Anu Project

LANCO INDUSTRIES LTD

INTRODUCTION

INTRODUCTION ABOUT TRAINING AND DEVELOPMENT

Training is very important aspect of HRD. The three main areas are

involved they are skills, and attitudes, but always with a definite purpose in Mind.

Training is being used as a tool it is upgrading human resources in some organization by

design and in many others by default. It attempts to improve the performance of

employees on the current job or prepare them for the future job.

Training and development being the most vital tool of HRD, generally

forms a major part of the present HRD it is essential from top to bottom, each and every

employee is being trained in his cadre, in higher cadres training is a process of assisting

manages to learn and improve their ability or perform managerial tasks with emphasis on

learning management from the organization point of view and not the individual view

point of learning.

Training and development of plan and learning experiences that teach how

to perform their current as well as the future jobs more effectively. Training and

development practices are designed to improve the organization performance through

enhancing knowledge and skills of employees. It is essential that all the activities relating

to should be in tune with the specific needs of both the organization and the employees.

There is also a need to assess the attitude and inclination of the trainees or

employees regarding the trainee. It is also important to obtain feedback on, to what extent

the trainee as brought and change in perception, attitude behavior of the trainees, and also

to that extent it is helping the individual to develop his skills, improving performance and

also for the development of the employee.

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TRAINING

Training makes a very important contribution to the development of the

organization human resources and hence to the achievement of its aims and objectives.

To achieve its purpose, training needs to be effectively managed so that the right training

is given to the right time and at the right cost.

The term training includes the process involved in improving the attitudes,

skills and abilities of the employees to perform specific jobs, training helps in updating

old talents and developing new ones.

According to Edwin b. Flippo, "training is the act of increasing the

knowledge and skills of an employee for doing a particular job”. Training involves the

development of skills that usually necessary to perform a specific job. Its purpose is to

achieve a change in the behavior of those trained and to enable them to do their jobs

better training is necessary employees to machines and equipments are introduced in fact

training is a continuous process.

The word training consists of eight letters, to each of which could be

attributing some significant meanings in the following manner.

T - Talent and Tenacity

R - Reinforcement

A - Awareness

I - Interest

N - Novelties

I - Intensity

N - Nurturing

G - Grip

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DEVELOPMENT

Development in contrast is considered to be more general than training and

more oriented to individual needs in addition to organizational needs and its most often

aimed towards management people. Usually the intent of development is to provide

knowledge and understanding that will enable people to carry out non technical

organizational functions more effectively, such as problem solving, decision making and

relating to people.

DISTINCTION BETWEEN TRAINING AND DEVELOPMENT

TRAINING:

Training is short term process utilizing a systematic and organized

procedure by which non - managerial personnel learn technical knowledge and skills for

a definite purpose.

DEVELOPMENT:

Development is long term educational process utilizing a systematic and

organized procedure by which managerial personnel learn conceptual and methods.

Training methods used in training and development systems of

management education are many. Some are simple and others are complex. Each method

takes different forms to train people.

STATEMENT OF THE PROBLEM

It is necessary to investigate and evaluate the employees' perception. To

know the degree of understanding towards training and development and to what extent

these programs helped them in achieving their objectives.

If the management wants to bring changes in present training and

development methods, it depends up on to employees' opinion.

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PROFILES

INDUSTRY PROFILE

"Economy builds the nation and industry builds the Economy".

LANCO INDUSTRY LIMITED is one of the best minis-blast furnace pig

iron manufacturing units in our country, and it was the 5th plan under TATA-KORE

technology. The company incorporated on November 1st 1991 under company's act

1956 in name of LANCO FERRO LTD.

The company started construction work in august 1993. The entire

construction work was completed a record of time of 12 months. This was achieved by

team work of LANCO collective and the best efforts of the contractors with this

achievement the company started commercial production September 1994. The name

LANCO FERRO LIMITED was changed to LANCO industries limited on July 6th 1994.

LANCO industries limited are located in between Tirupathi and

Srikalahasti with an access about 30kms From Tirupathi and about 10kms for

Srikalahasti.

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The reason for localization of LANCO industries at Rachagunneri village,

Srikalahasti mandal of chittoor district and in Andhra Pradesh are as follows.

A - Cheap availability of land.

B - There are more water resources.

C - The distance between harbor and the work spot is less.

D - Proximity of raw materials.

E - Proximity to marketing.

F - To have a financial subsidy.

G - Nearer to the railway sidings.

H - Well connected to the road, rail and port.

I - Availability of labor.

HIGHLIGHTS

State of art mini blast furnace

Strategic location with easy access

One of the few plants with its own railway siding

High quality is from the neighboring

Donimalai Deposits.

Access to best grade coke from China

90,000 TPA Capacity

Proximity to end users

Manufacturing all grades of pig iron with the highest rating quality

CEMENT DIVISION

Lanco Industries Limited as setup a Portland Slag Cement (PSC) plant of

70,000 TPA capacities at Rachagunneri. The cement plant utilizing as raw materials -

slag, coke breeze and iron are time being generated by the pig iron plants as by product

& waster.

