PROJECT REPORT

ON

TRAINING AND DEVELOPMENT AT TVS MOTOR

A Report Submitted
In Partial Fulfillments of the Requirement for the Award
of the Degree of

Bachelor of Business Management

(2022 – 2025)

SUBMITTED TO

A.N College,
Patliputra University, Patna
UNDER THE GUIDANCE SUBMITTED BY
DR. D.K SINGH ABHISHEK KUMAR
FACULTY OF BBM Roll No: - 25
A.N COLLEGE Reg_No:- 202220101080
Patna- 800013 B.B.M 2nd Year
SESSION (2022-25)
 CERTIFICATE BY THE GUIDE

TO WHOMSOEVER IT MAY CONCERN

This is to certify that the ABHISHEK KUMAR has completed

Internship report entitled “TRAINING AND DEVELOPMENT AT TVS

MOTOR” which is based on data collected by concerned student.

This report is completed under my supervision. It is only for academic

purpose and is a bonafide work done by researcher.

Date: - Signature of Guide

DR. D.K SINGH
FACULTY OF BBM
A.N COLLEGE
Patna- 800013
 Student’s Declaration
I, ABHISHEK KUMAR hereby declare that the Internship Report titled

“TRAINING AND DEVELOPMENT AT TVS MOTOR” is the

original work done by me and submitted to the A.N COLLEGE from

Patliputra University in partial fulfillment of requirements for the

award of Bachelor of Business Management is a record of original

work done by me under the supervision of DR. D.K SINGH.

Place:___________ SIGNATURE OF STUDENT

Date:____________ (ABHISHEK KUMAR)

REG. NO.: 202220101080
 ACKNOWLEDGEMENT
I take the opportunity to express our gratitude to all the concerned

people who have directly or indirectly contributed towards completion of this

project. I extend my sincere gratitude towards organization for providing the

opportunity and resources to work on this project.

I am extremely grateful to Mr. Nishant Kumar Singh (Manager), my

mentor in Trimurti Automobile, for his guidance and invaluable advice during

the projects. Also to my guide, whose insight encouraged me to go beyond the

scope of the project and this broadened me learning on this project.

I also want to show my gratitude to Dr. D.K Singh (Faculty of BBM)

A.N COLLEGE whose insight helped me to complete this project.

And last, I would like to take an opportunity to thank all the people who

helped me in collecting necessary information and making of the report. I am

grateful to all of them for their time, energy and wisdom.

ABHISHEK KUMAR
Roll No: - 25
Reg_No: - 202220101080
 CONTENTS

NUMBER TOPIC PAGE NO.

CHAPTER 1 INTRODUCTION
1.1 Introduction of the topic 2-11
1.2 Scope & Objective of the Study
1.3 Research Methodology
1.4 Limitation of the Study
CHAPTER 2 ORGANIZATION PROFILE
2.1 Company Overview 12-19
2.2 Vision and mission
2.3 Leadership
2.4 Board of Director
2.5 Products
CHAPTER 3 Concept of the Topics
3.1 Training & Development 20-49
3.2 Types of Training Methods
CHAPTER 4 DATA ANALYSIS
4.1 Data Analysis & Interpretations 50-60
CHAPTER 5
5.1 Conclusion 61-62
5.2 Suggestions
CHAPTER 6
6.1 Questionnaire 63-64
6.2 References 65
 TITLE OF THE PROJECT

“TRAINING & DEVELOPMENT AT TVS

MOTOR”

1
CHAPTER - 1
INTRODUCTION OF THE TOPIC
Employee training tries to improve skills, or add to the existing level of

knowledge so that employee is better equipped to do his present job,

or to prepare him for a higher position with increased responsibilities.

However individual growth is not and ends in itself. Organizational

growth need to be measured along with individual growth.

Training refers to the teaching/learning activities done for the primary

purpose of helping members of an organization to acquire and apply

the knowledge skills, abilities, and attitude needed by that

organization to acquire and apply the same. Broadly speaking

training is the act of increasing the knowledge and skill of an

employee for doing a particular job.

TRADITIONAL AND MODERN APPROACH OF TRAINING AND

DEVLOPMENT

Traditional Approach – Most of the organizations before never used

to believe in training. They were holding the traditional view that

managers are born and not made. There were also some views that

training is a very costly affair and not worth. Organizations used to

believe more in executive pinching. But now the scenario seems to Be

changing.

The modern approach of training and development is that Indian

Organizations have realized the importance of corporate training.

Training is now considered as more of retention tool than a cost. The

2
training system in Indian Industry has been changed to create a

smarter workforce and yield the best results.

DIFFICULTIES ENCOUNTERED
1. The study was restricted to main branch of TVS Motor.

2. Due to company’s norms and regulations some of the official

and financial data which was important for my project could not be

available.

3. Many times, the officials were so busy that they could not

answer the queries related to the topic.

3
 OBJECTIVE OF THE STUDY

The specific objectives of the study are:

1. To ensure that each employee is equipped with capabilities to

perform various tasks associated with his role.

2. To help the employee develop as an individual so that the

organization can recognize and use the maximum possible

potential of its employees.

3. To examine the impact of training on the workers.

4. To study the changes in behavioral pattern due to training.

5. To measure the differential change in output due to training

6. To impart to new entrants the basic knowledge and skill they

need for and intelligent performance of definite tasks.

7. To assist employees to function more effectively in their present

positions by exposing them to the latest concepts, information

and techniques and developing the skills they will need in their

particular fields.

4
 SCOPE OF THE STUDY
The scope of the study covers in depth, the various training

practices, modules, formats being followed and is limited to the TVS

Motor and its employees. The different training programmes

incorporated/facilitated in TVS Motor through its faculties, outside

agencies or professional groups. It also judges the enhancement of the

knowledge & skills of employees and feedback on its effectiveness.

5
 RESEARCH METHODOLOGY
Research Methodology is way to systematically solve the research

problem. In it we study the various steps that are generally adopted by

a researcher in studying his research problem along with logic behind

them. We also need to understand the assumption underlying various

techniques and procedures will be applicable to certain problems and

other will not. So, it is necessary for us to design methodology for the

problem as it differs from problem. So, research methodology is not

only method research but also logic behind the methods we use in

context of our research study and explain why we are using a

particular method or technique and why we are not using others so

that research results are capable of being evaluated.

Marketing research is the systematic design, collection, analysis and

reporting of data and findings relevant to specific marketing situation

facing the company. An effective marketing research involves following

five steps in a sequential manner.

