CHAPTER-I

INTRODUCTION OF PROECT

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 EXECUTIVE SUMMARY

Training is the act of increasing the knowledge and skill of an employee for doing a particular
job.” In this competitive world it is paramount to have excellent workforce to provide the
qualitative recognition to the organization. Today an organization is known by its quality of
goods and services and this is possible only if the workforce is very much dedicated to their
work. As training inculcates the dedication, confidence and an urge to use his potential in an
employee hence it is a burning issue these days. This is the motivating force behind the choice
of this topic.
In the present age, when machines and improved technique of production is changing. It is
very necessary to train the employees to make them conversant with these new and improved
techniques, If training is not provided to the employees, the organization is bound to suffer
losses caused by inefficiency, less production, more work, accidents and so on.
Although all my research study is based on primary data that is collected through
questionnaire but few information is collected through secondary data like company profile.
The sample size is 100. The research design chosen is descriptive research design.
The conclusions drawn from this study is that in most of the organizations the training
needs are mainly identified on the performance basis and the job requirement. The
employees are also having positive views regarding whether training should be provided or
not? They are aware of the benefits available from a training programme to the organization
as well as to the employees itself.

This project “EMPLOYEES ATTITUDE TOWARDS TRAINING PROGRAMME” (A

STUDY OF TWO WHEELER COMPANIES IN NCR) has been completed as an
essential and obligated part of M.B.A curriculum. My purpose for this project is to find out
the attitude of employees towards training programme in two wheeler companies.

INTRODUCTION TO TWO-WHEELER INDUSTRY

• LML

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• Bajaj Auto Ltd.
• Hero Honda.
• TVS Motors Ltd.
• Royal Enfield Motors
• Escorts (Yamaha).
• Kinetic Motors Ltd.
Hero Honda from its very beginning has been manufacturing and marketing motorcycles
only. Initially, Bajaj Auto Ltd. was mainly in to the production and marketing of scooters
only since in late 70s and 80s these scooters were selling like hot cakes and Bajaj Auto Ltd.
at that time was almost having a monopoly in scooters due to its wonderful brand image and
glossy features as compared to scooters of that era.
But as the competition grew, it entered into segments of motorbikes also, which is being seen
now as one with tremendous potential. Motor biking had its beginning only in mid of the
1950s, but the pace at which it has grown is quite unprecedented. From a mere 34% in 1997,
the motorcycle segment now dominates the Indian two-wheeler industry with 54% market
share. In 2009, when two wheeler sales shrunk 1.6%, motorcycles registered a 26% growth.
Designer shoes, leather gear and trendy mobiles are the buzzword for the dare-bare
generations of today and corporate across industries want to target these cash heavy pockets.
Hero Honda undoubted has the strongest presence in this segment of motorbikes. Its models
like Splendor, Passion, CBZ, CD 100 and CD 100 SS are on the roads in great volume. That
speaks for the success of the group. But as the market mechanism says, whenever there is
potential, only one player can’t harvest it for long time, tough competition had to come in
from somewhere, it came in the form of other models of motorbikes from other players in
the LMV industry.
• Bajaj launched Pulsar DTSI.
• Hero Honda launched Hero Honda Plus Model.
• TVS launched Victor.
• LML launched Freedom.
• Yamaha introduced some new models.
• Kinetic Motors launched Challenger, Velocity and many other introduced by various
players.

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• Enticer by Yamaha.
• Eliminator by Bajaj
A segment in two-wheelers for college going students saw a great growth especially in 90s.
TVS Scotty, Bajaj Sunny Zip and many others in this segment were hot favorites of college
going students for quite some time.

Bajaj Auto Ltd.––A Success Story

Bajaj Motorcycle sales in 2008

Change is the word that has set the panic button for all the players in the LMV industry. But,
to deal with change effectively, one needs strength of character and Bajaj Auto Ltd. shows
that strength to a great extent.
Change is rarely painless. It is not just a matter of new products and offerings. It is about
fundamentally re-orienting the mindset of a large company. What makes corporate change
even more difficult is that it has to be brought about without disrupting the business. It is
something like re-engineering a huge super-tanker on high seas. Nobody really knows at
what point of the change process the super tanker will hit a serious tropical storm, when
everyone has to concentrate on navigating the ship to safe waters. And once, the storm passes,
will it shake one’s resolve in continuing with of change?
Bajaj Auto’s tropical storm occurred in 2008-09. Right in the middle of a transformation
process that was initiated in the late 1990s; an unprecedented fall in profits hit the company.
Sales dipped by 3.2%. Worse still, the company’s operating margin fell from 18.2% of net
sales in 2006-2007 to 9.8% in 2007-08.]

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Although, key persons at Bajaj Auto were sure that 2007-08 was an aberration, many
shareholders and analysts began to discount the company and some wondered whether this
was the beginning of the end.
The facts of 2008-09 prove that Bajaj Auto’s performance in the previous was indeed an
aberration. There was a substantial improvement in the sale of motorcycles during the year
under review to 6, 56, 018, a 55% growth over the previous year. In comparison the total
market for motorcycles grew by 41% while the sale of geared and ungeared scooters fell.
Margins improved during the year under review as compared to the previous year mainly on
account of higher volumes and series of initiatives taken to reduce costs and raise
productivity through fixed cost reduction, vendor rationalization, value engineering and
other means. During the year under review, the Bajaj Auto Ltd. launched Bajaj Auto Pulsar
180 CC motorcycle models, which have received a good response in the market. The
company upgraded the boxer and developed a variant of its popular Caliber motorcycle
called Caliber Croma. The company has designed a 125 CC motorcycle with Kawasaki
Heavy Industries Ltd., which is in the final stage of development called Wind Bike.
The company has developed a 112 CC four stroke scooter engine and this has been adopted
on Chetek four stroke scooters. The Legend NXT-2 scooter, using this engine was launched
during the year under review.
Sales have increased by 15%, from Rs. 35.88 billion in 2001-02. Operating profit has risen
by 103% from Rs. 3.05 million in 2000-01 to Rs. 6.2 billion in 2008-09 the second highest
ever.
Consequently, the company’s operating profit margin has increased from 9.8% in 2007-2008
to 16.8% in 2008-09. Profit after tax has almost doubled from Rs. 2.63 billion to Rs. 5.21
billion in 2008-09. After having a look at all these figures, it would be apt to say that Bajaj
Auto weathered the storm without diluting the process of change and this transformation has
definitely started yielding results.

Ungeared Scooters
Urban women and college students who prefer an automatic transmission primarily use the
ungeared scooters. These scooters are self-start, of less body weight and size that allows for
easy maneuverability. With a total industry sale of 0.41% million units, the segment accounts

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for around 10% of the two-wheeler market. After a sharp 34% growth in 2007-2008 and a
further 8% increase in 2000-2001, the market increased a mere 0.9% in 2008-2009.
Bajaj Auto has 3 models in this segment––the 60 CC Spice, the 60 CC Spirit, and the 92 CC
Safari––and has a market share of 16%. During the year, the upgrades of Spirit and Saffire
were launched. The company’s performance in this segment has not been up to expectations
and sales have dropped by 12% to a little over 65,000 units.

Motorcycles
Traditionally, Bajaj Auto was seen as a scooter manufacturer that also produced some models
of motorcycles. To survive and grow in a market, which was rapidly switching to
motorcycles, the company had to change its strategy. It had to show that it could consistently
introduce motorcycles that combined the traditional Bajaj Auto qualities of ruggedness, fuel
economy and price competitiveness with style, high-end features and riding comfort. The
transition began in mid 90s and it was not easy. Early models didn’t make the grade,
especially compared to the competition.
But like a true champion, they learned from their initial failures and came out flying. The
company sold over 6,56,000 motorcycles in 2008-09 as compared to 4,22,000 in 2008-09,
an increase of 55% versus the overall market growth rate of 41%.
During 2008-09 Bajaj Boxer sold at a growth rate of 93% over the sales of 2001-01. In the
process Bajaj Boxer brand becomes the largest selling brand in the country.
In order to establish its presence in executive and premium segments, the company
introduced its Pulsar in two variants––150 CC and 180 CC. With its masculine looks and
high performance, the Pulsar has received excellent reviews and has been selected as the best
new motorbikes of the year by a number of magazines and newspapers. At this moment,
Bajaj Auto is having models in motorcycle segment spanning the entire price spectrum of
the market––from the entry-level Bajaj Boxer at Rs. 29,990 ex-showroom to the Eliminator
priced at Rs. 85,000.

