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1. Background of the study

Economic globalization, increasing consumer demand for better quality products or services, explosions in technological advances and constant changes in the business environment have created the need for organizations to continuously provide their employees with certain skills, knowledge and abilities (SKAs) in order to maintain market competitiveness and business survival. Training is an important factor that could facilitate a firms expansion, develop its potentials and enhance its profitability (Cosh, et al, 1998). Human Resource Management (HRM) is a planned approach to managing people effectively for performance. The core activities of HRM are manpower Planning, Recruitment, Performance Management, Training and Development, Staff Relations. Among of these training is the most important act to utilize employees talent and skills. Training include: the improvement of employee job performance, employee development (Burden and Proctor, 2000). Especially for the Multi-national Companys (MNCs) staff training is essential as MNCs operate in a complex and uncertain environment which creates a unique set of organizational, co-ordination and managerial issues for managers . Like others MNCs Ericsson also has a huge budget for employee training. Ericsson is now a top company in the world only because of its personnel so it trusts that people are assets, it motivates its people to be creative and hard work through satisfying them. Actually the company recruits talent people and try to utilize their capability and finally retain them.

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2. Background of the company

Ericsson is a world-leading supplier of telecommunications equipment and related services to mobile and fixed network operators globally. Its 1,000 networks in 140 countries utilize its network equipment and 40 percent of all mobile calls are made through its systems. It has been present in Bangladesh since 1997, to support its customers through a local branch office, Ericsson AB Branch Office Dhaka. At present the countrys largest end-to-end telecommunications solutions provider with complete incountry expertise and support team with a staff-strength of more than 400. Ericsson trusts its employees are its greatest asset. Every employee is important in helping them to reach its vision and goals so every employee counts

3. The problems statement and Significance of the study

The 21st century companies are facing unique competitive, economic and global challenges. With the challenges the global business climate also facing a challenge for managing and employing people. People are one of the key inputs into organizations (Campbell and Butterworth: 2005). Any companys success depends on its manpower. To reach the vision of a company, it has to recruit talent, proactive, innovative, trustworthy and responsive staffs. Then improve their SKAs by training and justify the potential results or feedback from the trained staffs. Training enhances organization performance with employees individual performance. So the main intension of the study is to gain a better understanding of the effectiveness of training those enhance personnels performance in EBL.

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4. Research objectives and questions

From the problem discussion above, the main objective of the research is a general evaluation of EBL to assess its training effectiveness to enhance employees performances. These are the main intentions why the research is done: i. ii. iii. iv. To evaluate the effectiveness of training in EBL Assessing the effectiveness of training motivation in EBL Scrutinize the relationship between employee perceived training effectiveness and job satisfaction in EBL To identify the EBLs training strategies performances? The following three research questions have been developed in order to support the objectives of the study in the best way possible. The following research questions will be explored in the study: i. ii. Does training enhance employees performances? How employees could be utilized for the betterment of the organization via effective training? for enhancing employees

5. Review of Literature
5.1 Definition of Training Cascio (2003) stated training consists of planned programs designed to improve performance at the individual, group or organizational levels. It is a learning experience in that it seeks a relatively permanent change in an individual that will improve the ability to perform on the job. it includes experiences intended to meet essential job requirements, update skills, prepare people for career movement of any kind, rectify knowledge or skill deficiencies, and evoke new insights or even create new knowledge (Rothwell & Kazanas, 2003). Its main purpose is workplace is to develop the abilities of the individuals and to satisfy the present and future needs of the organization.

Page 4 of 34 5.2 Types of training According to Robbins (2005) training can include everything from teaching employees basic reading skills to advanced courses in executive leadership. There are four general skills categories:

Figure 1: Skills categories of training Source: Robbins, 2005. Pp.521 5.3 Training Methods According to McConnell (2005) there are two procedures of training and these are 1) Internal training & 2) External training. Internal training is that training offered and conducted by the organization. External Training is also job-related, but an external source rather than the organization itself. There are two methods of training;

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Figure 2: Training Methods Source; Beardwell et al., 2004 5.3.1 On-the-job training: Training a person to learn a job while working on it. it is planned, organized, and conducted at the employee's worksite. i. ii. Coaching or Understudy method: Coaching is is considered as a remedial method for inadequate performance. Sitting by Nellie and learning by doing: these traditional methods are used to teach new skills and methods to employee and they can be very effective.

