The document discusses a study on employees' perceptions of training and development (T&D) programs in the cellular sector of Pakistan. It aimed to determine employees' views of current T&D practices and how it affects their performance and skills. Data was collected through questionnaires distributed to 102 employees from three major cellular companies. The results showed that most employees felt trainings were conveniently located and timed. They believed T&D improved their skills and performance and helped meet learning needs. However, some noted training locations were not ideal. Overall, the study found that T&D programs had a positive impact and employees were satisfied, but some aspects could be improved.

1. Gulab KhanGulab Khan
MC070401113MC070401113
Masters in Business AdministrationMasters in Business Administration
Human Resource ManagemenHuman Resource Managementt

2. Employees perception about TrainingEmployees perception about Training
and Development in Cellular Sector ofand Development in Cellular Sector of
Pakistan.Pakistan.

3. Introduction of the ProjectIntroduction of the Project
 Aim of the project is to determine the perception of employeesAim of the project is to determine the perception of employees
about T&D in cellular sector of Pakistan.about T&D in cellular sector of Pakistan.
 Three leading cellular companies of Pakistan i.e. Warid, UfoneThree leading cellular companies of Pakistan i.e. Warid, Ufone
and Telenor were selected for this purpose.and Telenor were selected for this purpose.
 Endeavor is made to address the issues, relating to HRMEndeavor is made to address the issues, relating to HRM
particularly the perception of employees regarding T&Dparticularly the perception of employees regarding T&D
practices.practices.
 The project also aim to give insight about the T&D practicesThe project also aim to give insight about the T&D practices
and how much employees feel satisfied and abreast withand how much employees feel satisfied and abreast with
current training and development activities.current training and development activities.
 Perception of employees about T&D practices, and how itPerception of employees about T&D practices, and how it
affects their performance and skills.affects their performance and skills.

4. ObjectivesObjectives
 To correlate skills of the employees acquired through T&DTo correlate skills of the employees acquired through T&D
with overall organizational performance.with overall organizational performance.
 To determine whether T&D Models are consistent with theTo determine whether T&D Models are consistent with the
needs and demands of the employees.needs and demands of the employees.
 To analyze whether current employee T&D programs areTo analyze whether current employee T&D programs are
effectively linked with other complementary HRM tools.effectively linked with other complementary HRM tools.
 To identify the views and thoughts of the employees aboutTo identify the views and thoughts of the employees about
training and development they receive from theirtraining and development they receive from their
organizations.organizations.
 To recommend any changes regarding company’s T&DTo recommend any changes regarding company’s T&D
strategy and its effective implementations in order to fill thestrategy and its effective implementations in order to fill the
performance gaps and achieve their strategic objectives.performance gaps and achieve their strategic objectives.
…………..

5. SignificanceSignificance
 Bring to surface the positive perception of the employees aboutBring to surface the positive perception of the employees about
T&D which can enhance the efficiency/effectiveness of theT&D which can enhance the efficiency/effectiveness of the
employees and overall performance of the org through properemployees and overall performance of the org through proper
T&D activities.T&D activities.
 Let:- the employees know whether existing T&D programs areLet:- the employees know whether existing T&D programs are
improving their performance or otherwise; the trainingimproving their performance or otherwise; the training
coordinators and instructors to identify what aspects of theircoordinators and instructors to identify what aspects of their
training need more improvements and which one is likely totraining need more improvements and which one is likely to
yield fruitful results.yield fruitful results.
 Encourage the top management to reconsider/restructure theirEncourage the top management to reconsider/restructure their
existing training strategies to keep it abreast with modernexisting training strategies to keep it abreast with modern
technologies and norms.technologies and norms.
 To identify the dilemma of Employee Turnover with respect toTo identify the dilemma of Employee Turnover with respect to
lack of career development opportunities in T & D programs.lack of career development opportunities in T & D programs.