Geared Scooters
The decline in geared scooter market continued in 2008-09. Overall industry sales fell from
0.60 million in 2000-01 to 0.53 million in 2008-09, a reduction of almost 12 percent. The

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faint silver lining was the Bajaj Auto’s sales fell by a smaller percentage––6.4%, from 0.44
million in 2000-01 to 0.41 million in units in 2008-09.

Hero Honda Motors

Hero Honda Motorcycle sales in 2008

An Indo-Japanese venture promoted by Hero Cycles and its associates in technical and
financial collaboration with Hero Motor Company (26% stake), Japan, Hero Honda
commenced operations in 2000. It is the market leader in the 100 CC motorcycle segment
with a market share of 47%, there are over 4 million Hero Honda motorcycles on the road
currently. The company is also the largest producer of motorcycles among all Honda
companies in the world. Splendor is the single largest selling two-wheeler model worldwide.
In terms of the number of motorcycles sold, the company’s sales volume registered a 39%
increase in the quarter ended December 2007. But for December 2007, Hero Honda reported
an 11.8% drop in motorcycle sales compared to the November 2007. The board of directors
of Hero Honda has approved the splitting of equity shares to five equity shares of Rs. 2 each
from the present one equity share of Rs. 10 each. It commenced production of engine
components in January 1987 to reduce manufacturing cost. In 2006-2009, Hero Honda
promoted a company––Hero Honda Fin lease––to provide lease finance to its customers. In
1993-94, the company launched a new model Splendor. Hero Honda’s main characteristics
are its four-stroke engine technology; fuel efficiency and low exhaust pollution levels. It
exports to around 31 countries including Sri Lanka, Africa, West Asia, Bermuda, Zaire, and
Paraguay. The company also introduced Street, 4-stroke step through motorcycle in the year

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2000. During 2004-2007, it launched its most powerful and fast bike CBZ (ee) powered by
a 156 CC engine. The company is also investing Rs. 300 crore to roll out a new motorcycle
model every year till 2006 in collaboration with Honda. The new modes are expected to be
in the range of 100 CC and 156 CC engine capacity segments. It has also increased installed
capacity of motorized two wheelers by 3, 00,000 numbers during the year under review. It
has also participated in India Tech Expo in Nigeria. The response shown to the products was
very encouraging in the fair and the company expects to clock a higher export sale during
the current financial year. Hero Honda has launched a new 100 CC motorcycle named
Passion in the first month of 2008 in six colors. The company said that the new two-wheeler
would incorporate enhanced functionally combined with strengths of riding comfort and fuel
efficiency. Both the growth rate and profit margin will be under pressure in future. With the
four-stroke segment being fragmented between various contenders, Hero Honda’s
domination will get diluted over a period of time. The recent spurt in volumes recorded by
Bajaj Auto in the motorcycle market and the steady volume growth recorded by TVS
Suzuki’s
Fiero is an indication that Hero Honda may find its market share coming under pressure.
Increasing sales of TVS Victor also to pose tough challenge to biggest motorcycle
manufacturer in the country. According to TVS officials the company is trying to operate a
new production plant with increasing demand of Victor.
Whatever may be the position today at the moment, one thing is still very sure that Hero
Honda is the market leader when it comes to motorcycles segment in two-wheelers and with
the kind of models, it has already with it, it is very much sure, that it will continue to leas
this market for a very long time. After all, it was the first company who practically brought
the motorcycle revolution in India.
Moreover, the kind of brand image that Hero Honda is enjoying today is enviable for many
other players in the market. Looking at all these factors, we can say that in spite of challenge
given by other players recently, Hero Honda is going to enjoy the tag of market leader in
motorcycle for quite some time.
According to Hero Honda motors officials, its sales during July 2008, rose by 32% to 1.36
lakh units in the same month last year. The July sales were however; lower by 2.6% as
compared to 1.39 lakh motorcycles sold in June this year.

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To this end, kinetic has invested over Rs. 80 crore over the last three years to set up a capacity
of 1-lakh motorcycles. After launching Challenger with indigenous technology, Kinetic tied
up with Hyosung Motors Korea for technical collaboration and launched GF 125 in the
combination segment. For both Kinetic and LML it is a case of too little too late, says a
Mumbai-based analyst. A late entry to the segment that is dominated by Hero Honda, Bajaj
Auto and TVS Suzuki with a market share of 50%, 2% and 17% respectively leaves Kinetic
with little choice but to struggle for a very thin slice of cake. The company however, has
aggressive plans to notch up a Rs. 700 crore turnover from its motorcycles business by 2006.
Analyst shrugs it off as overly optimistic. Considering the pace at which the market biggies
Hero Honda and Bajaj are changing the rules of the market, not only in terms of launching
new products and offering unique features at incredibly competitive prices but also by
beefing up capacity from 12 lakh to 15 lakh and 6 lakh to 10 lakh by 2006 respectively, they
say Kinetic will remain nothing but a marginal players in the business. We think that with a
goods range of distinctive products, we can establish our reputation as manufacturer of top
quality motorcycles. It is a large market and there is definitely room for numerous players,
says Ms. Firodia Motwani.
Kinetic plans to launch GF 150, a high-powered version of GF 125 and another economy
bike price at around Rs. 35,000 and an upgrade to Challenger in the next six months. But,
that just doesn’t seem to be enough. Hero Honda’s Passion, which was launched, is selling
around 35,000 units per month. By comparison, Challenger (which auto expert say is merely
a reverse-engineered version of Hero Honda’s CD 100) has not really set the charts on fire
with sales of 3000-4000 units per month. Even the latest from Bajaj, the 115 CC has
Hoodibaba with disc brakes are speeding out of the showrooms at a good pace. By pricing it
at Rs. 47,000, Bajaj has changed the rules of the game. A Bajaj dealer in Mumbai says––We
well sell nearly 15,000 more than our capacity of 68,000 bikes and that 15,000 will primarily
be Chromes.
Even if you discount the big two, TVS, which has effectively indigenized Suzuki’s
technology has been finding it difficult to post impressive sales figures. Since its launch, the
Fiero never really picked up, struggling to sell an average of 5,000 a month. The recently
launched Victor is posting sales of about 4,000 units. And lurking around the corner is
Yamaha in which the Japanese recently bought our Escort’s stake. Apparently its latest

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product, the Crux R has been burning rubber on the sales track with almost 20,000 units per
month. Yamaha is the dark horse, and one can never be sure when it will change market
forces, says an analyst.
To carve a market in India, after sales services are a key issue, and what Kinetic will also
need to do in order to make its presence felt in the market, is streamline its distribution
strategy and after sales services. The company will market and service its motorcycles
through its network of 450 dealers and 1,000 service centers.
Consumers are becoming smarter by the day and from a company like Kinetic, which does
not have a brand image, they will expect feature, which will mean value for money, says an
analyst. We see a good opportunity for us to cash-in our brand image o adding style to a
vehicle.
Kinetic is the largest player in this segment, which currently contributes about 500 crore to
its group turnover of Rs. 1,150 crore. We expect the scooters and scooter business to fetch
us around Rs. 700 crore in the next two years, says Ms. Firodia Motwani. Given that the
decline witnessed by the geared scooter market it is the non-geared scooters that have gained
ground, Ms. Firodia Motwani expects the scooter market to be evenly distributed between
geared and non-geared scooter. Here again,

Kinetic is going to face stiff competition from erstwhile partner Honda. The Japanese giant’s
100% subsidiary in India entered the market in May this year with its 4-stroke 102 CC non-
geared Activa scooter that has been fetching rave reviews. Kinetic scooter sales dropped to
10,527 units with this August 2005. On the other hand, Activa sales are accelerating with the
scooter notching up 5,192 units in September alone.
This is a must if they want to compete with players like Hero Honda and Bajaj, because they
have mastered the art of beating pressure on margins ever under depressed conditions, says
an analyst. Hero Honda’s margins have improved from 12.8% to 14% in the second quarter
of this year despite it being unable to hike prices. What must Laos be taken in to account is
that while the overall two-wheeler market is expected to grow at 9.5% between 2006 and
2009, the scooter segment will grow only at 6.8%. Under these circumstances Kinetic’s entry
in to the motorcycle segment seems to be a effort to hedge itself against a decline in sales.

