Ananya P P
Study on the effectiveness of learning in development of soft-skills among the employees in IBS Software Services, Technopark, Trivandrum - Vellanikkara College of Co-operation Banking and Management 2017 - 73p
MBA
Soft skills relate to a set of skills that individuals possess, which makes them
good employees no matter where they work or what they do. Soft skills are not a
substitute for specific subject knowledge and technical skills. Rather, soft skills
enhance these areas, allowing all employees to make the most of their specific
knowledge and technical skills.
The primary data were collected from the 100 employees of IBS. The previous
chapter dealt with the detailed analysis of results derived from the primary data. This
chapter covered the summary of findings and conclusions of the study.
6.2 Major findings
The major findings were as follows.
6.2.1 Socio economic profile of the sample respondents.
1) Of the 100 respondents studied, 51 percent of them were males and 42 percent
were females.
2) The total sample of respondents selected was between the age group of 21 to
36 plus years. 28 percent of the respondents belonged to the age group of 21-
25 years, 32 percent of them belonged to the age group of 26-30 years old, 22
percent of them belonged to 31-35 years and only 18 percent belonged to age
group of 36 and above year’s category.
3) Majority of the respondents were single (66 %), 32 percent were married and
only 2 percent were separated.
4) Majority of the respondents were Under Graduates (51 %), 42 percent of the
respondents were Post Graduates and only 7 percent were diploma holders.
5) Majority of the respondents (63 %) had an experience of zero to five years. 22
percent of the respondents had an experience of 5-10 years and 15 percent of
the respondents had more than 10 years of experience.
6.2.2 Various types and methods of training provided to the employees
The organisation usually provides mainly 3 types of training. This include on
the job training, off the job training and E-learning. The respondents were asked to
mention those kinds of training that have been provided by the organisation.
1) Majority of the respondents (50 %) reported that the organisation employed all
the three types of training. 19 percent of the respondents has undergone off the
job training alone, 16 percent has undergone e-learning methods of training
alone and 15 percent of the respondents has undergone on the job training
alone.
2) On the job training methods commonly include job rotation, job instructions,
coaching methods and committee assignments. 42 percent of the respondents
opined that job instruction was the major employed method of on the job
training provided to the respondents in IBS. The least adopted on the job
training method was committee assignment.
3) Of the total respondents, majority of them (44 %) opined that lecturing method
was the most commonly employed off the job training method employed by
IBS. Case studies (31 %) and conferences (15 %) were also adopted for off the
job training process. Role plays method was attended by the least number of
respondents (10 %).
4) The respondents were asked to report those methods of training that they
prefer. From the analysis, it was found that majority of the respondents (60 %)
preferred both on and off the job training over any other training methods. 20
percent of the total respondents opined on the job training as their most
preferred method of training. Only 4 percent of the sample opined off the job
training as their most preferred form of training.
6.2.3 Employee satisfaction level attained through training
For analysing this objective, different parameters were studied, which included
the following:
1) The respondents were asked to provide their opinion on whether they found
that their organisation considered training as an integral part of employee
development. Majority of the respondents (52 %) agreed to the statement, 42
percent strongly agreed and only 2 percent somewhat agreed the same.
2) It was observed that majority (58 %) of the respondents agreed that they found
induction training was a well-planned process by their organisation. 37 percent
strongly agreed the statement, only 4 percent disagreed and just 1 percent
strongly disagreed the statement.
3) Regarding the opinion of the respondents about the selection of trainers, 49
percent of the respondents were satisfied with the current process of selection,
35 percent were highly satisfied, and 12 percent of them were dissatisfied;
whereas, only 4 percent of them expressed strong dissatisfaction.
4) 58 percent of the respondents agreed that the training was offered on the basis
of the needs identified by their organisation. 30 percent strongly agreed with
the statement, only 12 percent disagreed the statement.
5) In respect to the periodicity and timing of the training programmes offered to
them, 68 percent of the respondents have undergone trainings every month; 19
percent have undergone training every quarter, 8 percent attended half yearly
trainings and the rest 5 percent has undergone annual trainings.
6) Majority of the respondents (50 %) were satisfied with the time and duration of
the training programmes. 30 percent of the respondents were highly satisfied,
11 percent were dissatisfied and only 9 percent of the respondents were highly
dissatisfied with the same.
7) Nearly half (47 %) of the total respondents were satisfied with the topics
selected for the training and its coverage in time. 44 percent of the respondents
were highly satisfied with the same. Only 7 percent were dissatisfied and just 2
percent of the respondents were highly dissatisfied.
8) Majority (84 %) of the respondents agreed that the trainers were competent
enough to clear their doubts. 14 percent of the respondents disagreed and just 2
percent of them strongly disagreed.
9) Majority of the respondents (48 %) agreed that they were satisfied with the
training provided by IBS and the training did help in improving their level of
job satisfaction. 32 percent of the respondents strongly agreed the statement,
12 percent of the respondents strongly disagreed and 8 percent of them
disagreed the statement.
