CONTENTS

CHAPTER 1:
 INTRODUCTION
 NEED FOR THE STUDY
 OBJECTIVES OF THE STUDY
 SCOPE OF THE STUDY
 METHODOLOGY
 LIMITATIONS

CHAPTER 2:
 INDUSTRY PROFILE
 COMPANY PROFILE

CHAPTER 3:
 THEORETICAL FRAMEWORK AND RESEARCH METHODOLOGY OF THE
STUDY
CHAPTER 4:
 DATA ANALYSIS AND INTERPRETATION OF THE STUDY

CHAPTER 5:
 SUMMARY
 FINDINGS
 SUGGESTIONS
 CONCLUSION

BIBLIOGRAPHY
ANNEXURES
Human Resources Management:

Human Resource Management (HRM) is the function within an organization that

focuses on recruitment of, management of, and providing direction for the people who work
in the organization. Human Resource Management can also be performed by line managers.

Human Resource Management is the organizational function that deals with

issues related to people such as compensation, hiring, performance management,
organization development, safety, wellness, benefits, employee motivation, communication,
administration, and training.

Human resource management (HRM) is the strategic and coherent approach to

the management of an organization's most valued assets - the people working there who
individually and collectively contribute to the achievement of the objectives of the business
.The terms "human resource management" and "human resources" (HR) have largely
replaced the term "personnel management" as a description of the processes involved in
managing people in organizations .In simple words, HRM means employing people,
developing their capacities, utilizing, maintaining and compensating their services in tune
with the job and organizational requirement.

Human Resources Development:

Human Resource Development (HRD) is the framework for helping employees

develops their personal and organizational skills, knowledge, and abilities. Human Resource
Development includes such opportunities as employee training, employee career
development, performance management and development, coaching, mentoring, succession
planning, key employee identification, tuition assistance, and organization development.
The focus of all aspects of Human Resource Development is on developing the
most superior workforce so that the organization and individual employees can accomplish
their work goals in service to customers.
 Human Resource Development can be formal such as in classroom training, a
college course, or an organizational planned change effort. Or, Human Resource
Development can be informal as in employee coaching by a manager. Healthy organizations
believe in Human Resource Development and cover all of these bases.

TRAINING AND DEVELOPMENT

Corporate success depends upon having and retaining talented people. This is true
today as it has always been. The shortage of such people is widely accepted and
training, at long last, is beginning to be recognized as part of the solution and hence
the total investment in training is on the rise. This is true for all organizations. There
really is no alternative than to make sure that human skill so vital to the corporate
success are recognized, harnessed, developed and suitably maintained.

Training is not however, one ‘one-off’ investment. It is a continuing investment. Not

only is it needed to create the skilled workforce, but also maintain the high levels of
skills demanded by the ever changing, highly dynamic work place.

The return on investment on HRD is still controversial in view of the time variable
in achieving the desired change and effectiveness in the employees. The top
management looks at the loss and profit equation for any activity. It is interested in
the benefits to the organization in the terms of in creased productivity, increased
profitability, reduction in wastage etc in return for investment in training. Hence,
evaluation of training programmers and introduction of the necessary corrective
measures also assumes considerable significance.

Training is the most important function that contributes directly to the development
of human resources. If human resources have to be developed, the organization
should create conditions in which people acquire new knowledge and skills and
develop healthy patterns of behavior and styles. One of the main mechanisms of
achieving this environment is training.

Training is essential because technology is developing continuously and at a fast

rate. Systems and practices get outdated soon due to new discoveries in technolo gy,
including technical, managerial and behavioral aspects. Organizations, which do not
develop mechanisms to catch up with and use the growing technology, soon become
outdated. However, developing individuals in the organization can contribute to the
effectiveness of the organization.

Training and development are important activities in all organizations, large and
small. Every organization, regardless of size, needs to have well -trained employees
in its workforce who are prepared to perform their jobs.

The term 'Training' refers to the acquisition of specific skills or knowledge.

Training programs attempt to teach trainees to perform a specific job and a
particular activity.

The term 'Development' usually refers to improving the intellectual or emotional

abilities needed to do a better job.
 NEED FOR THE STUDY

Training and Development is an important tool in the hands of the manager for inspiring the
work force and making them to do work with enthusiasm and willingness .If it’s an important
function of the management to train and develop the people working in the organization to
perform the work assigned to them effectively and efficiently. The management has to
understand the Human behavior if it has to provide maximum exposure and training to the
personnel. Training and Development is something that moves a person into action and
continues him in the course of action enthusiastically. The role of Training and Development
is to develop and intensify the desire in every member of organization to work effectively
and efficiently in his position.
The main aim of this study is to find out the Training and Development in Fortune Murali
Park, Vijayawada as Training and Development is an important factor which increases the
desire willingness and enthusiasm in workers, to apply their great potentialities for the
achievement of common goals.

OBJECTIVES OF THE STUDY

Primary objective:
 To study the training and development level of employees.

Secondary Objectives:
 To study the effectiveness of the techniques adopted by the company in Training
and Development.
 To study about the benefits and facilities provided to the employees.
 To learn the employee’s satisfaction on the interpersonal relationship exists in the
organization.

SCOPE OF THE STUDY

It is always essential for a concern to access its strategies and reshape its destiny. It is

necessary for every organization to study the different aspects that affects the organization

development. Every study has a clear and specific scope.

The scope of this study is limited to FORTUNE MURALI PARK HOTEL. In this survey the

emphasis is on the motivation of employees. The scope of the study involves the preparation

of questionnaire and data of the company.

RESEARCH METHODOLOGY
Research refers to a search for knowledge. Once can also define research as a scientific and
systematic search for pertinent information on a specific topic.
 Research is an art of scientific investigation.
 Systematized effort to gain new knowledge [Redman and Mary]
 It is a voyage of discovery

METHODOLOGY
Methodolgy can be defined as-
 “The analysis of the principles of methods, rules, and postulates employed by a
discipline”.
 “The systematic study of methods that are, can be or have been applied within a
discipline”.
 “A particular procedure or set of procedures”.

Methodology includes a collection of theories, concepts or ideas as they relate to a particular

discipline or field of inquiry:
Methodology refers to more than a simple set of methods; ] rather it refers to the rationale and the
philosophical assumptions that underlie a particular study relative to the scientific method. This
is why scholarly literature often includes a section on the methodology of the researchers. This
section does more than outline the researchers’ methods might explain what the researchers’
ontological orepistemological views are.

Another key (though arguably imprecise) usage for methodology does not refer to research or to
the specific analysis techniques. This often refers to anything and everything that can be
encapsulated for a discipline or a series of processes, activities and tasks. Examples of this are
found in software development, project management and business process fields. This use of the
term is typified by the outline who, what, where, when, and why. In the documentation of the
 processes that make up the discipline, that is being supported by "this" methodology, that is
where we would find the "methods" or processes. The processes themselves are only part of the
methodology along with the identification and usage of the standards, policies, rules, etc.

Researchers acknowledge the need for rigor, logic, and coherence in their methodologies, which
are subject to peer review.

RESEARCH METHODOLOGY

Primary data was collected through

 Questionnaires

 Personal observations

Secondary data was collected through

 Newspapers

 Magazines

 Internet

SAMPLE SIZE

Sample size is decided under three decisions:

1- Sample Size unit – LUMAX SIDCUL

2- Sample Size No. - 25 Staff members.

3- Sample size method - Rating Method

SCOPE OF THE STUDY

In this project I have tried to present details about the training and development
programs being presently followed in LUMAX SIDCUL and the feedback, I collected
from different employees during my interaction with them.

The scope of training and development can be explained with the help of following
points -

exact position of performance of employees through their feedback

 Development of the employees through various training and development programs.

Developing altered of unbiased treatment to all employees

LIMITATION OF STUDY

During my training period although the management and plant personnel were very co-
operative & extended their full support, yet there were following limitations associates
with my study which I would like to mention:

Due to the busy schedule of an organization I was unable to grasp the precious words of
the HRD Manager.
 As the respondents were busy with their work, it was difficult for the
researcher to meet the respondents and gain information.
The study was limited to a short period only.
 The data depends totally on the respondent’s view, which may be biased.
 In this study the sample size is 100.
 The findings of the study cannot be applied to all other fields since it lacks
external validity.

 The period of study is only for about 2months, which is a major constraint.

 The perception bias or attitude of the respondents may also act as hurdles to
the study.

 The study is only confined to performance appraisal.

 The study cannot be oriented with all HRM practices followed by MURALI
FORTUNE PARK because of the paucity of time requirements.

 The sample size taken for the research is small due to the constraint of time.
CH 2:INDUSTRY PROFILE

AN OVERVIEW OF THE HOTEL INDUSTRY

The service sector is expanding rapidly across the land today represent the largest segment of

the economy in all countries. A service economy in which more than of country’s work force

earns its income from employment in service functions. The Indian economy has been going

through the process of restructuring since functions and the contribution of the service sector

to India’s GDP has gone up from 16 percent in 1991 to 38.8 percent in 1999. The service

sector dominates the Indian economy today, contribution more than half of the country’s

national income. It is growing with an annual growth rate of 8% per year.

Extension of customer satisfaction from product level to service, seriousness and

complexity of problems within modern society, increasing magnitude of government

intervention in effective utilization of public resources of all kinds are the major trend that

account for an increasing emphasis upon improvements in quality management system in

service industries.

One of the emerging service industries is hotel industry. The hotel industry that

exists today can be traced back to 3000B.C. Where the earliest inns where homes with rooms

provided for travelers . Today, the hotel business has been acknowledged as a global industry

with producers and customers reaching out to the far corners of the world.

CURRENT SCENARIO OF HOTEL INDUSTRY IN INDIA

Hotel Industry in India has witnessed tremendous boom in recent years. It is

expected to grow at the rate of 8% between 2007 and 2016. Hotel Industry is inextricably
linked to the tourism industry and the growth in the tourism industry has filled the growth of

Indian hotel industry. The thriving economy and increased business opportunities in India

hotel industry. The arrival of low cost airlines and the associated price ware have given

domestic tourists a host of options. The opening up of the aviation industry in India has led

the way for exciting opportunities for the hotel industry as it relies on airlines to transport

80% of international arrival. In recent years government has taken several steps to boost

travel & tourism which have benefited hotel industry in India. These include the abolishment

of the inland air travel tax of 15%; reduction in excise duty on aviation turbine fuel to 8%;

and removal of outbound chartered flights etc. Hotel industry in India is also set to get a fillip

with Delhi hosting 2010 common wealth games. The upgrading of national highways

connecting various parts of India has opened new avenues for the development of budget

hotel in India. Taking advantage of this opportunity Tata group and another hotel chain

called ‘Homotel’ have entered this business segment.