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As a strategy it is sound. What, however, remains to be seen are whether Kinetic will be able
to make a path for itself.

Yamaha Motor Bikes

Motor Biking had its beginning only in the mid of 1950s, but the progress was so fast that in
less than five years, it posed a challenge to the biking industry of the West. Motor Biking
originated in the West and even car manufacturing companies such as BMW and Jaguar
participated in the progress of this invention, and now dozens of motorbike manufacturers
making state-of-art two-wheelers are in the field.
Yamaha has been one of the pioneers in the two wheeler industry from the East and it has
interests not only in two-wheel products, but many other adventure and exciting products
such as large size outboard motors essential for mass fishing, American style luxury cruise
machines, sail boats for the wild and adventures, on and off road biking experiences, sports
and fishing boats for the exciting counter on the waters and trail bikes to take one in to deep
jungles to enjoy nature’s bounty. Yamaha is not a new name in the India two-wheeler
industry, but it has now decided to be on its own by parting ways with Escorts (with which
it has a tied up for over two decades). It comes with a wider range of products and wishing
to capture a large share of two-wheeler market. The company now operates as a 100%
subsidiary of Yamaha Motor Co. of Japan. The India has become the only country in Asia to
have a 100% subsidiary of Yamaha Motor Co. Mr. Masahiko Shibuya, director, commuter
vehicle operations; Yamaha Motor Co. has taken over as the new Managing Director. He has
been with the company since 1969, and has held various positions with this company in Asia
as well as in the US.
He has a thorough knowledge of the global trends in motorcycle industry, as well as a
substantial understanding.

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TVS Motor Company

TVS Motorcycle sales in 2008

TVS has been in this market of two wheelers for quite some time, but its presence was felt
to a significant degree neither by the competitors nor by the customers until recent times. But
the steady volume growth recorded by TVS Suzuki’s Fiero is an indication that slowly but
surely this company is going to be considered as competition by the competitors.
Along with this, TVS Victor has emerged as a strong brand in the motorcycle market. Its
growth is such that company is thinking of starting a new production plant to cope up with
increasing demand for Victor. Its fuel efficiency and sleek designing has become its USP
along with the Sachin Tendulkar influence, which is someone whom every corporate player
would want to endorse its product. TVS sales shoot up by 113%.

Royal Enfield Motors

The two-wheeler industry dropped by 1.5% while the motorcycle segment grew by 20%
during the year. The motorcycle segment promises continued growth in the coming years.
The turnover of Royal Enfield Motors for the year was Rs. 1240 million with a volume of
25,207 motorcycles in the previous year, registering a drop of 13% in volumes mainly due
to corrosion of diesel motorcycle market.
The reduction of excise duty on motorcycle announced in the recent Union Budget would
contribute to increase in demand for motorcycles in the current year.
With a view to enhance the image of your Company’s product as a Power Bike, a change in
its aesthetics have been incorporated on the Bullet including new color options for creating
excitement in the market place and is targeted at the younger age group of 18 to 25 years. It

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was introduced in October 2007. The response has been good and additional volumes have
been planned during the current year. Motorcycles with Electronic Start were also introduced
during the year on trial basis. Your company has also piloted.
Lightening A350 variant during the year feedback from the market has been received. The
commercial launch is planned in the current year.
The Chennai unit of Royal Enfield Motors was awarded certification in Quality System in
line with ISO 9001 requirements by DNV (DET NORSKE VERITAS) covering
manufacturing operations, design marketing and customer services. This should enable the
Company to increase its exports

INTRODUCTION TO COMPANY

The two wheeler companies in India offer significant employment opportunity. The
automobile industry including component industry employs 0.45 million people directly and
around 10 million people indirectly.
The auto industry recorded a turnover of US$10 billion while the auto-component industry
recorded a turnover of US$2.7 billion in 1999-2000.

• Many international auto majors entered the country post liberalization in 1991.
• India’s largest carmaker Maruti Udyog Ltd (MUL) was recently privatized with
Suzuki Motor Corporation moving into the driving seat after acquiring a majority
stake and management control in the Maruti Suzuki joint venture in early 2002.

Policy initiates
Auto policy announced by the govt.in 2002 has opened the automobile sector to 100 percent
foreign direct investment norm for fresh entrants. This will benefit manufacturer who are
planning to enter the Indian market, particularly in the burgeoning motorcycle market.

• The new policy has taken into account the need to addressemerging problem and
makes the auto sector WTO compatible.

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 • The policy is also in favour of providing excise duty concession to small cars, multi-
utility vehicles and low emission vehicles. It envisages India becoming a major hub
for the manufacture of a small cars and a global supplier of components. The policy
also includes incentives to facilitate R&D.

• Import tariffs are to be fixed in a manner so as to promote manufacturing in India, as

opposed to mere assembly, without giving undue protection to domestic industry.
While ensuring a balanced transition towards open trade, the automotive tariff
structure will be reviewed periodically to prevent India from becoming a ‘dumping
ground’ for international rejects.

Opportunity
• India enjoys a distinct cost advantage with respect to auto ancillary manufacturing
capabilities. While developed nations labour cost is only around 8-9percent of sales.

• The number of vehicles manufactured in India has raised from 3 million units
annually in 1999 to 5 million units in 2002. This has also led to an increase in
domestic demand for automotive components.
The following four companies have been the target company for the research project:

YAMAHA MOTAR INDIA PRIVATE LTD.

Holding aloft the spirit of commitment to customer Yamaha Motor India is enriching
lives of people with the same ingenuity and enthusiasm as its parent company-Yamaha
Motor Corporation, Japan. Having operated in India as technology provider for almost
two decades, YMI was incorporated in August 2001 as 100% subsidiary of YMC, Japan.
Since then have been in the process of redefining our business processes and extended
the awe and power associated with the legacy of the Yamaha Group. Adhering to our
Corporate Mission – “Created Kando – touching your heart.” They are striving to touch
every Heart across the length and breathe of India.

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 Manufacturing Plant in India
➢ Faridabad plant
19/6Mathura roads
Faridabad

➢ Surajpur plant
A-3
Surajpur Industrial area
Noida-Dadri road
Surajpur (UP)

Registered Office: -
➢ 103,Ashoka Estate
Barakhamba road
New Delhi

Fulfilling social responsibilities

As a good corporate citizen, they continually strive towards creating a better social as natural
environment.
They toured to German factories before setting out to build our first 125cc bike. “They did
as much research as possible to ensure that we could build a bike as good as.” They want to
carry out trial manufacture of motorcycle engines. It was from these words spoken by Gin
chi Kawakami (Yamaha Motor’s first president) in 1953, that today’s Yamaha Motor
Company was born.

Gin chi kawakami was the first son of Kaichi Kawakami, the third generation president of
Nippon Gakki (musical instruments and electronics; presently Yamaha Corporation). Genchi
studied and graduate from Takachiho Higher Commercial School in March of 1934. In July
of 1937, he was the second Kawakami to join the Nippon Gakki Company.

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They quickly rose to position of manager of the company’s Tenryu Factory Company
(musical instruments) and then Senior General Manager, before assuming the position of
fourth-generation President in 1950 at the young age of 38.