➢ Defining the research objective

➢ Developing research plan

➢ Collecting the information

➢ Analyze the information

➢ Present the findings

1. DEFINING RESEARCH OBJECTIVE

Objective is the main theme of in which is my job is based. Research

is a good planning of facilities and welfare measure of procedure to

6
compete in the market. The objective of the project should be very

precise; it should neither be very broad nor be very narrow.

For this research I defined the following objective: -

➢ To study the Training level of employees with respect to their

knowledge in TVS Motor and to suggest measures to strengthen

this regime.

➢ What are things still to be satisfy facilities to the employees of

TVS Motor in Patna?

DEVELOPING RESEARCH PLAN

The research plan is the main body or you can call the blue print in

which we carry the research. The research plans consist of data

sources, research approaches, research instruments, sampling plan

and contact methods.

1. DATA SOURCES: -

a. Primary Data: -

Primary data are the data gathered for the specific research project

and are directly taken from the very source of information.

I. Personal Interview with the Employees of TVS Motor.

II. Responses of Employees through Questionnaire.

b. Secondary Data: -

Secondary data are the data, which already exists and were collected

for some other purpose or for similar previous studies. Secondary data

were proved to be instrumental in structuring the questions to be

asked for collecting primary data.

I. Various books on Human resources.

7
II. Website of TVS Motor, [Link].

TVS Motor document and magazines.

IV. Journals

2. RESEARCH APPROACH: -

Primary data can be collected in several different ways these methods

of collecting primary data are called research approaches. Research

approaches are of following types: -

➢ Observational research

➢ Focus group research

➢ Survey research

➢ Experimental research.

➢ Behavioral data research

➢ For this project the survey research method was adopted, and a

survey was conducted in which employees were interviewed to

know how far employees are satisfied of TVS Motor.

3. RESEARCH INSTRUMENT:

The two main research instruments in collecting primary data are:

A. personnel Interview

B. Questionnaire

A) Personnel Interview:

It is one of the important sources to collect primary data. Through

personnel interview interviewer can ask question according to

research requirement. Data which is collect by personnel interview is

more reliable than other sources.

8
B) Questionnaire:

Questionnaires consist of a set of questions presented to the

respondent for their answer. Because of its flexibility the

questionnaire is by far the most common instrument used to gather

primary data. Questionnaire needs to be carefully developed and

tested before they are actually used on a large scale.

QUESTIONNAIRES ARE OF TWO TYPES:

a) Open ended questionnaire

It consists of open-ended questions that allow the respondent to

answer in their own words. Such questionnaires revel more because

they do not constraint respondent's answers.

b) Closed ended questionnaire

This questionnaire consists of questions that pre-specified all the

possible answers, tabulation and interpretation of such

Questionnaires are easier as compare to open ended questionnaire.

Scale: 5- point scale.

Sampling: Simple random sampling the one which ensures

elimination of bias & estimation of sampling errors. Here we have

used summated (or likert- type scale) which consists of a number of

statements that expresses either a favorable or an unfavorable

attitude towards the given object to which the respondent is asked to

react. The respondent indicates his agreement or disagreement with

each statement in the instrument. Each response is given a numerical

score, indicating its favorableness or unfavourableness, and the score

9
is totaled to measure the respondent’s attitude. In other words, the

overall score represents the respondent’s position on the continuum of

favorable-unfavourableness towards an issue.

SAMPLING PLAN

After deciding on research and research instrument the researcher

must design a sampling plan. This plan calls for three decisions.

a) Sample population

It is segment to Executive class and non-executive class employees of

TVS Motor.

b) Sampling frame

Since the manpower of TVS Motor in Patna is 250 (approx.) of different

grades, so the sample frame is obtained accordingly.

c) Sampling unit

The sample unit consists of all Executives and Non-Executives of TVS

Motor Patna.

d) Sample size

Large sample gives more reliable results than small samples. However,

it is not necessary to sample the entire population or even a

substantial portion to achieve reliable result. After considering time

constraint and cost effectiveness for the project total 100 peoples are

surveyed.

Place of Information: - TVS Motor Patna.

10
 LIMITATIONS
Every scientific study has certain limitations and the present study is

no more exception. These are:

1. The terminology used in the subject is highly technical in nature

and creates a lot of ambiguity.

2. All the secondary data are required were not available.

3. Respondents were found hesitant in revealing opinion about

supervisors and management.

4. Shortage of time factor was one of the biggest constraints.

5. More stress was faced during collection of primary data through

questionnaires and also to collect secondary data from the

organization in terms of organizational profile, product and price

profile.

6. All the observation and recommendation will be made on the

feedback obtained from survey.

11
 CHAPTER - 2
COMPANY PROFILE

OVERVIEW

TVS Motor Company is a reputed two and three-wheeler manufacturer

globally, championing progress through Sustainable Mobility with four

state-of-the-art manufacturing facilities in Hosur, Mysuru and Nalagarh

in India and Karawang in Indonesia. Rooted in our 100-year legacy of

Trust, Value, and Service, we take pride in making internationally

aspirational products of the highest quality through innovative and

sustainable processes. We are the only two-wheeler company to have

received the prestigious Deming Prize. Our products lead in their

respective categories in the J.D. Power IQS and APEAL surveys. We have

been ranked No. 1 Company in the J.D. Power Customer Service

Satisfaction Survey for consecutive four years. Our group company

Norton Motorcycles, based in the United Kingdom, is one of the most

emotive motorcycle brands in the world. Our subsidiaries in the

personal e-mobility space, Swiss E-Mobility Group (SEMG) and EGO

Movement have a leading position in the e-bike market in Switzerland.

TVS Motor Company endeavours to deliver the most superior customer

experience across 80 countries in which we operate.

12
 OUR VISION AND MISSION
Our Vision

To transform the quality of life of people across the world by providing

mobility solutions that are exciting, responsible, sustainable and safe.

