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Hasan Mia} \author[2]{Md. Abdul Kayum Chowdhuary} \renewcommand\Authands{ and } \date{\small \em Received: 15 September 2021 Accepted: 30 September 2021 Published: 15 October 2021} \maketitle \begin{abstract} Knowledge management (KM) strategy is a crucial part of personnel management and retention of talents. This paper aims at identifying the impact and relation of knowledge management on employee satisfaction. The study is based on hypothesis and the data was collected by a questionnaire survey from 35 employees of reputed garments organization of Bangladesh. Satisfactions rely on factors like compensation structure, user friendly, relation with co-worker, autonomy, workload etc. The core findings of the study is codified strategy is more user friendly, but the practice of tacit strategy with proper incentives increase the overall satisfaction of employee though there are more workload. The employees are more comfortable with tacit strategy than codified strategy. The study is only focused on garments employee where KM strategy is widely practice all spheres of Human Resource Management (HRM). However, The paper reveal how KM strategy can increase employee satisfaction. The HR people and decision maker can understand and design appropriate KM strategy from this study. Therefore, organization also can manage and retain the talents by designing and applying findings of the study. \end{abstract} \keywords{KM strategy, satisfaction, , bangladesh} \begin{textblock*}{18cm}(1cm,1cm) % {block width} (coords) \textcolor{GJBlue}{\LARGE Global Journals \LaTeX\ JournalKaleidoscope\texttrademark} \end{textblock*} \begin{textblock*}{18cm}(1.4cm,1.5cm) % {block width} (coords) \textcolor{GJBlue}{\footnotesize \\ Artificial Intelligence formulated this projection for compatibility purposes from the original article published at Global Journals. However, this technology is currently in beta. \emph{Therefore, kindly ignore odd layouts, missed formulae, text, tables, or figures.}} \end{textblock*} \let\tabcellsep& \section[{Introduction}]{Introduction}\par he world is constantly changing due to globalization. The companies that choose the knowledge-based economy are advancing competition from other organizations through the use of information, communication and technology. We can see in history that, big organization practice first management philosophies. Like, enterprise resource planning (ERP), business process re-engineering (BPR) and total quality management (TQM). Because big organizations can deals with large amount of people both internal and external. Now, almost all organizations are prioritizing knowledge management in their work to survive the competition in the private sector . Although the term knowledge management is new, it is actually a unified form of institutional work called knowledge management \hyperref[b10]{(Dadashkarimi \& MohammadiAsl, 2013)}. Now the question is what is knowledge and knowledge management? Knowledge means theoretical and practical understanding in a specific subject \hyperref[b22]{(Murry, 1884)}. Knowledge management is the process of knowledge creation, preservation, organization, dissemination and use. Knowledge management is based on the assumption that firms have a high volume of data. This information is made up of a combination of reports, financial information, etc. \hyperref[b9]{(Cong, Li-Hua, \& Stonehouse, 2007)}. Knowledge management strategies can lead to design, spread and employ of knowledge for achieving objectives of the organization \hyperref[b0]{(Adhikari, 2010)}. For use knowledge management successfully organization needs to evaluate the strategy they use. In evaluation, they need to figure out the existing infrastructure both technological and technical, organizational strategies and its level of importance and organizational, commercial and cultural infrastructures \hyperref[b10]{(Dadashkarimi \& MohammadiAsl, 2013)}. In Bangladesh, Ready Made Garments (RMG) is a big sector in economy. Over 3.6 million people are related with it. In international business resent years, Bangladesh faces a huge challenge from China, India, Philippines and Cambodia etc. (Asiatic Foundation, 2017). To survive in competitive world Bangladesh needs skilled