In 1953, Genichi was looking for a way to make use of idle machining equipment that had
previously been used to make aircraft propellers. Looking back on founding of Yamaha
Motor Company, Genichi had this to say. “While the company was performing well and had
some financial leeway. I felt the need to look for our next area of business. So, I did some
research.” He explored producing many products, including sewing machines, auto parts,
scooters, three wheeled utility vehicles, and motorcycle. Market and competitive factor led
him to focus on the motorcycle market. Genichi actually visit the United State many times
during this period.

In august of 1954 the first model was complete. it was the Yamaha YA-1. an air-coded, 2-
stroke, single cylinder 125cc engine powered the bike. Once finished, it was put through an
unprecedented 10,000 km endurance test to ensure that its quality was top-class. This was
destined to be the first crystallization of what have now become long traditions of Yamaha
creativity and inexhaustible spirit challenge.

Then, in January of 1955 the hamakita factory of Nippon Gakki was built and production
began on the YA-1. With confidence in the new direction that Genichi was taking, Yamaha
Motor Co., Ltd. was founded on July 1, 1955. Staffed by 274 enthusiastic employees, the
new motorcycle manufacture built about 200 units percent month. That some yes Yamaha
entered its new YA-1 in the biggest race events in Japan. They were the Mt. Fuji Ascent
Rage and the 1st Asama Highlights race. In these debut races Yamaha won the 125cc class.
And, the following year the YA-1 won again in both the light and ultra-light classes of the
Asama Highlights race. By 1956, a second model was ready for production. This was the
YC1, a 175cc single cylinder two-stroke. In 1957 Yamaha began production of its first 250cc,
two-stroke twin, the YD1

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In years to come Yamaha continued to grow (and continues to this day). Diversity increased
with the addition of products including snowmobiles, race kart engines, generators, scooters,
ATVs, personal watercraft and more.

Gin chi Kawakamio set the stage for Yamaha Motor Company’ success with his vision and
philosophies. Total honesty towards the customer and making products that hold their own
enables the company that serve people in thirty-three countries, to provide an improved
lifestyle through exceptional quality, high performance products.

Gin chi Kawakami’s history with Yamaha was long and rich. He saw the new corporate
headquarters in Cypress, California and the 25th Anniversary of Yamaha becomes a reality
in 1980. He also watched bike 20 million roll off the assembly line in 1982. Gin chi passed
away on May 25, 2002 yet his vision lives on through the people and products of Yamaha,
throughout the world.

HONDA MOTORCYCLE & SCOOTER LTD.

• Honda is the world’s largest manufacturer of 2-wheelers.

• Its symbol, the Wings, represents the company’s unwavering dedication in achieving
goals that are unique and above international norms.

• These wings have now arrived in India. As Honda Motorcycle scooter India (pvt)
Ltd. (HMSI), a wholly owned subsidiary of Honda Motor Company Ltd., Japan.

Location of factory:
The HMSI factory is spread over 27 acres, at Manesar, in Gurgaon district of Haryana. The
foundation stone for the factory was laid on 14th December 1999 and the factory was
completed in January 2001, in a recode time of only 13 months.

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Capacity: 100,000 scooters per year.
Initial investment: Rs. 200 crores.
Facility: gravity die-casting and aluminums machining, heat treatment, press and fabrication
shop, paint shop frame and engine assembly.
.The HMSI paint is among the most advanced in the world with automated lines and a
robotized.

It’s Product:
Honda Activa is the first scooter model of HMSI for the Indian market. This scooter employs
state-of- the art Honda technology and is equipped with unique features never seen before in
India.
The Honda Activa sets a new standard for a new era of scooters in India. The Honda Activa
has been developed exclusively for the Indian market by closely examining the way scooters
are used in the country and applying the know-how accumulated through 15 years of doing
business in India. With the changing lifestyle, the consumer’s needs from a 2-wheeler are
also changing.

The conventional Indian scooter is too big and difficult to handle.

The scooterette is too small and to mopeds.
The Honda Activa is especially designed to meets the needs of new Indian families. Powered
by a 4-stroke engine, it has a steel body that enables full utilization of the existing service
infrastructure. It offers user-friendly utilities like helmet box, a flat footboard and ample
growth.

INTRODUCTION ABOUT TRAINING

MEANING OF TRAINING
Training is a process, which adds to the knowledge, skill, behaviour, aptitude and efficiency
of the employees. Training increases their self-reliance, respect and prestige.

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1. According to E.B.Flippo, “Training is the act of increasing the knowledge and skill
of an employee for doing a particular job.”

2. According to Dale Yoder, “Training is the process by which manpower is fitted for
the particular jobs it is to perform.”
Thus training is a process of doing, understand and learning a job, eminent signers,
dancers, players, doctors, all get training does not stop at all. It is a continuous process;
Dale s. breach aptly defines training as “………….. The organized producer by which
people learn knowledge and/or skill for a definite purpose.”

WHY NEED OF TRAINING?

Training is badly needed for the development of human resources. Only trained workers
and employees provide a basis for the economic development of the nation. The main
objects of education and training is making the right use of human resources and raising
their skill. Every organization, therefore, should provide training to its employees but is
also necessary for existing workers and employees.

In the present age, when machines and improved technique of production is changing. It
is very necessary to train the employees to make them conversant with these new and
improved techniques, If training is now provided to the employees, the organization is
bound to suffer losses caused by inefficiency, less production, more work, accidents and
so on.

IMPORTANCE OF TRAINING
Due to rapid changes in technique training us playing an important role in human
resources development. It is important in the present age because of the functions of the
employees are of mechanical and technical nature. Training is always useful because
perfection cannot be attains in a job forever. The singers and dancers continue there
training even after attaining worldwide name and fame. World famous player, too,
continue their practice in the field despite their worldwide popularity, a medical
practitioner despite his good practice continues studying new books. Thus, training of a

19
successful person continues throughout his life. Edwin B. Filppo opines. “Training is the
act of increasing the knowledge and skill of an employee for doing a particular job.”
According to T.N. chhabra, “The purpose of training is to bring about improvement in
the performance of work. It includes three learning of such techniques as are required for
better performance of definite tasks.” C.R. doodley and john A, Shubin have also laid
emphasis on the importance of training.

OBJECTIVES OF THE TRAINING

1) To increase Productivity: Through training the employees are trained to

function properly. It ultimately helps increasing productivity.
2) Important in Quality: Quality of a thing improves for working in accordance
with tested and proved method.
3) Reduced Supervision: Trained employees have not to depend too much on
their superiors and as such, the need of supervision is reduced.
4) Reduced wastage of scrap: A trained employee is capable of doing his work.
He uses the material in a right manner and as such reduced wastage of scrap.
5) Reduces accidents: Training reduces the possibility of accidents.
6) Reduces Absenteeism and labour turnover: Training employees remain
satisfied with their job and the organization. It ultimately reduces absenteeism
and labour turnover.
7) Best Utilization of Resources: A trained employees is capable of making best
utilization of resources.
8) Increased Stability and Flexibility: After an employee leaves, to maintain
efficiency is possible only for an organization, which keeps secure employees
with it. Moreover, trained employees are put to different jobs according to
need. This increase stability and flexibility of the organization.
9) Raise Morale: After attaining training, morale of the employees goes up
because job security, after attaining training, is increased.
10) Better Human Relations: A trained employee shows more respect towards
his organization and its management, which have imparted training to him.

20
 This helps in maintaining good relations between the employees and the
management.

METHODS OF TRAINING
Method of training can be divided into two parts;
1) Methods of giving training to the managers and
2) Methods of giving training to the workers.
There is a great difference between the two because the workers are given training for a
particular job whereas the managers are given education of general knowledge. A brief
description of these two methods is given below.

Lecture
A lecture is the method learners often most commonly associate with college and secondary
education. Yet, it is also considered one of the least effective methods to use for adult
learners. In this method, one person (the trainer) does all of the talking. He or She may use
handouts, visual aids, question/answer, or posters to support the lecture. Communication is
primarily one-way: from the instructor to the learner.

Demonstration
Demonstration is very effective for basic skills training. The trainer shows trainees how to
do something. The trainer may provide an opportunity for trainees to perform the task being
demonstrated.

Seminar
Seminar often combines several group methods: lectures, discussion, conferences and
demonstration.

