PROJECT REPORT ON TRAINING AND DEVELOPMENT IN LUMAX INDUSTRIES
Project report submitted in partial fulfilment of the r equirement of
South Asia University for the award of the degree of
MASTER OF BUSINESS ADMINISTRATION
2012 Submitted By
NAME
:
ENROLLMENT NO
:
TAMILARASAN. A
SAA04F147ELB1HA3 SAA04F147ELB 1HA3
SOUTH ASIA UNIVERSITY LONDON
BONAFIDE CERTIFICATE
CERTIFICATE
This is to certify that project entitled “PROJECT REPORT ON STRATEGIC MANAGEMENT “
is
submitted by Lavanya.D (ENROLMENT NUMBER - SAA04M146ELB1HA3 SAA04M146ELB1HA3), GEMS B SCHOOL, Bangalore. in partial fulfillment of the sixth trimester requirement in STRATEGIC MANAGEMENT for the award of the degree master of business administration and is certified to be an original and bonafide work.
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
I was assigned the title "Training and development". My topic is concerned with the employee's development at LUMAX INDUSTRIES LIMITED. 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.‖
OBJECTIVES OF THE STUDY
The specific objectives of the study are: To examine the effectiveness of training in overall d evelopment 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 LUMAXI have tried to take a view on the topic in a practical manner, so that the feedback can be provided to the organization.
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.
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.
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
SCOPE OF STUDY
In this project I have tried to present details about the training and development programs being presently followed in LUMAX 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 ng 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.
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 Lighting and illumination products for Automobiles.
, Japan , a world leader in Vehicle
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
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 an d 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 b y 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
, Japan .Ten years of highly rewarding partnership resulted
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.
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.
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 p rospects 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 dedi cation 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 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.
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.
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 consisten t quality and cost effectiveness. 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
Chairman & Managing Director
Mr. Deepak Jain
Senior Executive Director
Mr. Anmol Jain
Senior Executive Director
Mr. Ikuo Abe
Senior Executive Director
Nominee of Stanley, Japan
Mr. Atsushi Ishii
Executive Director
Nominee of Stanley, Japan
Mr. Makio Natsusaka
Non-Executive Director
Nominee of Stanley, Japan
Mr. A.P. Gandhi
Non-Executive Independent Director
Mr. Gursaran Singh
Non-Executive Independent Director
Mr. Suman Jyoti Khaitan
Non-Executive Independent Director
Mr. M.C. Gupta
Non-Executive Independent Director
Mr. Dhiraj Dhar Gupta
Non-Executive Independent Director
Mr. Rattan Kapur
Non-Executive Independent Director
PRODUCTS OF LUMAX
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:
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.
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 h elps 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.
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.
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 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.
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 lev els 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 o rganization.
Organization gets more effective decision-making and problem-solving skill.
Aids in increasing productivity and/or quality of work.
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
l
knowledgeable.
Improves Labour-management relations.
Reduces outside consulting costs by utilizing competent internal consultation.
Stimulates preventive management as opposed to putting ou t fires.
Eliminates suboptimal behavior (such as hiding tools).
Creates an appropriate climate for growth, communication.
Aids in improving organizational communication.
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.
Data Analysis & Interpretation 1-Your organization considers training as a part of organizational strategy. Do you agree with this statement?
NO. OF RESPONDENTS
RESPONSE STRONGLY AGREE AGREE SOME WHAT AGREE DISAGREE TOTAL
PERCENTAGE
13 1
52 4
4 7 25
16 28 100
training as a part of oraganisation strategy 120
n o . o f
e 100 m 80 p
60
l
40
o
20
y
0
100
52 13
1 4
4
16
28
25
7 NO. OF RESPONDENTS PERCENTAGE
e e s
%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
no. of training programs in a year 120
e n o . o f
m p
80
l
60
o y e e
100
100 56
40 20
25
24 14 2
8
6
3
12
NO. OF RESPONDENT PERCENTAGE
0
s
LESS THEN 10
10 20
20-40
MORE TOTAL THAN 40
%age
INTERPRETATION
The above chart indicates that less training programs are held in the organization.
QUES 3): To whom the training is given more in your organization?
NO. OF RESPONDENT
RESPONSE SENIOR STAFF JUNIOR STAFF NEW STAFF BASED ON REQUIRTMENT TOTAL
PERCENTAGE 3 5 6
12 20 24
13 25
52 100
to whom traning is given 120
e n o . o f
m p
80
l
60
o
40
y e
100
100
20
52
3
12
5
25
24
20 6
13
0
e NO. OF RESPONDENT
s
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 dev elopment in your organization?
NO. OF RESPONDENT
RESPONSE TIME MONEY LACK OF INTEREST BY STAFF NON-AVAILABILITY OF SKILL TRAINER TOTAL
PERCENTAGE 5
20
6
24
10 25
40 100
barriers to training and development 120 e 100 m 80 n p 60 o 40 l . 20 o 0 y o e f e
100
40 20 5
24 6
25 10 NO. OF RESPONDENT PERCENTAGE
s
%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?
RESPONSE STRONGLY AGREE AGREE SOME WHAT AGREE DISAGREE
NO. OF RESPONDENT
PERCENTAGE
14 2
56 8
6 3 25
24 12 100
practice given during training period 120
n o . o f
e 100 m 80 p
60
l
40
o
20
y
0
100 56 14
24 2 8
6
3
12
25 NO. OF RESPONDENT PERCENTAGE
e e s
%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? NO. OF RESPONDENT
RESPONSE STRONGLY AGREE AGREE SOME WHAT AGREE DISAGREE TOTAL
PERCENTAGE 15 5
60 20
5 0 25
20 0 100
training is useful 120
n o . o f
e 100 m 80 p
60
l
40
o
20
y
0
100 60 15
20 5
25
20 5
0 0
NO. OF RESPONDENT PERCENTAGE
e e s
%age
INTERPRETATION
The above graph indicates the training sessions conducted in the organization is u seful.
QUES 7): Employees are given appraisal in order to motivate them to attend the training. Do it
agree with this statement? NO. OF RESPONDENT
RESPONSE STRONGLY AGREE AGREE SOME WHAT AGREE DISAGREE TOTAL
PERCENTAGE 14 6
56 24
3 2 25
12 8 100
training is motivation for employee 120
n o . o f
e 100 m 80 p
60
l
40
o
20
y
0
100 56 14
24 6
3
12
25 2 8
NO. OF RESPONDENT PERCENTAGE
e e s
%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 120
e m n p o o
80
l
60
o
40
y
20
f e e
100
100
32 8
24 6
24 6
0
20 5
25
NO. OF RESPONDENT PERCENTAGE
s
%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
complains about training session 120
100
e 100 m 80 n p
60
l
40
o o
o
20
y
0
40 25 4
10
6
15
20 5
25 NO. OF RESPONDENT PERCENTAGE
f e e s
%age
INTERPRETATION
This graph indicates that there are too man y 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 120
100
e 100 m 80 n p
60
l
40
o o
o
20
y
0
40 20 5
10
32 8
25 2 8
NO. OF RESPONDENT PERCENTAGE
f e e s
%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
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
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
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
