Introduction About Training and Development: Lanco Industries LTD

LANCO INDUSTRIES LTD
INTRODUCTION
INTRODUCTION ABOUT TRAINING AND DEVELOPMENT
Training is very important aspect of HRD. The three main areas are
involved they are skills, and attitudes, but always with a definite purpose in Mind.
Training is being used as a tool it is upgrading human resources in some organization by
design and in many others by default. It attempts to improve the performance of
employees on the current job or prepare them for the future job.
Training and development being the most vital tool of HRD, generally
forms a major part of the present HRD it is essential from top to bottom, each and every
employee is being trained in his cadre, in higher cadres training is a process of assisting
manages to learn and improve their ability or perform managerial tasks with emphasis on
learning management from the organization point of view and not the individual view
point of learning.
Training and development of plan and learning experiences that teach how
to perform their current as well as the future jobs more effectively. Training and
development practices are designed to improve the organization performance through
enhancing knowledge and skills of employees. It is essential that all the activities relating
to should be in tune with the specific needs of both the organization and the employees.
There is also a need to assess the attitude and inclination of the trainees or
employees regarding the trainee. It is also important to obtain feedback on, to what extent
the trainee as brought and change in perception, attitude behavior of the trainees, and also
to that extent it is helping the individual to develop his skills, improving performance and
also for the development of the employee.
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TRAINING
Training makes a very important contribution to the development of the
organization human resources and hence to the achievement of its aims and objectives.
To achieve its purpose, training needs to be effectively managed so that the right training
is given to the right time and at the right cost.
The term training includes the process involved in improving the attitudes,
skills and abilities of the employees to perform specific jobs, training helps in updating
old talents and developing new ones.
According to Edwin b. Flippo, "training is the act of increasing the

knowledge and skills of an employee for doing a particular job”. Training involves the
development of skills that usually necessary to perform a specific job. Its purpose is to
achieve a change in the behavior of those trained and to enable them to do their jobs
better training is necessary employees to machines and equipments are introduced in fact
training is a continuous process.
The word training consists of eight letters, to each of which could be

attributing some significant meanings in the following manner.
T - Talent and Tenacity
R - Reinforcement
A- Awareness
I- Interest
N- Novelties
I - Intensity
N - Nurturing
G - Grip
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DEVELOPMENT
Development in contrast is considered to be more general than training and
more oriented to individual needs in addition to organizational needs and its most often
aimed towards management people. Usually the intent of development is to provide
knowledge and understanding that will enable people to carry out non technical
organizational functions more effectively, such as problem solving, decision making and
relating to people.
DISTINCTION BETWEEN TRAINING AND DEVELOPMENT
TRAINING:
Training is short term process utilizing a systematic and organized
procedure by which non - managerial personnel learn technical knowledge and skills for
a definite purpose.
DEVELOPMENT:
Development is long term educational process utilizing a systematic and

organized procedure by which managerial personnel learn conceptual and methods.
Training methods used in training and development systems of
management education are many. Some are simple and others are complex. Each method
takes different forms to train people.
STATEMENT OF THE PROBLEM
It is necessary to investigate and evaluate the employees' perception. To

know the degree of understanding towards training and development and to what extent
these programs helped them in achieving their objectives.
If the management wants to bring changes in present training and
development methods, it depends up on to employees' opinion.
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PROFILES
INDUSTRY PROFILE
"Economy builds the nation and industry builds the Economy".
LANCO INDUSTRY LIMITED is one of the best minis-blast furnace pig

iron manufacturing units in our country, and it was the 5th plan under TATA-KORE
technology. The company incorporated on November 1st 1991 under company's act
1956 in name of LANCO FERRO LTD.
The company started construction work in august 1993. The entire

construction work was completed a record of time of 12 months. This was achieved by
team work of LANCO collective and the best efforts of the contractors with this
achievement the company started commercial production September 1994. The name
LANCO FERRO LIMITED was changed to LANCO industries limited on July 6th 1994.
LANCO industries limited are located in between Tirupathi and

Srikalahasti with an access about 30kms From Tirupathi and about 10kms for
Srikalahasti.
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The reason for localization of LANCO industries at Rachagunneri village,

Srikalahasti mandal of chittoor district and in Andhra Pradesh are as follows.
A - Cheap availability of land.
B - There are more water resources.
C - The distance between harbor and the work spot is less.
D - Proximity of raw materials.
E - Proximity to marketing.
F - To have a financial subsidy.
G - Nearer to the railway sidings.
H - Well connected to the road, rail and port.
I - Availability of labor.
HIGHLIGHTS
• State of art mini blast furnace
• Strategic location with easy access
• One of the few plants with its own railway siding
• High quality is from the neighboring
• Donimalai Deposits.
• Access to best grade coke from China
• 90,000 TPA Capacity
• Proximity to end users
• Manufacturing all grades of pig iron with the highest rating quality
CEMENT DIVISION
Lanco Industries Limited as setup a Portland Slag Cement (PSC) plant of

