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

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

DECLARATION

I harjeet kaur,student of lovely professional university, Paghwara here by solemnly declare that the project titled ³training 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

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

My topic is concerned with the employee's development at LUMAX INDUSTRIES LIMITED. This short of study injects flavors of confidence in heart and mind of the researcher.´ . Employees have become central to success or failure of on organization they are the cornucopia ideas. It provides ample opportunity to comprehend the phenomenon and suggest best solution of it. In today¶s scenario change is the order of the day and the only way to deal with it is to learn and grow. This study prescribes add situation before the researcher. I was assigned the title "Training and development". So it high time the organization realize that ³train and retain is the mantra of new millennium. Organizational growth need to be measured along with individual growth. SIDCUL. SIDCUL. I underwent my ««« Summer training project at LUMAX INDUSTRIES LTD. 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. or add to the existing level of knowledge so that employees is better equipped to do his present job.INTRODUCTION As a part of the curriculum of MBA (III) semester. This six-weeks training in an industrial organization seems to be necessary for the complete understanding of the phenomenon related with Training and development. or to prepare him for higher position with increased responsibilities. Broadly speaking training is the act of increasing the knowledge and skills of an employee for doing a particular job. there by he/she gets perfection. However individual growth is not and ends in itself. Employees training tries to improve skills.

 To examine the impact of training on workers. so that the feedback can be provided to the organization. I have tried to take a view on the topic in a practical manner.  To study the changes in behavioral pattern due to training. .OBJECTIVES OF THE STUDY The specific objectives of the study are:  To examine the effectiveness of training in overall development of skills of workforce. SIDCUL.  To find out new methods of training and development in LUMAX.

When this not the case. The best and latest available trends in training method. the benefits which we can derive out of it. The entire project talks about the training and development in theoretical as well as new concepts. training is not important. may be even impossible.e. Learning and developing is fast and easy at LUMAX industries ltd. . Learning should be continues process and one should not hesitate to learn any stage. return on investment. 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. 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. If current or potential job occupants can meet these requirements. 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. How the evaluation should be done and how effective is the training all together. and after developing how to develop executive skill to sharpen their knowledge.EXECUTIVE SUMMARY Every organization needs to have well trained and experienced people to perform the activities that have to be done. how much to identify the needs. 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. it is necessary to raise the skills levels and increase the versatility and adaptability of employees. Here we discussed about development of employees. 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. 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. It is being increasing common for individual to change careers several times during their working lives.

In the documentation of the processes that make up the discipline. and postulates employed by a discipline´. Researchers acknowledge the need for rigor. Methodology includes a collection of theories.MEANING OF RESEARCH & DEFINITION Research refers to a search for knowledge. activities and tasks. that is where we would find the "methods" or processes. and coherence in their methodologies. policies. Another key (though arguably imprecise) usage for methodology does not refer to research or to the specific analysis techniques. Systematized effort to gain new knowledge [Redman and Mary] It is a voyage of discovery METHODOLOGY Methodolgy can be defined asy y y ³The analysis of the principles of methods. can be or have been applied within a discipline´. Once can also define research as a scientific and systematic search for pertinent information on a specific topic. rules. and why. The processes themselves are only part of the methodology along with the identification and usage of the standards. project management and business process fields. ] rather it refers to the rationale and the philosophical assumptions that underlie a particular study relative to the scientific method. This section does more than outline the researchers¶ methods might explain what the researchers¶ ontological orepistemological views are. rules. when. which are subject to peer review. where. This often refers to anything and everything that can be encapsulated for a discipline or a series of processes. ³A particular procedure or set of procedures´. that is being supported by "this" methodology. concepts or ideas as they relate to a particular discipline or field of inquiry: Methodology refers to more than a simple set of methods. This use of the term is typified by the outline who. . ³The systematic study of methods that are. logic. Examples of this are found in software development. y y y Research is an art of scientific investigation. This is why scholarly literature often includes a section on the methodology of the researchers. what. etc.

Sample size method .RESEARCH METHODOLOGY Primary data was collected through y y Questionnaires Personal observations Secondary data was collected through y y y Newspapers Magazines Internet SAMPLE SIZE Sample size is decided under three decisions: 123Sample Size unit ± LUMAX SIDCUL Sample Size No. .Rating Method .25 Staff members.

