A

PROJECT REPORT

On

Employees Attitude towards Training Programmes

(A Case Study of Two-Wheeler Companies in NCR)

Submitted in the partial fulfillment for the award of

Master Degree in Business Administration

Session 2009-2010

UNDER THE GUIDENCE OF:- SUBMITED BY:-

Ms. ASHUMANI BHATIA APURVA BHATIA

Lecturer (M.B.A) MBA-2YEARS
V.I.M.T 2008-2010
ROHTAK

VAISH INSTITUTE OF MANAGEMENT &TECHNOLOGY

{MAHARISHI DYANAND UNIVERSITY, Rohtak}
 ACKNOWLEDGEMENT

I feel obliged to express my grateful thanks to all those persons who rendered

me all possible help in completion of this research project.

I wish to express my deep gratitude and indebtedness to Ms. (H.O. department,

Ms. Aishwarya, Mr. Ranjeet Verma, Whose valuable guidance, support and

meticulous supervision proved a source of inspiration to me.

I also express my gratitude towards respected M who guide me and put me on

the right path to complete the project report.

(APURVA BHATIA)
 Table of Contents

Declaration ii

Acknowledgement iii

Page No.

Chapter-I

Intro

Chapter-II

Review of Literature

Chapter-III

Research Methodology

Chapter-IV

Analysis and Interpretations

Chapter-V

Findings
Suggestions
Conclusion

Annexure

 Questinnaire
 Bibliography
 CHAPTER-I

INTRODUCTION OF PROECT
 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
 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.
 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.]
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 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 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 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.
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 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. 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.

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%.

Mumbai
TVS Motor Company has posted a strong sales performance with motorcycle
sales in July 2006 going up by 113% over the corresponding period last year.
TVS sold 54,986 units in July 2006 as compared to 25,862 units in July 2001.
From April to July 2006, the total motorcycle sales were 2,16,495 units as
compared to 1,12,932 units in the same period last year, UNI Bajaj Auto logs
5.7% jump in sales.

Kolkata
Bajaj Auto has registered a 5.7 jump in sales in two and three-wheeler for July
2006 at 1, 14,128 units as compared to 1,07,920 units in the corresponding
period previous year.

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 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

How the Two-Wheeler Market has changed in a Decade (Number of

Vehicles Sold)
Year A (%) B (%) C (%) D (%) E (%) F (%) G (%)
1996 2,208,231 42.60 08.60 23.90 15.10 09.80 100
1997 2,660,005 40.60 09.10 24.80 16.80 08.0 100
1998 2,965,474 38.40 08.90 27.10 16.50 09.10 100
1999 3,042,347 35.40 8.80 30.00 15.50 10.30 100
2000 3,403,471 32.70 08.30 34.60 14.60 09.80 100

2001 3,776,719 25.90 10.00 42.70 14.10 07.30 100

2002 3,745,516 16.00 10.90 54.10 12.90 06.10 100
2003 4,318,531 12.30 09.50 66.20 08.70 03.30 100

A: Two-Wheelers
B: Geared Scooters
C: Ungeared Scooters
D: Motor Cycles
E: Mopeds

REVIEW OF LITERATURE

Overview
Take Note Features
 Theft of accessories is not covered.
 Vehicle driven without proper driving license cannot be claimed.
 Insurance is not covered in case of war, invasion, act of foreign enemies,
hostilities, war like operations, civil war, mutiny, rebellion, and military or
usurped power.

When claims can be made

 Damage to vehicle by accidental external means, fire, lightning, explosion,
self-ignition, Burglary Housebreaking.
 Riot & strike, malicious acts and terrorist acts.
 Earth quake, Flood, inundation, cyclone etc.
 Landslide/ rockslide while in transit by rail, road, air, inland waterways, lift
or elevator.
 The policy can be restricted to loss or damage due to fire or theft or both
fire & theft in combination with policy A or without.

When claims cannot be made

 Damages to the two-wheeler due to general wear and tear.
 Depreciation, consequential loss, war perils, nuclear perils.
 Accident caused due to drunken driving.
 Accident caused by a driver, without a valid driving license.
 If the two-wheeler is used for purposes for which it is not meant to be
used.

What to do when the two-wheeler is stolen

 Lodge a First Information Report (FIR) with the police and present a copy
of the report to the company that has issued the policy.A final police report
has to be submitted as soon as it is received form the police.
 You are expected to extend full co-operation with the surveyor or
investigator who is appointed by the company.
 After the claim is approved by the company the keys of the two-wheeler
should be handed over to the company and necessary formalities should
be taken care off.

