49368010 project-report-on-training-and-development


Published on

No Downloads
Total views
On SlideShare
From Embeds
Number of Embeds
Embeds 0
No embeds

No notes for slide

49368010 project-report-on-training-and-development

  2. 2. ACKNOWLEDGEMENT It is a great opportunity & pleasure for me to express my profound gratitude towards all the individuals who directly or indirectly contributed towards completion of this report. Working on this report was a great fun, excitement, challenges and a new exposure in the field of Human Resource. I am greatly indebted to under whose guidance and concern i am able to bring the report into its real shape. Mr.V.P.Singh (HRD, LUMAX INDUSTRIES LTD SIDCUL RUDRAPUR) Mr.Pawan Chaudhary I am thankful to all faculty members of management department in providing me useful guidance for the completion of this report. I convey my gratitude to all those who are directly or indirectly related in the completion of this project report. Finally I would be failing in my duty if I dont express my thanks to the respondents whom I visited and took their valuable time to answer my questionnaire. HARJEET KAUR
  3. 3. DECLARATIONI harjeet kaur,student of lovely professional university, Paghwara here by solemnlydeclare that the project titled ―training and development” is my original as all theinformation, facts and figure in this report is based on my own experience and studyduring my summer training procedures. HARJEET KAUR
  4. 4. PREFACEPartial knowledge is an impotent suffix to theoretical knowledge; one cannot merelyrely upon the theoretical knowledge. Classroom make the fundamental concept clear,but practical survey in a firm has significant role to play in a subject of BusinessManagement to develop managerial skills, it is necessary that they combine theirclassrooms learning with the knowledge of real business environment.I am extremely happy to place before the esteemed Teachers/Management the Reportof the project entitled "Training and Development".It has not only helped me to enhance my knowledge about various fields of HumanResources & Company responsibilities towards their welfare but also gave newdimension to my knowledge about psychology & attitude of the Employees towards thework & their duties.
  6. 6. INTRODUCTIONAs a part of the curriculum of MBA (III) semester, I underwent my ……… Summer trainingproject at LUMAX INDUSTRIES LTD, SIDCUL. This six-weeks training in an industrialorganization seems to be necessary for the complete understanding of the phenomenon relatedwith Training and development. This study prescribes add situation before the researcher, thereby he/she gets perfection. This short of study injects flavors of confidence in heart and mind ofthe researcher. It provides ample opportunity to comprehend the phenomenon and suggest bestsolution of it. I was assigned the title "Training and development". My topic is concerned with theemployees development at LUMAX INDUSTRIES LIMITED, SIDCUL.Employees training tries to improve skills, or add to the existing level of knowledge so thatemployees is better equipped to do his present job, or to prepare him for higher position withincreased responsibilities. However individual growth is not and ends in itself. Organizationalgrowth need to be measured along with individual growth.Training refers to the teaching or learning activities done for the primary purpose of helpingmembers of an organization to acquire and apply the same. Broadly speaking training is the actof increasing the knowledge and skills of an employee for doing a particular job.In today’s scenario change is the order of the day and the only way to deal with it is to learn andgrow. Employees have become central to success or failure of on organization they are thecornucopia ideas. So it high time the organization realize that ―train and retain is the mantra ofnew millennium.‖
  7. 7. OBJECTIVES OF THE STUDYThe specific objectives of the study are:  To examine the effectiveness of training in overall development of skills of workforce.  To examine the impact of training on workers.  To study the changes in behavioral pattern due to training.  To find out new methods of training and development in LUMAX, SIDCUL.I have tried to take a view on the topic in a practical manner, so that the feedback can beprovided to the organization.
  8. 8. EXECUTIVE SUMMARYEvery organization needs to have well trained and experienced people to perform the activitiesthat have to be done. If current or potential job occupants can meet these requirements, trainingis not important. When this not the case, it is necessary to raise the skills levels and increase theversatility and adaptability of employees.It is being increasing common for individual to change careers several times during theirworking lives. The probability of any young person learning a job today and having those skillsgo basically unchanged during the forty or so years if his career is extremely unlikely, may beeven impossible. In a rapid changing society employees training is not only an activity that anorganization must commit resources to if it is to maintain a viable and knowledgeable workforce.The entire project talks about the training and development in theoretical as well as newconcepts, which are in trend now. Here we have discussed what would be the input of training ifwe ever go for and how can it be good to any organization in reaping the benefits from themoney invested in terms like (ROI )i.e. return on investment. What are the ways we can identifythe training need of any employees and how to know what kind of training he can go for?Training being in different aspect likes integrating it with organizational culture. The best andlatest available trends in training method, the benefits which we can derive out of it. How theevaluation should be done and how effective is the training all together. Some of the companiespracticing training in unique manner a lesson for other to follow as to how train and retain thebest resource in the world to reap the best out of it.Development is integral part of training if somebody is trained properly and efficiently thedevelopments of that individual and the company for whom he is working. Here we discussedabout development of employees, how much to identify the needs, and after developing how todevelop executive skill to sharpen their knowledge. Learning should be continues process andone should not hesitate to learn any stage. Learning and developing is fast and easy at LUMAXindustries ltd.
