training and performance-hailey

TRAINING AND DEVELOPMENT IN TELECOM SECTOR IN PAKISTAN

ABSTRACT

Despite the vast research on training and development, little is known about the perspective of Pakistan on it. The overall image that emerges from the Pakistan telecom sector is negative, but as we see a huge encroachment in technology, we are witnessing improved results in the telecom sector of the country. Training and development plays a fundamental role in making sector advancement in almost every field more rapidly by civilizing labor skills, enhancing human resource, development in technology, and developing leadership attributes. In Pakistan, to compete with international standards, consistency in training and development is desirable. This study is a part of a growing body of research, which aims at the importance of training and development in the telecom sector of Pakistan, and this will increase our understanding of the need of training and development in all the other sectors which will contribute to further research on similar topics.

TABLE OF CONTENTS

ABSTRACTII1.INTRODUCTION11.1Background of the problem51.2Theoretical Framework62.PROBLEM DEVELOPMENT72.1Significance of the study72.2Study Objectives82.3Research Questions92.4Relevant Variables112.5Research Hypotheses123.LITERATURE REVIEW193.1PADAA203.2Quasi experimental design213.3Goldberger approach223.4Ethnographic methods243.5Mann-Whitney U test253.6Chi-square model test273.7Mediating effect303.8Swedish model323.9Pearson correlation343.10Kaiser-Meyer-Olkin test364.METHODOLOGY384.1Introduction to chapter394.2Purpose of research394.3Research approach394.3.1Primary and Secondary data394.3.2Sample size404.4Regression Equation405.ANALYSIS415.1Employees frequency distribution analysis415.2Trainers frequency distribution analysis535.3LINEAR REGRESSION635.3.1Employee645.3.2Trainers645.4MULTIVARIATE REGRESSION665.4.1Employee665.4.2Trainers705.5CROSSTAB735.5.1Employee735.5.2Trainers776.CONCLUSION816.1Conclusion816.2Future research836.3Limitations846.4Reference86

APPENDIX87Appendix A Constitutive and operational definition of variables87Appendix B Frequency Graph Analysis92Appendix C Descriptive of mean112Appendix D Descriptive of Linear Regression116Appendix E Descriptive of Multivariate Regression119Appendix F Questionnaire of trainer and trainee127

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INTRODUCTION

The telecommunication sector in Pakistan was initiated by a government-run monopolist, previously called as Telephone and Telegraph department (T&T). It was not only the entire single controller in the industry but was also the policy maker and operator in the country. Later on T&T was turned into a corporation which proved quite profitable but the re-investment done by the company was not enough to meet every day technological advancement and to invest in emerging telecom services and make them available to the public. Consequently Pakistan lagged behind in the telecom sector for many initial years as compared with her neighboring countries.Cellular mobile services first came into Pakistan in the early 1990s with the commencement of the two cellular companies, Paktel and Pak Com (Instaphone). However these two companies were unable to meet the growing demands of the people. The government of Pakistan thus decided to cut down on the monopolistic atmosphere prevalent in the telecom sector and usher in more competition in the cellular market. Resultantly Mobilink came into Pakistan in 1994 introducing GSM technology for the first time in Pakistan initially under MOTOROLA Inc., and later was bought by ORASCOM, an Egyptian multi-national company. Then Ufone was launched by the Pakistan government in 2001 as a part of its PTCL operations but is owned by Etisalat. After that came the year 2005 which is perhaps the landmark in the cellular history of Pakistan as two giant multinationals, Telenor and Warid successfully launched their cellular services in Pakistan right after the other. The coming of these two multinationals revolutionized the entire telecom industry increasing competition and foreign investment to considerable levels and putting an end to the monopolistic practices. Training refers to the gaining of knowledge, skills and learning to improve performance of the employee within the organization. Learning and Development is used instead of training and development in order to underline the importance of learning for the individual and the organization. In few organizations, Human resource development is used. Training is specific and done to improve ones capability, capacity and performance. Training can be generally categorizes as on-the-job training or off-the-job training. On-the-job describes training that is given in a normal working condition, using the actual tools, equipment, documents or resources that they will use when fully trained. On-the-job training is usually most effective for professional work. Off-the- job training takes place away from normal work situation which means that the employee is not regarded as productive worker when training a taking place. An advantage of off-the-job training is that it allows people to get away from work and totally concentrate on the training being given. This type of training is most effective for training concepts and ideas. Training is one of the major functions of Human resource management. Training of their members and officials is essential to strengthen the organization and improve its various functions. Training and development of an organization includes executive coaching, mentoring, climate conditioning, organizational setting, designing training program, control changing environment, control variables, objectives and developing skills like leadership.Basically leadership refers to an activity that enhances the quality of leadership within an individual or organization. People are not born with the same potential to lead well. Different personal characteristic can help a persons effectiveness. Yet everyone can improve it with the help of training and development. Today, as competition gets even tougher, telecom companies are trying to further streamlining their employment with the help profound of training and development.The main focus of training and development is to enable the participants to interconnect domestic issues and challenges with international trends and developments so as to allow them to find appropriate answers to challenges posed by the international movement. The workplace and workforce are changing rapidly and that to keep pace; their employees must continually acquire new skills. Today's environment presents numerous challenges including: new technology, global competition, and company downsizing. Providing and supporting continuing education for employees confronts these challenges head-on and clearly creates a more competent workforce, and ultimately profit increases. So continuous training of employee is must in present world in order to hit the top and maintain it. Training of employee should be done in such a way that the option available to the learner as to how, when, where, with what materials and what he or she learns is very important not for the professional and educational reasons but also for the economic motivations. The training procedure offered to the workforce should be flexible and close to the real-time scenario, so that each and every individual taste the real experience.Training and development is very important in telecom sector because it is more associated with the modern science and it consists of up to date equipment and methods. The employees should know the working of the equipments they are handling and how the equipment will respond to the given commands. The process of training and development is long, complex and lot of money is at stake yet it is one of the most vital steps of HRM.The approach of training and development offered and carried out in the telecommunication organizations should be diverse from other business and organizations because in telecom sector they are providing wireless services using the most modern tools and equipment. In order to manipulate such variety of equipments you need professional that know everything about the tools. The training and development should me more towards innovation and creativeness.The organizations which are leading the telecommunication sector of Pakistan and maintaining it position just because they are providing latest training programs and developing procedure in order to improve their employees overall capability.The objective of Human resource is to maximize the return on investment from the organizations human capital and minimize the financial risk. It is the responsibility of the human resource manager to conduct these activities in an effective, legal and consistent manner.Human resource management serves these key functions.Performance evaluation and managementPromotionsIndustrial and employee relationsRecord keeping of all personal dataConfidential advice to internal customer in relation to problems at work

Background of the problemThe focus of my research would be on the human resource management practices in the telecom sector of Pakistan. In organizational development, the related field of training and development (T & D) deals with the design and delivery of learning to develop performance, skills or knowledge within the organization. It is of importance as the telecom industry in Pakistan becomes more competitive and must ensure strict standards in the professionalism of its workforce. By using various methods of training and development such as seminars, workshops, on-the-job training and short courses, telecom industries can bring about an improvement in the productivity and motivation, all of which contributes to overall output and efficiency gains. So in this way, human resource management can play a vital part in enabling an entity in the telecom sector in achieving its objectives.

Theoretical FrameworkThe aim of this research study is to find out whether organizational structure/setting, objectives, group composition, need for training, types of training and climate conditioning has a significant impact on training and development.The area that we are going to study under organizational structure is the division of its middle management which would be explained in terms of their hierarchical level. Each management level has its own kind of training and development which improves the organization on the whole. Need for training will be measured in terms of their authority, working environment which includes satisfaction with work, satisfaction with advancement , satisfaction with attitude of friends, satisfaction with pay, satisfaction with freedom of action and integrate into workplace.Designing training program includes brainstorming, computer based training, salary planning and its problem solving technique for middle management.

