CHAPTER-1 INTRODUCTION
1
INTRODUCTION
Trained staff is the most valuable asset of an organization. So, every organization irrespective irrespective of its nature should should provide training training to all of its personnel in order to meet the challenges of survival and growth. The need for training arises due to the following reasons. a) To bridge the gap bet between ween emploee emploee !pe"i#i"a !pe"i#i"ation! tion! and $ob and organi%a organi%ationa tionall re&'irement!(
An empl employ oyee’ ee’ss prese present nt speci specifi ficat catio ions ns may not not exact exactly ly meet meet the the orga organi nizat zatio ion n requirements irrespective of his past experience, nowledge, sills, qualifications etc. for this this reaso reason n the the mana managem gemen entt iden identi tifie fiess the the diff differe erenc nces es or gaps gaps betw betwee een n empl employ oyee ee specifications and !ob and organizational requirements. Training is required to bridge these gaps by developing and molding the employee sills and abilities in tune with organizational requirements. b) Organi%ational iabilit and the Chang Chang pro"e!!( pro"e!!(
"n order order to surviv survivee and grow, grow, the organi organizati zation on must must contin continuou uously sly adopt adopt to the changing changing environment. environment. #or this purpose, it should should upgrade upgrade its capabilities capabilities by conducting conducting training programmers which foster the initiative and creativity of employees and help them to prevent the obsolescence of sills. ") Changing te"hnolog(
As technology is changing very fast, an organization in order to be effective should adopt adopt the latest latest technol technologi ogies es lie lie mechaniz mechanizatio ation, n, $omput $omputeriz erizatio ation n and automa automatio tion. n. "ncreas "ncreasing ing use of latest latest techno technolog logies ies and techni technique quess requir requiree good good trainin training g for this this purpose the organization should train the employees to enrich them in the areas of changing technical sills and nowledge. d) Internal mobilit(
Training also become necessary when there is internal mobility i.e. , when an employee is promoted or when there is some new !ob or occupation to performed due to
2
transfer. %hen an employee is chosen for higher level !obs, he&she should be trained before assigning the responsibilities. e) *o'nd h'man relation!(
As the approach approach to '() has shifted shifted from commodity commodity approach to the partnership partnership approach beyond human relations approach, management has to maintain sound human relations in addition to maintaining harmonious industrial relations. So, training in human relations is necessary to deal with problems lie transfer, interpersonal and inter group conflicts and maintain sound human relation.
DE+INATION 'uman (esource )anagement *'()+ is a management function that helps )anager’s recruited, select, train and develops members for an organization. bviously, '() is concerned with the people’s dimension in organizations. *Aswathappa, -/+.
'uma 'uman n (eso (esour urce ce )ana )anage geme ment nt is conc concer erne ned d with with the the peop people le who who wor wor in the the rganization to achieve the ob!ectives of the organization. "t concerns with Acquisition of appropriate human resources developing their sills and $ompetencies, motivating them them for for the the best best perfo perform rmanc ancee and and ensu ensuri ring ng their their cont contin inue ued d commi commitm tmen entt to the the organization to achieve organizational ob!ectives. *$.0. )emoira and S.1. 2anar, /33/+
3
O,ECTI.E* O+ THE *TUD/(
-. To analyze and examine the effectiveness of training and development programmers in Hero 0oto Corp .
/. To assess how often training programmers are conducted and how much are the employees satisfied. 4. To study to what extent the training programmers are applicable to their !obs. 5. To study the employee’s opinion on the training and development in Hero 0oto Corp . 6. To study the training needs being assessed for employees in the organization. 7. To study the various training and development practices being adopted by the organization. 8. To study the impact of training on the wor performance of employees. 9. To analyze the effectiveness of training programs and suggests areas of improvement.
Need o# !t'd( 4
The purpose of study is to learn the practical applicability of the theoretical nowledge gained about training and development process. A good place to start in planning your own stress management would be finding the roots of your stress. "t can come from physical exertion and mental strain as well. %e all have these things in our everyday life. "ts effects on our overall being can vary dramatically from others experiences. #or that reason your needs in stress management may indeed differ from theirs as well. :ealing with the sources of stress is best when possible. ften these are the things we well and over worry about. Among them are finances, family planning, balancing wor&home, and often dealing with others over expectations. A good place to start in stress management is to focus on what your limitations are. %hile it may seem at times you can move mountains; don
=
To gain nowledge about, the process of training and development in Hero 0oto Corp
=
To now the effectiveness or ineffectiveness of the process of training and development in 'ero.
*"ope o# the !t'd(
5
This study covers all aspects of training and development programs in Hero 0oto Corp This study covers the >ew ?ntrant )anager response towards the training
programs in the organization. This study covers all aspects of training and development programs in Hero 0oto Corp This study covers the >ew ?ntrant )anager response towards the training
programs in the organization. %hatever Top management feels about employees they have to express to employees and whatever employees thin about top management it must be express in other words we can say that there should not be anything hidden while communication process. $lear communication process will help to establish the @uality management. ?mployees should be motivated by giving them authority to tae decision. •
Top management should trust the employees that after maing huge effort to develop employees, employees will wor for the well being of organization and for human being also. Top management’s philosophy should be clear towards 'uman (esource and its well being to encourage the employees. )anagement and )anagers need to give equal importance. ?mployees must be feeling of belongingness among the employees, and also willingness to wor as a team.
2I0ITATION O+ THE *TUD/
6
1 :ue to constraint of time and resources, the study was conducted in the regional sector
as Hero 0oto Corp and the results of the study cannot be generated. 3 The accuracy of the analysis and conclusion drawn entirely depends upon the reliability
of the information provided by the employees. 4 Sincere efforts were made to cover maximum departments of the employees, but the
study may not fully reflect the entire opinion of the employees. 5 "n the fast moving&changing employees behavior, name new and better things may
emerge in the near future, which cannot be safeguard in this report.
6 :ue to nonresponse from some employees for some type of questions, only the
responses were given for -33B were considered in the study. 7 0ecause of nonavailability of some the employees, " could not get the opportunity to
interview personally all the employee.
RE*EARCH 0ETHODO2O8/ 7
The basic principle in the research has been adopted in the overall methodology. The following methodology has been used for meeting the requirements, •
:efining ob!ectives.
•
:eveloping the information sources.
•
$ollection o information.
•
Analysis of information.
•
Suggestion. The methodology followed for collection, analysis under interpretation of data in
explained below. 1 RE*EARCH DE*I8N*
There are generally three categories of research based on the type of information required, they are -.
?xploratory research
/.
:escriptive research
4.
$asual research The research category used in this pro!ect in descriptive research, which is focused on the accurate description of the variable in the problem model. $onsumer profile studies, maret potential studies, product usage studies, Attitude surveys, sales analysis, media research and prove survey s are the, ?xamples of this research. Any source of information can be used in this study although most studies of this nature rely heavily on secondary data sources and survey research.
8
3 Data "olle"tion method Primar data(
"t is collected through the questionnaire, a formalized instrument of asing information directly from respondent demographic characteristics, attitude, belief and feelings through personal contracts. Structured and on disguised from of questionnaire is used and consists of multiple choice questions. *e"ondar data(
"nternal secondary data about the Hero 0oto Corp included formal data, which is generated
within the organization itself, were obtained through concerned head in the
organization. ?xternal secondary data generated by source the organization was used such as public available data provided by the reports of the companies. All this information is of great importance and conceptualizes and illuminates the core of the study. 4
*A0P2E DE*I8N
a+ Sampling unitC the study is directed towards the executive of managerial level. b+ Sample sizeC sample size of 53 is taen in this study 5
DATA ANA2/*E*
Simple analysis method is followed for analyzing the data pertaining to different dimensions of employees. Simple statistical data lie percentage are used in the interpretation of data pertaining to the study. The results are illustrated by means of bar charts.
9
CHAPTER-3 INDU*TR/ AND CO0PAN/ PRO+I2E
10
HI*TOR/ O+ CO0PAN/ 'ero )oto$orp is the %orld
ot only in manufacturing the company is a real GheroH in customer service also with a huge networ of about 4333 dealerships and service centers across country. 0I2E*TONE*
-94 • •
-95 •
Doint $ollaboration Agreement with 'onda )otor $o. Etd. Dapan signed. Shareholders Agreement signed. 'ero 'onda )otors Etd. "ncorporated.
