A STUDY ON THE EFFECTIVENESS OF TRAINING AND DEVELOPMENT PROGRAMME IN ASHOK LEYLAND

Table of Contents PAGE NOS. CHAPTER 1) EXECUTIVE SUMMARY 2) INTRODUCTION DESCRIPTION

3) RESARCH METHODOLOGY

4) COMPANY PROFILE

5) DATA ANALYSIS & INTERPRETATION

6) FINDINGS

7) SUGGESTIONS

8) CONCLUSIONS

9) ANNEXURES

10) BIOLIOGRAPHY

LIST OF TABLE TABLE NO TITLE PAGE NO 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. 18. Age Distribution of Employees Experience of Employees Training Program Conducted Last Year Type of Training Undergone by Employees Satisfaction level of the Training Programme Selection Criteria Regularity of Training Training objectives awareness Training Feed Back Improving skills and tactics for effective execution of job Management co-operation during T & D Knowledge Development during Training Programme Heading any higher responsibility /Training Programme Contents of Training Course Training Facilities Satisfaction level of Training facilities Trainers Theortical Knowledge Relevancy of examples being given during Training Programme

19. 20.

Freedom of expressions given to Trainees Satisfaction level of Reading Material given Training Programme Training and Development programme is regular activity in Ashok Leyland

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LIST OF CHARTS TABLE NO TITLE PAGE NO 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. Age Distribution of Employees Experience of Employees Training Program Conducted Last Year Type of Training Undergone by Employees Satisfaction level of the Training Programme Selection Criteria Regularity of Training Training objectives awareness Training Feed Back Improving skills and tactics for effective execution of job Management co-operation during T & D Knowledge Development during Training Programme Heading any higher responsibility /Training Programme Contents of Training Course Training Facilities Satisfaction level of Training facilities Trainers Theortical Knowledge

18. 19. 20.

Relevancy of examples being given during Training Programme Freedom of expressions given to Trainees Satisfaction level of Reading Material given Training Programme Training and Development programme is regular activity in Ashok Leyland

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EXECUTIVE SUMMARY The research project entitled Review on Techniques adopted by HR Management to Improve the Effectiveness of Training and Development is an attempt to understand the opinion and attitudes of the various categories of employees of the Ashok Leyland towards the maintenance of effectiveness of Training services provided by the Company. It also aims to know and study obstacles in the proper utilization and increase the effectiveness of Training programs and try to suggest remedial measures wherever possible. The data was collected through well structured questionnaires. This survey was carried out in various departments of the Company. In the course of study, it was found that the training programmes analyzed were provided to all the employees of Ashok Leyland and was not specific to particular category of employees. The in depth study of the welfare measures adopted by the company revealed that majority of the employees were fairly satisfied with the training and development programmes. For the purpose of survey, the training was divided into two groups. A. On-job-training and Offjob-training or Outbound Training. 1. On job Training Apprenticeship Training Job Instruction Training

2. Off the Job Training (Outbound training) A facilities need for training types varies from classroom to an elaborate development center, large halls with audiovisual aids etc. Classroom-programs live Workbooks / Manuals Public Seminar Self-study programs Role plays Case Studies Games/simulations (not computer-based) Outdoor experiential programs

INTRODUCTION An organization either Business or Industrial Enterprises, needs many factors for its growth, further development and for its very survival. The most important factors are Capital, Materials, Machineries and Human Resources as the success or failure of any organization depends on the effective combination of these factors. Managing all other factors are comparatively easier than managing Human Resources. The Human Resources are most important and need to be handled carefully. Since all the others factors are handled by the human resources, they have to be trained in a effective manner to utilize the resources at optimal level to get the desired output and thereby to reach the organization goals. The effective combination of all these factors results to way for success. Training is defined as learning that is provided in order to improve performance on the present job. A person's performance is improved by showing her how to master a new or established technology. The technology may be a piece of heavy machinery, a computer, a procedure for creating a product, or a method of providing a service. If manpower is properly utilized it causes the industry to run at its maximum optimization getting results and also work for as an climax for industrial and group satisfaction in the relation to the work formed. Competitive advantage is therefore depend on the knowledge and skill possessed by employee more than the finance or market structure by organization. The employee training not only serves the purpose to develop their employers but also safe guard organizational objectives of survival and success through competitive advantages. The training function now popularly called as Human Resource. Development, coordinates the provision of training and development experiences in organization. In recent years, the scope of Training and Development has broadened from simply providing training programs to facilitating learning throughout the organization in a wide variety of ways. There is increasing recognition that employees can and should learn continuously, and that they can learn from experience and from each other as well as from formally structured training programs. Nevertheless, formal training is still essential for most organizations or teach them how to perform in their initial assignment, to improve the current performance of employees who may not be working as effectively as desired, to prepare employees for future promotions and increased responsibilities. The Computer Application Training and New Employee Training are most popular 7

