A

PROJECTREPORT

ON

“A STUDY ON EFFECTIVENESS OF TRAINING AND

DEVELOPMENT PROGRAMME’S ADOPTED BY ASHOK LEYLAND’’

SUBMITTED TO

RASHTRASANT TUKADOJI MAHARAJ NAGPUR

UNIVERSITY, NAGPUR

IN PARTIAL FULFILLMENT FOR THE DEGREE OF

BACHELOR OF BUSINESS ADMINISTRATION

SUBMITTED BY

SAKSHAM.N. BAJIRAO

GUIDED BY

DR. SONIKA MISHRA

DR S C GULHANE PRERNA COLLEGE OF COMMERCE,

SCIENCE AND ARTS
Reshimbagh square Nagpur-440009

2022-2023
 CERTIFICATE

This is to certify that the project entitled “A STUDY ON EFFECTIVENESS

OF TRAINING AND DEVELOPMENT PROGRAMME’S ADOPTED BY
ASHOK LEYLAND’’ submitted by [Link] to Rashtrasant
Tukadoji Maharaj Nagpur University, Nagpur for the partial fulfillment of the
requirement for the degree of Bachelor of Business Administration is a bonafied
research work carried out under my guidance and supervision. It is a piece of research
work of sufficiently high standard to warrant it submission to the University for
Reward of the said degree.

The assistant and the help rendered to the research during course of this
research in the form of basic source material and information have been duly
acknowledged.

PROJECTGUIDE COURSE COORDINATOR

DR. SONIKA MISHRA DR PRIYANKA DONGRE

PRINCIPAL
DR PRAKASH DURUGKAR
 DECLARATION

I hereby declare that this project titled “A STUDY ON EFFECTIVENESS OF

TRAINING AND DEVELOPMENT PROGRAMME’S ADOPTED BY ASHOK
LEYLAND’’ has been submitted as project report is partial fulfillment of Bachelor of
Business Administration.

The source of material and data used in the study have been duly acknowledge
and certified.

Place: Nagpur NAME OF STUDENT

SAKSHAM.N. BAJIRAO
Date:
 ACKNOWLEDGEMENT

It expresses my sincere and hearty gratitude to DR. SONIKA MISHRA my

project guide for giving me an opportunity and support to carry out this project
without whose able guidance this project would ever materialize. It was here polite
talks, Keen interest, knowledge, and practical suggestion that inspired me to bring out
the best.
I gratefully acknowledge my deepest gratitude to honorable President Prof. R.
C. GULHANE, honorable Secretary Dr. S. C. GULHANE and honorable Director Dr.
PRAVIN JOSHI for their persistent inspiration and the Principal Dr PRAKASH
DURUGKAR for his conservative suggestion and constant encouragement.

I also want to thank my friends, my family and all the members who were
associated directly or indirectly in making my project successful.

Place: Nagpur NAME OF STUDENT

SAKSHAM.N. BAJIRAO
Date:

4
 INDEX

SR. NO. PARTICULARS PAGE

NO.

1. TITLE

2. ABSTRACT

3. INTRODUCTION

4. COMPANY PROFILE

5. AIM AND OBJECTIVES

6. HYPOTHESIS

7. RESEARCH METHODOLOGY

8. DATA COLLECTION

• PRIMARY DATA
• SECONDARY DATA

9. ANALYSIS OF DATA AND HYPOTHESIS TESTING

10. SCOPE AND LIMITATIONS

11. CONCLUSION AND SUGGESTION

12. BIBLIOGRAPHY

5
 INTRODUCTION TO TRAINING AND DEVELOPMENT

Companies have found that investment in human capital in the form of training and development yields
high returns. The ones that recognize the value of their employees and place a new emphasis on education
and training are becoming more competitive, successful, and profitable as a result. According to a study
conducted on 2002 by Knowledge Assessment Management, companies in the top 20 percent of those who
spend money on training receive higher returns in the stock market.

Some training and development programs teach new hires to perform a specific job, while others update the
skills and knowledge of established employees. Some of the money is spent to provide technology-related
training that teaches employees to operate, maintain, or repair equipment used in the work place. Technology
training is needed for workers in industries as diverse as construction, manufacturing, health and
transportation. Technical professionals include scientists, architects, engineers, health professionals. Blue-
collar technical workers include mechanics, repair people and those in precision production jobs.
Technology as constantly changing and therefore job responsibilities are constantly changing, requiring
many workers to update their skills on a regular basis.

