SUMMER TRAINING PROJECT REPORT

(KMB 303)

“A STUDY OF TRAINING AND DEVELOPMENT

PROGRAM OF EMPLOYEES IN JATTARI AUTO
SALES PVT.LTD. IN ALIGARH”
Submitted By:

SWETA SHARMA

Roll-No: 1810970045

MBA 3rd Semester

Session: 2019-2020

In partial fulfillment of the requirement for

MBA Degree Programme of
Dr. APJ Abdul Kalam Technical University,
Lucknow

Aligarh College of Engineering & technology

Mathura Road, Aligarh (U.P.) 202001

1
 DECLARATION
D
E
I affirm that the project work titled A STUDY ON CL
A
EMPLOYEES TRAINING AND DEVELOPMENT, IN R
A
JATTARI AUTO SALES PVT. LTD. ALIGARH being TI
O
submitted in partial fulfillment for the award of MASTER OF N
BUSINESS ADMINISTRATION is the original work carried out
by me. It has not formed the part of any other project work
submitted for award of any degree or diploma, either in this or any
other University.

Signature of the student

PLACE: ALIGARH SWETA SHARMA

DATE: (1810970045)

2
B
O
PREFACE
N
AF In the past, organizations were not also inclined towards the
ID
E training and development programs necessary for their offices and
CE
RT staff members. However with the changing scenario and air going
IFI
C
AT
competition, the management has realized that sound training
E
effect are needed for the development of personal not only for their
future growth but also for the growth of the organization. In recent
times it is being observed that the development of managerial
personal proves to be an incentive for the increase profit and
organization groups.
Many organizations are expanding their departmental network to
provide effective training program for their manpower. The
important points of these effects are to produce work-force who
has necessary skills to do their jobs leading towards more
productive organizations.
The designs of employees training programs vary widely and
depend largely upon the internal structure of the organization.
However the aim always remains same that the training programs
must be such that it encourages learning in the non-threatening
manner and that this effect are or should be the result of the
assessed need.

3
AC
KN
O
W ACKNOWLEDGEMENT
LE
D
GE
M It is a great opportunity & pleasure for me to express my profound gratitude
EN
T towards all the individuals who directly or indirectly contributed towards

completion of this report. Firstly, I would like to thank Mr. D.K. Singh my

H.O.D for providing me an opportunity to submit my report on “Training

and Development for employees. I therefore, consider myself fortunate to

receive the training in an esteemed organization JATTARI AUTO SALES

PRIVATE LIMITED (AUTHORISED DEALER OF MAHINDRA

AND MAHINDRA) ALIGARH, I wish to express my deep sense of

gratitude to my Mr. VIPUL MAHESHWARI (HR Manager) for providing

me opportunity to complete internship under their guidance in JATTARI

AUTO SALES PRIVATE LIMITED which helped in improvement of my

skills and knowledge. I am grateful to their sustained encouragement and his

exemplary supervision in my pursuit of his work. I should not forget to

thanks the all employees of Jattari Auto Sales Private Limited for sharing

their valuable time and information with me in order to complete my project.

Last but not the least my heartfelt thanks to my parents and friends for their

support at my every step and always being with me.

4
 SWETA SHARMA

TABLE OF CONTENTS

Certificate

Declaration

Acknowledgment

Preface
Part – A

Chapter – 1 8 - 24
Company Profile

Chapter – 2
Introduction to the topic 25 - 51

Part – B

Chapter – 3
Objectives of the study 53 - 55

Chapter – 4
Need for Training and Development 56 - 59

Chapter – 5
Scope of the study 60 - 61

Chapter – 6
Research Methodology 62 – 65

Chapter – 7

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Data Analysis and Interpretation 66 – 85

Chapter – 8
Findings 86 – 88

Chapter - 9
Limitations of the study 89 – 90

Chapter – 10
Suggestions 91 – 92

Chapter-11
Conclusion 93 – 94

Chapter-12
Bibliography 95 – 96

Annexure (Questionnaire) 97 – 100

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TA
BL
E
OF
C
O
NT
EN
TS

PART-A

7
 CHAPTER-1

COMPANY PROFILE

8
 INDUSTRY PROFILE

The automotive sector is one of the core industries of the Indian

economy. The relicensing of the sector in 1991 and the subsequent
opening up of 100 per cent foreign direct investment (FDI) through
the automatic route marked the beginning of a new era for the
Indian automotive industry. Since then almost all the global major
automobile players have set up their facilities in India taking the
level of production of vehicles from 2 million in 1991 to 10.83
million in 2007–08.
The industry is estimated to be a US$ 34 billion industry with
exports contributing 5 per cent of the revenues.
The growth of the Indian middle class with increasing purchasing
power along with the strong growth of the economy over the past
few years has attracted global major auto manufacture to the Indian
market. Moreover, India provides trained manpower at competitive
costs making India a favored global manufacturing hub. The
attractiveness of the Indian markets on one hand combined with
the stagnation of the auto sector in markets such as Europe, US and
Japan on the other, have resulted in shifting of new capacities and
flow of capital to the Indian auto industry.

9
The Indian automobile industry has been growing at the rate of 15–
27 per cent over the past five years.
According to the United Nations Industrial Development
Organization’s (UNIDO) International Yearbook of Industrial
Statistics 2008, India ranks 12th in the list of world’s top 15
automakers.

Moreover, Indian car makers are earning acclaim worldwide. The

home-grown automaker, Maruti Suzuki has emerged as the fourth
most reputed among auto companies in the world, even ahead of its
parent Suzuki

Motor Co of Japan, according to the Global 200: The World's Best

Corporate Reputations list, compiled by US-based Reputation
Institute.

10
 Automobile industry in India

Mahindra and Mahindra is the tenth largest in the world with an

annual production of approximately 2 million units—is expected to
become one of the major global automotive industries in the
coming years.

A number of domestic companies produce automobiles in India

and the growing presence of multinational investment, too, has led
to an increase in overall growth.
Following the economic reforms of 1991 the Indian automotive
industry has demonstrated sustained growth as a result of increased
competitiveness and relaxed restrictions.

