INTRODUCTION

THE BEGINNING:

"Excellence comes not from mere words or

procedures. It comes from an urge to strive and
deliver the best. A mindset that says, when it is
enough, improve it. It is a ay of thinking that
comes only from a power within"

- H.S. Singhania
(Shri Hari Shankar Singlwnia, Chairman conferred the Prestigious Padma
Bhushan A ward by Govt. of India.)
The emergence of JK Organization, way back in the middle of r the 20th
century, coincides with the beginning of industrial India. The consistent of
J.K. Organization since mid 20th century in sitting up of a dynamic Indian
industry, in. the process of building an economically an socially strong
India is a well known and recognized fact and the countrymen consider JK
Organization as a steadfast forerunner in the case of strong self re1ient
India.

Today JK Organization continues to grow steadily to greater heights under

the stewardship of its chairman and president, Shri Hari Shankar
Singhania, the towering personality of the highest repute amongst
prominent Indian Businessmen. His role in the Indian industrial activities
had rightly placed him in the most coveted position as the president of
International Chamber of Commerce, Paris (the second Indian to be so
honored). Shri Hari Shankar Singhania.
The phenomenal rise in the growth of con1panies falling in the, eastern
zone of JK Organization is an ample proof of Shri Hari Shankar Singhania's

1
wisdom and vision. This had resulted in the three flagship companies' viz.
Jl( Lakshmi Cement Ltd., JK Industries and JK Paper Ltd. of consistency
in growth and brand equity.

JK Lakshmi cement limited is a renowned and well established name in the

Indian cement industry. It operates a 3.0 million tones per year capacity
cement plant located at Sirohi in the state of Rajasthan,India.The capacity
of the plant is being raised to 3.5 million tones per year.

JK Lakshmi cement ltd. is the leading player in the north west India with
its reputed brand name “JK Lakshmi cement”.The company has a wide
network of 13000 dealers served by 60 cement dumps strategically located
in north west India.

The company lays major emphasis on human resource development J JK

Lakshmi cement ltd.was among the top 20 companies in two HR quadrants
in HR matrix and employee perception in the survey of TNS Mercer &
India Today. JK Lakshmi cement ltd. have bagged award of GREEN
RATING PROJECT.

The outlook for cement industry in India in the company years is very
promising and would in turn lead to a better operating environment for JK
Lakshmi cement ltd. in the near future.

JK Lakshmi cement today is one of the most preferred brands in its

marketing area with a network of about 1500 dealers spreads in the states
of Rajasthan ,Gujarat, Delhi, Haryana, U.P, Punjab,

J&K,H.P, Mumbai ,Our endeavor is always to give our best & maintain the
highest standard of industry satisfaction .Major co operation like L&T
,Reliance, Essar & Airport authority of India choose JK Lakshmi cement
over other brands JKLC has been used for important project like IGNP &
Sardar Sarovar Dam.

2
 LOCATION MAP
J.K. LAKSHMI CEMENT, PINDWARA, SIROHI

3
4
 JK LAKSHMI CEMENT MISSON

“To be one of the efficient, competitive and premium cement of our

region”

To be one of the best known organizations for:

1) Its proactive work culture & organizational climate.
2) Benchmark quality of H.R focusing on the delight of internal &
external customers.
3) Achievement of excellence through team, while fostering individual
uniqueness.
4) Meeting the cutting edge of competitiveness through
entrepreneurship & empowerment.

HR VISSION
“12 Million Tones by 2012 (12 X 12)”
An enabling, responsive and trustful organizational climate where people
are respected, empowered, they derive joy in working & have an
entrepreneurial approach to achieving excellence in globally competitive
business environment.

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 HR OBJECTIVES

1) To develop trained, motivated committed & self decisive team of

employees at all levels.
2) To make the job satisfying & interesting by implementation of job
rotation, multi skilling & other HRD instruments.
3) To promote individual innovative brilliance by providing
opportunity to generate creative job.
4) To provide opportunity for employees to acquire additional skills to
shoulder higher responsibilities.
5) To strive towards continuous enhancement of employee satisfaction
at work & otherwise.

AWARDS

Shri Hari Shankar Singhania, chairman & president of J.K. organization

was awarded by “THE ROYAL ORDER OF POWER STAR”. Mr.
singhania has been bestowed the prestigious national award “PADMA
BHUSAN” by the president of India in the year 2003. Lakshmipat
singhania, IIM Lucknow – National leadership awards.

6
 FOUNDERS & BOARD OF DIRETORS

The company’s board presently consists of 12 directors comprising of 8

non-executive directors of which 6 are independent.
The following are the present committee of board of directors for
J.K.Lakshmi cement ltd.

1) Shri Hari Shankar Singhania,(chairman)

2) Shri Bharat Hari Singhania,(vice chairman)
3) Shri B.V.Bhargava.
4) Shri Nand Gopal Khaitan.
5) Shri Pravinchandra V.Gandhi.
6) Shri Pradip Roy (IDBI Nominee)
7) Shri Ragupati Singhania
8) Shri U.Mahesh Rao(ICICI nomoinee)
9) Shri V.K.Guruswami(LIC nomoinee)
10) Shri S.chouksey,WTD
11) Shri S.K.Wali,WTD
12) Shri S.K.wali
13) Smt. Vinita singhania,M.D

The name J.K. is derived from the name of the founder of this organsiation
Late “SHRI KAMLAPAT JI SINGHANIA” & his father “LATE SHRI
JUGILAL SINGHANIA”.At present the Lakshmi Cement is being looked
after by our chairman “SHRI HARISHANKAR SINGHANIA”.

