Research Report training and development1

Training and Development 2014
Business Administration Page 1
Mohammad Ali Jinnah University
TRAINING AND DEVELOPMENT AS A PRODUCTIVE TOOL
Submitted to: MS.Uzma
Submitted by: Syed Hassan Ahmed
ID # Sp09-bb-0101
BBA (HONS)

ACKNOWLEDGEMENT
First of all, thanks to Allah the almighty, for this extensive knowledge-gaining
experience. Next, I must convey my deep gratitude to the course facilitator, Ms.Uzma
Khan for assigning this opportunity to me. This report would not have been possible
without his guidance and help.
This report owes a great deal to certain individuals without whose guidance and help its
compilation would not have been possible. In one way or the other they contributed and
extended their valuable assistance in the preparation and completion of this study.
These include Mr. Tauqeer Toor, Internal Auditor, National Productivity
Organization, Ministry of Industries and Production, Islamabad and Mr. Ahmed
Raza, Customer Service Representative at Warid Telecom.
I am thankful to all my professors and teachers for developing understanding of the
subject and for imparting valuable knowledge to me.
My thanks and appreciations also go to my colleagues in developing the project, the
people who have willingly helped me out with their abilities and all the respondents and
interviewees.

ABSTRACT
By definition, Training and Development refers to the process to obtain or transfer
knowledge, skills and abilities needed to carry out a specific activity or task. The
benefits of training and development--for both the employer and employee--are, in fact,
much broader. To meet current and future business demands, training and development
encompasses a wide range of learning actions, from training for tasks and knowledge
sharing to improved customer service and career development, thus expanding
individual, group and organizational effectiveness.
Pakistani organizations, in both public and private sectors, also strongly use Training
and Development as a powerful tool in enhancing skill and productivity. There are
means adopted to provide effective training and to help employee reach the self-
actualization stage of Maslow’s theory through career development and a sense of
achievement. This report deals with what employees consider regarding the grooming
provided to them discusses the areas that they consider more effective to their overall
efficiency.

INTRODUCTION
Since the beginning of the twentieth century and especially after World War II, training
programs have become widespread among organizations around the world, involving
more and more employees and also expanding in content. The concept of training that
initiated with OJT- on job training- has now developed into a comprehensive process
that not only deals with improving job skills but also encompasses the entire work period
and contributes to the growth of employees not only as more beneficial workers but also
as better and more mature individuals.
Besides training, the employee development has also become a core issue for modern
organizations as personal and career development of employees also contributes to
enhanced motivation and efficiency.
The research conducted here focuses on growing trend of training and development in
Pakistan business sector. The research encompasses all three tiers of business world-
the employees, the private firms and the state-run organizations.
The report discusses how Training and Development enhances productivity, motivation
and self-assurance and what are the employee preferences regarding training programs
and the career development. The basic emphasis of the research is to find out if
employees feel there is enough effort being put on the organization’s part to improve the
workforce potential and what programs are more applicable and beneficial in the
practical workplace.
There are various training and development areas and a number of ways to
communicate the desired knowledge, depending on the task to be fulfilled. For instance,
on-the-job training and off-the-job training are two broad ways of enhancing knowledge,
skill and abilities of employees. On further categorization the methods of lectures,
simulation, coaching, mentoring etc can be used. The research survey conducted here

aims to obtain knowledge regarding what kind of training is more preferable to workers
in terms of its applicability in the workplace or what they feel towards the coaching and
mentoring received on job.
The report also gets the opportunity to know what the employees think influences the
organization to pro-actively plan training and development programs.
Besides this, the report discusses what employees feel towards their growth through
career development programs in the organizations in Pakistan. How do workers feel
towards the opportunities present for growth? This report is a small strife in finding
answers to these and many other similar questions.
The second part of the report presents an account of Warid Telecom’s training program
as an example of a private firm’s efforts in overview of the National Productivity
Organization’s working on using training and development as a productive tool, being
the only government organization to provide training and consultancy.

