Pub Date : 2016-01-01DOI: 10.5958/2231-069X.2016.00008.1
B. Panda, P. Routray, P. K. Mohanty
With the growth of the economy, the Indian universities, the higher education in general and in particular have faced with a new challenge to provide qualified and skilled professionals to the burgeoning industries and corporate houses. The reason behind the establishment of university education in India and Odisha as observed by governments and others is to coordinate and enhance the development and utilisation of manpower in India vis-a-vis Odisha. The university must attract, develop and maintain an energetic workforce to support their goals and strategies. Prior studies have generally addressed the relationship between human resource (HR) practices like HR planning practices, performance appraisal practices, recruitment and selection practices, training and development practice and others and performance of employees in private sector organisations. There is a dearth of research in establishing the linkage between HR practices and performance in educational settings such as universities. This study makes an attempt to fill the identified gap by examining which HR practices are perceived to have linkages with the performance of the employees in an academic setting, more specifically in university educational setting. For the purpose, the two universities of the state including Utkal University, Bhubaneswar and Fakir Mohan University, Balasore have been considered. Data for the study were collected from secondary and primary sources that is through official records and a structured questionnaire from both the teaching and the non-teaching staff of the selected universities. The period of collection of primary data commenced in September 2015 and ended in March 2016.
{"title":"HR Practices and Performance of the Employees in Universities of Odisha","authors":"B. Panda, P. Routray, P. K. Mohanty","doi":"10.5958/2231-069X.2016.00008.1","DOIUrl":"https://doi.org/10.5958/2231-069X.2016.00008.1","url":null,"abstract":"With the growth of the economy, the Indian universities, the higher education in general and in particular have faced with a new challenge to provide qualified and skilled professionals to the burgeoning industries and corporate houses. The reason behind the establishment of university education in India and Odisha as observed by governments and others is to coordinate and enhance the development and utilisation of manpower in India vis-a-vis Odisha. The university must attract, develop and maintain an energetic workforce to support their goals and strategies. Prior studies have generally addressed the relationship between human resource (HR) practices like HR planning practices, performance appraisal practices, recruitment and selection practices, training and development practice and others and performance of employees in private sector organisations. There is a dearth of research in establishing the linkage between HR practices and performance in educational settings such as universities. This study makes an attempt to fill the identified gap by examining which HR practices are perceived to have linkages with the performance of the employees in an academic setting, more specifically in university educational setting. For the purpose, the two universities of the state including Utkal University, Bhubaneswar and Fakir Mohan University, Balasore have been considered. Data for the study were collected from secondary and primary sources that is through official records and a structured questionnaire from both the teaching and the non-teaching staff of the selected universities. The period of collection of primary data commenced in September 2015 and ended in March 2016.","PeriodicalId":80241,"journal":{"name":"Training and development journal","volume":"28 1","pages":"53-61"},"PeriodicalIF":0.0,"publicationDate":"2016-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"91307398","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2016-01-01DOI: 10.5958/2231-069X.2016.00002.0
A. Raj, Shulagna Sarkar
Learning is not only reflective but relational in nature. Effective learning takes place if one finds better interpersonal relationship between the instructor and the students. The paper discusses various pedagogical tools of management education. It elaborates the concept of relation development as a pedagogical tool for management education. The paper though conceptual in nature is majorly based on extensive literature review of various pedagogical tools. It argues that although different pedagogical tools are available at the disposal of the instructor and are effective in classrooms yet, relational learning and teaching ensures minimising gap between the instructor and the students, and also enhance students’ overall interest in classroom learning. As the paper does not involve primary data, therefore, lacks empirical touch and thus provides a base for further research on application of relation development as a technique to establish sustainable students’ interest.