training topics. Various Management and supervisory skills such as leadership, performance appraisal, interviewing, and problem solving were also commonly taught. Many organization provide Train-the trainer courses for superiors or peers who will in turn provide on-the-job training to others. Besides being one of the most important HRM functions, Training and Development is also one of the most expensive. Training Methods and Techniques for Employees Because of the objective of Human Resource Development is to contribute to the organizations overall goals, training programs should be developed systematically and with the organizations true needs in mind. Successful training begins with a thorough needs 18 assessment to determine which employees need to be trained and what they need to be trained to do. The culmination for the assessment phase is a set of objectives specifying the purpose of the training and the competencies required in trainees after they complete the program. This section considers the choice of methods for employees training. With training objectives defined and learning principles in mind, the trainer must be choose appropriate training methods and design the sequence of events in the training program. Perhaps the first decision to be made is whether to conduct the training on the job or away from the job. In many cases, the decision is to do some of both. 1. On the Job Training: On the job training is conducted at the work site and in the context of the actual job. The vast majority of all industrial training is conducted on the job, often by the trainees immediate superior or a nominated peer trainer. On-the job training has several advantages : a) b. Because of training setting is also the performance setting, the transfer of training to the job is maximized b) The cost of a separate training facility and a full-time trainer are avoided or reduced. c) Trainee motivation remains high because it is obvious to trainees that what they are learning is relevant to the job d) Trainees generally find on-the-job training more valuable than classroom training. Apprenticeship Training: This training is combination of on and off the job training. The department of Labor regulates apprenticeship programs, and often management and a union jointly sponsor apprenticeship training. This training is normally given to artisans, electricians, plumbers, bricklayers etc., the duration is normally vary from 2 to 6 years. Apprenticeship training is carried out under the guidance and intimate supervision of 8

master craftsman or expert worker/supervisor. During apprenticeship training period, the trainees are paid less than that of a qualified worker. Advantages: i. Workmanship is good ii. Immediate returns from training iii. Economical, better loyalty iv. Feed back is given quickly about the correctives of performance Disadvantages: i. It takes times to learn the skill ii. Required job knowledge is too complex Job Rotation: In the job rotation, management trainee/employee is made to move from one function to another at planned intervals. Job rotation is widely used as a management executive development program which makes the employee or management trainee, a multi-tasking individual. It can be done either vertical or horizontal. Coaching and Understanding method: Training under experienced worker they are coached and instructed by skilled co-worker by supervisor by special trainee instructor. Advantages: i. Excellent for supervisor ii. Quick and economical iii. Sequences in logical and simple iv. Instructions are clear and concise. Outbound Training: The outbound training is conducted in a location specifically designated for training. It may be near the workplace or away from work, at a customized training center or a resort. The purpose of conducting this kind of training away from the work place is to minimized or avoids distractions of the employee from their daily work routine and allows them to devote their full attention the specific subject. Some of the outbound training methods and activities are: a. Action planning: Often a closing activity asking participants to specify or set goals about exactly what they will do differently back on the job

b. Behaviour-modelling training: use a videotape to demonstrate the steps in a supervisory activity such as conducting a disciplinary interview, followed by role played skill practice and feedback c. Behavioral Simulation: Large-scale multi person role-lay, no computerized business game. d. Brainstorming: Creative idea-generation exercise in which no criticism is allowed. e. Business Game: Computerised business simulation that requires participants to make decisions about strategy and investments and then provides financial results based on the decisions. f. Buzz Group: Small-group discussion of several minutes, duration on an assigned topic g. Case Study: From a one-paragraph vignette to a fifty-page Harvard-style case. h. Demonstration i. Experiential exercise, j. Field trip, k. Group discussion, l. Guest speaker, m. Guided teaching : Drawing from the group the points the lecturer otherwise would make him or herself n. Information search : asking trainees to locate the answers to question in the training materials or manuals provided o. Intergroup exchange: small groups share their ideas of findings with another group p. Learning game: competition between teams in a quiz show format q. Lecture r. Mental imagery: asking participants to close their eyes and visualize or recall something or engage in mental rehearsal of physical or interpersonal skills. s. Outdoor leadership training: Team activities that may include hiking, rope courses, or other physical challenges along with problem.-solving activities. t. Problem-solving activities u. Role-play v. Self-assessment instrument or quiz. An example is a conflict resolution style inventory.