6.2.4 Effectiveness of learning from training on the soft skills under study.
The effect of training on employer employee relationship was able to be
identified by analysing the following variables:
1) 35 percent responded that the training included special challenges faced by
their employers whereas 26 percent of the respondents disagreed the statement.
There was only 9 percent difference between the contradicting opinions of the
sample respondents.
2) Nearly half (48 %) of the respondents strongly agreed that the training helped
the management in identifying, analysisng, forecasting and planning the
changes needed in company’s HR area. 32 percent of the respondents agreed
the statement. Only 12 percent of the respondents disagreed and 8 percent of
them strongly disagreed the statement.
3)
The analysis showed that majority of the respondents (45 %) agreed that the
training and developmental activities helped the organization to maintain
employee relation rate. Only 20 percent of the respondents disagreed the
statement.
4)
More than half (62 %) of the respondents strongly agreed that the training
offered by their organisation did help in improving the employee-employer
relationship. 33 percent of the respondents agreed the statement and only 6
percent of the disagreed.
The effect of training on productivity of the respondents (in terms of
both quantity and quality) was identified by analysing the following variables:
1) Majority of the respondents (47 %) were of the opinion that the training
provided to them did help in improving their level of knowledge in their
respective work area. 44 percent of the respondents agreed this statement. Only
9 percent of the respondents disagreed the same.
2) More than half of the respondents (68 %) stated that learning from training did
have a direct effect on improvement of productivity, in terms of both quality
and quantity. They opined that training did help them in improving and
increasing productivity. Only 3 percent of the total respondents disagreed the
statement.
3) 58.4 percent of the total respondents agreed that learning from training did
help in improving their team building skills, only 4.1 percent of the total
respondents disagreed this statement.
4) 54 percent of the total respondents strongly agreed that learning from training
did help in improving their leadership skills, but only 3 percent of the total
respondents disagreed this statement.
5) 48.5 percent of the total respondents agreed that learning from training did
help in improving their decision making skills, whereas 11.5 percent of the
total respondents disagreed this statement.
6) 62 percent of the total respondents agreed that learning from training did help
in improving their motivational skills, only 3 percent of the total respondents
disagreed this statement.
7) The
effect
of learning
on
both
productivity and
employee-employer
relationship had a direct relation on the development of soft skills among the
sample respondents. The linear relationship between productivity and soft
skills
was
statistically
significant.
Similarly,
there
was
a
statistically
significant linear relationship between employee-employer relationship and soft skills.
Agribusiness Management
380.141 / ANA/ST
Study on the effectiveness of learning in development of soft-skills among the employees in IBS Software Services, Technopark, Trivandrum - Vellanikkara College of Co-operation Banking and Management 2017 - 73p
MBA
Soft skills relate to a set of skills that individuals possess, which makes them
good employees no matter where they work or what they do. Soft skills are not a
substitute for specific subject knowledge and technical skills. Rather, soft skills
enhance these areas, allowing all employees to make the most of their specific
knowledge and technical skills.
The primary data were collected from the 100 employees of IBS. The previous
chapter dealt with the detailed analysis of results derived from the primary data. This
chapter covered the summary of findings and conclusions of the study.
6.2 Major findings
The major findings were as follows.
6.2.1 Socio economic profile of the sample respondents.
1) Of the 100 respondents studied, 51 percent of them were males and 42 percent
were females.
2) The total sample of respondents selected was between the age group of 21 to
36 plus years. 28 percent of the respondents belonged to the age group of 21-
25 years, 32 percent of them belonged to the age group of 26-30 years old, 22
percent of them belonged to 31-35 years and only 18 percent belonged to age
group of 36 and above year’s category.
3) Majority of the respondents were single (66 %), 32 percent were married and
only 2 percent were separated.
4) Majority of the respondents were Under Graduates (51 %), 42 percent of the
respondents were Post Graduates and only 7 percent were diploma holders.
5) Majority of the respondents (63 %) had an experience of zero to five years. 22
percent of the respondents had an experience of 5-10 years and 15 percent of
the respondents had more than 10 years of experience.
6.2.2 Various types and methods of training provided to the employees
The organisation usually provides mainly 3 types of training. This include on
the job training, off the job training and E-learning. The respondents were asked to
mention those kinds of training that have been provided by the organisation.
1) Majority of the respondents (50 %) reported that the organisation employed all
the three types of training. 19 percent of the respondents has undergone off the
job training alone, 16 percent has undergone e-learning methods of training
alone and 15 percent of the respondents has undergone on the job training
alone.
2) On the job training methods commonly include job rotation, job instructions,
coaching methods and committee assignments. 42 percent of the respondents
opined that job instruction was the major employed method of on the job
training provided to the respondents in IBS. The least adopted on the job
training method was committee assignment.
3) Of the total respondents, majority of them (44 %) opined that lecturing method
was the most commonly employed off the job training method employed by
IBS. Case studies (31 %) and conferences (15 %) were also adopted for off the
job training process. Role plays method was attended by the least number of
respondents (10 %).