{"title":"Relation Development: A Tool to Sustain Students Interest in Learning","authors":"A. Raj, Shulagna Sarkar","doi":"10.5958/2231-069X.2016.00002.0","DOIUrl":"https://doi.org/10.5958/2231-069X.2016.00002.0","url":null,"abstract":"Learning is not only reflective but relational in nature. Effective learning takes place if one finds better interpersonal relationship between the instructor and the students. The paper discusses various pedagogical tools of management education. It elaborates the concept of relation development as a pedagogical tool for management education. The paper though conceptual in nature is majorly based on extensive literature review of various pedagogical tools. It argues that although different pedagogical tools are available at the disposal of the instructor and are effective in classrooms yet, relational learning and teaching ensures minimising gap between the instructor and the students, and also enhance students’ overall interest in classroom learning. As the paper does not involve primary data, therefore, lacks empirical touch and thus provides a base for further research on application of relation development as a technique to establish sustainable students’ interest.","PeriodicalId":80241,"journal":{"name":"Training and development journal","volume":"34 1","pages":"10-18"},"PeriodicalIF":0.0,"publicationDate":"2016-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"88161229","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2015-01-01DOI: 10.5958/2231-069x.2015.00001.3
D. Rajan
This survey based on descriptive research aims at identifying and differentiating training needs of the managers working in both paramedical and non-medical departments. The sample of this study is the manager belonging to paramedical department and non-medical department. The study has examined leadership, interpersonal relationship, patient, superior and management and personality-related factors to understand training needs of the managers working in both paramedical and non-medical departments. The study has administered both stratified random sampling and judgement sampling techniques. The subject has been stratified into both paramedical and nonmedical departments using stratified random sampling. From each stratum 60 respondents have been sampled using the judgement sampling technique. Thus, a total of 120 samples have been sampled for the study from both stratums. The results of the study indicated that leadership and superior and management-related factors have been commonly experienced by the managers working in both paramedical and non-medical departments. The dimensions, interpersonal relationship and personality-related factors have highly been experienced by the managers working in non-medical departments than paramedical departments. Patient-related factor has highly been experienced by the managers working in paramedical department than non-medical department.
{"title":"Training Need Analysis: A Comparative Study among Managers","authors":"D. Rajan","doi":"10.5958/2231-069x.2015.00001.3","DOIUrl":"https://doi.org/10.5958/2231-069x.2015.00001.3","url":null,"abstract":"This survey based on descriptive research aims at identifying and differentiating training needs of the managers working in both paramedical and non-medical departments. The sample of this study is the manager belonging to paramedical department and non-medical department. The study has examined leadership, interpersonal relationship, patient, superior and management and personality-related factors to understand training needs of the managers working in both paramedical and non-medical departments. The study has administered both stratified random sampling and judgement sampling techniques. The subject has been stratified into both paramedical and nonmedical departments using stratified random sampling. From each stratum 60 respondents have been sampled using the judgement sampling technique. Thus, a total of 120 samples have been sampled for the study from both stratums. The results of the study indicated that leadership and superior and management-related factors have been commonly experienced by the managers working in both paramedical and non-medical departments. The dimensions, interpersonal relationship and personality-related factors have highly been experienced by the managers working in non-medical departments than paramedical departments. Patient-related factor has highly been experienced by the managers working in paramedical department than non-medical department.","PeriodicalId":80241,"journal":{"name":"Training and development journal","volume":"2 1","pages":"1-14"},"PeriodicalIF":0.0,"publicationDate":"2015-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"78160830","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2015-01-01DOI: 10.5958/2231-069x.2015.00009.8
Manas Ranjan Chowdhury, Sujata Mangaraj
Stress is often termed as 20th century syndrome born out of man's race toward modern progress and its ensuring complexities. Banking, like other services, has become one of the highly competitive sectors in India. The banking organisations, since the beginning of this decade, have been facing greater challenges in terms of technological revolution, service diversification and global banking. Stress is unavoidable on the part of the employees as the systems, procedures; techniques are getting complicated with the use of advance technology. Every employee cannot cope with such rapid changes taking place in the jobs. This will lead to arising of stress among employees. An attempt has been made through this research paper to know the reasons of stress among the bank employees and the ways used by employees to cope with the stress generated at workplace. In this paper, Cronbach's Alpha has been used to test the reliability of the questionnaire undertaken for the study and z-test has used to test the hypothesis.