70,000 TPA capacities at Rachagunneri. The cement plant utilizing as raw materials
-slag, coke breeze and iron are time being generated by the pig iron plants as by product
& waster.
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By this cement plant LANCO INDUSTRIES LIMITED adding values to

by-products! Waste generated from pig iron, in addition to solving the problem of storing
slag in the plant premises.
The main plant and machinery installed are lime stone crusher, a raw mill
system for blending and grinding iron are, clay, limestone and coke breeze, a vertical shift
kiln, a cement mill for grinding slag, clinker & gypsum & slag drying system.
CEMENT INDUSTRY HIGHLIGHTS
The Indian cement industry has high Return on Investment. There exists a
large markets which are not yet been completely tapped. With the existing levels of supply
and growing demand the prices tend to rise. But, the Industry being a fast growing one,
many players are attracted. Every year new capacities are added raising the supply levels,
price stability is thus maintained and the high profits are observed by new entrants.
The percapita consumption of manufacture commodities like steel, power

and cement are indicators of the economic state of a country. Of the total output nearly
95% is accounted for by the private sector.
However, in terms of usage, the private sector, accounts for only 90% while the
Government sector accounts for 10%. The housing activity accounts for 55% of total
consumption. Nearly 47% of the total costs, most of which are administrated prices are
beyond the control of cement units. The cost elements include limestone, coal, transport,
freight, power consumption and excise duty.
PRODUCTION AND CONSUMPTION PATTERN OF CEMENT
In the case of cement production regional imbalances continue. Cement

plants generally put up where limestone is available. This is because, to produce 1 ton of
1/2 tones of limestone is required. Also it is easier to transport cement than limestone.
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Cement is mainly produced in the Western and Southern regions. Hence,

only of the cement produced is consumed within the region. Cement is usually
transported from south to west, north to east and from west to north and east. North is k
most deficit regions; while west is the most surplus region. Although, west is the most
southern regions, cement is transported from southern regions which are close to the
consumption and excise duty. The destination of cement transport is mainly dependent
mode of transport available and the transportation cost incurred.
CEMENT MANUFACTURING PROCESS
In wet process, lime stone is crushed and grounded and mixed with water to
form slurry which is fed in to the kiln. The slurry has a water content of 30-40%. Before
the mineralogical process commence, the water content in the slurry has to be evaporated.
This process consumes high energy and power.
On the other hand, the dry process is more energy efficient. The raw
materials are dried in a combined drying and grinding plant to reduce the moisture
content to less than 1%.
Due to regular shifts from wet and semi dry process nearly 89% of the total
industries kiln capacity is at dry process. Of the remaining, 9% is wet process and 2% is
semi-dry process. The main advantage of shifting to any process is the 50% saving of coal
consumption. The energy costs reduces by 30-40% and the kiln output also increases for a
given size kiln, the output for dry process is 250-300 /- as compared to 130-150/-for semi
dry and 100% for wet process. The capacity utilization is also higher for dry process
plants.
CEMENT BRANDING
Cement has emerged as a commodity product. Brands play an important role

especially in metros like Delhi, Mumbai, Calcutta, Chennai etc., where the established
brands suppress the success of small brands.
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In order to build up their brand loyalty, companies have tie-ups with real
estate agents and construction companies. Some manufacturers also organize work shops,
training and seminars to educate the consumers on the maximum use of a bag full of
cement.
COMPANY PROFILE
LANCO industries is importing coke from China, Japan and Australia

because, there is a scarcity of cooking coal, which are the raw materials for producing
coke.
The coke which is imported comes to Chennai port, which is
approximately 100km away from the site. an also fluxes, which are required to produce
pig iron like limestone , dolomite , quartzite and manganese are available in near by
district.
PLANT UNDER THE GROUP

The pig iron plant and LANCO cement is two plants, which are presently
under the name of M/s LANCO industries limited and LANCO construction is the sister
of concern it.
ADMINISTRATION
The general administration of the company is carried out by managing
director, and general manager of finance, commercial, operation, material, purchase,
human resource and administration.
The chairman and managing director are holding overall control on

administration in all aspects with the help of vice president and other general managers.
The board consists of five members of Directors, vice-chairman, managing director and
company secretary.
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The name LANCO is derived from the promoter of the group Sri
Lagadapati Amarappa Naidu. The LANCO group is diversified multifaced conglomerate
with the business interests in a pig iron cement power, graded casting, spun pipes,
information technology and infra structure development. The Lanco group is promoted
by young techno crafts with exceptional skills with a mission and a great vision and the
top agenda to put the group on the global corporate maybe during the next 10 years.
LANCO INDUSTRY LIMITED
Established in the year of 1993. An ISO 9002 company, it had set up a

state of the art, integrated Manufacturing facility for pig iron through mini-blast furnance
for route conforming to the latest information technology with initial capacity of
1,00,000 TPA. Its quality products of S G- grade pig iron are being supplied to foundries
in the south. As a forward integration, it has utilized the slag produced in the pig iron
manufacturing process to install the cement plant with a capacity of 90,000TPA. The
uninterrupted power required for the energy intensive plant is being met through a 2.5
MW-co generation power plant. Due to severe competition and survival, company has
increase the production capacity from 90,000TPA to 1, 50,000 from 2003.
LOCATION
LANCO industries limited are a rural based factory sprawling over many
areas of land with deep resources and congenial soil. It is located in Rachaguneri village
near Tirupathi. Nearly 50% of the consumption of electrical power is supplied by
APSED, government of Andhra Pradesh. And other 50% of the power is maintained by
the company owned DG sets and power plants.
Since it is a rural area, lab our potential is available and also company is
enjoying the subsidies from the state government.
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The LANCO group is diversified multifaced conglomerate, with business

interests in pig iron, cement, power in graded casting, spun pipes real estates
development , information technology apart from infrastructure us development
promoted by entrepreneurial skills and the agenda to put the group on the global
corporate map during the next 10 years.
LOCATION KALAHASTI CASTING LIMITED

