PROJECT REPORT

AN ANALYTICAL STUDY ON

THE TRAINING & DEVELOPMENT PRACTICES

IN

LG ELECTRONICS INDIA PVT. LTD.

CHAPTER -1
INTRODUCTIO N
4

AN ANALYTICAL STUDY ON

THE TRAINING & DEVELOPMENT PRACTICES

IN

LG ELECTRONICS INDIA PVT. LTD.

1.1 OVERVIEW OF THE INDUSTRY

LG Electronics India Pvt. Ltd., a wholly owned subsidiary of LG Electronics, South Korea was established in January, 1997 after clearance from the Foreign Investment Promotion Board (FIPB). LGEIL set up a state-of-the art manufacturing facility at Greater Noida, near Delhi, in 1998, with an investment of Rs 500 Crores. This facility manufactured Colour Televisions, Washing Machines, Air-Conditioners and Microwave Ovens. During the year 2001, LGEIL also commenced the home production for its eco-friendly Refrigerators and established its assembly line for

its PC Monitors at its Greater Noida manufacturing unit. The Greater Noida manufacturing unit line has been designed with the latest technologies at par with international standards at Korea and is one of the most eco-friendly units amongst all LGEIL manufacturing plants in the world.

Financial Performance: Turnover for 1997 Rs. 125 Crores

Turnover for 2000 Turnover for 2005 Turnover for 2010 Target for 2012

Rs. 1903 Crores Rs 7500 Crores Rs 25000 Crores Rs 38000 Crores

1.2 The Profile of LG Electronics in India: India is the fifth largest economy in the world and has the second largest gross domestic product among the emerging economies. Owing to its large population, the potential consumer demand is ever increasing and consequently under appropriate conditions, strong growth performance can be expected. The liberalization of the Indian economy that began in 1991 has started changing regulatory, financial, and monetary policies leading to a higher pace of growth. The software industry in India is already a world leader. The electronics industry is likely to follow.

In India, the demand of video products, such as color televisions (CTVs), VCD/DVD players, and set-top boxes

account for 90% of the consumer electronic market. Easy availability of finance is an important factor driving growth for consumer electronics market. Some companies are also taking advantage of this factor by teaming up with banks to offer attractive loan schemes to consumers. According to ISUPPLI projects (India market intelligent service), consumer electronics industry in India is growing at a compounded annual growth rate (CAGR) of 11%.

The electronic industry in India constitutes just 0.7 % of the global electronic industry. Hence it is miniscule by international comparison. However the demand in the Indian market is growing rapidly and investments are flowing in to augment manufacturing capacity. Major challenges facing the Indian electronic manufacturing market are an infrastructure that needs to be improved at the earliest possibility, easing of foreign investment procedures, which is underway, and a restructured government tariff that now makes domestically manufactured goods more expensive than imported goods with zero tariff, says Bryan Wang, In-Stat analyst. In 2006, LGEIL also up its second Greenfield manufacturing unit in Pune, Maharashtra that commences operations in October this year. Covering over 50 acres, the facility manufactures

Color Televisions, Air Conditioners, Refrigerators, Washing Machines Microwave Ovens Color Monitors and GSM phones. The Greater Noida manufacturing unit line has been designed with the latest technologies at par with international standards at Korea and is one of the most Eco-friendly units amongst all LG manufacturing plants in the world LG has been able to craft out in eight years, a premium brand positioning in the Indian market and is today the most preferred brand in the segment. Various studies have shown that the consumer is well informed on the health awareness front. LG was one of the first companies who recognized the emerging change in consumer needs and decided to differentiate their products on the basis of technology which appealed to the consumer on the basis of health benefits. Its vision was to become a 'Health Partner' for its consumers worldwide and therefore formulated its corporate philosophy to make peoples' lives better, convenient and healthier. The CTV range offered by LG has 'Golden Eye' technology, which senses the light levels in the room and adjusts the picture to make it more comfortable for the eyes. The entire range of LG airconditioners have 'Health Air System', which not just cools, but keeps pollution out. Similarly, microwave ovens have the 'Health Wave System', refrigerators have the 'PN System', which preserve the nutrition in food and washing machines have 'Fabricare System', which takes the health factor down to ones clothes. All the products offered by the company have

unique technologies, developed by its R&D departments that give customers a healthier environment to live-in. The year 2007 witnessed LG becoming the fastest growing company in the consumer electronics, home appliances and computer peripherals industry. The company had till the month of October 2007 achieved a cumulative turnover of Rs 5000 Crores in India since its inception in 1997, making it the fastest ever Rs 5000 Crores clocked by any company in the Indian consumer electronics and home appliances industry. Having achieved this milestone, LG achieved another benchmark with the first ever sales of One Lakh ACs (Windows and Splits) in a calendar year. In Colour Televisions having set the sales target of one million units of Color Televisions for 2006, LG has already achieved the one million mark in the month ahead of its target. In 2007, LG has emerged as the leader in Colour Televisions, Semi Automatic Washing Machines, Air Conditioners, Frost-Free Refrigerators and Microwaves Ovens. In the year 2007, LGEIL achieved unprecedented sales efficiency both in Direct Cool and Frost Free segment and sold more than 1 million units of refrigerators outperforming industry expectations. LG India has also been taking on a slew of initiatives as a part of Corporate Social Responsibility. LGEIL is proud to have adopted about 24 villages around our Greater Noida facility. LG extends Free Medical Care, which comprises of free check ups and a free distribution of medicines on a daily basis. LGEIL is also generating self-employment opportunities for the people in

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the form of tailoring, knitting etc. in addition to all this, LG also sends veterinary doctors regularly to these villages. Besides all this, LG India is one of the very few companies in the country that has an internal Energy, Environment, Safety and Health Department. This function caters to activities like Energy Conservation, Environmental Issues, Work Place Fire and Safety as well as Occupational Health for the benefit of the employees.