WHOLE TIME DIRECTORS

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1) Shri S.chouksey
2) Shri S.K.Wali

MANAGING DIRECTOR

Mrs Vinita Singhania.

Lakshmi Cement has already notched up an epochal innovation in cement
manufacturing “COC”-a guarantee that has bought a new turnover in
cement manufacturing.

QUALITY POLICY

JK has well defined quality policy which read as under:

“To achieve total customer satisfaction through consistent quality product,
timely customer services & to minimize the impact of our operations on
environment by maintaining quality assurance system in conformity with
IS/ISO-9002”

H.R.D INSTRUMENTS

1) Job rotation & multi skilling.

2) Quality circle
3) 5-‘s’
4) Kaizen ,CFT,SGA etc
5) Suggestion scheme
6) Communication forums

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HISTORICAL PERSPECTIVE

9
LAKSHMI cement has been using performance appraisal system since
1983 basically for determining rewards/punishments but from year 1996-
1997 the entire system has undergone severe change and the main motive
is now focused on employee development.

OBJECTIVE

1) To find out strength and weakness of employees.

2) Provide training to develop and motivate employees.
3) To identify exceptional talents for special assignments.
4) To objectively assess performance and potential of the individual.
5) To integrate the individual goals with the company’s goal.

TYPE OF APPRAISAL REPORT

1) Potential appraisal
2) Performance appraisal

POTENTIAL APPRAISAL REPORT

It is a process of assessing the capabilities of an appraise keeping in view

his future growth prospects. The potential appraisal is conducted for the
benefit of both individual and organization. It provides a basis for career
planning of employees.

PERFORMANCE APPRAISAL REPORT

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 OUTPUT FOR OUTPUT FOR
INPUT PROCESS
INDIVIDUAL ORGANSIATION
ORGANISATION TARGET
STRUCTURE SETTING

SELF – JOB COMFORT

ROLE CLARITY
APPRAISAL SATISFACTION PEOPLE

ANNUAL
DEVELOPMENT ACHIEVMENT BASICS FOR
COMPANY
PLANNING MOTIVATION REWARDS
DEPTT.GOALS

CONDUCTIVE COMPETENCY SYNERGY (TEAM

CLIMATE DEVELOPMENT WORK)

ACHIEVEMENT
PERFORMANCE PERFORMANCE BETTER
OF CARRER
ORIENTATION EVALUATION PERFORMANCE
GOALS

CAREER &
SOUND SUPPORT POTENTIAL PROFESSIONAL
SUCESSION
SYSTEM ASSESSEMENT ENRICHMENT
PLANNING

TRAINING & DEVELOPMENT

11
J.K.Lakshmi cement ltd by a lot of importance on developing their
employees beyond their present boundaries, boardening their horizon,
enabling them to think the unthinkable & rises above the benchmark they
set for themselves .we take pride in the internal & external training
programmes for the employees.

Training activities in JK Lakshmi cement can be classified as:

1) OFF-THE-JOB(CLASS ROOM)
a) In-company training
b) Outside /external training
2) ON-THE JOB TRAINING
3) TRAINING FOR TRAINERS.

TRAINING MODALITIES

1) Off-the-job in company: For in company training ,training

programme is being designed based on the identified training need
& annual training calendar. Upon publication of calendar monthly
training schedule is being prepared, circulated & according to the
schedule as far as praticable, the training programmes are being
conducted at the training center by the trained external as well as
external faculties.
2) Off the job external company : For the groups identified for need
based outside programmes is being done by HRD deptt.& a list of
approved institution is being maintained & the concerned employees
from different level are being sent to attend the programme as per
schedule.

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3) On the job training : To facilitate up gradation of skills required to
perform the job effectively & efficiently in view of the changing
time & technology re-designing of job is being done & the line
/functional managers impart on the job training to the concerned
employees as per schedule.

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 RESEARCH
METHODOLOGY
AND
OBJECTIVES

14
 RESEARCH METHODOLOGY

The objective of my study was to study the Impact of Training and Development
program on the employees in J.K. LAXMI CEMENT, also to assess the attitude and
views of personal towards training Development program and to analyze the views of
policies and practice Associated with the administration.

In order to achieve the objective stated above the different methods Adopted
include review of relevant literature selection of sample designing of questionnaire,
protesting and administration of comprehensive Questionnaire, interviews and
discussion with concerned managers these experience Helped a lot in collecting
relevant data for the study.

QUESTIONNAIRE

A comprehensive questionnaire as per specimen issued to elicit response of the

respondents.

INTERVIEW METHOD

Questionnaire was followed by personal discussion with the respondents And

other executive to verify the accuracy of the information supplied through questionnaire
and seek further clarification. Both structured and non structured interviews were used
for collecting information.

ANALAYSIS OF DATA

For proper understanding of dominant background features relevant to the Study

and knowing of the training efforts in J.K. LAXMI CEMENT, the data Collected
through questionnaire was tabulated analysed and interpreted. However in order to have
completeness, accuracy and uniformity and as far as carefully edited. Analysis of data
was done partly manually and partly Through computers. The whole exercise had
resulted in drawing important Conclusion and making comprehensive
recommendation.

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CONSTRAINTS

Every effort was made to conduct the study as rigorously as possible. However, certain
limitations were unavoidable some of the constraints. Are follows -

1) Availability of time for intensive and extensive investigation was not adequate.

2) All the respondents can not be expected to give their true feeling and views
considering the nature of the subject.

3) It would have been better to include the views of top management. About the
training efforts in J.K. LAXMI CEMENT in this study but it could not be done.