(Merged with Lanco industries limited)
Established in 1997 and strategically located in close proximity to the
mini-blast furnace of the pig iron plant, it has a clear economic mileage over other casting
sites. The molten from the blast furnace. Is directly used as a basic raw material to
produce graded castings, cast iron pipes and ductile iron spun pipes with a capacity of
60,000TPA, which will be gradually expended for the to meet the surging demand of the
products. The UPS to the pipe plant will be met through 10MW captive power plants. It
was decided to enhance the production capacity from 60,000TPA to 90,000TPA from
2003.
Introduction of HR Policy
The lanco group is diversified multi faced conglomerate with the business
interests in pig iron Cement, spun pipes; coke oven and 12MW power plants. IT is
located in Rachagunneri village near Srikalahasti.
Pig Iron Division
Established in the year of 1993.An ISO 9002 company with a state of the
art, integrated manufacturing facility for pig iron through mini-blast furnace route
conforming to the latest international technology with initial capacity of 100,000TPA and
subsequently expended and modernized 1.75 LTPA. Its quality products of SG-grade pig
iron are being supplied to the pig iron foundries in southern India. The uninterrupted
power requirement for the energy intensive plant is being met through a 2.5 MW Co-
generation power plant.
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Cement Division
Established in the year of 1996 the basic raw material is slag, produced in
the pig iron manufacturing process to install the cement plant with a capacity of
90,000TPA.
Spun Ripe Division
Established in the year of 1997 and strategically located in close proximity

to the mini-blast. Furnace of the pig iron plant, it has a clear economic mileage over other
casting sites. The molten metal from the blast furnace is directly used as basic raw
material to produce graded casting cast iron pipes and ductile iron pipes with a capacity
of 90,000TPA.
Coke Oven Plant
Established in 2005 the basic raw material for mini-blast furnace the coke
oven plant of 90,000 TPA.
Power Plant
It has proposed to set up a power plant of 12MW. Power plant will be set
up in the existing land of coke oven plant. Waste heat of flue gas from coke oven will be
utilized in waste heat recovery boiler to produce steam. Steam produced in the above
process will be utilized to run on T.G set for generating power.
Power generated from the power plant will be used for in house
consumption and balance power will be fed in to the APSEDB grid.
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METHODOLOGY
NEED FOR THE STUDY:
Rapid development in technology and changing goals of organization has

made training and the development of employees inevitable. It has now been well
accepted by all that training is needed by all that training is needed by every one in
organization from top to bottom.
However, this study is mainly concentrated on aspects like need

assessment of training, attitude, and behavior of employees, methods of training
effectiveness of training etc. However studies on knowledge and perception of the
employees about the different training in their opinion appear to be some what sparse.
Therefore, a study on knowledge and perception of the employees about

the different training programs and the effectiveness of the training in their opinion is
proposed.
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SCOPE OF THE STUDY:
One the main functionaries are personal management in industrial

organization is to impart training program its employee.
Training plays vital role in determines the effectiveness and efficiency of

the establishment increase in productivity is possible only when there is an increase in
quality of out put. It applies not only to new employees but also for experienced people
as well. It can help employees to increase their level of performance on their present job
assignment.
Training reduces supervision, dissatisfaction, complaints and absenteeism

in the organization. As employees acquire new knowledge and job skills and increase
their market value and earning power.
Training and development is widely accepted human resource problem

solving device. Over under emphasis on training and development arises from failure to
recognize adequately the training and development needs objectives.
Every organization needs to have a well trained and experienced people to

perform the activities that have to done as job have become more complex, the
importance of employee training has increased.
This study helps to develop the training and development in LANCO

industries. With this study, it can assess the employee opinion category, method of the
training and development.
This sort of evaluating helps in identifying lacunae in all the areas of
training and creating an environmental congenial for learning. There fore, an attempt is
made in this paper to understand the perceptions of employees on the training programs
in LANCO industries.
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OBJECTIVES OF THE STUDY
 To study the feed back of employees on training and development.
 To know the benefits of the training and development.
 To identify the dissatisfaction of employee utility on training and

development.
 To assess qualitative ness of training and development.
 To identify the relationship between the workers and management.
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LIMITATIONS
 Most of the employees answered favorably to the company. This might have lead
to wrong findings in the study.
 The study is restricted to LANCO industries only.
 The time period for studying only three months.
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DATA SOURCES
The information from the present study has been collected from the both
primary and secondary sources.
Primary Data Sources
The primary data was collected by a questionnaire has been designed to

elicit the needed information. After questionnaire ii finalized, permission from the
authorities of the LANCO industry has been obtained to carry out the questionnaire.
Interviewing the supervisory staff at the higher cadre also collects the primary data.
Secondary Data Sources
A secondary data source has been collected from company previous

records, text books and journals.
Data Collection Methods
Interviews conducted to collect the data on this study.
Data Collection Tools
Structured questionnaires are used.
Sampling
1. Population-The total population in LANCO industry is more than 1000

employees.
2. Sample size-A sample of 50 employees was taken to collect the data.
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Sample Method
Convenience sampling method is used.
Statistical tools
The tools used for analysis are:
 Percentage analysis
 Chi square test
 Weighted average method
 Correlation coefficient
Percentage Analysis
Percentage analysis is used to the percentage value of all the different
questions percentage are used in making comparison between two or more series of data
No of respondents
Percentage=------------------------- *100
Total respondents
Chi Square Test:

