SUMMER TRAINING REPORT ON

TITLE OF PROJECT REPORT & VIVA VOCE

Undertaken at

“STUDY ON SALE PROMOTION STRATEGIES BY HYUNDAI”

Submitted in partial fulfillment of the requirements

for the award of the degree of

BACHELOR OF BUSINESS ADMINISTRATION

to

Guru Gobind Singh Indraprastha University, Delhi

Under the Guidance of Submitted by

Ms. RAJNI BANSAL Name of Student: ROJIN SAJI
Faculty Guide BBA-V Sem, Shift 1st
Enrollment No. : 05480401715

Session 2016-2018

1
To Whom It May Concern

I _______________________, Enrolment No. ______________from BBA-V Sem, Shift ________of the Tecnia
Institute of Advanced Studies, Delhi hereby declare that the Summer Training Report & Viva Voce (BBA-311)
entitled_______________________________________________________________________________________
______at ________________________________ is an original work and the same has not been submitted to any
other Institute for the award of any other degree. A presentation of the Summer Training Report & Viva Voce
was made on _______________________ and the suggestions as approved by the faculty were duly
incorporated.

Date: Signature of the

Student

Certified that the Summer Training Report & Viva Voce submitted in partial fulfillment of Bachelor of Business
Administration (BBA) to be awarded by G.G.S.I.P. University, Delhi by _________________________, Enrolment
No. ________________ has been completed under my guidance and is Satisfactory.

Date:

Signature of the Guide

Name of the Guide:
Designation:

2
 CONTENTS
S No Topic Page No
1 Certificate -
2 Summer Training Appraisal
3 Acknowledgement -
4 Executive Summary -
Chapter I: Introduction -
Chapter II: Review of Literature -
Chapter III: Research Methodology
Chapter IV: Data Reduction, Presentation & Analysis
Chapter V: Data Interpretation
Chapter VI: Summary & Conclusions
References/ Bibliography
Appendices

3
 ACKNOWLEDGEMENT

I sincerely would like to show my gratitude towards all those persons who have helped me

throughout my project work.

I am heartily thankful to MR. SACHIN TULI marketing head of DEEP HYUNDAI for giving

me his valuable guidance for preparing this report. He has been an exceptional mentor during

these two months of training. It has been a great learning experience of being a trainee under

him.

I would like to express my special thanks to all the another official who has helped me a lot

during this STR. Their critical advices helped me to make this report more effective.

I want to give my sincere thanks as I am deeply indebted to my guide Ms. RAJNI BANSAL for

her guidance and support throughout our project. She gave me great support to prepare this

project, too. And all who directly or indirectly helped me in preparing this report.

ROJIN SAJI
BBA (5th Sem.)
Roll No 05480401715

4
 DECLARATION

I do hereby declare that the research report titled “STUDY ON SALE PROMOTION
E
STRATEGIES BY HYUNDAI” submitted by me in partial fulfilment of the requirement of
bachelor of Business Administration, exclusively prepared and conceptualized by me and is not
submitted to any other Institution or University or published anywhere before for the reward of
any Degree/Diploma/Certificate. It is the Original work of mine and has not been obtained from
X
any other part.
ROJIN SAJI
BBA (5th Sem.)
Roll No- 00280401715

Certified that the Summer Training Report & Viva Voce submitted in partial fulfilment of
E
Bachelor of Business Administration (BBA) to be awarded by G.G.S.I.P. University, Delhi by

ROJIN SAJI Enrolment no 05480401715. Certified that the Summer Training Report & Viva

Voce submitted in partial fulfilment of Bachelor of Business Administration (BBA) to be

C
awarded by G.G.S.I.P. University, Delhi by

Date:
Signature of the Guide
U
Name of the Guide:
Designation:

T
I
V
E

5
SUMMARY

6
EXECUTIVE SUMMARY:

Managing change is the single most important issue today for all those who have undertaken the
difficult task of managing organizations. Technological changes and increased global
competition caused by liberation and deregulation have placed greater demands on
organizations to be flexible, responsive and efficient. Around the world, organizations big and
small face the inevitable prospect of change.

Change management is essential to the business organization for the following

reasons:
a) To become competitive in the business.

b) To increase the revenue of the organization.

c) To increase the employee satisfaction.

d) To increase the market share of the company.

e) To be leader in the business.

The main objectives was to study the concept of change management. To

examine and to understand the impact of change on the organisation. To satisfy the
growing needs, along with the competitions prevailing the change is very much
essential and significant.
The respondents of the survey were employees from the HR department who are
into recruitment and selection, who have been working in the organization for many
years; this helped to understand the effectiveness of automation in the recruitment
process over the manual process. . This facilitated to generate correct analysis.

In this project an attempt is made to suggest the areas requiring change for better
growth. Thus by studying the attributes affecting change, suitable suggestions have been
recommended in order to help Bosch Ltd, Bangalore to work more effectively.

7
CHAPTER-1
INTRODUCTION

8
 S
ol
INTRODUCTION:- ut
The Bosch Group is one of the world’s biggest private industrial corporations. Headquartered in io
Stuttgart, Germany, the Bosch Group has some 282,000 employees worldwide, and generated ns
annual sales revenue of 45.1 billion euros in 2009. There are about 300 subsidiary and regional Pr
companies around the world. iv
Founded in 1951, Bosch Limited is India’s largest auto component manufacturer and also one at
of the largest Indo – German company in India. The company generated net sales of Rs. 4749.8 e
crores in 2009. The Bosch Group holds close to 70% stake in Bosch Limited. Li
Bosch Limited has a strong nationwide service network which spans across 1,000 towns and m
cities with over 4,000 authorized representations to ensure widespread availability of both it
products and services. The company is headquartered in Bangalore with manufacturing ed
facilities at Bangalore, Naganathapura (near Bangalore), Nashik, Jaipur and Goa. ,
In India, the Bosch Group operates through the following companies - B
• Bosch Ltd. os
• Bosch Chassis Systems India Ltd. ch
• Bosch Rexroth India Ltd. A
• Robert Bosch Engineering and Business Solutions Ltd. ut
• Bosch Automotive Electronics India Private Ltd. o
• Bosch Electrical Drives India Private Ltd m
ot
iv
Bosch, is a German multinational engineering and electronics company headquartered
e
in Gerlingen, near Stuttgart, Germany. It is the world's largest supplier of automotive
El
components measured by 2011 revenues.[3] The company was founded by Robert Bosch in
ec
Stuttgart in 1886.[4] Bosch is 92% owned by Robert Bosch Stiftung.[1]
tr
Bosch's core products are automotive components including brakes, controls, electrical drives,
o
electronics, fuel systems, generators, starter motors and steering systems; industrial products,
ni
such as including drives and controls, packaging technology and consumer goods; and building
cs
products, including household appliances, power tools, security systems and thermotechnology
In
Bosch in India di
In India, Bosch is a leading supplier of technology and services in the areas of Mobility a
Solutions, Industrial Technology, Consumer Goods, and Energy and Building Technology. Pr
Additionally, Bosch has in India the largest development center outside Germany, for end to iv
end engineering and technology solutions. at
The Bosch Group operates in India through nine companies, viz, Bosch Limited, Bosch Chassis e
Systems India Limited, Bosch Rexroth India Limited, Bosch Engineering and Business Li

9
mited, Bosch Electrical Drives India Private Limited, BSH Home Appliances Private Limited, se
ETAS Automotive India Private Ltd. and Robert Bosch Automotive Steering India Pvt. Ltd. In rv
India, Bosch set-up its manufacturing operation in 1951, which has grown over the years to ic
include 15 manufacturing sites, and seven development and application centers. Bosch Group in es
India employs over 30,000 associates and generated consolidated revenue of about ₨.17,022 ,
crores in 2015 of which ₨. 12,100 crores from third party. The Group in India has close to as
14,000 research and development associates. w
In India, Bosch Limited is the flagship company of the Bosch Group. It earned revenue of over el
₨. 10,415 crores (1.4 billion euros) in 2015-16. l
India, Bosch is a leading supplier of technology and services, and has a strong presence in the as
country at numerous locations in diverse industry segments. Bosch set up its manufacturing its
operations in 1953, and has grown over the years to 14 manufacturing sites and 3 development o
centres. Bosch employs about 22500 associates in India, and in business year 2010 achieved w
total consolidated revenue of over 6630 crores. n
In India, the Bosch Group operates through the following companies – Io
T
cl
a) Bosch Ltd. o
u
b) Bosch Chassis Systems India Ltd. d,
to
c) Bosch Rexroth India Ltd. of
fe
d) Robert Bosch Engineering and Business Solutions Ltd. r
its
e) Bosch Automotive Electronics India Private Ltd. cu
st
f) Bosch Electrical Drives India Private Ltd. o
m
er
Bosch Group s
co
The Bosch Group is a leading global supplier of technology and services. It employs roughly n
390,000 associates worldwide (as of December 31, 2016). The company generated sales of 73.1 ne
billion euros in 2016. Its operations are divided into four business sectors: Mobility Solutions, ct
Industrial Technology, Consumer Goods, and Energy and Building Technology. As a leading ed
IoT company, Bosch offers innovative solutions for smart homes, smart cities, connected ,
mobility, and connected manufacturing. It uses its expertise in sensor technology, software, and cr

