NETAJI MAHAVIDYALAYA

ARAMBAGH , HOOGHLY

A PROJECT REPORT ON

A Study of Effectiveness of Training and

Development Program on Performance of Employees
in MSIL (Maruti Suzuki India Ltd.)

Submitted in partial fulfillment of the requirements for the award of the degree

of

BACHELOR OFBUSINESS ADMINISTRATION

Submitted by : RAKESH MANNA

Registration no :

Roll no : 221540920021

Under the Guidance of :

Miss : ADITI ROY

Declaration
This is to certify that Mr. RAKESH MANNA bearing Roll No:-. 221540920021
Rog.No:-

is a bonafide student of Bachelor of Busincss Aciministration course of

NTAJI MAHAVIDALAYA;Arambagh, 2022- 23 batch, afiliated to the University of
Burdwan, Burdwan. Project report on " A Study on human resources management. "is
prepared by him under the guidance of.. Aditi Roy in partial fulfillment of the
reguirements for the award of the degree of Bachelor of Business Administration. The
University, of Burdwan.

Wish him all succoss in his future endeavors.

Signature of the Student : Rakesh Manna

Date :
 CERTIFICATE
It is hereby certified that the project Report submitted in partial fulfillment of BBA
(FT/FA) Semester VI of Netaji Mahavidyalaya, Arambagh, Hooghly by Rakesh
Manna Roll No. . 221540920021. has been completed under my guidance and is
atisfactory.

Signature of the Faculty Mentor:

Miss : ADITI ROY

Date:
 ACKNOWLEDGEMENT

I would like to express my special thanks of gratitude to Miss . Aditi Roy who gave
me the opportunity to do this wonderful project on the topic “A Study of
Effectiveness of Training and Development Program on Performance of
Employees in MSIL”.

This project report could not have been completed without the guidance & support of
Miss . Aditi Roy (Project Mentor).

Once again I express my gratitude to Maruti Suzuki India Limited for their kind
Co-operation.

Signature: Rakesh Manna

PAGE
NO.
S. NO. TOPIC
CHAPTER-I INTRODUCTION

1.1 INTRODUCTION 1

1.2 OBJECTIVES OF THE STUDY 7

1.3 SCOPE OF THE STUDY 7

1.4 COMPANY PROFILE 8

1.5 INDUSTRY PROFILE 15

CHAPTER-II STUDY OF TOPIC 18

CHAPTER-III RESEARCH METHODOLOGY 34

DATA PRESENTATION, ANALYSIS &

INTERPRETATION
CHAPTER- IV 35

CHAPTER- V SUMMARY & CONCLUSIONS

5.1 FINDINGS OF THE STUDY 39

5.2 LIMITATIONS 40

5.3 SUGGESTIONS, SCOPE FOR FURTHER

STUDY & CONCLUSION
40

5.4 CONCLUSION 41

5.5 REFERENCES 43
 CHAPTER- I: INTRODUCTION

1.1 Introduction

Training and development plays a vital role in the effectiveness of organizations and
employee experiences at work. Training has various implications for productivity,
health and safety at work, personal development and much more. Most organizations
are aware of this need and invest effort and various other resources in training and
development. Such investment may take the form of hiring various specialist training
and development staff and paying reward and salary to employees undergoing
training and development. Training and development is also one of the important
strategic tools of the organization to enhance the performance of employees and
organizations keep on increasing the training budget on an annual basis with the belief
that it will earn them a competitive edge and advantage. It also means that the
operational personnel are employed in the core business functions of the organization
such as production, maintenance, sales, marketing etc. and the management support
also needs their attention and effort to support the training and development delivery
in a timely manner. Every organization needs a number of experienced and well-
trained employees to perform the organizational activities. The rapid changes in the
environment have not only complicated the task but also increased the pressure on
organizations to re-adopt the various products and services offered to compete in this
rapidly changing world. Training and development provide training to employees as
well as to employers. Society training is an activity, which is vital for retaining a
knowledgeable workforce. The success of any training and development programmer
largely depends on the proper identification of training and development needs.

The training needs are realized by the managers when they find a deviation
between the standard performance and actual performance of their employees or ant
employees. At the same time supervisors, managers and executives also need to be
trained and developed to develop and achieve maturity of their thought and action.
Failure to analyze the need for training within organizations will result in low profits
and a large investment in training the programmers within the institution or
organization. Therefore, it would be appropriate to first analyze the training and
development needs and then do the training and development accordingly.
1
 The main objective of this study is to examine the effectiveness of training and
development in Maruti Suzuki Limited on employee performance and competitive
advantages of the organization. The project will be related to the study of
effectiveness of training and development on the performance of employees. The
project will focus on various factors that are responsible for the evaluation and
effectiveness of training activities. This study will be conducted to explore the
relationship between training and development performance of MSIL.

Training and development is vital part of the human resource development. It

is humble ever important role in wake of the advancement of technology which has
resulted in ever increasing competition, rise in customer’s expectation of quality and
service and a subsequent need to lower costs. It is also become more important
internationally in order to prepare workers for new jobs. Training and development
describes the formal continuing efforts that are made within organizations to improve
the performance and self-fulfilment of their employees through a variety of
educational methods and programs. In the modern workplace, these efforts have taken
on a broad range of applications—from instruction in highly specific job skills to
long-term professional development.

In recent years, training and development has emerge as a formal business function,
an vital element of strategy, and a recognized profession with distinct theories and
methodologies. More and more companies of all sizes have embraced "continual
learning" and other aspects of training and development as a means of promoting
employee growth and acquiring a highly expert work force. In fact, the quality of
employees and the repeated improvement of their skills and productivity through
training, are now widely recognized as vital factors in ensuring the long-term success
and profitability of small businesses. "Create a corporate society that supports
continual learning," counselled Charlene Marmer Solomon in Workforce. "Employees
today must have access to repeated training of all types just to keep up'¦. If you don't
actively step against the momentum of skills deficiency, you lose ground. If your
workers stand still, your firm will lose the competition. Training and development can
facilitate organization’s strategy, effectiveness and improve employee retention along
with recruitment. Saks and Haccoun (2019) explain that the goal of all organizations

2
is to prosper and survive and therefore training and development can help
organizations achieve these goals. Organizations can be successful by training
employees who have the knowledge and skills necessary to help organizations
achieve their goals and objectives. By connecting training to an organization’s
strategy, training becomes a strategic activity that operates in performance with other
programs and activities to achieve an organization’s strategic business objectives.

There is a medical benefit to training employees. Trained employees can do more and
better work, make fewer errors, require less control, have more positive attitudes, and
have lesser rates of abrasion. Trained employees also produce higher-quality products
and services. For example, a survey conducted by American Management Association
found that companies that expanded their training programs showed gains in
productivity and larger operating profits. In another study, a 10 percent increase in
training produced a 3 percent increase in productivity over two years. Companies that
invest more a lot in training are more successful and more profitable.

The link between training and an organization’s success is strongly supported by

research. Study after study has found that companies that spend more in training have
higher revenues, profits, and productivity growth than firms that invest less in
training. A review of research on training and organizational effectiveness found that
training is positively related to human resource outcomes (e.g. motivation,
behaviours, employee attitudes,), organizational performance outcomes (e.g.
performance and productivity), and to a lesser scope financial outcomes (e.g. profit,
financial indicators).

Training and Development

Training and development describes the formal, current efforts that are made within
organizations to pick up the performance and self-fulfilment of their employees
through a variety of educational methods and program. In the modern workplace,
these efforts have taken on a broad range of applications from teaching in highly
specific job skills to long-term professional development. In recent years, training and
development has emerged as a formal business function, an integral element of
strategy, and a recognized profession with separate theories and methodologies. More
and more companies of all sizes have embraced "continual learning" and other aspects

3
of training and development as a means of promoting employee growth and acquiring
a highly skilled work force. In fact, the quality of employees and the frequent
improvement of their skills and productivity through training, are now generally
recognized as imperative factors in ensuring the long-term success and profitability of
small businesses. "Create a corporate culture that supports continual learning,"
counseled Charlene Marmer Solomon in Workforce. "Employees today must have
access to frequent training of all types just to keep up'¦. If you don't actively step
against the momentum of skills lack, you lose ground. If your workers stand still, your
firm will lose the ability race."

Training and development play an important role in the effectiveness of organisations

and to the experiences of people in work. Training has implications for productivity,
health and safety at work and personal development. All organisations employing
people need to train and develop their staff. Most organisations are aware of this
requirement and invest effort and other resources in training and development. Such
investment can take the form of employing expert training and development staff and
paying salaries to staff undergoing training and development. Investment in training
and development entails obtaining and maintaining space and equipment. It also
means that operational personnel, employed in the organisation’s main business
functions, such as production, maintenance, sales, marketing and management
support, must also direct their attention and effort from time to time towards
supporting training development and delivery. This means they are required to give
less attention to activities that are obviously more productive in terms of the
organisation’s main business. However, investment in training and development is
generally regarded as good management practice to maintain appropriate expertise
now and in the future.

