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ACKNOWLEDGEMENT

“All progress is born of enquiry. Doubt is often better than confidence, for it leads to enquiry & enquiry leads to invention.”

Therefore all my progress is born of inquiry. True acknowledgement not just lies in writing but higher manifestation lies in its application. It is a matter of great pleasure to be able to thank all the esteemed person who helped me in turning this project into a success. At this very outset I would like to express my deep gratitude to Mrs. Annita Chaswal (Group Head HR) for allowing me to undertake training in her prestigious concern.

My special thanks to Mr. Jarnail Singh ( Executive Manager) who has been a beam of light for me in this endeavor. I would also like to thank the entire staff members of HR department of JCBL Ltd., who have been consistently & persistently of immense help to me in completing the project.

I am also thankful to my teachers who guided me to successfully complete my project.

In the end I would not forget to thanks my beloved parents who supported me emotionally and financially to complete my project.

PREFACE

MBA is a stepping-stone to the management carrier and to develop good managers, it is necessary that the theoretical knowledge must be supplemented with the exposure to the real environment.

Theoretical knowledge just provides the base and it is not sufficient to produce a good manager. That’s why practical knowledge is needed.

Therefore the research project is an essential requirement for the student of MBA. This research project not only help the student to utilize their skill properly and learn field realities but also provide a chance to the organization to find out talent among the building managers in the very beginning.

In accordance with the requirement of MBA course, I’ve done my project on the topic “Training and Development”. The main objective of the research project is to know the training and development programs in JCBL Ltd., Lalru.

CONTENTS

S.No

1.

Topic

Introduction

  • 2. Review of Literature & Research methodology

  • 3. Analysis & Interpretation

  • 4. Findings & Suggestions

  • 5. Conclusion & Summary Bibliography Annexure

INTRODUCTION

Statement of Problem

To study the training method adopted by the company by which the employee performance is satisfied.

TRAINING AND DEVELOPMENT

In organizational development, the related field of training & development deals with the design & delivery of learning to improve performance with organizations. In some organizations the term learning and development is used instead of Training and Development in order to emphasis the importance of learning for the individual and the organization. In other organization the term HRD is used.

In simple terms, training and development refers to the imparting of specific skills, abilities and knowledge to an employee. A formal definition of training and development is “…it is an attempt to improve current or future employee performance by increasing an employee’s ability to perform through learning usually by changing the employee’s attitude or increasing his or her skills and knowledge.” The need for training and development is determined by the employee’s performance deficiency, computed as follows:-

Training and development need=Standard performance - Actual performance

We can make a distinction among training, education and development.

Such distinction enables us to acquire a better perspective about the meaning of the terms. Training, as we stated earlier ,refers to the process of imparting specific skill. Education, on the other hand, is confined to learning in classrooms. Table below draws a distinction between training and education more clearly.

 

Training and Education Differentiated

Training

Education

Application

Theoretical Orientation

Job Experience

Classroom Learning

Specific Tasks Narrow Perspective

General Concepts Broad Perspective

Though training and education differ in nature and orientation, they are complementary. An employee, for example, who undergoes training is presumed to have had some formal education. Furthermore, no training program is complete without an element of education. As more and more employees are called upon to exercise judgment and to choose alternative solutions to the job problem, training programs, seek to broaden and develop the individual through education. Development refers to those learning opportunities designed to help employees grow. Development is not primarily skill-oriented. Instead, it provides general knowledge and attitudes which will be helpful to employees in higher position. Efforts towards development often depend on personal drive and ambition. Development activities, such as those by management developmental programs, are generally voluntary. To bring distinction among training, education and development into sharp, focus, it may be stated that training is offered to operatives, whereas development programs are meant for employees in higher position. Education, however is common to all the employees, their grades not withstanding.

According to Dale Yoder,” The use of the term training and development in today’s employment setting is far more appropriate than training alone since human resource can exert their full potential only when learning process goes far beyond simple routine.

TRAINING vs. DEVELOPMENT

Training

Development

1.Training means learning skills and knowledge for doing a particular job. It increases job skills. 2.The term; training is generally used to denote imparting specific skills among operative workers and

5.The role of trainer or supervisor is

1.Development means the growth of an employee in all respects. It shapes attitudes. 2.The term ‘development’ is associated with the overall growth of the executives.

employees. 3.Training is concerned with maintaining and improving current job performance. Thus it has a short- term perspective. 4.Training is job-centered in nature.

very important in training.

3.Executive Development seeks to develop competence and skills for future performance. Thus, it has a long-term perspective. 4.Development is career centered in nature. 5.All development is ‘self- development’. The executive has to be internally motivated for self- development.

DESIGNING THE TRAINING AND DEVELOPMENT

PROGRAM

Training starts with a strategy:

It is important that a business provides training that is consistent with the business strategy.

The main steps in developing a training strategy are to:

Identify the skills and abilities needed by employees; Draw up an action plan to show how investment in training and development will help meet business goals and objectives; Implement the plan, monitoring progress on training effectiveness.

PHASE 1:Conducting the needs assessment: For an organization to determine why a training program is to be useful in the workplace. When conducting a training and development program, the company has several courses to follow through, before designing the program. Some of the questions are: what training is relevant to your employees jobs, what training will improve performance, determine if and how training will make a significant difference, distinguish training needs from organizational problems, and link improved job performance with the organization’s goals. A need for assessment is not exactly the way it sounds. Some think of want or desire, but it is rather a gap between “the way things are ”and” the way should be”.

That pertains to what is done as well as what shouldn’t be. For phase 1 an organization has to brainstorm on what the training program should teach employees. The programs have to coach employees to become better leaders for the organization and provide information they need in order to fulfill their responsibilities as human resource managers.

PHASE 2: DESIGNING THE TRAINING PROGRAM

Phase 2 is designing the training program. For an organization to train their employees correctly ,they must plan for the right programs. Designing a training program is where the idea from phase 1 are used to mould and form programs that will efficiently give the coaching to the employees of the organization. Whether a company buy a designed program or design it themselves; there are four major principles for a company to go by.

1) Instructional Objectives :- This part of the training process consists of what needs to be offered in a training process and the results, the company expects after the training process is done.

2) Trainee Readiness:- This deals with how well the employee will be prepared before taking the training course. This also relates to how much response is expected from the training program. Looking at the past record, the rate of improvement and previous work experience of the trainee, to forecast how well the employee will improve from the training course .

3) Principles of Learning:- For this stage, the teaching methods are taken into consideration. A company should make sure to state the best principles while designing a training program. This makes clear to a trainee the elements that are being taught for the program.

4) Characteristics of Instructors:- For a training program to be successful, the trainer/coach must be well prepared. A very good training program is not very much effective if the trainer is not good. The characteristics of a good trainer are: knowledge of the subject, ability, sincerity, sense of humor, interest, and clear instructions. The most important characteristic that a trainer needs is knowledge of the subject. For a trainer to train, they must completely and fully know about what they are training the employees. Obviously, if the trainer does not have the knowledge to train, the program will be totally useless. The second most important characteristic a trainer needs is the ability to train all employees. Not all employees learn at the same rate and from the same style of teaching. It is important that the trainer has the ability to train all employees well. A very equitable characteristic for a trainer to have is sincerity. By having this quality, trainees have more of a willfulness to learn the material. A trainer must also be patient for a trainee to better learn the material. For trainees to learn, it is not required, but beneficial for a trainer to have a sense of humor. By adding a humorous example to will more easily store and retrieve the knowledge given in the program. It is important for the trainer to have interest in the material being taught to the trainees and of course the trainee must have clear instructions.

PHASE 3: IMPLEMENTING

For the process of training and development, implementing the program is getting started after designing and setting up the program. From the day of implementation, the employee start getting the training. The important thing to consider when implementing the training program is, where to conduct the it. The company decides where will be offered. Often the program is offered in a classroom or a meeting room. There are basically three types of training programs offered. Apprenticeship: This is an on/off the job-training program that is offered to new members of the position. On-the-job training: This is where the employee is being trained on the job. There are positive and negative aspects to this method of training. Positive aspects are that trainees become expert in their work. Negative aspects include loss of production due to training of the workers. Internship: This style of training is usually for temporary workers who are going to school to receive a degree in the same field.

PHASE 4: Evaluation

The best way to evaluate the training and development program is to compare the trainee’s knowledge about the subject, before and after going through the program, to see if the improvement is worth the cost of the

program. Usually the training programs take a lot of time and money so it is important that the results of the program match or exceeds the effort put into it. Ways to evaluate the program include: testing the trainees after going through the program, hand out surveys for the trainees regarding the effectiveness of the training program, or conduct a long term analysis to get more accurate results. It is very useful to use the evaluation of one or more training programs to help design another.

