Dissertation on T&p of M&M ltd

7/29/2019 Dissertation on T&p of M&M ltd.

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A study of training & development practices and its effects on employee

performance at Mahindra & Mahindra Ltd., Chennai

P. R. Patil College of Management, Amravati Page 1

CHAPTER NO. 1

INTRODUCTION TO TRAINING & DEVELOPMENT

1.1) INTRODUCTION:

Human Resource Management is defined as the people who staff and

manage organization. It comprises of the functions and principles that are applied

to retaining, training, developing, and compensating the employees in

organization. It is also applicable to non-business organizations, such as

education, healthcare etc. Human Resource Management is defined as the set of

activities, programs, and functions that are designed to maximize both

organizational as well as employee effectiveness.

Scope of HRM without a doubt is vast. All the activities of employee,

from the time of his entry into an organization until he leaves, come under the

horizon of HRM. The divisions included in HRM are Recruitment, Payroll,

Performance Management, Training and Development, Retention, Industrial

Relation, etc. Out of all these divisions, one such important division is training

and development.

1.2) TRAINING & DEVELOPMENT

Definition of Training & Development:

Improve performance Training & Development is any attempt to improve

current or future employee performance by increasing an employees ability to

perform through learning, usually by changing the employees attitude or

increasing his or her skills and knowledge.

MEANING OF TRAINING & DEVELOPMENT: -

The need for Training and Development is determined by the employees

performance deficiency, computed as follows. Training & Development Need =

Standard Performance Actual Performance We can make a distinction among

Training, Development and Education.
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Training:

Training refers to the process of imparting specific skills. An employee

undergoing training is presumed to have had some formal education. No training

program is complete without an element of education. Hence we can say that

Training is offered to operatives.

Education:

It is a theoretical learning in classrooms. The purpose of education is to

teach theoretical concepts and develop a sense of reasoning and judgment. That

any training and development program must contain an element of education is

well understood by HR Specialists. Any such program has university professors

as resource persons to enlighten participants about theoretical knowledge of the

topics proposed to discuss. In fact organizations depute or encourage employees

to do courses on part time basis. CEOs are known to attend refresher courses

conducted by business schools. The education is more important for managers and

executives rather than low cadre workers. Any ways education is common to all

employees, their grades notwithstanding.

Development:

Development means those learning opportunities designed to help

employees to grow. Development is not primarily skills oriented. Instead it

provides the general knowledge and attitudes, which will be helpful to employers

in higher positions. Efforts towards development often depend on personal drive

and ambition. Development activities such as those supplied by management

development programs are generally voluntary in nature. Development provides

knowledge about business environment, management principles and techniques,human relations, specific industry analysis and the like is useful for better

management of a company.

As with this website as a whole, this training guide is oriented chiefly

around what's good for people, rather than chiefly what's profitable for

organizations.


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The reason for this is that in terms of learning, training and development,

what's good for people is good for the organizations in which they work. What's

good for people's development is good for organizational performance, quality,

customer satisfaction, effective management and control, and therefore profits

too.

This is central to a fairly balanced Psychological Contract in employment

organizations. Profit is an outcome of managing and developing people well.

People and their development enable profit. Enable people and you enable profit.

Organizations which approach training and development from this standpoint

inevitably foster people who perform well and progress, and, importantly, stay

around for long enough to become great at what they do, and to help others

become so. Training is a very commonly used word, so it features heavily on this

page, but learning is in many ways a better way to think of the subject, because

learning 'belongs' to the learner, whereas training traditionally 'belongs' to the

trainer or the organization. This is a significant difference in attitude, explained in

more detail on the training or learning? Training should be about whole person

development - not just transferring skills, the traditional interpretation of training

at work. Whatever your role and responsibility, you might not immediately be

able to put great new emphasis on 'whole person development'.

1.3) PROCESS OF TRAINING:

The Training Process

Conducting a thorough need assessment of the organization so as tocapture the details of the training requirement.

Compiling the corresponding research information to ensure that thetraining program hits the bulls eye.

Customizing the training program as per the clients needs so as to delivermaximum benefit to them

Getting the course contents & methodology signed off by the clients


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Assessing the participants through scientific interviewing tools andpreparing an in depth pre-training assessment report ( as and when

required by the training program / client)

Training Delivery Measure Participants learning and feedback during training Conduct Training evaluation 2-3 months after training date ( Through

interviews, projects or assignments) to measure progress and submit a

detailed report to the client ( if required by client)

1.4) OBJECTIVE OF TRAINING:

The objectives for the training of employees:

To increase productivity- Instructions can help employees increase theirlevel of performance on their present assignment. Increased human

performance often leads to increased operational productivity and

increased company profit.

To improve quality- Better informed worked are less likely to makeoperational mistakes. Quality increases may be in relationship to company

product or service or in reference to the intangible organizational

employment atmosphere.

To help a company fulfill its future personnel needs- Organizations thathave a good internal programme for development will have to make less

drastic manpower changes and adjustments in the event of sudden

personnel alterations. When the need arises organizational vacancies can

be easily staffed from maintaining an adequate instructional programmed

for both its non-supervisory and managerial employees.

To improve organizational climate- An endless chain of positive reactionsresult from a well planned training programmed.

To improve health and safety- proper training can help prevent industrialaccidents. A safer atmosphere leads to more stable mental attitudes on part

of employees. Managerial mental status would also improve, if


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supervisors know they can better themselves through company designed

development programs.

Obsolescence prevention- Training and development programmes fosterthe initiative and creativity of employees and help to prevent manpowerobsolescence due to age, temperament, or motivation or the inability of a

person to adapt by him to technological changes.

Personal growth- Employees on a personal basis gain individually fromtheir exposure to educational expressions. Management development

program seems to give participants a wider awareness, an enlarged skill

and enlightens realistic philosophy and make personal growth possible.

1.5) ROLE OF TRAINING:

When hiring workforce, almost every organization looks for involved,

committed, effective and productive employees. But not every organization

understands that you have to work to build your workforce for it and it requires

lot of planning and commitment along with strategies and policies to go with it.

Organizations who invest in building their workforce usually have well tested

strategies working for them. These include:

-

Providing tools for increasing productivity of new employees- Defining competencies at all levels and then providing development paths

to master those competencies

- Challenging employees with opportunities and building their confidence- Improving managerial and interpersonal skills- Stimulate continuous career growth and skill development- Encouraging collaborative team effort and unleash team synergy

Employee development opportunities are of top importance for employees

when they think about next step in their career and if they want to stay with their

current employer or go elsewhere. Investing in employees future is of great

importance and helps to improve retention. Continuous employee development

not only leads to better productivity, but also helps to earn employees loyalty.