-96 •
#irst motorcycle <$: -33< rolled out. 11
-98 •
-9 •
>ew motorcycle model
-• •
-33,333th motorcycle produced.
>ew motorcycle model <$: -33 SS< introduced. 633,333th motorcycle produced.
-/ •
(aman )un!al 1idya )andir inaugurated A School in the memory of founder )anaging :irector, )r. (aman Iant )un!al.
-5 • •
-8 • •
>ew motorcycle model
-9 •
>ew motorcycle model
/,333,333th motorcycle produced.
- •
>ew motorcycle model <$0J< introduced. ?nvironment )anagement System of :haruhera Klant certified with "S
•
-533- by :>1 'olland. (aman )un!al )emorial 'ospital inaugurated A 'ospital in the memory of
•
founder )anaging :irector, )r. (aman Iant )un!al.
/333 • •
• •
:>1 'olland. Splendor declared <%orld >o. -< largest selling single twowheeler model. <'ero 'onda Kassport Krogramme< $() Krogramme launched.
/33• • • •
5,333,333th motorcycle produced. ?nvironment )anagement System of 2urgaon Klant certified "S-533- by
>ew motorcycle model ew motorcycle model
/33/ •
0ecomes the first "ndian $ompany to cross the cumulative 8 million sales mar . 12
•
Splendor has emerged as the %orld
•
calendar year in a row*/333, /33-, /33/+. >ew motorcycle model <$: :awn< introduced, >ew motorcycle model ew motorcycle model ew motorcycle model
/335 • •
• • • • •
>ew motorcycle model o. - $ompany for the third consecutive year. $rossed sales of over / million units in a single year, a global record. Splendor %orldew motorcycle model <$0J< introduced. Doint Technical Agreement renewed. Total sales crossed a record of -3 million motorcycles.
/336 • •
'ero 'onda is the %orld >o. - for the 5th year in a row. >ew motorcycle model ew motorcycle model <$: :eluxe< introduced
•
•
• • • • •
'ero 'onda is the %orld >o. - for the 7th year in a row. >ew M2< launched. >ew <$: :eluxe< launched. >ew ew motorcycle model <'un< launched. /3 million production milestone achieved.
/339 • • • • • •
'ero 'onda is the %orld >o. - for the 6th year in a row. -6 million production milestone achieved.
/338 •
introduced, >ew motorcycle model
/337 •
>ew motorcycle model <2lamour<
'ero 'onda 'aridwar Klant inauguration. >ew M2 launched with power start feature. >ew motorcycle model ew <$0J Mtreme< launched. /6 million production milestone achieved
. • • •
$: :eluxe launched with power start feature. >ew <2lamour< launched. >ew <2lamour #i< launched.
13
/33 • • • •
/3-3 • •
'ero 'onda 2oodEife Krogram launched 'un< *Eimited ?dition+ launched. Splendor completed -- million production landmar . >ew motorcycle model ew model Splendor Kro launched. Eaunch of new Super Splendor and >ew 'un.
/3-• •
• •
>ew licensing arrangement signed between 'ero and 'onda. Eaunch of new refreshed versions of 2lamour, 2lamour #", $0J Mtreme, Iarizma. $rosses the landmar figure of 6 million cumulative sales in a single year . Duly /, /3-- 'ero 'onda )otors changed its name to 'ero )oto$orp following the exit of its erstwhile Dapanese promoter, 'onda, from the company.
'ero 'onda is now 'ero )oto $orp
On 11 sept. 2011 the name of company was enhanced to Hero Moto Corp Ltd. From Hero Honda Motors and its known as Hero Moto Corp Ltd.
CO0PAN/ PRO+I2E 'ero )oto$orp Etd. *#ormerly 'ero 'onda )otors Etd.+ is the worldo.-’ twowheeler $ompany in terms of unit volume sales in a calendar year. 'ero )oto$orp Etd. continues to maintain this position till date.
.i!ion The story began with a simple vision F the vision of a mobile and an empowered "ndia, powered by its bies. 'ero )oto$orp Etd., company’s new identity, reflects its commitment towards providing world class mobility solutions with renewed focus on expanding company’s footprint in the global arena. 14
0i!!ion 'ero )oto$orp’s mission is to become a global enterprise fulfilling its customers’ needs and aspirations for mobility, setting benchmars in technology, styling and quality so that it converts its customers into its brand advocates. The $ompany will provide an engaging environment for its people to perform to their true potential. "t will continue its focus on value creation and enduring relationships with its partners.
*trateg 'ero )oto$orp’s ey strategies are to build a robust product portfolio across categories, explore growth opportunities globally, continuously improve its operational efficiency, aggressively expand its reach to customers, continue to invest in brand building activities and ensure customer and shareholder delight.
0an'#a"t'ring 'ero 'onda bies are manufactured across three globally benchmared manufacturing facilities. Two of these are based at 2urgaon and :haruhera which are located in the state of 'aryana in northern "ndia. The third and the latest manufacturing plant is based at 'aridwar, in the hill state of Ottarahand.
Te"hnolog "n the -93’s the $ompany pioneered the introduction of fuelefficient, environment friendly fourstroe motorcycles in the country. "t became the first $ompany to launch the #uel "n!ection *#"+ technology in "ndian motorcycles, with the launch of the 2lamour #" in Dune /337. "ts plants use world class equipment and processes and have become a benchmar in leanness and productivity. 'ero )oto$orp, in its endeavor to remain technology pioneer, will continue to innovate and develop cutting edge products and processes.
15
Prod'"t! 'ero 'onda
Di!trib'tion The $ompany’s growth in the two wheeler maret in "ndia is the result of an intrinsic ability to increase reach in new geographies and growth marets. 'ero )oto$orp’s extensive sales and service networ now spans over to 6333 customer touch points. These comprise a mix of authorized dealerships, Service P Spare Karts outlets, and dealerappointed outlets across the country.
,rand The new 'ero is rising and is poised to shine on the global arena. $ompany’s new identity G'ero )oto$orp Etd.H "s truly reflective of its vision to strengthen focus on mobility and technology and creating global footprint. 0uilding and promoting new brand identity will be central to all its initiatives, utilizing every opportunity and leveraging its strong presence across sports, entertainment and ground level activation.
3919-11 Per#orman"e Total unit sales of 65, 3/,555 twowheelers, *growth of -8.55 per cent+ Total net operating income of (s. -,53-.-6 $rores, growth of //.4/ per cent >et profit after tax at (s. -,/8.3 $rores Total dividend of 6/63B or (s. -36 per share including "nterin :ividend of (s. 83 per share on face value of each Share of (s. / each ?0":TA margin for the year -4.5 per cent ?KS of (s. 7.65
16
,OARD O+ DIRECTOR* Name of the Directors Mr. Brijmohan Lall Munjal
Designation Chairman
2.
Mr. Pawan Munjal
Managing Dir!"or # C
%$3.
Mr. &unil 'an" Munjal
(". Managing Dir!"or
4.
Mr. &uman 'an" Munjal
Non)$*!u"i+ Dir!"or
5.
Mr. Paul $,grl-
Non)$*!u"i+ Dir!"or
6.
Mr. Pra, Dino,ia
Non)$*!u"i+ an, /n,n,n" Dir!"or
7.
n. ",. . P. Mali
Non)$*!u"i+ an, /n,n,n" Dir!"or
8.
Mr. nalji" &ingh
Non)$*!u"i+ an, /n,n,n" Dir!"or
9.
Dr. Pri"am &ingh
Non)$*!u"i+ an, /n,n,n" Dir!"or
No. 1.