PROBLEM DEVELOPMENTSignificance of the studyThis research study will provide a comprehensive insight for enhancing the employee training and development in the telecommunication sector of Pakistan due to its increasing importance in corporate performance. The main aim of this research is to highlight the main areas which need Training and Development which can considerably improve the performance of the employees of telecom sector in Pakistan. Due to technological innovations which have increased the level of competition amongst companies, the ability of firms, especially those in competitive markets, depends crucially on how well they have managed and trained their workforce In essence, in todays world, training and development has to focus to a significant degree on making their workforce adaptable to new technologies that are to be found at every level of the company. If the workforce is stagnating in terms of skills, efficiency gains that could be attained by workforce training are forgone. This study deals with the telecom sector in Pakistan which is highly competitive. Human Resource management in this industry therefore, is of crucial importance, and thus becomes the subject of my research.

Study Objectives1. To study the impact as to how knowledge of middle management groups concerning management theory and practice effect Training and development in telecom sector of Pakistan?2. To examine how improved technology for designing of training program for middle management effect training and development in telecom sector?

3. To identify the impact how types of management training effect training and development in telecom sector?

4. To study the impact as how skills development effect training and development in telecom sector of Pakistan?

5. To study the impact as how changing environment in terms of global and domestic competitions effect training and development in telecom sector of Pakistan?

Research Questions1. To determine the relationship between training and development and 4 dimensions of need for training?

2. To determine the relationship between training and development and climate conditioning?

3. To determine the relationship between training and development and 4 dimensions of objective?

4. To determine the relationship between training and development and changing environment in term of technology?

5. To determine the relationship between training and development and control variables?

6. To determine the relationship between training and development and designing training program?

7. To determine the relationship between training and development and learning outcomes?

8. To determine the relationship between training and development and middle management?

9. To determine the relationship between training and development and management policies?

10. To determine the relationship between training and development and mentorship?

11. To determine the relationship between training and development and types of training?

12. To determine the relationship between training and development and self-efficacy?

13. To determine the relationship between training and development and group composition?

14. To determine the relationship between training and development and knowledge?

Relevant VariablesDependent variable: Training and developmentIndependent variables: Group composition Behavioral capacities Effectiveness of organization Knowledge Climate conditioning Organizational setting Need for training Designing training program Middle management Learning outcomes Types of training Changing environment Control variables Self-efficacy Objectives

Research HypothesesOn the basis of the theoretical framework discussed above the following hypothesis will be formulated and tested by the researcher.

Need for TrainingHypothesis To test the proposition that training and development and personal performance of middle manager has a significant/insignificant relationship

Ho: = 0H: 0

HypothesisTo test the proposition that training and development and satisfaction with attitude of co-workers has a significant/insignificant relationship

Ho: = 0H: 0

HypothesisTo test the proposition that training and development and satisfaction with freedom of action has a significant/insignificant relationship

Ho: = 0H: 0

Organizational settingHypothesisTo test the proposition that training and development and supervisory skills have a significant/insignificant relationship

Ho: = 0H: 0

Climate conditioningHypothesisTo test the proposition that training and development and success of firm has a significant/insignificant relationship

Ho: = 0H: 0

Learning outcomesHypothesisTo test the proposition that training and development and intellectual skills of middle managers has a significant/insignificant relationship

Ho: = 0H: 0

Middle managementHypothesisTo test the proposition that training and development and job involvement of managers has a significant/insignificant relationship

Ho: = 0H: 0

Designing training programHypothesisTo test the proposition that training and development and computer based training has a significant/insignificant relationship

Ho: = 0H: 0

TYPES OF TRAINING

HypothesisTo test the proposition that training and development and management training has a significant/insignificant relationship

Ho: = 0H: 0

HypothesisTo test the proposition that training and development and cross training among different level of managers has a significant/insignificant relationship

Ho: = 0H: 0

Changing environmentHypothesisTo test the proposition that training and development and global competition has a significant/insignificant relationship

Ho: = 0H: 0

HypothesisTo test the proposition that training and development and domestic competition has a significant/insignificant relationship

Ho: = 0H: 0

Control variablesHypothesisTo test the proposition that training and development and age of managers has a significant/insignificant relationship

Ho: = 0H: 0

HypothesisTo test the proposition that training and development and gender has a significant/insignificant relationship

Ho: = 0H: 0

Training objectivesHypothesisTo test the proposition that training and development and productivity gains has a significant/insignificant relationship

Ho: = 0H: 0

HypothesisTo test the proposition that training and development and control on absenteeism of managers has a significant/insignificant relationship

Ho: = 0H: 0

PoliciesHypothesisTo test the proposition that training and development and management policies has a significant/insignificant relationship

Ho: = 0H: 0

Group compositionHypothesisTo test the proposition that training and development and race in Human Resource Management department has a significant/insignificant relationship

Ho: = 0H: 0

MentorshipHypothesisTo test the proposition that training and development and mentorship has a significant/insignificant relationship

Ho: = 0H: 0

LITERATURE REVIEWThis article is written by house and tossi in year 1963 an experimental evaluation of management training program. As the environmental conditions and technology improved in 1940s, the management became convinced that additional training program might be useful for managers of an organization And also designing a new training program which could prove useful for the skill development process of the employees. The observation method used in this article was questionnaire. The questionnaire was sent before and after the training. 47 trained personal responded and 57 untrained personal replied but only 24 trained personal and 33 untrained personal were used in the study. The major managerial concerns given in the article was management development, planned learning, climate conditioning, pre-training, responsibility, authority, satisfaction with work, satisfaction with advancement, satisfaction with attitude of friends, satisfaction with pay, satisfaction with freedom of speech, satisfaction with job security, satisfaction with attitude of family. The major variable under discussion was climate conditioning and satisfaction with working environment/conditions. Methodologies used in this article were formal series of training classes, to make more aware of formal knowledge of management. The analysis was made by means of t tests. the variance was tested by f test The differences were revealed by use of a multiple regression and t test.In this article the key findings were defining objective, job function, authority and responsibility. Establishing a clear line of communication and reporting relationship. to compare comparison of score change between trained versus untrained group In this article the limitations were Results may be biased because some respondents were more prone than others to return questionnaire. length of time for completion of questionnaire response to questionnaire was burdenThe methods used are definitely valid since they are using t test and regressions which will give an accurate result.PADAAThis article is written by Roberson, Kulik and Pepper in year 2001 Designing effective diversity training: Influence of group composition and trainee experience. The study examines how training group composition and trainee experience interact to influence the effects of diversity training on cognitive, affective and behavioral outcomes. The study setting was done with the help of pre training surveys and included a question about previous experience with diversity training. The final training sample consisted of 98 trainees. The major managerial concerns given in the article was training group composition, trainee experience, diversity trainee outcomes. The major variable under discussion was cognitive measures which consist of awareness knowledge and skill knowledge, attitudinal measures which include pluralism and diversity attitude assessment (PADAA) and behavioral measures comprise of strategy fluency, strategy specificity and cultural competence. The methodologies used in this article were regression analysis and t test. In this article the key finding suggest that heterogeneous training group may not be necessary or even helpful in all situations. The major limitations stated in the article are The range of variable examined and the context of the research Teaching assistants were used as trainee rather than employee in private organization. Most trainee were not familiar with one anotherTo conclude this article training employees is very critical for the firm since it has to regularly update its human capitals abilities to stay ahead of the competition.Quasi experimental designThis article is written by Mathieu and Leonard in year 1987 Applying utility concept to a training program in supervisory skills: A time based approach. The study employed a quasi experimental design to demonstrate the effects of a training program in supervisory skills on the performance rating of bank supervisors. Further, they expanded the utility formula in order to calculate utility benefits over time. The study setting was done through quasi experimental design. The sample size was 65 individuals which have completed a training program in supervisory skills. The major managerial concerns given in the article was performance measures, training costs, estimates of turnover, economic factor. The major variable under discussion was supervisory skills, performance appraisal, benefits in terms of self-enhancement and career development. The methodologies used in this article were training procedure, quasi experimental design, utility and break even analysis. In this article the key findings were that the training program in supervisory skills is cost-effective and the organization can use such information to determine the allocation of the resource between personnel program and other organizational efforts to improve productivity. Major limitations stated in this article were that this article should be viewed as simply a thinly veiled attempt to justify a training program and the budget given was limited. To conclude this study has demonstrated the utility of a training program in supervisory skills, in addition we sought to identify several areas for future research and how utility theory is useful.Goldberger approachThis article is written by Garavan in year 1997 Training, development, education and learning: different or the same? The study attempts to discuss the concepts of training, development, education, and learning with regards to employees in terms of their substantive difference and argue how these concepts has evolved historically within human resource management and development (HRM/D) literature. The study setting was done through questionnaire. There were 715 managers but the received response from 380 managers which is 53%. The major managerial concerns given in the article was training needs, job tenure, education level, spam of control, training self efficacy, managerial support and training utility. The major variable under discussion was span of control, self-efficacy, performance, motivation, knowledge, skills, training utility. The methodologies used in this article were factor analysis, regression analysis, hypothesis test and Goldberger approach. In this article the key findings was to provide the factors that affects perceived training utility and self reported training need among managers specially self-efficacy and managerial support. The major limitations stated in the article are Potential determinant were not included in the study Threat associated with common method variance

