IN-COMPANY TRAINING REPORT

ON

TRAINING & DEVELOPMENT PRACTICES IN

ORGANISATIONS A CASE STUDY OF
HERO MOTORS
COMPLETED IN
Hero Motors Limited

SUBMITTED IN PARTIAL FULFILLMENT OF THE REQUIREMENT OF

BACHELOR OF BUSINESS ADMINISTRATION (BBA)

GURU JAMBHESHWAR UNIVERSITY OF SCIENCE &

TECHNOLOGY HISAR

TRAINING SUPERVISOR
MR. SANJAY MITTAL
(HR- Manager)

SUBMITTED BY
...............
BATCH: 2009-2012
ENROLLMENT NO: ...............

SESSION 2009-2012

GURU JAMBHESHWAR UNIVERSITY

OF SCIENCE & TECHNOLOGY
HISAR -125001

PROJECT REPORT
ON

TRAINING & DEVELOPMENT PRACTICES IN

ORGANISATIONS A CASE STUDY OF
HERO MOTORS
COMPLETED IN

Hero Motors Limited

SUBMITTED IN PARTIAL FULFILLMENT OF THE REQUIREMENT OF
BACHELOR OF BUSINESS ADMINISTRATION (BBA)

GURU JAMBHESHWAR UNIVERSITY OF SCIENCE &

TECHNOLOGY HISAR

TRAINING SUPERVISOR
MR. SANJAY MITTAL
(HR- Manager)

SUBMITTED BY
...............
BATCH: 2009-2012
ENROLLMENT NO: ...............

SESSION 2009-2012

GURU JAMBHESHWAR UNIVERSITY

OF SCIENCE & TECHNOLOGY
HISAR -125001

IN-COMPANY TRAINING CERTIFICATE

STUDENTS DECLARATION
I hereby declare that the Summer Training Report conducted at Training &
Development Practices in Organisations A Case Study of Hero Motors submitted
in partial fulfillment of the requirement of bachelor of business administration (BBA)
Jagannath Institute of Management Sciences, Affiliated to: Guru Jambheshwar
University Hisar. It is my original work and the same has not been submitted for the
award of any other Degree/diploma / fellowship or other similar titles or prizes.

...............
Student signature

DIRECTORS CERTIFICATE

EXECUTIVE SUMMARY
Based on the data collected through the questionnaire and interactions with the
officials and executives of Hero Motors. Training is considered as a positive step
towards augmentation of the knowledge base by the respondents. The objectives of
the training programmes were broadly known to the respondents prior to attending
them. The training programmes were adequately designed to cater to the
developmental needs of the respondents. Some of the respondents suggested that the
time period of the training programmes were less and thus need to be increased. Some
of the respondents also suggested that use of latest training methods will enhance the
effectiveness of the training programmes. Some respondents believe that the training
sessions could be made more exciting if the sessions had been more interactive and in
line with the current practices in the market. The training aids used were helpful in
improving the overall effectiveness of the training programmes. The training
programmes were able to improve on-the-job efficiency. Some respondents also
recommended that the number of training programmes be increased. The organization
may utilize both subjective and objective approach for the training programmes. The
organization may consider deputing each employee to attend at least one training
programmes each year. The In-house training programmes will be beneficial to the
organization as well as employees since it will help employees to attend their official
work while undergoing the training. The organization can also arrange part time
training programmes in the office premises for short durations, spanning over a few
days, in order to avoid any interruption in the routine work. The organization can
arrange the training programmes department wise in order to give focused attention
towards the departmental requirements.

ACKNOWLEDGEMENT
The present work is an effort to throw some light on Training & Development
Practices in Organisations A Case Study of Hero Motors. The work would not
have been possible to come to the present shape without the able guidance,
supervision and help to me by number of people.
With deep sense of gratitude I acknowledged the encouragement and guidance
received by my organizational guide Mr. Sanjay Mittal (HR-Manager) and other
staff members as well for guiding me throughout the work and handling my each
query with great patience.
Last but not the least I would also like to thank my family and friends as well for
motivating me and continuously supporting me whenever I need.
I convey my heartful affection to all those people who helped and supported me
during the course, for completion of my Project Report.

...
REGD NO.: ...

TABLE OF CONTENTS
S.No
TOPIC
CHAPTER 1 - INTRODUCTION

Page. No

1.1. Overview of Industry as a whole

1.2. Profile of the Organization

Origin

Recent Achievements

Mission & Vision

Products

Organization Structure

1.3 Introduction to the Topic/Title/Problem Studied

CHAPTER 2 - OBJECTIVE & METHODOLOGY

2.1. Objectives of the Study
2.2. Research Methodology

Research Design

Sources of data

Sampling Technique

Sample size, if any

Methods of data collection

Tools and techniques of analysis

2.3. Limitations of the Study

CHAPTER 3 - DATA ANALYSIS & INTERPRETATION

CHAPTER 4 - FINDINGS
CHAPTER 5 - RECOMMENDATIONS
ANNEXURES

Questionnaire/s

Tables/Graphs/ Annual Reports of Company/Industry etc.

Any other relevant documents

BIBLIOGRAPHY/REFERENCES

CHAPTER-1
INTRODUCTION

INTRODUCTION
1.1. Overview of Industry as a whole
INTRODUCTION TO THE RESEARCH TOPIC
Every organization needs to have experienced and well-trained employees to perform
the activities. Rapid changes in the environment have not only made the jobs more
complex but have also created increased pressures for the organisations to re-adapt
the products and services offered to compete in this fast changing world. Therefore, in
a rapidly changing society training is an activity, which is must for maintaining a
viable and knowledgeable work force.
Success of any training programme largely depends upon proper identification of
training needs. Training needs are felt by the managers when they discover/perceive
deviation between standard performance and actual performance of its employees. It
is not that only workers need training. Simultaneously supervisors, managers and
executives need to be trained and developed to grow and acquire maturity of thought
and action. Many organisations invest considerable resources in training and
development but never really examine how and where this can most effectively
promote organisational objectives and individual growth. The failure to analyse
training needs within the organisation will lead to lesser of benefits and huge
investment in the training programme of the institute. Hence it would be pertinent to
analyse training needs first and then impart training accordingly.
Training is a long term investment in human resource using the equation given below:
Performance = ability x motivation
Training can have an impact on both these factors. It can heighten the skills and
abilities of the employees and their motivation by increasing their sense of
commitment and encouraging them to develop and use new skills. It is a powerful
took that can have a major impact on both employee productivity and morale, if
properly used.

