A PROJECT REPORT

ON
''TRAINING AND DEVELOPMENT''
With special reference to Auto lite Pvt.Ltd
Submitted in partial fulfillment of the requirement for

Bachelor of Business Administration (B.B.A.)

KUMAUN UNIVERSITY, NAINITAL

SUBMITTED TO:

Dr.P.N.Tiwar Coordinator
Department of Business Administration

S.B.S.Govt P.G.College,Rudrapur

SUBMITTED BY:

CHANDRAKANT PANDEY
ROLL NO:1530250006

B.B.A-6TH Semester

1
 Acknowledgement

I take the opportunity to express my acknowledgement and deep

sense of gratitude to the individuals for rendering valuable assistance
and gratitude to me. Their input have played a vital role in success of
this project & formal piece of acknowledgement may not be sufficient
to express the feeling of gratitude towards people who have helped
me in successfully competition of my Project

I would like to wish my sincere to my project guided DR.P.N.TIWARI

(coordinator) for his keen interest and giving valuable guidance at
every stage of this project. And, I would like to thanks my project
supervisor MR.VIKAS PADALIA (faculty) for his continuous support in
my project.

I take the opportunity to thank all respondent who spared his or her
precious time to provide me with valuable input for project without
which it would have not been possible.

I firmly believe that there always a scope of improvement. I welcome

any suggestion for further enriching the quality of this Project report.

(Thanks to all of them)

Chandra Kant Pandey

Signature:- BBA 6THSEM
Date:

2
 CERTIFICATE OF ORIGINALITY

I CHANDRAKANT PANDEY Roll.1530250006 Batch of 2015-18

A full time Bonfire student of Bachelor of Business Administration

(B.B.A) programmed of S.B.S.GOVT.P.G,COLLEGE RUDRAPUR

I hereby certify that this training report work carried out by me

at AUTOLITE MANUFACTURING LTD. In addition, the report submitted
in partial fulfillment of the requirements of the program is an original
work of mine. under the guidance of Mr. VIKAS PADALIA and
internal guidance of Dr. P.N.TIWARI and is not based or reproduce
from any existing work of any other person or on any earlier work
undertaken at any other time or for any other purpose, and has not
been submitted anywhere else at any time.

(Student Signature)

Date

:<Signature of Internal guide> <Signature of external guide>

<Seal of the Department> <Seal of the Company>

3
 TABLE OF CONTENTS

S.No. CONTENT PAGE NO.

1. Title Page 1
2. Acknowledgment 2
3. Certificate of originality 3
4. Table of Content 4
5. Objective of the study 6
6. CHAPTER 1 COMPANY PROFILE 10
About the company
History of the company
product of the company
7. Chapter 2 : About in project topic 29
Introduction of training and development
Principles of training
Development of employees
Method and techniques of executive development

Techniques of management development

Career development
8. Chapter 3 : Research Methodology 44
Introduction
9. Chapter 4: Data Analysis 48
10. Chapter 5: Literature Review 53
11. Chapter 6:Finding 58

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12. Chapter 7: Recommendation and suggestion 60
13. Chapter 8:Conclusion 63
14. Chapter 9:Bibliography 65
Questionnaire 67

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 OBJECTIVES OF STUDY
 To understand the training and development process in
Organization.
 To give suitable recommendation to streamline the t&d process.
 To find out the better process oftraining and development.
 To know about the role of trainers.
 To identify areas where we can be scope for improvement.
 To develop practical knowledge with theoretical aspects.
 To know about the importance of training and development.

Main Objectives of Training and Development:

The objectives of training and development are not limited to just
increasing productivity and efficiency, but the busy market and
ceaselessly active competition of today, demands much more than that
from organizations. It’s all thanks to the conditions that a company faces
and the race of “growth” that has made the addition of new skills and
improvement of the existing skill-set, which is an extremely important
aspect of a business.

1. Increased Productivity
2. Quality Improvement
3. Learning time Reduction
4. Safety First
5. Labour Turnover Reduction

Let’s discuss all of the above mentioned objectives in detail one by one.

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 1. Increased Productivity
For any company, keeping the productivity at its peak is as important as
getting in new customers for business. Since even a slightest of the
disturbance can take the business to the brink of huge losses. Moreover,
to tackle with the immensely growing competition in the target market,
it is important for one to increase the productivity of its workers while
reducing the cost of production of the products.  So, that’s where the
training comes as a savior of the company, jumps in the scenario and
takes it out of the dangers bravely.

Training takes the current capabilities of the workers of a brand, polishes

it and makes them learn and devise new and effective methods of doing
the same thing, in a repeated manner. In other words, the training, if
done in a proper way, can give your business a whole new look with a
much powerful base as experienced workers at its core.

2. Quality Improvement
Improving the quality of the product is obviously one of the main
objectives of training and development since it’s not like those times
when customers weren’t such quality conscious. Today’s customer
knows what’s better for him and what’s not. Simply said, those old
methods of some sweet talk and business won’t work for much long,
because once they know the reality behind the curtains through the
services and products quality, they will leave the company as it is without
giving it, even, a second thought.