To conclude this article the concepts of training, development and learning with regard to employees in terms of substantive differences and how these concepts have evolved over the time.

This article is written by Hughey and Mussnug in year 1997 Designing effective employee training programs. The perspective of this research paper is to describe the elements of a successful employee training program and explain several key factors which determine how employee training program can best support company profitability. The study settings used in this article were questionnaires and interviews of applicants. The major managerial concerns given in the article was training versus education, soft-skill training, the role of training manager, strategic plan, time and other critical factors. The major variable under discussion was education, employees, managers, planning, skills and training. In this article the key findings were that legitimate reasons for many of the problems currently associated with employee training programs. Also if training outcomes are not fulfilling initial expectations, it may be time to rethink how it was conceived, implemented and managed. To conclude the successful employee training programs result from thoughtful and serious planning. A great deal of attention must be paid to detail and desired outcomes.This article is written by Daniels in year 2003 Employee training: a strategic approach to better return on investment. This application of this article is to focus on the training of employees which is a significant expenditure for the organization. During training the employees dont act to fix the problem in the organization rather than they act as agent which works for the change in the organization. The study setting used in this article is direct reporting of their opinion. The major managerial concerns in the article are transferring the training, evaluating the training, and identification of training. The major variables under discussion are employee development and organizational change. The analytical approach used in the article is workshops, computer assisted training, self-study programs, tuition reimbursement and mentoring/apprenticeship programs. So, ultimately the training must be judged by its impact on the organization plus participants and managers should be involved in group evaluations.Ethnographic methodsThis article is written by Gibb in year 2001 The state of human resource management: evidence from employees views of HRM systems and staff. The application of the article is to explore the arguments about trend in human resource management (HRM) provides contrasting evidence in evaluating the state of HRM. The main issue was to investigate whether obtaining employees views could prove clear and useful data on HRM systems and services. The study setting was done using mainly ethnographic methods. The survey result came from 73 organizations and included the response from 2,632 employees. The major managerial concerns given in the article was staffing matters, training and development, relation at work. The major variable under discussion was human resource management, employees, staff and systems analysis. The methodologies used in the article are mean, standard deviation and Likert scale. The key findings of this article are the validity and the reliability of the findings are indeed constrained and theoretical context needs much more clarification. The major limitations stated in the article is that the survey is limited to providing one snapshot of HRM systems and staff based on employees current perception of performance in HRM. The use of Likert scale to measure the human resource performance is definitely valid and effective. Mann-Whitney U testThis article is written by Hand and Slocum in year 1970 Human relation training for middle management: A field experiment. The objective of this research is to conduct a field experiment in an industrial setting in which the researcher are able to examine the independent variables. The study setting was done with the help of questionnaire. Exit interviews were also conducted after the third measurement. An experiment and control group composed of 42 managers was randomly selected from the same hierarchical level of the firm. The major managerial concerns in the article are human relation training program. The major variable under discussion was knowledge of human relation, acceptance of self and others, self-actualizing motivation, interpersonal relations, participations. The statistical test used in this article was Mann-Whitney U test, analysis of covariance, and t test. The research findings indicate that only acceptance of self and others increased significantly with the help of training program. The requirement and rigidities of the operating system prohibited effective system communication between the executive staff and the training group, thereby crippling the attainment of the training objectives. Another difficulty was the failure of top management to incorporate the reinforcement into the training program. Thus, in terms of trainee behavior, as perceived by their subordinates, the program was not effective. This article is written by Marouf and Rehman in year 2004 Human resource development policies and practice for the IT and information workforce in Kuwaiti companies. The purpose of the study was to analyze policies and practice of corporate companies for the training and continuing development of their professionals. The study setting was done through structured interviews of 50 employees. The interviewer recorded the response of the participants. The major managerial concerns given in the article was work organization, responsibilities, management development, job training, and seminars. The major variable under discussion was employees, training needs and human resource development. In this article the key findings were Orientation and training activities Change management strategies Training facilities and resources Avenues of external training and criteria for sending employee for external training. The major limitation studied in this article is that numbers of companies discriminate in favor of their senior managers which might not be a viable strategy in all situations. To conclude the most vital factor for IT and information management in any organization is the availability and preparedness of its human resource hence therefore training your human capital is the most importance job or the HR officers.Chi-square model testThis article is written by Guthrie and Schwoerer in year 1994 Individuals and contextual influence on self-assessed training needs. The study contributes to our understanding of the effects of employees attributes and contextual factors on perception of training utility and self reported training. The study setting was done through questionnaire. There were 715 managers but the received response from 380 managers which is 53%. The major managerial concerns given in the article was training needs, job tenure, education level, spam of control, training self efficacy, managerial support and training utility. The major variable under discussion was span of control, self-efficacy, performance, motivation, knowledge, skills, training utility. The methodologies used in this article were factor analysis, regression analysis, Chi-square model test and Goldberger approach. In this article the key findings was to provide the factors that affects perceived training utility and self reported training need among managers specially self-efficacy and managerial support. The major limitations stated in the article are Potential determinant were not included in the study Threat associated with common method variance To conclude this article training self-efficacy and managerial support were associated with greater perception of the utility of the training whereas education was negatively related to the perceived utility of training.This article is written by Scot M. Duguay, Keith A. Korbut in year 2002 Designing a training program which delivers results quickly! This paper presents concern for the design of a two-phase training program for new employees an initial program and a detailed program. A process involving everyday employee-leader reviews and employing the skills of peer coaches and mentors is proposed. provide an organized, sequential approach to new employee training (with rationale for topic matter and timing); minimize new employee adjustment time; Minimize new employee time-to-first-contribution.A process involving frequent employee-leader reviews and employing the skills of peer coaches and mentors is proposed. The major managerial concern stated in this article were Employee development; On-the-job training; Training; Induction; Mentoring; Coaching. The Major variables in this article under discussion were boot camp matrix; implementation and next step of training program. The methodologies used in this article were brainstorming and matrix format. When designing a new employee training program, early buy-in from the training group, management, and the local leadership team can be instrumental to long-term success. Use a wide range of resources to assist in brainstorming a list of courses/training topics for your training programs. Then meet with the team leaders to finalize the brainstormed list into a cohesive program which contains elements they believe should be required for detailed training. Team leaders must be trained to understand their important responsibility in this process, as well as how they will benefit. It is equally important that coaches/contacts also understand their roles up-front, and be clear as to element content and method of skill assessment prior to implementation of your training program.This article is written by David Poll in year 2007 McDonald's serves up better customer care and lower employee turnover It describes the two-stage training that quick-service restaurant McDonald's has devised for its customer-facing employees. The Major variables in this article under discussion were Customer service management; Retention; Training; Food and drink products. The methodologies used in this article were Details the Hospitality Plus workshops, attended by more than 2,700 employees in three weeks at the end of 2004, which covered personal appearance; ensuring that dining areas are clean and inviting; awareness of customers including the disabled and those with children needing assistance; creating a friendly atmosphere by acknowledging customers; complaint handling, the ability to answer enquiries on menu ingredients and awareness of McDonald's role in the community. Also describes the Customer Care program, designed to capture the best parts of the Hospitality Plus workshops, but also to be a sustainable session to help staff to deliver service that customers would view as superior to the competition. To conclude this article shows that the training which is not just a one-off solution represents real value for money, given the number of people trained and the cultural impact the company has gained.Mediating effectThis article is written by Christopher Orpen in year 1999 The impact of self-efficacy on the effectiveness of employee training. He examines whether the mediating role of self-efficacy on the effectiveness of formal training programs is greater for jobs in which self-confidence on the part of incumbents is important for effective performance than for jobs where it is relatively unimportant. The major managerial concern stated in this article were Using hierarchical regression analysis, self-efficacy was found to mediate the relationship between the perceived amount of formal training and superior ratings of improved performance among employees in jobs where self-confidence was judged to be important for success, but not among employees in jobs where it was judged not to be important, as hypothesized. The Major variables in this article under discussion were financial services; Job satisfaction; Performance measurement; Training .the methodologies used in this article were regression analysis, the mean scores (and standard deviations). These findings have a number of theoretical and practical implications. At the theoretical level, they suggest, in line with Baron and Kenny (1986) that the mediating effects of variables on the relationship between two other variables can themselves is subject to moderation by other variables. In this case, job type served to moderate the mediating effect of self-efficacy on the relationship between the amount of training and the extent of performance improvement. It appeared here the extent to which differences in self-efficacy accounted for what effect training had on performance the strength of the mediating effect of self-efficacy varied widely, depending on the nature of the jobs involved.1. The independent variable (training) must be related to the mediating variable (self-efficacy), 2. The independent variable must be related to the dependant variable (performance), 3. Then the effect of the mediating variable is added, the relationship between the independent and dependent variable must be significantly decreased; i.e. be much lower than the effect of the independent variable considered alone, whereas 4. The relationship between the mediating variable and the dependent variable must still be significant; i.e. be as high as the effect of the mediating variable considered alone. To conclude the findings suggest that for some jobs, the effect of training on performance may be mediated by self-efficacy, i.e. that in some jobs it is because some training makes employees more confident in themselves in relevant ways, that it leads to subsequent better performance on their part. Probably the most important aspect of the present findings is to show that this self-efficacy effect of training will not always operate, but is restricted to certain kinds of jobs. More follow-up research is needed to identify other limiting conditions of this mediating effect of self-efficacy.Swedish modelThis article is written by Ylva Kjellberg, Magnus Sderstrm, Lennart Svensson in year 1998 Training and development in the Swedish context: structural change and a new paradigm? This paper examines human resource development in Sweden. By way of context, it discusses socio-cultural conditions, prevailing economic conditions and recent structural changes and employment and flexibility trends in Sweden. It sets down the characteristics of the national education and training system and examines recent policy developments. It presents Swedish data from the Cranet-E survey in order to paint a picture of training and development practices at organizational level. The implications for employers, employees and government are outlined and the likely future challenges for training and development in Sweden are set down. The most frequently used methods are performance appraisals. The major managerial concerns studied in this article were adult education; Employment; Human resource development; Training. The Major variables in this article under discussion were Socio-cultural conditions, Employment and flexibility trends, Training and development in practice Structural change and new perspectives. The methodologies used in this article were mean Standard deviation and percentages. A general conclusion from the Swedish point of view is that an important strategic shift is going on within the field of adult education and training. This shift can be observed and discussed from the following points of view: An educational approach will be replaced by a learning approach; The funding has been changed from public towards private funding; The focus has moved from the formal school system towards the informal system, mainly in terms of in-company training and learning at work. Society demands that we promote facilities for learning and recurrent education for employees in companies, so that they can remain actively employed in a longer perspective. It might be that there is a real need for the revival of the Swedish model - increased cooperation between government, employer federations and employee federations, to achieve this.