Our Mission

To be one of the leading companies globally in our chosen business

segments, providing the most compelling mobility solutions through:

1. An innovation driven culture thriving on relentless reflection and

teamwork

2. Focus on speed and agility to seize opportunity in a Volatile

Uncertain Complicated Ambiguous (VUCA) world

3. Scalable technology platforms & solutions with highest quality to

delight customers

4. Commitment towards a sustainable future for societies and the

environment

13
 LEADERSHIP

Venu Srinivasan

Chairman Emeritus, TVS Motor Company

Padma Bhushan, Padma Shri

Former President of Confederation of

Indian Industry (CII) (2009)

Venu Srinivasan is an engineer and an MBA

from Purdue University (USA) and took over as the CEO of Sundaram-
Clayton, the holding Company of TVS Motor, in 1979. In the same year,
TVS Motor Company was born and under Venu Srinivasan's persistent
and diligent work grew to be the third largest two-wheeler
manufacturing unit in India. He is currently the Chairman Emeritus of
the Company.
Hard work, persistence and self-belief maketh the man Venu
Srinivasan. He began his career as a mechanic in his own garage during
vacations and put in long, gruelling hours of preparation for his task
ahead. With the success of TVS, he has demonstrated that an Indian
company can grow to be a company of global quality and recognition and
manufacture products which would match or even exceed the best in the
world by adopting the right work ethos and successful work culture.
A perfectionist and a visionary, Venu Srinivasan pioneered the TQM
(Total Quality Management) concept based on the Japanese model, long
before most enterprises in India did. His obsession with excellence and
quality bore rich dividends with Sundaram Clayton and TVS Motor
Company winning the global quality benchmark - the Deming
Application Prize in 2002.
Venu Srinivasan, is the first Industrialist from India to be conferred with
the Deming ‘Distinguished Service Award for Dissemination and
Promotion Overseas’ in the year 2019, for his contributions in the field of
Total Quality Management (TQM).

14
The Deming Prize is the highest award for TQM in the world. Deming
‘Distinguished Service Award for Dissemination and Promotion Overseas’
is given to individuals who have made outstanding contributions in the
dissemination and promotion of Total Quality Management (TQM) and is
sponsored by Japanese Union of Scientists and Engineers (JUSE).
In 2014, Venu Srinivasan was felicitated by the President of the Republic
of Korea, His Excellency Lee Myung-Bak with a distinguished civilian
honour 'Order of Diplomatic Service Merit' in recognition of his valuable
contribution in promoting Korea-India bilateral relations. This award is
conferred for meritorious service to the extension of national prestige
overseas and to the promotion of friendship with other nations.
Venu Srinivasan, was conferred with the prestigious JRD Tata Corporate
Leadership Award in the year 2004, by the All-India Management
Association (AIMA)
The University of Warwick, Coventry, Warwickshire honoured Venu
Srinivasan with a Doctorate Degree in Science in 2004, recognition of his
excellence in manufacturing and contribution in the field of Technology
and Research & Development. The honour comes in recognition of the
pivotal role played by Venu Srinivasan in elevating TVS Motor Company
to the position of a leading manufacturer of two-wheelers in the world
and making it on par with global two-wheeler giants. This he achieved by
adopting a work culture that matches the best in the world and by
carrying out his vision through persistence, hard work, and self-belief.

15
BOARD OF DIRECTOR

16
17
OUR PRODUCTS

18
19
CHAPTER - 3
TRAINING AND DEVELOPMENT
Training refers to the teaching/learning activities done for the primary

purpose of helping members of an organization to acquire and apply

the knowledge skills, abilities, and attitude needed by that

organization to acquire and apply the same. Broadly speaking

training is the act of increasing the knowledge and skill of an

employee for doing a particular job.

In today’s scenario change is the order of the day and the only way to

deal with it is to learn and grow. Employees have become central to

success or failure of an organization they are the cornucopia of ideas.

So it high time the organization realize that “train and retain is the

mantra of new millennium.”

It is a subsystem of an organization. It ensures that randomness is

reduced and learning or behavioral change takes place in structured

format.

TRADITIONAL AND MODERN APPROACH OF TRAINING AND

DEVLOPMENT

Traditional Approach – Most of the organizations before never used

to believe in training. They were holding the traditional view that

managers are born and not made. There were also some views that

training is a very costly affair and not worth. Organizations used to

believe more in executive pinching. But now the scenario seems to Be

changing.

20
The modern approach of training and development is that Indian

Organizations have realized the importance of corporate training.

Training is now considered as more of retention tool than a cost. The

training system in Indian Industry has been changed to create a

smarter workforce and yield the best results.

TRAINING DEFINED

It is a learning process that involves the acquisition of knowledge,

sharpening of skills, concepts, rules, or changing of attitudes and

behaviors to enhance the performance of employees.

Training is activity leading to skilled behavior

• It’s not what you want in life, but it’s knowing how to reach it

• It’s not where you want to go, but it’s knowing how to get there

• It’s not how high you want to rise, but it’s knowing how to take off

• It may not be quite the outcome you were aiming for, but it will be

an outcome

• It’s not what you dream of doing, but it’s having the knowledge to do

it

Importance of Training and Development

• 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.

• Development of Human Resources – Training and Development

helps to provide an opportunity and broad structure for the

21
development of human resources’ technical and behavioral skills in an

organization. It also helps the employees in attaining personal growth.

• Development of skills of employees – Training and Development

helps in increasing the job knowledge and skills of employees at each

level. It helps to expand the horizons of human intellect and an overall

personality of the employees Productivity – Training and Development

helps in increasing the productivity of the employees that helps the

organization further to achieve its long-term goal

• 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

• 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.

• Organization Climate – Training and Development helps building the

positive perception and feeling about the organization. The employees

get these feelings from leaders, subordinates, and peers.

• Quality – Training and Development helps in improving upon the

quality of work and work-life.

• Healthy work-environment – Training and Development helps in

creating the healthy working environment. It helps to build good

employee, relationship so that individual goals aligns with

organizational goal.

• Health and Safety – Training and Development helps in improving

the health and safety of the organization thus preventing

22
obsolescence.

• Morale – Training and Development helps in improving the morale of

the work force.

• Image – Training and Development helps in creating a better

corporate image.

• Profitability – Training and Development leads to improved

profitability and more positive attitudes towards profit orientation.

Training and Development Objectives

The principal objective of training and development division is to make

sure the availability of a skilled and willing workforce to an

organization. In addition to that, there are four other objectives:

Individual, Organizational, Functional, and Societal.

Individual Objectives – help employees in achieving their personal

goals, which in turn, enhances the individual contribution to an

organization.

Organizational Objectives – assist the organization with its primary

objective by bringing individual effectiveness.

Functional Objectives – maintain the department’s contribution at a

level suitable to the organization’s needs.

Societal Objectives – ensure that an organization is ethically and

socially responsible to the needs and challenges of the society.

Importance Of Training Objectives

Training objective is one of the most important parts of training

program. While some people think of training objective as a waste of

valuable time. The counterargument here is that resources are always

23
limited and the training objectives actually lead the design of training.

