K.Datta
Introduction:
Formal education systems are committed to
create conditions where its functions and its representatives can easily be
identified. It is a field where the authority, accountability and
responsibility relationship will have to be well defined for this purpose.
Training and development is an essential requirement of professional education
where need assessment, evaluation and feedback play a critical role to deliver
quality products and standers of achievements.
Further, successful candidates placed out
the job need training to perform their duties effectively. Workers must be
trained to operate machines, reduce scrap and avoid accidents and rectify
performance in service sectors. It is not only the workers who only need training
but even supervisors, executive managers, officers and even teachers also need
to be developed in order to enable them to grow and acquire maturity of thought
and action and for this training and development constitute and ongoing process
in any organization.
The process of need assessment diagnoses
present problems and institute challenges which to be met through training and
development. Almost every types of organization usually spend vast sums of
money on training and development. Before committing such huge resources
organization would do well to assess. The training need of their employees.
Organizations that implement training programmes without conducting needs
assessment may be making errors. Assessment of training needs also flows on anticipated
skills of an employee and by training need assessment and evaluation trainers
may be informed about broader needs of training group sponsoring organizations
and the specific needs of the participants.
Keeping the above facts into considerations
the study has been done by the undersigned to find out the basic of training
need assessment practices in an educational institute imparting training to
educational functionaries and educational officers of the state of U.P.
1. Purpose
of the study : The purpose
of the study is to find out the evaluation of the training need assessment of
the training programmes attended by undersigned to draw the inferences of
practical implications of the training in the work culture of the trainees
concerned. Almost every effort have been made to indentify the causes of the
performance problems, and the area where training interventions are needed. It
is hoped that study done will definitely contribute maximum support to the
system of training interventions in SIEMAT and will provide a strong base for
the design of forthcoming training programmes in SIEMAT (State Institute of
Educational Management and Training).
2. Rationale
of the study : The
rationale which were kept and taken for the researcher to study lies with the
following:
(a) to study the organizational need for various training use to be held in SIEMAT.
(b) to know the organizational perspective for imparting training.
(c) to know the methods of training need indentification pattern in SIEMAT (UP) Allahabad.
(a) to study the organizational need for various training use to be held in SIEMAT.
(b) to know the organizational perspective for imparting training.
(c) to know the methods of training need indentification pattern in SIEMAT (UP) Allahabad.
3. Objectives
of the researchers : The
objectives which were taken by the researchers on which the study has been done
are the following:-
(i) To find out the job descriptions of individuals as perceived by them and their superiors against the individual profile.
(ii) To find out the level of performance achieved by individual against job contents and agreed personal objectives.
(iii) To find out the practical implications of the training in the work culture of trainees observed.
(iv) To find out the causes of performance problems and the areas where training interventions are needed.
(v) To find out the system of training interventions to develop managerial/trainer’s ability as a job performance of the target group attending training in SIEMAT.
(i) To find out the job descriptions of individuals as perceived by them and their superiors against the individual profile.
(ii) To find out the level of performance achieved by individual against job contents and agreed personal objectives.
(iii) To find out the practical implications of the training in the work culture of trainees observed.
(iv) To find out the causes of performance problems and the areas where training interventions are needed.
(v) To find out the system of training interventions to develop managerial/trainer’s ability as a job performance of the target group attending training in SIEMAT.
4. Research
methodology : To conduct
the above said research the research methodology has been taken as follows :
(a) Research design: It was descriptive and exploratory in nature.
(b) Research method: It was survey method.
(c) Research tools: It was as follows:- (i) Questionnaire for survey (ii) Interview schedule (iii) focused group discussion.
(d) Research sample: It was random and purposive in nature.
(e) Sample size: The sample size was consisting some 5 senior officer, 20 employees and 50 teachers those who has obtained training from SIEMAT or attending training time to time in SIEMAT.
(f) Data collection method: For this (i) Primary data’s were collected through survey method, (ii) secondary data’s were collected through published mate
(g) Interpretations& analysis of data’s: It was dome through simple statistical method.
(h) Limitations of the research : As it was exploratory research it was suffered from following limitations:- (i) Chances of attrition error (ii) chances of attribution error (iii) chances of respondent biasness.
(a) Research design: It was descriptive and exploratory in nature.
(b) Research method: It was survey method.
(c) Research tools: It was as follows:- (i) Questionnaire for survey (ii) Interview schedule (iii) focused group discussion.
(d) Research sample: It was random and purposive in nature.
(e) Sample size: The sample size was consisting some 5 senior officer, 20 employees and 50 teachers those who has obtained training from SIEMAT or attending training time to time in SIEMAT.
(f) Data collection method: For this (i) Primary data’s were collected through survey method, (ii) secondary data’s were collected through published mate
(g) Interpretations& analysis of data’s: It was dome through simple statistical method.
(h) Limitations of the research : As it was exploratory research it was suffered from following limitations:- (i) Chances of attrition error (ii) chances of attribution error (iii) chances of respondent biasness.
5. Physical and time constraints.
6. Transformation of knowledge behavior and
skills sometimes put constraints which should be taken specifically in future
uses as a direction.
Scope of the research
(i) It will enrich the training need analysis system of SIEMAT.
(ii) It will enhance the scope of training pattern in SIEMAT.
(iii) It will develop a system of self appraisal among trainees.
(iv) It will give impact on entry – exit behavior of trainees.
(v) It will enrich the organizational climate of training sections of SIEMAT.
