Krishna University Machilipatnam: Submitted To

KRISHNA UNIVERSITY
MACHILIPATNAM
A STUDY ON EMPLOYEE SATISFACTION TOWARDS TRAINING

PROGRAM AT FUSION HYUNDAI, HYDREABAD
Submitted to
Krishna University, Machilipatnam.
In partial fulfillment of the requirements for the award of degree of
Bachelor of Business Administration
Submitted By
D.CHANDRAKIRAN REDDY
Y166238016
Under the Guidance of

Ms. UMA RAJYA LAXMI. D MBA, PGDHRM
Faculty of Management Studies
DEPARTMENT OF MANAGEMENT STUDIES
Bharathi Nagar,Vijayawada, Krishna District, Pin: 520008 A.P. India.
Bharathi Nagar,Vijayawada, Krishna District, Pin: 520008 A.P. India.
DEPARTMENT OF MANAGEMENT STUDIES

CERTIFICATE
Certified that the project work entitledentitled A STUDY ON EMPLOYEE FEEDBACK
REGARDING TRAINING AND DEVELOPMENT AT FUSION HYUNDAI, HYDREABAD
which is a bonafide work presented by D.CHANDRAKIRAN REDDY, bearing register number
Y166238016in partial fulfilment for the award of the degree of Bachelor of Business Administration by
Krishna University, Machilipatnam during the academic year 2016-2019. It is certified that all
corrections/suggestions indicated during the internal assessment have been incorporated in the report. The
project report has been approved as it satisfies the academic requirements in respect of the project work
prescribed for the said degree.
Guide Academic Executive
Ms. UMA RAJYA LAXMI. D MBA, PGDHRM Mr. V. JOHN BENARJI
Faculty, Management Studies Academic Executive
Principal
Mr. P. CHANDRA SEKHAR
Examiner -1 Examiner-2
ACKNOWLEDGEMENTS
I am highly thankful to Ms. UMA RAJYA LAXMI. D MBA, PGDHRM, Faculty of Management Studies
for his inspiring guidance and for providing the background knowledge in every phase of my project in a
systematic manner and in completion of the project.
With immense respect,I express my sincere gratitude to Mr. V. John Benarji, Faculty and
Academic Executive, Department of Management Studies for encouraging me at every stage. I would
like to thank Mr. P. Chandra Sekhar, Principal, Westin College of Business Management, Mr. K.
Durga Prasad, C. O. O, Westin College of Business Management, for permitting me to take up my
project work and to complete the project successfully.
I would like to extend my deep gratitude to External Guide name and Designation for his
valuable support to complete the project. My sincere thanks to other staff members of FUSION
HYUNDAI for permitting me to do the project in their respective organizations and guiding me at every
step.
I would like to express my sincere and heartfelt thanks to all the faculty members of the
Department for their continuous co-operation, which has given me the clarity and motivation to push
forward to buildup adamant aspiration over the completion of my project.
Finally I thank one and all directly and indirectly that helped me to complete my project successfully.
(Y166238016)
DECLARATION
I D. Chandrakiran Reddy, bearing register number Y166238016, do hereby declare that this
project work entitled “A STUDY ON EMPLOYEE FEEDBACK REGARDING
TRAINING AND DEVELOPMENT AT FUSION HYUNDAI, HYDREABADwas

carried out by me under the guidance of Guide Name,Faculty of Management Studies. This project
work is submitted to Krishna University, Machilipatnam in fulfillment of the requirement for the award
of Bachelor of Business Administration during the academic year 2015-2018.
(Y166238016)
CONTENTS
S.NO CHAPTERS PAGE

.NO
1. INTRODUCTION
2. 2.1. INDUSTRY PROFILE
2.2. COMPANY PROFILE
3. REASEARCH METHOLOGY
4. DATA ANALYSIS & INTERPRETATION
5. 5.1. FINDINGS
5.2. SUGGESTION
5.3. CONCLUSION
6. BIBILOGRAPHY
7. ANNEXERE
CHAPTER-1
INTRODUCTION
HUMAN RESOURCE MANAGEMENT
Human resource management (HRM or HR) is the management of human resources. Commonly
referred to as the HR Department, it is designed to maximize employee performance in service of an
employer's strategic objectives HR is primarily concerned with the management of people within
organizations, focusing on policies and on systems HR departments are responsible for
overseeing employee-benefits design , employee recruitment, training and
development, performance appraisal, and rewarding (e.g., managing pay and benefit systems). HR also
concerns itself with organizational change and industrial relations, that is, the balancing of organizational
practices with requirements arising from collective bargaining and from governmental laws.
HR is a product of the human relations movement of the early 20th century, when researchers began
documenting ways of creating business value through the strategic management of the workforce. It was
initially dominated by transactional work, such as payroll and benefits administration, but due
to globalization, company consolidation, technological advances, and further research, HR as of
2015 focuses on strategic initiatives like mergers and acquisitions, talent management, succession
planning, industrial and labour relations, and diversity and inclusion.
Human resources focuses on maximizing employee productivity.HR professionals manage the human
capital of an organization and focus on implementing policies and processes. They can specialise on
recruiting, training, employee-relations or benefits. Recruiting specialists find and hire top talent. Training
and development professionals ensure that employees are trained and have continuous development. This
is done through training programs, performance evaluations and reward programs. Employee relations
deals with concerns of employees when policies are broken, such as in cases involving harassment or
discrimination. Someone in benefits develops compensation structures, family-leave programs, discounts
and other benefits that employees can get. On the other side of the field are Human Resources Generalists
or business partners. These human-resources professionals could work in all areas or be labour-relations
representatives working with unionized employees.
In start-up companies, trained professionals may perform HR duties. In larger companies, an entire
functional group is typically dedicated to the discipline, with staff specializing in various HR tasks and
functional leadership engaging in strategic decision-making across the business. To train practitioners for
the profession, institutions of higher education, professional associations, and companies have established
programs of study dedicated explicitly to the duties of the function. Academic and practitioner
organizations may produce field-specific publications. HR is also a field of research study that is popular
within the fields of management and industrial/organizational psychology, with research articles
appearing in a number of academic journals, including those mentioned later in this article.
Some businesses globalize and form more diverse teams. HR departments have the role of making sure
that these teams can function and that people can communicate across cultures and across borders. Due to
changes in commerce, current topics in human resources include diversity and inclusion as well as using
technology to advance employee engagement. In the current global work environment, most companies
focus on lowering employee turnover and on retaining the talent and knowledge held by their
workforce.New hiring not only entails a high cost but also increases the risk of a newcomer not being able
to replace the person who worked in a position before. HR departments strive to offer benefits that will
appeal to workers, thus reducing the risk of losing corporate knowledge.
Evaluation of HRM
The human resource management profession continues to evolve. Originally conceived to handle
personnel hiring and payment, the function now aligns closely with a company's strategic plan. To get the
respect the department deserves, human resource managers need to respond to the challenges of lacking
power, maintaining a delicate balance between management and employees, and handling the workforce
in difficult circumstances.
Labour Relations
Beginning in the 1900s during the Industrial Revolution, a company’s managers tended to treat people as
interchangeable. When disputes arose, mediators intervened to solve problems. Today, this function
involves negotiating and administering collective-bargaining agreements with unions as well as providing
training, support and advice to managers and supervisors on labour issues.
Industrial Relations
After Word War I, in the 1920s, workers’ rights and formal rights emerged. This field concentrates on
developing scientific knowledge, solving problems and dealing with ethical issues. Today, as fewer unions
exist, most companies do not have an industrial relations function.
Personnel Administration
After World War II, in the 1940s, personnel administration focused on efficiency improvements. During
the 1960s, this function evolved to ensure legal compliance. It also included recruiting, hiring, training
and assessing workers. Failure to comply with regulations put companies at risk. Personnel administrative
tasks focused on completing paperwork to prevent this.
Human Resources
In the 1980s, human resource management included the application of new theories related to change
management, motivation and team building. During this period, many companies experienced mergers
and acquisitions. This led to increased attention on optimizing the workforce. Additionally, the use of
computers led to the rise of automated procedures and Web-based HR systems.
Organizational Capability
According to management expert Dave Ulrich, successful human resource management aligns HR and
business strategy. Currently, HR departments focus less on the transactional operations of personnel
administration and pay more attention to recruiting the right employees, training and developing the
workforce and managing performance. Ulrich’s four-quadrant model places administrative experts in the
lower-left quadrant. Employee relations experts appear in the lower-right quadrant. These two lower
quadrants reflect a day-to-day operational focus in the organization. In the upper-left quadrant, the HR
department functions as a strategic partner with the rest of the business to develop and maintain an
organizational culture and capability. In the upper-right quadrant, organizational design and workforce
planning experts work with business managers. These top two quadrants describe strategic planning and
how the HR department influences the rest of the company.
Types of Human Resources Management:
Recruitment and Selection
Human resource management jobs include professional recruiters who fill vacancies within an
organization. They follow internal hiring policies and comply with all state and federal laws prohibiting
discriminatory hiring practices. These human resources professionals may write job advertisements,
screen resumes, interview candidates and make hiring recommendations to managers. Examples include
recruiter, staffing specialist and recruitment manager.
In order to increase efficiency in hiring and retention and to ensure consistency and compliance in the
recruitment and selection process, it is recommended the following steps be followed (also refer to Staff
Recruitment and Selection Hiring Checklist). Details for each step include the minimum recommended
best practice to attract a talented and diverse applicant pool:
 Step 1: Identify Vacancy and Evaluate Need
 Step 2: Develop Position Description
 Step 3: Develop Recruitment Plan
 Step 4: Select Search Committee
 Step 5: Post Position and Implement Recruitment Plan
 Step 6: Review Applicants and Develop Short List
 Step 7: Conduct Interviews
 Step 8: Select Hire
 Step 9: Finalize Recruitment