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w. Team Building: A series of group activities and sometimes surveys used to develop team skills and role clarify in a team of people who must work together closely on the job x. Videotapes: can be used alone but are most effective in discussion and practice. There are various other instructional methods used in training program: 1. Classroom-programs live 2. Workbooks / Manuals 3. Videotapes 4. Public Seminars 5. Self-assessment instruments 6. Role plays 7. Case Studies 8. Games/simulations (not computer-based) 9. Outdoor experiential programs

Out of the above off job training techniques, the following are used in general: 1. Classroom Lectures 2. Conference and seminars 3. Group discussions and case study analysis 4. Audio-visual and film shows 5. Simulation and computer modeling 6. Vestibule training 7. Programmed organizations 8. Games and Role playing 9. T-group training 10. Retraining

1. Classroom lectures: this is the simplest and from the off the job training. This is a best form of instruction when the instruction is to convey information on rules, regulation, policies and procedures. Advantages: Simple and efficient Minimum cost 11

Minimum time

Disadvantages: Monologues and one way communication Large trainees are participants Efficiency depends on ability of trainers in the use of correct expression better participation Concentration and intent of majority of trainees fade off after short time or so No individual attitude is possible with result there is no feed back of assimilation of knowledge. 2. Conference and Seminars and Workshops: This is a formal method of arranging meeting in which individuals confer to discuss points of common interest for enriching their knowledge and skill. This is group activity. It encourages groups discussion and participation of individuals for seeking clarification and offering explanation and own experience. It is a planned activity with a leader or moderator to guide the proceedings, which is focused on agreed agendas points prefixed during planning stage of such conference. There are three variables : Directed conference Training conference Seminars and workshops

3. Group discussions and study analysis: case study method was initially introduced by Christopher Lang Dell at Harvard Law School in 1880s. The principle used is experiences is the best teacher. Here several empirical structure are examined in detail to find out commonalities to derive general discussion. Based on such studies and group discussion are initiated to derive common lesson. This method has, however limited use of worker but both use for supervisors. In case of workers, areas of importance in this method are that the quality control. 4. Audio-visuals and Film Shows: In order to improve understanding very usual and sometimes is escapable to Demonstrate operation of a machine or explain or process. Audio-visual film shows can supplement the efforts lecturing and improve its effectiveness,. 4. Simulation Computer Modeling: A training activity in which actual working environment is artificially created as near and realistic and possible is called simulation 12

training. Case study, analysis, experiment exercise game playing computer model and vestibule training etc come under this category. When the work environment is artificially created by using computer-programming method well call it computer method 5. Vestibule Training: In this training, employees are trained of the equipment they are employed, but the training is conducted away from the place of work. In which all necessary equipment and machines required as actual machined ship are duplicated 6. Programme Instruction: Programmed instruction is a stu5rctured method of instruction aided through texts, handouts, book and computer aided instruction. In this case the instruction materials and information is broken down in meaning full unit and arranged in a proper sequenced from logical method of learning packages, the learning ability is tested and evaluated in real time basis Advantages: Materials of learning are broken down into meaning full modules Instruction are not key players Trainees learn at his/her own pace of learning. Individual difference are taken care of No fear of evaluation and criticism Active interaction between the learner and the machine Immediate feedback is available Training can be undertaken at any time and any place It is highly flexible and motivated

Disadvantages: Costly method Advance topics are untouched

7. T. group Training: T stand for training or laboratory training. T group training was originated on 1940s but only 1960s it has opened to the industries. This Training has both supporters and opponents. Unlike any other programmers discussed. T group training is concerned with really problem existing within the other group itself. 8. Retraining: technology is advancing at rapid pace. Here obsolesce is a major problem faced by the worker are the introduction of automation for such retraining programme to update their knowledge, which will further make them productivity useful of the organization and restore this confidence. PRINCIPLE OF TRAINING: 13

1. Training Plan: This must be well planned, prescribed and ably executed effective implementation depends to great extend on planning. 2. Organizational objectives: T & D program must meet objectives of the organization 3. Equity and fairness: T and D program must enjoy equal opportunity to drive benefit out of such training and must have equal chance to undergo such training. 4. Application specification: Training content is balanced between theory and practical. It must be Application specification/ 5. Upgrading information: T and D program is continuous reviewed at periodic interval as order to make them updated in terms of knowledge and skill. 6. Top Management support: Top management support is essential to make Training and Development effective. 7. Centralization: For economy of effective uniformity and efficiency, centralization of training department is found more common and useful. 8. Motivation Training and Development have motivation aspects like better career opportunity, individuals & skill development etc., HOW IS TRANING & DEVELOPMENT RELATED TO HUMAN RESOURCE MANAGEMENT? An effective use of materials, money, machines and human resource is essential for achieving a high level of productivity in the industry. Whereas other resource have limitation, the human resource has unlimited potential. Moreover this is the only activity resource, other being passive. Its quality of human resource through training input is of vital importance. Improves communication between group and individual Aids in orientation for new employees and taking new jobs throu8gh transfer or promotion Provides information on equal opportunity and affirmation action Improves interpersonal skill Builders cohesiveness in groups Provides a good environment for learning, growth and co-ordination. Improves labour management relation Helps to create better corporate image Provides information for further needs in all areas of organization

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Moves a person towards personal goals while improve Human Resource and Organization goals.