It provides the clear guidelines and develops the training program in

less time because objectives focus specifically on needs. It helps in

adhering to a plan. Training objectives tell the trainee that what is

expected out of him at the end of the training program. Training

objectives are of great significance from a number of stakeholder

perspectives.

1. Trainer

2. Trainee

3. Designer

4. Evaluator

Trainer – The training objective is also beneficial to trainer because it

helps the trainer to measure the progress of trainees and make the

required adjustments. Also, trainer comes in a position to establish a

relationship between objectives and particular segments of training.

Trainee – The training objective is beneficial to the trainee because it

helps in reducing the anxiety of the trainee up to some extent. Not

knowing anything or going to a place which is unknown creates

24
anxiety that can negatively affect learning. Therefore, it is important to

keep the participants aware of the happenings, rather than keeping it

surprise. Secondly, it helps in increase in concentration, which is the

crucial factor to make the training successful. The objectives create an

image of the training program in trainee’s mind that actually helps in

gaining attention. Thirdly, if the goal is set to be challenging and

motivating, then the likelihood of achieving those goals is much higher

than the situation in which no goal is Set. Therefore, training

objectives helps in increasing the probability that the participants will

be successful in training.

Designer – The training objective is beneficial to the training designer

because if the designer is aware what is to be achieved in the end then

he’ll buy the training package according to that only. The training

designer would then look for the training methods, training

equipments, and training content accordingly to achieve those

objectives. Furthermore, planning always helps in dealing effectively in

an unexpected situation. Consider an example; the objective of one

training program is to deal effectively with customers to increase the

sales. Since the objective is known, the designer will design a training

program that will include ways to improve the interpersonal skills,

such as verbal and non verbal language, dealing in unexpected

situation i.e. when there is a defect in a product or when a customer

is angry.

25
Therefore, without any guidance, the training may not be designed

appropriately.

Evaluator – It becomes easy for the training evaluator to measure the

progress of the trainees because the objectives define the expected

performance of trainees. Training objective is an important to tool to

judge the performance of participants.

Role of HRD Professionals in Training

This is the era of cut-throat competition and with this changing

scenario of business; the role of HR professionals in training has been

widened. HR role now is:

1. Active involvement in employee education

2. Rewards for improvement in performance

The Training System

A System is a combination of things or parts that must work together

to perform a particular function. An organization is a system and

training is a sub system of the organization. The System Approach

views training as a sub system of an organization. System Approach

can be used to examine broad issues like objectives, functions, and

aim. It establishes a logical relationship between the sequential stages

in the process of training need analysis (TNA), formulating, delivering,

and evaluating. There are 4 necessary inputs i.e. technology, man,

material, time required in every system to produce products or

services. And every system must have some output from these inputs

26
in order to survive. The output can be tangible or intangible

depending upon the organization’s requirement. A system approach to

training is planned creation of training program. This approach uses

step-by-step procedures to solve the problems. Under systematic

approach, training is undertaken on planned basis. Out of this

planned effort, one such basic model of five steps is system model that

is explained below.

Organization are working in open environment i.e. there are some

internal and external forces, that poses threats and opportunities,

therefore, trainers need to be aware of these forces which may impact

on the content, form, and conduct of the training [Link] internal

forces are the various demands of the organization for a better

learning environment; need to be up to date with the latest

technologies.

The three model of training are:

1. System Model

2. Instructional System Development Model

3. Transitional model

System Model Training

The system model consists of five phases and should be repeated on a

regular basis to make further improvements. The training should

achieve the purpose of helping employee to perform their work to

required standards. The steps involved in System Model of training are

as follows:

27
1. Analyze and identify the training needs i.e. to analyze the

department, job,

2. employees requirement, who needs training, what do they need

to learn, estimating training cost, etc The next step is to develop

a performance measure on the basis of which actual

performance would be evaluated.

3. Design and provide training to meet identified needs. This step

requires developing objectives of training, identifying the

learning steps, sequencing and structuring the contents.

4. Develop- This phase requires listing the activities in the training

program that will assist the participants to learn, selecting

delivery method, examining the training material, validating

information to be imparted to make sure it accomplishes all the

goals & objectives.

28
 Instructional System Development Model (ISD) Model
Instructional System Development model was made to answer the

training problems. This model is widely used now-a-days in the

organization because it is concerned with the training need on the job

performance. Training objectives are defined on the basis of job

responsibilities and job description and on the basis of the defined

objectives individual progress is measured. This model also helps in

determining and developing the favorable strategies, sequencing the

content, and delivering media for the types of training objectives to be

achieved.

The Instructional System Development model comprises of five stages:

1. ANALYSIS – This phase consist of training need assessment, job

analysis, and target audience analysis.

2. PLANNING – This phase consist of setting goal of the learning

outcome, instructional objectives that measures behavior of a

participant after the training, types of training material, media

selection, methods of evaluating the trainee, trainer and the training

program, strategies to impart knowledge i.e. selection of content,

sequencing of content, etc.

3. DEVELOPMENT – This phase translates design decisions into

training material.

It consists of developing course material for the trainer including

handouts, workbooks, visual aids, demonstration props, etc, course

material for the trainee including handouts of summary.

29
4. EXECUTION – This phase focuses on logistical arrangements, such

as arranging speakers, equipments, benches, podium, food facilities,

cooling, lighting, parking, and other training accessories.

5. EVALUATION – The purpose of this phase is to make sure that

the training program has achieved its aim in terms of subsequent

work performance. This phase consists of identifying strengths

and weaknesses and making necessary amendments to any of the

previous stage in order to remedy or improve failure practices.

BEST TIME TO IMPART TRAINING TO EMPLOYEE

1. NEW RECRUITS TO THE COMPANY

These have a requirement for induction into the company as a whole

in terms of its business activities and personnel policies and

provisions, the terms, conditions and benefits appropriate to the

particular employee, and the career and advancement opportunities

available.

2. TRANSFEREES WITHIN THE COMPANY

These are people who are moved from one job to another, either within

the same work area, i.e. the same department or function, or to

30
dissimilar work under a different management. Under this heading we

are excluding promotions, which take people into entirely new levels of

responsibility.

3. PROMOTIONS

Although similar to the transferee in that there is a new job to be

learned in new surroundings, he is dissimilar in that the promotion

has brought him to a new level of supervisory or management

responsibility. The change is usually too important and difficult to

make successfully to permit one to assume that the promotes will

pick it up as he goes along and attention has to be paid to training in

the tasks and the responsibilities and personal skills necessary for

effective performance.