Compensation and Benefits
Compensation and benefit specialists are an example of another type of human resources job. They ensure
that employees are paid correctly. They also work to provide employees with benefits such as health
insurance, dental and vision coverage, life insurance and short-term disability coverage. Professionals in
this area may conduct salary surveys, analyse industry salary data, prepare and distribute compensation
reports to employees and negotiate benefits packages with outside vendors.
When most people hear the term compensation they think about "what a person is paid". Although this
is true, it is only one aspect of a complex topic. Compensation includes not only salary, but also the
direct and indirect rewards and benefits the employee is provided with in return for their contribution to
the organization.
To determine compensation, organizations should develop a compensation and rewards program. This
type of program outlines an equitable process for compensating employees. A well-structured program
with a good balance of wages, benefits and rewards will support an organization to remain competitive
in today's labour market and ensure sustainability in the future.
Health and Safety
Health and safety professionals work to prevent workplace accidents and occupational illnesses. They
offer safety programs, implementing health and safety policies, and ensuring compliance with state and
federal occupational safety regulations. Jobs in this human resources area include safety coordinator,
safety manager, employee wellness program coordinator and director of employee wellness.
Labour and Employee Relations
The Employee and Labour Relations function of the Human Resources Department is commonly
associated with matters such as investigations, counselling and disciplinary actions, but that certainly is
not its primary mission. This critical HR component operates as a nexus between staff and management,
bridging gaps that oftentimes seem insurmountable to either party. Through various forms of
intervention, including problem-solving, mediation, training and counselling, Labour Relations offers
balanced advocacy to management and individual employees to protect their respective rights and
facilitate a more harmonious work environment.
The Labour Relations Office provides assistance and advice to UCM managers and supervisors in the
following areas:
 Performance Management
 Layoff Planning
 Discipline & Dismissal
 Contract interpretation and administration (Union contracts and relevant personnel policies)
 Complaint/Grievance processing (represented and non-represented staff)
 Represents management in employee disputes/grievance proceedings
 Mediates/negotiates resolution of complaints with employee representatives
 Responds to union information requests

Training and Development
The term talent development is becoming increasingly popular in several organizations, as companies are
now moving from the traditional term training and development. Talent development encompasses a
variety of components such as training, career development, career management, and organizational
development, and training and development. It is expected that during the 21st century more companies
will begin to use more integrated terms such as talent development Human regards training and
development as a function concerned with organizational activity aimed at bettering the job
performance of individuals and groups in organizational settings. Training and development can be
described as "an educational process which involves the sharpening of skills, concepts, changing of
attitude and gaining more knowledge to enhance the performance of employees". The field has gone by
several names, including "Human Resource Development", "Human Capital Development" and "Learning
and Development"
The name of the discipline has been debated, with the Chartered Institute of Personnel and
Development in 2000 arguing that "human resource development" is too evocative of the master-slave
relationship between employer and employee for those who refer to their employees as "partners" or
"associates" to feel comfortable with. Eventually, the CIPD settled upon "learning and development",
although that was itself not free from problems, "learning" being an over-general and ambiguous name,
and most organizations referring to it as "training and development"
Risk Management
Risk management is a business approach used to minimize organizational risk. In human resources, risk
management involves analysing each area and identifying the potential for harm. For example, a risk
management professional might examine an organization's hiring practices and determine if any are
potentially discriminatory and could lead to a lawsuit. Risks identified during this process include the
potential for abuse, property loss, physical injury and damage to a company's reputation. Jobs available
in this area include risk management specialist and manager of risk management.
Managers and Directors
Human resources managers and directors oversee the work of other human resources professionals.
Managers may serve as a liaison between employees and management, participate in company strategy
sessions and make recommendations for new hiring and compensation policies. A human resources
director has knowledge of all aspects of human resource management. Directors develop departmental
goals and assist staff in meeting those goals. This job requires excellent conflict resolution and mediation
skills, as a human resources director may need to resolve controversial or sensitive issues
TRANING AND DEVELOPMENT
will begin to use more integrated terms such as talent development Human regards training and
development as a function concerned with organizational activity aimed at bettering the job
performance of individuals and groups in organizational settings. Training and development can be
described as "an educational process which involves the sharpening of skills, concepts, changing of
attitude and gaining more knowledge to enhance the performance of employees". The field has gone by
several names, including "Human Resource Development", "Human Capital Development" and "Learning
and Development"
The name of the discipline has been debated, with the Chartered Institute of Personnel and
Development in 2000 arguing that "human resource development" is too evocative of the master-slave
relationship between employer and employee for those who refer to their employees as "partners" or
"associates" to feel comfortable with. Eventually, the CIPD settled upon "learning and development",
although that was itself not free from problems, "learning" being an over-general and ambiguous name,
and most organizations referring to it as "training and development"
The "stakeholders" in training and development are categorized into several classes. The sponsors of
training and development are senior managers. The clients of training and development are business
planners. Line managers are responsible for coaching, resources, and performance. The participants are
those who actually undergo the processes. The facilitators are Human Resource Management staff. And
the providers are specialists in the field. Each of these groups has its own agenda and motivations, which
sometimes conflict with the agendas and motivations of the others.
The conflicts that are the best part of career consequences are those that take place between employees
and their bosses. The number one reason people leave their jobs is conflict with their bosses. And yet, as
author, workplace relationship authority, and executive coach, Dr. John Hoover points out, "Tempting as
it is, nobody ever enhanced his or her career by making the boss look stupid." Training an employee to
get along well with authority and with people who entertain diverse points of view is one of the best
guarantees of long-term success. Talent, knowledge, and skill alone won't compensate for a sour
relationship with a superior, peer, or customer.
Many training and development approaches available for organisations are proposed including: on-the-
job training, mentoring, apprenticeship, simulation, web-based learning, instructor-led classroom training,
programmed self-instruction, case studies/role playing, systematic job rotations and transfers. etc.
roles in the field include executive and supervisory/management development, new-employee orientation,
professional-skills training, technical/job training, customer-service training, sales-and-marketing
training, and health-and-safety training. Job titles may include vice-president of organizational
effectiveness, training manager or director, management development specialist, blended-
learning designer, training-needs analyst, chief learning officer, and individual career-development
advisor.
Talent development is the process of changing an organization, its employees, its stakeholders, and
groups of people within it, using planned and unplanned learning, in order to achieve and maintain a
competitive advantage for the organization. Rothwell notes that the name may well be a term in search of
a meaning, like so much in management, and suggests that it be thought of as selective attention paid to
the top 10% of employees, either by potential or performance.
While talent development is reserved for the top management it is becoming increasingly clear that career
development is necessary for the retention of any employee, no matter what their level in the company.
Research has shown that some type of career path is necessary for job satisfaction and hence job retention.
Perhaps organizations need to include this area in their overview of employee satisfaction.
will begin to use more integrated terms such as talent development.
Training and development encompasses three main activities: training, education, and development.
 Training:
This activity is both focused upon, and evaluated against, the job that an individual currently holds.
 Education:
This activity focuses upon the jobs that an individual may potentially hold in the future, and is
evaluated against those jobs.
 Development:
This activity focuses upon the activities that the organization employing the individual, or that
the individual is part of, may partake in the future, and is almost impossible to evaluate.
 Increased productivity
 Less supervision
 Job satisfaction
 Skills Development
INCREASED PRODUCTIVITY:
Increasing productivity is a major goal for many business people, as the more productive their workforce
is, the more money they can bring into their businesses. While this concept may seem simple, to fully
understand what it means to increase productivity, you must go past a literal definition and develop a
stronger understanding of the concept as a whole and learn how you can achieve this goal
Most simply, increased productivity means that your workers are putting out products more quickly or
completing services at a more rapid rate than before. In most businesses, the more products that workers
produce or services they complete, the more money comes in to the business, making increased
productivity a high priority for many business owners.
To translate productivity into numerical terms, business owners can use a simple formula. The numerical
measure of productivity equals the number of units sold or made divided by the amount of time it takes
to make or sell these items. For example, if an employer charts productivity and finds that his workers
produced 1,000 items in 10 hours, he can determine, through use of the formula, that his current
productivity rate is 100 units per hour. This productivity measure is for the company as a whole. To
determine individual employee productivity, he would have to divide this number by the number of
employees.
LESS SUPERVISION:
Supervision is the act or function of overseeing something or somebody.
A person who performs supervision is a "supervisor", but does not always have the formal title
of supervisor. A person who is getting supervision is the "supervisee".
Generally, supervision contains elements of providing knowledge, helping to organize tasks, enhance
motivation, and monitoring activity and results; the amount of each element is varying in different
contexts.
In academia, supervision is aiding and guiding of a postgraduate research student, graduate student, or
undergraduate student, in their research project; offering both moral support and scientific insight and
guidance. The supervisor is often a senior scientist or scholar, and in some countries called doctoral
advisor.
JOB SATISFACTION:
Job satisfaction or employee satisfaction has been defined in many different ways. Some believe it is
simply how content an individual is with his or her job, in other words, whether or not they like the job or
individual aspects or facets of jobs, such as nature of work or supervision. Others believe it is not as
simplistic as this definition suggests and instead that multidimensional psychological responses to one's
job are involved. Researchers have also noted that job satisfaction measures vary in the extent to which
they measure feelings about the job (affective job satisfaction). or cognitions about the job (cognitive job
satisfaction).
The concept of job satisfaction has been developed in many ways by many different researchers and
practitioners. One of the most widely used definitions in organizational research is that of Locke (1976),
who defines job satisfaction as "a pleasurable or positive emotional state resulting from the appraisal of
one's job or job experiences" (p. 1304). Others have defined it as simply how content an individual is with
his or her job; whether he or she likes the job or not. It is assessed at both the global level (whether or not
the individual is satisfied with the job overall), or at the facet level (whether or not the individual is
satisfied with different aspects of the job). Spector (1997) lists 14 common facets: Appreciation,
Communication, Co-workers, Fringe benefits, Job conditions, Nature of the work, Organization, Personal
growth, Policies and procedures, Promotion opportunities, Recognition, Security, and Supervision
SKILLS DEVELOPMENT:
The Skills Development Act 97 of 1998 is a law enacted in South Africa in 1998.
This Act was promulgated by government in 1998, in the midst of high levels of unemployment, low
levels of investment in the South African labour market, pronounced disparities in income distribution,
inequality of opportunity as a result of apartheid and poverty. (Brendan and Down, 2000). Through this
Act, the government aimed to address two main priorities, i.e. the need to improve skills and increase
productivity in order to compete successfully in the global economy, and the need to reverse apartheid
imbalances and to create a more inclusive and cohesive society.
FUNCTIONS OF TRAINING AND DEVELOPMENT:

ROLE OF TRAINING
IMPORTANCE OF TRAINING AND DEVELOPMEN
• Optimum Utilization of Human Resources–
Training and Development helps in optimizing the utilization of human resource that further
helps the employee to achieve the organizational goals as well as their individual goal
Development of Human Resources –
Training and Development helps to provide anopportunity and broad structure for the
development of human resources’ technical and behavioural skills in an organization. It also helps the
employees in attaining personal growth.
• Development of skills of employees –
Training and Development helps in increasingthe job knowledge and skills of employees at each
level. It helps to expand the horizons of human intellect and an overall personality of the employees.
• Productivity–
Training and Development helps in increasing the productivity of theemployees that helps the
organization further to achieve its long-term goal.
• Team spirit –
Training and Development helps in inculcating the sense of team work,team spirit, and inter-team
collaborations. It helps in inculcating the zeal to learn within the employees.
• Organization Culture –
Training and Development helps to develop and improve theorganizational health culture and
effectiveness. It helps in creating the learning culture within the organization.
• Organization Climate –
Training and Development helps building the positiveperception and feeling about the
organization. The employees get these feelings from leaders, subordinates, and peers.
• Quality–
Training and Development helps in improving upon the quality of work andwork-life.
• Healthy work-environment –
Training and Development helps in creating the healthyworking 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 andsafety of the organization thus
preventing obsolescence.
• Morale–
Training and Development helps in improving the morale of the work force.
• Image –
Training and Development helps in creating a better corporate image.
• Profitability–
Training and Development leads to improved profitability and morepositive attitudes towards
profit orientation.
• Training and Development aids in organizational development
i.e. Organizationgets more effective decision making and problem solving. It helps in
understanding and carrying out organizational policies
• Training and Development helps in developing leadership skills
motivation, loyalty, better attitudes, and other aspects that successful workers and managers
usually display.
TRAINING AND DEVELOPMENT OBJECTIVES
The principal objective of training and development division is to make sure the availability of a skilled
and willing workforce to an organization. In addition to that, there are four other objectives: Individual,
Organizational, Functional, and Societal.
Individual Objectives –
help employees in achieving their personal goals, which in turn,enhances the individual
contribution to an organization.
Organizational Objectives –
assist the organization with its primary objective bybringing individual effectiveness.
Functional Objectives –
maintain the department’s contribution at a level suitable to theorganization’s needs.
Societal Objectives –
ensure that an organization is ethically and socially responsible tothe needs and challenges
of the society.
IMPORTANCE OF TRAINING OBJECTIVES
Training objective is one of the most important parts of training program. While some people think
of training objective as a waste of valuable time. The counterargument here is that resources are always
limited and the training objectives actually lead the design of training. It provides the clear guidelines and
develops the training program in less time because objectives focus specifically on needs. It helps in
adhering to a plan. Training objectives tell the trainee that what is expected out of him at the end of the
training program. Training objectives are of great significance from a number of stakeholder perspectives:
1. Trainer
2. Trainee
3. Designer
4. Evaluator
Trainer –
The training objective is also beneficial to trainer because it helps the trainer tomeasure the
progress of trainees and make the required adjustments. Also, trainer comes in a position to
establish a relationship between objectives and particular segments of training
Trainee –
The training objective is beneficial to the trainee because it helps in reducingthe anxiety of
the trainee up to some extent. Not knowing anything or going to a place which is unknown creates
anxiety that can negatively affect learning. Therefore, it is important to keep the participants aware
of the happenings, rather than keeping it surprise.
Secondly, it helps in increase in concentration, which is the crucial factor to make the
training successful. The objectives create an image of the training program in trainee’s mind that
actually helps in gaining attention. Thirdly, if the goal is set to be challenging and motivating, then
the likelihood of achieving those goals is much higher than the situation in which no goal is set.
Therefore, training objectives helps in increasing the probability that the participants will be
successful in training.
Designer –
The training objective is beneficial to the training designer because if thedesigner is aware
what is to be achieved in the end then he’ll buy the training package according to that only. The
training designer would then look for the training methods, training equipment’s, and training
content accordingly to achieve those objectives. Furthermore, planning always helps in dealing
effectively in an unexpected situation. Consider an example; the objective of one training program
is to deal effectively with customers to increase the sales. Since the objective is known, the
designer will design a training program that will include ways to improve the interpersonal skills,
such as verbal and nonverbal language, dealing in unexpected situation i.e. when there is a defect
in a product or when a customer is angry.
Therefore, without any guidance, the training may not be designed appropriately.
Evaluator –
It becomes easy for the training evaluator to measure the progress of thetrainees because
the objectives define the expected performance of trainees. Training objective is an important to
tool to judge the performance of participants.
THE TRAINING SYSTEM
A System is a combination of things or parts that must work together to perform a particular function. An
organization is a system and training is a sub system of the organization. The System Approach views
training as a sub system of an organization. System Approach can be used to examine broad issues like
objectives, functions, and aim. It establishes a logical relationship between the sequential stages in the
process of training need analysis (TNA), formulating, delivering, and evaluating. There are 4 necessary
inputs i.e. technology, man, material, time required in every system to produce products or services. And
every system must have some output from these inputs in order to survive. The output can be tangible or
intangible depending upon the organization’s requirement. A system approach to training is planned
creation of training program. This approach uses step-by-step procedures to solve the problems. Under
systematic approach, training is undertaken on planned basis. Out of this planned effort, one such basic
model of five steps is system model that is explained below. Organization are working in open
environment i.e. there are some internal and external forces, that poses threats and opportunities, therefore,
trainers need to be aware of these forces which may impact on the content, form, and conduct of the
training 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.
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 three model of training are:
1. System Model
2. Instructional System Development Model
3. Transitional model
System Model Training
The system model consists of five phases and should be repeated on a regular basis to make further
improvements. The training should achieve the purpose of helping employee to perform their work to
required standards. The steps involved in System Model of training are as follows:Analyze and identify
the training needs i.e. to analyze the department, job, employees requirement, who needs training, what
do they need to learn, estimating training cost, etc The next step is to develop a performance measure on
the basis of which actual performance would be evaluated.
1. Design and provide training to meet identified needs. This step requires developing objectives of
training, identifying the learning steps, sequencing and structuring the contents.
3. Develop- This phase requires listing the activities in the training program that will assist the participants
to learn, selecting delivery method, examining the training material, validating information to be imparted
to make sure it accomplishes all the goals & objectives.
4. Implementing is the hardest part of the system because one wrong step can lead to the failure of whole
training program.
5. Evaluating each phase so as to make sure it has achieved its aim in terms 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 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 objectivesindividual progress is measured. This model also helps in
determining and developing the favourable strategies, sequencing the content, and delivering media for
the types of training objectives to be achieved.
The Instructional System Development model comprises of five stages:
1. ANALYSIS –
This phase consist of training need assessment, job analysis, and targetaudience analysis.
2.PLANNING –
This phase consist of setting goal of the learning outcome, instructionalobjectives that measures
behaviour of a participant after the training, types of training material, media selection, methods of
evaluating the trainee, trainer and the training program, strategies to impart knowledge i.e. selection of
content, sequencing of content, etc.
3. DEVELOPMENT –
This phase translates design decisions into training material. Itconsists of developing course material
for the trainer including handouts, workbooks, visual aids, demonstration props, etc, course material for
the trainee including handouts of summary.
4. EXECUTION –
This phase focuses on logistical arrangements, such as arrangingspeakers, equipments, benches,

podium, food facilities, cooling, lighting, parking, and other training accessories.
5. EVALUATION –
The purpose of this phase is to make sure that the training programhas achieved its aim in terms
of subsequent work performance. This phase consists of
identifying strengths and weaknesses and making necessary amendments to any of the previous stage in
order to remedy or improve failure practices.
The ISD model is a continuous process that lasts throughout the training program. It also highlights that
feedback is an important phase throughout the entire training program. In this model, the output of one
phase is an input to the next phase.
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.
Vision –
focuses on the milestones that the organization would like to achieve after thedefined point
of time. A vision statement tells that where the organization sees itself few years down the line. A
vision may include setting a role mode, 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 thecommunity.

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.
Values –
is the translation of vision and mission into communicable ideals. It reflects thedeeply held
values of the organization and is independent of current industry environment. For example, values
may include social responsibility, excellent customer service, etc
The mission, vision, and values precede the objective in the inner loop. This model considers the
organization as a whole. The objective is formulated keeping these three things in mind and then the
training model is further implemented.
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 variousmethods 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)
INTELLIGENT TUTORIAL SYSTEM(ITS)
PROGRAMMED INSTRUCTION (PI)
VIRTUAL REALITY
Behavioural methods are more of giving practical training to the trainees. The variousmethods under
Behavioural approach allow the trainee to behaviour in a real fashion. These methods are best used for
skill development.
The various methods that come under Behavioural approach are:
 GAMES AND SIMULATIONS

 BEHAVIOR-MODELING
 BUSINESS GAMES
 CASE STUDIES
 EQUIPMENT STIMULATORS
 IN-BASKET TECHNIQUE
 ROLE PLAYS
Both the methods can be used effectively to change attitudes, but through different means.
General Benefits from Employee Training and Development
1. Communications:
The increasing diversity of today's workforce brings a wide variety of languages and
customs.
2. Computer skills:
Computer skills are becoming a necessity for conducting administrative and office tasks.
3. Customer service:
Increased competition in today's global marketplace makes it critical that employees

understand and meet the needs of customers.
4. Diversity:
Diversity training usually includes explanation about how people have different
perspectives and views, and includes techniques to value diversity
5. Ethics:
Today's society has increasing expectations about corporate social responsibility. Also,
today's diverse workforce brings a wide variety of values and morals to the workplace.
6. Human relations:
The increased stresses of today's workplace can include misunderstandings and conflict.
Training can people to get along in the workplace.
7. Quality initiatives:
Initiatives such as Total Quality Management, Quality Circles, benchmarking, etc.,

require basic training about quality concepts, guidelines and standards for quality, etc.
8. Safety:
Safety training is critical where working with heavy equipment, hazardous chemicals,
repetitive activities, etc., but can also be useful with practical advice for avoiding assaults, etc.
9. Sexual harassment:
Sexual harassment training usually includes careful description of the organization's

policies about sexual harassment, especially about what are inappropriate behaviours.
There are numerous sources of online information about training and development. Several of these sites
(they're listed later on in this library) suggest reasons for supervisors to conduct training among
employees. These reasons include:
 Increased job satisfaction and morale among employees
 Increased employee motivation
 Increased efficiencies in processes, resulting in financial gain
 Increased capacity to adopt new technologies and methods
 Increased innovation in strategies and products
 Reduced employee turnover
 Enhanced company image, e.g., conducting ethics training (not a good reason for ethics training!)
 Risk management, e.g., training about sexual harassment, diversity training