4) This study is basically qualitative in nature.

OBJECTIVES
The objective to study the impact of Training and Development programme on the
employees in J.K. LAXMI CEMENT., also to access the attitude and views of the
personnel towards the Training and Development Programme and to analyse the views
of policies and practice associated with the Administration of Training.
Therefore the main objectives are as follows :
(1) To study the various training programme organized and the training methods used
in J.K. LAXMI CEMENT.
(2) To analyse the views of the employees in J.K. LAXMI CEMENT.
The order to achieve the above objectives the different methods adopted Included
review of available literature, selection of sample, collection of Questionnaire and
discussion with the concerned employees. These helps a lot in collecting the relevant
data for the study.



16
NATURE AND SCOPE
OF TRAINING AND
DEVELOPMENT

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TRAINING AND DEVELOPMENT IN INDIA
TWENTY FIRST CENTURY PERSPECTIVE
"Give man a fish and he'll eat it, train a man to fish and he will feed his family".
Every organization needs to have well trained people to perform the activities that have
to be done by specialties alone. In order to increase job performance, it is necessary to
raise the skill levels and increase the versatility and adaptability of employees. In a
rapidly changing society, employee Training and Development is not only an activity
that is desirable but also an activity that an organization must commit resources to if its
is to maintain a viable and knowledgeable workforce.

Training is a process of learning a sequence of programmed behaviour. It is an

application of knowledge. It gives people an awareness of the rules and procedures to
guide their behaviour.

Development is a related process. It covers not only those activities which improve job
performance but also those which bring about growth of the personality. The term
development can be defined as 'the nature and direction of change taking place among
personnel through educational and training processes'.

DISTICTION BETWEEN TRAINING AND DEVELOPMENT

"Training is short term process utilizing a systematic and organized procedure by which
non- managerial personnel learn technical knowledge and skill for definite purpose".

"Development is a long term educational process utilizing a systematic and organized

procedure by which managerial personnel learn conceptual and theoretical knowledge
for general purpose",

Learning
Training Development
Dimension
Who? No Managerial Personal Managerial Personal
What? Technical And Mechanical Theoretical Conceptual
Why? Specific Job Related Purpose General Knowledge
The term development is a broad one. It includes both Training and Education, its aim
is to improve the overall personality of an individual and intended to equip persons to
earn promotion and hold greater personality.

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THE GLOSSARY OF TRAINING TERMS DEFINED AS
TRAINING
A planned process to modify attitude, knowledge or skill behaviour through learning
experience to achieve effective performance in an activity or range of activities. Its
purpose in the work situation is to develop the abilities of the individual & to satisfy
current & future manpower needs of the organization".
LEARNING
"The process whereby individuals acquire knowledge, skills & attitudes through
experience, reflection, study or instruction".
COACHING
"Systematically increasing the ability & experience of the trainee by giving him or her
planned task, coupled with continuous appraisal, advice & counseling by the trainee's
supervisor".
PREPARING A LECTURE
"A straight talk or exposition, possibly using visual or other aids, but without group
participation other than through questions at the conclusion".
DISCUSSION LEADING
"A training technique in which the learning derives principally from the participants
themselves rather than from an instructor".

NEED FOR TRAINING

To Increase Personal
Productivity Growth

To Improve
Quality

To Help A
Company Fulfill
its Future
Personnel Needs
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 Climate Obsolescence
Prevention

To Improve
Health and
Safety

GIVING AND RECEIVING FEEDBACK

"The process by which information about the result of an action is communicated to the
source of the action. It is argued, for example, that learning takes place either through
the informational characteristic of the reinforcing characteristic of the knowledge of
results, or through a combination of both".

REASONS FOR TRAINING

 An Increased use of technology in production.
 Labour turnover.
 Employment of inexperienced.
 Employees require refresher training.
 To enable employers to do work in a more efficient way.
 Need for reducing grievances and minimizing accidents.
 Need for maintaining validity of the organization and raising the morale of
employees.

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THE NEED FOR THE TRAINING OF EMPLOVEES IS CLEAR
FROM THE FOLLOWING OBSERVATION:

To increase productivity

Instruction can help employees increase their level of performance, which directly tends
to increased productivity and increased productivity and increase company profit.
Training helps new employees to understand the most efficient and effective way of
performing the job.

To improve quality

Better-informed workers are less likely to make operational mistakes. Quality increase
may be in reference to a company product or service or in reference to the intangible
organizational employment atmosphere.

To help a company fulfill its future personal needs

Organizatiors that have a good internal educational programme will have to make less
drastic manpower changes and when the need arises, can more easily be staffed from
internal sources if a company initiates and maintains an adequate instructional
programme for the both its no-supervisory staff and managerial employees.

To improve organizational climate

An endless chain of positive reaction results from a well-planned training programme.

Production and product quality may improve financial incentives may be increased,
internal promotions become stressed.

To improve health and safety

Proper training can help prevent industrial accidents. Managerial mental state also
improves if supervisors know that they can better themselves through company
designed development programmes.
Obsolesce prevention
Training and Development programmes foster the initiatives and creativity of
employees and help prevent manpower obsolesce which may be due to age,
temperament or motivation pr inability to adapt to technological changes.

21
Training is needed for more than the above reasons such as
1. An increased use of technology in production.
2. Labor turnover.
3. Employment of inexperienced.
4. Old employees require refresher training.
5. To enable employers to do work in a more efficient way.
6. Need for reducing grievances and minimizing accidents.
7. Need for maintaining validity of the organization and raising the morale of
employees.