Page 6 of 34 iii. Mentoring: Mentoring provides guidance and clear understanding of how the organization goes to achieve its vision and mission to the junior employee. It is not as structured and regular than in coaching. iv. Shadowing & Job rotation: It usually aims to give trainee managers a feel for the organization by providing experience of working in different departments. v. E-learning: a more recent concept of the informational and learning exchange environment is electronic learning (Beardwell et al, 2004). 5.3.2 Off-the-job training: It can involve both theory and practical training and may comprise assessment and examinations. But it may not provide as much transfer of training to the actual job as do on the job program (Fisher et al, 2005). There are some methods of off-the-job training;

Table 1: Off the training methods

Page 7 of 34 5.4 Importance of Training Training is used to improve employee performance which leads to improved business results. Various authors pointed out many advantages of training. Summary of which are as follows:

i.

Supply of talent: Training is a way to create a supply of talent within the organization through structured but flexible long-term individual development plans . It creates a pool of qualified applicants in the right numbers and with the right skills for higher-level jobs inside an organization.

ii.

Equipping individuals with the knowledge, skills, and attitudes: training is an important and useful tool for equipping individuals with the knowledge, skills, and attitudes.

iii.

Retention of potential talent: Employee switching may lead to a loss of human resources weakening competitive positions. Training reduces employees switching.

iv.

Increase ability: Job-related training increases an employee's ability to perform job related tasks. As Job satisfaction is an important motivator for employee performance and is negatively related to turnover so to satisfy employees through training is really very important.

v.

Help to meet commitment: Company commitment to the training needs of its employees positively influences employee satisfaction, leading to an increase in employee motivation and an increase in retention and such commitment culminates in employee exposure to quality job-related training, leading to better employee morale, an increased sense of employee achievement and accomplishment.

vi.

Lead to productivity: Bartel (1994) had used a value-added measure of productivity and found that the introduction of new training programs led to a productivity gain of 18.86% over three years and this gain applied across the board to low performing and high performing companies.

vii.

Employee loyalty: Training employees leads to increased employee satisfaction, facilitates the updating of skills, leads to an increased sense of belonging and benefit, increased employee loyalty to the organization.

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The worlds top companies for instance IBM, Accenture, Intel and Lockheed Martin alone each spend in excess of $300 million a year on employee training (Robbins: 2005). 5.5 Disadvantages of training Ineffective implemented training may disadvantageous for employee and organization both: Training can be a financial drain on resources; Ineffective training may expensive for development and testing, expensive to operate. It often takes people away from their job for varying periods of time so it may create irregularity Equips staff to leave for a better job: trained people may leave the job to join in another better. 5.6 A systems model of the training cycle Cole (2005) states that to contribute to the organizations overall goals training programs should be developed systematically. There is an Instructional Systems Design (ISD) how the organization recover its haphazardness and failure possibilities of training.

Figure 3: an instructional Systems Design Model

Page 9 of 34 Source; Fisher et al., 2005 pp. 372 5.7 Training, employees performances and organizational performance: According to Harrison (2000), learning (training) is a variable that may have a positive effect on organizational performance and is considered to be a key element to the attainment of organizational goals. This becomes clearer by examining Bramley's individual model of training:

Figure 4: Bramley's individual model of training The model dictates that the organization should recognize that its employees are not effective and a change should be attempted in their knowledge, attitudes and skills. According to Swart et al. (2005) an individual improvement will be contingent on the quality of the training program, the motivation of the individual and the individual's needs. The model generally assumes that employee knowledge, skills and attitudes will change by the adoption of a training program and if the employee believes, there is an improvement in his knowledge and skills; there will be an increase in the person's individual performance.

