Kuldeep sing (2000) has selected 84 organizations from business representing all the major

domestic industries questionnaire has developed by Huselid (1993) are used to study training.
The objectives of the study are to examine the relationship between training and organizational
performance which shows that Indian organizations are still not convinced of the fact that
investments in human resources can result in higher performance.

Alphonsa V.K (2000) has conducted training climate survey in a large private hospital in
Hyderabad. 50 supervisors from different departments of the hospitals randomly selected for the
study. The researcher used training climate survey questionnaire (Rao-1989). “The analysis of
training climate as perceived by the supervisors” covered various aspects such as corporate
philosophy policies superior, subordinate relationship, valued performance features and
behaviors, interpersonal and group relationship.

The results showed that reasonably good training climate prevailing in this organization but the
supervisors’ perception about training climate differs according to their respective departments.

A study conducted by Shiv Kumar Singh and Subhash Banerjee(2000), “Trainer roles in
cement industry”, says that , today the Indian cement industry is the second largest in the world.
There has been tremendous growth of activities in the Indian cement industry in terms of
modernization, in order to keep pace with such modernization/expansion due to technological
development, a strong man power base equipped with latest development has to be built with in
cement industry , new training initiated has to be taken at all levels. A trainer’s main objective is
to transfer his knowledge and skills to the trainees. This paper is focused on the trainer roles in
cement industry, the factors which are important to become an effective trainer. This involves
identifying training courses, choosing appropriate training methods, evaluation of training
activities, and helping the training to deliver good training to the cement Industry.

A study on “HRD strategies at various levels in construction organizations” by Singh’S.K. and

Benerjee S (2000), reveals that construction is the largest economic activity in India, and
accounts for half of the nations investment or development. In this article the authors briefly
discuss the HRD strategies at various levels in construction organizations.
Many sectors of the construction are in urgent need of technological upgradation. And effort to
develop man power by the organization will directly show the results in the bottom line. Since
there are not many professionals imparting training in constructions related aspects, refreshers
training is essential and some concrete efforts in imparting systematic technical training is
necessary

Binna kandola (2000) has discussed some of the difficulties associated with accurate and useful
evaluation of training effectiveness particularly in the department of soft skills which includes
skills relating to people management. The author highlights some existing training evaluation
techniques and then outlines a model of training evaluation which currently is found to be
successful in United Kingdom.

Moses (2000) observed that companies can no longer guarantee employees promotions to the
top, it is important that training and development help employees with carrier planning and skill
development. Some organization fear that career planning will communicate to employees that
their jobs are at risk, but it can be framed differently to communicated that they are willing to
invest in helping employees reach their potential. Companies can also ease employees minds by
making career planning a standard part of their employment development process of downsizing
or restructuring. When a company communicates to their employees that they are marketable
outside the organization, yet still invest in their training and development, it makes a strong
statement to workers that they are values, and many are compelled to offer a high level of
commitment.

Wagnoer s (2000) in his study on employees speak out on job training. Finding of new national
wide study highlighted employee development program are experiencing higher employee
satisfaction with lower turnover rates although salary and benefits play a role in requiring and
retaining employee’s people are also looking for opportunities to learn new things, the challenges
of new responsibilities, and prospect of personal and professional growth. The gall of
organization found that employee satisfaction and retention are high when a company is willing
to train its workers
Lanc Gray and Judy Mc Geregor (2001) have compared hundred New Zealand Surveys for
workers aged 55 years and over, and another one for employers they issue old workers captured
respondent attention with both studies receiving response roles of around 50%. Older workers
are in some agreements that there is difficult to train less willing to lean and afraid of new
technology older workers saw provision of training as a concerned with 11.6% reporting with
regard to training. Significantly, skilled older workers saw the provision of training was a signal
by employers that they are to be taken as serious contributors.

Yadadithaya (2001) studied the current practices of evaluating training and developments
programs in the Indian corporate includes high pressure for increased quality, innovation and
productivity acts as a major driving force for Indian corporate training and development
programs, most of the key results areas of training and development function are related to
measurement and evaluation of training effectiveness. Nearly 6 percent of private sector, 81
percent of public sector and all the MNC’s evaluate the effectiveness of training one way or the
other, the major purpose of evaluation is to determine the effectiveness of various components of
a training and development. Organizations rely mostly on the participants reactions to monitor
the effectiveness of training. And overwhelming majority of the organizations use questionnaires
as a instrument to gather relevant data for evaluation, in most of the cases, evaluation was done
immediately after the training. Absence of transfer of learning from the place of training to the
workplace has been a major perceived efficiency the corporate training and development system.
Indian corporate sector is currently facing the challenge of designing and developing more valid,
reliable and operations measures to evaluate the effectiveness of training and development.