Development:
In 1953, the government of India and the Indian private sector
initiated manufacturing processes to help develop the automobile
industry, which had emerged by the 1940s in a nascent form.
Between 1970 to the economic liberalization of 1991, the
automobile industry continued to grow at a slow pace due to the
many government restrictions.

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 A number of Indian manufactures appeared between 1970-1980.
Japanese manufacturers entered the Indian market ultimately

leading to the establishment of Maruti Udhyog. A number of

foreign firms initiated joint ventures with Indian companies.

Following the economic reforms of 1991, the automobile section

underwent deli censing and opened up for 100 percent Foreign
Direct Investment. A surge in economic growth rate and
purchasing power led to growth in the Indian automobile industry,
which grew at a rate of 17% on an average since the economic
reforms of 1991.

The industry provided employment to a total of 13.1 million

people as of 2006-07, which includes direct and indirect
employment. The export sector grew at a rate of 30% per year
during early 21st century. However, the overall contribution of
automobile industry in India to the world remains low as of 2007.
Increased presence of multiple automobile manufacturers has led
to market competitiveness and availability of options at
competitive costs.

India was one of the largest manufacturers of tractors in the world

in 2005-06, when it produced 2,93,000 units. India is also largely

12
self-sufficient in tyre production, which it also exports to over 60
other countries. India produced 65 million tyres in 2005-2006.

Overview
India’s car market has emerged as one of the fastest growing in the
world. The number of cars sold domestically is projected to double
by 2010, and domestic production is skyrocketing as foreign
makers are setting up their own production plants in India. The
government’s 10-year plan aims to create a $145 billion auto
industry by 2016.

According to McKinsey, the auto sector’s drive to lower costs will

push outsourcing. The auto sector could be worth $375 billion by
2015, up from $65 billion in 2002. McKinsey thinks India could
capture $25 billion of this amount. Out of 400 Indian suppliers, 80
percent have the ISO 9000 certificate—the international standard
for quality management.

The production of automobiles in India is largely aimed at local

consumers. Several Indian manufacturers also export a diverse
variety of auto components. Tiku (2008) predicts a sale of 4.2
million four wheeler automobiles in India by 2015.Indian
passenger vehicle exports are also expected to rise from 170,000 in
2006 to 500,000 in 2010.

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 Production statistics

The production of automobiles has greatly increased in the last decade. It

passed the 1 million mark during 2003-2004 and has more than doubled
since.

Total
Car  %  % Vehicle  %
Commercial
Year Production Change Change s Change
Prodn.

2,632,6
2009 2,166,238 17.34 466,456 -4.08 11.40
94
2,332,3
2008 1,846,051 7.74 486,277 -9.99 3.35
28
2,253,9
2007 1,713,479 16.33 540,250 -1.20 10.39
99
2,019,8
2006 1,473,000 16.53 546,808 50.74 19.36
08
1,628,7
2005 1,264,000 7.27 362, 755 9.00 7.22
55
1,511,1
2004 1,178,354 29.78 332,803 31.25 23.13
57
1,161,5
2003 907,968 28.98 253,555 32.86 22.96
23
2002 703,948 7.55 190,848 19.24 894796 8.96
2001 654,557 26.37 160,054 -43.52 814611 1.62
2000 517,957 -2.85 283,403 -0.58 801360 -2.10

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 Company Profile
Established in 2001, JATTARI AUTO SALES has grown into
the MAHINDRA AND MAHINDRA which is authorized dealer of
JAS Group which was ranked as the World’s Fifth-Largest
Automaker in 2007 and includes over two dozen auto-related
subsidiaries and affiliates. Employing over 75,000 people
worldwide, Jattari auto sales posted sales of 245 lakh in 2007 on a
consolidated-basis and 300lakh on a non-consolidated basis (using
the average currency exchange of 929 won). Mahindra and
Mahindra automobiles are sold in 150 countries through some
6,000 dealerships and showrooms. Further information about
Jattari auto sales and its products is available at http://www.Jattari
auto sales .com.

Jattari Auto Sales Pvt.Ltd. is a partnership firm of MAHINDRA

AND MAHINDRA PVT.LTD. Is the 10 the largest and the fastest
growing automobile manufacturer in India. They sale out the all
the automobiles of the Mahindra. The per yare turnover of the
Jattari auto sales is 500 lakh.

Mahindra’s continuing its tradition of being the fastest

growing passenger car manufacturer, registering total sales of
37,160 vehicles in the calendar year (CY) 2007, an increase of 9.2

15
Percent over CY 2006. In the domestic market it clocked a growth
of 7.6 percent as compared to 2006 with 20,412 units, while
overseas sales grew by 11.8 percent, with exports of 1,748 units.

JATTARI AUTO SALES is the most advanced promotional

activities, quality and testing capabilities in the country. In
continuation of its commitment to provide the Indian customer
with global technology.

The Mahindra and Mahindra is the authorized dealer of the Jattari

auto sales in Aligarh. In Aligarh region there are several branches
of the outside city like Ghabhana, Khair, Jattari, Atroli.

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THE LOGO OF MAHINDRA

The symbol represents an image of Car Company that produce

refined cars with cutting edge technology.

 Expresses the will of the management for harmony and

stability
 The oval shape symbolizes the earth to expresses the global
nature of M&M car.
 The M logo stands for the first letter of Mahindra and
Mahindra
 The slanted shape of the M represent progress and a company
that will successfully face future challenges as it continues to
raise its standard of quality.

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GOALS OF JATTARI AUTO SALES PVT.LTD

 The ultimate goal is to join the ranks of the world’s top 10

automakers.

 Focus on developing advanced technology.

 Mahindra cars known as world-class cars.

 Concentrating on building cars that are more environments

conscious and further improving the quality of life for
everyone in future.

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BASIC OBJECTIVES OF JATTARI AUTO SALES
PVT.LTD:

 Best customer service

 Best technology
 Best quality products
 Best value for people

This has helped the company deliver consistently producing some

of the finest cars of the company.

Vision:

To create a fully collaborative environment in which suppliers can

deliver exactly what the company needs, when it needs it, and at a
competitive cost.