{"title":"Stress Management: A Study on Employees of Banking Sector of Odisha","authors":"Manas Ranjan Chowdhury, Sujata Mangaraj","doi":"10.5958/2231-069x.2015.00009.8","DOIUrl":"https://doi.org/10.5958/2231-069x.2015.00009.8","url":null,"abstract":"Stress is often termed as 20th century syndrome born out of man's race toward modern progress and its ensuring complexities. Banking, like other services, has become one of the highly competitive sectors in India. The banking organisations, since the beginning of this decade, have been facing greater challenges in terms of technological revolution, service diversification and global banking. Stress is unavoidable on the part of the employees as the systems, procedures; techniques are getting complicated with the use of advance technology. Every employee cannot cope with such rapid changes taking place in the jobs. This will lead to arising of stress among employees. An attempt has been made through this research paper to know the reasons of stress among the bank employees and the ways used by employees to cope with the stress generated at workplace. In this paper, Cronbach's Alpha has been used to test the reliability of the questionnaire undertaken for the study and z-test has used to test the hypothesis.","PeriodicalId":80241,"journal":{"name":"Training and development journal","volume":"115 1","pages":"74-81"},"PeriodicalIF":0.0,"publicationDate":"2015-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"81775817","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2015-01-01DOI: 10.5958/2231-069x.2015.00012.8
M. Abdollahi, S. Daneshmandi
This study aimed to explore the process of training managers’ competencies development and human resource development based on Grounded Theory. This was a qualitative study. The semi-structured interviews were used for collecting the data. Using purposive sampling method, 15 experts and professors in the field of human resources education and development were selected as sample. The data were analysed in three stages: open coding, axial coding and selective coding; then, the qualitative model was designed. The results showed that there were 7 general categories, 20 main categories and 105 sub-categories. The paradigm model included central category (types of competency), causal conditions (attitude and operational principles), contextual factors (legal and motivational facilitators), intervening conditions (structural and content impediments), interactive strategies (organisational-environmental and functional variables) and Consequences factors (structure and content).
{"title":"Exploring the Development of Training Managers’ Competencies Based on the Grounded Theory","authors":"M. Abdollahi, S. Daneshmandi","doi":"10.5958/2231-069x.2015.00012.8","DOIUrl":"https://doi.org/10.5958/2231-069x.2015.00012.8","url":null,"abstract":"This study aimed to explore the process of training managers’ competencies development and human resource development based on Grounded Theory. This was a qualitative study. The semi-structured interviews were used for collecting the data. Using purposive sampling method, 15 experts and professors in the field of human resources education and development were selected as sample. The data were analysed in three stages: open coding, axial coding and selective coding; then, the qualitative model was designed. The results showed that there were 7 general categories, 20 main categories and 105 sub-categories. The paradigm model included central category (types of competency), causal conditions (attitude and operational principles), contextual factors (legal and motivational facilitators), intervening conditions (structural and content impediments), interactive strategies (organisational-environmental and functional variables) and Consequences factors (structure and content).","PeriodicalId":80241,"journal":{"name":"Training and development journal","volume":"8 1","pages":"99-108"},"PeriodicalIF":0.0,"publicationDate":"2015-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"89485547","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2015-01-01DOI: 10.5958/2231-069x.2015.00017.7
Bijaya Kumar Sundaray, S. Patra
Stress in the work place has become the black plague of the present century. Much of the stress at work is caused not only by work overload and time pressure but also by lack of rewards and praise. Stress management is more important now-a-days in service, financial and manufacturing industries. There is no such thing like stress-free job. Everyone in their work is exposed to tension and anxiety as they get through the duties assigned to them. With this backdrop, the present research has been undertaken to study the causes and consequences of stress in different private and public sector companies of Odisha.