IMPORTANCE OF TRAINING
Training is an important part of the whole management programme, with all its many
activities functionally inter-related .The need for training men is important so that new
& changed techniques may be taken advantage of & improvements affected in the old
methods.
Training is important to employees in that :
1. It makes employees more effective & productive.
2. It enables employees to develop & use within the organization, & increase
"market value" earning power & job security.
3. It moulds the employees attitudes & help them to achieve a better co-operation
with the company & a greater loyalty to it.
4. Heightens morale of employees as it help reduce dissatisfaction, complaints etc.
5. Further, trained employees make a better & economical use of materials &
equipments & reduce wastage.

CONCEPTS OF TRAINING

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A successful training programme presumes that sufficient care has been take to discover
areas in which it is needed most and to create necessary environment for its conduct.
The related trainer should be one who clearly understand his job and has professional
expertise, has an aptitude and ability for teaching, possess a pleasing personality and a
capacity for leadership, is well versed in the principals and methods of training is able
to appreciate the value of training to in relation to an enterprise.
Certain general principals must be considered while organizing a training programme.
1. Training in work organizations tend to be most responsive to training
programme when they feel the needed to learn
2. Learning is more effective when there is reinforcement in the form of rewards
and punishment. The learning process necessitates the motivation of learners.
3. Awards tend to be more effective to changing behaviour and increasing one's
learning them punishments
4. Rewards tend to be useful when they quickly follow the desired programmes.
5. The larger the reward the greater the reinforcement of new behaviour.
6. Negative reinforcement through application of penalties criticism following
inadequate performance may have a disruptive effect on the trainee.
7. Training that requests the trainee to make changes in the attitudes and social
beliefs usually achieve better results if the trainee is encouraged to participate
and discover new desirable behaviour norms
8. The trainee should be provided with 'feedback' on the progress he is making in
utilizing the training he has received
9. The development of new behaviour norms and skills are facilitated through
practice and repetition.
10. The training material should be made as meaningful as possible.

RESPONSIBILITY OF TRAINING
Training is the responsibility of 4 groups:
1. The Top Management :- which frames the training policy;
2. The Top Department :- which plans, establishes & evaluates the
instructional programmes;
3. Supervisors :- who implement & apply developmental procedure; and

23
4. Employees: - who provide feedback, revisions and suggestion for corporate
education endeavors.

24
Seven steps of effective training:
Training is a costly affair and a time consuming affair. Therefore they need to be drafted
carefully. _Management training often fails to achieve its purpose, or at best does is
partly. Worse still, sometimes the organization must not even whether training is
serving its purpose or what the purpose is. Here are some steps to make full use of
training technology as a powerful tool for improving performance.
1. Training needs analysis
The starting point of any training effort has to be a comprehensive training needs
analysis, based on finding the significant gaps between desired and actual
performance and assessing how much of this gap can be bridged by training.
2. Top management conviction
In many organizations management still conviction that training can improve
performance significantly. Naturally there involvement and investment and
training is limited. It is important for top management to demonstrate the value
attached to training by involving themselves in this activity.
3. Clarity of goals
There is often no clarity about what training is expected toachieve. Often
training goals are not related to organisational goals. Training cannot be a
substitute for system, strategy or entrepreneurial sprit. If an organization is
lacking in a number of areas, training alone is unlikely to succeed unless
supplemented with action on other fronts.
4. Thinly spread training efforts
Many organizations use training as a ritual by devoting minimum efforts, time
and money. Some in-company programs are conducted now and then a few
managers are nominated to external programs. Any management training effort
to prove effective and to improve performance must aim to cover majority of
the population. Only then will the process of change get support and momentum
all around.

5. New skills, old environment

25
 The newly acquired skills may require new technology or new styles of
functioning. These need to be supported by the existing system or effect of
training may soon die its natural death.
6. Lack of follow-up
After returning from the program the manager is made to fill out an evaluation
from where he invariably pronounces the experiences as very useful. Even
organizations insisting on an action plan don't seem to get anywhere. Other than
the individual, the organization must take on for implementation of expensively
actual skills.
7. Creditability of trainers
Company's need to weight the pros & corns of using external Vs internal
trainers. While external inter-company programs are particularly useful to
provide generic management. Education, it is only in-company programs that
can be tuned exactly to the organizational requirement. The other point in favour
of in-company programs is that successful managers from the organization can
be used as effective and convincing trainers. External trainers, on the other hand,
bring fresh perspective and variety of specialized experience from other
organizations.

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SEVEN STEPS OF TRAINING

TRAINING NEEDS ANALYSIS

TOP MANAGEMENT CONVICTION

CLARITY OF GOALS

THINLY SPREAD TRAINING EFFORTS

NEW SKILLS, OLD ENVIORNMENT

LACK OF FOLLOW-UP

CREDIBILITY OF TRAINERS

27
 TRAINING METHODS

On the Jobs Off the Jobs

Lectures

Coaching Job Rotation Special Conferences

Assignment

Group
discussions

Case Studies

Role Playing

Programmes
&
Instruments

T-Group
Training

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 TRAINING METHODS AND TECHNIQUES

Training methods are multifaceted on scope & dimension & each is suitable for
particular situation. An effective training technique generally Fulfill these objectives,
provide motivation to the trainee to improve job performance, develop a willingness to
change, provide for the trainees, active participation in the training process & permit
practice where appropriate.

