A STUDY ON EMPLOYEES OPINION ABOUT TRAINING AND DEVELOPMENT

OPPORTUNITIES IN TNSTC, TAMILNADU

* Dr. G. Sridevi, Associate Professor, Department of Management Studies, A.V.C.College of
Engineering, Mayiladuthurai.
Abstract
The topic taken for this study is “Employees opinion about Training and Development
opportunities in TNSTC, Kumbakonam”. Tamil Nadu State Transport Corporation
Limited (TNSTC) is a public transport bus operator in Tamil Nadu, India. In TNSTC there is
a separate department for training and development which will give training to all the
conductors, drivers and technical employees of the organization in a regular basis. Training is
an organized activity for increasing the knowledge & skills of people for a definite purpose.
The main objectives of this study is to identify the need and impact of training programme, to
identify the current methods of training provided by TNSTC, to understand the attitude and
work performance of employees after carry out the training, and to give suggestions to
improve the existing training and development practices. The total respondents of the study
were 120. Sampling method used in this study is convenience sampling. Both Primary data
and secondary data are used for this study. For collecting the data, the research instrument
used here for the study is Schedule. Likert 5 point scale is used in this study to find out the
employees opinion about training and development opportunities in TNSTC, Kumbakonam.
Percentage analysis, Chi-square, One Way ANOVA, Correlation and Wilcoxon signed ranks
test are the statistical tools which are used for analyzing the data. From the study it is found
that, the training provided by the organization for the employees to minimize the accident and
damages is equal for all the employees irrespective of their experience. So it is suggested that
every year the organization must revise and improve the methods of training to the current
trend which can retain their employees and also helps them to minimize the accident and
damages in the organization.
Keywords: Training and development, Current methods, Work performance
1. Introduction
Training is an organized activity for increasing the knowledge and skills of people for
a definite purpose. It involves systematic procedure for transferring technical know-how to
employees so as to increase their knowledge and skills for doing specific jobs with
proficiency.

Training and development need = Standard performance – Actual

performance.

MONTHLY TRAINING DETAILS OF EMPLOYEES IN TNSTC

NAME OF THE TRAINING DURATION OF THE TRAINING
Refresher Driver Training (Low KMPL) 1 Day
Refresher Conductor Training ( Low EPKM) 1 Day
In House fatal Driver Training 30 Day’s
In House fatal & FC Conductor Training 7 Day’s
Stress Management 1 Day
Yoga Meditation 03 Day’s
Accident Prevention Driver (2 times per month) 2 Day’s
IRT skill development Driving Training 12 Weeks
Manufacturing Training 1 Day
PCRA Training 02 Day’s
Heavy license Renewal one day Refresher Course 1 Day

2. Company Profile
Name Tamil Nadu State Transport Corporation Limited (TNSTC)
Type State Government enterprise
Industry Public Transport
Founded 1972
Headquarters Chennai, India
Area Served South India (majorly Tamil Nadu)
Products Bus Transport and cargo Transport Services
Owner Government of Tamilnadu
Number of Employees 130,000
Parent Department of Transport(Tamilnadu)
Subsidiaries  Metropolitan Transport Corporation (Chennai)
 State Express Transport Corporation (Tamil Nadu)
 Tamil Nadu Transport Development Finance
Corporation

Website www.tnstc.in/TNSTCOnline

3. Review Of Literature
Brown (1984) “During the 1980’s Japanese management practices clearly indicated that
business success based on high standards of performance which was dependent on a highly
trained and developed work force” training is necessary to organization and it is part of
organizational strategy. Padwal and Naidu (1985) training needs help to identify existing
training gap, what type of training can be under taken by outside agencies, and accordingly
schedule the training programs for the employees. Obisi (2001) reported that training is a
systematic process of enhancing the knowledge, skills and attitude, hence leads to satisfactory
performance by the employees at job. He further mentioned that the need and objectives of
the training program should be identified before offering it to the employees. Helliriegel et
al,(2001) states that training of employees in organisation increases higher productivity
through better job performance, more efficient use of human resources, goals and objectives
more effectively met, reduced cost due to less labour turnover, reduced errors, reduced
accidents and absenteeism, more capable, and mobile workforce and retention of the existing
staff. Elnaga (2013) studied the impact of training on employee performance and provide
suggestions in order to enhance the performance of the employees via effective training
courses. Authors resembled the employees with the blood stream of business. The success
and failure of the company is highly dependent upon its employee performance. Therefore,
top level management must realize the significance of investment for training and
development in order to enhance the performance of the employee. Farooq (2011) did an
empirical research to examine the impact of training and feedback on employee performance.
The authors also conducted a thorough literature review that illustrates the importance of both
factors to influence the employee performance. The review further highlighted the improved
quality of task performance and processes because of training and feedback that causes the
employee performance enhance. The results show that training programs are effective for
employee performance keeping the arrangement and adaptation of training as a planned
procedure to make the performance more effective, however the study implies little features
of training and feedback. One more point was that the results can easily be applied to the all
sorts of organizations.
4. Objectives of the Study