manpower. So, knowledge management strategies must be an important element in here. Without that RMG sector must not compete with other nations. To compete with other nations, known about customers need is important part. Again, to find out the better output, HR needs to find out the way to perform better from employees. That's why HR needs to relate on knowledge management strategies with job satisfaction. Knowledge management strategies can figure out the needs of employees and customers. In this report, we try to make effects of knowledge management strategies on employee job satisfaction for selected RMG. The dimension of the study in term of geographical area covered several garments in Dhaka and Narayanganj which can generalize on all over the sector. As the research is focused on the effects of knowledge management strategies on employee job satisfaction for selected RMG in Bangladesh. \section[{II.}]{II.} \section[{Objectives of the Study}]{Objectives of the Study}\par The objectives of the study is to address how the knowledge management strategies react, find out T how codification strategy influences employee job satisfaction and find out how tacit knowledge strategy influences employee job satisfaction. \section[{III.}]{III.} \section[{Literature Review a) Knowledge}]{Literature Review a) Knowledge}\par According to Khanal \& Poudel (2017) "Knowledge is defined as (i) expertise, and skills acquired by a person through experience or education; (ii) the theoretical or practical understanding of a subject, (iii) what is known in a particular field and (iv) awareness or familiarity gained by experience of a fact or situation". Knowledge is dynamic and static in nature; and it also provides a formal structure for assessment, employment and new particulars. \hyperref[b24]{(Nunaka and Hirotaka, 2006)} \section[{b) Knowledge Management}]{b) Knowledge Management}\par Knowledge management a way of generating, obtaining, perceiving, providing and utilizing knowledge for knowledge acquisition and performance accomplishment (Scarborough et al 1999). The ingenuity and proficiency of employees enhance the value of companies in knowledge management (Mecklenberg et al 1999). Knowledge management assumes that there has huge amount of data which provides formalized information using different methods and procedures in the organization. \hyperref[b14]{(Iranshahi, 2007)}. Knowledge management enables individuals to increase their proficiency and ability through sharing knowledge and learning experiences. . \section[{c) Strategy}]{c) Strategy}\par When we ponder ourselves and are engaged in a situation we need to compete with some facts called strategy \hyperref[b34]{(Torkashvand, 2002)}. There is generally two strategy approaches; general strategy and company strategy. \hyperref[b35]{(Whittington, 2001)}. According to Athapaththu (2016) "A strategy is a plan of actions that one use to formulate goals and objectives and the means of achieving these goals and objectives." A strategy can be a plan, a pattern, a perspective, a position and also it can be a ploy or a maneuver which can help an organization to avoid its competitors \hyperref[b20]{(Mintsberg, 1994)}. \section[{d) Knowledge Management Strategy}]{d) Knowledge Management Strategy}\par There are two types of knowledge management strategies; tacit and explicit \hyperref[b13]{(Inkpen \& Dinur, 1998)}. \hyperref[b11]{Hansen et al (1999)} pointed out two approaches of Knowledge management; codification and personalization strategy. Processes of Knowledge management lead to design, spread and employ of knowledge for achieving objectives of the organization \hyperref[b0]{(Adhikari, 2010)}. \hyperref[b19]{McAdam and Reid (2000)} compared the public sector and private sector with regard to KM using the socially constructed model for the KM strategies. \section[{e) Codified Strategy}]{e) Codified Strategy}\par Codified or Explicit knowledge is the articulation of symbols through which communication is done with other people. \hyperref[b29]{(Schulz \& Jobe, 2001;}\hyperref[b12]{Hill \& Ende, 1994;} {\ref Spender, 199;}\hyperref[b23]{Nelson \& Winter, 1982)}. Codified strategy which proceeds more efficiently aroung the organization, is easier to transmit than tacitness Strategy. \hyperref[b15]{(Kogut \& Zander, 