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6. Methodology
6.1 Research Purpose According to Saunders et al (2003) the most commonly used classification of purpose of research is; exploratory, descriptive and explanatory. Descriptive Research: Descriptive research design is used to develop snapshot of a particular situation. Generally things are described by providing measures of an event or activity. It focuses to describe a particular situation. Exploratory Research: Exploratory research includes exploring or searching through problem or solution to provide insights and understanding. Explanatory Research: According to Saunders et al (2003) an explanatory study aims to establish casual relationships between variables. The study is mainly descriptive because descriptive data has been collected through detailed interviews and library studies. But it will also move into the exploratory and explanatory stages as the study is done to gain a deeper understanding the effectiveness of human resource training to enhance employees performances in Ericsson Bangladesh Limited. 6.2 Research Approach: According to Maxwell (1996) the qualitative or quantitative approaches are used for the collection and analysis of the empirical data. Qualitative Method: A qualitative approach is used to find a deeper understanding of the area studied. A qualitative methods purpose is to create a holistic view of the problem. Quantitative Method: A quantitative approach involves a statistical analysis of the collected data. Data used in this approach is based on numbers and variables and as a result it is easier to communicate the results (winter, 1992).

Page 11 of 34 For the study combining the quantitative and the qualitative methods has used. A qualitative research is suitable to understand which variables affect employees performance and why this is the case. A quantitative research is suitable to support the qualitative research and give the major characteristics and patents of a population. 6.3 Research Strategy Research strategy will be a general plan of how researcher will go about answering the research questions that have been set by researcher . According to Yin (1994) there are five primary research strategies, in the social sciences: experiments, surveys, archival analysis, histories, and case studies;
Strategy Experiment Survey Archival analysis History Case study Source: Yin, 1994 Form of Question How, why research Requires control over Focuses on behavioural events? contemporary events? Yes Yes Yes Yes/No No Yes

Who, what where, how No many, how much Who, what where, how No many, how much How, why No How, why No

Table 2: Summery of research strategies Since the type of the study is combining of exploratory, descriptive and explanatory and the aim of the study was to collect answers from large scales of sample (senior level managers, general employees and trainer) among EBL in order to formulate the answer of the investigated problem, so the study mainly conducted by survey. Meanwhile, survey is more appropriate method in order to gain a better understanding of the research area in quantitative study. 6.4 Data Collection Two types of data can be collected, primary and secondary data. Primary data is recognized as data that is gathered for a specific research in response to a particular problem through interviews, questionnaires or observations. Whereas secondary data information can be obtained through various kinds of documents, e.g., research reports, annual reports, books,

Page 12 of 34 and articles (Wiedersheim-Paul and Eriksson, 1999). In this work both type of data have been used. A questionnaire has been used as the main source of data collection (primary data) (For questionnaire please refer Appendix A). For this literature review secondary has been gathered from various books, news articles, surveys done by different agencies, news paper. 6.5 Sample Selection Sampling is selecting some of the elements in a population; researchers may draw conclusions about the entire population. Traditional sampling method can be divided into two broad categories: probability and non-probability sampling (Samouel et al, 2003).

Figure 5: Sampling Methods Source: Samouel et al, 2003 Probability: In probability sampling, sampling elements are selected randomly and the probability of being selected is determined ahead of time by the researcher (Hair et. al., 2003). Non-probability: the aim of being statistically representative of the population (Samouel ,

Page 13 of 34 2003). According to Samouel et al., (2003) most common non-probability sampling methods are Convenience sampling, Judgment sampling (Researchers judgment is used to select sample element and it involves for a specific purpose) and Quota Sampling (Samouel, 2003). For the study sample has been selected from the Ericssons staffs because it took less time to conduct research. Sample was selected by using judgment because is more convenience and low cost involvement. Samples sizes are;

Samples Senior level managers General employees Trainers of EBL Total samples

Size 20 100 4 124

Table 3: Sample size 6.6 Data Analysis According to Yin (2003, p.109) data analysis consists of examining, categorizing, tabulating, testing or otherwise recombining qualitative evidence to address the initial propositions of a study. For quantitative data analysis, statistical softwares for analysing data SPSS 13.0 for windows and Microsoft Office Excel 2007 were used for data input and analysis. The statistics results were presented by graphical form with detail descriptions.