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

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. Developing altered of unbiased treatment to all employees . 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.

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.LIMITATION OF STUDY During my training period although the management and plant personnel were very cooperative & extended their full support. .

Paul lewis. Eugene. 700 state drive. Weill Medical College of Cornell University. india. rothwell. liayd.This article examines the impact of training and development on the performance of home economics teaching schools important. learning opinions frameworks has been defined. NY 10021 . lane randale crocket colifornia museum of science and industry. 2009. This article test training effects on different age group.sarbjit. lunderson. los angeles. time and cost. OR 97403.LITRATURE REVIEW: Dr.A. Finally. Barid. direction apeejay college of engineering. grith Darrell. They compared with different types of no training (control groups) in 4years old and 6 years children and attention training (experimental group). USA 2008 This article identifies useful and feasible methods to meet these needs.August 9.14/2010.oio & D. William j. john. august 18. Developing people¶s full capabilities and managing them well is the heart of any organization.This article focuses on training and development strategies require remodeling due to globalization and fast moving business.2008. The study revealed among others that and development has a positive impact on the performance of home economics teachers. ahad osman-gani. New York. University of Oregon. California museum foundation. Department of psychology & institute of Molecular Biology.B. California 90037. . The growth of training and development as an academic subject reflects its growth in practice. Main focuss is on learning activities. and ‚Sackler Institute for Developmental Psychobiology. L. In order to enhance performance with less cost and development certain as peers of business. 2005. it suggested that informal science learning is understood as a collective entity. the effective use of human resources is seen as a perquisite. the role of HRD is lot more than just identifying suitable manpower and meeting organizational training needs. and on methods. This articles focus on three controlling elements for the success of any business that are people.2003.In today¶s fast moving economy and prevailing uncertainty all around us.olanivan.This article says that. lindamillar. gurgon. and the training and development of employees as paramount.

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

1999. 42% is held by and 26% by Public and Corporate Bodies . 2004.S. USA. 1990. establishes a trading concern. 1998.Manufacturing unit set up for automotive filters. Chairman. 1984.Financial participation of collaborator M/s STANLEY Japan Manufacturing unit at Aurangabad-Maharasthra. De-merger .ISO 14001 Certification for Gurgaon. 2005. Lumax is listed on major stock exchanges in India and depicts a shareholding of 32% by Indian Promoters . .Manufacturing unit for auto bulbs with assistance of STANLEY. 1985-87. 1994.Unit become functional Chakan (Near Pune).Manufacturing Units set up for automotive lighting equipment and other components. executives and managers. 2007.Plant set up in Bajaj Auto Vendor Park. 1945.Dedicated manufacturing unit for M/s Maruti-Suzuki at Gurgaon-Haryana.at Pantnagar ± Uttranchal. 2003.Jain.Core Lightining Technology.Lumax facilities are manned by over a 1352 (31-03-2010) highly skilled and specialized personnel composed of associates.Private Ltd.QS-9000 Certification to Dharuhera unit by DNV Netherlands. Company to Public Limited Company.ISO 9002 Certification to Gurgaon unit by TUV Germany.Setting up of state of art new plants at Pantnagar-Uttranchal. Extension of Dharuhera and chakan II Plant.C.Mr. Technical assistance agreement with M/s STANLEY. Japan. 1977-79 Manufacturing Units became functional at Fariadabad-Haryana and Pune-Maharashthra. 1956-66. 1975.ISO/TS 16949 : 2002 Certification for GURGAON and DHARUHERA Plants by DNV. Dharuhera and Chennai Plants by DNV.QS-9000 Certification to Gurgaon unit by DNV Netherlands Production begins at Lumax Dharuhera. Singur-West Bengal And Haridwar-Uttranchal. 1995. Japan for lighting equipment. 2006.