CHAPTER-2
2.1 INDUSTRY PROFILE
2.2 COMPANY PROFILE

2.1 Industry profile
INDUSTRIAL PROFILE
INTRODUCTION
The Indian auto industry become the 4th largest in the world with sales increasing 9.5 percent year on
year to 4.02million units (excluding two wheeler) in 2017. It was the 7th largest manufacturer of
commercial vehicle in 2017.
The two wheelers segment dominates the market in terms of volume owing to a grow middle class and
young population. Moreover, the growing interest of the companies in exploring the rural markets
further aided the growth of the sector.
India is also a prominent auto exporter and has strong export growth expectations for the near future.
Automobile exports grew 26.56 per cent during April-July 2018. It is expected to grow at a CAGR of
3.05 per cent during 2016-2026. In addition, several initiatives by the Government of India and the
major automobile players in the Indian market are expected to make India a leader in the two-wheeler
and four wheeler market in the world by 2020.
MARKET SIZE
Domestic automobile production increased at 7.08per cent CAGR between FY13-18 with 29.07 million
vehicles manufactured in the country in FY18. During April- July 2018 automobile production increased
16.69per cent year on year to reach 10.88 million vehicle units.
Overall domestic automobile sales increased at 7.01per cent CAGR between FY13-18 with 24.97per
cent million vehicles getting sold in FY18 Auto sales in july 2018 a year on year growth ratw of 7.9
percent across segments, driven by 46.24 percent growth in three wheeler sales in terms of percentage.
Premium motorbike sales in India crossed million units in FY18. Two leading luxury car manufacturers,
BMW and Mercedes benz, recorded their beat ever half year sales in India during January- june 2018.
Sales of BMW grew 13percent year on year to 5,171 units and sales of Mercedes benz grew 12.4
percent year on year to 7,171 units.
INVESTMENTS
In order to keep up with the growing demand, several auto makers have started investing heavily in
various segments of the industry during in the last few months. The industry has attracted foreign direct
investment worth US$ 19.29 billion during the period April 2000 to june 2018, according to data
released by the department of industrial policy and promotion.
Some of the recent/planned investments and developments in the automobile sector India are as follows:
 Ashok Leyland has planned as capital expenditure of RS 1000 crores ( US$ 155.20 millions) to
launch 20-25 new models across various commercial vehicles categories in 2018-19.
 Mahindra and mahindra (M&M) is planning to make an additional investment of RS 500
crores(US$ 77.23 milions) for expanding for capacity for electric vehicles in its plant in chakan.
 Hyundai is planning to invest US 1billion in India by 2020. SAIC motor has also announced it to
invest US$310 billion in India.
 Mercedes benz has increased manufacturing capacity of its chakan palnt to 20000 units per year,
highest for any luxury car manufacturing in India.
GOVERNMENT INITIATIVES
The Govrnment of India encourages foreign investment in the automobiles sector and allows 100per
cent FDI under the automobile route some of the recent intiatives taken by the government of India are-
 The government to develop India as a global manufacturing centre and RD hub.

