.

0.04 0.02 0.18 -0.08 0.14

4Supervisors are impartial inencouring the employees in their

carrier development.

-0.22 -0.12 -0.4 -0.04 -0.08

5

Each employee has his carrier

part drawn with help of thesuperiors.

0.3 0.24 0.27 0.21 0.12

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TABLE NO. 5.10

OPINIONS OF MANAGEMENT RESPONDENTS ABOUT THE CAREER PLANNING AND DEVELOPMENT:



1Superiors help in planning employees

carriers.-0.2 -0.1 -0.2 -0.5 -0.25

2Employee are made aware of promotion

opportunities.-0.05 -0.15 -0.15 -0.9 -0.75

3Supervisors are impartial in encouraging the

employees in their carrier development.0.2 0.1 0.24 0.6 -0.5

4Each Employee has his carrier part drawn

with help of the Supervisors.-0.25 -0.15 -0.15 -0.75 -0.5

ISSN: 0975-5462 6875

performance appraisal in ref

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