‘Hotel Industry in India’ has supply of 1,10,000 rooms with only a quarter of these in

branded segment. Hotel in India’s has a shortage of 1,50,000 rooms filling hotel room rates

across India. Many domestic hotel chains like the TajGroup, the Oberai Group, the IT Group,

Hotel LeelaVentures, and Kamat Hotels etc.., are operating in India. Five–star hotels in

metro cities allot same room, more than once a day to different guests, receiving almost 24-

hours rates from both guests against 6-8 hours usage. With demand-supply disparity, ‘Hotel

India’ room rates are raising 25% annually and occupancy rising by 80%. Average room

tariff of hotels in Bangalore is the third highest (after Moscow and Rome) in the world. India

is flooded with world’s leading hotel brands. Global hospitality companies such as

Intercontinental Hotels Group, that operates more than 200 hotels and resorts in 75 countries
Starwood Hotels & Resorts worldwide, Inc that managers or franchises more than 860 hotels

in 95 countries, Hilton Hotels corporation that has a chain of hotels. Carlson Hotels

worldwide, one of the world’s leading hotel companies with five brands spanning luxury to

economy are all stepping up their offerings in the Indian market given the growing demand.

The Government’s move to declare and tourism industry as a high priority sector with

a provision for 100 percent foreign direct investment (FDI) has also provided a further

impetus in attracting investments into this industry. Hilton has joined hands with India’s

largest real-estate developer DLF ltd to set up 75 hotels and serviced. Accor has formed a

joint-venture with Emaras-MGF land private limited, a joint venture company formed by

Emaras properties PJSC-the world’s largest listed real estate company, and MGF

developments limited of India to bring formula-1 budget hotels to India. Wyndham hotels &

Resorts, the U.S based luxury hotel chain has teamed up with Bangalore-based Royal Orchid

Hotels to develop 10 Ramada hotels that will have at least 1,000 rooms.

International Hotel & Restaurant Association (IH&RA) is the only global

organization, run on not-a-profit basis, representing the hotel industry worldwide officially

recognized by United Nations. IH&RA monitors and lobbies all international agencies on

behalf of this industry. It comprises and contribute 950 billion USD annually to the global

economy.

Federation of Hotel & Restaurant Association of India (FHRAI) is the apex body

representing the hotel industry in India. FHRAI provides an interface between the hospitality

industry, political leadership, academics, international associations and other stake holders.

FHRAI is committed to promote and protect the interest of the hotel industry by actively

seeking better privileges and more concessions for the industry. FHRAI members are always
kept abreast with the latest trade information and trends, statistical analysis and reports on

various topics that have a direct impact on the industry, government notifications and

circulars. With more than 3300 members comprising of approximately 2052 hotels, 1016

restaurants, 150 associate members and the 4 regional associations, FHRAI helps the hotel

industry to grow, prosper and keep in pace with the developments in the international

scenario.

CLASSIFICATION OF HOTEL INDUSTRY

In India, classification of hotels based on their standards. They classification can be done as,

1. 5 Star Hotels : The most luxurious and conveniently located hotels in the India are

grouped as 5 star deluxe hotel categories. The 5 star deluxe in India are globally competitive

in the quality of providing the services, facilities offered and the accommodation option.

These are mostly located in big cities.

Example : Sheraton (hyd), Radisson (hyd) and etc..,

2. Four Star Hotels : These type of hotels provide all the modern amenities to the travelers

with a limited budget. Quality of services is almost as high as 5 stars and above categories.

Example : Fortune Park Vallabha (hyd),Country Club ( hyd) and etc..,

3. Three Star Hotels: These are mainly economy class hotels located both in bigger and

smaller cities and catering the needs of the travelers lesser in amenities and facilities. These

hotels are value for money and gives good accommodation and related services on reduced

price. Example : Fortune Murali Park (vij).

4. Two Star Hotels : These hotels are most available in the small cities and in particular

areas of larger cities. These hotels offer the basic facilities needed for the accommodation

and offers at lowest prices. In this the concept of HR is absent.

Example : Hotel Garuda (vij)

5. One Star Hotels : The hotels with most basic facilities. These hotels are best when the

customer is looking for cheapest available accommodation option. Here the concept of HR is

unfamiliar.

Example :HOTEL M(vij).

FUTURE OF HOTEL INDUSTRY

The number of tourists visiting India is estimated to touch the figure of 4.4 million.

With this huge figure, India is fast becoming the hottest tourist destination in the region. The

visitors include business travelers, leisure travelers and person of Indian origin with foreign

passports. Growth is expected to continue over the next few years. it is being predicted that

India may achieve an average growth of 12% per annum is tourism for many years to come.

A part from international tourists, the domestic tourist market, including business and leisure

travelers is also flourishing. This market is estimated at around 300 million tourists per year.

The industry also expects a boom in spiritual and medical tourism in the domestic sector at a

growth rate of 10% to 15% over the next few years. Growth in tourism will definitely lead to

a boom in hotels and restaurants. Though there is a shortage of rooms at present, it is going

to be over soon enough, as top international players are heading towards India to establish

themselves here. A steady growth of about 10% in new hotel projects is expected for the next
few years.

CHALENGES FOR HOTEL INDUSTRY

1. SHORTAGE OF SKILLED EMPLOYEES: One of the greatest challenges plaguing

the hotel industry is the unavailability of quality work force in different skill levels. The

hotel industry has failed to retain good professionals.

2. RETAINING QUALITY WORKFORCE: Retention of the workforce through training

and development in hotel industry is a problem and attrition levels are too high. One of

the reasons for this is unattractive wage packages. Through there is boom in this service

sector, most of the hotel management graduates are joining other sectors like retail and

aviation.

3. SHORTAGE OF ROOMS: The hotel industry is facing heavy shortage of rooms. It is

estimated that the current requirement is of 1, 50,000 rooms. Through the new investment

plan would add 53,000 rooms by 2011, the shortage will still persist. Singapore, a country

smaller than the size of Delhi, has nearly of India’s total room capacity with the figure

standing at 48,000.

4. INTENSE COMPETITION: The industry is witnessing heightened competition with an

increasing number of domestic players along with the world’s leading hotel brands. With

growing competition, hotels are under tremendous pressure to generate new lines of

revenue with creative approaches.

5. CUSTOMER EXPECTATIONS: With the increase in competition, consumer

awareness about the availability of service and choice increased. So the companies have

to focus on customer loyalty and repeat patronage.

6. MANUAL BACK-END: Though most reputed chains have IT enable system for

property management, reservations..... etc. Almost all the data which actually make the

company work are filled in manual log books or are simply not tracked.

7. HUMAN RESOURCE DEVELOPMENT: Some of the services required in the hotel

industries are highly personalized, and no amount of automation can substitute for

personal service providers. India is focusing more on white collar jobs than blue collar

jobs. The shortage of blue collar employees will pose various threats to the industry.

ITC HOTELS:

ITC Hotels is India's second largest hotel chain with over 100 hotels. Based in the Hotels

Division Headquarters at the ITC Green Centre in Gurgaon, New Delhi, ITC Hotels is also

the exclusive franchisee of The Luxury Collection brand of starwood hotels and resorts in

India. It is part of the ITC limited (formerly India Tobacco Company) group of

companies. ITC Hotels is regularly voted amongst the best employers in Asia in the

hospitality sector.

LOGO (ITC COMPANY):

HISTORY:

ITC was formed on 24 August 1910 under the name of Imperial

Tobacco Company of India Limited and the company went publicon 27 October 1954. The

earlier decades of the company's activities centered mainly around tobacco products. In the

1970s, it diversified into non-tobacco businesses.

In 1975, the company acquired a hotel in Chennai, which was renamed the 'ITC-

Welcomgroup Hotel Chola' (now renamed to My Fortune, Chennai).

In 1985, ITC set up Surya Tobacco Co. in Nepal as an Indo-Nepali and British joint venture,

with the shares divided between ITC, British American Tobacco and various independent

domestic shareholders in Nepal. In 2002, Surya Tobacco became a subsidiary of ITC and its

name was changed to Surya Nepal Private Limited.

In 2000, ITC launched the Expressions range of greeting cards, the Wills Sport range of

casual wear, and a wholly owned information technology subsidiary, ITC Infotech India

Limited.

In 2001, ITC introduced the Kitchens of India brand of ready-to-eat gourmet Indian recipes,

which are produced and sold internationally, at first in cans and later in retort packages, and

more recently online and at festivals.

In 2002, ITC entered the confectionery and staples segments and acquired

the Bhadrachalam Paperboards Division and the safety matches company WIMCO Limited.

ITC diversified into body care products in 2005.

In 2010, ITC launched its handrolled cigar - Armenteros - in the Indian

The company began online sales in 2014.

ITC Limited entered the hotel business on 18 October 1975 with the opening of a hotel

in Chennai, which was renamed Hotel Chola. In 2006, ITC hotels owned and operated 100

hotels in 75 locations.ITC Hotels have a reputation of playing host to visiting royalty and

world leaders time and again.

ITC Grand Bharat is their latest hotel established in Manesar, Gurugram.

ITC BRANDS:

 fortune hotels

 welcome heritage hotels

PRODUCTS AND BRANDS:

CIGARETTES:

ITC Ltd sells 81 percent of the cigarettes in India, where 275 million people use tobacco

products and the total cigarette market is worth close to $6 billion (around Rs.65,000 crore)

ITC's major cigarette brands include Wills Navy Cut, Gold Flake Kings, Gold Flake

Premium lights, Gold Flake Super Star, Insignia, India Kings, Classic (Verve, Menthol,

Menthol Rush, Regular, Citric Twist, Ice Burst,Mild & Ultra Mild), 555, Silk Cut,

Scissors, Capstan, Berkeley, Bristol, Lucky Strike, Players, Flake and Duke & Royal.

OTHER BUSINESSES:
 FOODS: ITC's major food brands include Kitchens of India; Aashirvaad, Mint-o, gum-o,

B natural, Sunfeast, Candyman, Bingo! and Yippee! ITC is India's largest seller of

branded foods with sales of over Rs. 4,600 crore in 2012-13. It is present across 6

categories in the Foods business namely Staples, Snack Foods, Ready-To-Eat Foods,

Juices, Dairy Product and Confectionery.

 LIFESTYLE APPAREL: ITC sells its products under the Wills Lifestyle and John

Players brands. Wills Lifestyle was accorded the ‘Superbrand’ status and John Players

was included in the top 10 ‘Most Trusted Apparel Brands 2012’ by The Economic

Times.

 PERSONAL CARE PRODUCTS: These include perfumes, haircare and skincare

categories. Major brands are Fiama Di Wills, Vivel, Essenza Di Wills, Superia and

Engage.

 STATIONERY: Brands include Classmate, PaperKraft and Colour Crew. Launched in

2003, Classmate went on to become India's largest notebook brand in 2007.

 SAFETY MATCHES AND AGARBATTIS: Ship, i Kno and Aim brands of safety

matches and the Mangaldeep brand of agarbattis (Incense Sticks).

 HOTELS: ITC's Hotels division (under brands including WelcomHotel) is India's second

largest hotel chain with over 90 hotels throughout India. ITC is also the exclusive

franchisee in India of two brands owned by Sheraton International Inc. Brands in the

hospitality sector owned and operated by its subsidiaries include Fortune Park Hotels and

WelcomHeritage Hotels.
 PAPERBOARD: Products such as specialty paper, graphic and other paper are sold

under the ITC brand by the ITC Paperboards and Specialty Papers Division like

Classmate product of ITC well known for their quality .

