Employee Performance Sidcul

A

PROJECT REPORT

ON

“ACCESSING EMPLOYEE PERFORMANCE IN MANUFACTURING SERVICING INDUSTRY IN SIDCUL”

IN

In the partial fulfillment of the requirement for the award of MBA degree

Submitted by:

HARJEET KAUR

RS1903B42

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.

DECLARATION

I harjeet kaur,student of lovely professional university, Paghwara here by solemnly

declare that the project titled 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.

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

It has not only helped me to enhance my knowledge about various fields of Human

Resources & Company responsibilities towards their Performance 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 “ACCESSING EMPLOYEE PERFORMANCE IN MANUFACTURING SERVICING INDUSTRY LUMAX INDUSTRIES LTD, SIDCUL”. This six-weeks training in an industrial organization seems to be necessary for the complete understanding of the phenomenon related with Training and development. This study prescribes add situation before the researcher, there by he/she gets perfection. This short of study injects flavors of confidence in heart and mind of the researcher. It provides ample opportunity to comprehend the phenomenon and suggest best solution of it.

I was assigned the title "Training and development". My topic is concerned with the employee's development at LUMAX INDUSTRIES LIMITED, SIDCUL.

Employees training tries to improve skills, or add to the existing level of knowledge so that employees is better equipped to do his present job, or to prepare him for higher position with increased responsibilities. However individual growth is not and ends in itself. Organizational growth need to be measured along with individual growth.

Training refers to the teaching or learning activities done for the primary purpose of helping members of an organization to acquire and apply the same. Broadly speaking training is the act of increasing the knowledge and skills of an employee for doing a particular job.

In today’s scenario change is the order of the day and the only way to deal with it is to learn and grow. Employees have become central to success or failure of on organization they are the cornucopia ideas. So it high time the organization realize that “train and retain is the mantra of new millennium.”

OBJECTIVES OF THE STUDY

The specific objectives of the study are: To examine the effectiveness of training in overall development of skills of workforce. To examine the impact of training on workers. To study the changes in behavioral pattern due to training.

To find out new methods of training and development in LUMAX, SIDCUL.

I have tried to take a view on the topic in a practical manner, so that the feedback can be

provided to the organization.

INTRODUCTION

EMPLOYEE PERFORMANCE

Employee Performance is a result of employee’s perception of how well their job

provides those things, which are viewed as important. It can be defined as a pleasurable or

positive emotional state resulting from the appraisal of ones job or job experience.

Personnel managers today concentrate their attention less upon working conditions and

employee Performance than upon other aspects such as selection. Training, remuneration and

industrial relations. Yet despite this change of emphasis, there is no doubt that facilities relating

to the security and status of employees and physical conditions under which they work, continue

to merit a considered company policy and appropriate company procedures.

Better working environment can act as a great employee retention tool. A few years ago,

this statement would have been limited to HR policies and the different incentives offered by a

company. However, in the present scenario, the emphasis is more on providing the best

infrastructure and good working conditions (like better hygiene) to retain employees. It is a

proven fact that the productivity of employees depends on their work surroundings and the

morale that they have. Most companies are trying to blend better facilities and pleasure with

work.

REVIEW OF LITERATUREPerformance includes anything that is done for the comfort and improvement of employees and

is provided over and above the wages. Performance helps in keeping the morale and motivation

of the employees high so as to retain the employees for longer duration. The Performance

measures need not be in monetary terms only but in any kind/forms. Employee Performance

monitoring of working conditions, creation of industrial harmony through infrastructure for

health, industrial relations and insurance against disease, accident and unemployment for the

workers and their families.

Labor Performance entails all those activities of employer, which are directed towards providing

the employees with certain facilities and services in addition to wages or salaries.

OBJECTIVES OF THE STUDY

PRIMARY OBJECTIVE

To study the relationship between employee Performance schemes with reference to

employee performance.

SECONDARY OBJECTIVE

To analyze the employee Perfromance activities in LUMAX SIDCUL.

To check the performance level of employee in LUMAx SIDCUL.

