A STUDY ON TRAINING AND DEVELOPMENT INFLUENCING JOB

SATISFACTION WITH SPECIAL REFERENCE TO BSNL, TRICHY SSA

R. GOPINATH* and Dr. SHIBU.N.S.1

*Ph.D. Research Scholar, Department of Management Studies, Bharathidasan University College,
Perambalur-621107. Mobile: 9442200888, E-mail: dr.raju.gopinath@gmail.com.
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Head, Department of Management Studies, Bharathidasan University College, Perambalur-621107

ABSTRACT

The present study investigate that the Training and Development influencing Job
Satisfaction with special reference to BSNL, Trichy SSA. The Training and Development is a
one of the functions of human resource management which is mainly concerned with people at
work and with their relationship within the organization. Training and development policy of
the organisation are considered to be one of the essential determinants of effectiveness of the
human resource management. The Training and development programmes deficiencies in
employees. Training makes the employees versatile in operations. All rounder can be transferred
to any job. Flexibility is therefore ensured. Growth indicates prosperity, which is reflected in
increased profits from year to year. To examine the level of Training and Development
associated with Job Satisfaction using by Job Descriptive Index (JDI) Scale among BSNL
employees. The JDI scale included Work, Supervision, Pay, Promotions, and Co-worker. Job
satisfaction is an emotional affective personal response as a result of his ‘estimation of the
degree to which some fact of job reality is congruent or incongruent with his values’ according to
(Ejiogu, 1985). It is therefore important to have a good understanding of an individual’s total
personality and value system in order to understand and describe his job satisfaction. Some
important implications for future research are also derived from the study.

KEY WORD: Training and Development, Job Satisfaction, Organisation.

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INTRODUCTION:

Job satisfaction is an emotional affective personal response as a result of his ‘estimation

of the degree to which some fact of job reality is congruent or incongruent with his values’
according to (Ejiogu, 1985). It is therefore important to have a good understanding of an
individual’s total personality and value system in order to understand and describe his job
satisfaction.

Job satisfaction may be defined as a pleasurable positive emotional state resulting from
the appraisal of one’s job or job experiences. It resulting from the perception that one’s job
fulfills or allows the fulfillment of one’s important job values providing and to the degree that
these values are congruent with one’s needs – observes Locke (1976).

Training and development policy of the organisation are considered to be one of the
essential determinants of effectiveness of the human resource management. Training and
development programmes deficiencies in employees. This is particularly true when;
1. The deficiency is caused by a lack of ability rather than a lack motivation to
perform.
2. The individuals involved have the aptitude and motivation need to learn to do the job
better.
3. Supervisors and peers are supportive of the desired behaviours. There is greater
stability, flexibility and capacity for growth in an organisation.

Training makes the employees versatile in operations. All rounder can be transferred to
any job. Flexibility is therefore ensured. Growth indicates prosperity, which is reflected in
increased profits from year to year. Accidents, scrap and damage to machinery and
equipment can be avoided or minimized through training. Even dissatisfaction, complaints,
absenteeism and turnover can be reduced if employees are trained well. Future needs of
employees will be met through training and development programmes. Organisations take fresh
diploma holders or graduates as apprentices or management trainees. They are absorbed after
course completion. Training serves as an effective source of recruitment.
BSNL is the only service provider, making focused efforts & planned initiatives to bridge
the rural-urban digital divide in ICT sector. In fact there is no telecom operator in the country to

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beat its reach with its wide network giving services in every nook & corner of the country &
operates across India except New Delhi & Mumbai. Whether it is inaccessible areas of Siachen
glacier or North-Eastern regions of the country, BSNL serves its customers with a wide bouquet
of telecom services namely Wireline, CDMA mobile, GSM mobile, Internet, Broadband, Carrier
service, MPLS-VPN, VSAT, VoIP, IN Services, FTTH, etc.
The BSNL Tamil Nadu Telecom Circle office is situated in Chennai as like state
Headquarters, it is further divided in to Secondary Switching Areas (SSA) as like Revenue
Districts. The BSNL TN Telecom Circle consists of 17 SSAs, the names of the SSAs are
Coimbatore, Cuddalore, Dharmapuri, Erode, Karaikudi, Kumbakonam, Madurai, Nagercoil,
Nilgiris, Pondycherry, Salem, Thanjavur, Tirunelveli, Trichy, Tuticorin, Vellore, and
Virudhunagar SSA. The study comprises in Trichy SSA, five Revenue Districts were covered
namely Trichirappalli, Ariyalur, Pudukottai, Karur and Perambalur Districts.

