Changing Role of Learning and Development Methodologies in Digital Age - A Comparison between Manufacturing and Service Industry

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CMR College of Engineering & Technology

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V o lu m e 8 N u m b e r 2

Vol. 8 No. 2 April-June 2019

Referred Journal of CMR College of Engineering & Technology

ISSN (Online) : 2322-0449

UGC Approval Journal (Serial No: 46802)

A Model Proposition for Prescreening Candidates in Recruitment Process Using Fuzzy Vikor Method

Murat Bolelli

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ISSN (PRINT) : 2277-6753

Department of Master of Business Administration

An Integrated Marketing Communications, Media Synergies and its effect on the Consumer Decision Making Process Reshma Nikhat

Influence of Organizational Climate on Employee Turnover Intention in Information Technology Industry in Kerala Jnaneswar. K

Gayathri Ranjit

Impact of Transformational Leadership Style Dimensions on Organizational Performance: An Empirical Analysis Shruti Balhara

Harbhajan Bansal

Impact of Quality of Work Life on Organisational Commitment Indu Bala, Ramandeep Saini, B.B. Goyal

Mediating Role of Personal Accomplishment among Emotional Labour Strategies and Teaching Satisfaction among Professional College Teachers Jitha G. Nair

Testing of Long-Run Relationship between Gold Prices and Stock Market Return: An Empirical Analysis in India Tanvi Bhalala

Emerging Distribution Channel Effectiveness in Rural Jharkhand for Consumer Electronics

Punit Kumar Mishra Girish Kumar Srivastava

Changing Role of Learning and Development Methodologies Digital Age - A Comparison between Manufacturing and Service Industry S. Rajeswari, D.Raghunatha Reddy

M.Ramakrishna Reddy

Creativity and Innovation in B-Schools:Potential Areas for Development

K. Renuka Raju, Shakeel Ahmad A. Ramachandra Aryasri

Training Effectiveness on Job Performance - An Analytical Study with Reference to Dairy Industry

Menaka.Bammidi Puppala. Hyndhavi

Performance Appraisal Impact on Employee Job Satisfaction with Reference to TSSPDCL

M. Ramu Mohd. Akbar Ali Khan

Mobile Data Usage Behavior: A Study on Bottom of the Pyramid Market Leena Sharma

Cash to Cashless Economy: Challenges and Opportunities Saneem Fatima, Shakeel Ahmad

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Dr. A Kotishwar

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1 Honorable Former Vice-Chancellor. Telangana University, Nizamabad, Andhra Pradesh

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Hyderabad

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Marathwada University, Aurangabad

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Patiala, Punjab, India

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Annamalai University, Tamil Nadu.

19 Associate Professor Department of Business Administration and Accounting, Al-Buraimi University College

(Affiliated to California State University, Northridge, USA), Prof. Mohd Akbar Ali Khan

Dr. M Muninarayanappa Dr. Shakeel Ahmad

Dr. S Gurusamy

Dr. Mohammed Jahangir Ali Prof. Renu Jatana

Prof. Vani N Laturkar

Dr. Vivek Deolankar Dr. Sindhu

Dr Mary Jessica

Prof. Walmik K. Sarwade

Prof. (Dr.) Sanket Vij

Dr. Sudershan Kuntluru Prof. G S Batra

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ISSN: 2277-6753 (Print) ISSN: 2322-0449 (Online)

SUMEDHA-Journal of Management

Referred Journal of CMR College of Engineering & Technology

April-June2019, Volume 8, No. 2

S. No.

Title Authors Page No.

