The document appears to be a project report submitted by Harjeet Kaur to Lovely Professional University on training and development at Lumax Industries Ltd. It includes an introduction outlining the objectives of studying training effectiveness. It also provides background on the company's history, establishing Lumax in 1945 and its growth over decades to become a leader in automotive lighting in India.

1. LOVELY PROFESSIONAL UNIVERSITY
DEPARTMENT OF MANAGEMENT
A
PROJECT REPORT
ON
TRAINING AND DEVELOPMENT
IN
Submitted to lovely professional university
In the partial fulfillment of the requirement for the award of MBA degree
Submitted by:
HARJEET KAUR
RS1903B42
DEPARTMENT OF MANAGEMENT
LOVELY PROFESSIONAL UNIVERSITY
PHAGWARA

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 don't express my thanks to the respondents whom I
visited and took their valuable time to answer my questionnaire.
HARJEET KAUR

3. DECLARATION
I harjeet kaur,student of lovely professional university, Paghwara here by solemnly
declare that the project titled ―training and development” is my original as all the
information, facts and figure in this report is based on my own experience and study
during my summer training procedures.
HARJEET KAUR

4. PREFACE
Partial knowledge is an impotent suffix to theoretical knowledge; one cannot merely
rely 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 Business
Management to develop managerial skills, it is necessary that they combine their
classroom's learning with the knowledge of real business environment.
I am extremely happy to place before the esteemed Teachers/Management the Report
of the project entitled "Training and Development".
It has not only helped me to enhance my knowledge about various fields of Human
Resources & Company responsibilities towards their welfare but also gave new
dimension to my knowledge about psychology & attitude of the Employees towards the
work & their duties.

5. TABLE OF CONTENTS
 INTRODUCTION
 OBJECTIVE OF STUDY
 LITETRATURE REVIEW
 RESEARCH METHODOLOGY
 SAMPLE SIZE
 SCOPE OF STUDY
 LIMITATION OF THE STUDY
 HISTORY OF COMPANY
 TRAINING AND DEVELOPMENT IN LUMAX
 DATA ANALYSIS
 CONCLUSION
 RECOMMENDATION/ SUGGESTIONS
 BIBLIOGRAPHY
 QUESTIONAIRE

6. INTRODUCTION
As a part of the curriculum of MBA (III) semester, I underwent my ……… Summer training
project at LUMAX INDUSTRIES LTD, SIDCUL. This six-weeks training in an industrial
organization seems to be necessary for the complete understanding of the phenomenon related
with Training and development. This study prescribes add situation before the researcher, there
by he/she gets perfection. This short of study injects flavors of confidence in heart and mind of
the researcher. It provides ample opportunity to comprehend the phenomenon and suggest best
solution of it.
I was assigned the title "Training and development". My topic is concerned with the
employee's development at LUMAX INDUSTRIES LIMITED, SIDCUL.
Employees training tries to improve skills, or add to the existing level of knowledge so that
employees is better equipped to do his present job, or to prepare him for higher position with
increased responsibilities. However individual growth is not and ends in itself. Organizational
growth need to be measured along with individual growth.
Training refers to the teaching or learning activities done for the primary purpose of helping
members of an organization to acquire and apply the same. Broadly speaking training is the act
of 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 and
grow. Employees have become central to success or failure of on organization they are the
cornucopia ideas. So it high time the organization realize that ―train and retain is the mantra of
new millennium.‖

7. OBJECTIVES OF THE STUDY
The 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 be
provided to the organization.

8. EXECUTIVE SUMMARY
Every organization needs to have well trained and experienced people to perform the activities
that have to be done. If current or potential job occupants can meet these requirements, training
is not important. When this not the case, it is necessary to raise the skills levels and increase the
versatility and adaptability of employees.
It is being increasing common for individual to change careers several times during their
working lives. The probability of any young person learning a job today and having those skills
go basically unchanged during the forty or so years if his career is extremely unlikely, may be
even impossible. In a rapid changing society employees training is not only an activity that an
organization must commit resources to if it is to maintain a viable and knowledgeable work
force.
The entire project talks about the training and development in theoretical as well as new
concepts, which are in trend now. Here we have discussed what would be the input of training if
we ever go for and how can it be good to any organization in reaping the benefits from the
money invested in terms like (ROI )i.e. return on investment. What are the ways we can identify
the 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 and
latest available trends in training method, the benefits which we can derive out of it. How the
evaluation should be done and how effective is the training all together. Some of the companies
practicing training in unique manner a lesson for other to follow as to how train and retain the
best resource in the world to reap the best out of it.
Development is integral part of training if somebody is trained properly and efficiently the
developments of that individual and the company for whom he is working. Here we discussed
about development of employees, how much to identify the needs, and after developing how to
develop executive skill to sharpen their knowledge. Learning should be continues process and
one should not hesitate to learn any stage. Learning and developing is fast and easy at LUMAX
industries ltd.