LGs vision is to bring the smiling face to every home across the globe. The smiling face logo symbolizes five key concepts world, future, youth Human and Technology. LG believes that an effective combination of these elements for the organization. LGE has been exploring ways to develop, combine, apply technologies that would customize products and services to meet customer needs and exceed their expectations LGE are performing this task by identifying its focus on R&D centers. LG Electronics vision for the 21st century is to become a true global digital leader through fast growth

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and fast innovation and to be known as a company who can make its worldwide customers happy through its innovative digital products and services. LG Electronics has set its midterm and long-term goal to rank among the top 3 electronics, information, and telecommunication firms in the world by 2010. We aim to utilize our core capabilities of product leadership, market leadership and people leadership and enhance our corporate culture of team work and fun workplace to achieve our mission of becoming "2 by 10", that is, double our sales volume and profit by year 2010. LG India has also been taking on a slew of initiatives as a part of Corporate Social Responsibility. LGEIL is proud to have adopted about 24 villages around our Greater Noida facility. LG extends Free Medical Care, which comprises of free checkups and a free distribution of medicines on a daily basis. LGEIL is also generating self-employment opportunities for the people in the form of tailoring, knitting etc. in addition to all this, LG also sends veterinary doctors regularly to these villages. Besides all this, LG India is one of the very few companies in the country that has an internal Energy, Environment, Safety and Health Department. This function caters to activities like Energy Conservation, Environmental Issues, Work Place Fire and Safety as well as Occupational Health for the benefit of the employees.

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13

CHAPTER -2 ORGANISATIO N STRUCTURE LAYOUT

AND

14

2.1 LGEIL ORGANISATION STRUCTURE

15

2.2 FACTORY LAYOUT

The factory layout of the LGEIL is displayed above of the Greater Noida unit where AC, Washing Machine, Microwave etc are manufactured.

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CHAPTER -3 VISION OF LGEIL

17

3.1 VISION OF LGEIL

To reach out globally, to expand domestic market by providing quality products, to update technology & achieve phenomenal business growth.

18

3.2 BUSINESS OVERVIEW

LG Electronics pursues its 21st century vision of becoming a true global digital leader who can make its customers worldwide happy through its innovative digital products and services. LG Electronics aims to be among the top 3 Electronics, Information, and Telecommunication firms in the world by 2012 and emerged in the LEDs & LCDs Television and HD (High Definition) Technology.

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CHAPTER -4 MISSION AND OBJECTIVES

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4.1 MISSION Achieved zero tolerance in quality, maintain customer satisfaction through cost effectiveness and value added service, timely delivery and service orientation. Our first responsibility and priority is our customers. In support of this philosophy, we will: Expand our customer base by addressing their quality needs in better and faster than the competition while maintaining the highest industry standards. To identify the need of the customer and maintain high level of integrity in interaction with the business partners and associates. Recruit the executives with best abilities and integrity to serve highest quality of product at the customers end. We take the challenges in terms of targets, complexity and accuracy.

4.2 OBJECTIVES
The first & foremost step in any research work is to identify the problems or objectives on which the researcher has to work on. There are two types of objectives met in this study, as explained below:

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4.2.1 MAJOR OBJECTIVE

To analyze the existing training practices, its effectiveness and recommend measures to improve the training practices in the organization.

4.2.2 MINOR OBJECTIVES

To study the frequency of training, training methods and their effects on the trainees and recommend certain measures for improvement.
To study the present practices enforced in respect of

training at the personnel department and recommend any changes if necessary. To Examine of present training strategies. To study Impact of training on productivity. To study about the requirements of further training To study effectiveness of training program. To study and take feedback and analyze the level of needs.

satisfaction amongst the employees in respect of training activities and suggest alternatives.

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To study and take feedback and analyze the level of satisfaction amongst the employees in respect of training activities and suggest alternatives.

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24

CHAPTER -5 TRAINING

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5.1 TRAINING
Employee training is a specialized function and is one of the fundamental Management. Acc to FLIPPO, Training is the act of increasing the knowledge and skill of an employee for doing a particular job. It is a short-term educational process and utilizing a systematic and organized procedure by which employees learn technical knowledge and skills for a definite purpose. Training refers to the organizations efforts to improve an individuals ability to perform a job or organizational role. It can be defined as a learning experience in which it seeks a relatively permanent change in an individual that would improve his ability to perform the job. 5.2 Difference between Training and Development Training and development go hand in hand and are often used synonymously but there is a difference between them. Training is the process of learning a sequence of programmed behavior. It is an application of knowledge. It gives people an
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operative

functions

of

Human

Resource

awareness of the rules and procedures to guide their behavior. It intends to improve their performance on the current job and prepares them for an intended job. 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. It helps individual in the progress towards maturity and actualization of potential capabilities so that they can become not only good employees but better human beings.