ON THE JOB TRAINING

Here trainees earn they learn under the watchful eyes of the master mechanic or
craftsman. It is learning by doing & is most useful for jobs that are difficult stimulate.
There are a variety of an the job training methods such as:

(a) Coaching

(b) Understudy

(c) Job rotation

(d) Special assignments

Merits:

1. The trainee learns on the actual equipment.

2. It is highly economical as no additional personnel is needed.

3. The trainee learns the rules & regulations & their day to day applications.

Demerits:-

1. The instruction is often highly organized.

2. The workers are often subject to distraction.

JOB INSTRUCTION TRAINING

The JIT is known as training through step by step training. It involves listing all steps
in the job, in the proper sequence.

The actual process follows four steps:

1. The preparation of the trainee for instruction.

2. The presentation of instruction clearly.

29
 3. HavingHaving the trainee try out the job so as to understand it.

4. Encouraging questions.

VESTIBULE TRAINING

This method attempts to duplicate on the job situations in a company classroom. It

concentrates of training of new skills. It is a very efficient method of training
semiskilled personnel. Training is often given in the form of lecturers, conferences, case
studies, role playing & discussions.

Merits:

1. Distractions are minimized as training is done in a room.

2. A trained instructor who knows how to teach can be utilized.

3. The correct method can be taught

4. It permits the trainee to practice without fear of supervision.

Demerits:

1. The splitting of responsibilities lead to organizational problems.

2. Additional investment in equipment necessary.

3. This training situation is somewhat artificial.

SIMULATION

Simulation is technique which duplicate actual conditions encountered on a job.

Vestibule training is an example. It is most widely used in the aeronautical industry.

APPRENTICESHIP

The training in crafts, trades and technical areas, apprenticeship is the oldest and most
commonly used methods. It is used for training a mechanist, jewelers, electricians etc.

Merits:

1. A skilled workforce is maintained.

2. Immediate returns are expected.
3. Workmanship is good.
4. Hiring cost is low.
5. Loyalty of employee is increased.

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CLASS ROOM OR OFF THE JOB METHODS

This type of training means that it is not part of everyday activities of job. This method
consists of-:

1. Lectures
2. Conferences
3. Group Discussions
4. Case Study
5. Role Playing
6. Programmes Instructions.
7. T - Group Training

1. LECTURE

Lectures are formally organized talks by training specialists, the formal superior or
other individual's topics.

The most important uses of lecture include-:

(a) Reducing anxiety about upcoming training programmes

(b) Introducing a subject and presenting an overview.

(c) Presenting basic material

(d) Illustrating the application of rules and principals

2. THE CONFERENCE METHOD

It is formal meeting, conducted in accordance with an organised plan, in which the

leader seeks to develop knowledge and understanding by obtaining a considerable
amount of oral participation of the trainees.

There are 3 types of conferences:

(a) In the directed discussion the trainer guides the discussion in such a way that
the facts, principals or concepts are explained.

(b) In training conference, the instruct pools the view of a group.

(c) In the seminar, conference, answer is found to the question or a solution to

problem.

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3. SEMINAR OR TEAM DISCUSSION

A seminar may be conducted in many ways such as:

(a) It may be paper based prepared by trainers in consultation with the person in
charged.

(b) It may be based in the statement made by the person in charge.

(c) The person in charge of the seminar distributes in advance the material to be
analyzed.

(d) Valuable working material may be provided to the trainees by actual files.

4. CASE STUDIES

The case study is based on the beliefs that managerial competence can best be attended
through the study, contemplation and discussion of concrete cases. This training method
that employs simulated business problems for trainees to solve .The individual is
expected to study the information given in the case & make decision based on the
situation. Typically the case method is used in the class room with an instructor who
serves the facilitator.

5. ROLE PLAY

It has been defined as a "method of human interaction which involves realistic

behaviour in the imaginary situation. In the role playing trainees act out a given roles
they would in a stage play. In this technique in which some problem real or imaginary
- involving human interaction is presented and then spontaneously acted out.

6. PROGRAMMED INSTRUCTIONS

It involves a sequence of step which is often set up through the central panel of an
electronic computer as guides in the performance of a desired operation of series of
operations.

7. T- GROUP TRAINING

This is usually comprises association, audio visual aids, & planned reading
programmes. Through a regular supply of professional journals & informed social

32
contract members are kept in

A SYSTEMATIC APPROACH TO TRAINING

We have described the possible benefits of training generally. Line management has
however, to contend with many problems everyday, and training is only one option they
may choose to use to solve these problems. Instead of the training option they could
choose to send for work study experts, or systems analyst, or might invest in new plant
& machinery or they may hire newly fully trained staff. The training option & the four
steps in the systematic approach to training must be closely associated with real & not
imaginary performance problems.

Identify Training Plan and Design

Needs Training

PERFORMANCE

Access Implement
Results Training

We can recall this concept through the following acronyon:

I - IDENTIFIED

N - NEED

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D - DESIGN

I - IMPLEMENT

A - ASSESS

IDENTIFIED TRAINING NEED

Improving performance or overcoming performance problem may occur in

organizations departmental or with individuals. Techniques used for identifying
training needs range from the general to the specific:

- Organizational training need analysis

- Job analysis

- Task analysis

PLAN AND DESIGN TRAINING

Once we have identified the full extend of the area for improving performance & have
identified training needs, we can plan & design appropriate training. Some problems &
needs may fall within existing training provision & can easily be attended to, others
require special attention.

IMPLEMENT TRAINING

Within the systematic approach to training, this is the stage where people undertake
learning activities. This requires the active, wholehearted participation of the trainees
supported by skilled instruction. The degree to which the trainee is willing to participate
in training activities depends on such factors as whether:

- The trainee recognizes the need for training.