9. MEANING OF RESEARCH & DEFINITION
Research refers to a search for knowledge. Once can also define research as a scientific and
systematic 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 discovery
METHODOLOGY
Methodolgy 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 particular
discipline or field of inquiry:
Methodology refers to more than a simple set of methods; ] rather it refers to the rationale and the
philosophical assumptions that underlie a particular study relative to the scientific method. This
is why scholarly literature often includes a section on the methodology of the researchers. This
section 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 to
the specific analysis techniques. This often refers to anything and everything that can be
encapsulated for a discipline or a series of processes, activities and tasks. Examples of this are
found in software development, project management and business process fields. This use of the
term is typified by the outline who, what, where, when, and why. In the documentation of the
processes that make up the discipline, that is being supported by "this" methodology, that is
where we would find the "methods" or processes. The processes themselves are only part of the
methodology along with the identification and usage of the standards, policies, rules, etc.
Researchers acknowledge the need for rigor, logic, and coherence in their methodologies, which
are subject to peer review.

10. RESEARCH METHODOLOGY
Primary data was collected through
Questionnaires
Personal observations
Secondary data was collected through
Newspapers
Magazines
Internet
SAMPLE 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. PERIOD OF THE STUDY
The period of the study consists of 45 days in a reputed industrial organization, which is the
manufacture of Automotive Parts situated at Rudrapur, Uttarakhand.
Data collection: Data was collected through both primary and secondary sources. The primary
data was collected through administration of questionnaire through personal observation.
Secondary source includes article from magazines. Company's manual and Internet was also
used to collect data (secondary).

12. SCOPE OF STUDY
In this project I have tried to present details about the training and development
programs being presently followed in LUMAX SIDCUL and the feedback, I collected
from different employees during my interaction with them.
The scope of training and development can be explained with the help of following
points -
 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. LIMITATION OF STUDY
During my training period although the management and plant personnel were very co-
operative & extended their full support, yet there were following limitations associates
with my study which I would like to mention:
Due to the busy schedule of an organization I was unable to grasp the precious words of
the HRD Manager.

14. LITRATURE REVIEW:
Dr.sarbjit, direction apeejay college of engineering, gurgon, india, august 18, 2009.In today’s
fast moving economy and prevailing uncertainty all around us, the role of HRD is lot more than
just identifying suitable manpower and meeting organizational training needs. Developing
people’s full capabilities and managing them well is the heart of any organization. This articles
focus 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, the
effective use of human resources is seen as a perquisite, and the training and development of
employees as paramount. The growth of training and development as an academic subject
reflects 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 of
Cornell University, New York, NY 10021 ,August 9, 2005. This article test training effects on
different age group. They compared with different types of no training (control groups) in 4years
old 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 2008
This article identifies useful and feasible methods to meet these needs. Finally, it suggested that
informal science learning is understood as a collective entity. Main focuss is on learning
activities, and on methods.
L.B.oio & D.A.olanivan,2008.This article examines the impact of training and development on
the performance of home economics teaching schools important. The study revealed among
others that and development has a positive impact on the performance of home economics
teachers.
Barid, liayd, grith Darrell, lunderson, john,2003.This article focuses on training and
development strategies require remodeling due to globalization and fast moving business. In
order to enhance performance with less cost and development certain as peers of business,
learning opinions frameworks has been defined.