Conference
The conference training method is a good problem-solving approach. A group considers a
specific problem or issue and they work to reach agreement on statements or solutions.

21
Panel
A panel provides several points of view on a seek alternatives to a situation. Panel members
may have different views but they must also have objective concern for the purpose of the
training. This is an excellent method for using outside resource people.

Role playing
During a role-play, the trainees assume roles and out situations connected to the learner
concepts. It is good for customer service and sales training.

Case study
A case study is a description of a real or situation which contains information that trainees
can use to analyze what has occurred and why. The trainees recommend solutions based on
the content provided.

Simulations
Trainees participate in a reality-based, interactive activity where they imitate actions required
on the job. It is a useful technique for skills development.

Projects
Projects require the trainees to do something on the job that improves the business as well as
helps them learn about the topic of training. It might involve participation on a team, the
creation of a database, or the forming of new prices. The type of project will vary by business
and the skill level of the trainee.

Movies/videos/computer-based training
Content for the training experience comes primarily from a video tape or computer-based
program.

Mentoring

22
A mentor can tutor others in their learning. Mentors help employees solve problems both
through training them in skills and through modeling effective attitudes and behaviors. This
system is a sometimes known as a buddy system.

Apprenticeship and Internships

Apprenticeships are a form of on-job training in which the trainee works with a more
experienced employee for a period of time, learning a group of related skills that will
eventually qualify the trainee to perform a new job or function. Apprenticeships are often
used in production-oriented position. Internship are a form of apprenticeship, which combine
on- the- job training under a more experienced employee with classroom learning.

23
 Chapter-2
REVIEW OF LITERATURE

REVIEW OF LITERATURE

1
The Use of Work Domain Analysis for the Design of Training Systems
Gavan Lintern & Neelam Naikar Defence Science and Technology Organisation

24
ABSTRACT
In this paper we argue that specifications for training equipment must be based on statements
of mission-system functionality. To develop a good description of functionality is a difficult
technical challenge, and the methodology of Work Domain Analysis has been developed for
that purpose. However, a Work Domain Analysis does not fully specify the devices that are
needed for training. Other forms of analysis and inference are needed to resolve issues of
crititicality, instructional functions, implementation of functions in a training device, and
fidelity of training device features. In this paper we explain the means of moving from
functional requirements as developed by a Work Domain Analysis to specifications for
training equipment.

2
Topic:
The Identification of Inservice Training Needs and Their Relationship to Teacher
Demographic Characteristics, Attitude Toward, and Knowledge of Mildly Handicapped
Children. Research Report Series.
Author
Pecheone, Raymond L.; Gable, Robert K.
Abstract
Because most current literature regarding needs assessment data fails to discuss the meaning
of the identified needs, two research questions are investigated: What valid and reliable
constructs (components) can be derived from the data which reflect the interrelationships
among teacher perceived skills needed for working with mildly handicapped children? What
is the relationship between teacher perceived needs and demographic characteristics,
attitudes toward, and knowledge of mildly handicapped children? Sample group,
instrumentation, and data collection of the project, which investigated over 1,000 teachers in
K8 rural, suburban, and urban schools, are described. Eight factors were identified for the
first research question: (1) record keeping and evaluation; (2) development of goals and
objectives; (3) selection and use of assessment instruments; (4) curriculum development; (5)
general knowledge; (6) parent communication; (7) individualization of instruction; and (8)
utilization of primary resources. For the second research question, results of a stepwise

25
regression indicate that attitudes and knowledge variables are the best predictors of inservice
training needs. Statistical data and charts are appended. (MJB)

26
 Chapter-3
Research Methodology

27
 RESEARCH METHODOLOGY

For conducting a research project it is necessary to anticipate all steps that must be under
taken if we wish the project to be completed successfully. The research methodology
provided a systematic planned approach to the research project involves tags and element
that are consistent with each other.

The purpose of research is to find out the employee attitude towards training progrmme in
automobile industry.

Sources of information: it contained two sources of information.

a) Primary data: To collect the primary data the researcher has conducted the survey
using questionnaire method. The questionnaire is of structured type consisting of 23
questions.
b) Secondary data: the researcher has made optimum use of secondary data, which was
gathered from the related books, magazines and newspapers, websites, journal etc.

Research method: These are large no. of research methods available

➢ Questionnaire method
➢ In depth study
➢ Projective techniques, observations method

The research has found the questionnaire method the best suit to his requirement, as it is
survey to find out the attitude of employees. Here regarding this survey, the teacher has
prepared a structured and designed questionnaire containing 23 questions based on five-point
scale and open-ended.

Sampling: A respondent represent the total population is a sample and the process of
choosing these respondents is sample techniques.

28
Sampling Method: Convenience sampling- it is based on the convenience of the researcher
who is to select a sample. This type of sample is also called accidental sampling, as the
respondent in the sample are include in it merely because of their available on the spot where
the survey is in progress.

Sample size: The sample size take is 100.

Area of sampling: NCR (National Capital Region)

Companies and Sample distribution

Company Yamaha Purolator Honda Escort

Denotes Y P H E Total
No. of employees 25 25 25 25 100
contacted

Analysis of secondary data

For the analysis and interpretation of data different statistical tools can be used. But for the
researcher has analyzed the questionnaire on the basis of percentage method.

OBJECTIVE OF THE STUDY

29
❖ To know the Attitude of employees Regarding Training Programme.

❖ To know the which Training Programme is more effective.

• Demonstrations
• Seminar
• Conference
• Role Playing
• Apprenticeship & Internship
❖ To know about changes brought by Training Programmes

30
 Chapter-4
Data Analysis & Interpretation

Analysis of personal profile

Table -1

31
 Age wise distribution

Age (years) No. Of respondent

Y P H E Total
20-25 5 7 10 5 27
25-30 12 10 11 14 47
30-35 6 7 3 4 20
35 & above 2 1 1 2 6
Total 25 25 25 25 100

120

100
20-25
80
25-30
60 30-35
35 & above
40
Total
20

0
Y P H E Total

No. Of respondent

It shows that 27 % of respondent belong to 20-25 age group, 47% of respondent belong
to 25-30 age group, 20 % of respondent belong to 30-35 age group and 6 % of respondent
out of 100 respondents belong to 35 & above age group.

Table -2
Qualification wise distribution

32
 Qualification No. Of respondent
Y P H E Total
Under 5 4 3 2 14
graduate
Graduate 8 8 10 11 37
P.G 6 3 11 6 26
Any other 6 10 1 6 23
Total 25 25 25 25 100

120

100
Under graduate
80
Graduate
60 P.G
Any other
40
Total
20

0
Y P H E Total

No. Of respondent

It shows that 14% respondent is under graduate, 37% respondent is graduate, 26% respondent
is P.G. and 23% of respondent have other qualification not below to other qualification.

Table-3
Income wise distribution

No. Of respondent

33
 Income Y P H E Total ( % )
(thousands)
5-10 3 7 4 2 16
10-15 11 10 12 10 43
15-20 7 5 7 11 30
20 & above 4 3 2 2 11
Total 25 25 25 25 100

120 No.
Of respondent Y
100
No.
80 Of respondent P

60 No.
Of respondent H
40
No.
20 Of respondent E

0 No.
10-May 15-Oct 15-20 20 & Total Of respondent Total ( %
above )

It shows that 16 % of respondents has income between 5 to 10 thousand, 43 % of respondents

earn between 10 to15 thousand, 30 % of respondents belong to 15 to 20 thousand group and
11 % of respondents has income more than 20 thousand.

Table-4
Experience wise distribution

34
 Experience No. Of respondent
(years) Y P H E Total (% )
0-5 10 12 18 10 50
5-10 12 11 7 12 42
10-15 3 2 - 3 8
15 & above - - - - -
Total 25 25 25 25 100

30

25 Experience (years)

20
0-5
15 10-May
15-Oct
10
15 & above
5 Total

0
1 2 3 4 5

It shows that 50% of the respondent has less than 5 years experience, 42% of respondent
have experience between 5-10 years, 8% of respondent have experience between 10-15 years
and no respondent have more than 15 years of experience.