- The trainee is sufficiently motivated to want to learn.

- During implementation this motivation is maintained increased.

- The design of learning events is realistic within the context of the organization.

- Clearly defined objectives are used to direct learning activities.

- The trainers possess sufficient technical & instructional skills.

34
ASSESS RESULTS

Training is only as good as the result it achieves & the benefits derived from it by
individuals & their organization's. The fourth & final stage is therefore to assess &
evaluate the results obtained from training activities. The success or failure of this may
depend upon the terms of reference & data being used for measurement & the extent to
which this is common to the people involved trainers, trainees, line management,
general management, government training agencies, etc.

Assessment needs to answer three basic questions:

(i) Did the training achieve what it tried to achieve?

(ii) Did the training improve performance or solve the problem?

(iii) Was the training worthwhile?



35
TRAINING
PRACTICE

36
 TRAINING PRACTICE AT J.K. LAXMI
CEMENT
India's new policy of economic and industrial liberalization and globalization has
presented both a challenge and an opportunity to the organizations and their members

To cope up with the demands and constraints of national and changing work
environment, Organizations need to equip their managers and workers with necessary
technical and behavioral skills and orientations.

Now the scenario is changing and training and development activities have been
attached to mainstream of the company.

HRD AND PERSONNEL & ADMINISTRATION (P&A) DEPARTMENT

There is HRD department and (P&A) department in J.K. LAXMI CEMENT HRD
department looks after the affairs of the human resource. Personal and Administration
looks (P&A) Department.

INDENTIFICATION OF TRAINING NEEDS

IN J.K. LAXMI CEMENT Training needs are identified as general or overall training.
This can be owned to owned to the increasing competition affecting The market that
has made the company identify the need, workers training is Organized on a periodical
basis and need based.

PERFORMANCE APPRIASAL

Performance appraisal at J.K. LAXMI CEMENT. is an annual exercise and is carried

out through the Performance appraisal forms.Performance appraisal forms which is the
basis of the identification of training need of employee's.

SELECTION OF TRANEE

The Training to workers are given on a periodical basis. Workers at plant are given
refresh training in every year. For training programmes the Head of Department are
informed and the deputing of the trainees for the training programmes.At J.K. LAXMI
CEMENT Training and development activities are finding a new importance as the
company gearing its present man power of adoption of the latest technology. Looking
at this gaining stress on Training and development activities the company has allocated

37
funds for the training programmes.

STRATEGY FOR DEVELOPMENT OF HUMAN RESOURCE

For the proper development of human resources, employees at different Levels are
exposed through a wide range of training effort matching individual/organizational
requirements on the basis of perception of employee need.Inductions on the job and
special training for the freshly recruited Trainees these programmes were useful to a
very little extent. But it was good to notice that nobody was of the view that these
Training and development programmes were not useful. This indicates that everybody
Gained something or other these programmes.

1) Internal faculty / resource persons

a) External faculty / experts/ professionals from reputed institutions

b) Functional/technical programmes

c) Computer training cources

2) Sponsoring executives to outside specialized courses conducted by

Organization

3) Seminars / conferences

4) Visit to other plants/ companies for border understaning.

TRAINING TOOLS

J.K. LAXMI CEMENT has in house training centre (J.K. LAXMI CEMENT ).

1) Well furnished training centre at J.K. LAXMI CEMENT Udaipur

2) Training hall

3) LCD projector facilities

4) Slide projectors

5) Computer for training

6) Video projectors.

INDUCTION TRAINING

Induction training is organized prior to employment of the persons or just after issuing
of appointment letter to acquaint them to broad outline of company's history and

38
organization, various systems procedures rules and regulations and technologies of
plant operations at J.K. LAXMI CEMENT

The coverage during this programme include

1) History and organization of J.K. LAXMI CEMENT

2) Rules and regulations of the company

3) Personal policy of the company

4) Production and uses of minerals

5) Production of talc powder process method in J.K. LAXMI CEMENT

6) Dispatch process in J.K. LAXMI CEMENT, DHARTHIDHAN

7) Future expansion/development of the company.

REFRESHMENT TRAINING

The purpose of refreshment training is to update their knowledge regarding the latest
development in the technologies of plant.

The general course content for the refreshment training is as follows:

1) (i) Time keeping (ii) Discipline

(iii) Duties (iv) Responsibilities

2) (i) Introduction and importance of personal protective applications

(ii) First aid

3) Accident-cause, effects, precautions

4) Information about concerned trade method, tools and equipments.

5) Introduction and identification of the hazards and precautions against them

6) Use and maintenance of tools and machines

DEVELOPMENT TRAINING

This is provided to cope up with the requirement of production, skill and new
technology on subject requisite for further improvement of plant. This training is being
provided by the original equipments manufacturer at the plant or at their premises as
per convenience.

39
SPECIAL TRAINING

Special training programmes are also organized from time to time. Type of training is
provided to the workers on subject like first aid.

FEEDBACK

The management communicate to the employees regarding the effectiveness and utility
of the training given to them. The form filled by the trainees after training programmes
HRD department to find out the effectiveness of training and trainees view about the
programmes.