15. HISTORY OF THE COMPANY
As the most experienced automotive lighting solutions company in South Asia, LUMAX ,
enjoys a history of more than half a century of innovation, Technology, Manufacturing and
Market Leadership. Today, Lumax Industries Limited is a full-capability provider of high
quality 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 manufacturing
processes with emphasis on consistent quality and cost effectiveness. Lumax signifies
LUMINOSITY MAXIMA for today's demanding automobile users.
Lumax has come a long way since its inception as a trading company in the year 1945, under the
aegis of its founder Late Sh. S.C. Jain . Today Lumax accounts for over 60% market share in
Indian Automobile Lighting Business, fueled in no small measure by its more than two decade
old technical and financial collaboration with , Japan , a world leader in Vehicle
Lighting and illumination products for Automobiles.
Lumax has six ultra modern manufacturing plants in India. Of these, two are located in cities
of Gurgaon , Dharuhera in the state of Haryana, near New Delhi and two plants in Pune , near
Mumbai in Maharashtra and two plants in Uttarakhand - Pantnagar, Haridwar. These facilities
have been laid out to match world's best plant engineering standards and as you hear this, our
plants are busy producing automotive lighting products in large quantities to our customer's
exacting standards.
Lumax has a futuristic vision with an experienced and customer focused management team. This
is clearly evident from our financial growth which has seen a steady upward trend right since our
inception. Lumax posted a growth of over 39% in 2004-05, despite a de-merger from its
mirror and filters businesses. Automotive Lighting now enjoys a singular focus at Lumax
Industries Limited.

16. Lumax facilities are manned by over a 1352 (31-03-2010) highly skilled and specialized
personnel composed of associates, executives and managers. Lumax is listed on major stock
exchanges in India and depicts a shareholding of 32% by Indian Promoters , 42% is held
by 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 with
M/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 at
Aurangabad-Maharasthra.
1995- ISO 9002 Certification to Gurgaon unit by TUV Germany.
1998- QS-9000 Certification to Gurgaon unit by DNV Netherlands
Production 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 And
Haridwar-Uttranchal.
Extension of Dharuhera and chakan II Plant.

17. LUMAX has grown from success to success since its foundation in the year 1945 . The company
went Public in the Year 1984 , and thus in the same year embarked on its highly successful
technical collaboration with , Japan .Ten years of highly rewarding partnership resulted
in 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 the
year 1998 and achieved the ISO/TS 16949 : 2002and ISO 14001 in 2003 . In the same year
Lumax Industries Ltd de-merged from its Mirror and Filter Division , there-by focusing on its
core competency of producing stellar Automotive Lighting Products .
Lumax has a futuristic vision with an experienced and customer focused management team. This
is clearly evident from our financial growth which has seen a steady upward trend right since our
inception. Lumax posted a growth of over 30% in the year 2003-04, despite a de-merger from its
mirror and filters businesses. Automotive Lighting now enjoys a singular focus at Lumax
Industries Limited.
Lumax strives for continual improvement of manufacturing processes with emphasis on
consistent quality and cost effectiveness. Lumax signifiesLUMINOSITY MAXIMA for today's
demanding automobile users.
We at Lumax in the new millennium , are committed to retain excellence in quality of our
products and services, with focus on customer satisfaction and market leadership. We vow to
remain a responsible corporate citizen, contributing to the lives of our people and the
preservations of our Planet's eco-balance . We extend ourselves as your partner in growth.

18. QUALITY POLICY
We, at Lumax will target to exceed customer satisfaction by developing quality in all the
processes. 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 POLICY
We at lumax are committed to achieve continual improvement in our environment performance
by 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 POLICY
Lumax is committed to achieve and maintain world class health and safety standards for all its
employees by:
Proper design of all the processes.
Develop, Improve and Sustain processes for systematic elimination of Health & Safety
hazards.
Minimizing risks involved.
LUMAX’S VISION
We, the proud member of lumax family, shall stirve vigorously to delight our customer and
stakeholders who are our very purpose, by pursuing excellence and innovation through
committed team work. To this end we shall promote continuos learning, achievement orientation
and ethical business practice, which will make us shine as a global player.

19. STRENGTHS
We are dedicated to achieving excellence in our work. LUMAX maintains the highest ethical
and 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 much
attributed to strong teamwork, continuous R&D and the dedication and commitment of each and
every 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 combination
of 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 Resources
These extensive resources combined with our dedication to the highest professional standards
enables us to support a wide range of our clients' business needs.
FUTURE DIRECTIONS
Lumax 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 our
products and services, with focus on customer satisfaction and market leadership. We vow to
remain a responsible corporate citizen, contributing to our lives of our people and the
preservation 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 was
done under guidance of Prof. T. Suda till end 2002. Next phase of TQM journey is undergoing

20. till date with world renowned TQM guru Dr. H. Osada. During this ongoing journey our main
emphasis 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 whole
organization and has given positive impact to the top and bottom line.
Export Orientation.
Cost Competitiveness.
Quality
R&D initiative
Social awareness & development.

