International Journal of Human Resource

Management and Research (IJHRMR)

ISSN(P): 2249-6874; ISSN(E): 2249-7986
Special Edition, Oct 2014, 133-142
TJPRC Pvt. Ltd.

A STUDY ON THE EFFECTIVENESS OF COMMON INDUCTION TRAINING PROVIDED

BY BHEL, TRICHY TO ITS EXECUTIVE TRAINEES
R. VIJAYALAKSHMI1 & R. MANGAIYARKARASI2
1
2

Associate Professor, Seethalakshmi Ramaswami College, Trichy, Tamil Nadu, India

Lecturer & Ph.D Research Scholar, Seethalakshmi Ramaswami College (S.F), Trichy, Tamil Nadu, India

ABSTRACT
Proper management of human resources is the most important factor to ensure commercial viability and success
of any organization. Well trained employees are competent to face all the challenges of a business. This study attempts to
analyze the following objectives.

To check the effectiveness of the common Induction Training programmes.

To determine the extent to which the training objectives have been met.

To find out the degree to which the transfer of training has taken place. Opinion from 100 executive trainees who
have undergone training for a period of 21 weeks has taken for the study. The opinions of the respondents were
collected through questionnaire framed for this purpose. The overall findings show that the training provided has
been useful and it can be improved to satisfy the needs of the trainees.

KEYWORDS: Common Induction Training, Effectiveness, Transfer of Skills, Competency

INTRODUCTION
Training is an organised procedure for increasing the knowledge and skill of people for a specific objective which
in general results in the change of behaviour and attitude. Dale S. Beach defines training as "the organised procedure by
which people learn knowledge and skill for a definite purpose. Edwin B. Flippo defines "Training is the act of increasing
the knowledge and skill of an employee for doing a particular job.' Induction training is also known as
ORIENTATION TRAINING Its required for all new employees.A person who has been just inducted into an
organization must be informed of his duties. The nature of the work should be clearly explained to him. A new employee
must also be informed of the policies, regulations, of the organization pertaining to signing attendance, availing leave,
transfer, promotion and so on. This study is focusing on the evaluation of the effectiveness of common Induction Training
in BHEL, Trichy.
Significance of Training
The journey towards a knowledge economy demands the new additional type of competencies like team spirit,
co-operation, etc. To reach the destination of knowledge economy in high productivity places, the lifelong learning concept
should be applied to its workforce. During the last ten years, lifelong learning has become one of the most frequently
heard terms in training circles. This is perhaps an apt response to the increasingly rapid changes under-way in modern
societies. As a sequel, every business entity worth its salt is placing utmost importance on the development of Human

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R. Vijayalakshmi & R. Mangaiyarkarasi

Capital - the knowledge, skills and motivation embodied in people. The growing share of economic output in the public
sector is turning to be knowledge and information-intensive. This in itself is placing a high premium on the continued
upgrading of skills and competencies of the workforce. The growth of the knowledge economy that has, of course, partly
been stimulated by demand for the new types of goods and services, increasing globalization of economic activities and
technological changes, have only multiplied the need and urgency for new or additional type of competencies, such as team
work, problem solving, communication skills and capacity to see workplace development in a broader context, among the
employees. With the kind of reforms and the resulting changes that are currently overawing the Indian industries, the
urgency to inculcate such competencies among the workforce is getting intensified. The significance and value of training
has long been recognized. Considering the popular and often repeated quotation, Give a person a fish and you feed him
for a day. Teach a person to fish and you feed him for a life time
Statement of the Problem
It is but common knowledge that industrial undertakings, and public enterprises in particular suffer due to
improper management of human resources. It is an accepted fact that the public sector does have access to better
machinery and Technology. Despite this fact, the sector has been unable to deliver the results expected out of it.
Against this scenario, BHEL has shown a consistence performance. It is presumed that this success is due to efficient
Human Resource Management. BHEL takes care of its employees by providing adequate training programmes both
internal and external to the organization. The company has been receiving Awards at National Level for high productivity
for the past several years. The critical factor that has ensured the success of the organization is its well trained and efficient
human resource. Hence it was of interest to take this unit viz.BHEL Trichy for this study.
Review of Literature
Connie Zheng, Paul Hyland, Claudine Soosay (2007), explored 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. It appears that MNCs invested significantly in training. Training was found
to

be

more

widespread

in

service

organizations

than

manufacturing

organizations

operating

in

Asia.