5.3 PRINCIPLES OF TRAINING Motivation Learning is enhanced when the learner is motivated. Learning experience must be designed so learners can see how it will help in achieving the goals of the organization. Effectiveness of training depends on motivation. Feedback Training requires feedback. It is required so the trainee can correct his mistakes. Only getting information about how he is doing to achieve goals, he can correct the deviations. Reinforcement

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The principle of reinforcement tells the behaviors that are positively repeated. reinforced are encouraged and sustained. It increases the likelihood that a learned behavior well be

Practice Practice increases a trainees performance. When the trainees practice actually, they gain confidence and are less likely to make errors or to forget what they have learned. Individual Differences Individual training is costly. Group training is advantageous to the organization. Individuals vary in intelligence and aptitude from person to person. Training must be geared to the intelligence and aptitude of individual trainee.

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5.4 OBJECTIVES OF TRAINING To increase productivity An instructor can help employees increase their level of performance on their assignment. Increase in human performance leads to increase in the operational productivity and also the increase in the profit of the company. To improve quality Better-trained executives are less likely to make operational mistakes. It can be in relationship to the company or in reference to the intangible organizational employment atmosphere. To help a company fulfill its future personnel needs The organizations having good internal training and development programmes will have to make less changes and adjustments. When the need arises, vacancies can be easily staffed. To improve organizational climate An endless chain of positive reactions result from a well planned training programme. To improve health and safety

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Proper training can prevent industrial accidents. A safer atmosphere leads to more stable attitudes on part of the employees. Obsolescence prevention Training and development programmes foster the initiative and creativity of employees and can help prevent manpower obsolescence. Personal growth Employees on a personal basis gain individually from their exposure to educational expressions. Training programmes give them wider awareness and skills.

5.5 REQUIREMENT OF TRAINING

After employees have been selected for various positions in an organization, training them for the specific tasks to which they have been assigned assumes great importance. It is true in many organizations that before an employee is fitted into a harmonious working relationship with other employees, he/she is given an adequate training. Training is the act of increasing the knowledge and skills of an employee for performing a particular job. The major outcome of training is learning. A trainee learns new habits, refined skills and useful knowledge during the training that helps him improve performance. Training enables an employee to do his present job more efficiently and prepare himself for a higher-level job.
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To impart to the new entrants the basic knowledge To assist employees to function more effectively in To build a line of competent people and prepare

and skills they need for definite tasks. their present positions by exposing them to new concepts. them to occupy more responsible positions. To reduce the supervision time, wastage and spoilage of new material. To reduce the defects and minimize the industrial accidents. To ensure the economical output of the required quality. To prevent obsolescence. To promote individual and collective morale, responsibility and cooperative attitudes etc.

5.6 TYPES OF TRAINING Training is required for several purposes. Accordingly training programmes may be of the following types:
Orientation

training: Induction or orientation training

seeks to adjust newly appointed employees to the work environment. Every new employee needs to be made fully familiar with his job, his superiors and subordinates and with the rules and regulations of the organization. Induction training creates self-confidence in the employees. It is also knows as pre-job training. It is brief and informative.

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 Job training: It refers to the training provided with a view to

increase the knowledge and skills of an employee for performance on the job. Employees may be taught the correct methods of handling equipment and machines used in a job. Such training helps to reduce accidents, waste and inefficiency in the performance of the job.
Safety training: Training provided to minimize accidents

and damage to machinery is known as safety training. It involves instruction in the use of safety devices and in safety consciousness.
Promotional

training: It involves training of existing

employees to enable them to perform higher-level jobs. Employees with potential are selected and they are given training before their promotion, so that they do not find it difficult to shoulder the higher responsibilities of the new positions to which they are promoted.
Refresher

training: When existing techniques become

obsolete due to the development of better techniques, employees have to be trained in the use of new methods and techniques. With the passage of time employee may forget some of the methods of doing work. Refresher training is designed to revive and refresh the knowledge and to update the skills of the existing employees. Short-term refresher courses have become popular on account of rapid changes in technology and work methods. Refresher or re-training programmes are conducted to avoid obsolescence of knowledge and skills.

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 Remedial training: Such training is arranged to overcome

the shortcoming in the behaviour and performance of old employees. Some of the experienced employees might have picked up appropriate methods and styles of working. Such employees are identified and correct work methods and procedures are taught to them. Psychological experts should conduct remedial training.

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5.7 PROCESS OF TRAINING

Fig5.7.1- Sequential Model of an effective Training Process

This model reveals some of the biases, beliefs and philosophies concerning organization. how training should be conducted in an

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5.8 METHODS OF TRAINING

METHODS OF TRAINING

ON- THE- JOB METHODS

OFF- THE- JOB METHODS

Fig 5.8.1- Methods of Training 5.8.1 On-the-job techniques On the job techniques enables managers to practice management skills, make mistakes and learn from their mistakes under the guidance of an experienced, competent manager. Some of the methods are as: 5.8.1.1 Job Rotation: It is also referred to as cross straining. It involves placing an employee on different jobs for periods of time ranging from a few hours to several weeks. At lower job levels, it normally consumes a short period, such as few hours or one or two days. At higher job levels, it may consume much larger periods because staff trainees may be learning complex functions and responsibilities.