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Employees tend to stay with the organizations that care for them, not only in good

times, but difficult times as well.

Training can play a huge role when organizations strategize on creating

development opportunities for their employees. Right employee training at the

right time provides employers big return on investment. It helps employers get

increased productivity, commitment, knowledge and loyalty from their workforce.

Companies can plan for various types of trainings depending upon the options

which provide big payoffs for them. For example:

- New hire orientation helps employees getting acclimated with companyprocedures and also helps them understand the company culture better

- Legal and compliance trainings helps in being good corporate citizens- Tools and technology trainings increases productivity- Training on new company products to keep up with pace of change- Seminars, workshops and classes for other opportunities and development

Training should be considered critical for ongoing development, success

and retention of employees. In order to support continuous learning and

development for their employees, employers need to create and foster an

organization wide learning environment, offer support for learning within the

organization, provide access to professional library or knowledge repositories,

offer tuition reimbursement, etc.

1.5) IMPORTANCE OF TRAINING & DEVOLPMENT:

Optimum Utilization of Human Resources Training andDevelopment helps in optimizing the utilization of human resource

that further helps the employee to achieve the organizational goals as

well as their individual goals.

Development of Human ResourcesTraining and Developmenthelps to provide an opportunity and broad structure for the

development of human resources technical and behavioral skills in an

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


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Development of skills of employeesTraining and Developmenthelps in increasing the job knowledge and skills of employees at each

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

personality of the employees.

ProductivityTraining and Development helps in increasing theproductivity of the employees that helps the organization further to

achieve its long-term goal.

Team spirit Training and Development helps in inculcating thesense of team work, team spirit, and inter-team collaborations. It helps

in inculcating the zeal to learn within the employees.

Organization CultureTraining and Development helps to developand improve the organizational health culture and effectiveness. It

helps in creating the learning culture within the organization.

Organization ClimateTraining and Development helps buildingthe positive perception and feeling about the organization. The

employees get these feelings from leaders, subordinates, and peers.

QualityTraining and Development helps in improving upon thequality of work and work-life.

Healthy work environmentTraining and Development helps increating the healthy working environment. It helps to build good

employee, relationship so that individual goals aligns with

organizational goal. Health and Safety Training and Development helps in improving

the health and safety of the organization thus preventing obsolescence. MoraleTraining and Development helps in improving the morale of

the work force. Image Training and Development helps in creating a better

corporate image. Profitability Training and Development leads to improved

profitability and more positive attitudes towards profit orientation.
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Training and Development aids in organizational development i.e.Organization gets more effective decision making and problem

solving. It helps in understanding and carrying out organizational

policiesTraining and Development helps in developing leadership skills,

motivation, loyalty, better attitudes, and other aspects that successful workers

and managers usually display.

1.6) MODELS OF TRAINING:

Training is a sub-system of the organization because the departments

such as, marketing & sales, HR, production, finance, etc depends on training

for its survival. Training is a transforming process that requires some input

and in turn it produces output in the form of knowledge, skills, and attitudes

(KSAs).

THE TRAINING SYSTEM

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

perform a particular function. An organization is a system and training is a sub

system of the organization.

The System Approach views training as a sub system of an

organization. System Approach can be used to examine broad issues like

objectives, functions, and aim. It establishes a logical relationship between the

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

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

material, time required in every system to produce products or services. Andevery system must have some output from these inputs in order to survive. The

output can be tangible or intangible depending upon the organizations

requirement. A system approach to training is planned creation of training

program. This approach uses step-by-step procedures to solve the problems.


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Under systematic approach, training is undertaken on planned basis. Out of

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

explained below.

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

internal and external forces, that poses threats and opportunities, therefore,

trainers need to be aware of these forces which may impact on the content,

form, and conduct of the training efforts. The internal forces are the various

demands of the organization for a better learning environment; need to be up

to date with the latest technologies.

There are three models of training:

1. System Model2. Instructional System Development Model3. Transitional model

System Model:

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

regular basis to make further improvements. The training should achieve the

purpose of helping employee to perform their work to required standards. The

steps involved in System Model of training are as follows:

1. Analyze and identify the training needs i.e. to analyze the department,job, employees requirement, who needs training, what do they need tolearn, estimating training cost, etc The next step is to develop a

performance measure on the basis of which actual performance would

be evaluated.
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2. Design and provide training to meet identified needs. This steprequires developing objectives of training, identifying.

3. Develop- This phase requires listing the activities in the trainingprogram that will assist the participants to learn, selecting delivery

method, examining the training material, validating information to be

imparted to make sure it accomplishes all the goals & objectives.

4. Implementing is the hardest part of the system because one wrong stepcan lead to the failure of whole training program.

5. Evaluating each phase so as to make sure it has achieved its aim interms of subsequent work performance. Making necessary

amendments to any of the previous stage in order to remedy or

improve failure practices

Instructional System Development Model:

Instructional System Development model or ISD training model

was made to answer the training problems. This model is widely used now-a-

days in the organization because it is concerned with the training need on the

job performance. Training objectives are defined on the basis of job

responsibilities and job description and on the basis of the defined objectives

individual progress is measured. This model also helps in determining and

developing the favorable strategies, sequencing the content, and delivering

media for the types of training objectives to be achieved.

The Instructional System Development model comprises of five stages:

1. ANALYSISThis phase consist of training need assessment, job analysis,

and target audience analysis.

2. PLANNING This phase consist of setting goal of the learning outcome,

instructional objectives that measures behavior of a participant after the
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training, types of training material, media selection, methods of evaluating the

trainee, trainer and the training program, strategies to impart knowledge i.e.

selection of content, sequencing of content, etc.

Transitional model

Transitional model focuses on the organization as a whole. The outer

loop describes the vision, mission and values of the organization on the basis

of which training model i.e. inner loop is executed.

Visionfocuses on the milestones that the organization would like to

achieve after the defined point of time.A vision statement tells that where theorganization sees itself few years down the line. A vision may include setting

a role model, or bringing some internal transformation, or may be promising to

meet some other deadlines.

Mission explain the reason of organizational existence. It identifies

the position in the community. The reason of developing a mission statement

is to motivate, inspire, and inform the employees regarding the organization.

The mission statement tells about the identity that how the organization would

like to be viewed by the customers, employees, and all other stakeholders.

Valuesis the translation ofvision and mission into communicable

ideals. It reflects the deeply held values of the organization and is independent

of current industry environment. For example, values may include social

responsibility, excellent customer service, etc.
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1.7) METHODS OF TRAINING:

There are various methods of training, which can be divided in

to cognitive and behavioral methods. Trainers need to understand the pros and

cons of each method, also its impact on trainees keeping their background and

skills in mind before giving training.

