netrashetty
Netra Shetty
Journal Communications, Inc. (NYSE: JRN) is a publicly traded media company based in Milwaukee, Wisconsin. It publishes the Milwaukee Journal Sentinel, a daily newspaper, and it also owns television stations, radio stations and weekly newspapers, among other businesses.
In the era of globalization and liberalization companies adopt new techniques for production, new concepts in management , new ideas and styles to get work done from the employees. To cope up with these changes and environment employees need training. Training is an important instrument through which employees become competent enough to accept new challenges to increase productivity and to improve the quality of work and product or services. The implementation of training serves as a transformation into capable workers and present workers are developed to assume new responsibilities.
But giving training is not enough in itself. It feedback or impact should be studied at regular intervals. By studying the training activities we will come to known where the training programme is lacking. Which are the areas for further improvement etc.
Training activities should focus on outcomes relating to:
1. The reaction by trainees to the training content and process.
2. The knowledge acquired through the training process.
3. Changes in behavior that results from training
4. Improvements in the individual.
Thus this study aims at determining the various training activities to the employees and to evaluate the knowledge acquired through training process, satisfaction level of the employees , so that the present short coming can be evaluate to make necessary change in the training pattern took provide best possible training to the employees.
1.2 Advantages of training:-
The contribution of imparting training to company should be readily apparent. The major values are:
1. Increased Productivity:- An increase in skill necessary results in an increment in both quality and quantity of output. However, the increasingly technical nature of modern jobs demands systematic training to make possible even minimum levels of accomplishment.
2. Hightened Morale:- Possession of needed skills help to meet such basic human needs as security and ego satisfaction. Collaborate personnel and human relations programmes can make a contribution toward morale, but they are hollow shell if there is no solid core of meaningful work down with knowledge, skill and pride.
3. Reduced Supervision:- The trained employee is one who can perform with limited supervision. Both employee and supervisor want les supervision but greater independence is not possible unless the employee is adequately trained.
4. Reduced Accidents:- More accidents are caused by deficiencies in people than by deficiencies in equipment and working conditions. Proper training in both job skills and safety attitudes should contribute toward a reduction in the accident rate.
5. Increased Organizational Stability:- The ability of an organization to sustain its effectiveness despite the loss of key personnel, can be developed only though creation of a reservoir of employees. Flexibility, the ability to adjust to short run variations in the volume of work requires personnel with multiple skill to permit their transfer to jobs where the demand is highest.
1.3 Objectives of the study
1. To know which types of training is given to the employees in PCL.
2. To know the purpose of training program in PCL.
3. To know the methods of training program carried in PCL.
4. To know the satisfaction level of training program in PCL.
5. To know whether counseling is carried out in PCL.
6. To know whether the employees are benefited by training program in PCL.
The developments in the field of human resource management (HRM) are now well documented (see for example, 1995; 1999; 1998; 1999; 2000). Nevertheless, the debate on HRM issues continues even though its focus has changed over time. The main issue which occupied academics in the 1980s was the evolution of HRM. In this regard, the debate was mainly on the exploration of the salient aspects of the transformation of personnel management into HRM. Having done so, it moved on to issues pertaining to the incorporation of industrial relations into HRM ( 1991); then the integration of HRM into business strategies, devolvement of HRM to line managers ( 1997; 1997), and finally seeing HRM as a source of competitive advantage for organisations (see for example, 1991; 1984; 1994).
There is an ongoing debate regarding the contribution of HRM to a firm’s performance ( 1997; 1995; 1995; 1999). The HR department began to really emerge during the second decade of the twentieth century with drastic changes in technology, the growth of organizations, the rise of unions, and government concern and intervention concerning working people. In line with this section’s subject, the grievances and disciplining of human resources has also been an issue of much discussion among human resource (HR) managers. (2002) observed that how successfully an organisation manages its human resources depends to a large extent on its ability to deal effectively with developing internal systems like a grievance procedure to minimise complaints and discipline measures to ensure compliance within the organisation.
Distinguishing between Grievance and Discipline
What exactly, is grievance and discipline, then? These concepts are two wholly different issues which the HR manager finds himself constantly facing that is why an understanding of the two terms is vital to effective HRM. In its broadest conception, a grievance is any employee complaint about the employment relationship. Some labour agreements describe a grievance in this fashion. More commonly, however, a grievance is defined as a dispute that ‘relates in some manner to the proper interpretation or application of the collective bargaining agreement’ ( 1980: 50). Such a definition narrows the occurrence of grievances to unionized settings and to written contract language that expressly deals with grievances--although some labour agreements do not contain grievance procedures and grievance-like dispute resolution procedures are present in some non-union settings. The concept, as defined by (2002: 352), ‘can be filed by either employees or employers, is an allegation that contract rights have been violated’.
