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BK School of Business Management
BK School of Business Management
PROJECT REPORT
ON
Training and development of BAJAB auto
IN PARTIAL FULFILMENT OF FULL TIME, MBA PROGRAM
(2013-2015)
SUBMITTED TO
Amrita Madam
BK School of Business Management
Gujarat University, Navrangpura,
Ahmedabad-380009
Phone: +917926304811
info@bkschool.org.in
SUBMITTED BY:
Najeebullah Walijan Hemat
(11327)
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BK School of Business Management
ACKNOWLEDGMENR
It is a great opportunity for and pleasure for me to express my profound gratitude toward all the
individuals who directly or indirectly contributed toward completion of my report.
Working of this report was a great fun, excitement, challenges and new exposure in the field of
Human Resource
And I am thankful from all those responded who help to get information abo ut the organization.
And a special thanks from the person who really help me to get the information about the Bajaj
Auto the person is M.Salim Qureshi he is the finance manager in Ahmedabad
Najeeb Hemat
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BK School of Business Management
INTRODUCTION:
As I chosen the topic training and development of the employees in Bajaj auto it was a short
study about the training and developed of the employees, the aim of the study is to understand
the concept of the training and development of the employees within the organizations.
Training refers improve skills, or add to the existing level of knowledge so that employees is
better equipped to do his present job, or to prepare him for higher position with increased
responsibilities. However individual growth is not and ends in itself. Organizational growth need
to be measured along with individual to the teaching or learning activities done for the primary
purpose of helping members of an organization to acquire and apply the same. Broadly speaking
training is the act of increasing the knowledge and skills of an employee for doing a particular
job.
In today’s scenario change is the order of the day and the only way to deal with it is to learn and
grow. Employees have become central to success or failure of on organization they are the
cornucopia ideas. So it high time the organization realize that “train and retain is the mantra of
new millennium.”
I have tried to take a view on the topic in a practical manner, so that t he feedback can be
provided to the organization.
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EXECUTIVE SUMMARY
Every organization needs to have well trained and experienced people to perform the activates
that have to be done. If current or potential job occupants can meet these requirements, training
is not important. When this not the case, it is necessary to raise the skills levels and increase the
versatility and adaptability of employees.
The entire project talks about the training and development in theoretical as well as new
concepts, which are in trend now. Here we have discussed what would be the input of training if
we ever go for and how can it be good to any organization in reaping the benefits from the
money invested in terms like (ROI )i.e. return on investment. What are the ways we can identify
the training need of any employees and how to know what kind of training he can go for?
Training being in different aspect likes integrating it with organizational culture. The best and
latest available trends in training method, the benefits which we can derive out of it. How the
evaluation should be done and how effective is the training all together. Some of the companies
practicing training in unique manner a lesson for other to follow as to how train and retain the
best resource in the world to reap the best out of it.
Development is integral part of training if somebody is trained properly and efficiently the
developments of that individual and the company for whom he is working. Here we discussed
about development of employees, how much to identify the needs, and after developing how to
develop executive skill to sharpen their knowledge. Learning should be continues process and
one should not hesitate to learn any stage. Learning and developing is fast and easy at LUMAX
industries ltd.
METHODOLOGY
Methodology is the analysis of the principle of the methods, rules, and postulates emp loyed by a
discipline.
Methodology refers to more than a simple set of method rather it refer to the rational and
philosophical assumptions that underlie a particular.
RESEARCH METHODOLOGY
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Questionnaires
Phone calling
Personal observations
Newspapers
Magazines
Internet
Sample size
The small sample size of 25 taken and these people asked different question.
SCOPE OF STUDY
In this project I have tried to present and know about the training and development programs
being presently followed in BAJAJ AUTO and the feedback, I collected from different
employees during my interaction with them.
The scope of training and development can be explain with the help of following points-
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HISTORY OF BAJAJ
The Bajaj Group came into existence in 1926, during the turmoil and the heady euphoria ofIndia’
freedom struggle. Jamnalal Bajaj, founder of the group, was a close confidant and disciple of
Mahatma Gandhi and was deeply involved in the effort for freedom.Kamalnan Bajaj the eldest
son of jamalal Bajaj at the ages of 27 he took over the reins of the businesses and the current
CEO of Bajaj auto is Rahul Bajaj
The company is into manufacturing of motorcycles, scooters and three wheelers in India, Bajaj
Auto has a distribution network of 485 dealers and over 1,600 authorized services centers. It has
171 exclusive dealers for the three wheeler segment. It has total 3750 rural outlets in rural areas.
The Bajaj Auto brand is well known acrose several countries in Latin America, Africa, Middle
East, South and South East we can say that it has distributio n in 50 countries across the world.