Pearson correlationThis article is written by Connie Zheng, Paul Hyland and Claudine Soosay in year 2007 Training practices of multinational companies in Asia. The purpose of this study is to explore a range of training practices adopted by multinational companies (MNCs) operating in Asia. It investigated the level of training expenditure, the nature of training programs offered and the concerns about training in MNCs. Data were obtained through a survey of 529 MNCs operating in six Asian countries to examine the average cost spent on training and the type of training programs offered to different groups of employees. The respondents were also asked to indicate their perceptions on the training provided and how effective the training has on firm performance. The major managerial concerns in this article were Training; Human resource management; Professional ethics. The major variables under discussion were Training determinants, Research methodology. The methodologies used in this article were Chi-square model, hypothesis test and Pearson correlation. In this article the key findings were i. company profile; ii. employee profile; iii. skill shortages; iv. training needs; and v. HRD strategies. Limitations of this article include the training determinants discussed in the literature may not all have sufficiently predicted the differences in training practices adopted by MN. Another limitation of the current study is the lack of scope for further inquiry on what types of training programs would be regarded as more relevant and useful by local employees. The results provide MNCs, especially those headquartered in European and other Western countries with insights into designing and offering more relevant and better quality training programs to their employees located in Asian subsidiariesThe article is written by Ann P. Bartel in year 1995 Training, Wage Growth, and Job Performance: Evidence from a Company Database In this article, I studied the relationship between formal on the job training and wages performance by using personal records of large manufacturing firms. Data for this study is taken from personal records of the large manufacturing firms resulting in the total sample of 1900 observations. The major managerial concerns studied in this article were worker productivity, on-the-job productivity, wages, informal training. The major variables studies in this article were the effects of training on salary, growth and job performance. The methodologies stated in the article are rate of return (ROR) and t value. The main finding in this article is that is that formal training does indeed increase wages growth and job performance, even when the selection bias in assignments to training program is eliminated. This article has shown that an analysis of training, wages, and performance that eliminates the influence of company-specific experiences on employees by studying one company confirms the findings of previous research that relied on publicly available data sets. The main finding in this article is that formal training does indeed increase wage growth and job performance, even when selection bias in assignment to training pro-grams is eliminated.Kaiser-Meyer-Olkin testThis article is written by Mark Fenton-OCreevy in year 1998 Employee Involvement and the Middle Manager: Evidence from a Survey of Organizations This study focuses on those factors that may mediate the success or failure of employee involvement practices, especially the role played by middle managers. Data was collected with the help of questionnaire and a postal survey of 155 organizations examined the perceived outcomes of different employee involvement practices and the support attributed to middle managers. The major managerial concerns stated in this article were management resistance, middle management, employee involvement practices, employee attributes. The major variables under discussion were outcomes of employees involvement, problems in the middle management resistance. The methodology used in this article was hypotheses to be tested using a series of regression analyses and Kaiser-Meyer-Olkin test of sample adequacy. The study supports the view that middle managers may resist employee involvement practices in response to threats to self interest (managerial job loss). However, lack of congruence between organizational systems and structures and the goals of EI and divided or unclear senior management support for EI were also found to be strongly related to middle management resistance. Managers who lack the skills needed to manage in the participative style demanded by employee involvement are more likely to resist it. This suggests organizations wishing to introduce employee involvement practices should devote significant resources to raising the people management skills base among managers.METHODOLOGY