10. Mr. M. Damo,aran
Non)$*!u"i+ an, /n,n,n" Dir!"or
11. Mr. a+i Na"h
Non)$*!u"i+ an, /n,n,n" Dir!"or
12. Dr. nan, C. Burman
Non)$*!u"i+ an, /n,n,n" Dir!"or
17
PRODUCT O+ HERO HONDA 0OTORC/C2E Category
Product Name
Slogan
CD Dawn
Entry
Deluxe
Premium
PBL/C ' PN N&P% CD Dlu* Na- /n,ian i Na-i Dlu* Bi Plaur :h- houl, ;o- ha+ all "h D$&/N$D % $?C$L &PL$ND$ N? @aari i gaa,i Paion P% a; ir< "-l hi "-l ;olga &ur ln,or ll Nw &/MPL@ &P$ LM% &/MPL@ MN$/C &ln,or P% ru", ;- million LM% PM Ai /D$ $ A$ !hi+r &oli, li -ou CB ?$M$ L/$ %AA $ $D$ un $$@B%D@ A%LL%:& $ '/M L:@& M$ '/M M /MPL&$
B%$ LL
18
Engine Capacity 97.2 !! 97.2 !! 97.2 !! 109 !! 97.2 !! 97.2 !! 97.2 !! 124.7 !! 124.7 !! 97.2 !! 124.8 !! 149.2 !! 149.2 !! 149.2 !! 223 !! 223 !! 149.2 !!
PRODUCT PRO+I2E PRICE LIST(02.10.2014) 0ODE2 NA0E
E: *HO;
RTO
ACC
82I+E
E:;T/
R O+ TT2
KE?ASO(? )A?ST( $::%> :$:?EOM SKI $::?EOM$% $::?EOM S.%. FS?E# $::?EOM $.%. FS?E# SKE?>:( -3 SKI? SKE?>:( -3 $AST SKE?>:( K( I"I SKI SKE?>:( K( I"I $AST SKE?>:( K( S?E# SKI SKE?>:( K( S?E# $AST SKE >M2 I"I SKI? SKE >M2 I"I $AST SKE >M2 S.% F S?E# SKE >M2 $.%. S?E# KASS"> K(*S.%.+ I"I KASS"> K(*$.%.+ I"I KASS"> K(*S.%.+ S?E# KASS"> K(*$.%.+ S?E# KASS"> K(*:S$+ S?E# 2EA)O( $.%. F S?E#*>?%+ 2EA)O( $.%. F S?E# :"SI 2EA)O( :"S$%I"I#" 2EA)O( :"S$%SE##" SOK?( SKE?>:( $% >?% $0J MT(??) *(?A( :"SI+ $0J MT(??)*(?A( :(O)+ 'O>I S?E# *>?%+ *fr &dis+ 'O>I S?E#*>?%+*fr P redisc+ ")KOES IA("J)A( IA("J)A-3
5/774 586-48-48 464 5-495 5-9 5//3 5448 55755969 5699/ 5736 58/ 5/-5 5555 56788 57835769 59-46 59756 577 6-8-7 64543 66588 697/5 7/87 6-7-4 834578/83 7736 7-77 83934 93-38 -3389-
5/63 5733 5333 5-63 5/33 5/63 5433 5533 5563 5563 5633 5663 5733 5433 5533 5633 5663 5733 5833 5863 5933 6333 6/63 6533 6663 6763 533 7633 7333 633 7-63 7433 7963 833
/533 /533 33 33 33 33 33 33 33 33 33 33 33 33 33 33 33 33 33 33 33 33 33 33 33 33 33 463 463 463 463 463 463 463
/63 /63 /63 /63 /63 /63 /63 /63 /63 /63 /63 /63 /63 /63 /63 /63 /63 /63 /63 /63 /63 /63 /63 /63 /63 /63 /63 /63 /63 /63 /63 /63 /63 /63
663
63--3 65873 5/953 56553 58/3 5863 59/3 63353 6---3 6-3-3 6/393 64-73 65/43 59-3 63663 6-993 6/63 6/33 65653 66-33 67-83 695/3 73533 7/733 7693 83-53 69/53 893-3 85553 84-73 8753 89/83 99-83 -39 3
>T?C Krice can be change time to time.
19
663 663 663 663 663 663 663 663 663 663 663 663 663 663 663 663 663 663 663 663 683 683 683 683 683 683 683 683 683 683 7-3 7-3
CO2OUR* O+ ,I=E
N o.
MODELS
COLOUS COM!"N#$"ON
CD Dawn Bla! :i"h ol, &"ri Bla! :i"h Purl &"ri Boon &il+r M"alli! Can,- BlaEing , Cla- Maroon M"alli!
%
CD Dlu* Boon &il+r M"alli! Can,- BlaEing , Cla- Maroon M"alli! Bla! :i"h , &"ri Bla! :i"h Purl &"ri
&
Plaur Dram %rang Can,- BlaEing Fua rn &or" , $+on- r- Ligh" Purl
' M$&%
$l!"ri! Blu ar+" rn BlaEing , Parl :hi" Pan"hr Bla! Aor! &il+r
( Splendor L
$*!lln" Blu i rani" Blu Bla! :i"h Purl &"ri 1 Purl &"ri 2 Purl &"ri 3 Bla! :i"h &il+r &"ri Clou, &il+r Can,- ,
)
SKE?>:?( >M2
i;ran" Blu Bla! :i"h , &"ri Bla! :i"h Purl &"ri Bla! :i"h &il+r &"ri Aor! &il+r M"alli! Can,- BlaEing ,
*
Kassion K(
&or" , Bla! :i"h &or" , i;ran" Blu Bla! :i"h a+- r- Bla! :i"h Aro" Blu La< rn M"alli! Aor! &il+r
+
Super splendor
Clou, &il+r Can,- BlaEing , a+- r- rahi" Bla! i;ran" Blu Bla! :i"h Air- , Bla! :i"h $l!"ri! Purl
,
2EA)O(
-
Bla! :i"h orna,o r- M"alli! Bla! :i"h Aro" Blu 20
M"alli! Can,- BlaEing , Bla! :i"h i;ran" %rang Bla! :i"h &or" , Splendor K(
$*!lln" Blu Bla! Mono"on Bla! Purl Can,BlaEing , a+- r- i rani" Blu Clou, &il+r Pala! Maroon
%
%%
2EA)O( K2) #i
Bla! :i"h &or" , Can,- BlaEing , &hil, Bol, M"alli!
$0J MT(?)?
&or" , Digi"al &il+r Ma* Brown M"alli! Alaming %rang Pan"hr Bla! M"alli!
%& 'un
Pan"hr Bla! $;on- r- Aor! &il+r Bol, Brown Marin rn &or" , BlaEing ,
%' IA("J)A
Powr Bla! $;on- r- Daring @llow &o"ligh" :hi" &or" ,
%( IA("J)A J)(
Pan"hr Bla! M"alli! i;ran" %rang BlaEing , &o"ligh" :hi"
%) ")KOES?
%*
ralan, rn D &a Blu rra oa Can-on %rang
21
8OOD 2I+E PRO8RA00E The 'ero )oto $orp 2ood Eife Krogram is designed to compliment your good life in every way. "t brings you an easy to use privilege card paced with special rewards and benefits. And it doesn’t end here. "t also provides you with a free riders’ insurance worth Eah to ensure your peace of mind. %hat’s more, your 'ero )oto $orp 2ood Eife Krogram membership rewards you with points on all your spends. So mae the best use of your card and redeem your points for fabulous rewardsQ ;inner o# the month(- All members enrolled in a month get a chance ot participate in an
exciting lucy draw and 5 lucy winners get a chance to win a SplendorL. Re#erral Point!( - ?arn additional 4333 points on referring a 'ero )oto$orp twowheeler
to your friendsnfamily members and 7333 points on upgrading your own twowheeler. +ir!t Tran!a"tion ,ene#it( - Rou can earn the N#irst Transaction 2ift’ on your first program
transaction through the card and also earn 633 points as first transaction benefit. Di!"o'nt on *pare! > A""e!!orie!(- Start receiving a special discount of 6B on the
purchase of spares and accessories on your successful enrollment and free wash coupon *with limited validity period+. Point! Earned on 0one *pent(- Accumulate points on the purchase of service, spares and
accessories at an authorized 'ero )oto $orp dealership or service centre. ?ach rupee spent gets translated into one point earned. +ree Rider?! Per!onal In!'ran"e(- 2et a free Kersonal Accidental "nsurance worth (s. -
lah on your successful enrolment. 8o 8reen(-2et 63 2reen (eward points for every Kollution Onder $ontrol chec of your
vehicle. Kresent the Kollution Onder $ontrol certificate to the dealer and earn your points. *eri"e ,on'! (- 2et -33 points per service and 633 as continuity bonus on every 7th
regular service ,on'! Point! on ,irthda(- ?arn bonus double points for every transaction done on your
birthday and get special greetings too. Terms P $onditions Apply *pe"ial .al'e O##er!(- ?xclusive invities to events and special value offers from our
partners, selected especially for you. Redeem point!@ tae home o'r gi#t!