7
Just think of it as if you and your competitor are competing for the same
service with some difference in quality but at the same price, it is obvious
that they will choose the one who is better at handling the task without
any quality degradation. Even if your price is a little higher, then it is
most likely the case that most of the customers will come to you.

3. Learning time Reduction

Keeping an eye on the learning capabilities of employees, and providing
them the help which they need, can be highly beneficial in longer runs.
This capability of theirs’ is what that determines how quickly an
employee grabs the newly discovered fact and so, shapes the future
products on this discovery. The weaker the capability, the harder it is to
learn. But this scenario can also be supported by the usage of proper
learning material and experienced instructors who prefer real-life
experience than cramming. So, reducing the learning time is also one of
the main objectives of training and development.

4. Safety First
Safety of anyone, either he is a worker, an officer or even a customer, is
not something that can be taken lightly, especially in cases, where one
knows that even a minute mistake can even lead to life threats.
Therefore, providing the knowledge, for using the equipment in a proper
way and creating the life-friendly product, also belongs to one of the
major objectives of training and development. The higher, the employees
are better at handling equipment, the better it is both for the company
and for the workers.

5. Labor turnover Reduction

8
No business can flourish well while it is regularly turning over its
workforce since it is obvious that every new workforce will require some
time to understand the type of work, its principle and safety precautions,
which lead to decreased productivity. Moreover, it also diminishes the
feeling of self-confidence among the workers, and this really isn’t a good
thing.

On the contrary, training ensures that the company doesn’t need to turn
over its workforce again and again because it prepares the employees to
face any situation which proves helpful in bringing in the feeling of
workers. Therefore, the workforce feels safe and secure at a particular
job.

9
C H A P T E R - 1

PROFILE
OF
COMPAN
Y

10
INTRODUCTION

Auto lite Group is a focused, dynamic and progressive group providing

customers with Innovative Products at economic Prices. The Group has
core competencies in manufacturing of Automotive Head Lamps,
Work Lamps, LED Lamps, Fog Lamps, Turn Signal Lamps, Halogen
Bulbs, and Incandescent Bulbs & Miniature Bulbs. These competencies
are supported by specialization in Engineering Design, Information
Technology, and Tool Manufacturing & Machine building.

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 HISTORY & KEY MILESTONES

HISTORY

AUTOLITE (INDIA) LTD. (AUTOLITIND) - COMPANY HISTORY

Auto lite (India) was established in 1971 as a proprietary concern, and

was later converted into a public limited company in Mar.'82. It
manufactures various types of automotive headlamps and halogen
bulbs under the brand name, Autopal. Its clientele includes Maruti, all
the Indo-Japanese LCV manufacturers, Premier Auto, Hindustan
Motors, Escorts, Yamaha, BEML, etc. It also supplies to the domestic
replacement market. The company exports to more than 50 countries
around the globe including the US, Germany and the UK. Several of its
headlamps and halogen lamps have received the E mark and the Dot
approval, which means that the products of the company match the
quality standards set by the EU countries for imports and can be freely
sold there.

The R&D department is the backbone of the company's success.

Hence, it intends to further upgrade its R&D facilities by adding
CAD/CAM systems and CNC photometric equipment at a cost of
around Rs 3 cr. It has also integrated backwards by setting up a project
to manufacture glass lenses for headlamps , in technical collaboration
with AMAV, Germany. To part-finance all these projects, the company

12
issued rights and also came out with a public issue. The company has
set up a wholly owned subsidiary in the US at Delaware, Texas, called
Autopal Inc.

The company is in the fray of developing Halogen Sealed Beam and

also improving the technology in other product models for Head Lamp
as well as Bulbs.

1983 - All shares were subscribed for by the promoters, directors, etc.
(34,110 No. of equity shares without payment in cash as consideration
for acquiring the running business of the partnership firm M/s.
Autolite of India).

1984 - Equity shares sub-divided. 1,10,000 No. of equity shares of Rs

10 each taken up by promoters, directors, etc.

1985 - 1,10,000 shares issued to promoters, directors, etc. fully called

up. 6,35,000 No. of equity shares issued at par of which 95,000 shares
were reserved for firm allotment to promoters, directors, etc. Out of
the remaining 5,40,000 shares, 37,800 shares were reserved and
allotted on a preferential basis to employees, working directors, etc.
The balance of 5,02,200 shares offered for public subscription during
Nov.

1985. 1988 - With a view to boost exports, the Company proposed to

establish a trading branch, in the USA (which was to be a wholly
owned subsidiary).

1989 - The installed capacity was increased from 3.6 lakhs head lamps
per annum to 9.6 lakhs per annum.

1990 - The company commenced implementation of a major

expansion project for expanding the headlamp manufacturing capacity
from 6 lakh pieces per annum to 15.6 lakhs pieces per annum. The
Company proposed to offer 4,50,000 No. of equity shares of Rs. 10

13
each at a premium of Rs 30 per share or such other premium as may
be fixed by the CCI on Rights basis in the proportion 1:2.