7. Data Analysis
7.1 General information of the respondents

Page 14 of 34 In this section the data related to general specifications of respondents such as sex, income, position in the company. respondents. 7.2 Analysis the Questionnaire of senior level managers (sample size 20) Question 1: General questions to senior level managers.. Table 3: General questions to senior level managers Question 2; do you feel EBL has adequate facilities to develop its human resources? Here 90% of respondents said- yes EBL has adequate facilities to develop its human resources but 10% respondents said that it does not have enough facilities it should consider many other facilities for its human resources development. Ericsson believes employees are its greatest asset. So EBL provides the better facilities to its human resources development to utilize employees skills and talent. The employees are provided with training and development programs on a regular basis in a multi-technology environment. Question 3; do you feel there is adequate emphasis on developing managerial capabilities of the managerial staff through training? APPENDIX B provides Demographic Information of the

General questions to Senior level managers a. Approximately how many employees does your organization have? b. How much money EBL budget for the T&D? c. Approximately how many employees are trained yearly? d. Does HR department conduct briefing and debriefing sessions for employees sponsored for training? e. Is the company's management is committed to training and development?

Responses 800 employees 5 million Almost 400 Yes Yes

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Here 40% respondents strongly claimed that there is adequate emphasis on developing managerial capabilities of the managerial staff through training and 50% respondents agreed with them but 10% respondents were totally disagree with them and said EBL does not have adequate emphasis on developing managerial capabilities of the managerial staff through training. Basically managers supervise other personnel of the organization so they should have adequate managerial capabilities. They also support and assist employees development by discussing, documenting and implementing their development plan. EBL has adequate importance on developing managerial capabilities of the managerial staff through training. It provides local and foreign training to its managers. But sometimes it may not provide training in special circumstance. Question 4; Do you think that employees are sponsored for training programmes on the basis of carefully identified development needs? To answer this question, 60% respondents strongly stated that employees are sponsored for training programmes on the basis of carefully identified development needs and 20% respondents also supported them but 10% were not agreed with them. And other 10% respondents could not answer of the question and they did not give any clear opinion. They said it varies on basis of different cases. Question 5; How true is that induction training is given adequate importance in EBL?

Page 16 of 34 Here 80% respondents claimed that it is somewhat true that induction training is given adequate importance in EBL and 10% of respondents said it is true to a great extent but another 10% alleged that it is a little true. Induction training is absolutely vital for new personnel at organization. Good induction training ensures new personnel are retained, and then settled in quickly and happily to a productive role. That is why induction training is given adequate importance in EBL. Colleagues and senior level managers generally help during induction training. Question 6; Is it true that senior managers take interest and spend time with the new staffs during the On-the-Job training? In EBL, senior managers take interest and spend time with the new staffs during the On-theJob training if it is needed. To answer this, question 80% respondents claimed it is somewhat true that senior managers take interest and spend time with the new staffs during the On-theJob training and another 20% said it is a little true. Question 7; How would you rate the quality of training programs in your organization?

45% respondents stated that EBLs training programmes are very good and 50% also support them to claim that the programmes are good but another 5% stated that the programmes are neither good nor bad. EBL provides quality training programmes to its personnel and it is a world-leading supplier of telecommunications equipment and related services to mobile and fixed network operators globally because of its expert human resources and hi technology. Question 8; How would you indicate a training area most important to your development over the next two years?

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To indicate a training area most important to EBL development over the next two years 20% respondents suggested that the organization needs technical/professional training more but 80% suggested that they should management development more for future. In any organization management development should be the main focus of training programmes. As organized management can reach the companys goal or vision so EBL has to focus on management development as well as technical training in future. Question 9: How would you rate the effectiveness of EBL training programs to enhance organizational performances? Here 50% respondents rate the effectiveness of EBL training programs to enhance organizational performances as very good and 50% also rate as saying good. According to Harrison (2000), training is a variable that may have a positive effect on organizational performance and is considered to be a key element to the attainment of organizational goals

Page 18 of 34 Question 10; How satisfied are you with your overall experience of working in EBL to enhance your performance or skills?

Here, 40 % respondents are satisfied with their overall experience of working in EBL to enhance your performance or skills. However 50 % are very satisfied with their overall experience of working in EBL to enhance your performance or skills. Ericsson Training Programs is value-for-money training that enhances internal competence, giving personnel a strong base of in-house, leading-edge skills and expertise. But another 10% are either satisfied or dissatisfied with their overall experience of working in EBL to enhance your performance or skills.