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Job

rotation

for

managers

usually

involves

temporary

assignments that may range from several months to one or more years in various departments, plants and offices. Job rotation for trainees involves several short-term assignments, that touch a variety of skills and gives the trainees a greater understanding of how various work areas function. For middle and upper level management, it serves a slightly different function. At this stage, it involves lateral promotions, which last for one or more years. It involves a move to different work environment so that manager may develop competence in general management decision-making skills. 5.8.1.1.1 Enlarged and enriched job responsibilities: By giving an employee added job duties, and increasing the autonomy and responsibilities associated with the job, the firm allows an employee to learn a lot about the job, department and organization. 5.8.1.1.2 Job instruction training: It is also known as step-by-step training. Here, the trainer explains the trainee the way of doing the jobs, job knowledge and skills and allows him to do the job. The trainer appraises the performance of the trainee, provides feedback information and corrects the trainee. In simple words, it involves

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preparation, presentation, performance, and tryout and follows up. 5.8.1.1.3 Coaching: The trainee is placed under a particular supervisor who functions as a coach in training the individual. The supervisor provides the feedback to the trainee on his performance and offers him some suggestions for improvement. Often the trainee shares some duties and responsibilities of the coach and relives him of his burden. 5.8.1.1.4 Committee assignments: Here in, a group of trainees are given and asked to solve an actual organizational problem. The trainees solve the problem jointly. This develops team work and group cohesiveness feelings amongst the trainees. A drawback is that the trainee may not have the freedom or opportunity to express his own ideas. 5.8.1.2 Off-the-job training It includes anything performed away from the employees job area or immediate work area. Two broad categories of it are: [ 5.8.1.2.1 In house programmes

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These are conducted within the organizations own training facility; either by training specialists from HR department or by external consultant or a combination of both. 5.8.1.2.2 Off-site programmes It is held elsewhere and sponsored by an educational institution, a professional association, a government agency or an independent training and development firm.

5.8.1.3 The various off- the- job-training programmes are as follows: Vestibule training: Herein, actual

work conditions are simulated in a classroom. Material, files and equipment those are used in actual job performance are also used in training. This type of training is commonly used for training personnel for clerical and semiskilled jobs. The duration of this training ranges from few days to a few weeks. Theory can be related to practice in this method. Role-playing: It is defined as a of human interaction that involves realistic

method

behaviour in imaginary situations. This method involves action doing and practice. The participants play the role of certain characters, such as production manager, HR

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manager, foreman, executives etc. This method is mostly used for developing interpersonal interactions and relations. Lecture method: The lecture is a

traditional and direct method of instruction. The instruction organizes the material and gives it to the group of trainees in the form of a talk. To be effective, the lecture must motivate and create interest among the trainees. An advantage of this method is that it is direct and can be used for a large group of trainees. Conference or discussion: It is a

method in training the clerical, professional and supervisory personnel. It involves a group of people who pose ideas, examine and share facts and data, test assumptions and draw conclusions, all of which contribute to the improvement of job performance. It has an advantage that it involves twoway communication and hence feedback is provided. The participants feel free to speak in small groups. Success depends upon the leadership qualities of the person who leads the group. Programmed instruction: This

method has become popular in recent years. The subject matter to be learned is presented in a series of carefully planned sequential units. These units are arranged from simple to mere complex levels of instructions. The trainee

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goes through these units by answering questions or filling the blanks. This method is expensive and time consuming.

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CHAPTER -6 EXISTING TRAINING ACTIVITIES IN LGEIL

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6.1 TRAINING PROGRAMMES IN LGEIL LGEIL follows the philosophy to establish and build a strong performance driven culture with greater accountability and responsibility at all levels. To that extent the Company views capability as a combination of the right people in the right jobs, supported by the right processes, systems, structure and metrics. The Company organizes various training and development programmes, both in-house and at other places in order to enhance the skills and efficiency of its employees. These training and development programmes are conducted at various levels i.e. for executives and for officers etc.

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6.2 THE VARIOUS TRAINING PROGRAMMES ATTENDED BY THE WORKERS/STAFF OF LG: -

S.no 1 2 3 4 5 6

Training programmes Baking with Soy Land Mark Seminar Contract Labour Lean Manufacturing Implementation Risk assessment in work place Productivity Accomplishment

Duration 2 days 1 day 1 day 2 days 1 day 2 days

No. of participants 1 5 2 2 1 4

Designation Officer Manager, Officers Managers Managers Officer Officers

Adv. Technology mgmt for prevention and control of

2 days

Officer

8 9 10 11 12 13 14 15 16

pollution Bearing Maintenance technology Good Auditing Practices HACCP/GMP/GHP Occupational health and safety Sales training programme Assessment centre Landmark Forum Programme Excellence in Manufacturing by eliminating stock-outs XIV training programme in

1 day 1 day 2 day 2 day 3 days 2 days 3 days 2 days 4 days

1 1 4 1 3 16 7 3 4

Officer Manager Officers Officer Sales territory Incharge Officers Managers, officers Officers Officers

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17 18

Biscuit manufacture Occupation and health Training for INKJET printer

2 days 4 days

1 7

Officer Managers, officers

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6.3 VARIOUS TRAINING PROGRAMMES ORGANISED FOR THE MANAGER & EXECUTIVES IN LG:-