Applications of Training Program

While the applications of training and development are as various as the functions and
skills required by an organization, several common training applications can be
distinguished, including technical training, sales training, clerical training, computer
training, communications training, organizational development, career development,
supervisory development, and management development.

4
Technical training describes a broad range of training programs varying greatly in
application and difficulty. Technical training utilizes common training methods for
instruction of technical concepts, factual information, and procedures, as well as
technical processes and principles.

Sales training concentrates on the education and training of individuals to

communicate with customers in a persuasive manner. Sales training can enhance the
employee's knowledge of the organization's products, improve his or her selling skills,
instill positive attitudes, and increase the employee's self-confidence. Employees are
taught to distinguish the needs and wants of the customer, and to persuasively
communicate the message that the company's products or services can effectively
satisfy them.

Clerical training concentrates on the training of clerical and administrative support

staffs, which have taken on an expanded role in recent years. With the increasing
reliance on computers and computer applications, clerical training must be careful to
distinguish basic skills from the everchanging computer applications used to support
these skills. Clerical training increasingly must instill improved decision-making
skills in these employees as they take on expanded roles and responsibilities.

Computer training teaches the effective use of the computer and its software
applications, and often must address the basic fear of technology that most employees
face and identify and minimize any resistance to change that might emerge.
Furthermore, computer training must anticipate and overcome the long and steep
learning curves that many employees will experience. To do so, such training is
usually offered in longer, uninterrupted modules to allow for greater concentration,
and structured training is supplemented by hands-on practice. This area of training is
commonly cited as vital to the fortunes of most companies, large and small, operating
in today's technologically advanced economy.

Communications training concentrates on the improvement of interpersonal

communication skills, including writing, oral presentation, listening, and reading. In
order to be successful, any form of communications training should be focused on the
basic improvement of skills and not just on stylistic considerations. Furthermore, the
training should serve to build on present skills rather than rebuilding from the ground

5
up. Communications training can be taught separately or can be effectively integrated
into other types of training, since it is fundamentally related to other disciplines.

Organizational development (OD) refers to the use of knowledge and techniques from
the behavioral sciences to analyze an existing organizational structure and implement
changes in order to improve organizational effectiveness. OD is useful in such varied
areas as the alignment of employee goals with those of the organization,
communications, team functioning, and decision making. In short, it is a development
process with an organizational focus to achieve the same goals as other training and
development activities aimed at individuals. OD practitioners commonly practice
what has been termed "action research" to effect an orderly change which has been
carefully planned to minimize the occurrence of unpredicted or unforeseen events.
Action research refers to a systematic analysis of an organization to acquire a better
understanding of the nature of problems and forces within it.

Management and supervisory development involves the training of managers and

supervisors in basic leadership skills, enabling them to effectively function in their
positions. For managers, training initiatives are focused on providing them with the
tools to balance the effective management of their employee resources with the
strategies and goals of the organization. Managers learn to develop their employees
effectively by helping employees learn and change, as well as by identifying and
preparing them for future responsibilities. Management development may also include
programs for developing decision-making skills, creating and managing successful
work teams, allocating resources effectively, budgeting, business planning, and goal
setting

Training

Training is concerned with imparting developing precise skills for a particular

purpose. Training is the act of growing the skills of an employees for doing a
particular job. Training is the process of learning a succession of programmed
behavior. In earlier practice, training programme focused more on preparation for
improved performance in particular job. Most of the trainees used to be from working
levels like mechanics, machines operators and other kinds of skilled workers. When

6
the problems of supervision enlarged the step were taken to train supervisors for
better supervision.

Development

Management development is all those activities and programme when familiar and
controlled have substantial influence in changing the capacity of the individual to
perform his assignment better and in going so all likely to enlarge his potential for
future assignments. Thus, management development is a mixture of various training
programme, through some kind of training is necessary, it is the overall development
of the ability of managerial personal in the light of the present requirement as well as
the future requirement. Development an activity designed to improve the performance
of existing managers and to provide for a intended growth of managers to meet future
organizational requirement is management development. Talent development is the
process of changing an organization, its employees, its stakeholders, and groups of
people within it, using planned and unplanned learning, in order to realize and
maintain a competitive advantage for the organization. Rothwell notes that the name
may well be a term in search of a meaning, like so much in management, and suggests
that it be thought of as selective attention paid to the top 10% of employees, either by
potential or performance.

While talent development is aloof for the top management it is becoming more and
more clear that career development is necessary for the retention of any employee, no
matter what their level in the company. Research has shown that some type of career
path is necessary for job satisfaction and hence job retention. Perhaps organizations
need to include this area in their overview of employee satisfaction.

The term talent development is becoming more and more popular in several
organizations, as companies are now moving from the conventional term training and
development. Talent development encompasses a variety of components such as
training, career development, career management, and organizational development,

7
and training and development. It is predictable that during the 21st century more
companies will begin to use more integrated terms such as talent development.

Development is based on following on assumptions:

● Development is a ongoing process. It is not a one-shot programme but

ongoing though out the career of a manager.
● Development is any kind of learning, is based on the assumption that there,
always existing a gap between an individual’s performance and his spirit for
the performance.
● Development rarely takes place in completely peaceful and relaxed
atmosphere.
● Management development call for clear settings of goals.
● Development required encourage environment.

1.2 Objectives of the Study

● To study training & development at Maruti Suzuki India Limited.

● To analyze the effectiveness of training & development on performance of
employees at Maruti Suzuki India Limited.
● To explore the relationship between training and employees performance in
Maruti Suzuki India Limited.
● To find out the management’s perspective towards training and development
program for employees in Maruti Suzuki India Limited.

1.3 Scope of the Study

● Training and Development is an important input for employees that work in an

organisation
● It comprises of extrinsic and intrinsic factors and helps maintain an able and
willing work forces.

8
 ● It is an interesting and significant area for conducting research.
● The topic of training and development will reveal the factor of feelings of
employees.
● This report is useful to the management of the organization to know the
outcome of training of employees.
● The study will help managers to improve the training & development program
in organization.
● The study will help managers to know about different technologies which are
used in different organization in training& development.
● This report may be useful to the management students for reading, and may be
useful in preparing this report on the training and development in business
concerns, in public organization etc.

1.4 Company Profile

Maruti Suzuki India ltd (formerly Maruti Udyog ltd) is India’s largest passenger car
company accounting for over 50 percent of the domestic car market. The company
offers full range of cars from entry level Maruti Alto to stylish hatchback Ritz-A-Star
swift wagon R Estillo and sedans Dzire and sports utility vehicle grand Vitara. The
company is a subsidiary of Suzuki Motor Corporation of Japan. The Japanese car
major held 56.21% stake in Maruti Suzuki as on 31 dec 2017. The company is busy in
the business of manufacturing purchase and sale of motor vehicles and spare parts.
The other activities of the company include facilitation of foreowned car sales fleet
management and car financing. They have four plants three located at palam Gurgaon
road Gurgaon Haryana and one located at Manesar industrial town Gurgaon Haryana.

The company has nine subsidiary companies namely Maruti Insurance

Business Agency Ltd, Maruti insurance distribution services ltd Maruti Insurance
agency solutions ltd Maruti Insurance agency network ltd Maruti Insurance agency
Logistics ltd true value solutions ltd Maruti Insurance Broker ltd and JJ Impex Pvt ltd.
Maruti Suzuki India ltd was incorporated on February 24 1981 with the name Maruti
Udyog ltd. The company was shape as a government company with Suzuki as a minor

9
partner to make a people car for middle class India. Over the years the company
product range has not comparable ownership has changed hands and the customer has
evolved. In October 2 1983 the company signed the license and joint venture
agreement with Suzuki motor corporation Japan. In the year 1983 the company started
their production and launched Maruti 800.

Maruti Suzuki also found one new business segment Maruti true value for sales
purchase and trade of pre-owned cars in India. In the year2005 the company launched
the first world strategic model from Suzuki Motor Corporations ‘The SWIFT’ in
India. In the year 2006 they launched WagonR duo with LPG and also the new Zen
Estillo. During the year 2006-07 the company start operations in the new car plant and
the diesel engine facility at Manesar Haryana. In November 2006 they inaugurated a
new institute of driving training and research which was set up as a collaborative
project with Delhi government at Sarai Kale khan in south Delhi. During the year
2007 -08 the company signed an Agreement with the Adani group for exporting
200000 units annually through the Mundra port in Gujarat. They lance Swift diesel
and SX4-LUXUARY sedan with tag line ‘MEN ARE BACK’ during the year. In July
2007 the company lance the new grand Vitara a stylish muscular and 5- Seater in the
MUV segment.