 PACKAGING AND PRINTING: ITC's Packaging and Printing division operates

manufacturing facilities at Haridwar and Chennai and services domestic and export

markets.

 INFORMATION TECHNOLOGY: ITC operates through its fully owned subsidiary

ITC Infotech India Limited, which is a SEI CMM Level 5 company

OUTREACH

E-CHOUPAL

 ITC's e-Choupal initiative is designed to make the power of the Internet available to

Indian farmers. The company places computers with Internet access in rural farming

villages, serving both as a social gathering place for exchange of information (choupal

means gathering place in Hindi) and an e-commerce hub. As of July 2010, services

through 6,500 e-Choupal across 10 states reach more than 4 million farmers in about

40,000 villages. The potential of e-Choupal is also being tested through pilot projects in

healthcare, educational services, water management and cattle health management. In

2008, this initiative was recognised in the list of "Innovations to make markets more

inclusive for the poor" in World Development Report Sep-2008 by the World Bank.

ITC SANGEET RESEARCH ACADEMY

 ITC Sangeet Research Academy is a Hindustani classical music academy established in

1977 and located in Kolkata. Some noted musicians are associated with this academy.
AWARDS AND RECOGNITIONS:

 In 1994 and 1995, the ILTD Division in Chirala and Anaparti won the "Best of all" Rajiv

Gandhi National Quality Award

 ITC features on the Forbes Global 2000 rankings for 2012 at position 841. In the same

rankings, the company's market value placed it as the 184th largest company in the

world. Forbes has also included the company in Asia's Fab 50 Companies list.

 In 2013, ITC was ranked the third most admired company in India by Fortune.

 In 2011, all of ITC’s super premium luxury hotels were accorded LEED Platinum

certification, making ITC Hotels the ‘Greenest Luxury Hotel Chain in the World’.

 In 2010, ITC was ranked 6th amongst global consumer goods companies in sustainable

value creation during 2005-09, by Boston Consulting Group.

 It received the National Award for Excellence in Corporate Governance from the

Institute of Company Secretaries of India in 2007.

 In 2006, ITC's e-Choupal program won the Stockholm Challenge Award 2006 in the

Economic Development category. This program enables over 3.5 million farmers to

access crop-specific and customised information in their native village habitat and

language.

 In 2014, The Brand Trust Report, published by Trust Research Advisory, a brand

analytics company, ranked ITC in the 9th position among India's most trusted brands in

the Diversified sector

COMPANY PROFILE
COMPANY PROFILE OF FORTUNE MURALI PARK

ORIGIN/HISTORY OF THE COMPANY:

The Fortune Lineage:

Fortune Park Hotels Ltd. is a wholly owned subsidiary of ITC Ltd. and was set up in 1995 to
cater to the mid-priced market segment.
Today, Fortune Park hotels Ltd. is a professionally managed Hotel Management
Company with 40 operating hotels and many hotels in various stages of completion. It is also the
fastest growing hotel chain in the first-class, full-service category in India.
Fortune Murali Park is conveniently located in the city centre and in the commercial
hub on M.G.Road of Vijayawada. The hotel is just 3 kms from the Railway station and 20 kms
from the Airport. The hotel is constructed with a contemporary design on a total land of 4295 sq.
yards and consists of Cellar, ground and 7 floors. It is the biggest hotel in this region with 5 star
facilities. The Hotel has 94 world class accommodations (44 Standard rooms with 41 Fortune
Club rooms & 9 Suites), 4 Food & Beverage Outlets, 5 Banquet halls and a Business Centre.

Mission & Objectives of the Company:

Motto:
Smart; contemporary; best in class hotel.

Vision:
Sustain ITC’s position as one of India’s most valuable corporations through world class
performance, crating growing value for the Indian economy and the company’s stakeholders.
Mission:
To enhance the wealth generating capability of the enterprise in a globalizing environment,
delivering superior and sustainable stakeholder value.

Board of Management:
Managing Director – Mr. M. Murali Krishna
General Manager – C.Sujith
Asst HR Manager – M.Karunakar
Mr. Suresh Kumar, Chief Executive Officer - Fortune Park Hotels Limited
Mr. Asjit Singh Vice President – Finance
Mr. Rohit Malhotra – Vice President Operations
Mr. Vijay Jaiswal - Head Sales and Marketing
Ms. Shipra Nair - Corporate Housekeeper
Mr. Rohit Hans, Manager - Development and Special Projects
Mr. Milan Gupta, Senior Manager – Finance
Mr. Ashok Chowdhary gm – Technical
Mr. Sandeep lakra - Head – HR

Company Policies:
At any and every contact with a customer, we are involved in a potential moment of truth. We
can create either a WOW or OOF. By following a simple 10-point code for quality service, we
can create a WOW every time, every moment, every day.
 Thou shall greet the customer immediately. Smile and establish eye contact, make the
guest feel welcome.
 Thou shall give all your attention to the customer. Always pay attention to the guest,
listen carefully without interruptions.
 Thou shall make the first 30 seconds count. Smile and make eye contact. Address by
name, if possible. First impressions last, let your interaction be positive.
 Thou shall be natural not mechanical and phony. Guests are very quick to sense if you’re
approach is genuine and you’re enjoying serving them.
 Thou shall be energetic and cordial. Disinterested, disorganized service is often as bad as
none
 Thou shall be the customer’s agent. Be imaginative, put yourself in their shoes, and solve
their problems.
 Thou shall think. Use your common sense. Take on the spot decisions. You are the
solution.
 Thou shall bend the rules sometimes. Unusual situations may call forunusual action.
Don’t be afraid to bend rules. Talk to your seniors, may be specific rules can be amended.
  Thou shall make the last 30 seconds count. The last half minute is as critical as the first.
Leave the guest with a feeling that you treasure his presence. Make him feel like coming
back to you.
 Thou shall take care of yourself. Manage your health and stress. If you feel good you will
serve better.
Fortune VALUES:
We must practice team work and must take care of each other. By doing so, we believe that we
will take better care of our guests.
 Our mission must be to ensure the return of our guests. We can do this by showing
genuine care and displaying total interest in the guest and by paying complete attention.
 We must always smile and speak to all in a warm and friendly manner. Use guest’ names
as often as possible and avoid slang.
 When the guest leaves the hotel, we must thank him and bid a warm farewell. His last
impression must be positive and warm.
 Anticipate guest needs and understand the guest’s body language, be proactive and
personalize all interaction. Remember, all of you are responsible towards guests in some
way of the other.
 When speaking with guests, if there is a complaint, we must practice LEARN, i.e.
LISTEN, EMPATHIZE, APOLOGISE, REACT and NOTIFY this will help us to retain
our guests and make them feel cared for.
 All associates must report defects to the concerned department and also report any
shortages of equipment and supplies.
 All associates must follow uncompromising standards of cleanliness. We must clean as
we go along.
 We must express workplace concerns in positive manner and never complaint in front of
a guest. We should always remember we are ambassadors of the hotel, both in and out of
the hotel.
 Always recognize repeat guests.
 Whenever a guest asks for directions, do not just point them out .It is always more
effective to walk along with the guest as far as possible. When ever, this is not possible,
then at least walk the first few steps with the guest.
  When answering the phone, always follow the laid down greeting and pick up the phone
within three rings.
 Always carry the values card, wear name tags and follow uniform standards. Personal
hygiene is most important.
 It is the duty of all to protect the assets of the hotel and use all resources wisely and
eliminate waste.
 You must handle all guest requests to the best of your ability and seek help from seniors
when required. Think of creative ways of saying yes.

PRODUCT PROFILE:
Accommodation:

94 well-appointed rooms, including 44 standard rooms, 41 Club Rooms, 6 Jr. Suites with an
Executive and Presidential Suite. The rooms are spacious and contemporary best in class in the

region with all modern amenities.

Food and Beverage:

The hotel has a variety of restaurants to serve you the cuisine of your choice. Zodiac, a 24 hrs
coffee shop. The Oriental Pavilion, a specialty restaurant serving delectable Chinese and Thai

cuisine. The hotel also has a Fortune 500 Pub-cum-Bar and the Pastry shop, Fortune Cookies.

Conferencing Facilities:
Conference Conference Seating Style capacity
Hall Hall Area
Theatre U Shape DOUBLE-U Class Cocktail Round
Names (Sq. Feet)
Room Table
Grand 6112 400 120 150 150 750 200
Ball Room
Crystal 5004 300 70 60 80 450 150
Ball Room

2403 125 50 60 150 80

Senate

Other Services & Facilities:

Business center, Laundry, Doctor on call, Travel Desk, 24 hr. Room Service, In-house Laundry,
Car Parking, Baby Sitting, Cable TV, Central Air Conditioning, Hair Dryer, Electronic Safe,
Banquet & Conference facility, Iron and Ironing Board on request, Data Port in rooms,
Tea/Coffee Maker, Mini bar and Weighing Scale.
Competition Set:
Quality Inn DV Manor – 115 rooms, 3 F & B Outlets, H/Club, Gymnasium
Accommodation:
Total number of rooms : 115 rooms
Guest Floors : 06 floors

PRICING STRATEGIES:
Rate Details of Fortune Murali Park:

Rooms INR
Single Double
Standard Room 3400 3800
Fortune Club Room 4000 4500
Fortune Superior Club Room 4500 5000

Junior Suite 6000 6000

Executive Suite 7500 7000
Presidential Suite 12500 12500
Rates w.e.f 1st October 2011
Taxes as applicable, shall be extra
Extra Bed will be charged at Rs. 700/-
Rates given above are inclusive of buffet breakfast The dollar tariff would be applicable to all
non resident Indians and Foreign nationals The Indian Rupee tariff would be applicable to
resident Indians and Foreign Nationals with a valid work permit Volume Corporate and Group
rates are available through our Sales Offices Tariffs and taxes are subject to change without
notice Check –in and Check –out time 24 hrs.
The hotel has five well-equipped banquet halls and seminar rooms that can accommodate
up to 1000 guests. All the banquet halls and seminar rooms are well-equipped with conferencing
facilities. It also includes a completely furnished and fully equipped boardroom for presentations
and meetings.
The hotel offers the best of residential and non-residential banquet and conferencing
facilities ideal for conferences, meetings, interviews, seminars, weddings and parties.
PROMOTION STRATEGY:
Fortune Park Hotels Ltd., in addition, has its own dedicated web-based Central Reservation
System – Fortune. Fortune provides as easy-to-access instant reservation facility for all the
Fortune hotels, and is linked to the Fortune Park Hotels' website.
This, coupled with Fortune Park Hotels' representation on GDS (Global Distribution System)
which provides timely and key information to potential customers on a global platform, gives
Fortune Park Hotels, a comprehensive and all-encompassing market visibility.
SALES & MARKETING:
Fortune Park Hotels are sold and marketed through the ITC-Welcome group Sales & Marketing
offices located throughout the country in 11 locations, employing a team of over 100
professionals. These offices are located in New Delhi, Mumbai, Kolkata, Chennai, Bangalore,
Hyderabad, Coimbatore, Pune, Ahmadabad, Cochin and Chandigarh.
Fortune Marketing offices cover the entire geographical spread of the country and are
located in New Delhi, Mumbai, Kolkata, Chennai, Bangalore, Hyderabad, Ahmadabad and
Cochin.
ITC-Welcome group is an acknowledged marketing leader in the hospitality sector, known
for its visionary and creative marketing initiatives. These marketing initiatives, such as Executive
Travel & Value Plan, Welcome Award, Welcome Link- to name a few- are available to all
Fortune Park Hotels and instantly gives them access to the country's best established hospitality
marketing programs and the largest database of existing hotel users. Besides, Fortune hotels get
the benefit of existing relationships with the leading MNCs and Corporate which are current
users of ITC-Welcome group hotels all over the country.
DISTRIBUTION STRATEGY:
Including Fortune Park, ITC-Welcome group currently has more than 100 hotels spread over
four brands, including Fortune Hotels.
The Fortune operating hotels are located in:
Ahmadabad, Bangalore, Chennai, Darjeeling, Gandhi nagar, Goa, Gurgaon, Hyderabad, Indore,
Jaipur, Jammu, Jamshedpur, Kolkata, Lavasa, Ludhiana, Mussoorie, Madurai, Manipal, Mysore,
Navi Mumbai, New Delhi, Noida, Ooty, Port Blair, Pune, Thane, Tirupati, Trivandrum,
Vijayawada, Vishakhapatnam.
Others to open shortly are:
Fortunes select the Savoy, Mussoorie
Fortune Park Aruna, Chennai
Fortune Park Orange, Manesar.

