1.

1 INTRODUCTION

Knowledgeable, integrated and well performing employees are fundamental assets for the
success of any organization. The particular interest is the need to make new employees gain
the required knowledge to achieve the status of valuable assets of the organization. Induction
training is one of the forms of training conducted by the organization to its new, transferred,
re-categorized and promoted employees to help them settle quickly in their new roles.
Induction has become a key concern in the area of improving work processes, employee
morale and satisfaction. As such, it challenges organisations both to identify it's merits and to
comprehend the interplay between induction and job effectiveness. Therefore, the impact of
an effective induction programme cannot be overlooked.Many definitions of induction
training in different literature seem to rely on its purpose.

Accordingly, Rozner sees induction training as a planned introduction of new employees to

their jobs, co-workers, and culture of the organization.Armstrong views induction training as
the process of receiving and welcoming new employees when they first join the company and
giving them the basic information they need to settle down quickly and happily and start
work. Lin and Hsu view induction training as the procedure for providing new employees
with basic background information about the firm and the job. It is more or less, considered
as one component of the employer's new-employee socialization process. According to
Stewart and Brown induction training is the planned introduction of new employees to their
jobs, their workers, and culture of the organization.provides a traditional view of induction
training as a way through which organizations describe to the new employee the
organization's history, structure, fringe benefits, rules and regulations. Snell provides a
broader view of induction as the process for combining the people, processes, and technology
needed to optimize the effect that a new hire has on business outcomes. He further
commented that this ongoing process can help organizations develop the type of individuals
they want. A more progressive approach is to view induction training as an opportunity to
communicate the organization's vision and values, shape the new employee's values and
integrate them into the organization's structure . Induction as a continuousprocess that begins
when an employee accepects an appointment to a post and continuesthroughout his/her work.
The management of an induction programme is critical for effective organizations.Bartell
defines the induction period as the time in which a newly appointed employee becomes more
familiar with job responsibilities, work settings andprofessional norms, organized plan for
support and development of new employees.Newly appointed employees often struggle with
issues regarding workplace management, managing their time and workload, relationships
with co- workers

1.2 statement of problem

Inadequate Onboarding Materials: The current induction program lacks comprehensive and
up-to-date onboarding materials, leading to gaps in new employees’ understanding of
company policies, procedures, and culture.Limited Interaction with Key

Stakeholders: New employees have limited opportunities to interact with key stakeholders,
such as managers, mentors, and cross-functional teams, which impedes their ability to build
relationships and integrate into the organizational structure effectively.Insufficient Training
and Development Opportunities: The induction program does not offer sufficient training and
development opportunities tailored to the individual needs of new employees, resulting in
slower skill acquisition and adaptation to their roles.Unclear Expectations and Objectives:
There is a lack of clarity regarding the expectations and objectives of the induction program,
leading to confusion among new employees about their roles, responsibilities, and
performance metrics.

Ineffective Feedback Mechanisms: The current feedback mechanisms within the induction
program are inadequate, making it difficult for new employees to receive timely and
constructive feedback on their performance and progress.These challenges collectively
contribute to a suboptimal onboarding experience for new employees, potentially leading to
lower job satisfaction, decreased productivity, and higher turnover rates. Addressing these
issues is crucial to enhancing the effectiveness of our induction program and ensuring the
successful integration of new employees into the organization.

1.3 objectives of the studies

▪ To investigate the effectiveness of an induction programme at paragon

steels (P) Ltd, Kanjikode, Palakkad

▪ To investigate the implementation of an effective induction programme on

the performance of the employees at paragon steels (P) Ltd. Kanjikode,

Palakkad.

▪ To determine the perception of the current induction programme offered

1.4 Research design methodology

1.4.1 research design

Research design is a strategy for answering the research questions. It is an arrangement Of

conditions for collection of data in a manner that aims to combine relevance to the Research
purpose with economic in procedure. The study is descriptive in nature.

1.4.2 sources of data

The various sources of data are categorized into Primary data and Secondary data.

>Primary data

Primary data were collected by the researcher from their original sources. Primary data Are
first-hand information. The primary data are those which are collected as a fresh and

For the first time

• Tools for collecting primary data

▪ Questionnaire

▪ Interviewing method

>Secondary data

Secondary data are those which are collected by someone for some other purpose and
Available for the present study. Secondary data will be collect from company websites,
booklets ad records of organization.

1.4.3 period of study

The study will take for 21 days

1.5 Sampling design

1.5.1 Sampling unit

In this research 160 employees are expected to consider population.

1.5.2 Sample size

The sample size is 60 and samples are selected on the basis of randomly from Employees.

1.5.3 Sampling method

Units included in the samples are selected randomly from the population. Simple Random
sampling method will adopted for collecting the data from the respondents.

1.6 Tools used for data analysis

The data collected from the respondents were converted into readable format for Processing,
classification and arrangements. The data was tabulated and analyzed Using Statistical
Methods like,

A. Simple percentage analysis

B. T-test

A. Simple percentage analysis

Data collected are edited and coded by using the tally bars. This helps in Converting the
gathered data into a tabulated grouped data. Percentage analysis Is applied to create a
contingency table from the frequency distribution and Represent the collected data for better
understanding

B. T-test
A t-test is a statistical test that is used to compare the means of two groups. It is Often used
in hypothesis testing to determine whether a process or treatmentActually has an effect on the
population of interest, or whether two groups are different from one another.The t-test
assumes your data:

1.are independent

2.are (approximately) normally distributed.

