The document summarizes a study on the effectiveness of training and development among employees in private banks in Chennai, India. It discusses the objectives of analyzing training needs and methods to assess effectiveness. The research methodology included a sample of 108 employees surveyed using questionnaires. Data analysis methods like multiple regression, chi-square tests, and factor analysis identified factors that influence job improvement and effectiveness. The study found training to be significantly associated with improving employee knowledge, skills, and job performance.

1. International Journal of Management (IJM), ISSN 0976 – 6502(Print), ISSN 0976 –
INTERNATIONAL JOURNAL (2013)MANAGEMENT (IJM)
6510(Online), Volume 4, Issue 2, March- April
OF
ISSN 0976-6502 (Print)
ISSN 0976-6510 (Online)
Volume 4, Issue 2, March- April (2013), pp. 118-124
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EFFECTIVENESS OF TRAINING AND DEVELOPMENT AMONG
EMPLOYEES IN PRIVATE BANKS (WITH REFERENCE TO
CHENNAI CITY)
Ms.S.Sujatha
Asst.Professor, SRM School Of Management, SRM University.
Kattankulathur -603203 Kancheepuram District
Ms.K.Santhana lakshmi
Asst.Professor, SRM School Of Management, SRM University.
Kattankulathur -603203 Kancheepuram District
Mr.Martin selvakumar.M
Faculty, Department Of Management Studies,Anna University,
Taramani Campus, Chennai 600113 Kancheepuram District
Dr.N.Santhosh Kumar
Asst.Professor, SRM School Of Management, SRM University.
Kattankulathur -603203 Kancheepuram District
ABSTRACT
Training and development is vital part of the human resource development. It is
assuming ever important role in wake of the advancement of technology which has resulted
in ever increasing competition, rise in customer’s expectation of quality and service and a
subsequent need to lower costs. It is also become more important globally in order to prepare
workers for new jobs. In the current write up, it focus more on the emerging need of training
and development, its implications upon individuals and the employers.
According to author Peter Drucker said that the fastest growing industry would be
training and development as a result of replacement of industrial workers with knowledge
workers. In United States, for example, according to one estimate technology is de-skilling 75
% of the population. This is true for the developing nations and for those who are on the
threshold of development. In Japan for example, with increasing number of women joining
traditionally male jobs, training is required not only to impart necessary job skills but also for
preparing them for the physically demanding jobs. They are trained in everything from sexual
harassment policies to the necessary job skills.
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2. International Journal of Management (IJM), ISSN 0976 – 6502(Print), ISSN 0976 –
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INTRODUCTION
Gregory (2001) concluded that training has a great impact on employee s subsequent
job performance and the lack of training and development results in managers not familiar
with the task requirements as well as the core competencies such as knowledge, skills and
abilities which managers must possess to perform well the organization s tasks, as a result
their performance as well as motivation level decrease. He suggested that the managers in
service organizations must be knowledgeable in all newer functions that apply to their
departments so that overall organizational objectives can be achieved effectively and
efficiently in accordance with the new demands posses by the corporate environment. A
descriptive study conducted by a group of researchers.
Roscoe (2002) said: No professional completes their initial training equipped to
practice competently for the rest of their life . He argued that corporate environment is
changing day by day and in order to cope with the level of changes, organizations implement
various dynamic processes including the training programs which subsequently increase the
motivation levels of employees as after the training process most of the employees seek
promotions to higher level jobs which is the main cause of motivation.
Garavan et al. (2003) found that training process is a more job oriented that can
change employee attitudes and behaviors that motivate them to increase their knowledge and
understanding of the job according to the dynamic corporate environment.
Khattaket al.(2010) suggests that training and development is directly related with
successful performance of managers, organizations and nations. The countries which spend
more on training and development of human resources are relatively more developed as
human resources contribute to productivity more than physical and other resources but there
is a problem, population growth is inversely related with human capital investment,
particularly in developing countries like Pakistan, so it should be controlled in order to spend
more on training and development of human resources that make the more employees to get
involved in their jobs and increase their subsequent performance.