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By this cement plant LANCO INDUSTRIES LIMITED adding values to

by-products! Waste generated from pig iron, in addition to solving the problem of storing

slag in the plant premises.

The main plant and machinery installed are lime stone crusher, a raw mill

system for blending and grinding iron are, clay, limestone and coke breeze, a vertical shift

kiln, a cement mill for grinding slag, clinker & gypsum & slag drying system.

CEMENT INDUSTRY HIGHLIGHTS

The Indian cement industry has high Return on Investment. There exists a

large markets which are not yet been completely tapped. With the existing levels of supply

and growing demand the prices tend to rise. But, the Industry being a fast growing one,

many players are attracted. Every year new capacities are added raising the supply levels,

price stability is thus maintained and the high profits are observed by new entrants.

The percapita consumption of manufacture commodities like steel, power

and cement are indicators of the economic state of a country. Of the total output nearly

95% is accounted for by the private sector.

However, in terms of usage, the private sector, accounts for only 90% while the

Government sector accounts for 10%. The housing activity accounts for 55% of total

consumption. Nearly 47% of the total costs, most of which are administrated prices are

beyond the control of cement units. The cost elements include limestone, coal, transport,

freight, power consumption and excise duty.

PRODUCTION AND CONSUMPTION PATTERN OF CEMENT

In the case of cement production regional imbalances continue. Cement

plants generally put up where limestone is available. This is because, to produce 1 ton of

1/2 tones of limestone is required. Also it is easier to transport cement than limestone.

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Cement is mainly produced in the Western and Southern regions. Hence,

only of the cement produced is consumed within the region. Cement is usually

transported from south to west, north to east and from west to north and east. North is k

most deficit regions; while west is the most surplus region. Although, west is the most

southern regions, cement is transported from southern regions which are close to the

consumption and excise duty. The destination of cement transport is mainly dependent

mode of transport available and the transportation cost incurred.

CEMENT MANUFACTURING PROCESS

In wet process, lime stone is crushed and grounded and mixed with water to

form slurry which is fed in to the kiln. The slurry has a water content of 30-40%. Before

the mineralogical process commence, the water content in the slurry has to be evaporated.

This process consumes high energy and power.

On the other hand, the dry process is more energy efficient. The raw

materials are dried in a combined drying and grinding plant to reduce the moisture

content to less than 1%.

Due to regular shifts from wet and semi dry process nearly 89% of the total

industries kiln capacity is at dry process. Of the remaining, 9% is wet process and 2% is

semi-dry process. The main advantage of shifting to any process is the 50% saving of coal

consumption. The energy costs reduces by 30-40% and the kiln output also increases for a

given size kiln, the output for dry process is 250-300 /- as compared to 130-150/-for semi

dry and 100% for wet process. The capacity utilization is also higher for dry process

plants.

CEMENT BRANDING

Cement has emerged as a commodity product. Brands play an important role

especially in metros like Delhi, Mumbai, Calcutta, Chennai etc., where the established

brands suppress the success of small brands.

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In order to build up their brand loyalty, companies have tie-ups with real

estate agents and construction companies. Some manufacturers also organize work shops,

training and seminars to educate the consumers on the maximum use of a bag full of

cement.

COMPANY PROFILE

LANCO industries is importing coke from China, Japan and Australia

because, there is a scarcity of cooking coal, which are the raw materials for producing

coke.

The coke which is imported comes to Chennai port, which is

approximately 100km away from the site. an also fluxes, which are required to produce

pig iron like limestone , dolomite , quartzite and manganese are available in near by

district.

PLANT UNDER THE GROUP

The pig iron plant and LANCO cement is two plants, which are presently

under the name of M/s LANCO industries limited and LANCO construction is the sister

of concern it.

ADMINISTRATION

The general administration of the company is carried out by managing

director, and general manager of finance, commercial, operation, material, purchase,

human resource and administration.

The chairman and managing director are holding overall control on

administration in all aspects with the help of vice president and other general managers.

The board consists of five members of Directors, vice-chairman, managing director and

company secretary.

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The name LANCO is derived from the promoter of the group Sri

Lagadapati Amarappa Naidu. The LANCO group is diversified multifaced conglomerate

with the business interests in a pig iron cement power, graded casting, spun pipes,

information technology and infra structure development. The Lanco group is promoted

by young techno crafts with exceptional skills with a mission and a great vision and the

top agenda to put the group on the global corporate maybe during the next 10 years.

LANCO INDUSTRY LIMITED

Established in the year of 1993. An ISO 9002 company, it had set up a

state of the art, integrated Manufacturing facility for pig iron through mini-blast furnance

for route conforming to the latest information technology with initial capacity of

1,00,000 TPA. Its quality products of S G- grade pig iron are being supplied to foundries

in the south. As a forward integration, it has utilized the slag produced in the pig iron

manufacturing process to install the cement plant with a capacity of 90,000TPA. The

uninterrupted power required for the energy intensive plant is being met through a 2.5

MW-co generation power plant. Due to severe competition and survival, company has

increase the production capacity from 90,000TPA to 1, 50,000 from 2003.