{"title":"Causes and Consequences of Occupational Stress: A Critical Analysis in the Selected Industries in Odisha","authors":"Bijaya Kumar Sundaray, S. Patra","doi":"10.5958/2231-069x.2015.00017.7","DOIUrl":"https://doi.org/10.5958/2231-069x.2015.00017.7","url":null,"abstract":"Stress in the work place has become the black plague of the present century. Much of the stress at work is caused not only by work overload and time pressure but also by lack of rewards and praise. Stress management is more important now-a-days in service, financial and manufacturing industries. There is no such thing like stress-free job. Everyone in their work is exposed to tension and anxiety as they get through the duties assigned to them. With this backdrop, the present research has been undertaken to study the causes and consequences of stress in different private and public sector companies of Odisha.","PeriodicalId":80241,"journal":{"name":"Training and development journal","volume":"5 1","pages":"138-144"},"PeriodicalIF":0.0,"publicationDate":"2015-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"80170823","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2015-01-01DOI: 10.5958/2231-069x.2015.00002.5
Y. Mandhanya
Human resource as the word suggests is one of the most important factors of production without which no industry can survive. Long-term organisational success depends upon the recruitment, training and development, reward and retention of the right people. Training is beneficial to the organisation performance and specifically it is a core organisational strategy influencing the employee retention and human capital growth. However, there is not enough investment on training activities because some employers view training as an expensive risk. The purpose of this study is to examine the relationship between training and employee retention. The study tries to establish a link between training and development practices followed in the automobile sector as a factor contributing to satisfaction, commitment and retention of employees. Job training can be emphasised as one of the most important factors in retaining employees in any organisation. Our major focus is on the key variables: training decisions, types of training, duration of training, etc. This research is conducted on a sample scale of 300 employees from two companies of automobile sector. The survey showed the relationship of job training and employee retention. According to the findings of research, training has a positive impact on the satisfaction, performance and commitment of employees fostering employee retention.
{"title":"Training and Development Strategies: Motivational Tool for Increasing Employee Retention","authors":"Y. Mandhanya","doi":"10.5958/2231-069x.2015.00002.5","DOIUrl":"https://doi.org/10.5958/2231-069x.2015.00002.5","url":null,"abstract":"Human resource as the word suggests is one of the most important factors of production without which no industry can survive. Long-term organisational success depends upon the recruitment, training and development, reward and retention of the right people. Training is beneficial to the organisation performance and specifically it is a core organisational strategy influencing the employee retention and human capital growth. However, there is not enough investment on training activities because some employers view training as an expensive risk. The purpose of this study is to examine the relationship between training and employee retention. The study tries to establish a link between training and development practices followed in the automobile sector as a factor contributing to satisfaction, commitment and retention of employees. Job training can be emphasised as one of the most important factors in retaining employees in any organisation. Our major focus is on the key variables: training decisions, types of training, duration of training, etc. This research is conducted on a sample scale of 300 employees from two companies of automobile sector. The survey showed the relationship of job training and employee retention. According to the findings of research, training has a positive impact on the satisfaction, performance and commitment of employees fostering employee retention.","PeriodicalId":80241,"journal":{"name":"Training and development journal","volume":"46 1","pages":"15-20"},"PeriodicalIF":0.0,"publicationDate":"2015-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"84649738","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2015-01-01DOI: 10.5958/2231-069x.2015.00007.4
S. K. Rath, S. Tripathy
Corporate restructuring has been the focus of much debate in the past few decades. Research indicates that there are three forms of restructuring: financial, portfolio, and organisational. Business leaders across the globe look at organisational restructuring as organisation-wide intervention to adapt, survive, innovate, grow, enhance performance and improve their competitiveness in a fast-changing environment. The paper attempts to understand the concept, model and practices of organisational restructuring widely prevalent in Indian and global context. The restructuring is a process of making a major change in the organisation structure which involves reengineering, delayering and smart sizing or downsizing to render the organisation flatter, leaner to expedite decision-making, reduce cost to be competitive and do more with less. The paper discusses how organisational restructuring is a tool to drive enterprisewide changes to achieve the strategic objectives. The paper reflects the role of top management, HR, and argues that the restructuring often turns out to be painful experience at the time of downsizing and increased outsourcing. While discussing its impact on firm performance, certain cases in the corporate, MNC and PSU sector have been analysed as to how organisational restructuring becomes a top-management-driven strategic intervention to pave way for survival, turnaround, growth.
