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 fulfilment of the requirement for the award of degree of

BACHELOR OF COMMERCE ( B.COM )

TO
CHHATRAPATI SAHUJI MAHARAJ UNIVERCITY , KANPUR NAGAR

Submitted by Project Guide

Amit Yadav Dr. Ravi rastogi sir

(Asstt. Prof., Department of Commerce )

Session (2024-25)

BRAHMANAND P.G COLLEGE , KANPUR NAGAR

 PREFACE

I Amit Yadav , Roll No. …………….. from B.COM (FT)- VI Semester of the
Brahamanand P.G College , Kanpur Nagar hereby declare that the 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.
A presentation of the Report was made on ____________________ and the suggestions as
approved by the faculty were duly incorporated.

Signature of the Student Date :

Amit Yadav
 CERTIFICATE

It is hereby certified that the Report submitted in partial fulfillment of B . COM VI Semester of
Brahamanand P.G College byAmit Yadav , Roll No. ……….. has been completed under my guidance and
is Satisfactory.

Signature of the Faculty Mentor Date:

 ACKNOWLEDGEMENT

I feel immense pleasure to give the credit of my project work not only to one individual as
this work is integrated effort of all those who concerned with it. I want to owe my thanks to
all those individuals who guided me to move on the track.

I am highly indebted to my esteemed learned teacher, project guide and supervisor Ravi
rastogi , Asstt. Prof., Department of Commerce , Brahamanand college , Kanpur nagar for
his rich knowledge and experience, invaluable guidance, constant supervision and
constructive suggestions which he had been patiently imparting to me and without whose
help the completion of the present work would not have been possible.
I am also thankful to my Principal Prof. (Dr.) Vivek Dwivedi whose willingness to
share their experiences and opinions has provided valuable data for analysis.
.

( Amit Yadav )

.
 DECLARATION

This is to certify that the project work titled “A Study of Effectiveness of Training
and Development Program on Performance of Employees in MSIL” is a
bonafide piece of work conducted under the supervision of Dr. Ravi Rastogi for a
period of 2024 to 2025 at BND PG College, Kanpur affiliated by Chhatrapati
Shahu Ji Maharaj University. Kanpur, Uttar Pradesh. The work embodied in this
Research Project has not been submitted for the award of any other degree or
diploma, except where due acknowledgment has beenmade in the text.

I hereby declare that I have faithfully acknowledged, given credit to, and referred to
the rescarch workers wherever their works have been cited in the text and the body
of the Rescarch Project Report. I further certify that I have not willfully lifted up
some other's work, parn, text, data, results, etc. Reported in the journals, books,
magazines, reports,dissertations, thesis, etc., or available on websites, and included
them in this Research Project and cited as my own work.

Date: Student’s Signature

Place : Kanpur nagar

 PAGE NO.
S. NO. TOPIC

CHAPTER- INTRODUCTION
I

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- STUDY OF TOPIC 18

II

CHAPTER- RESEARCH METHODOLOGY 34

III
DATA PRESENTATION, ANALYSIS &
CHAPTER- INTERPRETATION 35
IV

CHAPTER- SUMMARY & CONCLUSIONS

V

5.1 FINDINGS OF THE STUDY 39

5.2 LIMITATIONS 40

5.3 SUGGESTIONS, SCOPE FOR FURTHER STUDY &

CONCLUSION 40

5.4 CONCLUSION 41

5.5 REFERENCES 43
 CHAPTER- I: INTRODUCTION

1.1 Introduction

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

The training needs are realized by the managers when they find a deviation between
the standard performance and actual performance of their employees or ant employees. At the
same time supervisors, managers and executives also need to be trained and developed to
develop and achieve maturity of their thought and action. Failure to analyze the need for
training within organizations will result in low profits and a large investment in training the
programmers within the institution or organization. Therefore, it would be appropriate to first
analyze the training and development needs and then do the training and development
accordingly.

1
 The main objective of this study is to examine the effectiveness of training and
development in Maruti Suzuki Limited on employee performance and competitive
advantages of the organization. The project will be related to the study of effectiveness of
training and development on the performance of employees. The project will focus on various
factors that are responsible for the evaluation and effectiveness of training activities. This
study will be conducted to explore the relationship between training and development
performance of MSIL.

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

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

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

2
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. 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

3
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 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

4
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 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

5
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.

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

6
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.
 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.

7
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.
 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

8
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 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.