Many of today’s most successful companies realize that their employees are their greatest asset. Therefore,
corporations are increasingly investing in educating their employees so that they can grow and change within
the company and make it more profitable. The range of training opportunities varies considerable from
company to company so, when researching potential employers, it is important for job seekers who care
about this to investigate the level and type of training provided to employees. After employees have been
selected for various positions in an organization, training them for specific tasks to which they have been
assigned assumes greater importance.

According to Flippo, training is the act of increasing the knowledge and skills of an employee for doing a
particular job. The major outcome of training is learning. Training learns new habits, refined skills and
useful knowledge during the training that helps him improve performance.

In 1948, when independent India was one year old, Ashok Leyland was born. We were Ashok Motors then,
assembling Austin cars at the first plant, at Ennore near Chennai. In 1950 started assembly of Leyland
commercial vehicles and soon local manufacturing under license from British Leyland. With British Leyland
participation in the equity capital, in 1954, the Company was rechristened Ashok Leyland.

6
Since then Ashok Leyland has been a major presence in India's commercial vehicle industry. These years
have been punctuated by a number of technological innovations which went on to become industry
standards.

Ashok Leyland vehicles have built a reputation for reliability and ruggedness. The 375,000 vehicles we have
put on the roads have shared the additional pressure placed on road transportation in independent India. The
share of goods movement by road rose from 12% in 1950 to 60% in 1995. In passenger transportation, the
jump is equally dramatic: from 25% to 80%. At 60 million passengers a day, Ashok Leyland buses carry
more people than the entire Indian rail network. In the populous Indian metros, four out of the five State
Transport Undertaking (STU) buses come from Ashok Leyland. Some of them like double decker and
vestibuled buses are unique models from Ashok Leyland, tailor-made for high density routes.

In 1987, the overseas holding by LRLIH (Land Rover Leyland International Holdings Limited) was
taken over by a joint venture between the Hinduja Group, the Non-Resident Indian transnational group
and IVECO Fiat SPA, part of the Fiat Group and Europe's leading truck manufacturer.

Global Standards, Global Markets The blue-print prepared for the future reflected the global ambitions of
the Company, captured in four words: Global Standards, Global Markets (Liberalisation and globalisation
were not yet in the air). Buoyed by the backing of the two international giants, Ashok Leyland embarked on
a major product and process technology up gradation to world-class standards of technology. In the journey
towards global standards of quality, Ashok Leyland reached a milestone in 1993 when it became the first in
India's automobile industry to win the ISO 9002 certification. The more comprehensive ISO 9001
certification came in 1994. 1994 was also the year, when international technology changed the way India
perceived trucks. The year when a new breed of world class trucks- technologically superior and eco-
friendly - rolled out on Indian roads. From our state-of the-art manufacturing Plant at Hosur, near Bangalore.
They carried the name Cargo. Cargo brought with it, a new set of values and an unmatched basket of
benefits, ushering in a change.

Ashok Leyland is a technology leader in the commercial vehicles sector of India. Its annual turnover
exceeded USD 2 billion in 2007-08. Selling close to around 83,000 medium and heavy vehicles in 2007-08,
Ashok Leyland is India's largest exporter of medium and heavy-duty trucks out of India. It is also one of the
largest Private Sector Employers in India - with about 12,000 employees working in 6 factories and offices
spread over the length and breadth of India.

7
The company has increased its rated capacity to 84,000 vehicles per annum. Also, further investment plans
including putting up two new plants - one in Uttarakhand in North India and one in middle-east Asia are fast
afoot. After expansion, the company shall attempt to dominate the medium- and heavy-duty commercial
vehicles market in India. It has already a sizable presence in African Countries like Nigeria, Ghana, Egypt
and South Africa.

The company was involved in exporting vehicles to the Sudan against UK government export restrictions to
the region. Additionally, Ashok Leyland is looking to expand its production operations overseas to make it a
more global company. To assist in this goal, the company is looking to acquire small- to medium-sized
commercial vehicles manufacturers in China and other developing countries which have an established
product line. Also, as part of this global strategy, the company acquired Czech Republic-based Avia's truck
business. The newly acquired company has been named Avia Ashok Leyland Motors s.r.o. This gives Ashok
Leyland a foothold in the highly competitive European truck market. Ashok Leyland has also set up a
manufacturing plant in Ras al Khaimah in UAE as part of its strategy to expand its business in the Middle-
East.