1993)}. Codified strategy presents rapid and authentic entry to organizational proficiency across the organization \hyperref[b29]{(Schulz \& Jobe, 2001)}. \section[{f) Tacit or Personalized Strategy}]{f) Tacit or Personalized Strategy}\par Tacit Strategy is introduced to reduce the cost of codification strategy, to avoid the disruption of internet and burdens of information. \hyperref[b29]{(Schulz \& Jobe, 2001}) Tacitness knowledge is difficult to communicate and articulate through sign and symbols with other people. \hyperref[b29]{(Schulz \& Jobe, 2001;}\hyperref[b12]{Hill \& Ende, 1994;}\hyperref[b23]{Nelson \& Winter, 1982;}\hyperref[b32]{Spender, 1993)} Tacit knowledge excites ingenuity, ''creative mayhem,'' and artistic structure of acknowledgement and collaboration. \hyperref[b21]{(Murnighan \& Conlon, 1991)}. \section[{g) Employee Job Satisfaction}]{g) Employee Job Satisfaction}\par Employee Job Satisfaction is the level of distinctive notion both positive and negative; and Employees will be satisfied because of high salary, good interpersonal relationship among employees and between employee and employer etc where preordained goals and objectives can be gained through utmost use of resources which exist within the organization. \hyperref[b16]{(Khanal \& Poudel, 2017}) Knowledge management strategies helps to form domestic environment through knowledge for public service employees \hyperref[b4]{(Bridgman and Davis, 2004)}. There is no one definition that summarizes job satisfaction \hyperref[b30]{(Singh, 2012)}. \hyperref[b17]{Locke (1976)} defined job satisfaction as a pleasurable or positive emotional state, resulting from the appraisal of one's job experiences. In simply, job satisfaction refers to "the degree to which people like their jobs" \hyperref[b31]{(Spector, 1997)}. Scholars use the concept to show a combination of employee feelings towards the different facets of employee job satisfaction such as the nature of the work itself, promotion opportunities, level of pay and satisfaction with coworkers \hyperref[b28]{(Schermerhorn et al., 2005)}. Employee job satisfaction come from two set of findings, first of all it realted with productivity and organizations commitment, lower absenteeism turnover and increase organizational productivity (Ellickson and Logsdon, 2001). According to \hyperref[b36]{Wright and Davis (2003)}, the benefits like autonomy, compensation, promotion opportunity, good training programs that employees receive from their organisations influence the skill, effort, creativity and productivity that they are willing to give in return. Again, the second important finding is that low job satisfaction coming from huge workload, unfriendly environment has negative outcomes, such as withdrawal behaviour, increasing costs, decreasing profits and, eventually, customer dissatisfaction \hyperref[b37]{(Zeffane et al., 2008)}. Knowledge management strategies and process have an impact on employee job satisfaction like feedback, relationship with co-workers. \hyperref[b25]{(Niu, 2010)}.\par IV. \section[{Methodology}]{Methodology}\par In this study, both primary and secondary data was used. The primary data was collected from questionnaire survey. The secondary data was collected from annual report of BGMEA related journal, article, newspaper, websites and so on. The study is based on quantitative analysis. There are so many garments industry in Bangladesh, hence the population is unknown. For collecting primary data, ten most renowned garments organizations (such as Ha-Meem group, Beximco Fashion Ltd, Square Fashions Ltd. Opex Sinha Group, Fakir Group, DBL Group, Epyllion Group, Standard Group, Asian Apparels Ltd. and Givensee Group of Industries Ltd.) have been surveyed to represent the industry. The primary data was collected with the help of questionnaire survey. To serve this purpose, a sample of 35 employees of representative garments industry was taken. Convenience sampling method used in this regard. For collecting primary data, a questionnaire containing ten \hyperref[b10]{(10)} Among all the respondents, 26\% respondents were strongly disagree, 23\% respondents were disagree, 20\% respondents were neutral, 17\% respondents were agree and 14\% were strongly agree. The mean value of this statement is 2.71, which indicates that respondent were more than disagree with the statement.