6. Data CollectionData Collection
Data collection sourcesData collection sources
 Primary sources includes: employees of the orgs.Primary sources includes: employees of the orgs.
 Secondary sources includes: Publications, Statements,Secondary sources includes: Publications, Statements,
Pamphlets & website of the orgs.Pamphlets & website of the orgs.
Data collection toolsData collection tools
 Survey through Questionnaire and face to faceSurvey through Questionnaire and face to face
interviewsinterviews
PopulationPopulation
 Sample size is of 102 participants selecting 34Sample size is of 102 participants selecting 34
respondents (Both males & Females) from each org.respondents (Both males & Females) from each org.

7. Data ProcessingData Processing
 Gathered data is edited and entered into the computer andGathered data is edited and entered into the computer and
processed by using Microsoft Excel application. Variousprocessed by using Microsoft Excel application. Various
graphs and charts are generated through the same softwaregraphs and charts are generated through the same software
to interpret results of data collected through questionnairesto interpret results of data collected through questionnaires
and interviews.and interviews.
 Data collection process is based on the actual informationData collection process is based on the actual information
gathered from cellular sector, so researcher’s interferencegathered from cellular sector, so researcher’s interference
isis minimumminimum..
 The process of data collection is based on actualThe process of data collection is based on actual
information therefore the quality of the information isinformation therefore the quality of the information is
ensured.ensured.

8. Data AnalysisData Analysis
 After getting information from employees working in theAfter getting information from employees working in the
selected cellular companies, the results of the information isselected cellular companies, the results of the information is
presented in the forms of tables and charts. Each graph ispresented in the forms of tables and charts. Each graph is
showing ‘Feed back of employees & percentage of responses’.showing ‘Feed back of employees & percentage of responses’.
 The charts and tables are very simple and self explanatory andThe charts and tables are very simple and self explanatory and
shows the responses of the employees. The datasheets/tablesshows the responses of the employees. The datasheets/tables
can be viewed by double clicking the charts. A total number ofcan be viewed by double clicking the charts. A total number of
102 questionnaires were distributed among the employees of the102 questionnaires were distributed among the employees of the
selected organizations. Only 89 were received back duly filled.selected organizations. Only 89 were received back duly filled.
 In the preceding slides the analysis drawn from the informationIn the preceding slides the analysis drawn from the information
is shown in the form of charts with brief explanation.is shown in the form of charts with brief explanation.
…………

9. Data AnalysisData Analysis
The age of 89% of the employees in survey is between 25-40 years.The age of 89% of the employees in survey is between 25-40 years.
7% of the employees are above 40 and 4% of the employees are7% of the employees are above 40 and 4% of the employees are
below 25.below 25.
0.00%
10.00%
20.00%
30.00%
40.00%
50.00%
60.00%
70.00%
80.00%
90.00%
Fig 1. Your Age
Less Than 25
25-40
Above 40

10. 62% of the employees are male whereas 38% of the employees are62% of the employees are male whereas 38% of the employees are
female. This shows that female employees are encouraged in thefemale. This shows that female employees are encouraged in the
cellular industry of Pakistan.cellular industry of Pakistan.
Fig 2. Gender
0.00%
10.00%
20.00%
30.00%
40.00%
50.00%
60.00%
70.00%
Male
Female

11. 46% of the employees have 1-3 years of experience. Whereas 35% of46% of the employees have 1-3 years of experience. Whereas 35% of
the employees have 3-5 years of experience, 11% of the employeesthe employees have 3-5 years of experience, 11% of the employees
have less than a year experience and 8% of the employees have morehave less than a year experience and 8% of the employees have more
then 5 years of experience.then 5 years of experience.
Fig 3. How long you have been working
for this company?
0.00%
5.00%
10.00%
15.00%
20.00%
25.00%
30.00%
35.00%
40.00%
45.00%
50.00%
Less than a
year
1 to 3 yrs
3 to 5 yrs
More than 5
yrs

12. 91% of the respondents responded to have received training. This is91% of the respondents responded to have received training. This is
one of the reasons that most of the people seeking jobs or lookingone of the reasons that most of the people seeking jobs or looking
for bright career prefer cellular industry in Pakistan.for bright career prefer cellular industry in Pakistan.
Fig 4. Do you frequently receive soft
and hard skills training?
0.00%
20.00%
40.00%
60.00%
80.00%
100.00%
Yes
No