 To identify the need and impact of training programme.

 To identify the current methods of training provided by TNSTC.
 To understand the attitude and work performance of employees after carry out
training.
 To give suggestions to improve the existing training and development practices.
5. Scope of the Study

 It helps to identify the current needs of training programme.

 It helps to know the expectations of employees towards Training and Development
Programs.
 It helps to understand the Willingness of employees towards Training and
Development Programs.
6. Need of the Study

 To Increase productivity.
 To achieve individual goal as well as organizational goals.
 Training is necessary to prepare the new employees the basic knowledge and skills
needed for doing a particular job.
 Training is also necessary for existing employees to prepare for the higher-level jobs.
The total respondents of the study were 120. Sampling method used in this study is
convenience sampling. Both Primary data and secondary data are used for this study. For
collecting the data, the research instrument used here for the study is Schedule. Likert 5 point
scale is used in this study to find out the employees opinion about training and development
opportunities in TNSTC, Kumbakonam. Percentage analysis, Chi-square, One Way ANOVA,
Correlation and Wilcoxon signed ranks test are the statistical tools which are used for
analyzing the data.
7. Data Analysis and Interpretation
TABLE 1 REPRESENTING THE AGE OF RESPONDENTS

Age in years Frequency Percent

21- 30 years 21 17.5
31 - 40 years 35 29.2
41 - 50 years 37 30.8
51 - 60 years 27 22.5
Total 120 100.0
INTERPRETATION
From the above result it is found that 31% of the respondents are belongs to the age group of
greater than 40 years, so it shows that majority of the respondents belongs to middle age.

TABLE 2 REPRESENTING THE MARITAL STATUS OF RESPONDENTS

Marital Status Frequency Percent

Married 101 84.2
Unmarried 19 15.8
Total 120 100.0
INTERPRETATION
From the above result it is found that majority (84%) of the respondents are married.

TABLE 3 REPRESENTING THE EDUCATIONAL QUALIFICATION OF

RESPONDENTS

Educational Qualification Frequency Percent

UG 20 16.7
PG 3 2.5
DIPLOMA 19 15.8
OTHERS 78 65.0
Total 120 100.0

INTERPRETATION
From the above result it is found that majority of the respondents educational qualification is
others, which means that they are not highly educated since the respondents are all lower
level employees.

TABLE 4 REPRESENTING THE DESIGNATION OF RESPONDENTS

Designation Frequency Percent

Conductor 51 42.5
Driver 55 45.8
Technical 14 11.7
Total 120 100.0
INTERPRETATION
From the above result it is found that majority of the respondents designations are driver and
conductor.
TABLE 5 REPRESENTING THE EXPERIENCE OF RESPONDENTS

Experience in years Frequency Percent

Below 5 years 25 20.8
5 – 10 years 32 26.7
 11 - 15 years 23 19.2
16 – 20 years 26 21.7
21 years & above 14 11.7
Total 120 100.0

INTERPRETATION
From the above result it is found that majority of the respondents are having experience in
years of 5 – 10 years, it shows that most of the employees are experienced persons.

TABLE 6 REPRESENTING THE MONTHLY INCOME OF RESPONDENTS

Monthly income Frequency Percent

Below Rs.10,000 14 11.7
Rs.11,000 - Rs.20,000 22 18.3
Rs.21,000 – Rs.30,000 32 26.7
Rs.31,000 – Rs.40,000 34 28.3
Above Rs.41,000 18 15.0
Total 120 100.0
INTERPRETATION
From the above result it is found that majority of the respondents are getting salary from
Rs.31,000 - Rs. 40,000 which implies that the respondents are getting good salary.