7.3 Analysis the Questionnaire For general employees or line managers (sample size 100 persons)

Question 1; How would you rate the training process of the company for employees?

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To answer the question 80% respondents stated that the training processes of the company for employees are very good and another 20% supported them saying that the processes are good. EBL delivers different training programmes to all its employees based on their needs. To attract and retain motivated professionals who perform to their full potential, EBL offers a unique employee value proposition such as one that encourages individual drive and achievement while also focusing on how every employee can contribute to, and benefit from, their collective strengths. So it is clear that EBLs training program is really good according to its employees. Question 2; do you agree with the following statement By receiving training, one can enhance his/her performances and also overall companys performance very well? About 62% respondents were agree with the statement By receiving training, one can enhance his/her performances and also overall companys performance very well, 35% strongly agreed with the statement, 2% were uncertain to answer the question but 1% respondents claimed disagree with the statement. EBL believes that By receiving training, one can enhance his/her performances and also overall companys performance very well. Question 3; How important training affect your performance towards your job?

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To anwer this question, 75% respondents claimed that training affect our performance towards our job highly important, 22% stated it as important, 2% said as average and 1% stated as less important. As EBL provide training based on needs assessment of employee so the training enhances job related knowledge and employees can work properly. Question 4; Are you satisfied with the quality of training and development that you receive for your current position in the company? 76% respondents are very satisfied with the quality of training and development that they receive for their current position in the company and 20% are satisfied. However 2% are neither satisfied nor dissatisfied on the other hand 2% are dissatisfied with the quality of training and development that they receive for their current position in the company. Employees receive training identifying their development needs. EBL utilizes their resources globally, promote global networking, and anticipate employees to work across organizational and national boundaries. It encourages international careers and job rotation to reinforce EBLs global approach.

Question 5; Do you agree with the following statement that On-the-job Training is better than off-the-job training?

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98% respondents strongly agreed with the following statement that On-the-job Training is better than off-the-job training and another 2% also agreed with them.. As OJT provides practical knowledge about the job so we can say On-the-job Training is better than off-thejob training. Question 6; Do you agree that EBLs training are implemented, including cultural awareness, communication and conflict resolution? 13% respondents are strongly agreed that EBLs training is implemented, including cultural awareness, communication and conflict resolution, 85% are agreed but 1% is uncertain about this and another 1% claimed as disagree. Ericsson is a truly global company and therefore has to communicate globally, and so its employees have the opportunity to work with different cultures and travel to all sorts of wonderful places. Ericsson is less hierarchical an organization and is very informal compared to lots of other companies - there are no barriers to communication. To cope up with multi-cultural challenges the company offer some special training programme so EBLs training are implemented, including cultural awareness, communication and conflict resolution

Question 7; Are you satisfied with how your supervisor has worked with you to create a development plan for a future position at the company?

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Managers are very focused on development and the next stage in each person's career they're not scared to lose an individual; they're focused on how they can move him or her forward and benefit the whole company. Here, 66% respondents are very satisfied with how your supervisor has worked with you to create a development plan for a future position at the company, 20% are also satisfied, 7% did not comment specifically on it and they just said we are neither satisfied nor dissatisfied but 5% are dissatisfied and 2% respondents are very dissatisfied. Question 8; Do you agree with the following point Training development is positively significant with your (employee) satisfaction?

To answer this question, 15% answerers were strongly agreed and 74% were agreed with the following point Training development is positively significant with our satisfaction. However 6% respondents claimed as disagree and 5% are vague. In EBL employees are

Page 23 of 34 sponsored for training programmes on the basis of carefully identified development needs so employees can improve their weaknesses or lacking through training. So employees believe that Training development is positively significant with their satisfaction.

Question 9: Does training increase your level of commitments towards organization? Here 98% answerer said yes training increase our level of commitments towards organization but 2% were disagree with them. career development, employee evaluation of appraisal practices, and assessment of the benefits offered by the organization have an effect on both affective and normative commitment, while training was found not to contribute to the increase in employee commitment.

Question 10: How would you rate the training motivation of EBL?