A Questionnaire survey conducted on 1000 top companies of Malaysia where (Jamil
& Som, 2007) concluded that changing nature of today s corporate environment and the
intense global competition where consumers demand more quality services require the
organizations to continuously train their human resources in order to maintain market
competitiveness and business survival. The researchers argued that ad-hoc training
approaches and the training programs without proper analysis leads to poor training
investments, so three levels of analysis(individual, organizational and operational) as well as
the multiple data collection methods and techniques should be used to analyze the training
needs in order to effectively design and implement the training programs for motivating the
employees and achieving the organizational goals more efficiently
Objectives
• To identify training needs and opportunities assessed and provided for employees in
private banks.
• To analyze various method to find out effectiveness of training and development.
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3. International Journal of Management (IJM), ISSN 0976 – 6502(Print), ISSN 0976 –
6510(Online), Volume 4, Issue 2, March- April (2013)
RESEARCH METHODOLOGY
DESIGN OF THE STUDY
The Design of the Study is the conceptual within which research is conducted. It
constitutes the blue print for the collection, measurement and analysis of data.
RESEARCH DESIGN
Research design has characteristics, problem definition, specific methods of data
collection and analysis, time required for research project.
RESEARCH METHOD
• Explorative private banks in Chennai.
DATA SOURCES
• Primary data: Is generated in an investigation with the help of questionnaires.
• Secondary data: Is collected from books, internet, articles, journals and other sources.
SAMPLE SIZE: 108 employees as sample.
SAMPLE AREA: the research is conducted in the private banks.
SAMPLE METHOD: The method we are using here is survey method; descriptive research
design is used to collect the information.
DATA ANALYSIS: Data were analyzed using SPSS 18 package
TOOLS FOR DATA COLLECTION: Questionnaire is used for data collection. A pilot
study is done by administering a questionnaire to sample of respondents found out the
validation of the study. The questionnaire contains the objective of the study. Private
DATA ANALYSIS AND INTERPRETATION
To identify the variables influencing effectiveness of training and development among
employees in private banks, multiple regression analysis was done.
1. MULTIPLE REGRESSION ANALYSIS
Model summaryb
Model R Rsquare Adjusted R Std. error Durbin-
square of the watson
estimate
1 .263a .069 .024 .86326 1.819
a. Predictors: (Constant), income, gender, qualification, marital, age
b. Dependent Variable: job improvement
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Job improvement was calculated and used as the dependent variable. The independent
variables included were monthly income, gender, qualification, marital status and age.
With spss package the regression was run and it was found out that the r2 value was
around 0.6 9 implying that the selected independent variables together explained 60% of
variation in the job improvement index.
The F value (1.517) was found to be statistically significant at 5% level. As regards
the independent variables out of 5 variables included in the function. They are age,
qualification, gender, marital status and monthly income. A percentage increase in age
caused a decline of the job improvement index by 84%, followed by 83% decline in job
improvement index, when qualification improved. Marital status also significantly
contributed to a change in job improvement index by 1.16 for every change in marital status.
Every one unit increase in income brought about nearly 0.91 unit change in job Improvement
index.
2. CHI SQUARE ANALYSIS
CROSS TAB AND JOB MAINTAINING
To examine whether training given to the trainees helps to improve their
effectiveness of job, chi square analysis was conducted and it was found that these two
variables are significantly associated (x2=84.065*). This implies that knowledge or skills and
information gathered during this training will help me play a bigger role than my current job
and after training I think that I can be of great help in maintaining a cordial and orderly
atmosphere in the bank.
From the literature it is noted that the knowledge or skills can be maintained with
appropriate after training it is maintained. To identify whether such training has improved
the job effectiveness among the employees in private banks, chi square analysis was done
which revealed a highly significant association between knowledge and after training
.(x2=80.02*)
Chi-Square Tests
Asymp. Sig.
