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This paper aims to deal with evaluation of different parameters of an induction programme conducted by a transmission and distribution major in India. The study aims to indicate which aspects of the training programme need to be emphasised when devising induction programmes for managers and non‐managers, and to ascertain whether there is any significant difference in their reactions.

Evaluation has been done with the help of trainee reaction measured by a questionnaire. The statistical tools used include factor analysis to generate factors that influence trainee satisfaction and a t‐test to test the hypothesis that there will be a significant difference between managerial and non‐managerial levels in their satisfaction with different aspects of the programme.

Factor analysis generated six factors, namely clarity of trainer, other facilities, venue of the programme, food served, practical application, and communication of trainer. The t‐test run on these factors shows a significant difference in means for only one factor, namely communication of trainer, which implies that managers could relate better to the trainer, given their intellectual superiority.

A larger sample size covering more units of the organisation would help in generalising the findings.

The findings could help in developing an induction programme customised to meeting the needs of managers and non‐managers.

Practitioners may use this paper to plan a common orientation programme for the healthy integration of managers and non‐managers and to ensure that there is a minimal gap between the satisfaction levels of the two groups.

The paper aims to ascertain the predictors of training effectiveness with special reference to the characteristics of trainers.

Characteristics of trainers as obtained from the extant literature served as seven independent variables to predict training effectiveness, measured in terms of trainee satisfaction with the training programme. Data were collected by administering a structured questionnaire on employees selected through simple random sampling. A total of 80 responses were obtained and subjected to multiple regression analysis.

Of the seven independent variables, only two, namely trainer's comfort level with the subject matter and trainer's rapport with trainees, were found to be the significant predictors of trainee satisfaction. Hence, the hypothesis that all seven independent variables are significant predictors of trainee satisfaction was partially proved.

Training programmes should be designed keeping in mind the knowledge level of trainers and their interpersonal skills. The paper suggests some measures that a trainer may adopt for a better learning experience of the participants.

The study was conducted with the aim of discovering the factors which maximally discriminate between those employees who intend to leave the organization and those who intend to stay with the organization. The primary motive was to find those factors which are strong predictors of intention to stay, so that employees who intend quitting are identified in advance, and remedial measures are taken to retain them, especially if they are key performers.

A questionnaire covering several aspects relating to employee retention was designed and distributed amongst a sample of 100 employees chosen through incidental sampling. Data thus collected was subjected to factor analysis, which yielded seven factors: Goal Clarity, Autonomy, Employee Engagement, Affective Commitment, Organizational Culture, Compensation and Benefits, and Normative Commitment. Discriminant analysis was done on these factors to identify the best predictors of employees' intention to leave or stay, by creating a discriminant function.

Results showed that Affective Commitment, Normative Commitment and Goal Clarity were the best predictors of employees' intention to stay or leave the organization.

Increasing employee turnover rates have necessitated the formulation and implementation of a robust retention strategy to effectively reduce employee turnover. By building a decision rule and a cut‐off score to classify an employee into one of the two groups – “intend to leave” or “intend to stay” – an organization would be able to invest its resources in the right employees.