  9. 9. MEANING OF RESEARCH & DEFINITIONResearch refers to a search for knowledge. Once can also define research as a scientific andsystematic search for pertinent information on a specific topic. Research is an art of scientific investigation. Systematized effort to gain new knowledge [Redman and Mary] It is a voyage of discoveryMETHODOLOGYMethodolgy can be defined as- ―The analysis of the principles of methods, rules, and postulates employed by a discipline‖. ―The systematic study of methods that are, can be or have been applied within a discipline‖. ―A particular procedure or set of procedures‖.Methodology includes a collection of theories, concepts or ideas as they relate to a particulardiscipline or field of inquiry:Methodology refers to more than a simple set of methods; ] rather it refers to the rationale and thephilosophical assumptions that underlie a particular study relative to the scientific method. Thisis why scholarly literature often includes a section on the methodology of the researchers. Thissection does more than outline the researchers’ methods might explain what the researchers’ontological orepistemological views are.Another key (though arguably imprecise) usage for methodology does not refer to research or tothe specific analysis techniques. This often refers to anything and everything that can beencapsulated for a discipline or a series of processes, activities and tasks. Examples of this arefound in software development, project management and business process fields. This use of theterm is typified by the outline who, what, where, when, and why. In the documentation of theprocesses that make up the discipline, that is being supported by "this" methodology, that iswhere we would find the "methods" or processes. The processes themselves are only part of themethodology along with the identification and usage of the standards, policies, rules, etc.Researchers acknowledge the need for rigor, logic, and coherence in their methodologies, whichare subject to peer review.
  10. 10. RESEARCH METHODOLOGY Primary data was collected through Questionnaires Personal observations Secondary data was collected through Newspapers Magazines InternetSAMPLE SIZE Sample size is decided under three decisions: 1- Sample Size unit – LUMAX SIDCUL 2- Sample Size No. - 25 Staff members. 3- Sample size method - Rating Method
  11. 11. PERIOD OF THE STUDYThe period of the study consists of 45 days in a reputed industrial organization, which is themanufacture of Automotive Parts situated at Rudrapur, Uttarakhand.Data collection: Data was collected through both primary and secondary sources. The primarydata was collected through administration of questionnaire through personal observation.Secondary source includes article from magazines. Companys manual and Internet was alsoused to collect data (secondary).
  12. 12. SCOPE OF STUDYIn this project I have tried to present details about the training and developmentprograms being presently followed in LUMAX SIDCUL and the feedback, I collectedfrom different employees during my interaction with them.The scope of training and development can be explained with the help of followingpoints - exact position of performance of employees through their feedback Development of the employees through various training and development programs. Developing altered of unbiased treatment to all employees
  13. 13. LIMITATION OF STUDYDuring my training period although the management and plant personnel were very co-operative & extended their full support, yet there were following limitations associateswith my study which I would like to mention:Due to the busy schedule of an organization I was unable to grasp the precious words ofthe HRD Manager.
  14. 14. LITRATURE REVIEW: Dr.sarbjit, direction apeejay college of engineering, gurgon, india, august 18, 2009.In today’sfast moving economy and prevailing uncertainty all around us, the role of HRD is lot more thanjust identifying suitable manpower and meeting organizational training needs. Developingpeople’s full capabilities and managing them well is the heart of any organization. This articlesfocus on three controlling elements for the success of any business that are people, time and cost. Paul lewis, William j. rothwell, lindamillar, ahad osman-gani,14/2010.This article says that, theeffective use of human resources is seen as a perquisite, and the training and development ofemployees as paramount. The growth of training and development as an academic subjectreflects its growth in practice. Department of psychology & institute of Molecular Biology, University of Oregon, Eugene,OR 97403; and †Sackler Institute for Developmental Psychobiology, Weill Medical College ofCornell University, New York, NY 10021 ,August 9, 2005. This article test training effects ondifferent age group. They compared with different types of no training (control groups) in 4yearsold and 6 years children and attention training (experimental group). lane randale crocket colifornia museum of science and industry, California museum foundation,700 state drive, los angeles, California 90037, USA 2008This article identifies useful and feasible methods to meet these needs. Finally, it suggested thatinformal science learning is understood as a collective entity. Main focuss is on learningactivities, and on methods. L.B.oio & D.A.olanivan,2008.This article examines the impact of training and development onthe performance of home economics teaching schools important. The study revealed amongothers that and development has a positive impact on the performance of home economicsteachers. Barid, liayd, grith Darrell, lunderson, john,2003.This article focuses on training anddevelopment strategies require remodeling due to globalization and fast moving business. Inorder to enhance performance with less cost and development certain as peers of business,learning opinions frameworks has been defined.