Another 22,500 share at a premium of Rs 30 or such other premium as

may be fixed by the CCI, were also to be issued to the employees
under the Employees' Stock Option Scheme.

1994 - During May 1993, the Company issued 9,00,000 Rights Shares
(Prop. 1:1, Prem Rs 60). Another 33,600 shares issued to employees at
prem. of Rs 60. (Only 30,100 shares taken up. 11,400 shares allotted to
IDBI on conversion of loans.

1996 - The Company embarked upon a programmed to expand the

installed capacity from 5 lakhs to 12 lakhs pieces of head lamps per
annum at its existing unit at Vishwakarma Industrial Area, Jaipur.
During Oct. - Nov. 1994, The Company issued 9,20,750 Rights shares
(Prop. 1:2; Prem. Rs 70). Another 22,60,000 shares issued through a
prospectus at a prem. of Rs 80 per share of which 16,40,000 shares
reserved and allotted to promoters, Friends, etc. Another 55,000
shares to employees and Directors. 5,65,000 shares to public.
Additional 32,046 shares allotted.

2002 - Auto lite India Ltd has informed that Mr. J P Rawat has resigned
from the office of Company Secretary and Mr. Vishal Agarwal has
taken over his charge with effect from December 09, 2002.

2007 - Company informed that the E-mail address for redressing

investor grievance has been changed,
from"investorservices@autolinegroup.org" to
"investorservices@autolineind.com"

2008 - Shri. Kuldeep Kumar Gupta has been appointed as Additional

Director of the Company.

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2009 - Autolite Pantnagar Plant Recognized by TS-16949, ISO-14001 &
OHSAS 18001.

2010 - Recognized as Star Export House Status by Ministry of

Commerce & Industry Govt. of India.

2011 - Company has received Export Award under Star Performers in

Product Groups for 2008-09 (Silver Shield) by Engineering Export
Promotion Council of India.

2012 - All main production units accredited for E1 Compliant

Production by TUV.

2015 - Autolite (India) selected for Business Rankers Award.

PLANT LOCATIONS

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16
17
 CUSTOMERS

DOMESTIC CUSTOMERS

AMW
Ashok Leyland
AUTOMOTIVE Bajaj Auto
FIAT
General Motors
Hero Honda
Hyundai
Mahindra and Mahindra
Maruti Suzuki
Nissan
Piaggio
Swaraj Mazda
TATA Motors
Toyota

Caterpillar
CLAAS
Defence
Escorts Construction Equipment Ltd
Indian Railways
JCB
John Deere
OFF HIGHWAY AND FARM Kobelco
EQUIPMENT Komatsu
L&T
New Holland
TAFE
Terex

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Export Customer

AUTOMOTIVE General Motors - USA, U.K,

Spain, Germany, Poland,
Australia, Korea, & Thailand
Piaggio - Italy
Triumph Motorcycles - U.K &
Thailand
 

OOF HIGHWAY AND FIRM Caterpillar - USA, Brazil, U.K,

EQUIPMENTS & France
General Electric- USA
JCB - USA, U.K, & China
John Deere - USA, Mexico, &
France
Terex - U.K

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 ALML JOURNEY@ PANTNAGAR PLANT

2007
Started manufacturing of head light, indication light etc
Initiated supplies to the entire major domestic customer ,Mahindra &
Mahindra , Tata Motors

2008
Started supply to other locations of Tata Groups, Mahindra &
Mahindra, addedsome new domestic customers as PTL.

2011
Developed successfully Super ACE/ VENTURE Model parts for TML
PANTNAGAR Plant.

2012
Developed successfully IRIS/ZIP Model parts for TML, Pantnagar
Plant.
2013
Developed successfully SUMO GOLD Model parts for TML, Pantnagar
Plant.
“In Rudrapur Plant at present time total 650 employees (70 employee’s
company bases and 580 contract bases) are working here”

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 MISSION STATEMENT OF ORGANISATION

Be a strong global player and a leading Indian organization for

manufacturing and marketing of lightning products for automotive
and industrial applications, by collaboratively engaging with all our
stakeholders.

VISION -2020 STATEMENT OF ORGANISATION

To increase turnover by two and half times with an export component

of 30%, through investment in R&D and offering new products,
enhancing capacities focus on lean manufacturing, productivity
improvement and zero defect ,building required competencies
through training and development of peoples , sustaining a safe clean
&healthy work environment ,collaborating with suppliers ,in order to
become a preferred supplier ,satisfying all stakeholders.

GOAL OF ORGANISATION

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 “Zero defect products are sent to the customers’’

CORE VALUES OF ORGANISATION

1. Quality as a way of life:

We believe that we are in business, as a result of delivering quality products,
continuously improving process quality and inculcating quality mindset in every
aspect of our enterprise in its operations within and with the external environment.