What to do after meeting with an accident

 A claim form has to be collected from the nearest office after providing
them with accurate information about the accident
 The claim form along with the registration certificate of the vehicle, driving
license of the driver who was at the wheels along with an estimate of the
repairs have to be duly submitted to the insurance office.
 A surveyor will be appointed who will submit a report to the company in
the event of a major accident a spot survey could also be arranged by the
company.
 Last but not the least cash memo of all the repairs and in some cases the damaged
parts should be submitted to the company.
 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.

 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.

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.
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 1 st 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

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 25 th 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.
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.
 ESCORT INDIA PRIVATE LTD

The Escorts Group, with Escorts Limited as its flagship company, is among
India’s leading corporations in the diverse fields of agri machinery,
telecommunications, healthcare, construction & material handling equipment,
automotive and railway ancillaries, information technology and financial services.
The group has 15 modern manufacturing facilities and an extensive network
spread across the country.
The genesis of Escorts goes back to 1944 when two brothers, H.P.nanda and
MrYudi Nanda, launched a small agency house. Escorts Agents Ltd., in Lahore.
Over the years, Escorts has surged ahead and evolved into one of India’s largest
conglomerates.
On assuming the Chairmanship of the group, in April 1994, Mr.Rajan Nanda,
undertook a major restructuring programme to give sharper focus to the
businesses. This involved building alliances with global players and improving
marker capitalization, which resulted in each business becoming an independent
entity with defined partnership, technology, customers and business economics.
The recent past also witnessed a major shift in Escorts business focus when it
broke away from its traditional identity of being a purely engineering company
and made its forays into the service sectors of cellular telephony and healthcare
delivery. The Group has since re-evaluated its focus with thrust on areas of high
growth, namely, agri machinery, telecom and healthcare as Escorts marches
forward, it does so with a clear vision, renewed commitment and the ability to
perform.
 PUROLATER INDIA LTD.

MNR bearing is today a reputed brand in India and enjoys a reputation for quality.
And reliability. MNR bearing is the Brand of the reputed “Anand group of
Companies” established in the year 1950 in Bombay (India).these bearings are
manufactured in the most modern plants having the best European Machinery
and skilled workforce, fulfilling the bearing Grade Steel SAE 52100 as per
international standard. M/s R.R. International ISO2000 Company is the
subsidiary company of “Anand Group”, which exports bearing worldwide. The
company has the largest range of bearings like Taper Roller, Needle roller,
Cylindrical Roller, Ball Thrust, Deep Groove, DAC Type, Water Pump, and
Automotive Bearings for Wheels, Agricultural, Insert, and Industrial Bearings etc
checked with strength quality control. MNR also develops and manufactures any
new sample bearing received from overseas customers in 45-60 days and offers
new sizes as per sample / drawings for customer specification & requirements.
The company offers ready stock for various vehicles and trailers-axle
manufactures and assemblers. The prime concern of the company is total
customer satisfaction along with prompt and efficient after sales service by its
authorized distributors MAHLE Filter System India. It is a joint venture between
Anand Automotive System – a leading manufacturer of automotive components
and system in India, supplying to virtually every vehicle and engine manufacturer
in the country-and MAHLE Group, Germany-a leader in Engine components
worldwide.

Owing to its product range and quality, MAHLE Filter System India is the principal
supplier to all segments of the market- OE and aftermarket with a sizeable
presence in the overseas markets. MHALE also participates in the industrial
range of filters. In the aftermarket, its products are marketed under the brands-
MAHLE and Purolator. MAHLE Filter System has been consistently investing in
R&D activities to develop media, new filter geometries, construction and
systems. It also markers STP, the world’s largest brand for automotive care
products.
MAHLE Filter System India has three-filter plant, one at Parwanoo (Himachal
Pradesh), Pune (Maharashtra) and the other at Khandsa (Haryana). All plants
are TS certified and have significant export.

Manufacturing facilities
With three manufacturing facilities in India which are TS certified, MAHLE Filter
System also has an ultramodern Filter Paper Plant, in khandsa, the largest of its
kind in India.

Filter Plant, khandsa

The most modern facility of MAHLE Filter System, the Khandsa plant was set up
in 1998 at Gurgaon in Haryana. This plant focuses on the manufacture and
assembly of air filters and spin – on oil and fuel filters for supply to manufacture
engineers who, after completing a three-year engineering diploma course,
undergo specific training under the ‘Excellence in Manufacturing’ Programme
before being assigned to work on the shop floor. Comprising of nearly 60%
women, these Operating Engineering have been instrumental in building a
culture of an informed and intelligent workforce.