{"title":"HR implications of Organisational Restructuring: Concept and Practices","authors":"S. K. Rath, S. Tripathy","doi":"10.5958/2231-069x.2015.00007.4","DOIUrl":"https://doi.org/10.5958/2231-069x.2015.00007.4","url":null,"abstract":"Corporate restructuring has been the focus of much debate in the past few decades. Research indicates that there are three forms of restructuring: financial, portfolio, and organisational. Business leaders across the globe look at organisational restructuring as organisation-wide intervention to adapt, survive, innovate, grow, enhance performance and improve their competitiveness in a fast-changing environment. The paper attempts to understand the concept, model and practices of organisational restructuring widely prevalent in Indian and global context. The restructuring is a process of making a major change in the organisation structure which involves reengineering, delayering and smart sizing or downsizing to render the organisation flatter, leaner to expedite decision-making, reduce cost to be competitive and do more with less. The paper discusses how organisational restructuring is a tool to drive enterprisewide changes to achieve the strategic objectives. The paper reflects the role of top management, HR, and argues that the restructuring often turns out to be painful experience at the time of downsizing and increased outsourcing. While discussing its impact on firm performance, certain cases in the corporate, MNC and PSU sector have been analysed as to how organisational restructuring becomes a top-management-driven strategic intervention to pave way for survival, turnaround, growth.","PeriodicalId":80241,"journal":{"name":"Training and development journal","volume":"11 1","pages":"57-67"},"PeriodicalIF":0.0,"publicationDate":"2015-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"77750953","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2015-01-01DOI: 10.5958/2231-069x.2015.00016.5
Sindhu Varghese, S. Shanker
This paper tries to find out the influence of ‘perceived organisation training policy’, ‘need analysis’, and ‘motivation’ on the transfer of training. A survey was conducted by administering a questionnaire in the select nationalised bank. A stepwise multiple regression was used by regressing the dependant variable ‘Transfer of training’ against predictor or independent variables, ‘perceived organisation training policy’, ‘need analysis’ and ‘motivation’. Transfer of training is to use the knowledge and skill learnt, back on the job. It is also the learned behaviour generalised to the job context and maintained over a period of time in the job. Training can increase individual or organisational performance if what is learned, as a result of training is transferred to the job. The rationale behind this study was to extend the understanding of the transfer of training process by investigating the perceptions of trained employees regarding the relationship between perceived organisation training policy, training need analysis, motivation, on the transfer of training. It has been concluded that the motivation for training in the employees has a very positive effect in the transfer of training along with perceived training policy and need analysis.