2. Customer driven:
We continuously strive to delight the customer it is demonstrated in
the manner we deliver our products, offer new products, and
respond to customer request and queries and extend our practices
to all our customers.
3. Respect and humility:
We are a team that looks for transparency, openness, fairness &
integrity in all our dealings.
4. Sense of urgency:
As a response to the dynamic environment, we reflect a sense of urgency in meeting
commitment aggressively, on time, every time.

5. Empowered team working:

As a practice, we approach our goals, through synergizing strength
of our employees and partners.

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 BOARD OF GOVERNANCE
CHAIRMAN & MNG.DIRECTOR MR.MAHIPAL GUPTA

AGM QUALITY HEAD MR.AMIT GUPTA

AGM/HR MR.ADARSH GUPTA

ASST.HR MR.NEERAJ PANT

HR EXECUTIVE MS.MADHU CHAUDHARY

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HR DEPARTMENT OF ORGANISATION

MR.
MR. MAHIPAL
MAHIPAL GUPTA
GUPTA
MANG.DIRECTOR
MANG.DIRECTOR

MR.NEERAJ PANT
ASST.MANAGER

MS.MADHU CHAUDHARY
EXECUTIVE

24
PRODUCTION DEPARTMENT OF ALML

MIXING

MOULDING

EXTRUSION

25
 PRODUCTS OF THE COMPANY

AUTOLITE Manufacturing Limited Company is a vendor company and this

company make different varieties of products.

Like.

 Head lights
 tail lamps
 indication lights
 Parking lamps
 Fog lamps
 Sealed beams
 Flashers units
 Grass shells
 Auto bulbs
 Switches
 horns
 wiring harness
 cut off

26
PRODUCTS

27
28
 SWOT ANALYSIS OF AML

STRENGTH

 The good HR system in terms of Motivation, Encouraging and

Training to new and existing employees.
 Multi location facilities having diversified products portfolio.
 Largest integrated manufacture of fluid transmission products
(FTP).
 Supplier auto parts to large companies like Tata motors and
Asoka Leyland, Mahindra & Mahindra.

WEAKNESS
 Fluctuation in production
 No of legal formalities.
 Decision and policy making by head office Faridabad.

OPPORTUNITIES
 Opportunity to entre in various auto parts manufacturing.
 Potential market for auto parts is growing high.

THREATS

 Rivalry with among existing firm.

 Entry of new competitors.

29
C H A P T E R - 2

PROJECT ON
TRAINING AND
DEVELOPMENT

30
Introduction to Training and Development:
To cope up with the fast changing technology and needs of the society,
training and development of employees is very essential. Training is a
process of learning, in which emphasis is given for job instruction, job
relation, and job knowledge programmes in addition to managerial skills.
Training is a short term process and is imparted for a definite purpose,
while development is a long term educational process, utilizing a
systematic and organized procedure for learning conceptual and
theoretical knowledge for general purpose.
Training may be defined as the “steps for increasing the knowledge and
skill of the workers for a definite purpose”. The workers are provided
facilities to learn new skills, technical knowledge and new attitude
towards the work. The basic purpose of training is to bring about a
change in the behavior of the workers.
Training is not the same thing as education. Training is limited in scope. It
is concerned with increasing skill in doing a specific job. Education aims
at the general development of the workers. Education generally means
formal instruction in an educational institution.
Today training is an absolute necessity. Even today in many concerns no
systematic training is imparted to their workers, which results in
absenteeism, accident, labour turnover, bad workmanship and spoilage
of tools and plants etc. All these drawbacks ultimately increase the cost
of product.
In the beginning, if systematic training is imparted to workers, the above
mentioned drawbacks can be minimised considerably and the cost will
thus reduce to a large extent. Therefore, initial cost of training will be
repaid in this form. The owner will receive large profits.. The workers can
get higher wages and they will feel mental satisfaction
Therefore, to attain a very high standard on the average, it is essential to
impart training right from unskilled worker to the specialized executive in
every concern. Today due to modern advancement and mass production,
a very high skill is required, which can only be developed by proper
training.

31
Whenever a new machine arrives or a new method is required to be
introduced the man concerned must be given necessary training for
fitting them to the jobs. This system of training is now very common in all
large government and private concerns.
Almost all major manufacturing concerns impart necessary training to
their new employees. These firms have their own apprenticeship schools
to fit the employees in special jobs.
There they will not learn wrong practices. Wastage will be minimised and
employers are sure about the trained personnel. This result is the
increase of industrial proficiency and productivity.

Human resource development is the process of increasing the

knowledge, skills and capacities of people. This is important for individual
and enterprise as well as for a nation to develop its human resources.

32
33
 Principles of Training:
Following principles help to make training more
effective:
1. Clear objectives.
2. Clearly defined training policy.
3. Motivated employees.
4. Training is more effective when there is reinforcement in
the forms of rewards.
5. Organized training materials.
6. Several short sessions spread over a long period are
more effective.
7. Good trainers should be developed both from inside and
outside the organization.
8. Self-graded tests and programmed learning can be
used to provide feed back.
9. Trainees should be allowed to practice himself.