Chi square test is the process to test association between two variables or
more than two variables.
Application of chi square distribution

Chi square distribution has a large number of applications in statistics.
1. The test of the goodness fit.
2. Test the independence of the attributes.
Conditions of the chi square distribution
1. The sample observation should be independent.
2. The total frequency should reasonable large.
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REVIEW OF LITERATURE
According to Flippo, “training is the act of increasing the knowledge and

skills of an employee for doing a particular job".
Dale's beach defined the training as “the organized procedure by which

learn knowledge or skills of a definite purpose".
Training is learning experience in that it seeks a relatively permanent

change in an individual that will improve his or her ability to perform on the job. We
typically say training involve the changing of skills knowledge attitudes or social
behavior.
Training is typically focuses on providing employees with specific skills or

helping those correct deficiencies in their performance.
DEVELOPMENT
Development an effort to provide employees with the abilities the
organization will need in the future.
PROCEES
Classroom Instructions:
Each net speed leadership module beings with face to face group
instructions facilitated by a certified trainer. You may choose to have one of you may use
one of our trainers. employing a stylish and powerfully designed, electronic presentation,
participant work book, and detailed facilitator, insightful small group discussion , skills
practice sessions and an action plan them right away.
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Electronic Reinforcement:
One week after each module presented participants are e mailed an
electronic magazine with a case study, role model interview, to do list and other features
crafted to rein force the face to face training in fresh readable formats.
Web Based Tools:

participants complete a brief web based certification test, called net speed
coach to demonstrate their knowledge of the material and the ability to apply that
knowledge to real life management situation net speed of the job is an action planning
tool that participants use to construct detailed action plans for specific work challenges,
following a templates based directly on learning principles covered in their class room
experience.
BENEFITS
For Participants:
Program participants gain valuable approaches to managing others building
their and achieving productive results through collaboration with others. Training
presented in focused modules scheduled over several weeks, combined with a systematic
series of e learning reinforcement tools maximize knowledge retention and application of
skills.
For Trainers and Training Director

Net speed leadership’s blended learning approach to leadership
development is powerful and easy to implement it allows training directors to quickly
launch and support a training initiative certify program participants and reward
participation and achievement.
Net speed leadership supports the training director in providing the best face
to face instruction combined with state of the art online learning reinforcement tools.
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Importance of Training
 Job and organization requirements are not static, they are changed from time to
time in a view of technological advancement and change in the awareness of the
total quality and productivity management.
 The objectivity of the total quality and productive management can be achieved
through training develops human skills and efficiency, productivity program and
development to a greater extend depends on the training.
 Organization objectivity like availability, stability and growth can also be
achieved through training.
 Trained employees would be a valuable asset to an organization.
 Thus training is important as it constitutes significant part of management control.
Benefits of Training
Training benefits to the organization:
 Improve the moral of the work force.

 Helps people to identify the organization goals.
 Improve labor management relations.
 Helps to keep cost down in many areas.
Development, a some of responsibility to the organizational for being competent and

knowledgeable.
Training Benefits to the Individual:
 Aids in encouraging and achieve self development and self confidence.

 Helps in eliminating fear attempting new tasks.
 Increase job satisfaction and recognition.
 Helps a person to handle stress, tension frustration and conflict.
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NEED FOR TRAINING:
Every organization big or small, productive or economic or social, old or

newly established should provide training to all employees irrespective of their
qualification skills suitability for the job etc.
Training is not some thing that’s done once to new employees, it is used
continuously in every well run establishment.
The need for training arises due to following reasons,
 To match the employees specification with the job requirement and organizational
needs.
 Organizational viability and the transformation process.
 Organizational complexity.
 Human relations.
 Change in job assignments.
Role of Training and Development:
No Organization has a choice of whether to train its employee or not, the

only choice is the method of training. The primary concern of an organization is its
viability and hence its efficiency and if the Organization does not respond to their
pressure, it may find itself to employees in order that they contribute to the Organization
efficiency and the able to cope up with the pressure of changing environment. The
viability of an Organization depends to considerable extent on the skills of different
employees, especially that the managerial cadre to relate the Organization with its
environment.
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Thus training can play the following rules in an organization,
 Increase in efficiency.
 Increase in moral of employees.
 Better human relations.
 Reduce supervision.
 Training provides number of benefits to both employees and to employers.
TRAINING METHODS
Training Methods
On the job training Off the job training

method method
Job Rotation Vestibule training

Role playing
Apprenticeship and coaching
Lecture and video
Job Instruction presentation
Committee assignment Management games
Self study
1. ON THE JOB TRAINING METHOD

This type training is also known as job instruction. Training is the most
commonly used method. The individual is also placed on a regular job and taught the
skills necessary to perform that job. The trainee learns under the supervision and
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guidance of a qualified worker or instructor. On the job training has the advantage of a
giving first hand knowledge and experience under the actual working conditions.
While the trainee learns how to perform a job, he is also a regular rending
the service for which he is paid the problem of transfer of trainee is also minimized as the
person learns on the job. On the job training methods include job rotation, coaching, job
instruction or training through step by step and company assignments.
a) Job rotation
This type of training involves the movement of trainee from one job to
another. The trainee receives job knowledge and gains experience from his supervision of
trainer in each of the different job assignment. Through this method of training is
common in training managers for general management positions, Trainees can also be
rotated from job to job in working jobs. This method gives an opportunity to trainee to
understand the problems of employees on other jobs and respect them.
b) Coaching
The trainee is placed under a particular supervision that functions as a