As you continue your !ourney with us, you can redeem your points for fabulous gifts.
22
DEA2ER PRO+I2E DA" '?( was established in the year -/ at (a!nandgaon *$.2.+.
Three
entrepreneurs as a partner have started DA" '?( S'% (). :?AE?(S >A)? *KA(T>?(S+ -.)(.EAM)">A(ARA> S">2' /. )(.:?1%(AT' S">2' 4.)(.(AT>?S' S">2' DA" '?( is authorized dealer of '?( )T$(K ET:. At (a!nandgaon *$.2.+ .
23
DEPART0ENT (-
-. Sales /.Spares 4.Services *pre delivery inspection, good life, extended warranty+
+INANCE A.AI2A,2E +RO0 (-
-.">:OS">: 0A>I ET: /.':#$ 4."$"$" 5.S'(" (A) $"TR #">A>$? 6.O>"> #">A>$?
PRI.ATE +INANCE aailable #rom(-
-.("S'A0 #">A>$? /.:'A>?S' #">A>$? 4.0?A(?( #">A>$?
3B CO0PETITOR* -. 0ADAD /. '>:A 4. T1S 5. SOJOI" 6. RA)'A 7. (RAE ?>#"?E: 8. )A'">:(A 9. I">AT"$
24
319 DEA2ER* OR8ANIATION *TRUCTURE %:N$
&how oom
&r+i! &"a"ion
o,own /n!harg in!harg
Aloor Lin &ulir
Aron" Lin ulir
Dli+r- ;i M!hani!
P.D./. /n!harg
Dli+r- ;o-
lr
!!oun" Managr in!harg
Cahir
&al $*!u"i+
M!hani!
Bill Booing $*!u"i+
Ainan! $*!u"i+ P.D./. /n!harg
..o. in/nuran! &r+i! ,+ir
25
:ah ;o-
Par" ulir
.I*ION AND CORE .A2UE*
The business strategies and practices have to be changed continuously and they should be adapted to a changing world. Towards this direction many great companies have developed their policies for their vision for future is core values. The 'ero also set the vision and core values. .I*ION(
'ero in their continuous pursuit for excellent )oto $orp quality and customer satisfaction is committed to achieve cost leadership optimally utilizing their resources by
Striving for Nzero’ accidents, Nzero’ quality complaints and Nzero’ downtime.
?nhancing individual sill through training and motivation.
Total involvement through participative management activities.
$reating healthy and safe environment.
$ontinuous efforts for improving productivity
CORE .A2UE*( •
To mae the contribution for the advan )oto $orp of the society and humanity.
•
To help the public and government to tae up construction activities for individual& national development.
•
To develop the rural areas and provide employment opportunities.
•
Opdating of latest technologies to meet the challenges
HERO 0OTO CORP - UA2IT/ PO2IC/ 'ero )oto $orp s is committed to produce and deliver quality )oto $orp as per customers’ requirement in compliance with applicable standards and continually improve the effectiveness of the quality management system with an aim to enhance customer satisfaction.
26
THI* *HA22 ,E ACHIE.ED ,/( "mprovement in quality of raw materials inputs.
Krogressive improvement in productivity and equipment efficiency.
Total involvement of employees through participative management activities.
?nhancing individual sills through training and motivation.
(eduction of chronic losses.
Technological innovations.
HERO 0OTO CORP ENVIRONMENT POLICY
'ero )oto $orp s is engaged in manufacturing of )oto $orp and are committed to protect the environment through continual improvement by reducing pollution, energy, water consumption and maintaining clean and green environment by implementing environmental management system as per "S-533-. O,ECTI.E*(
(educing the emissions and other pollutants form all sources. $omply with relevant environment legislation and regulation as applicable to our plant operations. )aintaining clean and green environment by reducing energy and water consumption. Kroviding training to all the employees for achieving the required ob!ectives and targets, Sub!ects to review. This policy available to all our employees can be made available to public demand.
/EO MO$O COP 0 OCCUP#$"ON#L /E#L$/ 1 S#2E$3 POL"C3
At 'ero )oto $orp s, continual improvement in occupational health safety performance, and strive to target of zero accident. O,ECTI.E*(
To improve wor facilities to reduce ris by implementing occupational health and safety management programs. To create awareness and involve all employees and interested parties in implementing 'S policy and ob!ectives. To comply with applicable legislation and other regulations. 27
To reduce leaages to create a healthy and safe environment. To further improve the healthy measures by implementing the systems of periodical medical chec up of the employees.
CHAPTER-4 RE.IE; O+ 2ITERATURE
28
RE.IE; O+ 2ITERATURE H'man Re!o'r"e 0anagement Introduction to HRM
?very organization irrespective of its nature and size has four resources namely men, material, and machinery. f these men ". e., people are the most vital resources and they only mae all the differences in an organization. "n this connection E.#. Orwic says that G0usiness houses are made broen in the
long Frun note by the marets or capital, patents, or
equipments, but by menH. Keter #. ducer says that, Gman, of all the resources available to name can grow and developH. This gives geneses to the concept of '(), the sub Fsystem. '( is the central subsystem of an organization. As the central sub system, it controls the functions of each sub Fsystem and the whole organization.
Con"ept 'uman resource management is concerned with the human beings in an organization. "t reflects a now philosophy, a new outloo, approached and strategy, which views an organization’s manpower as its resources and assets. 'uman resource management is a managerial function which facilitates the effective utilization of people *manpower+ in achieving the organizational and individual goals. Simply, '() is a management function that helps the managers to recruit, select, train and develop the organizational members for the purpose of achieving the stated organizational goals. "n the present scenario, '() is used as a synonym to personnel management and the personnel department is called as hr department.
29
De#inition '() is defined as follows, GThe part of management which is concerned with the people at wor and with their relationship within an enterprise. "t aims to bring together and develop into and effective organization of the men and women who mae up an enterprise and having regard for the well being of the individuals and of woring groups, to enable them to mae there best contribution to its successH National institute of personnel management, India. G'uman resource management is a series of decisions that affect the relationship between employees and employers; it affects many constituencies and is intended to influence the effectiveness of employees and employersH. Milkovich l boudreau.
*"ope o# HR0 '() has a very vast and wide scope. "t is concerned with activities starting from manpower planning till the employee leaving the organization. Accordingly, the scope of '() includes procurement, development, maintenance and control of the personnel in the organization The labor a! per!onnel a!pe"t(
"f is concerned with manpower planning , recruitment , selection, pla)oto $orp , induction, transfer , promotion , demotion, terminating, traning and development , lay off and retrenchment, wage and salary administration , incentives, productivity etc. 1
The wel#are a!pe"t(
"t deals with woring conditions and amenities such as canteens, crUches, restrooms ,lunch rooms, housing, transport, medical assistance, education, health and safety , recreation , washing facilities , cultural facilities etc. 30
3
The ind'!trial relation! a!pe"t
This is concerned with unionmanagement relations , !oint consultation , negotiation, collective bargaining, grievance handling , disciplinary action , settlement machinery for industrial disputes etc.
HR0 in"l'de! the #ollowing a"tiitie! 'nder it! p'riew . •
'uman resource planning.
•
(ecruitment, selection, and pla)oto $orp .
•
rientation, training and development.
•
Dob analysis and design.
•
(ole analysis and role development.
•
$areer planning and communication.
•
Kerformance appraisal.