Training And Development

Human Resource Management (HRM), a relatively new term, that emerged during the 1930s. Many people used to refer it before by its traditional titles, such as Personnel Administration or Personnel Management. But now, the trend is changing. It is now termed as Human Resource Management (HRM). Human Resource Management is a management function that helps an organization select, recruit, train and develops

HUMAN RESOURCE MANAGEMENT

Human Resource Management is defined as the people who staff and manage organization. It comprises of the functions and principles that are applied to retaining, training, developing, and compensating the employees in organization. It is also applicable to non-business organizations, such as education, healthcare, etc Human Resource Management is defined as the set of activities, programs, and functions that are designed to maximize both organizational as well as employee effectiveness…………… ……………………

Scope of HRM without a doubt is vast. All the activities of employee, from the time of his entry into an organization until he leaves, come under the horizon of HRM. The divisions included in HRM are Recruitment, Payroll, Performance Management, Training and Development, Retention, Industrial Relation, etc. Out of all these divisions, one such important division is training and development.

TRAINING AND DEVELOPMENT is a subsystem of an organization. It ensures that randomness is reduced and learning or behavioral change takes place in structured format.

TRADITIONAL AND MODERN APPROACH OF TRAINING AND DEVLOPMENT

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Traditional Approach – Most of the organizations before never used to believe in training. They were holding the traditional view that managers are born and not made. There were also some views that training is a very costly affair and not worth. Organizations used to believe more in executive pinching. But now the scenario seems to be changing.

The modern approach of training and development is that Indian Organizations have realized the importance of corporate training. Training is now considered as more of retention tool than a cost. The training system in Indian Industry has been changed to create a smarter workforce and yield the best results

TRAINING AND DEVELOPMENT OBJECTIVES

The principal objective of training and development division is to make sure the availability of a skilled and willing workforce to an organization. In addition to that, there are four other objectives: Individual, Organizational, Functional, and Societal.

Individual Objectives help employees in achieving their personal goals, which in turn, enhances the individual contribution to an organization.

Organizational Objectives – assist the organization with its primary objective by bringing individual effectiveness.

Functional Objectives – maintain the department’s contribution at a level suitable to the organization’s needs.

Societal Objectives ensure that an organization is ethically and socially responsible to the needs and challenges of the society

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Employee Training and Development Program

TRAINING AND DEVELOPMENT DEFINED

It is concerned with the structure and delivery of acquisition of knowledge to improve the efficiency and effectiveness of organization.

It is concerned with improving the existing skills and exploring the potential skills f the individual i.e. upgrading the employees’ skills and extending their knowledge. Therefore, training is a key to optimizing utilization human intellectual technological and entrepreneurial skills.

Training and Development referred to as:

Acquisition and sharpening of employees capabilities that is required to perform various obligations, tasks and functions

Developing the employees capabilities so that they may be able to discover their potential and exploit them to full their own and organizational development purpose

Developing an organizational culture where superior-subordinate relationship, team work, and collaboration among different sub units are strong and contribute to organizational wealth, dynamism and pride to the employees.

DEVELOPMENT DEFINED

It helps the individual handle future responsibilities, with less emphasis on present job duties

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Introduction Of Training

TRAINING DEFINED

It is a learning process that involves the acquisition of knowledge, sharpening of skills, concepts, rules, or changing of attitudes and behaviours to enhance the performance of employees.

Training is activity leading to skilled behavior.

It’s not what you want in life, but it’s knowing how to reach it

It’s not where you want to go, but it’s knowing how to get there It’s not how high you want to rise, but it’s knowing how to take off

It may not be quite the outcome you were aiming for, but it will be an outcome

It’s not what you dream of doing, but it’s having the knowledge to do it

It's not a set of goals, but it’s more like a vision

It’s not the goal you set, but it’s what you need to achieve it

Training is about knowing where you stand (no matter how good or bad the current situation looks) at present, and where you will be after some point of time.

Training is about the acquisition of knowledge, skills, and abilities (KSA) through professional development.

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ROLE OF TRAINING

ROLE OF TRAINING Importance Of Training and Development Optimum Utilization of Human Resources – Training and

Importance Of Training and Development

Optimum Utilization of Human Resources Training and Development helps in optimizing the utilization of human resource that further helps the employee to achieve the organizational goals as well as their individual goals.

Development of Human Resources Training and Development helps to provide an opportunity and broad structure for the development of human resources’ technical and behavioral skills in an organization. It also helps the employees in attaining personal growth.

Development of skills of employees Training and Development helps in

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increasing the job knowledge and skills of employees at each level. It helps to expand the horizons of human intellect and an overall personality of the employees

Productivity Training and Development helps in increasing the productivity of the employees that helps the organization further to achieve its long-term goal.

Team spirit Training and Development helps in inculcating the sense of team work, team spirit, and inter-team collaborations. It helps in inculcating the zeal to learn within the employees.

Organization Culture Training and Development helps to develop and improve the organizational health culture and effectiveness. It helps in creating the learning culture within the organization.

Organization Climate Training and Development helps building the positive perception and feeling about the organization. The employees get these feelings from leaders, subordinates, and peers.

Quality Training and Development helps in improving upon the quality of work and work-life.

Healthy work-environment Training and Development helps in creating the healthy working environment. It helps to build good employee, relationship so that individual goals aligns with organizational goal.

Health and Safety Training and Development helps in improving the health and safety of the organization thus preventing obsolescence.

Morale Training and Development helps in improving the morale of the work force.

Image Training and Development helps in creating a better corporate image.

Profitability – Training and Development leads to improved profitability

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and more positive attitudes towards profit orientation.

Training and Development aids in organizational development i.e. Organization gets more effective decision making and problem solving. It helps in understanding and carrying out organisational policies

Training and Development helps in developing leadership skills, motivation, loyalty, better attitudes, and other aspects that successful workers and managers usually display

Training and Human Resource Management

The HR functioning is changing with time and with this change, the relationship between the training function and other management activity is also changing. The training and development activities are now equally important with that of other HR functions. Gone are the days, when training was considered to be futile, waste of time, resources, and money. Now-a- days, training is an investment because the departments such as, marketing & sales, HR, production, finance, etc depends on training for its survival. If training is not considered as a priority or not seen as a vital part in the organization, then it is difficult to accept that such a company has effectively carried out HRM. Training actually provides the opportunity to raise the profile development activities in the organization.

To increase the commitment level of employees and growth in quality movement (concepts of HRM), senior management team is now increasing the role of training. Such concepts of HRM require careful planning as well as greater emphasis on employee development and long term education. Training is now the important tool of Human Resource Management to control the attrition rate because it helps in motivating employees, achieving their professional and personal goals, increasing the level of job satisfaction, etc. As a result training is given on a variety of skill development and covers a multitude of courses.

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Role of HRD Professionals in Training

This is the era of cut-throat competition and with this changing scenario of business; the role of HR professionals in training has been widened. HR role now is:

  • 1. Active involvement in employee education

  • 2. Rewards for improvement in performance

  • 3. Rewards to be associated with self esteem and self worth

  • 4. Providing pre-employment market oriented skill development education

and post employment support for advanced education and training

  • 5. Flexible access i.e. anytime, anywhere training

Models of Training

Training is a sub-system of the organization because the departments such as, marketing & sales, HR, production, finance, etc depends on training for its survival. Training is a transforming process that requires some input and in turn it produces output in the form of knowledge, skills, and attitudes (KSAs).

THE TRAINING SYSTEM

A System is a combination of things or parts that must work together to perform a particular function. An organization is a system and training is a sub system of the organization. The System Approach views training as a sub system of an organization. System Approach can be used to examine broad issues like objectives, functions, and aim. It establishes a logical relationship between the sequential stages in the process of training need analysis (TNA), formulating, delivering, and evaluating. There are 4 necessary inputs i.e. technology, man, material, time required in every system to produce products or services. And every system must have some output from these inputs in order to survive. The output can be tangible or intangible depending upon the organization’s requirement. A system approach to training is planned creation of training program. This approach uses step-by-step procedures to solve the problems. Under systematic

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approach, training is undertaken on planned basis. Out of this planned effort, one such basic model of five steps is system model that is explained below. Organization are working in open environment i.e. there are some internal and external forces, that poses threats and opportunities, therefore, trainers need to be aware of these forces which may impact on the content, form, and conduct of the training efforts. The internal forces are the various demands of the organization for a better learning environment; need to be up to date with the latest technologies.

The three model of training are:

System Model Training

The system model consists of five phases and should be repeated on a regular basis to make further improvements. The training should achieve the purpose of helping employee to perform their work to required standards. The steps involved in System Model of training are as follows:

  • 1. Analyze and identify the training needs i.e. to analyze the department,

job, employees requirement, who needs training, what do they need to learn,

estimating training cost, etc The next step is to develop a performance measure on the basis of which actual performance would be evaluated.

  • 2. Design and provide training to meet identified needs. This step requires

developing objectives of training, identifying the learning steps, sequencing

and structuring the contents.

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3. Develop - This phase requires listing the activities in the training program that will assist
  • 3. Develop- This phase requires listing the activities in the training program

that will assist the participants to learn, selecting delivery method,

examining the training material, validating information to be imparted to make sure it accomplishes all the goals & objectives.