QuantitativeCross-sectional AnalysisSurveysTheoretical frameworkVariables generationInterviewsLiterature reviewQualitativeResearchMethodologyFrequency distributionCross-tabulationLinear regressionANOVADescriptive (mode, median)Multivariate regressionTrainers (60%)Trainee (40%)QuestionnairesMobilinkWaridUfoneTelenorMobilinkWaridUfoneTelenorIntroduction to chapterThe introduction to chapter will be about the research we are going to held. Which methods we shall use in order to determine whether our model is perfect and how these variables are related to each other. The introduction will be followed by the research approach, methodology and the data we have used.Purpose of researchThe purpose of the research of this research is to determine the affect of the independent variables we have chosen on training and development of telecom sector in Pakistan and how they are interconnected to each other. To check the results of 100 questionnaires we have floated in main companies of telecom sector of Pakistan. Research approachFigure above shows how we shall conduct this research. The methodologies we will use in order to determine the exact relationship between variables.Primary and Secondary dataThe primary data was gathered with the help of questionnaire and was interpreted using frequency distribution, cross- tabulation, linear regression, ANOVA, descriptive (mean, median) and multivariate regression. Whereas, the secondary data was gathered with the help of literature reviews and with that we made our theoretical framework which shows the relationship between dependent and independent variables.Sample sizeThe total sample size is 100 and their distribution consists of 60 employees and 40 trainers of the four leading cellular companies.Regression EquationY= + XTraining and development (Y) = + 1 (Group composition) + 2 (Behavioral capacities) + 3 (Effectiveness of organization) + 4 (Knowledge) + 5 (Climate conditioning) + 6 (Organizational setting) + 7 (Need for training) + 8 (Designing training program) + 9 (Middle management) + 10 (Learning outcomes) + 11 (Types of training) + 12 (Changing environment) + 13 (Control variables) + 14 (Self-efficacy) + 15(Objectives)Y: Y is our dependent variable which is Training and development in the Telecom Sector of Pakistan. Since it is my dependent variable, therefore it is the denoted by Y. We want to check that how other variables effect on it and how they are interrelated.X: X represents the independent variable. There are total 15 independent variables with every . Where represents the intercept and is the slope

ANALYSIS

The data was collected from the employees and managers belonging to the Telecommunication based organizations namely Mobilink, Warid, Telenor, and Ufone lying in the age bracket of 25-45.Employees frequency distribution analysis

Brain storming is most important while designing the training program?813.313.313.33761.761.775.01525.025.0100.060100.0100.0NeutralAgreeStrongly AgreeTotalValidFrequencyPercentValid PercentCumulativePercent

The respondent sample size agree with the fact that brain storming is most important while designing the training program and it is accepted as a widely know phenomena. This can be seen in the above frequency chart.

Computer based training is most important while designing the training program?

FrequencyPercentValid PercentCumulative Percent

ValidNeutral1423.323.323.3

Agree4676.776.7100.0

Total60100.0100.0

76 % of the respondents agree that computer based training is most important while designing the training program while only 23 % have Neutral opinion.

Problem solving techniques is most important while designing the trainingprogram?813.313.313.31321.721.735.03965.065.0100.060100.0100.0NeutralAgreeStrongly AgreeTotalValidFrequencyPercentValid PercentCumulativePercent

65% of the respondents strongly agree that problem solving technique is most important while designing the training program, while only 8 % of the respondents are neutral about their opinion. As shown in the frequency chart.

Inventory practice is most important while designing the training program?2033.333.333.32033.333.366.72033.333.3100.060100.0100.0NeutralAgreeStrongly AgreeTotalValidFrequencyPercentValid PercentCumulativePercent

33% of the respondents strongly agree that Inventory Practice is most important while designing the training program, while 33 % of the respondents are neutral about their opinion and 33% agree with the statement. Hence all Frequencies are the same.

Induction training is given adequate importance in your organization?



Agree4371.771.778.3

Strongly Agree1321.721.7100.0

Total60100.0100.0

Only 13 % of the respondents strongly agree that Induction training is given adequate importance in the organization while a larger percentage of 43 % agrees with the statement and only 6 % are neutral.

Induction training is well planned?2541.741.741.71220.020.061.72338.338.3100.060100.0100.0NeutralAgreeStrongly AgreeTotalValidFrequencyPercentValid PercentCumulativePercent

The sample size surveyed were neutral ( 41 %)about the well planning of the induction training, after that majority agreed that it is being well planned in the organization but should be redesigned.

Induction training provides an excellent opportunity for newcomers to learn comprehensively about the organization?



Agree1525.025.050.0


Total60100.0100.0

50 % of the respondents strongly agree that Induction training provides an excellent opportunity for newcomers to learn comprehensively about the organization, while 25 % of respondents agreed to the statement and the same percentage of respondents were neutral about it.

The HR department conducts briefing and debriefing sessions foremployees sponsored for training?2745.045.045.03355.055.0100.060100.0100.0NeutralAgreeTotalValidFrequencyPercentValid PercentCumulativePercent

The results of frequency and bar chart shows that 55 % of the employees agree that the HR department conducts briefing and debriefing sessions for employees sponsored for training and help them in handling the daily office problems, while 45 % are Neutral about it.

Line managers utilize and benefit from the training programs?1525.025.025.04575.075.0100.060100.0100.0NeutralAgreeTotalValidFrequencyPercentValid PercentCumulativePercent

75 % of the employees agree that line managers utilize and benefit from the training programs conducted by the companies, while only 25 % are neutral about their opinion.

There is a well-designed and widely shared training policy in the company?2236.736.736.72745.045.081.71118.318.3100.060100.0100.0NeutralAgreeStrongly AgreeTotalValidFrequencyPercentValid PercentCumulativePercent

The bar chart shows that 45 % of the employees agree that there is a well-designed and widely shared training policy in the company. However, there a slightly lesser percentage (36 %) of employees who are neutral about the training policy designed by the company.

Employees returning form training is given adequate free time to reflect andplan improvements in the organization?



Agree2745.045.0100.0

Total60100.0100.0

55 % of the employees are Neutral that Employees returning from training is given adequate free time to reflect and plan improvements in the organization while only 45 % of the employees agree with the statement.

In-company programs are handled by competent faculty?


ValidDisagree915.015.015.0

Agree4473.373.388.3


Total60100.0100.0

The highest percentage (73%) of respondents agrees that In-company programs are handled by competent faculty while only 7 % disagree with the statement and 9 % have Neutral Opinions.

Trainers frequency distribution analysis

Problem solving techniques is most important while designing the trainingprogram?2972.572.572.51127.527.5100.040100.0100.0AgreeStrongly AgreeTotalValidFrequencyPercentValid PercentCumulativePercent

According to the bar chart, majority of the employees (73%) agree that problem solving techniques are the most crucial aspect while designing the training program.

Inventory practice is most important while designing the trainingprogram?2152.552.552.51947.547.5100.040100.0100.0NeutralAgreeTotalValidFrequencyPercentValid PercentCumulativePercent

There is a neutral response by the employees on the subject of the inventory practices importance while designing the training program.

Training of workers is given adequate importance in your organization?410.010.010.03690.090.0100.040100.0100.0NeutralAgreeTotalValidFrequencyPercentValid PercentCumulativePercent

The training of workers is given plenty of importance on the organization the employee is working in. The employees have a very optimistic response towards the training of the workers.

The norms and values of the company are clearly explained to the new employees during induction?


ValidAgree3997.597.597.5


Total40100.0100.0

The trainers completely agree with the fact that the norms and values of the company are clearly explained to the new employees during induction which helps them competing with the daily routine problems within the organization.