1. A Model Proposition for Prescreening Candidates in Recruitment Process Using Fuzzy Vikor Method

Murat Bolelli* 1-19

2. An Integrated Marketing Communications, Media Synergies and its effect on the Consumer Decision Making Process

Reshma Nikhat* 20-32

3. Influence of Organizational Climate on Employee Turnover Intention in Information Technology Industry in Kerala

Jnaneswar. K*, Gayathri Ranjit**

33-46

4. Impact of Transformational Leadership Style Dimensions on Organizational Performance: An Empirical Analysis

Shruti Balhara*, Harbhajan Bansal**

47-57

5. Impact of Quality of Work Life on Organisational Commitment

Indu Bala*, Ramandeep Saini**, B.B. Goyal***

58-72

6. Mediating Role of Personal Accomplishment among Emotional Labour Strategies and Teaching Satisfaction among Professional College Teachers

Jitha G. Nair* 73-82

7. Testing of Long-Run Relationship between Gold Prices and Stock Market Return: An Empirical Analysis in India

Tanvi Bhalala* 83-96

8. Emerging Distribution Channel Effectiveness in Rural Jharkhand for Consumer Electronics

Punit Kumar Mishra*, Girish Kumar Srivastava**

97-112

9. Changing Role of Learning and Development Methodologies in Digital Age - A Comparison between Manufacturing and Service Industry

S. Rajeshwari*, D.Raghunatha Reddy**, M.Ramakrishna Reddy***

113-126

10. Creativity and Innovation in B-Schools: Potential Areas for Development

K. Renuka Raju*, Shakeel Ahmad**, A. Ramachandra Aryasri***

127-133

11. Training Effectiveness on Job Performance - An Analytical Study with Reference to Dairy Industry

Menaka.Bammidi*, Puppala. Hyndhavi **

134-147

12. Performance Appraisal Impact on Employee Job Satisfaction With Reference to TSSPDCL

M. Ramu*, Mohd. Akbar Ali Khan**

148-156

13. Mobile Data Usage Behavior:

A Study on Bottom of the Pyramid Market

Leena Sharma* 157-169

14. Cash to Cashless Economy: Challenges and Opportunities

Saneem Fatima*, Shakeel Ahmad**

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Changing Role of Learning and Development Methodologies in Digital Age - A Comparison between Manufacturing... S. Rajeswari*, D.Raghunatha Reddy**, M.Ramakrishna Reddy*** SUMEDHA-Journal of Management

Referred Journal of CMR College of Engineering & Technology April-June 2019, Volume 8, No. 2, pp 113-126

ISSN: 2277-6753 (Print) ISSN: 2322-0449 (Online) http://cmrcetmba.in/sumedha/

Changing Role of Learning and Development

Methodologies in Digital Age - A Comparison

between Manufacturing and Service Industry

S. Rajeshwari*, D.Raghunatha Reddy**, M.Ramakrishna Reddy***

* ESCI & Research Scholar, JNTU-H, Hyderabad **Professor and Member, Board of Studies, JNTU-H ***Reader in Economics, NBKR Science & Arts College, Nellore

Abstract

Globally there has been a technological shift in the present decade and the dynamics of all industries varied exponentially. Disruptive technologies and automation ruling their way on job market transition of work force and shall be a great challenge in various occupational sectors by 2030. It was unveiled in the literature review that according to the study of Mckinsey Global Institute Artificial Intelligence, Machine learning and 3D printing have been changing entire scenario of 21st - century by giving chances for new strategies and options. By 2030 there is a possibility of 15% industrial automation which shall in turn reduce 30% man hours. The study identified that, the key challenges of L & D leads shall be fighting against resistance to adapt new technology, Fighting ignorance and fear.

Further the study has identified that identifying and retaining new talent, developing people capabilities, creating a value based culture and Employee engagement are further challenges to cope up with the digital shift. The study also identified that reasons for the digital learning prominence, which includes, personification, self paced learning, multi platform design, collaborative learning, Virtual and Augmented reality. The case study on employees of services and manufacturing segments to understand their inclination towards learning methodologies has statistically proved that there is no significant difference between learning methodologies in Services and manufacturing industries. Employees preferred learning methodologies have been a blended methodology of Classroom training with case studies, field visits supported by on the job training in both industries.