OBJECTIVES AND GOALS OF TRAINING: Training and Development can help an organization in a number of ways. Ultimately, it is employee knowledge and skill that produce the organizations product or service. Training facilitates the implementation of strategy by providing employees with the capability to perform their jobs in the manner dictated by the strategy. Training also assists in solving immediate business problems, such as when a team of Manager in an action learning program studies a real problem and recommends a solution. Finally to keep ahead in a highly competitive the turbulent environment, it has been suggested that the training function must foster a continuous learning culture and stimulate managers to reinvent their corporation. Training enables employees to develop and train within the organization and increase the market value, earning power and job security. It moulds the employees attitude and also helps them to achieve better co-operation with the company and greater loyalty to it. The management is benefited in the sense that higher standard of quality are achieved, a satisfactory organization structure is built up, authority can be delegated and stimulus for progress applied to employees. To increase productivity of employees or workers To improve quality of work and product To enhance and update knowledge and skill level of employee in the organization To promote better opportunity for the growth and promotion chances of employees and thereby the employability To secure better health and safety standard To improve quality of life of employees To sustain competitive advantage To impart new entrants of knowledge and skill To build up a sound line of competent efficiency and prepare them as a part of their career progress to occupy more responsible positions To impart customer education, help grading skills and knowledge and employees estimate career planning of the company. NEED FOR TRAINING: 15

Training must be tailored to fit the organizations strategy and structure. It is seen as pivotal in implementing organization-wide culture-change efforts, such as developing a commitment to customer service, adopting total quality management, or making a transition to self-directed work teams. Pace-setting Human Resource Development departments have moved from simply providing training on demand to solving organizational problems. Trainers see themselves as internal consultants or performance improvement specialists rather than just instructional designers or classroom presenters. Training is only one of the remedies that may be applied by the new breed of Human Resource Development practitioners. In an age of network organizations, alliances, and long-term relationships with just-in-time suppliers, leading companies are finding that they need to train people other than their own employees. Some organization offer quality training to their suppliers to ensure the quality of critical inputs. Organisations with a strong focus on customer service may provide training for purchasers to their product. 1. Shortage of skill: Skilled and knowledge people are always on short supply, alternatively they are too expensive to hire from outside. The best way is to improve the skill and knowledge of the existing employees through Training and Development. 2. Technological Obsolesce: Growth of technology takes place very fast. This will render current technological obsolesces in the near future. 3. Personal Obsolesce: At the time of recruitment employees posses a certain amount of knowledge and skill. As the time passes their knowledge becomes obsolesce unless it is uploaded by proper training. This happens because of changes take place in product methods procurement of better machines. 4. Organization Obsolesce: Modern management has introduced a number of innovative steps in functioning of management like play organizing, controlling to such change are bound to fail and become obsolete, to prevent obsolesce in organization. Employees must be exposed to modern Technology through T & D 5. Increased Productivity: Instruction can help employees increase their level of performance. Increase human performance often directly leads to operational productivity and increase company profits. 6. Coercive Training by Government: In order to provide better employability changes of unemployed youth, certain governments have taken initiatives to mobilize resource available at public/government and private to provide training to outside candidates. One such arrangement is called at Apprenticeship Training conducted by Government of 16

India. A part of expenditure incurred for this by the private sectors is reimbursed by government. 7. Human Capital: The latest thinking is to treat employees as Human Capital. The expenditure involved in training and development are now being considered as an investment. This is cause in globalization it is the knowledge and skill of employees which determine complete advantages of firm. IMPORTANCE OF TRAINING IN RECENT YEARS: Recent changes in the environment of business have made the Training and Development function even more important in helping organization maintain

competitiveness and prepare for the future. Technological innovations and the pressure of global competition have changed the ways organizations operate and the skills that their employee need. The tight labor market has increased the importance of training in several ways. First higher employee turnover means that more new employees need training. Second, it has been suggested that frequent and relevant development experiences are an effective way to gain employee loyalty and enhance retention of topquality staff.