Cognitive methods are more of giving theoretical training to the trainees. The

various methods under Cognitive approach provide the rules for how to do

something, written or verbal information, demonstrate relationships among

concepts, etc. These methods are associated with changes in knowledge and

attitude by stimulating learning.

The various methods that come under Cognitive approach are:

LECTURES DEMONSTRATIONS DISCUSSIONS COMPUTER BASED TRAINING (CBT)

intellegent tutorial system(its) programmed instruction (pi) virtual reality

Behavioral methods are more of giving practical training to the

trainees. The various methods under Behavioral approach allow the trainee to

behavior in a real fashion. These methods are best used for skill development.

The various methods that come under Behavioral approach are:

GAMES AND SIMULATIONS BEHAVIOR-MODELING
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BUSINESS GAMES CASE STUDIES EQUIPMENT STIMULATORS IN-BASKET TECHNIQUE ROLE PLAYSBoth the methods can be used effectively to change attitudes, but through

different means.

Another Method is MANAGEMENT DEVELOPMENT METHOD

MANAGEMENT DEVELOPMENT

The more future oriented method and more concerned with education

of the employees. To become a better performer by education implies that

management development activities attempt to instill sound reasoning

processes.

Management development method is further divided into two parts:

ON THE JOB TRAINING

The development of a manager's abilities can take place on the job.

The four techniques for on the job development are:

COACHING

MENTORING

JOB ROTATION
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JOB INSTRUCTION TECHNIQUE (JIT)

OFF THE JOB TRAINING

There are many management development techniques that an

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

SENSITIVITY TRAINING

TRANSACTIONAL ANALYSIS

STRAIGHT LECTURES/ LECTURES

SIMULATION EXERCISES

Traditional and Modern Approach of Training And Development:

Traditional ApproachMost of the organizations before never used to

believe in training. They were holding the traditional view that managers are born

and not made. There were also some views that training is a very costly affair and

not worth. Organizations used to believe more in executive pinching. But now the

scenario seems to be changing.

Modern approach - of training and development is that Indian

Organizations have realized the importance of corporate training. Training is now

considered as more of retention tool than a cost. The training system in Indian

Industry has been changed to create a smarter workforce and yield the best results.
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The HR Training and Development Manager is responsible for the

organization's staff training requirements, programs, and career development

needs. They supervise training staff, plan and administer training seminars, and

manage conflict resolution, team building, and employee skill evaluations.

The HR Training and Development Specialist plans, produces and

administers staff and management training programs. They conduct programs to

develop employee skills in accordance with organization practices and policies.

Additionally, they research and evaluate training resources, as well as suggest

new topics and methods.

The Chief Learning Officer is a relatively new executive level position.

The CLO is in charge of employee training, education, and learning structures

across the enterprise, as well as providing the expertise to ensure everyone has

access to the intellectual tools, information and data they need. The primary

success factor of the CLO is to translate learning into a strategic business asset.

1.8) SCOPE OF THE STUDY:

1. It will help to study the Employees satisfaction of the Mahindra &Mahindra com. Ltd at Chennai.

2. It will help to find out what type of training & development employeeneeds.

3. It will help to study the working capabilities.


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CHAPTER NO. 2

COMPANY PROFILE

2.1) INTRODUCTION:

Mahindra & Mahindra Limited (M&M) is an

Indian multinational automobile manufacturing corporation headquartered

in Mumbai, Maharashtra, India. It is one of the largest vehicle manufacturers by

production in the Republic of India. It is a part ofMahindra Group, an

Indian conglomerate. The company was founded in 1945 in Ludhiana as

Mahindra & Mohammed by brothers K.C. Mahindra and J.C.

Mahindra and Malik Ghulam Mohammed. After India

gained independence and Pakistan was formed, Mohammed immigrated to

Pakistan. The company changed its name to Mahindra & Mahindra in 1948. It is

ranked #21 in the list of top companies of India in Fortune India 500 in 2011.

Major competitors in the Indian market include Maruti Motors (a 60%

owned subsidiary ofSuzuki Motors from Japan), Tata Motors (fully owned by

Tata Sons; Owner of Indian-British Jaguar Land Rover), Toyota, Mercedes-Benz

(Merc) (Based in Poona, Maharashtra in India; A subsidiary of Daimler

AG from Germany) and others

2.2) HISTORY:

Mahindra & Mahindra was set up as a steel trading company in 1955. It

eventually saw business opportunity in expanding into manufacturing and selling

larger MUVs, starting with assembly under license of the Willys Jeep in India.

Soon established as the Jeep manufacturers of India, the company later

commenced upon the task of expanding itself, choosing to utilize the

manufacturing industry oflight commercial vehicles (LCVs) and

agricultural tractors. Today, Mahindra & Mahindra is a key game player in theutility vehicle manufacturing and branding sectors in the Indian automobile

industry with its flagship UV Scorpio and swiftly exploits India's growing global