10

WHAT IS TRAINING?
Training is a learning experience in that it seeks a relatively permanent change in an
individual that will improve his/her ability to perform on the job. We typically say
training can involve the changing of skills, knowledge, attitudes or social behavior. It
may mean changing employees, how they work, their attitudes toward their work of
their interaction with their co-workers or supervisors.
TRAINING OBJECTIVES AND STRATEGIES
Having identified the training needs based on the various analyses discussed above,
the next logical steps are to set training objectives in concrete terms and to decide on
the training strategies to be adopted to meet these objectives. The training needs
basically highlight the gap between the existing and desired repertoire of knowledge
attitude and skills at individual, group and organizational level to enable the
employees to contribute towards the realization of

organizational objectives at

optimum efficiency. The training effort, thus will have to aim at filling in this gap by
clearly stating the objectives in quantitative and qualitative terms to be achieved
through

training. Such an exercise will also enable the training specialists to

evaluate, monitor and measure the extent to which stated objectives have been met
through training intervention. As the training objectives are related to organizational
objectives, the involvement of the top management will be necessary to ensure that
the two sets of objectives are integrated.
It will be desirable to use the following criteria in setting training objectives:
Specific requirements of individuals and organizations so as to achieve integration
of the two.
Roles and tasks to be carried out by the target group.
Relationship with other positions vertically and horizontally and technological
imperatives.
Relevance, applicability and compatibility of training to wok situations.
Training as a means of bringing about a change in behavior back on the job.

11

 Behavior including activities that can be observed, measured and/or recorded the
expected change in behavior must be useful, closely related to and subject to
maintenance in the work environment.
More specifically the following steps could be involved in setting training
objectives:
Identification of the behavior where change is required.
Nature and size of the group to be trained in terms of prior training, situational
factors, formal education.
Existing behavior defined in terms of ratio, frequency quality of interaction and
supervision, routines and repetitiveness, innovations, omissions, error, etc.
Desired behavior aimed at improving the existing condition stated preferably in
quantitative such as ratio, frequency of occurrence, reporting by exceptions, selfmonitoring mechanisms etc.
Operational results to be achieved through training stated in terms of increase in
efficiency and effectiveness criteria such as productivity, cost, down time,
turnover, time for innovations and creativity.
Indicators to be used in determining changes from existing to the desired level in
terms of ratio and frequency.
Depending on the objectives set, the next step is to decide on the strategy of training
involving the following:
Classification of objectives in terms of purposes :
Corrective objectives
Maintenance/status-quo objectives
Problem solving objectives, and
Innovative objectives
II. Classification of objectives in terms of levels of learning :
Skills of motor responses, memorization and simple conditioning.
Adaptation level where one is gaining knowledge or adapting to a simple
environment;
interpersonal understanding and skill;
Values of individuals and groups.

12

 III. On-the-job or off-the job training.

IV. In house or external training.
V. Individual or group training.
VI. Horizontal, vertical or diagonal/mixed group.
Changes required, if any, in the existing work roles, organizational relationships,
work system requirements, process of supervision and alternative structures.

1.2 Company Profile: of the organization

Empowered by strategic corporate policy and business acumen of the founders, the
Hero Motors group was grew at an accelerated rate and marked its remarkable
presence with a diverse product portfolio. Today, Hero Group has displayed
impeccable credentials with a turnover of 2300 Cr. Through a distinctive B2B and
B2C model, the company is progressing in the path of progress.
1.2.1 Origin:
Hero Cycles is the flagship company of the Group that has entered its name in the
Guinness Book of World Records for manufacturing the maximum number of
bicycles. Currently, the company is producing as many as 19,000 bicycles per day and
exporting them to more than 75 countries worldwide. The company is equipped with
state-of-the-art infrastructure and the most modern machinery. Strictly adhering to the
best industrial practices, it is supplying the products to the customers on time with
commitments. Hero Cycles recently introduced premium range of Urban Trail
bicycles which are available at Future Group stores across India.
Hero Motors is manufacturing top-notch gears and transmission systems in its worldclass plants with the most modern machinery. The company has been successfully
catering to the needs of its esteemed customers like Rotax, BMW etc.

13

Hero Motors Limited and Kiriu Corporation, a Company from Sumitomo Group of
Japan formed a Joint Venture Company, Munjal Kiriu Industries (P) Ltd. to
manufacture Brakes Discs, Brakes Drums, Cylinder block, Pressure plate, Brake plate
and Steering Knuckles for automotive original equipment manufacturers in the Indian
and overseas market.

ZF Hero Chassis Systems is a joint venture company of Hero Motors Limited with ZF
Lemfrder of Germany. The company secures European technology and expertise in
chassis technology for small car segment in India. It is a full service supplier for car
chassis technology to car makers in the high growth Indian market.

Hero Group offers a multi project environment enriched with the expertise and
experience of its skilled professionals. An excellent HR practices are followed in
order to promote a productive work-culture. SAP driven IT environment automates all
processes and procedures. With global exposure, the Group has been meeting the
needs of its customers from all over the world.
1.2.2: Achievements
Awards and accreditions
1. Recognition / honors from the former Presidents of India - Dr. Radhakrishnan,
Sri V V Giri, Sri Giani Jail Singh and Dr. Abdul Kalam

14

2. Udyog Rattan Award from Capt. Amrinder Singh former CM of Punjab for
outstanding contribution towards economic development of the State (Punjab)
3. Samman Patra award towards highest contribution to exchequer of the state
Govt. between year 1995-1996 to 1999-2000
4. Indira Gandhi National Unity award to recognize his social contribution
5. Punjab Rattna award to commemorate his contribution to the state economy
Interest towards Literature
Apart from Business & Social developments Mr. Munjals contribution towards arts
and culture is known to the society. He has been a great promoter of Urdu language
through his Shers and Musharies published in journals, magazines and companys
annual diaries to support the art and culture of the country.
Events & sports
Mr. Munjal, through his corporate leadership has been sponsoring many sports,
cultural and social events.
Mr. O P Munjal has been the Chairman of the groups flagship company Hero Cycles
Ltd. He has also been on the Board Of Directors of the group companies, which
includes Hero Honda Motors Ltd, Hero Motors Ltd, Munjal Kiriu India (P) Ltd and
ZF Hero Chassis Systems.
Mr. O.P Munjal has been truly a visionary and a first generation entrepreneur. He has
spearheaded the entire initiative of transforming Hero Cycles from a local player to an
international brand. Under his leadership the groups business and revenues have
grown manifolds. Today the group has emerged as a large conglomerate with
diversified interests and joint ventures with global players.
His contribution to towards the economic and social developments are briefly
described, as under
Economic development
Mr. Munjal started Hero Cycles in 1956 with limited resources and no technical
qualification. He had migrated from Pakistan and set up Bi-cycle parts unit in
15