  • 4. Implementing is the hardest part of the system because one wrong step

can lead to the failure of whole training program.

  • 5. Evaluating each phase so as to make sure it has achieved its aim in terms

of subsequent work performance. Making necessary amendments to any of the previous stage in order to remedy or improve failure practices.

Transitional Model

Transitional model focuses on the organization as a whole. The outer loop

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describes the vision, mission and values of the organization on the basis of which training model i.e. inner loop is executed.

Vision – focuses on the milestones that the organization would like to achieve after the defined point of time. A vision statement tells that where the organization sees itself few years down the line. A vision may include setting a role mode, or bringing some internal transformation, or may be promising to meet some other deadlines.

Mission – explain the reason of organizational existence. It identifies the position in the community. The reason of developing a mission statement is to motivate, inspire, and inform the employees regarding the organization. The mission statement tells about the identity that how the organization would like to be viewed by the customers, employees, and all other stakeholders.

Values – is the translation of vision and mission into communicable ideals. It reflects the deeply held values of the organization and is independent of current industry environment. For example, values may include social responsibility, excellent customer service, etc.

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The mission, vision, and values precede the objective in the inner loop. This model considers the

The mission, vision, and values precede the objective in the inner loop. This model considers the organization as a whole. The objective is formulated keeping these three things in mind and then the training model is further implemented.

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Instructional System Development Model(ISD)Model

Instructional System Development model was made to answer the training problems. This model is widely used now-a-days in the organization because it is concerned with the training need on the job performance. Training objectives are defined on the basis of job responsibilities and job description and on the basis of the defined objectives individual progress is measured. This model also helps in determining and developing the favorable strategies, sequencing the content, and delivering media for the types of training objectives to be achieved.

The Instructional System Development model comprises of five stages:

  • 1. ANALYSIS This phase consist of training need assessment, job

analysis, and target audience analysis.

  • 2. PLANNING This phase consist of setting goal of the learning outcome,

instructional objectives that measures behavior of a participant after the training, types of training material, media selection, methods of evaluating the trainee, trainer and the training program, strategies to impart knowledge i.e. selection of content, sequencing of content, etc.

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3. DEVELOPMENT – This phase translates design decisions into training material. It consists of developing course
  • 3. DEVELOPMENT – This phase translates design decisions into training

material. It consists of developing course material for the trainer including

handouts, workbooks, visual aids, demonstration props, etc, course material for the trainee including handouts of summary.

  • 4. EXECUTION This phase focuses on logistical arrangements, such as

arranging speakers, equipments, benches, podium, food facilities, cooling, lighting, parking, and other training accessories.

  • 5. EVALUATION The purpose of this phase is to make sure that the

training program has achieved its aim in terms of subsequent work performance. This phase consists of identifying strengths and weaknesses and making necessary amendments to any of the previous stage in order to remedy or improve failure practices.

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The ISD model is a continuous process that lasts throughout the training program. It also highlights that feedback is an important phase throughout the entire training program. In this model, the output of one phase is an input to the next phase.

Methods of Training

There are various methods of training, which can be divided in to cognitive and behavioral methods. Trainers need to understand the pros and cons of each method, also its impact on trainees keeping their background and skills in mind before giving training.

Cognitive methods are more of giving theoretical training to the trainees. The various methods under Cognitive approach provide the rules for how to do something, written or verbal information, demonstrate relationships among concepts, etc. These methods are associated with changes in knowledge and attitude by stimulating learning

The various methods that come under Cognitive approach are:

Behavioral methods are more of giving practical training to the trainees. The various methods under Behavioral approach allow the trainee to behavior in a real fashion. These methods are best used for skill development.

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The various methods that come under Behavioral approach are:

§

Both the methods can be used effectively to change attitudes, but through different means.

Another Method is MANAGEMENT DEVELOPMENT METHOD –

The more future oriented method and more concerned with education of the employees. To become a better performer by education implies that management development activities attempt to instill sound reasoning processes.

Management development method is further divided into two parts:

The development of a manager’s abilities can take place on the job. The four techniques for on-the job development are:

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OFF THE JOB TRAINING –

There are many management development techniques that an employee can take in off the job. The few popular methods are:

Training-Design

The design of the training program can be undertaken only when a clear training objective has been produced. The training objective clears what goal has to be achieved by the end of training program i.e. what the trainees are expected to be able to do at the end of their training. Training objectives assist trainers to design the training program.

The trainer – Before starting a training program, a trainer analyzes his technical, interpersonal, judgmental skills in order to deliver quality content to trainers.

The trainees – A good training design requires close scrutiny of the trainees and their profiles. Age, experience, needs and expectations of the trainees are some of the important factors that affect training design

Training climate – A good training climate comprises of ambience, tone,

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feelings, positive perception for training program, etc. Therefore, when the climate is favorable nothing goes wrong but when the climate is unfavorable, almost everything goes wrong.

Trainees’ learning style – the learning style, age, experience, educational background of trainees must be kept in mind in order to get the right pitch to the design of the program.

Training strategies – Once the training objective has been identified, the trainer translates it into specific training areas and modules. The trainer prepares the priority list of about what must be included, what could be included.

Training topics – After formulating a strategy, trainer decides upon the content to be delivered. Trainers break the content into headings, topics, ad modules. These topics and modules are then classified into information, knowledge, skills, and attitudes.

Sequence the contents – Contents are then sequenced in a following manner:

From simple to complex Topics are arranged in terms of their relative importance From known to unknown From specific to general Dependent relationship

Training tactics – Once the objectives and the strategy of the training program becomes clear, trainer comes in the position to select most appropriate tactics or methods or techniques. The method selection depends on the following factors:

Trainees’ background Time allocated Style preference of trainer Level of competence of trainer Availability of facilities and resources, etc

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Support facilities – It can be segregated into printed and audio visual. The 2 8

Support facilities – It can be segregated into printed and audio visual. The

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various requirements in a training program are white boards, flip charts, markers, etc.

Constraints – The various constraints that lay in the trainers mind are:

Time Accommodation, facilities and their availability Furnishings and equipments Budget Design of the training, etc

Training Evaluation

The process of examining a training program is called training evaluation. Training evaluation checks whether training has had the desired effect. Training evaluation ensures that whether candidates are able to implement their learning in their respective workplaces, or to the regular work routines.

Purposes of Training Evaluation

The five main purposes of training evaluation are:

Feedback: It helps in giving feedback to the candidates by defining the objectives and linking it to learning outcomes.

Research: It helps in ascertaining the relationship between acquired knowledge, transfer of knowledge at the work place, and training.

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Control: It helps in controlling the training program because if the training is not effective, then

Control: It helps in controlling the training program because if the training is not effective, then it can be dealt with accordingly.

Power games: At times, the top management (higher authoritative employee) uses the evaluative data to manipulate it for their own benefits.

Intervention: It helps in determining that whether the actual outcomes are aligned with the expected outcomes.

Process of Training Evaluation

Before Training: The learner’s skills and knowledge are assessed before the training program. During the start of training, candidates generally perceive it as a waste of resources because at most of the times candidates are unaware of the objectives and learning outcomes of the program. Once aware, they are asked to give their opinions on the methods used and whether those methods confirm to the candidates preferences and learning style.

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During Training : It is the phase at which instruction is started. This phase usually consist

During Training: It is the phase at which instruction is started. This phase usually consist of short tests at regular intervals

After Training: It is the phase when learner’s skills and knowledge are assessed again to measure the effectiveness of the training. This phase is designed to determine whether training has had the desired effect at individual department and organizational levels. There are various evaluation techniques for this phase.

Techniques of Evaluation

The various methods of training evaluation are:

Observation Questionnaire Interview Self diaries Self recording of specific incidents

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Facilitation of Training Through Organization Intervention

Failure of training is not always because of lack of KSAs but sometimes it is because of the organizational forces also. These forces also hold back the transfer of training, and learning. Therefore, it is important to keep in check those forces. For the successful transfer of training, it is necessary to have supervisor support, trainer support, peer support, reward system, climate and culture.

PEERS SUPPORT – Peer support can also help in transfer of training, for example, if the trainee is the only one who is receiving training in the department then probably the experienced peers might put pressure on trainee to forget the training and work. This situation also hampers in transfer of training. However, this situation can be avoided by involving the entire department in training also by encouraging the learning culture in the organization.

Facilitation of Training Through Organization Intervention Failure of training is not always because of lack of

SUPERVISOR SUPPORT – can affect their employees’ learning in number of ways, for example, if the trainee is motivated to learn and

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receives full support from their supervisor, then this support in turn encourages the employee to learn as much as possible. Also, supervisor can also reduce the negative factors of training, such as, the work that piles up during training that makes the employee uncomfortable and employees’ negative perception about the training program.

TRAINER SUPPORT – can also have a positive impact on the transfer of training. Gone are the days, when the trainers’ role used to get over once the training program is done. Trainers’ role is now extended to the work place also. Besides training, trainer’s role is to keep a check on how trainees are performing and help them and discuss with them if they encounter any problem in the workplace.