Methods or Techniques of Training:

It is compulsory to impart training to the workers of any concern.
The following methods are used for training:

34
1. Apprentice Method: This is the oldest form of training. Under this
method the apprentice learns the secrets of work through trained
specialists. They take the work from them as well as they give necessary
direction. The training period is fixed according to the nature of work.
Such time limit covers the period of 6 months to one year.

The expense of training goes half to apprentice and half to the concern.
At times the apprentice is given the remuneration. This is the most
expensive method of training.

2. On-the-Job Training or In-Plant Training: Under this system

worker is given the work and while working he is given various
instructions and directions because the worker can gain easily the
specific knowledge about the work at that time. While working he sees
other working, but seeing the work, understanding and talking is not
enough but he must perform the same and repeatedly, if he wants to be
an expert.
As he learns the trade, the guidance list becomes less for him. This kind of training makes him
know the circumstances and necessities quickly. Hence, supervision is close and efficient. This
is a practical training. Under this training labour gets the right momentum for the working
and he finds himself much interested.

3. Training by Supervisors:
Supervisors instruct the workers while working, they supervise their
work time to time. This gives a chance to know them intimately.
Supervisors know their abilities well.
4. Internship Training:
Under this method apprentices are imparted theoretical and practical
training. Here technical institutes and vocational houses co-operate.
After theoretical training they are sent for practical training to the
vocational houses.

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5. Vestibule Training:
In this method, training is imparted away from the site of factory but on
all the makes of the machine used in industry so that worker may train
himself on all models. That place has an atmosphere of the factory and
the same working conditions prevail as in factories. After the training, the
apprentice is kept in factory on service. Experienced foremen teach the
practical work.

36
 Development of Employees
Management development or executive development is a systematic
process of training and growth by which managerial personnel gain
knowledge, skills, attitudes and insights to manage the work effectively
and efficiently. Management development is an educational process
through which executives learn conceptual and theoretical knowledge
and managerial skills.

It consists of means by which executives learn to improve their behaviour

and performance. Through this the effectiveness of the managers in their
present jobs is improved and they are prepared for higher jobs in future.

Process of Management (or Executive)

Development:
Main ingredients of an executive development
programme are:
1. Analysis of development needs.

2. Appraisal of present managerial talent.

3. Planning individual development programmes.

4. Establishing training and development programmes.

5. Evaluating development programmes.

37
Methods and Techniques of Executive
Development:
Various techniques of executive development may be
classified into two broad categories as shown below :

38
Objectives of Executive Development:
1.To improve the performance of executives (managers) at all
levels in their present jobs.

2. To sustain good performance of executives throughout their

careers.

3. To ensure availability of required number of executives so as

to meet the present and future needs.

4. To expose executives to the total concepts and techniques in

their respective areas of specialization.

5. To provide opportunities to the executives to fulfill their

career aspirations.

6. To optimally utilize the managerial resources of the

organization.

Techniques of Management Development:

1. Planned promotions.

2. Job rotation.

3. Creation of ‘Assistant to’ position.

4. Training.

5. Coaching counseling.

39
6. Case discussions.

7. Committee assignments.

8. Simulation exercises.

 Transfer- A transfer is a horizontal or lateral movement of an

employee from one job, section, department, shift plant or position

to another at the same or another place, where his salary and

responsibilities are same. Transfer may initiate either by the

company or the employees.

 Promotion- A promotion s the advancement of an employee’s

rant, salary, duties and designation within the organization.

Promotion are often a

 Present Employees- Promotion and transfer from among the

present employees can be good sources of recruitment.

Promotion implies upgrading of an employee to a higher position.

Caring higher status pay and responsibilities.

Promotion from among the present employees promoted are well

acquainted with the organization culture, they get motivate and it’s

cheaper also.

2. External resources-

40
 External resources of recruitment mean hiring people from

outside the organization. In other words, seeking application

from those

Who are external to the organization.

 Advertisement- The advertisement is the most common and

preferred sources of external recruitment.

The ads in newspaper, professional journal. Give a comprehensive

detail about the organization, type and nature of job position skills

required, qualification and experience expected etc. This helps in

individual to self-educated him.

 Employment Exchange- Employee exchange means any office or

place established and maintain by the Government for the

collection and furnishing of information, by the keeping register or

otherwise respecting.

- Person who seek to engage employees.

- Person who seek employment

- Vacancies to which person seeking employment. May be

appointed.

41
  Recommendation of existing employees-

The present employee knows both the company and the candidate being

recommended. Hence

Some companies encourage their existing employees to assist them n

getting application from person who are known to them. In certain cases

rewards may also be given if candidate recommended by them are

actually selected by the company. If recommendation leads to favoritism,

it will impair the morale of Employees.

 Factory Gate- Certain workers present themselves at the factory

gate every day for employment.

This method of recruitment is very popular in India for unskilled

and semi-skilled labor. The desirable candidates are selected by the

first line supervisors. The major disadvantage of this system is that

person selected may not be suitable for the vacancies.

