Education and Training: 1.

Indian journal of Industrial relation: The author of this paper says that the critical area for deriving expected benefits from Training is the measurement of training effectiveness-how well the training inputs are serving the intended purpose. The techniques in social sciences have developed sufficiently to measure mast important aspects of training that contribute to its effectiveness. There are three kinds of training outputs that organization needs to measure. They are; Relating to course planning relevance, comprehension and whatever goes on in the teaching programme and the environment. The utilization of what is tearnt on the job,i.e,transferring the classroom learning to the job in terms of skills,competencies,decision making problem-solving abilities and relationships and the like. The changes in the mind set such as work related attitudes, values, interpersonal competencies and personal attributes. 2. ALFRED (1960) says that for training programme to be effective both the individual needing it and other specialists like training consultants and training managers must be involved in need identification. 3. In the study conducted by RICHARD J.BROSSETIAN (1969) it was reported that when the trainees themselves identify their training needs and design the corresponding programme yield better results. 4. KRAN SETHI (1979) in this study identified the training needs of the middle level Indian managers such as principles of management, communication, leadership training and interpersonal relation. 5. GOLDSTEIN (1980) states that evaluation of training is not merely measuring the improvement in the knowledge ,skills and behavior of participant to what extent the objectives of training are achieving. It goes beyond that, that is it attempts to find out the real worth (or) value of training. 6. SAMSON JOSE (1985) conducted a study on training needs assessment in MRF. The objective as his study were to identify and ascertain their training and development needs keeping in view their present assignment and to suggest the broad out time of formal training programme to meet their needs. The study conducted in two phases. In the first phase training objectives were determined by examining the appraisal and job description. In the second phase, the training climate and behavior were assessed and major problem were determined. The study suggested training in the area such as communication, correspondent, time

management, Interpersonal conflict,planning,managing changes, team building, problem solving and counseling. 7. THARAKESWARE (1996) conducted a study in zonal training school, southern railways, Trichy on the effectiveness of the training programme. The objective of the study was to find the effectiveness of the training programme and it was revealed that the training effectiveness was fount to be only at a moderate level. Identification of training needs is the first element and a critical one in the training activity some of the training functions depend greatly on the correct identification of the needs. Much research has been done in the field in the area of managerial development. 8. RAJASEKARAN (1996) conducted a study on the identification of training needs at BHEL. The need for training to develop their personality, communication skills, leadership qualities, transactional analysis, industrial relation, positive thinking, motivation as they found essential. 9. PENNY HACKET (1997) in his book introduction to training has come out by stating as to now to identify the training needs 10. DAVID SIMMONDS (1998) says formative evaluation is a method of judging the worth of a programme at the end of the programme activities. The focus is on the outcomes of a learning environment. 11. SCOTT. B.PARRY (1998) in his book HUMAN RESOURCE TRAINING has stated the Training does not cost it pay ? HUMAN RESOURCE DEVELOPMENT is an investment and not an expense, with relative ease in elass,using paper and pencil, instrument and simulations, Training is important for every individual in an organization whatever may be the level at which one is working. It is all encompassing and is highly effective mode of changing attitudes on job behavior and increasing general knowledge on work life. 12. RADHAKRISHAN, V.K (1999) in his paper, trainer skills, knowledge and attributes published in the Indian journal of training and development, July September 1999.Optined that one varely succeed at any thing unless one has a commitment and fun together doing it. Without commitment the training will suffer in many ways. In the process of training, absence of enthusiasm and sincerity on the part of trainer cannot be overlooked by the learners may exclude many faculty and failing in their trainers when they recognize their enthusiasm, interest and commitment of trainers enhance their capacity and challenging tasks easier indirectly intrinsic interest and excitement of trainer often helps in changing the attitude of young trainers towards training.

13. AMUDHA.S (2000) has conducted a study to identify training needs and problems of farm women in poultry farming in 10 randomly selected villages of 2 blocks of namakkal

district of tamilnadu, India. It has shown that in a mayority of poultry farm women needs training in area like that vaccination, medication, deworming,debeaking,feed management and identification of poultry diseases. It suggested that a training module should be developed to fulfill their needs and to encourage the entreprenered development among rural.

14. COLLINS, A.B.., (2002) examines stakeholders reactions to the university level industrial training programme available in 2000 at the school of tourism and hotel management. 15. ANKARA, TURKEY and its success in providing a realistic work place experience, the study examines the structure of the industrial training system, Its strengths and weakness and what can be done to improve the system. Specifically age, education and experience do not affect the outcomes of their training while it maybe premature to comment on the impact of the training, periodic supervision, close monitoring and review sessions would sharpen the skills of the balwadi teachers and improve their efficiently. It could be seen clearly from the above discussions that many studies have highlighted the importance of employee training and its consequence on the aspects of the workers and a few studies have focused on the methods and techniques of evaluation of industrial training programmes, further a few studies have narrated the content and coverage of industrial training programmes.The present study is being perceived to observe and analyses the nature,scope,coverage of evaluating employee training programmes in the Neyveli lignite corporation ,Neyveli.