Radha Krishna, Mitchell (2001) studied using a learning style instrument (LSI) and
demographic profile in addition to reaction measures and learning measure. The three training
objectives where to access knowledge gained through a web based training, to determine
participant reaction to web based material and listerv discussion, and to describe both the
demographic profile and learning style of the participants 55 agents of the available (106) agents
completed all 4 instruments and were included in the study.

Johnston (2002) in New Zealand, where a survey of businesses identified a high proportion of
‘leaders’ engaging in training compared with “laggers”. Training strategies in the emerging hi-
tech banking environment by Basu.
Ogunu(2002) in this study titled “evaluation of management training and development
programme of Guinness Nigeria PLC” examined the management training and development
programme of Guinness Nigeria PLC, Benin city With a view to ascertaining its relevance,
adequacy and effectiveness. A convenience sampling design was adopted, whereby the
researcher used all the 50 management staff in the company’s Benin Brewery as subjects for the
study .Data was collected by administering a questionnaire titled’ Management training and
development questionnaire’(MTDQ) that was developed by the researcher. Hypothesis testing in
the study revealed by facilities for staff training where adequate for effective training of
management staff, training programs for management staff where relevant to the jobs they
performed and the training programs undergone by the staff did indeed improve their
performance and effectiveness at work.

Natarajan and Deepa Sree (2002) made a study on training climate in the Burn Standard
Company limited, Saleem a public sector undertaking. A prepared questioner was distributed to
145 employees at random. This results shows that training climate in the organization appears to
be at an average level of 50%. There is a good deal of scope for improvement. Training climate
facilitates the employees in acquiring capabilities required to perform various functions
associated within the present or future expected roles and developing their capabilities for
organizational development has been suggested by Sharad Kumar and Sabita Patnaik (2002).
The performances of the roles depend upon the individual perception regarding the effectiveness
of performing the role and various Organizational factors.

A study on Qualitative Research Designs: Selection and Implementation by John W. Creswell