LOCATION

LANCO industries limited are a rural based factory sprawling over many

areas of land with deep resources and congenial soil. It is located in Rachaguneri village

near Tirupathi. Nearly 50% of the consumption of electrical power is supplied by

APSED, government of Andhra Pradesh. And other 50% of the power is maintained by

the company owned DG sets and power plants.

Since it is a rural area, lab our potential is available and also company is

enjoying the subsidies from the state government.

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The LANCO group is diversified multifaced conglomerate, with business

interests in pig iron, cement, power in graded casting, spun pipes real estates

development , information technology apart from infrastructure us development

promoted by entrepreneurial skills and the agenda to put the group on the global

corporate map during the next 10 years.

LOCATION KALAHASTI CASTING LIMITED

(Merged with Lanco industries limited)

Established in 1997 and strategically located in close proximity to the

mini-blast furnace of the pig iron plant, it has a clear economic mileage over other casting

sites. The molten from the blast furnace. Is directly used as a basic raw material to

produce graded castings, cast iron pipes and ductile iron spun pipes with a capacity of

60,000TPA, which will be gradually expended for the to meet the surging demand of the

products. The UPS to the pipe plant will be met through 10MW captive power plants. It

was decided to enhance the production capacity from 60,000TPA to 90,000TPA from

2003.

Introduction of HR Policy

The lanco group is diversified multi faced conglomerate with the business

interests in pig iron Cement, spun pipes; coke oven and 12MW power plants. IT is

located in Rachagunneri village near Srikalahasti.

Pig Iron Division

Established in the year of 1993.An ISO 9002 company with a state of the

art, integrated manufacturing facility for pig iron through mini-blast furnace route

conforming to the latest international technology with initial capacity of 100,000TPA and

subsequently expended and modernized 1.75 LTPA. Its quality products of SG-grade pig

iron are being supplied to the pig iron foundries in southern India. The uninterrupted

power requirement for the energy intensive plant is being met through a 2.5 MW Co-

generation power plant.

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Cement Division

Established in the year of 1996 the basic raw material is slag, produced in

the pig iron manufacturing process to install the cement plant with a capacity of

90,000TPA.

Spun Ripe Division

Established in the year of 1997 and strategically located in close proximity

to the mini-blast. Furnace of the pig iron plant, it has a clear economic mileage over other

casting sites. The molten metal from the blast furnace is directly used as basic raw

material to produce graded casting cast iron pipes and ductile iron pipes with a capacity

of 90,000TPA.

Coke Oven Plant

Established in 2005 the basic raw material for mini-blast furnace the coke

oven plant of 90,000 TPA.

Power Plant

It has proposed to set up a power plant of 12MW. Power plant will be set

up in the existing land of coke oven plant. Waste heat of flue gas from coke oven will be

utilized in waste heat recovery boiler to produce steam. Steam produced in the above

process will be utilized to run on T.G set for generating power.

Power generated from the power plant will be used for in house

consumption and balance power will be fed in to the APSEDB grid.

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METHODOLOGY

NEED FOR THE STUDY:

Rapid development in technology and changing goals of organization has

made training and the development of employees inevitable. It has now been well

accepted by all that training is needed by all that training is needed by every one in

organization from top to bottom.

However, this study is mainly concentrated on aspects like need

assessment of training, attitude, and behavior of employees, methods of training

effectiveness of training etc. However studies on knowledge and perception of the

employees about the different training in their opinion appear to be some what sparse.

Therefore, a study on knowledge and perception of the employees about

the different training programs and the effectiveness of the training in their opinion is

proposed.

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SCOPE OF THE STUDY:

One the main functionaries are personal management in industrial

organization is to impart training program its employee.

Training plays vital role in determines the effectiveness and efficiency of

the establishment increase in productivity is possible only when there is an increase in

quality of out put. It applies not only to new employees but also for experienced people

as well. It can help employees to increase their level of performance on their present job

assignment.

Training reduces supervision, dissatisfaction, complaints and absenteeism

in the organization. As employees acquire new knowledge and job skills and increase

their market value and earning power.

Training and development is widely accepted human resource problem

solving device. Over under emphasis on training and development arises from failure to

recognize adequately the training and development needs objectives.

Every organization needs to have a well trained and experienced people to

perform the activities that have to done as job have become more complex, the

importance of employee training has increased.

This study helps to develop the training and development in LANCO

industries. With this study, it can assess the employee opinion category, method of the

training and development.

This sort of evaluating helps in identifying lacunae in all the areas of

training and creating an environmental congenial for learning. There fore, an attempt is

made in this paper to understand the perceptions of employees on the training programs

in LANCO industries.

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OBJECTIVES OF THE STUDY

To study the feed back of employees on training and development.

To know the benefits of the training and development.

To identify the dissatisfaction of employee utility on training and

development.

To assess qualitative ness of training and development.

To identify the relationship between the workers and management.

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LIMITATIONS

Most of the employees answered favorably to the company. This might have lead

to wrong findings in the study.

The study is restricted to LANCO industries only.

The time period for studying only three months.

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DATA SOURCES

The information from the present study has been collected from the both

primary and secondary sources.