10
oss-domain solutions from a single source. The Bosch Group’s strategic objective is to deliver
innovations for a connected life. Bosch improves quality of life worldwide with products and O
services that are innovative and spark enthusiasm. In short, Bosch creates technology that is n
“Invented for life.” The Bosch Group comprises Robert Bosch GmbH and its roughly 440 N
subsidiaries and regional companies in some 60 countries. Including sales and service partners, o
Bosch’s global manufacturing and sales network covers nearly every country in the world. The ve
basis for the company’s future growth is its innovative strength. At 120 locations across the m
globe, Bosch employs some 59,000 associates in research and development. be
The company was set up in Stuttgart in 1886 by Robert Bosch (1861-1942) as “Workshop for r
Precision Mechanics and Electrical Engineering.” The special ownership structure of Robert 1
Bosch GmbH guarantees the entrepreneurial freedom of the Bosch Group, making it possible 5,
for the company to plan over the long term and to undertake significant upfront investments in 1
the safeguarding of its future. Ninety-two percent of the share capital of Robert Bosch GmbH is 8
held by Robert Bosch Stiftung GmbH, a charitable foundation. The majority of voting rights are 8
held by Robert Bosch Industrietreuhand KG, an industrial trust. The entrepreneurial ownership 6,
functions are carried out by the trust. The remaining shares are held by the Bosch family and by R
Robert Bosch GmbH. o
Bosch is a worldwide name in a large area. The “workshop for Precision be
rt
mechanics and electrical engineering” which Robert Bosch founded in Stuttgart, Germany in B
1886, and which soon specilised ignition system for motor vehicles and engines of all kinds, has os
now become the Bosch group. Bosch India is regional branch of the Bosch Group, one of the ch
world’s biggest private industrial corporations. Headquartered in Stuttgart, Germany, the Bosch o
Group has approx. 251,000 employees worldwide, and generated annual sales revenue of 41.5 pe
billion euros in 2005. ne
HISTORY:- d
On November 15, 1886, Robert Bosch opened a “Workshop for Precision Mechanics and th
Electrical Engineering” at 75 B Rotebuhlstrasse in Stuttgart. The special ownership structure of e
Robert Bosch GmbH guarantees the entrepreneurial freedom of the Bosch Group, making it “
possible for the Company to plan over the long-term and to undertake significant up-front W
investments in the safeguarding of its future. or
In India the Company was Incorporated on 12th November, in Chennai and shifted to Bangalore ks
on 16th November, 1953. The main objects of the company are to manufacture spark plug for h
petrol engines and fuel injection equipment for diesel engines in technical and financial o
collaboration with Robert Bosch GmbH, West Germany. Trade Mark is `MICO'. p
1. 1886 – 1900: The Workshop for Precision Mechanics and Electrical Engineering fo
r
Pr

11
ecision Mechanics and Electrical Engineering” in Stuttgart. At the outset, Bosch worked with B
two associates to construct and install all kinds of electrical equipment, such as telephone os
systems and electric bells. However, the company’s startup capital of 10,000 German marks ch
was soon used up and they had to rely on loans. Robert Bosch invested most of the company's la
small earnings in modern machines. He later described his first years as a self-employed u
businessman as a “shambles”. The construction of the electric power station in Stuttgart in 1895 nc
was one factor that helped the young company on the road to economic recovery by creating he
new jobs for its installation business. The second factor was the magneto ignition device, which d
had already become a linchpin in the company’s economic success an
ot
he
In 1887, Robert Bosch had been approached by a customer and asked to produce a magneto r
ignition device based on a model made by the engine manufacturer Deutz in Cologne. Rather au
than just copy the original device, Bosch improved on it displaying a mindset that would later to
be reflected in his guiding principle of continuous improvement. The magneto ignition device m
generated an electric spark that ignited the air-fuel mixture in the cylinder of a stationary ot
internal-combustion engine. iv
e
br
In 1897, Bosch was the first to adapt a magneto ignition device to a vehicle engine. In doing so, ea
he solved one of the greatest technical problems faced by the nascent automotive industry. kt
hr
o
2. 1901 – 1923: Becoming a global automotive supplier u
g
On April 1, 1901, 45 associates moved into the new “Elektrotechnische Fabrik Robert Bosch” h
(Robert Bosch Electrical Engineering Factory). That same day, his former apprentice in
Gottlob Honold also rejoined the company. In less than a year, Honold went on to develop a 1
high-voltage magnetic ignition system with spark plugs. When he unveiled the first prototype in 9
December 1901, Robert Bosch was very impressed, declaring: “You have hit the bull’s eye!” 1
This sentence marked the start of the history of innovations at Bosch. 3
–
th
In 1898 Bosch began to establish sales offices outside Germany – first in the U.K., followed by e
France a year later, and then Austria-Hungary. Bosch was soon represented in nearly all B
European countries. The first steps on other continents were taken in 1906 in the U.S. and South os
Africa, followed by Australia in 1907, Argentina in 1908, and China in 1909. ch
au

12
tomotive lighting system. Comprising a generator, battery, voltage regulator, and headlights, co
this was the first complete system from Bosch and it created the basis for today's automotive m
electrical systems By around 1925, the network of international sales offices was already larger m
than it had been in 1914. itt
ee
:
H
Bosch automotive lighting an
s
Bosch launched another automotive breakthrough in 1913 – the Bosch automotive lighting W
system. Comprising a generator, battery, voltage regulator, and headlights, this was the first al
complete system from Bosch and it created the basis for today's automotive electrical systems. z
w
The electrical installation business increasingly played second fiddle to automotive technology, as
before it was eventually discontinued and the company focused on its goal of becoming an gi
international automotive supplier. Shortly before the outbreak of the First World War in 1913, ve
Bosch generated more than 88 percent of its sales outside Germany. n
re
sp
The First World War o
ns
When the First World War broke out in 1914, Bosch was forced to convert its entire production ib
facilities to meet the needs of the military. However, as Robert Bosch did not wish to profit ili
from the war and the suffering it brought, he donated the profit generated from armaments ty
contracts – some 20 million German marks – to charitable causes. Despite the extremely fo
difficult conditions, the company recovered from the consequences of the war, particularly the r
expropriation of large parts of its interests outside Germany, surprisingly quickly. By around co
1925, the network of international sales offices was already larger than it had been in 1914. m
3. 1924 – 1945: From automotive supplier to diversified group m
er
The workforce and production figures continued to rise steadily until the fall of 1925, when ci
sales in the European automotive market suddenly collapsed. The massive slump hit Bosch al
hard, with the number of associates falling from 13,000 to 8,000 in just a few months. And it af
was not just workers in the workshops that lost their jobs during the crisis – the rationalization fa
measures also affected the company’s senior executives. The company’s board of management ir
was stripped back from eleven members to just three members and three deputies. As part of the s,
reshuffle, Robert Bosch also handed over the management of the company to a small H
er

13
mann Fellmeth for engineering, and Karl Martell Wild was put in charge of sales and human B
resources.. y
th
e
New areas of business e
n
The crisis was quickly brought under control – thanks in part to the rationalization measures d
introduced just before the crisis broke, in particular the continued changeover to assembly-line of
production. One lesson learned from the crisis was the risk of focusing on just one sector. As a th
result, the new management started to look around for other promising areas of business. Bosch e
first branched out into the power tools sector with the launch of a hair trimmer in 1928, before w
moving into the household appliances sector by bringing out the first Bosch refrigerator in ar
1933. In 1932, Bosch acquired the heating systems business of Junkers and, the same year, in
Blaupunkt marketed the first series-produced car radio in Europe. Bosch also expanded its 1
automotive technology portfolio during the 1920s, adding products such as bicycle lamps, 9
batteries, the Bosch horn, indicators, and windshield wipers. A major breakthrough came in 4
1927 with the launch of the diesel injection pump, first only for trucks and then for passenger 5,
cars in 1936. la
rg
e
Bosch under National Socialism ar
e
Under National Socialist rule in Germany from 1933 to 1945, senior executives at Bosch found as
themselves in a predicament. On the one hand, the company was integrated into the economic of
system of the National Socialist regime. When the Second World War broke out in 1939, Bosch th
had to convert all its manufacturing facilities to produce military commodities. e
Like all other companies involved in the manufacture of armaments, Bosch was assigned B
prisoners of war and later also forced labor to boost production. o
sc
On the other hand, Robert Bosch and senior Bosch executives supported resistance against h
Hitler and provided those facing persecution with money or help with emigration. In 1969, on pl
behalf of the company, Hans Walz accepted the title of “Righteous Among the Nations” a
bestowed by the Yad Vashem Shrine of Remembrance in Israel in recognition of these efforts. nt
s
To ensure that the company remained in family ownership, Robert Bosch changed the company h
from an AG (public limited company) to a GmbH (private limited company) in 1937. The a
following year, four years before his death, he wrote his will. d
b

14
een razed to the ground as a result of Allied air raids. Robert Bosch did not live to see the
destruction, dying on March 12, 1942. 5. 1960 – 1