•
'uman relation.
•
Safety and health.
•
%age and salary administration.
•
$ompensation and reward.
•
2rievance redressed.
•
@uality of wor life and employee welfare.
•
rganizational change and development.
•
"ndustrial relation.
Need #or training 31
>eed for training arises to -+
"mprove performance
/+
"mprove productivity
4+
"mprove quality of product&service
5+
"mprove organizational climate
6+
"mprove health and safety
7+
(educe resistance to change
I0PORTANCE O+ TRAININ8(
The importance of human resources management to a large extent depends on human resources development. '.(.:. is nothing but training of employees and training as its most important technique. >o organization can get a candidate who exactly suits with the !ob and the originations requirements. 'ence, training becomes necessary is important to develop the employee and mae him suitable the !ob. Training wors towards value additions to the company through '(:. Dob and organizational requirements are not static rather they are changed dynamic. #rom time to time in view of the technological advan)oto $orp and charge in the awareness of the total quality and productivity management *T@K)+. The ob!ectives of the T@K) can be achieved only through training, which helps to develop human sills and efficiency. Training employees would be a valuable asset to an organization. rganizational efficiency, productivity, progress and development to a greater extent depend up on training. "f the required training is a not provided. "t leads to performance, failure of the employees. rganizational ob!ectives lie viability, stability and growth can also be achieved by providing through training. Training is important, as it constitutes a significant part of management control.
32
The training, enhances four N$’s for the organization viz. •
$ompetence
•
$ommitment
•
$reativity
•
$ontribution
,ENE+IT* O+ TRAININ8( How training ,ene#it! the Organi%ation( •
Eeads to improved profitability and or more positive attitudes towards profits, organization.
•
"mproves the !ob nowledge and sill at all levels of the organization.
•
"mproves the morale of the worforce.
•
'elps people identify with organizational goals.
•
#osters authority, openness and trust.
•
"mproves the relationship between boss and subordinates.
•
Aids in organizational development.
•
Eearns from the trainee.
•
'elps prepare guidelines for the wea aids in understanding and carrying out organizational policies.
•
Krovides information for future needs in all areas of the organization.
•
rganization gets more affective in decisionmaing and problem solving.
•
Aids on developing leadership sills motivating loyalty, better attitudes and other aspects that successful worers and managers usually display.
•
'elps eep costs down in many areas, e.g. production, personnel, administration etc.,
33
•
:evelops a sense of responsibility to the organization for being competent and nowledgeable.
•
"mproves labour management relations.
•
(educes outside consulting costs by utilizing competent internal consulting.
•
Stimulates preventive management as opposed to putting out fires.
•
?liminates suboptional behavior *such as hiding tools+.
•
$reates and appropriate climate for growth and communication.
•
'elps employees ad!ust o change.
•
Aids in handling conflict, thereby helping to prevent stress and tension.
,ene#it! to the indiid'al@ whi"h to t'rn 'ltimatel !ho'ld bene#it the organi%ation(
•
'elps the individual in maing better decisions and effective problem solving.
•
Though training and development, motivation variables of recognition achievement, growth, responsibility and advan)oto $orp are international and operationalised.
•
Aids in encouraging and achieving selfdevelopment and selfconfidence.
•
'elps a person handle stress, tension, frustration and conflict.
•
Krovides information for improving leadership nowledge, communication sills and attitudes.
•
"ncrease !ob satisfaction and recognition.
•
)oves a person towards personal goals, while improving interactive sills.
•
Satisfies personal needs of the trainee *and trainee+
•
Krovided and the trainee an avenue for growth and say in his&her own future.
•
:evelops a sense of growth in learning. 34
•
'elps a person develops speaing and listening sills also writing sills when exercised required.
•
'elps eliminate fear in attempting new sills.
,ene#it! in per!onnel and h'man relation!@ Intra and Inter-8ro'p Relation! and poli" implementation( C
•
"mproves communication between groups and individuals.
•
Aids in orientation for new employees and those taing new !obs through.
•
Transfer for promotion.
•
Krovides information on equal opportunity and affirmative action.
•
Krovides information on other governmental laws and administrative policies.
•
"mproves interpersonal sills.
•
)aes organizations policies, rules, and regulations viable.
•
"mproves morale.
•
0uilds cohesiveness in groups.
•
Krovides a good climate for learning, growth and coordination.
•
)aes the organization a better place to wor and live.
Need #or Training( The need #or training ari!e! d'e to the #ollowing rea!on! C
To march the ?mployee specifications with the !ob requirements and organizational needs. )anagement finds deviations between employee present specifications and the !ob requirements and organizational needs. Training is needed to fill these gaps by developing and
35
maing the employee’s sills nowledge, attitude, behaviour etc., to the turn of the !ob requirement and organization. Organi%ational ariabilit and the tran!#ormation pro"e!! C
The primary goal of the organization is that their viability is continuously influenced by environments pressure. "f the organization does not adapt itself to the changing.
Te"hnologi"al Adan"e!C
?very organization in order to survive ad to be effective should adopt the latest technology, i.e. mechanization, computerization and automation. Adoption of latest technological means and methods will not be complete o enrich tem in the areas of changing technical sills and nowledge from time to time.
Organizational Co!l"#it$
%ith the emergence of increased mechanism and automation manufacturing of multiple products and byproducts or dealing in services of diversified lines, extension of operations, to various regions of the country or in overseas countries, organizations of most of he companies has become complex. They create he complex problems of
coordination
and integration of activities adaptable to the expanding and diversifying situations. This situation calls for training in the sills of coordination, integration and adaptability to the requirements of growth, diversification and expansion. H'man Relation!(
Trends in approach towards personnel managers has changed from the commodity approach to partnership, crossing the human relations approach. So today management of most of the organization has to maintain human relations besides maintaining sound industrial relations although hitherto the managers are not accustomed to deal with the worers 36
accordingly. So training in human relations is necessary to deal with the human problems including alienation interpersonal and inter group conflicts etc. Change! in ob a!!ignment(
Training is also necessary when the existing employee is promoted to the higher level in the organization and when there is some new !ob or occupation due to transfer. Training is also necessary to equip old employees with the advanced disciplines, techniques or technology.
The need #or the training al!o ari!e! to( •
"ncrease Kroductivity
•
"mprove quality of the product&Service
•
'elp a company to fulfill its future personnel needs.
•
"mprove organizational climate.
•
Krevent obsolescence
•
?ffect personal growth
•
)inimize the resistance to change and
•
To act as mentor
Training ob$e"tie!( The personnel manager formulates the following ob!ectives in eeping with the company’s goals and ob!ectives. To prepare employee both old and new to meet the present as well as the changing requirements of the !ob and the organization. •
•
•
To prevent obsolescence. To impart new entrants the basic nowledge and sill they neeed got an intelligent performance of definite !ob. To prepare employees for higher level tass. 37
•
To assist employees to function mote effectively inherit present positions by exposing them to the latest concepts, information and techniques and developing the sills they will need in theist particulate fields.
•
To build up a second line of competent officers and prepare them to occupy responsible positions.
•
To develop the potentialities of people for the next level !ob.
•
To ensure smooth and efficient woring of department.
•
To ensure economical output of required quality.
•
more
To promote individual and collective morale, a sense of responsibility cooperative attitude and good relationships.
A**E**0ENT O+ TRAININ8 NEED* Training needs are identified on the basis of organizational analysis, !ob, analysis and man analysis. Training program, training methods and course content are to be planned on the basis of training needs. Training needs are those aspects necessary to perform the !ob in an organization in which employee is lacing attitude&aptitude, nowledge and sills. Training needs V !ob and organizational requirement employee specification. a) Training need! "an identi# thro'gh identi#ing Organi%ational need! ba!ed on
-+ rganizational strength and weaness in different areas. /+ 0ac drop of organizational ob!ectives and strategies. b) ;or! need! ba!ed on
-+ Dobs to be performed after training. /+ "nformation about details of woring of different !obs. 4+ Setting standards of performance of various !obs. 5+ ?xamining of existing methodologies of doing the !ob to meet the set standards. ") H'man re!o'r"e anal!i! ba!ed on
-+
"ndividual employee, his abilities, his sills, his nowledge and attitude. 38
/+
"nputs required for !ob performance.