Ludhiana. He had before him the formidable challenge of providing a low cost means
of transportation at an affordable cost for the Common man the AAM ADMI. He
achieved that successfully and today Hero Cycles features in the Guinness Book of
World record for manufacturing 18500 Bi-cycles daily.
Mr. Munjal had pioneered the concept of, Off the assembly line in India and a pull
based supply system, which was sheerly driven by the constraint of capital. Inspite of
rapid industrialization he maintained Hero Cycles as a labour intensive unit since for
him the employees were an extended family. Most of them have joined and retired
from Hero Cycles, which is a no mean achievement.
The growth and prosperity of Hero Cycles was not just restricted to the promoters but
was shared with the vendors, dealers and other associates.The loyalties developed are
mutual and everlasting. Today Ludhiana is synonymous with Hero Cycles and a large
population is dependant either directly or indirectly on Hero Cycles.
As part of corporate social responsibility Mr. Munjal is known for his highest
contribution to the exchequer of the Punjab State Govt. He has been accredited with
the Samman Patra for his contribution made to the state for several years.
Social development
The success of a man is to gauged not purly from his wealth/ prosperity or economic
standing but also on what he gave back to society. Mr. Munjal has made significant
contribution to the society by establishing many schools, colleges / institutions and
hospitals benefiting the society at large.
Mr. Munjal has nurtured schools and institutions in and around Ludhiana - over
20,000 children gets education every year. There are concessions for students from
economically weaker sections and their employees.
He has set up a world class medical facility in the name of Dayanand Medical
College (DMC). The hospital is equipped with most modern equipments and
facilities. There is a highly experienced/dedicated team of doctors to provide high
quality treatment at an affordable cost.
1.2.3: COMPANYS VISION AND VALUES

16

Hero Group aspires to deliver the best and the most cost-effective products &
solutions empowered by superior technologies. The Group is committed to ensure
value for money by developing high-quality, environment-friendly and efficient
solutions that fulfill the diverse needs of customers.
At Hero Motors, we are committed to give our best and achieve the highest
standards in Performance, Quality, Systems, Care and Relationships. And then we
want to beat these high standards and go furtherbecause anything that can be done,
can be done better.
-Pankaj Munjal- Managing Director, Hero Motors Ltd.

Board of director

17

1.2.5 Organization Structure

1.3 Introduction to the Topic/Title/Problem Studied

HR POLOCY OF HERO MOTORS
People are the only living and appreciating asset any organization possesses and we at
Hero Motors cherish the contribution of each employee and align individual
performance to strategic business goals. The guiding Principles for all Personnel
Policies are enumerated below:
SINGLE STATUS: All Hero Motors employees represent the core values of the
company and not of an individual. We have UNITY IN DIVERSITY.
Earning, Learning , Growth

18

We present our employees with opportunities to grow and ensure no discrimination is

allowed under any pretext. At Hero Motors, all are appraised fairly and rationally. At
HML we strongly believe in Meritocracy. Therefore, your high performance solely
determinates your career progression in the organization. For us, it's the demonstrated
quality of your output than the number of years experience , which impact your
advancement prospects.
The cornerstone of our HR philosophy is laid on the fact that at HML we dont wish
to provide jobs, we provide vocations. We greatly value Human Resource Potential,
so at HML all human assets are nurtured with utmost care and developed on a clear,
well-defined and result-oriented path so as to enable them to merge into the larger
company vision. We breed a generation of innovative, non-bureaucratic & smart
leaders roaring to strive for excellence and success. Our HR systems & procedures are
designed in an unique way to facilitate all our employees to realize their ambitions
involving:

No individual is greater than the team and realizing this fact we invoke a spirit of
team culture. People are encouraged to extend support vertically and horizontally to
expedite the pace of mutual growth.
CAMPUS RECRUITMENTS
NASSCOM states that in India there is acute shortage for availability of talented
engineers for the industry. Since we constantly strive to recruit the best talent, Hero
Motors has developed a strong industry & academia link. We believing in catching
talent first so our Campus Recruitment Program (CRP) provides a platform for us to
meet the aspirants and pick up intellectual, committed youth who have requisite

19

enthusiasm and zeal to prove themselves. Students from top academic institutions
across India are picked up to work on live technical and business management
projects at our multi-locational offices. Our strong Graduate engineer Training and
Management Trainee program has significantly contributed to our cultural and
intellectual diversity.
In the year 2007, Hero Motors recruited a pool of 50 fresh GET's who have been
absorbed in various functions after an year long rigorous training an development
procedure. We have devised a successful induction program for just out of campus
talent under the following categories:

TRAINING & DEVELOPMENT

The learning curve at Hero Motors is never allowed to saturate. The hunger to grow
and the spirit of learnability are so high that even in this rapid changing environment
we indubitably retain our position in the forefront. Our framework for continuous
learning at Hero Motors is weaved meticulously around a number of focused
programs for our employees. These range from major initiatives such as the
leadership Development Program at major institutes from the top management to
various ongoing management development and personal improvement ptograms. We
as an organization are committed to continuous improvement and believe that training
provides the impetus to help an individual grow in the sequence of jobs assumed by
him / her during her career life. The training and development cycle commences from
the day an employee joins Hero Motors with a structured induction program and

20

progresses to various coaching sessions at senior leadership levels. Training and

development initiatives are available at each milestone and cover the following : -

We have an entry-level technical

training program, which is for a duration of 12 weeks. This program has been
soecifically designed by our experts to allow the young and new hires to imbibe the
Hero Motors culture, systems & processes and strengthen the foundation of the whole
organization.

Hero Motors has a strong focus on

quality processes and methodologies. We are a TS certified company that
continuously works on improving our quality standards and exceeding customer
requirements. We have developed a strong New Product Development process based
on the learnings gathered by our system experts during our existence over the last two
decades.

Programs to enhance the managerial

capabilities and leadership abilities, to enable better customer satisfaction, achieve
organizaional vision and create high performing multi-cultural teams.