The company altered its name from Maruti Udyog ltd to Maruti Suzuki India ltd with
effect from September 17 2007.

Products and services

Current models

Model Launched Category Image

Omni 1984 Minivan

10
Gypsy King 1985 SUV

WagonR 1999 Hatchback

Swift 2005 Hatchback

DZire 2008 Sedan

Eeco 2009 Minivan

K10 2010 Hatchback

Ertiga 2012 Mini MPV

Alto 800 2012 Hatchback

Celerio 2014 Hatchback

11
Ciaz 2014 Sedan

Baleno 2015 Hatchback

S-Cross 2015 Mini SUV

VitaraBrezza 2016 Mini SUV

Ignis 2017 Hatchback

XL6 2019 Compact MPV

S-Presso 2019 Hatchback

Sales and Services

Maruti Suzuki has 1,820 sales outlets across 1,471 cities in India. The company aims
to double its sales network to 4,000 outlets by 2020.It has 3,145 service stations
across 1,506 cities throughout India. Maruti’s dealership network is larger than that of
Hyundai, Mahindra, Honda, Tata, Toyota and Ford combined. Service is a major
revenue generator of the company. Most of the service stations are managed on

12
franchise basis, where Maruti Suzuki trains the local staff. Other automobile
companies have not been able to match this benchmark set by Maruti Suzuki. The
Express Service stations help many stranded vehicles on the highways by sending
across Sales and service network.

Nexa

In 2015 Maruti Suzuki launched NEXA, a new dealership format for its premium
cars. Maruti currently sells the Baleno. Baleno RS, S-Cross, Ciaz and Ignis through
NEXA outlets. S-Cross was the first car to be sold through NEXA outlets. Several
new models will be added to both channels as part of the Company’s medium term
goal of 2 million annual sales by 2020.

Maruti Insurance

Launched in 2002 Maruti Suzuki provides vehicle insurance to its customers with the
help of the National Insurance Company, Bajaj Allianz, New India Assurance and
Royal Sundaram. The service was set up the company with the inception of two
subsidiaries Maruti Insurance Distributors Services Pvt. Ltd and Insurance Brokers
Pvt. Limited. This service started as a benefit or value addition to customers and was
able to ramp up easily. By December 2005 they were able to sell more than two
million insurance policies since its inception.

Maruti Finance

To promote its bottom-line growth, Maruti Suzuki launched Maruti Finance in

January 2002. Prior to the start of this service Maruti Suzuki had started two joint
ventures Citicorp Maruti and Maruti Countrywide with Citi Group and GE
Countrywide respectively to assist its client in securing loan. Maruti Suzuki tied up
with ABN Amro Bank, HDFC Bank, ICICI Limited, Kotak Mahindra, Standard
Chartered Bank, and Sundaram to start this venture including its strategic partners in
car finance. Again the company entered into a strategic partnership with SBI in March
2003. Since March 2003, Maruti has sold over 12,000 vehicles through SBI-Maruti

13
Finance. SBI-Maruti Finance is currently available in 166 cities across India. Citicorp
Maruti Finance Limited is a joint venture between Citicorp Finance India and
MarutiUdyog Limited its primary business stated by the company is "hire-purchase
financing of Maruti Suzuki vehicles".

Maruti True Value

Maruti True service offered by Maruti Suzuki to its customers. It is a market place for
used Maruti Suzuki Vehicles. One can buy, sell or exchange used Maruti or Non
Maruti vehicles with the help of this service in India. As of 10 August 2017 there are
1,190 outlets across 936 cities.

N2N Fleet Management

N2N is the short form of End to End Fleet Management and provides lease and fleet
management solution to corporates. Clients who have signed up of this service
include Gas Authority of India Ltd, DuPont, Reckitt Benckiser, Doordarshan, Singer
India, National Stock Exchange of India and Transworld. This fleet management
service includes end-to-end solutions across the vehicle's life, which includes Leasing,
Maintenance, Convenience services and Remarketing.

Maruti Accessories

Many of the auto component companies other than Maruti Suzuki started to offer
components and accessories that were compatible. This caused a serious threat and
loss of revenue to Maruti Suzuki. Maruti Suzuki started a new initiative under the
brand name Maruti Genuine Accessories to offer accessories like alloy wheels, body
cover, carpets, door visors, fog lamps, stereo systems, seat covers and other car care
products. These products are sold through dealer outlets and authorized service
stations throughout India.

Maruti Driving School

14
As part of its corporate social responsibility Maruti Suzuki launched the Maruti
Driving School in Delhi. Later the services were extended to other cities of India as
well. These schools are modelled on international standards, where learners go
through classroom and practical sessions. Many international practices like road
behavior and attitudes are also taught in these schools. Before driving actual vehicles
participants are trained on simulators.

Mission and Aim of the Company

Cars are what Maruti Suzuki builds. Experiences are what it creates. Experiences
fuelled by innovations, forward thinking, and a commitment to bring the very best to
Indian roads. From the day the iconic Maruti 800 was launched in 1983, the company
has been spearheading a revolution of change. Turning an entire country’s need for
driving, into its love for driving.

However, tastes and demands keep on evolving with each new generation of Indians.
This has not been looked at by Maruti Suzuki as a challenge, but as an inspiration to
go beyond traditional boundaries of car-making. Infusing design and technology is
one such step it has taken to make its cars meet new age expectations smoothly.

Today, Maruti Suzuki has its eyes set firmly on the possibilities of tomorrow. And
everybody is invited on this journey.

1.5 Industry Profile

Introduction

In 2020, India was the fifth-largest auto market, with ~3.49 million units combined
sold in the passenger and commercial vehicles categories. It was the seventh-largest
manufacturer of commercial vehicles in 2019.

15
The two wheelers segment dominates the market in terms of volume owing to a
growing middle class and a young population. Moreover, the growing interest of the
companies in exploring the rural markets further aided the growth of the sector.
India is also a prominent auto exporter and has strong export growth expectations for
the near future. In addition, several initiatives by the Government of India and major
automobile players in the Indian market is expected to make India a leader in the two-
wheeler and four-wheeler market in the world by 2020.

Market Size

Domestic automobiles production increased at 2.36% CAGR between FY16-20 with

26.36 million vehicles being manufactured in the country in FY20. Overall, domestic
automobiles sales increased at 1.29% CAGR between FY16-FY20 with 21.55 million
vehicles being sold in FY20.
In FY21, the total passenger vehicles production reached 22,652,108.
In August 2021, the total production volume of passenger vehicles (except for BMW,
Mercedes, Tata Motors & Volvo Auto), three wheelers, two wheelers and
quadricycles reached 1,984,676 units.
Two wheelers and passenger vehicles dominate the domestic Indian auto market.
Passenger car sales are dominated by small and mid-sized cars. Two wheelers and
passenger cars accounted for 80.8% and 12.9% market share, respectively, accounting
for a combined sale of over 20.1 million vehicles in FY20. In August 2021, sales
volume of two-wheelers stood at 1,271,455 units.
In August 2021, sales volume of passenger vehicles stood at 232,224 units.
Overall, automobile export reached 4.77 million vehicles in FY20, growing at a
CAGR of 6.94% during FY16-FY20. Two wheelers made up 73.9% of the vehicles
exported, followed by passenger vehicles at 14.2%, three wheelers at 10.5% and
commercial vehicles at 1.3%.
Indian automobile exports stood at 1,419,430 units from April 2021 to June 2021 as
compared to 436,500 units in April 2020 to June 2020.
EV sales, excluding E-rickshaws, in India witnessed a growth of 20% and reached
1.56 lakh units in FY20 driven by two wheelers. According to NITI Aayog and Rocky
Mountain Institute (RMI) India's EV finance industry is likely to reach Rs. 3.7 lakh
crore (US$ 50 billion) in 2030. A report by India Energy Storage Alliance estimated
that EV market in India is likely to increase at a CAGR of 36% until 2026. In
addition, projection for EV battery market is forecast to expand at a CAGR of 30%
during the same period.

● Premium motorbike sales in India recorded seven-fold jump in domestic

sales, reaching 13,982 units during April-September 2019. The luxury car
market is expected to register sales of 28,000-33,000 units in 2021, up from
20,000-21,000 units sold in 2020. The entry of new manufacturers and new
launches is likely to propel this market in 2021.