Primary Data Sources

The primary data was collected by a questionnaire has been designed to

elicit the needed information. After questionnaire ii finalized, permission from the

authorities of the LANCO industry has been obtained to carry out the questionnaire.

Interviewing the supervisory staff at the higher cadre also collects the primary data.

Secondary Data Sources

A secondary data source has been collected from company previous

records, text books and journals.

Data Collection Methods

Interviews conducted to collect the data on this study.

Data Collection Tools

Structured questionnaires are used.

Sampling

1. Population-The total population in LANCO industry is more than 1000

employees.

2. Sample size-A sample of 50 employees was taken to collect the data.

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Sample Method

Convenience sampling method is used.

Statistical tools

The tools used for analysis are:

Percentage analysis

Chi square test

Weighted average method

Correlation coefficient

Percentage Analysis

Percentage analysis is used to the percentage value of all the different

questions percentage are used in making comparison between two or more series of data

No of respondents

Percentage=------------------------- *100

Total respondents

Chi Square Test:

Chi square test is the process to test association between two variables or

more than two variables.

Application of chi square distribution

Chi square distribution has a large number of applications in statistics.

1. The test of the goodness fit.

2. Test the independence of the attributes.

Conditions of the chi square distribution

1. The sample observation should be independent.

2. The total frequency should reasonable large.

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REVIEW OF LITERATURE

According to Flippo, “training is the act of increasing the knowledge and

skills of an employee for doing a particular job".

Dale's beach defined the training as “the organized procedure by which

learn knowledge or skills of a definite purpose".

Training is learning experience in that it seeks a relatively permanent

change in an individual that will improve his or her ability to perform on the job. We

typically say training involve the changing of skills knowledge attitudes or social

behavior.

Training is typically focuses on providing employees with specific skills or

helping those correct deficiencies in their performance.

DEVELOPMENT

Development an effort to provide employees with the abilities the

organization will need in the future.

PROCEES

Classroom Instructions:

Each net speed leadership module beings with face to face group

instructions facilitated by a certified trainer. You may choose to have one of you may use

one of our trainers. employing a stylish and powerfully designed, electronic presentation,

participant work book, and detailed facilitator, insightful small group discussion , skills

practice sessions and an action plan them right away.

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Electronic Reinforcement:

One week after each module presented participants are e mailed an

electronic magazine with a case study, role model interview, to do list and other features

crafted to rein force the face to face training in fresh readable formats.

Web Based Tools:

participants complete a brief web based certification test, called net speed

coach to demonstrate their knowledge of the material and the ability to apply that

knowledge to real life management situation net speed of the job is an action planning

tool that participants use to construct detailed action plans for specific work challenges,

following a templates based directly on learning principles covered in their class room

experience.

BENEFITS

For Participants:

Program participants gain valuable approaches to managing others building

their and achieving productive results through collaboration with others. Training

presented in focused modules scheduled over several weeks, combined with a systematic

series of e learning reinforcement tools maximize knowledge retention and application of

skills.

For Trainers and Training Director

Net speed leadership’s blended learning approach to leadership

development is powerful and easy to implement it allows training directors to quickly

launch and support a training initiative certify program participants and reward

participation and achievement.

Net speed leadership supports the training director in providing the best face

to face instruction combined with state of the art online learning reinforcement tools.

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Importance of Training

Job and organization requirements are not static, they are changed from time to

time in a view of technological advancement and change in the awareness of the

total quality and productivity management.

The objectivity of the total quality and productive management can be achieved

through training develops human skills and efficiency, productivity program and

development to a greater extend depends on the training.

Organization objectivity like availability, stability and growth can also be

achieved through training.

Trained employees would be a valuable asset to an organization.

Thus training is important as it constitutes significant part of management control.

Benefits of Training

Training benefits to the organization:

Improve the moral of the work force.

Helps people to identify the organization goals.

Improve labor management relations.

Helps to keep cost down in many areas.

Development, a some of responsibility to the organizational for being competent and

knowledgeable.

Training Benefits to the Individual:

Aids in encouraging and achieve self development and self confidence.

Helps in eliminating fear attempting new tasks.

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Increase job satisfaction and recognition.

Helps a person to handle stress, tension frustration and conflict.

NEED FOR TRAINING:

Every organization big or small, productive or economic or social, old or

newly established should provide training to all employees irrespective of their

qualification skills suitability for the job etc.

Training is not some thing that’s done once to new employees, it is used

continuously in every well run establishment.

The need for training arises due to following reasons,

To match the employees specification with the job requirement and organizational

needs.

Organizational viability and the transformation process.

Organizational complexity.

Human relations.

Change in job assignments.

Role of Training and Development:

No Organization has a choice of whether to train its employee or not, the

only choice is the method of training. The primary concern of an organization is its

viability and hence its efficiency and if the Organization does not respond to their

pressure, it may find itself to employees in order that they contribute to the Organization

efficiency and the able to cope up with the pressure of changing environment. The

viability of an Organization depends to considerable extent on the skills of different

employees, especially that the managerial cadre to relate the Organization with its

environment.