Keywords: Technological Change, Labour Market, Training, Job Transfer

JEL classification : O3, F16, J32, E24

PUBLISHING CHRONOLOGY

PAPER SUBMISSION DATE :

JANUARY 8, 2019;

PAPERSENTBACKFOR REVISION :

FEBRUARY 17, 2019;

PAPER ACCEPTANCE DATE :

MARCH 8, 2019

Reference to this paper should be made as follows:

S. Rajeshwari, D.Raghunatha Reddy , M. Ramakrishna Reddy (2019),

"Changing Role of Learning and Development

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Changing Role of Learning and Development Methodologies in Digital Age - A Comparison between Manufacturing... S. Rajeswari*, D.Raghunatha Reddy**, M.Ramakrishna Reddy***

114

-1.

I

NTRODUCTION

"DISRUPTIONISASGREATASWEHAVEEVERSEENIT," SAYS JOE DEPINTO , CEO.

The 4th Industrial Revolution with its disruptive technologies like Automation, AI - Artificial Intelligence, ML - Machine learning, and 3D printing is changing the entire scenario of 21st-century by giving organizations new strategies and economy. Industries without any option have to embrace dynamic technologies at rapid pace to survive in the Volatile( the highly accelerating rate of change), Uncertain (the lack of scope to predict) complexity (the interconnectedness, of cause & effect forces) and ambiguity (the higher potential for misreads) - VUCA global market and transform into agile organizations.

According to Mckinsey Global Institute , by the year 2030 globally almost 375 millions of people have to learn and master fresh skills as their current jobs may evolve or perish along with the rise of automation and capable robots/machines. With automation dynamically growing in the years to come, organizations have to change along with the tide/ upgrade themselves to digital, which results in the creating new type of jobs demanding for new skill sets & careers. At the same time, industries which lack forward-thinking and fails to keep up in pace with the latest technology may experience huge layoffs, the best example being Intel laying off people working on 5G projects and Qualcomm hiring in large scale. Automation and advancement in technology shall be the major source for growth of productivity and prosperity of organizations and result in creation of blended business models, varied occupations, and diverse work activities.

Multigenerational workforce along with Short life of ongoing Technology & existing knowledge have made it inevitable for re-skilling and up-skilling of the workforce as prime priority in the digital era. The transition of workforce into a dynamic and sustainable manpower has been the biggest challenge for Learning and Development Heads. Employers need to support and motivate employees to re-skill themselves keeping in view of future organizational goals/vision and mission in order to sustain the employee in the job market with his newly acquired skills.

It is estimated by researchers that by 2030 if 15% of the current business functional activities are automated then 30% of the working hours shall be automated. The Significant impact of automation completely depends upon the occupation and strength of the sector and also differs significantly from country to country. Physical jobs like operating machines, monitoring of manufacturing process, quality analysis and testing of the products and preparing of distinct varieties fast-food etc., activities are more likely to be prone to standardization and automation

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In Table-1 particularly in India occupations such gardeners, Electricians, plumbers, providers of child care and eldercare are less susceptible towards automation by the year 2030 as they are technically very difficult to automate and need human intervention to greater extent, moreover such services are less attractive and the business proposition are with considerably of low wages.

Table:-1 Employment growth and decline by Occupation, % Change Labor Demand, at Midpoint of Automation

S.No. Occupation/ Job % variation

of Manpower

Demand in India

% variation of Manpower

Demand in USA

1 Office operational Job roles: Ex: IT Staff, MIS clerks, office

support staff, financial department Manpower (procurement, payroll, etc), administrative staff

21 -20

2. Predictable Physical/technical work: Ex: Small equipment installation and

maintenance staff, protective/security services, gaming/ animation industry manpower, maids, cleaning equipment operators, chefs, general mechanics

15 -31

3 Customer Interaction:

Ex: Food & Beverage Services stewards, sales force (Both retail and digital),

therapeutic trainers/experts(personal trainers), entertainment support staff, Beauticians, Hospitality and travel staff

46 -1

4 Predictable Physical/technical work:

Ex: Specialized mechanics for maintenance and repair, Emergency first responders, Logistics staff, Machine installation & maintenance workforce,

Agri field workforce, Logistics maintenance, Housekeeping cleaners

9 6

5 Creatives/Arts:

Ex: Artists/Painters, Designers and Boutiques, Theatre/on air entertainers, media artists and technicians

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116 -6. Technical Professionals :