Statement– Training is necessary in auto industry.

Table-5
Necessity of Training

35
 Scale No. Of respondent
Y P H E Total ( % )
Always 18 16 20 16 70
Usually 7 9 5 9 30
Not sure - - - - -
Sometime - - - - -
Total 25 25 25 25 100

30

25 Scale

20
Alw ays
15 Usually
Not sure
10
Sometime
5 Total
0
1 2 3 4 5

Out of 100 respondent contacted in four companies 70% are in favour that training is always
necessary in auto industry and 30% respondent that it is usually necessary. No respondent is
the favour that training is necessary in these companies.

Statement – Training provided by your organization is sufficient.

Table-6
Training is sufficient
36
 Scale No. Of respondent
Y P H E Total ( % )
Always 5 8 6 1 20
Usually 8 6 5 13 32
Not sure 4 2 2 - 8
Sometime 8 9 11 11 39
Never - - - - -
Total 25 25 25 25 100

45
40
35
30
25
20
15
10
5
0
Always 5 8 6 1 20

Out of 100 respondent contacted in four companies 20% are in favour that training provided
by their organization is always sufficient, 32% respondents are in favour that training
provided by their company usually sufficient, 39 % respondents are in favour that the training
provided by organization sometime sufficient. It means that training provided their
organization is generally in their organization.

Statement – Training need are identified adequately in your organization.

Table-7
Training needs are identified adequately
Scale No. Of respondent

37
 Y P H E Total (%)
Always 2 5 4 4 15
Usually 13 15 10 10 48
Not sure 5 3 3 - 11
Sometime 4 2 7 11 24
Never 1 - 1 - 2
Total 25 25 25 25 100

No. Of respondent Total (%)

60
50
40 No.
30
20 Of respondent Total (%)
10
0
4 10 - 11 -

4 10 3 7 1

5 15 3 2 -

2 13 5 4 1

Always Usually Not sureSometime Never

Out of 100 respondent contacted in four campanies, 15% respondents are in favour that
training needs are always identified adequately in organization, 48% respondents are in
favour that training needs are usually identified adequately in organization, 11% respondents
are not sure about the training needs identified adequately in organization, 24% respondents
are in favour that training needs are sometime identified adequately in organization. It shows
that training needs are identified regularly in their organization.

Statement – Identification of training need is done On Seniority basis

Table-8
Identification of training need On Seniority basis

38
 Scale No. Of respondent
Y P H E Total (%)
Always - - - - -
Usually - - - - -
Not sure 4 7 5 4 20
Sometime 1 2 1 4 8
Never 20 16 19 17 72
Total 25 25 25 25 100

No. Of respondent

14

12

10

8 No.
6 Of respondent

0
1 11 21 31 41 51 61 71 81 91 101

Out of 100 respondent contacted in four campanies, 72% respondents are in favour that
training needs never identified on Seniority basis, 8% respondents are in favour of that
training needs are sometime identified on seniority basis and 20% respondents are not sure
that the training needs are identified on seniority basis. It means that training needs never
identify on seniority basis.

Statement – Identification of training need is done On Job Requirement basis

Table-9
Identification of training need on Job Requirement

39
 Scale No. Of respondent
Y P H E Total (%)
Always 9 12 10 10 41
Usually 10 10 13 14 47
Not sure - - - - -
Sometime 6 3 2 1 12
Never - - - - -
Total 25 25 25 25 100

16

14

12 Scale
10
Always
8
Usually
6 Not sure
4 Sometime

0
1 2 3 4 5

Out of 100 respondent s contacted in four campanies, 41% respondents are in favour that
training needs are always identified on Job Requirement, 47% respondents are in favour that
training needs are usually identified on job requirement, 17% respondents are in favour that
training needs are sometime identified on job requirement. It means training needs are
identified on job requirement.

Statement – Identification of training need is done on Skill Requirement

Table-10
Identification of training need on Skill

40
 Scale No. Of respondent
Y P H E Total (%)
Always 7 9 10 11 37
Usually 10 13 8 5 36
Not sure - - - - -
Sometime 8 3 7 9 27
Never - - - - -
Total 25 25 25 25 100

14

12

10 Scale

8 Always
6 Usually
Not sure
4 Sometime

0
1 2 3 4 5

Out of 100 respondent s contacted in four campanies, 37% respondents are in favour that
training needs are always identified on Skill Requirement, 36% respondents are in favour
that training needs are usually identified on skill requirement, 27% respondents are in favour
that training needs are sometime identified on skill requirement. It means training needs are
identified on skill requirement

Statement – Training increase the self development

Table-11
Training increases the self-development

41
 Scale No. Of respondent
Y P H E Total (%)
Always 16 11 7 15 49
Usually 7 11 4 5 27
Not sure - - - - -
Sometime 2 3 14 5 24
Never - - - - -
Total 25 25 25 25 100

18
16
14
Scale
12
10 Always
8 Usually
6 Not sure
Sometime
4
2
0
1 2 3 4 5

Out of 100 respondent s contacted in four campanies, 49% respondents are in favour that
training needs are always, 36% respondents are in favour that training needs are usually
identified on skill requirement, 27% respondents are in favour that training needs are
sometime identified on skill requirement. It means training needs are identified on skill
requirement

Statement – Training improves the team spirit.

Table-12
Training increases the team spirit.

42
 Scale No. Of respondent
Y P H E Total (%)
Always 14 16 7 10 47
Usually 6 5 4 8 23
Not sure 2 1 1 1 5
Sometime 3 3 9 6 21
Never - - 4 - 4
Total 25 25 25 25 100

18
16
14
Scale
12
10 Always
8 Usually
6 Not sure
Sometime
4
2
0
1 2 3 4 5

Out of 100 respondents contacted in four companies, 47% respondents are in favour that
training always improve the team spirit, 23% respondents are in favour that training usually
improve the team spirit and 21% respondents are in favour that training sometime improve
the team spirit. It means training improve the team spirit among the employees.

Statement – Training increase the organizational efficiency and effectiveness.

Table-13
Training increases the organizational efficiency and effectiveness.

43
 Scale No. Of respondent
Y P H E Total (%)
Always 10 10 9 7 36
Usually 9 11 11 10 41
Not sure 3 4 - - 7
Sometime 3 - 5 8 16
Never - - - - -
Total 25 25 25 25 100

Scale
12 No. Of
respondent
10 Scale Y P

8
Always 10 10
6

4 Usually 9 11

2
Not sure 3 4
0
1 2 3
Sometime 3 -

Out of 100 respondents contacted in four companies, 36% respondents are in favour that
training always increases the organizational efficiency and effectiveness, 41% respondents
are in favour that training usually increases the organizational efficiency and effectiveness
and 16% respondents are in favour that training sometime increases the organizational
efficiency and effectiveness of organization.

Statement – Training improve commitment.

Table-14
Training improve commitment

44
 Scale No. Of respondent
Y P H E Total (%)
Always 9 6 6 9 30
Usually 8 11 5 7 31
Not sure 1 4 2 - 7
Sometime 7 4 12 9 32
Never - - - - -
Total 25 25 25 25 100

14

12

10 Scale

8 Always
6 Usually
Not sure
4 Sometime

0
1 2 3 4 5

Out of 100 respondents contacted in four companies, 30% respondents are in favour that
training always improve the commitment, 31% respondents are in favour that training usually
improve the commitment and 32% respondents are in favour that training sometime improve
the commitment. It shows the training improve the commitment among the respondents
towards the job.

Statement – Training improve job satisfaction

Table-15

45
 Improve satisfaction
Scale No. Of respondent
Y P H E Total (%)
Always 8 7 7 10 32
Usually 10 9 4 10 33
Not sure 4 5 3 - 12
Sometime 3 4 11 5 23
Never - - - - -
Total 25 25 25 25 100

12

10
Scale
8

Always
6
Usually
4 Not sure
Sometime
2

0
1 2 3 4 5

Out of 100 respondents contacted in four companies, 32% respondents are in favour that
training always improve job satisfaction, 33% respondents are in favour that training usually
improve the job satisfaction and 23% respondents are in favour that training sometime
improve the job satisfaction. It shows the training improve the job satisfaction among the
respondents towards the job.