Mission:

To create India's largest automobile and automobile-related

products distribution network by providing dealers and
customers with the largest choice of unique world-class
products and services.

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 Product Line -up
MAHINDRA e-ALFA MINI

Mahindra e-Alfa Mini is

powered by a 120Ah battery
combined with a powerful
electric motor and a controller.
This electric rickshaw can
travel up to 85 kilometer in
normal conditions on a fully
charged battery and it can run at a top speed of 25 kmph

MAHINDRA IMPERIO

Mahindra Imperio comes

with a 2489cc diesel engine
which generates a
maximum power of 75 bhp
@ 3200 rpm and gives out
a torque of 220 Nm @
1400-2200 rpm. The utility vehicle has a payload of 1070
kilograms. It comes with manual 5 forward and
1 reverse gear transmission

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 JEETO MINIVAN
The Jeeto Minivan will be available in diesel, petrol and CNG
engine options. ... Designed for superior performance with a class
leading power of 16 HP and torque of 38 Nm, the Jeeto Minivan
is well suited for all terrains. It has the ability to do more trips and
delivers best in class fuel efficiency of 26 km/l

MAHINDRA e-SUPRO

The eSupro has a payload capacity of up to 600 kg, which

helps in carrying large quantities at one go. Coupled with

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low running-cost and zero-emission advantage of electric
motor, the eSupro is truly practical and eco-friendly.

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SUPRO

Supro is a stylish 8 seater van in the Diesel MUV segment from

Mahindra. Supro ZX is powered by a 909cc direct injection diesel
engine which generates a maximum power of 45 HP @ 3750 rpm
and at a torque of 98 Nm @ 1600-3000 rpm.

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BOLERO MAXITRUCK PLUS
The single cab version of the Bolero Camper Gold, Mahindra
Bolero Maxi Truck Plus is launched in August 2019. It has a GVW
of 2,620 Kg, in which a payload capacity of 1,255 Kg is included.
It has a ground clearance of 170 mm and is built on a wheelbase of
3,150 mm.

The vehicle comes with a customizable body, and inside its cabin,
the adjustable driver seat is present for the driver's convenience.
The manual steering comes with a tiltable column, which is
slightly convenient. The disc brakes with parking brakes perform
the stopping duties. 

It comes with a 2.6-litre m2DICR Turbo Charged engine, which

can make a maximum power of 63 bhp that comes at 3,200 rpm,
while the peak torque sticks at 195 Nm coming at 1400-2200 rpm.
The power is sent to the wheels via a five-speed manual gearbox

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 CHAPTER-2

INTRODUCTION TO THE TOPIC

AB
ST
RA
CT

25
 INTRODUCTION

ABOUT THE STUDY

A large number of organizations are setting up their own

training facilities. They are also inviting outside faculty to conduct
in company courses for executives at all levels. This trend will
continue because new orientation in managerial and technical areas
is necessary for effectively responding to the changing
environment of business.
Training is expensive if it does not serve the purpose for
which it is given. The training should be able to improve the
capabilities of individuals and collectively that of the organization.
“Give a man a fish, he will eat it. Train a man to fish, he will
feed his family”. This is a saying which highlights the importance
of training. Employee training is the process whereby people learn
the skills, knowledge, attitudes and behaviors needed in order to
perform their job effectively.
Training can be defined as organizationally directed
experience designed to further the learning of specific job
behaviors that will contribute to organizational goals.
Many firms are on-the job training (OJT) as their primary
skills training approach. True OJT includes specific procedures for
delivering actual training to the employer. One method for doing

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This is known as job instruction training (JIT). The JIT system
includes the major characteristics of any effective training
program; determination of training needs recognition of the needs
of the trainee feedback to and from the trainee, frequent appraisal
and correction.

JIT is an effective method of training for several reasons. First, it

can yield effective method of training results at a relatively low
cost. Second, it is relatively easy to teach to supervisors
responsible for providing OJT to their subordinates. Third, since
Much of the training is provided by an individual’s supervisor or
co-workers, there is assurance that the training relates directly to
the specific work situations.

The off-the job training methods includes lectures and conferences,

audio-visuals aids, interactive video.

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TOPIC DESCRIPTION OF STUDY

TRAINING AND DEVELOPMENT- AN OVERVIEW

“Training is the act of increasing knowledge

and skills of an employee for doing a
particular job”
According to Flippo, the main output of training is learning.
Training offers and inculcates new habits, refined skills and useful
knowledge during the training that helps him improve
performance.

Training aids an employee to do his present job more efficiently

and prepare him for a higher level of job. Therefore, the training is
planned programme designed to improve performance and bring
about measurable change in knowledge, skills, attitude and social
behavior of employees.

Training is learning experience that is planned and carried out by

the organization to enable more skilled task behavior by the
trainee. Training provides the ability to detect and correct error.
Training provides skills and abilities that may be called on in three

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futures to satisfy the organizations human resource needs. Training
is given on the job or in the latter case it may be on site or off site
perhaps in a motel or a training centre or it may be in a simulated
environment that is thought to be similar to the work environment
in important respects. Finally, the trainees acquire abilities and
knowledge that will enable them to perform their jobs more
effectively.
Organization and individual should develop and progress
simultaneously for their survival and attainment of mutual goals.
So every modern management to develop the organization through
human resources development. Employee training is the important
sub-system of human resource development. Employee training is
a specialized function and is one of the fundamental operative
functions for human resources management.

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CONCEPTS OF TRAINING AND DEVELOPEMENT

After an employee is selected, placed and introduced he or she

must be provided with training facilities. Training is the act of
increasing the knowledge and skill of an employee for doing a
particular job. Training is a short-term educational process and
utilizing a systematic and organized procedure by which
employees learn technical knowledge and sills for a definite
purpose. Dales. Beach defines the training s the organized
procedure by which people learns knowledge and or skill for a
definite purpose.
In other words training improves, changes, moulds the
employee’s knowledge, skill, behavior, aptitude, and attitude
towards the requirements of the job and organization. Training
refers to the teaching and learning activities carried on for the
primary purpose of helping members of an organization, to acquire
and apply the knowledge, skills, abilities and attitudes needed
by a particular job and organization.
Thus, training bridge the difference between job
requirements and employee’s present specifications.