TABLE 7 REPRESENTING CONFIDENCE LEVEL OF EMPLOYEES ABOUT TRAINING AND

DEVELOPMENT OPPORTUNITIES IN TNSTC, KUMBAKONAM
S.N PARTICULARS MEAN
o SCORE
1. kind of training methods the organization provided to employees
3.96
2. How often the training programs are conducted in organizations
1.62
3. The purpose of training program in organization
4.53
4. To whom the training is given more in organization
3.83
5. Basis employees are selected for the training program
4.6
6. Organization considers training as a part of organizational strategy
4.65
7. Due to training employees learn the job quickly
4.6
8. Training bridges the gap between what the employee has and what the job
4.42
demands
9. Training improves the skills, knowledge, and sense of responsibility of an
4.68
employee
10. Trainings needs identified are realistic, useful and based on the 4.13
 organizational strategy
11. T&D has resulted in higher employee performance in your organization
4.67
12. Training program changes the attitude of employees towards the work
4.95
performance
13. Training program helps the employees to become more open minded
4.56
14. Training program is more effective
4.83
15. Training is imparted towards organizational development
4.73
16. Training and development offered the employee to minimize the accident and
4.74
damages to equipment
17. Topics covered in the training are sufficient
4.14
18. Feeling comfortable with training environment
3.86
19. Training and development is well planned
4.14
20. Duration of the training program was adequate
4.69
21. Overall training programme in my organisation is satisfactory
4.04
22. Before training programme - Knowledge
3.07
23. Before training programme - Technical skill
3.09
24. Before training programme - Decision making skill
3.77
25. Before training programme - Attitude
3.08
26. Before training programme - Level of productivity
3.78
27. Before training programme - Behavior change
3.08
28. Before training programme - Job satisfaction
3.08
29. After training programme - Knowledge
4.96
30. After training programme - Technical skill
4.07
31. After training programme - Decision making skill
4.76
32. After training programme - Attitude
4.57
33. After training programme - Level of productivity
4.57
34. After training programme - Behavior change
4.57
 35. After training programme - job satisfaction
4.78
AVERAGE MEAN SCORE 4.09
INFERENCE
Based on the average mean score, it can be inferred that the confidence level of employees
about training and development opportunities in TNSTC, Kumbakonam is 4.09 - i.e.
employees opinion about Training effectiveness is 82% after attended the training.

CHI – SQUARE
TABLE 8 REPRESENTING THE CHI-SQUARE ANALYSIS BETWEEN AGE AND
EXPERIENCE OF RESPONDENTS
H0: There is no significant association between age and experience of respondents
H1: There is a significant association between age and experience of respondents
Cross tabulation

Age in years * Experience in years Total

Experience in years Below 5 5 – 10 11 - 15 16 – 20 21 years
years years years years & above
Age in 21- 30 years 14 7 0 0 0 21
years 31 - 40
11 22 2 0 0 35
years
41 - 50
0 3 18 16 0 37
years
51 - 60
0 0 3 10 14 27
years
Total 25 32 23 26 14 120
Chi-Square Tests

Value df Asymp. Sig. (2-sided)

Pearson Chi-Square 162.186(a) 12 .000
Likelihood Ratio 175.346 12 .000
Linear-by-Linear
90.247 1 .000
Association
N of Valid Cases 120
a 7 cells (35.0%) have expected count less than 5. The minimum expected count is 2.45.
RESULT
The chi- square result shows that the Pearson’s chi-square value is 162.186 for 12 degrees of
freedom. The p value is .000 which is lesser than 0.05. Therefore H0 is rejected.
INFERENCE
There is a significant association between the age and experience of respondents. It
shows that when age increases the experience of the employees will also increases, so the
employee will become efficient person.