Value df (2-sided)
Pearson Chi-Square 84.065a 16 .000
Likelihood Ratio 65.788 16 .000
Linear-by-Linear Association 4.372 1 .037
N of Valid Cases 108
3. FACTOR ANALYSIS
KMO and Bartlett's Test
Kaiser-Meyer-Olkin Measure of .524
Sampling Adequacy.
Bartlett's Test of Approx. Chi- 2201.8
Sphericity Square 09
df 351
Sig. .000
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5. International Journal of Management (IJM), ISSN 0976 – 6502(Print), ISSN 0976 –
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Factor analysis was performed to determine the important factors which influence
effectiveness of job. The KMO value (0.524) indicated that a factor analysis could be carried out.
Bartlett’s test indicated that there is significant association between job effectiveness and the
factors included. Among the factors included only 8 factors with Eigen value >1 were found to
be relevant in influencing job effectiveness. These 8 factors together explained 75 percent of
variance in job effectiveness.
Component Extraction Sums of Squared Rotation Sums of Squared
Initial Eigen valuesa Loadings Loadings
% of Cumulative % of Cumulative % of Cumulative
Total Variance % Total Variance % Total Variance %
Raw 1 6.171 29.270 29.270 6.171 29.270 29.270 2.383 11.303 11.303
2 2.291 10.867 40.137 2.291 10.867 40.137 2.356 11.174 22.477
3 1.795 8.515 48.652 1.795 8.515 48.652 2.369 11.237 33.714
4 1.592 7.554 56.206 1.592 7.554 56.206 2.441 11.579 45.293
5 1.287 6.103 62.309 1.287 6.103 62.309 1.968 9.336 54.629
6 1.103 5.231 67.540 1.103 5.231 67.540 1.740 8.255 62.884
7 1.031 4.891 72.430 1.031 4.891 72.430 1.527 7.244 70.128
8 .940 4.461 76.891 .940 4.461 76.891 1.426 6.763 76.891
9 .695 3.298 80.190
10 .599 2.839 83.029
11 .552 2.621 85.650
12 .523 2.480 88.130
13 .423 2.008 90.138
dimension1 14 .392 1.859 91.997
15 .290 1.374 93.371
16 .254 1.205 94.576
17 .227 1.076 95.652
18 .216 1.025 96.676
19 .158 .752 97.428
20 .122 .581 98.009
21 .110 .523 98.532
22 .094 .447 98.979
23 .079 .375 99.354
24 .051 .242 99.596
25 .037 .177 99.774
26 .033 .155 99.929
27 .015 .071 100.000
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From the varimax rotated component matrix (assuming a cut off limit of 0.5),
Component Matrixa
Component
1 2 3 4 5 6 7 8
learningneed .615 .406 -.085 -.053 .292 .205 -.296 -.131
learningobjective .611 .355 -.183 .100 .342 -.207 -.081 -.290
programnewideas .339 .742 -.009 .120 .168 .199 .170 .080
participation .402 .634 .220 -.326 -.023 .020 .087 .225
sufficienttime .281 .271 .126 -.496 .516 -.206 .024 .150
relevant .518 .281 .218 -.147 -.277 .358 .225 .351
greatinterest .524 .337 -.352 .143 -.038 .021 .383 -.283
materialassistance .624 .363 -.024 .302 -.214 -.253 .138 -.330
managed .514 .246 .313 -.386 -.224 -.137 -.251 -.010
satisfactory .611 .312 -.191 .187 -.275 -.145 -.258 .192
encouraged .583 -.086 .199 .077 -.621 .053 -.132 .116
livesituations .239 -.100 .264 .718 .174 -.288 -.048 .108
jobimprovement .349 -.199 .727 .292 .163 .256 .080 -.071
jobinnovation .613 -.040 .385 .111 .187 -.118 -.426 -.058
knowledge .558 -.341 .373 -.043 .096 .105 .342 .009
growthrelevant .671 -.387 .128 -.335 -.165 -.043 .253 -.096
helpful .573 -.322 .063 -.258 .103 -.236 .376 -.206
latesttechnology .669 -.400 -.110 -.168 .029 -.027 -.210 -.227
overallperformance .568 -.143 -.500 -.065 -.025 .263 .240 -.076
incentives .696 .120 .059 -.110 -.240 -.002 -.142 -.195
behaviourbridging .556 -.297 -.419 .023 .113 .236 -.100 .223
maintaining .586 -.265 -.388 -.017 -.040 .252 -.344 .088
confidence .527 -.073 -.303 .358 -.003 -.298 .194 .374
attitudeusefulness .263 -.031 .066 .224 .371 .602 -.006 .035
misstraining .729 -.292 .105 .347 -.017 .034 .064 .022
seriousness .466 -.464 -.070 -.292 .176 -.088 -.152 .043
ongoingprocess .440 -.118 -.088 -.075 .235 -.375 .104 .492
Extraction Method: Principal Component Analysis.