  15. 15. HISTORY OF THE COMPANYAs the most experienced automotive lighting solutions company in South Asia, LUMAX ,enjoys a history of more than half a century of innovation, Technology, Manufacturing andMarket Leadership. Today, Lumax Industries Limited is a full-capability provider of highquality automotive lighting solutions for Four wheelers and Two wheeler applications,serving automobile manufacturing in India as-well-as worldwide.Lumax strives for continual improvement of manufacturingprocesses with emphasis on consistent quality and cost effectiveness. Lumax signifiesLUMINOSITY MAXIMA for todays demanding automobile users.Lumax has come a long way since its inception as a trading company in the year 1945, under theaegis of its founder Late Sh. S.C. Jain . Today Lumax accounts for over 60% market share inIndian Automobile Lighting Business, fueled in no small measure by its more than two decadeold technical and financial collaboration with , Japan , a world leader in VehicleLighting and illumination products for Automobiles.Lumax has six ultra modern manufacturing plants in India. Of these, two are located in citiesof Gurgaon , Dharuhera in the state of Haryana, near New Delhi and two plants in Pune , nearMumbai in Maharashtra and two plants in Uttarakhand - Pantnagar, Haridwar. These facilitieshave been laid out to match worlds best plant engineering standards and as you hear this, ourplants are busy producing automotive lighting products in large quantities to our customersexacting standards.Lumax has a futuristic vision with an experienced and customer focused management team. Thisis clearly evident from our financial growth which has seen a steady upward trend right since ourinception. Lumax posted a growth of over 39% in 2004-05, despite a de-merger from itsmirror and filters businesses. Automotive Lighting now enjoys a singular focus at LumaxIndustries Limited.
  16. 16. Lumax facilities are manned by over a 1352 (31-03-2010) highly skilled and specializedpersonnel composed of associates, executives and managers. Lumax is listed on major stockexchanges in India and depicts a shareholding of 32% by Indian Promoters , 42% is heldby and 26% by Public and Corporate Bodies .1945- Mr.S.C.Jain, Chairman, establishes a trading concern.1956-66- Manufacturing Units set up for automotive lighting equipment and other components.1975- Manufacturing unit set up for automotive filters.1977-79 Manufacturing Units became functional at Fariadabad-Haryana and Pune-Maharashthra.1984- Private Ltd. Company to Public Limited Company. Technical assistance agreement withM/s STANLEY, Japan for lighting equipment.1985-87- Dedicated manufacturing unit for M/s Maruti-Suzuki at Gurgaon-Haryana.1990- Manufacturing unit for auto bulbs with assistance of STANLEY, Japan.1994- Financial participation of collaborator M/s STANLEY Japan Manufacturing unit atAurangabad-Maharasthra.1995- ISO 9002 Certification to Gurgaon unit by TUV Germany.1998- QS-9000 Certification to Gurgaon unit by DNV NetherlandsProduction begins at Lumax Dharuhera.1999- QS-9000 Certification to Dharuhera unit by DNV Netherlands.2003- ISO/TS 16949 : 2002 Certification for GURGAON and DHARUHERA Plants by DNV,USA.2004- ISO 14001 Certification for Gurgaon, Dharuhera and Chennai Plants by DNV. De-merger- Core Lightining Technology.2005- Unit become functional Chakan (Near Pune).2006- Plant set up in Bajaj Auto Vendor Park- at Pantnagar – Uttranchal.2007- Setting up of state of art new plants at Pantnagar-Uttranchal, Singur-West Bengal AndHaridwar-Uttranchal.Extension of Dharuhera and chakan II Plant.
  17. 17. LUMAX has grown from success to success since its foundation in the year 1945 . The companywent Public in the Year 1984 , and thus in the same year embarked on its highly successfultechnical collaboration with , Japan .Ten years of highly rewarding partnership resultedin picking up financial stake in Lumax in the year 1994 .Lumax became an ISO 9002 certified company in 1995 , attained its QS 9000 certification in theyear 1998 and achieved the ISO/TS 16949 : 2002and ISO 14001 in 2003 . In the same yearLumax Industries Ltd de-merged from its Mirror and Filter Division , there-by focusing on itscore competency of producing stellar Automotive Lighting Products .Lumax has a futuristic vision with an experienced and customer focused management team. Thisis clearly evident from our financial growth which has seen a steady upward trend right since ourinception. Lumax posted a growth of over 30% in the year 2003-04, despite a de-merger from itsmirror and filters businesses. Automotive Lighting now enjoys a singular focus at LumaxIndustries Limited.Lumax strives for continual improvement of manufacturing processes with emphasis onconsistent quality and cost effectiveness. Lumax signifiesLUMINOSITY MAXIMA for todaysdemanding automobile users.We at Lumax in the new millennium , are committed to retain excellence in quality of ourproducts and services, with focus on customer satisfaction and market leadership. We vow toremain a responsible corporate citizen, contributing to the lives of our people and thepreservations of our Planets eco-balance . We extend ourselves as your partner in growth.
  18. 18. QUALITY POLICYWe, at Lumax will target to exceed customer satisfaction by developing quality in all theprocesses. We will consistently adhere to our basics of Q.C.D.Q. Excellence in quality as core.S. Market leadership through cost competence.D. On time delivery through innovative business processes.ENVIRONMENTAL POLICYWe at lumax are committed to achieve continual improvement in our environment performanceby following the basic principle of Complying with statutory and corporate requirements. Prevention of pollution & conservation of natural resources. Prevention of generation of waste by 3R (Reduce, Reuse and Recycle.SAFETY & HEALTH POLICYLumax is committed to achieve and maintain world class health and safety standards for all itsemployees by: Proper design of all the processes. Develop, Improve and Sustain processes for systematic elimination of Health & Safety hazards. Minimizing risks involved.LUMAX’S VISIONWe, the proud member of lumax family, shall stirve vigorously to delight our customer andstakeholders who are our very purpose, by pursuing excellence and innovation throughcommitted team work. To this end we shall promote continuos learning, achievement orientationand ethical business practice, which will make us shine as a global player.