Statement – Training improves chance of promotions

Table-16
Improves chance of promotions

46
 Scale No. Of respondent
Y P H E Total (%)
Always 7 9 5 2 23
Usually 6 2 9 9 26
Not sure 4 8 9 11 32
Sometime 7 6 2 3 18
Never - - - - -
Total 25 25 25 25 100

12

10
Scale
8

Always
6
Usually
4 Not sure
Sometime
2

0
1 2 3 4 5

Out of 100 respondents contacted in four companies, 23% respondents are in favour that
training always improves chance of promotions, 26% respondents are in favour that training
usually improves the chance of promotions and 32% respondents are not sure that the training
improve the chance of promotions,18% respondents are in favour that training sometime
improve the chance of promotions. This table reveals that almost 50% of respondents favour
that training always improves the chance of promotions.

Statement – Training improves technical skill.

Table-17
Training improve technical skill

47
 Scale No. Of respondent
Y P H E Total (%)
Always 14 12 17 16 59
Usually 10 11 6 6 33
Not sure 1 1 1 - 3
Sometime - 1 1 3 5
Never - - - - -
Total 25 25 25 25 100

Scale
18 No. Of
16 respondent
Scale Y
14
12
10 Always 14

8
6 Usually 10
4
2 Not sure 1
0
1 2 3 4
Sometime -

Out of 100 respondents contacted in four companies, 59% respondents are in favour that
training always improves technical skill, 33% respondents are in favour that training usually
improves the technical skill and 3% respondents are not sure that the training the technical
skill,5% respondents are in favour that training sometime improve the technical skill. This
table shows that the training always improve the technical skill of the respondents.

Statement – Training reduces the mistake earlier made.

Table-18
Training reduces the mistake earlier made

48
 Scale No. Of respondent
Y P H E Total (%)
Always 10 12 5 7 34
Usually 5 4 6 11 26
Not sure 6 3 2 - 11
Sometime 4 6 12 7 29
Never - - - - -
Total 25 25 25 25 100

14

12

10 Scale

8 Always
6 Usually
Not sure
4 Sometime

0
1 2 3 4 5

Out of 100 respondents contacted in four companies, 34% respondents are in favour that
training always reduces the mistake earlier made, 26% respondents are in favour that training
usually reduces the mistakes earlier made and 11% respondents are not sure that the training
reduces the mistake earlier made, 29% respondents are in favour that training sometime
reduces the mistake earlier made. It shows that the training reduce the mistake earlier made
on their work force.

Statement – Training reduces absenteeism and turnover.

Table-19
Training reduces absenteeism and turnover
Scale No. Of respondent

49
 Y P H E Total (%)
Always 3 8 1 4 16
Usually 9 9 7 11 26
Not sure 7 4 4 - 15
Sometime 4 4 13 10 31
Never 2 - - - 2
Total 25 25 25 25 100

14

12

10 Scale

8 Always
6 Usually
Not sure
4 Sometime

0
1 2 3 4 5

Out of 100 respondents contacted in four companies, 16% respondents are in favour that
training always reduces the absenteeism and turnover, 26% respondents are in favour that
training usually reduces the absenteeism and turnover and 15% respondents are not sure that
the training reduces the absenteeism and turnover, 31% respondents are in favour that
training sometime reduces the absenteeism and turnover. It shows that the training reduces
the absenteeism and turnover in the organization.

Statement – Training is imposed on the employees.

Table-20
Training is imposed

50
 Scale No. Of respondent
Y P H E Total (%)
Always 3 3 - 1 7
Usually 2 11 3 1 17
Not sure 4 4 2 - 10
Sometime 8 6 4 15 33
Never 8 1 16 8 33
Total 25 25 25 25 100

16

14

12 Scale
10
Always
8
Usually
6 Not sure
4 Sometime

0
1 2 3 4 5

Out of 100 respondents contacted in four companies, 7% respondents are in favour that
training always imposed on the employees, 17% respondents are in favour that training
usually imposed on the employees and 10% respondents are not sure that the training
imposed on the employees, 33% respondents are in favour that training sometime imposed
on the employees and 33% respondents are in favour that training never imposed on the
employees. It shows that the training never imposed on the respondents in the organization
in the training period.

Statement – Training is the wastage of the time.

Table-21
Training is the wastage of the time

51
 Scale No. Of respondent
Y P H E Total (%)
Always - 2 - - 2
Usually - 4 - - 4
Not sure 1 1 1 - 3
Sometime 5 2 6 12 25
Never 19 16 18 13 66
Total 25 25 25 25 100

14

12

10 Scale

8 Always
6 Usually
Not sure
4 Sometime

0
1 2 3 4 5

Out of 100 respondents contacted in four companies, 2% respondents are in favour that
training is always the wastage of the time, 4% respondents are in favour that training is
usually wastage of the time and 3% respondents are not sure that the training is the wastage
of the time, 25% respondents are in favour that training is sometime wastage of the time and
66% respondents are in favour that training is never wastage of the time. It shows that the
training is never wastage of time
Statement – Organization does counseling before training programe.
Table-22
Organization does counseling
Scale No. Of respondent

52
 Y P H E Total (%)
Always 3 7 2 2 14
Usually 5 12 5 14 36
Not sure 3 1 1 - 5
Sometime 8 5 14 9 36
Never 6 - 3 - 9
Total 25 25 25 25 100

16

14

12 Scale
10
Always
8
Usually
6 Not sure
4 Sometime

0
1 2 3 4 5

Out of 100 respondents contacted in four companies, 14% respondents are in favour that the
organization does counseling always before training programme, 36% respondents are in
favour that training the organization does counseling usually before training programmed
and 5% respondents are not sure that the organization does counseling before training
programme 36% respondents are in favour that the organization does counseling sometime
before training programme and 9% respondents are in favour that the organization never
counseling for the training programme. It shows that the organization does counseling for
the training programme

Statement – Training method used by organization

➢ On the job method
Table-23
On the job training method

53
 Scale No. Of respondent
Y P H E Total (%)
Always 12 10 8 13 43
Usually 12 11 15 9 47
Not sure 1 - - - 1
Sometime - 4 2 3 9
Never - - - - -
Total 25 25 25 25 100

Scale
16 No. Of
14 respondent
Scale Y
12

10
Always 12
8

6
Usually 12
4

2 Not sure 1
0
1 2 3 4
Sometime -
Out of 100 respondents contacted in four companies, 43% respondents are in favour that our
organization always used on the job training method, 47% respondents are in favour that our
organization usually used on the job training method, and 1% respondents are not sure that
our organization used on the job training method, 9% respondents are in favour that our
organization sometime used on the job training method and no respondents are in favour that
our organization never used on the job training method. It shows that the organization used
on the job training method in the training period.

54
Statement – Training method used by organization.
➢ Off the job method
Table-24
Off the job training method
Scale No. Of respondent
Y P H E Total (%)
Always 2 4 4 2 12
Usually 4 3 3 7 17
Not sure 1 2 3 1 7
Sometime 16 15 11 13 55
Never 2 1 4 2 9
Total 25 25 25 25 100

18
16
14
Scale
12
10 Always
8 Usually
6 Not sure
Sometime
4
2
0
1 2 3 4 5

Out of 100 respondents contacted in four companies, 12% respondents are in favour that our
organization always used off the job training method, 17% respondents are in favour that our
organization usually used off the job training method, and 7% respondents are not sure that
our organization used off the job training method, 55% respondents are in favour that our
organization sometime used off the job training method and 9% respondents are in favour
that our organization never used off the job training method. It shows that the organization
used off the job training method according to their job requirement.