S. No. 1 2 3 4 5 6 7

Training Programmes ISO 9000 and ISO 14000 refresher programme Personality development Executive teachers day ISO 14000 awareness National safety day Fire fighting Executives participation in management

Duration 1 day 2 days 1 day day 1 day day 3 days

Conducted by Executive teachers Executive teachers Executive teachers Executive teachers Executive teachers Security officer Central board of executives

8 9 10 11 12 13

Educational trip to Haridwar, Rishikesh, Dehradun Gemba- Kaizen workshop Security and fire fighting Positive approach Vipassana meditation Executives children- Workshop for young people, personality development

7 days 5 days 1 day 1 day 2 days 1 day

association Executive teachers Kaizen institute Executive teachers Executive teachers Vipassana Sadhna Sansthan Shakuntala Anand

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6.3 TRAINING IN LG.

[

LG provides training to all its employees as per the policy of the organization. PURPOSE OF TRAINING: To ensure availability of trained manpower.

FLOW CHART OF TRAINING PROCEDURE

Identification of Needs

Preparation of Training Plan

Imparting Training

Feedback

Induction Training

Training Effectiveness

Fig: 6.3.1 The training procedure

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6.3.1 THE TRAINING PROCEDURE 6.3.1.1 IDENTIFICATION OF NEEDS Management Staff The Performance Appraisal form of the organization has a section in which the training and development needs are filed up. The person whom the concerned employee is reporting fills the Performance Appraisal form annually. Such person may be a branch head or department head. Identification of training need is done at the Executive Office (EO) level for the managers through the Performance Appraisal forms annually and the records are maintained at the Executive Office. Managers are nominated for the various training courses by the Executives Office. Managers may also be nominated to certain training programmes from the branch if the subjects covered are found to be of interest or if they offer a learning opportunity in some emerging areas of knowledge. Training needs for the department through their Performance Appraisal forms identifies the officers, which are filled in by the department head. The Performance Appraisal forms thus give the emerging training needs. annually. This exercise is carried out

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Staff Training needs for managers and executives are identified based on: Companys strategy and policy. Organizational Thrust Areas. New Emerging Areas. This together gives the consolidated system of needs that is prepared by the Personnel Officer and approved by the Department Head. 6.3.1.2 PREPARATION OF TRAINING PLAN On the basis of identified training needs, the annual training calendar is prepared by the Personnel officer and approved by the Personnel Head. Annual Training Budget is prepared by Branch Personnel Head and is approved by Executive Office. This gives the final list of training activities in a particular year. It is attempted to carry out all the programmes to fulfill the identified needs. The Head of the Personnel Department monitors the actual training conducted vis--vis the identified training needs on a monthly basis. 6.3.1.3 IMPARTING OF TRAINING

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Actual training is imparted with the help of in-house and outside agencies. The selection of these agencies is done on the basis of reputation; programmes offered by them, past experience and feedback received from the earlier participants. Training is also imparted by nominating the concerned employee for an external training programme. All records of the training are maintained at branch as per Record of Training in the Personnel folder and the same is intimated to the Executive Office Personnel through the Monthly Personnel Report. 6.3.1.4 FEEDBACK A feedback is taken from the participants through a questionnaire on the programme and their impressions in order to further improve upon the same. There are three such questionnaires available and one of these is used depending upon the nature of the training programme and the level of participants. Also, a person from the personnel department sits through the final session of the programme and takes the verbal feedback about the programme. 6.3.1.5 INDUCTION TRAINING Staff/ Officers/ Managers This is carried out as the very first step for any new entrant into the branch at the Staff/ Officer/ Manager Level. The department prepares a schedule for the employee as per which he is required to spend specific time in each department.

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During

such

period,

he

is

reporting

to

the

respective

department head. The objective of the induction programme is to familiarize the participant to the function of different department. The copies of the same are sent to the General Manager and all concerned. At the end of the induction, the trainee has to submit a report to the Personnel Department.

Executives In the case of a new entrant, he is called in General shift for 2 days for training under a senior executive to familiarize him with the welfare facilities like card punching, canteen, public conveniences, rules and regulations, standing orders, shift timings, spell outs, medical facilities, leave procedures etc. After two days of training, he is deployed in the concerned department. The Personnel Officer organizes this. 6.3.2 Management Trainees Training Management trainees are given a fortnight of induction programme. Corporate HR advises it as per Management Trainee Training programme designed by them. Thereafter, a detailed training programme is carried out whereby the incumbent is to understand in depth of working of each department at various locations as per the programme

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given by the Corporate HR. Corporate HR maintains all relevant records pertaining to Management Trainees training at Bangalore.

6.4 TRAINING EFFECTIVENESS For each training programme conducted in-house for LG Delhi branch personnel, a training brochure is developed.

The brochure developed consists of the following information:

Programme objectives: Need of the training and what are

the objectives that this training aims to achieve, what likely outcomes are expected to come out of impact of this training. Programme content: Topics being covered during the training.
Methodology adopted.

Programme faculty. Personnel to be covered. Training methodology. Training effectiveness criteria and scale.

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The training effectiveness is measured by measurement of the achievement of the objectives. This lists down the measurement indicators, achievement of which will ensure that programme objectives are achieved. A person gets nominated for the training programme in the following two ways: Training programme flowing from the training needs. Training programme for testing out the training/

increased awareness/ general information/ omnibus training types etc.