4. NEW PLANT OR EQUIPMENT

Even the most experienced operator has everything to learn when a

computer and Electronic controls replace the previous manual and

electro-mechanical system on the process plant on which he works.

There is no less a training requirement for the supervisors and

process management, as well as for technical service production

control and others.

5. NEW PROCEDURES

Mainly for those who work in offices in commercial and administrative

functions but also for those who we workplace is on the shop floor or

on process plant on any occasion on which there is a modification to

existing paperwork or procedure for, say the withdrawal of materials

from stores, the control of customer credit the approval of expense

31
claims, there needs to be instruction on the change in the way of

working in many instances, a note bringing the attention of all

concerned the change is assume to be sufficient, but there are cases,

such as when total new systems in corporating IT up dates are

installed, when more thorough training is needed.

6. NEW STANDARDS, RULES AND PRACTICES

Changes in any one these are likely to be conveyed by printed note or

by word of mouth by the manager to his subordinates, and this can be

the most satisfaction way of dealing with the change from the point of

view of getting those affected to understand their new responsibility.

However not all changes under this heading can be left to this sort of

handling. Even the simplest looking instruction may be regarded as

undesirable or impracticable by whoever has to perform it he may not

understand the purpose behind the change and lose confidence in a

management which he now believes to be ‘messing about’, or he may

understand the purpose and have a better alternative to offer if it is

not too late.

7. NEW RELATIONSHIP AND AUTHORITIES

These can arise, as a result of management decisions, in a number of

ways. In examples, the recognition of the accounts department can

result in a realization of responsibilities between the section leaders of

credit control, invoicing and customer records, although there is no

movement of staff between the sections (i.e. no transfers). Although

the change in work content for each clerk and supervisor is defined

clearly for each person in the new procedures, there is nevertheless a

32
need for each person to know where he stands in the new set up,

which is responsible for what, and where to direct problems and

enquiries as they arise in the future.

8. MAINTENANCE OF STANDARDS

We are here concerned with maintenance of standards through

training, for it must be remembered that supervision and inspection

and qualify control are continuously responsible for standards and

exercise their own authorities to this end. Although it is generally

agreed that some retraining from time to time, taking varied forms

even for the on group of employees, does act as both a reminder and a

stimulus, there is not much agreement on the next frequency and

form that such retraining should take, of there is as yet little scientific

knowledge on this subject which is of much use in industrial

situations.

9. THE MAINTENANCE OF ADAPTABILITY

Again, whilst there is little scientific study of the loss of ability to learn

new skills in those cases where people spend a long time without

change, and without the need to learn, there is increasing evidence in

current experience to suggest that this is the case in industrial

employment. Add, of course, there is the inference arising from the

laboratory experiments of psychologists.

10. THE MAINTENANCE OF MANAGEMENT SKILLS & STANDARDS

Skills in supervising, employee appraisal, communications, leadership

etc are important in all companies. Some of these skills are seen to be

critical to major developments in company organisation, culture,

33
employee empowerment and so on. Initial training in these skills is

not uncommon in the largest companies on appointment into

management and supervision. But continuous training and

performance monitoring is rare, despite the common knowledge that

standards are as varied as human nature.

BENEFITS OF TRAINING

Employees and the organization need to realize the importance of

contribution and learning for mutual growth and development.

Training is the answer to deal with stagnation stage by constantly

updating it in every field. Other benefits of training include:

➢ Hiring appeal: companies that provide training attract a better

quality Workforce.

➢ Assessing and addressing any performance deficiency.

➢ Enhancing workforce flexibility. Cross-cultural training is

essential for them for better adjustment in the new

environment.

➢ Increasing commitment: Training acts as a loyalty booster.

Employee motivation is also enhanced when the employee

knows that the organization would provide them opportunities

to increase their skills and knowledge.

➢ It gives the organization a competitive edge by keeping abreast

of the latest changes; it acts as a catalyst for change.

➢ Higher customer satisfaction and lower support cost results

through improved service, increased productivity and greater

sufficiency.

34
 ➢ Training acts as benchmark for hiring promoting and career

planning.

➢ It acts act as a retention tool by motivating employee to the vast

opportunities for growth available in an organization.

TYPES OF TRAINING METHODS ADOPTED BY TVS MOTOR

The training methods which are generally used in an organization are

classified into two i.e.

1) On the job: On-the-job training places the employees in an actual

work situation and makes them appear to be immediately productive.

It is learning by doing. For jobs, that either are difficult to simulate or

can be learn quickly by watching and doing on-the-job training makes

sense.

One of the drawbacks to on-the-job training can be low productivity

while the employees develop their skills. Another drawback can be the

errors made by the trainees while they learn. However, when the

damage the trainees can do is minimal, where training facilities and

personnel are limited or costly, and where it is desirable for the

workers to learn the job under normal working conditions, the

benefits of on-the-job training frequently offset its drawbacks.

(ii) Job Instruction Training: JIT consists of four basic steps:

(a) Preparing the trainees by telling them about the job and over

coming their uncertainties

(b) Presenting the instruction, giving essential information in a clear

manner;

35
(c) Having the trainees try out the job to demonstrate their

understanding; and

2) Off the job: Off-the-job training covers a number of techniques –

classroom lectures, films, demonstrations, case studies and other

simulation exercises, and programmed instruction. The facilities

needed for each of these techniques vary from a small make shift

classroom to an elaborate development center with large lecture halls,

supplemented by small conference rooms with sophisticated

audiovisual equipment, two-way mirrors, and all the frills.

OFF THE JOB TRAINING –

There are many management development techniques that an

employee can take in off the job. The few popular methods are:

▪ Sensitivity Training
▪ Transactional Analysis
▪ Straight Lectures/ Lectures
▪ Simulation Exercises
Operational Level – Training Need analysis at operational level

focuses on the work that is being assigned to the employees. The job

analyst gathers the information on whether the job is clearly

understood by an employee or not. He gathers this information

through technical interview, observation, psychological test;

questionnaires asking the closed ended as well as open ended

questions, etc. Today, jobs are dynamic and keep changing over the

time. Employees need to prepare for these changes. The job analyst

also gathers information on the tasks needs to be done plus the tasks

36
that will be required in the future. Based on the information collected,

training Need analysis (TNA) is done.

Training-Design

The design of the training program can be undertaken only when a

clear training objective has been produced. The training objective

clears what goal has to be achieved by the end of training program i.e.

what the trainees are expected to be able to do at the end of their

training. Training objectives assist trainers to design the training

program.