 Casual callers- those personnel who casually come to the company

for employment may

42
 Also be considered for vacant post. It is most economically method

of recruitment. In the advance countries, this method of recruitment

is very popular.

 Central application file- a file of post applicant who were not

selected earlier may be maintained.

In order to keep the file alive, application in the files must be checked at periodical

intervals.

 Labor unions- In certain occupation like construction, hotels,

maritime industries etc. all

Recruits usually come from unions. It is advantageous from the management point of

view because it save expense of recruitment. However in other industries , unions

may be ask to recommend candidate either as a good will gesture or as a courtesy

towards the unions.

 Labor contractor-this method of recruitment is still prevalent in

India for hiring unskilled and Semi-skilled workers in brick klin

industries. The contractor keep themselves in touch with the Labor

and the bring the workers at the place where they are required .they

get commission for number of Person supplied by them.

43
  Former employees- In case employee have been laid off or have

left the factory at their own, They May be taken back if they are

interested in joining the concern (private their record is good).

Career Development:
Career is a sequence of positions occupied by a person during the course
of a life time. Career development involves tracking career paths.
Individuals, career development focus on assisting individuals to identify
their major career goals and to determine what they need to do to
achieve these goals. The career development looks at the long-term
career effectiveness and success of organizational personnel.

Objectives of Career Development:

An effective organization career development must
have following objectives:
(а) Ensures that needed talent is available.

(b) Improves the organization’s ability to attract and retain

personnel of high talent.

(c) Reduces the frustration amongst the employees.

44
C H A P T E R - 3

Research
Methodology

45
 RESEARCH METHODOLOGY

The Research and Methodology adopted for the present study has been
systematic and was done in accordance to the objectives set which has
been detailed as below.

RESEARCH DEFINITION

“Research is a process in which the researcher wishers to find out the

end result for a given problem and thus the solution helps in future
course of action.”

According to Redman & Mory research is defined as a “Systemized effort

to gain new knowledge”.

RESEARCH DESIGN:

According to “Claire Seltiz”, a research design is the arrangement of

condition and analysis of data in manner that aims to combine relevance
to the research purpose with economy in procedure.

NATURE OF RESEARCH:

Research is basically of two types.

1. Descriptive research

2. Explorative research

1. Descriptive Research: These studies are concerned with describing the

characteristic of a particular individual or a group.

46
DETERMINING SOURCES OF DATA:

There are two main sources of data

1. Primary data

2. Secondary data

Primary Data: It consists of original information collected for specific

research. Primary data for this research study was collected through a
direct survey to obtain this primary data a well structured questionnaire
was prepared by the researcher.

Secondary Data: It consists of information that already exists somewhere

and has been collected for some specific purpose in the study.

SAMPLING TECHNIQUES

Random Sample: Each member of the solution has a known and an equal
chance of being selected

TOOLS OF THE STUDY

Questionnaire: A set of questions containing a few Technical questions

and more number of opinionated questions are prepared for the

47
employees of both Centralized and Decentralized sections of HR
Department.

Sample Size: Total sample size is 75

Questionnaire Development:

Questionnaire is the most common instrument in collecting primary data.

In order to gather primary data from viewers.

The questionnaire consists of following type of questions.

Open ended questions

Closed ended questions

Dichotomous questions

Multiple choice questions

Ranking question.

OPEN ENDED QUESTIONS: It has no fixed alternatives to which the

answer must conform. Thus, respondent answer in his/her own words at
any length they choose.

CLOSED ENDED QUESTIONS: Closed ended questions have no other

options other than the selecting the one that close matches the
respondent’s opinion or attitude.

Dichotomous questions: A dichotomous questions refers to one, which

offers the respondents a choice between only two alternatives.

MULTIPLE QUESTIONS: A multiple choice question refers to one, which

provides several sets of alternatives for the respondents’ choice.

RANKING QUESTIONS: These questions are given when there are many
points to be considered and to be ranked in priority.

48
C H A P T E R - 4

DATA ANALYSIS

49
 DATA ANALYSIS

QUESTION: What are the sources for training and development?

Internal

9%

External

18%

Both
73%

About 75% of the manager say that they prefer both internal as well as external source
for training and development where as only 9% go for internal source and 18% go for
external sources.

50
Question: Which method do you mostly prefer for training and
development preferred way of recruitment?

Third
party
3%

Indirect

32%
Direct

65%
About 65% of the mangers go for direct training and development and 32% go for

indirect and only 3 % go for third party recruitment way.

51
Question: When do you prefer to go for training and
development planning?
50
20%

30% Yearly

Quaterly

No fixed
Time

Around 50% of the managers go for Quarterly manpower

planning and 20 % do not follow any pattern they don‟t have any
fixed time where as 20% go for yearl

52
Question: How do you rate the HR practices of the company?

10%

30%
20% Very Good
Good
Average
Bad

40%

50% of the managers feel that HR department is good where and 30%say that‟s its very
good where as 20% says its average and only 10% manager feel it‟s bad.