A
4. 1946 – 1959: Rebuilding and the economic miracle. s
a
After 1945, despite the extremely difficult conditions, Bosch was able to build on its earlier re
successes surprisingly quickly. After the currency reform in Germany in 1948, the company su
enjoyed a period of rapid growth. lt
of
ra
Return to global markets pi
d
This growth was at first very fragile as a result of the decartelization program pursued by the gr
victorious Allied forces. The feared dismantling of the whole company and loss of most of its o
subsidiaries was nonetheless averted in 1952, although Bosch had to make its patents and w
industrial designs available to competitors. All the sales offices and production facilities outside th
Germany, however, remained expropriated. As after the First World War, the company had to w
start again from scratch on the international stage. Nonetheless, the network of sales offices and or
customer service centers covered over 130 countries again as early as 1956. At this time, Bosch ld
focused increasingly on setting up local production facilities. During the 1950s, for example, w
production started in India (1953), Australia (1954), and Brazil (1957). id
e
an
Innovations d
fu
Although Bosch focused primarily on automotive technology in the first years after the war, the ll
company soon broadened its product range again to include refrigerators, radios, heaters, e
and power tools. Blaupunkt introduced the first VHF car radio in Europe in 1952. The launch of m
the “Bosch Combi” that same year marked a turning point for the company’s power tools pl
business as it reached out to the new target group of DIY enthusiasts. o
y
In the area of automotive technology, Bosch initially reestablished the technology at pre-war m
levels, while engineers worked flat-out to develop new, pioneering technology. The mechanical en
gasoline injection system for passenger cars was taken into series production in 1951. The first t
semiconductors to be installed in a car (variodes) represented a further milestone in company in
history. They were first used in 1958 in regulators for generators. G
er

15
many, a labor shortage developed in the Stuttgart area, then the focus of worldwide production
and the hub for international exports. Bosch therefore recruited guest workers from southern
Europe and opened numerous new locations, including today’s plants in Homburg, Ansbach, N
Nuremberg, Reutlingen, and Blaichach. e
w
di
Founding the divisions vi
si
This enormous growth made it necessary to reorganize the company’s centralized structure. The o
first step in this direction was taken on July 1, 1959, when the power tools engineering ns
operations were brought together to form an ‘independent division’. This was the pilot project
for the establishment of a divisional structure throughout the company and the creation of a In
network of relatively independent divisions with responsibility for achieving their own 1
individual sales and profit targets. This phase of profound change is closely linked with Hans L. 9
Merkle, who joined the board of management on October 1, 1958, before being appointed 6
chairman on April 1, 1963. 3,
B
os
Corporate constitution ch
fo
In 1964, the executors of Robert Bosch’s will laid the foundation for today’s corporate r
constitution. Vermögensverwaltung Bosch GmbH acquired the majority of the capital stock of m
Robert Bosch GmbH from the heirs of the estate in 1964, transferring the voting rights to ed
today’s Robert Bosch Industrietreuhand KG (Robert Bosch Industrial Trust), the body th
responsible for carrying out the company’s entrepreneurial ownership functions since then. e
P
In 1969, Vermögensverwaltung Bosch changed its name to Robert Bosch Stiftung GmbH ac
(Robert Bosch Foundation) to underline the social focus of its activities. To this day, the ka
foundation supports projects in the areas of education, health, international relations, society, gi
culture, and science. Robert Bosch Stiftung currently holds 92 percent of the share capital of n
Robert Bosch GmbH. Most of the remaining shares are held by the Bosch family. g
T
This corporate constitution continues to play a key role in securing the entrepreneurial freedom ec
and financial independence of the Bosch Group. Most of the earnings generated remain within h
the company, where they are used to secure its future. This allows the company to plan over the n
long term and to invest heavily in the future without borrowing from the capital markets. Robert ol
Bosch Stiftung is paid a dividend, allowing the body to sustain its commitment to charitable o
causes. g

16
y division through a series of acquisitions. The pneumatics and hydraulics operations were H
merged to form the later Automation Technology division, a precursor of today’s Drive and er
Control Technology division. r
m
The board of management was particularly keen to expand the company’s international an
business, laying the foundation for a second location in India, in Nashik, in 1973. The same n
year, Bosch reached an important milestone in the U.S. by opening its first production facility S
there since the Second World War – in Charleston, South Carolina. In 1974, Bosch generated ch
more than half of its sales outside Germany again for the first time since 1932. ol
l
Under the leadership of Marcus Bierich, chairman of the board of management from 1984 to to
1993, Bosch expanded and pooled its telecommunications activities in the 1980s to form a new o
business sector. Key areas in this merger included the radio technology business, which was k
founded in 1954, the cell phone business, ANT Nachrichtentechnik, which was acquired in o
1982, and Telefonbau und Normalzeit Lehner & Co ve
r
as
Safe, clean, economical ch
ai
The period between 1960 and 1989 at Bosch is shaped by significant product innovations, r
particularly in automotive technology. At a time when discussion was starting to focus on road m
safety and environmental protection, these product innovations demonstrated Bosch’s an
commitment to low-emission, economical, and safe cars. Bosch summed up this commitment in of
its “safe, clean, economical” campaign launched in 1974. The innovations included the D- th
Jetronic electronic gasoline injection system (1967), the ABS antilock braking system (1978), e
the EDC electronic diesel control (1986), and the Blaupunkt TravelPilot navigation system b
(1989). oa
6. 1990 – 2010: Solutions to the challenges of globalization. rd
of
The fall of the Iron Curtain also heralded a new era for Bosch. Access to the markets in Eastern m
Europe and Asia in particular accelerated the pace of globalization, a process by which an
previously distinct regional markets started to intermesh worldwide. Bosch was now faced with ag
the task of meeting these new challenges and grasping the opportunities that arose. The share of e
sales generated outside Germany rose from 51 percent in 1990 to around 76 percent in 2009. m
en
t
o
n

17
July 1, 1993, a position he held until 2003. He focused mainly on stepping up the company’s
activities on the emerging markets of Eastern Europe and Asia and safeguarding its innovative A
strength. c
q
Opportunities in Eastern Europe and Asia ui
si
As early as 1994, Bosch had gained a foothold in 13 countries of the former Eastern Bloc. Later ti
on, Bosch opened a large number of manufacturing facilities in the region, for example in o
Jihlava and České Budějovice in the Czech Republic, Wroclaw in Poland, as well as in Miskolc, n
Hatvan, and Eger in Hungary. s
in
al
In Japan, Bosch gradually acquired a majority holding in Zexel Corporation, its biggest l
Japanese affiliated company, completing the process in 1999. In 2005, this corporation was th
merged with the other Bosch companies in Japan to form Bosch Corporation, headquartered in e
Tokyo. b
u
si
In India, where the fourth manufacturing location was opened in 1999, business also developed n
rapidly. Up to 2003, the associates at Mico (today known as Bosch India) produced a total of 25 es
million single-cylinder diesel injection pumps for stationary engines and a further ten million s
for passenger cars and commercial vehicles. se
ct
or
Up until 1994, Bosch was only represented in China by companies working under license and, s
from 1989, by one representative office. When the Chinese government recognized the h
importance of foreign suppliers for the development of its own automotive industry at the start a
of the 1990s, this market also opened up for Bosch. Following lengthy negotiations, a d
breakthrough was achieved in 1995 when the Chinese government awarded Bosch the a
strategically important contract to equip vehicles produced in China with electronic gasoline m
injection systems. Bosch started assembling these systems through the joint venture company aj
UAES in Shanghai in 1996. 1996 also saw the start of production of diesel technology in Wuxi, or
power tools in Hangzhou, and spark plugs in Nanjing. Further joint ventures quickly followed, i
and Bosch founded a holding company for China in 1999. m
p
a
ct
Growth through acquisitions o

18
n business. For instance, Bosch acquired the brake division of Allied Signal in 1996, the
industrial technology specialist Mannesmann Rexroth in 2001, and the heating technology T
manufacturer Buderus in 2003. The Security Systems division also expanded its portfolio by he
acquiring Philips Communication Security Imaging, Telex Communications, and CCTV gl
Extreme. The packaging technology manufacturers Sig Pack, Pharmatech, and Paal were also o
taken over in 2004, 2007, and 2008 respectively. These acquisitions not only reinforced ba
Bosch’s market position in these segments, they also helped balance the company’s business l
structure. ec
o
In other areas, Bosch chose to hive off business activities when significant market n
developments virtually excluded the possibility of successful continuation. For example, Bosch o
gradually sold off its telecommunications activities, keeping only the navigation system and car m
radio business (known today as the Car Multimedia division) and the security technology ic
business, which went on to become the Security Systems division in 2002. cr
isi
s
Invented for life in
2
The spotlight remained trained on innovation in the 1990s, creating the perfect bridge to today’s 0
strategic slogan “Invented for life.” The ESP electronic stability program launched in 1995 was 0
both a technological milestone and a commercial success. It prevents vehicles from skidding 8/
and thus plays a key role in improving road safety. 2
0
0
Many other innovations followed, including the common-rail system for high-pressure diesel 9
injection (1997), DI-Motronic gasoline direct injection (2000), driver assistance systems such ca
as the ACC adaptive cruise control (2000), and the parking assistant (2005). In 2003, Bosch us
introduced the Ixo, the first cordless drill/driver based on lithium-ion battery technology. ed
Sustainability and corporate responsibility B
os
Franz Fehrenbach, who succeeded Hermann Scholl as chairman of the board of management on ch
July 1, 2003, continued the strategy of systematically reducing the company’s dependence on sa
the automotive industry by targeting above-average growth in other business sectors. In doing le
so, Fehrenbach placed great importance on globalization, environmental protection, resource s
conservation, and energy efficiency. An important decision was taken in the spring of 2008, to
when Bosch acquired the German solar cell manufacturer Ersol to create the new subsidiary fa
Bosch Solar Energy. ll
b

19
y around 15 percent to approximately 38.2 billion euros in fiscal 2009, and meant that the G
company recorded an operating loss for the first time since the Second World War. However, m
the crisis did not affect the company’s long-term strategy, a strategy which is not only geared b
toward opening up promising areas of business, but also incorporates an understanding of h
corporate responsibility based on the principles of the company founder Robert Bosch. He 9
appreciated that corporate responsibility was essentially about finding a balance between 2
business success and social concerns. The task now is to expand this concept to include %
environmental protection. In 2007, Franz Fehrenbach said: “Our top priority is without question
to secure the company’s long-term future, but we are also equally committed to doing so by H
achieving a balance between ecology, economy, and […] corporate social responsibility.” This o
statement is based on the belief that a company will only be successful in the long term if it l
pursues a policy of sustainable business management and does not infringe on social and d
ecological interests. i
n
g
N
COMPANY PROFILE o