 Under NATRIP, the government of India is planning to set up R&D centers at a total cost of
US$ 388.5 million to enable the industry to be on per with global standards .
 The ministry of heavy industries, government of India has short listed 11 cities in the country for
introduction of electrical vehicles in their public transport systems under the FAME ( faster
adaption and manufacturing of hybrid and electric vehicles in India) schme. The government will
also setup incubation centre for startups working in electrical working space.
ACHIEVEMENTS
Following are the achievments of the government in the past 4 years.
 Number of vehicle supported under FAME scheme increased for 5197 in June 2015 at 192451 in
march 2018.
 During 2017-18 47912 two wheelers 2202 three wheelers 185 four wheelers and 10 light
commercial vehicles where supported under FAME scheme.
 Under national automotive testing and R&D infrastructure project ( NATRIP)
following testing and research centres have been establishes in the country since 2015.
 International centre of automotive technology, manesar.
 Natonal institute of automotive inspection maintenance and training and silchar.
 National automotive testing tracks and indoor.
 Automotive reasearch association of Indai and Pune.
 Global automotive research centre, Chennai.
 SAMARTH UDYOG- Industry under 4.0 centres demo cum experience centre are being set up
in the country for promoting smart and advanced manufacturing helping SME to implement
industry 4.0 ( automotive and data exchange in manufacturing technology)
Hyundai operates the world's largest integrated automobile manufacturing facility in Ulsan, South,
which has an annual production capacity of 1.6 million units. The company employs about 75,000
people worldwide. Hyundai vehicles are sold in 193 countries through some
5,000 dealerships and showrooms.
Chung Ju-Yung founded the Hyundai Engineering and Construction Company in 1947. Hyundai Motor
Company was later established in 1967. The company's first model, the Cortina, was released in
cooperation with Ford Motor Company in 1968. When Hyundai wanted to develop their own car, they
hired George Turnbull in February 1974, the former Managing Director of Austin Morris at British
Leyland. He in turn hired five other top British car engineers. They were Kenneth Barnett body design,
engineers John Simpson and Edward Chapman, John ex-BRM as chassis engineer and Peter Slater as
chief development engineer. In 1975, the Pony, the first Korean car, was released, with styling by Giorgio
Giugiaro of Ital Design and powertrain technology provided by Japan's Mitsubishi Motors. Exports began
in the following year to Ecuador and soon thereafter to the Benelux countries.
In 1984, Hyundai exported the Pony to Canada, but not to the United States, because the Pony didn't pass
emissions standards there. Canadian sales greatly exceeded expectations, and it was at one point the top-
selling car on the Canadian market. In 1985, the one millionth Hyundai car was built.
In 1986, Hyundai began to sell cars in the United States, and the Excel was nominated as "Best Product
10" by Fortune magazine, largely because of its affordability. The company began to produce models with
its own technology in 1988, beginning with the midsize Sonata. In the spring of 1990, aggregate
production of Hyundai automobiles reached the four million mark. In 1991, the company succeeded in
developing its first proprietary gasoline engine, the four-cylinder Alpha, and also its own transmission,
thus paving the way for technological independence.
In 1996, Hyundai Motor India Limited was established with a production plant in Irungattukottai
near Chennai, India.
In 1998, Hyundai began to overhaul its image in an attempt to establish itself as a world-class brand.
Chung Ju Yung transferred leadership of Hyundai Motor to his son, Chung Mong Koo, in
1999.[19] Hyundai's parent company, Hyundai Motor Group, invested heavily in the quality, design,
manufacturing, and long-term research of its vehicles. It added a 10-year or 100,000-mile (160,000 km)
warranty to cars sold in the United States and launched an aggressive marketing campaign.
In 2004, Hyundai was ranked second in "initial quality" in a survey/study by J.D. Power and
Associates.] Hyundai is now one of the top 100 most valuable brands worldwide. Since 2002, Hyundai
has also been one of the worldwide official sponsors of the FIFA World Cup.
In 2006, the South Korean government initiated an investigation of Chung Mong Koo's practices as head
of Hyundai, suspecting him of corruption. On 28 April 2006, Chung was arrested, and charged
for embezzlement of 100 billion South Korean won (US$106 million). As a result, Hyundai Vice
Chairman and CEO, Kim Dong-jinn, replaced him as head of the company. On 30 September 2011, Yang
Sung Suk announced his retirement as CEO of Hyundai Motor Co. In the interim replacement period,
Chung Mong-koi and Kim Elk-jo will divide the duties of the CEO position.
Research and development
Hyundai has six research and development centres, located in Korea (three
offices), Germany, Japan and India. Additionally, a centre in California develops designs for the United
States.
Hyundai has made an app with augmented reality, showing users how to operate and maintain vehicles.
Business
In 1998, after a shake-up in the Korean auto industry caused by overambitious expansion and the Asian
financial crisis, Hyundai acquired the majority of rival Kia Motors. Hyundai owns 33.88% of Kia.
In 2000, the company established a strategic alliance with DaimlerChrysler and severed its partnership
with the Hyundai Group. In 2001, the Daimler was formed. In 2004, however, DaimlerChrysler divested
its interest in the company by selling its 10.5% stake for $900 million.
Hyundai has invested in manufacturing plants in North America, India, the Czech Republic,
Russia, China and Turkey as well as research and development centres in Europe, Asia, North America
and the Pacific Rim. In 2004, Hyundai Motor Company had $57.2 billion in sales in South Korea making
it the country's second largest corporation, or chaebol. Worldwide sales in 2005 reached 2,533,695 units,
an 11 percent increase over the previous year. In 2011, Hyundai sold 4.05 million cars worldwide and
the Hyundai Motor Group was the world's fourth largest automaker
behind GM, Volkswagen and Toyota. Hyundai vehicles are sold in 193 countries through some 5,000
dealerships.
Design emphasis
In 2006, Hyundai hired Thomas Burke as head of the company's design center in Russelsheim, Germany.
Burke had previously worked form, having designed the BMW 3 Series , and the BMW 6 Series
. Hyundai's current design philosophy is known as Fluidic Sculpture, which is heavily inspired by nature.
Regional operations
Hyundai Motor America began selling cars in the United States on 20 February 1986, with a single model,
the Hyundai Excel, which was offered in a variety of trims and body styles. That year, Hyundai set a
record of selling the most automobiles in its first year of business in the United States compared to any
other car brand; total sales in 1986 were 168,882.
Initially well received, the Excel's faults soon became apparent; cost-cutting measures caused reliability
to suffer. With an increasingly poor reputation for quality, Hyundai sales plummeted, and many
dealerships either earned their profits on repairs or abandoned the product. At one point, Hyundai became
the butt of many jokes (i.e. Hyundai stands for "Hope you understand nothing's driveable and
inexpensive") and even made David Letterman's Top Ten Hilarious Mischief Night Pranks To Play In
Space: No.8 – Paste a "Hyundai" logo on the main control panel.
In response, Hyundai began investing heavily in the quality, design, manufacturing, and long-term
research of its vehicles. It added a 10-year or 100,000-mile (160,000 km) powertrain warranty (known as
the Hyundai Advantage) to its vehicles sold in the United States. By 2004, sales had dramatically
increased, and the reputation of Hyundai cars improved. In 2004, Hyundai tied with Honda for initial
brand quality in a survey/study from J.D. Power and Associates, for having 102 problems per 1000
vehicles. This made Hyundai second in the industry, only behind Toyota, for initial vehicle quality. The
company continued this tradition by placing third overall in J.D. Power's 2006 Initial Quality Survey,
behind only Porsche and Lexus.[33] Hyundai is ranked number 4 in World's Most Admired Companies
under the motor vehicles section of CNN, after BMW (Bayerische Motormen Werke), Volkswagen and
Daimler in 2011.
Hyundai continues to invest heavily in its American operations as its cars grow in popularity. In 1990,
Hyundai established the Hyundai Design Centre in Fountain Valley, California. The centre moved to a
new $30 million facility in Irvine, California in 2003, and was renamed the Hyundai Kia Motors Design
and Technical Centre. Besides the design studio, the facility also housed Hyundai America Technical
Centre, Inc. (HATCI, established in 1986), a subsidiary responsible for all engineering activities in the
U.S. for Hyundai. Hyundai America Technical Centre moved to its new 200,000-square-foot (19,000 m2),
$117 million headquarters in Superior (near Ann Arbour) in 2005. Later that same year, HATCI
announced that it would be expanding its technical operations in Michigan and hiring 600 additional
engineers and other technical employees over a period of five years. The centre also has employees in
California and Alabama.
Hyundai incorporated a new manufacturing facility, Hyundai Motor Manufacturing Alabama, in April
2002. The new plant in Montgomery, Alabama was completed during 2004, at a cost of $1.7 billion.
Production started in May 2005. It employed more than 3,000 workers in 2012.[34]Currently, the plant
assembles the Hyundai Elantra, the Hyundai Sonata, and the Hyundai Theta engine. It is Hyundai's second
attempt at producing cars in North America since Hyundai Auto Canada Inc.'s plant in Quebec closed in
1993.
Hyundai America Technical Centre completed construction of its Hyundai/Kia proving ground
in California City, California in 2004. The 4,300-acre (17 km2) facility is located in the Mojave
Desert and features a 6.4-mile (10.3 km) oval track,[10] a Vehicle Dynamics Area, a vehicle-handling
course inside the oval track, a paved hill road, and several special surface roads. A 30,000-square-foot
(2,800 m2) complex featuring offices and indoor testing areas is located on the premises as well. The
facility was built at a cost of $50 million. An aerial view can be found here.
In 2003, Consumer Reports, based on complaints about 2002 model new cars that in general are less than
one year usage, ranked Hyundai's reliability tied with Honda's; however, J.D. Power and Associates put
Hyundai's 2002 vehicles below the industry average according to its annual Initial Quality Survey, which
looks at problems in the first 90 days of ownership.
In 2006, J.D. Power and Associates' quality ranking, overall the Hyundai brand ranked 3rd, just
behind Porsche and Lexus, and beating long time rival Toyota. But Hyundai's ranking fell to twelfth in
2007. However, in 2009, Hyundai was the Highest Ranked Non-Premium Nameplate in the J.D. Power
and Associates Initial Quality Study.
In the 2007 Strategic Vision Total Quality Awards, Hyundai Motor leads the most vehicle segments in
Strategic Vision's Total Quality Index, measuring the ownership experience. They attempt to measure
more than just the number of problems per vehicle. Hyundai tops in Strategic Vision Total Quality
Awards. For the first time ever, Hyundai has risen to share the position of having the most models leading
a segment. three models with the top Total Quality Index (TQI) score in their segments, including the
Hyundai Adera, Entourage, Santa Fe.
In 2007 at the New York International Auto Show, Hyundai unveiled its V8 rear-drive luxury sedan called
the Concept Genesis to be slotted above the Adera in the Hyundai line-up. This concept made its
American debut in mid-2008. The Genesis reintroduced rear-wheel drive to the Hyundai range following
a long period of only producing front-wheel drive cars.
In 2008, Hyundai Santa Fe and Hyundai Elantra were awarded 2008 Consumer Reports "top picks". The
magazine's annual ratings, based on road tests and predicted safety and reliability are considered highly
influential among consumers. The Hyundai Elantra was Consumer Reports' top-ranked 2008 vehicle
among 19 other compacts and small family cars, beating out the Honda Civic, Toyota Corolla and Toyota
Prius.
In 2008, at the North American International Auto Show, the production version of the luxury &
performance-oriented Hyundai Genesis sedan made its debut, dealerships will have the Genesis as soon
as summer 2008. In 2008, at the New York International Auto Show, Hyundai debuted its production
version of the performance-oriented rear-drive Hyundai Genesis Coupe, slated to hit dealerships in early
2009.
On 6 January, Hyundai reported sales of December 2008 fell to 24,037, from 46,487 in previous year and
sales for the year dropped 14%, a day after the company launched 'Hyundai Assurance' in order to spark
sales amid tough economic conditions.
In 2009, Hyundai announced the five-door hatchback variant of the Elantra compact sedan will carry the
name Elantra Touring when it goes on sale in the spring as a 2009 model.
In 2009, the Hyundai Genesis luxury sedan was named 2009 North American Car of the Year, the first
for Hyundai. The Genesis has received a number of well-recognized automobile awards worldwide. It
also won the 2009 Canadian Car of the Year after winning its category of Best New Luxury Car under
$50,000. The Hyundai's V8 Tau engine in the Genesis, which develops 375 hp (280 kW) on premium fuel
and 368 hip (274 kW) on regular fuel, received 2009 Ward's 10 Best Engines award.
In 2009, 4 models from Hyundai and two from Kia, earned the Top Safety Award by the Insurance
Institute for Highway Safety (IIHS). In 2009, Hyundai/Kia vehicles were named as "least expensive
vehicles to insure". Hyundai/Kia vehicles were the least expensive to insure and occupied the 'top five'
least expensive slots, said Insure.com.
In2009, according to a preliminary report from the Environmental Protection Agency published in
November 2009, which is based on 2009 pre-model year production projections provided by
automakers, Hyundai, at an average of 23.4 mpg-US (10.1 L/100 km; 28.1 mpg), is the second most fuel-
efficient automaker in America, after Honda's combined U.S. fleet of Honda and Acura models at an
average of 23.6 mpg-US(10.0 L/100 km; 28.3 mpg).
In 2010, a Consumer Reports reliability survey ranked Hyundai (including Kia) as the fourth-best
automaker. The ratings reflect the performance, comfort, utility and reliability of more than 280 vehicles
that the magazine recently tested.
In 2010, the Hyundai Eques made its North American debut at the North American International Auto
Show
In January 2012, the Hyundai Elantra was named the North American Car of the Year at the North
American International Auto Show, selling more than 200,000 cars since the model's redesigned debut
Hyundai Motor Company began developing flexible-fuel vehicles (FFVs) in 1988. The test vehicle was
1991 MY Scope FFV. Since March, 1992, in Seoul, Korea, through at least November 1993, field trials of
several FFVs had been performed over more than 30,000 miles.
The first pure electric car developed by Hyundai was the Sonata Electric Vehicle in 1991. The car started
as a Sonata sedan based model. Hyundai later produced electric vehicles utilizing the Excel, Grace,
Accent, Atos and Kia Portage platforms.
Hyundai planned to have six electric vehicles available for testing by the end of 1992. The company was
using batteries from Ovonic Battery Company Inc. in Troy, MI. The Excel and the Sonata were the two
different models on which the electric vehicles were based. The vehicles were scheduled to likely be tested
in the United States and in Korea.
The new hybrid-electric FGV-1 was unveiled at the Seoul Motor Show in 1995. The car featured full-time
electric drive technology. The 1995 Hyundai FGV-1 was the result of Hyundai's first experiments with
hybrid propulsion systems in 1994.
Hyundai produced its second generation hybrid-electric vehicle in 1999. The company is using
the “parallel” type design, which utilizes either the ICE or the electric motor. The FGV-2 was the second
vehicle to be produced. Others are the Elantra HEV and the Hyundai Accent HEV, which were unveiled
in 1999 and 2000, respectively. The new hybrid electric Sonata made its debut at the Los Angeles
International Auto Show in November 2008. The car featured lithium polymer battery technology. The
2011 Hyundai Sonata Hybrid sales in the U.S. began near the end of February 2011.
Hyundai began producing hybrid electric vehicles in 2009. The company is using Hybrid Blue Drive,
which includes lithium polymer batteries, as opposed to lithium-ion. TheAvante was the first vehicle to
be produced. Other are the Santa Fe Hybrid, the Elantra, Sonata Hybrid and the Hyundai i20, which will
replace the Hyundai Getz.
Hyundai Elantra LPI Hybrid[ (or Avanti in the local market) was launched in the South Korean domestic
market in July 2009. The Elantra LPI (Liquefied Petroleum Injected) is the world's first hybrid electric
vehicle to be powered by an internal combustion engine built to run on liquefied petroleum gas (LPG) as
a fuel. The Elantra PLI is a mild hybrid and the first hybrid to adopt advanced lithium polymer (Li–Poly)
batteries.
The Hyundai Blue Will plug-in hybrid has made its U.S. debut at the North American International Auto
Show in Detroit 2010.
At the 2010 Geneva Motor Show, Hyundai unveiled the i-flow, a concept car using a variant of the BLUE-
WILL hybrid system. The i-flow Concept uses a 1.7-liter twin-turbo diesel engine along with electric
batteries to achieve fuel economy of 3 litres per 100 kilometres (94 mpg- 78 mpg-). Hyundai says
a production car based on the i-flow's design will be in production by 2011.
The Hyundai Blue On is a subcompact five-door hatchback electric car produced by Hyundai Motor
Company. The prototype, an electric version of i10, was first unveiled at the Frankfurt Motor Show in
2009. The pre-production testing battery pack and charges in 6 hours with a 220 V power outlet and in
25 minutes to 80% with three-phase electric power (in a 380 V outlet). The maximum speed is 130 km/h
(81 mph) and 0–100 km/h is achieved in 13.1 seconds. According to Hyundai Motor Company, the total
investment to develop the Blue On, its first production electric car, was around 40 billion won (US$34.3
million)
As of March 2014, cumulative global sales totalled 200 thousand hybrids, including both Hyundai Motors
and Kia Motors hybrid model
model was unveiled in Seoul in September 2010, when the first of 30 units were delivered to South Korean
government agencies for field testing. The carmaker planned to build 2,500 units by the end of 2012. The
Blue On is equipped with a LG 16.4 kWh lithium polymer (Li–Poly)
Environmental record
On 23 April 2008, Hyundai Motor announced the beginning of a five-year project to turn 50 km² of
infertile land into grassland by 2012. Hyundai is doing so with the help of the Korean Federation for
Environmental Movement (KFEM). The project, named Hyundai Green Zone, is located 660 km north of
Beijing. The goal of the project is to end the recurring dust storms in Beijing, block desertification and
protect the local ecosystem. Local weeds will be planted in the region that have the ability to endure sterile
alkaline soil. This is the first environmental project of the company's social contribution programme.
Hyundai also made electric car concept i10 recently.
Hyundai Motor plans to aid Chevron Corporation in the construction of up to six hydrogen fuelling
stations that will be located in California, including locations at the University of California-Davis and
the Hyundai America Technical Centre in Chino. Hyundai is going to provide a collection of 32 Tucson
fuel cell vehicles, which are powered by UTC Fuel Cell power plants.
Motorsport
Hyundai entered motorsport by competing in the F2 class of the World Rally Championship in 1998 and
1999. In September 1999, Hyundai unveiled the Accent WRC, a Car based on the Hyundai Accent.
The Hyundai World Rally Team debuted the car at the 2000Swedish Rally and achieved their first top-
ten result at that year's Rally Argentina, when Allister McRae and Kenneth Eriksson finished seventh and
eighth, respectively. Eriksson later drove the car to fifth place in New Zealand and fourth in Australia.
In 2001, Hyundai debuted a new evolution of the Accent WRC, which was intended to improve reliability,
but the performance of the car was still not good enough to challenge the four big teams
(Ford, Mitsubishi, Peugeot and Subaru). However, at the season-ending Rally GB, the team achieved their
best result with McRae finishing fourth and Eriksson sixth.
For the 2002 season, Hyundai hired the four-time world champion Johan, along with Freddy
Lox and Armin Schwarz. Kekkonen’s fifth place in New Zealand was the team's best result, but they
managed to edge out Skoda and Mitsubishi by one point in the battle for fourth place in the manufacturers'
world championship. In September 2003, after a season hampered by budget constraints, Hyundai
announced withdrawal from the WRC and planned to return in 2006, which did not happen.
In 2006, following the announcement that Korea was scheduled to earn a Formula One Grand Prix,
Hyundai planned to enter the sport. The Korean was first held in 2010, but Hyundai have not entered the
championship. Hyundai announced they would be revealing their future rally plans at the 2011 Chicago
Auto Show, on February 9. The current plans for rallying are focused around the newest Hyundai release,
the Vorster. In September 2012 Hyundai announced that they were due to start the WRC with a rally
model of its i20 to rival the likes of the Ford Fiesta, the Citroen DS3 and the Mini Countryman.
The Hyundai i20 WRC is a World Rally Car built by Hyundai for use in the 2014 World Rally
Championship. It is based on the Hyundai i20 subcompact car, and was unveiled at the2012 Paris Motor
Show. The launch of the i20 marks Hyundai's return to the World Rally Championship after a ten-year
absence. The car is scheduled to make its first competitive appearance at the 2014 Rally Monte Carlo, but
may compete during the 2013 season to aid development.
The car will be operated by Hyundai's performance division, Hyundai Motorsport from a base
in Frankfurt, Germany.
Model line-up
Current
Sedans, hatchbacks and sports cars
 Accent/Verna
 Aslan
 Elantra/Avanti/Lantra
 Eon
 ix20
 Grandeur/Adera/XG (Originally a joint project of Hyundai and Mitsubishi)
 i10/Grand i10
 i20
 i30
 Hyundai i40
 Mistral (Joint project of BAG and Hyundai)
 Hyundai Sonata
 Veloster
 Xcent
Corporate social responsibility
In 2008, Hyundai Motors established a committee to oversee its Corporate Social