S. No Description Value DF Sig. Null Associatio

Value hypothesis n
1 Age in years * Monthly
115.003 12 .010 Rejected Present
income
2 Experience*Monthly
190.954 12 .030 Rejected Present
income
 3 Marital Status * Monthly
24.410 4 .020 Rejected Present
income
4 Designation * How often
19.917 4 .001 Rejected Present
the training are conducted
5 Designation * Purpose of
15.037 6 .020 Rejected Present
training programme
6 Designation* Basis
26.891 4 .000 Rejected Present
employee selected
TABLE 9 REPRESENTING THE CORRELATION BETWEEN THE EXPERIENCE
AND MONTHLY INCOME OF RESPONDENTS
H0: There is no significant relationship between the experience and monthly income of
respondents
H1: There is a significant relationship between the experience and monthly income of
respondents

Experience in years Monthly income

Experience in Pearson Correlation 1 .861(**)
years Sig. (2-tailed) .000
N 120 120
Monthly income Pearson Correlation .861(**) 1
Sig. (2-tailed) .000
N 120 120
** Correlation is significant at the 0.01 level (2-tailed)
RESULT
The correlation shows the values of 0.861 and p value for two tailed test of significant is
(<0.05).
INFERENCE
From the above table we infer that there is a positive strong correlation between the
experience and monthly income of respondents. It means that experienced employees will get
high monthly income compared to fresher.

ONE WAY ANOVA

TABLE 10 REPRESENTING THE ANALYSIS OF VARIANCE BETWEEN THE
EXPERIENCE AND TRAINING & DEVELOPMENT OFFERED THE EMPLOYEE
TO MINIMIZE THE ACCIDENT AND DAMAGES TO EQUIPMENT
H0: There is no significant difference between experience and training & development offered
the employee to minimize the accident and damages to equipment
H1: There is a significant difference between experience and training & development offered
the employee to minimize the accident and damages to equipment
ANOVA
Training and development offered the employee to minimize the accident and damages to
equipment

Sum of Squares df Mean Square F Sig.

Between Groups .837 4 .209 .855 .494
Within Groups 28.155 115 .245
Total 28.992 119
RESULT
The Anova shows that the F value between the group is .855 for 4 degrees of freedom and
significance value is .494 which is greater than 0.05. Therefore H0 cannot be rejected.
INFERENCE
When the respondents are grouped under experience, the Anova shows that there is no
significant difference between experience and training & development offered the employee
to minimize the accident and damages to equipment. Therefore the training provided by the
organization for the employees to minimize the accident and damages is equal for all the
employees.

S.NO Designation Sum of D Mean F Sig. Null Differenc

Square F squar valu hypothesi e
s e e s
Organization
considers
training as a
6.67
1 part of 3.204 2 1.602 .002 Rejected Present
0
organizational
strategy

training
program helps
the employees
5.16
2 to become 3.528 2 1.764 .007 Rejected Present
7
more open
minded

Training and
development
3.02
3 is well 1.060 3 .353 .032 Rejected Present
8
planned

S.NO Educational Sum of D Mean F Sig. Null Differenc

Qualification Square F squar valu hypothesi e
s e e s
topics covered
in the training
3.02
4 are sufficient 1.060 3 .353 .032 Rejected Present
8

TABLE 11 REPRESENTING THE WILCOXON SIGNED RANKS TEST ANALYSIS

BETWEEN THE PERFORMANCE OF EMPLOYEES BEFORE AND AFTER
TRAINING PROGRAMME
H0: There is no significant difference between the performance of employees before and after
training programme
H1: There is a significant difference between the performance of employees before and after
training programme Rank
Mean Sum of
N Rank Ranks
Negative
0(a) .00 .00
Ranks
After Training Programme_Knowledge – Before Positive
117(b) 59.00 6903.00
Training Programme_Knowledge Ranks
Ties 3(c)
Total 120
Negative
2(d) 60.00 120.00
Ranks
After Training Programme_Technical Skill - Positive
118(e) 60.51 7140.00
Before Training Programme_Technical Skill Ranks
Ties 0(f)
Total 120
Negative
0(g) .00 .00
After Training Programme_Decision Making Ranks
Positive
Skill - Before Training Programme_Decision 94(h) 47.50 4465.00
Ranks
Making Skill Ties 26(i)
Total 120
Negative
0(j) .00 .00
Ranks
After Training Programme_Attitude - Before Positive
120(k) 60.50 7260.00
Training Programme_Attitude Ranks
Ties 0(l)
Total 120
Negative
0(m) .00 .00
After Training Programme_Level Of Productivity Ranks
Positive
- Before Training Programme_ Level Of 95(n) 48.00 4560.00
Ranks
Productivity
Ties 25(o)
Total 120
Negative
0(p) .00 .00
Ranks
After Training Programme_Behaviour Change - Positive
120(q) 60.50 7260.00
Before Training Programme_Behaviour Change Ranks
Ties 0(r)
Total 120
Negative
0(s) .00 .00
After Training Programme_Job Satisfaction - Ranks
Positive
Before Training Programme_Job Satisfaction 120(t) 60.50 7260.00
Ranks
Ties 0(u)
Total 120