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Thus training can play the following rules in an organization,

Increase in efficiency.

Increase in moral of employees.

Better human relations.

Reduce supervision.

Training provides number of benefits to both employees and to employers.

TRAINING METHODS

1. ON THE JOB TRAINING METHOD

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Training Methods

On the job training method

Off the job training method

Job Rotation

Apprenticeship and coaching

Job Instruction

Committee assignment

Vestibule training

Role playing

Lecture and video presentation

Management games

Self study


This type training is also known as job instruction. Training is the most

commonly used method. The individual is also placed on a regular job and taught the

skills necessary to perform that job. The trainee learns under the supervision and

guidance of a qualified worker or instructor. On the job training has the advantage of a

giving first hand knowledge and experience under the actual working conditions.

While the trainee learns how to perform a job, he is also a regular rending

the service for which he is paid the problem of transfer of trainee is also minimized as the

person learns on the job. On the job training methods include job rotation, coaching, job

instruction or training through step by step and company assignments.

a) Job rotation

This type of training involves the movement of trainee from one job to

another. The trainee receives job knowledge and gains experience from his supervision of

trainer in each of the different job assignment. Through this method of training is

common in training managers for general management positions, Trainees can also be

rotated from job to job in working jobs. This method gives an opportunity to trainee to

understand the problems of employees on other jobs and respect them.

b) Coaching

The trainee is placed under a particular supervision that functions as a

coach in training the individual. The supervision provides feedback to the trainee on his

performance and offers him some suggestions for improvement. Often the trainee shares

some of the duties and responsibilities of the coach and relieves him to his burden. A

limitation of this method of training is that the trainee may not have the freedom or

opportunity to express his own ideas.

c) Job instruction

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This method is also known as training through step by step. Under this

method, the trainer explains to the trainee the way of doing the jobs, job knowledge and

allows him to do the job. The trainer appraises the performance of the trainee, provides

feed back information and corrects the trainee.

d) Committee assignment

Under the committee assignment, a group of trainees are given and asked

to solve an actual organization problem. The trainee solves the problem jointly. It

depends team work.

2. OFF THE JOB TRAINING METHODS

Under this method of training the trainee is separated job situation and his

attention is focused upon learning the material related to his future job performance since

the trainee is not distracted by job Requirements, he can place his entire concentration on

learning the job rather than spending his time in performing it. There is an opportunity for

freedom of expression for the trainees. Companies have started using multimedia

technology and information technology in training off the job training method.

a) Vestibule training

In this method actual working conditions are simulated in a class room,

material, files and equipment which are used in actual job performance are also used in

training this type of training is commonly used for clerical and semi skilled jobs. The

duration of this training ranges from days to a few weeks theory can be related to practice

in this method.

b) Role playing

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It is defined as method of human interactions that involves realistic

behavior in imaginary situations. This method of training involves action, doing and

practice. The participants play the role of certain characters such as production managers,

mechanical engineer, superintendents, maintenance engineer, quality control inspector,

foreman, workers and the like. This method is mostly used for developing inter personal

interactions and relations.

c) Lecture method

The lecture is traditional and direct method of instruction. The instructor

organizes the material and gives it to a group of trainees in the form of talk. To be

effective, the lecture must motivate and create interest among the trainees. An advantage

of the lecture method is that it is direct and can be used for large group of trainees. Thus

costs and time involved are reduced. The major limitation of lecture method is that it does

not provide for transfer of training effectively.

d) Conference

It is a method in training the clerical, professional and supervisory

personnel. This method involves a group of people who propose ideas, examine and share

facts, ideas data, test assumption and draw conclusions, all of which contribute to the

distinct advantage over the lecture method, in that the discussion involves two way

communication and hence feed back is provided. The participants feel free to speak in

small groups. The success of this method depends on the leadership qualities of the

person who leads the group.

e) Programmed instruction

In recent years, this method has become popular. The subject matter to be

learned is presented in a series of carefully planned sequential units. These units are

arranged from simple to more complex levels of instructions. The trainee goes through

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these units by answering questions or filling the blanks. This expensive and time

consuming.

A.Narasimha rao has been reach on employees experience on training and

development –A study of Visakhapatnam steel plant.

He has taken a sample of 349 skilled workers randomly. His findings on

his research are:

All the 349 respondents have reported that there is a post training evaluation.

About 89% of the respondents have started and they are able to work with more

commitment.

Similarly 81% have reported that they have adopted a more proactive nature as a

result of the influence of training received.

On the other hand, about 29% have stated that the training, they are able to have

better understanding with their co-workers.

Nearly 61% of the respondents have reported that the training has helped them in

removing all the barriers for better job performance.

46% have said that they had good exposure to new ideas and ways of performing

the job and a result they can improve their performance.

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23% said that after the training, they have developed better interaction and

involvement in job and are able to perform better.

DATA ANALYSIS AND INTERPRETATION

5.1 Age Group of Employees

Age group Employees Percentage

Below 20 years 10 20

20-30 15 30

Above 30 25 50

total 50 100

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Distribution of employees on thh basis of age

0

20

40

60

80

100

120

Agegroup

Age group

Perc

en

tag

e

Below 20 years

20-30

Above 30

Total

Interpretation:

The above table shows that 20% of the employees are below 20 years.