4) The respondents were asked to report those methods of training that they
prefer. From the analysis, it was found that majority of the respondents (60 %)
preferred both on and off the job training over any other training methods. 20
percent of the total respondents opined on the job training as their most
preferred method of training. Only 4 percent of the sample opined off the job
training as their most preferred form of training.
6.2.3 Employee satisfaction level attained through training
For analysing this objective, different parameters were studied, which included
the following:
1) The respondents were asked to provide their opinion on whether they found
that their organisation considered training as an integral part of employee
development. Majority of the respondents (52 %) agreed to the statement, 42
percent strongly agreed and only 2 percent somewhat agreed the same.
2) It was observed that majority (58 %) of the respondents agreed that they found
induction training was a well-planned process by their organisation. 37 percent
strongly agreed the statement, only 4 percent disagreed and just 1 percent
strongly disagreed the statement.
3) Regarding the opinion of the respondents about the selection of trainers, 49
percent of the respondents were satisfied with the current process of selection,
35 percent were highly satisfied, and 12 percent of them were dissatisfied;
whereas, only 4 percent of them expressed strong dissatisfaction.
4) 58 percent of the respondents agreed that the training was offered on the basis
of the needs identified by their organisation. 30 percent strongly agreed with
the statement, only 12 percent disagreed the statement.
5) In respect to the periodicity and timing of the training programmes offered to
them, 68 percent of the respondents have undergone trainings every month; 19
percent have undergone training every quarter, 8 percent attended half yearly
trainings and the rest 5 percent has undergone annual trainings.
6) Majority of the respondents (50 %) were satisfied with the time and duration of
the training programmes. 30 percent of the respondents were highly satisfied,
11 percent were dissatisfied and only 9 percent of the respondents were highly
dissatisfied with the same.
7) Nearly half (47 %) of the total respondents were satisfied with the topics
selected for the training and its coverage in time. 44 percent of the respondents
were highly satisfied with the same. Only 7 percent were dissatisfied and just 2
percent of the respondents were highly dissatisfied.
8) Majority (84 %) of the respondents agreed that the trainers were competent
enough to clear their doubts. 14 percent of the respondents disagreed and just 2
percent of them strongly disagreed.
9) Majority of the respondents (48 %) agreed that they were satisfied with the
training provided by IBS and the training did help in improving their level of
job satisfaction. 32 percent of the respondents strongly agreed the statement,
12 percent of the respondents strongly disagreed and 8 percent of them
disagreed the statement.
6.2.4 Effectiveness of learning from training on the soft skills under study.
The effect of training on employer employee relationship was able to be
identified by analysing the following variables:
1) 35 percent responded that the training included special challenges faced by
their employers whereas 26 percent of the respondents disagreed the statement.
There was only 9 percent difference between the contradicting opinions of the
sample respondents.
2) Nearly half (48 %) of the respondents strongly agreed that the training helped
the management in identifying, analysisng, forecasting and planning the
changes needed in company’s HR area. 32 percent of the respondents agreed
the statement. Only 12 percent of the respondents disagreed and 8 percent of
them strongly disagreed the statement.
3)
The analysis showed that majority of the respondents (45 %) agreed that the
training and developmental activities helped the organization to maintain
employee relation rate. Only 20 percent of the respondents disagreed the
statement.
4)
More than half (62 %) of the respondents strongly agreed that the training
offered by their organisation did help in improving the employee-employer
relationship. 33 percent of the respondents agreed the statement and only 6
percent of the disagreed.
The effect of training on productivity of the respondents (in terms of
both quantity and quality) was identified by analysing the following variables:
1) Majority of the respondents (47 %) were of the opinion that the training
provided to them did help in improving their level of knowledge in their
respective work area. 44 percent of the respondents agreed this statement. Only
9 percent of the respondents disagreed the same.
2) More than half of the respondents (68 %) stated that learning from training did
have a direct effect on improvement of productivity, in terms of both quality
and quantity. They opined that training did help them in improving and
increasing productivity. Only 3 percent of the total respondents disagreed the
statement.
3) 58.4 percent of the total respondents agreed that learning from training did
help in improving their team building skills, only 4.1 percent of the total
respondents disagreed this statement.
4) 54 percent of the total respondents strongly agreed that learning from training
did help in improving their leadership skills, but only 3 percent of the total
respondents disagreed this statement.
5) 48.5 percent of the total respondents agreed that learning from training did
help in improving their decision making skills, whereas 11.5 percent of the
total respondents disagreed this statement.
6) 62 percent of the total respondents agreed that learning from training did help
in improving their motivational skills, only 3 percent of the total respondents
disagreed this statement.
7) The
effect
of learning
on
both
productivity and
employee-employer
relationship had a direct relation on the development of soft skills among the
sample respondents. The linear relationship between productivity and soft
skills
was
statistically
significant.
Similarly,
there
was
a
statistically
significant linear relationship between employee-employer relationship and soft skills.
Agribusiness Management
380.141 / ANA/ST