1. The Bosch Group is a leading global manufacturer of automotive and industrial V

technology, consumer goods, and building technology. In fiscal 2005, some 251,000 o
t
associates generated sales of 41.5 billion euros. Set up in Stuttgart in 1886 by Robert Bosch i
(1861-1942) as “Workshop for Precision Mechanics and Electrical Engineering,” the Bosch n
Group today comprises a manufacturing, sales, and after-sales service network of more than g
280 subsidiaries and more than 12,000 Bosch Service Centers in over 140 countries.
R
2. OWNERSHIP STRUCTURE – The Global Responsibility of Bocsh i
g
h
t
s

Robert Bosch Stiftung

20
 o
Robert Bosch Gmbh f
Share Capital :
1.2 Billion Euros
3. The special ownership structure of the Bosch Group guarantees its financial (
a
independence and entrepreneurial freedom. It makes it possible for the company to undertake )
significant up-front investments in the safeguarding of its future, as well as

Q
to do justice to its social responsibility in a manner reflective of the spirit and will of its u
founder. However, Bosch can only maintain this level consistently because it does not have to a
optimize figures to satisfy the short-term perspective of quarterly reports. A total of 92% of the l
share capital of Robert Bosch GmbH is held by the charitable foundation Robert Bosch i
Stiftung. The entrepreneurial ownership functions are carried out by Robert Bosch t
Industrietreuhand KG. It is this special ownership structure that enables us to pursue a long- y
term corporate strategy. Robert Bosch Industrietreuhand KG carries out the entrepreneurial
ownership functions. The employees in BOSCH are known as associates and are considered, :
also in true spirit as associates of the company.

G
r
Bosch Value Statement – e
a
t
e
s
t

a
s
s
e
t

w
h
4. BeQIK is at the core of the Continuous Improvement Programme (CIP) at Bosch. a
Designed by Bosch, under their guideline Bosch endeavors to foster higher standards t

21
 Customers demand from Bosch.
8. F
(b) Innovation: Ensures business for the future. o
c
(c) Keeping Customer Satisfied: Inspires Customers and associates u
s

ATTITUDE AND COMMITMENT a

r
e
5. Bosch regards innovation as something more than exceptional product quality, a
functionality and design. Not only technical developments, but also commitment to society s
has an effect on the world of tomorrow. :
E
d
6. Environment: Environmental protection has been a corporate principle of the Bosch u
Group since 1973.The Bosch Group has been committed to environmental c
a
protection since 1973. This principle of our corporate philosophy is as important to Bosch as t
the quality of its products and the cost-efficiency of its operations. We place our innovations i
in the interests of the safety of people, the economical use of resources, and environmental o
sustainability. The Bosch principles and corporate standards are observed by all Bosch n
locations around the world. ,

i
PUBLIC SPIRIT n
t
7. Robert Bosch Foundation: The Robert Bosch Foundation continues to pursue e
r
the social principles of the company's founder and foundation sponsor Robert Bosch. The n
Robert Bosch Stiftung (Robert Bosch Foundation) was established in 1964 to keep alive the a
philanthropic and social endeavors of its founder Robert Bosch. Through its programs and t
institutes, the foundation has since issued 735 million euros in project funds. In 2005, it i
made available 55,6 million euros for non-profit projects. The Robert Bosch Stiftung o
operates three facilities for health care and research in Stuttgart: the Robert Bosch Hospital, n
the Dr. Margarete Fischer-Bosch Institute for Clinical Pharmacology, and the Institute for a
the History of Medicine. l

22
 understanding, and public welfare are the top priorities stated in Robert Bosch’s will and the gr
pillars of our work today. The Robert o
w
Bosch Stiftung has six departments. We develop and support exemplary practical concepts th
in the areas ‘Science and Research’, ‘Health, Humanitarian Aid’, ‘International Relations - .
Western Europe, North America’, ‘International Relations - Central Europe, Eastern In
Europe’, ‘Education and Society’, and ‘Society and Culture’ th
is
9. Quality: Bosch goal is to fully satisfy customer’s expectations through the quality w
of products and services. Quality and Quality improvement is every associates responsibility ay
and ultimate goal – from the board of directors to apprentices. Directives, processes, systems ,
and goals are based on requirements from international standards, customer expectations, R
knowledge and experience. Knowledge of and compliance with these directives and processes is es
the foundation of quality. Quality means doing the detail from the beginning, thus preventing ea
failures in the end. Continuous improvement of the quality of processes lowers costs and rc
increases productivity. Avoiding failures is more important than eliminating defects. Methods h
and tools are applied for preventive quality assurance systematically, learn from mistakes and an
eliminate their root causes without delay. Suppliers for Bosch contribute substantially to the d
quality of products and services. Therefore, suppliers must live up to the same high quality A
standards that have adopted by Bosch. d
va
nc
10. Innovation: Thousands of scientists, engineers and technicians around the world e
develop new technologies and solutions for Bosch. Every day, thousands of Bosch E
scientists, engineers and technicians around the world are involved in the development of n
new products and systems, as well as of innovative manufacturing processes. Their work is gi
also devoted to the continuous improvement of existing products. Approximately 2,800 ne
applications for patents in 2005 demonstrate that research and development play a central er
role within the company. in
g
pl
11. Innovations secure future: and Bosch is no exception. Worldwide, 23,600 ay
research and development associates work to deliver the basis for products and s
services that improve the quality of life. Of these associates, more than 1,200 work in the an
Corporate Sector Research and Advance Engineering, designing new systems and components, ac
exploiting new technologies, improving processes and manufacturing methods, and identifying ti
new trends. This corporate sector works closely with all Bosch divisions and with scientific and ve
business partners the world over. All this boosts Bosch innovative strength and opportunities for ro

23
le in securing the future of the company.

(e) O
12. Tradition: To develop high-end technologies and assume social responsibility were p
the aims of the company's founder, Robert Bosch, from the outset. The company's history e
shows that Bosch is still guided by these principles. The company’s founder was committed n
to the development of high-quality products and to social responsibility. In 1886, Robert n
Bosch founded the "Workshop for Precision Mechanics and Electrical Engineering " in e
Stuttgart. This was the birth of today's globally active Robert Bosch GmbH. From the very s
beginning, the company's history has been characterized by innovative, drive and social s
commitment.
a
n
13. Values: Bosch values reflect the attitude with which it conduct’s business - d
ethics in relations with customers and employees. A few of the values are as follows:-
T
(a) Encompassing change and continuity: Bosch has always been a value-driven r
company. Many of our values can be traced back to our founder Robert Bosch; other u
values have changed or have arisen over the decades. Now guiding values have been put s
in writing. Values reflect the manner in which Bosch business is run. Professional ethics t
are maintained in dealing with business partners, investors, employees and society. :
(b) Future and Result Focus: In order to ensure dynamic development of the
B
company and to guarantee long term corporate success, Bosch participates in shaping o
the changes in markets and technologies. By doing so, customer care provided with s
innovative solutions and associates with attractive jobs. Bosch acts c
h
result focused in order to secure growth and financial independence. With the dividends
generated, the Robert Bosch Foundation supports charitable activities. i
n
f
(c) Responsibility: Bosch accepts that its actions must accord with the interests o
of society. Above all else, it places its products and services in the interests of the safety of r
people, the economic use of resources, and environmental sustainability. m
s

(d) Initiative and Determination: Bosch acts on its own initiative, with an i
entrepreneurial but accountable spirit, and demonstrate determination in pursuing its goals. t

24
 s associates, business partners, and i
investors in a timely and open fashion of important developments within the company. This is t
the best basis for a trustful relationship. s

a
(f) Fairness: Bosch views mutual fairness as a condition of its corporate success when dealing s
with each other and with its business partners. s
o
(g) Reliability, Credibility, and Legality: Bosch promises only what it can c
deliver, accept agreements as binding, and respect and observe the law in all business i
transactions. a
t
e
(h) Cultural Diversity: Bosch is aware of the company's regional and cultural origins and at s
the same time regards diversity as an asset, as well as a precondition of its global success. ,

r
14. Social Responsibility: Bosch brings strong commitment and know-how the task of e
reconciling social concerns and entrepreneurial goals. Social commitment is an g
essential principle underlying the corporate policy guidelines of Bosch. It believes in a
r
bringing the economic objectives of corporate activity into alignment with broader social d
and environmental aims. Combining the pursuit of economic objectives with consideration l
for social and environmental factors is a priority at Bosch. Above all else, Bosch places its e
products and services in the interests of the safety of people, the economic use of resources, s
and environmental sustainability. Bosch abides by the following eleven principles that s
document its social responsibility: -
o
f
(a) Human rights: Bosch respects and supports compliance with internationally
t
recognized human rights, in particular as regards those of its associates and business h
partners. e

c
(b) Equal opportunities: Bosch upholds and affirms equal opportunity among o
l
o

25
 r of their skin, race, gender, age, nationality, social origin, handicap, or sexual
preference. It respects the political and religious convictions of the associates as long as
they are based on democratic principles and tolerate those of different persuasions. (h) O
c
c
u
(c) Integration of handicapped people: In its view, handicapped people p
possess equal rights as members of society and business life. Encouraging them, integrating a
them into the enterprise, and working with them in an atmosphere of cooperation are pivotal t
elements of Bosch corporate culture. i
o
(d) Free choice of jobs: Bosch rejects forced labor of any kind and respect the principle of n
freely chosen employment. a
l