Ex: Software/Hardware engineers, computer SDLC specialists

129 34

7. Teaching professionals:

Ex: School teaching professionals, postsecondary school trainers, other

education professionals, Academic support staff

208 9

8 Managers and Executives 75 15

9 Infrastructure:

Ex: Civil engineers, architects, Civil

surveyors, Masons and workers, installation and repair workers (buildings

& infrastructure),crane & Heavy machine operators

117 35

10 Health Care Services:

Ex: Medical practitioners-

Doctors, Nurses, physicians, pharmacists, therapists, health aides and health support, childcare workers, h ealth technicians,community andsocial workers

242 30

11 Functional Professionals:

Ex: Finance managers, Engineering

Professionals, Business and Commercial specialists, Legal Professionals, legal-industry

support staff, Statistical specialists, scientist, and Academicians

46 11

Source: Mckinsey Company, US Bureau of Labor Statistics; McKinsey Global Institute analysis

India growing as a developing economy, highest percentage of job growth rate of automation is estimated in many sectors. The rising income in emerging economies will increase the purchase of consumer goods, medical, and education which in turn will result in creating large-scale man power demand.

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The key challenge of L& D Head over the upcoming decade is to build a foul proof strategy to provide retraining and enabling people to learn marketable new advanced skills throughout their lifetime to keep them updated and in sync with trend.

RESEARCH METHODOLOGY: A RESEARCHOVERVIEWOFTHE EMPIRICAL CASE STUDY

Need for Study: An insight into the upcoming trends in learning and development practices gives a clear picture on the emerging trends in the digital era and opportunities available for the organizations to explore on various methods for L& D activities. In this context, it has become a need to understand the practical industrial scenario and employee's (Learner) preference in imparting the emerging e-Learning and digital platforms and their impact on Manufacturing and Services industries L&D departments.

Scope of Study: The study focuses on the methodologies currently being pursued by the organizations in training their employees in learning and development practices. The study expands its scope in understanding the parity between L & D methodologies in Manufacturing and Services sectors and employee preferred methodologies for ease of learning and development. Geographically the study has been taken up in the city of Hyderabad considering employees 100 each from the Manufacturing and Services industry. A detailed understanding is gained through questionnaires distributed across the organizations in Hyderabad and reasonable sample being considered for the study. Further study can be done in different geographies and in various companies of manufacturing and service industries separately.

LIMITATIONSOFTHE STUDY

• The study is confined to Hyderabad district only.

• The study is based on few sectors of manufacturing and service industries.

Sampling: Simple random sampling technique has been used to identify the respondents, a judgment on proportional consideration of respondents is done based on their number of years of experience. i.e. 25% of the respondents are freshers into the organizations who undergo induction training, 50% of the respondents are middle management and senior working professionals whose experience varies from 5 years to 10 years and the rest 25% respondents are considered from Top/senior management team of organizations. Both public and private sector organizations have been considered based on availability.

OBJECTIVESOFTHESTUDY

• To study the different training methods in the Manufacturing and Services industries in Hyderabad.

• To study employee preference towards various training methods in the Manufacturing and Services industries in Hyderabad.

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118 -HYPOTHESISOFTHESTUDY

Ho1: There is no significant association in training practices / methods between service and manufacturing industries

Ha1: There is a significant association in training practices/ methods between service and manufacturing industries.

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ESISTANCETOADAPTNEW

T

ECHNOLOGY

:

In many traditional organizations, especially in developing economies, leaders lack clarity on automation, underestimate effect of disrupting technological advancements and overlook the transforming competitive balance. It will be threatening for individual employees to react to technology and build new businesses. Employees may also not respond positively, with a fear that automation may replace their job roles. HRD has to play a significant role to cut through the inertia of Leaders and employees and help leaders to take a bold step to adopt new technology. For this the L& D has to:

1. Fighting ignorance: Many top managements are not well versed about the mode of digital investments and by ignorance may invest on "Cool Digital Technologies"(which might not be fully in sync with their business) without clarity on the application, performance and value adds to their new business processes. There is a high scope of fragmented overlapping or underestimate digital investments or initiate a improper order or skip foundational process etc.,

L&D Heads should educate its leaders about relevant trends and technologies and establish a platform wherein external experts and executives discuss about the technology/process and seek clarifications to update their own knowledge for right decision making.

