Entrepreneurship & Organization Management

When the management thinks of results normal perception is that the training events will improve employee performance. Without knowing the target is like shooting an arrow in the dark hoping that might hit the mark. Organizations’ normal protocol to conduct TNA is while going through employee performance appraisal. However, TNA provides broader aspects to seeing the performance gaps and resource channelization. TNA serves organizations in several ways which might provide input into training design, base line data for evaluation, assess the gaps in performance, competency levels of individuals etc. Evaluation models rely on TNA to be able to gain the results of training or create an impact. The missing person in any stage of training is the immediate supervisor who is hardly consulted in developing the training, the contents of the training or while s/he is supposed to reinforce the learning in the requisite job. This paper highlights the missing pieces and aligning the TNA to Training Evaluation.

This research used industry based survey data for assessing employees perceptions regarding safety culture and safety management specific to aviation industry. Results highlighted that for ensuring safety organizations are of the view that employee’s responsibilities towards safety are more essential than to implement safety management system (SMS) effectively and to inspire positive culture towards safety. Research results indicated that engineers involved in aircraft maintenance seemed to be more committed to standard operating procedures (SOPs) and effective organizational procedures/processes in ensuring maintenance system tasks and work. Amusingly, flyers viewed luck as important contributing factor towards safety. Generally, the findings propose the several aviation industry sectors need to do a lot more for ensuring improvement in existing safety culture.