21. MANUFACTURINGH LOCATION

22. QUALITY
We 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 most
modern Manufacturing and Testing facilities in India.
Lumax became an ISO 9002 certified company in 1995, attained its QS 9000 certification in
the year 1998 and achieved the ISO/TS 16949 : 2002 and ISO 14001 in 2003. Being Quality as
our backbone, we are continuously thriving towards 'Customer Delight' and our products see the
light of most developed OEM's 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 was
done under guidance of Prof. T. Suda till end 2002. Next phase of TQM journey is undergoing
till date with world renowned TQM guru Dr. H. Osada. During this ongoing journey our main
emphasis 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 whole
organization and has given positive impact to the top and bottom line.
We are unendingly striving towards Improvement of our
Quality Management Systems with our objective of doing the
things right, the first time and every time. Our growing markets
and Customer base is an indicator of our continuous efforts
towards the achievement of our goal of Customer Delight.
Our "Quality Centered" team approach of manufacturing
ensures Products of the finest Quality, giving drive to some of the most advanced Vehicles
manufactured globally.
We aim at achievieng all this through:
Continual improvement of manufacturing processes with emphasis on consistent quality and cost
effectiveness.

23. Advancement of process ownership concept throughout the organisation thereby improving and
innovating the business process.
Doing right, the first time and every time.
Improving quality by enhancing competence of all personnel.

24. LUMAX CLIENTS
Automobile Clients of Lumax Industries:
Lumax Industries also deals in the manufacture of electrical appliances for automobiles. The
client-base of the company in this sector includes Hero Honda, Mahindra and Mahindra, Maruti
Udyog, and Tata Motors. The two-wheeler section caters to the requirements of Honda
motorcycles and scooters, Bajaj Auto, and so on. Some more clients are there they are as follows
Domestic clients
Global clients

26. 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. PRODUCTS OF LUMAX

29. TRAINING AND DEVELOPMENT IN LUMAX
In the field of human resource management, training and development is the field concerned
with organizational activity aimed at bettering the performance of individuals and groups
inorganizational settings. It has been known by several names, including employee
development, human resource development, and learning and development
Harrison observes that the name was endlessly debated by the Chartered Institute of Personnel
and Development during its review of professional standards in 1999/2000. "Employee
Development" was seen as too evocative of the master-slave relationship between employer and
employee for those who refer to their employees as "partners" or "associates" to be comfortable
with. "Human Resource Development" was rejected by academics, who objected to the idea that
people 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 from
problems, "learning" being an overgeneral and ambiguous name. Moreover, the field is still
widely known by the other names.
Training and development encompasses three main activities: training, education, and
development. 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, they
encompass three separate, although interrelated, activities:

30. Training
This activity is both focused upon, and evaluated against, the job that an individual currently
holds.
Education
This activity focuses upon the jobs that an individual may potentially hold in the future, and is
evaluated against those jobs.
Development
This activity focuses upon the activities that the organization employing the individual, or that
the 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 and
development are business planners. Line managers are responsible for coaching, resources, and
performance. The participants are those who actually undergo the processes. The facilitators are
Human Resource Management staff. And the providers are specialists in the field. Each of these
groups has its own agenda and motivations, which sometimes conflict with the agendas and
motivations of the others.
The conflicts are the best part of career consequences are those that take place between
employees and their bosses. The number one reason people leave their jobs is conflict with their
bosses. And yet, as author, workplace relationship authority, and executive coach, Dr. John
Hoover points out, "Tempting as it is, nobody ever enhanced his or her career by making the
boss look stupid." Training an employee to get along well with authority and with people who
entertain diverse points of view is one of the best guarantees of long-term success. Talent,
knowledge, and skill alone won't compensate for a sour relationship with a superior, peer, or
customer.

31. 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.