contributing to the lives of our people and the preservations of our Planet's eco-balance . This is clearly evident from our financial growth which has seen a steady upward trend right since our inception. are committed to retain excellence in quality of our products and services. . In the same year Lumax Industries Ltd de-merged from its Mirror and Filter Division .LUMAX has grown from success to success since its foundation in the year 1945 . We extend ourselves as your partner in growth. Lumax became an ISO 9002 certified company in 1995 . Lumax posted a growth of over 30% in the year 2003-04. Lumax signifiesLUMINOSITY MAXIMA for today's demanding automobile users. 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 has a futuristic vision with an experienced and customer focused management team. Japan . and thus in the same year embarked on its highly successful technical collaboration with . with focus on customer satisfaction and market leadership. despite a de-merger from its mirror and filters businesses. there-by focusing on its core competency of producing stellar Automotive Lighting Products .Ten years of highly rewarding partnership resulted in picking up financial stake in Lumax in the year 1994 . The company went Public in the Year 1984 . attained its QS 9000 certification in the year 1998 and achieved the ISO/TS 16949 : 2002and ISO 14001 in 2003 . We vow to remain a responsible corporate citizen. We at Lumax in the new millennium .

the proud member of lumax family. LUMAX¶S VISION We. Excellence in quality as core. ENVIRONMENTAL POLICY We at lumax are committed to achieve continual improvement in our environment performance by following the basic principle of y Complying with statutory and corporate requirements. y SAFETY & HEALTH POLICY Lumax is committed to achieve and maintain world class health and safety standards for all its employees by: y y y Proper design of all the processes. which will make us shine as a global player. To this end we shall promote continuos learning. On time delivery through innovative business processes. Market leadership through cost competence. at Lumax will target to exceed customer satisfaction by developing quality in all the processes.C. .QUALITY POLICY We. shall stirve vigorously to delight our customer and stakeholders who are our very purpose. y Prevention of pollution & conservation of natural resources. Develop. We will consistently adhere to our basics of Q. Minimizing risks involved. Q.D. D. S. Improve and Sustain processes for systematic elimination of Health & Safety hazards. by pursuing excellence and innovation through committed team work. Reuse and Recycle. y Prevention of generation of waste by 3R (Reduce. achievement orientation and ethical business practice.

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. Next phase of TQM journey is undergoing . LUMAX maintains the highest ethical and professional standards and strives to stay on the leading edge in technology. our success is very much attributed to strong teamwork. are committed to retain excellence in quality of our products and services. The first phase of TQM journey was done under guidance of Prof. y Expand and establish operations in Pune and Chennai. We at Lumax in the new millennium. T. y Lumax has been following TQM practices from end 1998. with focus on customer satisfaction and market leadership. FUTURE DIRECTIONS Lumax has an aggressive target of achieving 20% of its total sales by exports. Suda till end 2002. 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. contributing to our lives of our people and the preservation of our planet¶s eco-balance. We vow to remain a responsible corporate citizen. by year 2010. in an everchanging environment. 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. While our greatest strength is the ability to understand the client goals. We believe that our historical success and future prospects are directly related to a combination of strengths.STRENGTHS We are dedicated to achieving excellence in our work.

Quality R&D initiative Social awareness & development. 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. During this ongoing journey our main emphasis has been on » Total Employee Involvement » Use of :y Poka Yoka y First Time Thru y 5 'S' y 3K y Kanban y Lean Manufacturing y Focus on Internal Customer Concept » Customer Satisfaction through manufacturing excellence. y y y y y Export Orientation. . H. Osada. Cost Competitiveness.till date with world renowned TQM guru Dr.

MANUFACTURINGH LOCATION .

attained its QS 9000 certification in the year 1998 and achieved the ISO/TS 16949 : 2002 and ISO 14001 in 2003. 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. TQM (TOTAL QUALITU MANAGEMENT) Lumax has been following TQM practices from end 1998. Lumax has the most modern Manufacturing and Testing facilities in India. We aim at achievieng all this through: Continual improvement of manufacturing processes with emphasis on consistent quality and cost effectiveness. Our "Quality Centered" team approach of manufacturing ensures Products of the finest Quality. The first phase of TQM journey was done under guidance of Prof. Osada.QUALITY We at Lumax in the new millennium. We are unendingly striving towards Improvement of our Quality Management Systems with our objective of doing the things right. During this ongoing journey our main emphasis has been on » Total Employee Involvement » Use of :. H. the first time and every time. with focus on customer satisfaction and market leadership. we are continuously thriving towards 'Customer Delight' and our products see the light of most developed OEM's and after markets of the world. . are committed to achieve excellence in quality of our products and services. Our growing markets and Customer base is an indicator of our continuous efforts towards the achievement of our goal of Customer Delight. giving drive to some of the most advanced Vehicles manufactured globally. Lumax became an ISO 9002 certified company in 1995. Being Quality as our backbone.‡ Poka Yoka ‡ First Time Thru ‡ 5 'S' ‡3K ‡ Kanban ‡ Lean Manufacturing ‡ Focus on Internal Customer Concept » Customer Satisfaction through manufacturing excellence. Suda till end 2002. Next phase of TQM journey is undergoing till date with world renowned TQM guru Dr. T.

