EFFECTS OF INDUCTION TRAINING AND DEVELOPMENT ON EMPLOYEE PERFORMANCE

) DEDICATION (Please fill in this field. It requires your personal information. ) ACKNOWLEDGEMENT (Please fill in this field. It requires your personal information. ) ABSTRACT The global market today is rapidly growing and therefore, insurance companies are striving to grow for them to be equally competitive in the contemporary world by through planned activities. 2 ABSTRACT …………………………………………………………………. 3 TABLE OF CONTENTS ……………………………………………………4 LIST OF TABLES ……………………………………………………………7 LIST OF FIGURES …………………………………………………………. 7 LIST OF ACRONYMNS ……………………………………………………. 8 DEFINITION OF TERMS ……………………………………………………8 CHAPTER I – INTRODUCTION 1. 0 Overview……………………………………………………………………. 9 theoretical framework …………………………………………………………. 10 conceptual framework ………………………………………………………. 14 Chapter II – Literature review and Theoretical Framework 2. 0 Overview ………………………………………………………………………16 2. 1 Induction training and development programs and its goals …………………. 1 Study area…………………………………………………………………………20 3. 2 Research design …………………………………………………………………. 3 Target population………………………………………………………………. 4 study sample and sampling procedures …………………………………………. 5 methods of data collection ………………………………………………………. 1 background information…………………………………………………………23 4. 1 Gender of respondents……………………………………………………. 2 Age of the respondents…………………………………………………………24 4. 3 Job position ……………………………………………………………………24 4. 4 Working experience……………………………………………………………25 4. 0 Introduction …………………………………………………………………………….

1 summary of findings……………………………………………………………………33 5. 1 Role of induction training and development on job performance…………………33 5. 2 Challenges of induction training and development program………………………34 5. 3 Strategies for improving induction training and development programs…………34 5. 3 working experience Table 4. 4 level of education Table 4. 5 distribution of respondents on whether or not they underwent induction training and development program Table 4. 6 distribution of respondents based on who conducts the induction training and development process Table 4. 7 period of induction program Table 4. CHAPTER ONE Introduction 1. 0 Overview This chapter looks at the background of the study, statement of the problems, objectives of the study, research questions, limitations, assumptions, significance and justification of the study alongside theoretical and conception framework. 1 Background of the study The contemporary world is rapidly growing in terms of market and therefore life insurance companies must strive to fit in the globe by being competitive through training, instilling confidence into new employees and also improving its efficacy.

According to Klein and Weaver (2000) induction programs is a training made to introduce new employees to their roles, coworkers and organization. Proper induction programs in turn give employees positive feedback and therefore being an importance focus for various human resource departments globally. It was therefore necessary to conduct this research. 2 Problem statement Many companies in the contemporary world invests a lot in recruiting and training new employees and due to this induction is quite important in ensuring that new employees settle fast and are productive. When it is not done, frustration and high numbers of worker turnover be able to be the results. Studies by various scholars indicate that employers tend to treat new employees as barely welcome strangers forgetting that recruiting and induction is just a half of the task of hiring.

This study therefore assess the effectiveness of induction training and development on employee performance in Life Insurance Company in Nepal. What are the goals of induction programs in LIC Nepal? ii. What is the view of workers on induction programs in LIC Nepal? iii. What are the challenges of conducting induction programs? iv. What strategies can be put in place to enhance induction and what are their likely impacts to employees’ job performance? 1. 4 Significance of the study This study is important to the literature in induction in Nepal. Since this is a case study generalization of the outcome would be allowed to other organizations. The researcher carefully planned the study to overcome the limitations. Theoretical framework Falcione & Wilson (1988); Lester, (1987), Uncertainty Reduction Theory was used as a guide.

This theory states that high level of uncertainty are experienced by new employees, to reduce this certainty, the employee gathers information from various sources so as to comprehend and estimate the work place. This perception has helped as basis to socialize in relations of training strategies and information pursuing, Saks & Ashforth (1997). If induction is properly done, an employee will have positive attitude towards work and hence be productive. This means that induction leads to employee retention, loyalty, job satisfaction and higher contributions. CHAPTER TWO LITERATURE REVIEW 2. 0 Overview This chapter provides relevant information related to the topic of study. It gives the researcher awareness of what has previously been prepared about the research topics so as to identify and address the research gaps.