13. Most of the employees are satisfied with the training location beingMost of the employees are satisfied with the training location being
convenient. 88 % of the employees replied ‘Good’ with regard to theconvenient. 88 % of the employees replied ‘Good’ with regard to the
convenience of their training location. Location is convenient butconvenience of their training location. Location is convenient but
location is not a proper place for training activities as disclosed bylocation is not a proper place for training activities as disclosed by
some of the respondents.some of the respondents.
Fig 5. How convenient is the training
location?
0.00%
20.00%
40.00%
60.00%
80.00%
100.00%
Poor
Good
Excellent

14. Training time is also very important and this aspect is also takenTraining time is also very important and this aspect is also taken
care off. 81% of the respondents marked ‘Good’ with regard tocare off. 81% of the respondents marked ‘Good’ with regard to
their training time. Time is money therefore this resource istheir training time. Time is money therefore this resource is
tackled very tactfully in the cellular industry of Pakistan.tackled very tactfully in the cellular industry of Pakistan.
Fig 6. How convenient is the training
time?
0.00%
20.00%
40.00%
60.00%
80.00%
100.00%
Poor
Good
Excellent

15. Most of the respondents said they receive manuals and otherMost of the respondents said they receive manuals and other
training material for better understanding which is a good move bytraining material for better understanding which is a good move by
the trainer to educate the employees more about their job andthe trainer to educate the employees more about their job and
responsibility.responsibility.
Fig 7. Do you receive any manuals, booklets,
videos, or DVDs at training session to ghep you
learn more about your job?
0.00%
20.00%
40.00%
60.00%
80.00%
Yes
No

16. When asked whether the employees were happy with the way T&DWhen asked whether the employees were happy with the way T&D
programs are structured and hosted. Majority of respondents 76.19%programs are structured and hosted. Majority of respondents 76.19%
believed that their training and development model has beenbelieved that their training and development model has been
consistent with the needs and demands of the employees and is notconsistent with the needs and demands of the employees and is not
an imposition on them, which otherwise would have set a negativean imposition on them, which otherwise would have set a negative
trend within the work force , that could jeopardize the growth andtrend within the work force , that could jeopardize the growth and
health of the company.health of the company.
Fig 8. Are you satisfied the way
T&D programs are held?
0.00%
20.00%
40.00%
60.00%
80.00%
Yes
No

17. The training and development program had a positive impact on theThe training and development program had a positive impact on the
individual employee’s learning needs as is evident from the aboveindividual employee’s learning needs as is evident from the above
figure. When asked the respondents of whether the T&D helpedfigure. When asked the respondents of whether the T&D helped
them in satisfying their own learning needs, most of the employeesthem in satisfying their own learning needs, most of the employees
believe that training and development methods have helped thembelieve that training and development methods have helped them
fulfill their own learning needs and adopting those skills andfulfill their own learning needs and adopting those skills and
techniques, which will help build the efficiency for the company.techniques, which will help build the efficiency for the company.
Fig 9. Are you satisfied with the way current T&D
programs as enough to satisfy you learning needs?
0.00%
10.00%
20.00%
30.00%
40.00%
50.00%
60.00%
70.00%
80.00%
90.00%
Yes
No

18. In order to critically evaluate how effectively the cellular companiesIn order to critically evaluate how effectively the cellular companies
HRD strategy is being implemented and its effects on the employeesHRD strategy is being implemented and its effects on the employees
and organization, the above question was posed to know theand organization, the above question was posed to know the
employee perception towards T&D and how far the trainingemployee perception towards T&D and how far the training
programs are made available to the employees. Close to about 86%programs are made available to the employees. Close to about 86%
responded as they use to ask to arrange a training program for them.responded as they use to ask to arrange a training program for them.
This shows a very positive aspect of employee’s perception towardsThis shows a very positive aspect of employee’s perception towards
T&D and their keenness to learn new things and gain new skills.T&D and their keenness to learn new things and gain new skills.
Fig 10. Do you ask to arrange a training
program for you?
0.00%
20.00%
40.00%
60.00%
80.00%
100.00%
Yes
No