Employees in the organization participate in determining the training need?



Agree3895.095.0100.0

Total40100.0100.0

95% of the trainers agree that employees in the organization participate in determining the training need and after determining them they try to fulfill them for the betterment of the organization as well as employee.

The employees are helped to acquire technical knowledge and skills through training?


ValidAgree2972.572.572.5


Total40100.0100.0

The managers agreed that the employees are helped to acquire technical knowledge and skills through training. Whereas, (28 %) of the managers strongly agreed on the above statement.

The quality of in-company programs in your organization is excellent?



Agree3792.592.597.5


Total40100.0100.0

About 93 % of the respondent agrees that the quality of in-company programs in your organization is excellent whereas there are few respondents who deny the above statement.

In-company programs are handled by competent faculty?



Neutral12.52.55.0

Agree3792.592.597.5


Total40100.0100.0

Almost 93% of the respondent agrees with the fact that In-company programs are handled by competent faculty but there is negligible amount of response which goes against the statement.

Induction training provides an excellent opportunity for newcomers tolearn comprehensively about the organization1127.527.527.52972.572.5100.040100.0100.0NeutralAgreeTotalValidFrequencyPercentValid PercentCumulativePercent

The employees agree strongly that induction training is an important feature which provides an excellent opportunity for new comers to learn comprehensively about the organization. They believe that induction training should be provided to new recruits.

The new recruits find induction training very useful in your origination?1230.030.030.02050.050.080.0820.020.0100.040100.0100.0NeutralAgreeStrongly AgreeTotalValidFrequencyPercentValid PercentCumulativePercent

The new recruits find induction training very useful. Majority of the employees agree to it, while rest of them remain neutral or agree strongly.

LINEAR REGRESSION

EmployeeModel Summary

ModelRR SquareAdjusted R SquareStd. Error of the Estimate

1.874(a).764.660.422

ANOVA

ModelSum of SquaresdfMean SquareFSig.

1Regression23.669181.3157.371.000(a)

Residual7.31441.178

Total30.98359

AnalysisThe value of R comes out to be 0.874 which shows that 87% of the dependent variable which is the training and development in this case is being explained by the independent variables inventory practice, norms and values of the company, induction training, Computer based training and Brain storming. The value of R square is 0.764 which shows that there is a relatively great degree of strength in the relationship among dependent and independent variables.As indicated above the significance level is less than 0.00 which shows that the above mentioned independent variables are quite significant to the study. The above analysis has proved the hypotheses to be true showing that inventory practice, norms and values of the company, induction training, Computer based training and Brain storming improve training and development.The equation generated is:Training and development = + (-.133) inventory practice + (-.046) norms and values of the company + (-.194) Computer based training + (-.088) induction training + (-.406) Brain storming

TrainersModel Summary

ModelRR SquareAdjusted R SquareStd. Error of the Estimate

1.755(a).570.512.406

ANOVA

ModelSum of SquaresdfMean SquareFSig.

1Regression11.36071.6239.842.000(a)

Residual8.57452.165

Total19.93359

Analysis:The value of R comes out to be 0.755 which shows that 76% of the dependent variable which is the training and development in this case is being explained by the independent variables induction training for new comers, developing managerial capabilities and in-company programs. The value of R square is 0.570 which shows that the relationship among dependent and independent variables do exist but not strong.As indicated above the significance level is less than 0.00 which shows that the above mentioned independent variables are quite significant to the study. The above analysis has proved the hypotheses to be true showing that induction training for new comers, developing managerial capabilities and in-company programs improve training and development.The equation generated is:Training and development = + (-.326) induction training for new comers + (.294) developing managerial capabilities + (.433) in-company programs.

MULTIVARIATE REGRESSION

EmployeeEffectValueFHypothesis dfError dfSig.

InterceptHotelling's Trace43.5431023.251(a)2.00047.000.000

induction trainingHotelling's Trace.5246.0264.00092.000.000

sponsored for training programsHotelling's Trace.4433.3976.00092.000.005

utilize and benefit from the training programsHotelling's Trace.3347.859(a)2.00047.000.001

induction training* utilize and benefit from training programsHotelling's Trace.079.9064.00092.000.464

sponsored for training programs* utilize and benefit from training programsHotellings Trace.1824.277(a)2.00047.000.020

Related Hypothesis:To test the proposition that training and development and cross training among different level of managers has a significant/insignificant relationshipHo: = 0H: 0

To test the proposition that training and development and management policies has a significant/insignificant relationshipHo: = 0H: 0Analysis:From the table we can conclude that the independent variables, induction training, sponsored for training program and utilize and benefit from the training programs are significant. The above results show that if the induction training is positive, the resultant dependent variables, training and development is also positive. If sponsored for training program are better than training and development will be resultantly better as well. Similarly if utilization and benefit from the training programs are high then the dependent variables will be positively affected. The combination of induction training and utilize and benefit from training programs has not a positive effect on dependent variable. So is the case with the combinations of sponsored for training programs and utilize and benefit from training programs and induction training. However independent variables, sponsored for training programs and utilize and benefit from training programs are combined then the resultant effect does stay significant. With the help of the above test the tenth and seventeen hypotheses are accepted implying that induction training sponsored for training program and utilize and benefit from the training programs increase training and development.

EffectValueFHypothesis dfError dfSig.


Participate in training needsHotelling's Trace.3073.6794.00096.000.008

norms and valuesHotelling's Trace.5236.2734.00096.000.000

acquire technical knowledgeHotelling's Trace.3147.691(a)2.00049.000.001

acquire technical knowledge* Participate in training needsHotelling's Trace.1313.214(a)2.00049.000.049

acquire technical knowledge* norms and valuesHotelling's Trace.2616.401(a)2.00049.000.003

Participate in training needs* norms and valuesHotelling's Trace.1041.2524.00096.000.294

Related Hypothesis:To test the proposition that training and development and gender has a significant/insignificant relationship

Ho: = 0H: 0To test the proposition that training and development and race in HRM department has a significant/insignificant relationship

Ho: = 0H: 0AnalysisAll the independent variables, participate in training needs, norms and values and acquire technical knowledge are coming out to be significant. The above results show that if the gender biasness and race differentiation is neglected in the organization then there will be a positive impact on training and development. The combination of acquire technical knowledge and participate in training needs has not a positive effect on dependent variable. So is the case with the combination of participating in training needs and norms and values. However independent variables, acquire technical knowledge and norms and values are combined then the resultant effect does stay significant. With the help of the above test the fourteen and eighteen hypotheses are accepted implying that participate in training needs, norms and values and acquire technical knowledge increase training and development within the organization.

TrainersEffectValueFHypothesis dfError dfSig.


designing the training programHotelling's Trace2.34928.1854.00096.000.000

acquire technical knowledge and skills through trainingHotelling's Trace.79819.543(a)2.00049.000.000

briefing and debriefing sessions for employeesHotelling's Trace.1283.128(a)2.00049.000.043

designing the training program* acquire technical knowledge and skills through trainingHotelling's Trace.079.9434.00096.000.442

designing the training program* briefing and debriefing sessions for employeesHotelling's Trace.4725.6664.00096.000.000

acquire technical knowledge and skills through training* briefing and debriefing sessions for employeesHotelling's Trace.0611.495(a)2.00049.000.234

Related Hypothesis:

To test the proposition that training and development and management training has a significant/insignificant relationshipHo: = 0H: 0

To test the proposition that training and development and mentorship has a significant/insignificant relationshipHo: = 0H: 0

To test the proposition that training and development and job involvement of managers has a significant/insignificant relationshipHo: = 0H: 0

To test the proposition that training and development and personal performance of middle manager has a significant/insignificant relationshipHo: = 0H: 0

AnalysisFrom the table we can conclude that the independent variables, designing the training program, acquire technical knowledge and skills through training and briefing and debriefing sessions for employees are significant. The above results show that if the outcomes of designing the training program are positive and provide the organization with diverse training courses, the resultant dependent variables, training and development will be positive. If acquire technical knowledge and skills through training will be easy for the trainee then training and development will be resultantly better as well. Similarly if briefing and debriefing sessions for employees are high then the dependent variables will be positively affected. The combination of designing the training program and acquire technical knowledge and skills through training has not a positive affect on dependent variable. So is the case with the combinations of acquired technical knowledge and skills through training and briefing and debriefing sessions for employees. However independent variables, designing the training program and briefing and debriefing sessions for employees are combined then the resultant effect does stay significant. With the help of the above test the first, seventh, ninth and nineteen hypotheses are accepted implying designing the training program, acquire technical knowledge and skills through training and briefing and debriefing sessions for employees increase training and development.