This program has been introduced last

year to address the issue of sustained growth by developing the potential of key
leadership positions in the organization though a formal and structured education
program..

21

The most significant attribute of this program is that it allows the senior management
to understand the various tools available to facilitate strategic growth and provide
them global exposure.
The Development Philosophy at Hero Motors aims to equip participants with the
know-how to look for the best ways to handle situations rather than teaching them
"the one way to do it ". Each situation is unique and so should be the way to handle it
and one keeps evolving from real life situations.
PEOPLE & CULTURE
The culture in Hero Motors is a unique blend of the 6 crore values that bind together
each and every employee of the organization. It is imperative for all to demonstrate
the following behaviors in all areas of performance :
CUSTOMER FOCUS
: We strive to deliver unparalleled value to our customers.
: We are in business to satisfy or exceed our customer needs.
: We value success through our customer's perspectives, today and tomorrow.
INTEGRITY
: We take acountability of all our actions and aim to earn confidence of stakeholders
by acting with integrity and performing ethically.
: We stand deeply committed to our goals ............... towards stakeholders, customers,
employees and suppliers.
EMPOWERMENT
: The world is flat for us therefore less of hierarchy and more of decision-making
power vested with our employees.
: We believe in delegation of authority with responsibility.
: We nurture entrepreneurs who will build the future.

22

INNOVATION AND VELOCITY

: We think future and act today.
: Tecnological advancement is our core focus.
DEMOCRACY
: We coexist by embracing the diversities of people, culture, attitudes and
competencies.
: We take pride in representing a truly " Global Company " in every sense of the word
- be it geographically, culturally or strategically.
GO FURTHER...
: Our management philosophy says it all - " IF SOMETHING CAN BE DONE, IT
CAN BE DONE BETTER ".
: our sense of urgency is manifested in timely, customer - focused EXECUTION.
EMPLOYEE BENEFITS
The cornerstone of our HR philosophy is laid on the fact that at HML we do not wish
to provide jobs, we provide vocations. We greatly value Human Resource Potential,
so at HML all human assets are nurtured with utmost care and developed on a clear,
well-defined and result-oriented path so as to enable them to merge into the larger
company vision. We breed a generation of innovative, non-bureaucratic and smart
leaders roaring to strive for excellence and success. Our HR systems and procedures
are designed in an unique way to facilitate all our employees to realize their ambitions
involving:
: EARNING
: LEARNING
: GROWTH
: WORK-LIFE BALANCE

: Competitive pay packages.

: Short term and long term incentive plans.
23

: Annual Performance bonus ( as per eligibility and company piolicy ).

Global learning enterprise :

Training and development :
Long term medical insurance :
Leadership development programs :

: Definition of career paths.

: Succession planning.
: Job rotation ( multi disciplinary careers ).
: Work life balance.

We stand by the fact that All work and No play makes

Jack a dull boy. Therefore, at Hero Motors we instill a culture of employee
involvement. Life at Hero is buzzing with activity - where employees are not just
expected to sit glued to their desks but enjoy working. We do not provide employment
but vocations. A normal day at Hero Motors would be filled of small group activities,
open suggestions and get - togethers so that employees cab brainstorm on various
aspects of personal and professional lives.
Emplpoyees not only share business performance, goals, plans, strategies but also
their personal lives with each other. A small birthday wish, a get well soon mail,
friendly jokes, having a lunch together are a few ways we allow employees to bond
and live the work environment.

24

LITERATURE REVIEW
SYSTEMATIC APPROACH TO TRAINING
ORGANISATIONAL ANALYSIS

Identification of organizational objectives/needs/growth potential and resources.

TASK ROLE ANALYSIS

Identification of knowledge, skills and attitudes required.

MANPOWER ANALYSIS

Identification /definition of target population and performance analysis.

STATEMENT OF TRAINING NEED

Identification of gap between existing and required level of knowledge skills and
attitude.

Isolate problem areas amenable to resolution through training

SETTING TRAINING OBJETIVES

In terms of behavioral charges

In terms of output/results

DEVELOP MEASURES FOR JOB PROFICIENCY

DEVELOP TRAINING POLICY, PLAN, PROFICIENCY

PLAN AND DESIGN TRAINING AND PROGRAMME

Course construction

Arrange resource

CONDUCT TRAINING PROGRAMMES

Individual

Group

25

On-the job

FOLLOW UP AND EVALUATION

Carry out evaluation at various phases against the training objectives set.

Develop follow-up measures for monitoring.

VALIDATE

Against measures of job proficiency

ENSURE FEEDBACK OF RESULTS

REVISE IF NECESSARY

26

DETERMINING TRAINING NEEDS AND PRIORITIES

Management can determine the training needs by answering the following questions:
What are the organization's goals?
What task must be completed to achieve these goals?
What behaviors are necessary for each job incumbent to complete his/her assigned
jobs?
What deficiencies, if any, do incumbents have in skills, knowledge or attitudes
required to perform the necessary behaviors?
It again depends on seeing the performance of an individual?
Based on out determination of the organization's needs, the type of work that is to be
done, and the type of skills necessary to complete this work, the training programme
should follow naturally.
What kind of signals can warn a manager that employee training may be
necessary?
Clearly, the more obvious, ones relate directly to productivity; inadequate job
performance assuming the individual is making a satisfactory effort, attention should
be given toward raining the skill level of the worker. When a manager is confronted
with a drop in productivity, it may suggest that skills need to be fine tuned.
In addition to productivity measures, a high reject rate or larger than usual scrappage
may indicate a need for employee training. A rise in the number of accidents reported
also suggests some type of re-training is necessary. There is also the future element:
changes that are being imposed on the worker as a result of a job redesign or a
technological breakthrough. These types of changes require a training effort that is
fewer crises oriented; that is, a proportion for planned change rather than a reaction to
immediately unsatisfactory condition. When inadequate performance results from a
motivation problem rather than a skills problem, the rewards and disciplinary action

27

may be of greater relevance. Nor would training be the answer of the problem lies
outside the job activity itself.
For examples, if salaries re low, if supervision is poor, if workers benefits are
inadequate or if the physical work tryout is deficient, spending on employee training
may have little or no effect on productivity, since inadequate performance is due to
conditions that training cannot remedy. Training can enhance skills but does nothing
to relieve monotony.
Once if has been determined that training is necessary, training goals must be
established. Management should explicitly state what changes or results are sought for
each employee. It is not adequate merely to say that change in employee knowledge,
skills, attitudes or social behavior is desirable, we must clarify what is to change, and
by how much. These goals should be tangible, feasible and measurable. It should be
clear both to the management as well as the employee.