CLIMATE – Apart from supervisor support, peers support, trainer support, Climate factor also comprises of company polices, attitude of upper management towards employee, towards training. If these factors are positive then the climate will also support the transfer of training. It is the organizations foremost duty to make the employees realize through these factors that adequate amount of time and resources are spent on them for their professional and personal development.

CULTURE – also have the impact over the transfer of training. If the culture of the organization provides enough opportunities to its employees to implement what they have learnt in the workplace and provide them variety of others factors such as, social support, challenging jobs, etc then the likelihood of the transfer of training increases.

REWARD SYSTEMS – If the learning outcome that helps in achieving the objectives is linked to reward system then the probability of the success of training would increase.

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TRAINING AND DEVELOPMENT AT JCBL

  • (a) The JCBL Company takes special care of training and development at its

plants, right from the induction stage, every new employee is given thorough details about the company’s policies, rules and regulations, procedures and taken around the respective plant as per the induction schedule. The new engineers and above are given the two days special induction schedule for the entire plant.

  • (b) Though the JCBL Company utilizes almost all the methods of training

and development as listed previously as per the time and circumstances for training and development of its new employees. However, not only does it give technical training to its operative employees but also strives hard for their development training also.

© The company makes a called ‘Procedure For Training Process Control’ which is known as “Business Process Flow”. It shows various inputs, process activities, responsibilities, and control points for all categories for the period of training. It also gives out process effectiveness measures of the systems.

  • (d) A detailed “Skill & Competency Record” is also maintained for every

individual in the company which shows the skills from previous job as well as on the present job. It gives out various characteristics about the individual like Process Knowledge, Quality Norms, Prevention of Wastage, Safety Norms, Interpersonal & communication, Discipline &Punctuality etc. and each individual is rated on scale of five points(Denoting,1-Does not know,2- Has Knowledge,3-Has Knowledge but not attitude,4-Has Attitude to apply the knowledge & skill,5-Has the knowledge and teaches others).At operative level the company tries to go for Multiskill Training e.g. for carpenters, welders and filters etc. This multi-skill training is basically given on the job at shop floor level.

  • (e) “Annual Training Calendar” is drawn at start of every financial year

and is intimated to all concerned well in time, based on the requirement. In

“Annual Training Calendar” the topic of the training and the month in

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which the training would be carry out is also mentioned in the calendar. (Training Intimation Form cum Attendance Sheet)as intimated by various departments for the in-house training.” Training History Card” form is maintained for every individual in the company, which shows the actual training attended by each individual and its effectiveness.

  • (f) Once an individual reports for duty he is assigned the job for which he is

selected. However before the individual is selected for assigning job, he is given an induction by the concerned supervisors, executives and other personnel in the department to know about the factory, his job, various rules and regulations of the factory. He is given two days time to know about the complete factory ,its layout and his colleagues and seniors. However, up to engineer level this induction training is slightly prolonged and includes the complete round of the plant. For supervisors also the plant round is mandatory besides the other facts mentioned at the start of this paragraph. An “Induction form” record is maintained for each employee. The date, time and the department in which the induction training was carried out is recorded in the induction form. The person who is coordinating the new employee is also reported in the induction form.

  • (f) “Training Evaluation Form Cum Attendance Sheet” is also

maintained for each trainee. This form contain the topic of the training which was provided, the date on which it was provided, the venue of the training, the time period or the duration for which the training was carried out. The faculty which provided the training is also mentioned in the form. The form contains the list of participants who have to attend the training, those trainees who are going to attend the program sign the attendance sheet. The form also has the signature of the faculty who provide the training, signature of the H.O.D of HR department.

  • (g) “Training History Card” is maintained for each and every employee of

the organization. This form contains the employee name, employee code, his/her previous experience, his/her date of birth, his/her designation experience from the previous job and qualification of the trainee. In this form it is mentioned which all training the employee has attended, that is, the topic of the training is mentioned. Total time for which the employee has attended the training is mentioned in the form. Whether the training was

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effective or not is mentioned in the form(the evaluation of the effectiveness is based on some criteria).In the end there is signature of the HR department.

(f) “Training Evaluation Form” is very vital in in hands of HODs of various departments to evaluate the training effectiveness and report the same to HR department for further necessary action. Training evaluation form is different for both workers and employees. In “Worker’s Training Evaluation Form” the topic of the training, name of the trainee or the department of the concerned trainee, name of the H.O.D of the concerned department, date of training and the designation of H.O.D is recorded in the form. Whether the training was effective or not and on which criteria the effectiveness of the training was evaluated, is also recorded in the form. If there are any remarks for the trainee, then it is also mentioned in the form. In the end there is signature of the concerned H.O.D. Employees ”Training and evaluation form” contains the topic of the training, name and department of the trainee, designation of the trainee, name and designation of the concerned H.O.D and need or the purpose of the trainee and the cost of carrying out the training program is mentioned. In this form the performance of the employee before training and after training is noted down. The key performance area of the trainee, his present skill level and the target level to be achieved is mentioned. The time limit within which the target level should be achieved is also mentioned. The name and signature of the person who has to monitor the program is also there in the form. The person who monitored the program gives remarks. In the end there is signature of trainee, H.O.D and the person who monitored the need and the training program.

(g) Training and Development Location:- In JCBL Company both on-the- job as well as off-the-job training and development methods are being used. For the new operatives the various types of training schedule includes on- the-job training, training on safety, personal hygiene, ESI benefits, General Awareness, Fire Fighting Method. Normally the training is imparted in the group of 20 to 25 peoples at a time. Training is not only restricted to operative skills but it also includes communication skills, Management skills and team work. As on required basis the consultants from Delhi and other areas and many famous institutions are also called into the company for personality development lectures/discussions.

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(h) Thus from the above it is evident that the company spares no efforts in executing the much needed training and development programs for all its employees whether at operative level or at executive and staff level. This is mainly necessitated to compensate for transfers, promotions and retirements and any other eventualities like death and discharge etc.

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JCBL LIMITED

HISTORY

JAYCEE BUILDERS LTD.(JCBL LTD.) Certified that Companies Act,1956 which was originally incorporated on one thousand nine hundred and eighty nine under the companies act,1956(Act 1 of 1956).JCBL Limited (JCBL),a highly successful quality coach building company was incorporated in 1989.

The authorized Share Capital of the company was Rs.40000000 (Rs. Four Crore) divided into 4000000 (forty lacs)Equity shares of Rs. 10/-(Rs Ten)each with power to increase and reduce the capital and to divide the shares in the capital for the time being into several classes.

The liability of the members is limited. At that time save as provided herein, the regulations contained in “Table”(in the schedule 1 to the Act)shall not apply to the company.

Past Director’s of the company were:-

1.Hemraj Goel 2.Mitter Pal Aggarwal 3.Ratan Lal Goel 4.Rajinder Kumar Aggarwal 5.Bhupinder Goel 6.Anil Aggarwal

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The JCBL Group includes several companies that can be regarded as pioneer in providing mobility solutions confirming to global standards since its inception in 1989.The current activities of the group include the manufacture of integral coaches in collaboration with King Long Co. Ltd., trailers in alliance with Tantri Trailers, air suspension system for LCV and HCV vehicles, seating system under technical guidance from APM Malaysia, LCV and HCV coaches and several automotive components for export to North America.

The JCBL Group of companies are pioneers in providing mobility solution adhering to global standards. ISO 9001 certified, the company confirms to the stringent quality management system standards of DNV for manufacturing bus bodies, cargo boxes, seats and suspensions. The company is also in the process of implementing TS16949. The group now offers a wide range of products and is firmly established within the industry. From luxury buses and mobile homes to mobile ambulances and display vans, JCBL has also diversified into the manufacture of several high quality luxury coaches, motor homes, trailers, special utility vehicles and cargo boxes.

With a total capital outlay of over Rs.250 million, JCBL has a work force of over 500 people comprising of engineers, MBA’s, CA’s, supervisor staff and operators. Each employee is exposed to global manufacturing and quality practices for constant up gradation of skills through regular training programs. With an ever-expanding knowledge base, the team dedicated and skilled employees have established JCBL as dynamic company that changes with time.