Investments

To keep up with the growing demand, several auto makers have started investing
heavily in various segments of the industry during the last few months. The industry

16
attracted Foreign Direct Investment (FDI) worth US$ 30.51 billion between April
2000 and June 2021 accounting for ~5.5% of the total FDI during the period
according to the data released by Department for Promotion of Industry and Internal
Trade (DPIIT).
Some of the recent/planned investments and developments in the automobile sector in
India are as follows:

● In August 2021, Hindustan Zinc Ltd. announced a US$ 1 billion investment

across its eight mines to replace diesel-powered trucks and equipment with
battery EVs.
● In July 2021, Maruti Suzuki India announced a Rs. 18,000 crore (US$ 2.42
billion) investment in a new manufacturing facility in Haryana, with an
installed capacity of 7.5-10 lakh units per annum. As it prepares to protect
its market dominance, the company aims to increase capital spending by
67% to Rs. 4,500 (US$ 605 million) crore in FY22.
● In July 2021, Hyundai Motor India opened its new corporate headquarters
in Gurgaon, backed by a Rs. 2,000 crore (US$ 269 million) investment.
● In April 2021, Mahindra & Mahindra announced a three-year investment
plan in the electric vehicles segment of Rs. 3,000 crore (US$ 403 million).
● Between January and July 2021, EV component makers, electric
commercial vehicles and last-mile delivery companies invested a total of
Rs. 25,045 crore (US$ 3.67 billion) on electric vehicles.
● In FY21, passenger vehicles sales reached 27.11 lakhs units, two-wheelers
reached 151.19 lakhs units, commercial vehicles sales reached 5.69 lakhs
units and for three-wheelers it was 2.16 lakhs units.
● In 2019-20, the total passenger vehicles sales reached ~2.8 million, while
~2.7 million units were sold in FY21.
● In February 2021, the Delhi government started the process to set up 100
vehicle battery charging points across the state to push adoption of electric
vehicles.
● In January 2021, Fiat Chrysler Automobiles (FCA) announced an
investment of US$ 250 million to expand its local product line-up in India.
● A cumulative investment of ~Rs. 12.5 trillion (US$180 billion) in vehicle
production and charging infrastructure would be required until 2030 to
meet India’s electric vehicle (EV) ambitions.
● In January 2021, Lamborghini announced it is aiming to achieve sales in
India higher than the 2019-levels, after recovering from pandemic-induced
disruptions.
● In January 2021, Tesla, the electric car maker, set up a R&D centre in
Bengaluru and registered its subsidiary as Tesla India Motors and Energy
Private Limited.

Road Ahead

The automobile industry is supported by various factors such as availability of skilled

labour at low cost, robust R&D centres, and low-cost steel production. The industry
also provides great opportunities for investment and direct and indirect employment
to skilled and unskilled labour.

17
Indian automotive industry (including component manufacturing) is expected to reach
Rs. 16.16-18.18 trillion (US$ 251.4-282.8 billion) by 2026.
The Indian auto industry is expected to record strong growth in 2021-22, post
recovering from effects of COVID-19 pandemic. Electric vehicles, especially two-
wheelers, are likely to witness positive sales in 2021-22.

CHAPTER- II: REVIEW OF LITERATURE

Jahanzeb & Bashir, 2016

Companies provide the training and development program to their employees for the
improvement to their skills and abilities. The training and development program help
for employees and also organization to line up their skills with changing jobs and
adding value for the growth of their organization. These theories groundwork of any
employees development. Most of the organizations started a different programs to
developed their employees through different training. As a result, the employees
should improve understanding to work, better accountability for career and strategy to
achieved their personal goals. The requirements for technical training program for
employees raised their job satisfaction and help to understand the culture of
organizations, which lead to the success of the organizations. We must take care about
these elements that employee should be updated with the present knowledge of the
job. Employee will be more productive, if companies provide them training as per the
requirement of the job. Some other are career competencies, Employees satisfaction
and employees benefit and form training and development program the benefits to the
organization are market growth, organizational performance, employees retention.

H.O. Falola, 2016

Training and development are indispensable strategic tools for effective individual
and organization performance, thus, the organization are spending more of money on

18
their employees with confidence that it will earn them a competitive advantage in the
world of business. Organization are expected to identify training that they need to its
employees an design training programme that will help to optimally utilize their
workforce towards actualization of organization objective and objective . Training
and development is a technique use to transfer to the employees relevant skills,
knowledge and competence to improve employees performance on current
assignment. By implications, the effectiveness of training and learning depends on the
pattern of the job related knowledge, skills, capability, competencies and behavior
that are important for greater performance which invariably be capable of influencing
organizational success. strategic determination to facilitate learning of the job related
knowledge, skills, ability and behavior that are crucial for efficient performance
capable of enhancing organizational effectiveness.

Schmitt, 2016

Studies of the influences of trainee characteristics on training effectiveness have

focused on the ability level necessary to learn program content. Motivational and
environmental influences on training effectiveness have received little attention. The
purpose of this study was to test an exploratory model describing the influences on
trainee career and job attitudes on training outcomes (learning, behavior change,
performance improvement). Training can be defined as a planned learning experience
designed to bring about permanent change in an individual's knowledge, attitudes, or
skills. Positive trainee reactions, learning, behavior change, and improvements in job-
related outcomes are expected from well-designed and well-administered training
programs. However, trainee attitudes, interests, values, and expectations may
attenuate or enhance training effectiveness. The primary focus of this paper is upon
trainee motivation and the environmental component of trainability. The influence of
the trainee’s ability on training effectiveness will not be discussed. Our purpose was
to identify trainee attitudes that influence training effectiveness. We tested and will
present a model describing the process by which trainees’ attitudes concerning their
jobs and careers and their perceptions of the work environment influence training
outcomes.

19
Pefanis, 2017

The management of the company usually takes the initiative to train their staff on
various subjects; employees, on the other hand, as they are bound by their
employment contracts and job responsibilities, need to comply with the
managements’ training decisions. The evaluation of training is an important source of
feedback and it is considered to be one of the most important parts of the training
process. It is a comparison between the initial goals of each training process, and the
actual results it achieved. The research presented here, has been based on the
automotive sector in Greece. This particular sector is very important in the Greek
economy. The 49 Greek automotive industry consisted of 893 companies which
traded cars, car parts and accessories. The car segment represented a percentage of 9.1
percent of the total turnover of trading companies. According to the company, its
training helps participants progress, so as they can achieve optimal personal
development. It also helps Opel manufacture, distribute and support top quality
vehicles. First of all, the evaluation of training is an important source of feedback and
it is considered to be one of the most important parts of the training process. It is a
comparison between the initial goals of each training process, and the actual results it
achieved. Based on that comparison, the management of the company will take
decisions/make changes in order to reach conclusions on training worth end
effectiveness and achieve, next time, better training results.

R. Kamala Saranya, 2017

Training is a learning experience, in that it seeks a relatively permanent change in an

individual which will improve his or her ability to perform on the job. We typically
say training can change the skill, knowledge, attitude and social behavior. It means
changing what employees know, how they work, their attitude towards their work or
their interaction with their co-workers or their supervisors. The source of data is
collected from employees of Automobile Sector. That study examined the relationship
between training and organizational performance which shows that Indian
organizations are still not convinced of the fact that investments in human resources
can result in higher performance.

20
Eduardo Salas, 2018

This search resulted in over 500 hits, which were then screened for relevance. Next,
we reviewed and categorized the articles with regard to key issues, such as what
theoretical drivers guided the studies, “who” was being trained, “how” training was
conducted (i.e., what methods and strategies were used), and “what” factors
influenced training effectiveness (i.e., motivation to learn). We also relied on other
published literature to provide a more rounded perspective of the state of the science
in training. Effective training takes place when trainees are intentionally provided
with pedagogically sound opportunities to learn targeted knowledge, skills, and
attitudes (KSAs) through instruction, demonstration, practice, and timely diagnostic
feedback about their performance. The goal of training is to create sustainable
changes in because without it, an organization is less likely to receive any tangible
benefits from its training investments. Historically, applied researchers were
principally 51 concerned with either estimating the extent of transfer or
recommending the importance of supporting it (e.g., Newstrom, 2015). Then, Baldwin
and Ford (2016) developed a model that described the transfer of training process. In
their model, they depicted the interactions among training design characteristics,
trainee characteristics, and the work environment in explaining learning and transfer.
This model has formed a basis for numerous subsequent empirical studies that have
identified when and for whom different training or transfer support methods are more
or less effective.

Ashraf M. Attia, 2018

When firms invest significant resources in sales training, they must assess their sales
training programs and outcomes to ensure that these investments help them reach their
goals . However sales training evaluation, the most critical issue facing sales force
development efforts (Leach et al., 2015), globally receives a low priority. The purpose
of this research is to extend our understanding of sales training evaluation by
empirically assessing Kirkpatrick’s behavior and results assessment levels of a sales
training program utilizing self- and supervisor-evaluations. Assessing higher levels of
training effectiveness permits sales managers to plan and conduct more effective
future training programs. These four evaluation levels progress in order from the least

21
to the most complex to Accomplish - reaction, learning, behavior, results. Sales
training evaluation is the systematic collection of information necessary to determine
the effectiveness of sales training activities and the outcomes of those actions. The
first two training levels – reaction and knowledge – have both been criticized. That is,
reaction ratings that assess trainee satisfaction or perceptions about training programs
can be influenced by instructor personality or skewed by learning environments that
are beyond the instructor’s control. Reaction or “happiness sheets” have been
described as being worse than useless. To date, three successful operational
evaluations of sales training results have been conducted.