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DIFFERENCE BETWEEN TRAINING AND
DEVELOPMENT

TRAINING
 Technical skills and knowledge
 Specific job- related
 Short term
 Mostly technical and non managerial personnel

DEVELOPMENT
 Managerial and behavioral skills and knowledge
 Conceptual and general knowledge
 Long term
 Mostly for managerial personnel

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IMPORTANCE OF TRAINING

The importance of human resource management to a large extent

depends on human resource development. Training is the most
important technique of human resource development. As stated
earlier, no organization can get a candidate who exactly matches
with the job and the organizational requirements. Hence, training
is important to develop the employee and make him suitable to the
job.

Job and organizational requirements are not static, they are

changed from time to time in view of technological advancement
and change in the awareness of the Total Quality and Productivity
Management. The objective of the TQM can be achieved only
through training as training develops human skills and efficiency.
Trained employees would be a valuable asset to an organization.
Organizational efficiency, productivity, progress and development
to a greater extent depend on training. Organizational objectives
like viability, stability and growth can also be achieved through
training. Training is important as it constitutes significant part of
management control.

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BENEFITS OF TRAINING

 Leads to improved profitability and positive attitudes toward

profits orientation.
 Improve the job knowledge and skills at all levels of the
organization.
 Improves the morale of the workforce.
 Helps people identify with organizational goals.
 Helps create a better corporate image.
 Faster’s authenticity, openness and fast.
 Aids in organizational development.
 Learns from the trainee
 Helps prepare guidelines for work.
 Aids in understanding and carrying out organizational
policies.
 Provides information for future needs in all areas of the
organization.
 Organization gets more effective decision-making and
problem solving.
 Improve Labour-management relation.

33
  Reduces outside consulting costs by utilizing competent
internal consulting
 Stimulates preventive management as opposed to putting out
fires.

NEED FOR TRAINING

Every organization big or small, productive or non-productive,

economic or social, old or newly established should provide
training to all employees irrespective of their qualification, skill,
suitability for the job etc. Thus, no organization can choose
whether or not to train employees.
Training is not something that is done once to new employees; it is
used continuously in every well-run establishment. Further,
technological changes, automation, require up-dating the skills and
knowledge. As such an organization has to retrain the old
employees.

Specifically, the need for training arises due to the following

reasons.

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1.To match the Employee specifications with the job
requirements and Organizational Needs:
An employee’s specification may not exactly suit to the
requirements of the job and the organization irrespective of
his past experience, qualifications, skills, knowledge etc. Thus,
every management finds deviations between employee’s present
specifications and the job requirements and organizational needs.
Training is needed to fill these gaps by developing and molding the
employee’s skill, knowledge, attitude, behavior etc. To the tune of
the job requirements and organizational needs

2.Organizational viability and the transformation process:

The primary goal of most organizations is their viability is
continuously by environmental pressure. If the organization does
not adapt itself to the changing factors in the environment, it will
lose its market share. If the organization desires to adapt these
changes, first it has to train the employees to impart specific skills
and knowledge in order to enable them to contribute to the
organizational efficiency and to cope with the changing
environment.

35
3.Technological advance:
Every organization in order to survive and to be effective should
adopt the latest technology, i.e., mechanization, computerization
and automation. Adoption of latest technological means and
methods will not be complete until they are manned by employees
possessing skill to operate them, so organization should train the
employees to enrich them in the areas of changing technical skills
and knowledge from time to time.
4.Organizational complexity:
With the emergence of increased mechanization and automation,
manufacturing of multiple products and by-products or dealing in
services of diversified lines, extension of operations to various
regions of the country or in overseas countries, organization
hierarchy. This creates the complex problems of coordination and
integration of activities adaptable for and adaptable to the
expanding and diversifying situations. This situation calls for
training

Human relations
Change in the job assignment

36
THE NEED FOR TRAINING ALSO ARISES TO
 Increase productivity
 Improve quality of the product
 Help a company to fulfill its future personnel needs.
 Improve organizational climate.
 Improve health and safety.
 Prevent obsolescence
 Effect personal growth
 Minimize the resistance to change.

TRAINING OBJECTIVES

Generally line managers ask the personnel manager to formulate

the training policies. The personnel Manager formulate the
following raining objectives in keeping with the Company’s goals
and objectives.

 To prepare the employee both new and old to meet the

present as well as the changing requirements of the job and
the organizations.
 To prevent obsolescence

37
  To impart the new entrants the basic knowledge and skill
they need for an intelligent performance of definite job
 To prepare employees for higher-level tasks.
 To assist employees to function more effectively in their
present position by exposing them to the latest concepts,
information and techniques and developing the skills they
will need in their particular fields.
 To develop the potentialities of people for the next level job.
 To ensure smooth and efficient working of a department
 To ensure economical output of required quality
 To promote individual and collective morale, a sense of
responsibility, co-operative attitudes and good relationships.

ASSESSMENT OF TRAINING NEEDS

Training needs are identified on the basis of organizational

analysis, job analysis and man analysis. Training programmed,
training methods and course content are to be planned on the basis
of training needs. Training needs are those aspects necessary to
perform the job in an organization in which employee is lacking
attitude/aptitude, knowledge, and skill.

38
Training needs = Job and organizational requirement
-Employee specification

1.Organizational Analysis: This includes analysis of objectives,

resource utilization, environment scanning and organizational
climate Organizational strength and weaknesses in different areas
like accidents, excessive scrap, frequent breakage of
machinery, excessive Labour turnover, market share, and other
marketing areas etc.

2.Department Analysis: Departmental strength and weakness

including special problems of the department or a common
problem of a group of employees like acquiring skills and
knowledge in operating computer by accounting personnel.

3.Job role Analysis: This includes study of jobs/roles, design of

jobs due to change, job enlargement, and job enrichment etc.

4.Man power Analysis: Individual strengths and weaknesses in

the areas of job knowledge, skills etc.