Fortune:
Fortune Park Hotels Ltd., in addition, has its own dedicated web-based Central Reservation
System – Fortune.
Fortune provides as easy-to-access instant reservation facility for all the Fortune Hotels, and is
linked to the Fortune Park Hotel’s website.
This, coupled with Fortune Park Hotels' representation on GDS (Global Distribution
System) which provides timely and key information to potential customers on a global platform,
2.10 QUALITY CERTIFICATIONS:
Fortune Murali Park Hotel is certified by The Tourism Department of A.P.

ORGANISATIONAL STRUCTURE:

It is now a well known fact that qualified professionals prefer a chain, where they see
growth possibilities rather than a standalone unit. Fortune Hotels has created a Talent Pool of
executives which caters to varied profile of resources for a Unit.
Fortune Hotels also provides valuable training support to all hotels. Professional training for staff
is organized for introduction to the Fortune Operating Standards and Procedures that help the
Unit executives not just perform better at their current positions, but also gears them up to take
bigger roles and responsibilities in the future. The Corporate Training Manager regularly visits
all properties to conduct training sessions based on the needs of each hotel.
In addition, ITC Hotels operates one of the industry's most respected in-house training schools in
Gurgaon. The Welcome group Management Institute (WMI) runs regular management courses
for all ITC Hotels and provides for continuous learning support. Also, Fortune Hotels regularly
provides on-the-job training for managers and chefs at their existing hotels in various cities.
Fortune Managers are also regularly sent for industry exposure to their leading hotels in the
metro cities, to keep them abreast with latest trends and standards in hospitality.
A comprehensive HR manual, detailing the HR guidelines for each hotel along with an employee
orientation manual, is made available to all General Managers.
 MD

General
Manager

Front F&B Exec. Exec.

office Manage Houseke Sous
manage r eper Chef
Asst. Asst. H.K. Sous
r
Mgr. Mgr- Exec. Chefs
F.O. Bqts.
F.O. Asst. Houseke Sr. Chef
Exec. Mgr.- eping de
Rest. Supervis partie
Guest F&B Chef de
or
Services Executiv partie
Exec. e
Front Captain D.C.D.P.
Office
Assistan
Senior
ts
Steward

Manage Personn Sales

r– el Manage
Finance Manger r
Asst. H.R. Sales
Manage Asst. Executiv
r e
Account Training
Account
s Asst. Manage
s
r
Cashier

Asst.
Purchas
e
Manage
Training and r
development at Murali fortune:
Training is given by both the outside faculty like experts, professionals, etc. and even by the
superiors within the organization to improve the skills of the employees. There are some rules
and principles to be followed by the trainers.
Trainees are appointed in such a way that their talent and skills can be presented in full extent to
the employees and captured by them. Training facilities provided to them is also satisfactory to
them. In some cases employees are not trained properly as such they are compelled to undergo
training. The method followed by the trainees may be by lectures, demonstrations, etc.
Sometimes it’s necessary to teach employees how to handle the machines. Sometimes
management also go for management training and development to improve their business targets,
administrative skills and it also may be useful in suggesting and helping employees further.
TRAINING INPUTS
There are three basic types of inputs;
(i)Skills
(ii)Attitude
(iii)Knowledge.
The primary purpose of training is to establishing a sound relationship is at its best when the
workers attitude to the job is right, when the workers knowledge of the job is adequate, and he
has developed the necessary skills.
Training activities in an industrial organization are aimed at making desired modifications in
skills, attitudes and knowledge of employee so that they perform their jobs most efficiently and
effectively.
BEST TIME TO IMPART TRAINING TO EMPLOYEE

1. NEW RECRUITS TO THE COMPANY

These have a requirement for induction into the company as a whole in terms of its
business activities and personnel policies and provisions, theterms, conditions and
benefits appropriate to the particular employee, and the career and advancement
opportunities available.

2. TRANSFEREES WITHIN THE COMPANY

These are people who are moved from one job to another, either within the same work area, i.e.
the same department or function, or to dissimilar work under a different management. Under this
heading we are excluding promotions, which take people into entirely new levels of

responsibility.

3. PROMOTIONS
Although similar to the transferee in that there is a new job to be learned in new surroundings,
he is dissimilar in that the promotion has brought him to a new level of supervisory or
management responsibility. The change is usually too important and difficult to make
successfully to permit one to assume that the promotes will pick it up as he goes along and
attention has to be paid to training in the tasks and the responsibilities and personal skills
necessary for effective performance.

4. NEW PLANT OR EQUIPMENT

Even the most experienced operator has everything to learn when a computer and electronic
controls replace the previous manual and electro-mechanical system on the process plant on
which he works. There is no less a training requirement for the supervisors and process
management, as well as for technical service production control and others.

NEW PROCEDURES
Mainly for those who work in offices in commercial and administrative functions but also for
those who we workplace is on the shop floor or on process plant on any occasion on which
there is a modification to existing paperwork or procedure for, say the withdrawal of
materials from stores, the control of customer credit the approval of expense claims, there
needs to be instruction on the change in the way of working in many instances, a note
bringing the attention of all concerned the change is assume to be sufficient, but there are
cases, such as when total new systems in corporating IT up dates are installed, when more
thorough training is needed.
6. NEW STANDARDS, RULES AND PRACTICES
Changes in any one these are likely to be conveyed by printed note or by word of mouth by the
manager to his subordinates, and this can be the most satisfaction way of dealing with the change
from the point of view of getting those affected to understand their new responsibility. However
not all changes under this heading can be left to this sort of handling. Even the simplest looking
instruction may be regarded as undesirable or impracticable by whoever has to perform it he may
not understand the purpose behind the change and lose confidence in a management which he
now believes to be ‘messing about’, or he may understand the purpose and have a better
alternative to offer if it is not too late.
7. NEW RELATIONSHIP AND AUTHORITIES
These can arise, as a result of management decisions, in a number of ways. In examples, the
recognition of the accounts department can result in a realization of responsibilities between the
section leaders of credit control, invoicing and customer records, although there is no movement
of staff between the sections (i.e. no transfers).
Although the change in work content for each clerk and supervisor is defined clearly for each
person in the new procedures, there is nevertheless a need for each person to know where he
stands in the new set up, which is responsible for what, and where to direct problems and
enquiries as they arise in the future.
8. MAINTENANCE OF STANDARDS
We are here concerned with maintenance of standards through training, for it must be
remembered that supervision and inspection and qualify control are continuously responsible for
standards and exercise their own authorities to this end.
Although it is generally agreed that some retraining from time to time, taking varied forms even
for the one group of employees, does act as both a reminder and a stimulus, there is not much
agreement on the next frequency and form that such retraining should take, of there is as yet little
scientific knowledge on this subject which is of much use in industrial Situations.
9. THE MAINTENANCE OF ADAPTABILITY
Again, whilst there is little scientific study of the loss of ability to learn new skills in those cases
where people spend a long time without change, and without the need to learn, there is increasing
evidence in current experience to suggest that this is the case in industrial employment. Add, of
course, there is the inference arising from the laboratory experiments of psychologists.
10. THE MAINTENANCE OF MANAGEMENT SKILLS &STANDARDS
Skills in supervising, employee appraisal, communications, leadership etc are important in all
companies. Some of these skills are seen to be critical to major developments in company
organisation, culture, employee empowerment and so on.
Initial training in these skills is not uncommon in the largest companies on appointment into
management and supervision.
But continuous training and performance monitoring is rare, despite the common knowledge that
standards are as varied as human nature.
11. RETIREMENT AND REDUNDANCY
Employees of any position in the company who are heading towards retirement will benefit from
learning about health, social life, work opportunities money management etc.
Internal or external courses are best attended a year or two before retirement date, in a few
companies a member of Personnel will act as a counselor as required.
BENEFITS OF TRAINING
Employees and the organization need to realize the importance of contribution and learning for
mutual growth and development. Training is the answer to deal with stagnation stage by
constantly updating it in every field. Other benefits of training include:
Hiring appeal: companies that provide training attract a better quality Workforce.
Assessing and addressing any performance deficiency.
Enhancing workforce flexibility. Cross-cultural training is essential for them for better
adjustment in the new environment.
Increasing commitment: Training acts as a loyalty booster. Employee motivation is also
enhanced when the employee knows that the organization would provide them opportunities to
increase their skills and knowledge.
It gives the organization a competitive edge by keeping abreast of the latest changes; it acts
as a catalyst for change.
Higher customer satisfaction and lower support cost results through improved service,
increased productivity and greater sufficiency.
Training acts as benchmark for hiring promoting and career planning.
It acts act as a retention tool by motivating employee to the vast opportunities for growth
available in an organization.

THE EVALUATION OF TRAINING

There are a number of expressions used to describe steps taken by management and by training
offices at the conclusion of training and during the days or weeks afterwards.
These expressions include validation, evaluation, follow-up and implementation, as well as cost
benefit, which have appeared in more recent years.
We are interested in all of these and have already tackled one of the, implementation, and we
start by giving our definitions in order to establish a clearer picture of what each is, and how they
relate to each other.
Evaluation of training, or, indeed of anything, consists simply of putting a value to it. To
evaluate training means undertaking a search for the effect that it has had on the people and the
situations, which it influences, and then trying to measure or estimate whether this is
advantageous or disadvantageous.
We shall see that at the level of pure training there is an evaluation to be made, but that the
principal evaluation is at a higher level in the chain. First the chain of intentions is clear at the
outset
1. The forecourt attendants were to receive training to a defined level of competence.
2. They were then to apply their new capability correctly during the service that they gave to
motorists.
3. The motorists would respond to this with a reaction of pleasure and would tend to use that
particular station rather more, thus increasing the amount of gasoline sold.
4. The increased sales, and negligible increased costs, would improve the revenue and the profits
Corporate success depends upon having and retaining talented people. This is true
today as it has always been. The shortage of such people is widely accepted and
training, at long last, is beginning to be recognized as part of the solution and hence
the total investment in training is on the rise. This is true for all organizations. There
really is no alternative than to make sure that human skill so vital to the c orporate
success are recognized, harnessed, developed and suitably maintained.