(e) Rights of children: Bosch condemns child labor and respects the rights of children. All h
enterprises in the Bosch Group will adhere to the stipulations of ILO e
Convention no. 138 and no. 182. a
l
(f) Relations with associate representatives and their institutions: Bosch recognises the t
fundamental right of all associates to form trade unions and to join these trade unions of h
their own free will. Associates will neither receive undue
advantage nor suffer any disadvantage as a result of their membership in trade unions. a
Within the framework of respective legal regulations - insofar as these are in harmony n
with the ILO Convention no. 98 - Bosch respects the right to collective bargaining for d
the settlement of disputes pertaining to working conditions, and endeavor together with
its partners to work together in a constructive manner marked by mutual confidence and s
respect. a
f
e
(g) Fair working conditions: Bosch remuneration and social benefits conform t
at the very least to national or local statutory standards, provisions, or respective agreements. It y
observes the provisions of ILO Convention no. 100 with respect to the principle of “equal :
remuneration for work of equal value”. It complies with national provisions regarding working
hours and vacation. Any associate may complain to their respective line manager or senior S
management if they believe they have been subject to unfair treatment or have suffered a
disadvantages with respect to working conditions. Associates will not suffer any disadvantage f
as a result of lodging such complaints. e

26
 ty at the workplace and the physical well being of associates has top priority. Bosch
adheres at the very least to the relevant national standards for a safe, hygienic working i
environment and takes appropriate action within this framework to ensure its n
associates'health and safety at their workplace in order to guarantee working conditions c
that are not harmful to health. r
e
(i) Qualification: Bosch encourages associates to train to acquire skills and knowledge a
and to expand and enhance their professional and specialist know-how. s
e
(j) Environment: Bosch can look back on a very long tradition of commitment to s
preserving and protecting the environment. In addition, it contributes to the further
improvement of living conditions at their locations. The basic principles of i
environmental protection reflect Bosch duty towards the environment and are the t
basis for many initiatives that are implemented throughout the company. s

s
(k) Implementation: Bosch aim is to implement these principles throughout the Bosch t
Group. These principles will be incorporated into the “Management System Manual for i
Quality, Environment, Safety, and Security in the Bosch Group”. Responsibility for their m
implementation lies with the senior management of the respective divisions, regional u
subsidiaries and company locations. Bosch will not work with any suppliers who have l
demonstrably and repeatedly failed to comply with basic ILO labor standards. a
t
i
o
n

ACADEMECIA o
f
15. Carnegie Bosch Institute(CBI) – Alliance between business and academia.
Carnegie Bosch Institute for Applied Studies in International Management represents a unique a
alliance between Carnegie Mellon’s Tepper School of Business and the Bosch Group. Robert c
Bosch Corporation established the Institute in 1990 through a major endowment gift. The a
Institute’s mission is to support, educate, and develop globally minded managers through d
research, fora and executive education programs. e
m
i
16. The Carnegie Bosch Chairs: In 2006, Carnegie Bosch Institute sharply c

27
 research on global business issues: the Institute sponsors five Carnegie Bosch Chairs, the W
spearhead of which is the Bosch Chair. h
y
Together, these faculties form the Carnegie Bosch Institute Research Committee. They work tr
in the field of Organizational Behaviour and Theory, Manufacturing and Operations ai
Management, Operations Research and Computer Science, and Marketing. Above all, they ni
are looking at issues across boundaries and disciplines. Carnegie Bosch Institute is n
continuously working to find new ways of facilitating the exchange between experienced g
business managers and these open-minded academic experts by developing for a that share is
the newly created knowledge. i
m
p
17. A Vision Turned Reality: Global Leadership: In its endeavour to bring business or
and academia together in a unique and new learning environment, Carnegie Bosch Institute has ta
taken a leap into innovation. Its annual Executive Summer Forum nt
Global Leadership has become an epitome of a courageous, stimulating, and invigorating E
development experience of senior executives and academic presenters from around the ve
world. Its unconventional process design and its hand-selected faculty, its meticulous ry
attention to detail and its tie-back into the real life of international businesses make it a co
stand-alone product in the world of executive learning, development, and cross-community m
networking. pa
n
VISION y
sh
o
“We will leverage our strengths to execute complex global-scale projects to facilitate ul
leading-edge information and communication services affordable to all individual d
consumers and businesses in India. be
fu
We will offer unparalleled value to create customer delight and enhance business
ll
productivity.
y
co
We will also generate value for our capabilities beyond Indian borders and enable
m
millions of India's knowledge workers to deliver their services globally.”
m
itt
ed
TRAINING & DEVELOPMENT POLICY
to
th

28
e continuous development of its staff, in the same ways as we continuously develop our
services. This will be achieved by helping all staff identify and meet their own job and business
Id
related development needs. This policy will ensure that we have the adaptability and flexibility
e
to thrive and succeed as a business. To do this, all line managers, through the Performance
nt
Review process, will
if
yi
 Ensure that staff have a level of knowledge and skill to fully perform their role
n
 Encourage staff to develop within their current role
g
 Look for potential, and find ways for staff to demonstrate potential
tr
 Recognize and reward staff development (utilizing it wherever possible)
ai
 Create a learning culture by providing opportunities for learning
ni

Equal opportunities n

All staff are entitled to and can expect to receive training they need to carry out their current g
role. This includes seconded, fixed-term contract or short-term contract staff. &
d

Permanent employees can expect to benefit from further commitment for each individual to ev
devote at least 5 days a year towards training and development. First priority will be towards el
job-related training, but we will also encourage individuals to undertake personal development o
training. This may entail taking professional qualifications; undertaking research into a p
particular field of interest or experiencing a particular aspect of another job in order to gain an m
insight into the role and fuller understanding of the work. e
nt

Training should not be viewed purely as “attending a training course”. There are a variety of n
different methods that can be used to help train and develop individuals and Personnel Services ee
will be happy to help individuals and managers select the most appropriate method. For ds
example, using open learning materials; computer-based packages; videos or CD-ROMs; e- Id
learning; and reading literature, to name but a few. en
tif
yi
Shared responsibilities
n
It is recognizes the need for everyone to learn and develop their skills on a continuous basis and
g
will support individuals to help them achieve this. Equally, the company expects individuals to
tr
take on some responsibility for their own self-development. For example, identifying suitable
ai
training activities (with the help of line managers and Personnel Services) and adopting a
ni
flexible and positive approach to any training and development that is identified with them.
n
g
an
d
29
development needs, and helping individuals to improve their performance, are key O
responsibilities for line managers, so they are expected to be actively involved in their team’s nc
training and development. Line managers are also responsible for measuring the effectiveness e
of any training and development undertaken by team members, with assistance from Personnel so
Services. m
eo
The skills and knowledge that will be needed for the future success of the company will become ne
apparent as each year’s business (corporate) plan is drafted and communicated to teams within ha
the company and individual performance objectives agreed. Where individual skills, s
knowledge or the development of competencies are needed to achieve our business objectives, ex
these should be recorded on the Development Needs Assessment plan, which forms part of our pe
Performance Review process ri
en
Setting and evaluating learning objectives/outcomes
ce
d
a
The company has a number of key business objectives that it needs to achieve. These
tr
objectives can be achieved only through harnessing the abilities and skills of everyone in the
ai
company and by releasing potential and maximizing opportunities for development. If
ni
individuals need to learn in order to achieve business objectives, it is important that any training
n
and development in which we invest has a relationship to our business objectives, so we can
g
demonstrate the contribution learning makes towards overall organizational success.
an
d
To demonstrate this contribution, individuals will agree with their line managers, prior to
de
undertaking a learning activity, “learning objectives”. Learning objectives will be the means
ve
by which managers and company can measure how effective training and development has been
lo
towards achieving our business objectives or performance. Setting learning objectives will
p
therefore provide a benefit for everyone:
m
en
For individuals, objectives give a better understanding of what is expected of them; where
t
priorities lie; where their contribution fits into the organization and how they are progressing.
ac
ti
For managers, objectives provide a basis for allocating responsibility to individuals for
vi
achieving certain results; monitoring the achievement of results and providing solid evidence,
ty
which is less subjective, for assessing an individual’s performance.
or
le
For the organization, objectives give a greater likelihood of strategic and corporate plans being
ar
achieved.
ni

30
ng, we will measure its impact and effectiveness on individual performance and the T
organization. Again, line managers are expected to be part of this process by defining the o
performance standards (or measures) when setting objectives and deciding on the methods that as
they will use to evaluate the learning. (Personnel Services will of course be available si
throughout the process to provide guidance and support). st
li
There are three key stages that will be used to evaluate training and development: ne
m
Reaction: At this level, evaluation provides information on the attitudes of a participant to an
learning, but it does not measure how much they have actually learned. That being said, if a ag
participant has a positive reaction to the learning experience they are more likely to implement er
what they have learned. Evaluation at this level will be measured by a post-learning s,
questionnaire, which will be completed immediately after the learning activity has taken place. th
Normally, Personnel Services will be responsible for issuing this type of questionnaire. er
e
Performance: Evaluation at this level looks at the impact of a learning experience on ar
individual performance at work. Key to this area of evaluation will be the need to have e
established smart learning objectives prior to the learning experience so that when evaluation a
takes place there are measures to use. For example, an important learning objective for a junior va
secretary attending a Word training course may be “to produce typed correspondence with no ri
spelling or typographical errors.” In this example, a manager would be able to evaluate the et
secretary’s performance using a measure of “no spelling or typographical errors”. Ideally, y
evaluation on performance should take place approximately 3 – 4 months after the learning of
activity. Line managers should undertake this evaluation and send a copy of the results to m
Personnel Services. et
h
Organizational impact: At this level evaluation assesses the impact of learning on o
organizational effectiveness, and whether or not it is cost-effective in organizational terms. ds
Personnel Services will undertake this evaluation as part of a wider training and development th
evaluation process. at
ca
In summary then, Personnel Services will evaluate training and development at the reaction and n
organizational levels, and line managers will be responsible for evaluating the effectiveness of be
training and development at the performance level. However, there will be some types of us
learning activities, for example attending conferences or seminars, where it may not be ed
appropriate to undertake any evaluation. If any doubt, please contact Personnel Services. to
m
ea

31
sure the effectiveness of the learning. Some of these include:

 Participant self-assessment
 Written or practical tests
 Structured interviews
 Questionnaires
 Feedback – for example, internally from colleagues, peers, and managers and/or externally
from partners, customers or clients
 Qualifications obtained

Line managers should contact Personnel Services, who will be pleased to help set-up an
evaluation method to use to measure the effectiveness of a training activity.