39
 ASSESSMENT METHOD

The following methods are used to assess the training needs:

 Organizational requirement/weakness
 Departmental requirements/weakness
 Job specifications and employee specifications
 Identifying specific problems
 Anticipating future problems
 Management’s requests
 Observation
 Interviews
 Group Conferences
 Questionnaire surveys.

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 PRINCIPLE OF TRAINING
Providing training in the knowledge of different skills is a
complex process. A number of principles have been evolved
which can be followed as guideless by the trainees. Some of them
are as follows:
 Motivation
 Progress information
 Reinforcement
 Practice
 Full Vs part
 Individual differences

TRAINING METHOD
As a result of research in the field of training, a number of
programmes are available. Some of these are new methods. While
other are improvements over the traditional methods. The training
programmes commonly used to train operative and supervisory
personnel.
 ON-THE JOB METHODS
 OFF-THE JOB METHODS

41
ON-THE JOB METHODS

This type of training, also known as job instruction training, is the

most commonly used method. Under this method, the individual is
placed on a regular job and taught the skills necessary to perform
that job. The trainee learns under the supervision and guidance of
a qualified worker or instructor. On-the-job training has the
advantage of giving first hand knowledge and experience under the
actual working conditions. While the trainee learns how to
perform a job, he is also a regular worker rendering the services for
which he is paid. The problem of transfer of trainee is also
minimized as the person learns on-the-job. The emphasis is placed
on rendering services in the most effective manner rather than
learning how to perform the job.

On-the-job training methods include job rotation, coaching, job

instruction or training through step-by-step and committee
assignment. The types of on the job methods are given below

1. JOB ROTATIONS
This type of training involves the movement of the trainee from
one job to another. The trainee receives job knowledge and gain
experience from his supervisor or trainer in each of the different
job assignments.

42
 2. COACHING
The trainee is placed under a particular supervisor functions as a
coach in training the individual. The supervisor provides who
feedback to the trainee on his performance and offers him some
suggestions for improvement. A limitation of this method of
training is that the trainee may not have the freedom or opportunity
to express hi own ideas.

3. JOB INSTRUCTION

This method is also known as training through step by step. Under

this method, trainer explains the trainee the way of doing the jobs,
job knowledge and skills and allows him to do the job.

4. COMMITTEE ASSIGNMENTS

Under the committee assignment, group of trainees are given and

asked to solve an actual organizational problem. The trainees
solve the problem jointly. Its develops teamwork.

OFF-THE JOB METHODS

Under this method of training, trainee is separated from the job

situation and his attention is focused upon learning the material
related to his future job performance. Since the trainee is not
distracted by job requirements, he can place his entire
concentration on learning the job rather than spending his time

43
performing it. There is an opportunity for freedom of expression
for the trainees.

Off-the-job training methods are as follows:

1.VESTIBULE TRAINING

In this method, actual work conditions are simulated I a classroom.

Material, files and equipment those are used in actual job
performance are also used in training.

2. ROLE PLAYING

It is defined as a method of human interaction that involves

realistic behavior in imaginary situations. This method of training
involves action. Doing and practice. The participants play the role
of certain characters.

3. LECTURE METHODS

The lecture is a traditional and direct method of instruction. The

instructor organizes the material and gives it to a group of trainees
in the form of a talk. To be effective, the lecture must motivate
and create interest among the trainees.

4.CONFERENCE

It is a method in training the clerical, professional and supervisory

personnel. This method involves a group of people who pose
ideas, examine and share facts, ideas and data, test assumptions,

44
and draw conclusions, all of which contribute to the improvement
of job performance.

5. PROGRAMMED INSTRUCTION
In recent year this method has become popular. The subject matter
to be learned is presented in a series of carefully planned
sequential units. These units are arranged from simple to more
complex levels of instructions.
6. TRAINING EFFECTIVENESS
Another critical area for deriving expected benefits from training is
the measurement of training effectiveness how well the training
inputs are serving the intended purpose.

They are three kinds of training outputs that organization

need to measure. They are

 Relating to course planning, comprehension and whatever

goes on in the teaching programme and the environment.
 The utilization of what is learnt on the job, i.e., transferring
the classroom learning to the job in terms of skills,
competencies,
 decision making, problem-solving abilities and relationships
and the like.

45
  The changes in the mindset such as work related attitudes,
values, interpersonal competencies and personal attributes.

Two kinds of measurements are necessary to evaluate training that

aim at influencing person – related behavior.

 Measuring the changes within the individual that the training

may have initiated. These processes are not manifest or
observable.
 Actual behavior changes at work.

1. Measures of changes within the individual

The instrument to measure the impact of training would have to

identify the factors that the individual uses to deal with a live
problem before and after training. If the training has an
impact on the situation to factors he may have used before
training.

2. Measuring changes in behavior

Post training changes in behavior of a participant can be

assessed only at the place of this work.

46
ROLE OF TRAINING &DEVELOPMENT
IN THE CHANGING SCENARIO

47
ROLE OF TRAINING &DEVELOPMENT IN THE
CHANGING SCENARIO

Mahindra and Mahindra India’s becoming more dependent upon

skilled people with their involvement in more complex
technologies and are attempting to function in more complex
economic, political and socio-cultural environment. Due to
liberalization policy of government since 1990 multinational and
private companies have entered into petroleum refining and
marketing sector. The era of competitiveness has begun and the
days of a protected market within the country is no more.
Competitive edge in these markets for an enterprise can only be
achieved through excellence in product, services and innovative
capabilities of its people. World-class excellence requires keeping
over selves side by side with latest technological development that
would be possible only through training.
The Mahindra and Mahindra India’s division with rich experience
of over three decades, the group has expertise in techno-economic
feasibility studies, designs and detail engineering, projects
execution maintenance and consultancy services. Yamaha Motors
financial strength and in house technical and managerial
capabilities have been instrumental in undertaking all pipelines on
its own.