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

PERIOD OF THE STUDY

The period of the study consists of 45 days in a reputed industrial organization, which is the

manufacture of Automotive Parts situated at Rudrapur, Uttarakhand.

Data collection: Data was collected through both primary and secondary sources. The primary

data was collected through administration of questionnaire through personal observation.

Secondary source includes article from magazines. Company's manual and Internet was also

used to collect data (secondary).

SCOPE OF STUDY

In this project I have tried to present details about the ACCESSING EMPLOYEES

PERFORMANCE IN MANUFACTURING SERVICING INDUSTRY IN SIDCUL

“programs being presently followed in LUMAX SIDCUL and the feedback, I collected

from different employees during my interaction with them.

Development of the employees through various training and development programs.

Developing altered of unbiased treatment to all employees

LIMITATION OF STUDY

During my training period although the management and plant personnel were very co-

operative & extended their full support, yet there were following limitations associates

with my study which I would like to mention:

Due to the busy schedule of an organization I was unable to grasp the precious words of

the HRD Manager.

HYPOTHESIS

H0- There is a strong impact between employee welfare activities of SIDCUL and level of performance.

H1- There is not a strong impact between employee welfare activities of SIDCUL and level of

performance.

Testing of Hypothesis:

Null Hypothesis- Eighty percent people between the age of 18 to 45 prefer to visit SIDCUL frequently.

Solution: It is a one tailed test

Sample size = 100

Null Hypothesis H0:P=0.8 Supporter = 72(By data)

Alternative Hypothesis H1:P<0.8 Level of Significance = 1%

Sample Proportion Px = 72÷100 = 0.72

Z= 2.33 at 1% level of significance

SEpx = √ P(1−P)/n = √Pq/n

= √ 0.72×0.28/100 = 0.0448998= 0.045(approximately)

Z = Px−P = 0.72-0.8

SEpx 0.045

= − 1.777

Z tabulated value = 2.33 at 1% level of significance

As calculated value of Z < tabulated value of Z. Thus

null hypothesis is accepted.

LITRATURE REVIEW:

Dr.sarbjit, direction apeejay college of engineering, gurgon, india, august 18, 2009.In today’s fast moving economy and prevailing uncertainty all around us, the role of HRD is lot more than just identifying suitable manpower and meeting organizational training needs. Developing people’s full capabilities and managing them well is the heart of any organization. This articles focus on three controlling elements for the success of any business that are people, time and cost.

Paul lewis, William j. rothwell, lindamillar, ahad osman-gani,14/2010.This article says that, the effective use of human resources is seen as a perquisite, and the training and development of employees as paramount. The growth of training and development as an academic subject reflects its growth in practice.

Department of psychology & institute of Molecular Biology, University of Oregon, Eugene, OR 97403; and †Sackler Institute for Developmental Psychobiology, Weill Medical College of Cornell University, New York, NY 10021 ,August 9, 2005. This article test training effects on different age group. They compared with different types of no training (control groups) in 4years old and 6 years children and attention training (experimental group).

lane randale crocket colifornia museum of science and industry, California museum foundation, 700 state drive, los angeles, California 90037, USA 2008This 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.

HISTORY OF THE COMPANY

As the most experienced automotive lighting solutions company in South Asia, LUMAX , enjoys a history of more than half a century of innovation, Technology, Manufacturing and Market Leadership. Today, Lumax Industries Limited is a full-capability provider of high quality automotive lighting solutions for Four wheelers and Two wheeler applications, serving automobile manufacturing in India as-well-as worldwide.

Lumax strives for continual improvement of manufacturing

processes with emphasis on consistent quality and cost effectiveness. Lumax signifies LUMINOSITY MAXIMA for today's demanding automobile users.

Lumax has come a long way since its inception as a trading company in the year 1945, under the aegis of its founder Late Sh. S.C. Jain . Today Lumax accounts for over 60% market share in Indian Automobile Lighting Business, fueled in no small measure by its more than two decade

old technical and financial collaboration with , Japan , a world leader in Vehicle Lighting and illumination products for Automobiles.