6.5 Training programmes flowing from training needs: The programmes are divided into three broad categories: Functional Behavioral General/ Omnibus programmes Functional: The outcome of the training is measured by comparing the data pre-training and post-training. A scale is developed for measuring the effectiveness of training based on the % achievement of the objectives.

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Behavioral: The effectiveness of the training of this nature is measured annually. This is seen through the training need identification for the coming year for the employee. If the training need is repeated there, then the training provided is taken as ineffective. If the training need is repeated but with focus on a part of the need, then the training is partially effective. If not repeated, then the training is effective. General: These are the training needs flowing directly from the organizational needs. Examples of these can be ISO 9000 training, ISO 14000 training and any awareness training. These are omnibus training programmes, which are run for a large number of employees.

6.6 THE EFFECTIVENESS OF THE TRAINING IS MEASURED BY: Achievement of those organizational objectives within the time lines. Number of audit issues raised on the areas covered in the training. Any other such thing as defined in the training brochure. The effectiveness of the outside training programme is measured on the same line as above. However, no detailed brochure is prepared for the same. The measurement criterion

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for the programme is defined in the beginning of the programme and effectiveness measured against the same. A consolidated effectiveness report of the training programme is prepared at the end of the year. The programmes that are found to be ineffective are reworked. Training programme for testing out the training Also there are training programmes, which are not flowing directly from the training needs measurement of effectiveness of the training is not needed to be measured.

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6.7 TRAINING OF AN OFFICER

Identification of Training needs

Approval from the Personnel Department

Consolidation of Training needs

Annual Training Budget

Annual Training Calendar

Imparting Training

Collecting Feedback for Further Improvement

Monitoring of Actual Training vis-a-vis the Identified needs

Fig 6.7.1 Flowchart for Training of an Officer

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6.8 TRAINING OF A EXECUTIVE

Company Strategy and Policy

Approval from the Personnel Department

Organizational Thrust Areas

Identification Of Training needs

Annual Training Budget

New Emerging Areas

Consolidation Of Training needs

Imparting Training

Annual Training Calendar

Collecting Feedback for Further Training

Monitoring of Actual vs the Identified Training needs.

Fig6.8.1 Flowchart for Training of a Executive

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PROBLEMS OF THE ORGANISATION IN RESPECT OF TRAINING NEEDS

The training department of the Company is confronted with the following problems:

There is no regular training schedule for the officers and staff. The training given to the employees is not standardized. No work-study has been done on the requirement of training. No in-house training programmes have been conducted.

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CHAPTER -7 RATIONALE OF THE STUDY

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7.1 RATIONALE OF THE STUDY

Coming to the new millennium, the rules of the game for Human Resource Management are changing. New Millennium demands HR heretics whereby the management has to listen to what the people really want from the organization. LGEIL believes that only HR heretics can create the great workplace where the best people would love to stay and work. The service function of Human Resource Management would be discussed in regard to the Training & Development facilities which LGEIL as an employer provides to its employees. This study will evaluate the training practices being followed at LGEIL and would look forward to suggest some improvement measures in this regard. This study will help in ascertaining following aspects and remedial actions where required: Effectiveness of training. Impact of training on productivity in the organization, employee development and career enhancement. Identification of factors, responsible for increase/ decrease in productivity.
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 Future training needs identification. Effectiveness and suitability of methods of training. Implementation and testing of skills imparted during the trainings &their success. Enhancing the knowledge of employees.

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CHAPTER -8 RESEARCH METHODOLOG Y

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8.1 RESEARCH METHODOLOGY

Every project work is based on certain methodology, which is a way to systematically solve the problem or attain its objectives. It is a very important guideline and lead to completion of any project work through observation, data collection and data analysis. According to Clifford Woody, Research Methodology comprises of defining & redefining problems, collecting, organizing &evaluating data, making deductions & researching to conclusions. Accordingly, the methodology used in the project is as follows: Defining the objectives of the study. Framing of questionnaire keeping objectives in mind. Obtaining responses from employers/Management. Feedback from the employees. Analysis of feedback responses. Conclusion, findings and suggestions. 8.2 SELECTION OF SAMPLE SIZE About 300 employees of LGEIL (10%) will be selected at random from all the departments of the organization and responses to questionnaire will be obtained. The data will be
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analyzed in order to arrive at present training practices in the organization.

8.3 SAMPLING TECHNIQUE USED The technique of Random Sampling will be used in the analysis of the data. Random sampling from a finite population refers to that method of sample selection, which gives each possible sample combination an equal probability of being picked up and each item in the entire population to have an equal chance of being included in the sample. This sampling is without replacement, i.e. once an item is selected for the sample, it cannot appear in the sample again. 8.4 DATA COLLECTION To determine the appropriate data for research mainly two kinds of data will be collected namely primary & secondary data as explained below:

8.4.1 PRIMARY DATA Primary data are those, which were collected afresh & for the first time and thus happen to be original in character. However, there are many methods of collecting the primary data; all will not be used for the purpose of this project. The ones that will be used are:

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 Questionnaire Informal Interviews Observation

8.4.2 SECONDARY DATA Secondary data is collected from previous researches and literature to fill in the respective project. The secondary data will be collected through: Text Books Articles LG Company Brochures LG Company Website

8.5 STATISTICAL TOOLS USED The main statistical tools that will be used for the collection and analyses of data in this project are: Questionnaire Pie Charts Tables Graphics

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CHAPTER -9 DATA ANALYSIS INTERVIEW SCHEDULE OF MANAGERS

(SENIOR MANAGERS &
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JUNIOR MANAGERS)
1) How many training programmes have you attended in last 5 years?
No. of Programmes 0-5 6-10 10-15 More than 15 Total % of Responses 40% 25% 20% 15% 100% No .of persons 120 75 60 45 300

Table9.1

Figure 9.1

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2) The programme objectives were known to you before attending it.