(2003) University of Nebraska—Lincoln William E. Hanson Purdue University Vicki L. Plano
Clark Alejandro Morales University of Nebraska—Lincoln Provides a detailed study about
qualitative research design and its application in the Research.
"Evaluation of executive training at NLC Ltd.: a case study" by Selvam,
M.Panchalan. R.(2003) examines a transfer of learning to the workplace and evaluation of
tangible or intangible benefits of training to the business are rare phenomena in practice. This
study aims at evaluating the effectiveness of executive training programs NLC Limited, a public
sector undertaking located at Neyveli, Tamilnadu. Seven major factors were identified and
adopted for the evaluation of training. Under each of these major factors, relevant sub-factors
were incorporated for assessment. Fifteen executive training programs were selected under [the]
random sampling method. From each training program, 15 respondents were selected for the
evaluation of training. The results of the study showed that the training programs of the
respondent organization are generally effective. Out of the seven major factors adopted for the
evaluation of training, this method of presentation dominated the rest of the major factors. The
transfer of learning to the workplace as a major factor contributed significantly to only four out
of 15 training programs chosen for evaluation. It showed lack of follow up activities after
training at NLC.
"The impact of workplace support and identity on training transfer: a case study of drug and
alcohol safety training in Australia" by Ken Pidd (2004) suggests that, Previous research has
indicated that the transfer climate of work organizations is an important factor in determining the
degree to which knowledge, skills and abilities gaine in training transfer to the workplace. In
particular, workplace social supervisors and coworkers is consistently cited as an important
factor support from or inhibit training transfer. However, research evidence regarding that can
facilitate workplace social support on training transfer is mixed. In order to address this study
was conducted to identify under what conditions workplace: Cress this Issue a on training
transfer. This study evaluated a workplace drug and alcohol ItsrauiPnNin 'Pacts programme to
examine the impact of workplace social support and identification • h workplace groups on
training transfer. Results indicated that the influence of wonrkwill social support on training
transfer was moderated by the degree to which trainees Pace identified with workplace groups
that provided this support. This study supports the proposition that in order to fully understand
training transfer, and to design effective training programmes, training research and practice
needs to focus on both the personal and situational factors that may interact to influence learning
and transfer.
A study on "Mixed Methods Research" by Julia Brannen (2005) Institute of education,
University of London provides complete idea on how a mixed method strategy works out during
the research process, the research design phase, the fieldwork phase, the analysis phase and
contextualization. This paper proposes to define mixed method research Set out some of the
reasons why mixed methods may currently be in the ascendancy and identify opportunities and
risks attached to these for researchers Consider some of the main rationales for choosing a mixed
method research strategy the three Ps, paradigms, pragmatics and politics Explicate how a mixed
method strategy plays out during the research process: the research design phase, the fieldwork
phase, the analysis phase and contextualization Address particular issues: Quality criteria,
teaching mixed methods, writing up mixed methods research Management of corporate culture
through local managers' training in foreign companies in China: a qualitative analysis" by
Crystal L. Zhao (2005) found that corporate culture is a complex phenomenon in foreign
companies located in the People's Republic of China. For the management team of an
international enterprise, it is a challenging task to manage cultural differences. Education and
training provided to local managers might be one of the important solutions. Therefore, this
study explores the effects of local managers' education and training on corporate culture in
foreign companies in China. Using qualitative research, this paper presents different training
forms existing in foreign companies. Furthermore, the twining in general in terms of
establishment of corporate culture was evaluated.
General training is classified as formal and informal training or coaching in accordance with
training purposes. Formal training refers to training that is indispensable to the survival and
development of the corporation, white informal training is concerned with the training that
happens without deliberate design or purposes. The two kinds of training can develop local
managers in a complementary way. It is argued that these elements exert a complementary
influence on corporate culture with an emphasis on values and rituals."In-company training in
Catalonia: organizational structure, funding, evaluation and economic impact" by Marcos
Eguiguren Huerta, Xavier Llinbs Audet and Olga Pons Peregort (2006), describe the status
of training in Catalonia's large companies, from an economic and organizational point of view.
The results are based on empirical descriptive research conducted with a sample of large and
medium-sized businesses. It analyses the organizational structure of the businesses and the type
of organizational structure in relation to training. From the economic point of view it seeks to
identify the cost of training and the importance assigned to the different levels of evaluation of
that training in the companies. This study also compares the status of training in Catalonia's large
companies with what happens in other countries and regions that may have similarly diverse
economies. The final conclusions emphasize factors such as the consolidation of the training
department within the companies' organizational structures, the size of the enterprises and their
turnover, as key variables of training provision. Another important feature is the significant
differences between the types of organizational structure and the role of training.
Lastly, it considers how training and its evaluation have on impact on the various economic and
financial aspects of the companies."An Introduction to Mixed Methods Research" by Kim Galt,
Pharm. D Creighton University (2007) which defines mixed methods research and identifies
the major mixed methods research designs and their distinguishing characteristics and also
describe different methodological challenges of using multiple methods and consider options for
addressing these challenges.
A study on "Training as an effective tool to create 'satisfied customers' base' in Indian
automobile industry" by Goel, 0. P. (2007) reveals that 'training and Development' efforts of
organizations have positive impact on their performances. Job Knowledge and hard skills
required to perform a task in the automobile industry have drawn sufficient attention of the
researchers, attitudinal and soil skills aspects seem to have less interest of the researchers.
Globalization and liberalization in the Indian Passenger car industry setting provide a fertile
ground to investigate companies that are attempting to think 'customer delight'. It is widely seen
that creating a competitive edge based on product features and technological strengths is
becoming more and more difficult and unstable. This study deals with the gaps in customers
expectations, their experiences while purchasing and servicing a car, the skills gaps - both at
sales person as well as service technician level and also the enhance training needs due to
intensified competition and technological developments in the "Employees attitude towards
training and development in private sector industries" by Sundararajan S. (2007) suggests that,
in the current competitive business environment, the demand of organizations compels Indian
Industries to rethink their vision and mission about Human Resource Development (HRD)
practices through training and development. Changes are inevitable anywhere i.e. in our personal
life, social life, work life, in nature, in society, in universe etc. We cannot avoid changes, but we
can adjust and adapt to such changes for betterment through training and development. Today's
industries are moving towards globalization, and this process is characterized by intense
competition, technological innovations, consumer satisfaction, competitive advantages etc. Here,
the human resource provides impetus training and development to deal with such competitive
and complex situations in the business world. In this day and age, organizations are forced to
thrive on the cutting edge competition using the most appropriate technology. For this, managing
HR is more effectively through appropriate training to the organizational workforce. Training
might thus mean Showing a machinist how to operate his new machine; a new sales person, how
to sell his Firm’s Product; or a new supervisor how to interview and appraise employees.