3 Effects of induction training and development on employee job performance This process results in to reduced employee turnover hence benefiting both the employee and the organization. Nyambegera (2005) states that induction sets a foundation for the new worker’s career with the division. According to McNamara (2004) induction reduces state up cost, reduce anxiety, reduce employee turnover and develops realistic job expectations. 4 Challenges facing induction training and development programs Robbins (2002) states that human resource departments struggle very much to organize effective induction training with to employees with the resources they need to be successful. Some of the challenges facing this program include lack of specified aims and objectives. The second phase has to do with developing curricula content and developing goals and objectives.

In implementing the curriculum, instructions for identifying and selecting materials and delivery strategies of the developed data are discussed. The last phase looks into assessment strategies and solution for improvement. 2 Developing induction training and development programs Specialist can use Mager and Beach’s model to develop an induction program since it provides detailed steps. This model is made up of three phases which are preparation, development and improvement. 8 Summary of the chapter According to various authors, induction training and development helps in socialization and lays a basis for the new employees’ entire career with department. Induction programs provide various benefits among them being reduction of anxiety, employee turnover, startup cost among others. Strategies on improvement of this program have been drawn bases on the challenges faced.

These strategies include training of supervisors and proper planning for the induction process. CHAPTER THREE REASEARCH METHODOLOGY 3. The area is common for mountaineering taking some of the highest peaks in the world and it is separated into three physiographic areas which are Himal, Pahad and Terai. It lies between latitudes 260 and 310 N and longitudes 800 and 890 E. this study was conducted at Life Insurance Company Nepal. This company was established under the Company Act 2053 and Insurance Act 2049 as a public limited Company on 2058/ 01/21 by private investors. It is run by a Board of Directors (BOD) who represents the interests of stakeholders. The stratified sampling technique was used in shaping the exact sample numbers to use. The study population is presented in table 3.

1 below. Table 3. 1 summary of study population Job category Number Returned questionnaires Management 6 6 Supervisors 64 64 Workers 130 130 Total 200 200 All the 200 questionnaires were returned. 8 Data collection procedure A letter from the University was obtained from the researcher introducing her to the management of LIC Nepal. It included purpose of study, time frame and seeking permission to involve the company employees in the study and in person. Data analysis Data was evaluated both quantitatively and qualitatively. It was summarized in the form of occurrence tables, pie charts and graphs. Descriptions targeted factors relating to the effects of induction training and development on employee job performance. Table 4. 1 Distribution of respondents according to gender Gender Frequency Percentage Male 80 40% Female 120 60% total 200 100% This disparity can be attributed to the nature of some jobs like cleaning surfaces within the company which are mostly assumed as preserved for females.

2 Age of the respondents From the figure below age of respondents was classified into four. 20-30 (56%), 31-40 (27%), 41-50 (7%) and 51-60 (10%). Many of the employees are within the age range of 20-30 year, meaning that it has guaranteed youthful employees whom they need to retain due to their high productivity. 3 working experience Working experience Frequency Percentage (%) Less than 1 year 32 16 1-5 years 98 49 5-10 years 24 12 Over 10 years 46 23 Total 200 100 This show that most of the employees have served for 1-5 years and hence had full experience in the company’s culture. 5 Level of education The level of education equips employees with the knowledge of induction training and development in LIC Nepal. The table shows that majority of the employees were diploma holders 142 (71%), 20 (10%) were certificate holders, 10 (0.

5%) had degrees while 6 (0. 3%) had masters. 5 distribution of respondents on whether or not they underwent induction training and development program Answers Frequency Percentage (%) Yes 175 85 No 25 15 Total 200 100 The majority had undergone this program and hence were able to give valid and reliable responses. 1 Induction training and development process This process was conducted by various people in the organization as shown in table 4. 6 below. 150 (75%) indicated that the immediate supervisor conducted the induction process, 15 (7. 5%) said it was conducted by a Human Resource Office officer and 10 (5%) said it was conducted by other employees. 5% No response 25 12. 5% Total 200 100% From these findings, we realize that this program was not given much emphasis due to the short time taken. 3 Place of induction training and development program Majority of the employees 150 (75%) indicated that the process was done in jobs and 25 (12.

