Journal Press India^®

Author Details ( * ) denotes Corresponding author

Purpose: The present research attempts to study on all the important issue of training climate and the role played by various stakeholders in developing this. Importance of developing favourable training climate and negative impact of unfavourable training climate has been explained with the help of case study method. Design/Methodology/Approach: The methodological approach of this research study is descriptive and the data has been obtained various secondary data sources in thematic form. Findings: The analysis shows that success of training is not merely dependent on quality of trainer rather it is the result of cumulative sum of trainer, trainee and organisational efforts and commitment. Primary responsibility lies with the training manger, as representative of organisation they should ensure proper pre training planning as well as post training support. Research Limitations: The main limitation of the study was that the data was based only on secondary sources. Managerial Implications: The current study would provide impetus to the HR Professionals and policy makers for improving training effectiveness. Originality/Value: This study showcased the original work of the author addresses all the important issue of training climate and the role played by various stakeholders in developing this regard.

Keywords

Training Climate, Corporate Strategy, Training Effectiveness.

1. Armstrong, M. (1995), “A Handbook of Personnel Management Practice”, Kogan Page Limited.
2. Bramley, P., (1989), “Effective Training”, Journal of European Industrial Training, Vol.13, No.7.
3. Chatterjee, D., Kaushik, K.M., Gautam, P., and Shantanu, S. (2001), “Human Capital Valuation: An Improved Model” Management Review Journal, (Sept.), pp.47-55.
4. Crosbie, R. (2005), “Learning the Soft Skills of Leadership”, Industrial and Commercial Training, Vol.37, No.1, pp.45-51.
5. Fill, C. and Mullins, L. (1990), “The Effective Management of Training”, Industrial and Commercial Training, Vol.22, No.1.
6. Flippo, Edwin. B. (1982), “Personnel Management” McGraw-Hill.
7. Lather, A.S. and Sharma, H. (2007), “Focusing on Training Climate for Effective Training Programmes – A Diagnostic Model” published as part of the proceedings of  National Conference on Management by University School of Management Studies, GGS IP University on the  theme of  ‘Corporate Strategies and Innovations in the Emerging Global Economy’, Nov., pp.23-24.
8. Lynton, R.P. and Pareek, U. (1990), “Training for Development”, Sage Publications, pp.184-186.
9. Lynton, R.P. and Pareek, U. (2000) “Training For Organisational Transformation” Sage Publications, pp.14-16.
10. Nickols, F., (1992), “Evaluating Training – There is no Cookbook Approach” ASTD Tool Kit, Washington, D.C., ASTD Press.
11. Pareek, U. and Rao, T.V. (1992), “Designing and Managing Human Resource Systems” Oxford & IBH, pp.196-201.
12.  Pattanayak, B. (1998), “Human Resource Training” A.H. Wheelers, New Delhi.
13. Pattanayak, B. (2001), “Human Resource Management” Prentice-Hall of India, pp.149-154.
14. Tandon, A. and Chhachhi, V. (1996), “Training and Development – The Challenges” Business Today, Vol.5, No.1. Virmani,
15. Virmani, B.R. and Seth, P. (1985), “Evaluating Management Training and Development”, Vision Books.