  19. 19. STRENGTHSWe are dedicated to achieving excellence in our work. LUMAX maintains the highest ethicaland professional standards and strives to stay on the leading edge in technology, in an ever-changing environment.While our greatest strength is the ability to understand the client goals, our success is very muchattributed to strong teamwork, continuous R&D and the dedication and commitment of each andevery member of the Lumax family to deliver unsurpassed quality and reliable products &services to the total satisfaction of all our customers.We believe that our historical success and future prospects are directly related to a combinationof strengths, including the following :» Best Speed to Market in Industry» Cost efficiency» World class technology» Global scale of operations» Largest single location capacity worldwide Product range and expansion lend scalability to» operations Comprehensive CAD/CAM/CAE and product» development capability» High Quality, motivated Human ResourcesThese extensive resources combined with our dedication to the highest professional standardsenables us to support a wide range of our clients business needs.FUTURE DIRECTIONSLumax has an aggressive target of achieving 20% of its total sales by exports, by year 2010.We at Lumax in the new millennium, are committed to retain excellence in quality of ourproducts and services, with focus on customer satisfaction and market leadership. We vow toremain a responsible corporate citizen, contributing to our lives of our people and thepreservation of our planet’s eco-balance. Expand and establish operations in Pune and Chennai. Lumax has been following TQM practices from end 1998. The first phase of TQM journey wasdone under guidance of Prof. T. Suda till end 2002. Next phase of TQM journey is undergoing
  20. 20. till date with world renowned TQM guru Dr. H. Osada. During this ongoing journey our mainemphasis has been on» Total Employee Involvement» Use of :- Poka Yoka First Time Thru 5 S 3K Kanban Lean Manufacturing Focus on Internal Customer Concept» Customer Satisfaction through manufacturing excellence.The ongoing TQM journey has been very learning and fruitful exercise for the wholeorganization and has given positive impact to the top and bottom line. Export Orientation. Cost Competitiveness. Quality R&D initiative Social awareness & development.
  22. 22. QUALITYWe at Lumax in the new millennium, with focus on customer satisfaction and market leadership,are committed to achieve excellence in quality of our products and services. Lumax has the mostmodern Manufacturing and Testing facilities in India.Lumax became an ISO 9002 certified company in 1995, attained its QS 9000 certification inthe year 1998 and achieved the ISO/TS 16949 : 2002 and ISO 14001 in 2003. Being Quality asour backbone, we are continuously thriving towards Customer Delight and our products see thelight of most developed OEMs and after markets of the world.TQM (TOTAL QUALITU MANAGEMENT)Lumax has been following TQM practices from end 1998. The first phase of TQM journey wasdone under guidance of Prof. T. Suda till end 2002. Next phase of TQM journey is undergoingtill date with world renowned TQM guru Dr. H. Osada. During this ongoing journey our mainemphasis has been on» Total Employee Involvement» Use of :- • Poka Yoka • First Time Thru • 5 S •3K •Kanban • Lean Manufacturing • Focus on Internal Customer Concept» Customer Satisfaction through manufacturing excellence.The ongoing TQM journey has been very learning and fruitful exercise for the wholeorganization and has given positive impact to the top and bottom line.We are unendingly striving towards Improvement of ourQuality Management Systems with our objective of doing thethings right, the first time and every time. Our growing marketsand Customer base is an indicator of our continuous effortstowards the achievement of our goal of Customer Delight.Our "Quality Centered" team approach of manufacturingensures Products of the finest Quality, giving drive to some of the most advanced Vehiclesmanufactured globally.We aim at achievieng all this through:Continual improvement of manufacturing processes with emphasis on consistent quality and costeffectiveness.
  23. 23. Advancement of process ownership concept throughout the organisation thereby improving andinnovating the business process.Doing right, the first time and every time.Improving quality by enhancing competence of all personnel.