48
The effectiveness of career planning in an organization depends on
the extent to which training and development opportunities are

made available to employees to enable them to realize their growth

potential and to make contributions towards achievements of
organization objectives. Training and development activities are
the main mechanism through which individual’s goals and
aspirations can be integrated with organizational goals and
requirements. Such integration can be achieved only when training
and development efforts are linked with organizational
requirements and are carried out in a systematic manner
throughout the organization.
Mahindra and Mahindra India conducts structured training
programmes for its employees both in general management and
functional management disciplines. It also provides them
opportunities to avail of membership of professional bodies.
Monetary incentives are also available for those acquiring
additional qualifications.
The Mahindra and Mahindra India conducts round-the-year
Management Development Programmed on organizational goals
and strategies, diversification and globalization plans. It has also
provided specialized training to employees of other international

49
oil companies having strategies alliances with Indian vehicle,
besides consultancy services in the area of service management.

TRAINING MISSION

The training mission in Mahindra and Mahindra

 To facilitate the process of integration of personal ambitions

and aspirations of employees with the corporate objectives
through training interventions.
 To continuously scan the environment, review training
programmes and design need based inputs to ensure the
achievements of high level of excellence in pipeline design,
operations and maintenance.
 Assist the employees in their pursuit of knowledge and self-
actualization expounding the belief that there are limits to
human potential and growth.
 Facilitate the inductions of new employees into Mahindra
and Mahindra Pvt.Ltd. through suitable orientation
programmes.

50
TRAINIG PHILOSOPHY
It is believed that learning is a continuous process and it is
essential that our employees update their functional knowledge and
skills in various disciplines.
Training is imparted on four fronts:
1) Functional
2) Behavioral
3) Quality
4) Computer

51
 PART-B

C
1.
H.
I 5-
O
IN
BJT
E
R
C
O
TID
V
U
ESC
TI
O
N

52
CHAPTER-3

OBJECTIVES

53
 OBJECTIVES OF THE STUDY

The main objective of the study with regard to Training &

Development is to gain some practical knowledge
regarding the functioning of Jattari Auto Sales and types of
Training & Development activities being adopted by Jattari
Auto Sales. It is very necessary to improve and enhance the
skills of the employees with optimum utilization of
employees services in the interest of the organization with
optimum results

PRIMARY OBJECTIVES

1. To study the various training and development activities exist

in

SECONDARY OBJECTIVES

1. To find out the quality of training programme in Jattari Auto

Sales Pvt. Ltd.
2. To find out training programme is productive to improve
their performance or not.

54
3. To find out whether they are implementing the knowledge
and skills or not.
4. To make suitable suggestion and recommendations for the
improvement of training and development programme based
on the opinion of the employees and findings of the study.

55
 CHAPTER-4
NEED FOR TRAINING AND DEVELOPMENT

56
 NEED FOR TRAINING AND DEVELOPMENT

1. Productivity – Training and Development helps in

increasing the productivity of the employees that helps the
organization further to achieve its long-term goal.

2. Team spirit – Training and Development helps in

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

3. Organization Culture – Training and Development helps

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

4. Organization Climate – Training and Development helps

building the positive perception and feeling about the
organization. The employees get these feelings from leaders,
subordinates, and peers.

5. Quality – Training and Development helps in improving

upon the quality of work and work-life.

57
 6.Healthy work environment – Training and Development
helps in creating the healthy working environment. It helps to
build good employee, relationship so that individual goals aligns
with organizational goal.

7. Health and Safety – Training and Development helps in

improving the health and safety of the organization thus
preventing obsolescence..

8.  Morale – Training and Development helps in improving

the morale of the work force.

9. Image – Training and Development helps in creating a

better corporate image.

10. Profitability – Training and Development leads to

improved profitability and more positive attitudes towards profit
orientation.

11. Training and Development aids in organizational

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

12. Training and Development helps in developing

leadership skills, motivation, loyalty, better attitudes, and other
aspects that successful workers and managers usually display.

58
13. Optimum Utilization of Human Resources – Training and
Development helps in optimizing the utilization of human resource
that further helps the employee to achieve the organizational goals
as well as their individual goals.

14. Development of Human Resources – Training and

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

15.Development of skills of employees – Training and

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

59
 CHAPTER-5
SCOPE OF THE STUDY

60
 SCOPE OF THE STUDY

This study will help to know the present standard of the training
and development process in Hyundai Motor India Limited. This
study will help to improve the performance of the training and
development programme than the current performance. This
study will help the company to know the effectiveness of
training and development programme in Hyundai Motor India
Limited. This study will help to know the different opinions and
needs and requirements from the different employees about the
training and development activities and programme from the
company.

61
 CHAPTER -6
RESEARCH METHODOLGY

62
 RESEARCH DESIGN

A research design is the arrangement of condition for collection

and analysis of data in a manner that aims to combine relevance to
the research purpose with economy in procedure.
It is concerned with decision regarding what, were, when, how
much, by what means covering and inquiring for a research study
constitutes a research design.
Research design is needed because it facilitates the smooth sailing
of research operation, thereby making research as efficient as
possible, yielding and most information with minimal expenditure
of effort, time and money.
The researcher has used descriptive research design which is
Descriptive research studies are those studies which are concerned
with delivery the characteristics of a particular individual group. A
descriptive design studies is concerned with specific prediction
with narration of facts and characteristics concerning individuals
group or situations.

DATA COLLECTION
The task of data collection begins after a research problem has
been defined and research design chalked out. While deciding

63
about the method of data collection to be used for the study two
types of data namely, primary data and secondary data.

RESEARCH METHODOLOGY

For the overall research design, the data collection method and
analysis procedures, I did my survey in JATTARI AUTO SALES.
For data collection it was scheduled prior to survey work, like
whom to get feedback.
The primary and secondary source of data collection were;

 Universe - Finite and Infinite

 Research design - Descriptive
 Sampling Method - Convenience sampling method
 Data Collection
1. Primary Data
 Questionnaire
 Interview
2. Secondary Data
 Journals
 Magazines
 Companies Reports and
 Companies Websites
 Size of the sample - 100

64
 Sampling unit - consist of employee working
under jattari auto sales
 Region - Aligarh

65
 CHAPTER-7
DATA ANALYSIS AND INTERPRETATIONS

66
Que-1. Does your company provide Training Program?
a) Yes [ ] b) No [ ]

Training Program No. of Respondents Percentage

Yes 100% 100%

No - -

Total 100 100%

67
Interpretation:

In the above graph we show that 100% respondents are

said that the company are provided the training program in
periodically basis.