4+
"ndividual growth and development in terms of career planning.
A**E*E0ENT 0ETHOD*( The following are some of the methods use to assess the training needs. •
rganizational requirements&weanesses.
•
:epartmental requirements&weanesses.
•
Dob specifications and employee specifications.
•
"dentifying specific problems.
•
Anticipating future problems.
•
)anagements requests observations
•
"nterview
•
2roup conferences
•
@uestionnaire surveys
•
Test or examinations
•
Kerformance appraisal.
Prin"iple! o# trainingC
A number of principles have been evolved over the years, which can be followed as guidelines by the trainees. These are essential in order to promote efficient learning, long Fterm retention, application of sill s and nowledge learned in training to the actual !ob situation. Some of them are, a. )otivation b. Krogress information c. (ein for )oto $orp d. Kractice 39
e. #ull vs. part f. "ndividual difference
Area! o# training rganization provides training to their employees in the following areas. a+ company policies and procedure b+ specific sills c+ human relations d+ Kroblem solving e+ )anagerial and supervisory sills f+ Apprentice training
Training method!( On-the-$ob method!
o##-the-$ob method!
-+
Dob rotation
vestibule training
/+
$oaching
role playing
4+
Dob instruction
lecture methods
5+
Step by step training
conferences or discussions
6+
$ommittee assignments
programmed instruction
ON-THE O, TRIANIN8 0ETHOD
This type of training, also nown as ob!ective instruction, training, is the most commonly used method. Onder this method, the individual is placed on a regular !ob and taught the sills necessary to perform the !ob. The trainee learns under the supervision and guidance of a qualified worer instructor. nthe!ob training has advantage of giving firsthand nowledge and experience under actual woring conditions. %hile the trainee learns how to perform the !ob, he is also a regulars worer rendering the serve for
40
which his paid. The problem of transfer of the trainee is also minimized as the person learns on the !ob. The emphasis is placed on rendering the services in the effective manner rather than learning. 'ow to perform the !ob onthe!ob training method include !ob rotation, coaching, !ob instruction or stop by step training g and committee assignments. ".
ob rotation( this trainee involves the movement of trainee form one !ob to another.
The trainee receives !ob nowledge and gains experience from his supervisor or trainer in each of the different !ob assignments. Though this method of trainings common in training managers for general management position, trainees can also be rotated from hob to ob in worshop !obs. This method gives an opportunity to the trainee to understand the problems of employees of other !obs and respect them.
"".
Coa"hing( the trainee is placed under a particular supervisor functions as a coach in
training the individual. The supervisor provides the feedbac to the trainee on his performance and offers his some suggestions for improvement. ften the trainee shares some of the duties and responsibilities of the coach and relieves his of his burden. A limitation of this method of training is that the trainee may not have the freedom or opportunity to ex press his own ideas.
""".
ob in!tr'"tion( this method is also nown as step by step training. Onder this
method, trainer explains the trainee the ways of doing the !obs , !ob nowledge and sills allows him to do the !ob . The trainee appraises the performance of the trainee, provides feedbac and corrects the trainee.
41
"1.
Committee a!!ignment!( under the committee assignment, group of trainees are
given an ased to solve an organizational problem. The trainee solves the problem !ointly. "t develops teamwor. O++-THE I, 0ETHOD(
Onder the method of training, the trainee is separated from the !ob situation and his attention " focused upon learning the material related to his future !ob performance. Since the trainee is not distracted by !ob requirements, he and place his entire concentration on learning the !ob rather tan speeding in performing it. There "s a opportunity for freedom expression for the trainee, the methods are as followsC
".
.e!tib'le training( in this method, actual wor conditions are simulated in a
classroom. )aterials, files and equipments those are used in actual !ob performance are also used in training. This type of raining " commonly used for training personnel for clears and semi silled !obs. The duration of this training ranges from days to a few wees theory can be related to practice in this method. "".
Role plaing( it " s defined as human interaction that involves realistic behavior in
imaginary situations. This method of training involves action, doing and proactive. The participant play the role of certain characters, such as production manager, mechanical engineer, maintenance engineer, superintendents, quality control inspectors, foremen. %orers and the lie. The method " mostly used to develop interpersonal interactions and effectively ion. """.
2e"t're method( the lecture is a traditional method and direct method of
instruction. The instruction organizes the material it to a group o trainees in the form of a tal. To be effective the lecture must motivate and create interest among the trainee an advantage of lecture method it is direct and can bi used for large group o
42
trainees. Thus cost and tinVme involved are reduced. The ma!or limitation of the lecture method is that it does not provide for transfer of training effectively. "1.
Con#eren"e( it is a method obtaining the clerical, professional and supervisory
personnel. This method involves a group of people who pose ideas, examine a those facts, ideas and data, test assumptions and draw concussions, all of which contribute to the improvement of !ob performance. 1.
Programmed in!tr'"tion( in recent years this method has become popular. The
sub!ect matter to be learnt is resents in a series of carefully planned sequential units. These units ate arranged from simple to more complex levels of instructions. The trainee goes though these units by answering questions or filing the blans. This method is expensive and consuming. 1".
Eal'ation o# training programme C the specification of values forms a basis of
evaluation. the basis of evaluation and the mode of collection of information necessity for evaluation should be determined at the planning stages the process of training evaluation has been defined as Gany attempt to obtain information on the effects of training performance and to asses the also of training ting the light of than informationH. ?valuation is crucial in ascertaining whether or not the training program is providing to be effective and its ob!ectives ate being achieved. ?valuation leads controlling and coercion the training programs. 'umbling suggested five levels at which evaluation of training cal tae palaces. They are reactions, learning, !ob behavior, organization, ultimate value. 1"".
+eedba"( training evaluation information should be provided to the trainers and
instructors, trainees ads all other parties concerned for control, corrections and improvements of trainees activities. #urther the training evaluator should follow it
43
up to ensure implementation of the evaluation report at every state. #eedbac info maroon can be collected on the basis of questionnaire or through interview.
,ene#it! o# training( Training is important as it is the most significant part of management control. Training facilitates the management to achieve its organizational goals effectively by the effective utilization of human resources. Training g is benefices to both employees and the organization in the following ways. 0enefit to the organizationC training is advantageous to the organization in the following ways.
I
improed prod'"tiit(
Training helps the employees to improve their performance level. A well trained employee can perform a tas&activity at a faster rate and accurately by using better methods of wor. This improvement in manpower performance helps the organization to achieve high and improved productivity. II
Improed &'alit o# wor(
"n training programmed, employees ate taught standardized and better methods of performing activities. %ell trained employees ate less lie ly to mae functional mistaes. This proficiency of employees facilitates the organization to improve the quality of wor. III
Co!t and wage red'"tion(
Trained employees perform less functional &operational mistaes and mae more economical use of materials and machinery. This reduces wastages and results in increased productivity with high quality and reduction in cost per unity. Training even reduces the maintenance cost due to fewer machine breadowns and better handling of equipments.
44
I.
Red'"ed !'peri!ion(
A well trained employee tends to be selfsupportive, highly motivated and requires less assistance and control. This reduces the supervisor’s burden and in turn increases the span of supervision. 1.
Red'"ed a""ident!(
Training reduces the frequency of accidents because a well trained employee adopts the right and safety wor methods. ?ven the health and safety of employees can be improved.
.I Emploee growth and high morale(
Training enhances the nowledge and sills of employees guiding them to grow faster in their career. This facilitates the organization to achieve its goals effectively. Kroper training develops positive attitude among employees and this improves the morale and !ob satisfaction. Training even reduces the grievances as a well trained employee " given the opportunity of promotion and !ob securit y. Improed organi%ational "limate(
A sound programmed improves the organizational climate including, harmonious industrial
relations,
improved
discipline,
decentralized
authority,
participative
management, reduced resistance to change and organizational stability. Thus, it can be concluded that training is an investment in people and a systematic training is a sound business investment. HRI*(
45
'uman resource information system is systematic procedure for collecting, storing, maintain, and retrieving data need by an organization about its human recourse and various activities that ate relevant for their management. HRC(
"n the present highly complex environment , '( counseling has become drive responsibility of '( manager as counseling plays vital role in different aspects of managing
human resource lie career planning and development , performance
management , stress management, and other areas which may effect employees emotionally. The basic ob!ective of counseling is to bring an employee bac to his normal mental position in which he was before the emotional problem emerged.