RESEARCH OBJECTIVE
What are the employee preferences regarding training and development?
 areas of training more preferable to employees
 training type more conducive to learning
 training applicability at the workplace
 employee satisfaction regarding career development
RESEARCH SCOPE
This research will help to gain practical knowledge and understanding regarding the
trends and employee preferences related to the training and development provided to
employees. It also focuses on the training types that are practically more beneficial and
applicable in the original workplace.

A HISTORY OF TRAINING AND STAFF DEVELOPMENT
Training has always been an essential part of human life, particularly in the working
environment. Workers perform better when trained in the skills needed for their jobs,
and managers are better leaders if they have knowledge about developing happy,
productive staff.
The concept of training predates history. One of the earliest types of training was on
the job training (OJT), still widely in use today. OJT involves learning the skills
necessary for a job on the job site, under the supervision of a skilled worker. The
experienced worker teaches the inexperienced one how to perform tasks. This is a
very useful and extremely cost-effective method, as it requires no organized lessons,
workshops, or programs off the job site.
Training through the use of conceptual case studies began in China in 5th century BC.
Taoists and Confusionists presented parables to their students and asked them to
contemplate possible solutions to them. The case study is in wide use today, mostly in
professional schools.
As time went on, modern theories of psychology, training, and staff development were
applied to training methods in order to keep staff skilled, knowledgeable, and motivated.
Abraham Maslow and Frederick Herzberg developed separate but related motivational
theories that are often used when developing staff training programs. Their theories are
concerned with motivational factors related to career and personal growth. Base needs
like food, shelter, and safety (Maslow), and working conditions, job security, and job
status (Herzberg) must be satisfied before a person can be motivated to higher goals
like professional status, job challenge, and general self-actualization. These theories
stimulated managers to create work environments that can easily fulfill base needs in
order that staff might be more easily motivated to learn higher skills and move up the
ranks of the organization. This type of growth requires a range of training and
development techniques

In Pakistan most of the large organizations and multi-nationals run extensive training
and development programs nowadays. Mobilink, Habib MiIls, Engro Foods and many
others have their extended Training and Development departments. Apart from the
private firms, state-run organizations also recognize the significance of training in
improving employee performance and generating improved productivity. Pakistan
Society for Training & Development was founded on May21st, 1966 and is
working independently, identifying and enhancing leadership potentials, enabling
transfer of knowledge to new applications and providing a forum for initiating
discussions to create synergy to further the cause of this key imperative via
Corporate / Management Training programs, Seminars & Conferences.
Besides that, In April, 2001, recognizing the importance of socioeconomic development
in Pakistan through enhancing productivity and implementation of productivity concepts
in the industrial setup, the National Productivity Organization was revitalized with the
sagacious productivity specialists and professional team to create productivity
consciousness and to address the issues of manufacturing and service sector of
Pakistan. NPO is the only government institution which is leading the Productivity
Movement in Pakistan through training and consultancy.

LITERATURE REVIEW
Human Resource Management is defined as the people who staff and manage
organization. It comprises the functions and principles that are applied to retaining,
training, developing, and compensating the employees in organization. It is also
applicable to non-business organizations, such as education, healthcare etc. Human
Resource Management is defined as the set of activities, programs, and functions that
are designed to maximize both organizational as well as employee effectiveness
Scope of HRM without a doubt is vast. All the activities of employee, from the time of his
entry into an organization until he leaves, come under the horizon of HRM.
The divisions included in HRM are Recruitment, Payroll, Performance Management,
Training and Development, Retention, Industrial Relation, etc. Out of all these divisions,
one such important division is training and development.
Training and Development is a subsystem of an organization. It ensures that
randomness is reduced and learning or behavioral change takes place in structured
format.
Training can be defined as “any procedure initiated by the organization to foster learning
among organizational members”1 (Chruden and Sherman: 1998).
Raymond A. Noe (1997) defines it like “a planned effort by a company to facilitate
employees’ learning of job-related competencies. These competencies include
knowledge, skills or behaviors that are critical for successful job performance. The goal
of Training is for employees to master the knowledge, skill and behaviors emphasized in
training programs and to apply them to their day-to-day activities. For a company to gain
competitive advantage, its training has to involve more than just basic skill development.
1
Source (Chruden and Sherman, Managing Human Resource.p185)