market presence in both the automotive and farming industries to push its

products in other countries.
http://en.wikipedia.org/wiki/Multinational_corporationhttp://en.wikipedia.org/wiki/Automobilehttp://en.wikipedia.org/wiki/Automakerhttp://en.wikipedia.org/wiki/Mumbai,_Maharashtrahttp://en.wikipedia.org/wiki/Republic_of_Indiahttp://en.wikipedia.org/wiki/Mahindra_Grouphttp://en.wikipedia.org/wiki/Conglomerate_(company)http://en.wikipedia.org/wiki/Ludhianahttp://en.wikipedia.org/wiki/J.C._Mahindrahttp://en.wikipedia.org/wiki/J.C._Mahindrahttp://en.wikipedia.org/wiki/Malik_Ghulam_Muhammadhttp://en.wikipedia.org/wiki/Indian_Independencehttp://en.wikipedia.org/wiki/Pakistanhttp://en.wikipedia.org/wiki/Fortune_India_500http://en.wikipedia.org/wiki/Maruti_Motorshttp://en.wikipedia.org/wiki/Suzuki_Motor_Corporationhttp://en.wikipedia.org/wiki/Tata_Motorshttp://en.wikipedia.org/wiki/Tata_Sonshttp://en.wikipedia.org/wiki/Jaguar_Land_Roverhttp://en.wikipedia.org/wiki/Toyotahttp://en.wikipedia.org/wiki/Mercedes-Benz_Indiahttp://en.wikipedia.org/wiki/Mercedes-Benz_Indiahttp://en.wikipedia.org/wiki/Poonahttp://en.wikipedia.org/wiki/Indiahttp://en.wikipedia.org/wiki/Daimler_AGhttp://en.wikipedia.org/wiki/Daimler_AGhttp://en.wikipedia.org/wiki/Germanyhttp://en.wikipedia.org/wiki/Automotive_industry_in_India#Commercial_vehicle_manufacturers_in_Indiahttp://en.wikipedia.org/wiki/Willys_MBhttp://en.wikipedia.org/wiki/Jeephttp://en.wikipedia.org/wiki/Light_commercial_vehiclehttp://en.wikipedia.org/wiki/Tractorhttp://en.wikipedia.org/wiki/Automotive_industry_in_India#Commercial_vehicle_manufacturers_in_Indiahttp://en.wikipedia.org/wiki/Automotive_industry_in_India#Commercial_vehicle_manufacturers_in_Indiahttp://en.wikipedia.org/wiki/Automotive_industry_in_India#Commercial_vehicle_manufacturers_in_Indiahttp://en.wikipedia.org/wiki/Automotive_industry_in_India#Commercial_vehicle_manufacturers_in_Indiahttp://en.wikipedia.org/wiki/Tractorhttp://en.wikipedia.org/wiki/Light_commercial_vehiclehttp://en.wikipedia.org/wiki/Jeephttp://en.wikipedia.org/wiki/Willys_MBhttp://en.wikipedia.org/wiki/Automotive_industry_in_India#Commercial_vehicle_manufacturers_in_Indiahttp://en.wikipedia.org/wiki/Germanyhttp://en.wikipedia.org/wiki/Daimler_AGhttp://en.wikipedia.org/wiki/Daimler_AGhttp://en.wikipedia.org/wiki/Indiahttp://en.wikipedia.org/wiki/Poonahttp://en.wikipedia.org/wiki/Mercedes-Benz_Indiahttp://en.wikipedia.org/wiki/Mercedes-Benz_Indiahttp://en.wikipedia.org/wiki/Toyotahttp://en.wikipedia.org/wiki/Jaguar_Land_Roverhttp://en.wikipedia.org/wiki/Tata_Sonshttp://en.wikipedia.org/wiki/Tata_Motorshttp://en.wikipedia.org/wiki/Suzuki_Motor_Corporationhttp://en.wikipedia.org/wiki/Maruti_Motorshttp://en.wikipedia.org/wiki/Fortune_India_500http://en.wikipedia.org/wiki/Pakistanhttp://en.wikipedia.org/wiki/Indian_Independencehttp://en.wikipedia.org/wiki/Malik_Ghulam_Muhammadhttp://en.wikipedia.org/wiki/J.C._Mahindrahttp://en.wikipedia.org/wiki/J.C._Mahindrahttp://en.wikipedia.org/wiki/Ludhianahttp://en.wikipedia.org/wiki/Conglomerate_(company)http://en.wikipedia.org/wiki/Mahindra_Grouphttp://en.wikipedia.org/wiki/Republic_of_Indiahttp://en.wikipedia.org/wiki/Mumbai,_Maharashtrahttp://en.wikipedia.org/wiki/Automakerhttp://en.wikipedia.org/wiki/Automobilehttp://en.wikipedia.org/wiki/Multinational_corporation


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Over the past few years, the company has taken interest in new industries and in

foreign markets. They entered the two-wheelerindustry by taking over Kinetic

Motors in India. M&M also has controlling stake in REVA Electric Car Company

and acquired South Korea's SsangYong Motor Company in 2011.

The US based Reputation Institute once ranked Mahindra amongst the top 10

Indian companies in its 'Global 200: The World's Best Corporate Reputations' list.

The current company catchphrase (tagline to attract business) is Rise.

2.3) OPERATIONS

Automobiles

Mahindra & Mahindra, branded on its products usually as 'Mahindra',

produces SUVs, saloon cars, pickups, commercial vehicles, and two wheeled

motorcycles and tractors. It owns assembly plants in Mainland China (PRC) and

the United Kingdom, and has three assembly plants in the United States.

Mahindra maintains business relations with foreign companies like Renault

SA, France and Navistar International, USA.

M&M has a global presence and its products are exported to several

countries. Its global subsidiaries include Mahindra Europe Srl. based in Italy,

Mahindra USA Inc., Mahindra South Africa and Mahindra (China) Tractor Co.

Ltd.

Mahindra started making passenger vehicles firstly with the Logan in

April 2007 under the Mahindra Renault joint venture. M&M will make its maiden

entry into the heavy trucks segment with Mahindra Navistar, the joint venture

with International Truck, USA.

Mahindra produces a wide range of vehicles including MUVs, LCVs and

three wheelers. It manufactures over 20 models of cars including larger, arguably

more modernized multi-utility vehicles like the Scorpio and the Bolero. It

formerly had a joint venture with Ford called Ford India Private Limited to build

passenger cars.

At the 2008 Delhi Auto Show, Mahindra executives said the company is

pursuing an aggressive product expansion program that would see the launch of
http://en.wiktionary.org/wiki/two-wheelerhttp://en.wikipedia.org/wiki/REVA_Electric_Car_Companyhttp://en.wikipedia.org/wiki/SsangYong_Motor_Companyhttp://en.wikipedia.org/wiki/Mainland_Chinahttp://en.wikipedia.org/wiki/PRChttp://en.wikipedia.org/wiki/Renaulthttp://en.wikipedia.org/wiki/Renaulthttp://en.wikipedia.org/wiki/Francehttp://en.wikipedia.org/wiki/Navistar_Internationalhttp://en.wikipedia.org/wiki/Mahindra_Navistarhttp://en.wikipedia.org/wiki/Navistar_Internationalhttp://en.wikipedia.org/wiki/Mahindra_Scorpiohttp://en.wikipedia.org/wiki/Mahindra_Bolero_Camperhttp://en.wikipedia.org/wiki/Fordhttp://en.wikipedia.org/wiki/Ford_India_Private_Limitedhttp://en.wikipedia.org/wiki/Ford_India_Private_Limitedhttp://en.wikipedia.org/wiki/Fordhttp://en.wikipedia.org/wiki/Mahindra_Bolero_Camperhttp://en.wikipedia.org/wiki/Mahindra_Scorpiohttp://en.wikipedia.org/wiki/Navistar_Internationalhttp://en.wikipedia.org/wiki/Mahindra_Navistarhttp://en.wikipedia.org/wiki/Navistar_Internationalhttp://en.wikipedia.org/wiki/Francehttp://en.wikipedia.org/wiki/Renaulthttp://en.wikipedia.org/wiki/Renaulthttp://en.wikipedia.org/wiki/PRChttp://en.wikipedia.org/wiki/Mainland_Chinahttp://en.wikipedia.org/wiki/SsangYong_Motor_Companyhttp://en.wikipedia.org/wiki/REVA_Electric_Car_Companyhttp://en.wiktionary.org/wiki/two-wheeler


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several new platforms and vehicles over the next three years, including an entry-

level SUV designed to seat five passengers and powered by a small turbo diesel

engine. True to their word, Mahindra & Mahindra launched the Mahindra Xylo in

January 2009, and as of June 2009, the Xylo has sold over 15000 units.