Responsibility programme. Among the programme's initiatives have been the "Happy Move Global
Youth Volunteers Program”. The Hyundai Motors' India Foundation (HMIF) has invested more than 20
million rupees in various corporate social responsibility programmes in India. In 2011, it started the "Go
Green" village adoption project in Tamil Nadu. Its aim was to promote environmentally friendly products,
increase the forest cover in Tamil Nadu, and improve living and hygiene conditions in the region's
villages. A number of schools have been adopted for improvement with the HMIF donating around 450
benches to government schools and drilling 10 bore wells
INVESTMENT:
Ford must be expecting the 2013 Fusion to be a hit when it arrives in showrooms this fall. As a way to
make sure that demand won't outstrip production, Ford is investing $1.3 billion in its Hermosillo Stamping
and Assembly facility. Hermosillo currently employs over 3,300 workers, and as part of its investment,
Ford will be adding 1,000 new jobs in order to handle production of the 2013 Fusion and its Lincoln
MKZ twin .
The Fusion, with its wide range of powertrains and exceptional fuel economy, has mainstream sedan-
watchers eager for seat time, and the Lincoln will be a direct beneficiary of the work done on the Fusion.
Ford isn't saying what its production capacity will be rising to after the upgrades are completed, but the
company clearly wants to have enough available for every interested buyer. Scroll down for the official
press release .
Ford Invests $1.3 Billion in Producing Fuel-Efficient, High-Quality Fusion and Lincoln MKZ midsize
Ford investing $1.3 billion in the Hermosillo Stamping and Assembly Plant, home of the all-new Fusion
and Lincoln MKZ for North American customers, helping answer growing demand for midsize sedans
New investment to create 1,000 new direct jobs in the state of Sonora. New Fusion, which starts appearing
in Ford showrooms across North America this fall, is expected to deliver best-in-class fuel economy across
customers' choice of gasoline, hybrid and plug-in hybrid vehicles; new Lincoln MKZ marks key milestone
in Lincoln's reinvention .
MEXICO CITY, March 30, 2012 – Ford today announced a $1.3 billion (USD) investment in its
Hermosillo Stamping and Assembly Plant, creating 1,000 jobs locally and all-new Ford Fusion and
Lincoln MKZ line-ups for a growing number of North American customers buying midsize sedans
.
"Ford is making a significant investment in this facility and a significant commitment to the employees
here while also transforming our vehicle line-up for customers throughout North America," said Mark
Fields, president of The Americas at an announcement today with key government officials including
President of Mexico Felipe Calderon Hinojosa. "The midsize sedan market is significant, growing and
one of the most competitive in the industry. With our all-new Fusion and Lincoln MKZ line-ups, we have
the fuel economy, quality, technology and vehicle choices to win customers like never before."Ford's
investment is helping transform the stamping and assembly plant, known for its high-quality production,
bringing 1,000 new direct jobs in the state of Sonora."Working together with national and state
government officials, Ford has been able to make our vision a reality, helping deliver new jobs and even
greater levels of competitiveness for the company," said Gabriel Lopez, chief executive officer and
general director Ford of Mexico. .
Ford's latest investment caps 87years of manufacturing in Mexico and is in addition to $3 billion invested
in Mexico during the past decade. In addition to Fusion, which has been built in Hermosillo since 2005
and sold more than 1.1 million models, Ford started building Fiestas at its Cuautitlan plant in 2008. The
company also builds diesel engines for small and medium trucks in Chihuahua as well as transmissions
through a joint venture with Get rag (GTF).
New Fusion line-up
Fusion also offers an unprecedented portfolio of driver assistance and convenience technologies to help
drivers maintain proper lane position, adjust vehicle speed to changing traffic conditions, identify suitable
parking spaces and help park, even aiding drivers backing out of parking space where visibility is
obstructed.
Kona
Tucson
Santa Fe
Sedans
Elantra
Compacts / Hatchbacks
Accent
Elantra GT
Veloster
Hybrid / Electric / Fuel Cell
Ioniq Hybrid*
MPG*
Ioniq Plug-in Hybrid*

2018 Ioniq Electric
2018 Sonata Hybrid

2.2COMPANY PROFILE
The Hyundai motor Company isa South Korean multinational automotive manufacturer headquartered
in Seoul, South Korea. The company was founded in 1967 and, along with its 32.8% owned
subsidiary, Kia Motors, together comprise the Hyundai Motor Group, which is the third largest vehicle
manufacturer in the world.
Hyundai operates the world's largest integrated automobile manufacturing facilityin Ulsan, South Korea,
which has an annual production capacity of 1.6 million units. The company employs about 75,000 people
worldwide. Hyundaivehicles are sold in 193 countries through some 5,000 dealerships and showrooms.
HISTORY
Hyundai means "modernity" in the Korean language.