Funding

Funding for training and development will be paid from a central training budget, therefore the
Head of Personnel Services must approve any training and development that involves a
financial cost before any financial commitment is made. Details of how to apply for a training
and development are explained under the section headed “Selecting a training provider and
applying for training”.

In addition to job-related training and development, company also recognises the need to help
individuals to improve within their chosen career path by encouraging individuals to gain
professional/vocational/academic qualifications. With this in mind, company has established a
company sponsorship scheme whereby full or partial sponsorship will be provided. Information
about the scheme can be found under the section headed “Company sponsorship”.

32
CHAPTER 2: Review of Literature Gooderham
and
Nordhaug

Werbel,and
DeMarie

Author

Lengnick-
Hall and
Others

This part of study literature review includes available research relating to the dimensions identified in
introduction. The material incorporated in this chapter is taken from different resources. Significant dig outs
from research already done related to above mentioned issues are reproduced below:- Mc
gunnigle

Author Year Source/journal Findings and conclusion

Maxwell
Tharenou 2007 Human Study concluded that research on training and organizational- and
And others resource level outcomes differs as a function of the outcome variables Farquharson
management which are categorized as:-
review 1. HR outcomes
2. Organizational performance outcomes
3. Financial or accounting outcomes
4. In case of publicly listed companies stock market Harris
outcomes
Katou and 2010 European Business strategies, managerial style and organizational culture
Budhwar Management moderate HRM policies. Moreover, it was found that HRM
Journal policies do not have a direct impact on organizational
performance, but their impact is fully mediated by employee Othman and
skills, attitudes, and behaviour. Poon

Steinmetz 2011 Human There is a need to standardize the process of research

Resource particularly in the field of HR .Researchers need to develop a
Management process in which development of questionnaire, administration
Review of questionnaire and structuring of comparable measures Tissen and
others
should follow the same way. Results of such a research cannot
be generalized without a process which is close to uniformity.
Minbaeva 2008 International Study concluded that if HRM practices are used to develop
Business competencies that are firm specific and creation of
Review organizational knowledge than these can also contribute to
sustained competitive advantage.
Turner, 2008 International For optimum performance project assignments should be
Huemann Journal of linked with career development so that employees may feel
and Keegan Project that specific project assignments are likely to create
Management opportunities for development. © Managem
HRM practices in contemporary organizations most of the Author
times overlook needs of stake holders in favour of the Keegan,
organization. Fairness and justice assume added significance Huemann an

33
Turner Resource attention by HRM literature. More clear and specific
Management elaboration of responsibilities in contemporary organizations Gbadamosi
can increase performance at each level manifolds.
Shen and Zhu 2011 The International More and more organizations seek to improve their
Journal of Human performance by using appropriate HRM policies and
Resource practices. Due to the importance of CSR to business, it is
Management important for HRM policies and practices to address both the Moideenkutt
firm’s strategic needs and the interests of internal and Al-Lamki an
external stakeholders Murthy
Gellatly and 2009 The International Employee commitment should be considered as a resource by
others Journal of Human the organizations which can be used to uphold the workforce
Resource capabilities providing sustained advantage over competitors.
Management HRM practices can be used as a tool to inculcate the desired
commitment among the employees limiting their desire to
leave the organization and demonstrate higher citizenship R
behaviour e
Teo,Clerc and 2011 The International Investment in human resources (HRs) through embracing v
Galang Journal of Human human capital enhancing (HCE) human resource management i
Resource (HRM) system is positively linked to organizational e
Management performance. Moreover, Front line employees are strategically w
significant and important source of competitive advantage.
Zanko 2008 The International Legge’s (1978) argued that HRM requires power and e
Journal of Human influence to be effective and implement its agenda. Its true n
Resource role, perceptions and problem solving abilities will then be a
Management understood by line management. b
McKenna and 2010 The International Modern HRM practices afford an opportunity to gain l
others Journal of Human increasing control over line managers, other employees and e
Resource their behaviour.Critical approaches to management imply the d
Management need for scepticism about the purposes of the global
transferability of HR ideas and practices. Moreover, rather t
than focusing on whether practices can be transferred, the h
barriers to transfer, or how they are transferred, a key theme in e
a critical approach is how work is designed and people are
managed to achieve the control necessary within r
organisational, economic and societal contexts (Delbridge e
2009). s
Dany,Guedri 2008 The International In order to strengthen the link between HRM and e
and Hatt Journal of Human performance, decision making should rely upon HRM a
Resource specialists in consultation with line managers. In addition to r
Management this there should be judicious distribution of roles and c
responsibilities between both. h
Azmi 2011 The International Effectiveness of HRM function is invaluable to achieve e
Journal of Human organizational performance through HR practices. Author r
Resource found four dimensions of SHRM fit
Management 1. Fit between HRM and corporate strategy i
2. Fit between HR roles and position n
3. Fit within HRM function
4. Fit between HRM and other functional d
Areas e
Martins 2007 Management It is not possible to achieve high levels of performance with v
Decisions out communicating the roles with clarity. If belief of staff runs e
contrary to actual expectations of senior managers than l
desired performance level can not be met. o
Luoma 2008 Management Simply matching the HR practices with product/market p
Decisions strategies is no more relevant after advocates of resource i
based theory lay emphasis on competencies and behavior as n
g

t
© Management Journals h
vital towards creating competitiveness. Those HR practices e
need more attention which can develop and maintain the
requisite competencies and behavior. f
Appelbaum 2011 Management After globalization and ever expanding organizations there is o
Decisions a need to adopt strategy and structures with cross cultural l
operability to optimize the efficiency. This will warrant the l
need to redefine HR strategies to increase or maintain o
organizational performance. w

34
ing understanding:-
2.1 This field is still in its evolutionary phase and it is difficult to identify any crystal clear framework to
retrofit the existing scattered perspectives.

2.2 Business performance will be improved only when the right fit between business strategy and HR practices
is achieved
2.3 Specific combinations of HR practices can be identified which generate higher business performance but
these combinations will vary by organizational context.

2.4 Claims that a universal best practice HR strategy has been identified are premature. It is unlikely that
adopting a specified set of HR policies is the high road to organizational success. Even the large amount of
empirical work that has been done has not identified all the general components such a set of policies would
contain

2.5 How something is done is often more important than what is done, and we need to pay much more
attention to how clusters of HR polices are adopted and implemented as well as to the specific contexts in
which policy innovation is attempted

2.6 The way in which organizations treat their employees is at the heart of their success

2.7 HR function is no more being taken as administrative activity rather it has assumed a central role in overall
organizational activities. It is one of the main pillars which supports entire organization

2.8 True essence of context needs to be understood for firm implementation of HR policies. Contextual factors
are being given more importance by researchers all over

2.9 It is imperative to have a strategy for any organization but at the same time even the best crafted strategy
cannot ensure success. Chances of success increase manifolds when there exists a vibrant and realistic
implementation mechanism. Success comes through interplay of numerous factors with dominant role of HR.

2.10 A growing number of studies have complex measures of HR practices. These are often used in multi-
variate analyses, which also incorporate background variables like capital/labour ratios, firm size, industrial
sector, and so on. But they only rarely include other direct measures of managerial effectiveness. This
omission might mean that all aspects of managerial effectiveness are being represented just by the HR
variables

2.11 There is an upward trend towards alignment of human resource initiatives with goals of organization with
a view to achieve business success.

© Management Journals

http//: www.managementjournals.org

14

35
International Journal of Economics and Management Sciences Vol. 2, No. 03, 2012, pp. 10-10

2.12 In essence the research on effectiveness of HRM can be captured by a number of questions:

2.12.1 What is effectiveness in the HRM perspective?

2.12.2 What are its indicators?
2.12.3 What are its predictors?
2.12.4 Can it be specified or measured?
2.12.5 Can it be related to particular perspectives, environments, behaviors or structures?
2.12.6 Is it a constant, or an ideal?
2.12.7 Does it change with time and organizational maturity?
2.12.8 Can it be sought, gained, enhanced, or lost?
2.12.9 Why is one organization effective at one time with particular set of HR practices and not at
another with same practices?

36
CHAPTER 3: RESEARCH METHODOLOGY

37
 RESEARCH METHODOLOGY

Research works involve a systematic process. There must be well-defined procedure for each and
every research work, which always need a set of methodologies.