Also in early 2008, Mahindra commenced its first overseas CKD

operations with the launch of the Mahindra Scorpio in Egypt, in partnership with

the Bavarian Auto Group. This was soon followed by assembly facilities

in Brazil. Vehicles assembled at the plant in Bramont, Manaus, include Scorpio

Pick Ups in single and double cab pick-up body styles as well as SUVs.

Components

Combining its experience in the automotive and farm equipment industries

with a series of key acquisitions of European components companies, Mahindra &Mahindra maintains art-to-part manufacturing units across India, Germany, Italy,

and the United Kingdom. Mahindra & Mahindra has expertise in forgings,

castings, gears, stampings, steel, ferrites, contract sourcing, and composites. It

also offers full-service art-to-part solutions that integrate design, manufacturing,

and sourcing. More than 12,000 people are employed at Mahindra & Mahindra's

Components division.

Military Defense

The company has built and assembled military vehicles, commencing in1947 with the importation of the Willys Jeep for use in World War II. Its line of

military vehicles includes the Axe. It also maintains a joint venture with BAE

Systems, Defense Land Systems India.

Energy

Mahindra & Mahindra entered the energy sector in 2002, in response to

growing demands for increased electric power in India.

Since then, more than 150,000 Mahindra Powerol engines and diesel

generator sets (genets) have been installed in India, offering standard proper

quality power, as do larger companies, in areas with arguably less reliable grid

electricity. The inverters, batteries, and genets are manufactured at three facilities

in Poona (Maharashtra), Chennai (Tamil Nadu), and Delhi; and 160 service points

across India offer 24-7 support to most key markets. Powerol is present in

countries across Latin America, Africa, the Middle East, and Southeast Asiaand
http://en.wikipedia.org/wiki/Mahindra_Xylohttp://en.wikipedia.org/wiki/Brazilhttp://en.wikipedia.org/wiki/SUVhttp://en.wikipedia.org/wiki/Willys_MBhttp://en.wikipedia.org/wiki/Mahindra_Axehttp://en.wikipedia.org/wiki/Poonahttp://en.wikipedia.org/wiki/Chennaihttp://en.wikipedia.org/wiki/Tamil_Naduhttp://en.wikipedia.org/wiki/Delhihttp://en.wikipedia.org/wiki/Delhihttp://en.wikipedia.org/wiki/Tamil_Naduhttp://en.wikipedia.org/wiki/Chennaihttp://en.wikipedia.org/wiki/Poonahttp://en.wikipedia.org/wiki/Mahindra_Axehttp://en.wikipedia.org/wiki/Willys_MBhttp://en.wikipedia.org/wiki/SUVhttp://en.wikipedia.org/wiki/Brazilhttp://en.wikipedia.org/wiki/Mahindra_Xylo


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expanding into the United Arab Emirates, Bangladesh, and Nepal. Mahindra

Powerol's energy services consist mostly of power leasing and telecom

infrastructure management. In 2006, it became a major market leader in the

telecom segment (and in 2011, its market share passed 45 percent). In 2007, itwon the Frost and Sullivan "Voice of the Customer" award for best practices in

telecom.

Mahindra Clean tech Ltd specializes in eco-friendly, or 'green' power. In

response to growing acceptance ofSolar Power, it formed a subsidiary, Mahindra

Solar, in 2010 to offer a range of solar solutions, both off grid and on grid,

alongside Engineering, Procurement, and Construction (EPC).

Mahindra EPC is the Engineering Procurement & Construction arm of the

Mahindra group committed to provide world class solutions to its customers. Asone of the largest Solar EPC players in the country, Mahindra EPC Services Pvt.

Ltd. is committed to providing world class EPC solutions to its customers.

Mahindra EPC Services Pvt. Ltd. is a portfolio company under Mahindra Clean

tech, Mahindra Partners. Mahindra EPC has established itself as a dominant

player in both Grid Connected and Off-Grid EPC services, and is currently

executing 59 MW of solar power plants across the country.

Meanwhile, its off-grid products include power packs and rooftop setups

for business organizations and public institutions alongside rural electrificationthrough lanterns and home and street lighting systems. The company works

closely with Mahindras farm equipment division to offer lighting products to

some of the more rural areas in India. It also works with Mahindra Powerol to

offer solar power backup to telecom sites in India. In 2011, Mahindra Solar

received a CRISIL rating of SP1A in 2011, the highest rating for any solar photo

valtaic off-grid company.

Farm equipment

Mahindra began manufacturing tractors for the Indian market sometimeduring the early '60s. Today, it is one of the top three tractor companies in the

world with annual sales totaling more than 150,000 tractors. It has expanded its

product-line to include farm-support services via Mahindra AppliTrac (farm

mechanization products), Mahindra ShubhLabh (seeds, crop protection, and
http://en.wikipedia.org/wiki/Solar_Powerhttp://en.wikipedia.org/wiki/Solar_Power


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market linkages and distribution), and the Samriddhi Initiative (farm counselling

and information services).

Mahindra & Mahindras farm equipment division (Mahindra Tractors) is

one of the largest tractor companies in the world, with more than 1,000 dealers

servicing more than 1.45 million customers. Mahindra tractors are available in 40

countries, including India, the United States, China, Australia, New Zealand,

Africa (Nigeria, Mali, Chad, Gambia, Angola, Sudan, Ghana, and Morocco),

Latin America (Chile, Argentina, Brazil, Venezuela, Central America, and the

Caribbean), South Asia (Sri Lanka, Bangladesh, and Nepal), the Middle East (Iran

and Syria) and Eastern Europe (Serbia, Turkey, and Macedonia. In the 2010-11

Mahindra entered in Micro dripp irrigation with the takeover of Epc Industrie Ltd,

Nashik. Mahindra Tractors manufactures its products at four plants in India, two

in Mainland China, three in the United States, and one in Australia. It has three

major subsidiaries: Mahindra USA, Mahindra (China) Tractor Company, and

Mahindra Yueda (Yancheng) Tractor Company (a joint venture with the Jiangsu

Yueda Group).