2. Fighting Fear: Most of the managers may perceive reacting to digital technology and establishing new businesses and moving away of resources might be dangerous to their own future. HRD should make it very clear that they cannot hide from the accelerating dynamic change and encourage the manpower to embrace the technology by providing the necessary tools and support network.

LEARNING & DEVELOPMENT CHALLENGESIN DIGITAL AGE

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Changing Role of Learning and Development Methodologies in Digital Age - A Comparison between Manufacturing... S. Rajeswari*, D.Raghunatha Reddy**, M.Ramakrishna Reddy*** b. Develop people capabilities: With rapid occurrences and various technological developments, knowledge is becoming outdated decreasing the actual value of human capital. The gap has to be supplemented by new learning along with relevant work experience. Companies which invest on the upcoming generation human capital are receiving remarkable returns and investment on developing leaders during transformation are most likely to hit performance by 2-4 times.

C. Create a Values based Culture & build organization brand: With a distributed virtual manpower across the world, L&D has to establish a value driven culture and build a brand for employer. Employees shall be the best brand ambassadors to the organization. The have to communicate their capacity based on employer value proposition like relationship between employee and employer, scope for career growth and skill enhancement, responsible corporate activities. Major corporates have expressed that the values of trust, empowerment, integrity, employee and leader development are most needed in VUCA. Establishing a responsive culture will also be the task of L&D head.

D. Employee engagement: It is discovered that Highly-engaged companies learn more as their man power spends more important time on learning and it is proved that lifelong learning helps to attain happiness. When this manpower are given challenges they is a lot of scope to get thrilled by new avenues to learn and higher performance is exhibited.

R

OLEOF

L & D

INTRANSITIONOFORGANIZATIONSTOTHEDIGITALAGE

:-1. Aligning Learning strategy along with business strategy: A proper learning strategy is completely based on the organization's business model, vision and mission. Only then it can help to establish the capabilities of employees across the company on time in a better costing manner which would help the company work culture and value towards the employees. It is identified that about 40% of a company's learning strategy is aligned proper business goals. And the rest 60% are mostly out of date to be allocated according to the budget allocated based on distinct priorities.

For highly effective L and D process, Senior management should involve L & D Heads in strategic decision making. Establish a dynamic cross-functional teams of HR along with business Heads for rapid, disciplined and perfect execution of Learning strategies and build a highly effective governance model. The cross-functional team should share the responsibility of skill assessment, designing and securing funds for capacity building programs. The commitment of senior management in L & D function will enable the full commitment of employees to improve their skills to meet the challenges given by the organization.

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120

-should be assessed. L& D is expected to maintain a clarity on existing workforce strength and requirement of future skills. Analyze the manpower gap periodically and establish a people-capability model which reflects business priorities along with strategic objectives. Finally, it shall be the responsibility of L & D to fill up the existing gap through different models of Learning or recruitment.

3. D

ESIGNA

J

OURNEYOF

L

EARNING

• Develop elaborate plan for supply of necessary workforce by right-skilling and contracting at right time. The main objective of learning journey is to help people in developing necessary competencies to be more effective and efficient.

• Develop a journey of Learning which shall be a blended learning containing classroom based along with online learning practices. Though face to face sessions are of immense value, It is difficult for leaders to attend due to various important commitments within the organization.

• Continuous learning happens over a period of time through field experience, pre and post face to face and digital learning, social learning, OJT - On the job training, mentoring and short term workshops. Millennial Working professionals opt online short-term certification on niche subjects.

• Reskilling and online certification courses have significant share of 38% in the e-education market in India. The current market capacity in the area is 93 million US Dollars and is forecasted to climb up to 463 million USD as per the KPMG survey. These figures indicate the inclination for e-courses by millennial generation.

4. Execution: The initiatives of Learning & Development team are successful only when the plans are properly executed at the right time with sufficient budget support. It is reiterated always that L & D needs to involve business heads and senior management to release the funds on time.