TRAINING CALENDAR FOR THE YEAR 2019

S.No. Training External /
In-House
1. Team Building and Motivation In-House
2. Communication Skills In-House
3. 5S, Kaizen, Communication & Motivation External
4. Repair and Maintenance In-House
5. Preventive maintenance of Costumer mechanics External
6. Work Culture In-House
7. Auto-electricians Covering Electrical Circuits in HEM External
machines
8. Selling your success External
9. Supervisory skills In-House
10. Mineralization of soapstone around Sarada sector of In-House
Udaipur
11. Body language and Personality Development In-House
12. Waste Dump Management In-House
13. Advanced Blasting and Mining Technologies In-House
14. ERP External
15. PF, ESI and Insurance Claim : Procedure and Working In-House
16. Managerial skills In-House
17. HR tactics In-House
18. Sub-assembly and system operations In-House

40
 S.No. Training External /
In-House
19. Customer Handling and Making excellent Business In-House
Relations
20. Time management In-House
21. Plantation and Soil and Water Conservation In-House
22. Machine Mining In-House
23. Drilling and Blasting Practices In-House
24. Quality Testing In-House
25. Computerized Mines Planning External
26. Project work In-House
27. Mines Planning In-House
28. Creative Problem Solving & Decision Making In-House
29. Environmental issues In-House
30. Work shop management External
31. Computer In-House
32. Blasting Techniques External
33. ISO 9001-2000 : Internal Auditor Certified Training External
34. General Safety at Mines In-House



ANALYSIS
(QUESTIONNAIRE & DATA INTERPRETATION)

QUESTIONNAIRE

41
For the study entitled Impact of Training and Development Programmes of employees
of J.K. LAXMI CEMENT
Personal Information :
Unit :
Employee Code :
Designation :
Training Programmes and its effectiveness - (please tick mark your choice)

Q.l Is Training Necessary

(a) Yes
( b) No
Q.2. Is there any Training Policy existing in A.S.D.CO. PVT. LTD.
(a) Yes
( b) No

Q.3. Which Kind of training programme Would you prefer?

(a) On The job
(b) Off The job

Q.4. Which Kind of trainer would you prefer?

(a) Internal
(b) External

Q.5. Is the training is important for the overall development of the employees
(a) Yes. (b) No
Q.6. In which area you would like to attend programme?
(a) HRM/HRD
(b) Marketing
(c) Finance
(d) Technical
Q.7. Training programmes are conducted on
(a) Periodical Basis
(b) Need Based
(c) If Any other

42
Q.8. Training and Development programmes are done for -
(a) Better performance
(b) Permotion
(c) Job rotation
(d) Job satisfaction
Q.9. Impact of Training and Development Programmes on the following :
(a) Knowledge
(b) Skills
(c) Attitude
(d) Behaviour
(e) Performance
(f) Decision Making
Q.10. What is the basic need of training
(a) Increase Productivity
(b) Improve Quality
(c) Improving Knowledge
(d) All of The Above
Q.11. Does employees give enough importance to training and Training and
Development programme
(a) Yes
(b) No
Q.12. Does management systematically analysis employees training needs
(a) Yes (b) No
Q.13. How Training and Development can be improved? Please suggest
_________________________________________________
_________________________________________________
Date:
Place: Thank you

DATA INTERPRETATION

43
In order to make the study more realistic and to bring out the current picture of Impact
of Training and Development Programmes on the employees in the J.K. LAXMI
CEMENT

A questionnaire consisting questions about different aspects of training and

development programmes are administered to employees who have attended some
training and development programmes, working in office of J.K. LAXMI CEMENT

13 questionnaires were issued among employees and collected from different

departments have a broad based study. 13 questionnaires were issued among 30
employees.

This chapter is designed to present a view of the personnel included in the study.

It seeks an overall picture of the issues involved and to provide facts that are to be taken
into account in interpreting the finding of the study.

Impact of Training and Development Programmes –

Extent of usefulness of training and development programmes.

Q.1 Is training necessary?

S.No. Option No. of respondent Percentage

1. Yes 30 100.00
2. No 0 0.00
Total 30 100.00

44
 No
0%

Yes
100%

Interpretation :
To increase response to the above question is significantly high is 100 %. This shows
that all the 30 respondents are agreed to conduct more training programme in J.K.
LAXMI CEMENT

45
Q.2 Is there any training policy existing in J.K. LAXMI CEMENT ?

S.No. Option No. of respondent Percentage

1. Yes 5 17.00
2. No 25 83.00
Total 30 100.00

Yes
17%

No
83%

Interpretation :
To the above group 17 % of the respondents are of the option that some training policy
existing in J.K. LAXMI CEMENT While 83 % of the respondents says that the training
policy does not exist in J.K. LAXMI CEMENT

46
Q.3 Which kind of Training Programme would you prefer?

S.No. Option No. of respondent Percentage

1. On the Job 25 83.00
2. Off the Job 5 17.00
Total 30 100.00

Off the
Job
17%

On the
Job
83%

Interpretation:
In the above group indicates that out of 30 respondents, 83% of the respondents requires
on the job training. While 17 % of the respondents prefer off the job training.

47
Q.4 Which kind of training would you prefer?

S.No. Option No. of respondent Percentage

1. Internal 25 83.00
2. External 5 17.00
Total 30 100.00

External
17%

Internal
83%

Interpretation:
Here are the majority of internal training is relatively higher i.e. 83% as compared to
external trainer i.e. 17 %. So according to employee needs internal or external trainer
must be provided to them.

48
Q.5 Is training is important for the overall development of the employees?

S.No. Option No. of respondent Percentage

1. Yes 30 100.00
2. No 0 0.00
Total 30 100.00

No
0%

Yes
100%

Interpretation:
It's a known fact that the training is important for the overall development of the
employees because it will increases their knowledge, skill awareness about
surroundings etc. So the overall development of the employees result is 100%.

