training and development and employee satisfaction in reliance industries limited naini allahabad

IRJMSH Vol 5 Issue 10 [Year 2014] ISSN 2277 – 9809 (0nline) 2348–9359 (Print)

International Research Journal of Management Sociology & Humanity ( IRJMSH ) Page 63

www.irjmsh.com

Ms Pooja Jaiswal Research Scholar,

Sam Higginbottom Institute of Agriculture Technology and Sciences (SHIATS)

Allahabad

Email: [email protected],

Dr. Archana Chandra Associate Professor,

Sam Higginbottom Institute of Agriculture Technology and Sciences (SHIATS)

Email: [email protected]

Abstract:

Changing business world and competition has created enormous challenges for the organization.

To cope with the challenges efficiently, human resource has been considered as one of the most

important factors in today’s competitive market. The aim of this study is to identify the level of

employee satisfaction with training and development in Reliance Industries Ltd in Naini

Allahabad. To find out the satisfaction level of employees with training and development

practices a survey was conducted in the organization with the help of questionnaire method. Out

of 736 employees 20 % i.e. 150 employees have been surveyed for the research. Satisfaction

level of employees with training and development practices of supervisors and non supervisors

have been found form survey. A correlation analysis was done to find out strength of association

of training and development variables and employee satisfaction. The research shows that

employees are satisfied with training and development practices in the organization but the

association of the variables of training and development with employee satisfaction can be

increased and need more efforts from the organization .

Key words: Training and development, employee satisfaction.

Introduction: Today business is going global and Indian companies are facing dual

challenges first of the Multinationals coming to India with their product and Indian organizations

also want to compete internationally. This can only happen when the organizations have

competent as well as satisfied employees. Competency can be obtained by comprehensive

TRAINING AND DEVELOPMENT AND EMPLOYEE SATISFACTION IN

RELIANCE INDUSTRIES LIMITED NAINI ALLAHABAD



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development programs whereas satisfaction of employees is also a very crucial factor with this

programs as it affects the overall performance of the organization .It also involves big

investments and organization want its return in form of productivity, performance and employee

satisfaction. Bushardt, Fretwell et al., (1994) in their study found that training employee’s leads

to increased employee satisfaction, facilitates the updating of skills, leads to an increased sense

of belonging and benefit, increased employee commitment to the organization. Reliance

Industries Ltd in Naini Allahabad is into manufacturing of polyester threads and specialty

polymers. The products involves high technology manufacturing process and company also

focus on customer satisfaction .So company takes care of training and development programs to

equip their employee to better cope up with the technical demands and dynamic environment

today and the company also takes care that the employees are satisfied with the training and

development practices. Reliance Industries Ltd is a private sector company and its Naini factory

has a well defined HR department looking for the responsibility of Training and development.

Training and development programs are very well defined and managed. This study will help to

identify the satisfaction level of employees with training and development practices in Reliance

Industries Ltd Naini Allahabad with different variables of training and development and

correlation of these variables with employee satisfaction.

Objectives:

1. To identify the extent of employee satisfaction with training and development practices at

supervisor and non supervisor level.

2. To find out the correlation among the variables of training and development and variables

of training and development and employee satisfaction.

Literature Review:

Training And Development : Training and development have been defined by authors in their

research works as a process of enhancing skills , changing attitudes , and development of

knowledge .Atif, et al, (2011) in his study revealed that training is, basically, a practical

education through which knowledge and skills develop, inefficiencies are overcome and closer

approximation is achieved. Bakare (2012) described training as the systematic development of

the knowledge, skills, and attitudes required by a person in order to effectively perform a given

task or job. Whereas training is used for technical upgrading of employees development

programs are for the complete personality development. Campbell (1971) states that training

refers only to instruction in technical and mechanical operations while development refers to

philosophical and theoretical educational concepts.

Training and Development and Employee Satisfaction: Satisfaction depends basically upon

what an individual wants from the world, and what he gets. Bhatti & Qureshi, (2007) found in

their study that employee satisfaction is a measure of how happy workers are with their job and

working environment. One of the most important factors studied for the effective training and

development practices is that if can create employee satisfaction in the organization . According



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to Bushardt, Fretwell et al., (1994) training employee’s leads to increased employee satisfaction,

facilitates the updating of skills, leads to an increased sense of belonging and benefit, increased

employee commitment to the organization. Mak and Sockel, (1999) mentioned in his study that

job-related training increases an employee's ability to perform job-related tasks. Sajuyigbe and

Amusat, (2012) reported that training and development enhance personal job satisfaction.