32. METHODS OF TRAINING
There are various methods of training, which can be divided in to cognitive and behavioral
methods. Trainers need to understand the pros and cons of each method, also its impact on
trainees keeping their background and skills in mind before giving training. The various methods
that come under cognitive approach are:
LECTURE- A method training
It is one of the oldest methods of training. This method is used to create understanding of a topic
or to influence behavior, attitudes through lecture. A lecture can be in printed or oral form.
Lecture is telling someone about something.
Demonstration training method
This method is a visual display of how something works or how to do something. As an
example, trainer shows the trainees how to perform or how to do the tasks of the job. In order to
be more effective, demonstration method should be accompanied by the discussion or lecture
method.
Discussion training method
This 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 trainer
and the trainees.
The discussion method consists a two-way flow of communication i.e. knowledge in the form of
lecture is communicated to trainees, and then understanding is conveyed back by trainees to
trainer.

33. Computer based training
With the world-wide expansion of companies and changing technologies, the demands for
knowledge and skilled employees have increased more than ever, which in turns, is putting
pressure on HR department to provide training at lower costs. Many organizations are now
implementing 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 methods
under behavioral approach allow the trainee to behave in real fashion. These methods are best
used 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 PLAY
ON 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 EXERCISE
TRAINING AND DEVELOPMENT METHOD ADOPTED BY LUMAX INDUSTRIES
LTD.
The training methods which are generally used in an organization are classified into two i.e
1-ON THE JOB: On the job training places the employees in an actual work situation and
makes them appear to be immediately productive. It is learning by doing. For jobs, that either are

34. difficult to simulate or can be learn quickly by watching and doing on-the job training makes
sense.
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 gain
skills, learn theoretical concepts and help acquire vision to look into distant future. In addition to
these, there is a need to impart ethical orientation, emphasize on attitudinal changes and stress
upon decision-making and problem-solving abilities.
Skills
Training, as was stated earlier, is imparting skills to employees. A worker needs skills to operate
machines, and use other equipments with least damage or scrap. This is a basic skill without
which the operator will not be able to function. There is also the need for motor skills. Motor
skills refer to performance of specific physical activities. These skills involve training to move
various parts of one’s body in response to certain external and internal stimuli. Common motor
skills include walking, riding a bicycle, tying a shoelace, throwing a ball and driving a car. Motor
skills are needed for all employees – from the clerk to the general manager. Employees,
particularly supervisors and executives, need interpersonal skills popular known as the
people skills. Interpersonal skills are needed to understand one self and others better, and act
accordingly. Examples of interpersonal skills include listening, persuading, and showing an
understanding of others’ feelings.
Education
The main purpose of lumax industries is to provide education to teach theoretical concepts and
develop a sense of reasoning and judgment. That any training and development program must
contain an element of education is well understood by HR specialist. Any such program has
university professors as resource persons to enlighten participants about theoretical knowledge of
the topic proposed to be discussed. In fact organizations depute or encourage employees to do
courses on a part time basis. Chief Executive Officers (CEO’s) are known to attend refresher
courses conducted by business schools. Education is important for managers and executives than
for lower-cad reorders.
Development
Another component of a training and development is development which is less skill oriented but
stressed on knowledge. Knowledge about business environment, management principles and
techniques, human relations, specific industry analysis and the like is useful for better
management of the company.

35. Ethics
There 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 practices
abound in marketing, finance and production function in an organization. They are less see and
talked about in the personnel function. If the production, finance and marketing personnel indulge
in unethical practices the fault rests on the HR manager. It is his/her duty to enlighten all the
employees 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.

36. Helps keep costs down in many areas, e.g. production, personnel, administration, etc.
Develops a sense of responsibility to the organization for being competent and
knowledgeable.
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.

37. TRAINING AND DEVELOPMENT AS SOURCE OF COMPETITIVE ADVANTAGE:
LUMAX derive competitive advantage from training and development. Training and
development program, as was pointed out earlier, help remove performance deficiencies in
employee. 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 performance
deficiencies; making employees stay long; minimized accidents, scraps and damage; and
meeting future employee needs.
There is greater stability, flexibility, and capacity for growth in an organization. Training
contributes to employee stability in at least two ways. Employees become efficient after
undergoing training. Efficient employees contribute to the growth of the organization. Growth
renders 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. All
rounder’s can be transferred to any job. Flexibility is therefore ensured. Growth indicates
prosperity, which is reflected in increased profits from year to year. Who else but well-trained
employees can contribute to the prosperity of an enterprise?
Accidents, scrap and damage to machinery and equipment can be avoided or minimized through
training. Even dissatisfaction, complaints, absenteeism, and turnover can be reduced if
employees 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 training
program yields all the benefits, the organization which devotes itself to training and development
enhances its HR capabilities and strengthens its competitive edge. At the same time, the
employee's personal and career goals are furthered, generally adding to his or her abilities and
value to the employer.