  24. 24. LUMAX CLIENTSAutomobile Clients of Lumax Industries:Lumax Industries also deals in the manufacture of electrical appliances for automobiles. Theclient-base of the company in this sector includes Hero Honda, Mahindra and Mahindra, MarutiUdyog, and Tata Motors. The two-wheeler section caters to the requirements of Hondamotorcycles and scooters, Bajaj Auto, and so on. Some more clients are there they are as follows Domestic clients Global clients
  25. 25. BOARD OF DIRECTOR Mr. D. K. Jain Chairman & Managing Director Mr. Deepak Jain Senior Executive Director Mr. Anmol Jain Senior Executive Director Senior Nominee of Mr. Ikuo Abe Executive Stanley, Japan Director Executive Nominee of Mr. Atsushi Ishii Director Stanley, Japan Mr. Makio Non-Executive Nominee of Natsusaka Director Stanley, Japan Mr. A.P. Gandhi Non-Executive Independent Director Mr. Gursaran Singh Non-Executive Independent Director Mr. Suman Jyoti Non-Executive Independent Director Khaitan Mr. M.C. Gupta Non-Executive Independent Director Mr. Dhiraj Dhar Non-Executive Independent Director Gupta Mr. Rattan Kapur Non-Executive Independent Director
  27. 27. TRAINING AND DEVELOPMENT IN LUMAXIn the field of human resource management, training and development is the field concernedwith organizational activity aimed at bettering the performance of individuals and groupsinorganizational settings. It has been known by several names, including employeedevelopment, human resource development, and learning and developmentHarrison observes that the name was endlessly debated by the Chartered Institute of Personneland Development during its review of professional standards in 1999/2000. "EmployeeDevelopment" was seen as too evocative of the master-slave relationship between employer andemployee for those who refer to their employees as "partners" or "associates" to be comfortablewith. "Human Resource Development" was rejected by academics, who objected to the idea thatpeople were "resources" — an idea that they felt to be demeaning to the individual. Eventually,the CIPD settled upon "Learning and Development", although that was itself not free fromproblems, "learning" being an overgeneral and ambiguous name. Moreover, the field is stillwidely known by the other names.Training and development encompasses three main activities: training, education, anddevelopment. Garavan, Costine, and Heraty, of the Irish Institute of Training and Development,note that these ideas are often considered to be synonymous. However, to practitioners, theyencompass three separate, although interrelated, activities:
  28. 28. TrainingThis activity is both focused upon, and evaluated against, the job that an individual currentlyholds.EducationThis activity focuses upon the jobs that an individual may potentially hold in the future, and isevaluated against those jobs.DevelopmentThis activity focuses upon the activities that the organization employing the individual, or thatthe individual is part of, may partake in the future, and is almost impossible to evaluate.The "stakeholders" in training and development are categorized into several classes.The sponsors of training and development are senior managers. The clients of training anddevelopment are business planners. Line managers are responsible for coaching, resources, andperformance. The participants are those who actually undergo the processes. The facilitators areHuman Resource Management staff. And the providers are specialists in the field. Each of thesegroups has its own agenda and motivations, which sometimes conflict with the agendas andmotivations of the others.The conflicts are the best part of career consequences are those that take place betweenemployees and their bosses. The number one reason people leave their jobs is conflict with theirbosses. And yet, as author, workplace relationship authority, and executive coach, Dr. JohnHoover points out, "Tempting as it is, nobody ever enhanced his or her career by making theboss look stupid." Training an employee to get along well with authority and with people whoentertain diverse points of view is one of the best guarantees of long-term success. Talent,knowledge, and skill alone wont compensate for a sour relationship with a superior, peer, orcustomer.
  29. 29. IMPORTANCE OF TRAINING AND DEVELOPMENT OPTIMUM UTILIZATION OF HUMAN RESOURCES- Training and development helps in optimizing the utilization of human resource that further helps the employee to achieve the organizational goals as well as their individual’s goals. DEVELOPMENT OF HUMAN RESOURCE- Training and development helps to provide an opportunity and broad structure for the development of human resources technical and behavioral skills in an organization. It also helps the employees in attaining personal growth. DEVELOPMENT OF SKILLS OF EMPLOYEES- Training and development helps in increasing the job knowledge and skill of employees at each level. It helps to expand the horizons of human intellect and an overall personality of the employees. ORGANISATION CLIMATE. QUALITY. HEALTHY WORK-ENVIRONMENT. HEALTH AND SAFETY.
  30. 30. METHODS OF TRAININGThere are various methods of training, which can be divided in to cognitive and behavioralmethods. Trainers need to understand the pros and cons of each method, also its impact ontrainees keeping their background and skills in mind before giving training. The various methodsthat come under cognitive approach are:LECTURE- A method trainingIt is one of the oldest methods of training. This method is used to create understanding of a topicor to influence behavior, attitudes through lecture. A lecture can be in printed or oral form.Lecture is telling someone about something.Demonstration training methodThis method is a visual display of how something works or how to do something. As anexample, trainer shows the trainees how to perform or how to do the tasks of the job. In order tobe more effective, demonstration method should be accompanied by the discussion or lecturemethod.Discussion training methodThis method uses a lecture to provide the learners with context that is supported, elaborated,explain, or expanded on through interactions both among the trainees and between the trainerand the trainees.The discussion method consists a two-way flow of communication i.e. knowledge in the form oflecture is communicated to trainees, and then understanding is conveyed back by trainees totrainer.