Bajaj Auto has launched brands like Boxer, Caliber, Wind125, Pulsar and many more. It has also
launched India's first real cruiser bike, Kawasaki Bajaj Eliminator.
Bajaj Auto's has in all three plants, two at Waluj and Chakan in Maharashtra and one plant at
Pant Nagar in Uttranchal, western India.
Achievement
1945– On November 29 Bajaj Auto came into existence as Bachraj Trading Corporation
Private Limited.
1948– The company commenced sales in India by importing two– and three–wheelers.
1959– Bajaj Auto obtained the licence from the Government of India to manufacture two– and
three–wheelers.
1960– The company became a public limited company and conducted Bhoomi Poojan of the
Akurdi Plant.
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In the field of human resource manage ment, training and development is the field concerned
with organizational activity aimed at bettering the performance of individuals and groups in
organizational settings. It has been known by several names, including e mployee
development, human resource development, and learning and development
Harrison observes that the name was endlessly debated by the Chartered Institute of Personnel
and Development during its review of professional standards in 1999/2000. "Employee
Development" was seen as too evocative of the master-slave relationship between employer and
employee for those who refer to their employees as "partners" or "associates" to be comfortable
with. "Human Resource Development" was rejected by academics, who objected to the idea that
people were "resources" —Training and development encompasses three main activities:
training, education, and development. Garavan, Costine, and Heraty, of the Irish Institute of
Training and Development, note that these ideas are often considered to be synonymous.
However, to practitioners, they encompass three separate, although interrelated, activities:
Training
This activity is both focused upon, and evaluated against, the job that an individual currently
holds.
Education
This activity focuses upon the jobs that an individual may potentially hold in the future, and is
evaluated against those jobs.
Development
This activity focuses upon the activities that the organization employing the individual, or that
the individual is part of, may partake in the future, and is almost impossible to evaluate.
The "stakeholders" in training and development are categorized into several classes.
The sponsors of training and development are senior managers. The clients of training and
development are business planners. Line managers are responsible for coaching, resources, and
performance. The participants are those who actually undergo the processes. The facilitators are
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Human Resource Management staff. And the providers are specialists in the field. Each of these
groups has its own agenda and motivations, which sometimes conflict with the agendas and
motivations of the others.
METHODS OF TRAINING
There are various methods of training, which can be divided in to cognitive and behavioral
methods. Trainers need to understand the pros and cons of each method, also its impact on
trainees keeping their background and skills in mind before giving training. The var ious methods
that come under cognitive approach are:
LECTURE- A method training
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It is one of the oldest methods of training. This method is used to create understanding of a topic
or to influence behavior, attitudes through lecture. A lecture can be in printed or oral form.
Lecture is telling someone about something.
The discussion method consists a two-way flow of communication i.e. knowledge in the form of
lecture is communicated to trainees, and then understanding is conveyed back by trainees to
trainer.
SENSITIVITY TRAINING
TRANSACTIONAL ANALYSIS
STRAIGHT LECTURE/ LECTURES
SIMULATION EXERCISE
1-ON THE JOB: On the job training places the employees in an actual work situation and
makes them appear to be immediately productive. It is learning by doing. For jobs, that either are
difficult to simulate or can be learn quickly by watching and doing on-the job training makes
sense.
2- OFF THE JOB: Off-the-job training covers a number of techniques classroom lectures,
films, demonstration, case studies and other simulation exercises, and programmed instruction.
Any training and development program must contain inputs which enable the participants to gain
skills, learn theoretical concepts and help acquire vision to look into distant future. In addition to
these, there is a need to impart ethical orientation, emphasize on attitudinal changes and stress
upon decision-making and problem-solving abilities.
Skills
Training, as was stated earlier, is imparting skills to employees. A worker needs skills to operate
machines, and use other equipments with least damage or scrap. This is a basic skill without
which the operator will not be able to function. There is also the need for motor skills. Motor
skills refer to performance of specific physical activities. These skills involve training to move
various parts of one’s body in response to certain external and internal stimuli. Common motor
skills include walking, riding a bicycle, tying a shoelace, throwing a ball and driving a car. Motor
skills are needed for all employees – from the clerk to the general manager. Employees,
particularly supervisors and executives, need interpersonal skills popular known as the
people skills. Interpersonal skills are needed to understand one self and others better, and act
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accordingly. Examples of interpersonal skills include listening, persuad ing, and showing an
understanding of others’ feelings.