Muhammad, SK (2012) found that training not only enhances the performance of the employees

but also helps them to motivate and developed undergoing relationship with the organization.

Training and development programs if effective can only create employee satisfaction.

Tannenbaum & Yukl, 1992; Wexley & Latham, (1991) found in their study that training must be

viewed as a long term process, not just an infrequent and/or haphazard event. To make training

effective and satisfying for employees, training programs should be systematic and continuous.

Research Methodology

This paper is based on both primary and secondary data. Secondary data was collected from

company records and unstructured interview form HR manager. Primary data was collected

through a structured questionnaire. Stratified random sampling was used for the study. Target

population of the study was 736 employees. Out of this 20% of the population was selected for

the study as a sample. 170 questionnaires were distributed out of which 150 questionnaires were

returned complete and were considered for the study. The questionnaire was developed by

using a five point Likert scale, where 1 = highly satisfied, 2= Satisfied, 3 Neutral, 4=

Dissatisfied, 5 =Highly Dissatisfied. SPSS was used for the analysis coding and analysis of data.

In Reliance Industries Ltd Managers are called supervisors and non managerial staff is called as

non supervisors.

Extent of Employee Satisfaction with Training and Development Practices To measure employee satisfaction with training and development practices 8 variables have been

identified and taken for the study. These variables are Training Programs, Training Curriculum,

Trainer, Training facilities, Adaptation of Learning to work, Training methods, Training types

and Training Usefulness.



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Table 1: Employee Satisfaction with Training and Development Programs

Designation

Highly

satisfied Satisfied Neutral Dissatisfied

Highly

Dissatisfied

Supervisors 24.76 62.33 11.93 1.01 0

Non Supervisors 19.66 66.66 5.53 4.66 3.03

As per the table no 1 total satisfaction level of supervisors and non supervisors both with training

and development programs in Reliance Industries Ltd is 87 % out of which 25 % of Supervisors

are highly satisfied and 62 % satisfied in comparison to 20 % of non supervisors being highly

satisfied and 67 % satisfied.

Table 2: Employee Satisfaction with Training and Development Curriculum

Highly


Highly

Dissatisfied

Supervisors 28.75 48.5 11 3.25 8.9

Non supervisors 16 53 21 8.5 1.25

Employee Satisfaction With Training Programs in Reliance

Industries Ltd

25

62

12

1 0

20

67

6 5 3

0

10

20

30

40

50

60

70

Highly sa

tisfie

d

Satisfie

d

Neutral

Dissatis

fied

Highly D

issatis

fied

5 Point Likert scale

Per

cen

atg

e

Sat

isfa

ctio

n

Supervisors

Non Supervisors

Employee Satisfaction With Training and Development Curriculum

In Reliance Industries Ltd

29

49

11

39

16

53

21

91

0

10

20

30

40

50

60

Highly

Satisfied

Satisfied Neutral Dissatisfied Highly

Dissatisfied

5 Point Likert Scale

Per

cent

age

Sat

isfa

ctio

n

Supervisors

Non Supervisors



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The table no 2 show the satisfaction level of employees with training and development

curriculum in Reliance Industries Ltd. Total satisfaction with training and development in

supervisors 78% where non supervisors is 69%. Out of total strength 29 % of Supervisors are

found to be highly satisfied whereas 49% satisfied and 16% non supervisors have been found to

be highly satisfied and 53% satisfied with training and development curriculum.

Table 3: Employee Satisfaction with Trainer

Highly


Highly

Dissatisfied

Supervisors 22.75 60.75 12.55 2.875 0.8

Non Supervisors 18 57.5 15.5 7 1.7

The table no 3 show the satisfaction level of employees with Trainer in Reliance Industries Ltd

.29 % of Supervisors are found to be highly satisfied whereas 49% satisfied and 16% non

supervisors have been found to be highly satisfied and 53% satisfied with training and

development Trainer. Total satisfaction with training and development in supervisors 78% where

non supervisors is 69%.

