Strategic factors in evaluation of induction training effectiveness an exploratory study of Nepali bank managers

Abstract

The paper investigates the strategic HRD factors affecting the evaluation of induction training effectiveness in Nepali banks. Based on the recent survey (February-March, 2012) on 104 low and middle-level managers of Nepali development banks established from June 2001 to June 2010, the study found induction training as most effective in terms of ‘learning,’ and least effective on the ‘Behaviour-change’ criterion. The study also found significant impact of strategic factors on training effectiveness, and that the regression model fits the data well to emphasise strategic HRD factors influence induction training evaluation. The findings of the study should prove instrumental in providing important strategic inputs to human resource managers and HRD-professionals in designing and delivering the induction that should effectively apprise and develop the employees, inter alia, about the organisation, work culture and expectations.

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