19. Moreover, the employees were able to fully convert their skillsMoreover, the employees were able to fully convert their skills
inherited at the T&D programs to actual use and practice. Asinherited at the T&D programs to actual use and practice. As
according to Boxall & Purcell (2008), to bring about valuedaccording to Boxall & Purcell (2008), to bring about valued
organizational outcomes, T&D needs to influence the employeeorganizational outcomes, T&D needs to influence the employee
ability, motivation and opportunity to perform better. When theability, motivation and opportunity to perform better. When the
respondents were inquired if they are able to fully utilize what theyrespondents were inquired if they are able to fully utilize what they
learn through T&D. Above figure shows that about 65% of thelearn through T&D. Above figure shows that about 65% of the
respondents believe that their T&D models enable them to fullyrespondents believe that their T&D models enable them to fully
apply what they learn.apply what they learn.
Fig 11. Do you get the opportunity to fully apply what
you have learnt through your T&D programs?
0.00%
10.00%
20.00%
30.00%
40.00%
50.00%
60.00%
70.00%
Yes
No

20. When employees were asked whether it is easy to apply those skillsWhen employees were asked whether it is easy to apply those skills
when opportunity is provided. 69% of the respondents replied yes,when opportunity is provided. 69% of the respondents replied yes,
which shows that skills have been imparted well to achieve thewhich shows that skills have been imparted well to achieve the
strategic goals of the companies. It is also very important aspect ofstrategic goals of the companies. It is also very important aspect of
the training to be easily utilized.the training to be easily utilized.
Fig 12. Do you find it easy to apply the training that
you have received when opporunity is provided?
0.00%
10.00%
20.00%
30.00%
40.00%
50.00%
60.00%
70.00%
80.00%
Yes
No

21. Most of the employees believed that after getting training theyMost of the employees believed that after getting training they
feel improvement in their performance and skills. Trainingfeel improvement in their performance and skills. Training
equips them with basic skills required to perform their job wellequips them with basic skills required to perform their job well
and achieve the strategic objectives of the organization.and achieve the strategic objectives of the organization.
Fig 13. Do you feel improvement in you skills
after taking any training?
0.00%
10.00%
20.00%
30.00%
40.00%
50.00%
60.00%
70.00%
80.00%
90.00%
100.00%
Yes
No

22. 59% of the respondents felt that they had considerably achieved an59% of the respondents felt that they had considerably achieved an
excellent grade in their training programs, with the rest good andexcellent grade in their training programs, with the rest good and
reasonable and none of them graded as poor. When the respondentsreasonable and none of them graded as poor. When the respondents
were inquired about the training and development structure, most ofwere inquired about the training and development structure, most of
them were positive about its outcome.them were positive about its outcome.
Fig 14. Hou would you rate the level of
achievement you attained in you most recent
training programs?
0.00%
10.00%
20.00%
30.00%
40.00%
50.00%
60.00%
70.00%
Excellent
Good
Reasonable
Poor

23. According to Garavan (1991), a strategic HRD function requires anAccording to Garavan (1991), a strategic HRD function requires an
expanded trainer role of a specialist who can be a combination of trainer,expanded trainer role of a specialist who can be a combination of trainer,
provider, consultant, innovator and a manager. The above figure shows thatprovider, consultant, innovator and a manager. The above figure shows that
around 37% of the respondents were content with their trainers and inaround 37% of the respondents were content with their trainers and in
majority (59%) thought the trainers were good. The graph shows that nomajority (59%) thought the trainers were good. The graph shows that no
respondents thought the trainer to be poor.respondents thought the trainer to be poor.
Fig 15. How would you rate the level of knowledge
of the traniner in your training programs?
0.00%
10.00%
20.00%
30.00%
40.00%
50.00%
60.00%
70.00%
Excellent
Good
Reasonable
Poor