CROSSTABEmployee

Computer based training is most important while designing the training program? * There is a well-designed and widely shared training policy in the company? Cross tabulation

There is a well-designed and widely shared training policy in the company?Total

NeutralAgreeStrongly AgreeNeutral

Computer based training is most important while designing the training program?NeutralCount311014

% within Computer based training is most important while designing the training program?21.4%78.6%.0%100.0%

AgreeCount19161146

% within Computer based training is most important while designing the training program?41.3%34.8%23.9%100.0%

TotalCount22271160

% within Computer based training is most important while designing the training program?36.7%45.0%18.3%100.0%

AnalysisMajority of the trainee which is 42% agree with the fact that computer based training is most important while designing the training program and gave neutral response with the statement that there is a well designed and widely shared training policy in the company because company. While designing the training program computer based techniques are considered the most acceptable and accurate results can be drawn by them. With the help of computer based training effectiveness of training can be increased. To implement well designed ands widely shared policies in the company is not an easy task thats why trainee was not taking sides regarding this issue.

Induction training provides an excellent opportunity for newcomers to learn comprehensively about the organization * There is a well-designed and widely shared training policy in the company? Cross tabulation



induction training provides an excellent opportunity for newcomers to learn comprehensively about the organizationNeutralCount77115

% within induction training provides an excellent opportunity for newcomers to learn comprehensively about the organization46.7%46.7%6.7%100.0%

AgreeCount62715


Strongly AgreeCount918330


TotalCount22271160


AnalysisMost of the employees strongly agree with the question that was asked to them that Induction training provides an excellent opportunity for newcomers to learn comprehensively about the organization. Initial training gives overall map of the organization rules and regulations, norms and values and work environment this will help the trainee do his work at his best from the first day. They also agree with that fact that there is a well-designed and widely shared training policy in the company because the way induction training have been given them helped them in their career. By doing that the results shows the increased effectiveness of the employee as well as the organization.

Trainers

In-company programs are handled by competent faculty? * There is a well-designed and widely shared training policy in the company? Cross tabulation



In-company programs are handled by competent faculty?DisagreeCount9009

% within in-company programs are handled by competent faculty?100.0%.0%.0%100.0%

AgreeCount10231144

% within in-company programs are handled by competent faculty?22.7%52.3%25.0%100.0%

Strongly AgreeCount3407

% within in-company programs are handled by competent faculty?42.9%57.1%.0%100.0%

TotalCount22271160

% within in-company programs are handled by competent faculty?36.7%45.0%18.3%100.0%

Analysis53% of the respondents (trainer) agree that In-company programs are handled by competent faculty. In-company program consist of organizations important documents which are used to handle problems and to record daily work done by the association and analyze them for future assistance. Telecom organization should hire knowledgeable faculty which will benefits the employees and are capable of doing such extensive works. They also agree that there is a well-designed and widely shared training policy in the company.

There is adequate emphasis on developing managerial capabilities of the managerial staff through training? * There is a well-designed and widely shared training policy in the company? Cross tabulation



There is adequate emphasis on developing managerial capabilities of the managerial staff through training?NeutralCount51410

% within there is adequate emphasis on developing managerial capabilities of the managerial staff through training?50.0%10.0%40.0%100.0%

AgreeCount1726750


TotalCount22271160


AnalysisMajority of the trainers which consist of 52% agree that there is adequate emphasis on developing managerial capabilities of the managerial staff through training which means that the organization focus on the development of managerial skills, design and policy of the training. It will help the trainers to train the trainee with more precise and ease. Of course the end result will be beneficial for the organization. They also agree that there is a well-designed and widely shared training policy in the company which will help them achieving their daily objectives.

CONCLUSIONConclusionThe purpose of my study was to analyze the training and development in the telecommunication sector of Pakistan and how it contributes towards increasing the overall employee satisfaction. Employee training and development hold a great significance in today's corporate world, not only because there is a lot of competition, but also to augment the company's profitability. The telecom sector in Pakistan is fast gaining momentum after its privatization. The result of the government's policies of deregulation, liberation and privatizing the telecom sector has enhanced the company's overall performance and approved entrance of innovative technology and improved competitiveness. The telecom sector now has become a major employer of skilled jobs as its exponential growth has resulted in formation of thousands of jobs. This has also increased competition in the telecom industry and the requirement for skilled labour, which is adaptable to the new technology and experience is high in demand. So the notion of training and development holds accurate here.(House and Tossi 1963) stated that a training program is useful for the employees of an organization or a firm. This positive relation was also affirmed by (Garavan 1997), who believed that the concept of learning, development, knowledge and training generates efficiency and productivity not only in terms of the company the employee is working in, but for the employee's welfare.The viewpoint of the researchers clearly states that Training and Development enhances productivity in every aspect and is essential for the employees to provide maximum benefits to the company. The research I have conducted will further justify the author's point of view.The quantitative results of my thesis shows that the dependant variable, training and development have a positive relationship with effectiveness of organization, knowledge, designing training program, learning outcomes and self efficacy, just to name a few. The questionnaires filled by the general public showed their willingness to adapt strong working conditions through rigorous training and development of the telecom sector in Pakistan. Furthermore, it's only through proper training that an employee would develop first-rate skills and retain them to the organization he is working in, and consequently improving the organizations standing. Concluding, there is dire need for training and development in Pakistan, not only to train the employees, but to get superior quality output from the organization. This will not only advance Pakistan's position in the international market, but will also help in eradicating the image of Pakistan as unfortunate, sluggish and a fraudulent nation.

Future researchIn the modern business era we live in, the stress is on delivering high value to customers and for this, the employees of the organization need to be made efficient in their work. The workers should be fully open to the challenges and restrictions of modern business practice. Therefore, great significance is given to regular Training and Development of the employees. The future research of Training and Development is that the organization should have a systematic problem solving approach; it should experiment with new approaches and transfer knowledge quickly and efficiently throughout the organization. Learning from their own experience and history would not only allow the organization to take a different approach but also encourage learning through training and development activities and forums which is essential in improving understanding, performance and effectiveness.To help their organizations learn requires the training function to shed its existing roles and be accustomed to the organizations environment of the future. The training function must adapt a more strategic role in the organization and deal with demands of training which will be crucial in developing a more diverse, knowledgeable workforce of the future. Lastly the organization should familiarize itself and prove its value to the future of organization.

LimitationsThis research has been directed specifically towards the telecommunication sector of Pakistan, hence its findings cannot be generalized to other sectors. The same questionnaire having similar measurement criteria was floated in four different organizations implying that there is a possibility of finding a common method error in this research study.

As the questionnaires were filled out by the employees themselves without external supervision, it is quite probable that some of the employees might not have been able to grasp certain questions fully or may have given wrong answers due to some other unforeseen reasons which might have given rise to response bias in the study results.