That is, to use training to gain a competitive advantage, a company should view training
as a way to create intellectual capital”.2
Noe further mentions that Intellectual Capital includes Basic Skills that is the skills
needed to perform one’s job and Advanced Skills such as how to use technology to
share information with other employees, understanding of the customer or
manufacturing system and self-motivated creativity.
Many companies have adopted this broader perspective, which is known as High-
leverage Training. High-leverage Training is linked to strategic business goals and
objectives, uses an instructional design process to ensure that training is effective, and
compares or benchmarks the company’s training programs against training programs in
other companies.
High-leverage training practices also help to create working conditions that encourage
continuous learning. Continuous Learning requires employees to understand the entire
work system including the relationships among their jobs, their work units and the
company. Employees are expected to acquire the new skill or knowledge, apply them
on job, and share this information with other employees. Managers take an active role
in identifying training needs and help to ensure that employees use training in their
work.
The primary purpose of training at the beginning of an individual’s employment is to
bring the knowledge and skills required for effective performance up to a satisfactory
level. As the individual continues on the job, training provides opportunities to acquire
new knowledge and skills. Many new employees come equipped with most of the
knowledge and skills needed to start work. Others may require extensive training,.
However, at one time or the other, majority will require some type of training in order to
maintain an effective level of job performance. As a result of the training, the individual
may then be more effective on the job and may qualify for jobs at a higher level.
2
source(Raymond A. Noe, Employee Training and Development- 4th
Edition.p4).

According to Chruden and Sherman (1998)3, automation has had a major impact on the
training programs. Training is now even more important for the reasons that
 Some jobs will be enlarged, thereby requiring additional skills and knowledge
 Others will require a narrower range and skills
 Many jobs will be replaced entirely by newly created jobs.
To deal with these changes, it becomes mandatory for an organization to include
training in its strategic planning. In designing training programs, a systems
approach should be followed (Chruden and Sherman: 1998)4. This involves three
phases: the assessment phase, the training and development phase, the
evaluation phase.
Stewart (1996: 208) identified several contributions that the training function can
make to the management of change:
 Ensuring that the people’s implications of change are raised and
understood by the organizational decision makers.
 Helping individuals to develop their ability to cope with change.
 Developing managers to manage the required learning.
 Providing the knowledge, skill to utilize in the change process.
 Helping in the development of an outward-looking and future-oriented
approach to managing the organization5. (J. Leopald, L. Harris ,223)
3
(source: Chruden & Sherman, Managing Human Resource,p186)
4
Source (Chruden and Sherman, Managing Human Resource.p203)
5
Source: John Leopold, Lynette Harris, Tony Watson, Strategic Human Resourcing: Principles, Perspectives
and Practices, Pitman Publishing. P223

On the other hand, Development refers to “formal education, job experiences,
relationships and assessments of personality and abilities that help employees perform
effectively in their current or future job and company”.6 (Noe: 1997)
Thus Training and Development are “the planned learning and development of people
as individuals and groups, to the benefit of the business, as well as themselves”
(Garavan et al., 1995:4)
Training can be defined through its traditional and modern approaches.
Traditional Approach – Most of the organizations before never used to believe
in training. They were holding the traditional view that managers are born and not made.
There were also some views that training is a very costly affair and not worth.
Organizations used to believe more in executive pinching. But now the scenario seems
to be changing. The modern approach of training and development is that Organizations
have realized the importance of corporate training. Training is now considered as more
of retention tool than a cost. The training system in Industry has been changed to create
a smarter workforce and yield the best results.
Conventional training is required to cover essential work-related skills, techniques and
knowledge. Importantly however, the most effective way to develop people is quite
different from conventional skills training. The most effective way to develop people is
instead to enable learning and personal development. Focus on enabling learning and
development for people as individuals extends the range of development way outside
traditional work skills and knowledge, and creates far more exciting, liberating,
motivational opportunities for employees.The principal objective of training and
development division is to make sure the availability of a skilled and willing workforce to
an organization. In addition to that, there are four other objectives: Individual,
Organizational, Functional, and Societal.
6
Source (Raymond A. Noe, Employee Training and Development- 4th
Edition,p315)