53
C H A P T E R - 5

literatur
e review

54
Literature review:
The authors suggest that training and development is a process leading
to qualitative as well as quantitative advancements in an organization,
especially at the managerial level. It is stated that training has specific
areas and objectives whilst development is a continuous process less
concerned with physical skills than with knowledge, values, attitudes
and behavior. The authors discuss the process in which an organization
recognizes their responsibility for optimal organizational performance
and development of organizational motives for optimum quality of
employee working life

The importance of training has been realized in all the ages. The
Pioneers like Taylor, Drucker, and Flippo have given emphasis on
training for development of skills. Craig, Laird, Goldstein, Nadler, Lynton
and Pareek, RaoT.V. etc. have added different dimensions to it. On the
basis of their study results they have given various concepts on training
and development
Training has been used as a human resource intervention in
organization ever since Taylor (1947) experimented with "Scientific
Management" towards the end of nineteenth century and
demonstrated the power of attending consciously and continuously to
the up gradation of the skills of employees. In the Taylor (1947)
framework, training is a management
Tool used to address deficiency in knowledge, skills and attitudes of
Organizational members which are dysfunctional for the effective
performance of the organization. This framework is also referred to as
'functionalist approach' 'structure oriented approach', because training
is preceded by development of structures, jobs, methods and processes

55
by the higher management and then geared to upgrade employee
capabilities to fit the jobs or structures.

According to Frost(1992), fundamental changes in the business

environment have created a sudden shift in focus of HR function. These
changes include high uncertainty in business, raising costs, increasing
competitive pressures and margins, technological change, complex
organizations, changing demographics, etc. Due to these changes
competencies are beginning to recognize the importance of people to
the success of business. Waterman (1994) established through findings
a positive relationship between development of human resource and
performance.

J.P. Campbell(1971)in his article on "Personnel Training and

Development" in the annual review of psychology discussed that
training courses are typically designed for a short term set purposes,
while development involved a broader education for long term
purposes.

J.M.Pfiffner and F. Marshal(1962)defined the main objective of

training is to bridge the gap between existing performance ability and
desired performance.

56
Torraco(1994) suggested that ‘downsized’ organizations are
the need for major shifts in the distribution of work tasks and role
among workers. In a workplace once modeled a narrow job definitions
and a wide range of functional specialists, today's workplace is often
characterized by increasingly sophisticated work methods and the
presence of relatively fewer workers. Narrow job definitions are giving
way to broader responsibilities and a greater interdependence among
workers. Jobs are being eliminated, and reconfigured as organizations
fundamentally re-think the way in which the work should be done.

Campbell(1971)has detailed the following five important measures of

effectiveness, they are overall performance, productivity, employee
satisfaction, profit, withdrawal based on turn over and absenteeism.
According to Peter F. Drucker(1977), effectiveness does not come by
itself. However, it can be learned, and it must be learned. He regards
effectiveness as the very essence of the job of executives that can be
learned through inner and outer training within an organization. The
manager's job gets more demanding year by year. Typically he has had
to live through a series of organization structure changes, which have
altered the familiar and secure way of doing thing and distorted an
established network of personal relationships.

ack J. Phillips(2000)in his "Handbook of Training Education and

Measurement Methods" advocated that after the major training
program their is a boost in trainees' work performance. He shows that
the two events are linked and to find out how much change in
performance training has brought, he suggested to observe whether

57
the participants have gained any skill, knowledge or attitude have
changed; participants' application on the job what
they learn in training, measurable result obtained by on the job
applications and finally whether monetary value of the result exceeded
the cost of training.

Ogunu(2002)M.A. studied management programs in Guinness

Nigeria and found that management-training programs are relevant
andeffective in preparing the staff for the job they do.

Henemann and Schwab(1978)are of the view that the purpose of

both training and development is to provide learning experiences.

58
C H A P T E R - 6

FINDING

59
 1. 80% of the employees get the training in their organization.
 
2. The main factor which determines the need of training is prior performance
of the employee.
 
3. yes70% of the respondents are comfortable in discussing training needs
superior whereas 30% are not comfortable
 
4. The main objective of training is to improving salesmanship followed by the
Improving prospecting because the training programme was designed for
sales persons of the company.
 
5. 60% says it is necessary to get trained each employee whereas 40% are not
necessary to get trained each employee.
 
6. Basically new recruits need training as they are new in their job thus they are
selected for the training.
 
7. The normal duration for imparting the training was considered to be the 1
week and 65% of the employee agree with this time period and considered
that 2-3 days is too short and 1 month is too long.
 
8. As training programme was designed for the sales persons the lecture was
considered to be the best basic method of training followed by the group
discussion.

60
C H A P T E R - 7

RECOMMENDATION AND SUGGESTIONS

61
 Recommendation & Suggestion

In the era of the globalization the organization has to face new challenges in the
present context and achieve its objectives. It must be dynamic, desalinated
efficient especially in the training, development placement and promotion of its
personnel. The huge investment in the industrial sectors demand better
operational efficiency, better management of capital and above all, better
management & development of human resources. For enhancing the
effectiveness of training & development programme there are few useful
suggestion which is implemented earnestly & sincerely may hopefully add to the
luster & improve the planning execution and follow-up of the training and
development programme in  particular.