Lumax has six ultra modern manufacturing plants in India. Of these, two are located in cities of Gurgaon , Dharuhera in the state of Haryana, near New Delhi and two plants in Pune , near Mumbai in Maharashtra and two plants in Uttarakhand - Pantnagar, Haridwar. These facilities have been laid out to match world's best plant engineering standards and as you hear this, our plants are busy producing automotive lighting products in large quantities to our customer's exacting standards.

Lumax has a futuristic vision with an experienced and customer focused management team. This is clearly evident from our financial growth which has seen a steady upward trend right since our inception. Lumax posted a growth of over 39% in 2004-05, despite a de-merger from its

mirror and filters businesses. Automotive Lighting now enjoys a singular focus at Lumax Industries Limited.

Lumax facilities are manned by over a 1352 (31-03-2010) highly skilled and specialized personnel composed of associates, executives and managers. Lumax is listed on major stock exchanges in India and depicts a shareholding of 32% by Indian Promoters , 42% is held

by and 26% by Public and Corporate Bodies .

1945- Mr.S.C.Jain, Chairman, establishes a trading concern.

1956-66- Manufacturing Units set up for automotive lighting equipment and other components.

1975- Manufacturing unit set up for automotive filters.

1977-79 Manufacturing Units became functional at Fariadabad-Haryana and Pune-Maharashthra.

1984- Private Ltd. Company to Public Limited Company. Technical assistance agreement with M/s STANLEY, Japan for lighting equipment.

1985-87- Dedicated manufacturing unit for M/s Maruti-Suzuki at Gurgaon-Haryana.

1990- Manufacturing unit for auto bulbs with assistance of STANLEY, Japan.

1994- Financial participation of collaborator M/s STANLEY Japan Manufacturing unit at Aurangabad-Maharasthra.

1995- ISO 9002 Certification to Gurgaon unit by TUV Germany.

1998- QS-9000 Certification to Gurgaon unit by DNV Netherlands

Production begins at Lumax Dharuhera.

1999- QS-9000 Certification to Dharuhera unit by DNV Netherlands.

2003- ISO/TS 16949 : 2002 Certification for GURGAON and DHARUHERA Plants by DNV, USA.

2004- ISO 14001 Certification for Gurgaon, Dharuhera and Chennai Plants by DNV. De-merger - Core Lightining Technology.

2005- Unit become functional Chakan (Near Pune).

2006- Plant set up in Bajaj Auto Vendor Park- at Pantnagar – Uttranchal.

2007- Setting up of state of art new plants at Pantnagar-Uttranchal, Singur-West Bengal And Haridwar-Uttranchal.

Extension of Dharuhera and chakan II Plant.

LUMAX has grown from success to success since its foundation in the year 1945 . The company went Public in the Year 1984 , and thus in the same year embarked on its highly successful

technical collaboration with , Japan .Ten years of highly rewarding partnership resulted

in picking up financial stake in Lumax in the year 1994 .

Lumax became an ISO 9002 certified company in 1995 , attained its QS 9000 certification in the year 1998 and achieved the ISO/TS 16949 : 2002and ISO 14001 in 2003 . In the same year Lumax Industries Ltd de-merged from its Mirror and Filter Division , there-by focusing on its core competency of producing stellar Automotive Lighting Products .

Lumax has a futuristic vision with an experienced and customer focused management team. This is clearly evident from our financial growth which has seen a steady upward trend right since our inception. Lumax posted a growth of over 30% in the year 2003-04, despite a de-merger from its mirror and filters businesses. Automotive Lighting now enjoys a singular focus at Lumax Industries Limited.

Lumax strives for continual improvement of manufacturing processes with emphasis on consistent quality and cost effectiveness. Lumax signifiesLUMINOSITY MAXIMA for today's demanding automobile users.

We at Lumax in the new millennium , are committed to retain excellence in quality of our products and services, with focus on customer satisfaction and market leadership. We vow to remain a responsible corporate citizen, contributing to the lives of our people and the preservations of our Planet's eco-balance . We extend ourselves as your partner in growth.

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 ever-changing environment.