The Hinduja Group also bought out IVECO's indirect stake in Ashok Leyland for an undisclosed amount in
2007. Thus, Ashok Leyland became a fully owned Hinduja Group Company. Ashok Leyland and John Deere
announced plans for a joint venture to start up in 2010 for the manufacture of backhoe loaders and wheel
loaders.

8
 COMPANY PROFILE

Ashok Leyland has been a major presence in India’s commercial vehicle industry since 1948, the year it was
born. The origin of Ashok Leyland can be traced to the urge for self-reliance, felt by independent India.
Pandit Jawaharlal Nehru, India's first Prime Minister persuaded Mr. Raghunandan Saran, an industrialist, to
enter automotive manufacturing.

They are one of the India’s leading manufactures of commercial vehicles and special vehicles, engines for
industrial purpose, gen sets and marine requirement equipments. For over five decades, Ashok Leyland has
been the technology leader in India’s commercial vehicle industry, molding the country’s commercial
vehicle profile by introducing technologies and product ideas that have gone on to become industry norms.

Ashok Leyland at the time of its inception was known as Ashok Motors. It was assembling Austin cars at the
first plant, at Ennore, near Chennai. In 1950, the company started assembly of Leyland commercial vehicles
and soon the local manufacturing under license from British Leyland, participation in the equity capital, in
1954, the company was re christened Ashok Leyland.

In 1987 the overseas holding by LRLIH (LAND ROVER LEYLAND INTERNATIONAL HOLDINGS
LIMITED) was taken over by a joint venture between the Hinduja group, the Non Resident Indian
Transnational group and IVECO Fiat SPA part of the Fiat group and Europe’s leading truck manufacturing
company. Ashok P Hinduja is the chairman of the company. The Hinduja group also associated with Ennore
Foundries Limited, Automotive Coaches and Components Limited, and Gulf Ashley Motors Limited.

The subsidiary holdings are Ashley Holdings Ltd., Ashley Investment Ltd., and Ashok Leyland Project
Services. The chief competitors of the company are;

• Mahindra
• Volvo
• Tata Motors

9
With a commanding strength of the about 12,000 employees the company is looking forwards to enhance the
scope of its action. It is aiming at expanding its production operation overseas to make it a more globally
accessible company. It is looking to acquire a small to medium sized commercial vehicle manufacturers in
China and other developing nations, which have an established product line. An example would be the 2007
acquisition of the Czech based Avia’s truck business rechristened Avia Ashok Leyland Motors.

Since its inception, Ashok Leyland has been a major presence and these years have been punctuated by a
number of technological innovations which went to become industry standard. This tradition of
technological innovations and leadership was achieved through years of vigorous in-house research and
development.

From 18 seater to 82 seater double-decker buses, from 7.5 tonne to 49 tonne in haulage vehicles, from
numerous special application vehicles to diesel engines for industrial, marine and genset applications, Ashok
Leyland offers a wide range of products.

Ashok Leyland has seven manufacturing plants -

• Ennore Plant, Chennai.

• Hosur Plants Unit I, Unit II and Unit II A.
• Alwar, Rajasthan.
• Bhandara, Maharashtra.
• Pantnagar, Uttarakhand

Early products of Ashok Leyland included the Leyland Comet bus chassis sold to many operators including
Hyderabad Road Transport, Ahmedabad Municipality, Travancore State Transport, Bombay State Transport
and Delhi Road Transport Authority.

In the popular metro cities, four out of five state transport undertaking buses come from Ashok Leyland.
Some of them like the Double Decker and Vestibule buses are unique models from Ashok Leyland, tailor
made high-density routes.

10
Statistics reveal that the company is India’s largest exporter of medium and heavy duty trucks. It sells close
to 83,000 medium and heavy vehicles each year. The company has a near 98.5% market share in the Marine
Diesel engine markets in India. At 60 million passengers a day, Ashok Leyland buses carry more people than
the entire Indian Railway network.