The methodology for any research work constitutes the selection of representative sample from
the whole of the universe (or population) and also, applying appropriate tools and techniques of
research.

This research work was carried out in two stages :-

1. Firstly, an intense Literature Survey was done from the Reliance Training Manuals
and;

2. Secondly, the research was carried out by means of filling up of questionnaires. For the
purpose of data collection, two sets of questionnaires were prepared. One for the trainees
and other for their reporting officers.

After preparing the questionnaire on the basis of research design, it was firstly tested on six
respondents. After getting the responses, certain modifications were done to make it more
focused and also, free-flowing.

The sampling was ‘Disproportionate Stratified Random Sampling’, departments like : PE Hydro,
PE Civil, PE Electrical, PE Mechanical, Water System Group, SG Group, Cost Engineering,
CSD, New Project Group, etc., were covered to look for the respondents who have completed
their 3 to 5 months back.

Research Instrument :-
The research instrument was structured questionnaire with the choice of open-ended and close-
ended questions.

38
Field data :-
The field data has been collected by personally administering the questionnaire of the topic.

Sampling Plan :-
1. Sampling Unit :-
Each respondent was considered as a single unit in the whole research work.

2. Sampling size :- 50
*-The sampling size or the universe of the research work was 45 trainees & 15 reporting
officers.

3. Sampling procedure :-
To obtain the representation samples, ‘Disproportionate Stratified Random Sampling’
was used. This means that respondents were selected randomly without any well defined
proportions from various departments of the organization.

Information sources :-
The information sources were as follows:

1) Primary Information Sources :-

a) Survey of the employees who underwent training programs 3-5 months back by giving
them Questionnaires and collecting their feedback.
b) Survey of the Reporting Officers of the trainees.

2) Secondary Information Sources :-

a) Training Calendar of Reliance.
b) Participants List.
c) Various books at Reliance Library.

39
CHAPTER 4: DATA ANALYSIS &
INTERPRETATION

40
 DATA ANALYSIS & INTERPRETATION

1. How many trainees represent male or female ?

MALE
FEMALE

20%

MALE

80% FEMALE

2. Please indicate when should the study material be given to the trainees?
Before the training After the training

After the
training
33%
Before the training

After the training

Before the
training
67%

41
In any training program the material plays an important role. So it should be provided. But the
question is that, "when should be the materials be given, before the training or after the training.”
In the responses of such
Question, 30 out of 45 workers say that materials should be given before the training and 15 says
that it should be given after the training.

3. Before started training programme should you go through any test?

Yes No

Ready to Ready to face test

face test
Don't ready 40%
to face test
Don't ready to
60% face test

A good trainee is essential for the successful completion of any training program. A good trainee
can be selected by the test. So a test is required for selecting appropriate trainees. Responding
this 27 out of 45 workers tell that they don’t want to go through any test and rest 18 want to go
through such test process.
The evolution of any program is very much require for the future. It can be done by asking the
trainees.

42
4. Rate these training programme according to your development.
Training Programme Poor Good Excellent
1. Skill Enhancement
2. Personality Enhancement
3. IT Related

Skill Enhancement:

Good
25%
Excellent
31%
Good

Very good

Excellent

Very good
44%

Responding to skill enhancement programs, 11 out of 45 workers say that the training program
was good, 20 say that it ways very good and rest 14 trainees opine that training program was
very helpful to enhance their skills and perform their job in batter manner.

43
Personality Enhancement:

Good
13%

Excellent Good
47% Very good
Very good Excellent
40%

Responding to the personality development questions there are different views of the trainees, 6
out of 45 workers say that the program was good, 18 say that it was very good and 21 workers
say that program was excellent.

IT related:

Good
22%

Good
Excellent
49% Very good

Excellent
Very good
29%

Responding to the IT related development questions trainees are very much conscious about their
improvement. 10 out of 45 have good experienced regarding IT development, 13 say that
program was very good and rest 22 have excellent experienced regarding IT in the training
program.

44
5. In your opinion what should be the frequency of the training programme in your
company.
Once in a month Once in 3 Months
Once in 6 months Once in 12 Months

Frequency of training program:

Once in a
year
13% Every Every month
Every six month Every three month
month 29%
21% Every six month

Every three Once in a year

month
37%

The experienced of the training program is so impressive that all the trainees very much
interested in these types of programs. They want more of such types of training programs. So 7,
out of 24 trainees want this type of training in every month .On the other hand 9 trainees want
such program once in every three month. 5 out of them want to hold such types of program twice
in a year. Rest of them wants to hold this once a year. In my opinion it should be twice a year.

6. In your opinion what should be the duration of this training programme?

4 Hours 8 Hours 16 Hours 20 Hours

45
 4 hours
5%
8 hours
13% 4 hours

8 hours
16 hours 16 hours
20 hours 22%
60% 20 hours

The duration is an important factor for the successful completion of any program. It should be
according the requirement of the trainees. 2 out of 45 trainees say that duration should be 4
hours, 6 say that duration can be 8 hours. 10 out of them want 16 hours and rest 27 wants 20
hours for the training program.

7.Which kind of training is better according to you ?

On the job training
Off the job training

According to me, On the job training should be preferred as it allows the employees to conduct
their regular work at the same places. They do not lose time while they are training or learning. It
includes internship, training, coaching, orientations.
Off the job training includes lectures, special studies, conference case studies, etc.

46
1. Should training level be based on present skill level of employees ?
Yes
No

35% YES

65% NO

Yes it should be based on present skill level of employees as the company would get efficient
conduction of work from the employees and better results.

47
2. Should training session consist of demo sessions and practical exposure of live situations ?

Yes
No

35% YES

65% NO

Yes, training should consist of demo sessions and practical exposure of live situations as it tells
what is going in the organization. 65% people say training should consist of demo sessions and
practical exposure whereas 35% say it shouldn’t.

48
10. What types of training have you gone through?
(i) Skill Enhancement
(ii) Personality Enhancement
(iii) IT Related

Skill enhancement
& personality Skill enhancement Skill enhancement
development 24%
43%
Personality development

Skill enhancement &

Personality personality development
development
33%

Total 45 workers have gone through these training programs. 2 out of them got the skill
enhancement training, 4 got personality development, and 6 got skill enhancement & personality
development program. Out of 45 workers 8 got skill enhancement & IT related training, 11 got
personality development & IT related training and rest 14 got all three, skill enhancement,
personality development & IT related training.

49
11. The Training Was Necessary To Meet The Organization Recruitments.

Can’t Say , 1, 2%
Strongly Disagree Strongly Agree,
, 5, 10% 14, 28%
Strongly Agree
Mildly Disagree ,
Mildly Agree
9, 18%
Mildly Disagree
Strongly Disagree
Can’t Say

Mildly Agree, 21,

42%

12. This Training Is Helpful In Increasing The Production.

Can’t Say , 2, 4%
Strongly Disagree Strongly Agree,
, 6, 12% 13, 26%
Strongly Agree
Mildly Disagree , Mildly Agree
6, 12%
Mildly Disagree
Strongly Disagree
Can’t Say

Mildly Agree, 23,

46%

50
13. Training was useful for personal improvement.

Can’t Say , 1, 2%
Strongly Disagree Strongly Agree,
, 9, 18% 15, 30% Strongly Agree
Mildly Agree
Mildly Disagree , Mildly Disagree
7, 14% Strongly Disagree
Can’t Say

Mildly Agree, 18,

36%

14. Training was helpful in improving interpersonal skills.

Can’t Say , 0, 0%
Strongly Disagree
Strongly Agree,
, 7, 14%
11, 22%
Strongly Agree
Mildly Agree
Mildly Disagree , Mildly Disagree
12, 24% Strongly Disagree
Can’t Say

Mildly Agree, 20,

40%

51
15. Training was free from disturbances.

Can’t Say , 0, 0%
Strongly Disagree Strongly Agree, 9,
, 6, 12% 18%
Strongly Agree
Mildly Agree
Mildly Disagree ,
Mildly Disagree
13, 26%
Strongly Disagree
Can’t Say

Mildly Agree, 22,

44%

16. Training was Interactive.

Can’t Say , 1, 2%
Strongly Disagree
, 3, 6%
Strongly Agree,
Mildly Disagree , 16, 32% Strongly Agree
8, 16%
Mildly Agree
Mildly Disagree
Strongly Disagree
Can’t Say

Mildly Agree, 22,

44%

52
17. Introduction part of training an overall idea communicated properly.

Can’t Say , 2, 4%
Strongly Disagree Strongly Agree,
, 6, 12% 14, 28%
Strongly Agree
Mildly Agree
Mildly Disagree ,
8, 16% Mildly Disagree
Strongly Disagree
Can’t Say

Mildly Agree, 20,

40%

18. Intention behind the training was convincing.

Strongly Disagree
Can’t Say , 0, 0%
, 6, 12%
Strongly Agree, Strongly Agree
Mildly Disagree ,
18, 36%
7, 14% Mildly Agree
Mildly Disagree
Strongly Disagree
Can’t Say

Mildly Agree, 19,

38%

53
19. It was as a Motivational Training.

Can’t Say , 1, 2%
Strongly Disagree
Strongly Agree,
, 6, 12%
15, 30% Strongly Agree

Mildly Disagree , Mildly Agree

10, 20% Mildly Disagree
Strongly Disagree
Can’t Say

Mildly Agree, 18,

36%

20. Response of Trainees towards training was positive.

Can’t Say , 1, 2%
Strongly Disagree
, 7, 14% Strongly Agree,
16, 32% Strongly Agree
Mildly Agree
Mildly Disagree , Mildly Disagree
10, 20% Strongly Disagree
Can’t Say

Mildly Agree, 16,

32%

54
 21.Trainers were able to communicate the message effectively.