In the era of globalization and liberalization companies adopt new techniques for production, new concepts in management , new ideas and styles to get work done from the employees. To cope up with these changes and environment employees need training. Training is an important instrument through which employees become competent enough to accept new challenges to increase productivity and to improve the quality of work and product or services. The implementation of training serves as a transformation into capable workers and present workers are developed to assume new responsibilities.
But giving training is not enough in itself. It feedback or impact should be studied at regular intervals. By studying the training activities we will come to known where the training programme is lacking. Which are the areas for further improvement etc.
Training activities should focus on outcomes relating to:
1. The reaction by trainees to the training content and process.
2. The knowledge acquired through the training process.
3. Changes in behavior that results from training
4. Improvements in the individual.
Thus this study aims at determining the various training activities to the employees and to evaluate the knowledge acquired through training process, satisfaction level of the employees , so that the present short coming can be evaluate to make necessary change in the training pattern took provide best possible training to the employees.
1.2 Advantages of training:-
The contribution of imparting training to company should be readily apparent. The major values are:
1. Increased Productivity:- An increase in skill necessary results in an increment in both quality and quantity of output. However, the increasingly technical nature of modern jobs demands systematic training to make possible even minimum levels of accomplishment.
2. Hightened Morale:- Possession of needed skills help to meet such basic human needs as security and ego satisfaction. Collaborate personnel and human relations programmes can make a contribution toward morale, but they are hollow shell if there is no solid core of meaningful work down with knowledge, skill and pride.
3. Reduced Supervision:- The trained employee is one who can perform with limited supervision. Both employee and supervisor want les supervision but greater independence is not possible unless the employee is adequately trained.
4. Reduced Accidents:- More accidents are caused by deficiencies in people than by deficiencies in equipment and working conditions. Proper training in both job skills and safety attitudes should contribute toward a reduction in the accident rate.
5. Increased Organizational Stability:- The ability of an organization to sustain its effectiveness despite the loss of key personnel, can be developed only though creation of a reservoir of employees. Flexibility, the ability to adjust to short run variations in the volume of work requires personnel with multiple skill to permit their transfer to jobs where the demand is highest.
1.3 Objectives of the study
1. To know which types of training is given to the employees in PCL.
2. To know the purpose of training program in PCL.
3. To know the methods of training program carried in PCL.
4. To know the satisfaction level of training program in PCL.
5. To know whether counseling is carried out in PCL.
6. To know whether the employees are benefited by training program in PCL.
The developments in the field of human resource management (HRM) are now well documented (see for example, 1995; 1999; 1998; 1999; 2000). Nevertheless, the debate on HRM issues continues even though its focus has changed over time. The main issue which occupied academics in the 1980s was the evolution of HRM. In this regard, the debate was mainly on the exploration of the salient aspects of the transformation of personnel management into HRM. Having done so, it moved on to issues pertaining to the incorporation of industrial relations into HRM ( 1991); then the integration of HRM into business strategies, devolvement of HRM to line managers ( 1997; 1997), and finally seeing HRM as a source of competitive advantage for organisations (see for example, 1991; 1984; 1994).
There is an ongoing debate regarding the contribution of HRM to a firm’s performance ( 1997; 1995; 1995; 1999). The HR department began to really emerge during the second decade of the twentieth century with drastic changes in technology, the growth of organizations, the rise of unions, and government concern and intervention concerning working people. In line with this section’s subject, the grievances and disciplining of human resources has also been an issue of much discussion among human resource (HR) managers. (2002) observed that how successfully an organisation manages its human resources depends to a large extent on its ability to deal effectively with developing internal systems like a grievance procedure to minimise complaints and discipline measures to ensure compliance within the organisation.
Distinguishing between Grievance and Discipline
What exactly, is grievance and discipline, then? These concepts are two wholly different issues which the HR manager finds himself constantly facing that is why an understanding of the two terms is vital to effective HRM. In its broadest conception, a grievance is any employee complaint about the employment relationship. Some labour agreements describe a grievance in this fashion. More commonly, however, a grievance is defined as a dispute that ‘relates in some manner to the proper interpretation or application of the collective bargaining agreement’ ( 1980: 50). Such a definition narrows the occurrence of grievances to unionized settings and to written contract language that expressly deals with grievances--although some labour agreements do not contain grievance procedures and grievance-like dispute resolution procedures are present in some non-union settings. The concept, as defined by (2002: 352), ‘can be filed by either employees or employers, is an allegation that contract rights have been violated’.
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