1. Training and development programme should be based on specific needs of

the organization and its employees.
2. Selection of participants should be made on the basis of the needs of the
employees & objectives of the programme.
3.  New technology and methods of training should be used to make it
interesting for the employees.
4. The programme should be frequently revised so as to be in tune with
 the ever changing business and economic environment.
5. Both in company & external agencies programmes should be evaluated
properly for measuring their effectiveness.

62
C H A P T E R - 8
CONCLUSION

63
conclusion
“Training and development is including activities that help cultivate employees'
skills, knowledge, and abilities. Trained employees have competencies to meet
the current and future needs of organization. Through the training and
intervention measures, the human resources departments help organizations to
establish a high-performing, active and engaged workforce”.

In the business world, training and development refers to support internal human
resource efficiency of extra studies education and improve the process in an
organization. Due to the training and development inseparable, these two words
are generally used to define employee with each other in continuously improve to
achieve a series of organizational goals. If without training and development
programs, organization may not be able to realize their full potential. In most
organizations, training and development task is to deal with human resource
management personnel. This relationship depends on everybody's
communication, cooperation and clear set of job skills as defined by job
descriptions among all levels of the organization. When an organization's values
can make employees eager to achieve their goals, then employee development
plan can be implemented to make this kind of circumstance happening (Neo,
2005).

The purpose of this assignment is talking about how employees training and
development of HRM will influence the performance of an organization. I am
going to find out some evidences, provide literature reviews and through analysis
to introduce how training and development influence organizational
performance.

64
C H A P T E R - 9

BIBLIOGRAPHY

65
Books Reference
Biswajeet Pattanayak (1997), “Human Resource Training - Study on Training
Evaluation of Indian Industries”, First Edition 1998, Published by S.Chand &
Company Ltd, pp. 99-114.
Ian Bardwell & Len Holden (1994), “Human Resource Management”
, first edition 1994, published by MacMillan India Ltd, pp342-344
Udai Pareek & T.V.Rao, “Designing and Managing Human Resource Systems”,
Third Edition 2007, published by Oxford & IBH publishing
Co.Pvt.Ltd ,pp 47-52.
Bhawani Shankar Subedi ( 2004), “Emerging Trends of Research on Transfer of
Learning”, International Education Journal Vol 5, No 4, 2004, pp591-599
Komal Khalid Bhatti and Tahir Masood Qureshi(2007),
“Impact Of Employee Participation On Job Satisfaction, Employee Commitment
And Employee Productivity”, International Review of Business Research
Papers,Vol.3 No.2 June 2007, Pp. 54 – 68
Websites References

https://www.autolitemanu.ltd.com

https://en.wikipedia.org/wiki/Autolitemanufacturing ltd

Other Reference

Company literatures

Questionnaire on the study of Training and

Development
66
Name:

Department:

Designation:

1. Your organization considers training as a part of organizational strategy. Do

you agree with this statement?

strongly agree

Agree

somewhat agree

Disagree

2. What is your opinion on training imparted to you in your organization?

Good

Very good

Bad

Time waste process

3. Training of workers is given adequate importance in your organization?

Yes

67
 No

4. Employees are nominated for training programmers on the basis of

carefully identified developmental needs?
Yes

No

5. To whom the training is given more in your organization?

senior staff

Junior Staff

New Staff

Based on requirement

6. How many training programmers have you attended the last year?
Less than 10

10 - 20

20 - 40

More than 40

7. What mode of training method is normally used in your organization?

Job rotation

External training

68
 Conference / Discussion

Programmed instruction

All

8. How do you in the organization participate in determining the training you

need?
KRA

Separately arranged TNI

Performance appraisal

All

9. The participants of training go with a clear understanding of the skills and

knowledge they are expected to acquire from the training?

Strongly agree

Agree

Somewhat agree

Disagree

10.The HR department conducts the briefing and debriefing sessions for

employees sponsored for training?
No

Yes
69
11.Is the induction training conducted in your organization?
Yes

No

12.Induction training provides an excellent opportunity for new comers to

learn comprehensively about the organization?
Strongly agree

Agree

Somewhat agree

Disagree

13.The induction training is periodically evaluated and improved?

Yes

No

14.What type of training is being imparted for new recruitment in your

organization?

Technical training

Management training

Presentation skill

Other (Please specify)

70
15.Senior management takes interest and spends time during the training
imparted to the new staff?

Yes

No

16.There is adequate emphasis on developing managerial capabilities of

managerial staff through training?

Strongly agree

Agree

Somewhat agree

Disagree

17. How well the workplace of the training is physically organized?

Excellent

Good

Average

Bad

18. What training and development do you need to make your career
aspirations to come true?
71
 Leadership training

External Degree study

Formal meeting procedure

Other (Please specify)

19. Are you satisfied with the training you are offered?

Yes

No

20. Is there any improvement in the performance after being exposed to the
training?

Yes

No

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