The company has enjoyed 27 years of market leadership and has garnered

the highest customer satisfaction index (CSI) in the industry at 88 percent. In its

2009 survey of Asias 200 most admired and innovative companies, the Wall

Street Journal named Mahindra & Mahindra one of the 10 most innovative Indian

companies. It earned a 2008 Golden Peacock Award in the Innovative

Product/Services category for its in-house development of a load-car. In 2007,

Mahindra & Mahindra became the only tractor company to win the Deming

Application Prize and the Japan Quality Medal for Total Quality Management

excellence in entire business operations.

In addition to tractors, Mahindra sells other farm equipment.
http://en.wikipedia.org/wiki/Mahindra_Tractorshttp://en.wikipedia.org/wiki/Mahindra_Tractorshttp://en.wikipedia.org/wiki/Mainland_Chinahttp://en.wikipedia.org/wiki/Mainland_Chinahttp://en.wikipedia.org/wiki/Mahindra_Tractors


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2.4) COMPANY PROFILE:

Mahindra & Mahindra Limited/ Mahindra Rise

Type : Public

Traded as : BSE 500520

BSE sensex constitute

Industry : Automotive

Foundation : 1945 (Ludhiana)

Headquarters : Mumbai, Maharashtra, India

Area served : Worldwide

Key People : Anand Mahindra (MD)

Products : Automobiles, Commercial Vehicle, Two-

Wheelers

Revenue : 598.53 Billion (2012)

Net Income : 31.26 Billion (2012)

Total Assets : 483.50 Billion (2012)

Employees : 15147 (2012)

Subsidiaries : Mahindra Two Wheelers Limited

Website : www.Mahindra.com


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2.5) COMPANY MILESTONES:

1940: Mahindra & Mahindra was launched and it assembled jeeps inWillys, USA.

T950: They established a joint venture with Mitsubishi Corporation and5000 tons of wagon-building plates from Yawata Iron & Steel were

supplied

1960: They formed another joint venture this time with InternationalHarvester Company, USA and called it the International Tractor Company

of India.

1970: International Tractor Company of India merged with Mahindra &Mahindra and was its Tractor Division.

1980: Mahindra was the number one tractor company in India, a positionit has till date. Formerly known as Mahindra British Telecom, Tech

Mahindra was established - a joint venture with British

Telecommunications.

1990: The company went into a large number of new business areas andmany new companies were established. These are: Mahindra Holidays &

Resorts India Limited, Mahindra USA Inc.for distribution of tractors in the

USA, Mahindra Consulting (now Bristlecone), Mahindra Financial

Services Limited as a wholesale fund provider, Mahindra Ford India

Limited - a joint venture with Ford Motor Company, USA, to manufacture

passenger cars, and Mahindra United World College of India.

2000: The Scorpio launched a sports utility vehicle that redefined the SUVmarket. Mahindra & Mahindra Tractors was awarded the Deming Prize

for excellence in quality. From Jiangling Tractor Company, it took over

the tractor manufacturing division. Mahindra Renault Limited was a joint

venture with Renault to manufacture and market Logan, a mid-sized

sedan. Mahindra International Limited was a joint venture with

International Truck and Engine Corporation to manufacture trucks &

buses in India. Mahindra & Mahindra acquired the Stokes Group of UK,

the largest automotive forgings company in the UK. In order to create a

Greenfield site with capacity of 500,000 units per year within 5 years,

Renault and Mahindra signed a MoU for a long-term partnership in India

Mahindra through its subsidiary agreed to acquire majority stake in Jeco


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Holding AG, one of the top five forging companies in Germany. Mahindra

acquired a majority stake in Punjab Tractors Ltd.

2.6) COMPANY VISSION & MISSION:

VISSION

Mahindra and Mahindras vision is to be an innovative and modern

company and challenge traditional thinking to change the lives of people across

the world.

The company has its products to meet the ambitions of its customers - to

help them to achieve their goals and their businesses support communities by

providing employment, research and development, and by bringing in green

technology through their products as well as very efficient manufacturing. The

main values that Mahindra relies on are:

Corporate Citizenship, Being Professional, Dignity, Customer is Key, and

Quality. In being professional the company scouts for the best talent, expects

great work from them and gives them a chance to grow in the company. They also

like creativity and risk taking. In terms of customer satisfaction, the company

wishes to provide the customers the products which they want and if they want

any modifications, they will work to improve their product to meet the changing

requirements of the customers. They also focus on great quality at they believe

that Quality is the key to delivering value for money to our customers. The

company also respects the time and effort of the individuals and gives them the

right to express disagreement and their dignity. They focus on fairness, trust and

transparency.

Lastly the company aims to serve the needs of the communities in which

they operate. They lie on high business morals and ethics and are unwilling to

compromise them for anything


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MISSION

Mahindra and Mahindra plans to launch a new SUV which is above the

Mahindra Scorpio. The company after acquiring the Korean company Ssangyong

will pump in Rs. 2,000 for the company restructuring. The company is also

working with Reva and is planning to launch Reva cars in China. The model that

the company plans to launch in China is the Reva NXG which runs at 100 kmph

and at the range of 170 kms.

The Mahindra Renault design of the car will be changed as the Logan has

not done that well in India. There is also the Mahindra Great Escape event that

takes place in Hyderabad every year where people test their Mahindra cars.

2.7) MANUFACTURING FACILITIES:

Mahindra has seven auto manufacturing facilities

Igatpuri (Engine Plant) Haridwar (3 wheeler / GiO plant) Kandivli (utility vehicles) Nasik (utility vehicles) Chakan Zaheerabad (LCVs & 3 wheelers) Completely Knocked Down Unit Plants in Egypt and Brazil

It has the following tractor manufacturing facilities

Mahindra Tractors

Mumbai

Jaipur Rudrapur Nagpur


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Swaraj Tractors Mohali operations

Swaraj Division (Tractor plant 1 and Tractor & Harvester Plant 2) Swaraj Foundry Division Swaraj Engines Ltd. Swaraj Automotive

Mahindra Powerol plants

Delhi Chennai Pune Vasai

USA (3 Plants)

Houston, TX Red Bluff, CA Chattanooga, TN

China (3 Manufacturing plants)

MCTCL (Nanchang) MYYTCL (2-Yangcheng)

ANZ (1 Assembly plant)

Brisbane, Queensland


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2.8) PRODUCTS OF MAHINDRA &

MAHINDRA:


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CHAPTER NO 3

RESEARCH METHODOLOGY

3.1) RESEARCH DESIGN:

To collect data needed to address the above mentioned objectives the

exploratory research design was used.