Kirkpattrick, 2018

There will be a difference of opinion on some subjects. For example, in a

manufacturing organization, the subject of housekeeping might be rated low by
supervisors and high by their bosses. Other topics, such as motivation, will probably
be given a high rating by both groups. In order to make the final decision on the
priority of the subjects to be offered, it is wise to use an advisory committee of
managers representing different departments and levels within the organization. The
training professional can show the committee members the results of the survey and
ask for their input. There comments and suggestions should be considered to be
advisory, and the training professional should make the final decision. As stated at the
beginning of this chapter, to ensure the effective- ness of a training program, time and
emphasis should be put on the planning and implementation of the program. These are
critical if we are to be sure that, when the evaluation is done, the results are positive.
Consideration of the concepts, principles, and techniques described in this chapter can
help to ensure an effective program. In most organizations, both large and small, there
is little pressure from top management to prove that the benefits of training outweigh
the cost. In these situations, training professionals need to have guidelines for
evaluating programs at all four levels and they need to use more than reaction sheets
at the end of their programs.

Sherida, 2018

22
Some have suggested that an effective human resource management strategy should
balance the cost of replacing the employees who leave against the cost of retaining
those who stay. Since it is generally more expensive to replace highly productive
employees than to replace weak 53 performers a cost-effective human resource
management strategy will attempt to minimize turnover among strong performers.
Furthermore, since all employees will eventually leave an organization, the strategy
should induce new employees who perform well to organization, the strategy should
induce new employees to perform well to stay longer while encouraging weaker
performance to leave in earlier seniority. Prior to the censored retention time. The
influence of organizational culture values on voluntary retention rates was examined
through survival analysis. Survival analysis provides actuarial estimates of the
survival and hazard rates of new hires at increasing seniority. The survival rate
function indicates the portion of new employees who voluntarily stay in an
organization after reaching a particular month in their employment. The hazard rate
function describes how the probability of voluntary terminations changes with
increasing seniority.

Christina G. Chi, 2018

Globalization and free trade continue to change the business environment and
increase global competition. In today’s business environment, to stay competitive and
deliver satisfactory financial returns to the owners and shareholders, managers depend
heavily on how effectively they can cope with continuous and unexpected changes.
Therefore, customer satisfaction has been one of the most frequently examined topics
in hospitality tourism literature. Findings of previous studies suggest that employees
are likely to play a significant role on customer satisfaction. The service-profit chain
was developed from an analysis of service organizations with the aim of linking
operational resource investments to marketing, operational, and financial outcomes.
The service-profit chain combines three distinct, but closely related streams of
research: the cycle of employee capability, the customer quality/value equation, and
the satisfied customers.

Shephered, 2019

23
He explained criteria for measuring the plenty of training which encompasses direct
cost, indirect cost, efficiency, performance, to schedule, reactions, learning, behavior
change, and performance change. On the other hand Zaciewski (2019) undersee that
employee individual characteristics such as motivation, attitude, and basic ability,
which affect a training programme and its potential success in hospital industry.

Zaciewski, 2019

Effective training is beneficial for the firm in variety of ways, such as, it plays a
important role in building and maintaining capacities, both on individual and
organizational level, and thus participants in the process of organizational change.
Moreover it enhances the memory absorb of talented workshop, hence decreasing the
intended job rotation of the workers (jones and wright and saw el 2014). Furthermore,
it betoken the firm’s long term charge towards its workers and grow the employee’s
motivational level. All these given lead to a achieving competitive gain to an
enhancement in employee performance and kalleberg,1994, huseilid,1995, Delery and
Doty,2017. According to the Michel Armstrong, “Training is planned development of
the knowledge, skills and attitudes required by an individual to perform enough a
given task or job”. (Source: A Handbook of Human Resource Management Practice,
Kogan Page, 8th Ed.,2001) According to the Edwin B Flippo, “Training is the act of
increasing knowledge and skills of an employee for doing a particular job.” (Source:
Personnel Management, McGraw Hill; 6th Edition, 1984) The term ‘training’ betoken
the process involved in improving the aptitudes, skills and abilities of the employees
to perform definite jobs. Training helps in updating the talents and developing new
ones. ‘Successful candidates position on the jobs need training to perform their duties
essentially. (Source: Aswathappa, K. Human resource and Personnel Management,
New Delhi: Tata Mcgraw-Hill Publishing CompanyLimited,2000, p.189) The
principal objective of training is to make sure the accessibility of a skilled and willing
workforce to the organization. In addition to that, there are four other objectives:
Individual, Organizational, Functional, and Social.

24
Sind Kuldeep, 2019

Under this 84 chosen organization from business representing all the major
comfortable industries questionnaire has developed by Huselid (2013) are used to
study training. The objectives of the study are to undersee the relationship between
training and organizational performance which shows that Indian organizations are
still not believing of the fact that investments in human resources can result in higher
performance.

Alphonsa V.K, 2019

“The analysis of training climate as understood by the supervisors” Covered various

aspects such as corporate philosophy policies superior, subordinate relationships,
valued performance features and behaviours, interpersonal and group relationship.
The results showed that reasonably good training-climate is common in this
organization but the supervisors’ perception about training-climate differs according
to their respective departments.

Singh Kumar Shiv & Banerjee Shubhash, 2019

”Trainer roles , says that ,today the Indian is the second largest in the world. There
has been great growth of activities in the Indian Cement Industry in terms of
modernization, in order to keep pace with such modernization/expansion due to
technological development, a strong manpower base equipped with latest
development has to be built with in Cement Industry, New Training has to be taken at
all levels. A Trainer’s main objective is to transfer his knowledge and skills to the
Trainees. This paper is focused on the Trainer Roles, the factors which are important
to become an effective Trainer. This involves identifying training courses, choosing
appropriate Training methods, evaluation of Training activities, and helping the
Trainer to deliver good Training to the Cement Industry.

A study on “HRD strategies at various levels in construction organisations” by Singh,

S. K. and Banerjee, S. (2019), reveals that construction is the second largest economic

25
activity in India, and accounts for half of the nation's investment or development. In
this article the authors briefly discuss the HRD strategies at various levels in model
organisations. Many sectors of the model industry are in urgent need of technological
upgradation. An effort to develop manpower by the organisations will directly show
results in the bottom line. Since there are not many professionals training in model -
related aspects, refreshers training is essential and some concrete efforts in
distribution systematic technical training is necessary.

Kandola Binna, 2019

Discussed some of the difficulties associated with accurate and useful evaluation of
training effectiveness particularly in the department of soft skills which include skills
relating to people management. The author highlights some existent training
evaluation techniques and then outlines a model of training evaluation which
currently is found to be successful in the United Kingdom. Moses (2017) observed
that companies can no longer assure employees promotions to the top, it is important
that training and development help employees with career planning and skills
development. Some organization dread that career planning will communicate to
employees that their jobs are at risk, but it can be framed differently to communicated
that they are willing to invest in helping employees reach their potential. Companies
can also help ease employees’ minds by making career planning a standard part of
their employee growth process of downsizing or restructuring. When a company
communicates to their employees that they are marketable outside the organization,
yet still cover in their training and development, it makes a strong statement to
workers that they are values, and many are compelled to offer a high level of duty.

Logan & J.K, 2020

Illustrated that reserve is a complex concept and there is no single recipe for keeping
employees with a company. Many companies have expose, however, that one of the
factors that helps retain employees is the profit to learn and try new things. The
Gallup Organization also supports this contention, as they found “the profit to learn

26
and grow” as one of the critical factors for employee retention. Companies that offer
employee development programs find success with retaining workers. Sears has found
that in locations where managers work to help their employees grow professional
turnover is 40 to 50 per cent less than in stores where that relationship does not exist.

Wagner S, 2020

“Employees Speak out on Job Training: Findings of New Nationwide Study,”

highlighted employee development programs are experiencing higher employees
satisfaction with lower turnover rates although salary and benefits play a role in
recruiting and retaining employees, people are also looking for opportunities to learn
new things, the challenge of new responsibilities, and the prospect of personal and
professional growth. The Gallup Organization found that employee satisfaction and
retention are high when a company is willing to train its workers. Lance Gray and
Judy Mc Gregor (2019) have compared 100 New Zealand surveys for workers aged
55 years and over, and another one for employers. The issue of older workers
captured respondent attention with both studies receiving response roles of around
50%. The congruence of attitudes among older workers and employers regarding the
efficiency was negative.