30% of the employees are between 20years to 30 years.

50% of the employees are above 30 years.

Inference:

Above table shows that 50% of the employees are above the age of 30 years.

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5.2 Work experience of employees

Experience Employees Percentage

0-5 years 20 40

5-10years 15 30

10-15 years 10 20

Above 15 years 5 10

Total 50 100

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Distribution of employees on the basis of experiance

0

20

40

60

80

100

120

Agegroup

Age group

pe

rce

nta

ge 0-5 years

5-10 years

10-15 years

Above 15 years

Total

Interpretation:

The above table shows that 40% of the employees are having below 5 years

experience.

30% are having 5to10 year’s experience.

20% are having 10to15 year’s experience.

10% are having above 15 years experience.

Inference:

RIIMS, TIRUPATI. 30


Above table shows that 40% of the employees are having below 5 years experience.

5.3 Necessity of training for employees

Dimensions Employees Percentage

Yes 44 88

No 6 12

Total 50 100

RIIMS, TIRUPATI. 31


Distribution of employees based on opinion about training necesity totheir

job

0

20

40

60

80

100

120

Dimensions

Dimensions

Perc

en

tag

e

Yes

No

Total

Interpretation:

The above table shows that 88% of the employees said training is necessary to

their job.

12% said that the training is not necessary to their jobs.

Inference:

RIIMS, TIRUPATI. 32


Table shows that 88% of the employees stated that training is necessary for

their job.

5.4 Number of training programs attended by the employees

RIIMS, TIRUPATI. 33

Dimensions Employees percentage

One 8 16

Two 17 34

Three 12 24

Four& More 13 26

Total 50 100


Distribution of employees based on number of training programs attended

by the employees.

0

20

40

60

80

100

120

Dimensions

Dimensions

Perc

en

tag

e one

Two

Three

Four& more

Total

Interpretation:

The above table shows that 34% of the employees are attended for two training

programs.

26% of the respondents are attended for more than four training programs.

24% of the employees are attended for three training programs.

16% of the respondents are attended for one training program.

RIIMS, TIRUPATI. 34


Inference:

Above table shows that most of the employees in the organization had

attended two training programs.

5.5 Satisfaction level depends on the number of training programs

Dimensions Employees percentage

Great extent 20 40

some extent 15 30

Little extent 15 30

Total 50 100

RIIMS, TIRUPATI. 35


Distribution of the employees based on the satisfaction level of the

employees on training programs

0

20

40

60

80

100

120

Dimensions

Dimensions

Perc

en

tag

e

Great extent

some extent

Littie extent

Total

Interpretation:

Above table shows that 40% of the employees satisfied great extent.

30% employees satisfied some extent.

30% employees satisfied little extent.

Inference:

RIIMS, TIRUPATI. 36


Above table shows that 40% of the respondents satisfied great extent.

5.6 Employee benefits from training and development

Benefits High Medium Low Rank

Aware of company policies 20 18 2 I

Aware of work 25 10 4 II

Improve in skills knowledge 26 12 2 I

Motivation 20 20 - I

To face new technology 22 18 - I

Idea generation 22 14 2 III

RIIMS, TIRUPATI. 37


Problem solving 29 8 - IV

Aware of the depts. Work 10 15 8 V

Inference:

Above table shows that, most of the employees expect good benefits from

the training and development like aware of the company policies, improve in skills,

knowledge, and attitude motivation and face new technology etc.

5.7 Method of training received by the employees


On the job 16 32

Off the job 20 40

Both 12 24

Non respondents 2 4

Total 50 100

RIIMS, TIRUPATI. 38


Distribution of employees based on the method of training received by the

employees

0

20

40

60

80

100

120

Dimensions

Dimensions

Perc

en

tag

e On the job

Off the job

Both

Non respondents

Total

Interpretation:

Above table shows that 40% of respondents had received off the job training.

32% had received on the job training.

24% had received both the methods of training.

Inference:

RIIMS, TIRUPATI. 39


Above table shows that 40% of the employees had received off the job

training.

5.8. Venue of training


In side the company 44 88

Out side the company 2 4

Both 4 8

Total 50 100

RIIMS, TIRUPATI. 40


Distribution of respondents based on the where the training received by the

employees.

0

20

40

60

80

100

120

Dimensions

Dimensions

Perc

en

tag

e In side thecompany

Out side thecompany

Both

Total

Interpretation:

Above table shows that 88% the employees had received training inside the

organization.

8% of the employees received both methods of training.

4% of the employees had received training out side the organization.

Inference:

RIIMS, TIRUPATI. 41


Above table shows that 88% of the employees had received training inside

the organization.

5.9. Trainers of training


Superiors 20 40

Consultants 20 40

Institutions 2 4

Others 4 8

Non respondents 4 8

Total 50 100

RIIMS, TIRUPATI. 42


Distribution of employees based on the trainers of a training

0

20

40

60

80

100

120

Dimensions

Dimensions

Perc

en

tag

e

superiors

Consultants

Institutions

Others

Non respondents

Total

Interpretation:

The above table shows that 80% of the employees had received the superiors,

consultants.