JCBL Group Vision

“To be a market leader, sustaining domestic leadership and global presence through innovation quality, and value added growth with diversified

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interests”. Our Group One of the largest coach manufacturers in India. Leaders in Pass enger Carrier/Goods
interests”.
Our Group
One of the largest coach manufacturers in India. Leaders in Pass
enger Carrier/Goods
Industry with a market share of 25%, Growing at 40% per annumdia's In first
TS 16949 : 2002 Certified Bus Body Builders
Ceritaoffers a wide range of intercity andintracity
integral buses with the option of CNG and Diesel engines.
Leaders in Cold Forged Hi
-Tensile Fasteners. Supplying to all automobile majors in
India. Growing at 40% per annum
A leading name in Seat Manufacturing & FRP Components.
Growing at more than 50% per annum
Joint venture withMarrel France for tipper bodies with a production facility
coming up shortly in Chennai by March, 2008

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MGL has entered into a Joint Venture with GHE Group, ItalyHappich ( & Ellamp). MGL is
MGL has entered into a Joint Venture with
GHE Group, ItalyHappich ( & Ellamp).
MGL is developing
International face of JCBL Group, having a strong imprintUS
in Market.
the
Growing at more than 200% per annum
Other Business Interests
Pharmaceutical formulations (Tablets & Capsules)
–for all major brands in India.
Have recently set up a new plant in the hill state of Himachal
radesh P
for Liquids, Ointments andInjectables .
Dealership of Toyota carsKarnal
in
, Awarded the Best Dealership in India for the year
2004. Two more Dealerships are shortly being commissionedndigarh
at Cha and Ambala
bus interiors and components including locks, roof hatch, roller
blinds,sunvisors to cater to all segments of buses.
Dealership of Honda Cars in Faridabad (NCR Delhi)
Dealership of Audi Cars for Chandigarh, Haryana and Punjab.
JCBL GROUP

JCBL

One of the largest coach manufacturers in India. Leaders in Passenger Carrier/Goods industry with market share of 40%,growing at 50% per annum.

CERITA

Cerita brings to India the next generation of buses. With partnerships with

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the best aggregate suppliers around the globe, Cerita a wide range of intercity and intra-city buses including low floor models with the option of CNG and Diesel engines.

MSL

A leading name in seat manufacturing & bus components. Growing at more than 100% per annum.

GLOBE TOYOTA

Dealership of Toyota cars in Karnal Awarded the Best Dealership in India for the year 2004 and recently awarded two more Dealership for Chandigarh & Ambala.

JCBL INDIA

International face of JCBL Group & brand is well recognized in US Market, Growing at more than 200% per annum.

ACME FORMULATIONS

Pharmaceutical formulations(Tablets & capsules)-for all major brands in India. Setting up a new facility at Baddi for liquids, Ointments and Injectables.

JCBL Group consists of following companies

JCBL LTD., Lalru, Punjab JCBL LTD., Hyderabad

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JCBL LTD., Guwahati JCBL LTD., New Delhi JCBL INDIA PVT. LTD. Lalru JCBL INDIA PVT. LTD. Chandigarh JCBL INDIA PVT. LTD. Nalagarh MOBILITY SOLUTIONS LTD. K.E.I METALS PVT.LTD. Haiger Refrigeration Pvt. Ltd. Punjab Haiger Refrigeration Pvt. Ltd. New Delhi Spectators Global Pvt. Ltd. Sterling Tools Pvt. Ltd., Lalru JCBL AUTOS PVT. LTD.

With its guiding principles of desire for excellence, quest for quality and pursuit of perfection in JCBL is a trusted name in the industry today. The facets of the group are reflected in the impressive list of clients including Swaraj Mazda, Telco, Ashok Leyland, Ministry of Defense and Ministry of Health.

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OBJECTIVES OF JCBL

1.To carry on the business of automobile, road transport, railway or such other coach or wagon builders carriage, car, cart and other such vehicle body builders, iron founders, mechanical and automobile engineers and consultants, and dealers of implements and machinery, iron and brass founder, metal workers, metallurgists, millwrights, machinists, smiths, wood workers, builders, painters and engineers thereof.

  • 2. To carry on the business of garage proprietors and of service stations for

motor vehicles of all kinds.

  • 3. To carry on the work of automobile, mechanical and electrical

engineers and to run workshops, to undertake and execute all types of automobile, mechanical and structural jobs of manufacture, fabrication and erection of coaches, chassis and bodies and to do various types of sheet metal works related thereto.

  • 4. To act as an export house.

  • 5. To take and negotiate loans, underwriting contracts equity participations

cash credits, and other financial facilities from individuals, banks, Central

Government, State Government, International Agencies, World Banks, Financial Institutions and others.

  • 6. Office Equipment:- To carry on, in any mode, the business of

manufacturers, suppliers, dealers of office facilities, office machines and all kinds of office equipments whether on lease, hire, hire-purchase or sale including servicing and maintenance.

  • 7. Research and Experiment:- To establish, promote, operate and maintain

experimental firs and research stations everywhere in or outside India for conducting experiments, tests and research for developing better qualities of food grains and agricultural products and for developing milt strain in cattle by cross breeding or otherwise and increasing egg laying capacity in poultry

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and also for finding other ways and means of improving other agricultural crops, produce, seeds, fodder, crops and cattle feed of all kinds.

Services & Network

To keep pace with the increasing popularity of JCBL product range, JCBL has strengthened its service network across the country. Currently, JCBL has

  • 5 fully operational service stations on National Highway No.8 at Delhi,

Jaipur, Vadodara, Mumbai and Chennai. Offering genuine spare parts and the expertise of qualified engineers and mechanics, the stations provide a wide range of services at reasonable prices. Apart from this, JCBL has also tied up with Cummins India under their SURAKSHA scheme and are gradually expanding it to cover the length and breadth of the country. So that wherever you go, there’s always a friend and a helping hand at every corner.

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COMPANY PROFILE

JCBL- A name synonymous high quality, utmost safety, groundbreaking technology and futuristic styling. From being incorporated in 1989 as a company that would manufacture high quality Japanese technology buses and load carriers for Swaraj Mazda, JCBL, has today evolved into a highly successful coach building company. Since its inception, the company has been technology driven and has worked restlessly to offer its patron the best in technology and comfort. The company’s product folio encompasses an array of high quality and luxurious coaches including luxurious intercity and intracity buses, Special Application Vehicles, Election Campaign Vans, Display Vans, OB Vans, Radar Calibration Vans, Riot Control Vehicles, Mobile Homes and Offices, Life-Saving Ambulances, Cargo Boxes and Power-Packed Trailers. With an unending zeal to innovate and excel, JCBL, has become a name to reckon within the automobile industry.

By living up to its promise of providing ‘Global Mobility Solutions’, JCBL has today traversed a long journey. From being incorporated in 1989 as a company that would manufacture high quality Japanese Technology buses, ambulances and load carriers for Swaraj Mazda, JCBL has today evolved into a highly successful coach building company.

Located on the Chandigarh-Ambala Highway, its manufacturing facilities have been steadily growing from strength to strength. Spread over an area of 45000 sq meters, the plant has a manufacturing capacity of 600 minibuses/ambulances,2400 load carriers,300 luxury coaches,1500 mini buses and 5000 cargo boxes per annum.

As a technology lead company, each of JCBL’s state-of -art manufacturing systems are carefully engineered to ensure optimum hassle-free performance. By diversifying into the manufacture of several high quality luxury coaches, motor homes, trailers, special utility vehicles and cargo boxes, JCBL has today become a name to be reckoned with in the automobile industry.

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JCBL’s wide range of products, from luxury buses and mobile homes to ambulances, mobile display vans and much more, has established them firmly within the industry. Each of them lives up to the JBCL name and delivers an unparalleled performance. JCBL has today become a name to be reckoned within the automobile industry.

QUALITY POLICY

JCBL Ltd. Is committed to supply world class mobility solutions to its customer to satisfy their stated and implied needs through continued improvement in the quality management system and collective efforts of our employees.

Quality in every detail

JCBL’s competitiveness is firmly rooted in concepts such as safety, reliability and durability. JCBL has spent considerable on matters relating to quality not just in terms of production but also throughout every aspect of the company. Quality means the constant drive to become better, safer and more reliable. Production processes are monitored by individual work groups to ensure the proper quality and to ensure that the final product meets the customer satisfaction.

QUALITY OBJECTIVE

Minimizing customer complaints Minimizing internal rejection Adherence to Quality System Adherence to Trained, Skilled, Motivated & Sincere Manpower in friendly, safe and team environment Continuous improvement

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Infrastructure

JCBL constant endeavor to produce world class products is backed by company’s state-of-the-art infrastructural facilities. Company press shop is equipped with a wide range of specially designed multistage profile rolling machines, a hydraulic press of 500 ton capacity, press brakes, shearing machines, power presses of varying capacities and customized press tools for all formed components.

The body shop, on the other hand, is equipped with Mig, Tig, spot welders, huge welding fixtures and gauging equipments for all structure assemblies. Two sophisticated paint lines consisting of 12 tank pre-treatment lines, pressurized and dust free paint booths and baking ovens ensure that all the structural components undergo a superior pre-treatment primer coating and baking process.

While the latest vacuum forming machines and fiberglass components are responsible for the superbly finished internal furnishings, a well-equipped tool room, manufactures new press tools and undertakes the calibration and repair of tooling to ensure the production of high quality components.

Manufacturing

JCBL focus excellence. Excellence has driven JCBL to set up a state-of-the- art manufacturing plant on the Chandigarh-Ambala Highway. Spread over a sprawling area of 45,000 sq meters, the plant has a manufacturing capacity of 600 minibuses/ambulances,2400 load carriers,300 luxury coaches,1500 mini buses and 5000 cargo boxes per annum.