Reference Aiken, LS and West, SG. (1991) Multiple Regressions: Testing and interpreting Interactions. Sage: Thousand Oaks, CA. Alderfer, C.P. (1986) An intergroup perspective on group dynamics. In Handbook of Organizational Behavior, Alderfer, C.P and Tucker, RC. (1996) A field experiment for studying race relations embedded in organizations. Journal of Organizational Behavior 17: 43-57. Allen, E. (1995) Surviving diversity training. Working Woman 20: 55-58. Carl Iver Hovland Proceedings of the National Academy of Sciences of the United States of America, Vol. 22, No. 6.(Jun. 15, 1936), pp. 430-433. Andrews, K. (1966) The Effectiveness of University Management Development Programs, Boston: Harvard University Graduate School of Business Administration. Argyris, C. (1964) "T-Groups for Organizational Effectiveness," Harvard Business Review, 42, 3. Bakke, E. Wight and Argyris, Chris (1954) Organizational Structure and Dynamics (New Haven: Yale Labor and Management Center,), p. 4. Berelson, B. and Steiner, G. A (1964) Human Behavior (New York: Harcourt, Brace and World). Berger, E. (1952) "The Relations between Expressed Acceptance of Self and Expressed Acceptance of Others," Journal of Abnormal Social Psychology, 47 pp. 778-781. Blake,Robert R. &Jane S.Mouton(1966) "Managerial Facades," Advanced Management Journal (July), p. 31. Blocker, C.E. (1955) "Evaluation of a Human Relations Training Course," Journal of the ASTD (May-June). Paige, R.M. and Martin, J.N. (1996) Ethics in intercultural training. In Handbook of Intercultural Training 2nd edition, Landis D, Bhagat RS (eds). Sage: Thousand Oaks, CA; 35-60. Rossett, A and Bickham, T (1994) Diversity training: hope, faith and cynicism. Training 31: 40-46. Rynes, S and Rosen, B (1995) A field survey of factors affecting the adoption and perceived success of diversity training. Personnel Psychology 48: 247-270. Stanley, L.A. (1997) Preservice physical educators' attitudes toward cultural pluralism: a preliminary analysis. Journal of Teaching in Physical Education 16: 241-249. Tannenbaum, S and Yukl, G. (1992) Training and development in work organizations. Annual Review of Psychology 43: 399-441. Thomas VC. (1994) The downside of diversity. Training and Development 48: 6 0 4 2.

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APPENDIXAppendix A: Constitutive and operational definition of variablesVariableConstitutive definitions

Dependent Variable

training and development Training and development (T & D) deals with the design and delivery of learning to improve performance skills or knowledge within organization. Refer to Question no.2 from Questionnaire

Independent Variable

Group composition

Homogenous homogeneity means being the same throughoutRefer to Question no.24 from Questionnaire

Heterogeneous heterogeneous means that something (an object or system )consists of a diverse range of different itemsRefer to Question no.24 from Questionnaire

Nationality nationality is a relationship between a person and their state of origin and culture

Race concept of dividing people into populations or groups on the basis of various sets of characteristic and beliefs about common ancestry

Theorythe word theory has a number of distinct meanings in different fields of knowledge, depending on their methodologies and the context of discussion

Practicepractice is a learning method

Objectives

Control on absenteeism

Control on frequent absence from work or school without good reasonRefer to Question no.27 from Questionnaire

Personal turnoverthe rate at which employees leave a workforce and are replacedRefer to Question no.27 from Questionnaire

Productivity gainsthe effectiveness of productive effort

Cost reductionthe action of reducing cost

Self efficacy

Motivation motivation is a reason or set or reasons for engaging in a particular behaviorRefer to Question no.8 from Questionnaire

Effectiveness effectiveness means the capability of producing an effectRefer to Question no.2 part a) from Questionnaire

Employee potential

qualities or abilities that may be developed and lead to future success or usefulnessRefer to Question no.9 from Questionnaire

Management actionthe process of doing something to achieve an managerial aimRefer to Question no.19 from Questionnaire

Employee perceptionIntuitive understanding and insight.Refer to Question no.4 from Questionnaire

Control variables

Agethe length of time that a person has lived

Gender refers to the differences between men and women

Motivation motivation is the reason or set or reasons for engaging in a particular behaviorRefer to Question no.8 from Questionnaire

Learninglearning is the acquisition and development of memories and behaviors ,including skills, knowledge, understanding, values and wisdomRefer to Question no.16 from Questionnaire

Changing environment

Global & domestic competitionsthe activity of competing against others (locally and internationally )Refer to Question no.20 from Questionnaire

Mergersmerging of two things, especially companies, into one

Continuous learning

Behavioral modification especially through experience or conditioningRefer to Question no.25 from Questionnaire

Workers adaptabilityThe quality of workers being adaptable

Changing jobsChange of regular activity performed in exchange for payment

Types of training

External training

is a series of programs conducted to facilitate the sharing with other, the technical and systems skillsRefer to Question no.18 from Questionnaire

Workshops a workshop is also a gathering or training session which may be several days in lengthRefer to Question no.14 from Questionnaire

Seminars a form of academic instructionRefer to Question no.22 from Questionnaire

Cross training refers to training in different ways to improve overall performanceManagement trainingRefer to Question no.27 from Questionnaire

Designing training program

Communication

The exchange of thoughts, messages, or information, as by speech, signals, writing, or behavior.

Refer to Question no.11 from Questionnaire

Brainstorming

brainstorming is a group creativity designed to generate a large number of ideas for the solution to a problemRefer to Question no.5 part a) from Questionnaire

Middle management

Pre traininginitial indoctrination and instruction given to new employeeRefer to Question no.6 from Questionnaire

Attitude attitude is a hypothetical construct that represents an individuals like or dislike for an item

Skills

skill is the learnt capacity or talent to carry out pre-determined results often with the minimum outlay of time, energy, or bothRefer to Question no.14 from Questionnaire

Learning outcomes

Communicationcommunication is a process that allows organisms to exchange information by several methodsRefer to Question no.11 from Questionnaire

Climate conditioning

Relationship A relationship is a specific connection between objects entities or concepts

Supervisors

observe and direct the performance of (a task or activity) or the work of (a person)

Sub-ordinatesa person under the authority or control of another

SuccessThe accomplishment of an aim or purpose.

Organizational setting

Division

a partition that divides employees into groups

President president is a title held by many leaders of organizations

Vice-president who is next in rank below a president

Group leaderA person, be in charge of a groupRefer to Question no.15 from Questionnaire

Supervisor

A supervisor is an employee of an organization with some of the powers and responsibilities of managementRefer to Question no.25 from Questionnaire

Need for training

Benchmark position a point reference for a measurementRefer to Question no.24 from Questionnaire

Course testingTesting the course with technical investigation

Personal performancethe completion of duties and obligations specifiedRefer to Question no.10 from Questionnaire

Appendix B: Frequency Graph Analysis

Employee

Human relations competencies are adequately developed in your organization through training in human skills?



Agree2948.348.3100.0

Total60100.0100.0

Employees are sponsored for training programs on the basis of carefully identified developmental needs?



Neutral2135.035.045.0

Agree1728.328.373.3


Total60100.0100.0

.

There is adequate emphasis on developing managerial capabilities of the managerial staff through training?



Agree5083.383.3100.0

Total60100.0100.0

Human relations competencies are adequately developed in your organizationthrough training in human skills?



Agree2948.348.3100.0

Total60100.0100.0

Employees are sponsored for training programs on the basis of carefullyidentified developmental needs?



Neutral2135.035.045.0

Agree1728.328.373.3


Total60100.0100.0

Those who are sponsored for training programs take the training seriously?



Neutral2033.333.343.3

Agree1321.721.765.0


Total60100.0100.0

Employees in the organization participate in determining the training need?



Ag

training and performance-hailey

Documents

telecom sector of pakistan

pakistan telecom sector

sector advancement

pakistan abstract

perspective of pakistan

telecommunication sector

research questions92

research hypotheses123