Que-2. What type of training are they providing?

a) On the job training b) off the job training

Training Number of Percentage of respondents

program respondents

On the job 80 80%

training

Off the job 20 20%

training

68
 Total 100 100%

Interpretation :

In the above graph shows that there are 80% of

respondents are gone for on the job training and remaining
20% of respondents are gone for off the job training.

Que-3. What is the objective of your organizational training plan?

a) Organizational Goal b) Individual Development
c) Increase promotion of sales
and update new technology d) All the above

Opinion Number of Percentage of respondents

respondents
Organization goal 4 4%
Individual development 20 20%
Increase promotion of sales 56 56%
and update new technology
All the above 20 20%

69
 Total 100 100

Column1
Organizational Goal

4%

20% 20% Individual

Development

56% Increase promotional

and update new
technology
All the above

Interpretation:
The above table explains that among 100 respondents, 4% of the
respondents feel that Organizations training plan is for
Organization goal 20% of the respondents feel that Organizations
training plan is for individual development, 56% of the
respondents feel that Organizations training plan is to increase
promotional activities and update new technology and 20% of the
respondents feel that Organizations training plan is for all the
above mentioned things.

70
Que-4 What is the duration of training program conducted ?
a) Less than one week b) one-three week
c) Above three weeks

Duration Number of Percentage of respondents

respondents
Less than one 68 68%
week
One to three 20 20%
week
Above three 12 12%
week

71
 Total 100 100%

Interpretation:
The above graph shows that among 100 respondents, 68% of the
respondents said less than one week, 20% of the respondents said
one to three week and 12% of the respondents said above three
week.

72
Que-5. What do you feel about the quality of the trainers?

a) Very good b) Good

c)Moderate d) Poor
e) Very poor

Opinion Number of Percentage of respondents

respondents
Very good 84 84%
Good 16 16%
Moderate - -
Poor - -
Very poor - -
Total 100 100

73
Interpretation:
The above graph shows that among the 100 respondents, 84% of
the respondents feel very good, 16% of the respondents feel good.
.
Que-6. What changes you have noted in your workplace after training?
a) Confidence b) Better Performance
c) Skill d) All the above

Opinion Number of Percentage of respondents

respondents
Confidence 40 40%
Better 60 60%
performance
Skill - -
All the above - -
Total 100 100

74
 0 0

40% Confidence
Better performance
60%
Skill
All the above

Interpretation:
The above graph shows that in among 100 respondents, 40% of the
respondents feel confidence level has increased, 60% of the
respondents feel better performance.

75
Que-7.What is the various fields in which training is provided?
a) Sales b) Service
b) Both

Opinion Number of Percentage of respondents

respondents
Sales 86 86%
Service 14 14%
Both - -
Total 100 100

76
Interpretation:
The above table explains that among 100 respondents, 84% of the
respondents said Sales training and 14% of the respondents said
service training.

Que-8. Was the training program is related to your work?

a) Highly Related b) Related
c) Not Related d) Highly not related

Opinion Number of respondents Percentage of respondents

Highly related 68 68%
Related 28 28%
Not related 4 4%
Highly not related - -
Total 100 100

77
Interpretation:
The above table explains that among 100 respondents, 68% of the
respondents feel that the training program is highly related to the
work, 28% of the respondents feel that the training program is
highly related to the work and 4% of the respondents feel that the
training program is highly not related to the work .

Que-9 Have you got opportunity to practice the training methods after
attending the training program?
a) Strongly Agree b) Agree
c)Disagree d) Strongly disagree
Opinion Number of Percentage of respondents
respondents
Strongly agree 96 96%
Agree 4 4%
Disagree - -
Strongly - -
disagree
Total 100 100

78
 0
4% 0

Strongly agree
Agree

96% Disagree
Strongly disagree

Interpretation:
The above graph shows that in 100 respondents, 96% of the respondents
strongly agree that they got opportunity to practice the training methods after
the training and 4% of the respondents agree that they did not got
opportunity to practice the training methods after the training.

Que-10 Are you satisfied the training Program ?

a) Yes b) No

Opinion No. of respondents Percentage

Yes 80 80%
No 20 20%
Total 100 100%

79
Intrepretation:
In the above graph shows that the 80% respondents are said that
they are satisfied with the training program and 20% said that they
do not satisfied with the training program.

Que-11. After the training program your performance has improved?

a) Yes b) No

Opinion Number of Percentage of respondents

respondents
Yes 100 100%
No - -
Total 100 100%

80
Interpretation:
The above graph shows that the 100% of the respondents feel
that performance has improved after the training program.
.

Que-12 According to you when do you need training program?

a) Regularly b) Occasionally
b) Periodically d) At the time of appointment

Opinion Number of Percentage of respondents

respondents
Regularly 10 10%
Occasionally 20 20%
Periodically 60 60%
At the time of 10 10%
appointment

81
 Total 100 100%

10% 10% Regularly

20%
Occasionally

Periodically
60%

At the time of
Appointment

Interpretation:
The above graph shows that 10% of the respondents feel that they
need training program regularly, 20% of the respondents feel that
they need training program occasionally, 60% of the respondents
feel that they need training program periodically and 10% of the
respondents feel that they need training program at the time of
appointment .

82
Que-13 Which type of training program do you needed to be
conducted?
a) On the job training b) Off the job training

Training Number of Percentage of respondents

respondents
On the job 48 48%
training
Off the job 52 52%
training
Total 100 100%

83
Interpretation:
The above graph shows that 48% of the respondents want on
the job training and 52% of the respondent want off the job
training.

Que-14 According to you whom do you want to conducted the training

program?
a) Insiders b) Outsiders

Opinion Number of Percentage of respondents

respondents
Insiders 12 12%
Outsiders 88 88%
Total 100 100%

84
Interpretation:
The above table explains that among 100 respondents, 12% of the
respondents want to conduct training by insiders and 88% of the
respondents want to conduct training by outsiders.