28

Fig. No. 1.1: TRAINING NEEDS

Organizational

Individual

- Identified through the

corporate MBO serious.
It gives the necessary
information, regarding
the gaps which prevails
Manager

Operative

Personnel

Personnel
-

Training

identified

needs
through

employees
rating system

External Training

Internal Training

- Exposure

- Needs identified

approved by

through appraisal

divisional director

system, and programme

and monitored by

monitored by corporate

corporate training

training and

and development

development manager.

manager

29

merit

TYPES OF TRAINING METHODS

The training methods which are generally used in an organisation are classified into
two i.e.
a) On the job
b) Off the job
Training, as a process of long tem learning is essentially a developmental tool.
Through, effectively utilizing this tool, the organisation expects to achieve career
objectives.
Sensitize employees towards their role in achieving the organizational vision of
Leadership through Differentiation.
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 organisation 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.
Training of employees is not merely the responsibility of the management or the
training cell alone, but the responsibility of department managers as well.
Accordingly, the human resource department must enable their involvement in the
process. In the process of employee training and development.
TRAINING STEPS
There are four basic steps in carrying out the training function:

Assessment of Training needs (A)

Designing the training action plan (B)

30

Administration of training (C)

Retraining and Reinforcement of training (D).

(A) ASSESSMENT OF TRAINING NEEDS

There are five steps towards the assessment and analysis of training and development
of the organisation.
Collection of information through interviewing and discussing with key personnel
both inside and outside the organisation 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 organisation.
Identify cause of problems faced by the organisation 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.
Prioritize training actions in accordance to where the training need is more urgent.
DESIGNING TRAINING PROGRAMME.
Having completed the ground work of training needs and assessment whereby
training gaps are identified and prioritized, the next step is to design the trailing action
plan which involves the following:
TYPES OF TRAINING ADDRESSING VARIOUS TRAINING NEEDS:

Entry training involving new recruits and employees required to take a new job.

Problem resolution training to meet a shortfall or deficiency in job performance.

31

Training for change to prepare employees for job identified in near future.

Development to equip employees to meet organizational changes in future.

Training imported in any type would be skill, attitude or knowledge based training or
a combination of the three.

Identifying the Trainee groups.

Identifying the most effective training methodology.

Classroom training outside the organisation through external agencies for meeting

specific job function related needs which cannot be imported internally. This is
normally the case when the training involves specific areas and smaller numbers
making it uneconomical to conduct the programme internally. These external sources
must be chosen with care and must be able to fulfill the organization's analyzed
training and development needs. These training methods must be supplemented by
enabling the trainees to apply in the work place and translating into job competence
the knowledge and skill gained through such training.
Classroom training within the organisation through external and internal agencies :
These programmes must be carefully designed to ensure that they mirror the trainee
groups requirements individually and collectively. Like the external courses, when
designing these programmes, one must ensure that the training objectives are
expressed in terms of job competence as well s knowledge and skill.
This method of training is must effective in bringing together employees in larger
numbers to address common training needs. The training faculty is critical to the
success of such training programmes. The importance and the initiality of the need for
proper communication of knowledge and ideas dictate that the selection of faculty
members must be made keeping the receiver in mind.
On the job training enables the employees to learn the job while actually carrying out
the tasks involved in the job. All new recruits joining the organisation are required to
undergo induction programme with planned work experience in various departments
associated with the employees own department for a short duration to
employee with basic knowledge fundamental to his job function.

32

equip the

Entry level training is normally imparted through internal on-job and off-job training
methods.
Problem resolution training, training for change and development related training may
be imported through internal or external on-job or off-job training methods depending
on programme design, objective and target size.

33

Table No. 1.1: FRAMEWORK FOR EVALUATION OF TRAINING

Types of Evaluation
1. Context Evaluation

Levels of

Methods of Evaluation

Evaluation/Objective
1. Pre training

(I) Same as the ones used in

Obtaining and using

assessment of training needs.

information about the

current operational context
i.e., individual difficulties,
organization deficiencies i.e., Training Need
Assessment as basis for
decision. To what extent are
training courses related to
job requirement?
2. Input Evaluation

-do-

(i) Same as the ones used in

Determining and using

design and organisation of

facts/opinions about

training.

human/material resources
for training to decide
training methods or types
of training - inventory of
outside training
programmes
3. Process Evaluation

2. Reactions Level

(i) Observation by trainer

Monitoring training as it is

Opinions/attitudes about

unsystematic/random

in progress continuous

trainer, presentation,

(ii) Rating Scales for each

examination of

usefulness, involvement.

sessions or theme - Analyze,

administrative

present to trainees and discuss.

arrangements and feedback

(iii) Questionnaires/Interviews

from trainees.
4. Outcome Evaluation

3. Learning level

(I) Knowledge learning, factual

Measuring effects of

Acquisition of knowledge,

and intellectual understanding

training on the relation to

skills and attitudes capable

- Programmed instruction -

his job.

of translating into behavior

multiple-choice questions

34

in training situation.

administered at the beginning of

training and end of session
- Examinations of academic type,
written and/or oral.
(Ii) skill learning, technical and
social
- Practical tests to demonstrate
skill administered at the
beginning and at end.
(Iii) Attitude learning
- attitude scales
semantic differential scales
7 o 5 point scales stretching
between pairs of adjectives with
opposite meaning administered at
the beginning and end of

4. Job Behavior Level

training.
(i) Activity sampling - percentage

Changed behavior back on

of time spent by trainee on

the job

different aspect of his job.

- observer diaries, continuous
record of his activities
(iii) Self dairies
(iv) Observation of specific
incidents, e.g., interviewing skills
(v) Self recording of specific
incidents : devising tailor made
evaluation instruments through
which the trainee can himself
record details f the way in which
he performs certain tasks
(vi) Appraisal by superiors:
asking questions such as, Can
you describe any specific
35

incidents in which the employee

demonstrated improvement in
knowledge/skill/attitude?
(vii) Self-appraisal, used in
conjunction with appraisal by
5. Consequence Evaluation

5. Functioning Level

others.
(I) Productivity/efficiency of

Measuring effect of training Efficiency of the firm,

trainee's department

on overall efficiency of

effect on others behavior,

(ii) Morale of subordinates

department/organisation.

cost reduction, etc.

expressed by absence rates; labor

return over as or incidence of
industrial disputes. Any index of
functioning which is related to
the training objective can be
used.
(Iii) Control Groups compare
performance of similar
employees who have not
undergone training.