Individual Objectives – help employees in achieving their personal goals, which in turn,
enhances the individual contribution to an organization.
Organizational Objectives – assist the organization with its primary objective by bringing
individual effectiveness.
Functional Objectives – maintain the department’s contribution at a level suitable to the
organization’s needs.
Societal Objectives – ensure that an organization is ethically and socially responsible to
the needs and challenges of the society.
Developing people and capabilities
Many organizations face the challenge of developing greater confidence, initiative,
solutions-finding, and problem-solving capabilities among their people. Organizations
need staff at all levels to be more self-sufficient, resourceful, creative and autonomous.
This behavior enables staff to operate at higher strategic level, which makes their
organizations more productive and competitive. People's efforts produce bigger results.
It's what all organizations strive to achieve.
However, while conventional skills-training gives people new techniques and methods, it
won't develop their maturity, belief, or courage, which is so essential for the
development of managerial and strategic capabilities.
Again, focus on developing the person, not the skills. Performance and capability are
ultimately dependent on people's attitude and emotional maturity.
Participative workshops work well in beginning this type of attitudinal development.
The Emotional Intelligence principles and methodologies fit very well with modern
approaches to developing people's belief, maturity and attitude.

Herzberg-type motivators - real extra responsibility, recognition, and involvement in
new successful and interesting projects work as fuel for people's growth and change.
(Businessballs.com)7 describes certain General training tips that may be conducive to
skill enhancement. These tips apply essentially to traditional work-related training - for
the transfer of necessary job- or work-related skills or knowledge.
These tips do not apply automatically to other forms of enabling personal development
and facilitating learning, which by their nature involve much wider and various
development methods and experiences.
When planning training think about:
 your objectives - keep them in mind all the time
 how many people you are training
 the methods and format you will use
 when and how long the training lasts
 where it happens
 how you will measure its effectiveness
 how you will measure the trainees' reaction to it
7
Businessballs.com

TYPES OF TRAINING
On the job off the job
Induction vestibule training
Orientation lecture
Job instruction training special study
Job relations films
Coaching television
Junior board case study
Role play
Business game
Simulation

FORCES INFLUENCING THE WORKPLACE AND TRAINING
(Noe: 1997)8 determines a number of forces that are influencing working and learning.
Acc to him these forces are affecting individuals, communities, businesses and society.
To survive, companies must address these forces-with training playing an important
part. The forces illustrated by Noe are as follows:
Globalization
Need for leadership
Increased value placed on knowledge
Attracting and winning talent
Quality emphasis
Changing demographics and diversity of the workplace
High performance model of work system
New technology
8
Source (Raymond A. Noe, Employee Training and Development- 4th
Edition,p8)

Following are the benefites of employe’s training and development
Increased job satisfaction and morale among employees
Better interpersonal relationship and customer satisfaction
Increased employee motivation
Increased efficiencies in process, resulting in improved financial gains
Increased capacity to adopt new technologies and methods
Increased innovation in strategies and products
Better risk management and staff safety consciousness

In order to fulfill training needs, a person analysis is a pre-requisite. It helps to identify
employees who need training, that is, whether employees’ current performance or
expected performance indicates a need for training. Noe in his book includes a
complete process for analyzing the factors that influence the employee performance
and learning.9
9
Raymond A. Noe, Employee Training and Development- 4th
Edition pg101.