9
Products and services

Current models

Model Launched Category Image

Omni 1984 Minivan

Gypsy King 1985 SUV

WagonR 1999 Hatchback

Swift 2005 Hatchback

DZire 2008 Sedan

Eeco 2009 Minivan

K10 2010 Hatchback

10
Ertiga 2012 Mini MPV

Alto 800 2012 Hatchback

Celerio 2014 Hatchback

Ciaz 2014 Sedan

Baleno 2015 Hatchback

S-Cross 2015 Mini SUV

VitaraBrezza 2016 Mini SUV

Ignis 2017 Hatchback

XL6 2019 Compact MPV

11
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 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.

12
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 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

13
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.

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

14
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.
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.

15
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.
 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

16
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.

CHAPTER- II: REVIEW OF LITERATURE

Jahanzeb & Bashir, 2016

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

H.O. Falola, 2016

17
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 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

18
The management of the company usually takes the initiative to train their staff on various
subjects; employees, on the other hand, as they are bound by their employment contracts and
job responsibilities, need to comply with the managements’ training decisions. The
evaluation of training is an important source of feedback and it is considered to be one of the
most important parts of the training process. It is a comparison between the initial goals of
each training process, and the actual results it achieved. The research presented here, has
been based on the automotive sector in Greece. This particular sector is very important in the
Greek economy. The 49 Greek automotive industry consisted of 893 companies which traded
cars, car parts and accessories. The car segment represented a percentage of 9.1 percent of the
total turnover of trading companies. According to the company, its training helps participants
progress, so as they can achieve optimal personal development. It also helps Opel
manufacture, distribute and support top quality vehicles. First of all, the evaluation of training
is an important source of feedback and it is considered to be one of the most important parts
of the training process. It is a comparison between the initial goals of each training process,
and the actual results it achieved. Based on that comparison, the management of the company
will take decisions/make changes in order to reach conclusions on training worth end
effectiveness and achieve, next time, better training results.

R. Kamala Saranya, 2017

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

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

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

19
drivers guided the studies, “who” was being trained, “how” training was conducted (i.e., what
methods and strategies were used), and “what” factors influenced training effectiveness (i.e.,
motivation to learn). We also relied on other published literature to provide a more rounded
perspective of the state of the science in training. Effective training takes place when trainees
are intentionally provided with pedagogically sound opportunities to learn targeted
knowledge, skills, and attitudes (KSAs) through instruction, demonstration, practice, and
timely diagnostic feedback about their performance. The goal of training is to create
sustainable changes in because without it, an organization is less likely to receive any
tangible benefits from its training investments. Historically, applied researchers were
principally 51 concerned with either estimating the extent of transfer or recommending the
importance of supporting it (e.g., Newstrom, 2015). Then, Baldwin and Ford (2016)
developed a model that described the transfer of training process. In their model, they
depicted the interactions among training design characteristics, trainee characteristics, and the
work environment in explaining learning and transfer. This model has formed a basis for
numerous subsequent empirical studies that have identified when and for whom different
training or transfer support methods are more or less effective.

Ashraf M. Attia, 2018

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

20
environments that are beyond the instructor’s control. Reaction or “happiness sheets” have
been described as being worse than useless. To date, three successful operational evaluations
of sales training results have been conducted.

Kirkpattrick, 2018

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

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

Sherida, 2018

Some have suggested that an effective human resource management strategy should balance
the cost of replacing the employees who leave against the cost of retaining those who stay.
Since it is generally more expensive to replace highly productive employees than to replace
weak 53 performers a cost-effective human resource management strategy will attempt to
minimize turnover among strong performers. Furthermore, since all employees will
eventually leave an organization, the strategy should induce new employees who perform
well to organization, the strategy should induce new employees to perform well to stay longer
while encouraging weaker performance to leave in earlier seniority. Prior to the censored

21
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.

Zaciewski, 2019

22
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.

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

23
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.

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

24
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 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

25
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.

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

26
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.

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

27
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 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

28
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 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

29
‘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 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

30
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 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

31
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.

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.

32
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.

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%

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Interpretation - Majority of the respondents attended the training program. Those employees
who attended training 1-2 months before were 25%, 3-4 months before were 26%, 6 months
before were 38%, before 1 year were 11% others were 0%.

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

OPTIONS PERCENTAGES
BEHAVIORAL 91%
COMPETENCY 9%

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

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

SOME OF THE PROBLEMS PERCENTAGE

VOICE WAS NOT CLEAR 30%
LONG TIME DURATION 20%
CONTENT WAS NOT OK 25%
TRAINER WAS NOT GOOD 25%

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%

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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.

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.

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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.