RESEARCH METHODOLOGY Research can be defined as a scientific and systematic search for pertinent information in any branch of knowledge. It is the pursuit of truth with the help of study, observation, comparison and experiment. Research is , thus, an original contribution to the existing stock of knowledge making for its advancement. OBJECTIVES OF RESEARCH: Research inculcates scientific and inductive thinking and it promotes the development of logical habits of thinking and organisation. The purpose of research is to discover answer to question through the application of scientific procedures. The main aim of research is to find out the hidden truth, which has not been discovered yet. Though each

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research study has its own specific purpose, we may think of research objectives as falling not a number of following broad groupings : To gain familiarity with a phenomenon or to achieve new insights into it (Exploratory or formularize research studies) To portray accurately the characteristics of a particular individual, situation or a group (Descriptive research studies) To determine the frequency with which something occurs or with which it is associated with something else. (Diagnostic Research Studies) To test a hypotheses of a casual relationship between variables (hypothesis testing research studies) This research is an amalgamation of both formularize as well as descriptive research, as it reflects on the present sartisfaction level of the employees at Ashok Leyland regarding the various training and development programmes being conducted here. In the process, it also aims to collect more detailed information on the subject of training and development itself. RESEARCH APPROACHES There are two basic approached to research, quantitative approach and the qualitative approach. The former involves the generation of data in quantitative form, which can be subjected to rigorous quantitative analysis in a formal and rigid manner. This approach is further sub-divided into inferential approach is to form a database form which to infer characteristics or relationship of a population. This usually means survey research where a sample of population is studied to determine its characteristics and it is then inferred that the population has the same characteristics. Qualitative approach to research is concerned with subjective assessment of attitudes, opinions and behavior. Research in such a situation is a function of researchers insight and impressions. Such an approach to research generates results either in nonquantitative form or in the form, which are no subjected to rigorous quantitative analysis. This research follows both the inferential quantitative and qualitative approach. The questionnaires circulated to collect the relevant information have been analyzed ion the basis of rating given to each question and then, aggregate of the rating of all the

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questions of a group has been taken to find out the percentage of each response to that group. RESEARCH PROCESS FOLLOWED: Research process consists of a series of actions or steps necessary to effectively carryout research and the desired sequencing of these steps. The various steps involved in a research process are not mutually exclusive, not are they separate or distinct. However, the following order concerning various steps provides a useful procedural guideline regarding the research process and has been used to carry out this research: FORMULATING THE RESEARCH PROBLEM At the very beginning the researcher, singles out the problem, he / she wants to study in specific terms. Here, for this purpose and extensive study of available literature was done. The training and development policies were studies from the personal manual as well as some information brochures made available by the training department at Ashok leyland. No literature was available of any study conducted earlier on a similar topic. The subject matter related to the topic. Training and Development was also examined from the available literature i.e. books, manuals etc. by this review the extent of available of the data of other materials was known and this led to a specification of the problem in a more meaningful context. After specifying the problem, a synopsis was submitted to the company for approval. REPAIRING THE RESEARCH DESIGN: The function of research design is to provide for the collecting of the relevant information and data with minimal expenditure of effort, time and money. But the way of achieving all this depends mainly on the purpose of the research. Here, the purpose of the study is both exploration and description THE MEANS OF OBTAINING INFORMATION: In this research case, a structure red questionnaire was used with close-ended questions with the exception of three questions that required descriptive answers. The time available for research 15 days and for the completion of this research, the time limit was 30 days. Explanation of the way in which selected means of obtaining information will be organized and the reasoning for the selection. DETERMINING SAMPLE DESIGN:

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A sample design is a definite plant for obtaining a sample from the given population. It is determined before the data is collected. Steps in sampling design: Population: All items under consideration in the field of enquiry, in this case, the employees of Strides Arcolab Sample: The respondents that have been selected for the purpose of the study Sampling unit: the individual unit of the selected sample Sample frame: this contains the list of all the items of the universe. For this project, the employee lists of Ashok leyland are the sample frame. Size of the sample: this refers to the number of items selected from the universe to constitute the sample. For the purpose of this study, a sample size of 30 was taken which is approximately 20% of the population. DIFFERENT TYPES OF SAMPLING DESIGNS: Non-probability sampling: It is the sampling which does not offer any basis for estimating the probability that each item in the populations has of being included in the sample deliberately; his/her choice remains supreme. The organizer of the study deliberately chooses the particular units of the universe for constituting a sample on the basis that the small mass that they so select out of huge one will be typical or representative of the whole. Probability sampling: Under this sampling design, every item of the universe has an equal chance of inclusion in the sample. Sample random sampling: This design involves the use of lottery system or the random tables for the selection of the sample. Random sampling ensures the law of statistical regulatory i.e., the sample has the same composition and characteristics as a the universe. Systematic sampling: when the sampling is done by selecting every item on the list, it is known as systematic sampling. An element of randomness is introduced by using random numbers to pick up the with which to start. Stratified sampling: If the population from which the sample is to be drawn does not constitute a homogenous group, stratifies sampling techniques is generally applied in order to obtain a representative sample. Under this population is divided into several