*EN*ITI.IT/ TRAININ8(
Sensitivity training is a smallgroup interaction process in the unstructured form which requires people to become sensitivity to others feelings in order to develop reasonable group activity. CIPP APPROACH(
This approach taes context, process and product for evaluation. •
ConteFt eol'tion C involves evaluation of training and development needs analysis and
formulation ob!ective in the light of needs. •
Inp't eal'ation( involves evaluation of determining policies, budget, schedules, and
procedures for organization programmed. •
Pro"e!! eal'ation C involves of preparation of reaction sheets, rating scales and analysis
of relevant records.
46
Prod'"t eal'ation( involves measuring and interpreting the attainment of training and
•
development ob!ectives. PER+ORANCE APPRAI*A2
Kerformance appraisal is the systematic evaluation of the individual with regard to his or her performance on the !ob and his potential for development. O, ANA2/*I*(
Dob evaluation process starts with the base provide by !ob analysis. Dob analysis identifies various dimensions of a !ob in two forms, !ob description and !ob specification. Dob descriptions provide responsibility involves in the performing of the !ob while !ob specifications provides attributes required in the !ob performer.
0A=IN8 HR-CO00UNICATION E++ECTI.E(
"t is essential that special efforts are taen to mae '( communication effective. These efforts are need because '($ suffers due to operation of a number of barriers against it which are as follows. •
"nadequate appreciation of need for '($ by the organization
•
"nadequate appreciation of what is to be communicated.
•
Tendency of eeping '( policies and practices confidential.;
•
Eanguage problem in the case of multilingual composition of worforce.
•
$ost involved in '( communication.
47
CHAPTER-5 48
DATA ANA2/*I* > INTERPRETATION
DATA ANA2/*I* > INTERPRETATION
-.
The nowledge& sills *technical P behavior+ imparted through training is relevant to your wor a+ Agree
b+ Kartly agree
c+ :isagree
Accepted level
Bof response 73B /3B /3B -33B
Agree Kartly agree :isagree Total
49
Interpretation(
•
73B of the employees agreed that training is relevant to their !ob&wor, where as /3B partly agreed and /3B have disagreed.
/.
:o you thin training is a continuous process in your organizations a+ Res
b+ >o
c+ )ost of the times
Accepted level
Bof response 43B 53B 43B -33B
Res >o )ost of the times Total
50
Interpretation(
•
43B of employees accepted that training is a continuous process in their organization, where as 53B of the employees said no and 43B of employees said that it is for most of the times.
4.
Training will accelerate in updating your nowledge P sills a+ Strongly believe
b+ )ight be
c+ >o
Acce pted level Strongly be leave )ight be >o Total
Bof response 66B -3B 46B -33B
51
Interpretation(
•
66B of employees strongly believed that training will accelerate in updating nowledge and sills where as -3B said that training might accelerate in updating nowledge and sills and 46B said no.
52
5.
"s need based training imparted in your organization a+ Res
b+ >o
c+ Some times
Accepted level
Bof response 66B -3B 46B -33B
Res >o Some times Total
Interpretation(
•
66B of employees said yes that training is imparted in their organization, -3B said no and 46B of the total employees said that it is only imparted at some times.
53
6. 0ased on the individual training needs employees are nominated for the Training program
a+ Res
b+ >o
c+ Some times
Accepted level
Bof response 93B 6B -6B -33B
Res >o Some times Total
Interpretation(
•
93B of the employees said that based on the individual training needs employees
are nominated for the training program where as 6B of them said no and -6B of them said that it is only for some times.
54
7.
Suggestions given regarding the training program are taen into consideration for #uture improvement in training programs a+ All improvements suggested
b+ (ealistic suggestions c+ (elevant
Accepted level All improvements suggested (ealistic suggestions (elevant Total
Bof response 5/B 5/B -7B -33B
Interpretation(
•
5/B of the employees accept that improvements are suggested and the other 5/B of the employees accepted that suggestions are realistic where as -7B of employees say that suggestions are relevant
55
8.
%ill training imparted in your organization improve productivity directly or "ndirectly
a+ Agree
b+ :isagree
c+ Kartly agree
Accepted level
Bof response 93B -6B 6BS
Agree :isagree Kartly agree Total
-33B
Interpretation(
•
93B of the employees strongly agree that training will improve productivity, where as 6B of employees !ust agree and only -6B of the employees disagree.
56
9. %ill the training methodology and policies have impact on the culture of the organization a+ Agree
b+ Kartly agree
c+ :isagree
Accepted level
Bof response 66B 46B -3B -33B
Agree Kartly agree :isagree total
Interpretation(
•
66B of employees have agreed that training methodology and policies will have strong impact on the culture of the organization, where as 46B of the employees have partly agreed and the rest -3B of the employees have disagree.
57
. Ieeping in view of the present and future requirements of the organization. "s the need based training programs are organized at the regional level
a+ )ostly
b+ Some times
c+ >ot at all
Accepted level )ostly Some times >ot at all Total
Bof response /3B 76B -6B -33B
Interpretation(
•
76B of employees have said that need based training programs are organized eeping in view of the present and future requirements of the organization, where as /3 B of employees agree mostly relevant and -6B have conved not at all
58
-3.
'ow do you find the atmosphere of the employee development centre in your
rganization a+ #riendly
b+ #ormal
c+ up to expected level
Accepted level #riendly #ormal Op to expected level
Bof response 76B /3B -6B
Total
-33B
Interpretation(
•
76B of employees feel that the atmosphere of employee development centre in their organization is friendly and /3B of employees say that is formal. -6W of employees say it is up to expected level.
59
--. :oes the training have a positive motivational effect on the employees. a+ Strongly agree
b+ agree
c+ partly agree
Accepted level
Bof response 76B /3B -6B -33B
Agree Kartly agree :isagree Total
Interpretation(
•
76B of employees agree that training has a positive motivational effect on the employees, where as /3B of employees partly agree, -6B partly agree.
60
-/.
The quality of the faculty identified for training programs in general are a+ 1ery efficient
b+ @ualified
c+ satisfactory
Accepted level 1ery efficient qualified satisfactory total
Bof response 73B /3B /3B -33B
Interpretation(
•
73B of employees say that the quality of faculty identified for training programs in general are very efficient and /3B of employees said that they are qualified and /3B of employees say that they are satisfactory.
61
-4.
"s the training schedule structured and followed in the training program a+ Structured
b+ structured with flexibility
Accepted level structured structured with flexibility Total
Bof response 63B 63B -33B
Interpretation(
•
63Bof the employees agree that the training schedule is structured with flexability and 63B of employees agree that it is structured.
62
-5.
:o you thin training needs are identified and relevant training is given in the rganization a+ Res
b+ Sometimes
c+ >o
Accepted level
Bof response 5/B 5/B -7B -33B
yes some times no Total
Interpretation(
•
5/B of employees say yes that training needs are identified and relevant training is given in the organization and 5/B of employees say some times, and -7B say no.
63
-6.
%ho plays the ma!or role in identifying training needs and relevant training Krogramme to be given
a+ b+ head of the human resource
Accepted level "mmediate boss 'ead of the department 'uman resource development Total
Bof response 76B -6B /3B -33B
"mmediate boss department c+ development
Interpretation(
•
76B of employees say that the immediate boss plays ma!or role in identifying the training needs head of the department, where as -6B say that it’s the head of the department and human resource development /3B
64
-7+ 'ow do you thin that the training has helped you a+ Through increasing productivity
b+ through enhanced sills
Accepted level Through increasing productivity Through enhanced sills ther Total
c+ others
Bof response 83B 6B /6B -33B
Interpretation(
•
83B of employees agree that through increasing productivity the training has helped them, 6B through enhanced sills and /6B other.