Training stereotypes is a feature of the study. Older workers are in some agreements
that there is difficult to train less willing to lean and afraid of new technology older
workers saw provision of training as a concern with 11.6% reporting discrimination
with regard to training. Significantly, skilled older workers saw the provision of
training was a signal by employers that they are to be taken as serious contributors.
Olga et al (2018) is concerned with how MNCs differ from indigenous organization in
relation to their training needs and whether this relationship changes across countries.
The question is whether local isomorphism is apparent in the training needs of MNCs,
or whether MNCs share more in common with their counterparts in the countries. A
series of hypothesis has been put forward and tested using survey data form 424
multinational and 259 indigenous organizations based in the UK (United Kingdom)
and Ireland.

The result suggests a hybrid form of localization. Where MNCs adopt their practices
to accommodate national differences but that these adaptations have not reflected

27
convergence to domestic practice. The results also indicates that the MNCs are
selective in the training practices that are adopted. Evidence from this study indicate
that country difference in career traditions and labour market skill needs are key
drivers in the localization of associated training. In contrast MNCs, irrespective of
national Content adopt comparable systematic training frameworks (i.e.) Training and
identification estimate and delivery.

Yadapadithaya, 2020

Studied the current practices of evaluating training and development programmes in

the Indian corporate includes High pressure for increased quality, novelty and
productivity acts as a major driving force for the Indian corporate training and
development programmes, Most of the key result areas of training and development
function are related to the measurement and evaluation of training effectiveness.
Nearly 6 per cent of the private sector, 81 per cent of the public sector, and all the
MNCs assess the effectiveness of training in one way or the other, The major purpose
of evaluation is to determine the effectiveness of the various machinery of a training
and development programme. Organizations rely mostly on the participants’ reactions
to monitor the effectiveness of training. An irresistible majority of the organizations
use “questionnaires” as an instrument to gather relevant data for evaluation, In most
of the cases, evaluation was done right away after the training. Majority of private and
public sector organizations use one –shot programme design and more than half of the
MNCs also use single group, pre-test and post-test design for evaluating the
effectiveness of training and development programmes. Absence of transfer of
knowledge from the place of training to workplace has been a major perceived
deficiency of the corporate training and development system. Indian Corporate sector
is currently facing the challenge of conniving and developing more valid, reliable and
operational measures to evaluate the effectiveness of training and development.

Radhakrishna, Plank & Mitchell, 2020

28
Studied using a learning style instrument (LSI) and demographic profile in addition to
reaction measures and learning measures. The three training objectives were to assess
knowledge gained through a Web based training, to decide participant reaction to
Web-based material and Listerv discussion, and to describe both the demographic
profile and the learning style of the participants. The evaluation of the training begin
with an on-line pretest and an on-line LSI. The pretest included seven demographic
questions. The LSI, pretest and post test, and LSI questionnaire were balancing by the
agent’s social security numbers. Fifty-five agents of the available (106) agents
completed all four instruments and were included in this study.

Bettina Lankard Brown, 2020

Reveals that training and development efforts are big business in the United States,
with the amount of money spent rising every year. However, changes in the economy
and on the way out profit margins are prompting many businesses to question the
value of their training investments. Do businesses benefit from their expenditures on
employee training or are they merely preparing their workers for jobs elsewhere?
When workers bear the costs of such training, do they realize personal benefits or
does the employer reap the only rewards? This study examines myths and
misconceptions about who pays and who reaps the Return On Investment (ROI) in
training. Investments in Training are unspoken to have positive returns. A number of
studies, including one conducted by a number of studies, counting one conducted by
the Australian National Training Authority (2020), have found that skills and training
produce the best results, where training is a part of an overall business strategy. This
is supported by Knuckey and Johnston (2020) in New Zealand, where a survey of
businesses identified a high amount of “leaders” engaging in training compared with
“laggers”. This concept also underpins the “Investors in People” standard in the UK.

Training strategies in the rising hi-tech banking environment by Basu, Kishanjit;

Satish, P. (2017) implies that, like all other institutions, banks have to organise,
develop and manage their human resources effectively in order to achieve their goals.
Their major responsibility in this stare is to build up a right mix of skills and attitude
among their employees. For achieving this, a unremitting process of training
interventions in banks is a must. However banking the world over, including India, is

29
undergoing a change, transforming itself into technology based, specifically, IT
[Information Technology] based banking. This transformation calls for a essential
departure from the existing training strategies. While upgraded technology calls for
training in both hardware as well as software, the methods and happy of training
delivery are also likely to undergo change. Computer based training, distance
learning, Internet based training, etc. would be ever more used in this rising scenario.

The role of a trainer would also be more of a catalyst than a knowledge

disseminator. The need also exists for a matching input of commitment building and
attitudinal direction along with skill inputs if the totality of the organisation’s needs is
considered. In the fast changing situation, banks cannot pay for to be away from new
technology if they want to continue to be relevant in the market. With the Indian
banking industry incoming an era of hi-technology, the training strategies have to
keep pace with this transformation, albeit with a re-emphasis on the human side of the
enterprises srivastava (2019) has evaluated the effectiveness of various training
programmes offered by the in-house training centre of Tata Steel, Shavak Nanavati
Training Institute (SNTI), India.

Barnes & Kennard, 2020

In Australia suggest that factors other than amplified skill have mainly contributed to
Australia’s recent productivity surge. They also comment that there does not appear to
be a strong connection across countries between labour productivity growth and
movements in skill composition towards skilled workers. Some countries with large
contributions of skill change, such as France and the UK, do not have very high
labour productivity increase. Having said this, they believe that education and skills
remain important for long-run increase.

Sundararajan S., 2020

“Employees attitude towards training and development in personal sector industries”

by Sundararajan S. suggests that, in the current competitive business environment, the
demand of organisations compels Indian Industries to rethink their vision and mission
about Human Resource Development (HRD) practices through training and

30
development. Changes are inevitable anywhere i.e. in our personal life, social life,
work life, in nature, in society, in universe etc. We cannot avoid changes, but we can
adjust and adapt to such changes for betterment through training and development.
Today's industries are moving towards globalisation, and this process is characterised
by intense competition, technological innovations, consumer approval, competitive
advantages etc. Here, the human resource provides impetus training and development
to deal with such spirited and complex situations in the business world. In this day
and age, organisations are forced to thrive on the cutting-edge competition using the
most suitable technology. For this, managing HR is more successfully through
appropriate training to the organisational workforce. Training might thus mean
showing a operator how to operate his new machine; a new sales person, how to sell
his firm's product; or a new supervisor how to interview and appraise employees. For
analyzing the existing training and development programme of private sector
organisation and employees' attitude, the researcher conducted an experiential study
on 'employees' attitude towards training and development' in private sector
manufacturing and business organisations. Based on this research, the researcher
come to convinced conclusions about employees' mindset towards training and
development in private sector organisations.

Cody B. Cox & Margaret E. Beier, 2021

“The moderating effect of individual differences on the relationship between the

framing of training and interest in training” by Cody B. Cox and Margaret E. Beier
implies that the moderating effect of individual differences on the relationship
between framing training as ‘basic’ or ‘advanced’ and interest in training was
examined for technical and non-technical satisfied areas. The participants were 109
working-age adults (mean age = 38.14 years, SD = 12.20 years). Self-efficacy and
goal orientation were examined as moderators. The results showed a three-way
interaction between performance orientation (a dimension of goal orientation
reflecting the desire to demonstrate competence in an achievement setting), age, and
frame for technical training and a three-way interaction between performance
orientation, self-efficacy, and frame for non-technical training. The implications for
future research as well as framing training to enhance interest are discussed.

31
Cagri Bulut & Osman Culha, 2021

“The effects of organizational training on organizational commitment” , this empirical

study investigated the impact of organizational training on employee commitment
focusing on employees' emotional and affective responses towards their organization.
Organizational training is conceptualized within a multidimensional framework
consisting of motivation for training, access to training, benefits from training and
support for training. The hypothesis of this study has been built on a resource-based
view, social exchange theory and emotional contract theory. Field research was
conducted through surveys with 298 participants of four- and five-star hotels
operating in Izmir, Turkey. Assenting factor analyses were used to analyse the quality
of the training scales and multiple regression analyses were conducted to test the
hypotheses of the study. The results revealed that all dimensions of training positively
affected employee promise. “A Study on Training Factors and Its Impact on Training
Effectiveness in Kedah State Development Corporation, Kedah, Malaysia” - Dr.
Vimala Sanjeevkumar (2020) implies that types of training do not influence the
training effectiveness. This study, combining hypothetical and empirical research,
trying to find factors that affect employee training and its impact in acting human
resource practices thereby laying the theoretical foundation for the future research
about survey on the employee training, also provides a good reference. Therefore, the
problem addressed in this study is to observe the factors affect the training (types of
training, training environment, work environment and employees’ personal
characteristics) and training effectiveness on human resource practices in Kedah State
Development Corporation (KSDC) which is the parent company under BDB
Company. This research also determines the main factors which influence employee
training on human resource practices. Management is committed to human resource
development as well as its social farm duties through various programs. Training and
development programs are offered by the KSDC Company and such training program
also modified to the latest technological advances.

