Tangile and Intangile Coorelation

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Study Of Training Programs Through Tangible And Intangible Factors To Measuring Employees Performances With Reference To Petroleum Sectors In Maharastra

*S K Verma

ABSTRACT

Training and development is essential to organizations which seek to gain a competitive advantage through a highly skilled and flexible workforce, and are seen as a major element to high productivity and quality performance. A skilled workforce can increase productivity by producing a higher level of work with greater value. A skilled workforce can improve a firm’s operative flexibility as they will be easier to retrain due to their broad knowledge base of multi-skills. This allows management to be confident in using new technology and provide employers with progressive adjustment to change in production methods, produce requirement and technology. Training is growing importance to companies seeking to gain an advantage among competitors. There has been significant debate among professionals and scholars as to the affect that training has on both employee and organizational goals. One school of thought argues that training leads to an increase in turnover while the other states that training is a tool to that can lead to higher levels of employee retention Regardless of where one falls within this debate, most professionals agree that employee training is a complex human resource practice that can significantly impact a company’s success. Key Words : Training Programs, Tangible And Intangible Factors, Measuring Employees Performances, Petroleum Sectors In Maharastra

*Ph.D Scholar, Sunrise University, Alwar (Rajasthan)

INTRODUCTION
1) Wood and Menezes (1998) described high performance management (HPM) as high involvement of management which transfers workplace and bring flexible production systems through high performance system. 2) Mahoney and Watson (1993) argue that the employee involvement model of workplace has the most potential impact on performance, although it may not be appropriate for all organizations given the high cost of establishing and maintaining employee involvement. By decentralizing decision making and promoting a relaxed work environment along with training can lead to increased performance, and if all employees are involvement in training this will increase their morale and it will result in loyalty and commitment. 3) Sheppeck and Militello (2000) focus HRM strategy into four groups: employment skill and work policies, supportive environment, performance measurement and reinforcement and market organization whereby. LITERATURE REVIEW

Guest (1997) divides in to three categories: differentiated on innovation, focus on quality and cost-reduction. However, there are many definitions in previously researches on HRM strategy, but all strategies used to achieve the same organizational goal through HRM practices.

Sivasubramanian and Kroeck (1995) verify the various perspective of human resource management as the concept of fit or integration based on Guest (1997) suggests the various types of human resource management can be classify in two dimensions as internal and external fit. External fit explain HRM as strategic integration whereby internal fit as an ideal of practices. One of the internal parameter as training and development.

Ruwan (2007) empirically evaluated six human resource (HR) practices (realistic job, information, job analysis, work family balance, career development, compensation and supervisor support) and their likely impact on the Marketing Executive Turnover. Results of regression showed that the HR practices on job analysis are strong predictors of Marketing Executive Turnover. A long the same line, Abang, May-Chiun and Maw (2009) two components of human resource (HR) practices namely, training and information technology have direct impact on organizational performance.

Zaini, Nilufar and Syed (2009) showed that training and development, team work, HR planning and...
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