  31. 31. Computer based trainingWith the world-wide expansion of companies and changing technologies, the demands forknowledge and skilled employees have increased more than ever, which in turns, is puttingpressure on HR department to provide training at lower costs. Many organizations are nowimplementing CBT as an alternative to classroom based training to accomplish those goals.Behavioral methods are more of giving practical training to the trainees. The various methodsunder behavioral approach allow the trainee to behave in real fashion. These methods are bestused for skill development.The various methods that come under behavioral approach are: GAMES AND STIMULATION BEHAVIOR-MODELING BUSINESS GAMES CASE STUDIES EQUIPMENT STIMULATORS IN-BASKET TECHNIQUE ROLE PLAYON THE JOB TRAINING-There are many management development techniques that an employees can take in off the job.The few popular methods are: SENSITIVITY TRAINING TRANSACTIONAL ANALYSIS STRAIGHT LECTURE/ LECTURES SIMULATION EXERCISETRAINING AND DEVELOPMENT METHOD ADOPTED BY LUMAX INDUSTRIESLTD.The training methods which are generally used in an organization are classified into two i.e1-ON THE JOB: On the job training places the employees in an actual work situation andmakes them appear to be immediately productive. It is learning by doing. For jobs, that either are
  32. 32. difficult to simulate or can be learn quickly by watching and doing on-the job training makessense.2- OFF THE JOB: Off-the-job training covers a number of techniques classroom lectures,films, demonstration, case studies and other simulation exercises, and programmed instruction.INPUTS IN TRAINING AND DEVELOPMENTS IN LUMAX INDUSTRIES LTD.Any training and development program must contain inputs which enable the participants to gainskills, learn theoretical concepts and help acquire vision to look into distant future. In addition tothese, there is a need to impart ethical orientation, emphasize on attitudinal changes and stressupon decision-making and problem-solving abilities.SkillsTraining, as was stated earlier, is imparting skills to employees. A worker needs skills to operatemachines, and use other equipments with least damage or scrap. This is a basic skill withoutwhich the operator will not be able to function. There is also the need for motor skills. Motorskills refer to performance of specific physical activities. These skills involve training to movevarious parts of one’s body in response to certain external and internal stimuli. Common motorskills include walking, riding a bicycle, tying a shoelace, throwing a ball and driving a car. Motorskills are needed for all employees – from the clerk to the general manager. Employees,particularly supervisors and executives, need interpersonal skills popular known as thepeople skills. Interpersonal skills are needed to understand one self and others better, and actaccordingly. Examples of interpersonal skills include listening, persuading, and showing anunderstanding of others’ feelings.EducationThe main purpose of lumax industries is to provide education to teach theoretical concepts anddevelop a sense of reasoning and judgment. That any training and development program mustcontain an element of education is well understood by HR specialist. Any such program hasuniversity professors as resource persons to enlighten participants about theoretical knowledge ofthe topic proposed to be discussed. In fact organizations depute or encourage employees to docourses on a part time basis. Chief Executive Officers (CEO’s) are known to attend refreshercourses conducted by business schools. Education is important for managers and executives thanfor lower-cad reorders.DevelopmentAnother component of a training and development is development which is less skill oriented butstressed on knowledge. Knowledge about business environment, management principles andtechniques, human relations, specific industry analysis and the like is useful for bettermanagement of the company.
  33. 33. EthicsThere is need for imparting greater ethical orientation to a training and development program.There is no denial of the fact that ethics are largely ignored in businesses. Unethical practicesabound in marketing, finance and production function in an organization. They are less see andtalked about in the personnel function. If the production, finance and marketing personnel indulgein unethical practices the fault rests on the HR manager. It is his/her duty to enlighten all theemployees in the organization about the need of ethical behavior.How Training Benefits lumax industries ltd: Leads to improved profitability and/or more positive attitudes towards profit orientation. Improves the job knowledge and skills at all levels of the organization Improves the morale of the workforce. Helps people identify with organizational goals. Helps create a better corporate image. Fosters authenticity, openness and trust. Improves relationship between boss and subordinate. Aids in organizational development. Learns from the trainee. Helps prepare guidelines for work. Aids in understanding and carrying out organizational policies. Provides information for future needs in all areas of the organization. Organization gets more effective decision-making and problem-solving skill.l Aids in increasing productivity and/or quality of work.
  34. 34. Helps keep costs down in many areas, e.g. production, personnel, administration, etc.Develops a sense of responsibility to the organization for being competent andknowledgeable.Improves Labour-management relations.Reduces outside consulting costs by utilizing competent internal consultation.Stimulates preventive management as opposed to putting out fires.Eliminates suboptimal behavior (such as hiding tools).Creates an appropriate climate for growth, communication.Aids in improving organizational communication.
  35. 35. TRAINING AND DEVELOPMENT AS SOURCE OF COMPETITIVE ADVANTAGE:LUMAX derive competitive advantage from training and development. Training anddevelopment program, as was pointed out earlier, help remove performance deficiencies inemployee. This is particularly true when –(1) The deficiency is caused by a lack of ability rather than a lack of motivation to perform,(2) The individual(s) involved have the aptitude and motivation need to learn to do the job better,and (3) Supervisors and peers are supportive of the desired behaviors.Training & Development offers competitive advantage to LUMAX by removing performancedeficiencies; making employees stay long; minimized accidents, scraps and damage; andmeeting future employee needs.There is greater stability, flexibility, and capacity for growth in an organization. Trainingcontributes to employee stability in at least two ways. Employees become efficient afterundergoing training. Efficient employees contribute to the growth of the organization. Growthrenders stability to the workforce. Further, trained employees tend to stay with the organization.They seldom leave the company. Training makes the employees versatile in operations. Allrounder’s can be transferred to any job. Flexibility is therefore ensured. Growth indicatesprosperity, which is reflected in increased profits from year to year. Who else but well-trainedemployees can contribute to the prosperity of an enterprise?Accidents, scrap and damage to machinery and equipment can be avoided or minimized throughtraining. Even dissatisfaction, complaints, absenteeism, and turnover can be reduced ifemployees are trained well.Future needs of employees will be met through training and development program.Organizations take fresh diploma holders or graduates as apprentices or management trainees.They are absorbed after course completion. Training serves as an effective source of recruitment.Training is an investment in HR with a promise of better returns in future.In LUMAX training and development pays dividends to the employee. Though no single trainingprogram yields all the benefits, the organization which devotes itself to training and developmentenhances its HR capabilities and strengthens its competitive edge. At the same time, theemployees personal and career goals are furthered, generally adding to his or her abilities andvalue to the employer.