4% are from the institutions.

8% are from the others.

8% are the non respondents.

RIIMS, TIRUPATI. 43


Inference:

Table shows that 40% of the employees had received training from

superiors and consultants.

5.10. Type of training received by the employees

Dimensions Employees Ranks

Induction 3 IV

Up dating 8 II

Competency

development 32 I

All the above 7 III

RIIMS, TIRUPATI. 44


Inference:

Table shows that most of the employees have ranked to the competence

development. Out of 50 samples 7 of employees had received all the training

5.11. Developed areas after training

Dimensions Employees Rank

Skills, knowledge&

attitude 24 I

Motivated 2 IV

Social behavior 12 II

Face new technology 12 III

RIIMS, TIRUPATI. 45


Face new technology 12 III

Inference:

Table us most of the employees had developed skills and knowledge. 12

employees had developed social behavior. 12 employees developed how to face with new

technology.

5.12. Duration to conduct training program


Monthly 28 56

Quarterly 16 32

Half yearly 4 8

Yearly - -

Non respondents 2 4

RIIMS, TIRUPATI. 46


Total 50 100

The duration to coduct training programs

0

20

40

60

80

100

120

Dimensions

Dimensions

Pecen

tag

e

Monthly

Quarterly

Half yearly

Yearly

Non respondents

Total

Interpretation:

Above table shows that 56% employees say monthly the training programs are

conducting in the organization.

32% says quarterly the training programs are conducted in the organization.

8% said half yearly the training programs are conducting.

RIIMS, TIRUPATI. 47


Inference:

Above table shows that 56% employees say monthly the training programs

are conducting in the organization.

5.13 Number of employees attended training program


Yes 28 56

no 18 36

Non respondents 4 8

Total 50 100

RIIMS, TIRUPATI. 48


Distribution of respondents based on the number of employees attended the

training programs

0

20

40

60

80

100

120

Dimensions

Dimensions

Perc

en

tag

e

Yes

No

Non respondents

Total

Interpretation:

Above table shows that 56% employees had attended training programs regularly.

36% of the employees had not training programs regularly.

Inference:

Table shows that 56% employees had attended training regularly.

RIIMS, TIRUPATI. 49


5.14 Reasons for not attending training programs


Resistance to change - -

Timings are not favorable 25 50

Training facilities are not good 18 36

personal problem 7 14

Total 50 100

RIIMS, TIRUPATI. 50


Distribution of employees based on the reasons for not attending the

training programs

0

20

40

60

80

100

120

Dimensions

Dimensions

Perc

en

tag

e

Resistance tochange

Timings are notfavorable

Training facilitiesare not good

Personal problems

Total

Interpretation:

Table shows that 50% of the employees said timings are not favorable

36% said training facilities are not good.

14% said that because of personnel problems they did not attended the training.

Inference:

RIIMS, TIRUPATI. 51


Table shows that 50% of the employees said timings are not favorable.

5.15 Training is related to weak areas or not


Yes 24 48

No 24 48

Non respondents 2 4

Total 50 100

RIIMS, TIRUPATI. 52


Distribution of employees based on their opinion about training whether it

is related to weak areas or not

0

20

40

60

80

100

120

Dimensions

Dimensions

Perc

en

tag

e

Yes

No

Non respondents

Total

Interpretation:

Above table shows 48% employees says that training is related to only weak

areas.

Another48% says that training is not related to only weak areas.

Another 4% are non respondents.

RIIMS, TIRUPATI. 53


Inference:

Above table shows 48% employees says that training is related to only

weak areas.

5.16 Problems expect with out training


Not understand work - -

Not know about company

policies 18 36

Much time taken 16 32

Not able to do perfect work 8 16

RIIMS, TIRUPATI. 54


Not responded 8 16

Total 50 100

Distribution of employees basea on the problems expect with out training

0

20

40

60

80

100

120

Dimensions

Dimensions

Pe

rce

nta

ge

Not understand work

Not know aboutcompany policies

Much time taken

Not able to doperfect work

Not responded

Total

Interpretation:

Above table shows that 36% says that they may not be aware of company

policies.

32% says that much time taken to complete the work.

16% of the employees have not responded to this question.

16% says that not possible to do perfect work.

RIIMS, TIRUPATI. 55


Inference:

Above table shows that 36% says that hey may not be aware of company

policies.

5.17 Employee requires one more training

Dimensions Employee Percentage

Yes 26 52

No 8 16

Non respondents 16 32

Total 50 100

RIIMS, TIRUPATI. 56


Distribution of employees based on opinion about one more training

requirements

0

20

40

60

80

100

120

Dimensions

Dimensions

Perc

en

tag

e

Yes

No

Non respondents

Total

Interpretation:

Above table shows that 52% of the employees are asking for one more training to

improve their performance.

16% are not asking for one more training.

16% are non respondents.

RIIMS, TIRUPATI. 57


Inference:

Above table shows that 52% of the employees are asking for one more training

to improve their performance.