49
Q.6 In which area you would like to attend programme?

S.No. Option No. of respondent Percentage

1. HRM/HRD 15 50.00
2. Marketing 5 17.00
3. Finance 4 13.00
4. Technical 6 20.00
Total 30 100.00

Technical
20%

Finance
13%
HRM/HRD
Marketing 50%
17%

Interpretation:
According to this every person interested about the department of their working area
like HRM/HRD 50%, Marketing 17 %, Finance 13 %, Technical 20 %. So more training
programme must be conducted in the marketing, technical and finance department.

50
Q.7 Training programmes are concluded on ?

S.No. Option No. of respondent Percentage

1. Periodical Basis 10 33.00
2. Need Based 20 67.00
3. If any other 0 0.00
Total 30 100.00

If any other Periodical

0% Basis
33%

Need Based
67%

Interpretation:
The above table shows that out of 30 respondents, 20 respondents are of the option that
training programmes are conclude on need-based programme whereas 10 respondents
said that training programmes are concluded on periodical basis. Thus the training
should be need based and job related or job oriented.

Q.8 Training programmes are concluded on?

51
 S.No. Option No. of respondent Percentage
1. Better performance 15 50.00
2. Promotion 5 17.00
3. Job Rotation 0 0.00
4. Job satisfaction 10 33.00
Total 30 100.00

Job
satisfaction
33%

Better
Job performanc
Rotation e
0% Promotion 50%
17%

Interpretation:
The above graph indicates that Training and Development done for the highest
performance i.e. 50% and Development done for promotion is 17% only and for job
satisfaction training and development is done for 33 %.
So the Training and Development programme should be provided more and more to the
employees for the better performance and job satisfaction and simultaneously that must
emphasizes on the promotion and job rotation too.

Q.9 Impact of Training and Development Programmes on the Employees:

S.No. Option No. of respondent Percentage

52
 1. Knowledge 5 17.00
2. Skill 10 33.00
3. Attitude 4 13.00
4. Behaviour 3 10.00
5. Performance 6 20.00
6. Decision making 2 7.00
Total 30 100.00

Knowledge
Decision 17%
Performance
making
20%
7%

Skill
Behaviour 33%
10%
Attitude
13%

Interpretation :
The majority of the employees has said that training programmes improved their skills
and also impact on their performance on the job.

Q.10 What is the basic need of training?

S.No. Option No. of respondent Percentage

1. Increase Productivity 6 20.00

53
 2. Improving Quality 5 17.00
3. Improving knowledge skill 9 30.00
4. All of the above 10 33.00
Total 30 100.00

Increase
All of the Productivity
above 20%
33%

Improving Improving
knowledge Quality
skill 17%
30%

Interpretation:
17% of the respondents said that the basic need of training is to improve the quality
whereas 20 % of the respondents felt that increasing productivity, 30 % improving
knowledge and skill all of these is the basic need of training. Thus all of the above
should be necessary for the basic need of the training.

Q.11 According to you what is the reason behind failure of Training and
Development?

S.No. Option No. of respondent Percentage

1. Training Theoretical and 18 60.00

54
 Practical
2. Improper Analysis 7 23.00
3. Unclear Benefits 5 17.00
4. Any other benefits 0 0.00
Total 30 100.00

Any other
Unclear benefits
Benefits 0%
17%

Improper Training
Analysis Theoretical
23% and Practical
60%

Interpretation :
The above chart indicates that 60% of the respondents the reason behind the failure of
Training and Development is that training is done theoretically not practically, 23% of
the respondent felt that it is due to improper analysis, and 17 % of the respondents said
that training benefits are not clearly understood. So more and more practical training
should be conducted in the organization.

Q.12 Does employee gives enough importance to Training and Development

programme ?

S.No. Option No. of respondent Percentage

55
 1. Yes 25 83.00
2. No 5 17.00
Total 30 100.00

No
17%

Yes
83%

Interpretation:
83% of the respondents are of the opinion that employees give enough importance to
Training and Development while 17 % are against of it.

Q.13 Does management systematically analyses training need ?

S.No. Option No. of respondent Percentage

56
 1. Yes 25 83.00
2. No 5 17.00
Total 30 100.00

No
17%

Yes
83%

Interpretation:
83 % of the respondents said that management systematically analyses employees
training needs whereas 17 % respondents felt that management is not systematically
analyzing employees training needs.



57
CONCLUSION AND
SUGGESTIONS

CONCLUSION

58
The main conclusion emerging from the study are summarize as-

1. Majority of employees interviewed are of 25 and above

2. J.K. LAXMI CEMENT has proper training policy.
3. While selecting the participants their educational background and Experience is
not considered.
4. Selection of participants is based on need of participants.
5. Homogenous selection of participants is allowed to make the training
programmes more effective.
6. Majority of respondent stated that they got sufficient opportunity For self-
development and growth in J.K. LAXMI CEMENT.
7. All people submit their training report.
8. The performance appraisal form is the main source of identifying Training
needs.
9. Most of the people feel training is necessary.
10. Most of employee believes that the basic need for trai1 increase the productivity.
11. Majority of respondent prefer on-the-job training.

SUGGESTIONS

l. Training should be made compulsory and disciplinary action should be taken

against those who do not attend it.
2. More & More on-the-job training should be done.
3. Training programs should be organization based and practical rather than
theoretical training.



59
 BIBLIOGRAPHY

Mathis and Jackson: Personal Contemporary Perspectives and

Application

Philip Kotler Keller: Human Resources Management

K.K. Ahuja: Personnel Management

C.R. Kothari: Research methodology

Websites:

www.pyrotech.com

www.google.com

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