Need for re-skilltraining towards make in India initiative

Main Article Content

Anita Singh
Rinku Sanjeev

Abstract

With rapid change in global environment and technology, Indian corporate and industry is facing a big hurdle to fill existing jobs due to shortage of skilled manpower. To fill this gap the government has taken ‘Make in India’ initiative for skilling and re skilling manpower. Most of the Indian IT companies have shifted their focus from hiring to training and re skilling their employees at every level to match the needs of their client and make the organization cost effective. Training brings about attitudinal changes, improves skill, and there by improves job performance.

The study attempts to understand attitude of employees towards imparting Re Skilling Training program, whether employees feels that re-skilling training is necessary or they are burdened by it. The basic focus of this paper is to identify the factor that influence employees attitude towards re-skilling. A survey is conducted to attain the objectives of the research. Respondents are the employees working in IT sector. Finding of the study includes that employees agree that re-killing is important for job growth and it also helps them in learning new technology and skills .They are of the opinion that re skilling provides them with better growth opportunities and enhances overall performance of the organization.

Downloads

Download data is not yet available.

Metrics

Metrics Loading ...

Article Details

Section
Articles
Author Biographies

Anita Singh, Institute of Management Studies Ghaziabad

Dr. Anita Singh is currently a Professor in the area of HR at Institute of Management Studies Ghaziabad. She has PhD in the area of Management. She holds a Master of Business Administration and Masters in Personnel Management and Industrial Relations, and EPHRM from IIM-Calcutta. She has published more than 65 articles in reputed journals and International conference proceedings. She is an accomplished Teacher, Trainer and Consultant. Her research interests are in the area of human resource management, organization behavior, employee relations, innovation and creativity, organizational change and development.

Rinku Sanjeev, Institute of Management Studies, Ghaziabad (UP)

Dr. Rinku Sanjeev, PhD, MBA, MA, Associate Professor-Human Resource Management having more than 14 years of experience in industry & academic. She has managed responsibilities in addition to the regular teaching assignment as Associate Editor Journal of IMS Group (Listed in Cabell’s Management Directory, USA). With several research publications and book reviews in National/International Journals, and presented several papers at various National and International Conferences and seminars and written a book titled “Ethics and Values in Business Management”, in 2008, she has been also associated with YMCA as a PhD Co-guide. She has  organized several Conferences, Seminar and MDPs.

References

AL-EMADI, M. A. S.; MARQUARDT, M. J. (2007) Relationship between employees’ beliefs regarding training benefits and employees organizational commitment in a petroleum company in the state of Qatar, International journal of training and development, v. 11, n. 1, p. 49-70.

ALLISON, F. D. (2002) Recruiting, Retaining, and Re skilling Campus IT Professionals, p. 87-88, published by Jossey-Bass, A Wiley Company. Reprinted by permission of John Wiley & Sons, Inc

ARMSTRONG, M. (2006) A handbook of human resource management practice, 9th ed. London: Kogan Page Limited 3. Armstrong M., A handbook of human resource management practice, 11th ed. London: Kogan Page Limited.

BRINKERHOFF, O. R. (2006) Increasing impact of training investments: an evaluation strategy for building organizational learning capability, Industrial and commercial training, v. 38, n. 6, p. 302-307

CANNON-BOWERS, J. A.; SALAS, E.; TANNENBAUM, S. I.; MATHIEU, J. E. (1993) Toward Theoretically Based Principles of Training Effectiveness: A Model and Initial Empirical Investigation, Military Psychology, n. 7, p. 141-164.

CASCIO, W. F. (1988) Applied Psychology in Personal Management. Reston Virginia: Piston Publishing.

ELANGOVAN, R. A.; KARAKOWSKY, L. (1999) The role of trainee and environmental factors in transfer of training: an exploratory framework, Leadership & Organisational development journal, v. 20, n. 5, p. 268-275.

DOBBINS, G. H.; RUSSELL, J. E. A.; LADD, R. T.; KUDISCH J. D. (1995) The Influence of General Perceptions of the Training Environment on Pre training Motivation and Perceived Training Transfer, Journal of Management, v. 21, n. 1, p. 1-25.

GOLDSTEIN, I. L.; FORD, J. K. (2002) Training in organizations: Needs assessment, development, and evaluation (4th Ed.). Belmont, CA: Wadsworth.

KAR, K. A. (2012) Stategic Human Resource Management: An organizational perspective for high performance, International Journal of Business and Management Tomorrow, v. 2, p. 6.

KHAN, A. G.; KHAN, F. A.; KHAN, M. A. (2011) Impact of Training and Development on Organizational Performance, Global Journal of Management and Business Research, v. 11, n. 7.

PETER, A. F.; MARGARET (1993) The Cornerstones of Competitive Advantage: A Resource-Based View, Strategic Management Journal, v. 14, n. 3, p. 179-191.

SMITH, ETAL (1997) Making a difference? How competency –based training has changed teaching and learning (ANTARAC research project) Wagga Wagga : Charles Sturt University.

TSAI, W. C.; TAI, W. T. (2003) Perceived importance as a mediator of relationship between training assignment and training motivation, Personnel review, v.32, n. 2, p. 151-163.