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sub-groups that are individually more homogeneous the total population and then items are proportionally selected to constitute the sample. Quota sampling: in stratifies sampling, the cost of taking random samples from individual strata is often so expensive that interviewers are simple given quota to be filled from different stratas the actual selection of items for sample being left to the interviewers judgment. This I scaled quota sampling. The size of the quota for each stratum is generally proportionate to the size of that stratum in the population. Cluster sampling: this sampling involves grouping the population and then selecting the groups or the clusters rather than individual elements for inclusion in the sample. Area sampling: under area sampling, the total area is first divided into a number of smaller non-overlapping areas, generally called geographical clusters. Then, a number of these smaller areas are randomly selected and all units in these smaller areas are included in the sample Multi stage sampling: a further development of the cluster sampling this techniques is meant for big enquiries extending to a considerably large geographical area like a country. Under this sampling, the first stage may be to select large primary sampling units such as the states, then districts, then towns and finally, certain families within the towns. For the purpose of acquiring the related information for the project a sample of size of 25 was chose by applying the quota sampling technique. The size of the sample of each grade of employee was proportional to its strength in the total populating. The sample covered all grades of employees. Execution of the Project: This is a very important step in the research process. If the execution for the project proceeds along the correct lines, the data to be collected would be adequate and dependable. Hence it was necessary to see to it that the project proceeds in the right direction and in the fight manner within the time limits. The respondents were made aware of the purpose of the project and the probably benefit of expressing their frank views. The introduction accompanying each copy of the questionnaire made the things even clearer and ensured the required response. In the questionnaire, the respondents were asked to express their views on the present scenario regarding the training and development porgrammes and their suggestions for future programmes so as to make them more beneficial for the employees.

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COMPANY PROFILE Ashok Leyland (NSE: ASHOKLEY, BSE: 500477) is a commercial vehicle manufacturing company based in Chennai, India. Founded in 1948, the company is one of India's leading manufacturers of commercial vehicles, such as trucks and buses, as well as emergency and military vehicles. Operating six plants, Ashok Leyland also makes spare parts and engines for industrial or marine applications. It sells about 60,000 22

vehicles and about 7,000 engines annually. It is the second largest commercial vehicle company in India in the medium and heavy commercial vehicle (M&HCV) segment with a market share of 28% (2007-08). With passenger transportation options ranging from 18 seaters to 52 seaters, Ashok Leyland is a market leader in the bus segment. Eight out of ten metro state transport buses in India are from Ashok Leyland. The company claims to carry over 60 million passengers a day, more people than the entire Indian rail network. In the trucks segment Ashok Leyland primarily concentrates on the 16 ton to 25 ton range of trucks. However AL has presence in all truck ranges from 7.5 tons to 49 tons and of late, it has been trying to improve its presence in the Light Commercial Vehicle (LCV) segment (<7.5 tons) through a joint venture with Nissan Motors of Japan. In October 2006, Ashok Leyland bought a majority stake in the Czech based- Avia.

ORIGIN OF ASHOK LEYLAND The origin of Ashok Leyland can be traced to the urge for self-reliance, felt by independent India. Pandit Jawaharlal Nehru, India's first Prime Minister persuaded Mr. Raghunandan Saran, an industrialist, to enter automotive manufacture. In 1948, Ashok Motors was set up in what was then Madras, for the assembly of Austin Cars. The Company's destiny and name changed soon with equity participation by British Leyland and Ashok Leyland commenced manufacture of commercial vehicles in 1955.

Since then Ashok Leyland has been a major presence in India's commercial vehicle industry with a tradition of technological leadership, achieved through tie-ups with international technology leaders and through vigorous in-house R&D.Access to international technology enabled the Company to set a tradition to be first with technology. Be it full air brakes, power steering or rear engine busses, Ashok Leyland pioneered all these concepts. Responding to the operating conditions and practices in

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the country, the Company made its vehicles strong, over-engineering them with extra metallic muscles. "Designing durable products that make economic sense to the consumer, using appropriate technology", became the design philosophy of the Company, which in turn has moulded consumer attitudes and the brand personality.

Ashok Leyland vehicles have built a reputation for reliability and ruggedness. The 5,00,000 vehicles we have put on the roads have considerably eased the additional pressure placed on road transportation in independent India. in the populous Indian metros, four out of the five State Transport Undertaking (STU) buses come from Ashok Leyland. Some of them like the double-decker and vestibule buses are unique models from Ashok Leyland, tailor-made for high-density routes. In

1987, the overseas holding by Land Rover Leyland International Holdings Limited (LRLIH) was taken over by a joint venture between the Hinduja Group, the Non-Resident Indian transnational group and IVECO. (Since July 2006, the Hinduja Group is 100% holder of LRLIH).The blueprint prepared for the future reflected the global ambitions of the company, captured in four words: Global Standards, Global Markets. This was at a time when liberalization and globalization were not yet in the air. Ashok Leyland embarked on a major product and process up gradation to match world-class standards of technology.

