IJCRR - 7(22), November, 2015
MANAGEMENT PRACTICES, EMPLOYEE TRAINING AND ITS IMPACT ON WORKING OF ORGANIZATIONS IN JAIPUR RAJASTHAN
Author: Sandesh Kumar Sharma, Cheidam Kumar Sharma, Kiran Sharma
Aim: To find out employees’ view at work place their carrier growth and management practice.
Methodology: Sample size is 50 to carry out research. Sampling method is random sampling. The work was done on Microsoft word and graphical charts etc. are prepared for better understanding.
Results: The data collection is done through survey method. The Questionnaire were given to the employees based on their feedback, the surveys measure the internal environment, or in general how people view their work, and the workplace. The types of issues covered in an environment survey are; work satisfaction, rewards and recognition from organization. Management practices its leadership and opportunities given by employer to employee, the positive impact of employee training increases the productivity and growth new policies has significant effect on Productivity growth.
Conclusion: This study examined to show the effectiveness of management practice and how the organization environment affects the behavior of the employees. The study is carried out by taking feedback from employees who have gone through the training programme. It is clear in the study that the training programme in the organization is good but yet step can be taken in order to make the training programme much more effective and to get a positive output from the employees. The study also shows that performance of employees depends upon the training they received for the job and at the same time on job behavior of the employees is also affected by the training programme, i.e. if the employees is trained well about his job, he/she is confident about his/her work will that reflect in the performance of the employees..
Keywords: Management practice, Job satisfaction, Training, Team work, Employee participation
Sandesh Kumar Sharma, Cheidam Kumar Sharma, Kiran Sharma. MANAGEMENT PRACTICES, EMPLOYEE TRAINING AND ITS IMPACT ON WORKING OF ORGANIZATIONS IN JAIPUR RAJASTHAN International Journal of Current Research and Review. 7(22), November, 57-61
1. Smith, K. G., Collins, C. J., and Clark, K. D. 2005. Existing knowledge, knowledge creation capability, and the rate of new product introduction in high-technology firms. Academy of Management Journal, 48: 346– 357.
2. Sbaw, J., Delery, J., Jenkins, G., and Gupta, N. 1998. An organization-level analysis of voluntary and involuntary turnover. Academy of Management Journal, 39: 1-15.
3. Wrigbt, P. M., and Sberman, S. 1999. Failing to find fit in strategic human resource management: Theoretical and empirical problems. In P. M. Wright, L. Dyer, J. Boudreau, and G. Milkovich (Eds.) Research in personnel and human resource management (supplement 4): 53-74. Greenwich, GT: JAI Press.
4. Katz, I. F., and Krueger, A. B. 1999. The bigb pressure U.S. labor market of tbe 199O’s. Brooking’s Papers on Economic Activity, 1: 1-65.
5. Long, J. S. 1997. Regression models for categorical and limited dependent variables. Thousand Oaks, GA: Sage.
6. Appelbaum, E., Bailey, T, Berg, P., and Kaileberg, A. 2000. Manufacturing advantage. Ithaca, NY: ILR Press.
7. Batt, R. 1999. Work organization, technology, and performance in customer services and sales. Industrial and Labor Relations Review, 52: 539-564.
8. Gohen, S., and Bailey, D. 1997. What makes teams work: Group effectiveness research from tbe shop floor to tbe executive suite. Journal of Management, 23: 239-290.
9. Lamba, S., and Choudhary, N. (2013). Impact of HRM practices on organizational commitment of employees. International Journal of Advancements in Research and Technology, 2(4), 407- 423.
10. Heskett, J. L. (2002). Beyond customer loyalty. Managing Service Quality: An International Journal, 12(6), 355-357.
11. Hussain, T., and Rehman, S. S. (2013). Do Human Resource Management Practices Inspire Employees’ Retention. Research Journal of Applied Sciences, Engineering and Technology, 6(19), 3625-3633.
12. Black, S. E., and Lynch, L. M. (2001). How to compete: the impact of workplace practices and information technology on productivity. Review of Economics and statistics, 83(3), 434- 445.
13. Gerbart, B., Wright, P. M., McMahan, G. G., and Snell, S. A. 2000. Measurement error in researcb on the buman resources and firm performance relationsbip: Howmuch error is there and bow does it influence effect size estimates? Personnel Psychology, 53: 803-834
14. Houseman, S. 2001. Why employers use flexible staffing arrangements: Evidence from an establishment survey. Industrial and Labor Relations Review, 5:149-170.
15. Batt, R. 2002. Managing customer services: Human resource practices, quit rates, and sales growth. Academy of Management Journal, 45: 587–597.
16. Bowen, D. E., and Ostroff, C. 2004. Understanding HRM firm performance linkages: The role of the “strength” of the HRM system. Academy of Management Review, 29: 203–221.
17. Argote, L., Mc Evily, B., Reagans, R. 2003. Managing knowledge in organizations: An integrative framework and review of emerging themes. Management Science, 49: 571–582.
18. Chatman, J. A., and Flynn, F. J. 2001. The influence of demographic heterogeneity on the emergence and consequences of cooperative norms in work teams. Academy of Management Journal, 44: 956–974.
19. Collins, C. J., and Clark, K. D. 2003. Strategic human resource practices, top management team social networks, and firm performance: The role of human resource practices in creating organizational competitive advantage. Academy of Management Journal, 46: 740–751.
20. Fulmer, I. S., Gerhart, B., and Scott, K. S. 2003. Are the 100 best better? An empirical investigation of the relationship between being a “great place to work” and firm performance. Personnel Psychology, 56: 965– 993.
21. Huber, G. P. 2004. The necessary nature of future firms: Attributes of survivors in a changing world. Thousand Oaks, CA: Sage