Test Statistics (b)

 after after after after after after after
training training training training training training training
program program program program program program program
_Knowledg _Technica _Decisio _Attitud _Level of _Behaviou _Job
e l Skill n making e Productivit r change satisfactio
skill y n
- - -
before before - - before -
- training training before before training before
Before program program training training program training
training _Technica _Decisio program program _Behaviou program
program l Skill n making _Attitud _Level of r change _Job
_Knowledg skil1 e Productivit satisfactio
e y n
- - -
Z -10.493(a) -9.747(a) -9.814(a) -9.960(a)
10.550(a) 8.849(a) 9.815(a)
Asymp
. Sig.
.000 .000 .000 .000 .000 .000 .000
(2-
tailed)
a Based on negative ranks.
b Wilcoxon Signed Ranks Test.
RESULT
The Wilcoxon signed ranks test result shows that the p value is .000 which is lesser than 0.05.
Therefore H0 is rejected.
INFERENCE
There is a significant difference between the performance of employees before and after
training programme. This means that the training programme is very effective.

8. Findings
FROM CHI- SQUARE ANALYSIS
1. It shows that when age increases the experience of the employee respondents will also
increases, so the employee will become efficient person.
2. When age is high the employee respondents will get more benefits so the monthly
income of employee will also become high.
3. It shows that experienced employees will get high monthly income than fresher.
4. There is a significant association between marital status and monthly income of
respondents. It means that there is a difference in the income of married and
unmarried respondents because married employees are more responsible than
unmarried.
5. Depends on the requirements of respondents from different designation the training is
conducted to them.
6. The respondents are getting training based on the purpose of their designation.
7. The employees selected for the training programme are based upon the requirements
of their designation.
FROM CORRELATION
 1. There is a positive strong correlation between the experience and monthly income of
respondents. It means that experienced employees will get high monthly income than
fresher.
FROM ANOVA
1. The training provided by the organization for the employees to minimize the accident
and damages is equal for all the employees irrespective of their experience.
2. According to the respondents’ designation, there is a difference in the training
provided by the Organization which helps to consider training as a part of
organizational strategy.
3. The Respondents even though they belong from different designation, the training
program helps them to be more open minded according to their roles and
responsibility.
4. According to the designation of employee respondents, the training and development
programme offered to them must be planned on the basis of their need.
5. It shows that employees have required educational qualification to understand the
topics covered in the training program.

FROM WILCOXON SIGNED RANKS TEST ANALYSIS

1. It shows that there is a difference in the performance of employees before and after
training programme which implies that training program is effective.
9. Suggestions
Every year the organization must revise and improve the methods of training to the current
trend which can retain their employees.

The training program can be planned according to the designation of the employees and their
job requirements and departments.

The Organization may provide the topics covered in the training program can be
understandable by all the employee respondents irrespective of their educational qualification

10. Conclusion
The study had confirmed that the TNSTC Corporation is having good training and
development programme opportunities for all the employees in the organization. It is really a
success mantra to the service sector like this TNSTC Corporation, having attained 82%
confidence level from the employees regarding their effectiveness of training and
development program offered by them at present. So, in future also they can use such type of
methodology for their further success. The TNSTC Corporation may conduct similar type of
research at regular intervals to know the changing attitude of workers and to know about their
effectiveness to improve the training and development programme.
References

1. ICFAI JOURNAL of organization behavior January 2005 by BROWN & READ

1984
2. Padwal and Naidu (1985) training needs identification, International Journal of
Management Research & Review
3. Obisi (2001), The Effect of Training on Employee Performance European Journal of
Business and Management.
4. Helliriegel et al,(2001) training and development practices in an organisation,
International journal of Engineering and management sciences
5. Farooq and Aslam. “The Effect of Training on Employee Performance” , European
Journal of Business and Management (2011): 102-109
6. Elnaga, Amir, and Amen Imran. "The effect of training on employee
performance." European Journal of Business and Management 5.4 (2013): 137-147.