The trainer – Before starting a training program, a trainer analyzes

his technical, interpersonal, judgmental skills in order to deliver

quality content to trainers

The trainees – A good training design requires close scrutiny of the

trainees and their profiles. Age, experience, needs and expectations of

the trainees are some of the important factors that affect training

design.

Training climate – A good training climate comprises of ambience,

tone, feelings, positive perception for training program, etc. Therefore,

when the climate is favorable nothing goes wrong but when the

climate is unfavorable, almost everything goes wrong.

Trainees’ learning style – the learning style, age, experience,

educational background of trainees must be kept in mind in order to

get the right pitch to the design of the program.

Training strategies – Once the training objective has been identified,

the trainer translates it into specific training areas and modules. The

37
trainer prepares the priority list of about what must be included, what

could be included.

Training topics – After formulating a strategy, trainer decides upon

the content to be delivered. Trainers break the content into headings,

topics, ad modules.

These topics and modules are then classified into information,

knowledge, skills, and attitudes. Sequence the contents – Contents are

then sequenced in a following manner:

• From simple to complex

• Topics are arranged in terms of their relative importance

• From known to unknown

• From specific to general

• Dependent relationship

Training tactics – Once the objectives and the strategy of the training

program becomes clear, trainer comes in the position to select most

appropriate tactics or methods or techniques. The method selection

depends on the following factors:

• Trainees’ background

• Time allocated

• Style preference of trainer

• Level of competence of trainer

• Availability of facilities and resources, etc

Support facilities – It can be segregated into printed and audio

visual. The various requirements in a training program are white

boards, flip charts, markers, etc.

38
Constraints – The various constraints that lay in the trainers mind

are:

• Time

• Accommodation, facilities and their availability

• Furnishings and equipments

• Budget

Training Implementation

To put training program into effect according to definite plan or

procedure is called training implementation. Training implementation

is the hardest part of the system because one wrong step can lead to

the failure of whole training program. Even the best training program

will fail due to one wrong action.

Training implementation can be segregated into:

• Practical administrative arrangements

• Carrying out of the training Implementing Training Once the staff,

course, content, equipments, topics are ready, the training is

implemented. Completing training design does not mean that the work

is done because implementation phase requires continual adjusting,

redesigning, and refining. Preparation is the most important factor to

taste the success. Therefore, following are the factors that are kept in

mind while implementing training program:

The trainer – The trainer need to be prepared mentally before the

delivery of content. Trainer prepares materials and activities well in

advance. The trainer also set grounds before meeting with participants

39
by making sure that he is comfortable with course content and is

flexible in his approach.

Physical set-up – Good physical set up is pre-requisite for effective

and successful training program because it makes the first impression

on participants. Classrooms should not be very small or big but as

nearly square as possible. This will bring people together

both physically and psychologically. Also, right amount of space

should be allocated to every participant. Establishing rapport with

participants – There are various ways by which a trainer can establish

good rapport with trainees by:

• Greeting participants – simple way to ease those initial tense

moments

• Encouraging informal conversation

• Remembering their first name

• Pairing up the learners and have them familiarized with one another

• Listening carefully to trainees’ comments and opinions

• Telling the learners by what name the trainer wants to be addressed

• Getting to class before the arrival of learners

• Starting the class promptly at the scheduled time

• Using familiar examples

• Varying his instructional techniques

• Using the alternate approach if one seems to bog down

Reviewing the agenda – At the beginning of the training program it is

very important to review the program objective. The trainer must tell

the participants the goal of the program, what is expected out of

40
trainers to do at the end of the program, and how the program will

run. The following information needs to be included:

• Kinds of training activities

• Schedule

Training Evaluation

The process of examining a training program is called training

evaluation. Training evaluation checks whether training has had the

desired effect. Training evaluation ensures that whether candidates

are able to implement their learning in their respective workplaces, or

to the regular work routines.

Purposes of Training Evaluation

The five main purposes of training evaluation are:

Feedback: It helps in giving feedback to the candidates by defining the

objectives and linking it to learning outcomes. Research: It helps in

ascertaining the relationship between acquired knowledge, transfer of

knowledge at the work place, and training.

Control: It helps in controlling the training program because if the

training is not effective, then it can be dealt with accordingly. Power

41
games: At times, the top management (higher authoritative employee)

uses the evaluative data to manipulate it for their own benefits.

Intervention: It helps in determining that whether the actual

outcomes are aligned with the expected outcomes.

COACHING

Coaching is one of the training methods, which is considered as a

corrective method for inadequate performance. According to a survey

conducted by International Coach Federation (ICF), more than 4,000

companies are using coach for their executives. These coaches are

experts most of the time outside consultants.

A coach is the best training plan for the CEO’s because

• It is one-to-one interaction

• It can be done at the convenience of CEO

• It can be done on phone, meetings, through e-mails, chat

• It provides an opportunity to receive feedback from an expert

• It helps in identifying weaknesses and focus on the area that needs

improvement This method best suits for the people at the top

because if we see on emotional front, when a person reaches the

top, he gets lonely and it becomes difficult to find someone to talk

to. It helps in finding out the executive’s specific developmental

needs. The needs can be identified through 60 degree performance

review.

42
PROCESS OF TRAINING EVALUATION

Before Training: The learner’s skills and knowledge are assessed

before the training program. During the start of training, candidates

generally perceive it as a waste of resources because at most of the

times candidates are unaware of the objectives and learning outcomes

of the program. Once aware, they are asked to give their opinions on

the methods used and whether those methods confirm to the

candidates preferences and Learning style.

During Training: It is the phase at which instruction is started. This

phase usually consist of short tests at regular intervals

After Training: It is the phase when learner’s skills and knowledge

are assessed again to measure the effectiveness of the training. This

phase is designed to determine whether training has had the desired

effect at individual department and organizational levels.

There are various evaluation techniques for this phase.

Techniques of Evaluation
The various methods of training evaluation are:
• Observation
• Questionnaire
• Interview
• Self diaries

43
• Self recording of specific incidents
Quality

Particularly in those industries, which have to compete in

international markets, the management made clear links between

training policies and the quality of work.

Change in Corporate culture

Continuous training was used to transmit new business strategies

and new organization culture.

Organizational Development

In some organization where financial responsibilities were being

decentralized, the training function was also getting decentralized. In

other training dept was abolished altogether and all manager’s were

made responsible for instruction and training.