coach in training the individual. The supervision provides feedback to the trainee on his
performance and offers him some suggestions for improvement. Often the trainee shares
some of the duties and responsibilities of the coach and relieves him to his burden. A
limitation of this method of training is that the trainee may not have the freedom or
opportunity to express his own ideas.
c) Job instruction
This method is also known as training through step by step. Under this
method, the trainer explains to the trainee the way of doing the jobs, job knowledge and
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allows him to do the job. The trainer appraises the performance of the trainee, provides
feed back information and corrects the trainee.
d) Committee assignment
Under the committee assignment, a group of trainees are given and asked
to solve an actual organization problem. The trainee solves the problem jointly. It
depends team work.
2. OFF THE JOB TRAINING METHODS
Under this method of training the trainee is separated job situation and his
attention is focused upon learning the material related to his future job performance since
the trainee is not distracted by job Requirements, he can place his entire concentration on
learning the job rather than spending his time in performing it. There is an opportunity for
freedom of expression for the trainees. Companies have started using multimedia
technology and information technology in training off the job training method.
a) Vestibule training
In this method actual working conditions are simulated in a class room,

material, files and equipment which are used in actual job performance are also used in
training this type of training is commonly used for clerical and semi skilled jobs. The
duration of this training ranges from days to a few weeks theory can be related to practice
in this method.
b) Role playing
It is defined as method of human interactions that involves realistic
behavior in imaginary situations. This method of training involves action, doing and
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practice. The participants play the role of certain characters such as production managers,
mechanical engineer, superintendents, maintenance engineer, quality control inspector,
foreman, workers and the like. This method is mostly used for developing inter personal
interactions and relations.
c) Lecture method
The lecture is traditional and direct method of instruction. The instructor

organizes the material and gives it to a group of trainees in the form of talk. To be
effective, the lecture must motivate and create interest among the trainees. An advantage
of the lecture method is that it is direct and can be used for large group of trainees. Thus
costs and time involved are reduced. The major limitation of lecture method is that it does
not provide for transfer of training effectively.
d) Conference
It is a method in training the clerical, professional and supervisory

personnel. This method involves a group of people who propose ideas, examine and share
facts, ideas data, test assumption and draw conclusions, all of which contribute to the
distinct advantage over the lecture method, in that the discussion involves two way
communication and hence feed back is provided. The participants feel free to speak in
small groups. The success of this method depends on the leadership qualities of the
person who leads the group.
e) Programmed instruction
In recent years, this method has become popular. The subject matter to be
learned is presented in a series of carefully planned sequential units. These units are
arranged from simple to more complex levels of instructions. The trainee goes through
these units by answering questions or filling the blanks. This expensive and time
consuming.
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A.Narasimha rao has been reach on employees experience on training and

development –A study of Visakhapatnam steel plant.
He has taken a sample of 349 skilled workers randomly. His findings on

his research are:
 All the 349 respondents have reported that there is a post training evaluation.
 About 89% of the respondents have started and they are able to work with more
commitment.
 Similarly 81% have reported that they have adopted a more proactive nature as a
result of the influence of training received.
 On the other hand, about 29% have stated that the training, they are able to have
better understanding with their co-workers.
 Nearly 61% of the respondents have reported that the training has helped them in
removing all the barriers for better job performance.
 46% have said that they had good exposure to new ideas and ways of performing
the job and a result they can improve their performance.
 23% said that after the training, they have developed better interaction and
involvement in job and are able to perform better.
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DATA ANALYSIS AND INTERPRETATION
5.1 Age Group of Employees
Age group Employees Percentage

Below 20 years 10 20
20-30 15 30
Above 30 25 50
total 50 100
Distribution of employees on thh basis

of age
120
100
Percentage
Below 20 years
80
20-30
60
Above 30
40
Total
20
0
Age
group
Age group
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Interpretation:
 The above table shows that 20% of the employees are below 20 years.
 30% of the employees are between 20years to 30 years.
 50% of the employees are above 30 years.
Inference:
Above table shows that 50% of the employees are above the age of 30 years.
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5.2 Work experience of employees
Experience Employees Percentage

0-5 years 20 40
5-10years 15 30
10-15 years 10 20
Above 15 years 5 10
Total 50 100
Distribution of employees on the basis of

experiance
120
100
0-5 years
percentage
80
5-10 years
60 10-15 years
Above 15 years
40
Total
20
0
Age
group
Age group
RIIMS, TIRUPATI. 29
Interpretation:
 The above table shows that 40% of the employees are having below 5 years
experience.
 30% are having 5to10 year’s experience.
 20% are having 10to15 year’s experience.
 10% are having above 15 years experience.
Inference:
Above table shows that 40% of the employees are having below 5 years experience.
RIIMS, TIRUPATI. 30
5.3 Necessity of training for employees
Dimensions Employees Percentage

Yes 44 88
No 6 12
Total 50 100
Distribution of employees based on

opinion about training necesity totheir
job
120
100
Percentage
80 Yes
60 No
40 Total
20
0
Dimensions
Dimensions
RIIMS, TIRUPATI. 31
Interpretation:
 The above table shows that 88% of the employees said training is necessary to
their job.
 12% said that the training is not necessary to their jobs.
Inference:
Table shows that 88% of the employees stated that training is necessary for
their job.
RIIMS, TIRUPATI. 32
5.4 Number of training programs attended by the employees
Dimensions Employees percentage