FINDINGS

All the employees know that the organization is conducting Training programs

regularly and all of them had taken training.

88% employees felt that the training is necessary for their job.

After training 40% employees felt great satisfaction and 60% employees satisfied

at medium level.

RIIMS, TIRUPATI. 58


Most of the employees expect more benefits from the training programs, benefits

like improving the skills, knowledge & attitude, aware of company policies and

idea generation etc. 88% of the employees had taken training inside the

organization.

96% employees had satisfied with the training and 92% employees stated that

training helps to the career.

80% of the employees have received their training programs from superiors and

from consultants.

36% of employees are not attended to the training program regularly due to

timings are not favorable and training in not related to job.

After training half of the employees have developed in the areas of skills and

knowledge and limited members have developed in the areas of social behavior.

56% of employees felt that their organization conducting training programs

monthly.

Merely 60% of the employees said that management in not forced to take training

and 36% says that management forced them to take training for promoting them

to higher position , to face new technology, job rotation and if the performance is

not good.

48% says that the training is related to only weak areas and remaining 48% felt

that is related to develop skills knowledge, aware of company policies and to face

new technology.

RIIMS, TIRUPATI. 59


After training 29% of employees have improved their performance.

52% employees are requested to take more training to develop their performances.

SUGGESIONS

The company has to implement modern training methods that help in boosting the

self morale of the employee at work place.

Training evaluation has to conduct.

RIIMS, TIRUPATI. 60


Employees have to expose to new environment then they will enhance the

knowledge.

Specific training program have to give to the selected personnel who are related.

Most of the training is related to weak areas, so the management has to get

awareness among the employees regarding training and development.

The satisfaction level of the employees less. So, try to bring new changes in

training to satisfy them.

CONCLUSION

From the study, I came to know that the training methods or techniques

adopted by the “LANCO INDUSTRIES LIMITED” are good. But the management

should see that the employee should get training according to the requirements of the

employee’s job designation. Management should seriously review cross functional

RIIMS, TIRUPATI. 61


meeting A frequently; by this the management can identify & provide appropriate

training to employees for high productivity.

Management should given high motivation to employees for more

productivity. Management should intimate well in advance to both training institute &

trainees. The standards of the training methods should be provided according to the

updated technology. Then bright success will have both to individual employees as well

as for company.

QUESTIONNAIRE

Name:

Age:

Gender:

Department:

Experience of the company:

RIIMS, TIRUPATI. 62


1) Have you taken training?

Yes ( ) No ( )

2) Is the training is necessary for your job?

Yes ( ) No ( )

3) Number of training problems attended by you?

a) One b) Two c) Three d) Four & more

4) To what extent have you satisfied with the respective training?

a) Great extent b) Some extent c) Little extent.

5) What benefits you expect from the training and development?

S.NO BENEFITS HIGH MEDIUM LOW

1 Aware of company policies

2 Aware of work

3 Improve in skills, knowledge and

attitude

RIIMS, TIRUPATI. 63


4 motivation

5 To face new technology

6 Idea generation

7 Problem solving

8 Aware of other depts. work

6) What method of training have you received?

a) On the job b) Off the job c) Both

7) From whom the training is received?

a) Superiors b) Institutions c) consultants d) Others

8) What methods of training you have received?

a) Induction b) Competence development c) Updating knowledge

d) Preparing for future assignments e) All the above

9) After the training in which area you developed?

a) Skills knowledge b) Social behavior

c) To face new technology d) Motivated

10) Have you attended the training program regularly?

Yes ( ) No ( )

11) If no Why?

a) Resistance to change b) Timing is not favorable

b) Training facilities are not good d) Personal problems

12) What problems are you expecting with out training?

a) Not understand the work b) Not know about company policies

c) Much time taker d) Not able to do perfect work

RIIMS, TIRUPATI. 64


e) Not respondent

13) Development is a process of

a) Continuous b) Long term c) Short term

14) Which of the following skills do you prefer from training?

a) Communication Skills b) Decision making skills

c) Executive skills d) Problem solving skills

e) Others

15) What type of trainers do you prefer?

a) External b) Internal c) Both

16) How do you feel about the organization, its policies and procedures?

a) Feel great b) Good c) Satisfied d) Not satisfied

17) Your association with this organization has been

a) Less than 10 years b) 10 to 15 years

c) 15 to 20 years d) More than 20 years

18) Sufficient training duration is decided

a) Strongly agree b) Agree c) Disagree

d) Strongly disagree e) No opinion

19) Do you feel that training improves relationship between workers and

management?

a) Strongly agree b) Agree c) Disagree

RIIMS, TIRUPATI. 65


20) Do you think that the training provides necessary information supporting your

job?

a) Yes ( ) b) No ( )

BIBLIOGRAPHY

Effective Human Resources Training and Development Strategy

DR. B. RATANA REDDY

Management and Organizational Behavior

P. SUBBA RAO

RIIMS, TIRUPATI. 66


Personal Human Resource Management

DAVID A. DECENZO

Personal Human Resource Management

STEPHEN P. ROBBINS

RIIMS, TIRUPATI. 67

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