Scope of the research
(i) It will enrich the training need analysis system of SIEMAT.
(ii) It will enhance the scope of training pattern in SIEMAT.
(iii) It will develop a system of self appraisal among trainees.
(iv) It will give impact on entry – exit behavior of trainees.
(v) It will enrich the organizational climate of training sections of SIEMAT.
7.
Training needs Identification of SIEMAT for
various training programmes : Identifications of training needs is the first element and a critical
one in the training activity of any organization. Success of the training
function depends greatly on the correct identification of needs. In SIEMAT and
for this the data’s from following sources are identified to make the need
identifications of the training-
(a) Job descriptions of individuals as perceived by them and their superiors against the individual’s profile.
(b) Job performance review i.e. level of performance achieved by individual measured against both job-content and agreed personal objectives.
(c) Potential of individuals to grew within the organization, keeping in view the growth rate of the organization and its future objectives.
(d) Managerial ability and traits of individual which can contribute towards performance on thr job.
(a) Job descriptions of individuals as perceived by them and their superiors against the individual’s profile.
(b) Job performance review i.e. level of performance achieved by individual measured against both job-content and agreed personal objectives.
(c) Potential of individuals to grew within the organization, keeping in view the growth rate of the organization and its future objectives.
(d) Managerial ability and traits of individual which can contribute towards performance on thr job.
Main sources for identifying training and
development needs of individuals in SIEMAT are (i) Performance Appraisal (ii)
Career plans (iii) System introductions
To develop the entire system in this regard
an organizational 3-4 tier training
needs a survey has been opted by the researcher to indentify training
needs of employees at different levels as further on the basis of – (a) Tier I
survey- Identifying problems of various sections of education Development and
the training needs for the various categories of employees by line managers
through questionnaire.
Types
of Training evaluation taken into consideration: In this regard one of the most common ways of
evaluating factors of management training which is coined as:
C-Context
I-Input has been taken in this study
R-Reactions
O-Outcomes
I.
Context evaluation: It is obtaining and using information about
the comments on operational context. That is (a) individual difficulties (b)
organizational deficiencies.
II.
Input evaluation: It is obtaining and using information
about possible framing resource in order to choose between alternative inputs
to training.
III.
Reaction evaluation: It is obtaining and using information
about trainees expressed current or subsequent reactions in order to improve
training. This frame work is based on three simple and fundamentals questions
which the trained must have been constantly asked. These questions are as
follows- (a) What needs to be changed? (b) What procedures most likely to take
about this changes? (c) what evidence is their that change has occurred?
The first two questions must be settled
before any training can begin. The third question however can only be answered
fully after the training has been completed. In the research the evolutionary
self has been taken as accordingly.
Findings
and conclusion of the Research: After finding out the impact of TNA of training programmes held in
SIEMAT the researchers came to following conclusions:-
1. An effective training
need identification is a prerequisite for any training programme followed by an
evaluation of this need and its validity to the ultimate goals of the
individual organization.
2. The need for training analysis should be
based on the goals and objectives of the organization.
3. In the major govt. setup of training
institutes, a major complain was that many of the courses selected were not relevant
to their jobs.
4. In some cases a person was nominated
twice for the similar programme, on the same subject within a spa of two years
and the theme of the training programme was neither connected to the person
concerned job nor it was likely to be helpful in his future job. The result is
that the trainees started perceiving training more as a paid holiday or as a
free trip than as a means to learn or implement something new. This points
should be taken strictly into considerations before designing of any training
programmes.
5. For the purpose of this study the
researchers wish to make only the following concluding remarks. In spite of the
obvious and fundamental need to evaluate aspects of training programme trainers
fight shy of the task for most programmes exhibited here. The experimental
designs and the psychometrics involved are simple and quite feasible as this
study attempts to show. The only case to be exercised by the trainers is to
plan their evaluation before the programme and not to hunt for simple data
after it is all over.
Suggestions
and recommendations:
On the basis of findings the conclusion and
limitation of the training programmes the researcher would like to give
following suggestions and recommendations for TNA analysis and modulations in
the training programmes of SIEMAT-
1.
Need
for follow-up action to monitor impact of training in the field.
2.
Necessary
modification in training programmes on the basis of feedback from above
mentioned points.
3.
Suggestions
related to training and workshops should be forwarded to state govt. if they
are related to policy planning.
4.
Need
for greater focus on exchange programme between training personnel of different
states to study and observe their respective training programme and field
conditions.
Reference
1. Training for management development- Singh
P.N. (Chapter 3-5 5th edition 1998).
2. Management Training Development : Virman,
B.R. (Chapter- I 2nd edition 1996).
3. Transfer of Training- Asma P (Primary- 17(1)
1988, 81-96).
4. Training perspectives- Bil moria R.P (Indian
Journal of training and develop17(4),1987,1-5
5. Text construction for training evaluation:
Denova, C.C. (New York, Van Nostrand Reinhold Cop 1979).
6. Measuring Training effectiveness – Dhingra,
J (NMIMS-1 (2) 1987-MR).
7. Influence of trainee attitudes and trainee
effectiveness: Gupta A (ISTD, 17(1), 1987, 4-5).
8. Management Development: M.Jones (Manchester
unit 1981).
9. A Training of management: Latif A (New
Delhi, Sterling publishers Pvt. Ltd. 1977).
10 STEMAT- Training manual.
K.Datta
Research Scholar
Management Depot.
UPRTOU, Allahabad.