The Hyundai logo, a slanted, stylized 'H', is symbolic of two people (the company and
customer) shaking hands and its official global tagline slogan is "Drive your way.”
Hyundai originated in 1967 at Seoul, Republic of Korea. Plant in Ulsan is the first plant of HMC.
Since its establishment in 1967, HMC has grown as the largest automobile manufacture and 8th largest
in the world. There are 5 plants around the world, in India, China, USA, Korea and Turkey. Mr. Mong
Chung Koo is the chairman of the company. In the year 1996, less than years since it introduced its
first car, Hyundai Motor Corporation set a new record of a total production of ten million unit mark
since its inception 30 years age. Employing over 68,000 people worldwide.
Chung Jug-Yung founded the Hyundai Engineering and Construction Company in 1947. Hyundai Motor
Company was later established in 1967. The company's first model, the Cortina, was released in
cooperation with Ford Motor Company in 1968.When Hyundai wanted to develop their own car, they
hired George Turnbull in February 1974, the former Managing Director of Austin Morris at British
Leyland. He in turn hired five other top British car engineers. They were Kenneth Barnett body design,
engineers John Simpson and Edward Chapman, John ex-BRM as chassis engineer and Peter Slater as
chief development engineer. In 1975, the Pony, the first Korean car, was released, with styling by Giorgio
Giugiaro of Ital87Design and powertrain technology provided by Japan's Mitsubishi Motors. Exports
began in the following year to Ecuador and soon thereafter to the Benelux countries.
In 1984, Hyundai exported the Pony to Canada, but not to the United States, because the Pony didn't pass
emissions standards there. Canadian sales greatly exceeded expectations, and it was at one point the top-
selling car on the Canadian market. In 1985, the one millionth Hyundai car was built.
In 1986, Hyundai began to sell cars in the United States, and the Excel was nominated as "Best Product
10" by Fortune magazine, largely because of its affordability.
The company began to produce models with its own technology in 1988, beginning with the
midsize Sonata. In the spring of 1990, aggregate production of Hyundai automobiles reached the four
million mark.In 1991, the company succeeded in developing its first proprietary gasoline engine, the four-
cylinder Alpha, and also its own transmission, thus paving the way for technological independence.
In 1996, Hyundai Motor India Limited was established with a production plant in Irungattukottai
near Chennai, India.
In 1998, Hyundai began to overhaul its image in an attempt to establish itself as a world-class brand.
Chung Jug Yung transferred leadership of Hyundai Motor to his son, Chung Mong Koo, in
1999. Hyundai's parent company, Hyundai Motor Group, invested heavily in the quality, design,
manufacturing, and long-term research of its vehicles. It added a 10-year or 100,000-mile (160,000 km)
warranty to cars sold in the United States and launched an aggressive marketing campaign.
In 2004, Hyundai was ranked second in "initial quality" in a survey/study by Hyundai is now one of the
top 100 most valuable brands worldwide. Since 2002, Hyundai has also been one of the worldwide official
sponsors of the FIFA World Cup.
In 2006, the South Korean government initiated an investigation of Chung Mong Koo's practices as head
of Hyundai, suspecting him of corruption. On 28 April 2006, Chung was arrested, and charged
for embezzlement of 100 billion South Korean won (US$106 million). As a result, Hyundai Vice
Chairman and CEO, Kim Dong-join, replaced him as head of the company. On 30 September 2011, Yang
Slung Suk announced his retirement as CEO of Hyundai Motor Co. In the interim replacement period,
Chung Mong-kook and Kim Eon-jo will divide the duties of the CEO position.
MANUFACTURING:
HMIL has two manufacturing plants in Sriperumbudur, Kanchipuram district, Tamil Nadu.HMIL’s
manufacturing plant near Chennai claims to have the most advanced production, quality and testing
capabilities in the country. To cater to rising demand, HMIL commissioned its second plant in February
2008, which produces an additional 300,000 units per annum, raising HMIL’s total production capacity
to 600,000 units per annum. Current Production Capacity with these 2 plants in Kanchipuram increased
to 7,00,000 cars per year.
Hyundai Motor India Limited s currently the second largest auto exporter from India.[ It is making India
the global manufacturing base for small cars.
Hyundai sells several models in India, the most popular being the Santo Xing, i10, Hyundai EON and
the i20. On 3 September 2013, Hyundai launched its much-awaited car, Grand i10 in petrol and diesel
variants. Other models include the Getz, Accent, Electra, second generation Verna, Santa Fe and
the Sonata Transform. Hyundai has two manufacturing plants in India located at Sriperumbudur in the
Indian state of Tamil Nadu. Both plants have a combined annual capacity of 600,000 units. In the year
2007, Hyundai opened its R&D facility in Hyderabad, employing now nearly 450 engineers from different
parts of the country. Hyundai Motor India Engineering (HMIE) gives technical & engineering support in
vehicle development and CAD & CAE support to Hyundai's main R&D centre in Nanyang, Korea. In
mid2014, Hyundai launched Xcent, a sedan based on successful Grand i10. Recently, on 11 August 2014,
Hyundai India Motor Limited launched the Elite i20 in petrol and diesel variants.
In 2007, Hyundai started its support engineering centre with CAD/CAE teams in Hyderabad,
India. Hyundai expanded its engineering activities in India with Vehicle Engineering team in 2010. In
2011, Hyundai started its design activities at Hyderabad R&D Centre with Styling, Digital Design & Skin
CAD Teams and Packaging Team Indian engineers are heavily involved in making of Indian vehicles like
Grand i10, Elite i20 along with other Global cars.
In June, 2017, The Competition Commission of India imposed ₹87 crore ($13.6 million) penalty for unfair
business practices with respect to providing discounts for cars.
Just Dial Limited is India's No. 1 Local Search engine that provides local search related services to users
across India through multiple platforms such as website, mobile website, Apps (Android, iOS,
Windows), over the telephone (voice, pan India number 8888888888) and text (SMS). Just dial has also
initiated ‘Search Plus’ services for its users. These services aim at making several day-to-day tasks
conveniently actionable and accessible to users through one App. By doing so, it has transitioned from
being purely a provider of local search and related information to being an enabler of such transactions.
Just dial has also recently launched JD Omni, an end-to-end business management solution for SMEs,
through which it intends to transition thousands of SMEs to efficiently run their business online and
have adequate online presence via their own website and mobile site. Apart from this, it has also
launched JD Pay, a unique solution for quick digital payments for its users and vendors, and JD Social,
its official social sharing platform to provide curated content on latest happenings to users. The
organisation also aims to make communication between users and businesses seamless through its Real
Time Chat Messenger.
Just dial's Mission
To provide fast, free, reliable and comprehensive information to our users and connect buyers to sellers.
Corporate Information
 The company's operations began in 1996 with offering local search services under the Justdial brand,
which is now the leading local search engine in India.
 The official website www.justdial.com was launched in 2007.
 Justdial's search services are available to users across multiple platforms such as website, mobile website,
Apps, voice and text (SMS).
 Justdial's search services bridge the gap between users and businesses by helping users find relevant
providers of products and services effortlessly, while helping businesses listed in Justdial's database to
market their offerings.
Justdial Facts
 Justdial Apps are available on Android, iOS, Windows and Blackberry platforms and have location -
based services for mobile internet users.
 Justdial's voice services are available on 8888888888, their operator assisted hot line number, across India,
which is accessible 24 hours a day, 7 days a week with multi-lingual support.
 Justdial has a database of approximately 21.8 million listings as of March 31, 2018.
 It has 112 million quarterly unique users across web, mobile, App & voice platforms as of March 31,
2018.
 Justdial users have contributed 86,057,755 reviews and ratings for various listings, till date.
 Justdial had approximately 445,110 campaigns as of March 31, 2018. Business owners have the option to
list their business on Justdial's database for free.
 With the registered & corporate office based in Mumbai, Justdial also has offices across India in
Ahmedabad, Bengaluru, Chandigarh, Chennai, Coimbatore, Delhi, Hyderabad, Jaipur, Kolkata and Pune.
Key Highlights
 Pan India presence:
Services offered all over India across 250+ cities.
 First-mover advantage:
Being the industry pioneer, Justdial has a robust presence in all cities and towns of India
including deep penetration in Tier II and III cities.
 Advanced and scalable technology platform:
A vast range of features for a more engaging user experience with 23 transaction oriented
search plus verticals, JD Social – Justdial's own social sharing platform, and a Real Time Chat
Messenger, on a single platform.
 Large Online community of engaged users:
With over 106 million users (quarterly average unique users) in FY 2017-2018, who have
contributed to 83 million ratings and reviews, Justdial's online community continues to be more
engaged than ever.
 Attractive value proposition for local MSMES:
Justdial's value-added offerings of huge online visibility, payment solutions, customized

website, mobile site and mobile app; all packaged together, make it an attractive value proposition
for MSMEs, several of whom have continuous associations with Justdial.
 Local Expertise:
With a strong and widespread sales force, years of experience and in-depth local market
knowledge, Justdial enjoys significant expertise across all regions of the country. Besides,
Justdial's healthy relations with existing MSMEs enable them to get referrals and repeat business.
 Long operating history with a proven monetization model.
 Experienced management team
PRODUCTS OFFERED BY THE SHOWROOM:

There are various products offered by the Hyundai company, here are few of the products
offered by the company in India.
I20 ( Active)
CRETA
EON
XCENT:
VERNA:
ELANTRA:
ACCENT
CHAPTER-3
REASEARCH METHODOLOGY
RESEARCH METHODOLOGY
The researchers have adopted descriptive research for this paper. This research includes surveys and
fact- finding enquiries of different kinds. The major purpose of descriptive research is description of
the state of affairs as it exists at present. Primary data collection was followed to carry out this research
project. The respondents were met personally and direct interview method was conduct to collect the
data and also through questionnaire the data was collected. The Secondary data was collected from
internal records of the company and manuals. The area of study is Hyundai Motors India Ltd.,
(HMIL), Irunkatukkotai, Chennai, India.
3.1. IMPORTANCE OF THE STUDY:
Recruitment and selection are very vital in any company or

organization that aim at progressing. Training refers to the process of acquiring the essential skill required
for a certain job. It targets specific goals, for instance understanding a process and operating machine or
system. Development, on the other side, puts emphasis on broader skill, which are applicable in a wide
range of situation. This includes decision making, thinking creativity and managing people.
a) Maximising productivity and service provision for the company

b) Developing the adaptability for the workforce
c) Developing an organisation as a whole
d) Increasing job satisfaction, motivation and morale of workforce
e) Improving standards and safety at work
f) Promoting the Better utilisation of other resources
g) Standardisation of work practices and procedures
3.2. SCOPE OF RESEARCH METHODOLOGY
The study is aimed to find out effectiveness of training on the employees of Fusion Hyundai, Hyderabad.
The main aim of the research is to find out whether the employees are using the training inputs on the job,
which was given by the trainers in Hyundai.
3.3 NEED OF THE STUDY
To determine the organization’s training needs and seeks to answer the question of whether the
organization’s needs, objectives, and problems can be met or addressed by training.
Organisational analysis (e.g., which organizational goals can be attained through personnel training?
Where is training needed in the organization?), task analysis (e.g., what must the trainee learn in order to
perform the job effectively? What will the training cover?), and person analysis (e.g., which individuals
need training and for what?).
Initial step to training design and development and can substantially influence the overall effectiveness of
training programs (Goldstein & Ford, 2002; McGehee & Thayer, 1961; Sleezer, 1993; Zemke,
1994).
Specifically, a systematic needs assessment can guide and serve as the basis for the design, development,
delivery, and evaluation of the training program; it can be used to specify a number of key features for the
implementation (input) and evaluation (outcomes) of training programs. Thus, the research objective here
was to determine the relationship between needs assessment and training outcomes.
3.4 OBJECTIVES OF THE STUDY
1. To measure the effectiveness of training and development program in FUSION Hyundai motors .
2. To find out their performance of the employees after getting the training programme.
3. To compare the grading of the employees before and after training.
4. Suggestions to improve the training programme.
DATA COLLECTION
Primary data
Secondary data
Primary and secondary data fall within the scope of statistics and can be used as part of a research method.
The collected data may assist a company in measuring, assessing and discussing the results of data
collection for whatever purposes the information is required. This is where the differences between the
two become relevant as some companies need a direct approach and therefore use primary data sources
whereas others need previously collected information - that is, secondary data - which they can apply to
their own situation.
PRIMARY DATA:
Primary data can be explained, therefore, as information collected from sources such as personal
interviews, questionnaires or surveys with a specific intention and on a specific subject, and observation
and discussion by the researcher him or herself, which information is then assessed by that person. It is a
direct approach and, as it is tailored to a company's particular needs, reveals apparently, much-needed
information to that company which started the research that is, the results are used for the purpose for
which they were originally intended. It can be a lengthy process but does provide first-hand information.
Examples include:-
Jotting down important points during a lecture
Interviewing
Making your own questionnaire
2.SECONDARY DATA:
Secondary data is information that is already available somewhere, whether it be in journals, on the
internet, in a company's records or, on a larger scale, in corporate or governmental archives. Secondary
data allows for comparison of, say, several years worth of statistical information relating to, for example,
a sector of the economy, where the information may be used to measure the effects of change or whatever
it is that is being researched.
POPULATION OF THE COMPANY

SAMPLE SIZE OF THE EMPLOYEES
LIMITATIONS
 This study covers only those employees who are working at fusion Hyundai in Hyderabad.
 The Interpretations is being based on the percentage method.