In the journey towards global standards of quality, Ashok Leyland reached a major milestone in 1993 when it became the first in India's automobile history to win the ISO 9002 certification. The more comprehensive ISO 9001 certification came in 1994, QS 9000 in 1998 and ISO 14001 certification for all vehicle manufacturing units in 2002. It has also become the first Indian auto company to receive the latest ISO/TS 16949 Corporate Certification (in July 2006) which is specific to the auto industry.

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HISTORY The company was established in 1948 as Ashok Motors, with an aim to assemble Austin cars. Manufacturing of commercial vehicles was started in 1955 with equity contribution from the British company, Leyland Motors. Today the Company is the flagship of the Hinduja Group, a British-based and Indian originated transnational conglomerate. Early products included the Leyland Comet bus chassis, which sold in large numbers to many operators, including Hyderabad Road Transport, Ahmedabad Municipality, Travancore State Transport, Bombay State Transport and Delhi Road Transport Authority. By 1963 the Comet was operated by every State Transport undertaking in India, and over 8,000 were in service. The Comet was soon joined in production by a version of the Leyland Tiger. 25

In 1968 production of the Leyland Titan ceased in Britain, but was restarted by Ashok Leyland in India. The Titan PD3 chassis was modified, and a five speed heavy duty constant-mesh gearbox utilized, together with the Ashok Leyland version of the O.680 engine. The Ashok Leyland Titan was very successful, and continued in production for many years.Over the years, Ashok Leyland vehicles have built a reputation for reliability and ruggedness. This was mainly due to the product design legacy carried over from British Leyland. In the populous Indian metros, four out of the five State Transport Undertaking (STU) buses come from Ashok Leyland. Some of them like the double-decker and vestibule buses are unique models from Ashok Leyland, tailor-made for high-density routes. In 1987, the overseas holding by Land Rover Leyland International Holdings Limited (LRLIH) was taken over by a joint venture between the Hinduja Group, the NonResident Indian transnational group and IVECO Fiat SpA, part of the Fiat Group and Europe's leading truck manufacturer. This resulted in Ashok Leyland launching the "Cargo" range of trucks. These vehicles used Iveco engines and for the first time AL vehicles had factory-fitted cabs. The Cargo trucks are no longer in production and the use of Iveco engine was discontinued, but the Cargo cab continues to be used on the eComet range of trucks. Ashok Leyland also had a collaboration with Hino Motors, Japan from whom the technology for the H-series engines was bought. Many indigenous versions of H-series engine was developed with 4 and 6 cylinder and also conforming to BS2 and BS3 emission norms in India. These engines proved to be extremely popular with the customers primarily for their excellent fuel efficiency. Most current models of Ashok Leyland come with H-series engines In the journey towards global standards of quality, Ashok Leyland reached a major milestone in 1993 when it became the first in India's automobile history to win the ISO 9002 certification. The more comprehensive ISO 9001 certification came in 1994, QS 9000 in 1998 and ISO 14001 certification for all vehicle manufacturing units in 2002. In 2006, Ashok Leyland became the first automobile company in India to receive the TS16949 Corporate Certification. Recently it has entered the international market by forming a joint venture with Nissan and buying a majority stake in Avia, a Czech truck manufacturing company.

26

CURRENT STATUS Ashok Leyland is a technology leader in the commercial vehicles sector of India. Its annual turnover exceeded USD 2 billion in 2007-08. Selling close to around 83,000 medium and heavy vehicles in 2007-08, Ashok Leyland is India's largest exporter of medium and heavy duty trucks out of India. It is also one of the largest Private Sector Employers in India - with about 12,000 employees working in 6 factories and offices spread over the length and breadth of India. The company has increased its rated capacity to 84,000 vehicles per annum. Also further investment plans including putting up two new plants - one in Uttarakhand in North India and one in middle-east Asia are fast afoot. After expansion, the company shall attempt to dominate the medium- and heavy-duty commercial vehicles market in India. It has already a sizable presence in African Countries like Nigeria, Ghana, Egypt and South Africa. The company was involved in exporting vehicles to the Sudan against UK government export restrictions to the region. Additionally, Ashok Leyland is looking to expand its production operations overseas to make it a more global company. To assist in this goal, the company is looking to acquire small- to medium-sized commercial vehicles manufacturers in China and other developing countries which have an established product line. Also as part of this global strategy, the company acquired Czech Republic-based Avia's truck business. The newly acquired company has been named Avia Ashok Leyland Motors s.r.o. This gives Ashok Leyland a foothold in the highly competitive European truck market. Ashok Leyland has also set up a manufacturing plant in Ras al Khaimah in UAE as part of its strategy to expand its business in the Middle-East The Hinduja Group also bought out IVECO's indirect stake in Ashok Leyland for an undisclosed amount in 2007. Thus Ashok Leyland became a fully owned Hinduja Group Company. Ashok Leyland and John Deere announced plans for a joint venture to start up in 2010 for the manufacture of backhoe loaders and wheel loaders. NISSAN ASHOK LEYLAND The company has recently announced a joint venture with Japanese auto giant Nissan (Renault Nissan Group) which will share a common manufacturing facility in Chennai, India. The shareholding structures of the three joint ventures are as under: Ashok Leyland Nissan Vehicles Pvt. Ltd., the vehicle manufacturing company will be owned 51% by Ashok Leyland and 49% by Nissan 27