50% respondents stated their training motivation is good but 25% stated bad, another 25% neither good nor bad. So organization should more concern on training motivation as the more motivated the trainee, the more likely he/she are to reap the intended benefits from the training experience (Noe and Wilk, 1993). 7.4 Analysis the Questionnaire For trainer (sample size 4)

Page 24 of 34 Question 1; what are the training methods does EBL deliver to its employees and managers? EBL delivers on the job trainings, local seminars, workshops, foreign seminars and workshops to all its employees. Generally, on the job trainings help people to develop their knowledge on the ongoing business scenarios and internal work processes. Formal trainings and workshops enhance knowledge more on general level such as products, skills such as communication skills; excel knowledge, VAT & tax knowledge etc. Providing training is a continuous process which the company believes help employees to grow as professionals with the organization. Question 2; what are the draws back of the training process? On the job training has more scope of interaction and feedback whereas formal trainings may not have that. In EBL formal training is proposed for an employee when other forms of development are deemed ineffective. Question 3; Are there any other training areas EBL should consider? Please list: EBL should consider; Organizational attachments and Job rotation. Job rotation usually aims to give trainee managers a feel for the organization by providing experience of working in different departments. It provides the employees with opportunities to widen the horizon of knowledge, skills, and abilities by working in different departments, business units, functions, and countries (Beardwell et al., 2004).

8. Conclusion

Page 25 of 34 8.1 Research Questions The majority of employees today expect to be trained and they trust that training is very much effective to enhance their skill and satisfy them. In this chapter the research questions would be answered: Question 1; does training enhance employees performances? Training is a variable that may have a positive effect on organizational performance and is considered to be a key element to the achievement of organizational goals as organizational performance is depends on its human resources performance. However EBL adopt a training activity as a solution to lagging performance presupposes that this performance problem, i.e. this gap between the desired and the actual performance, is due to lack of training. Its management ought to adopt training interventions to bridge this gap. Bridging the performance gap involves adopting a particular training intervention aiming at changing specific skills and attitudes of the employees. As the employee believes, there is an improvement in his knowledge and skills; it may be safe to also assume that, there is an increase in the person's individual performance. Through training the person's competencies will be reinforced and will enable him to execute the tasks assigned effectively and efficiently. As a result there will be an increase in the overall performance of the organization. In EBL about 97% employees believe that By receiving training, one can enhance his/her performances and also overall companys performance very well. As EBL provide training based on needs assessment of employee so the training enhances job related knowledge and employees can work properly.

Question 2: How employees could be utilized for the betterment of the organization via effective training? To the extent that employee training programs are effective, organizations are able to avoid wasteful spending and improve performance and productivity. It is clear that training improve employees performance so training is also effective to utilize other inputs as human resources are run or work the other inputs of the organization. For betterment of the organization the employees who perceived training utilize other management resources very efficiently.

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Figure 7:1 Key management resources Source: Davies (2001) When an employee perceived training effectively then he can apply it in its new or complicated methods. They can use job materials as skilled. Within a short time (Minutes) they can perform his job even in low cost (Money) than other employees who did not perceive training. An effective worker can work more and in an organized way. EBL know how to help employees to utilize other management resources for betterment of the organization. People are the controller of other factors. So, if organization can develop, train or utilize its human resources then they can work others elements very efficiently and effectively. 8.2 Justification of research objectives In this part it would be revealed that how the research objectives are met Research objective 1: to evaluate the effectiveness of training in EBL According to the respondents EBL provides very good training to its senior level manageress and also employees and that affect their job performance very much. EBL utilizes its human resources talent and increase productivity providing different training programs to its staffs. EBL training program is very much effective as it evaluates every employees performance through IPM process and provides proper training to resolution staffs SKAs lacking. EBLs