  36. 36. Data Analysis & Interpretation -1-Your organization considers training as a part of organizational strategy. Do you agreewith this statement? NO. OF RESPONSE RESPONDENTS PERCENTAGE STRONGLY AGREE 13 52 AGREE 1 4 SOME WHAT AGREE 4 16 DISAGREE 7 28 TOTAL 25 100 training as a part of oraganisation strategy 120 100 e 100 m 80 n 52 p 60 o 40 28 25 l 13 16 . 20 1 4 4 7 o 0 NO. OF RESPONDENTS y o PERCENTAGE e f e s %ageInterpretationThe above graph indicates that organization considers training as a part of organizationalstrategy.
  37. 37. QUES 2): How many training programs will you attend in a year? NO. OF RESPONSE RESPONDENT PERCENTAGE LESS THEN 00-10 14 56 10- 20 2 8 20-40 6 24 MORE THAN 40 3 12 TOTAL 25 100 no. of training programs in a year 120 e 100 100 m n 80 p o 56 l 60 . o 40 24 25 NO. OF RESPONDENT y 20 14 12 o 8 6 3 2 PERCENTAGE e f 0 e LESS 10 20 20-40 MORE TOTAL s THEN THAN 10 40 %ageINTERPRETATIONThe above chart indicates that less training programs are held in the organization.
  38. 38. QUES 3): To whom the training is given more in your organization? NO. OF RESPONSE RESPONDENT PERCENTAGE SENIOR STAFF 3 12 JUNIOR STAFF 5 20 NEW STAFF 6 24 BASED ON REQUIRTMENT 13 52 TOTAL 25 100 to whom traning is given 120 100 e 100 m n 80 p o 60 52 l . o 40 24 25 20 y 20 12 13 o 3 5 6 e 0 f e s NO. OF RESPONDENT PERCENTAGE %ageINTERPRETATIONThe above chart shows indicates that training is provided on the basis of requiretment.
  39. 39. QUES 4): what are all the important barriers to training and development in your organization? NO. OF RESPONSE RESPONDENT PERCENTAGE TIME MONEY 5 20 LACK OF INTEREST BY STAFF 6 24 NON-AVAILABILITY OF SKILL TRAINER 10 40 TOTAL 25 100 barriers to training and development 120 100 e 100 m 80 n 60 40 p 40 24 25 o 20 l 20 5 6 10 . o 0 NO. OF RESPONDENT y o PERCENTAGE e f e s %ageINTERPRETATIONThe graph indicates that the important barriers to training and development in the organization isnon-availability of skilled trainers.
  40. 40. QUES 5): Enough practice is given for us during training session? Do you agree with thisstatement? NO. OF RESPONSE RESPONDENT PERCENTAGE STRONGLY AGREE 14 56 AGREE 2 8 SOME WHAT AGREE 6 24 DISAGREE 3 12 25 100 practice given during training period 120 100 e 100 m 80 56 n 60 p o 40 24 25 l 14 12 . 20 2 8 6 3 o 0 NO. OF RESPONDENT y o PERCENTAGE e f e s %ageINTERPRETATIONThe above graph indicates that enough practice is given for employees during training sessions.
  41. 41. QUES 6): The training session conducted in your organization is useful. Do you agree with thisstatement? NO. OF RESPONSE RESPONDENT PERCENTAGE STRONGLY AGREE 15 60 AGREE 5 20 SOME WHAT AGREE 5 20 DISAGREE 0 0 TOTAL 25 100 training is useful 120 100 e 100 m 80 60 n 60 p o 40 20 20 25 l 15 . 20 5 5 0 0 o 0 NO. OF RESPONDENT y o PERCENTAGE e f e s %ageINTERPRETATIONThe above graph indicates the training sessions conducted in the organization is useful.
  42. 42. QUES 7): Employees are given appraisal in order to motivate them to attend the training. Do itagree with this statement? NO. OF RESPONSE RESPONDENT PERCENTAGE STRONGLY AGREE 14 56 AGREE 6 24 SOME WHAT AGREE 3 12 DISAGREE 2 8 TOTAL 25 100 training is motivation for employee 120 100 e 100 m 80 56 n 60 p o 40 24 25 l 14 12 . 20 6 3 2 8 o 0 NO. OF RESPONDENT y o PERCENTAGE e f e s %ageINTERPRETATIONThe above graph indicates employees are given appraisal in order to motivate them to attend thetraining.