While our greatest strength is the ability to understand the client goals, our success is very much attributed to strong teamwork, continuous R&D and the dedication and commitment of each and every member of the Lumax family to deliver unsurpassed quality and reliable products & services to the total satisfaction of all our customers.

We believe that our historical success and future prospects are directly related to a combination of strengths, including the following :

» Best 'Speed to Market' in Industry

» Cost efficiency

» World class technology

» Global scale of operations

» Largest single location capacity worldwide

»Product range and expansion lend scalability to operations

»Comprehensive CAD/CAM/CAE and product development capability

» High Quality, motivated Human Resources

These extensive resources combined with our dedication to the highest professional standards enables us to support a wide range of our clients' business needs.

FUTURE DIRECTIONS

Lumax has an aggressive target of achieving 20% of its total sales by exports, by year 2010.

We at Lumax in the new millennium, are committed to retain excellence in quality of our products and services, with focus on customer satisfaction and market leadership. We vow to remain a responsible corporate citizen, contributing to our lives of our people and the preservation of our planet’s eco-balance.

Expand and establish operations in Pune and Chennai. Lumax has been following TQM practices from end 1998. The first phase of TQM journey was done under guidance of Prof. T. Suda till end 2002. Next phase of TQM journey is undergoing

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 consistent quality and cost effectiveness.

http://www.lumaxindustries.com/images/team.jpg

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 AbeSenior Executive Director

Nominee of Stanley, Japan

Mr. Atsushi IshiiExecutive Director


Mr. Makio Natsusaka

Non-Executive Director


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

http://www.lumaxindustries.com/images/product-large-images/head-lamp-4-wheelers-large/head-lamp-4w-1L.jpg

















Data Analysis & Interpretation -

1- Employee performance as a part of organizational strategy. Do you agree with this

statement?

RESPONSENO. OF RESPONDENTS

PERCENTAGE

STRONGLY AGREE 13 52AGREE 1 4SOME WHAT AGREE 4 16DISAGREE 7 28TOTAL 25 100

STRONGLY

AGREE

AGREE

SOME W

HAT AGREE

DISAGREE

TOTA

L0

20

40

60

80

100

120

131 4 7

25

52

416

28

100

NO. OF RESPONDENTSPERCENTAGE

%age

no. of employees

Interpretation

The above graph indicates that organization considers training as a part of organizational

strategy.

QUES 2): How many employee will increase there performance towards organization in a year?

RESPONSE

NO. OF RESPONDENT

PERCENTAGE

LESS THEN 00-10 14 5610- 20 2 820-40 6 24MORE THAN 40 3 12TOTAL 25 100

LESS THEN 10

10 20 20-40 MORE THAN 40

TOTAL0

20

40

60

80

100

120

142 6 3

25

56

8

2412

100

no. of training programs in a year

NO. OF RESPONDENTPERCENTAGE

%age

no. of employees

INTERPRETATION

The above chart indicates that less programs are held in the organization.

QUES 3): To whom employee performance is given more in your organization?

RESPONSENO. OF RESPONDENT PERCENTAGE

SENIOR STAFF 3 12JUNIOR STAFF 5 20NEW STAFF 6 24BASED ON REQUIRTMENT 13 52TOTAL 25 100

SENIO

R STAFF

JUNIO

R STAFF

NEW ST

AFF

BASED O

N REQUIRTM

ENT

TOTA

L0

20

40

60

80

100

120

3 5 6 1325

1220 24

52

100

to whom traning is given

NO. OF RESPONDENT

PERCENTAGE

%age

no. of employees

QUES 4): what are all the important barriers to increase the performance in your organization?

RESPONSENO. OF RESPONDENT

PERCENTAGE

TIMEMONEY 5 20LACK OF INTEREST BY STAFF 6 24NON-AVAILABILITY OF SKILL TRAINER 10 40TOTAL 25 100

TIME

MONEY

LACK O

F INTE

REST B

Y STA

FF

NON-AVAILA

BILITY O

F SKILL

TRAINER

TOTA

L0

40

80

120

5 6 102520 24

40

100barriers to training and development


%age

no. of employees

QUES 5): Enough practice is given for us? Do you agree with this statement?


