Professional Documents
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Project Report On Training and Development
Project Report On Training and Development
DEPARTMENT OF MANAGEMENT
A
PROJECT REPORT
ON
TRAINING AND DEVELOPMENT
IN
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 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
DECLARATION
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.
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
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 todays 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.
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.
METHODOLOGY
Methodolgy can be defined as
RESEARCH METHODOLOGY
Primary data was collected through
Questionnaires
Personal observations
Newspapers
Magazines
Internet
SAMPLE SIZE
Sample size is decided under three decisions:
1-
2-
3-
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
various training and development programs.
LIMITATION OF STUDY
During my training period although the management and plant personnel were very cooperative & 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.
LITRATURE REVIEW:
Dr.sarbjit, direction apeejay college of engineering, gurgon, india, august 18, 2009.In todays
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
peoples 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.
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
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.
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
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.
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
in
picking
up
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.
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.
LUMAXS 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.
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 everchanging 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 :
Cost efficiency
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 planets 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
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
MANUFACTURINGH LOCATION
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.
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.
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
BOARD OF DIRECTOR
Mr. D. K. Jain
Senior
Executive
Director
Nominee of
Stanley, Japan
Executive
Director
Nominee of
Stanley, Japan
Mr. Makio
Natsusaka
Non-Executive
Director
Nominee of
Stanley, Japan
PRODUCTS OF 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:
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.
ORGANISATION CLIMATE.
QUALITY.
HEALTHY WORK-ENVIRONMENT.
HEALTH AND SAFETY.
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.
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.
ON THE JOB TRAININGThere 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
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.
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
Helps keep costs down in many areas, e.g. production, personnel, administration, etc.
Data Analysis & Interpretation 1-Your organization considers training as a part of organizational strategy. Do you agree
with this statement?
RESPONSE
STRONGLY
AGREE
AGREE
SOME WHAT
AGREE
DISAGREE
TOTAL
NO. OF
RESPONDENTS
PERCENTAGE
13
1
52
4
4
7
25
16
28
100
n
o
.
o
f
120
e 100
m 80
p 60
l 40
o 20
0
y
e
e
s
100
52
13
1 4
16
28
25
7
NO. OF RESPONDENTS
PERCENTAGE
%age
Interpretation
The above graph indicates that organization considers training as a part of organizational
strategy.
QUES 2): How many training programs will you attend in a year?
RESPONSE
LESS THEN
00-10
10- 20
20-40
MORE
THAN 40
TOTAL
NO. OF
RESPONDENT
PERCENTAGE
14
2
6
56
8
24
3
25
12
100
n
o
.
o
f
120
e
100
m
p 80
l 60
o
40
y
e 20
0
e
s
100
56
2
LESS
THEN
10
25
24
14
10 20
12
NO. OF RESPONDENT
PERCENTAGE
INTERPRETATION
The above chart indicates that less training programs are held in the organization.
RESPONSE
SENIOR STAFF
JUNIOR STAFF
NEW STAFF
BASED ON
REQUIRTMENT
TOTAL
n
o
.
o
f
3
5
6
12
20
24
13
25
52
100
120
e
100
m
80
p
l 60
o 40
y 20
e
0
e
s
PERCENTAGE
100
52
12
24
20
5
25
13
NO. OF RESPONDENT
PERCENTAGE
%age
INTERPRETATION
The above chart shows indicates that training is provided on the basis of requiretment.
QUES 4): what are all the important barriers to training and development in your organization?
NO. OF
RESPONDENT
RESPONSE
TIME
MONEY
LACK OF INTEREST BY
STAFF
NON-AVAILABILITY OF
SKILL TRAINER
TOTAL
PERCENTAGE
5
20
24
10
25
40
100
n
o
.
o
f
120
e 100
m 80
p 60
l 40
20
o
0
y
e
e
s
100
20
24
6
40
10
25
NO. OF RESPONDENT
PERCENTAGE
%age
INTERPRETATION
The graph indicates that the important barriers to training and development in the organization is
non-availability of skilled trainers.