Table 4: Employee Satisfaction with Adaptation of Training to Work

Employee Satisfaction With Trainer In Reliance Industries

Ltd

23

61

13

3 1

18

58

16

72

0

10

20

30

40

50

60

70

Highly sa

tisfie

d

Satisfie

d

Neutral

Dissatis

fied

Highly D

issatis

fied


Per

cent

age

satis

fact

ion

Supervisors

Non Supervisors

Employee Satisfaction With Adaptation Of Training and

Development to Work

23

63

113 0

18

57

17

5 2

010203040506070

Highly sa

tisfie

d

Satisfie

d

Neutral

Dissatis

fied

Highly D

issatis

fied


Per

cen

tag

e

sati

sfac

tio

n

Supervisors

Non Supervisors


International Research Journal of Management Sociology & Humanity ( IRJMSH ) 8

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Highly


Highly

Dissatisfied

Supervisors 22.6 63.43 11 3.33 0

Non Supervisors 18 57 17.33 5.3 1.66

The table no 4 show the satisfaction level of employees with adaptation of training to work in

Reliance Industries Ltd .23 % of Supervisors are found to be highly satisfied whereas 63%

satisfied and 18% non supervisors have been found to be highly satisfied and 57% satisfied with

adaptation of training to work. Total satisfaction with training and development in supervisors

86% where non supervisors is 67%.

Table 5: Employee Satisfaction with Training Facilities

Highly


Highly

Dissatisfied

Supervisors 29 48.4 18 3.4 0

Non Supervisors 9.84 55.68 17.16 13.02 4.32

The table no 5 show the satisfaction level of employees with training and development facilities

in Reliance Industries Ltd .29 % of Supervisors are found to be highly satisfied whereas 48%


training and development facilities. Total satisfaction with training and development in

supervisors 77% where non supervisors is 56%.

Employee Satisfaction With Training Facilities In Reliance Ltd

29

48

18

30

10

56

1713

4

0

10

20

30

40

50

60

Highly

satisfied


Dissatisfied


Perc

enta

ge s

atis

fact

ion

Supervisors

Non Supervisors



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Table 6: Employee Satisfaction with Training Methods

Highly


Highly

Dissatisfied

Supervisors 32.4 54.2 12.4 1.3 0

Non Supervisors 21.8 57.84 15.16 4.34 0.82

The table no 5 show the satisfaction level of employees with training and development methods

in Reliance Industries Ltd .29 % of Supervisors are found to be highly satisfied whereas 48%


training and development methods. Total satisfaction with training and development in

supervisors 77% where non supervisors is 56%.

Table 6: Employee Satisfaction with Training Types

Employee Satisfaction With Training Methods In Reliance

Industries Ltd

32

54

12

1 0

22

58

15

4 1

0

10

20

30

40

50

60

70

Highly satisfie

d

Satisfie

d

Neutral

Dissatisfie

d

Highly Dissatis

fied


Perc

enta

ge

Satis

fact

ion

Supervisors

Non Supervisors

Employee Satisfaction With Training Types In Reliance

Industries Ltd

28

56

9

16

20

61

15

4 0

0

10

20

30

40

50

60

70

Highly

satisfied


Dissatisfied


Per

cent

age

satis

fact

ion

Supervisors

Non Supervisors



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Highly


Highly

Dissatisfied

Supervisors 27.8 56.12 9.04 1.3 5.82

Non Supervisors 19.98 60.68 15.34 3.66 0.34

The table no 6 show the satisfaction level of employees with training and development types in



training and development types . Total satisfaction with training and development in supervisors


Table 7: Employee Satisfaction with Training Usefulness

Highly


Highly

Dissatisfied

Supervisors 34.72 54.18 9.7 3.9 4.52

Non Supervisors 17.64 61.16 15 6.48 0.66

The table no 7 show the satisfaction level of employees with training and development types in



training and development types . Total satisfaction with training and development in supervisors


Employee Satisfaction With Training Benefits In Reliance

Industries Ltd

35

54

104 5

18

61

156

1

0

10

20

30

40

50

60

70

Highly satis

fied

Satisfie

d

Neutral

Dissatis

fied

Highly Dissa

tisfie

d


Perc

enta

ge

Satis

fact

ion

Supervisors

Non Supervisors



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Correlation Analysis among the Variables of Training and Development and

Employee Satisfaction

Pearson product moment correlation: showing the relations of Training and development Variables

and Employee Satisfaction.