REVIEW OF LITERATURE
In the 1970s, career planning and development efforts were focused on young employees
that seemed to have high potential. It was a way for companies to plan for the future and nurture
young workers for senior management positions (Moses, 1999). This career path model fit well
with the traditional commitment employees would offer to companies. Chris Argyris referred to
this commitment as a “psychological contract” in which employers were almost guaranteed long
term loyalty and commitment to the organization in return for giving employees job security,
opportunities for promotion, and training (Feldman, 2000). The ability to get on this fast track to
the top of a company diminished in the 1980s when companies were moving to a flattened
hierarchy with less room for promotions. People quickly realized that they were reaching
plateaus in their careers and the opportunities for advancement did not exist (Moses, 1999).
Barbara Moses states that, “today, job security is dead and loyalty to the organization in
the tradition sense has died along with it” (1999). Under this assumption, companies have to
change the way they view employee development. Where once training and development were
viewed as mechanisms for employees to move up the corporate ladder, promotion is no longer an
incentive for employees because it is not a definite option. Companies began realizing that they
can challenge employees with “lateral moves, skills development, job enrichment and special
assignments” (Moses, 1999).

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 A UK bakery turned around its business after aligning its training with employee
development which resulted in an expansion from 2 shops in 2002 to 22 shops in 2010 (Pollitt,
2010). Job Satisfaction – refers to positive or negative feeling/perception one has about his/her
job. Rowden and Conine Jr. (2005) called it a subjective perception of work, as satisfying factor
for one employee might not act as a satisfying feature for another. Job satisfaction is widely
researched topic (Curtis, 2007) because most individuals spend a large part of their life at work,
and understanding the factors that contribute to job satisfaction are important in improving the
overall well-being of individuals. One Human Resource function that aids in changing employee
behavior is that off support from employer for personal development, it leads to employees
positive responses as being engaged and committed (Maurer and Lippstreu, 2008). Opportunities
for employee development determine personnel satisfaction (Garcı ́ a-Bernal, Gargallo-Castel,
Marzo-Navarro, & Rivera-Torres, 2005) resulting in both an improvement in worker
productivity as well as a reduction in the cost of hiring and training workers. Likewise Linz
(2003) deduced that job satisfaction correlate positively with labor productivity and negatively
with labor turnover, both of which influence firm performance. In order for a firm to positively
impact its performance it has to take a step that increases employee satisfaction with the job. One
such step is identified by Gazioglu and Tansel (2006) who specified employees who received job
training were more satisfied than those who had no training opportunities. Aligned with the
aforementioned findings, the value of employee development is further cemented in a study
conducted in America and Canada pointed that receiving training that enhanced skills and
capability was a key component of what potential candidates looked for in jobs (What Drives,
2001). The above assertions and findings lead us to propose that organizations failing to provide
adequate employee development initiatives will fail to attain optimum level of employee
satisfaction and will face turnover issues.

OBJECTIVE OF THE STUDY

1. To know the demographic profile of employees working in BSNL, Trichy.

2. To identify the relationship between Training and Development, Job satisfaction of
employees working in BSNL, Trichy.
3. To know the level of job satisfaction among employees working in BSNL, Trichy.

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RESEARCH METHODOLOGY

The methodology of the study is based on the primary data as well as secondary data. The
study depends mainly on the primary data collected through a well-framed and structured
questionnaire to elicit the well-considered opinions of the respondents. For conducting this
research a sample of 100 employees in BSNL, Trichy. A pilot study was carried out to revise the
questionnaires and for item analysis. The validity and reliability of the questionnaires were
measured. The internal consistencies of scale were assessed through computing Cronbach’s
Alpha. The questionnaire shows the reliability value ranging from 0.6 to 0.9. Implication from
these values indicates that all of the items used for each component in the questionnaire have a
high and consistent reliability values.