(Raymond J. Stone, 1995)10 specifically describes that training and development can
be a powerful tool in:
 implementing a new policy
 implementing a strategy
 affecting organizational change
 changing an organization’s culture
 meeting a major change in the external environment
 solving particular problems.
10
Source: Raymond J. stone, Human Resource Management. 3rd
Edition

RESEARCH METHODOLOGY
The study comprises a survey research, which is carried out with the help of both
primary and secondary data sources, which include internet, questionnaire, books &
previous reports. The data is collected through questionnaire and is then further
analyzed with the help of a descriptive analysis.
QUESTIONNAIRE:
A contingency questionnaire was designed to get the practical information about the
research. The questionnaire is the key source of gathering critical information. A total of
100 respondents belonging to various organizations in Karachi were provided with the
questionnaire and their responses were obtained. Most of the respondents are people
having certain authority and performing functional roles within their organizations. The
questions are based on employees’ responses regarding their satisfaction to the training
and development programs conducted in their organizations.
This research is based on quantitative apporach in which we have taken 100
respondent of employees of an organization.
Variables :
Dependent variable : Perfomance , Efficiency , Working Skills
Independent variable : Training and Development
Hypothesis :
Ho : Performance depends on training and development
H1 : Performance do not depends on training and development

Scale: ALL VARIABLES
Case Processing Summary
N %
Cases
Valid 100 99.0
Excludeda
1 1.0
Total 101 100.0
a. Listwise deletion based on all variables in the
procedure.
Reliability Statistics
Cronbach's Alpha Cronbach's Alpha
Based on
Standardized
Items
N of Items
.065 .058 4
As our Cronbach's Alpha’s value is 0.58 so that is below the average level of internal consistency to our scale to
this perticular sample
Summary Item Statistics
Mean Minimum Maximum Range Maximum /
Minimum
Variance N of Items
Item Means 3.923 3.750 4.290 .540 1.144 .064 4
Item Variances .786 .471 .957 .486 2.034 .047 4
Inter-Item Covariances .013 -.071 .104 .174 -1.464 .004 4
Inter-Item Correlations .015 -.077 .116 .193 -1.521 .006 4

ANOVA
Sum of Squares df Mean Square F Sig
Between People 81.848 99 .827
Within People
Between Items 19.228 3 6.409 8.293 .000
Residual 229.522 297 .773
Total 248.750 300 .829
Total 330.598 399 .829
Grand Mean = 3.92
As our mean squaure of anova test is close to 1.0 so it shows that our null hypthosesis is very
close to be true
T-Test
One-Sample Statistics
N Mean Std. Deviation Std. Error Mean
Need for further training and
development in the following
areas
100 2.94 2.054 .205
Strongest cause of conducting
a training program
100 2.86 1.247 .125
Training type you consider most
beneficial
100 2.03 .989 .099
Frequency of training Programs
in organization
100 2.19 .961 .096

One-Sample Test
Test Value = 0
T df Sig. (2-tailed) Mean Difference 95% Confidence Interval of the
Difference
Lower Upper
Need for further training and
development in the following
areas
14.314 99 .000 2.940 2.53 3.35
Strongest cause of conducting
a training program
22.928 99 .000 2.860 2.61 3.11
Training type you consider most
beneficial
20.518 99 .000 2.030 1.83 2.23
Frequency of training Programs
in organization
22.794 99 .000 2.190 2.00 2.38

T-Test
One-Sample Statistics
N Mean Std. Deviation Std. Error Mean
On the job training is more
beneficial than off-the-job
training
100 4.29 .686 .069
Quality of orientation and
training recieved for your
position is good
100 3.89 .909 .091
Mentoring you are recieving
from seniors is satisfactory
100 3.75 .978 .098
Management's support for your
efforts to improve is appreciable
100 3.76 .944 .094
you are satisfied with the
training you recieved for your
present job
100 3.98 .910 .091
You have opportunity for career
development within your
company
100 3.81 .961 .096
training has contributed to
improving overall work efficency
100 4.27 .863 .086
Trained workers feel enhanced
motivation towards their work.
100 4.50 .859 .086
The learnt knowledge is fully
applied in the organization
100 3.40 1.073 .107
Employees are sponsored for
training programs on basis of
fully identified developmental
need
100 3.67 1.120 .112