The majority of training emphasized managerial and professional staff development; and was generally conducted
externally. Respondents were concerned mainly with the quality and relevance of training programs offered externally.
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 subsidiaries.
Wei-Chi Tsai, Wei-Tao Tai (2003), examined whether employees perceived importance of the training program
would be one variable that mediates the relationship between training assignment and training motivation.
Data were collected from 184 employees belonging to 18 banks who attended government-sponsored training programs in
Northern Taiwan. Participants were asked to complete two questionnaires: one at the beginning of the training program and
the other at the middle. Results supported hypothesis showed that, compared to those who were volunteers, the employees
who attended the training on a mandatory basis had a higher motivation for training. Moreover, organizations that force
their employees to attend a given training program send out a clear message to employees that such training is important.
Impact Factor (JCC): 4.9135

Index Copernicus Value (ICV): 3.0

A Study on the Effectiveness of Common Induction Training Provided By BHEL, Trichy to its Executive Trainees

135

As employees perceive the training to be central to the achievement of organizational objectives, their training motivation
increases.
Objectives of the Study

To know the effectiveness of the Common Induction Training program that has been conducted for the execution
trainees.

To analyze the extent to which the training objectives have been met.

To find out the degree to which the transfer of training has taken place.

To diagnose the positive as well as negative aspects of the program.

Research Design
It is a descriptive study. Both Primary and Secondary data were collected.Primary data were collected from
100 executives who have newly recruited and who have underwent the Common Induction Training Program in this Study
Unit. Secondary data were collected from the books, Journals, and websites.
Hypotheses

The CIT provided by BHEL to new executives is ineffective.

There is no significant difference among the satisfactory levels of training program between Male and Female
respondents.

Analysis and Interpretation

Source: Primary Data

Figure 1: Overall Effectiveness of the C.I.T Program

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R. Vijayalakshmi & R. Mangaiyarkarasi

When the respondents were asked whether they found the training provided to them to be effective, about 23%
felt that the training was ineffective. Majority of them i.e. almost 68% of the respondents found it to be effective, while 9%
found it highly effective. The feedback clearly shows that, most of the trainees are in favour of the C.I.T program and
hence, it would be good to continue the program.
Table 1: Opinion Regarding Satisfaction with the Conduct of the Training Programme and Training Coordinators
S.No

Options

1.
2.
3.

Highly satisfactory
Satisfactory
Unsatisfactory
Highly Un
4.
satisfactory
Total
Source: Primary Data

Training Program
% of Respondents
6
68
26

Program Coordinator
% of Respondents
29
62
9

100

100

74% of the respondents are satisfied with the training program, 91% of the respondents are satisfied with the
program coordinator. Since majority of the trainees were satisfied with the program, the company ought to continue the
training. The factors for dissonance among the dissatisfied trainees should be analyzed by the company. The trainees want
professors from leading institutes to handle classes for them which should be taken care of by the program coordinator.

Source: Primary Data

Figure 2: Opinion on Duration of Program Required
The present duration of the C.I.T program is 21 weeks. Most of the respondents, about 50% want the period to be
reduced to the minimum option cited, namely, 12 weeks. About one third of them (26%) want the training to be held for
14 weeks. However there are respondents who would like the training program to be held for 21 weeks.