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

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

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Gandhi Mr. Atsushi Ishii Mr. Japan Nominee of Stanley. Makio Natsusaka Mr. Anmol Jain Chairman & Managing Director Senior Executive Director Senior Executive Director Senior Executive Director Executive Director Non-Executive Director Nominee of Stanley. Japan Mr. K. Ikuo Abe Mr. Jain Mr. Gursaran Singh Mr. A.P. Dhiraj Dhar Gupta Mr. M. Rattan Kapur Non-Executive Independent Director Non-Executive Independent Director Non-Executive Independent Director Non-Executive Independent Director Non-Executive Independent Director Non-Executive Independent Director . Japan Nominee of Stanley. Deepak Jain Mr. Suman Jyoti Khaitan Mr. Gupta Mr.C. D.BOARD OF DIRECTOR Mr.

PRODUCTS OF LUMAX .

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the field is still widely known by the other names. and development. education. "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. However. Eventually. "learning" being an overgeneral and ambiguous name. note that these ideas are often considered to be synonymous.TRAINING AND DEVELOPMENT IN LUMAX In the field of human resource management. human resource development. Garavan. of the Irish Institute of Training and Development. including employee 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. activities: . training and development is the field concerned with organizational activity aimed at bettering the performance of individuals and groups inorganizational settings. although that was itself not free from problems. It has been known by several names. they encompass three separate. the CIPD settled upon "Learning and Development". Costine. to practitioners. who objected to the idea that people were "resources" ² an idea that they felt to be demeaning to the individual. Moreover. and Heraty. Training and development encompasses three main activities: training. "Human Resource Development" was rejected by academics. although interrelated.

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

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.Training and development helps to provide an opportunity and broad structure for the development of human resources technical and behavioral skills in an organization. HEALTHY WORK-ENVIRONMENT.Training and development helps in increasing the job knowledge and skill of employees at each level. ORGANISATION CLIMATE. QUALITY. DEVELOPMENT OF SKILLS OF EMPLOYEES. y y y y .IMPORTANCE OF TRAINING AND DEVELOPMENT y y y OPTIMUM UTILIZATION OF HUMAN RESOURCES. It helps to expand the horizons of human intellect and an overall personality of the employees. It also helps the employees in attaining personal growth. HEALTH AND SAFETY. DEVELOPMENT OF HUMAN RESOURCE.

The discussion method consists a two-way flow of communication i.METHODS OF TRAINING There are various methods of training. trainer shows the trainees how to perform or how to do the tasks of the job. which can be divided in to cognitive and behavioral methods. This method is used to create understanding of a topic or to influence behavior. Discussion training method This method uses a lecture to provide the learners with context that is supported. elaborated.A method training It is one of the oldest methods of training. In order to be more effective. knowledge in the form of lecture is communicated to trainees. explain. The various methods that come under cognitive approach are: LECTURE. Demonstration training method This method is a visual display of how something works or how to do something. . demonstration method should be accompanied by the discussion or lecture method. Lecture is telling someone about something. As an example. attitudes through lecture. or expanded on through interactions both among the trainees and between the trainer and the trainees. 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. and then understanding is conveyed back by trainees to trainer.e. A lecture can be in printed or oral form.

Many organizations are now implementing CBT as an alternative to classroom based training to accomplish those goals. The various methods under behavioral approach allow the trainee to behave in real fashion. the demands for knowledge and skilled employees have increased more than ever.Computer based training With the world-wide expansion of companies and changing technologies. Behavioral methods are more of giving practical training to the trainees. The various methods that come under behavioral approach are: y       GAMES AND STIMULATION BEHAVIOR-MODELING BUSINESS GAMES CASE STUDIES EQUIPMENT STIMULATORS IN-BASKET TECHNIQUE ROLE PLAY ON THE JOB TRAININGThere are many management development techniques that an employees can take in off the job. is putting pressure on HR department to provide training at lower costs.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. For jobs. These methods are best used for skill development. It is learning by doing. that either are . The training methods which are generally used in an organization are classified into two i. The few popular methods are:     SENSITIVITY TRAINING TRANSACTIONAL ANALYSIS STRAIGHT LECTURE/ LECTURES SIMULATION EXERCISE TRAINING AND DEVELOPMENT METHOD ADOPTED BY LUMAX INDUSTRIES LTD. which in turns.