Exploratory research was design to describe something. It includes surveys

and facts finding enquiries of different kind. The research study is based on

collection of data and analysis to draw the conclusion.

3.2) OBJECTIVES OF THE STUDY:

The study has following objectives:

1. To impart to new entrants the basic knowledge and skill they need for anintelligent performance of definite tasks.

2. To ensure that each employee is equipped with capabilities to performvarious tasks associated with his role.

3. To assist employees to function more effectively in their present positionsby exposing them to the latest concepts, information and techniques and

developing the skills they will need in their particular fields.

4. To help the employee develop as an individual so that the organization canrecognize and use the maximum possible potential of its employees.

5. To help employees work as team members sinceno individual can accomplish the goals of the organization single

handedly.


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3.3) PROBLEM DEFINATION:

The research is under the title A study of training & development

practices and its effects on employee performance at Mahindra & Mahindra

Ltd., Chennai. Human resource development is the process of training and

developing the employees to improve and update their knowledge and skills, so to

help them to perform job in a better way. Merely selecting the employee does not

ensure to meet the global challenges and organization will be successful if it

provide training to employees to face the challenges of the competitive business

environment. So seeing the importance of training to any organization the

researcher has selected the topic.

3.4) METHODOLOGY:

The completion of research involved three phases:

First phase: Collection of Secondary and Primary data. Secondary datawere collected from books, magazines and websites, etc. And Primary

data was collected from the structured questionnaire and interview

schedule.

Second phase: Pilot study, Actual primary data collection, Editing andtabulation of data.

Third phase: Data analysis using statistical tools. Inferences, conclusions,suggestions based on data collected.

3.5) DATA COLLECTION:

Data means information required in the research. There are two types of

data sources, which have been helpful to carry out the research these, are as

follows:


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Primary data

Primary data are those, which are collected a fresh and for the first time.

Primary data was collected through questionnaires & Interview schedule.

Researcher was collected data from questionnaire.

Secondary data

Secondary data are those, which have already been collected by publication

of Governments, Periodicals of organization, newspaper, books, & internet etc.

In this research process, researcher collected secondary data form newspaper,

books, company website, magazines, etc.

Sampling Universe

The first step in devolving any sample design is to clearly define the set

of objects, technically called the universe. Sample universe for research was

Mahindra & Mahindra com. Ltd. Chennai.

Sample Technique

Sampling technique used for selection of sample non-probability,

Convenience sampling technique.

A convenience sample is that where the sample is selected, in part or only

a limited attempt, to ensure that this sample is an accurate representation of some

larger group of population. The classic example of convenience sample is

standing at shopping mall and selecting shoppers as they walk by to fill out a

survey. A convenience sample chooses the individuals that are easiest to reach or

sampling that is done easy. Hence, convenience sampling was used for the

research.

Sample Size

This refers to the number of item to be selected from the universe to

constitute a sample. The sample size was 50 respondents for research.


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3.6) Limitation:

The limitation of this study was that sometimes the male or female

respondents may not give the proper and correct information regarding the

Training and Development.

1) The study was limited to Mahindra & Mahindra pvt. Ltd.2) Due to limited time & money, it was not peruse to come whole entire,hence the sample size was 50 respondents.

3) The study was limited to Chennai Plant Only.


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CHAPTER NO 4

DATA ANALYSIS & INTERPRETATION

The data so collected is scrutinized, tabulated and analyzed by the

help of some statistical tools and techniques and finally used for the study

purpose. Following are the major conclusions are drawn by the researchers.

Table No. 4.1 AGEWISE CLASSIFICATIONOF RESPONDENTS

Sr. No Age(in years) Number of

respondents

Percentage

1 18-25 10 20

2 26-35 15 30

3 36-45 10 20

4 46-55 10 20

5 Above 55 05 10

TOTAL 50 100

Sources: Primary Data

Graph no. 4.1 AGEWISE CLASSIFICATIONS OF RESPONDENTS

Interpretation

From above data it can be concluded that, 30% of the respondent from the

age group of 26-35, 20% of the respondent from the age group of 18-25, 36-45 &

46-55. 10% respondents are from above 55 groups.

20%

30%20%

20%

10%

Number of respondents

18-25

26-35

36-45

46-55

Above 55


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Table No. 4.2 GENDER WISE CLASSIFICATION OF RESPONDENTS

Sr. No Gender Number of

respondents

Percentage

1 Male 35 70

2 Female 15 30

TOTAL 50 100


Graph no. 4.2 GENDER WISE CLASSIFICATIONS OF RESPONDENTS

Interpretation

From above data it can be concluded that, 70% of the respondents are

male and 30% are females.

70%

30%


Male Female


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Table No. 4.3 WORKING PERIOD OF RESPONDENTS

Sr. No Working Period Number of

respondents

Percentage

1 Below 2 Years 15 30

2 2-5 Years 15 30

3 5-10 Years 10 20

4 Above 10 Years 05 10

TOTAL 50 100


Graph no. 4.3 WORKING PERIOD OF RESPONDENTS

Interpretation

From above data it can be concluded that, 30% of the respondent working from

since 2 and 2-5 years.20% and 10% respondents working since last 5-10 years,

Above 10 years respectively.

0

2

4

6

8

10

12

14

16

Below 2

Years

2-5 Years 5-10 Years Above 10

Years

No.

ofrespondents




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Table No. 4.4 TRAINING PROGRAM ATTAINDED BY RESPONDENTS

Sr. No Number of Program

attn.

Percentage

1 1 20

2 2-3 30

3 4-6 30

4 More than 6 20

Total 100


Graph no. 4.4 TRAINING PROGRAM ATTAINDED BY RESPONDENTS

Interpretation

From above data it can be concluded that, 30% of the respondent attended 2-3 &

4-6 Programs respectively. 20% of the respondents attended only 1 & more than 6

training programs in a year.

0

5

10

15

20

25

30

1 2-3 4-6 More than 6

20

30 30

20

No.

ofrespondents

Percentage

Percentage


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Table No. 4.5 TRAINING NEED IDENTIFIED BY ORGANIZATION

Sr. No Identified by Number of

respondents

Percentage

1 By Systematic Analysis 5 10

2 Based on Performance

Appraisal

15 30

3 Individual Assessment 15 30

4 Based on Feedback of

Superior

15 30

Total 50 100Sources: Primary Data

Graph no. 4.5 TRAINING NEED IDENTIFIED BY ORGANIZATION

Interpretation

From above data it can be concluded that, 30% of the respondent says that

there organization identified the training need by feedback, performance base and

individual assessment. 10% of the respondents say by systematic analysis.