36

TRAINING

AND

DEVELOPMENT

STRATEGY IN

HERO

MOTORS
EXISTING TRAINING ACTIVITIES AT HERO MOTORS
Hero Motors is very regular in providing training to its staff. In recent times different
kinds of training have been imparted to the Hero Motors staff. Like
Regular training on personal hygiene for shop floor workers
Kaizen has been implemented on shop floor were hygiene and Cleanliness were
the main area of concern.
Kaizen has also been implemented at office executive level were the staff is given
training on how to maintain their files, copies and other paper work in systematic
manner.
Also there are various training programmes which have been imparted as per the
needs and requirements of employees. Like

Communication skills

Fire safety

Presentation skills

Self discipline

Computer education

Hero Motors tries to provide training which can be optimally utilized. The training
programmes are designed in such a way that they can add some freshness, motivation
and education to the employees rather than being dull and boring.
Hero Motors is adopting new, innovative and creative training techniques like starting
the training programme through some ice breakers in the form of short stories, light
and fun activities, role plays etc.
In line with the companys decision to have an explicit training and development
policy, the authority has decided that training and development function in Hero
37

Motors shall aim to assist in fulfilling the corporate mission/objectives of the

Company in the following area.

Optimal utilization and development of the human resources.

Enhance Knowledge, skill and abilities for improved individuals, groups and
organization efficiency, performance and organization effectiveness.

Develop competencies and organization learning.

Impact proper orientation.

The role and responsibilities of the training and development function are
identified as under.

38

CHAPTER- 2
OBJECTIVE & METHODOLOGY

39

OBJECTIVE & METHODOLOGY

2.1: Research Objective
The first & foremost step in any research work is to identify the problems or
objectives on which the researcher has to work on. There are two types of objectives
met in this study, as explained below:

MAJOR OBJECTIVE
To asses the training needs of the organisation
To study the prevailing training policy of Hero Motors
To assess the training capacity for workers in Hero Motors
To take feedback and analyze the level of satisfaction amongst the employees
of Hero Motors in respect of training activities and suggest alternatives.

2.1.1: SCOPE OF THE STUDY

Training Effectiveness is the process wherein the management finds out how effective
it has been at training and developing the employees in an organization.

This study gives some suggestions for making the present training and
development system more effective.
It gives organization the direction, how to deal differently with different
employees.
It identifies the training & development needs present among the employees.

40

2.2 RESEARCH METHODOLOGY

Every project work is based on certain methodology, which is a way to systematically
solve the problem or attain its objectives. It is a very important guideline and
lead to completion of any project work through observation, data collection and
data analysis.
The methodology used in the project is as follows: Defining the objectives of the study
Framing of questionnaire keeping objectives in mind (considering the
objectives)
Feedback from the employees
Analysis of feedback
Conclusion, findings and suggestions.

SELECTION OF SAMPLE SIZE

Sample size: 40
Officials of Hero Motors were selected at random from all the departments of the
organization and feedback forms (questionnaire) were obtained. The data has been
analyzed in order to arrive at present training practices in the organization.
SAMPLING TECHNIQUE USED
The technique of Random Sampling was used in the analysis of the data. Random
sampling from a finite population refers to that method of sample selection, which
gives each possible sample combination an equal probability of being picked up and
each item in the entire population to have an equal chance of being included in the
sample. This sampling is without replacement, i.e. once an item is selected for the
sample, it cannot appear in the sample again.

41

DATA COLLECTION
To determine the appropriate data for research mainly two kinds of data was collected
namely primary & secondary data as explained below:
PRIMARY DATA
Primary data are those, which were collected afresh & for the first time and thus
happen to be original in character. However, there are many methods of collecting the
primary data; all have not been used for the purpose of this project. The ones that have
been used are:
Questionnaire
Informal Interviews
Observation

SECONDARY DATA
Secondary data is collected from previous researches and literature to fill in the
respective project. The secondary data was collected through:

Text Books
Articles
Journals
Websites

STATISTICAL TOOLS

Questionnaire
Pie Charts

42

 Tables

43

2.3 LIMITATIONS OF THE RESEARCH:

The following are the limitations of the study:
The sample size was small and hence the results can have a degree of variation.
The response of the employees in giving information was lukewarm.
Organizations resistance to share the internal information.
Questionnaire may be subjected to minor statistical errors.

MANAGERIAL USEFULNESS OF THE STUDY

The effectiveness of the training programmes can be established through this
study.
This study helps to understand, analyze & apply the core concepts of training in
an organization.
Managers would be able to identify the need of training for its employees.
Managers would know what employees think of the training and development
programmes and make changes if necessary.

44

CHAPTER 3
DATA ANALYSIS & INTERPRETATION

45

DATA ANALYSIS AND INTERPRETATION

1) How many training programmes have you attended in last 5 years?
No. of Programmes

% of

0-5

Responses
40%

6-10

25%

10-15

20%

More than 15

15%

Total

100%

INTERPRETATION
45% of the officers have attended 6-15 training programmes in the last 5 years, which
is an indication of an effective training policy of the organization. However, 40% of
the officers have attended only 0-5 training programmes, which needs to be evenly
monitored by the organization.

46

2) The programme objectives were known to you before attending it.

Options

% of
Responses

Strongly agree

25%

Moderately agree

35%

Cant Say

15%

Moderately Disagree

5%

Strongly Disagree

20%

Total

100%

INTERPRETATION
35% of the respondents moderately agree to the fact of knowing the training
objectives beforehand, in addition to 25% who strongly agree. But a small population
disagrees as 20% strongly disagree to this notion. Training objectives should therefore
be made known compulsorily before imparting training in the organization.

47

3) The training programme was relevant to your developmental needs.

Options

% of
Responses

Strongly agree

30%

Moderately agree

40%

Cant Say

15%

Moderately Disagree

10%

Strongly Disagree

5%

Total

100%

INTERPRETATION
70% of the respondents feel that the training programmes were in accordance to their
developmental needs. 15% respondents could not comment on the question and 15%
think that the programmes are irrelevant to their developmental needs and the
organization must ensure programmes that satisfy the developmental needs of the
officers.

48

4) The period of training session was sufficient for the learning.