55
Statement – Training is provided by internal sources.
Table-25
Training is provided by internal sources.
Scale No. Of respondent
Y P H E Total (%)
Always 6 9 3 15 33
Usually 10 13 12 6 41
Not sure 10 1 - - 2
Sometime 7 2 10 4 23
Never 1 - - - 1
Total 25 25 25 25 100

16

14

12 Scale
10
Always
8
Usually
6 Not sure
4 Sometime

0
1 2 3 4 5

Out of 100 respondents contacted in four companies, 33% respondents are in favour that
training is always provided by internal sources, 41% respondents are in favour that training
is usually provided by internal sources and 23% respondents are in favour that the training
is sometime provided by internal sources. It shows that the training is providing in
organization by internal sources.

56
Statement – Training is provided by internal sources.
Table-26
Training is provided by internal sources
Scale No. Of respondent
Y P H E Total (%)
Always 5 4 6 8 23
Usually 7 10 4 8 29
Not sure 4 3 - 1 8
Sometime 9 8 15 8 40
Never - - - - -
Total 25 25 25 25 100

16

14

12 Scale
10
Always
8
Usually
6 Not sure
4 Sometime

0
1 2 3 4 5

Out of 100 respondents contacted in four companies, 23% respondents are in favour that
training is always provided by external sources, 29% respondents are in favour that training
is usually provided by external sources and 8% respondents are not sure that the training is
provided by external sources, 40% respondents are in favour that the training is sometime
provided by external sources. It shows that the training provided by the organization by the
external sources, which depend the job on the respondents.

57
Statement – Periodic review of training Programme to done
Table-27
Review of training Programme
Scale No. Of respondent
Y P H E Total (%)
Always 9 10 7 11 37
Usually 7 8 9 9 33
Not sure 4 3 1 - 7
Sometime 3 2 6 5 17
Never 2 2 2 - 6
Total 25 25 25 25 100

12

10
Scale
8

Always
6
Usually
4 Not sure
Sometime
2

0
1 2 3 4 5

Out of 100 respondents contacted in four companies, 37% respondents are in favour that
periodic review of training programme always done, 33% respondents are in favour that the
periodic review of training programme usually done and 7% respondents are not sure that
the periodic review of training programme is done, 17% respondents are in favour that the
periodic review of training programme sometime done. It shows that the periodic review of
training programme done in the organization for the effectiveness of the training
programmed.

58
Statement – Any suggestion for training programme
The last question was an open-ended and asked about any suggestions for training
programmes running in their company. The following suggestions were received from the
respondents.

➢ Training evolution criteria and training material should be clearly

defined.
➢ Training should be given positively to each employee.
➢ Training Programme should be regular feature to enhance skills, quality,
productivity etc.
➢ Training should depend on the work culture and arrangement of work.
➢ Training should be provided according to new Programme coming in the
marketing like TQM and 5S.
➢ Training should be given to all the employees.
➢ Training should be provides according to job profile and latest updating
of the industry.
➢ Training Programme should be interactive in nature with a good energetic
spirit.
➢ Training should be provided to those who are need of training programme
not those who are just going for passing the time.

59
 Chapter-5
Findings & Conclusion

60
 FINDINGS & CONCLUSION

❖ The employees of these organizations believe that training is necessary in

every Industry.
❖ The training provided by the organization is usually sufficient.
❖ The training needs are mainly identified on the performance basis and the job
requirement.
❖ The training improves the self-development.
❖ The training improves the organizational efficiency & effectiveness.
❖ The training improves the job satisfaction and technical skills.
❖ The training reduces the mistake earlier made.
❖ The training reduces the absenteeism and turnover.
❖ Training is not imposed on the employees but it is the part the job
requirement.
❖ The training method used by the organization mostly on the job method
because they play the demonstration of the work on the job and sometime
used of the job method.
❖ The training is provided by internal as well as external sources depend on the
job of the employee.
❖ The periodic review of the training programme is always done.

61
 SUGGESTIONS

❖ Training Evaluation criteria and material should be clearly defined.

❖ Training Programme should be regular feature to enhance skills, quality,
productivity etc.
❖ Training should depend on the work culture and arrangement of work.
❖ Training should be provided according to new programme coming in the
market like TQM and 5S.
❖ Training should be provided according to job profile and latest updating of
the two wheeler companies.
❖ Training Programme should be interactive in nature with a good energetic
spirit.
❖ Training should be provided to those who are need of training programme not
those who are just going for passing the time.
❖ The training needs are mainly identified on the performance basis and the job
requirement.
❖ The training improves the organizational efficiency 7 effectiveness.
❖ Training is not imposed on the employees but it is the part of the job
requirement.
❖ The training is provided by internal as well as external sources depend on the
job of the employees.
❖ The periodic review of the training programme is always done.

62
BIBLIOGRAPHY

63
 BIBLIOGRAPHY

• Aswathappa, k. “Human Resource and Personal Management” Tata Mc Graw Hill,

New Delhi, 1997.
• Monappa, A. “management and evaluation” , New Delhi, Sage 1995
• Aggarwal, S.C. “Human resource Management”, D R P Company ltd., New Delhi,
2004
• Beri, G.C.” Marketing Research”, Tata McGraw Hill, New Delhi.
• Kothari, C.R., “Research Methodology”, New Age international (P) Ltd., New Delhi
• Creig, R.L., (1987), “ Training and Development Handbook”, Mc Graw Hill Book
Company, New York.
• Singh, R.P., “Study and Analysis of Important Training Methods for Conducting
Effective Training Programs”, Indian Journal of Training and Development, Vol. No.
, Page No. 3.
• Punia, B.K., “Training Need Identification in Indian organizations-A Study”, Indian
Journal of Training and Development, Jan.–Mar. 2002, Page No. 29.
• Rao, Sastry, Soam, “Training Need Assessment and Action”, Indian Journal of
Training and Development, Oct.–Dec. 02, Page No. 9.
• Diwakar rao, M., “Identification of supervisory Training Needs”, Training Need in
Public Enterprises, Page 47-84.
• Chhabra, T.N., (2003), Human Resource Management”, Dhanpat Rai & Co., Delhi.

➢ www.Google.com

64
ANNEXURE
• Questionnaire

65
 QUESTIONNAIRE

Dear Sir/Madam
I am the student of M.B.A from Vaish Institute of Management & Technology,
Rohtak doing project on “Employees Attitude Towards Training”. Therefore, I kindly
request you to fill up this questionnaire to enable me to complete my project. I assure you
that your suggesting and feedback will be absolutely kept fulfilled.

PART 1 PERSONAL PROFILE

Name _______________________________________
Gender Male Female

Age 20-25years 25-30years

30-30years 35&above

Income 5-10 thousand 10-15 thou

15-20thousand above 20

Qualification Below graduate Graduate

P.G Any other

Length of experience in this organization years

Total organization less than 5 yrs 5-10 yrs.

10-15 yrs. More than 15

No. of training programme attended

66
 PART 2

Sr. Statements Ti ck appropriate answers

no.
Always Usually NotSure Sometime Never
1. Training is necessary in
Auto Industry
2. Training programme are
concluded on regular basis
in your organization
3 Training provided by your
organization is sufficient
4 Training needs are
identified adequately in
your organization
5 Identification of training
needs is done
1. Performance basis
2. Seniority basis
3. Job requirement
4. Skill requirement
6 Training increase the self
development
7 Training improves the team
spirit
8 Training increases the
organizational efficiency
and effectiveness
9 Training improve
commitment
10 It improves job satisfction

67
 Statements Ti ck appropriate answers
Always Usually NotSure Sometime Never
11 Training improves the
chance of promotions
12 Training improves technical
skill
13 Training reduces mistake
earlier made
14 Training reduces
absenteeism and turnover
15 Training is imposed on the
employees
16 Training is wastage of time
17 Your organization does
counseling before training
programme
18 Training methods used by
your organization
1. On the job
2. Off the job
19 Training is provided by
internal sources
20 Training is provided by
external sources
21 Periodic review of training
Programme is done

68
 22. Please tick the training methods used in your organization.

1) Role playing 2) Apprenticeship

3) Observation 4) Coaching

5) In the basket 6) Simulation

7) Lecture 8) Business game

Any other please mention __________________

23) Any suggestion for training programmes.

______________________________
______________________________
______________________________
______________________________

69