Options Strongly agree Moderately agree Cant Say Moderately Disagree Strongly Disagree Total % of Responses 25% 35% 15% 5% 20% 100% No .of persons 75 105 45 15 60 300

Table 9.2

Figure 9.2

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3)

The

training

programme

was

relevant

to

your

developmental needs.

Options Strongly agree Moderately agree Cant Say Moderately Disagree Strongly Disagree Total

% of Responses 30% 40% 15% 10% 5% 100%

No .of persons 90 120 45 30 15 300

Table 9.3

Figure 9.3

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The period of training session was sufficient for the learning.

Options Strongly agree Moderately agree Cant Say Moderately Disagree Strongly Disagree Total

% of Responses 31% 21% 21% 16% 11% 100%

No .of persons 93 63 63 48 33 300

Table 9.4

Figure 9.4

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5) The training methods used during the training were effective for understanding the subject.
Options Strongly agree Moderately agree Cant Say Moderately Disagree Strongly Disagree Total % of Responses 20% 40% 15% 15% 10% 100% No .of persons 60 120 45 45 30 300

Table 9.5

Figure 9.5

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6) The training sessions were exciting and a good learning experience.

Options Strongly agree Moderately agree Cant Say Moderately Disagree Strongly Disagree Total

% of Responses 25% 40% 10% 15% 10% 100%

No .of persons 75 120 30 45 30 300

Table 9.6

Figure 9.6

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7) The training aids used were helpful in improving the overall effectiveness of the programme.
Options Strongly agree Moderately agree Cant Say Moderately Disagree Strongly Disagree Total % of Responses 20% 25% 35% 15% 5% 100% No .of persons 60 75 105 45 15 300

Table 9.7

Figure 9.7

8) The training was effective in improving on- the- job efficiency.

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Options Strongly agree Moderately agree Cant Say Moderately Disagree Strongly Disagree Total

% of Responses 15% 30% 20% 20% 15% 100%

No .of persons 45 90 60 60 45 300

Table 9.8

Figure 9.8

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9) In your opinion, the numbers of training programmes organized during the year were sufficient for officers of LG.
Options Strongly agree Moderately agree Cant Say Moderately Disagree Strongly Disagree Total % of Responses 10% 15% 25% 10% 40% 100% No .of persons 30 45 75 30 120 300

Table 9.9

Figure 9.9

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DATA ANALYSIS-INTERVIEW SCHEDULE OF STAFF (EXECUTIVE LEVEL) Question no. 10 to 17 relates to the executive level. Analysis of question no 10 to 17 are given below:
10) How many training programmes have you attended during the last year?
No. of Programmes Up to 2 3-5 6-8 More than 8 Total % of Responses 62% 25% 10% 3% 100% No .of persons 186 75 30 9 300

Table 9.10

Figure 9.10

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11) The training given is useful to you.

Options Strongly agree Moderately agree Cant Say Moderately Disagree Strongly Disagree Total % of Responses 47% 24% 13% 13% 3% 100% No .of persons 141 72 39 39 9 300

Table 9.11

Figure 9.11

12) The time limit of the training programme was sufficient.

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Options Strongly agree Moderately agree Cant Say Moderately Disagree Strongly Disagree Total

% of Responses 18% 34% 13% 15% 20% 100%

No .of persons 54 102 39 45 60 300

Table 9.12

Figure 9.12

13) The time limit of the training programme, if increased would make
Options Strongly agree Moderately agree

it more effective.
No. of persons 135 60

% of Responses 45% 20%

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Cant Say Moderately Disagree Strongly Disagree Total

10% 20% 5% 100%

30 60 15 300

Table 9.13

Figure 9.13

14) The training was effective in improving your on-thejob efficiency.

Options Strongly agree Moderately agree Cant Say Moderately Disagree

% of Responses 37% 25% 13% 15%

No. of Persons 111 75 39 45

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Strongly Disagree Total

10% 100%

30 300

Table 9.14

Figure 9.14

15) The training aids used were effective in improving the overall effectiveness of the programme.
Options Strongly agree Moderately agree Cant Say Moderately Disagree Strongly Disagree % of Responses 25% 10% 30% 20% 15% No .of persons 75 30 90 60 45

80

Total

100%

300

Table 9.15

Figure 9.15

16) The number of training programmes organized for executives in

Options Strongly agree Moderately agree Cant Say Moderately Disagree Strongly Disagree Total

a year is sufficient.
% of Responses 18% 15% 10% 37% 20% 100% No .of persons 54 45 30 111 60 300

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Table 9.16

Figure 9.16

17) The

participation

of

executives

in

training

programme would help increase its effectiveness.