Flexible working practices

Company made a major training program after making two third work

forces redundant. This involved both vocational training and

encouraging employee to take educational courses in their free time.

Training and employment package

In certain companies training formed part of the pay packet offered to

employees. It also had a bearing on the Lab our turnover percentage of

employee. In other way we can say its like cost to company.

Corporate structure

In some instances I became difficult for managers to meet business

objectives because they had in sufficient control over recruitment and

training decision. In some other cases rivalries between different

44
divisions of same company, prevented the integration of coherent

training and personal policies at central level.

The role of professional trainers

The findings suggest that the role of the professional trainer had

undergone significant changes. He is today not only a mere provider or

organizer of training but also is being seen as an agent or facilitator of

change. This because today the management is integrating training

into the very culture of their organisation. In some organisation the

trainers now have access to key decision-makers and have established

greater legitimacy for training and development activities.

Corporate and individual training needs

Evidence suggests that numbers of organisation are effectively

integrating their training and business strategies and progress has

been made in training for organizational development.

(i) Classroom lectures/conferences: The lecture or conference

approach is well adapted to conveying specific information – rules,

procedures, or methods. The use of audiovisuals or demonstrations

can often make a formal classroom presentation more interesting

while increasing retention and offering a vehicle for more interesting

while increasing retention and offering a vehicle for clarifying more

difficult points. The lecture’s liabilities include possible lack of

feedback and the lack of active involvement by the trainees.

(ii) Simulation exercises: Any training activity that explicitly places the

trainee in an artificial environment that closely mirrors actual working

conditions can be considered a simulation. Simulation activities

45
include case exercises, experimental exercises, complex computer

modeling, and vestibule training.

[Link] training: In vestibule training, employees learn their jobs

on the equipment they will be using, but the learning is conducted

away from the actual work floor. In the 1980s many large retail chains

train cashiers on their new computer cash registers – which are much

more complex because they control inventory and perform other

functions in addition to ringing up orders – in specially created

vestibule labs that simulated the actual checkout-counter

environment.

Training, as a process of long term learning is essentially a

developmental tool. By effectively utilizing this tool, the organization

expects to achieve career objectives.

➢ Contribute towards the career progressions of the employees by

importing knowledge of an additional or reinforcing nature,

developing skills and bringing about desired attitudinal changes

among them. This would not merely prove effective in assisting

them to achieve organizational goals but also enable

enhancement of their self esteem and self confidences to face

external challenges.

➢ Ours is a changing and dynamic organization which has to pay

considerable emphasis on training and retraining its employees

to enable them to be competent, committed and has the

capacity to change according to the external and internal

demands and pressures.

46
Training of employees is not merely the responsibility of the

management or the training cell alone, but the responsibility of

department managers as well. The human resource department must

enable the involvement of the department managers in the process of

employee training and development.

Assessment Of Training Needs

There are five steps towards the assessment and analysis of training

and development of the organization.

➢ Collection of information through interviewing and discussing

with key personnel both inside and outside the organization or

specific departments; observing the work place, working

conditions, processes and outcomes; examining records, other

written information and annual employee appraisal.

➢ Compare performances of each department and each employee

against objectives, targets and standards set for them and

keeping in mind future work requirements in the organization.

➢ Identify cause of problems faced by the organization to enable

the management to train the employees in handling the

problems as well as solving the problem in a satisfactory

manner.

➢ Segregate identified problems into problems requiring staff

development action such as training and into problems

requiring other management actions, so that these problems are

accurately addressed.

47
LABOUR FORCE

Labour force is an innovative and professional staffing solutions

services provider. Our services are diverse and used across a wide

range of industries providing our customers recruiting services,

supplementary labour and complete workforce management. Our

company started in 1998 initially as a provider to the logistics

industry. We quickly became very successful in this area and

expanded into the industrial and commercial sectors.

Labourforce is Australian owned and now operates from offices

nationally providing our customers with superior staffing services and

contract management. We seek to significantly improve our

customer’s performance through innovative and service oriented

workforce solutions tailored to meet every individual client needs. The

service we provide is at the heart of our mission statement.

“Our Mission is to provide professional staffing and recruitment

solutions to our business partners for mutual growth and

success”

Labourforce provides supplementary and permanent labour solutions

both blue and white collar across a wide variety of industry sectors,

including manufacturing, transport & logistics, light & heavy

industrial and the service industry. Providing personnel to fill various

positions, at multiple levels, such as senior, middle & project

management, administration, trade qualified, skilled and semi skilled

individuals.

Social Responsibility

48
Labourforces' approach to Social Responsibility is driven by the

Labourforces Company Values:

• People

• Knowledge

• Innovation

People
Caring about people, customers and community and the role of work
in their lives.
Developing a diverse and inclusive labour market that reflects the
population as a whole.
Driving social cohesion - the inclusion of all disadvantaged groups in
the workforce - to the benefit of local, regional, national and
international economies.
Implementing Work/Life balance policies which recognise individuals'
requirements and create a more motivated and productive workforce.
Knowledge
Learning and growing by sharing knowledge and resources.
Delivering "Life Long Learning," improved employability and
sustainable employment to people of all ages and backgrounds
through education and training programs, skills development and
work experience opportunities that in turn will deliver a business
benefit and secure employment for the future.
Assisting companies to manage people effectively through good and
bad times, using efficient change management techniques.
Innovation
Daring to be innovative in driving business growth through social
responsibility.
Partnering and developing initiatives with business and business
organisations, government and local authorities, trade unions and
non-governmental organisations to the achievement of common goals.

49
CHAPTER - 4
DATA ANALYSIS AND INTERPRETATIONS

Q1. Whether Training is given adequate importance in your

organization

Particulars Frequency Percentage

Strongly agree 30 30%

Agree 55 55%

Strongly Disagree 5 5%

Disagree 10 10%

Total 100 100%

INTERPRETATION:-

The above graph indicates that the training sessions conducted in the
organization is useful.

50
Q2. The Skill learnt in Training and Development program are
helpful to me.

Particulars Frequency Percentage

Strongly Agree 45 45%

Agree 35 35%

Strongly Disagree 10 10%

Disagree 10 10%

Total 100 100%

INTERPRETATION:-

45% of respondents strongly agree and 35% of the respondents agree

that the skill learnt in Training and Development is helpful.

51
Q3. Training is periodically evaluated and improved the
performance level.

Particulars Frequency Percentage

Strongly Agree 15 15%

Agree 50 50%

Strongly Disagree 15 15%

Disagree 20 20%

Total 100 100%

INTERPRETATION:-

30% of respondents strongly agree and 55% of the respondents agree

that the training is periodically evaluated.