  43. 43. QUES 8): How well the work place of training is physically organization? NO. OF RESPONSE RESPONDENT PERCENTAGE EXCELLENCE 8 32 GOOD 6 24 AVERAGE 6 24 BAD 5 20 TOTAL 25 100 place of training 120 100 e 100 m 80 n p 60 o l 40 32 o 24 24 20 25 20 8 6 6 NO. OF RESPONDENT o y 5 f e 0 PERCENTAGE e s %ageINTERPRETATIONThis graph indicates the trainers should possess technical skill to make the training effective.
  44. 44. QUES 9): What are the general complains about the training session? NO. OF RESPONSE RESPONDENT PERCENTAGE TAKE AWAY PRECIOUS TIME OF EMPLOYEES 4 25 TOO MANY GAPS BETWEEN THE SESSIONS 10 40 TRAINING SESSIONS ARE UNPLANNED 6 15 BORING AND NOT USEFUL 5 20 TOTAL 25 100 complains about training session 120 100 e 100 m 80 n p 60 40 40 25 20 25 o l 10 15 20 4 6 5 o 0 NO. OF RESPONDENT o y f e PERCENTAGE e s %ageINTERPRETATIONThis graph indicates that there are too many gaps between the training sessions.
  45. 45. QUES 10): Time duration given for the training period is; NO. OF RESPONSE RESPONDENT PERCENTAGE SUFFICIENT 5 20 TO BE EXTENDED 10 40 TO BE SHORTENED 8 32 MANAGEABLE 2 8 TOTAL 25 100 training period 120 100 e 100 m 80 n p 60 40 40 32 25 o l 20 10 8 o 20 5 2 8 0 NO. OF RESPONDENT o y f e PERCENTAGE e s %ageINTERPRETATIONThis graph indicates the reasons for shortage of skilled manpower at workplace are lacks ofsupport from senior staff.
  46. 46. RECOMMENDATIONS/ SUGGESTIONSOn the basis of survey through questionnaire, I hereby humbly propose my recommendation tocarry out further improvement in existing training and development activities in LumaxIndustries Ltd. Efforts for making training and development formats user friendly should be kept continued.
  47. 47. CONCLUSIONThis study was a learning experience for me and I came to know the training and developmentprograms in lumax Industries Ltd Sidcul, Rudrapur was positive in response but still moretraining and development is needed in Lumax so that the employees are motivated time by timeand they should know their strength & weakness so that they can work on it & improve theirknowledge & skills for the betterment of their organization.In the last but not the least I conclude that all the training and development programs of companyare highly effective & beneficial to the employees in giving their best contribution to theirpersonal growth & development as well to meet the organizational objective.
  48. 48. REFERENCES1. David A. Decenzo/Stephen P. Robins (2004) Personal Human Resource Management2. A. Monappa (2004), Personal Management3. Allan pepper (1999) A Handbook on Training and Development4. www.wikipedia.org5. www.naukrihub/training&development.com6. Dr. sarabjit singh, Director Apeejay College of engeneering, Gurgon, India7. Paul Lewis, William J. Rothwell, Lindamillar Aahad osan-gani8. Department of psychology & Institute of molecular Biology9. Lane Randole crocket10. L.B.oio & D.A.olaninan11. Barid, liayad, Grith Dorell, Lunderson, John12. www.lumaxindustriesltd.com
  49. 49. ANNENXUREQuestionnaire:Ques 1) - Your organization considers training as a part of organizational strategy. Doyou agree with this statement? STRONGLY AGREE AGREE SOME WHAT AGREE DISAGREEQues 2)- How many training programs will you attend in a year? Less than 10 10-20 20-40 More than- 40Ques 3)- To whom the training is given more in your organization? SENIOR STAFF JUNIOR STAFF NEW STAFF BASED ON REQUIRTMENTQues 4)- what are all important barriers to training and development in your organization? Time Money Lack of interest by the staff Non-availability of skilled trainers
  50. 50. Ques 5)- Enough practice is given for us during training session? Do you agree with thisstatement? JOB ROTATION EXTERNAL RATING CONFERENCE/DISCUSION PROGRAMMED INSTRUCTION Ques 6)- The training session conducted in your organization is useful. Do you agree with this statement? STRONGLY AGREE AGREE SOME WHAT AGREE DISAGREE Quest 7)- The training session conducted in your organization is useful. Do you agree with this statement? STRONGLY AGREE AGREE SOME WHAT AGREE DISAGREE
  51. 51. Ques 8)- Employees are given appraisal in order tomotivate them to attend the training. Do you agreewith this statement? STRONGLY AGREE AGREE SOME WHAT AGREE DISAGREEQues 9)- What are the general complains about thetraining session? TAKE AWAY PRECIOUS TIME OF EMPLOYEES TOO MANY GAPS BETWEEN THE SESSION TRAINING SESSION ARE UNPLANNED BORING AND USEFULQues 10)- Time duration given for the trainingperiod is; SUFFICIENT TO BE EXTENDED TO BE SHORTEND MANAGEABLE