Que-15 Do you need any assistance from your supervisor to apply the
learned techniques?
a) Yes b) No

Opinion Number of Percentage of respondents

respondents
Yes 60 60%
No 40 40%
Total 100 100%

85
Interpretation:
The above graph shows that 60% of the respondents want the
assistance from the supervisor and 40% of the respondents do not
want to the assistance from the supervisor.

86
 CHAPTER -8
FINDINGS

FINDINGS:

 90% of the respondents are male.

 20% of the respondents belong to the age group of below 31.
 40%of the respondents are below PG.
 100% of the respondents agree that their company provide
training program.

87
 90% of the respondents have attended the on the job training.
 68% of the respondents have attended the training program
above three week.
 90% of the respondents feel that the training program is
highly satisfied.
 92% of the respondents feel that the quality of trainers is very
good.
 60% of the respondents feel that the practical demonstration
is highly satisfied.
 60% of the respondents feel that the training aid is satisfied.
 75% of the respondents feel that there is better performance
after attending the training program.
 90% of the respondents have attended the process training.
 80% of the respondents feel that the training program is
highly related to the work
 96% of the respondents strongly agree that they got
opportunity to practice the training methods after the training.

 70% of the respondents feel that Organizations training plan

is to increase promotional activities of sales and update new
technology
 92% of the respondents strongly agree that
accidents/mistakes are reduced after the training program.

88
 100% of the respondents feel that performance has improved
after the training program.
 20% of the respondents want off the job training.
 40% of the respondents want to conduct the training by the
insiders.
 80% of the respondents want the assistance from the
supervisors.

CHAPTER- 9

89
 LIMITATIONS OF THE STUDY

LIMITATIONS OF THE STUDY

Any research study will be restricted in scope by certain inherent

limitations that are participated by the choice of the research
design, sampling procedure and respondent selection. This study
has the following limitations.

 Since the survey was conducted among the certain employees

it may not reflect the real opinion of the entire population.
 The samples may behave of give opinions differently at
different times because of their psychological temperament.
This will affect the survey.

90
 Though the respondents are clear about the answers they may
not be in position to explain in the manner related to this
study.
 Since the study was restricted to , majority of findings are
applicable only to this company and cannot be generalized.

91
 CHAPTER-10

SUGGESTIONS

SUGESSTIONS

The Following suggestions are made to improve the

effectiveness of the training program.

92
1. Training can be given on a regular basis to the employees.
2. Most of the employees suggested that off the job training is
more effective.
3. Supervisor can give assistance to the employees so that they
feel much better carry out the work
4. Many of the employees suggested that training should be
made more interactive. The trainers should mingle freely
with the employees so that the training will be more
effective.
5. Feedback can be obtained from the employees so that
training can be improved further to their expectations and
thus their productivity could be increased and
accomplishment of objectives could be made easier.

93
 CHAPTER-11
CONCLUSION

CONCLUSION

From this research work it can be concluded that most of

the employees in the organization have the opinion that

94
training is essential for the growth of the organization and
also for developing themselves. Also most of the
employees feel that proper feed back is essential so that
training can be made more effective, And so the off job
training is more effective than on job training.

95
CHAPTER- 12

BIBILIOGRAPHY

BIBLIOGRAPHY

96
1. REFRENCES

 HUMAN RESOURCE MANAGEMENT SUBBA RAO

ANDINDUSTRIALRELATION HIMALAYAPUBLISHING
HOUSE

 PERSONNEL AND HUMAN DAVIDA. DECENZO

RESOURCE MANAGEMENT STEPHEN P.ROBBINS

 RESEARCH METHODOLOGY KOTHARI

5. WEBSITES

WWW.WIKIPEDIA.COM
WWW.GOOGLE.COM
WWW.JATTARI AUTO SALES.COM
WWW.ANSWERS.COM

97
 ANNEXURE

Q
U
E
S
T
I
O
N
N
QUESTIONNAIRE A
I
R
A STUDY ON TRAINING AND DEVELOPMENT IN JATTARI
E
AUTO SALES PVT. LTD.

1. Name: …………………

98
 2. Age:
Below30 [ ] 31-40 [ ] above 41[ ]

3. Year of service:
Below 3 years [ ] 3-6 years [ ] above 7 years [ ]

4. Qualification:
UG [ ] PG [ ] UG [ ]

5. Marital status
Single [ ] Married [ ]

6. Nature of work
Technical [ ] Non-Technical [ ]

Que-1 Does your company provide training program?

Yes [ ] No [ ]

Que-2. What type of training are they providing?

On the job training [ ] off the job training [ ]

Que-3.What is the objective of your organization’s training plan?

Organizational Goal [ ] Individual development [ ]
Increase promotional activity
And update new technology [ ] All of the above [ ]

Que- 4. What is the duration of the training program conducted?

Less than 1 week [ ] one-three week [ ]
above three weeks [ ]

99
Que-5. What do you feel about the quality of the trainers?
Very Good [ ] Good [ ]
Moderate [ ] Poor [ ]
Very Poor [ ]

Que-6. What changes you have noted in your work place after training?
Confidence [ ] Better Performance [ ]
Skill [ ] All the above [ ]

Que-7. What are the various fields in which training is provided?

Sales [ ] Services [ ]
All the above [ ]

Que-8. Was the training programme related to your work?

Highly related [ ] Related [ ]
Not related [ ] Highly not related [ ]

Que-9. Have you got opportunity to practice the training methods after
the training programmed?
Strongly Agree [ ] Agree [ ]
No idea [ ] Disagree [ ]
Strongly Disagree [ ]

Que-10.Are you satisfied the training program?

Yes [ ] No [ ]

100
Que-11. After the training program whether your performance has
improved.
Yes [ ] No [ ]

Que-12. According to you when do you need training?

Regularly [ ] Occasionally [ ]
Periodically [ ] At the time of appointment [ ]

Que-13. Which method of training do you needed to be conducted.

On the job training [ ] Off the job training [ ]

Que-14. According to you whom do you want to conduct the training

programs?
Insiders [ ] Outsiders [ ]

Que-15. Do you need any assistance from your supervisors to apply the
techniques learned?
Yes [ ] No [ ]

101