24. AAn important part of the whole process of imparting knowledge andn important part of the whole process of imparting knowledge and
learning tools to the employees. To rate the method and delivery oflearning tools to the employees. To rate the method and delivery of
T&D in cellular companies around 51% of the respondents believedT&D in cellular companies around 51% of the respondents believed
that the method and delivery aspect of their T&D was good. 36% ofthat the method and delivery aspect of their T&D was good. 36% of
the employees were more contented, 13% of the respondentsthe employees were more contented, 13% of the respondents
thought of their T&D programs to be reasonable and none of themthought of their T&D programs to be reasonable and none of them
replied as poor.replied as poor.
Fig 16. How would you rate the method and
delivery of employee traning and development
programs?
0.00%
20.00%
40.00%
60.00%
Excellent
Good
Reasonable
Poor

25. When respondents were asked regarding whether the training theyWhen respondents were asked regarding whether the training they
received during T&D programs was sufficient enough to enable themreceived during T&D programs was sufficient enough to enable them
to meet the company’s expectation, 78% of them responded yes. Thisto meet the company’s expectation, 78% of them responded yes. This
is another very good example of how their strategic goals are alignedis another very good example of how their strategic goals are aligned
with HRD practices.with HRD practices.
Fig 17. Was the training you received sufficient to
enable you to meet the company's performance
expectations?
0.00%
10.00%
20.00%
30.00%
40.00%
50.00%
60.00%
70.00%
80.00%
90.00%
Yes
No

26. When the attention was drawn on the review of the performance, aWhen the attention was drawn on the review of the performance, a
considerable number (42%) of respondents replied “No”. The aboveconsiderable number (42%) of respondents replied “No”. The above
fig shows the real picture. Although majority of the respondentsfig shows the real picture. Although majority of the respondents
believed that they receive sufficient feedback during performancebelieved that they receive sufficient feedback during performance
evaluation meeting but still a quit few believed that they are notevaluation meeting but still a quit few believed that they are not
getting enough feedback.getting enough feedback.
Fig 18. Do you receive sufficient feedback about
your performance during evaluation reveiw
meeting?
0.00%
10.00%
20.00%
30.00%
40.00%
50.00%
60.00%
70.00%
Yes
No

27. When the respondents were inquired about the training andWhen the respondents were inquired about the training and
development process as to be a continuous process, more than 60%development process as to be a continuous process, more than 60%
of them agreed to be a continuous process.of them agreed to be a continuous process.
Fig 19. Training and development should be a continuous
process?
0.00%
10.00%
20.00%
30.00%
40.00%
50.00%
60.00%
70.00%
Strongly Agree
Agree
Don’t Know
Disagree
Strongly Disagree

28. Fig 20 shows that most of the respondents strongly believed thatFig 20 shows that most of the respondents strongly believed that
training and development has had a strong impact on improving andtraining and development has had a strong impact on improving and
maintaining the employee performance. According to Robson andmaintaining the employee performance. According to Robson and
Bennett (2000), there is a positive correlation between the level ofBennett (2000), there is a positive correlation between the level of
employee skills and the growth in the organizational performance.employee skills and the growth in the organizational performance.
Fig 20. Training and development plays an important
part in the organization to maintain & improve
employee performance?
0.00%
10.00%
20.00%
30.00%
40.00%
50.00%
60.00%
Strongly Agree
Agree
Don't Know
Disagree
Strongly Disagree

29. Figure 21 also shows that most of the respondents believed thatFigure 21 also shows that most of the respondents believed that
T&D has had a strong impact at improving and maintaining theT&D has had a strong impact at improving and maintaining the
organizational performance. According to Armstrong (2001),organizational performance. According to Armstrong (2001),
organizations invest in training and development to developorganizations invest in training and development to develop
employee competencies & improve performance, help people growemployee competencies & improve performance, help people grow
to meet the future needs of the organization and to enable employeesto meet the future needs of the organization and to enable employees
to become fully competent and as quickly as possible.to become fully competent and as quickly as possible.
Fig 21. Training and development play an important
part in the org to maintain & improve organizational
performance?
0.00%
10.00%
20.00%
30.00%
40.00%
50.00%
60.00%
Strongly Agree
Agree
Don't Know
Disagree
Strongly
Disagree