Page 27 of 34 training helps them reduce their anxiety or frustration, brought on by work demands, that they are not familiar with, and they are lacking the skills to handle effectively. Research objective 2: Assessing the effectiveness of training motivation in EBL Generally motivation is a characteristic of an individual willing to expend efforts toward a particular set of behavior. From a training context, motivation can influence the willingness of an employee to attend the training program and to transfer what they learn in the program onto the job. Thus, it is likely that trainees cannot reap the full benefits of training without considering training motivation. Trainees who possess higher training motivation will demonstrate more training effectiveness than those who have low motivation. EBL motivate its employees through training, its personnel prefer being trained then they prefer finding out things with themselves. EBL should concern on training motivation more because only 50% employees are happy with their training motivation. Research objective 3: Scrutinize the relationship between employee perceived training effectiveness and job satisfaction in EBL Job satisfaction is an important motivator for employee performance and is negatively related to turnover, so to satisfy employees training is really very important in EBL. About 90% managers are satisfied with their overall experience of working in EBL to enhance their SKAs. Research objective 4: To identify the EBLs training strategies for enhancing employees performances? EBL delivers on the job trainings, local seminars, workshops, foreign seminars and workshops to all its employees. It delivers training based on its Individual Performance Management process where every employee has an individual performance goal. EBLs training is implemented, including cultural awareness, communication and conflict resolution. So EBLs training strategies for enhancing employees performances are very much effective. EBL provides effective training to employees that is co efficiently related with employee performance, job satisfaction, employee commitment and training motivation etc. according

Page 28 of 34 to respondents it should be more concerned on training motivation. But overall training process is very good and satisfactory to enhance employees performances.

9. Recommendations
Within the framework and limitations of this study and based upon the findings and conclusions of this study, the following recommendations are specifically directed to the EBL in terms of effective employee training development process design.

EBL should introduce updated programs such Organizational attachments and Job
rotation to get higher outputs from its human resources concerning on training costs.

Enhance the scope of interaction and feedback of its formal training. The supervisors and senior managers should act as a team leader in the directing
subordinates

More concern on training motivation EBLs training program may concern more on cultural awareness, communication
and conflict resolution

More importance should be given on management and technical training programs. Induction training should be given adequate importance in EBL Refine the criteria for approval of training classes to ensure consistency and fairness
for all employees.

EBL may open a university like Motorola University that created a new internal
institute named College of Learning Technologies (CLT) to develop employees educational delivery systems through satellite, Internet and virtual classrooms.

Reference List
1. BEARDWELL, IAN; HOLDEN, LEN; & CLAYDON, TIM. (2004). Human Resource Management; A contemporary Approach. 4th edition. Prentice Hall; New York. 2. Burden, R. and Proctor, T. (2000). Creating a sustainable competitive advantage through training. Team Performance Management 6(5,6)

Page 29 of 34 3. Campbell, David and Butterworth-Heinemann, Tom, Craig. (2005). Organisations and the Business Environment. 2nd edition. 4. Cascio, Wayne. F. (2003). Managing Human Resource. 6th edition. Tata McGrawHill Publishing Limited; New Delhi. 5. Cosh, A, Duncan, J & Hughes, A 1998, Investing in training and small firm growth and survival: an empirical analysis for the UK 1987 1997, DfEE research report RR36, HMSO, London 6. Fisher, Cynthia. D. Schoenfeldt, Lyle. F. & Shaw, James. B. (2005). Human Resource Management. 5th edition. Biztantra; New Delhi-110002 7. McConnell, John H.( 2005). How to Develop Essential HR Policies and Procedures. AMACOM . 8. Robbins, Stephen P. (2005). Organizational Behavior. 11th edition. Prentice-Hall of India Private Limited: New Delhi- 110001 9. Rothwell, William J. and Kazanas, H.C. (2003). Planning and Managing Human Resources: Strategic Planning for Human Resources Management , Second Edition. HRD Press Samouel,P. (2003), " Essentials of Business Research Methods ." USA. Wiley and Sons. 10. Saunders,M., Lewis,P. and Thornhill,A. (2003), "Research methods for business students " 3rd ed. Harlow: Prentice Hall 11. Swart, J., Mann, C., Brown, S., Price, A. (2005), Human Resource Development: Strategy and Tactics, Elsevier Butterworth-Heinemann Publications, Oxford, 12. Yin,R.K. (2003), "Case Study Research Design and Methods" 3rd edition Sage: Thousand Oaks

Appendices
APPENDIX A: Questionnaire For senior level managers (sample size 20) Question 1: General questions to senior level managers.. a. Approximately how many employees does your organization have?