65
-8.
%hich training method do you use in the company a+ n !ob training c+ Apprenticeship
b+ !ob instruction training d+ class room or off !ob method
Accepted level n the !ob training Dob instruction training Apprenticeship $lass room or off !ob method Total
Bof response 43B /3B /6B /6B -33B
Interpretation(
•
43B of employees says that they use on the !ob training in their company, /3B says !ob instruction training /6B says apprentice ship, /6B class room method or off !ob method.
66
-9.
:evelopment is mainly designed for
a+ )anagers
b+ ?xecutives
c+ Staff
Accepted level )anagers ?xecutives Staff All the above Total
d+ All the above
Bof response /3B -3B -3B 73B -33B
%of response
20% m anagers
60%
eec!ti"es
s taff
10% 10%
Interpretation( 67
a## the a$o"e
•
/3B of employees agree development is mainly designed for managers, -3B for executives, -3B for staff 73B for managers, executives, staff.
68
-. %hat is the duration of training program you prefer a+ )onthly
b+ @uarterly
c+ Twice in a year
Accepted level
d+ nce in a year
Bof response 43B 53B /3B -3B -33B
)onthly quarterly twice in a year once in a year total
Interpretation(
•
43B of the employees agree duration of training programs monthly, 53B quarterly, /3B twice in a year -3B once in a year.
69
/3.
According to your opinion the main ob!ectives of training may be a+ To improve the quality of the service&production rate b+ To improve individual efficient c+ To fast service & production activities d+ To understand about norms
Accepted level To improve the quality of the services To mae individual efficient To fast service or production activities Onderstand about norms Total
Bof response -3B 63B 43B -3B -33B
Interpretation(
63B of the employees sat that the main ob!ectives of training to mae individual efficient, 43B to fast service, production activities, -3B to improve the quality of the service production rate -3B to understand about norms.
70
CHAPTER-6 +INDIN8* > *U88E*TION* and CONC2U*ION
71
+INDIN8* -+ There is a healthy relationship between the peers, subordinates, and superiors in Hero 0oto Corp
/+ "n this organization maximum no. of employees are agree with the management considering their ideas and suggestions on some occasions only. 4+ "n this organization Training programs will helps the employees in achieving both individual goals and organizational goals. 5+ )aximum no. of employees is satisfied with the Training program conducted by Hero 0oto Corp
6+ ?mployers are gained nowledge at wor place after attending this Training program. 7+ #or new !oiners in organization training method are conducted lie coaching and besides orientation programs. 8+ Training will be very useful to employees in their present !ob. 9+ Training program helps employees to tae new challenges in their present !ob. + )ost of the employees are using new sills in their present !ob. -3+ According to the training program employees to tae new roles in the organization. --+ %ith the help of training program employees will increase their productivity. -/+ After this Training program they are doing their !ob more confidently. -4+ Training program brought positive impact on employee behavior.
72
*U88E*TION*( -+ Her Hero o 0oto Corp should conduct more and more training programs related to the functional competencies of employees. /+ Her Hero o 0oto 0oto Corp should ensure that whenever they tae feedbac from employees their suggestions are taen into consideration and implemented as soon as possible this will mae employees to give honest and appreciate feedbac. 4+ Hero 0oto Corp in this regard should conduct a forum for feedbac so that real time information is available with respect to training needs of the employees. 5+ Aim of any company company is to be ensure ensure that all employ employees ees apply apply techniqu techniques es learnt learnt in training program on the !ob hence at each level sill base training should be given. 6+ The need need is for the managem management ent to bring bring the most efficie efficient nt trainers trainers to the training training programs. Trainers Trainers can be selected on basic of their rating in the corporate world. 7+ 'ere the manage managemen mentt has to improv improvee the quality of of Traini Training ng program programmer merss in Hero 0oto Corp a quality based approaches can be used.
8+ %hile %hile evaluatin evaluating g the Train Training ing programm programmers ers the feedbac feedbac will will be collected collected each and every day in Training period. And also the feedbac form can be distributed to the employees every day in the lunch brea.
73
Con"l'!ion -+ Through Through these Traini Training ng Krogrammer Krogrammerss the employees employees of the company company get to now now the realities of the company woring procedures and thereby come up with the vision of the organization. So, these inds of training programmers should be conducted quite regularly in the company so as to assure development of the employees. /+ This ind ind of training training also helps helps in building building networs networs through through different different people people from diff differ eren entt bac bacgr grou ound ndss comi coming ng unde underr one one roof roof thro throug ugh h such such Train rainin ing g and and :evelo :evelopme pment nt progra programme mmers, rs, which which actual actually ly integr integrates ates the whole whole organi organizati zation on through sharing of different sills and cultures. 4+ These These ind of traini training ng programm programmers ers brings brings a ray of confiden confidence ce in the employe employees, es, that they are updated with the global procedures, new technological developments etcC 5+ The The trai traini ning ng prov provid ided ed ensu ensure ress that that empl employ oyees ees enha enhanc ncee thei theirr overa overall ll sill sillss i.e. i.e. behavioral and technical sills for their overall development.
74
,I,2IO8RAPH/(
A A'thor! Name
Title o# ,oo
$. 0. )A)("A S SO00A (A
K $(S>>?E )A>A2?)?>T " ">:OST("AE (?EAT">S A>:
K )"$'"?AE ST?K'?> K. (00">S
KK?(S>>?E )A>A2?)?>T ' '() P '( (2A>"JAT">AE 0?'A1"(
;E,*ITE*( wwwheromoto"orp"om www!"ribd"om wwwpro$e"t!5mba"om wwwdo"!to""om
UE*TIONNARIE
75
" would be grateful if you would indly spare some time to answer the questionnaire. This information will be used purely for academic purpose and would be ept confidential. NA0E
(
DEPART0ENT(
DE*I8NATION (
E0P2O/EE NO(
-. "s the Training program introduced new concepts in your area of woring a+. Strongly Agree
b+. Agree
c+. $an’t say
d+ :isagree
e+. Strongly :isagree /. "s the Training program introduced new concepts in area of your personality development&'uman relations a+. Strongly Agree
b+. Agree
c+. $an’t say
d+ :isagree
e+. Strongly :isagree 4. "s the Training program useful to you in your present !ob a+. Strongly Agree
b+. Agree
c+. $an’t say
d+ :isagree
e+. Strongly :isagree 5. "s the Training program helps you to prepare you for the future !obs in your area of woring a+. Strongly Agree
b+. Agree
c+. $an’t say
d+ :isagree
e+. Strongly :isagree
6. "s the Training program helps you to tae new challenges in your present !ob a+. Strongly Agree
b+. Agree
c+. $an’t say
d+ :isagree
e+. Strongly :isagree 7. "s the Training program helps you to tae new roles in this organization a+. Strongly Agree
b+. Agree
c+. $an’t say 76
d+ :isagree
e+. Strongly :isagree 8. :o you often apply this nowledge in your wor place while performing the !obs a+. Strongly Agree
b+. Agree
c+. $an’t say
d+ :isagree
e+. Strongly :isagree 9. "s the Training program brought change in your perception about your !obs a+. Strongly Agree
b+. Agree
c+. $an’t say
d+ :isagree
e+. Strongly :isagree . :o you attained new sills in this Training program a+. Strongly Agree
b+. Agree
c+. $an’t say
d+ :isagree
e+. Strongly :isagree -3. Are you using the new sills in your present !ob a+. Strongly Agree
b+. Agree
c+. $an’t say
d+ :isagree
e+. Strongly :isagree --. $ould you increase your productivity with the help of this training a+. Strongly Agree
b+. Agree
c+. $an’t say
d+ :isagree
e+. Strongly :isagree -/. After this training, are you doing your !ob more confidently a+. Strongly Agree
b+. Agree
c+. $an’t say
d+ :isagree
e+. Strongly :isagree -4. After this training, your relations with your colleagues and superiors are improved a+. Strongly Agree
b+. Agree
c+. $an’t say
d+ :isagree
e+.
Strongly :isagree
-5. %hether the financial resources given with the training program you received, can you increase the output
77