As a technology led company, each of JCBL state-of-art manufacturing system is carefully engineered to ensure optimum and hassle-free performance of the final product.

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Design

JCBL’s world class automotive research and development facilities are key factors that contribute to the development ,highly innovative technical marvels whish have won trust and applauds of JCBL’s engineers design, its products while ensuring lightweight, safety, rigidity and durability. The specially designed rolled section and aerodynamic design of JCBL’s products make them lighter and far more fuel-efficient. While the plush and aesthetically conceived interiors are designed to ensure luxurious, smooth and a rattle free ride.

Team

JCBL consider its workforce as its biggest Asset, with a total capital outlay of over Rs.250 million, JCBL employs over 500 people. The workforce is empowered by skilled and dedicated engineers, MBA’s, CA’s, supervisory staff and operators each of whom are exposed to global manufacturing and quality practices. Through regular training programs, JCBL constantly upgrade their skills and enhance their knowledge base, which enables them to perform delegated task with efficiency and accuracy.

Associates

JCBL have found worthy associates in King Long from China and Marrel from Germany. They have helped JCBL, not just strengthen JCBL’s product portfolio but also has helped JCBL in expanding knowledge base and fortify technological powers by establishing highly symbiotic relationships.

King Long United Automotive Industry Co. Ltd. has proved to

be an able partner in the manufacturing of integral coaches. Ranking No.1 among over 160 bus manufacturers nationwide, in turnover and in per capita output as well, King Long has willingly shared their know-how and

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technical expertise with JCBL. Through various training programs and a healthy exchange of information, JCBL has been able to expand its knowledge base and grow from strength to strength.

Marrel Company is a leader in the hook lift market and in the truck equipment market. With worldwide sales in excess of $80 million, it is aggressively expanding in the US market, building on its technical leadership and extraordinary reliability.

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ORGANIZATIONAL STRUCTURE

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BOARD OF DIRECTORS

Mr. Rajinder Aggarwal (Managing Director) Mr. Rishi Aggarwal (Whole Time Director) Mr. R.K Bhandari Mr. D.P Dhamija Mr. Shen Wei Mr. Ashok Khanna

BANKERS

Oriental Bank of Commerce HDFC Bank HongKong and Shanghai Banking Corporation Ltd.

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MARKETING MIX OF JCBL

PRODUCT

Manufacturing Buses:Integral Coaches and Luxury Coaches.

Special Purpose Vehicle:Mobile Homes,Mobile Display Vans,Riot Control Vehicle,Service/Covered Vans,Police Vans.

Cargo Box: MCV and LCV

Air Suspension: Air Suspension for LCV and HCV.

Trailers: Tandem Axle and Tri Axle.

PLACE : Ambala-Chandigarh Road,Lalru(140501),District-Patiala,Punjab.

PROMOTION : Advertisement in magazines and newspapers.

TAG LINE: On the road with JCBL

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TRADE MARK:

JCBL

Quality Certification: ISO 9001 the TS16949 from severe taskmasters like the DNV Management System Certification and the TUV Management Certification.

PRODUCT PORTFOLIO OF JCBL

Since its inception ,JCBL has been technology driven and has work restlessly to offer ITS patrons,the best in technology and comfort.JCBL’s product portfolio encompasses an array of high quality and luxurious coaches including luxurious Intercity and Intra city buses, Special Application Vehicles,Election Campaign Vans, OB Vans, Radar Calibration Vans,Riot Control Vehicles,Mobile Homes and Offices,Life Saving Ambulances,Cargo Boxes and Power-Packed Trailers.JCBL is mainly the manufacturer of integral coache/luxury coach/Special Utility Vehicle Trailers/Cargo Box.Following are the activities of JCBL:-

  • 1. INTEGRAL COACHES

Our integral coaches are a unique combination of comfort,performance and durability manufactured, as they are in collaboration with Xiamen King Long United automotive industry Co. Ltd. From China. A highly symbiotic relationship with our partners has helped us introduce various innovations in body design,engine,chassis and manufacturing technology.Little wonder then,that our coaches incorporate the best aggregates from the finest equipment supplies in the world and that each of our integral coach announces the arrival of unmatched quality and performance.

  • 2. CRUISE THE ROADS-LUXURY COACHES

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Over 14 years expertise in bus manufacturing is mirrored in the Speed XL and the splash among several other luxury coaches.Superior fuel efficiency,luxurious interiors,an extremely light weight,as-smooth-as silk ride and enduring durability make the coaches an absolute delight,not just to own but even to travel in.They are in fect,an apt example of our zest for making nothing but the very best.

  • 3. AMBULANCES

Our ranges of ambulances have established a presence not just within the Armed Forces but with the Health Ministry as well.Each of these ambulances can be modified to suit special requirements like those for mobile hospitals or even first-aid vans,safe,strong and sturdy,these ambulances can be modified to suit special requirements like those for mobile hospitals or even first aid vans.

  • 4. SPECIAL UTILITY VEHICLES

It manufactures a wide range of special utility vehicles from election campaign van, railway electrification vans to mobile display vans, outstation broadcasting vans and bunkhouses.

  • 5. BUSES

Swaraj Mazda entrusts the manufacture of most of their buses to it. This speaks volumes for the superb quality and meticulous finish of its wide range of buses. The greater fuel efficiency and lighter body weight of its buses have also prompted automobile giants like Tata Motors and Ashok Leyland to entrust the design and manufacture of their buses to us.

  • 6. CARGO VEHICLES

Our cargo vehicles and covered trucks are worthy examples of our engineering expertise.Built to endure the severest conditions,our cargo

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vehicles are lighter,safer and more fuel efficient.This is reiterated by the fact that Swaraj Mazda entrusts us with the manufacture of all their cargo vehicles.

  • 7. TRAILERS

Having entered into a strategic alliance with Tantri Trailers Pvt. Ltd. From Sri Lanka,today we offer a comprehensive range of trailers to suit a wide variety of needs.Each of these trailers is sturdy,dependable and built to perform.

  • 8. FAR AND WIDE

To keep pace with the increasing popularity of our product range,we have also strengthened our service stations on National Highway No.8 at Delhi,Jaipur,Vadodra,Mumbai and Chennai.Offering genuine spare parts and the expertise of qualified engineers and mechanics,these stations provide a wide range of services at reasonable prices.Apart from this,we have also tied up with Cummins India under their SURAKSHA scheme and are gradually expanding it to cover the length and breadth of the country.So that wherever you go there’s always friends and a helping hand at every corner.

NEW RELEASES

To meet the demands of a dynamic new business scenario and answer the changing needs of the customer,JCBL constantly innovate and present new mobility solutions. JCBL’s R & D Department keeps pace with the latest design and styling trends and our production capabilities grow in keeping with their demands.

1.Speed XL

The speed is one of the latest offerings of bus division.Combining the best of both design and technology,the Speed XL offers power, performance,

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comfort and endurance unlike any other.Modular in nature with various optional features,the Speed XL carries the unmistakable stamp of superior quality and is rapidly gaining popularity.

Integral Coach 6113

The Integral Coach 6113 is the outstanding result of a technology transfer agreement JCBL,India and King Long,China.Offering low maintenance costs and better fuel efficiency,it is the first bus in India to gain full approval from the ARAI for the entire vehicle.Armed with Cummins C245 HP UK made diesel engine ,a Holland Neway (U.S.A) air suspension system and a host of other exciting features, the Integral Coach 6113 is incomparable when it comes to luxury, performance and reliability.

Mobile Display Van

JCBL has tried to make it easier for companies to reach out to their customers even in remote parts of the country by introducing the Mobile Display Van.Each of these superbly designed vans effectively showcase various products and speaks volume for a company’s commitment to quality and service.Engineered to suit a wide variety of purposes,these Mobile Display Vans can be customized to suit individual preferences and answer various needs.

DSNG Van

Realizing that the need for DSNG vans was growing at an alarming rate,we entered into the category and soon found ready acceptance among the broadcasting fraternity.Designed and engineered to suit Indian conditions,van’s interiors boast of mini studio facilities and infrastructure.State-of-the-art facilities coupled with durability and strength make these vans the natural choice for broadcasters across.

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CUSTOMERS OF JCBL

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Our customers in India Leading vehicle manufacturers • • • • • Ashok Leyland Ltd Eicher
Our customers in India
Leading vehicle manufacturers
Ashok Leyland Ltd
Eicher motors
JCB India Ltd
Swaraj Mazda Ltd
Tata Motors Ltd
Others
Ministry of Defense
Ministry of Health
Escorts Construction Equipment
Indian Railway

FUTURE PLANS & OUTLOOK

The automotive industry has witnessed a double digit growth over the past two years and the growth is going to be sustained in future,so as long as the

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present level of investment in infrastructure continues.The efforts put by the company in the past,for the development of new models of Tata Motors and Eicher has resulted into substantial orders from them.This would increase the production of the ongoing year by more than 30%.The company has received big order from State Transport Undertaking for supply of Deluxe A.C Coaches and more orders are expected in the current year. The Indian bus market is showing exponential growth and will continue to do so in the coming years.The change in manufactur focus towards fully built vehicles and the implementation of bus code would make the bus building.The State Transport Undertakings are also replacing their fleets with more luxurious air-conditioned coaches.Apart from this,the government decision to use low floor buses in metro cities would also create the replacement demand.JCBL is confident of taking full advantage of this growth and would maintain its market position. The company has been allotted land by SIPCOT Ltd. And company has initiated steps to put up another bus body making plant at Chennai.This would help to cater the growing market in the south.