\par 1. Null hypothesis: Codified strategy is more user friendly. (Assume that the mean value of null hypothesis is 3)\par 2. Alternative hypothesis: Codified strategy is not more user friendly.\par We reject the null hypothesis and accept the alternative hypothesis. The z score of -1.22 is in the rejection area. The critical value (cutoff point) is 1.645. In left-tail hypothesis testing, any z score less than the critical value will be rejected. Since -1.22 is less than 1.645, we reject the null hypothesis. We accept the alternative hypothesis.\par Autonomy: Employees entertain more autonomy in Personalized or Tacit strategy Table 2: Mean, SD calculation for response regarding autonomy Among all the respondents, 9\% respondents were strongly disagree, 14\% respondents were disagree, 11\% respondents were neutral, 32\% respondents were agree and 34\% were strongly agree. The mean value of this statement is 3.69 which indicates that respondents are more than neutral and close to agree with this statement. \section[{A}]{A}\par Workload: Employees face more workload in Personalized or Tacit strategy Table {\ref 3}: Mean, SD calculation for response regarding workload Among all the respondents, 17\% respondents were strongly disagree, 11\% respondents were disagree, 14\% respondents were neutral, 26\% respondents were agree and 32\% were strongly agree. The mean value of this statement is 3.43 which indicates that respondents are more than neutral and close to agree with this statement. \section[{Null hypothesis: Employees face more workload in}]{Null hypothesis: Employees face more workload in}\par Personalized or Tacit strategy (Assume that the mean value of null hypothesis is 3)\par 2. Alternative hypothesis: Employees don't face more workload in Personalized or Tacit strategy.\par The z score of 1.72 is within the non-rejection area. The critical value (cutoff point) is 1.645. In left-tail hypothesis testing, any z score greater than the critical value cannot be rejected. Since 1.72 is greater than 1.645, we cannot reject the null hypothesis.\par Promotion Opportunity: There is good promotion opportunity for employees who use codified strategy Table {\ref 4}: Mean, SD calculation for response regarding promotion opportunity Among all the respondents, 12\% respondents were strongly disagree, 20\% respondents were disagree, 14\% respondents were neutral, 34\% respondents were agree and 20\% were strongly agree. The mean value of this statement is 3.31 which indicates that respondents are more than neutral and close to agree with this statement. \section[{Null hypothesis:}]{Null hypothesis:}\par There is good promotion opportunity for employees who use codified strategy. (Assume that the mean value of null hypothesis is 3) 2. Alternative hypothesis: There is no good promotion opportunity for employees who use codified strategy.\par The z score of 1.39 is within the non-rejection area. The critical value (cutoff point) is 1.645. In right-tail hypothesis testing, any z score less than the critical value cannot be rejected. Since 1.39 is less than 1.645, we cannot reject the null hypothesis. \section[{Occurrence (x)}]{Occurrence (x)}\par Frequency (f) f*x x-Mean (x-Mean) 2 f*(x-Mean) 2 The z score of -0.76 is in the rejection area. The critical value (cutoff point) is 1.645. In left-tail hypothesis testing, any z score less than the critical value will be rejected. Since -0.76 is less than 1.645, we reject the null hypothesis. We accept the alternative hypothesis. \section[{Feedback: Employees get effective feedback in Codified strategy}]{Feedback: Employees get effective feedback in Codified strategy}\par Table {\ref 6}: Mean, SD calculation for response regarding feedback (Next page) Among all the respondents, 49\% respondents were strongly disagree, 14\% respondents were disagree, 12\% respondents were neutral, 11\% respondents were agree and 14\% were strongly agree. The mean value of this statement is 2.29 which indicates that respondents are highly disagree with the statement. The z score of -2.75 is in the rejection area. The critical value (cutoff point) is 1.645. In left-tail hypothesis testing, any z score less than the critical value will be rejected. Since -2.75 is less than 1.645, we reject the null hypothesis. We accept the alternative hypothesis. \section[{Occurance (x)}]{Occurance (x)}\par Frequency (f) f*x x-Mean (x-Mean) The z score of -1.55 is in the rejection area. The critical value (cutoff point) is 1.645. In left-tail hypothesis testing, any z score less than the critical value will be rejected. Since -1.55 is less than 1.645, we reject the null hypothesis. We accept the alternative hypothesis. \section[{VI.