38. Data Analysis & Interpretation -
1-Your organization considers training as a part of organizational strategy. Do you agree
with 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
%age
Interpretation
The above graph indicates that organization considers training as a part of organizational
strategy.

39. 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
%age
INTERPRETATION
The above chart indicates that less training programs are held in the organization.

40. 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
%age
INTERPRETATION
The above chart shows indicates that training is provided on the basis of requiretment.

41. 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
%age
INTERPRETATION
The graph indicates that the important barriers to training and development in the organization is
non-availability of skilled trainers.

42. QUES 5): Enough practice is given for us during training session? Do you agree with this
statement?
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
%age
INTERPRETATION
The above graph indicates that enough practice is given for employees during training sessions.

43. QUES 6): The training session conducted in your organization is useful. Do you agree with this
statement?
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
%age
INTERPRETATION
The above graph indicates the training sessions conducted in the organization is useful.

44. QUES 7): Employees are given appraisal in order to motivate them to attend the training. Do it
agree 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
%age
INTERPRETATION
The above graph indicates employees are given appraisal in order to motivate them to attend the
training.

45. 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
%age
INTERPRETATION
This graph indicates the trainers should possess technical skill to make the training effective.

46. 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
%age
INTERPRETATION
This graph indicates that there are too many gaps between the training sessions.

47. 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
%age
INTERPRETATION
This graph indicates the reasons for shortage of skilled manpower at workplace are lacks of
support from senior staff.

48. RECOMMENDATIONS/ SUGGESTIONS
On the basis of survey through questionnaire, I hereby humbly propose my recommendation to
carry out further improvement in existing training and development activities in Lumax
Industries Ltd.
Efforts for making training and development formats user friendly should be kept
continued.

49. CONCLUSION
This study was a learning experience for me and I came to know the training and development
programs in lumax Industries Ltd Sidcul, Rudrapur was positive in response but still more
training and development is needed in Lumax so that the employees are motivated time by time
and they should know their strength & weakness so that they can work on it & improve their
knowledge & skills for the betterment of their organization.
In the last but not the least I conclude that all the training and development programs of company
are highly effective & beneficial to the employees in giving their best contribution to their
personal growth & development as well to meet the organizational objective.

50. REFERENCES
1. David A. Decenzo/Stephen P. Robins (2004) Personal Human Resource Management
2. A. Monappa (2004), Personal Management
3. Allan pepper (1999) A Handbook on Training and Development
4. www.wikipedia.org
5. www.naukrihub/training&development.com
6. Dr. sarabjit singh, Director Apeejay College of engeneering, Gurgon, India
7. Paul Lewis, William J. Rothwell, Lindamillar Aahad osan-gani
8. Department of psychology & Institute of molecular Biology
9. Lane Randole crocket
10. L.B.oio & D.A.olaninan
11. Barid, liayad, Grith Dorell, Lunderson, John
12. www.lumaxindustriesltd.com

51. ANNENXURE
Questionnaire:
Ques 1) - Your organization considers training as a part of organizational strategy. Do
you agree with this statement?
STRONGLY AGREE
AGREE
SOME WHAT AGREE
DISAGREE
Ques 2)- How many training programs will you attend in a year?
Less than 10
10-20
20-40
More than- 40
Ques 3)- To whom the training is given more in your organization?
SENIOR STAFF
JUNIOR STAFF
NEW STAFF
BASED ON REQUIRTMENT
Ques 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

52. Ques 5)- Enough practice is given for us during training session? Do you agree with this
statement?
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

53. Ques 8)- Employees are given appraisal in order to
motivate them to attend the training. Do you agree
with this statement?
STRONGLY AGREE
AGREE
SOME WHAT AGREE
DISAGREE
Ques 9)- What are the general complains about the
training session?
TAKE AWAY PRECIOUS TIME OF
EMPLOYEES
TOO MANY GAPS BETWEEN THE
SESSION
TRAINING SESSION ARE UNPLANNED
BORING AND USEFUL
Ques 10)- Time duration given for the training
period is;
SUFFICIENT
TO BE EXTENDED
TO BE SHORTEND
MANAGEABLE