{"title":"A Multiple Regression Analysis of Pre-training Factors in a Public Sector Firm","authors":"Sindhu Varghese, S. Shanker","doi":"10.5958/2231-069x.2015.00016.5","DOIUrl":"https://doi.org/10.5958/2231-069x.2015.00016.5","url":null,"abstract":"This paper tries to find out the influence of ‘perceived organisation training policy’, ‘need analysis’, and ‘motivation’ on the transfer of training. A survey was conducted by administering a questionnaire in the select nationalised bank. A stepwise multiple regression was used by regressing the dependant variable ‘Transfer of training’ against predictor or independent variables, ‘perceived organisation training policy’, ‘need analysis’ and ‘motivation’. Transfer of training is to use the knowledge and skill learnt, back on the job. It is also the learned behaviour generalised to the job context and maintained over a period of time in the job. Training can increase individual or organisational performance if what is learned, as a result of training is transferred to the job. The rationale behind this study was to extend the understanding of the transfer of training process by investigating the perceptions of trained employees regarding the relationship between perceived organisation training policy, training need analysis, motivation, on the transfer of training. It has been concluded that the motivation for training in the employees has a very positive effect in the transfer of training along with perceived training policy and need analysis.","PeriodicalId":80241,"journal":{"name":"Training and development journal","volume":"139 1","pages":"134-137"},"PeriodicalIF":0.0,"publicationDate":"2015-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"77948891","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2015-01-01DOI: 10.5958/2231-069x.2015.00015.3
R. Ravi, S. Ramesh
The education has a significant role in shaping the opportunities for the socio-economic development of the individual and groups. Education, in its broadest sense of development, is the most crucial input for empowering people with skills and knowledge and giving them access to productive employment and improve their quality of life. The vocational and occupational skills for their socio-economic development have been mainly main focused to enable the backward and educationally disadvantaged groups of population, particularly neo-literates, semi-literates, SCs, STs, women and girls, slum dwellers, migrant workers etc. The vocational education and training basically consists of practical courses through which one gains skills and experience directly linked to a career in future. It helps students to be skilled and in turn, get access to better employment opportunities. The vocational training and skill development imparted by different institutions run by the government, local body, private aided and private unaided. In this line of efforts, in the year 1965, the Government of India has introduced the scheme in the form of Shramik Vidyapeeth (SVP) under the guidance of UNESCO. It is one of the earlier efforts for the skill development. Since 2000, the Jan Shikshan Sansthan (JSS) is an improved and modified programme of SVP. Currently the country has 274 JSS to provide vocational skill training under the non-formal education system. This JSS is replicable model and its functioning could also be adopted to anywhere in the country. This institution is closely working with industry, both for providing training and also to draw the expertise to conduct training. It is a feasible, flexible and functional model to deliver the skill training programme at micro-level. This paper presents the best practices by the JSS in key functional areas adopted by the selected JSS in Tamil Nadu. The discussion is based on the study conducted by the author in three selected JSS functions in Chennai, Coimbatore and Sivaganga districts.
{"title":"Best Practices in Vocational Training: Case of Jan Shikshan Sansthans in Tamil Nadu","authors":"R. Ravi, S. Ramesh","doi":"10.5958/2231-069x.2015.00015.3","DOIUrl":"https://doi.org/10.5958/2231-069x.2015.00015.3","url":null,"abstract":"The education has a significant role in shaping the opportunities for the socio-economic development of the individual and groups. Education, in its broadest sense of development, is the most crucial input for empowering people with skills and knowledge and giving them access to productive employment and improve their quality of life. The vocational and occupational skills for their socio-economic development have been mainly main focused to enable the backward and educationally disadvantaged groups of population, particularly neo-literates, semi-literates, SCs, STs, women and girls, slum dwellers, migrant workers etc. The vocational education and training basically consists of practical courses through which one gains skills and experience directly linked to a career in future. It helps students to be skilled and in turn, get access to better employment opportunities. The vocational training and skill development imparted by different institutions run by the government, local body, private aided and private unaided. In this line of efforts, in the year 1965, the Government of India has introduced the scheme in the form of Shramik Vidyapeeth (SVP) under the guidance of UNESCO. It is one of the earlier efforts for the skill development. Since 2000, the Jan Shikshan Sansthan (JSS) is an improved and modified programme of SVP. Currently the country has 274 JSS to provide vocational skill training under the non-formal education system. This JSS is replicable model and its functioning could also be adopted to anywhere in the country. This institution is closely working with industry, both for providing training and also to draw the expertise to conduct training. It is a feasible, flexible and functional model to deliver the skill training programme at micro-level. This paper presents the best practices by the JSS in key functional areas adopted by the selected JSS in Tamil Nadu. The discussion is based on the study conducted by the author in three selected JSS functions in Chennai, Coimbatore and Sivaganga districts.","PeriodicalId":80241,"journal":{"name":"Training and development journal","volume":"61 1","pages":"123-133"},"PeriodicalIF":0.0,"publicationDate":"2015-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"82698920","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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