Filter Paper Impregnation Plant, Khandsa

The filter paper impregnation facility, located close to the filter manufacturing
plant at Khandsa, is the largest of its kind in India. Set up primarily to replace
imports and promote the indigenous manufacture of filter paper, the plant
manufactures extra- refined, durable filter paper for captive consumption.
This state-of-the-art facility with a capacity of 3600 metric tones per annum uses
a computer – controlled process of impregnation to ensure accuracy in
manufacturing and consistency in the quality of paper. To keep pollution at bay
and to prevent emission of harmful gases into the atmosphere, this plant has
been equipped with an incinerator.
Filter plant, plant
The Pune plant focuses on air filter manufacturing. The facility has a fully
automated, word class PU air filter manufacturing. This line has capability to
manufacture several different parts simultaneously with minimum rejections and
set up times. In addition the Pune Plant assembles several air filter system and
oil filter modules for various OE customers.

Products

 Oil filters:
Cartridges (metal)
Cartridges (metal-free)
Spin-ons
Housing/adaptors

 Air filter:
Metal (Round)
Panel (PU)
Round (PU)
Panel (Plastic Injection Molded)
Round (Plastic Injection Molded)
Housing (Plastic/Welded)

 Fuel filters:
Cartridges (Metal)
Cartridges (Metal –free)
Spin-ons
Plastic Injection Molded
 Plastic – Welded

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.

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
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. 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.

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

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.
 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.

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 25 25 25 25 100
employees
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

 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
 Analysis of personal profile

Table -1
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

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

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

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
Income No. Of respondent
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

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

Experience No. Of respondent

Y P H E Total (% )
(years)
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

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

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
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 Programme are conducted on regular basis in

organization.

Table-6
 Regularly of Training Programme

Scale No. Of respondent

Y P H E Total (%)
Always 8 8 7 5 28
Usually 9 12 8 10 39
Not sure 2 5 1 - 8
Sometime 6 - 9 10 25
Never - - - - -
Total 25 25 25 25 100

Out of 100 respondents contacted in four campanies 28% are in favour that
training program are always conducted on regular basis, 39% respondents in
favour that training program usually conducted on regular basis 25%respondents
are in favour that training programmes are sometime conducted on regular basis.
It means that training programmes are conducted on regular basis in their
organization.
Statement – Training provided by your organization is sufficient.

Table-7
Training is sufficient

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

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-8
Training needs are identified adequately

Scale No. Of respondent

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
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 Performance basis

Table-9
Identification of Training Need on Performance
Scale No. Of respondent
Y P H E Total ( % )
Always 10 12 13 12 47
Usually 8 10 11 10 39
Not sure - - - - -
sometime 7 3 1 3 14
Never - - - - -
Total 25 25 25 25 100

Out of 100 respondent contacted in four campanies, 47% respondents are in

favour that training needs are always find out on performance basis, 39%
respondents are in favour of that training needs are usually find out on
performance basis, 14% respondents are in favour of that training needs are
sometime find out on performance basis. It shows that training needs are
identified on the performance basis in their organization.
Statement – Identification of training need is done On Seniority basis

Table-10
Identification of training need On Seniority basis

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

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-11
Identification of training need on Job Requirement

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
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-12
Identification of training need on Skill

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

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-13
Training increases the self-development

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

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-14
Training increases the team spirit.

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

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-15
Training increases the organizational efficiency and effectiveness.

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

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-16
 Training improve commitment

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

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-17
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

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-18
Improves chance of promotions

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

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-19
Training improve technical skill

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

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-20
Training reduces the mistake earlier made

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
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-21
Training reduces absenteeism and turnover

Scale No. Of respondent

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
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-22
Training is imposed

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
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-23
Training is the wastage of the time

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

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-24
Organization does counseling

Scale No. Of respondent

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

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-25
On the job training method

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

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.

Statement – Training method used by organization.

 Off the job method

Table-26
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

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.

Statement – Training is provided by internal sources.

Table-27
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

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.
Statement – Training is provided by internal sources.

Table-28
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

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.
Statement – Periodic review of training Programme to done

Table-29
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

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.

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.

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.
 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.

QUESTIONNAIRE
Dear Sir/Madam
I am the student of M.B.A from N.C.College of Engg. From Israna
(Panipat) 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

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

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

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.

______________________________
______________________________
______________________________
______________________________

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.

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