a. 8 components extracted.
The first component contained only 2 factors namely, I felt the need for the training
before attending the training program, I achieved the objectives of the training program.
These two factors are together considered as learning objective component. These factors
together caused about 11.3 percent variance in the job effectiveness.
A second component indicated only 4 factors namely during the program, I came
across a lot of new ideas, which are useful to me in training program, there was high degree
of participation and involvement during the program, the program was well structured and
sufficient time was allocated for each subject and session, to a large extent , the training
program was relevant to my present job, overall the program was of great interest to all
trainees when trying to persuade others which accounted for about 11.1percent variance in
job effectiveness. This component is renamed as program component.
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The third component revealed the following 5 factors namely required training material
and assistance was given during the program, the program was well managed and venue was
comfortable, the trainer presented the materials satisfactorily and it was easy to understand, the
trainer encouraged participants to ask questions, several cases or examples or live situations were
discussed, which together resulted in 11.2% variance in job effectiveness. This is Materials and
facilities component.
Similarly fourth component indicated 3 factors namely, as a result of going through this
program I will be able to improve the way I do my current job, I can make innovations at work
place using the information learned in this training, the knowledge or skills and information
gathered during this training will help me play a bigger role than my current job, which explained
about 11.5 percent of variance in emotional intelligence. This component is named job
effectiveness component.
The other 4 components together caused about 32 percent variance in job effectiveness.
CONCLUSION
The result clearly indicated that the job effectiveness can be maintained with appropriate
behavior or relationship among employees working in private banks. Research also examined the
most effective means of developing job effectiveness within the trainees. The research
investigated whether growth or result is developed.
Another vital finding indicated the attitude towards training. By identifying learning
objective trainees felt more achievement. During the programs trainees came to know across a lot
of new ideas, which are useful for them. The method of conducting the training is used by
materials and facilities given for trainees by the trainer.
Finally it is investigated that there is no problem identified during the training session
conducted by their bank.
REFERENCES
1. Anglin, G. M. (2001). Company officer training and development - Maintaining consistency
in dynamic environment, National Fire Academy, pp. 1-39.
2. Roscoe, J. (2002), Continuing professional development in higher education, Human
ResourceDevelopment International, 5(1), pp. 3-9.
3. Garavan, T.N., Hogan, C. and Cahir-O Donnell, A. (2003), Making Training and
DevelopmentWork: A Best Practice Guide, Dublin, Oak Tree Press.
4. Khattak, M. A., Bashir, F., &Qureshi, T. M. (2010). "Training and Development paradigm,
and its contribution in economic uplift of the country, A case from Pakistan", 12th
International Business Research Conference, pp.1-16.
5. Jamil, R., &Md.Som, H. (2007). Training Needs Analysis: Practices of Top Companies in
Malaysia. International Review of Business Research Papers, 3 (3), 162-175.
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Arrangements: Empirical Study on Bank Employees” International Journal of Management
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