The Five AL Values are:

1. International
2. Speedy
3. Value Creator
4. Innovative
5. Ethical

FACILITIES:
• The company has seven manufacturing locations in India
1) Ennore, Tamilnadu
2) Hosur: Unit 1, Tamilnadu
3) Hosur: Unit 2, Tamilnadu
4) Hosur: Unit 2A, Tamilnadu
5) Alwar, Rajasthan
6) Bhandara, Maharashtra
7) Pantnagar, Uttarakhand

• Ashok Leyland’s Technical Centre, at Vellivoyalchavadi in the outskirts of Chennai, is a state-of-the-

art product development facility, that apart from modern test tracks and component test labs, also
houses India’s one and only Six Poster testing equipment.
• The company has an Engine Research and Development facility in Hosur.
• The new plant in the North Indian state of Uttarakhand at Patnanagar is set up at an investment outlay
of Rs.1200 crores. This plant is expected to go on stream in the year 2010 to cater mainly to the
North Indian market taking advantage of the excise duty and other tax concessions. The facilities
have been so designed as to accommodate further expansion in terms of capacity and future models.
At full capacity utilization, 75000 vehicles will roll out of the Patnanagar plant.

11
 • The company has signed an agreement with Ras Al Khaimah Investment Authority (RAKIA) in UAE
for setting up a bus body building unit in the Middle east.

CLIENTS (Not exhaustive):

➢ Indian Army.
➢ US Army.
➢ Honduras Armed Forces (HAF).
➢ Tamilnadu State Transport Corporation (TNSTC).
➢ Metropolitan Transport Corporation (MTC), Chennai.
➢ State Express Transport Corporation (SETC), Tamilnadu.
➢ Kerala State Road Transport Corporation.
➢ Maharashtra State Road Transport Corporation (MSRTC).
➢ Andhra Pradesh State Road Transport Corporation (APSRTC).
➢ Parveen Travels.
➢ Sharma Transport.

VISION
Achieving leadership in the medium/heavy duty segments of the domestic commercial vehicle market and a
significant presence in the world market through transport solutions that best anticipate customer needs, with
the highest value -to-cost ratio.

MISSION
-Identifying with the customer.
-Being the lowest cost manufacturer.
-Global benchmarking our products, processes and people, against the best in the industry.

QUALITY POLICY
Ashok Leyland is committed to achieve customer satisfaction by anticipating and delivering superior value
to the customer in relation to their own business, through the products and services offered by the company
and comply with statutory requirements.

12
ORGANIZATION STRUCTURE OF M/s. ASHOK LEYLAND LTD.
(AUTHORITY FLOW)

MANAGING DIRECTOR

WHOLE TIME DIRECTOR

EXECUTIVE DIRECTOR

SPECIAL DIRECTOR

GENERAL MANAGER

DEPUTY GENERAL
MANAGER

ASST. GENERAL
MANAGER

DIVISIONAL MANAGER

SENIOR MANAGER

MANAGER

DEPUTY MANAGER

ASST. MANAGER

13
a) HUMAN RESOURCE DEPARTMENT OF ASHOK LEYLAND LTD.

Human resource management is defined as the managing function of employees, developing and
compensating HR resulting in creation and development of human relations with the view to contribute
proportionately to the organizational, individual and social goal.

“We consider our employees as our most valuable asset and are committed to provide full encouragement
and support to them, to enhance their potential and contribution to the company’s business”.

2%
16%
23% Corporate servive
Technology areas
Production

24% Materials
Marketing

26% Finance and HR

9%

SOURCES OF RECRUITMENT
The following are various external sources of recruitment:
[Link]
[Link] recruitment
[Link] entries

14
[Link]
The department heads where requirements are needed informs to the HR department about the
requirement. The concerned persons for recruitment gets approval for filling the vacancies. Then the
consultancies are approached telling the requirements. The fit applications are mailed to attend the
interview. If satisfied, they are called for the personal interview.

[Link] RECRUITMENT
The recruitment panel goes to the reputed colleges to select the candidates.
On the following basis they recruit the candidates
• GETs - Graduate Engineer Trainees
• DETs - Diploma Engineer Trainees
• ITI- Industrial Training Institute

[Link] ENTRIES
They pick the experience candidates or people from other companies. The
following is the process of lateral entry recruitment:
• Sourcing
• Interview
• Written test
• Technical round interview
• Personal Interviews

15
 OBJECTIVES OF THE STUDY

Primary Objective

To evaluate the effectiveness of training and development programs in Ashok Leyland Ltd

Secondary Objective

• To identify the knowledge and skills required by employees to perform the job efficiently and
effectively.
• To assess the satisfaction level of employees with regard to training.
• To understand the training needs of employees in the firm.