Source: Primary Data

Figure 2 (a): Duration of Workshop Practice Training
Impact Factor (JCC): 4.9135

Index Copernicus Value (ICV): 3.0

A Study on the Effectiveness of Common Induction Training Provided By BHEL, Trichy to its Executive Trainees

137

The trainees underwent a period of workshop training during the Common Induction Training program.
While a majority (56%) of them wanted the workshop training to be held for 12 days, about 19% felt that 6 days were
enough. About 16% of the trainees felt that the Workshop training was totally irrelevant.
Table 2: Opinion towards Training Environment
S. No.
1
2
3
4

Satisfaction Level
Highly Satisfactory
Satisfactory
Unsatisfactory
Highly Unsatisfactory
Total
Source: Primary Data

Percentage of Respondents
6
82
12
0
100

For the training to be highly effective, the environment under which it is being conducted plays a very important
role. Even though about 25% were dissatisfied with the program, a huge majority have preferred the environment (82%).
Hence, the training program should continue to be held under the same environment.
Table 3: Opinion on Duration of C.I.T. Program, Presentation & Interaction with Faculty
S. No
1.
2.
3.
4.

Options

Highly Effective
Effective
Ineffective
Highly Ineffective
Total
Source: Primary Data

Duration of
C.I.T. Program
% of Respondents
6
26
48
20
100

Presentation
% of Respondents
9
60
31
0
100

Interaction with Faculty

% of Respondents
29
54
17
0
100

With respect to duration of C I T program 32% of the respondents opined that they are Effective. 69% of the
respondents expressed the training presentation was Effective. 83% of the respondents have enjoyed the interaction with
faculty members during their course of learning.

Source: Primary Data

Figure 3: Pace of the C.I.T. Program
The trainees differed in opinion when asked about the pace of the program. While half of the class found it to be
effective, the rest found it ineffective. This may be due to the combination of finance and HR in the classes.
The pace of the program should be adjusted to suit the needs of the entire class.

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R. Vijayalakshmi & R. Mangaiyarkarasi

Table 4: Opinion about General Facilities Offered

S.No
1
2
3
4

Effectiveness Level
Highly Effective
Effective
Ineffective
Highly Ineffective
Total
Source: Primary Data

Percentage of Respondents
50
35
12
3
100

When the respondents were asked about the general facilities available during the training program, most of them
felt that the facilities (including audio visual aids) to be quite effective. However, about 12% felt that the facilities were
inadequate. The point stressed by most of them was the non availability of internet facilities, which ought to be provided to
the trainees.
Table 5: Overall Satisfaction with the C.I.T. Program
S.No.
1
2
3
4

Satisfaction Level
Excellent
Good
Satisfactory
Poor
Total
Source: Primary Data

Percentage of Respondents
6
35
47
12
100

When the respondents were asked to rate the overall program, except few persons, the rest felt that the program
was satisfactory/good/excellent. Considering this along with their other replies, it is easily seen that about 25% were not
satisfied, while the rest felt that the program was good. The feedback shows that though a majority was satisfied, there is
still room for improvement.
Table 6: Analysis of Individual Training Modules
S. No

Particulars

1
Workshop practice
2
Information technology
3
Oral communication
4
Business correspondence
5
Presentation skill
6
Quality & TQM
7
Work study & productivity
8
Industrial health & safety environment
9
Human Resource Management
10
Commercial management
11
Material management
12
Production management
13
Project management
14
Financial management
15
Management orientation
16
HRM/ Personnel policies
17
Personal growth lab
Source: Primary data

Highly
Effective %
0
6
25
10
28
52
12
26
25
12
6
0
21
6
16
18
24

Effective %
33
6
66
53
59
42
64
71
44
40
47
45
68
42
58
64
47

Ineffective
%
29
38
9
34
9
6
21
3
28
36
35
42
9
26
19
15
18

Highly
Ineffective %
38
50
0
3
4
0
3
0
3
12
12
13
2
24
7
3
12

Total
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100

The summary of findings from the above table is given below:

33% of the respondents stated that the workshop practice were effective.

Impact Factor (JCC): 4.9135

Index Copernicus Value (ICV): 3.0

A Study on the Effectiveness of Common Induction Training Provided By BHEL, Trichy to its Executive Trainees

139

Only 12% of the respondents felt that the information technology were effective. Therefore the reasons for this
should be looked into.