Chaturvedi, Vijit Arora & Suman, 2021

32
“Factors affecting training decision of middle level employees in automobile industry:
a study with reference to automobile industry in NCR”) reveals that training
determines the ability level of employees which helps in deciding the future of any
organisation. Growing attrition, demands and aspirations of employees all lead to a
severe challenge for preparing the workforce for attaining future roles. Thus the role
of training becomes vital The purpose of this study is to focus on factors affecting the
training decision in the automobile industry with reference to selected automobile
units in Faridabad and Gurgaon. It attempts to cover areas covered under training for
different levels, most favored method for training, preference of trainees for type of
training and also areas suggested by trainees for bringing improvement in training
programs. Also an effort is made to understand the role of trainer and other factors
that affect good learning. The data was collected through random sampling. The
findings will help in providing inputs to automobile and other industries in bringing
improvements in designing training programs, like effective setting of training
objectives, identifying training needs, and selecting training methods and other inputs,
so that the resulting training will help in developing a trained workforce.

Rajendran Karuppannan, 2021

“Training and Development: A study of Employees’ attitude on Training In Vellore

District Cooperative Bank” reveals that training has an significant role to play and it is
expected to inculcate positive changes in knowledge, skills and attitudes. Employees
Training tries to improve skills so that the employee is better ready to do his present
job or to prepare him for a higher position with increased responsibilities. Training
and Development programmes are necessary in any organization for civilizing the
quality of work of the employees at all levels particularly in a world of fast changing
technology and environment. This thesis analyses the employees’ attitude toward
training programmes conducted in Vellore District Cooperative Bank In India. The
study concludes that 98 per cent of respondents spoken that trainings improved the
work efficiency and 96 per cent of respondents favourably accepted that trainings are
essential for organizational development. Majority (95 per cent) of the respondents
felt that training is essential for all employees and the same level of employees
expressed that training should be made compulsory in all Cooperative Banks. Among

33
the personal factors, Age and Education have no influence on attitude towards
training, but there is a important relationship exists between the experience of the
employees and training.

CHAPTER-III: RESEARCH METHODOLOGY

Sources of data

Research methodology is a systematic way to solve research problems. It also deals

with objectives of research study, the method of defining the problems, type of data
collected, methods used for collecting and analyzing data. The task of data collection
begins after the research problem or the objectives of the research has been defined
there are two kinds of data that can be collected. One is primary, which is original in
character as it has been collected for the first time. The other one secondary, which
was already been collected and need only, be compiled.

Sample size

Here the data is collected from associated from primary sources as well as secondary
sources. The total sample size of data analysis is taken 105 employees of Maruti
Suzuki India Limited.

Primary data

34
The primary data is collected from the trainers working in Maruti Suzuki ltd. It is the
pure source of information. It includes direct flow of information and data. Primary
data collected from cross sections, questionnaire, containing etc.

Secondary data

It was complied from different books, articles, magazines and newspapers, journals
and periodical, seminar proceedings and websites to formulate the conceptual
framework.

Data collection tools

Structured questionnaire was used to collect the data.

CHAPTER-IV: DATA ANALYSIS AND INTERPRETATION

Q1. Does your organization provide any training program?

OPTIONS PERCENTAGES

YES 100%

NO 0%

Interpretation- Majority of respondents said yes and no. However, 100% said yes
0% said no.

Q2. When did you attend the last training program?

OPTIONS PERCENTAGES

Before 1-2 months 25%

Before 3-4 months 26%

Before 6 months 38%

35
 Before 1 years 11%

Others 0%

Interpretation - Majority of the respondents attended the training program. Those

employees who attended training 1-2 months before were 25%, 3-4 months before
were 26%, 6 months before were 38%, before 1 year were 11% others were 0%.

Q3. Type of training that was provided to you in the organization?

OPTIONS PERCENTAGES

BEHAVIORAL 91%

COMPETENCY 9%

Interpretation - Almost 91% of the respondents said that they attended behavioural
type of training and 9% of the respondents said they attended competency type of
training.

Q4. Which type of problems do you face regarding to training & development
program?

SOME OF THE PROBLEMS PERCENTAGE

VOICE WAS NOT CLEAR 30%

LONG TIME DURATION 20%

CONTENT WAS NOT OK 25%

TRAINER WAS NOT GOOD 25%

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Interpretation - Majority of respondents face some problems related to training &
development. 30% said voice was not clear. 20% said long duration. 25% said content
was not clear. 25% said trainer was not good related to training & development.

Q5. Are you satisfied with the organization’s training & development program?

OPTIONS PERCENTAGE

SATISFY 87%

AVERAGE 7%

GOOD 6%

BAD 0%

Interpretation - 87% of respondents were satisfied with training program 7%

answered average, 6% answered good and 0% said it bad.

Q6. Does the training program help you in doing your work effectively & efficiently?

OPTIONS PERCENTAGE

YES 76%

NO 13%

NEUTRAL 11%

Interpretation - 76% respondents said yes that training helped them to do their work
effectively & efficiently. 13% said no. 11% were neutral.

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Q7. Does your top management take feedback?

OPTIONS PERCENTAGES

YES 67%

NO 33%

Interpretation - 67% Respondents said yes that top management take feedback in the
organization. 33% respondents said top management does not take feedback.

Q8. Would you like to include anything else in the training program?

OPTIONS PERCENTAGES

YES 65%

NO 35%

Interpretation - 65% Said they want to include something more in the training
program. 35% said they don’t want to include anything more in the training program.

Q9. Do you agree that the training helps you to acquire technical knowledge & skills?

OPTIONS PERCENTAGE

AGREE 74%

STRONGLY DISAGREE 8%

DISAGREE 0%

NEUTRAL 11%

STRONGLY AGREE 7%

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Interpretation - 74% respondents agree that training provides us skills & knowledge.
8% strongly disagree with this statement. 0% disagreed. 11% neutral to this statement.
7% strongly agree with the statement.

Q10. Are you satisfied with the quality & duration of existing training program?

OPTIONS PERCENTAGE

AGREE 69%

DISAGREE 15%

STRONGLY AGREE 6%

STRONGLY DISAGREE 5%

NEUTRAL 5%

Interpretation - 69% agree with quality & duration of the training. 15% disagree
with this. 6% strongly agree. 5% strongly disagree. 5% neutral with the statement.

Q11. Do you think that employees apply the new concepts taught at the training to
their job?

OPTIONS PERCENTAGE

YES 79%

NO 13%

CAN’T SAY 8%

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Interpretation - 79% said yes they apply the new concepts taught at the training to
their job. 13% said no to this statement. 8% did not said anything related to this
statement.

Q12. Does any feedback is taken on your performance after attending the training
program?

OPTIONS PERCENTAGES

YES 82%

NO 18%

Interpretation - 82% respondents said that their performance is evaluated by the

organization. 18% said no their performance is not evaluated by the organization.

CHAPTER- V: SUMMARY & CONCLUSIONS

5.1 Findings of the Study

● In this organization most of the employees are interested to adopt the

workshops in the training methods apart the on-the-job training.
● There is healthy relationship between the peers, subordinates, superiors.
● In this organization maximum no. of employees are satisfied with the training
and development programmes that helpful in fulfilling short as well as long
term goal of organization.
● In this organization employees are happy with the management considering
their ideas and suggestions.
● In this organization trainer/instructor clarifies the all doubts/queries of
employees after attending each training session of training and development
programmes.

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 ● In this organization maximum no of employees are satisfied with the
recognition they get from their work
● In this organization training programmes will help the employees in achieving
both individual goals and organization goal.
● Employers are gained knowledge, skill and ability at work place after
attending the training Programmes.
● In this organization training and development programmes will help the new
comers to understand their roles and responsibilities effectively.
● In the organization the training programmes boost up the self-morale and
discipline at Work Place.
● For new joiners in organizations training method are conducted like
coaching’s and besides orientation programs.
● Employees are not at all satisfied with training need analysis (TNA).

5.2 Limitations of the Study

● Time constraint
● Some of the respondents were unwilling to fill the questionnaires
● Information was confidential
● Sample size was small as compared to the total strength of people in the
organizations
● Some of the employees attended any other sessions so that was a problem.
● Survey was conducted in only one of the MARUTI SUZUKI department.
There are different training programs for different departments.

5.3 Suggestions for Further Study

● Training content and delivery approaches should be relevant to the job

functions of employees.