}]{VI.} \section[{Conclusion}]{Conclusion}\par The objective of the study was how knowledge management strategies affects the employee job satisfaction. It is concluded that employee job satisfaction is highly related with two knowledge management strategies; codified and personalized or tacit knowledge management strategies. Sometimes codified and tacit or personalized knowledge strategies increase job satisfaction or sometimes decrease. Codified knowledge management strategy doesn't provide effective training program and effective feedback, demands high computerized skills but not user friendly. On the other hand, employees like to be supervised and reviewed through tacit or personalized strategy, feel comfortable with this strategy for maintaining good relationship with co-workers, entertain Therefore, both strategies have positive or negative impact on employee job satisfaction but employees are more comfortable with tacit or personalized strategy than codified strategy. The study will give an edge to understand the KM of garments employee and design strategy to satisfy and retain them.\begin{figure}[htbp] \noindent\textbf{1} \par \begin{longtable}{P{0.3468564650059312\textwidth}P{0.27526690391459074\textwidth}P{0.16536180308422302\textwidth}P{0.06251482799525504\textwidth}} Conceptual Framework\tabcellsep \tabcellsep \\ Independent Variables Dependent Variables\tabcellsep \tabcellsep \\ \tabcellsep \multicolumn{2}{l}{Codified Strategy}\\ Knowledge Management\tabcellsep \tabcellsep \tabcellsep Employee Job Satisfaction\\ strategies\tabcellsep \tabcellsep \\ \tabcellsep \multicolumn{2}{l}{Tacit or Personalized}\\ \tabcellsep \multicolumn{2}{l}{Strategy}\\ \tabcellsep \multicolumn{2}{l}{Figure 1: Variables}\\ \multicolumn{2}{l}{Variables: There are two types of variables like,}\tabcellsep \multicolumn{2}{l}{promotion opportunity, good compensation structure,}\\ \multicolumn{2}{l}{Independent variables; Codification strategy and Tacit}\tabcellsep \multicolumn{2}{l}{effective feedback, relationship between employees and}\\ \multicolumn{2}{l}{and dependent variables under employee job}\tabcellsep \multicolumn{2}{l}{co-workers, computerized skill, effective training}\\ \multicolumn{2}{l}{satisfaction; User friendly, autonomy, workload,}\tabcellsep programs.\\ V.\tabcellsep \multicolumn{2}{l}{Analysis \& Findings}\\ a) Respondent Profile\tabcellsep \tabcellsep \\ Demographics\tabcellsep \multicolumn{2}{l}{Sub-sector}\tabcellsep Percentage\\ \tabcellsep \multicolumn{2}{l}{Human Resource}\tabcellsep 23\\ \tabcellsep \multicolumn{2}{l}{Sale \& Marketing}\tabcellsep 20\\ Department\tabcellsep \multicolumn{2}{l}{Finance \& Accounting}\tabcellsep 17\\ \tabcellsep \multicolumn{2}{l}{Spinning Division}\tabcellsep 15\\ \tabcellsep \multicolumn{2}{l}{Engineer}\tabcellsep 15\\ \tabcellsep \multicolumn{2}{l}{Security \& Protocol}\tabcellsep 11\\ \tabcellsep \multicolumn{2}{l}{20-30 Years}\tabcellsep 74\\ Age\tabcellsep \multicolumn{2}{l}{31-40 Years}\tabcellsep 18\\ \tabcellsep \multicolumn{2}{l}{Above 40 Years}\tabcellsep 8\\ Gender\tabcellsep \multicolumn{2}{l}{Male}\tabcellsep 56\\ \tabcellsep \multicolumn{2}{l}{Female}\tabcellsep 44\\ \tabcellsep \multicolumn{2}{l}{Less than 1 year}\tabcellsep 37\\ Tenure\tabcellsep \multicolumn{2}{l}{1-5 Years}\tabcellsep 40\\ \tabcellsep \multicolumn{2}{l}{5-15 Years}\tabcellsep 13\end{longtable} \par \caption{\label{tab_0}Table 1 :}\end{figure} \begin{figure}[htbp] \noindent\textbf{5} \par \begin{longtable}{P{0.15283911671924288\textwidth}P{0.12066246056782334\textwidth}P{0.06971608832807571\textwidth}P{0.1662460567823344\textwidth}P{0.1608832807570978\textwidth}P{0.17965299684542585\textwidth}} 1\tabcellsep 6\tabcellsep 6\tabcellsep -2.43\tabcellsep 5.90\tabcellsep 35.39\\ 2\tabcellsep 4\tabcellsep 8\tabcellsep -1.43\tabcellsep 2.04\tabcellsep 8.16\\ 3\tabcellsep 