TRAINING NEEDS MAY: 1. 2. 3. 4. 5. Emerge from business plan Arise from departmental objectives Eelete to the maintenance Cone competencies Reflect the gap between the

Actual and the required performance, padmavente: Yella Raddy .N and saxena .K (1997) in their paper on training and its importance have stressed as stated below. The curriculum is the Heart of a training programme and the training methods could be described as the arteries and veins of the training system .through which the

training messages reach the trainees and trainers receive the concurrent feedback on the training programmes from the trainees. The choice of an appropriate training method is required to be guided by the level and background of trainees as well as training curriculum as also the time available for the training,while the appropriate choice of training methods will certainly enhance the effectiveness of a training programme .A mistake in the selection of appropriate choice of training methods is equally like to mar or diminish the effectiveness of a training programme. In the choice of appropriate training methods, there must be emphasis on learning by doing A new training method .Nevertheless should not be tried out merely for the sack of novelty. There must be external evaluation of the training methods for its effectiveness.
Training of the Trainers Building Knowledge Base on Ageing in India: A Series of Programmatic and Research Studies

The Training of the Trainers of the research project Building Knowledge Base on Ageing in India: A Series of Programmatic and Research Studies was held during April 1-6, 2011 at ISEC. This Tot was a collaborative Endeavour of Population Research Centre, Institute of Economic Growth, New Delhi, Population Research Centre, ISEC, Bangalore and UNFPA, New Delhi. Around 20 participants attended the training. The purpose of the training was to provide in-depth understanding of the ageing related concepts, the details of field survey and the basis of gathering information from the respondents. The questionnaire and the manual prepared for the survey was discussed in detail with the participants, who in turn will be organizing similar trainings in their respective states to the investigators so as to ensure quality data collection on various aspects of ageing in India.
MANAGEMENT RESEARCH AND PRACTICE VOL. 3 ISSUE 4 (2011) PP: 77-86

Job satisfaction represents a combination of positive or negative feelings that workers have towards their work. Meanwhile, when a worker employed in a business organization, brings with it the needs, desires and experiences which determinates expectations that he has dismissed. Job satisfaction represents the extent to which expectations are and match the real awards. Job satisfaction is closely linked to that individual's behavior in the work place (Davis et al.,1985). Job satisfaction can be defined also as the extent to which a worker is content with the rewards he or she gets out of his ore her job,particulary in terms of intrinsic motivation (Statt, 2004). Job satisfaction is a complex and multifaceted concept which can mean different things to different people. Job satisfaction is usually linked with motivation, but the nature of this relationship is not clear. Satisfaction is not the same as motivation. Job satisfaction is more of an attitude, an internal state. It could, for example, be associated with

a personal feeling of achievement, either quantitative or qualitative (Mullins, 2005). The term job satisfaction refers to the attitude and feelings people have about their work. Positive and favorable attitudes towards the job indicate job satisfaction. Negative and unfavorable attitudes towards the job indicate job dissatisfaction (Armstrong, 2006). Job satisfaction is a workers sense of achievement and success on the job. It is generally perceived to be directly linked to productivity as well as to personal well-being. Job satisfaction implies doing a job one enjoys, doing it well and being rewarded for ones efforts. Job satisfaction further implies enthusiasm and happiness with ones work. Job satisfaction is the key ingredient that leads to recognition, income, promotion, and the achievement of other goals that lead to a feeling of fulfillment (Kaliski,2007). Job satisfaction is the collection of feeling and beliefs that people have about their current job. Peoples levels of degrees of job satisfaction can range from extreme satisfaction to extreme dissatisfaction. In addition to having attitudes about their jobs as a whole. People also can have attitudes about various aspects of their jobs such as the kind of work they do, their coworkers, supervisors or subordinates and their pay (George et al., 2008). We consider that job satisfaction represents a feeling that appears as a result of the perception that the job enables the material and psychological needs (Aziri, 2008). Journal of business and management research, March 2010 by BECKER 1962,Training given by firms helps in the formation of both general & specific skill, ICFAI journal of organizational behavior January 2005 by ELLIS PWALLER 1982,Trainer who introduces the new employee to the training machine must create a learning atmosphere by helping the new comer to feel comfortable with the machine, ICFAI journal of organizational behavior January 2005 by Brown and read 1984, during the 1980s Japanese management practices clearly indicated that business success based on high standards of performance, which was dependent on a highly trained and developed workforce. ICFAI journal of organizational behavior January 2005 by GOLDSTEIN 1993.Training is a process where in issues such as who should be trained and on what they should be trains are very meticulously planned.

Journal of business and management research march 2010 by BLUNDELL 1999.Training improves an individuals economic welfare in term of employability and wages, increases the firms productivity and competitiveness improves a societys employment situation by making individual employable with relevant skill. Journal of business and management research, March 2010 by SMITH and HAYDON 1999,Trining is also a way to increase organizational commitment of worker, HRM review, June 2002, A dramatic development. by RICHARD WIKES, this article state that, The use and valve of drama based training program professional role players characterize real life people who are very realistic and trainees can objectively learn from the enactment, Thus the study states that the drama based training program, HRM review ,june2002, by SIMONKENT This article states that to make an effective learning, organization should create a right environment for the learners within the work place. Thus the study revealed the importance of learning environment within the work place. Dr.Yuvaraj Training needs and purpose Indian journal of training and development, vol.XXXV No, 4 October-December 2005, The objective for training personnel seem to be refreshed the knowledge skills and attitude of the nature, therefore it becomes necessary to identify training needs of the individual and the organization .Job specification is also used to consider the nature and characteristics of tasks involved in a job, Training more exciting, rewarding and effective.