Strongly Disagree
, 1, 2%
Can’t Say , , 0%
Mildly Disagree ,
9, 18% Strongly Agree,
17, 34% Strongly Agree
Mildly Agree
Mildly Disagree
Strongly Disagree
Can’t Say

Mildly Agree, 23,

46%

23.You were able to understand the concepts taken up in training.

Can’t Say , 1, 2%
Strongly Disagree
Strongly Agree,
, 5, 10%
13, 26%
Mildly Disagree , Strongly Agree
7, 14% Mildly Agree
Mildly Disagree
Strongly Disagree
Can’t Say

Mildly Agree, 24,

48%

24. You were able to relate your practical work to the training.

55
 Can’t Say , 1, 2%
Strongly Disagree
, 4, 8% Strongly Agree,
Mildly Disagree , 16, 32% Strongly Agree
10, 20% Mildly Agree
Mildly Disagree
Strongly Disagree
Can’t Say

Mildly Agree, 19,

38%

56
25.Facilities & arrangements for training were good enough.

Can’t Say , 2, 4%
Strongly Disagree Strongly Agree,
, 6, 12% 15, 30% Strongly Agree
Mildly Agree
Mildly Disagree ,
Mildly Disagree
9, 18%
Strongly Disagree
Can’t Say

Mildly Agree, 18,

36%

57
CHAPTER 6: CONCLUSION

58
 DATA INTERPRETATIONS

After completion of project on training programs and its effectiveness at Reliance, the following
inferences are drawn: -
 Training system at Reliance has been good and continuously progressing in
nature.

 The employees are satisfied and praised to management for conducting various
and continuous training programs from time to time in various fields like skill
development, KAIZEN, etc. and they found these training programs are very
useful in developing personality, in reducing absenteeism rate, adapting to
management of change, providing ground for innovativeness and creativity etc.

 The training instructions, material and environment are quite good and so also the
employees of Reliance found that the applicability of training program is very
good.

 The employees feel that the training programs increase their knowledge, skill and
potential and help them in both, i.e., in job and personal development. This shows
that there has been a favourable attitude toward a training program.

 Employees are provided with regular constructive feedback concerning their

performance during and in the implementation of newly acquired abilities to some
extent but there is place of improvement for making it more suitable and effective.
Similarly, employees have to pay their attention and involve personally in the
training process to make it more effective.

 Employees feel that the chance should be given to every employees and needs are
analyzed based on the requirements of the job and hence training henceforth.

Reliance employees of HRD department are fully devoted to their job.

59
Department is determined to train without any monetary motivation. Department designs
programs based in the needs feedback received from various departments and functional
heads.

60
 SUGGESTIONS

There is no gainsay regarding the training programs enhance the quality of the performance. No
one is perfect in his respective field. A full flazed training program makes trainees complete
performer in their respective areas.

Every company looks for a worker, who can work effectively. They are in search of a person who
has the maximum skills required for the job. After selecting the right person, the company’s main
aim is to make that person a perfect workman. For this they provide them training.

First of all the management should look for that areas where workers needs training. For this
purpose management should keep eyes on each and every activity of the workers and staffs
whosoever may need training. This is a long and time taking process. In this way the next step
would be to select the trainees. There should develop a mechanism for selecting the trainees.
There should be a test for this purpose. This will give the idea about the weak and strong points
of trainees. It will be very fruitful in designing the contents of training program.

The printed material is very useful in training. These materials should be given before the
training. Written material would provide the overall idea about the training and make the trainees
understand better.
Before developing the training contents some points should be taken care of. There should be
some practical values in that. The training should include new ideas and should be helpful in the
development of trainees. It must be relevant to the hob of workers and staffs. In the training
process the efficient use of time should be made as time is the most important factor in any job.

The frequency of training program is according to the requirement and convenience of the
trainees as well as the management. Workers require more training so they need one in every six
month. Staffs required less training in the compression of workers, so they required at least on
training program every year.

61
The duration of any event is the most important, which maker any program successful or fail. It
should be according to the needs of the trainees of participants. In my opinion the duration of the
training would be 16 hours.

62
63
 CONCLUSIONS

Training is a costly affair for the management. It needs a handsome amount and long time. So
management has to play safe game for the benefits of the company as well as the workers. One
wrong decision may enforce the company to fall into deep troubles. So selecting the weak areas
of staffs and workers should be done very carefully. For that the management should be conduct
a test.

For providing an effective training, company requires a knowledgeable trainer. Selecting a

particular trainer is again a difficult job. Trainer demands handsome money. Training needs time
and cost both.

To conclude, it is very clear that training should be provided but not at the loss of the company.
It is very costly and time taking affair. But it is most important for the development of the
company. So management can’t avoid it at any cost.

An effective training program can bring about dimensional changes in the technical and
behavioural skills of the employees.

64
BIBLIOGRAPHY

BOOKS :
1 Mamoria C.B., “Personnel Management” 21st revised and enlarged edition 2001, Himalya
Publishing House.
2 Kothari C.R., “Research Methodology”, revised edition 2000, Vishwa Prakashan.
3 Flippo B Edwin, “Personnel Management”, sixth edition, Hill Book company.
4 Aswathappa K., “Human Resources & Personnel Management”, Tata McGraw.
5 Divivedi R.S. “Managing Human Resources” edition 1 Galgotia Publishing Company.

MAGAZINES :
Company’s catalogues & annual report year 2013.

65
 ANNEXURE
TRAINING & DEVELOPMENT
(QUESTIONNAIRE)

Name …………………………………………………
Department ………………………………………
Designation ………………………………………

1 What type of training have you gone through ?

A. Skill enhancement
B. Personality
C. I.T related

2 Please indicate when should the study material be given to the trainees?
A. Before the training
B. After the training

3.Before started training programme should you go through any test?

A. Yes
B. No

4. Rate these training programme according to ur development?

5. In your opinion what should be the frequency of the training programme in your company ?
A. Once in a Month
B. Once in Three Months
C. Once in Six Months
D. Once in 12 Months

66
2. In your Opinion what should be the duration of Training Programme?
A. 4 hours
B. 8 hours
C. 16 hours
D. 20 hours
3. Would you like to suggest something for the training programme?

4. Should Training level be based on present skill level of employees?

A. Yes
B. No
5. How many trainees represent Male or Female?
A. Male
B. Female
10. Which kind of training is better according to u?
A. On the /job Training
B. Off the Job Training

67
6. Trainers were able to communicate the message effectively.
(a) Strongly Agree. (b) Mildly Agree.

(c) Mildly Disagree (d) Strongly Disagree

(e) Can’t Say

7. Trainer were efficient.

(a) Strongly Agree. (b) Mildly Agree.

(c) Mildly Disagree (d) Strongly Disagree

(e) Can’t Say

8. You were able to understand the concepts taken up in training.

(a) Strongly Agree. (b) Mildly Agree.

(c) Mildly Disagree (d) Strongly Disagree

(e) Can’t Say

9. You were able to relate your practical work to the training.

(a) Strongly Agree. (b) Mildly Agree.

(c) Mildly Disagree (d) Strongly Disagree

(e) Can’t Say

10. Facilities & arrangements for training were good enough.

(a) Strongly Agree. (b) Mildly Agree.

(c) Mildly Disagree (d) Strongly Disagree

(e) Can’t Say

68
11. Training aids were used wherever relevant.
(a) Strongly Agree. (b) Mildly Agree.

(c) Mildly Disagree (d) Strongly Disagree

(e) Can’t Say

12. Environment of Training was comfortable.

(a) Strongly Agree. (b) Mildly Agree.

(c) Mildly Disagree (d) Strongly Disagree

(e) Can’t Say

13. Training duration was sufficient.

(a) Strongly Agree. (b) Mildly Agree.

(c) Mildly Disagree (d) Strongly Disagree

(e) Can’t Say

14. Proper case studies were taken up to make concept understandable.

(a) Strongly Agree. (b) Mildly Agree.

(c) Mildly Disagree (d) Strongly Disagree

(e) Can’t Say

15. All the areas were covered in the training.

(a) Strongly Agree. (b) Mildly Agree.

(c) Mildly Disagree (d) Strongly Disagree

(e) Can’t Say

69
16. The topics were covered in proper order.
(a) Strongly Agree. (b) Mildly Agree.

(c) Mildly Disagree (d) Strongly Disagree

(e) Can’t Say

17. Methods adopted for training were suitable.

(a) Strongly Agree. (b) Mildly Agree.

(c) Mildly Disagree (d) Strongly Disagree

(e) Can’t Say

18. The training sessions were not too long.

(a) Strongly Agree. (b) Mildly Agree.

(c) Mildly Disagree (d) Strongly Disagree

(e) Can’t Say

19. Study Material Provided was adequate.

(a) Strongly Agree. (b) Mildly Agree.

(c) Mildly Disagree (d) Strongly Disagree

(e) Can’t Say

20. Enough practical knowledge was given.

(a) Strongly Agree. (b) Mildly Agree.

(c) Mildly Disagree (d) Strongly Disagree

(e) Can’t Say

70
21. Numbers of trainees in the class was balanced.
(a) Strongly Agree. (b) Mildly Agree.

(c) Mildly Disagree (d) Strongly Disagree

(e) Can’t Say

22. Give any suggestion for Training & Development Programme?

________________________________________________________________
________________________________________________________________
________________________________________________________________

71