5. Enable 70-20-10 Learning Framework: It has been learnt that most (70 percent) of the learning takes place on the job, 20% through various informal interactions and co-working and 10% through formal learning such as classroom training and e-Learning courses. These percentages may vary from industry to industry.

L & D leader must play a prominent role in informal education that includes OJT, coaching, mentoring, lunch & learn sessions and providing access to digital learning. Deloitte University uses case studies model formulating small- group settings to prepare the professional to face the practical complexity and ambiguity inherent in the business environment and also to understand challenges from clients.

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learned that the evaluation of training sessions attended by the man power is not happening. There is no analysis for impact of learning that took place through the training program. There is no analysis on acquiring the intended knowledge or skill, changes in behavioral aspects such as attitude, confidence, and commitment based on their learning in the training and accountability towards performance is not being measured.

For accurate assessment of effect of learning and development on business, performance organizations should have focus on KPIs - Key Performance indicators like Business Excellence, Learning Excellence, and Operational Excellence.

• Business Excellence - In this process business objectives are closely aligned with L&D initiatives

• Learning Excellence - her finding whether learning interventions are leading to change employee behaviour and performance.

• Operational Excellence - Best utility of investments and resources in organization.

Finally the impact of learning & development is measured on the organization progress in the global market.

7. Learning- Technology Applications: Adapt upcoming generation digital technology like LMS - Learning Management systems, virtual classrooms, mobile apps for learning, video platforms for learning, competency mapping & software platforms for performance measurement, and create platform for Extensive Online Courses . These will allow significantly to deliver learning just- in-time. It is estimated globally, eLearning market will grow to $240 billions in 2024 from present $180 billion and US is leading.

R

EASONSFOROPTINGE

-L

EARNINGCOURSESBYMILLENNIALGENERATION

:-a. Personification: Learners from Corporate can focus to learn on their own individual area of interest or passion, instead of trying to keep pace with their peers and counterparts. This helps L & D to deliver tailor-made packages to bridge the gap from the pre-assessments. It is of the phenomenon that one size might not fit for all.

b. Self-paced e-learning: All the Learners can learn at their own pace during their convenient time so that they can retain and memorize the information from different e-learning resources. For this, the learner who has self-discipline can set their schedule and develop according to targeted goals.

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122

-The system has to adjust the layout according to the device. This will enable the learner to navigate the online training course with ease.

d. Collaborative e-Learning Cultures: All the manpower are encouraged to share their experiences with all colleagues in resolving everyday problems. As a result of sharing enables individuals to learn spontaneously in an informal mode on a global scale. L & D should to strive to establish e-Learning Communities within and outside organisation of a this task.

e. Virtual & Augmented Reality:Virtual Reality (VR) & Augmented Reality (AR) have the capacity to transform e-learning training experience by putting the learners in a simulated practical platform.

Virtual Reality and Augmented Reality have the potential to give a real-time solution through Simulation lab facility in a no risk environment.

f. Gamification: This tool is being adapted by different organizations to draw interest of employees towards Learning and to keep them engaged. Gamification not only motivates the employee to use the digital technology, but also develops competitiveness, goal realization attitude and to be exceptionally realistic. Organizations like Deloitte, TCS, Whirlpool and Times of India are using this tool very significantly in Human Resources Development

Case Study: An Empirical study on training practices/ methods between service and manufacturing industries.

Employee preference towards L & D methods in Manufacturing Sector

Source: Data Analysis

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Changing Role of Learning and Development Methodologies in Digital Age - A Comparison between Manufacturing... S. Rajeswari*, D.Raghunatha Reddy**, M.Ramakrishna Reddy*** Employee preference towards L & D methods in Service Sector

Inference: The above graphical interpretation of the respondents' opinion indicates that Class room lecture, audio and video aids and Field visits are of more preferred as L & D methodologies by the employees in Service sector.