91% of the respondents found that the oral communication were effective. This is a good sign.

63% of the respondents stated that the business correspondence were effective. Certain areas of this module could
be revised to achieve a larger acceptance.

87% of the respondents felt that the presentation skill were effective.

94% of the respondents stated that the Total Quality Management and Quality were effective.

86% of the respondents felt that the Work study & productivity were effective.

97% of the respondents stated that the Industrial health & safety environment were effective.

The Human Resource Management module was generally rated high by the respondents with a few suggestions.

52% of the respondents found that the Commercial management was effective.

53% of the respondents stated that the Material management was effective.

45% of the respondents stated that the Production management was effective. Some changes are required to
improve the effectiveness of this module.

89%of the respondents felt that the Project management was effective.

48% of the respondents felt that the financial management was effective.

Testing of Hypothesis
HYPOTHESIS: 1 Ho: The CIT provided by BHEL to new executives is ineffective.
HYPOTHESIS: 2 Ho: There is no significant difference among the satisfactory levels of training program
between Male and Female respondents.
Table 7
Hypothesis

Table Value

Calculated Value

HYPOTHESIS I
HYPOTHESIS II

7.81
7.81

103.1579
32.7352

Accepted/
Rejected
REJECTED
REJECTED

Chi square test is used to analyzed the above two hypotheses. To analyze the effectiveness of the program the
opinion with respect to all the parameters like training environment, presentation, materials, co-ordination, duration,
interaction are taken into account. The options are categorized as highly effective, effective, ineffective, and highly
ineffective. Since the calculated value is greater than the table value the hypotheses (1) is rejected.Hence the CIT provided
by BHEL to its new executives is effective, according to this study.
In order to know whether there is any significance difference between male and female respondent, the second
hypothesis was framed. Here also the calculated value is more than the table value, the hypothesis is rejected. It is clear
that both the categories of respondents enjoyed the training program and got satisfaction.

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R. Vijayalakshmi & R. Mangaiyarkarasi

Suggestions to the Organisation

Practical session have to be held for longer duration, if possible immediately after the corresponding theory
classes.

The modules covering Financial Management, Information Technology, Project Management, Human Resource
Management, Business correspondence, Oral Communication and Presentation skills require classes of longer
duration with emphasis on specific areas.

Adequate inputs regarding latest developments have to be provided separately for Finance and Human Resources
depending upon the specialization of the trainee.

Case Studies and a live project during training will improve the effectiveness of the program.

Presentations by specialized personnel with emphasis on interaction are needed in specific areas to help the
trainees benefit from the program.

The written material is to be provided well before the class.

The topics for the sessions as well as the scheduled tests have to be informed in advance to help the trainees
prepare well. Model Tests can be conducted for every 4-5 sessions.

Presentations by the trainees themselves, during oral communication classes, are also recommended to improve
their presentation skills.

With respect to personal growth module lab 30% were not satisfied. Changes in duration and topics are
recommended for improvement regarding the duration. Specific topics relevant to the trainees need to be given
more attention.

Suggestions to the Employees

Trainers should also take the training programme very seriously and they should attend the programme regularly.

They should transfer their skill acquired at the time of training to their workplaces, after they join their work.

They may also recommend the most important training modules to their friend and relatives.

CONCLUSIONS
In this study effectiveness of Common Induction Training for Executive Trainees at BHEL, Trichy is analyzed.
It directly contributes for the growth and development of the private and public sector enterprises. But public sector
enterprises need to concentrate on maintaining a good relationship between the Managers and their subordinates, so that it
will contribute to the betterment of the enterprises. The executives are very responsible persons in each and every
organization. Their role is very much indispensible for bridging the gap between supervisors and workers on the one hand
and management on the other hand. Training and development program for them must be very much useful to improve
their managerial skill. In this aspect, this study helps to find out the effectiveness of C.I.T provided by the Public Sector
Undertaking in Trichy.

Impact Factor (JCC): 4.9135

Index Copernicus Value (ICV): 3.0

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141

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