Options

% of
Responses

Strongly agree

31%

Moderately agree

21%

Cant Say

21%

Moderately Disagree

16%

Strongly Disagree

11%

Total

100%

INTERPRETATION
52% respondents feel that the time limit of the training programme was adequate but
25% feel that it was insufficient. Also, 21% could not comment on the question. All
the respondents though felt that increase in time limit of the programmes would
certainly be beneficial and the organization should plan for this to be implemented in
the near future.

49

5) The training methods used during the training were effective for
understanding the subject.
Options

% of
Responses

Strongly agree

20%

Moderately agree

40%

Cant Say

15%

Moderately Disagree

15%

Strongly Disagree

10%

Total

100%

INTERPRETATION
40% of the respondents believe that the training methods used during the programmes
were helpful in understanding the subject, yet 25% disagree to this notion. The
organization should use better, hi-tech methods to enhance the effectiveness of the
methods being used during the training programmes.

50

6) The training sessions were exciting and a good learning experience.

Options

% of

Strongly agree

Responses
25%

Moderately agree

40%

Cant Say

10%

Moderately Disagree

15%

Strongly Disagree

10%

Total

100%

INTERPRETATION
65% respondents believe that the training sessions were exciting and a good learning
experience. 10% respondents could not comment on this while 25% differ in opinion.
They feel that the training sessions could have been more exciting if the sessions had
been more interactive and in line with the current practices in the market.

51

7) The training aids used were helpful in improving the overall effectiveness of
the programme.
Options

% of
Responses

Strongly agree

20%

Moderately agree

25%

Cant Say

35%

Moderately Disagree

15%

Strongly Disagree

5%

Total

100%

INTERPRETATION
40% of the respondents believe that the training aids used were helpful in improving
the overall effectiveness, yet 20% disagree to this notion. 35% respondents did not
comment on the issue. Yet the total mindset of the respondents was that the
organization should use better scientific aids to enhance the presentation and
acceptance value of the training programme.

52

8) The training was effective in improving on- the- job efficiency.

Options

% of
Responses

Strongly agree

15%

Moderately agree

30%

Cant Say

20%

Moderately Disagree

20%

Strongly Disagree

15%

Total

100%

INTERPRETATION
45% respondents believe that the training programmes increase their job efficiency
but 35% disagree to this. The view of the respondents were towards having more
technological and current topics for the training programmes which could help them
satisfy their creative urge and simultaneously increase their on-the-job efficiency.

53

9) In your opinion, the numbers of training programmes organized during the

year were sufficient for officers of Hero Motors.
Options

% of
Responses

Strongly agree

10%

Moderately agree

15%

Cant Say

25%

Moderately Disagree

10%

Strongly Disagree

40%

Total

100%

INTERPRETATION
25% respondents have the opinion that the frequency of the training programmes is
sufficient but 50% of the respondents differ to this. They believe that the number of
training programmes organized in a year should be increased and some in house
training programmes should also be organized by the organisation regularly.

54

FOR EXECUTIVE LEVEL STAFF OF HERO MOTORS

10) How many training programmes have you attended independently during
the last year?
No. of Programmes

% of
Responses

Upto 2

62%

3-5

25%

6-8

10%

More than 8

3%

Total

100%

INTERPRETATION
35% of the executives have attended 3-8 training programmes in the last year, which
is the clue of a useful training policy of the organization. However, 62% of the
executives have attended only 0-2 training programmes, which should be effectively
seen by the organization. Also, every worker should be given chances to attend as
many training programmes as possible.

55

11) The training given is useful to you.

Options

% of
Responses

Strongly agree

47%

Moderately agree

24%

Cant Say

13%

Moderately Disagree

13%

Strongly Disagree

3%

Total

100%

INTERPRETATION
71% of the respondents feel that the training programmes were useful. 13%
respondents could not comment on the question and 16% think that the programmes
were irrelevant to their objective of being useful. The organization must ensure
programmes that are useful and prove to cater to the developmental needs of the
executives.

56

12) The time limit of the training programme was sufficient.

Options

% of
Responses

Strongly agree

18%

Moderately agree

34%

Cant Say

13%

Moderately Disagree

15%

Strongly Disagree

20%

Total

100%

INTERPRETATION
42% respondents feel that the time limit of the training programme was adequate but
35% feel that it was insufficient. Also, 13% could not comment on the question. All
the respondents though felt that increase in time limit of the programmes would
certainly be advantageous and the organization should take some steps in this
direction.

57

13) The time limit of the training programme, if increased would make it more
effective.
Options

% of

Strongly agree

Responses
45%

Moderately agree

20%

Cant Say

10%

Moderately Disagree

20%

Strongly Disagree

5%

Total

100%

INTERPRETATION
65% respondents feel that the increase in the duration of the training programmes
would be beneficial but 25% differ to this opinion. Going by the majority, the
organisation should make required changes to increase the duration of the
programmes and also take the opinion of the executives to have an effective training
session.

58

14) The training was effective in improving your on-the-job efficiency.

Options

% of
Responses

Strongly agree

37%

Moderately agree

25%

Cant Say

13%

Moderately Disagree

15%

Strongly Disagree

10%

Total

100%

INTERPRETATION
62% respondents believe that the training programmes increase their job efficiency
but 25% disagree to this. The respondents were of the opinion that having current
topics for the training programmes and also some sessions by an external faculty
would help them increase their on the job efficiency.

59

15) The training aids used were effective in improving the overall effectiveness
of the programme.
Options

% of
Responses

Strongly agree

25%

Moderately agree

10%

Cant Say

30%

Moderately Disagree

20%

Strongly Disagree

15%

Total

100%

INTERPRETATION
35% respondents believe that the training aids were effective in improving the overall
efficiency of the programme. Contrary to this, 35% disagree and 30% could not
comment on the issue. The organization should ensure positive awareness about the
training aids used. Also, the use of better presentation aids should be facilitated.

60

16) The number of training programmes organized for workers in a year are
sufficient.
Options

% of
Responses

Strongly agree

18%

Moderately agree

15%

Cant Say

10%

Moderately Disagree

37%

Strongly Disagree

20%

Total

100%

INTERPRETATION
33% respondents believe that the number of training programmes organized in a year
are sufficient, but a majority of 57% disagrees to this. The organization should ensure
multiple programmes for the executives and hence enable them in improving their
skills and knowledge.