One 8 16
Two 17 34
Three 12 24
Four& More 13 26
Total 50 100

number of training programs attended
by the employees.
120
one
Percentage
100
80 Two
60 Three
40 Four& more
20 Total
0
Dimensions
Dimensions
RIIMS, TIRUPATI. 33
Interpretation:
 The above table shows that 34% of the employees are attended for two training
programs.
 26% of the respondents are attended for more than four training programs.
 24% of the employees are attended for three training programs.
 16% of the respondents are attended for one training program.
Inference:
Above table shows that most of the employees in the organization had
attended two training programs.
RIIMS, TIRUPATI. 34
5.5 Satisfaction level depends on the number of training programs
Dimensions Employees percentage

Great extent 20 40
some extent 15 30
Little extent 15 30
Total 50 100
Distribution of the employees based

on the satisfaction level of the
employees on training programs
120
Percentage
100
Great extent
80
some extent
60
Littie extent
40
Total
20
0
Dimensions
Dimensions
Interpretation:
RIIMS, TIRUPATI. 35
 Above table shows that 40% of the employees satisfied great extent.
 30% employees satisfied some extent.
 30% employees satisfied little extent.
Inference:
Above table shows that 40% of the respondents satisfied great extent.
5.6 Employee benefits from training and development
RIIMS, TIRUPATI. 36
Benefits High Medium Low Rank

Aware of company policies 20 18 2 I
Aware of work 25 10 4 II
Improve in skills knowledge 26 12 2 I
Motivation 20 20 - I
To face new technology 22 18 - I
Idea generation 22 14 2 III
Problem solving 29 8 - IV
Aware of the depts. Work 10 15 8 V
Inference:
Above table shows that, most of the employees expect good benefits from
the training and development like aware of the company policies, improve in skills,
knowledge, and attitude motivation and face new technology etc.
5.7 Method of training received by the employees

On the job 16 32
Off the job 20 40
RIIMS, TIRUPATI. 37
Both 12 24
Non respondents 2 4
Total 50 100

the method of training received by the
employees
120
Percentage
100 On the job

80 Off the job
60 Both
40 Non respondents
20 Total
0
Dimensions
Dimensions
Interpretation:
 Above table shows that 40% of respondents had received off the job training.
 32% had received on the job training.
 24% had received both the methods of training.
RIIMS, TIRUPATI. 38
Inference:
Above table shows that 40% of the employees had received off the job
training.
5.8. Venue of training

In side the company 44 88
Out side the company 2 4
Both 4 8
Total 50 100
RIIMS, TIRUPATI. 39
Distribution of respondents based on

the where the training received by the
employees.
120
Percentage
100 In side the

80 company
60 Out side the
company
40
Both
20
0
Total
Dimensions
Dimensions
Interpretation:
 Above table shows that 88% the employees had received training inside the
organization.
 8% of the employees received both methods of training.
 4% of the employees had received training out side the organization.
RIIMS, TIRUPATI. 40
Inference:
Above table shows that 88% of the employees had received training inside
the organization.
5.9. Trainers of training

Superiors 20 40
Consultants 20 40
Institutions 2 4
Others 4 8
Non respondents 4 8
Total 50 100
RIIMS, TIRUPATI. 41

the trainers of a training
120
100 superiors
Percentage
Consultants
80
Institutions
60
Others
40
Non respondents
20 Total
0
Dimensions
Dimensions
Interpretation:
 The above table shows that 80% of the employees had received the superiors,
consultants.
 4% are from the institutions.
 8% are from the others.
 8% are the non respondents.
RIIMS, TIRUPATI. 42
Inference:
Table shows that 40% of the employees had received training from
superiors and consultants.
5.10. Type of training received by the employees
Dimensions Employees Ranks

Induction 3 IV
Up dating 8 II
Competency
development 32 I
All the above 7 III
Inference:
RIIMS, TIRUPATI. 43
Table shows that most of the employees have ranked to the competence
development. Out of 50 samples 7 of employees had received all the training
5.11. Developed areas after training
Dimensions Employees Rank

Skills, knowledge&
attitude 24 I
Motivated 2 IV
Social behavior 12 II
Face new technology 12 III
Face new technology 12 III
Inference:
RIIMS, TIRUPATI. 44
Table us most of the employees had developed skills and knowledge. 12

employees had developed social behavior. 12 employees developed how to face with new
technology.
5.12. Duration to conduct training program

Monthly 28 56
Quarterly 16 32
Half yearly 4 8
Yearly - -
Non respondents 2 4
Total 50 100
RIIMS, TIRUPATI. 45
The duration to coduct training

programs
120
100 Monthly
Pecentage
Quarterly
80
Half yearly
60
Yearly
40
Non respondents
20 Total
0
Dimensions
Dimensions
Interpretation:
 Above table shows that 56% employees say monthly the training programs are
conducting in the organization.
 32% says quarterly the training programs are conducted in the organization.
 8% said half yearly the training programs are conducting.
Inference:
Above table shows that 56% employees say monthly the training programs
are conducting in the organization.
RIIMS, TIRUPATI. 46
5.13 Number of employees attended training program

Yes 28 56
no 18 36
Non respondents 4 8
Total 50 100
RIIMS, TIRUPATI. 47
Distribution of respondents based on

the number of employees attended the
training programs
120
Percentage
100
Yes
80
No
60
Non respondents
40
Total
20
0
Dimensions
Dimensions
Interpretation:
 Above table shows that 56% employees had attended training programs regularly.
 36% of the employees had not training programs regularly.
Inference:
Table shows that 56% employees had attended training regularly.
RIIMS, TIRUPATI. 48
5.14 Reasons for not attending training programs