Training is not however, one ‘one-off’ investment. It is a continuing investment. Not

only is it needed to create the skilled workforce, but also maintain the high levels of
skills demanded by the ever changing, highly dynamic work place.

The return on investment on HRD is still controversial in view of the time variable
in achieving the desired change and effectiveness in the employees. The top
management looks at the loss and profit equation for any activity. It is interested in
the benefits to the organization in the terms of increased productivity, increased
profitability, reduction in wastage etc in return for investment in training. Hence,
evaluation of training programmers and introduction of the necessary corrective
measures also assumes considerable significance.

Training is the most important function that contributes directly to the development
of human resources. If human resources have to be developed, the organization
should create conditions in which people acquire new knowledge and skills and
develop healthy patterns of behavior and styles. One of the main mechanisms of
achieving this environment is training.

Training is essential because technology is developing con tinuously and at a fast

rate. Systems and practices get outdated soon due to new discoveries in technology,
including technical, managerial and behavioral aspects. Organizations, which do not
develop mechanisms to catch up with and use the growing technolo gy, soon become
outdated. However, developing individuals in the organization can contribute to the
effectiveness of the organization.
Training and development are important activities in all organizations, large and
small. Every organization, regardless o f size, needs to have well-trained employees
in its workforce who are prepared to perform their jobs.

The term 'Training' refers to the acquisition of specific skills or knowledge.

Training programs attempt to teach trainees to perform a specific job and a
particular activity.

The term 'Development' usually refers to improving the intellectual or emotional

abilities needed to do a better job.

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’s goals.
 DEVELOPMENT OF HUMAN RESOURCE- 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 increasing the job knowledge and skill of employees at each level. It helps to expand
the horizons of human intellect and an overall personality of the employees.
 ORGANISATION CLIMATE.
 QUALITY.
 HEALTHY WORK-ENVIRONMENT.
  HEALTH AND SAFETY.

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. The various methods
that come under cognitive approach are:

LECTURE- A method training

It is one of the oldest methods of training. This method is used to create understanding of a topic
or to influence behavior, attitudes through lecture. A lecture can be in printed or oral form.
Lecture is telling someone about something.

Demonstration training method

This method is a visual display of how something works or how to do something. As an
example, trainer shows the trainees how to perform or how to do the tasks of the job. In order to
be more effective, demonstration method should be accompanied by the discussion or lecture
method.

Discussion training method

This method uses a lecture to provide the learners with context that is supported, elaborated,
explain, or expanded on through interactions both among the trainees and between the trainer
and the trainees.
The discussion method consists a two-way flow of communication i.e. knowledge in the form of
lecture is communicated to trainees, and then understanding is conveyed back by trainees to
trainer.

Computer based training

With the world-wide expansion of companies and changing technologies, the demands for
knowledge and skilled employees have increased more than ever, which in turns, is putting
pressure on HR department to provide training at lower costs. Many organizations are now
implementing CBT as an alternative to classroom based training to accomplish those goals.

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

The various methods that come under behavioral approach are:

 GAMES AND STIMULATION
 BEHAVIOR-MODELING
 BUSINESS GAMES
 CASE STUDIES
 EQUIPMENT STIMULATORS
 IN-BASKET TECHNIQUE
 ROLE PLAY

ON THE JOB TRAINING-

There are many management development techniques that an employees can take in off the job.
The few popular methods are:
 SENSITIVITY TRAINING
 TRANSACTIONAL ANALYSIS
 STRAIGHT LECTURE/ LECTURES
 SIMULATION EXERCISE
TRAINING AND DEVELOPMENT METHOD ADOPTED BY Murali F ortune Park
The training methods which are generally used in an organization are classified into two i.e
1-ON THE JOB: On the job training places the employees in an actual work situation and
makes them appear to be immediately productive. It is learning by doing. For jobs, that either are
difficult to simulate or can be learn quickly by watching and doing on-the job training makes
sense.
2- OFF THE JOB: Off-the-job training covers a number of techniques classroom lectures,
films, demonstration, case studies and other simulation exercises, and programmed instruction.

INPUTS IN TRAINING AND DEVELOPMENTS IN Murali Fortune Park.

Any training and development program must contain inputs which enable the participants to gain
skills, learn theoretical concepts and help acquire vision to look into distant future. In addition to
these, there is a need to impart ethical orientation, emphasize on attitudinal changes and stress
upon decision-making and problem-solving abilities.
Skills
Training, as was stated earlier, is imparting skills to employees. A worker needs skills to operate
machines, and use other equipments with least damage or scrap. This is a basic skill without
which the operator will not be able to function. There is also the need for motor skills. Motor
skills refer to performance of specific physical activities. These skills involve training to move
various parts of one’s body in response to certain external and internal stimuli. Common motor
skills include walking, riding a bicycle, tying a shoelace, throwing a ball and driving a car. Motor
skills are needed for all employees – from the clerk to the general manager. Employees,
particularly supervisors and executives, need interpersonal skills popular known as the
people skills. Interpersonal skills are needed to understand one self and others better, and act
accordingly. Examples of interpersonal skills include listening, persuading, and showing an
understanding of others’ feelings.
Education
The main purpose of lumax industries is to provide education to teach theoretical concepts and
develop a sense of reasoning and judgment. That any training and development program must
contain an element of education is well understood by HR specialist. Any such program has
university professors as resource persons to enlighten participants about theoretical knowledge of
the topic proposed to be discussed. In fact organizations depute or encourage employees to do
courses on a part time basis. Chief Executive Officers (CEO’s) are known to attend refresher
courses conducted by business schools. Education is important for managers and executives than
for lower-cad reorders.

Development
Another component of a training and development is development which is less skill oriented but
stressed on knowledge. Knowledge about business environment, management principles and
techniques, human relations, specific industry analysis and the like is useful for better
management of the company.

Ethics
There is need for imparting greater ethical orientation to a training and development program.
There is no denial of the fact that ethics are largely ignored in businesses. Unethical practices
abound in marketing, finance and production function in an organization. They are less see and
talked about in the personnel function. If the production, finance and marketing personnel indulge
in unethical practices the fault rests on the HR manager. It is his/her duty to enlighten all the
employees in the organization about the need of ethical behavior.

TRAINING AND DEVELOPMENT AS SOURCE OF COMPETITIVE ADVANTAGE:

LUMAX derive competitive advantage from training and development. Training and
development program, as was pointed out earlier, help remove performance deficiencies in
employee. This is particularly true when –
(1) The deficiency is caused by a lack of ability rather than a lack of motivation to perform,
(2) The individual(s) involved have the aptitude and motivation need to learn to do the job better,
and
(3) Supervisors and peers are supportive of the desired behaviors.
Training & Development offers competitive advantage to LUMAX by removing performance
deficiencies; making employees stay long; minimized accidents, scraps and damage; and
meeting future employee needs.
There is greater stability, flexibility, and capacity for growth in an organization. Training
contributes to employee stability in at least two ways. Employees become efficient after
undergoing training. Efficient employees contribute to the growth of the organization. Growth
renders stability to the workforce. Further, trained employees tend to stay with the organization.
They seldom leave the company. Training makes the employees versatile in operations. All
rounder’s can be transferred to any job. Flexibility is therefore ensured. Growth indicates
prosperity, which is reflected in increased profits from year to year. Who else but well-trained
employees can contribute to the prosperity of an enterprise?
Accidents, scrap and damage to machinery and equipment can be avoided or minimized through
training. Even dissatisfaction, complaints, absenteeism, and turnover can be reduced if
employees are trained well.
Future needs of employees will be met through training and development program.
Organizations take fresh diploma holders or graduates as apprentices or management trainees.
They are absorbed after course completion. Training serves as an effective source of recruitment.
Training is an investment in HR with a promise of better returns in future.
In LUMAX training and development pays dividends to the employee. Though no single training
program yields all the benefits, the organization which devotes itself to training and development
enhances its HR capabilities and strengthens its competitive edge. At the same time, the
employee's personal and career goals are furthered, generally adding to his or her abilities and
value to the employer.

PRINCIPLES AND EVALUATION OF TRAINING

Training is the process of assisting a person for enhancing his efficiency and effectiveness at
work by improving and updating his professional knowledge, by developing skills relevant to his
work and cultivating appropriate behaviour and attitude towards work and people. Training
could be designed either for improving present capabilities at work or for preparing a person for
assuming higher. Responsibilities in future which would call for additional knowledge and
superior skills.
Training is different from education particularly formal education. While education is concerned
mainly with enhancement of knowledge, training aims essentially at increasing knowledge,
stimulating aptitude and imparting skills related to a specific job.

In India, considerable importance has been accorded to training in social development and this is
evident form the fact that the community spends roughly six million dollars annually on training
every year. But there are complains about the ineffectiveness of training and possible waste of
resources because of the use of stereotyped and conventional methods in training which are often
not set completely in tune with job requirements.

It is a continuous process

Training is a continuous and life long process. Right form the time a c hild is born he
starts receiving training form his mother for a variety of needs, so that he becomes a
social being. His training continues in the school and the college situations.
However training as an organized effort, designed with certain objectives, for
example to help the trainees to be informed of the subject matter which they have to
use in their work situation. Apart from change of attitudes, their skills have to be
improved and knowledge or information has to be imparted through effective
methods. In other worlds, training provides and synthesizing with the help of the
trainers, the information already available on the subject. Training is a time -bound
programme. Thus there is a separate specialized discipline of trainers specializing in
the field of human activity.

Prevailing concept New concept

1. The acquisition of subject matter 1. Motivation and skills lead to action.

knowledge by a participant leads to Skills are acquired through practice.
action.

2. The participant learns what the 2. Learning is a complex function of

trainer teaches. Learning is a simple the motivation and capacity of the
 function of the capacity of the individual participant, the norms of
participant to learn and the ability of the training groups the training
the trainer to teach. methods and the behaviour of the
trainers and the general climate of
the institution. The participant's
motivation is influenced by the
climate of his work organization.

3. Individual action leads to 3. Improvement on the job is complex

improvement on the job. function of individual learning the
norms of the working group and the
general climate of the organization.
Individual learning used leads to
frustration.

4. Training is the responsibility of the 4. Training is the responsibility of

training institution. It begins and three partners: the participant
ends with the course. organization the participant, and the
training institution. It has a
preparatory pertaining and a
subsequent, post-training phase. All
are equally important to the success
of training.