Education
The main purpose of BAJAJ is to provide education to teach theoretical concepts and develop a
sense of reasoning and judgment. That any training and development program must contain an
element of education is well understood by HR specialist. Any such program has university
professors as resource persons to enlighten participants about theoretical knowledge of the topic
proposed to be discussed. In fact organizations depute or encourage employees to do courses on
a part time basis. Chief Executive Officers (CEO’s) are known to attend refresher courses
conducted by business schools. Education is important for managers and executives than for
lower-cad reorders.
Development
Another component of a training and development is development which is less skill oriented but
stressed on knowledge. Knowledge about business environment, management principles and
techniques, human relations, specific industry analysis and the like is useful for better
management of the company.
NO. OF
RESPONSE RESPONDENTS PERCENTAGE
STRONGLY
AGREE 13 52
AGREE 1 4
SOME WHAT
AGREE 4 16
DISAGREE 7 28
TOTAL 25 100
QUES 2): How many training programs will you attend in a year?
NO. OF
RESPONSE RESPONDENT PERCENTAGE
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LESS THEN
00-10 14 56
10- 20 2 8
20-40 6 24
MORE
THAN 40 3 12
TOTAL 25 100
NO. OF
RESPONSE RESPONDENT PERCENTAGE
SENIOR STAFF 3 12
JUNIOR STAFF 5 20
NEW STAFF 6 24
BASED ON
REQUIRTMENT 13 52
TOTAL 25 100
QUES 4): what are all the important barriers to training and development in your organization?
NO. OF
RESPONSE RESPONDENT PERCENTAGE
TIME
MONEY 5 20
LACK OF INTEREST BY
STAFF 6 24
NON-AVAILABILITY OF
SKILL TRAINER 10 40
TOTAL 25 100
QUES 5): Enough practice is given for us during training session? Do you agree with this
statement?
NO. OF
RESPONSE RESPONDENT PERCENTAGE
STRONGLY 14 56
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AGREE
AGREE 2 8
SOME WHAT
AGREE 6 24
DISAGREE 3 12
25 100
QUES 6): The training session conducted in your organization is useful. Do you agree with this
statement?
NO. OF
RESPONSE RESPONDENT PERCENTAGE
STRONGLY
AGREE 15 60
AGREE 5 20
SOME WHAT
AGREE 5 20
DISAGREE 0 0
TOTAL 25 100
QUES 7): Employees are given appraisal in order to motivate them to attend the training. Do it
agree with this statement?
NO. OF
RESPONSE RESPONDENT PERCENTAGE
STRONGLY
AGREE 14 56
AGREE 6 24
SOME WHAT
AGREE 3 12
DISAGREE 2 8
TOTAL 25 100
QUES 8): How well the work place of training is physically organization?
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NO. OF
RESPONSE RESPONDENT PERCENTAGE
EXCELLENCE 8 32
GOOD 6 24
AVERAGE 6 24
BAD 5 20
TOTAL 25 100
QUES 9): What are the general complains about the training session?
NO. OF
RESPONSE RESPONDENT PERCENTAGE
TAKE AWAY PRECIOUS TIME OF
EMPLOYEES 4 25
TOO MANY GAPS BETWEEN THE
SESSIONS 10 40
TRAINING SESSIONS ARE
UNPLANNED 6 15
BORING AND NOT USEFUL 5 20
TOTAL 25 100
QUES 10): Time duration given for the training period is;
NO. OF
RESPONSE RESPONDENT PERCENTAGE
SUFFICIENT 5 20
TO BE EXTENDED 10 40
TO BE SHORTENED 8 32
MANAGEABLE 2 8
TOTAL 25 100
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RECOMMENDATIONS/ SUGGESTIONS
carry out further improvement in existing training and development activities in Bajaj auto
Efforts for making training and development formats user friendly should be kept
continued.
The company should recruit the higher level trainer to train the employee.
CONCLUSION
This study was a learning experience for me and I came to know the training and development
programs in lumax Industries Ltd Sidcul, Rudrapur was positive in response but still more
training and development is needed in Lumax so that the employees are motivated time by time
and they should know their strength & weakness so that they can work on it & improve their
knowledge & skills for the betterment of their organization.
In the last but not the least I conclude that all the training and development programs of company
are highly effective & beneficial to the employees in giving their best contribution to their
personal growth & development as well to meet the organizational objective.
As more data collected through primary survey and some data through secondary survey as the
following are the sources.
http://www.bajajauto.com/report/BAL-AR-2009-10.pdf
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Shttp://www.bajajauto.com/report/BAL_AR_2010-11.pdf
http://profit.ndtv.com/stock/bajaj-auto-ltd_bajaj-auto/reports
M. Salim Qureshi the manager of Bajaj auto ( primary source)
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