PERCENTAGE

STRONGLY AGREE 14 56

AGREE 2 8 SOME

WHAT AGREE 6 24

DISAGREE 3 1225 100

STRONGLY

AGREE

AGREE

SOME W

HAT AGREE

DISAGREE

TOTA

L0

20406080

100120

142 6 3

25

56

824

12

100

practice given during training period


%age

no. of employees

INTERPRETATION

The above graph indicates that enough practice is given for employees.

QUES 6): The training session conducted in your organization is useful. Do you agree with this

statement?


PERCENTAGE


STRONGLY

AGREE

AGREE

SOME W

HAT AGREE

DISAGREE

TOTA

L0

20406080

100120

155 5 0

25

60

20 200

100

training is useful


%age

no. of employees

INTERPRETATION

The above graph indicates the training sessions conducted in the organization is useful.

QUES 7): Employees are given appraisal in order to motivate . Do it agree with this statement?


PERCENTAGE


STRONGLY

AGREE

AGREE

SOME W

HAT AGREE

DISAGREE

TOTA

L0

20

40

60

80

100

120

146 3 2

25

56

2412 8

100


%age

no. of employees

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 is physically organization?


PERCENTAGE

EXCELLENCE 8 32GOOD 6 24AVERAGE 6 24BAD 5 20TOTAL 25 100

EXCELLENCE GOOD AVERAGE BAD TOTAL0

20

40

60

80

100

120

8 6 6 5

2532

24 24 20

100

place of training


%age

no of employees

INTERPRETATION

This graph indicates the trainers should possess technical skill to make the employe in an

organization skill full.

QUES 9): What are the general complains when the highly skilled gives the skill to increase the

employee performance.


PERCENTAGE

TAKE AWAY PRECIOUS TIME OF EMPLOYEES 4 25TOO MANY GAPS BETWEEN THE SESSIONS 10 40TRAINING SESSIONS ARE UNPLANNED 6 15BORING AND NOT USEFUL 5 20TOTAL 25 100

TAKE A

WAY P

RECIO

US TIM

E OF E

MPLOYE

ES

TOO M

ANY GAPS B

ETW

EEN TH

E SES

SIONS

TRAINING SE

SSIO

NS ARE U

NPLANNED

BORING AND NOT USE

FUL

TOTA

L0

20406080

100120

4 10 6 52525

4015 20

100


%age

no of employees

INTERPRETATION

This graph indicates that there are too many gaps between the training sessions.

QUES 10): Time duration given for the training period is;


PERCENTAGE

SUFFICIENT 5 20TO BE EXTENDED 10 40TO BE SHORTENED 8 32MANAGEABLE 2 8TOTAL 25 100

SUFF

ICIENT

TO BE E

XTENDED

TO BE S

HORTENED

MANAGEABLE

TOTA

L0

20406080

100120

5 10 8 2

252040 32

8

100

training period


%age

no of employees

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 kept

continued.

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

http://www.lumaxindustriesltd.com/

http://www.naukrihub/training&development.com

http://www.wikipedia.org/

ANNENXURE

Questionnaire:

Ques 1) - Your organization are involve in increasing employee performance as a part of

organizational strategy. Do you agree with this statement?

STRONGLY AGREE AGREE SOME WHAT AGREE DISAGREE

Ques 2)- How many programs will you attend in a year?

Less than 10

10-20

20-40

More than- 40

Ques 3)- To whom accessing employee performance is given more in your organization?

SENIOR STAFF JUNIOR STAFF NEW STAFF BASED ON REQUIRTMENT

Ques 4)- what are all important barriers to when you give skills to employee in your

organization?

Time

Money

Lack of interest by the staff

Non-availability of skilled trainers

Ques 5)- Enough practice is given for us ? Do you agree with this statement?

JOB ROTATION

EXTERNAL RATING

CONFERENCE/DISCUSION

PROGRAMMED INSTRUCTION

Ques 6)- The 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 period is;

SUFFICIENT

TO BE EXTENDED

TO BE SHORTEND

MANAGEABLE

Documents

Employee Performance Sidcul