There has been in some quarter’s criticism of training and it is often argued that personnel can
acquire administrative capabilities and work skills through apprenticeship capabilities and work
skills through apprenticeship rather than through formal training. While the training cannot by
itself guarantee the success of a development programme, its untrained personnel are unlikely to
prove effective. It is in this context that expert; administrators and planners greatly appreciate the
relevance of training in development process.
 INTERACTION BETWEEN TRAINING & DEVELOPMENT AND OTHER HUMAN
RESOURCE FUNCTIONS

Training opportunities reduce the

demand for highly qualified applicants
Staffing

Careful Selection may reduce the need

for training. But hiring additional
employees adds to training needs
Training helps employees perform
better
Performance
Performance evaluations provide evaluation
information that helps to assess training
needs
Training and
development
Training should improve performance
and result in higher levels of pay
Compensation
Financial incentives can create greater
enthusiasm for training and increased
participation

Skilled employees should perform

better, reducing the probability of
grievances and discipline Employee
relations
Unions may participate in the design
and presentation of the training

The Training Cycle

A training cycle consists of a series of steps which lead to a training event being
undertaken. Evaluation provides feedback which links back to the initial stages of
training design. Indeed, it is the evaluation/ feedback process which makes this a
cyclical event without it training would be a linear process leading from initiating
training through to its implementation. The steps in the cycle are: -

Stage1: Identification of training needs. Examining what skills and attributes are
necessary for the job to be undertaken, the skills and attributes of the job holder and
the extent of the gap.

Stage2: Design, preparation and delivery of training.

Stage 3: Discovering the trainee’s attitude to training (reaction) and whether the
training has been useful from the point of view of training. Reaction involves the
participant’s feelings towards the training process, including the training content, the
trainer and the training methods used. Learning is the extent to which the trainee has
actually absorbed the content of the learning event.

Stage 4: Discovering whether the lessons learnt during training have been transferred
to the job and are being used effectively in doing the job.

Stage5: Evaluating the effects of the training on the organization. Thus is the area on
which there is perhaps most confusion, subsequently little real action to clear it.

Stage 6: Reinforcement of positive behavior. It is optimal that positive outcomes are

maintained for as long as possible. It is not rare event for changes in behavior to b e
temporary, with a gentle slide back to previous ways of working. It is important to
note the feedback loops. Feedback on the process of actually delivering the training
can come from the reaction and learning stage, the transfer of the training to the
work place and the evaluation of the impact of the training. The main, feedback for
the identification of training needs comes from an assessment of the transfer of work
to the training and the evaluation of the impact on the organization.
 Identification of
training needs

Design, preparation

delivery training

Reaction to and
learning from the
training

Transferring training
tot he work place

Evaluation of the
impact on the
organisation

Measuring perspective
effects.

It is important to note that these feedback loops may consist of two very different
types of information.

 To determine the worth of training to the organization - a process best done by

quantitative methods and with hard, numerical data.

 Allowing insights into the method of learning, where the experience of those
involved are the main focus, thus using mainly softer, qualitative information.
Identification of training needs

The procedure of identifying training and development needs is crucial for t he

success of the training function and requires to be carried out systematically on a
regular basis, preferably every year.

How are training needs identified to match the organizational requirements in terms
of technology /task/ people? Has the training b ought the desired change in the
individuals’ performance and if so, how is it assessed? These are the focal points,
which require attention of the HR professionals to assess the training needs of the
employees working in the organization.

Many organizations have their own system to identifying training needs every year.
However, need identification exercise can do real harm if the needs are not met by
conducting suitable programs. Managers must perceive that their recommendations
are grown due consideration and suitable actions are initiated to satisfy the felt
needs. Only then, they will take this exercise seriously. Hence, formulation of
suitable and need based training programs and their timely implementation is very
important for the success of any training program.

Evaluation of Training Programs

Training programs are conducted with a view to help the employees to acquire the knowledge, skills and attitude necessary
to perform the task assigned to them. They are conducted in order to bring about a planned change which in turn involves
substantial investment of money, time and efforts. Therefore, one has to know whether such an investment in training
yielded the desired results. This desire naturally leads to evaluation of training.

Evaluation means literally, the assessment of value or worth. Strictly speaking the act
of evaluating training is the act of judging whether or not it was worthwhile in terms
of some criterion of value, in the light of the information available. Evaluation is the
tool whereby information about the result of trainees, interaction with the learning
experiences systematically collected and analyzed. Thus, evaluation can provide
useful data both for improvement of training and enhancement of learning. In brief it
is important in 3 ways.

 It indicates whether appropriate monetary investment is made on the

implementation of training programs.

 It determines the degree of effectiveness and success of the training programs.

 It provides a basis for introductory the necessary corrective measures.

The benefits of constructive, practical evaluation of training substantially outweigh

the costs six direct benefits of evaluating training programs are: -

Quality Control: Quality control systems are designed to ensure that products or
services are fit for their intended purpose. Evaluation in training will assess the
extent to which work-related results can be demonstrated to arise from the training.
Successful, positive elements of training can be maintained and reinforced, whilst
negative elements removed or revised. If results cannot be justified, then it becomes
hard to justify the commitment of any resources to the training activity and they can
be re-allocated to

Where they may make a greater impact.

Efficient training design: It throws an emphasis on those elements of a training

system which matter, such as proper definition of objectives and setting criteria on
now these objectives are to be measured.

Enhanced professional esteem: Training professionals can gain enhanced stature

from having systematic evaluation of data rather than intuitive assessment of their
contribution to the business. Being assessed on their contribution to the ‘bottom -line’
of the business puts the HRD function on the same footing as other functions,
instead of claiming that the nature of their work does not allow an application of the
same criteria. This helps to break down the barriers facing the integration of HRD
professionals within the organization.

Enhanced negotiating power: On much the same tack evaluation makes it possible
for the HR function to demonstrate a successful contribution to the business over a
period of time. When resources are to be allocated and new investment decisions to
be made, them being able to show the outcomes of training would be inva luable.

Appropriate criteria of assessment: Individuals within an organization will make

judgments about how effective the training function is, regardless of whether an
evaluation system is in place or not. Given this, it is very important that the HR
controls the choices of appropriate criteria, which it can most safely do on the back
of a formal evaluation process.

Intervention strategy: Evaluation can be a tool for changing the way that training is
integrated into the organization. It offers a means by which the HR function can build
on its enhanced esteem and negotiating power to play a more active role in
developing policies.
 SYSTEMS MODEL FOR TRAINING
Assessment Phase

Assess Training
needs and training
resources

Identify training
objective

Training and development phase

Select training
Pretest
Develop criteria methods and
trainees
learning principles

Evaluation phase

Compare training
Conduct Monitor
outcomes against
training training
criteria

Feed back
BENEFITS OF TRAINING:

Training usually is a strategic human resource activity because it plays a major role in determining the effectiveness and efficiency of an
organization. A successful training and development program will achieve the following benefits:

1. Improve the quality and quantity of work done.

2. Reduce the learning time required for employees to reach acceptable standards of
performance.

3. Create more favourable attitudes, loyalty and cooperation.

4. Satisfy human resource planning requirements.

5. Reduce the number and cost of accidents.

6. Help employees in their personal development and advancement.

7. Help organizations to respond to dynamic market conditions and changing consumer

demands.

Different jobs require different capabilities. These capabilities can be considered under four
categories:

1. Technical

2. Managerial

3. Behavioural

4. Conceptual

TECHNICAL CAPABILITIES:

They deal with the technology of the job or the tasks the employee is expected to perform. They
include information, skills and knowledge.

MANAGERIAL CAPABILITIES:

They include the ability to organize, coordinate, plan, monitor, evaluate and redesign a variety of
activities. As managers have the task of getting things done by others with optimal use of
resources for achieving the best possible results, they need to possess managerial capabilities.
Knowledge of management techniques like PERT, systems analysis, performance budgeting etc.
are evidences of managerial capabilities. Management skills involve the application of these
techniques for better planning, better coordination, better monitoring, and for better achievement
of results.

BEHAVIOURAL CAPABILITIES:

These include leadership skills, ability to motivate others, communication skills, ability to work
as a team member, dynamism, initiative etc. Mere knowledge of behavioral sciences does not
ensure that person has behavioral capabilities. Attitudes and orientations play an important role
in determining the effectiveness of the employees to a great degree.

CONCEPTUAL CAPABILITIES:

These involve conceptual understanding of one's own tasks in relation to those of others,
imagination, futuristic thinking, model building capabilities and perception of various tasks and
their interrelationships within the organization and outside it.

TYPES OF TRAINING:

1. Orientation/Induction Training:

The orientation or induction training is given to employees as soon as they join an organization.
The purpose of this training is to orient the employee to the company and its tasks, to help his
role in detail and see the link his role has with other roles in the company, to help him understand
the expectations of other employees from him, and to give him a feel of the organization and feel
part of it.

The induction training normally does not focus on skill development. It focuses more on
perspective development and understanding of the organization. Without such understanding of
the organization, its mission etc., the employee may soon feel alienated. Induction training is one
way in which culture and traditions are established and maintained through socialization of the
new employees into the culture of that organization.

2. On-The-Job Coaching:

On-the-job coaching is another way of training employees. This type of training is given to
employees who are new to a given job (not necessarily to the organization). The purpose of this
kind of training is to equip the employee with the capabilities required to perform various tasks
of his job. This may involve skill training by the supervisor of the employee, either on a day-to-
day basis or periodically. On-the-job training techniques also include job instruction training, job
rotations, internships, coaching and counseling. On-the-job training should be particularly
stressed upon during the early stages of their careers.

3. Apprentice Training:

Apprentice training is given to those who have just completed their studies and are about to enter
the organizational world. The apprenticeship involves practical training under the guidance of
one or more instructors designated by the organization to train the trainees.

IN-HOUSE TRAINING:

In-house training programs are programs offered exclusively for the employees of an
organization by the organization. The Training Department assesses the training needs of various
categories of employees periodically, invite suggestions from the senior executives of that
company on the training needs as perceived by them, keep in touch with the new developments
taking place in the outside world that have relevance to their own organizational activities and
periodically invite outside trainers to train their employees.

In the in-house training programmes, the training department may use its own senior employees
as trainers or may depend exclusively on outsiders or may use both sets of resources.

SPONSORED TRAINING:
As most organizations do not have sizeable units of training, it is easier for them to sponsor a
few employees for training by outside agencies.

DISTANCE TRAINING:

Distance training is the training conducted without the trainer being physically present near the
trainee. The most well known forms of distance training are correspondence courses, auto-
teaching machines, programmed instruction materials, video and audio cassette programs,
alumni bulletins etc. This form of training is useful mainly to keep the trainee informed about
various developments in his field or to acquaint him with new technology, processes etc.

CAREER DEVELOPMENT PROGRAMS

Career Development programs help people grow and continue after they begin their
employment. Career Development refers to helping individuals plan their future careers within
the organization. The objectives of career development are to help individuals achieve maximum
self-development and also to help the organization achieve its objectives.

INDIVIDUAL BENEFITS:

For the individual, the most immediate benefits of career development include a better job, more
money, increased responsibility, greater mobility, and the acquisition of skills that improve
productivity. Career Development also provides less tangible benefits for individuals, such as
increased job satisfaction, the development of a career orientation rather than a job orientation,
increased involvement at work, greater exposure, a better understanding of what is expected and
broader knowledge of additional areas of career interest.