NEED FOR THE STUDY

Every organization big or small, productive or non-productive, economic or social, old or newly
established should provide training to all employees irrespective of their qualification, skill,
suitability for the job etc.

Specifically, the need for Training Arises due to the following Reasons

• To match the Employee specifications with the Job Requirements.

• Organizational Viability and the Transformation process
• Technological Advances
• Organizational Complexity
• Human Relations
• Change in the Job Assignment

The need for Training also Arises to

• Increase productivity
• Improve quality of the product / service.
• Help a company to fulfill its future personnel needs.
• Improve organizational climate.
• Improve health and safety.
16
 SCOPE & SIGNIFICANCE OF THE STUDY

The study of Effectiveness of Training and Development Is Carried out at Ashok Leyland Ltd., in
Corporate Hr Office Chennai for a period of 8 weeks. This study is carried out using questionnaire which
forms basis for data collection the target sample audience is 400 employees.

Significance of the Study

• Training is required to cover essential work-related skills, techniques and knowledge. It is the process
used to reduce the gap between the desired performance and the actual performance which eventually
results in increased Productivity, quality and healthy work environment.

• Optimum Utilization of Human Resources – Training and Development helps in optimizing the
utilization of human resource that further helps the employee to achieve the organizational goals as
well as their individual goals.

• Training helps to eliminate obsolesce in work, it gives the employees a clear view of what is needed
and also helps in upgrading their skills and knowledge to keep in pace with the ever changing
technology which is very essential in today’s competitive market.
• Development of Human Resources – Training and Development helps to provide an opportunity and
broad structure for the development of human resources’ technical and behavioural skills in an
organization. It also helps the employees in attaining personal growth.
• Team spirit – Training and Development helps in inculcating the sense of team work, team spirit, and
inter-team collaborations. It helps in inculcating the zeal to learn within the employees.
• Safety in work place is another important feature of training which helps to avoid accidents and
injuries in the work place.
• Organization Culture – Training and Development helps to develop and improve the organizational
health culture and effectiveness. It helps in creating the learning culture within the organization.
• Training and Development aids in organizational development i.e. Organization gets more effective
decision making and problem solving. It helps in understanding and carrying out organizational
policies.
• Training and Development helps in developing leadership skills, motivation, loyalty, better attitudes,
and other aspects that successful workers and managers usually display.
17
 HYPOTHESIS

Null Hypothesis:
• There is no significant relationship between evaluating the effectiveness of training and development
programs in Ashok Leyland Ltd., and to identify the knowledge and skills required by employees to
perform the job efficiently and effectively.
• There is no significant relationship between evaluating the effectiveness of training and development
programs in Ashok Leyland Ltd., and to assess the satisfaction level of employees with regard to
training.
• There is no significant relationship between evaluating the effectiveness of training and development
programs in Ashok Leyland Ltd., and to understand the training needs of employees in the firm.

Alternative Hypothesis:
• There is significant relationship between evaluating the effectiveness of training and development
programs in Ashok Leyland Ltd., and to identify the knowledge and skills required by employees to
perform the job efficiently and effectively.
• There is significant relationship between evaluating the effectiveness of training and development
programs in Ashok Leyland Ltd., and to assess the satisfaction level of employees with regard to
training.
• There is significant relationship between evaluating the effectiveness of training and development
programs in Ashok Leyland Ltd., and to understand the training needs of employees in the firm.

18
 TOOLS USED FOR ANALYSIS

• Simple percentage method

• Chi-square method

• Correlation & Coefficient method

SIMPLE PERCENTAGE METHOD

Simple Percentage Method refers to special kind of ratio percentage that is used in marketing for
comparison between two or more series of data. Percentages are used to describe relationship. Since
the percentage reduce everything to a common base & these by allow meaningful comparison to be
made.

CHI- SQUARE METHOD

Chi-square is a statistical test commonly used to compare observed data with data we would expect
to obtain according to a specific hypothesis. The chi-square test is always testing what scientists call
the null hypothesis, which states that there is no significant difference between the expected and
observed result.