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Need for the study

Training and development is an attempt to improve current and future performance by increasing an employee’s ability to perform through learning, usually by changing the employee’s attitude or increasing his/her skills and knowledge.

1.The quality and variety of the training provided is the key for motivation. 2.Training and development helps to remove performance deficiencies in employees. 3.It is very important to change negative attitude with respect to job satisfaction, resistance to change and job commitment.

Purpose of the study

The broad based objectives of undertaking the studies to explore the areas where training of workers is required in the organization.

Research Objectives

Does the training program really effect their production. The awareness of employees towards the objective of training program. To determine the effectiveness of existing training procedure. To know whether training program helps them in attainment of organizational goals.

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RESEARCH METHODOLOGY

Meaning of Research:-

Research in common words refers to search for knowledge. According to Redman and Mory “Systemized effort to gain new knowledge.” Some people consider research as movement, a movement from the known to the unknown. It is actually a voyage of discovery.

Thus research is an original contribution to the existing stock of knowledge making for its advancement. It is the pursuit of truth with the help of study, observation, comparison and experiment. In short, search for knowledge through objective and systematic method of finding solution to a problem is research. The term research refers to the systematic method consisting of enunciating the problem, formulating a hypothesis, collecting the facts or data, analyzing the facts and reaching certain conclusions either in the form of solution(s) towards the concerned problem or in certain generalizations for some theoretical formulation.

Types of Research:-

Our research is a fact-finding research, so for the fact-finding, we use Descriptive and Analytical Research. Descriptive research includes surveys and fact finding enquiries of different kinds. The major purpose of descriptive research is description of the state of affairs as it exists at present. The main characteristics of this method is that the researcher has no control over the variables, he can only report what has happened and what is happening. In analytical research, on the other hand, the researcher has to use facts or information already available, and analyze these to make a critical evaluation of the material.

Basis of Study

The study has been based on primary data and secondary data.

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(a) Primary Data:- Data collected by the investigator for his own purpose, for the first time from beginning to end, is called primary data. It is collected from the source of origin. In the words of Wessel “Data originally collected in the process of investigation are known as primary data”. Primary data are original. The concerned investigator is the first person to collect the information. The primary data are therefore, a first-hand information.

Research Design in This Case:- Interview and interaction with the officers and officials of the corporation has been conducted in order to find out the existing system of training and development and to suggest feasible improvements in the system in JCBL. Discussions with the officials of the company have provided detail insight into these discussions.

Contact Method:- Interview/interaction method.

Type of Universe:- Workforce in JCBL Ltd. (approximately 2500)

Sampling Procedure:- Random & Convenience

Sample Size:- 30 employees (mainly the senior executives, managers and heads of the departments including few supervisors).

(b) Secondary Data:- In the words of MM Blair “Secondary data are those which are already in existence, and which have been collected, for some other purpose than the answering of the question in hand”. Obviously. since these data have already been collected by somebody else, these are available in the form of published or unpublished reports.

Research Design in This Case:- The secondary data has been collected from the company records already available like Annual report,budgetary performance report and data available on internet.

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Research Methodology

Research Design: The Survey Research Method is the basic research design. The source of data is primary. Each respondent is required to fill a questionnaire, interviews are conducted wherever necessary. Survey questions are framed so as to obtain objectivity in the respondent aspects. The nature of research is primarily and exploratory research qualitative data.

Sample Design: The survey of approximately 30 workers is conducted. Information is collected using self administered, voluntary and anonymous questionnaire. Geographical Scope: The organization chosen for research purpose was JCBL India Ltd., Lalru.

Data Evaluation Tools: Averages and percentage graphs are used to verify the objectives undertaken. Pie Charts and Bar Graphs are supplemented with the analysis wherever required to represent preferred response for various other factors.

Report Preparation: A written report is prepared to be supplemented by presentation, if required.

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LIMITATIONS OF THE STUDY

During the period of research training, the trainee has made all the possible efforts to gain insight into the various aspects of training and development in JCBL. The trainee has gone into the details of various procedures, methods and techniques of training and development being followed at JCBL. But still this study has following limitations:-

Analysis is only a means not an end. The analysis has been done on the basis of my own interpretations and up to my best knowledge but every analyst has his/her own interpretations and suggestions.

The shortage of time was no doubt the major limitation in the study; the stipulated period was not sufficient to understand each & every aspect of the system.

Inexperience trainee is also the limitation of the study.

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Span of contact was limited to a number of people in organization. It is also the limitation of the study.

Sample size is limited due to restrictions, work discipline and time constraints.

Limitations of subjectivity of respondents involved in the study.

Analysis is only a means not an end. The analysis has been done on the basis of my own interpretations and up to my best knowledge but every analyst has his/her own interpretations and suggestions.

Due to time constraint, consistency in the behavior of people could not be studied.

Due to societal norms and beliefs people tend to portray more acceptable behavior which may not be in accordance to their personality traits, hence a greater personal bias creeps in.

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CHAPTER 3 Analysis & Interpretation of study

1. Training is necessary for an individual’s growth and development.

1. What do you feel about present training system?

Analysis: 83% respondents feel that the present system of training is good but 17% respondents feel that it is not very good.

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Views about present training system

Views about present training system Good Average Bad
  • Good

  • Average

  • Bad

2. How do you like the method of training?

Analysis: 60% respondents surveyed in JCBL found the method of training to be very good, while 22% respondents found it to be only good. But 18% respondents are neutral about the training program. They sometimes like the program and sometimes don’t.

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Method of Training

Very Good Good Neutral Bad Very Bad
Very Good
Good
Neutral
Bad
Very Bad

3. Do you prefer training during working hours?

Analysis: 57% respondents prefer training during working hours but 43% respondents doesn’t like training during working hours.

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Preference of training during working hours

Preference of training during working hours Yes No
  • Yes

  • No

4. Are your training coordinates helpful to you?

Analysis:94% respondents feel that their training coordinates are always helpful to them but 6% respondents feel that the training coordinates are not at all helpful to them.

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Attitude of Training coordinates

Attitude of Training coordinates Yes No
Yes No
Yes
No

5.Are you satisfied with the ways they give you training?

Analysis: 79% respondents are satisfied with the ways by which the trainers give them the training but 21% respondents are not satisfied with the way they get the training.

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Degree of satisfaction regarding present ways of training

Degree of satisfaction regarding present ways of training Yes No
  • Yes

  • No

6.Is the training improving the production capacity?

Analysis: 85% respondents strongly feel that the training provided to them is improving their work efficiency but 15% respondents do not agree with

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them.

Improvement of efficiency from the training programs

Improvement of efficiency from the training programs Yes No
  • Yes

  • No

7.Is the outcome of these training programs according to your satisfaction?

Analysis:77% respondents feel that the training program is always is

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according to their satisfaction but 23% feel that it is sometimes according to their satisfaction.

Satisfaction from training

Satisfaction from training Always Sometimes Never
  • Always

  • Sometimes

  • Never

8. Do you apply the new concept taught in training programs, at work?

Analysis: 47% respondents replied that they always apply the new concept, which is taught to them at training. at work. But 53% respondents replied

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that they sometimes apply the new concepts taught to them.

Application of new concepts at work

Always Sometimes
Always
Sometimes

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CONCLUSION

1.Although most of the employees do not face any kind of problem while working in the organization but 3% of the employees surveyed face attitudinal problem, which includes resistance to change by the immediate boss, interpersonal relations and lack of co-operation by the other employees. 2.Most of the employees participate in the training programs undertaken by the organization but very few employees always apply the new concepts being taught in the training program as there is lack of resources because of which they are not able to apply the new concepts. Some even think that the concepts taught to them are more theoretical than practical. 3.Very high number of employees, that is ,87% of the respondents share their ideas and views with other employees in the organization. 4.Almost all the employees, that is,93% think that Interpersonal Relations effect the working environment. 5.53% employees place praise by the boss as no.1 motivating factor followed by money in second place(40%).

RECOMMENDATIONS

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From the above analysis it is clear that all the employees show ethical behavior ,which proves that the employees are enlightened about the need for ethical behavior .

It is recommended that managers must ask their employees from time to time what kind of changes they think should be brought as many employees would like to introduce or accept certain changes in their present job.