Resistance to change - -
Timings are not favorable 25 50
Training facilities are not good 18 36
personal problem 7 14
Total 50 100
RIIMS, TIRUPATI. 49

the reasons for not attending the
training programs
120 Resistance to
change
Percentage
100
80 Timings are not
favorable
60
40 Training facilities
are not good
20
Personal problems
0
Dimensions
Total
Dimensions
Interpretation:
 Table shows that 50% of the employees said timings are not favorable
 36% said training facilities are not good.
 14% said that because of personnel problems they did not attended the training.
Inference:
Table shows that 50% of the employees said timings are not favorable.
RIIMS, TIRUPATI. 50
5.15 Training is related to weak areas or not

Yes 24 48
No 24 48
Non respondents 2 4
Total 50 100
RIIMS, TIRUPATI. 51

their opinion about training whether it
is related to weak areas or not
120
Percentage
100
Yes
80
No
60
Non respondents
40
Total
20
0
Dimensions
Dimensions
Interpretation:
 Above table shows 48% employees says that training is related to only weak
areas.
 Another48% says that training is not related to only weak areas.
 Another 4% are non respondents.
Inference:
RIIMS, TIRUPATI. 52
Above table shows 48% employees says that training is related to only
weak areas.
5.16 Problems expect with out training

Not understand work - -
Not know about company
policies 18 36
Much time taken 16 32
Not able to do perfect work 8 16
Not responded 8 16
Total 50 100
RIIMS, TIRUPATI. 53
Distribution of employees basea on the

problems expect with out training
Not understand work

120
100
Percentage
Not know about

80 company policies
60 Much time taken
40
Not able to do
20 perfect work
0 Not responded
Dimensions
Total
Dimensions
Interpretation:
 Above table shows that 36% says that they may not be aware of company
policies.
 32% says that much time taken to complete the work.
 16% of the employees have not responded to this question.
 16% says that not possible to do perfect work.
Inference:
Above table shows that 36% says that hey may not be aware of company
policies.
RIIMS, TIRUPATI. 54
5.17 Employee requires one more training
Dimensions Employee Percentage

Yes 26 52
No 8 16
Non respondents 16 32
Total 50 100
RIIMS, TIRUPATI. 55

opinion about one more training
requirements
120
Percentage
100
Yes
80
No
60
Non respondents
40
Total
20
0
Dimensions
Dimensions
Interpretation:
 Above table shows that 52% of the employees are asking for one more training to
improve their performance.
 16% are not asking for one more training.
 16% are non respondents.
Inference:
RIIMS, TIRUPATI. 56
Above table shows that 52% of the employees are asking for one more training
to improve their performance.
FINDINGS
 All the employees know that the organization is conducting Training programs
regularly and all of them had taken training.
 88% employees felt that the training is necessary for their job.
 After training 40% employees felt great satisfaction and 60% employees satisfied
at medium level.
 Most of the employees expect more benefits from the training programs, benefits
like improving the skills, knowledge & attitude, aware of company policies and
RIIMS, TIRUPATI. 57
idea generation etc. 88% of the employees had taken training inside the
organization.
 96% employees had satisfied with the training and 92% employees stated that
training helps to the career.

 80% of the employees have received their training programs from superiors and
from consultants.
 36% of employees are not attended to the training program regularly due to
timings are not favorable and training in not related to job.
 After training half of the employees have developed in the areas of skills and
knowledge and limited members have developed in the areas of social behavior.
 56% of employees felt that their organization conducting training programs

monthly.
 Merely 60% of the employees said that management in not forced to take training
and 36% says that management forced them to take training for promoting them
to higher position , to face new technology, job rotation and if the performance is
not good.
 48% says that the training is related to only weak areas and remaining 48% felt
that is related to develop skills knowledge, aware of company policies and to face
new technology.
 After training 29% of employees have improved their performance.
 52% employees are requested to take more training to develop their performances.
RIIMS, TIRUPATI. 58
SUGGESIONS
 The company has to implement modern training methods that help in boosting the
self morale of the employee at work place.
 Training evaluation has to conduct.
 Employees have to expose to new environment then they will enhance the
knowledge.
 Specific training program have to give to the selected personnel who are related.
RIIMS, TIRUPATI. 59
 Most of the training is related to weak areas, so the management has to get
awareness among the employees regarding training and development.
 The satisfaction level of the employees less. So, try to bring new changes in
training to satisfy them.
CONCLUSION
From the study, I came to know that the training methods or techniques
adopted by the “LANCO INDUSTRIES LIMITED” are good. But the management
should see that the employee should get training according to the requirements of the
employee’s job designation. Management should seriously review cross functional
meeting A frequently; by this the management can identify & provide appropriate
training to employees for high productivity.
RIIMS, TIRUPATI. 60
Management should given high motivation to employees for more

productivity. Management should intimate well in advance to both training institute &
trainees. The standards of the training methods should be provided according to the
updated technology. Then bright success will have both to individual employees as well
as for company.
QUESTIONNAIRE
Name:
Age:
Gender:
Department:
Experience of the company:
1) Have you taken training?
Yes ( ) No ( )
2) Is the training is necessary for your job?
RIIMS, TIRUPATI. 61
Yes ( ) No ( )
3) Number of training problems attended by you?

a) One b) Two c) Three d) Four & more
4) To what extent have you satisfied with the respective training?

a) Great extent b) Some extent c) Little extent.
5) What benefits you expect from the training and development?
S.NO BENEFITS HIGH MEDIUM LOW

1 Aware of company policies
2 Aware of work
3 Improve in skills, knowledge and
attitude
4 motivation
5 To face new technology
6 Idea generation
7 Problem solving
RIIMS, TIRUPATI. 62
8 Aware of other depts. work
6) What method of training have you received?

a) On the job b) Off the job c) Both
7) From whom the training is received?

a) Superiors b) Institutions c) consultants d) Others
8) What methods of training you have received?

a) Induction b) Competence development c) Updating knowledge
d) Preparing for future assignments e) All the above
9) After the training in which area you developed?

a) Skills knowledge b) Social behavior
c) To face new technology d) Motivated
10) Have you attended the training program regularly?

