SCIENCE DEGREE COLLEGE KONKORADA

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

BCOM

BATCH 2022 – 25

Submitted by : Under the Guidance of :

Mamashree Pradhan Asharani Pattnaik

BCOM- VI Sem HOD

 Declaration

I Mamashree Pradhan, Roll No SK2321675 from BCOM 6th Semester of the

Science Degree College Konkorada Report entitled “A Study of Effectiveness of
Training and Development Program on Performance of Employees in MSIL” is
an original work and the same has not been submitted to any other Institute for the
award of any other degree.

Signature of the Student Date :

Mamashree Pradhan
 CERTIFICATE

It is hereby certified that the Project Report submitted in partial fulfilment of BCOM
VI Semester of Science Degree College Konkorada, Ganjam Odisha by Mamashree
Pradhan, Roll No Sk2321675 has been completed under my guidance and is
Satisfactory.

Signature of the Faculty Mentor Date:

Asharani Pattnaik
 ACKNOWLEDGEMENT

I would like to express my special thanks of gratitude to Smt Asharani Pattnaik 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
Asharani Pattnaik (Project Mentor).

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

Signature

Mamashree Pradhan
 PAGE
S. NO. TOPIC NO.

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 &

CHAPTER- IV INTERPRETATION 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
 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.
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 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 is to

2
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 of training and development
as a means of promoting employee growth and acquiring a highly skilled work force.

3
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.

Technical training describes a broad range of training programs varying greatly in

application and difficulty. Technical training utilizes common training methods for

4
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
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

5
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 the problems of
supervision enlarged the step were taken to train supervisors for better supervision.

6
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, 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.

7
 • 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.
• 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.

8
 • 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 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

9
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

Gypsy King 1985 SUV

WagonR 1999 Hatchback

Swift 2005 Hatchback

10
DZire 2008 Sedan

Eeco 2009 Minivan

K10 2010 Hatchback

Ertiga 2012 Mini MPV

Alto 800 2012 Hatchback

Celerio 2014 Hatchback

Ciaz 2014 Sedan

Baleno 2015 Hatchback

S-Cross 2015 Mini SUV

11
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
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

12
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 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

13
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

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.

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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.
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.

15
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
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.

16
 • 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.
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.

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 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 benef its 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 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

18
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.

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

19
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.

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

20
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 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

21
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

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

22
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

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.

23
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.

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.

24
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
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.

25
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 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

26
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
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.

27
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

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.

28
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 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

29
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
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

30
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.

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

31
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

“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

32
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 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.

33
 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

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.

34
 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%
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.

35
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%

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%

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.

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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%

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.

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 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.
• 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).

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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.
• 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.

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 • 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 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

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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 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

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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.
• 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.

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