61

17) The participation of workers in training programme would help increase its
effectiveness.
Options

% of
Responses

Strongly agree

49%

Moderately agree

23%

Cant Say

13%

Moderately Disagree

10%

Strongly Disagree

5%

Total

100%

INTERPRETATION
72% respondents feel that participative and interactive training session could provide
more awareness and knowledge in a small span of time as compared to classroom
teaching. 13% respondents could not comment on this and 15% disagree to it.

62

18) Please suggest any changes you would like to have in the existing training
programmes.
The major suggestions for changes in the existing training programmes are as
follows: The frequency of the training programmes organized in a year should be
increased.
The duration of the training sessions should be amplified.
New programmes for personal as well as professional development of the
officers should be developed.
Officers should be referred for the training programmes as per their
developmental needs.
The training programmes should be organized outside the office in order to
avoid disturbance in the work.
Some training sessions should also be organized in house for the officers who
find it difficult to attend them if held outside the office premises.
Better presentation technologies should be used in order to increase the
effectiveness of the programmes.
The course curriculum for the training programmes should be current in terms
of the new developments in the world.

63

CHAPTER-4
FINDINGS

64

FINDINGS
The major findings of the project are enumerated as follows:
45% of the officers have attended 6-15 training programmes in the last 5 years,
which is an indication of an effective training policy of the organization. However,
40% of the officers have attended only 0-5 training programmes, which needs to
be evenly
monitored by the organization.
35% of the respondents moderately agree to the fact of knowing the training
objectives beforehand, in addition to 25% who strongly agree. But a small
population disagrees as 20% strongly disagree to this notion. Training objectives
should therefore be made known compulsorily before imparting training in the
organization.
70% of the respondents feel that the training programmes were in accordance to
their developmental needs. 15% respondents could not comment on the question
and 15% think that the programmes are irrelevant to their developmental needs
and the organization must ensure programmes that satisfy the developmental
needs of the officers.
52% respondents feel that the time limit of the training programme was adequate
but 25% feel that it was insufficient. Also, 21% could not comment on the
question. All the respondents though felt that increase in time limit of the
programmes would certainly be beneficial and the organization should plan for
this to be implemented in the near future.
Training is considered as a positive step towards augmentation of the knowledge
base by the respondents.
The objectives of the training programmes were broadly known to the respondents
prior to attending them.
The training programmes were adequately designed to cater to the developmental
needs of the respondents.

65

 Some of the respondents suggested that the time period of the training
programmes were less and thus need to be increased.
Some of the respondents also suggested that use of latest training methods will
enhance the effectiveness of the training programmes.
Some respondents believe that the training sessions could be made more exciting
if the sessions had been more interactive and in line with the current practices in
the market.
The training aids used were helpful in improving the overall effectiveness of the
training programmes.
The training programmes were able to improve on-the-job efficiency.
Some respondents also recommended that the number of training programmes be
increased.

66

CHAPTER 5
RECOMMENDATIONS

67

RECOMMENDATIONS
Based on the data collected through the questionnaire and interactions with the
officials and executives of Hero Motors, the following recommendations are made for
consideration:
The organization may utilize both subjective and objective approach for the
training programmes.
The organization may consider deputing each employee to attend at least one
training programmes each year.
The In-house training programmes will be beneficial to the organization as well as
employees since it will help employees to attend their official work while
undergoing the training.
The organization can also arrange part time training programmes in the office
premises for short durations, spanning over a few days, in order to avoid any
interruption in the routine work.
The organization can arrange the training programmes department wise in order to
give focused attention towards the departmental requirements.

68

ANNEXURE

69

Annexures
Questionnaire
1) How many training programmes have you attended in last 5 years?

Strongly agree

Moderately agree

Cant Say

Moderately Disagree

Strongly Disagree

2) The programme objectives were known to you before attending it.

Strongly agree

Moderately agree

Cant Say

Moderately Disagree

Strongly Disagree

3) The training programme was relevant to your developmental needs.

Strongly agree

Moderately agree

Cant Say

Moderately Disagree

Strongly Disagree

5) The period of training session was sufficient for the learning.

Strongly agree

Moderately agree

Cant Say

Moderately Disagree

Strongly Disagree

70

5) The training methods used during the training were effective for
understanding the subject.

Strongly agree

Moderately agree

Cant Say

Moderately Disagree

Strongly Disagree

6) The training sessions were exciting and a good learning experience.

Strongly agree

Moderately agree

Cant Say

Moderately Disagree

Strongly Disagree

7) The training aids used were helpful in improving the overall effectiveness of
the programme.

Strongly agree

Moderately agree

Cant Say

Moderately Disagree

Strongly Disagree

8) The training was effective in improving on- the- job efficiency.

Strongly agree

Moderately agree

Cant Say

Moderately Disagree

Strongly Disagree

71

9) In your opinion, the numbers of training programmes organized during the

year were sufficient for officials of Hero Motors.

Strongly agree

Moderately agree

Cant Say

Moderately Disagree

Strongly Disagree

For executive level staff of Hero Motors

10) How many training programmes have you attended independently during
the last year?

Strongly agree

Moderately agree

Cant Say

Moderately Disagree

Strongly Disagree

11) The training given is useful to you.

Strongly agree

Moderately agree

Cant Say

Moderately Disagree

Strongly Disagree

12) The time limit of the training programme was sufficient

Strongly agree

Moderately agree

Cant Say

Moderately Disagree

Strongly Disagree

72

13) The time limit of the training programme, if increased would make it more
effective.

Strongly agree

Moderately agree

Cant Say

Moderately Disagree

Strongly Disagree

14) The training was effective in improving your on-the-job efficiency.

Strongly agree

Moderately agree

Cant Say

Moderately Disagree

Strongly Disagree

15) The training aids used were effective in improving the overall effectiveness
of the programme.

Strongly agree

Moderately agree

Cant Say

Moderately Disagree

Strongly Disagree

16) The number of training programmes organized for workers in a year are
sufficient.

Strongly agree

Moderately agree

Cant Say

Moderately Disagree

Strongly Disagree

73

17) The participation of workers in training programme would help increase its
effectiveness.

Strongly agree

Moderately agree

Cant Say

Moderately Disagree

Strongly Disagree

74

BIBLIOGRAPHY

75

BIBLIOGRAPHY

Virmani, B.R. And Seth Premila(1985) Evaluating Management Training And

Development Published By Vision Book Pvt Ltd
Training and Development - a perspective Harward Business Review 2000
Economic Times, Business World

76