5

15 15 15

0

2

4

6

8

10

12

14

16

By Systematic

Analysis

Based on

Performance

Appraisal

Individual

Assessment

Based on

Feedback of

Superior

No.

ofRespondents




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Table No. 4.6 TRAINING IS BENIFITED OR NOT

Sr. No Benifited Respondent Percentage

1 Yes 35 70

2 No 15 30

total 50 100


Graph no. 4.6 TRAINING IS BENIFITED OR NOT

Interpretation

From above data it can be concluded that, 70% of the respondents are saysthat the training program is benefited to them and 30% are says not benefited.

70%

30%

Respondent

Yes No


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Table No. 4.7 INFRASTRUCTURE FACILITIES IN TRAINING

PROGRAM

Sr. No Facilities Respondent Percentage

1 Excellent 10 20

2 Satisfactory 10 20

3 Good 15 30

4 Un-satisfied 15 30


Graph no. 4.7 INFRASTRUCTURE FACILITIES IN TRAINING

PROGRAM

Interpretation


there organization provide good facilities in the place of training program and

30%, 20%, 20%, respondents are says un-satisfactory, satisfactory and excellent

respectively.

0 5 10 15

Excellent

Satisfactory

Good

Un-satisfied

No. of Respondents

Respondent

Respondent


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Table No. 4.8 TYPE OF TRAINING METHOD FOLLOWES

Sr. No Method Number of

respondents

Percentage

1 On the job Training 25 50

2 Off the job training 15 30

3 Both 10 20

Total 50 100


Graph no. 4.8 TYPE OF TRAINING METHOD FOLLOWES

Interpretation


there organization provides on the job training, 30% says they provide off the job

training and 20% says both methods are use there.

0

5

10

15

20

25

On the job

Training

Off the job

training

Both

No.

of

Respondents




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Table No. 4.9 SUPPORTS BY SUPERIOR

Sr. No. Support No. of

respondent

Percentage

1 Full 25 50

2 Partial 15 30

3 Not at all 10 20

Total 50 100


Graph no. 4.9 SUPPORTS BY SUPERIOR

Interpretation


their superiors provides full supports to complete the training, 30% says they

provide partial supports and 20% says not at all.

0 5 10 15 20 25

Full

Partial

Not at all

No. of Respondents

No. of respondent

No. of respondent


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Table No. 4.10 RESPONDENT RATED TRAINING PROGRAMS

CONDUCTED BY ORGANIZATION

Sr. No. Rating No. of

respondent

Percentage

1 Convenient 10 20

2 Disturbing 20 40

3 Average 05 10

4 Cant Say 15 30


Graph no. 4.10 RESPONDENT RATED TRAINING PROGRAMS

CONDUCTED BY ORGANIZATION

Interpretation


the training program was disturbing, 20% cant say about training program,

convenient and average says 30%, 10% respectively.

0

2

4

6

8

10

1214

16

18

20

Convenient Disturbing Average Cant Say

No.

ofResponde

nts

No. of respondent

No. of respondent


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Table No. 4.11 AREA FOR EMPLOYEE NEEDS TRAINING

Sr.

No.

Area No. of

respondent

Percentage

1 Company policies & procedures 05 10

2 Skill base training 15 30

3 Problem solving skill 15 30

4 Human relation training 15 30


Graph no. 4.11 AREAS FOR EMPLOYEE NEEDS TRAINING

Interpretation

From above data it can be concluded that, 30% each of the respondent

says that the training program will be for the Human Relation Training, Skills,

Problem solving, and only 10% respondents says for Policies and procedures.

Company policies

& procedures

10%

Skill base training

30%

Problem solving

skill

30%

Human relation

training

30%

No. of respondent


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Table No. 4.12 IMPROVEMENT IN EMPLOYEES AFTER TRAINING

Sr. No. Improvement No. of

respondent

Percentage

1 Yes 30 60

2 No 20 40


Graph no. 4.12 IMPROVEMENT IN EMPLOYEES AFTER TRAINING

Interpretation

From the above data it can be conclude that, 60% respondents are says

improvement after training and 40% says there is no improvement after the

training program.

0

5

10

15

20

25

30

Yes

No

No.

ofRespondents

No. of respondent


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Table No. 4.13 TRAINING REDUCES ABSENTEEISM IN EMPLOYEES

Sr. No. Reduction No. of

respondent

Percentage

1 Yes 30 60

2 No 20 40


Graph no. 4.12 TRAINING REDUCES ABSENTEEISM IN EMPLOYEES

Interpretation

From the above data it can be conclude that, 60% respondents are says

reduction in absentee after training and 40% says there is no reduction in

absenteeism after the training program.

0

5

10

15

20

25

30

Yes

No

No.

ofRespondents

No. of respondent


48/49




CHAPTER NO 5

FINDINGS, SUGGETIONS & RECOMMONDATIONS

5.1) FINDINGS:

Most of the employees in Mahindra & Mahindra ltd. Chennai have attended more

than 6 programs in a year.

1. Mostly the training needs of employees are identified by systematicanalysis.

2. Training programs was mostly arranged to provide the knowledge aboutproblem solving.

3. Training is very important for individual growth and work effectiveness.4. Most of the employees in the organization are not satisfied with the

duration and schedule of training program.

5. Almost all the employees are satisfied with the infrastructure facility.6. The competitive level of the employees increases after the training

program.

7. Training helps to improve the performance of the employees hence theycan avoid mistakes on the job and can handle job with confidence.

8. Normally company adopted on the job training method but sometimes itadopted off the job training method.

9. In case of on the job training, job rotation, job instruction, coaching,committee assignment and seminar were arranged by the organization.


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10.In case of off the job training, role play, conference, programmedinstruction and lecture were arranged by the organization.

11.Mostly employees were fully supported by their superior.12.Training did not help to reduce the absenteeism of the employees.

5.2) SUGGESTIONS & RECOMMONDATIONS:

1. In todays competitive world, attitude is the factor which is dividing linebetween failure and success. Thus recruitment of the employees must be

made not only on the basis on skills and knowledge but also attitude of the

employees. If the employees have positive attitude, training can be more

effective.

2. The training records must be properly preserved, maintain and updatedtimely.

3. Proper care must be taken while selecting the trainer.4. Training should be performed as a continuous planned activity.5. New and different trainer should be invited so that maximum impact can

be derived from the training program.

6. The company must take care of creating the awareness about the productand service among the advisor/consultant.

7. Training program should be made more innovative and interesting toattract the employees.

8. Employee should not restrict themselves to work within limited area.

Documents

Dissertation on T&p of M&M ltd