Options Strongly agree Moderately agree Cant Say Moderately Disagree Strongly Disagree Total % of Responses 49% 23% 13% 10% 5% 100% No .of persons 147 69 39 30 15 300

Table 9.17 82

Figure 9.17

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DATA ANALYSIS-INTERVIEW SCHEDULE OF NON- EXECUTIVE LEVEL

Question no. 18 to 31 relates to the non executive level (general information). Analysis of question no 18 to 31 are given below:

18) The training programmes were related to your need.

10%

Figure 9.18

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19) The training programmes enhanced your knowledge & skills in relevant areas.

Figure 9.19

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20) LGEIL provides adequate training facilities for its employees.

Figure 9.20

21) Any kind of language problem in training program is taken care of by the management.

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Figure 9.21

22) Employees are encouraged and rewarded for training to acquire higher knowledge.

Figure 9.22

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23) Internal training programmes are handled by the best possible faculty the company can access.

Figure 9.23

24) External training programs satisfy the training need.

Figure 9.24

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25) External trainers are competent enough to provide training.

Figure 9.25

26) Training programs are organized keeping in view the current employees. needs and requirements of the

89

Figure 9.26

27) The criteria adopted for assessment of training needs is quite reliable and efficient.

Figure 9.27

28) The practical in the training were sufficient for understating the different topics.

90

Figure 9.28

29) Internal training programmes are handled by the best possible faculty the company can access.

30%

Agree Disagree

70%

Figure 9.29 30) Management takes feedback after every training program.

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Figure 9.30

31) Was the audio-visual effects sufficient in training ?

Figure 9.31

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CHAPTER -10
INTERPRETATIO N
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9)

Please suggest any changes you would like to have in the existing training programmes.

The major suggestions for changes in the existing training programmes as suggested by executives are as follows: The executives were of the opinion that external faculty should be appointed for the training programmes. The period of the training sessions should be augmented. The rate of the training programmes organized in a year should be increased. Every one should get a chance to attend the training programmes. Documentaries and other films relating to issues of motivation, team building should be screened.

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 Practical examples should be used to make things easy to understand during the training sessions. Better technological aids and methods should be used to make the training sessions exciting.

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ANNEXURE QUESTIONNAIRE
Questionnaire for the Managerial staff in LG
1) How many training programmes have you attended in last 5 years? Strongly agree Moderately agree Cant Say Moderately Disagree Strongly Disagree 2) The programme objectives were known to you before attending it. Strongly agree Moderately agree Cant Say Moderately Disagree Strongly Disagree 3) The training programme was relevant to your developmental needs. Strongly agree Moderately agree Cant Say Moderately Disagree Strongly Disagree The period of training session was sufficient for the learning. Strongly agree Moderately agree Cant Say Moderately Disagree Strongly Disagree 5) The training methods used during the training were effective for understanding the subject. Strongly agree Moderately agree Cant Say Moderately Disagree Strongly Disagree

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6) The training sessions were exciting and a good learning experience. Strongly agree Moderately agree Cant Say Moderately Disagree Strongly Disagree 7) The training aids used were helpful in improving the overall effectiveness of the programme. Strongly agree Moderately agree Cant Say Moderately Disagree Strongly Disagree 8) The training was effective in improving on- the- job efficiency. Strongly agree Moderately agree Cant Say Moderately Disagree Strongly Disagree 9) In your opinion, the numbers of training programmes organized during the year were sufficient for officers of LG. Strongly agree Moderately agree Cant Say Moderately Disagree Strongly Disagree

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Questionnaire for the executive level staff of LG

1) How many training programmes have you attended during the last year? Strongly agree Moderately agree Cant Say Moderately Disagree Strongly Disagree

2) The training given is useful to you. Strongly agree Moderately agree Cant Say Moderately Disagree Strongly Disagree

3) The time limit of the training programme was sufficient Strongly agree Moderately agree Cant Say Moderately Disagree Strongly Disagree 4) The time limit of the training programme, if increased would make it more effective. Strongly agree Moderately agree Cant Say Moderately Disagree Strongly Disagree

5) The training was effective in improving your on-the-job efficiency. Strongly agree Moderately agree Cant Say Moderately Disagree Strongly Disagree

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6) The training aids used were effective in improving the overall effectiveness of the programme. Strongly agree Moderately agree Cant Say Moderately Disagree Strongly Disagree

7) The number of training programmes organized for officers in a year are sufficient. Strongly agree Moderately agree Cant Say Moderately Disagree Strongly Disagree

8) The participation of officers in training programme would help increase its effectiveness. Strongly agree Moderately agree Cant Say Moderately Disagree Strongly Disagree

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CONTRIBUTION OF THE PROJECT

The present study help the organization in following ways: Provide input to management about adequacy or otherwise of existing Training & Development measures. Provide the knowledge about the attitude of employees towards the management and its current Training & Development policies. Enable the management to fill the gap, if, any, existing in the Training & Development measures and employees expectation. Help the management to know about the Training & Development requirements of the employees. If needed, the management can make adjustment or adopt a new and better Training & Development practices for satisfaction and motivation of employees to enhance the productivity.

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LIMITATION OF STUDY
Since LG Electronics India Pvt. Ltd. is a multidimensional organization and has been successfully functioning. It would not be feasible and will be very difficult to cover all the functional division of the organization in various countries henceforth, this study is limited only to LGEIL one of the subsidiary at Greater Noida U.P(India).

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