ORGANIZATIONAL BENEFITS:

Through the development of competent employees, organizations are able to identify future
managers and prepare them to achieve organizational goals. By developing competent
replacement managers, an organization is able to practice promotion from within, which
increases the level of motivation for aspiring managers.
Employees who remain in the same position for an extended period typically become obsolete,
either because of a lack of training or a lack of motivation. Career planning helps to prevent the
problems of obsolescence by providing employee training by moving employees into different
jobs, and by motivating employees to make valuable contributions to the organization. An
organization that tries to help employees’ plan their careers can benefit directly through lower
turnover and personal costs.

DEVELOPMENTAL PROGRAMS:

1. Mentoring:

Some organizations assign an experienced employee to serve as a mentor for new employees. A
mentor is a trusted counselor, coach or advisor who provides advice and assistance. Effective
mentors teach these new employees a number of things, which include:

1. Provide instruction in specific skills and knowledge critical to successful job

performance.

2. Help in socializing them in the culture of the organization and understanding the
unwritten rules of the organization.

3. Answer questions and provide useful insights.

4. Offer emotional support and encouragement.

5. Serve as a role model.

6. Create an environment in which mistakes can be made without losing self-confidence.

2. Career Counseling:

Most organizations provide some form of career counseling on various occasions: during
employment interviews when employees are first hired, during employees' annual performance
evaluation interviews, and as part of the special career counseling that is provided for high-
potential employees. Career counseling typically occurs as part of the day-to-day relationship
between a supervisor and a subordinate. Moreover, some organizations provide special career
counseling by conducting psychological assessments of employees and helping them interpret
their individual results.

3. Career Pathing:

Career pathing refers to identifying a sequence of jobs through which an individual can expect to
progress towards high levels of management. Some organizations provide job progression plans
for all new employees, while others do it only for exceptionally bright and promising candidates.
Career path information must be provided to the employees before a possible career path can be
charted out for them.

4. Career Development Programs:

Career development includes any and all activities that prepare a person for progression along a
designated career path. Career development usually involves both formal and informal means.
These programs maybe conducted in-house or by external sources, such as professional
organizations or colleges and universities and are organized by the T&D department of an
organization.

INTERNAL MOBILITY

There is a possibility in organizations that over a period of time an employee will change his role
or position, from one job to another – laterally or vertically in the organization structure. This
kind of employees’ movement within an organization is known as internal mobility. Internal
mobility includes a cluster comprising, may take place between jobs in section, sections,
departments, division or even between plants in multi - plant operations.

Promotion

Promotion is the upward reassignment of an individual in an organization’s hierarchy,

accompanied by increased responsibilities, enhanced status, and usually with increased income,
though not always so. On being promoted, the promoter’s duties and responsibilities increase,
and the higher one goes in an organization the greater the implications of the individual’s
decisions on the viability of the enterprise. After promotion, an individual’s duties and
responsibilities usually becomes qualitatively different from those of this earlier job.

The following are the objectives of promotion:

1. It is recognition of a job well done by an employee.

2. It is a device to retain and reward and employee for his years of service to the company.

3. It is to increase individual and organizational effectiveness.

4. It is to promote a sense of job satisfaction in the employee.

5. It is to build loyalty, morale and a sense of belongingness in the employee.

6. It is to impress upon others that opportunities are open to them also in the organization, if
they perform well.

An internal mobility system also needs as supportive information system to make it viable.

It is desirable to have a central, maintain a detailed inventory of the skills of all employees and
coordinate all information – promo -table posts available, posts vacant, number of employees on
transfer, permanent and temporary posts.

When making internal mobility decisions, organizations tend to place emphasis on their
objectives, filling job vacancies, eliminating employee surpluses, correcting behavioral
problems, etc. Promotion maintains organizational effectiveness through maintenance of
employee moral and favorable attitudes towards the organization. Demotions frequently used as
from of disciplinary action since it represents loss of status and earning.

Transfers are required in the process of organization job requirements, job rotations and filling in
absenteeism, separations and termination, such as discharge and dismissal, from a part of the
outward mobility of an organization.
How Training Benefits Murali Fortune Park:

 Leads to improved profitability and/or more positive attitudes towards profit orientation.

 Improves the job knowledge and skills at all levels of the organization

 Improves the morale of the workforce.

 Helps people identify with organizational goals.

 Helps create a better corporate image.

 Fosters authenticity, openness and trust.

 Improves relationship between boss and subordinate.

 Aids in organizational development.

 Learns from the trainee.

 Helps prepare guidelines for work.

 Aids in understanding and carrying out organizational policies.

 Provides information for future needs in all areas of the organization.

 Organization gets more effective decision-making and problem-solving skill.

l
 Aids in increasing productivity and/or quality of work.

 Helps keep costs down in many areas, e.g. production, personnel, administration, etc.

 Develops a sense of responsibility to the organization for being competent and

knowledgeable.

 Improves Labour-management relations.

 Reduces outside consulting costs by utilizing competent internal consultation.

 Stimulates preventive management as opposed to putting out fires.

 Eliminates suboptimal behavior (such as hiding tools).

 Creates an appropriate climate for growth, communication.

 Aids in improving organizational communication.

Data Analysis & Interpretation -
1-Your organization considers training as a part of organizational strategy. Do you agree
with this statement?
NO. OF
RESPONSE RESPONDENTS PERCENTAGE
STRONGLY
AGREE 13 52
AGREE 1 4
SOME WHAT
AGREE 4 16
DISAGREE 7 28
TOTAL 25 100

training as a part of oraganisation strategy

120
e 100
100
m
n
p 80
o 52
l 60
.
o 40 28 25
y 13 16
o 20 7 NO. OF RESPONDENTS
e 1 4 4
f 0 PERCENTAGE
e
s

%age

Interpretation
The above graph indicates that organization considers training as a part of organizational
strategy.
QUES 2): How many training programs will you attend in a year?

NO. OF
RESPONSE RESPONDENT PERCENTAGE
LESS THEN
00-10 14 56
10- 20 2 8
20-40 6 24
MORE
THAN 40 3 12
TOTAL 25 100

no. of training programs in a year

120
100
e 100
m
n
p 80
o
l
. 56
o 60
y NO. OF RESPONDENT
o
e 40 PERCENTAGE
f 25
e 24
s 20 14 12
8 6
2 3
0
LESS 10 20 20-40 MORE TOTAL
THEN 10 THAN 40
%age

INTERPRETATION
The above chart indicates that less training programs are held in the organization.
QUES 3): To whom the training is given more in your organization?
NO. OF
RESPONSE RESPONDENT PERCENTAGE
SENIOR STAFF 3 12
JUNIOR STAFF 5 20
NEW STAFF 6 24
BASED ON
REQUIRTMENT 13 52
TOTAL 25 100

to whom traning is given

120
e 100
m 100
n
p 80
o
l
. 60 52
o
y 40
o 24 25
e 20
f 20 12 13
e 3 5 6
s 0

NO. OF RESPONDENT

PERCENTAGE

%age

INTERPRETATION
The above chart shows indicates that training is provided on the basis of requiretment.
QUES 4): what are all the important barriers to training and development in your organization?
NO. OF
RESPONSE RESPONDENT PERCENTAGE
TIME
MONEY 5 20
LACK OF INTEREST BY
STAFF 6 24
NON-AVAILABILITY OF
SKILL TRAINER 10 40
TOTAL 25 100

barriers to training and development

120
100
e
100
m
n 80
p
o
l 60 40
.
o 40 24 25
20
y 20 5 6 10
o
e 0 NO. OF RESPONDENT
f
e PERCENTAGE
s

%age

INTERPRETATION
The graph indicates that the important barriers to training and development in the organization is
non-availability of skilled trainers.
QUES 5): Enough practice is given for us during training session? Do you agree with this
statement?
NO. OF
RESPONSE RESPONDENT PERCENTAGE
 STRONGLY
AGREE 14 56
 AGREE 2 8
 SOME WHAT
AGREE 6 24
 DISAGREE 3 12
25 100

practice given during training period

120
e 100
100
m
n
p 80
o
l 56
. 60
o
y 40 24 25
o
e 20 14 12 NO. OF RESPONDENT
f 8 6
e 2 3
PERCENTAGE
s 0

%age

INTERPRETATION
The above graph indicates that enough practice is given for employees during training sessions.
QUES 6): The training session conducted in your organization is useful. Do you agree with this
statement?
NO. OF
RESPONSE RESPONDENT PERCENTAGE
STRONGLY
AGREE 15 60
AGREE 5 20
SOME WHAT
AGREE 5 20
DISAGREE 0 0
TOTAL 25 100

training is useful
120
n
o 100
. 100

o 80
f
60
e 60
m NO. OF RESPONDENT
p 40 PERCENTAGE
l
25
o 20 20
y 20 15
e 5 5
0 0
e 0
s STRONGLY AGREE SOME DISAGREE TOTAL
AGREE WHAT
AGREE
%age

INTERPRETATION
The above graph indicates the training sessions conducted in the organization is useful.
QUES 7): Employees are given appraisal in order to motivate them to attend the training. Do it
agree with this statement?
NO. OF
RESPONSE RESPONDENT PERCENTAGE
STRONGLY
AGREE 14 56
AGREE 6 24
SOME WHAT
AGREE 3 12
DISAGREE 2 8
TOTAL 25 100

training is motivation for employee

120
100
e 100
m
n
p 80
o
l
. 56
o 60
y
o NO. OF RESPONDENT
e 40
f PERCENTAGE
e 24 25
s 20 14 12
6 8
3 2
0
STRONGLY AGREE SOME DISAGREE TOTAL
AGREE WHAT
AGREE
%age

INTERPRETATION
The above graph indicates employees are given appraisal in order to motivate them to attend the
training.
QUES 8): How well the work place of training is physically organization?
NO. OF
RESPONSE RESPONDENT PERCENTAGE
EXCELLENCE 8 32
GOOD 6 24
AVERAGE 6 24
BAD 5 20
TOTAL 25 100

place of training
120
n
100
o 100

o 80
f
60
e
m 40 NO. OF RESPONDENT
32
p 24 24 25 PERCENTAGE
20
l 20
o 8 6 6 5
y 0
e
e
s

%age

INTERPRETATION
This graph indicates the trainers should possess technical skill to make the training effective.
QUES 9): What are the general complains about the training session?
NO. OF
RESPONSE RESPONDENT PERCENTAGE
TAKE AWAY PRECIOUS TIME OF
EMPLOYEES 4 25
TOO MANY GAPS BETWEEN THE
SESSIONS 10 40
TRAINING SESSIONS ARE
UNPLANNED 6 15
BORING AND NOT USEFUL 5 20
TOTAL 25 100

complains about training session

120
n 100
o 100

80
o
f 60
40
40
e 25 25
20
m 20 15
10 6
4 5
p NO. OF RESPONDENT
l 0
PERCENTAGE
o
y
e
e
s

%age

INTERPRETATION
This graph indicates that there are too many gaps between the training sessions.
 QUES 10): Time duration given for the training period is;
NO. OF
RESPONSE RESPONDENT PERCENTAGE
SUFFICIENT 5 20
TO BE EXTENDED 10 40
TO BE SHORTENED 8 32
MANAGEABLE 2 8
TOTAL 25 100

training period
120
n 100
o 100

80
o
f 60
40
e 40 32
25 NO. OF RESPONDENT
m 20
p 20 10 8 8 PERCENTAGE
5 2
l
0
o
y
e
e
s
%age

INTERPRETATION
This graph indicates the reasons for shortage of skilled manpower at workplace are lacks of
support from senior staff.
ANNENXURE
Questionnaire:
Ques 1) - Your organization considers training as a part of organizational strategy. Do
you agree with this statement?
 STRONGLY AGREE
 AGREE
 SOME WHAT AGREE
 DISAGREE

Ques 2)- How many training programs will you attend in a year?
 Less than 10
 10-20
 20-40
 More than- 40

Ques 3)- To whom the training is given more in your organization?