Page 30 of 34 How much money EBL budget for the T&D? Approximately how many employees are trained yearly? Do you feel EBL has adequate facilities to develop its human resources? Is the companys management is committed to training and development? a. Yes b. No Question 2; do you feel EBL has adequate facilities to develop its human resources? a. Yes b. No Question 3: Do you feel there is adequate emphasis on developing managerial capabilities of the managerial staff through training? a. Strongly agree b. Agree c. Uncertain d. Disagree e. Strongly disagree Question 4; Do you think that employees are sponsored for training programmes on the basis of carefully identified developmental needs? a. Strongly agree b. Agree c. Uncertain d. Disagree e. Strongly disagree Question 5; How true is that Induction training is given adequate importance in EBL? a. Not at all true b. A little true c. Somewhat true d. True to a great extent e. Very true Question 6 ;Is it true that senior managers takes interest and spends time with the new staff during the On-the-job training? a. Not at all true b. A little true c. Somewhat true d. True to a great extent e. Very true Question 7; How would you rate the quality of training programmes in your organisation? a. Very good b. Good c. Neither d. very bad e. bad Question 8; How would you indicate a training area most important to your development over the next two years? a. Market training b. Technical/professional training c. Management development d. Presentation skills training b. c. d. e.

Page 31 of 34 e. Foreign language training If others please mention that.. Question 10: How would you rate the effectiveness of EBL training programs to enhance organizational performances? a. Very good b. Good c. Neither d. very bad e. bad Question 11; How satisfied are you with your overall experience of working in EBL to enhance your performance or skills? a. Very satisfied b. Satisfied c. Neither satisfied nor dissatisfied d. Dissatisfied e. Very Dissatisfied For general employees or line managers (sample size 100 persons) Question 1; How would you rate the training process of the company for employees? a. Very good b. Good c. Neither d. very bad e. bad Question 2; Do you agree with the following statement By receiving training, one can enhance his/her performances and also overall companys performance very well? a. Strongly agree b. Agree c. Uncertain d. Disagree e. Strongly disagree Question 3; How important training affect your performance towards your job? a. Highly important b. Important c. Average d. Less important e. Not important Question 4; Are you satisfied with the quality of training and development that you receive for your current position in the company? a. Very satisfied b. Satisfied c. Neither satisfied nor dissatisfied d. Dissatisfied e. Very Dissatisfied Question 5; Do you agree with the following statement that On-the-job Training is better than off-the-job training? a. Strongly agree

Page 32 of 34 b. Agree c. Uncertain d. Disagree e. Strongly disagree Question 6; Do you agree that EBLs training are implemented, including cultural awareness, communication and conflict resolution? a. Strongly agree b. Agree c. Uncertain d. Disagree e. Strongly disagree Question 7; Are you satisfied with how your supervisor has worked with you to create a development plan for a future position at the company? a. Very satisfied b. Satisfied c. Neither satisfied nor dissatisfied d. Dissatisfied e. Very Dissatisfied Question 8; Are Human relations competencies are adequately developed in your organisation through training in human skills? a. Strongly agree b. Agree c. Uncertain d. Disagree e. Strongly disagree Question 10: Do you agree with the following point Training development is positively significant with your (employee) satisfaction? a. Strongly agree b. Agree c. Uncertain d. Disagree e. Strongly disagree Question 11 ; Does training increase your level of commitments towards organization? a. Very good b. Good c. Neither d. very bad e. bad Question 12: How would you rate the training motivation of EBL? a. Very good b. Good c. Neither d. very bad e. bad For trainer (sample size 4) 1. What are the training methods does EBL deliver to its employees? 2. What are the draws back of the training process? 3. Are there any other training areas EBL should consider? Please list

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Appendix B: Demographic Information of the respondents

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Questions for Senior level Managers

Variables Gender Age Total Income Total Variables Gender Total Age Total Income Total Variables Gender Total Age Total Measuring Group Male Female 27-35 35-45 Measuring Group Male Female 25-35 36-48 20000-50000 50000-100000 Measuring Group Male Female Total 30-40 40-50 100000-150000 150000-250000 Frequency 18 2 20 13 7 20 5 15 20 Frequency 85 15 100 70 30 100 51 49 100 Frequency 4 0 4 2 2 4 Percentage % 18 2 20 13 7 20 5 15 20 Percentage % 85 15 100 70 30 100 51 49 100 Percentage % 4 0 4 2 2 4

Questions for general employees (Sample 100)

For Trainer (Sample 4)