3.have a similar amount of variance within each group being compared

(a.k.a.homogeneity of variance)

1.7 limitations of the study

Some difficulties were encountered while doing the project. The limitations are as

Follows:

>The employees of paragon steels (P) Ltd found it difficult to answer questions properly Due
to their busy and heavy workload.

>The primary collection of data was time consuming as the employees are busy.
Chapter 2

Review of literature

A newly appointed person is a stranger to the existing employees and at Workplace.He is in a

new work environment. He does not know anything about the New organisation and work
environment. So he may be anxious and Nervous in the first few days. He feels a sense of
insecurity and fear. It is Mainly due to lack of information about the rules, regulations and
Practices followed in the organisation.All this may develop discouragement and defensive
behaviour in him. Nervousness. Fear, discouragement etc can be reduced if he is properly
Inducted in the organisation.Induction is a process of inducting an employee into the social
set up of His work. In other words, it is a welcoming process through which he Feels at
home, and a feeling is generated in him that it is his own job and His own organisation.

Stoner (1995): regards induction as a process that provides new Employees with the
information needed to function comfortably and Effectively in the organisation.Grobler et al.,
(2002) agree that induction programmes must provide a General orientation with regard to
the activities of the organisation. The Process of acquiring the culture of anOrganisation is
known as acculturation (Carrel et al., 1997)

According to Carrel et al.(1997): research has shown that the influence Of the first few days
on a new employee and the impressions s/he has Gained have an important bearing on
performance and on labour Turnover in general and that the rewards in terms of goodwill,
morale and Work efficiency by far outweigh the effort and investment necessary to Enable
the new employee to feel comfortable and at home. To be Completely successful, an
induction programme needs careful, Systematic and ongoing attention by the top
management of the health Facilities department.In his classic article. “The psychological
contract; managing the joining Up process”,

Kotter (1999): defined the psychological contract as “an Implicit contract between an
individual and the organisation, which Specifies what each expects to give and receive from
each other in the Relationship”. Kotter’s research confirmed that the greater the matching Of
mutual expectations, the greater the probability of job satisfaction. Productivity, and reduced
staff turnover.
Grobler, warnich, Carrelli, Elbert and Hatfield (2002:210): state that An effective
induction programme will reduce the adjustment problemsfor newly appointed employees by
creating a sense of security, Confidence and belonging.

(Armstrong, 2006, p. 471): defined induction as a “process of receiving And welcoming

employee’s when the first join a company and to give Them the basic information they need
to settle down quickly and happily And to start work”

(Davis, 1994, 25) stated *Effective induction is concerned with Motivating people to become
productive in the shortest time and to stay With your organisation”

(Snell,2006)concludesinductionor onboardingprocess enables new team Members to gain

access to information, tools and materials needed to Perform their function more quickly.

(Carberry and Cross, 2013, p.59) outlined induction as the whole Process whereby new
employees in an organisation adjust to their new Roles and responsibilities within a new
working environment**.

An article by Forbes (2015) found that companies who facilitate an Induction process are far
more likely to retain employees especially in The first few months in a new job.

(Antonacopoulou and Guttel, 2010) highlighted the benefits of the Induction programs and
that was to reform ‘stability and continuity’ in the Workplace by influencing and enforcing
the values of the company and

The main objectives of the company in early stages of employment.

(Acas, 2015) mentioned that an induction program makes business Sense’ and highlighted
some of the benefits including adjusting into the Company quicker, cooperating and
responding to training more Effectively and lower rates of employee turnover.

(Conrad and Lashley, 2002), one of the benefits induction has on new Employees is easing
the stressful experience of starting a new job, However, if the induction is filled with too
much information this can have an opposite effect by enhancing feelings of stress and
anxiety.
CHAPTER 3

THEORETICAL FRAMEWORK

Theoretical frameworks for hybrid work environments typically draw from organizational
behavior, management, and psychology theories. Here are some key theoretical perspectives
that can be applied to understand and manage hybrid work flows for employees:Job
Characteristics Model: This model, proposed by Hackman and Oldham, suggests that certain
job characteristics (such as skill variety, task identity, task significance, autonomy, and
feedback) can lead to higher levels of motivation, satisfaction, and performance. In a hybrid
work environment, designing jobs that offer these characteristics can help employees thrive.

Social Exchange Theory: This theory focuses on the reciprocal relationships between
individuals and their social environment. In the context of hybrid work, it suggests that when
organizations provide resources, support, and recognition to employees, they are more likely
to reciprocate with higher commitment, effort, and performance.

Self-Determination Theory: This theory emphasizes the importance of autonomy,

competence, and relatedness in motivating behavior. In a hybrid work setting, providing
employees with autonomy to manage their work schedules, opportunities to develop new
skills, and fostering a sense of connection and belonging can enhance their motivation and
well-being.

Expectancy Theory: This theory proposes that individuals are motivated to act in certain ways
based on their expectations of the outcomes of those actions. In the context of hybrid work,
employees may be motivated to adapt to this new work model if they believe it will lead to
desirable outcomes, such as better work-life balance, increased flexibility, or improved job
Performance.

Organizational Support Theory: This theory suggests that employees’ perceptions of the
organization’s support for their well-being and success influence their attitudes and
behaviors. In a hybrid work environment, providing clear communication, access to
resources, and support for Work-life balance can enhance employees’ sense of organizational
support.