 Response error could arise on the questionnaire was administrated. Responses by
respondents might be biased. The duration of the project was limited.
CHAPTER-5
DATA ANAIYSIS &INTERPRETATION
A study on training and selection process of Fusion Hyundai Pvt Ltd.
Question1:How often training programme are being conducted?

a)6months b)8months c)1year d)2years
NO OF EMPLOYEE PERCENTAGE
a. 20 50%
b. 10 25%
c. 5 12.5%
d. 5 12.5%
TOTAL 40 100%
Chart Title
50%
45%
40%
35%
30%
25%
20%
15%
10%
5%
0%
1 2 3 4
Series1 Series2
INTERPRETATION
Question 2:Training section are being very useful?
a) agree b) strongly agree c) neutral d) disagree e) strongly disagree
A. 25 62.5%
B. 7 17.5%
C. 8 20%
D. 0 0%
E. 0 0%
TOTAL 40 100%
INTERPRETATION
Question 3:Training and Development are helpful in promotions?
A 10 25%
B 8 20%
C 12 30%
D 5 12.5%
E 5 12.5%
TOTAL 40 100%
INTERPRETATION
Question 4:Time is being wasted?
NO OF EMPOYEE PERCENTAGE
A 0 0
B 0 0
C 5 12.5%
D 10 25%
E 25 62.5%
TOTAL 40 100%
INTERPRETATION
Question 5:Training and Development is compulsory for every employee in the
organization?
A 20 50%
B 14 35%
C 6 15%
D 0 0%
E 0 0%
TOTAL 40 100%
INTERPRETATION
Question6:Training generate confidence?
A 24 60%
B 8 20%
C 8 20%
D 0 0%
E 0 0%
TOTAL 40 100%
Chart Title
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
A B C D E
INTERPRETATION
Question7 : Training is being very effective?
17 42.5%
9 22.5%
7 17.5%
4 10%
3 7.5%
TOTAL 40 100%
Chart Title
45%
40%
35%
30%
25%
20%
15%
10%
5%
0%
A B C D E
INTERPRETATION
Question8 :Company is investing more on training?
5 12.5%
15 37.5%
10 25%
5 12.5%
5 12.5%
TOTAL 40 100%
Chart Title
40%
35%
30%
25%
20%
15%
10%
5%
0%
A B C D E
INTERPRETATION
Question9 :By this training programme there is no obsolesce?
9 22.5%
10 25.5%
11 27.5%
2 5%
8 20%
TOTAL 40 100%
Chart Title
30%
25%
20%
15%
10%
5%
0%
A B C D E
INTERPRETATION
Question10 :In Training the Business game is helpful in Team building?
15 37.5%
25 62.5%
0 0
0 0
0 0
TOTAL 40 100%
Chart Title
A B C D E
INTERPRETATION
CHAPTER-5
FINIDING &SUGGESTIONS
FINDINGS
 In fusion Hyundai Pvt. Ltd. Most of the employees feel that the HR department is good.
 About 75% of managers say that they prefer internal as well as external source for training
and development.
 About 65%managers go for direct training and development less number of managers
prefer direct or third party.
 Mostly the manpower planning is done quarterly and 20% don’t follow any pattern; they
don’t have any fixed time.
 Most of the managers prefer personal interviews, 30% prefer to take telephonic interviews
whereas only 20% graining for video conferencing and rest 10% adopt some other means
of interview.
SUGGESTIONS
 Manpower requirement for each department in the company is identified well in advance
 If the manpower training is high and the training and development team of HR department
cannot satisfy it, then help from the placement agencies is needed.
 Time management is very essential and it should not be ignored at any level of the
process…
 The recruitment and selection through placement agencies as the last resort and is utilized
only when need.
 The training and development procedure should not be lengthy and time consuming.
 The candidates called for interview should be allotted timing and it should not overlap with
each other.
CONCLUSION
 This presents the summary of the study and survey done in relation to the
 and selection in Fusion Hyundai Pvt. Ltd. The conclusion is drawn from the study
and survey of the company regarding the training and development carried out
there.
 The training process at fusion Hyundai pvt.ltd to some extent is not done
objectively and therefore lot of bias hampers the future of the employees. That is
why the research of head hunt of people should be of those whose skill fits into the
company’s value
 Most of the employees were satisfied but changes are required according to the
changing scenario as training process has a great impact on the working of the
company as a fresh blood, new idea enters into the company. Development process
is good but it should also be modified according to the employees and should job
profiles so that main objective of selecting the candidate could be achieved the
organisation goal.
Therefore, it makes training and development is a critical function in the organisation.

In order to grow and sustain in the competitive environment it is important for an
organisation to continuously develop and bring out innovation in all it activities. It is only
organisation is recognized for its quality that it can build a stability with its customers.
Thus an organisation must be able to stand out in the crowd.
The first step in this direction is to ensure competitive people come in the
organisation. Therefore, training in this regard becomes an important function. The
organisation must constantly improve in its recruitment process so that it is able to
attract in best in the industry in order to serve the best. Thus the organisation must
look out for methods that can enable it to adopt best employees.
CHAPTER-6
BIBLOGRAPHY
BIBLOGRAPHYS
1. Making performance work effectively: - Philip Tom: McGraw Hill Book Company:
England:
a. 1983.
2. Principles and procedures in evaluating performance: John C. Flanagan: volume
28.
3. Public Personal Administration: S L Goel: Sterling Publishers Pvt. Ltd.: New
Delhi.
4. Training & Development : A Better way: Robert Hayden: Volume 52.
5. Research Methodology Methods and Techniques: Kothari C. R.: Willey Easter:
New Delhi.
6. P. Jyothi, P., Venkatesh, D.N., Human Resource Management
7. Kothari, C. R., Methods and Techniques, New Delhi, New Age International
Publications
8. Aswathappa, K., Human Resource Personal Management
www.avivaindia.com
CHAPTER – 8
ANNEXURE
ANNEXURE
1.Training is being very effective?
a)agree b)strongly agree c)neutral d)disagree e) strongly disgree
2.Training generates confidence?
a)agree b)strongly agree c)neutral d)disagree e)strongly disagree
3. Appropriate methods of training are used?
a)agree b)strongly agree c) neutral d)disagree e) strongly disagree
4.Company is investing more on training?
a)agree b)strongly agree c)neutral d)disagree e) strongly disagree
5.By this training programme there is no obsolesce?
a)agree b)strongly agree c) neutrald)disagree e) strongly disagree
6.Latest technology are being aware of?

7.In case study helpful for Training and Development?
8.In Training the Business game is helpful in Team building?
9.The Managerial grid is only needed for promoting managers or for all?
10.For Training and Development the well professional trainer is need or
Not?

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KRISHNA UNIVERSITY

A STUDY ON EMPLOYEE SATISFACTION TOWARDS TRAINING

Under the Guidance of

DEPARTMENT OF MANAGEMENT STUDIES

Bharathi Nagar,Vijayawada, Krishna District, Pin: 520008 A.P. India.

Bharathi Nagar,Vijayawada, Krishna District, Pin: 520008 A.P. India.

DEPARTMENT OF MANAGEMENT STUDIES

Guide Academic Executive

Ms. UMA RAJYA LAXMI. D MBA, PGDHRM Mr. V. JOHN BENARJI

Faculty, Management Studies Academic Executive

Mr. P. CHANDRA SEKHAR

project work entitled “A STUDY ON EMPLOYEE FEEDBACK REGARDING

TRAINING AND DEVELOPMENT AT FUSION HYUNDAI, HYDREABADwas

S.NO CHAPTERS PAGE

2. 2.1. INDUSTRY PROFILE

2.2. COMPANY PROFILE

4. DATA ANALYSIS & INTERPRETATION

Recruitment and Selection

 Step 1: Identify Vacancy and Evaluate Need

 Step 2: Develop Position Description

 Step 3: Develop Recruitment Plan

 Step 4: Select Search Committee

 Step 5: Post Position and Implement Recruitment Plan

 Step 6: Review Applicants and Develop Short List

 Step 7: Conduct Interviews

 Step 8: Select Hire

 Step 9: Finalize Recruitment

Health and Safety

 Discipline & Dismissal

 Complaint/Grievance processing (represented and non-represented staff)

 Represents management in employee disputes/grievance proceedings

 Mediates/negotiates resolution of complaints with employee representatives

 Responds to union information requests

TRANING AND DEVELOPMENT

Supervision is the act or function of overseeing something or somebody.

FUNCTIONS OF TRAINING AND DEVELOPMENT:

• Optimum Utilization of Human Resources–

Development of Human Resources –

• Development of skills of employees –

Training and Development helps in creating the healthyworking environment. It helps to

• Health and Safety –

Training and Development helps in creating a better corporate image.

• Training and Development aids in organizational development

• Training and Development helps in developing leadership skills

TRAINING AND DEVELOPMENT OBJECTIVES

maintain the department’s contribution at a level suitable to theorganization’s needs.

IMPORTANCE OF TRAINING OBJECTIVES

THE TRAINING SYSTEM

2. Instructional System Development Model

System Model Training

Instructional System Development Model

The Instructional System Development model comprises of five stages:

This phase focuses on logistical arrangements, such as arrangingspeakers, equipments, benches,

explain the reason of organizational existence. It identifies the position in thecommunity.

The various methods that come under Cognitive approach are:

COMPUTER BASED TRAINING (CBT)

INTELLIGENT TUTORIAL SYSTEM(ITS)

PROGRAMMED INSTRUCTION (PI)

The various methods that come under Behavioural approach are:

 GAMES AND SIMULATIONS

Increased competition in today's global marketplace makes it critical that employees

Initiatives such as Total Quality Management, Quality Circles, benchmarking, etc.,