there is a need to impart ethical orientation. and programmed instruction. In fact organizations depute or encourage employees to do courses on a part time basis.OFF THE JOB: Off-the-job training covers a number of techniques classroom lectures. Chief Executive Officers (CEO¶s) are known to attend refresher courses conducted by business schools. Examples of interpersonal skills include listening. is imparting skills to employees. Any such program has university professors as resource persons to enlighten participants about theoretical knowledge of the topic proposed to be discussed. riding a bicycle. Development Another component of a training and development is development which is less skill oriented but stressed on knowledge. Motor skills are needed for all employees ± from the clerk to the general manager. and showing an understanding of others¶ feelings. case studies and other simulation exercises. Interpersonal skills are needed to understand one self and others better. human relations. and use other equipments with least damage or scrap. Education The main purpose of lumax industries is to provide education to teach theoretical concepts and develop a sense of reasoning and judgment. need interpersonal skills popular known as the people skills. specific industry analysis and the like is useful for better management of the company. persuading. A worker needs skills to operate machines. Skills Training. demonstration. learn theoretical concepts and help acquire vision to look into distant future. 2. throwing a ball and driving a car. management principles and techniques. There is also the need for motor skills. Any training and development program must contain inputs which enable the participants to gain skills. as was stated earlier. Common motor skills include walking. tying a shoelace. Knowledge about business environment. Motor skills refer to performance of specific physical activities. This is a basic skill without which the operator will not be able to function. and act accordingly. emphasize on attitudinal changes and stress upon decision-making and problem-solving abilities. In addition to these. . That any training and development program must contain an element of education is well understood by HR specialist.difficult to simulate or can be learn quickly by watching and doing on-the job training makes sense. Education is important for managers and executives than for lower-cad reorders. These skills involve training to move various parts of one¶s body in response to certain external and internal stimuli. particularly supervisors and executives. films. Employees. INPUTS IN TRAINING AND DEVELOPMENTS IN LUMAX INDUSTRIES LTD.

Unethical practices abound in marketing. If the production. Aids in organizational development. finance and production function in an organization. finance and marketing personnel indulge in unethical practices the fault rests on the HR manager. . Helps people identify with organizational goals. It is his/her duty to enlighten all the employees in the organization about the need of ethical behavior. Leads to improved profitability and/or more positive attitudes towards profit orientation. Helps create a better corporate image. Improves relationship between boss and subordinate. Learns from the trainee. Provides information for future needs in all areas of the organization. Fosters authenticity. There is no denial of the fact that ethics are largely ignored in businesses. Aids in understanding and carrying out organizational policies. Improves the job knowledge and skills at all levels of the organization Improves the morale of the workforce. openness and trust. They are less see and talked about in the personnel function. How Training Benefits lumax industries ltd: y y y y y y y y y y y y y l y Aids in increasing productivity and/or quality of work. Organization gets more effective decision-making and problem-solving skill. Helps prepare guidelines for work.Ethics There is need for imparting greater ethical orientation to a training and development program.

Improves Labour-management relations. Eliminates suboptimal behavior (such as hiding tools). e. Aids in improving organizational communication. personnel. Stimulates preventive management as opposed to putting out fires. Reduces outside consulting costs by utilizing competent internal consultation. administration. etc. Creates an appropriate climate for growth. Develops a sense of responsibility to the organization for being competent and knowledgeable.g. y y y y y y . production. communication.y y Helps keep costs down in many areas.