5%) said that it was conducted in class. 5) gave no response as shown in above tables. Finally, 120 (60%) agreed, 50(25%) disagreed and 30(15%) were undecided on whether induction training and development inspires new employees to have a good attitude towards the organization. Table 4. 9 goals of induction in the organization statement agreed undecided disagreed F % F % F % Provide new employees with information 160 80% 5 2. 5% Conveys employees expectations 155 77. 5% Relieves the new employees anxieties about the job 200 100% 0 0% 0 0% Inspires the new employee to have good attitude towards the organization 120 60% 50 25% 30 15% The above implies that when the above effects are implemented loyalty would be build. 5 strategies for improving induction training and development programs From the above tables, we realize that a big number 160(80%) advocated that an employee should not be left to learn by themselves, 30(15%) disagreed while 10(5%) were undecided.

Induction on formal classroom was also voted as a good strategy to improve this program by 130(65%), 60 (30%) disagreed whereas 10(5%) were undecided. A big percentage 170(85%) also agreed that other colleagues should not be left to carry out induction programs and instead superior should do it, 25(12. 5%) disagreed whereas 5(2. 5%) were undecided. 6 chapter summary It was found out that when employees undergo induction, job performance is enhanced. The study fulfilled all the objectives of the study by responding to the study questions. For example, it was found out that induction training and development exists in LIC Nepal and employees understood its goals. This statement agrees fully with the conclusion of the study. CHAPTER FIVE SUMMARY, CONCLUSIONS AND RECOMMEDATIONS 5. 2 Challenges of induction training and development program The study found out that lack of clearly stated goals for induction, failure to balance the needs of employee with those of the company, inability to deliver accurate and relevant information to new hires and how to reduce the anxiety amid new hires as some of the main challenges that induction training and development faces.

Managers also raised the challenge of induction training and development as being time consuming and costly. 3 Strategies for improving induction training and development programs The strategies included; providing assistance to new employees and involving the spouse in the program, having induction done by immediate supervisor, giving employees the information they require and taking employees for formal classroom training. Respondents were against letting new employees to learn on their own. 2 conclusions Induction, from the study, fully exists in LIC Nepal and is very effective as it was stated by employees since it meets the goals of induction and it is conducted by the immediate managers and no other employee. IV. Induction should be well planned. V. A clear budget should be set in place to facilitate induction training and development program.

4 Recommendations for further research The study was based on the employees of LIC Nepal only. Armstrong, M. (1998); Human Resource Management: Strategy and Action, Irwin, Boston. Auer, K. (1995) "Smalltalk training as innovative as the environment", Communications of the ACM, Vol. 38 No. Burden, R. , Proctor, T. (2000) "Creating a sustainable competitive advantage through training", Team Performance Management, Vol. 6 No. 5-6 pp90-7. Gale T Bradley, Managing Customer Value (1994), Published in Toronto. Gonchkar, k. P. Impact of training and development on officer’s performance. Oida, 1-10. J. (1997) "Designing effective employee training programmers", Training for Quality, Vol. 5 No. 2 pp52-7. Impact of quality management practice on performance and competitive advantages. A Study of Training and Development and Performance Appraisal Practices and their Job Satisfaction Outcomes in Select Pharma Companies in Goa.

Diss. Goa University, 2016. Zahhly, Jan, and Henry Tosi. "The differential effect of organizational induction process on early work role adjustment. What is your gender? Male [ ] female [ ] 3. What is your job position? Manager [ ] supervisor [ ] non-supervisor [ ] 4. How long have you been employed by the company? Less than 1 year [ ] 1-5 year [ ] 5-10 years [ ] over 10 years [ ] 5. Kindly indicate your highest level of education. PhD [ ] Master degree [ ] Bachelor’s degree [ ] diploma [ ] certificate [ ] Indicate the degree to which you agree with the following statements by ticking as appropriate Table 1; meaning and process of induction Strongly agree Agree Not sure Disagree Strongly disagree 1 It is the process of inducting someone to a post or organization 2 I underwent induction when I joined the company 3 Induction was conducted by my needed supervisor 4 Induction took 1 month, conducted in class and it was effective Table 2; goals of induction program in your company 5 Help employees to have a roadmap to workplace success 6 Build workplace relationship 7 Help employees to know what is expected of them Table 3; challenges facing induction 7 Lack of clearly stated goal 8 Failure to balance the employees and company’s’ need 9 Inability to deliver accurate information to new employee 10 How to reduce employee’s anxiety 11 How to make new employees feel welcomed 12 Lack of reorientation when employees are transferred or promoted Table 4; ; induction can be made more effective by; strategy 13 Giving employees the information they need and when they need it 14 Allowing a two way interaction 15 Having induction done by immediate supervisor.