5\tabcellsep 15\tabcellsep -0.43\tabcellsep 0.18\tabcellsep 0.92\\ 4\tabcellsep 9\tabcellsep 36\tabcellsep 0.57\tabcellsep 0.33\tabcellsep 2.94\\ 5\tabcellsep 11\tabcellsep 55\tabcellsep 1.57\tabcellsep 2.47\tabcellsep 27.16\\ Total\tabcellsep 35\tabcellsep 120\tabcellsep -2.14\tabcellsep 10.92\tabcellsep 74.57\\ Mean score\tabcellsep 3.43\tabcellsep \tabcellsep \tabcellsep \tabcellsep \\ SD\tabcellsep 1.48\tabcellsep \tabcellsep \tabcellsep \tabcellsep \\ Occurance (x)\tabcellsep Frequency (f)\tabcellsep f*x\tabcellsep x-Mean\tabcellsep (x-Mean) 2\tabcellsep f*(x-Mean) 2\\ 1\tabcellsep 4\tabcellsep 4\tabcellsep -2.31\tabcellsep 5.36\tabcellsep 21.42\\ 2\tabcellsep 7\tabcellsep 14\tabcellsep -1.31\tabcellsep 1.73\tabcellsep 12.09\\ 3\tabcellsep 5\tabcellsep 15\tabcellsep -0.31\tabcellsep 0.10\tabcellsep 0.49\\ 4\tabcellsep 12\tabcellsep 48\tabcellsep 0.69\tabcellsep 0.47\tabcellsep 5.64\\ 5\tabcellsep 7\tabcellsep 35\tabcellsep 1.69\tabcellsep 2.84\tabcellsep 19.89\\ Total\tabcellsep 35\tabcellsep 116\tabcellsep -1.57\tabcellsep 10.49\tabcellsep 59.54\\ Mean score\tabcellsep 3.31\tabcellsep \tabcellsep \tabcellsep \tabcellsep \\ SD\tabcellsep 1.32\tabcellsep \tabcellsep \tabcellsep \tabcellsep \end{longtable} \par \caption{\label{tab_2}Table 5 :}\end{figure} \begin{figure}[htbp] \noindent\textbf{7} \par \begin{longtable}{P{0.06538461538461539\textwidth}P{0.7846153846153846\textwidth}} 2\tabcellsep f*(x-Mean) 2\end{longtable} \par \caption{\label{tab_4}Table 7 :}\end{figure} \begin{figure}[htbp] \noindent\textbf{8} \par \begin{longtable}{P{0.5957943925233644\textwidth}P{0.2542056074766355\textwidth}} Among all the respondents, 17\% respondents\tabcellsep The z score of 0.83 is within the non-rejection\\ were strongly disagree, 20\% respondents were\tabcellsep area. The critical value (cutoff point) is 1.645. In right-tail\\ disagree, 9\% respondents were neutral, 34\%\tabcellsep hypothesis testing, any z score less than the critical\\ respondents were agree and 20\% were strongly agree.\tabcellsep value cannot be rejected. Since 0.83 is less than 1.645,\\ The mean value of this statement is 3.20 which indicates\tabcellsep we cannot reject the null hypothesis\\ that respondents are more than neutral and close to\tabcellsep \\ agree with this statement.\tabcellsep \\ 1. Null hypothesis: Employees are supervised and\tabcellsep \\ reviewed effectively in Personalization or Tacitness\tabcellsep \\ strategy (Assume that the mean value of null\tabcellsep \\ hypothesis is 3)\tabcellsep \\ 2. Alternative hypothesis: Employees are not\tabcellsep \\ supervised and reviewed effectively in Personalized\tabcellsep \\ or Tacit knowledge strategy.\tabcellsep \end{longtable} \par {\small\itshape [Note: Skill:]} \caption{\label{tab_5}Table 8 :}\end{figure} \begin{figure}[htbp] \noindent\textbf{9} \par \begin{longtable}{P{0.7347457627118644\textwidth}P{0.1152542372881356\textwidth}} Among all the respondents, 0\% respondents\tabcellsep 2. Alternative hypothesis: Computerized skill is not\\ were strongly disagree, 11\% respondents were\tabcellsep needed for Codified strategy\\ disagree, 20\% respondents were neutral, 40\%\tabcellsep \\ respondents were agree and 29\% were strongly agree.\tabcellsep \\ The mean value of this statement is 3.86 which indicates\tabcellsep \\ that respondents are more than neutral and agree with\tabcellsep \\ this statement.\tabcellsep \\ 1. Null hypothesis Computerized skill is needed for\tabcellsep \\ Codified strategy. (Assume that the mean value of\tabcellsep \\ null hypothesis is 3)\tabcellsep \\ \multicolumn{2}{l}{Effective training program: Codified strategy ensures effective training programs}\end{longtable} \par \caption{\label{tab_6}Table 9 :}\end{figure} \begin{figure}[htbp] \noindent\textbf{10} \par \begin{longtable}{P{0.85\textwidth}} Among all the respondents, 20\% respondents\\ were strongly disagree, 34\% respondents were\\ disagree, 17\% respondents were neutral, 17\%\\ respondents were agree and 12\% were strongly agree.\\ The mean value of this statement is 2.66 which indicates\\ that respondents are disagree but close to neutral.\\ 1. Null hypothesis: Codified strategy ensures effective\\ training programs (Assume that the mean value of\\ null hypothesis is 3)\\ 2. 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