Statistical Analysis - Factor Analysis to understand the parity/association on Training methods between Services and Manufacturing

On conducting the Factor analysis to the responses collected, following have been the results in terms of loading of factors in eigen values

Table-2 -Factor Analysis on Preference of Training Methods in Service Sector

Component Initial Eigenvalues

Total % of Variance Cumulative %

Classroom Lectures 18.583 34.454 34.454

Audio and Video 9.329 16.324 50.778

Case studies 6.412 10.218 60.996

Interactive Sessions 4.769 6.224 67.22

Field Visits 7.756 14.314 81.534

On the Job Training 3.508 5.846 87.38

Lab sessions 1.335 2.518 89.898

Online Training 1.267 2.39 92.288

Video Conferences 1.151 2.171 94.459

Simulation in Lab 1.008 1.782 96.241

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-Table-3 Factor Analysis on Preference of Training Methods in Manufacturing Sector

Component Initial Eigenvalues

Total % of Variance Cumulative %

Classroom Lectures 6.583 11.414 12.454

Audio and Video 8.436 16.983 28.397

Case studies 16.528 30.348 58.745

Interactive Sessions 4.754 7.842 66.587

Field Visits 4.645 7.416 74.003

On the Job Training 8.528 15.486 89.489

Lab sessions 1.535 2.492 91.981

Online Training 1.421 2.28 94.261

Video Conferences 1.141 2.145 96.406

Simulation in Lab 1.012 1.642 98.048

INFERENCEOF FACTOR ANALYSIS

The loading of factors in table 2 & 3 have been significant on the Classroom lectures, Case studies, Field visits and On the Job Training in both Manufacturing and Service industries. A blended training methodology of Classroom training with case studies, field visits supported by on the job training shall be of great preference by the employees of both industries.

Hence, it is evident that there is significant association between training practices/methods between Manufacturing and Service Industries and hence, alternative hypothesis is proven.

F

INDINGSOFTHE

S

TUDY

The study has been a very knowledgeable journey into the arena of Learning and Development methodologies in the emerging digital era.

• The 4th Industrial revolution has given light to Machine Learning and Artificial intelligence along with 3D printing giving way to dreams turning into efficient reality.

• There is a drastic change that would occur due to the digital transformation in organization, 15% automation in organizations will lead to 30% cut on man hours. This needs a lot of emphasis on Learning and development in individuals/employees.

• Employees should surpass their resistance towards technology change and should master the advanced technologies.

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• Statistical Analysis through Factor Analysis has indicated that there has been significant association between learning methodologies in both manufacturing and service industries.

• Employees of both sectors have been inclined to similar learning methodologies as blended training methodology of Classroom training with case studies, field visits supported by on the job training shall be of great preference by the employees of both industries.

• The upcoming digital technology based learning methodology aren't being used to the maximum scale to reap the optimum benefits from digital leaning

• Graphical interpretation of the respondents' opinion indicates that Case studies, Audio and Video aids, On the Job Training, Class room lectures and Field Visits have been of prime preference by the employees in manufacturing sector.

• Graphical interpretation of the respondents' opinion indicates that Class room lecture, audio and video aids and Field visits are of more preferred as L & D methodologies by the employees in Service sector.

R

ECOMMENDATIONS

• Along with other learning methodologies, Learning & Development should also encourage their employees to use e-learning by providing an user-friendly Learning Management Systems platforms in the organization.

• Employees must be motivated and educated about the benefits of e-learning like Personification, Self-paced and Collaborative e-learning etc.,

• Both in manufacturing & service industries Simulations play a vital role in effective learning. Hence organizations can look forward for the usage of Augmented Realty & Virtual Realty learning methodology

C

ONCLUSION

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Creativity and Innovation in B-Schools: Potential Areas for Development K.Renuka Raju*, Shakeel Ahmad**, A.RamachandraAryasri***

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-From the case study it has been evident that the companies haven't been strong enough in giving the digital flare of learning to their employees, there has been significantly less preference towards e-Learning. But in the days to come the combination of Video and Audio aids in the self paced learning methodology through e-Learning platforms in combination with class room lectures and field visits shall be the game changer supported by the on the job trainings. This model shall complete the cycle of learning and give both theoretical and practical knowledge to the employee on the aspects of learning given to them.

R

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