RESULTS AND DISCUSSION

Table 1: Distribution of study subjects by characteristics

Sl. No. Characteristics Groups Frequency Percentage

25-34 9 9.0
35-44 36 36.0
1 Age Groups
45-54 40 40.0
Above 55 15 15.0
Executive 57 57.0
2 Cadre
Non Executive 43 43.0
Male 64 64.0
3 Gender
Female 36 36.0
Diploma 12 12.0
Graduate (Technical) 34 34.0
Education
4 Graduate(Non
qualification 32 32.0
Technical)
Post Graduate 22 22.0
Technical 69 69.0
5 Nature of Job
Non Technical 31 31.0

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 0-10 9 9.0
6 Years of 11-20 41 41.0
Service 21-30 38 38.0
More than 30 12 12.0
35001-50000 54 54.0
Monthly
7 50001-70000 43 43.0
Income
More than 70000 3 3.0
Source: Primary Data
As shown in above table 1, the distribution of the study subjects according to their age,
cadre, educational qualification, nature of job, monthly income & years of service were
demonstrated. The highest ratio of age was 40%. The cadre of the respondents was 57%
(Executive) and 43% (Non-Executive). The education level of the respondents was 34%
[Graduate (Technical)], 32% [Graduate (Non Technical)], 22% (Post Graduate) and 12%
(Diploma). The nature of job of the respondents was 69% (Technical), 31% (Non-Technical).
64% of employees were male, 36% of employees were female. 54% of employees earn Rs.
35001- 50000 as Monthly Income.

Table 2: Descriptive Statistics

CHARACTERISTICS N MEAN STD. DEVIATION

Age Groups 100 2.61 0.852
Cadre 100 1.43 0.498
Gender 100 1.36 0.482
Education qualification 100 2.64 0.959
Nature of Job 100 1.31 0.465
Years of Service 100 2.53 0.822
Monthly Income 100 2.49 0.559
Training Development 100 51.52 10.726
Job Satisfaction 100 89.36 4.215
Source: Primary Data

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 Table 3: Level of Job Satisfaction of Employees in BSNL, Trichy

Job Satisfaction Frequency Percent

Moderate Level 57 57.0

High Level 43 43.0

Total 100 100.0
Source: Primary Data

As shown in above table 3, Level of Job Satisfaction of Employees in BSNL. 57%

Employees having moderate level of Job Satisfaction & 43% Employees having their Job
Satisfaction in high level to the organization.

Table 4: Association between Training and Development regard to Job Satisfaction

using t-test
Std.
Items N Mean t-Value P-value
Deviation

Training and 100

51.52 10.726
Development 33.771 <0.001**
100
Job Satisfaction 89.36 4.215

Source: Primary Data ** significant at 1% level

Since, P value is less than 0.001 at the 1% level of significance. Hence, it is concluded
that there is no significant difference between Training and Development regard to Job
satisfaction.

CONCLUSION

The purpose of this research study was to inspect whether or not there exists a
relationship between overall training satisfaction and Employee Development aspect of job
satisfaction. A vital aspect of the learning experience are the trainers, majority of the respondents
did find the training session to be joint effort where they were given freedom to express, the

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 respondents highly value this kind of trainer who is helpful and well prepared. This implies the
significance of a trainer in achievement of success with the training program. This study has
provided support for the idea that training initiatives are a wise investment, rather than merely an
expense and in addition to increasing the knowledge, skills and abilities of employees, training
opportunities also appear to add value beyond the content covered in such initiatives. Such
opportunities seem to increase job satisfaction, and commitment which have a positive impact on
the bottom line by motivating employees, and decreasing turnover intent.

RECOMMENDATIONS

The study finds an association between overall training satisfaction and employee
development aspect of job satisfaction. However the study limits itself to one contributing factor
of job satisfaction, further study needs to be conducted in area of effect of training on overall job
satisfaction. The current studies divides the respondents on the basis of those working in the field
and ones working in offices, further study shall focus on various categories of office and
marketing personnel with years of experience as a demographic variable can further aid in
developing an understanding on how training and job satisfaction changes with working
experience.

REFERENCES

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[On-Line]. Retrieved January 18, 2001 from the World Wide Web:
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2. Feldman, D. (2000, May). The Dilbert syndrome: How employee cynicism about ineffective
management is changing the nature of careers in organizations. American Behavioral
Scientist, 43, 1286-1301.
3. Pollitt, D. (2010). Paul UK rises to the training challenge: Employee development supports
baker's plans for growth. Human Resource Management International Digest, 18 (5), 11-13.
4. Gazioglu, S., & Tansel, A. (2006). Job satisfaction in Britain: individual and job related
factors. Applied Economics, 38 (10), 1163-1171.

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 5. Linz, J. (2003). Job satisfaction among Russian workers. International Journal of
Manpower, 24 (6), 626-652.
6. Curtis, E. (2007). Job satisfaction: a survey of nurses in the Republic of Ireland.
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