CORRELATION COEFFICIENT METHOD

Correlation can be defined as the degree of relationship between two variables. It needs pairs of
points to be available for every set of values of each of the variable. In a two-dimensional plot, the
variables can be arbitrarily labelled as X and Y, where X mostly attains the independent variable,
which is used for prediction, and Y attains the dependent variable, the value which is predicted.

19
 RESEARCH

Human beings are interested to acquire information from different sources. They are always eager to know
more this urge of acquiring information is ever present in every individual. Research is common parlance
refers to a search for knowledge. It can be also defined as a scientific and systematic search for pertinent
information on a specific topic.

In fact, research is an art of scientific information. Some people consider research as a movement, a
movement from the known to the unknown. It is actually a voyage of discovery. Research refers to search
for knowledge. it is systematic enquiry seeking facts through objective verifiable methods in order to
discover the relationship among them and to presume broad principles or laws for them.

"Research comprises defining and redefining problems, formulating hypothesis or suggested solutions;
collecting, organizing and evaluating data; making deductions and reaching conclusions; and at least
carefully testing the conclusion to determine whether they fit the formulating hypothesis"

RESEARCH METHODOLOGY
Research methodology is a systematic way to solve research problems. Researcher has to design his
methodology. Research methodology deals with research methods and takes into consideration the logic
behind the method .It also deals with objective of research study, the method of defining the problem, type
of data collected, methods used for collecting and analyzing data. It also deals with objective of research
study. A Study on Effectiveness of Training and Development in Ashok Leyland all over India.

The research processes that will be adopted in the present study consist of the
following stages.
• Defining the problem and the research objective.
• Developing the research plan.
• Collection of data.
• Analyze the collected information.
• Report research findings.

20
 CORPORATE SOCIAL RESPONSIBILITY

Ashok Leyland defines CSR as: "Our commitment to improving the quality of life of our employees, their

families, the driver and the local communities around our units, and the society." With CSR as an integral

part of Ashok Leyland’s activities, all social initiatives are structured and focused to enhance the

commitment of employees and stake –holders. CSR initiatives in Ashok Leyland are aimed at impacting

positively, making a difference and sustaining them, all efforts are focused upon livelihood enhancement,

health, education and environment.

Ashok Leyland encourages employee involvement, engaging the families of the employees, and involving

local, experienced and credible resources in all its CSR activities.

CSR ACTIVITIES:
1) Fun Bus

• Fun Bus is a gift from Ashok Leyland exclusively for free users round the year by children of

orphanages, corporation primary schools and physically/ mentally challenged children in Chennai.

• The seating layout reckons the requirements of physically challenged children. The bus is equipped

with a hydraulic lift for the convenience of wheel chair –bound children.

2) Green Mission
• In 2002, all the vehicle manufacturing units of Ashok Leyland were ISO 14001 certified with

Environmental Management System.

21
• The Ennore unit was recently identified as one of the model energy- efficient units by a CII-TNEB

organized Energy Conservation (ENCON) mission. Systematic management of all energy resources

from the 1980’s through better house keeping and awareness has made this possible.

• For Ennore, practicing the 3Rs of Reduce, Reuse and Recycle has surely paid off. Recently, an

opinion survey conducted in the neighbourhood reveals that both industries and the public are happy

to have Ashok Leyland as their neighbor. Building on the eco friendly measure over the years,

Ennore has received ISO 14001 certification for Environmental management Systems.

3) Effluent Treatment
• The plant can do primary, secondary and tertiary treatment operations. About 55,000 liters of

effluents flow into the plant everyday. Five kilograms of solid hazardous waste is stored as per

Pollution Control Board standards and the rest water portion is treated and used for organic farming.

On an average, 2,50,000 liters of recycled water is pumped into garden saving Rs.1.5 million per

annum.

4) Greening
• The Ennore unit is known for its lush green cover. Almost 10% of the total ground area 53.41

hectares is covered by greenery creating an oasis in the arid zone of Ennore.

5) Aids Awareness
• In the mid-90’s, the department of International Development, British High Commission, formed the

Truckers Interim Coordination Unit (TICU) for a focused programme among truck drivers. Ashok

Leyland was one of the first organizations to associate itself by becoming an intervention centre.