QUES 5): Enough practice is given for us during training session? Do you agree with this
statement?
NO. OF
RESPONDENT
RESPONSE
STRONGLY
AGREE
AGREE
SOME WHAT
AGREE
DISAGREE
PERCENTAGE
14
2
56
8
6
3
25
24
12
100
n
o
.
o
f
120
e 100
m 80
p 60
l 40
o 20
0
y
e
e
s
100
56
14
24
2 8
12
25
NO. OF RESPONDENT
PERCENTAGE
%age
INTERPRETATION
The above graph indicates that enough practice is given for employees during training sessions.
QUES 6): The training session conducted in your organization is useful. Do you agree with this
statement?
RESPONSE
STRONGLY
AGREE
AGREE
SOME WHAT
AGREE
DISAGREE
TOTAL
NO. OF
RESPONDENT
PERCENTAGE
15
5
60
20
5
0
25
20
0
100
training is useful
n
o
.
o
f
120
e 100
m 80
p 60
l 40
o 20
0
y
e
e
s
100
60
15
20
5
25
20
5
0 0
NO. OF RESPONDENT
PERCENTAGE
%age
INTERPRETATION
The above graph indicates the training sessions conducted in the organization is useful.
QUES 7): Employees are given appraisal in order to motivate them to attend the training. Do it
agree with this statement?
RESPONSE
STRONGLY
AGREE
AGREE
SOME WHAT
AGREE
DISAGREE
TOTAL
NO. OF
RESPONDENT
PERCENTAGE
14
6
56
24
3
2
25
12
8
100
n
o
.
o
f
120
e 100
m 80
p 60
l 40
o 20
0
y
e
e
s
100
56
14
24
6
12
25
2 8
NO. OF RESPONDENT
PERCENTAGE
%age
INTERPRETATION
The above graph indicates employees are given appraisal in order to motivate them to attend the
training.
QUES 8): How well the work place of training is physically organization?
NO. OF
RESPONDENT
RESPONSE
EXCELLENCE
GOOD
AVERAGE
BAD
TOTAL
8
6
6
5
25
PERCENTAGE
32
24
24
20
100
place of training
n
o
o
f
120
e
100
m
80
p
l 60
o 40
y 20
e
0
e
s
100
32
8
24
6
24
6
20
5
25
NO. OF RESPONDENT
PERCENTAGE
%age
INTERPRETATION
This graph indicates the trainers should possess technical skill to make the training effective.
QUES 9): What are the general complains about the training session?
NO. OF
RESPONDENT
RESPONSE
TAKE AWAY PRECIOUS TIME OF
EMPLOYEES
TOO MANY GAPS BETWEEN THE
SESSIONS
TRAINING SESSIONS ARE
UNPLANNED
BORING AND NOT USEFUL
TOTAL
PERCENTAGE
4
25
10
40
6
5
25
15
20
100
n
o
o
f
120
e 100
m 80
p 60
l 40
o 20
0
y
e
e
s
100
40
25
4
10
15
20
5
25
NO. OF RESPONDENT
PERCENTAGE
%age
INTERPRETATION
This graph indicates that there are too many gaps between the training sessions.
QUES 10): Time duration given for the training period is;
NO. OF
RESPONDENT
RESPONSE
SUFFICIENT
TO BE EXTENDED
TO BE SHORTENED
MANAGEABLE
TOTAL
5
10
8
2
25
PERCENTAGE
20
40
32
8
100
training period
n
o
o
f
120
e 100
m 80
p 60
l 40
o 20
y
0
e
e
s
100
40
20
5
10
32
8
25
2 8
NO. OF RESPONDENT
PERCENTAGE
%age
INTERPRETATION
This graph indicates the reasons for shortage of skilled manpower at workplace are lacks of
support from senior staff.
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
continued.
kept
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.
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
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
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
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
STRONGLY AGREE
AGREE
DISAGREE
statement?
STRONGLY AGREE
AGREE
DISAGREE
STRONGLY AGREE
AGREE
DISAGREE
SUFFICIENT
TO BE EXTENDED
TO BE SHORTEND
MANAGEABLE