52
Q4. The HR Department conducts briefing sessions for employees
before the actual training program.

Particulars Frequency Percentage

Yes 60 60%

No 40 40%

Total 100 100%

INTERPRETATION:-

60% -of respondents agree and 40% -of the respondents disagree.

53
Q5. Employees and Organization participate in determining the
Training they need.

Particulars Frequency Percentage

Strongly Agree 15 15%

Agree 50 50%

Strongly Disagree 15 15%

Disagree 20 20%

Total 100 100%

INTERPRETATION:-

10% of respondents strongly agree and 45% of the respondents agree

that they are also involved in determining the training needs.

54
Q6. Employees and Organization participate in determining the
Training they need.

Particulars Frequency Percentage

Strongly Agree 5 5%

Agree 45 45%

Strongly Disagree 15 15%

Disagree 35 35%

Total 100 100%

INTERPRETATION:-

05% of respondents strongly agree and 45% of the respondents agree

that the senior line managers are eager to help the juniors to develop

their skills through training.

55
Q7. Whether, your Management takes training program take
training seriously.

Particulars Frequency Percentage

Yes 75 75%

No 25 25%

Total 100 100%

INTERPRETATION

75% of respondents strongly agree and 25% of the respondents agree

that the company takes training seriously.

56
Q8. There is an adequate emphasis on developing managerial
capabilities of the managerial staff through training.

Particulars Frequency Percentage

Strongly Agree 20 20%

Agree 65 65%

Strongly Disagree 5 5%

Disagree 10 10%

Total 100 100%

Interpretation

20% of respondents strongly agree and 65% of the respondents agree

that there is adequate emphasis on developing managerial capabilities

of the managerial staff through training.

57
Q9. Induction Training is given adequate importance in your

organization.

Particulars Frequency Percentage

Yes 42 42%

No 58 58%

Total 100 100%

Interpretation

42% of respondents strongly agree and 58% of the respondents

disagree that the Induction Training is given adequate importance in

their organization.

58
Q10. Senior management takes interest and spends time with the

new staff during induction training.

Particulars Frequency Percentage

Yes 42 42%

No 58 58%

Total 100 100%

Interpretation

44% of respondents strongly agree and 56% of the respondents

disagree

59
Q11. Quality of the Training programme needs to be improved.

Particulars Frequency Percentage

Yes 34 34%

No 66 66%

Total 100 100%

Interpretation

34% of respondents agree and 66% of the respondents disagree

60
Chapter - 5

CONCLUSION

Under noted few conclusion can be taken as for implementation to

reap furthers benefits.

➢ Making training and development process and entirely in house

activity to reduce cost.

➢ It is found that the average age group of trainees are in their

twenties or early thirties which signifies that the consumer

durable industry need more of young blood as enthusiasm is an

integral part of the industry.

➢ The maximum emphasis is given to job instruction methods

where the trainee are made to understand their job thoroughly

and the role they are going to play in performing their job.

➢ Lecture as well as the presentation is the major part of

imparting the education and training them.

61
 SUGGESTIONS

➢ The training objective are in keeping with needs and abilities of

the trainee and it is this that proves to be the major reason for

success of the training as whole...

➢ The trainee fill the feedback form and from time to time test are

conducted to know the gauge the effectiveness of training to

employee to check their memory if they retain anything or not.

➢ We think that time management is one of the thing on which

TVS Motor team must emphasis so that there employee can be

more productive as it was found during the visit to the corporate

office people they lack in managing themselves.

➢ Stress management training is more important for employee as

it was observed that people are all the time in tension like

situation as to how to do what to do when to do, no time and

things like that which kept them tensed all time. Last but not

least behavioral training is more important as while doing the

study it was found that people are less cooperative and outgoing

to help out.

62
Chapter - 6

QUESTIONNAIRE
1. Name :

2. Designation :

3. Qualification :

4. Working with TVS Motor since :

5. Previous experience if any.

1. name of the previous employer

2. worked as

3. duration of previous job

Q1. Whether Training is given adequate importance in your organization

a. Strongly agree b. Agree
c. Strongly Disagree d. Disagree
Q2. The Skill learnt in Training and Development program are helpful to me.
a. Strongly agree b. Agree
c. Strongly Disagree d. Disagree
Q3. Training is periodically evaluated and improved the performance level.
a. Strongly agree b. Agree
c. Strongly Disagree d. Disagree
Q4. The HR Department conducts briefing sessions for employees before the
actual training program.
a. Yes b. No
Q5. Employees and Organization participate in determining the Training
they need.
a. Strongly agree b. Agree
c. Strongly Disagree d. Disagree
Q6. Senior Line Manager is eager to help their juniors develop through
training.
a. Strongly agree b. Agree
c. Strongly Disagree d. Disagree

63
Q7. Whether, your Management takes training program take training
seriously.
a. Yes b. No
Q8. There is an adequate emphasis on developing managerial capabilities of
the managerial staff through training.
a. Strongly agree b. Agree
c. Strongly Disagree d. Disagree

Q9. Induction Training is given adequate importance in your organization.

a. Yes b. No

Q10. Senior management takes interest and spends time with the new staff
during induction training.
a. Yes b. No

Q11. Quality of the Training programme needs to be improved.

a. Yes b. No
Q12. Employees are given appraisal in order to motivate them to attend the
training. Do u agree with this statement?
a) Strongly agree b) Agree
c) Somewhat d) Disagree
Q13. What are the skills that the trainer should possess to make the
training effective?
a) Technical skills b) People skills or Soft skills
c) Generalist makes better Personnel managers than Specialist
d) Fond of talking to people
Q14. What are the general complaints about the training session?
a) Take away precious time of employees
b) Too many gaps between the sessions
c) Training sessions are unplanned
d) Boring and not useful
Q15. Reason for shortage of skilled man power at workplace are :
a) Lack of planning
b) Lack of support from senior staff
c) Lack of proper guidance and training at workplace
d) Lack of quality education at primary and secondary level

64
 REFERENCES
1. HUMAN RESOURCE MANAGEMENT T. N. CHABRA

2. PERSONNEL MANAGEMENT C. B. MEMORIA

3. PERSONNEL MANAGEMENT & INDUSTRIAL RELATION- R.S. DEVAR

4. HUMAN RESOURCE & PERSONNEL MANAGEMENT- K. ASHWATHAPPA

Websites

[Link]
[Link]

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