TRTS TRTC TRTR TRTL TRFF TRTM TRTT TRTU ESSS

1 TRTS 1 .368** .422** .367** .554** .414** .419** .487** .495**

2 TRTC .368** 1 .612** .742** .488** .662** .871** .888** .469**

3 TRTR .422** .612** 1 .576** .384** .922** .870** .782** .266**

4 TRTL .367** .742** .576** 1 .488** .730** .700** .789** .437**

5 TRFF .554** .488** .384** .488** 1 .473** .440** .567** .653**

6 TRTM .414** .662** .922** .730** .473** 1 .832** .871** .386**

7 TRTT .419** .871** .870** .700** .440** .832** 1 .921** .400**

8 TRTU .487** .888** .782** .789** .567** .871** .921** 1 .515**

9 ESSS .495** .469** .266** .437** .653** .386** .400** .515** 1

**. Correlation is significant at the 0.01 level (2-tailed).

*. Correlation is significant at the 0.05 level (2-tailed).

The above inserted table depicts correlation analysis between 8 independent variables

includingTRTS,TRTC,TRTR,TRTL,TRTF,TRTM,TRTT,TRTUand a dependent variable

namely ESSS. In interpreting the correlation the guidelines suggested by Cohen (1988) were

followed. In terms of these writings, correlation coefficients of r=0.10 show a small effect size.

Correlations of r=0.30 show a medium effect size whilst those of r=0.50 indicate a large effect

size. Large effect size correlation was found among training programs with training facilities.

Training curriculum with trainer, training methods, training types and training usefulness.

Trainer has been highly correlated with adaptation of learning to work, training curriculum,

training methods, training types, and training usefulness. Adaptation of training to work has been

highly correlated with training curriculum, trainer, training methods, training types, and

usefulness of training. Training facilities have been found to be highly correlated with training

programs and usefulness of training. Training methods training curriculum, trainer, adaptation of

training to work training types and training usefulness. Training types has been found to be

highly correlated with training curriculum, trainer, adaptation of training to work training types



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and training usefulness. Training usefulness has been found to be highly correlated with training

curriculum, trainer, and adaptation of training to work, training methods and training types.

The table shows that employee satisfaction is found to be correlated with all the eight variables

of training and development. The correlation between training programs and employee

satisfaction show medium effect size of 0.495, training curriculum and employee satisfaction is

0.469, quality of trainer and employee satisfaction and is 0.266 which is small effect size ,

adoption of learning to work and employee satisfaction is 0.437, training facilities and employee

satisfaction is 0.653 which is large effect size , training methods and employee satisfaction is

0.386, training types and employee satisfaction is 0.40 and usefulness of training and employee

satisfaction is 0.515 which is large effect size . All values show that there is a significant positive

relationship between independent variables TRTS, TRTC, TRTR, TRTF, TRTM, TRTT, TRTU

and dependent variable ESSS.

Findings

The study disclosed the relationship between employees’ satisfaction and various dimensions of

Training and development. In this study we considered nine major factors of training and

development followed in Reliance Industries Ltd. The study reveals many factors of Employee

satisfaction with training and development practices in Reliance Industries.

1. The study shows that employee satisfaction with training and development programs in

Reliance Industries is quite high.

2. The supervisors have been found to be more satisfied then the non supervisors where there

satisfaction level with most of the factors is above 70 % and average satisfaction comes to be 81

%.

3. Satisfaction level of non supervisors lies between 55% to 90 % with the average satisfaction

level coming to be 70 %.

4. Satisfaction level of employees with training and development programs in Reliance

Industries Ltd is 87 % for both supervisors and non supervisors both.

5. Satisfaction level of employees with training and development curriculum in Reliance

Industries Ltd 78% and 69%.

6. Satisfaction level of employees with Trainer in Reliance Industries Ltd in supervisors 78%

where non supervisors are 69%.

7. Satisfaction level of employees with adaptation of training to work in Reliance Industries Ltd

in supervisors 86% where non supervisors are 67%.



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8. Satisfaction level of employees with training and development facilities in Reliance Industries

in supervisors 77% where non supervisors are 56%.

9. Satisfaction level of employees with training and development methods in Reliance Industries

Ltd in supervisors 77% where non supervisors are 56%.