One-Sample Test
Test Value = 0
t Df Sig. (2-tailed) Mean Difference 95% Confidence Interval of the
Difference
Lower Upper
On the job training is more
beneficial than off-the-job
training
62.536 99 .000 4.290 4.15 4.43
Quality of orientation and
training recieved for your
position is good
42.797 99 .000 3.890 3.71 4.07
Mentoring you are recieving
from seniors is satisfactory
38.332 99 .000 3.750 3.56 3.94
Management's support for your
efforts to improve is appreciable
39.827 99 .000 3.760 3.57 3.95
you are satisfied with the
training you recieved for your
present job
43.742 99 .000 3.980 3.80 4.16
You have opportunity for career
development within your
company
39.655 99 .000 3.810 3.62 4.00
training has contributed to
improving overall work efficency
49.486 99 .000 4.270 4.10 4.44
Trained workers feel enhanced
motivation towards their work.
52.405 99 .000 4.500 4.33 4.67
The learnt knowledge is fully
applied in the organization
31.684 99 .000 3.400 3.19 3.61
Employees are sponsored for
training programs on basis of
fully identified developmental
need
32.778 99 .000 3.670 3.45 3.89

CONCLUSION
Warid is doing great job in order to develop the 'soft' skills of their staff. Training is being
delivered to the employees which is not only beneficial for the company but for
employees as well. Warid has evolved a way of working with their Trainers which
produces truly effective training programs that take into account different and changing
needs all the way from the briefing process right through to the delivery of the training
itself, and beyond. There are three stages that go into the creation and delivery of
effective training: it has to be specific to the objective, the group of people to whom the
training is available and most importantly the group to whom the training is delivered.
One of the important characters of Warid is to provide its employees the complete
growth opportunities which motivates and encourages the employees to be the part of
this prestigious organization.
Considering the importance of training and development in employee as well as
organization’s growth, government of Pakistan has not only included training programs
as a routine strategy for betterment of government departments, but it is also running its
own individuals National Productivity Organization that helps other organizations with its
training and consultancy as productive tools.
In April, 2001, recognizing the importance of socioeconomic development in Pakistan
through enhancing productivity and implementation of productivity concepts in the
industrial setup, the NPO was revitalized with the sagacious productivity specialists and
professional team to create productivity consciousness and to address the issues of
manufacturing and service sector of Pakistan.
NPO's Training and Consultancy Division purpose is to enhance the development of
human resources and organizational competitiveness to face the challenges of
globalization effectively as well as to upgrade local expertise in the area of management
and measurement.
Organization and its success are the focus of NPO trainings. A step-by-step approach
breaks down complicated topics into concepts that are easy to understand and
implement. Their interactive learning environment reduces the learning curve by
including break-out session, videos and teamwork. As a result, participants are able to
apply their new skills to their work immediately.
NPO employs a team of highly skilled professional instructors to ensure effective
training. Besides possessing strong teaching and mentoring skills, they have practical