30. When asked the respondents about their perception of T&D andWhen asked the respondents about their perception of T&D and
fulfillment of their career goals most of the respondents believed thatfulfillment of their career goals most of the respondents believed that
the company should help them achieve their career targets and designthe company should help them achieve their career targets and design
such programs which help them excel in their career. Such measuresuch programs which help them excel in their career. Such measure
will increase employee’s loyalty with the organization and hencewill increase employee’s loyalty with the organization and hence
turnover rate will also be low.turnover rate will also be low.
Fig 22. Should T&D program be design to fulfill
your career goals?
0.00%
10.00%
20.00%
30.00%
40.00%
50.00%
60.00%
70.00%
80.00%
Yes
No

31. When the respondents were inquired regarding the probability ofWhen the respondents were inquired regarding the probability of
sending them for higher education / training by their companies,sending them for higher education / training by their companies,
they showed a very low probability. 51% of the employees believethey showed a very low probability. 51% of the employees believe
that there are only 20% probability that their company would sendthat there are only 20% probability that their company would send
them for higher education / training, if need.them for higher education / training, if need.
Fig 23. What is the probability that the company
would send you for higher education/training (if
needed) during your job here?
0.00%
10.00%
20.00%
30.00%
40.00%
50.00%
60.00%
20%
40%
60%
80%
100%

32. In response to the Training Impact Evaluation process 66% of theIn response to the Training Impact Evaluation process 66% of the
respondents replied that the impact of the training on theirrespondents replied that the impact of the training on their
performance is being assessed and that is through questionnaire afterperformance is being assessed and that is through questionnaire after
every training session. This is also a very healthy practice which notevery training session. This is also a very healthy practice which not
only determines and enhances the performance level of employeesonly determines and enhances the performance level of employees
but also is a key indicator of the success of the training programs.but also is a key indicator of the success of the training programs.
Fig 24. Is there any Training Impact Evaluation
(TIE) process involve in assessing the impact of
training on employees performance.
0.00%
10.00%
20.00%
30.00%
40.00%
50.00%
60.00%
70.00%
Yes
No

33. As far as the response is concerned, majority believed that there wereAs far as the response is concerned, majority believed that there were
no limitations (65%).no limitations (65%).
Fig 25. Do you see any limitations regarding the method of
employee development programs and process?
0.00%
10.00%
20.00%
30.00%
40.00%
50.00%
60.00%
70.00%
Yes
No

34. This is a very important question as it shows the reasons for leavingThis is a very important question as it shows the reasons for leaving
the job in any case. 40% of the employees have identified low salarythe job in any case. 40% of the employees have identified low salary
as reason behind leaving the job. Then the second highest percentageas reason behind leaving the job. Then the second highest percentage
was lack of career development opportunities, it was 24%.was lack of career development opportunities, it was 24%.
Fig 26. What would be the most likely reason forcing
you to leave this company?
0.00%
10.00%
20.00%
30.00%
40.00%
50.00%
Stressful Job
Lack of Career Dev
Opportunies
Relations with
Supervisor
Low Salary
Personal Problems

35. The findings reveal that most of the employees were not satisfiedThe findings reveal that most of the employees were not satisfied
with the way their development plan is linked with rewards andwith the way their development plan is linked with rewards and
recognition. 68% of the respondents responded that their T&D planrecognition. 68% of the respondents responded that their T&D plan
is not effectively linked with rewards and recognition compared tois not effectively linked with rewards and recognition compared to
32% that responded positively. Most of them believed that the32% that responded positively. Most of them believed that the
training and development model needs to have more incentives,training and development model needs to have more incentives,
which currently seems to be comparatively lowwhich currently seems to be comparatively low
Fig 27. Do you consider your development plan is
effectivley linked with reward & recongnition?
0.00%
10.00%
20.00%
30.00%
40.00%
50.00%
60.00%
70.00%
80.00%
Yes
No

