Table 14 Hypotheses and the results.

From: Evaluating the effectiveness of training of managerial and non-managerial bank employees using Kirkpatrick’s model for evaluation of training

S No

Hypotheses

Status

H1

There is a difference in reactions to different forms of training (On the Job, Off the Job, and Special training) for managerial and non-managerial employees.

Empirically Supported

 

H1a: There is a difference in reactions to different forms of training (On the Job, Off the Job and Special training) for managerial employees.

 
 

H1b: There is a difference in reactions to different forms of training (On the Job, Off the Job and Special training) for non-managerial employees.

 

H2

There is a difference in the learning ability of managerial and non-managerial employees for the four perspectives, viz. financial, internal business process, customer, and growth (social and environmental) perspectives.

Empirically Supported

H3

The reactions to the training (Level 1) has a significant influence on learning (Level 2)

Empirically Supported

 

H3a: The reactions to the training (Level 1) has a significant influence on learning (Level 2) for the managerial employees.

 
 

H3b: The reactions to the training (Level 1) has a significant influence on learning (Level 1) for the non-managerial employees.

 

H4

There is a difference in the Behavioral changes of managerial and non-managerial employees w.r.t to the factors influencing the functioning of the banks (Digitalization, Demonetization, Job Enrichment, and Consolidation of Banks).

Empirically Supported

H5

Learning (level 2) has a significant influence on Behavioral changes (level3) of the managerial and non- managerial employees.

Empirically Supported

 

H5a: Learning (level 2) has a significant influence on Behavioral changes (level3) of the managerial employees

 
 

H5b: Learning (level2) has a significant influence on Behavioral changes (level 3) of the non-managerial employees.

 

H6

Behavioral changes (level 3) has a significant impact on the results, viz. individual and bank performance (level 4) for managerial and non-managerial employees.

Empirically Supported

 

H6a: Behavioral changes (level 3) has a significant impact on the results, viz. individual and bank performance (level 4) for managerial employees.

 
 

H6b: Behavioral changes (level 3) has a significant impact on the results, viz. individual and bank performance (level 4) for non-managerial employees.

 

H7

H7: Training has a significant impact on results, viz. individual and bank performance for managerial as well as non-managerial employees.

Empirically Supported

 

H7a: Training has a significant impact on results, viz. individual and bank performance for managerial employees.

 
 

H7b: Training has a significant impact on results, viz. individual and bank performance for the non-managerial employees.

 
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