 SENIOR STAFF
 JUNIOR STAFF
 NEW STAFF
 BASED ON REQUIRTMENT

Ques 4)- what are all important barriers to training and development in your organization?
 Time
 Money
 Lack of interest by the staff
 Non-availability of skilled trainers

Ques 5)- Enough practice is given for us during training session? Do you agree with this
statement?
 JOB ROTATION
 EXTERNAL RATING
 CONFERENCE/DISCUSION
  PROGRAMMED INSTRUCTIOn

Ques 6)- The training session conducted in your organization is useful. Do you agree
with this statement?
 STRONGLY AGREE
 AGREE
 SOME WHAT AGREE
 DISAGREE

Quest 7)- The training session conducted in your organization is useful. Do you agree
with this statement?
 STRONGLY AGREE
 AGREE
 SOME WHAT AGREE
 DISAGREE

Ques 8)- Employees are given appraisal in order to motivate them to attend the training.
Do you agree with this statement?
 STRONGLY AGREE
 AGREE
 SOME WHAT AGREE
 DISAGREE

Ques 9)- What are the general complains about the training session?
 TAKE AWAY PRECIOUS TIME OF EMPLOYEES
 TOO MANY GAPS BETWEEN THE SESSION
 TRAINING SESSION ARE UNPLANNED
 BORING AND USEFUL
Ques 10)- Time duration given for the training period is;
 SUFFICIENT
 TO BE EXTENDED
 TO BE SHORTEND
 MANAGEABLE

Q. NO 01. CONSISTANCY & LOYALTY OF THE EMPLOYEE IN

THE COMPANY

25

20

15

10

0
YES NO
Series1 16 24

Q. NO 02. EXPERIENCE OF THE CONDIDATE IN THE

COMPANY. THE EXPERIENCE AND THE TRAINING QUANTITY
BOTH ARE RELATED.
 18

16

14

12 18

10

8 12 Series1
6

4
5
2 5

0
0-2 Years .03-05 .6-10 Years ABOVE 10
Years Years

Q. NO 03. Job Responsibility is there or not. If it is then they are

bounded by some guidelines.

40

30
No's of
Person 20

10

0
YES NO
No's 37 3
Q. NO 04. Job Responsibility is clear or training need is there for the
clearity of the job responsblity.

40

30
No's of
Pe rson 20

10

0
YES NO
No's 37 3

Q. NO 05. THIS GIVES THE INFORMATION ABOUT SOMETHING NOT

REQUIRED / NOT IMPORTANT IN JOB RESPONSINBILITIES.

40

30
No's of
Person 20

10

0
YES NO
No's 40 0

Q. NO 06. EFFECIENCY AND EFFECTIVENESS OF THE CONDIDATE CAN BE

JUDGE. TRAINING NEED FOR THE JOB CAN BE JUDGE.
 No's

YES

NO

Q. No 7. TYPE OF SKILLS USED IS IDENTIFIED HERE. SOME NEED

TECHNICAL SKILL AND SOME BEHAVIROUR.

Q.
No.

Others
,4 08.
Machine
, 07

Computer
, 15

Automatic
, 14

Lackness of technical skills & Training needs identification for technical

skills.
 NO 13

No's of persons

YES 27

73.68% of senior officers to assistant managers felt that training needs are identified through performance appraisal whereas only
2.6.31% of senior managers and above felt the same.

66.63% of senior officers to assistant managers felt that discussion with

superiors is a method of identifying training needs whereas 36.36% of senior
managers and above felt the same.

40% of senior officer to assistant managers felt that training needs are
identified by the training department and 60% of senior managers and above
felt the same.

Hence a significant difference in perception exists between the two l evels

when it comes to identifying training needs.

The analysis also shows that none of the employees at both the felt that after
job rotation was a means of identifying training needs.

Q. No 09. Team Sprit can be identified by this question.

Part a Team 32

No's of persons

Alone 8

Q. No 10. Can be a part of Team or not can be identified.

Rarely 4

Sometime 7

No's of persons

Occasionally 22

Generally 7

Q. No 11. The spirit of team player can be identified by the responses.

 A lot, 6 Very Little, 5

Moderately, 29

Q. No 12. Need Identification for different kinds of trainings can be

identified. Somebody need technical but some need the behavior training.

25
21
20

No of 15
Persons

10 9
7

5 3

0
Engineer Computer Behaviour Others

No of Persons

Q. No 13. Along with the technical training, the behavioral need also
identified.
 25
21
20

15
9
No of 10 7
Persons 3
5

io
n ill lt
h er
t Sk ea th
ra H O
pe on al
O ti n
ia io
ne ot t
chi eg pa
a N c u
M c
O

No of Persons

Q. No 14. Training programmes attended are directly proportional to the

experience.

25

20

25
15

10 Series1

5
7
4 4
0
0-2 Years .03-05 Years .5-7 Years Above 7
Years
Questionnaire

Q. No 1. Are you a new employee or a long – standing employee of the company?

Ans. Yes No
16 24
Q.No 2. How long have you been in your present job?

Ans. 0-2 Years 3-5 Years

5 12
6-10 Years above 10 Years
18 5
Q. No 3. Do you have a duty statement for your job?

Ans. Yes No
37 3
Q. No 4. Is your job accurately described in the duty statement?

Ans. Yes No
37 3
Q. No 5. Is duties which are no longer part of your job can be deleted form your duty
statement?

Ans. Yes 40 No 0
JOB ANALYSIS

Q. No 6 Are there tasks you regularly perform that are critical to carrying out you job
effectively.

Ans. Yes No
2 38

Q. No 7. Describe the type of equipment you are required to use (for example, keyboard
machinery, tools of trade, etc.)

Ans. Machine Automatic

07 14
Computer Others
15 4
Q. No 8. Do you require a high degree of technical knowledge for your job?

Ans. Yes No
27 13
Q. No 9. How do your work? Please circle

Ans. Alone Part of a team

8 32
Q. No 10 If you work as part of a team, do you perform the same of different work to
members of your team?

Ans. Generally Occasionally

7 22
Sometime Rarely
7 4

Q. No 11. To what extent does you job require you to work closely with other people,
such a customer, clients or people in you own organization? Please tick

Ans. Very little Moderately A lot

5 29 6
TRAINING NEEDS

Q. No 12. To perform you job: - what training do you still need (either on the job or a
formal course) to perform your current job competently.

Ans. Engineer Computer

Behavior 7 Others 3
21 9

Q. No 13. To perform other jobs in the organization: - What training or experience

would be required.

Ans. Machine operation Negotiation skill

21 3
Occupational Health Others
7 9

RECOGNITION OF PRIOR LEARNING

Q. No. 14 How many training have your attended with in the last three year? (This will
help identify if any training sessions have been missed or if any refresher training is
required.)

Ans. 0-2 Years 4 3-5 Years 4

5-7 Years above 7 years
25 7
RECOMMENDATIONS/ SUGGESTIONS

On the basis of survey through questionnaire, I hereby humbly propose my recommendation to

carry out further improvement in existing training and development activities in Lumax

Industries Ltd.

 Efforts for making training and development formats user friendly should be kept

continued.

1. Training should be given according to the job profile of the employees.

e.g. Managers should be made to attend more of team oriented workshops since they are
required to work in teams. Whereas an officer level employee needs to enhance his computer
skills. Hence training programmes have to be designed accordingly.

2. Since a few employees felt that the training they had undergone in the last two
years didn’t help them at all, a feedback session should be made mandatory after
every training session, in order to ascertain whether the above idea behind the
training programme had been accomplished or not.

3. Every now and then the employees should be encouraged to identify their own
training needs which would enhance employee morale an d also shift the burden
from the superior to the employee him self.

4. Rather than just investing money on various training programmes, Amtek auto
Ltd.. should also concentrate on regular training evaluation.
CONCLUSION

This study was a learning experience for me and I came to know the training and development
programs in lumax Industries Ltd Sidcul, Rudrapur was positive in response but still more
training and development is needed in Lumax so that the employees are motivated time by time
and they should know their strength & weakness so that they can work on it & improve their
knowledge & skills for the betterment of their organization.

In the last but not the least I conclude that all the training and development programs of company
are highly effective & beneficial to the employees in giving their best contribution to their
personal growth & development as well to meet the organizational objective.
The motivational strategies used in MURALI FORTUNE PARK;are very good. The
employees are found to be motivated and they are happy with the pay structure, benefits,
work hours, freedom to work etc. The organization has to be appreciated for keeping the
employee highly motivated and thereby helping them to meet personal as well as
organizational goals.

It has been a wonderful experience working with MURALI FORTUNE PARK HOTEL as
they have given me an opportunity to learn about the human resource management sector of
the company. I have been to various departments in the company and knowing about all the
operations of the organization. I have visited various clients, managers and employees who
explained about the various things and methods of performance appraisal which the company
uses to evaluate its employees. It is very important to maintain good relations in the world of
business to ensure survival. An effective time management allows us to do our assignment
efficiently and meet our schedules on time which thus increases the credibility of the
employees. In working environment, teamwork is vital in contributing to a strong
organization. Teamwork is also essential in reaching the goals of the organization as an
entity.

BIBLIOGRAPHY

Books:
  Research methodology, C R Kothari from New Age Publication
 Human Resources Management, K. Ashwathappa 4th edition.
 Human Resources Management, V.S.P.Rao from Excel New Publication, New Delhi.

Website:

 www.google.com
 www.humanresources.hrvinet.com

REFERENCES
1. David A. Decenzo/Stephen P. Robins (2004) Personal Human Resource Management
2. A. Monappa (2004), Personal Management
3. Allan pepper (1999) A Handbook on Training and Development
4. www.wikipedia.org
5. www.naukrihub/training&development.com
6. Dr. sarabjit singh, Director Apeejay College of engeneering, Gurgon, India
7. Paul Lewis, William J. Rothwell, Lindamillar Aahad osan-gani
8. Department of psychology & Institute of molecular Biology
9. Lane Randole crocket
10. L.B.oio & D.A.olaninan
11. Barid, liayad, Grith Dorell, Lunderson, John
12. www.lumaxindustriesltd.com