• Outside the factory camps, and health education programs like lectures, cycle rallies, film shows,

exhibitions etc. are conducted through our volunteers in co-operation with AIDS prevention and

control project. They also provide counseling services at our Medical center. Cases which require

support service are sent to ‘Seva Kendra’ in Bangalore (an NGO backed by rotary- TTK), RIDS (an

22
 NGO) in Hosur, Kingsley Community Centre- (an associate of Bill and Melinda Gates Foundation)

in Krishnagiri.

6) Driver Training Centre

• Ashok Leyland’s Namakkal Driver Training Centre near Salem in Tamil Nadu was started in 1995 “

to ready a driver for life on he road and off the road”. From the very beginning, the curriculum had

included, besides functional subjects, health education including yoga and AIDS awareness along

with the education on the vehicle and traffic rules cum sessions on physical fitness, personality

development and health risks like smoking. The drivers also attend awareness sessions on Sexually

Transmitted Diseases.

• Ashok Leyland has reached out to 90,000 truckers during its training programme in Tamil Nadu. A

training centre is also located at Alwar.

7) Community Welfare
• Started in 1994, the Dharam Hinduja Matriculation and Higher Secondary School, Thiruvottiyur,

Chennai, is managed by a Board of Trustees consisting of senior executives and workmen of the

company.

• The company contributed one crore rupees in aid of relief operations for the Tsunami victims. In

addition, employees contributed another 15 lakhs separately.

• Ambulances are donated for worthy causes. Free medical camps are held in neighbourhood.

Employees participate in large numbers at periodic blood donation camps held at the Units.

• Substantial relief material was distributed in the worst affected districts of Tamilnadu through NGOs.

The Company is also working with the Confederation of Indian Industry (CII) for long-term solutions

like fishing equipment and community centers to the fishermen communities.

23
 SWOT ANALYSIS

STRENGTHS
• Good Training System.
• Good Organizational Climate.
• High Market Share
• Skilled Employees
• Standard Quality Product

WEAKNESSES
• [Link] price
• [Link] representatives are less

OPPORTUNITIES
• Demand for heavy vehicle have steeped up all over the globe.
• Company provides better credit facility to dealers.

THREATS
• High competition
• Promotional programmes of other brands
• Complicated national market
• New players entering the market.

24
 POPULATION / SAMPLE SIZE

Sample Size
Samples size is the number of items to be selected from the population to constitute the sample for
the research. For this research a sample of 400 employees was taken.

Data Collection

For any statistical enquiry the collection of data or information is done through principle sources
identically i.e., by primary sources and secondary sources of data.

• Primary Data: -Primary data are those which are collected a fresh and for the first time. Primary data
for the study is collected through questionnaire and questionnaire is used closed form.
• Secondary Data: -Most of the data used for the study is secondary in nature and has been collected
from the company and from the records of Ashok Leyland ltd.,

SAMPLING TECHNIQUE:
The researcher has adopted the Simple Random Sampling Technique.

QUESTIONNAIRE DESIGN:
The questionnaire is well structured and it consists of closed ended questions. There are a total of 9
questions that aims to cover all aspects of the effectiveness Training & Development of the
organization.

25
 FINDINGS

• 364.58% respondents have discussed their learning with their Reporting officer (RO) and only

35.39% of respondents have not discussed it are clear that there is a good relationship between the

superior and the subordinate.

• 170.78% of respondents has made presentation to their colleagues in the department on the learning

from the training programme wherein 229.14% of respondents have not made presentation it is clear

that there is lack of communication.

• 363.48% of respondents has been provided support, whereas 36.5% of respondents has not provided

support to apply their learning, it clearly proves that support is provided to apply their learning.

• 206.97% of respondents has sought some support from the reporting officer to implement their

leaning but 193% of respondents has not seek support as they were able to implement their learning

by themselves.

• 392.8% of respondents are not facing that much constrains while implementing their learning only

7.14% of respondents who has faced constrain required in-depth knowledge in the learning.

• 66.81% of the respondents requires further inputs and rest of the respondents are comfortable with

the learning we can conclude that training was effective.

• 209.98% of the respondents had very less knowledge, 104.27% of the respondents had less

knowledge, and 221.73% of the respondents had good knowledge wherein 25.39% of the respondents

had very good knowledge compared to post training regarding their learning.