36. Conclusion/FindingsConclusion/Findings
 The study concludes that employees perceive that training andThe study concludes that employees perceive that training and
development affect their skills set.development affect their skills set.
 Employee gave highest weight-age to career developmentEmployee gave highest weight-age to career development
opportunitiesopportunities
 By comparing the responses of different employees, it wasBy comparing the responses of different employees, it was
possible to explore differences in performance against thepossible to explore differences in performance against the
range of measuresrange of measures
 Questionnaire responses showed that employees were keen toQuestionnaire responses showed that employees were keen to
learn new skills and made requests for the training program tolearn new skills and made requests for the training program to
identify their training needs, which highlighted their positiveidentify their training needs, which highlighted their positive
perception towards T&D.perception towards T&D.
 The most vibrant response regarding flaws in T&D strategyThe most vibrant response regarding flaws in T&D strategy
was the lack of coordination among their employee’s T&Dwas the lack of coordination among their employee’s T&D
strategy with the other complementary HRM tools, mostlystrategy with the other complementary HRM tools, mostly
rewards and recognitionrewards and recognition

37. RecommendationsRecommendations
 As mentioned by most of the respondents, they need a specialAs mentioned by most of the respondents, they need a special
training room. It is suggested that a meeting room in the officetraining room. It is suggested that a meeting room in the office
which is not much in use can be converted to a training room aswhich is not much in use can be converted to a training room as
an immediate solution with plans for building a new training rooman immediate solution with plans for building a new training room
in each office.in each office.
 There is a need for more staff members meetings to be organizedThere is a need for more staff members meetings to be organized
in order for new staff to meet their peers and for current staff toin order for new staff to meet their peers and for current staff to
learn new things, which will help in bringing more harmony andlearn new things, which will help in bringing more harmony and
employee citizenship within the organization.employee citizenship within the organization.
 Some of the employees felt that sufficient feedback is not providedSome of the employees felt that sufficient feedback is not provided
to them during and after the program. This can question the successto them during and after the program. This can question the success
of the T&D program. It is suggested that training coordinators andof the T&D program. It is suggested that training coordinators and
trainers should provide proper feedback to gauge the success of thetrainers should provide proper feedback to gauge the success of the
program and hence ensuring the implementation of a good T&Dprogram and hence ensuring the implementation of a good T&D
program.program.

38. RecommendationsRecommendations
 Analysis of the research reveals that T&D strategy is notAnalysis of the research reveals that T&D strategy is not
effectively horizontally linked with the rest of the essential HRMeffectively horizontally linked with the rest of the essential HRM
tools, as specifically recognized with the rewards and recognitiontools, as specifically recognized with the rewards and recognition
in this case. For this reason the employees training andin this case. For this reason the employees training and
development in cellular industry should be supported by moredevelopment in cellular industry should be supported by more
benefits and recognition so that not only to improve their skills forbenefits and recognition so that not only to improve their skills for
the job but to gain their motivation and provide the opportunitiesthe job but to gain their motivation and provide the opportunities
to perform better.to perform better.
 Important aspect of the T&D strategy for the employees is to gainImportant aspect of the T&D strategy for the employees is to gain
skills so that to meet their specific job requirements. Thisskills so that to meet their specific job requirements. This
approach must be challenged as it only serves the ‘training’ aspectapproach must be challenged as it only serves the ‘training’ aspect
of their T&D strategy and employee ‘learning’ and ‘development’of their T&D strategy and employee ‘learning’ and ‘development’
aspects are almost ignored. In this regard it is suggested that theaspects are almost ignored. In this regard it is suggested that the
organizations must allocate budget for activities as higherorganizations must allocate budget for activities as higher
education or training abroad so that employees improve theireducation or training abroad so that employees improve their
capabilities and learn some specific tools related to the cellularcapabilities and learn some specific tools related to the cellular
industry and excel their organizations.industry and excel their organizations.

39. Thank you very muchThank you very much