Yes ( ) No ( )
11) If no Why?
a) Resistance to change b) Timing is not favorable
b) Training facilities are not good d) Personal problems
12) What problems are you expecting with out training?

a) Not understand the work b) Not know about company policies
c) Much time taker d) Not able to do perfect work
e) Not respondent
13) Development is a process of
RIIMS, TIRUPATI. 63
a) Continuous b) Long term c) Short term
14) Which of the following skills do you prefer from training?

a) Communication Skills b) Decision making skills
c) Executive skills d) Problem solving skills
e) Others
15) What type of trainers do you prefer?

a) External b) Internal c) Both
16) How do you feel about the organization, its policies and procedures?
a) Feel great b) Good c) Satisfied d) Not satisfied
17) Your association with this organization has been

a) Less than 10 years b) 10 to 15 years
c) 15 to 20 years d) More than 20 years
18) Sufficient training duration is decided

a) Strongly agree b) Agree c) Disagree
d) Strongly disagree e) No opinion
19) Do you feel that training improves relationship between workers and
management?
a) Strongly agree b) Agree c) Disagree
20) Do you think that the training provides necessary information supporting your
job?
a) Yes ( ) b) No ( )
RIIMS, TIRUPATI. 64
BIBLIOGRAPHY
Effective Human Resources Training and Development Strategy

DR. B. RATANA REDDY
Management and Organizational Behavior
P. SUBBA RAO
Personal Human Resource Management
DAVID A. DECENZO
Personal Human Resource Management
STEPHEN P. ROBBINS
RIIMS, TIRUPATI. 65

Introduction About Training and Development: Lanco Industries LTD

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Introduction About Training and Development: Lanco Industries LTD

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LANCO INDUSTRIES LTD

According to Edwin b. Flippo, "training is the act of increasing the

The word training consists of eight letters, to each of which could be

DISTINCTION BETWEEN TRAINING AND DEVELOPMENT

Development is long term educational process utilizing a systematic and

STATEMENT OF THE PROBLEM

It is necessary to investigate and evaluate the employees' perception. To

"Economy builds the nation and industry builds the Economy".

LANCO INDUSTRY LIMITED is one of the best minis-blast furnace pig

The company started construction work in august 1993. The entire

LANCO industries limited are located in between Tirupathi and

The reason for localization of LANCO industries at Rachagunneri village,

Lanco Industries Limited as setup a Portland Slag Cement (PSC) plant of

By this cement plant LANCO INDUSTRIES LIMITED adding values to

CEMENT INDUSTRY HIGHLIGHTS

The percapita consumption of manufacture commodities like steel, power

PRODUCTION AND CONSUMPTION PATTERN OF CEMENT

In the case of cement production regional imbalances continue. Cement

Cement is mainly produced in the Western and Southern regions. Hence,

CEMENT MANUFACTURING PROCESS

Cement has emerged as a commodity product. Brands play an important role

LANCO industries is importing coke from China, Japan and Australia

PLANT UNDER THE GROUP

The chairman and managing director are holding overall control on

LANCO INDUSTRY LIMITED

Established in the year of 1993. An ISO 9002 company, it had set up a

The LANCO group is diversified multifaced conglomerate, with business

LOCATION KALAHASTI CASTING LIMITED

Established in the year of 1997 and strategically located in close proximity

Rapid development in technology and changing goals of organization has

However, this study is mainly concentrated on aspects like need

Therefore, a study on knowledge and perception of the employees about

SCOPE OF THE STUDY:

One the main functionaries are personal management in industrial

Training plays vital role in determines the effectiveness and efficiency of

Training reduces supervision, dissatisfaction, complaints and absenteeism

Training and development is widely accepted human resource problem

Every organization needs to have a well trained and experienced people to

This study helps to develop the training and development in LANCO

OBJECTIVES OF THE STUDY

 To study the feed back of employees on training and development.

 To know the benefits of the training and development.

 To identify the dissatisfaction of employee utility on training and

 To assess qualitative ness of training and development.

 To identify the relationship between the workers and management.

 The study is restricted to LANCO industries only.

 The time period for studying only three months.

Primary Data Sources

The primary data was collected by a questionnaire has been designed to

Secondary Data Sources

A secondary data source has been collected from company previous

Data Collection Methods

Interviews conducted to collect the data on this study.

Data Collection Tools

Structured questionnaires are used.

1. Population-The total population in LANCO industry is more than 1000

Chi Square Test:

Application of chi square distribution

According to Flippo, “training is the act of increasing the knowledge and

Dale's beach defined the training as “the organized procedure by which

Training is learning experience in that it seeks a relatively permanent

Training is typically focuses on providing employees with specific skills or