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 ● Determining the current state of the knowledge of the employee before
embarking on training and development
● The employer should have compulsory training programs for all employees in
order to improve the knowledge and understanding of annual business strategy
and objectives
● The provision of feedback to employees after training is recommended in
order for employees to become aware of areas where they can improve their
performance.
● The employer should provide sufficient resources for training so as to improve
the training programs provided.
● The company must give proper induction program to the employees for better
performance in future.
● Aim of any company is to ensure that all employees apply techniques learnt in
training program on the job hence at each level skill base training should be
given.
● The needs to organize more and more effective personality development
programs tieups can be made with leading institutions for the same.
● The need is for the management to bring the most efficient trainers to the
training programs there trainers can be selected on basics of their ratings in the
corporate world.

5.4 Conclusion

The main objective of every training session is to add value to the performance of the
employees, hence all type of businesses design training and development programs of
their employees as a continuous activity. Purpose of training is what employees would
attain after experiencing the training program. Some of the organizations plan and
implement the training program for their employees without identifying the purpose
and objectives and without knowing what the knowledge, skills and abilities
employees would learn at the end of the training program and whether they will be
able to attain performance targets on job. Therefore, firm must design the training

42
program with clear goals and objectives while keeping in mind the particular needs of
both individual and the firm.

This study in hand chiefly focuses on the role of training in enhancing the
performance of the employees. Training plays vital role in the building of
competencies of new as well as current employees to perform their job in an effective
way. It also prepares employees to hold future position in an organization with full
capabilities and helps to overcome the deficiencies in any job related area. Training is
considered as that sort of investment by the firm that not only bring high return on
investment but also supports to achieve competitive advantage. Employees referred as
the rare, non-imitable and valuable resource of the firm and the success or failure of
any business mainly relies on its employees performance. Thus, organizations
realizing the fact are willing to invest in training programs for the development of
their employees.

Effective training is considered to be a key factor for improved performance, as it can

enhance the level of employee and firm competency. It supports to fill the gap
between what performance if required and what performance is happening, i.e. gap
between desired performance and actual employee performance. Training need
referred to any deficit in performance, which can be relieved by appropriate training.
There are different methods of overcoming deficiencies in employee performance on
job, and training is one of them. Particularly training develops skills, competency, and
ability and ultimately improves employee performance and organizational
productivity. Training programs is the stimulant that workers require to improve their
performance and capabilities, which consequently increase organizational
productivity. Therefore, training should be designed on the basis of firm specific
needs and objectives.

Effective training is the thoughtful intervention designed at attaining the learning

necessary for upgraded employee performance. The research affirmed the proposition
that training has a positive impact on employee performance Today, organizations are
faced with fierce competition, scarce resources and rapid technological changes. This
has meant that organizations ought to be managed in such a way that not only is their
immediate survival guaranteed but also their long- term future development is

43
ensured. However, as in the case of any industry, in a highly competitive environment
and in a growing economy, only the fittest will survive.

Training plays an important role in the realization of these goals. All manufacturing
companies have to, therefore, without resting on their past laurels, find ways of
surging ahead of the competition by providing adequate and appropriate training
which is essential for the development and implementation of effective quality
management systems.

The evaluation of training shows that training effectiveness variables found to be

related to post training attitudes were input indicators such as objectives of the
organizations and training need analysis and process indicators such as training
methods, size of participants, and periodical training. Moreover the effectiveness is
also dependent on individual characteristics like listening capability, nature and self
interest of trainee. Evaluation can add value to the training itself. So the organizations
should make attempts to rectify the snags and pitfalls that have crept into needs
assessment and evaluation of training, so that training can become a powerful
intervention to improve manager’s performance and subsequently impact
organizational performance.

The researcher, without being mistaken for boasting, feels happy about the topic
selected for research and about his performance in this project, as training meets one
of the basic needs of the industry. His only wish is that some of the findings of this
study and the recommendations made, particularly that on strengthen the training
division of all manufacturing companies for effective trainings, the researcher is of
the considered opinion that applying training effectiveness measuring model to
measure training effectiveness.

On the basis of the analysis made, the following conclusion are drawn:

● Maximum number of the employees finds healthy environment at the work

place.
● Lack of interest in employees act as a barrier in training programs.
● Maximum employees said that they get helps whenever they require.

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 ● Employees are satisfied with the training and development programs given to
them.
● The training program has helped in developing skills of the employee
● After attending the training program most of the workers find their attitude
better towards the job
● Most of the employees wants to the workplace to be redesigned where the
training sessions are being conducted.

5.5 References

● Raymond Noe (2008), “Employee Training and Development”, First Edition

2008, published by Tata McGraw Hill, page no 150-170, accessed on 25-06-
2018.
● J.Steyn(2011),www.ijsrp.org/research-paper-1115/ijsrp-(p.p4708)
“International journal of scientific and research publications”, volume 5, issue
11, November 2015 (ISSN2250-3153), accessed on 20-07-2018.

45
● Bartel, AP(1994), www.scirp.org,“Productivity gains from the implementation
of employees training programs”, industrial relation volume 33, (pg no. 411-
425), accessed on 20-07-2018
● M.Vizkale(2015),www.vijmr.org “Vindhya International journal of
management and research”, volume 1 issue 1 march 2015, (pg no. 2395-2059),
accessed on 26-06-2018.
● Richstone(2016),"Benefits of Training & Development in an Organization".
Kashmir Observer. Retrieved 2016-03-31.
● Ashraf M. Attia, E. D. (2012). Measuring sales training effectiveness at the behavior
and results levels using self- and supervisor evaluations.
● Christina G. Chi, D. G. (2009). Employee satisfaction, customer satisfaction, and
financial performance. International Journal of Hospitality Management.
● Eduardo Salas, S. I.-J. (2012). The Science of Training and Development in
Organizations: What Matters in Practice. Psychological Science in the Public Interest.
● H. O. FALOLA, A. O. (2014). EFFECTIVENESS OF TRAINING AND DEVELOPMENT ON
EMPLOYEES ’PERFORMANCE AND ORGANISATION. Bulletin of the Transilvania
University of Braşov
● Jehanzeb, K., & Bashir, D. N. (2013). Training and Development Program and its
Benefits to Employee. European Journal of Business and Management.
● Kirkpatrick, D. L. (n.d.). Evaluating Training Programs.
● Ms.R.Kamala Saranya, D. S. (2017). CHENNAI, AN ANALYTICAL STUDY ON
EVALUATING AN ANALYTICAL STUDY ON EVALUATING TOWARDS EMPLOYEE’S OF
SELECTIVE AUTOMOBILE FIRMS IN. Journal of Advanced Research in Dynamical and
Control Systems, Vol. 9. Sp– 14.
● Nowak, J. (2011). STRIKES AND LABOR UNREST IN THE AUTOMOBILE INDUSTRY IN
INDIA:THE CASE OF MARUTI SUZUKI INDIA LIMITED. The journal of labour and
society
● Pefanis, V. B. (2012). The business training in the automotive aindustry in Greece.
Department of Management Science and Technology, Athens University of
Economics and Business, Athens,Greece.
● Quazi, H. A. (2002). Impact of ISO 9000 certification on training and development
activities.
● SCHMITT, R. A. (1986). THE INFLUENCE OF TRAINEE ATTITUDES ON TRAINING
EFFECTIVENESS.

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 ● SHERIDA, J. E. (1992). ORGANIZATIONAL CULTURE AND EMPLOYEE RETENTION.
Academy of Management Journal
● Armstrong, M. (2016). A Handbook of Human resource Management Practice, Tenth
Edition, Kogan Page Publishing, London,, p. 264
● Christen, M., Iyer, G. and Soberman, D. (2015). Job Satisfaction, Job Performance,
and Effort: A Reexamination Using Agency Theory, Journal of Marketing, January,
Vol. 70, pp. 137-150
● Herzberg, H. F. (1998). Motivation-Hygiene Profiles, p. 20
● Mullins, J.L. (2005). Management and organizational behaviour, Seventh Edition,
Pearson Education Limited, Essex, p. 700
● Lawson K. Savery, (2011), Job Satisfaction and Nurses. Journal of Managerial
Psychology, 4 (5) , 11 – 16
● http://www.researchersworld.com/vol4/issue2/Paper_20.pdf
● http://shodhganga.inflibnet.ac.in/bitstream/10603/40301/3/chapter%202.pdf

● Maruti Suzuki Cars in India – ARENA, NEXA, TRUE VALUE and COMMERCIAL channels

● Questions You Need to Ask in Employee Satisfaction Surveys (tinypulse.com)

● Managing Employee Performance (shrm.org)

● International Organization of Motor Vehicle Manufacturers, Media Reports,

Press Releases, Department for Promotion of Industry and Internal Trade
(DPIIT)
● Automotive Component Manufacturers Association of India (ACMA), Society
of Indian Automobile Manufacturers (SIAM), Union Budget 2021-22

Other Sources Internet Websites

● Dhawan, 2017
● Atishmadan, 2019

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