trained employees tend to stay with the organization. minimized accidents. Who else but well-trained employees can contribute to the prosperity of an enterprise? Accidents. Efficient employees contribute to the growth of the organization. Growth renders stability to the workforce. At the same time. and capacity for growth in an organization. generally adding to his or her abilities and value to the employer. Organizations take fresh diploma holders or graduates as apprentices or management trainees. Employees become efficient after undergoing training. which is reflected in increased profits from year to year. making employees stay long. Training contributes to employee stability in at least two ways. Training and development program. absenteeism. flexibility. the organization which devotes itself to training and development enhances its HR capabilities and strengthens its competitive edge. the employee's personal and career goals are furthered. complaints. They are absorbed after course completion. and turnover can be reduced if employees are trained well. There is greater stability. as was pointed out earlier.TRAINING AND DEVELOPMENT AS SOURCE OF COMPETITIVE ADVANTAGE: LUMAX derive competitive advantage from training and development. Future needs of employees will be met through training and development program. In LUMAX training and development pays dividends to the employee. Training serves as an effective source of recruitment. help remove performance deficiencies in employee. All rounder¶s can be transferred to any job. and (3) Supervisors and peers are supportive of the desired behaviors. Further. Training & Development offers competitive advantage to LUMAX by removing performance deficiencies. and meeting future employee needs. Even dissatisfaction. Training is an investment in HR with a promise of better returns in future. scrap and damage to machinery and equipment can be avoided or minimized through training. This is particularly true when ± (1) The deficiency is caused by a lack of ability rather than a lack of motivation to perform. Though no single training program yields all the benefits. . Growth indicates prosperity. (2) The individual(s) involved have the aptitude and motivation need to learn to do the job better. Flexibility is therefore ensured. They seldom leave the company. Training makes the employees versatile in operations. scraps and damage.

Data Analysis & Interpretation 1-Your organization considers training as a part of organizational strategy. o f %age Interpretation The above graph indicates that organization considers training as a part of organizational strategy. Do you agree with this statement? NO. . OF RESPONDENTS 13 1 4 7 25 RESPONSE STRONGLY AGREE AGREE SOME WHAT AGREE DISAGREE TOTAL PERCENTAGE 52 4 16 28 100 training as a part of oraganisation strategy 120 e 100 80 m 60 p 40 l 20 o 0 y e e s 100 52 28 13 16 14 4 7 NO. OF RESPONDENTS PERCENTAGE 25 n o .

OF RESPONDENT PERCENTAGE LESS THEN 10 20-40 MORE TOTAL THAN 40 %age INTERPRETATION The above chart indicates that less training programs are held in the organization.20 20-40 MORE THAN 40 TOTAL NO. o f 56 24 14 2 8 10 20 6 12 3 25 NO. OF RESPONDENT 14 2 6 3 25 PERCENTAGE 56 8 24 12 100 no. of training programs in a year 120 e 100 m 80 p 60 l o 40 y 20 e 0 e s 100 n o .QUES 2): How many training programs will you attend in a year? RESPONSE LESS THEN 00-10 10. .

o f INTERPRETATION The above chart shows indicates that training is provided on the basis of requiretment. . OF RESPONDENT PERCENTAGE %age 12 3 5 6 24 13 52 25 n o . OF RESPONDENT 3 5 6 13 25 RESPONSE SENIOR STAFF JUNIOR STAFF NEW STAFF BASED ON REQUIRTMENT TOTAL PERCENTAGE 12 20 24 52 100 to whom traning is given 120 e m p l o y e e s 100 100 80 60 40 20 20 0 NO.QUES 3): To whom the training is given more in your organization? NO.

QUES 4): what are all the important barriers to training and development in your organization? NO. OF RESPONDENT 5 6 10 25 RESPONSE TIME MONEY LACK OF INTEREST BY STAFF NON-AVAILABILITY OF SKILL TRAINER TOTAL PERCENTAGE 20 24 40 100 barriers to training and development 120 e 100 80 m 60 p 40 l 20 0 o y e e s 100 n o . OF RESPONDENT PERCENTAGE 25 %age INTERPRETATION The graph indicates that the important barriers to training and development in the organization is non-availability of skilled trainers. . o f 40 20 5 6 24 10 NO.

o f %age INTERPRETATION The above graph indicates that enough practice is given for employees during training sessions.QUES 5): Enough practice is given for us during training session? Do you agree with this statement? NO. OF RESPONDENT 14 2 6 3 25 RESPONSE y STRONGLY AGREE y AGREE y SOME WHAT AGREE y DISAGREE PERCENTAGE 56 8 24 12 100 practice given during training period 120 e 100 80 m 60 p 40 l 20 o 0 y e e s 100 56 14 24 2 8 6 3 12 NO. . OF RESPONDENT PERCENTAGE 25 n o .