experience in a broad range of industries. They motivate, encourage and take genuine
interest in you and your organization.
NPO endeavors to enhance productivity of the organizations, especially domestic
industrial and services sectors by restructuring and revitalizing enterprises and
upgrading human resource skills. Its approach deals with the national dimensions of
technical skills, soft skills and productivity enhancement and its relation to the global
perspective. It offers wide range of training courses which includes management as well
as technical programs including the following:
 General Awareness Training (GAT) Programs
 Training on Wheels (TOW) Programs
 Corporate Training (CT) Programs
 Train the Trainers (TTT) Programs
 Development of Certified Productivity Specialist (DPS)
SUMMARY OF FINDINGS
The importance of training and development cannot be ruled out in any organization
and the research finds that employees in Pakistan believe it to be a strong source of
motivation. The type of responses obtained shows 38% employees consider a need for
more training in the field of job coaching. This may be because of the expected task to
perform. 35% employees believe training is an outcome of rapid technological changes
taking place whereas 22% agree that training needs arise due to leadership quality
enhancement. The survey also clearly describes that employees consider on-job-
training more beneficial and practical with a total of 82% respondents strongly or
partially agreeing to it (39% strongly agreeing, 43% partially agreeing). Coaching (39%)
and orientation (38%) are considered to be most effective types of training.
However, it is noticed that the employees find need for more training to groom their
capabilities. There are mixed responses found towards the quality of training, mentoring
and orientation provided to employees. Similarly the management’s support for
employees is also seen as insufficient and more is required. It is heartening to know that
the overall satisfaction towards training is quite encouraging as 37% of the respondents
partially agree but 16% strongly disagree. Likewise, the opportunities for career
development are not available to all with only 8% strongly agreeing and 16% partly
agree to their having chances of growth. On the other hand, training’s contribution
towards improving work efficiency and employee motivation is strongly agreed upon.

The research also shows an employee grievance over the selection of trainees as only
5% agree strongly that the employees are selected for training after a genuine training
need assessment.
There is also a need for improvement in the training programs conducted as the
response shows employees find training not fully applicable in terms of practical use.
The research also shows government of Pakistan is taking keen interest in this field and
realizes that effectiveness can be enhanced when employees feel motivated towards
work and this can be done by providing them with opportunities for career growth.
However, these responses may prone to human error or responses may be biased or
influenced.
References
Chruden and Sherman, Managing Human Resource.
John Leopold, Lynette Harris, Tony Watson, Strategic Human Resourcing: Principles,
Perspectives and Practices, Pitman Publishing.
Raymond J. stone, Human Resource Management. 3rd
Edition
Raymond A. Noe, Employee Training and Development- 4th
Edition
http://traininganddevelopment.naukrihub.com/
http://www.businessballs.com/traindev.htm#introduction-and-context
http://www.npo.gov.pk

Appendix A QUESTIONNAIRE
Name:
____________________________________________________
Position:
____________________________________________________
Department:
____________________________________________________
1. Do you recognize any need for further training and development in the following
areas? (Please tick where applicable)
Job coaching __
Delegated tasks __
Recruitment procedures __
Presentation assignments __
Internal training programs __
Seminars and other external training programs __
2. Please mark what you think is the strongest cause of conducting a training
program.
Globalization _____________
New technology ______________
High performance requirement __________
Need for leadership ____________
Attracting and winning new talent ____________
3. Please mention the training type(s) that you consider most beneficial
Coaching _____________
Lecture _____________
Orientation _____________

Simulation _____________
4. How frequently are the training programs conducted in your company in a year?
1-2 times __________ 3-4 times ___________ 5-16 times_________
More__________
5. Please mark your answers for the following as :
Strongly disagree SD Partly disagree PD Neutral N
Partly agree PS Strongly agree SA
5.1. On the job training is a more beneficial option than off-the-job training
____________
5.2. The quality of orientation and training received for your current position in the
company is good. __________
5.3. The mentoring you are currently receiving from senior peers is satisfactory.
____________
5.4. Management's support for your efforts to improve your weaknesses is
appreciable.____________
5.5. Overall, you are satisfied with the training you received for your present
job. ___________
5.6. You have the opportunity for career development within your Company.
___________
5.7. Training has contributed to improving your overall work efficiency.
_____________
5.8. Trained workers feel enhanced motivation towards their work.
_____________
5.9. The learned knowledge is fully applied in the organization.___________
5.10. In your company employees are sponsored for training programs on the
basis of carefully identified developmental need. _____________

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