• 45.71% of respondents had a good knowledge based on their training program, 202.84% of

respondents had very good knowledge based on training and 151.42% of respondents had full extent

of knowledge regarding their learning.

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• 98.56% of respondents applied their knowledge, 262.85% of respondents applied their learning

effectively wherein 38.56% of respondents applied their learning more effectively.

• The table value is less than calculated value, we reject the null hypothesis. Hence there exists

relationship between effectiveness of training & development and satisfaction level.

• The table value is more than the calculated value, we accept the null hypothesis. Hence there is no

significant relationship between essential skills and behaviour for current job and level of important.

• The correlation coefficient is -0.56144 therefore there is perfect negative correlation between the

variables Training Program improves professional skills and Problem-solving skills.

• The correlation coefficient is -0.66335 therefore there is perfect negative correlation between the

variables employees are well informed about the goals/objectives of the training program and

decision-making skills.

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 SUGGESTION

• The relationship between the employees and the Reporting officer can be still improved.

• The organization can provide training programs to their employees to fill the communication gap

with their colleagues.

• The Reporting officer should provide support to their employees in implementing their learning.

• The training which is provided to the employees can be still effective so that they can implement

their learning without seeking support from their reporting officer.

• The trainees can be provided with more case studies and additional information for further inputs.

• The training can be provided to the employees who have very less knowledge.

• The training is more effective to improve the employee’s knowledge.

• The training can be given to employees by analysing their need.

• If possible, the personal involvement or active participation of the trainee should be got in the

training programme. He should be provided with opportunity to practice the newly needed behaviour

norms.

• As the trainee acquires new knowledge, skills or attitudes and applies them in job situations, he

should be significantly rewarded for his efforts.

• The trainee should be provided with personal assistance when he encounters learning obstacles.

• There should be greater effort taken by the company for conducting training and development of

employees especially the areas where the company considers vital.

• There should be a discussion among the employers and management before conducting the training

programme.

• Refresher courses or other crash courses should be given to the employees time to time to keep pace

with the change of technology.

• The training programme should be planned so that it is related to the trainee’s previous experiences

and background.
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 CONCLUSION

Training has become increasingly vital to the success of modern organizations. They often compete on

competencies – the core sets of knowledge and expertise that give them an edge over their competitors.

Training plays a central role in nurturing and strengthening these competencies, and in this way has become

part of the backbone of strategy implementation. In addition, rapidly changing technologies require that

employees continuously hone their knowledge, skills and abilities (KSAs) to cope with new processes and

systems.

Employees Training and Development programs try to improve skills or add to the existing level of

knowledge so that the employees is better equipped to do his/her present job or to get prepared for a higher

position with increased responsibilities. Employee growth and development should be seen in the context of

an ever changing and dynamic environment.

Ashok Leyland Ltd., being into the heavy duty locomotive manufactures, has to make sure that its

employees are well trained, technically, mechanically as well as in other aspects also, Employees as well as

the Organization has benefited from these programs. From the study conducted on its effectiveness, most of

the employees are satisfied with the training & development activities, though there is still scope for

improvement in it.

This work has given me an enriching experience and provided me with more insights into the nitty-gritty of

the training and development activities. It helped me to put into use the related theory for its further

development.

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 REFERENCE

[1] Gary Dessler (2003), Human Resource Management, 10th Edition, Pearson Education, New Delhi, Page

Number: 283

[2] Bhaskarchattargee (1996), Human Resource Management Contemporary Text, Sterling Publishers, New

Delhi, Page Number:135

[3] Biswajeet Pattanayak (2001), Human Resource Management, Prentice-Hall Of India Pvt Ltd, New Delhi,

Page Number:150

[4] [Link] (2002), Human Resource Management, Tata Mcgraw-Hill Publishing Company Ltd, Page

Number:193

[5] Gower Handbook Of Training And Development :Anthony Landale

[6] How To Identify Your Organization’ S Training Needs: John H Mcconnell

[7] Hiring And Keeping The Best People : Harvard Business School Press, 2002

[8] Evaluating Training Programs: The Four Levels :Donald L. Kirkpatrick, James D. Kirkpatrick

[9] [Link]

[10] [Link]

[11] [Link]

[12] [Link]

[13] [Link]

[14] [Link]

[15] [Link]

[16] Economic Times

[17] The Times of India

[18] Hindustan Times

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