10. Satisfaction level of employees with training and development types in Reliance Industries

Ltd. in supervisors 84% where non supervisors are 81%.

11. Satisfaction level of employees with training and development usefulness in Reliance

Industries Ltd. in supervisors 81% where non supervisors are 79%.

12. Training programs have been found to be highly correlated with training facilities .The

correlation value comes to be 0.554.

13. Training curriculum was to found to be highly correlated with trainer 0.612 Adaptation f

work to training 0.742, training methods 0.662, training types 0.871, and training usefulness

0.888.

14. Trainer has been highly correlated with adaptation of learning to work 0.576, training

curriculum 612, training methods 0.922, training types 0.870, and training usefulness 0.782.

15. Adaptation of training to work has been highly correlated with training curriculum 0.742,

trainer 0.576, training methods 0.739, training types 0.700, and usefulness of training 0.789.

16. Training facilities have been found to be highly correlated with training programs 0.554 and

usefulness of training0.567.

17. Training methods have been fund to be highly correlated with training curriculum 0.662,

trainer 0.922, and adaptation of training to work 0.730, training types 0.832 and training

usefulness 0.871

18. Training types has been found to be highly correlated with training curriculum 0.874, trainer

0.870, and adaptation of training to work 0.700, training methods 0.832 and training usefulness

0.921.

19. Training usefulness has been found to be highly correlated with training curriculum 0.880,

trainer 0.782, and adaptation of training to work 0.789, training facilities 0.567 training methods

0.871 and training types 0.921.

20. The correlation between training programs and employee satisfaction show medium effect

size of 0.495

21. The correlation between training curriculum and employee satisfaction show a medium effect

of 0.469,



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22. The correlation between quality of trainer and employee satisfaction and is 0.266 which is

small effect size

23. The correlation between Adoption of learning to work and employee satisfaction is 0.437

which is medium effect size.

24. The correlation between training facilities and employee satisfaction is 0.653 which is large

effect size

25. The correlation between, training methods and employee satisfaction is 0.386 which is

medium effect size.

26. The correlation between training types and employee satisfaction is 0.40 which is a medium

effect size.

27. The correlation between training usefulness of training and employee satisfaction is 0.515

which is large effect size.

Conclusion and Recommendations:

Satisfaction level of employees in Reliance industries Ltd is not same with all the factors

.Whereas both supervisors and non supervisors are equally satisfied with Training programs

satisfaction level with training and development curriculum is not same in both the groups

.Satisfaction with training and development curriculum has been studied on the relevance of

curriculum in acquisition of knowledge needed, increasing creativity and innovation and solve

conceptual and practical problems. As data shows lesser satisfaction level in comparison to

supervisors in non supervisors means either the work they are doing is routine and have no

innovation to do or training is not that applicable to solve in both conceptual and practical

problems and not providing the knowledge needed as compared to the supervisors. Similarly

satisfaction level with trainer in non supervisors is less then supervisors. Trainer has been

identified on their presentation skills, encouragement provided, use of training aid, encourage

employees in identifying and work on their weakness. Organization should work on these areas

to for non supervisors. Satisfaction with adaptation of training to work has been identified in the

study by management support in transfer of learning, and environment that has supported to

apply training in work. The satisfaction level in non supervisors is again lower then the

supervisor’s means that they need more support in transfer of learning to work. Employee

satisfaction with training and development facilities in no supervisors is lower then supervisor

but the satisfaction level in supervisor is also lower then other factors for supervisors. Training

facilities have been studied on use of technology in training, audio visual enhancement, and outer

consultant and continuous up gradation of training facilities in organization. Organization should

take care of the training facilities for both supervisors and non supervisors. Training methods

have been studied on mix of theory and practice, on the job and off the job training methods.

Satisfaction level in both supervisors is non supervisors need to be worked on and betterment of



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methods or process of training need to be worked on. Employee satisfaction with training types

and usefulness is high in both supervisors and non supervisor’s .It has to be maintained and

upgraded with the time. As we have seen that variables of training and development are highly

correlated among them but that high correlation is not found with employee satisfaction.

Employee satisfaction is found to be correlated with all the eight variables but the effect size of

correlation is small and medium in all the correlation except training facilities and training

usefulness. Organization need to take care that training and development variables are not

creating as much satisfaction in employees as can be expected .

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