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

OPTIONS PERCENTAGE
AGREE 69%
DISAGREE 15%
STRONGLY AGREE 6%
STRONGLY DISAGREE 5%
NEUTRAL 5%

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

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

OPTIONS PERCENTAGE
YES 79%
NO 13%
CAN’T SAY 8%

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

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

OPTIONS PERCENTAGES
YES 82%
NO 18%

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

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

CHAPTER- V: SUMMARY & CONCLUSIONS

5.1 Findings of the Study

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

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  Employers are gained knowledge, skill and ability at work place after attending the
training Programmes.
 In this organization training and development programmes will help the new comers
to understand their roles and responsibilities effectively.
 In the organization the training programmes boost up the self-morale and discipline at
Work Place.
 For new joiners in organizations training method are conducted like coaching’s and
besides orientation programs.
 Employees are not at all satisfied with training need analysis (TNA).

5.2 Limitations of the Study

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

5.3 Suggestions for Further Study

 Training content and delivery approaches should be relevant to the job functions of
employees.
 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.

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  The employer should provide sufficient resources for training so as to improve the
training programs provided.
 The company must give proper induction program to the employees for better
performance in future.
 Aim of any company is to ensure that all employees apply techniques learnt in
training program on the job hence at each level skill base training should be given.
 The needs to organize more and more effective personality development programs
tieups can be made with leading institutions for the same.
 The need is for the management to bring the most efficient trainers to the training
programs there trainers can be selected on basics of their ratings in the corporate
world.

5.4 Conclusion

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

39
organizations realizing the fact are willing to invest in training programs for the development
of their employees.

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

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

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

40
become a powerful intervention to improve manager’s performance and subsequently impact
organizational performance.

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

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

 Maximum number of the employees finds healthy environment at the work place.
 Lack of interest in employees act as a barrier in training programs.
 Maximum employees said that they get helps whenever they require.
 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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5.5 References

 Raymond Noe (2008), “Employee Training and Development”, First Edition 2008,
published by Tata McGraw Hill, page no 150-170, accessed on 25-06-2018.
 J.Steyn(2011),www.ijsrp.org/research-paper-1115/ijsrp-(p.p4708) “International
journal of scientific and research publications”, volume 5, issue 11, November 2015
(ISSN2250-3153), accessed on 20-07-2018.
 Bartel, AP(1994), www.scirp.org,“Productivity gains from the implementation of
employees training programs”, industrial relation volume 33, (pg no. 411-425),
accessed on 20-07-2018
 M.Vizkale(2015),www.vijmr.org “Vindhya International journal of management and
research”, volume 1 issue 1 march 2015, (pg no. 2395-2059), accessed on 26-06-
2018.
 Richstone(2016),"Benefits of Training & Development in an Organization". Kashmir
Observer. Retrieved 2016-03-31.
 Ashraf M. Attia, E. D. (2012). Measuring sales training effectiveness at the behavior and
results levels using self- and supervisor evaluations.
 Christina G. Chi, D. G. (2009). Employee satisfaction, customer satisfaction, and financial
performance. International Journal of Hospitality Management.
 Eduardo Salas, S. I.-J. (2012). The Science of Training and Development in Organizations:
What Matters in Practice. Psychological Science in the Public Interest.
 H. O. FALOLA, A. O. (2014). EFFECTIVENESS OF TRAINING AND DEVELOPMENT ON
EMPLOYEES ’PERFORMANCE AND ORGANISATION. Bulletin of the Transilvania University of
Braşov
 Jehanzeb, K., & Bashir, D. N. (2013). Training and Development Program and its Benefits to
Employee. European Journal of Business and Management.
 Kirkpatrick, D. L. (n.d.). Evaluating Training Programs.
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ANALYTICAL STUDY ON EVALUATING TOWARDS EMPLOYEE’S OF SELECTIVE AUTOMOBILE
FIRMS IN. Journal of Advanced Research in Dynamical and Control Systems, Vol. 9. Sp– 14.

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  Nowak, J. (2011). STRIKES AND LABOR UNREST IN THE AUTOMOBILE INDUSTRY IN INDIA:THE
CASE OF MARUTI SUZUKI INDIA LIMITED. The journal of labour and society
 Pefanis, V. B. (2012). The business training in the automotive aindustry in Greece.
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 SHERIDA, J. E. (1992). ORGANIZATIONAL CULTURE AND EMPLOYEE RETENTION. Academy of
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 Christen, M., Iyer, G. and Soberman, D. (2015). Job Satisfaction, Job Performance, and Effort:
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 Questions You Need to Ask in Employee Satisfaction Surveys (tinypulse.com)
 Managing Employee Performance (shrm.org)
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Other Sources Internet Websites

 Dhawan, 2017
 Atishmadan, 2019

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