For the above, managers must hold meetings with officers and executives of their respective departments after at least 3 months and encourage employees to share their views and give suggestions for any kind of change in their job or in the organization.

It is clear from the analysis that many employees face attitudinal problem in the company. So management must take proper notice of it and try to solve these problems as attitude represent feelings and beliefs of individual towards other.

These negative attitude of employees need to be changed to positive attitudes through proper training program.

The most common attitudinal problem that the employees are facing is related to interpersonal relations. No training on importance of interpersonal relations is being given in the organization.

Following training should be given regarding interpersonal relations:

1.Prior LECTURE should be given on importance of interpersonal relations to all new employees. They should be told about the importance of team work through lectures. 2.Training in the form of ROLE PLAYING should also be given to present employees focusing on emotional issues. In role playing attempt should be made to create a realistic situation and then have the trainees assume parts of specific personalities in the situation. This will help in better understanding

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among individuals thereby promoting interpersonal relations. 3.Another type of training which can be imparted to the employees is through SENSITIVITY TRAINING. In this the company can form group of 12 persons and provide the participants with increased awareness of their own behavior and how other perceive them. In this, participant are left alone to interact with each other and know each other’s viewpoints and attitude better. This training will help to increase the ability to emphasize with other, improve listening skills, greater openness, increased tolerance of individual differences and increased conflict resolution skills.

When scheduling the training session, attempt to keep your group diverse. This promotes good discussions and is a live example of how concepts can relate throughout the organization and/or workgroups.

Attempts to have a point person or a trainer in each work area. This concept serves two purposes. If a new system or procedure will be introduced, the point person can learn the system or procedure and train others.(People always learn better when they are required to teach the concept).Second, it helps having a local resource with the workgroup. This allows for more questions when the level of understanding is low. The associate would not feel threatened by someone they sit next to every day versus a trainer from the human resource or organizational development area.

If the capabilities are present and the department wants to have some fun while learning, develop a game. This game can be anything from family feud to jeopardy and more. In either format, the employees have the answer to the questions created by management department relating to work situations and/or people. It is amazing what people will remember from a fun situation versus a forced learning experience.

When conducting the training classes, attempt should be made to keep them informative. While communicating the ideas is important, the goal should also be to keep the employees interest and entertained during the workshop. (This can be difficult if you do not employee an animated trainer; however, most individuals that are in the training field are pretty animated).

Introduce the concept of blended learning to the department. Allow the

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employees to achieve their learning levels from different resources.While the training alerts and training sessions are directly from management, challenge the employees to look on the internet and in the library for other ideas that might work in their department.

Through all this, what I would like you to remember is ‘Learning can, and should be a FUN’.

Your employees are like sponges, wanting to absorb knowledge. However will most likely want to learn concepts when they are presented in a fresh, lively and exciting manner.

Putting a twist to your current education method can help people become excited about learning.

LIMITATIONS OF THE STUDY

During the period of research training, the trainee has made all the possible

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efforts to gain insight into the various aspects of training and development in JCBL. The trainee has gone into the details of various procedures, methods and techniques of training and development being followed at JCBL. But still this study has following limitations:-

Analysis is only a means not an end. The analysis has been done on the basis of my own interpretations and up to my best knowledge but every analyst has his/her own interpretations and suggestions.

The shortage of time was no doubt the major limitation in the study; the stipulated period was not sufficient to understand each & every aspect of the system.

Inexperience trainee is also the limitation of the study.

Span of contact was limited to a number of people in organization. It is also the limitation of the study.

Sample size is limited due to restrictions, work discipline and time constraints.

Limitations of subjectivity of respondents involved in the study.

Analysis is only a means not an end. The analysis has been done on the basis of my own interpretations and up to my best knowledge but every analyst has his/her own interpretations and suggestions.

Due to time constraint, consistency in the behavior of people could not be studied.

Due to societal norms and beliefs people tend to portray more acceptable behavior which may not be in accordance to their personality traits, hence a greater personal bias creeps in

BIBLIOGRAPHY

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Articles:

1.Gulzar Jiwant “Evaluating Training Beyond Reaction Evaluation” Indian journal of Training and Development, Vol. XXXVI No.1,Jan-March(2006) 2.Sanghi Seema “Some aspects of Training Needs & Skill requirement of Indian workforce in the next fifteen years, Abhigyan. 3.Upagyana Singh N.A Vijay Avinashilingam “Sensitivity Training in organization”. IJTD Vol. XXV, No II, Jan-March(2005). 4.Alok S Bhattacharya “Interdependence of Evaluation and Analysis of Training Quality System” IJTD Vol. XXVI No. I, Jan-March(2006). 5.R.Krishnamurthy “Training games: consequences of Ignoring Basics, IJTR Vol. XXIV No. II, April-June(2004). 6.Fandray “ The New Thin King in Performance Appraisal” workforce Page

36-40,2001.

7.Chatterjee, Leena, ”Towards an Effective Training & Development System” Decision 23(1-4)Page169-178,1992. 8.Gurpreet Rancheria “Work Performance and its correlates: An empirical study vision, Vol. II No. I, Jan-March 2007. 9.Rao T…”Competency Mapping “Human Capital, March(2003).

Books consulted C.R Kothari Human Resource and Personnel Management by K. Ashwathapa Human Resource Management by T.N Chabra

Website Consulted

http:/academic emporia.edu/smithwil/001fmg444pa/eja/walter.html http:/humanresoures.about.com/library/weekly/uc10503b.htm http:/www.nalp.org/assets/library/25 0105train.pdf

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Search Engines

Google

Wikipedia

ANNEXTURE

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QUESTIONNAIRE

I am a student of MBA. To fulfill the requirement of my MBA program, I am undergoing Summer Training at “JCBL Ltd. Lalru”.I have been assigned a project “Training and Development”. Kindly give your views and time regarding the same.

Ques.1. Name of the employee. _________________

___________ Department:- Employee code:- ___________

Ques.2. Training is necessary for an individual’s growth and development?

  • (a) Strongly Agree

  • (b) Agree

  • (c) Disagree

  • (d) Strongly Disagree

Ques.3. Training is given adequate importance in your organization?

  • (a) Strongly Agree

  • (b) Agree

  • (c) Disagree

  • (d) Strongly Disagree

Ques.4. Training programs helps in identifying your hidden talents, capabilities & potentials.

  • (a) Strongly Agree

  • (b) Agree

  • (c) Disagree

  • (d) Strongly Disagree

Ques.5. The company has a structured & widely shared training policy based on its business needs.

  • (a) Strongly Agree

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(b) Agree (c) Disagree (d) Strongly Disagree Ques.6. The organization helps you in acquiring technical knowledge
(b)
Agree
(c)
Disagree
(d) Strongly Disagree
Ques.6. The organization helps you in acquiring technical knowledge and
skills through training.
(a) Strongly Agree
(b)
Agree
(c)
Disagree
(d) Strongly Disagree
Ques.7. What do you feel about present training system?
(a) Good
(b) Average
(c) Bad
Ques.8. How do you like the method of training?
(a) Very Good
(b) Good
(c) Neutral
(d) Bad
(e) Very Bad
.Do you prefer training during working hours?
(a) Yes
(b) No
Ques.10. Is training improving your efficiency?
(a) Yes
(b) No

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Ques.11. Is the outcome of these training program according satisfaction/expectation?

  • (a) Always

  • (b) Sometimes

  • (c) Never

to your

Ques.12. Do you apply the new concept at work taught in training programs?

  • (a) Always

  • (b) Sometimes

  • (c) Never

Ques.13. Training programs help you to understand the organization culture better.

  • (a) Strongly Agree

  • (b) Agree

  • (c) Disagree

  • (d) Strongly Disagree

Ques.14. The company has a structured & widely shared training policy based on its business needs.

  • (a) Strongly Agree

  • (b) Agree

  • (c) Disagree

  • (d) Strongly Disagree

Ques.15. Company conducts adequate training programs on “Personality Development”.

  • (a) Strongly Agree

  • (b) Agree

  • (c) Disagree

  • (d) Strongly Disagree

Ques.16. Training programs helps in making you strong in the work which is being assigned to you.

  • (a) Strongly Agree

  • (b) Agree

  • (c) Disagree

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  • (d) Strongly Disagree

Ques.17. The training programs are evaluated and improved upon every year.

  • (a) Strongly Agree

  • (b) Agree

  • (c) Disagree

  • (d) Strongly Disagree

Ques.18. Training sessions are helpful in narrowing the gap between management & employees.

  • (a) Strongly Agree

  • (b) Agree

  • (c) Disagree

  • (d) Strongly Disagree

Ques.19. The top management is willing to invest considerable resources in ensuring your development.

  • (a) Strongly Agree

  • (b) Agree

  • (c) Disagree

  • (d) Strongly Disagree

Ques20. External training programs are carefully chosen after collecting enough information about their quality & suitability.

  • (a) Strongly Agree

  • (b) Agree

  • (c) Disagree

  • (d) Strongly Disagree

DATE ………………. SIGNATURE ……….

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