o f %age INTERPRETATION The above graph indicates the training sessions conducted in the organization is useful.QUES 6): The training session conducted in your organization is useful. OF RESPONDENT 15 5 5 0 25 RESPONSE STRONGLY AGREE AGREE SOME WHAT AGREE DISAGREE TOTAL PERCENTAGE 60 20 20 0 100 training is useful 120 e 100 80 m 60 p 40 l 20 o 0 y e e s 100 60 15 20 5 5 20 0 0 NO. . Do you agree with this statement? NO. OF RESPONDENT PERCENTAGE 25 n o .

OF RESPONDENT 14 6 3 2 25 RESPONSE STRONGLY AGREE AGREE SOME WHAT AGREE DISAGREE TOTAL PERCENTAGE 56 24 12 8 100 training is motivation for employee 120 e 100 80 m 60 p 40 l 20 o 0 y e e s 100 56 14 24 6 3 12 2 8 NO.QUES 7): Employees are given appraisal in order to motivate them to attend the training. OF RESPONDENT PERCENTAGE 25 n o . . Do it agree with this statement? NO. o f %age INTERPRETATION The above graph indicates employees are given appraisal in order to motivate them to attend the training.

. OF RESPONDENT PERCENTAGE %age INTERPRETATION This graph indicates the trainers should possess technical skill to make the training effective. OF RESPONDENT 8 6 6 5 25 RESPONSE EXCELLENCE GOOD AVERAGE BAD TOTAL PERCENTAGE 32 24 24 20 100 place of training 120 e 100 m 80 p 60 l 40 o 20 y 0 e e s 100 n o o f 32 8 6 24 6 24 5 20 25 NO.QUES 8): How well the work place of training is physically organization? NO.

QUES 9): What are the general complains about the training session? NO. . OF RESPONDENT 4 10 6 5 25 RESPONSE TAKE AWAY PRECIOUS TIME OF EMPLOYEES TOO MANY GAPS BETWEEN THE SESSIONS TRAINING SESSIONS ARE UNPLANNED BORING AND NOT USEFUL TOTAL PERCENTAGE 25 40 15 20 100 complains about training session 120 e 100 80 m 60 p 40 l 20 o 0 y e e s 100 n o o f 40 25 4 10 6 15 20 5 NO. OF RESPONDENT PERCENTAGE 25 %age INTERPRETATION This graph indicates that there are too many gaps between the training sessions.

OF RESPONDENT PERCENTAGE %age INTERPRETATION This graph indicates the reasons for shortage of skilled manpower at workplace are lacks of support from senior staff.QUES 10): Time duration given for the training period is. NO. . OF RESPONDENT 5 10 8 2 25 RESPONSE SUFFICIENT TO BE EXTENDED TO BE SHORTENED MANAGEABLE TOTAL PERCENTAGE 20 40 32 8 100 training period 120 e 100 80 m 60 p 40 l 20 o 0 y e e s 100 n o o f 40 20 5 10 8 32 2 8 25 NO.

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

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.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.

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

ANNENXURE Questionnaire: Ques 1) .what are all important barriers to training and development in your organization? y y y y Time Money Lack of interest by the staff Non-availability of skilled trainers .To whom the training is given more in your organization? y y y y SENIOR STAFF JUNIOR STAFF NEW STAFF BASED ON REQUIRTMENT Ques 4).How many training programs will you attend in a year? y y y y Less than 10 10-20 20-40 More than.40 Ques 3). Do you agree with this statement? y y y y STRONGLY AGREE AGREE SOME WHAT AGREE DISAGREE Ques 2).Your organization considers training as a part of organizational strategy.

statement? y y y y STRONGLY AGREE AGREE SOME WHAT AGREE DISAGREE Do you agree with this .Enough practice is given for us during training session? Do you agree with this statement? y y y y JOB ROTATION EXTERNAL RATING CONFERENCE/DISCUSION PROGRAMMED INSTRUCTION Ques 6).The training session conducted in your organization is useful.The training session conducted in your organization is useful. Do you agree with this statement? y y y y STRONGLY AGREE AGREE SOME WHAT AGREE DISAGREE Quest 7).Ques 5).

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

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