A STUDY ON ORIENTATION TRAINING AND ITS EFFECTIVENESS ON EMPLOYEES SATISFACTION IN ITES COMPANIES

Shanmuganathan J, Thiriveni Sripriya S, SathishKumar AS

Abstract


 

Today’s dynamic and innovative learning organization can be determined by its effectiveness of training activities that are initiated in the organization as the cultural policy. Orientation training creates the initial knowledge about the organization and the job related factors that has to be done for achieving the productivity and overall performance of an organization. Effectiveness of any training can be measured in form of adding value in the existing job and attaining the desired outcome towards organizational and individual objectives. The objective of this paper is to examine whether the orientation training has an influence on employee to understand the organizational culture and satisfaction of orientation programme. This study is described in the form of quantitative nature and survey method is used to collect the primary source of data. Questionnaire is derived with four variables which consists of 20 statements and the collected data was analyzed using statistical software. In this study three variables are considered as dependent variable (Orientation, Programme Content and Effectiveness) and Employee satisfaction as independent variable.  The findings revealed that there is a significant relationship among variables and frequency distribution on demographic factors. The result shows the effectiveness of orientation training and satisfaction level of employees in ITES companies.


Keywords


Orientation training, Effectiveness, Employee satisfaction, ITES, Orientation training of ITES, Effectiveness of employees satisfaction

References


Gates LR, and Hellweg SA. (1989). “The socializing function of new employee orientation programs: A study of organizational identification and job satisfaction”, Paper presented at the Annual Meeting of the Western Speech Communication Association, Spokane, WA, February 17-21.

Gray A. (2005). "Getting off on the right foot with a new employee", Electronic version, Fairfield County Business Journal, December 19, p.9. Retrieved June 19, 2006, from Regional Business News database.

Kanouse DN, and Warihay PI. (1980). “A new look at employee orientation”, Training and Development Journal, Vol.34(7), pp.34-38.

Klein HJ, and Weaver NA. (2000). “The effectiveness of an organizational-level orientation training program in the socialization of new hires”, Personal Psychology, Vol.53(1), pp.47-66.

Laing IF. (2009). “The impact of training and development on work performance and productivity in public sectors organizations: A case study of Ghana ports and garbous authority”, A thesis submitted to Institute of Distance Learning, Kwame Nkrumah University of Science, and Technology.

McKersie E. (2003). "The first 90 days: Helping new employees succeed", Electronic version, NH Business Review, June 13-26, p.10B. Retrieved June 19,2006, from Regional Business News database.

Nagar V. (2009). “Measuring Training Effectiveness”, The Indian Journal of Commerce, Vol.62(4), pp.86-90.

Ragsdale MA, Mueller J. (2005). "Plan, do, study, act model to improve an orientation program", J Nurs Care Qual., Vol.20(3), pp.268-272.

Robinson GW. (1998). “New teacher induction: A study of selected new teacher induction models and common practices”, Paper presented at the Annual Meeting of the Midwestern Educational Research Association, Chicago, IL, October 14-17.

Sabir RI, Akhtar N, Azzi S, Sarwar B, Zulfigar S, and Irfan M. (2014). “Impact of Employee Satisfaction: A Study of Lahore Electric Supply Company of Pakistan”, Journal of Basic and Applied Scientific Research, Vol.4, pp.229-235.

Saleem Q, Shahid M, and Naseem A. (2011). “Degree of influence of training and development on employee’s behavior”. International Journal of Computing and Business Research, Vol.2(3), pp.2229 - 6166.

Shaheen, Naqvi S, and Khan M. (2013). “Employees Training and Organizational Performance: Mediation by Employees Performance”, Journal of contemporary research in business, Vol.5(4).

Srimannarayana M. (2011). “Measuring Training and Development”, The Indian Journal of Industrial Relations, Vol.479(1), pp.117-125.

• Additional Bibliography

o Aguinis H, and Kraeger K. (2009). “Benefits of Training and Development for Individuals and Teams, Organizations, and Society”, Annual Review of Psychology, Vol.60, pp.451-474.

o Alshuwairekh KN. (2016). “The Effectiveness of the Training Programs on Employees Performance: An Empirical Study at Private Sector Companies in Saudi Arabia”, International Journal of Business and Management Review, Vol.4(9), pp.1-23.

o Chadha D. (2018). “A Study of Training and Development Practices in Service Sector in Relation to Employee Engagement across Delhi and NCR”, International Journal of Human Resource Development and Management, Vol.8(1), pp.1-11.

o Ferdous T, and Razzak BM. (2012). “Importance of Training Needs Assessment in the Banking Sector of Bangladesh: A Case Study on National Bank Limited (NBL)”, International Journal of Business and Management, Vol.7(10), pp.63-73.

o Gopal. (2008). “Effectiveness of Executive Training Programs”, The Indian Journal of Commerce, Vol.6(3), pp.143-150.

o Jadhav A. (2013). “A Study on Training and Development in Indian Banks”, ABHINAV National Monthly Refereed Journal of Research in Commerce & Management, Vol.1(1), pp.34-39.

o Karthikeyan K, Karthi R, and Graf DS. (2010). “Impact of Training in Indian Banking Sector – An Empirical Investigation”, International Journal of Business and Management, Vol.5(7), pp.77-83.

o Pathak N. (2008). “Corporate Training Programme- an Effective Instrument for Organization”, The Indian Journal of Commerce, Vol.61(3), pp.113-119.

o Ramakrishna G, Kamleshwari, Kumar MG, and Krishnudu CH. (2012). “Effectiveness of Training and Development Programmes- A Case Study of Canara Bank Employees in Kurnool District”, International Journal of Multidisciplinary Research, Vol.2(4), pp.150-162.

o Saharan T. (2010). “Training for Employees Major Constraints Automobile Industries are Facing, Optimization”, International Journal of Multidisciplinary Research, Vol.3(1), pp.88-99.

o Sila K. (2014). “Relationship between training and performance: a case study of Kenya women finance trust eastern nyanza region, Kenya”, European Journal of Business and Social Sciences, Vol.3(1), pp.95-117.

o Sthapit A. (2012). “Strategic factors in evaluation of Induction Training Effectiveness an exploratory study of Nepali bank managers”, EXCEL International Journal of Multidisciplinary Management Studies, Vol.2(8), pp.16-32.


Refbacks

  • There are currently no refbacks.


Send mail to ijmss@ijmss.com with questions or comments about this web site. 

International Journal of Management and Social Sciences, All rights reserved.