Nissan Ashok Leyland Powertrain Pvt. Ltd., the powertrain manufacturing company will be owned 51% by Nissan and 49% by Ashok Leyland Nissan Ashok Leyland Technologies Pvt. Ltd., the technology development company will be owned 50:50 by the two partners.

Facilities The company has six manufacturing locations in India: Ennore, Chennai Hosur, Tamilnadu (Hosur - 1, Hosur - 2, CPPS) Alwar, Rajasthan Bhandara, Maharastra

Ashok Leyland has a product development facility at Vellivoyalchavadi in the outskirts of Chennai. The company has an Engine Research and Development facility in Hosur. The company is setting up a new Plant in the North Indian state of Uttarakhand at Pant Nagar at an investment outlay of Rs. 1200 crores. This plant is expected to go on stream in the year 2008. The Plant will have a capacity to produce around 40,000 commercial vehicles and is expected to cater mainly to the North Indian market taking advantage of the excise duty and other tax concessions.

The company has signed an agreement with Ras Al Khaimah Investment Authority (RAKIA) in UAE for setting up a new manufacturing base in the Middle East.

The company also announced that it may set up a manufacturing base in South Africa.

Leadership Ashok Leyland is currently headed by Mr R. Seshasayee who is the Managing Director since 1998. Under his leadership, the company has expanded from a purely India-centric company to a company with global focus. Mr. Seshasayee was also the President of CII (Confederation of Indian Industry), the apex body representing Indian Industry for the year 2006-2007. The following are the other functional heads at Ashok Leyland 1. Mr. Vinod Dasari - Whole Time Director.

28

2. Mr. K. Sridharan - Chief Financial Officer. 3. Mr. N. Mohanakrishnan - Executive Director - Internal Audit 4. Mr. Rajive Saharia - Executive Director - Marketing 5. Mr. Shekar Arora - Executive Director - Human Resources 6. Mr. B. M. Udayashankar - Executive Director - Manufacturing 7. Mr. Anup Bhat - Executive Director - Strategic Sourcing 8. Mr. Rajindar Malhan - Executive Director - International Operations 9. Mr. R.R.G.Menon - Executive Director - Product Development 10. Mr. A. K. Jain - Executive Director - Project Planning 11. Dr. Aravind S. Bharadwaj - Executive Director - Advanced Engineering Achievements Eight out of ten metro state transport buses in India are from Ashok Leyland. At60 million passengers a day, Ashok Leyland buses carry more people than the entire Indian rail network. Ashok Leyland has a near 98.5% market share in the Marine Diesel Engines Markets in India. In 2002, all the vehicle-manufacturing units of Ashok Leyland were ISO 14001 certified with Environmental Management System. In the 2006-07 financial year, the company sold a record 83,101 vehicles which is an all time high for Ashok Leyland. It is one of the leading suppliers of defense vehicles in the world and also the leading supplier of logistics vehicles to the Indian Army. Products (not exhaustive) Luxura i-Bus Viking BS-I - city bus Viking BS-II - city bus Viking BS-III -city bus Cheetah BS-I 29

Cheetah BS-II Panther 12 M Stag Mini Stag CNG 222 CNG Lynx Double Decker Vestibule Airport Tarmac Coach Olympian

MILESTONES 1948 Ashok motors was founded by Raghunandan saran for assembling Austin A40 and A70 Cargo in collaboration with Austin motor co.ltd, England. 1952 - The company submitted a proposal for progressive manufacture of commercial vehicles in India. 1967 Double decker buses introduced. 1968 Power steering offered in commercial vehicles. 1972 The company received a letter of intent for expanding production capacity to 10,000. 1973 Silver Jubliee Year celebration sales reach Rs.49 crores and employees strength more than 5000. 1976 Viking, the first ever bus with an alternator was introduced. It was also unique 30

for the front overhang that enabled additional seats and front entry for the first time in a bus. 1977 Cheetah a bus with higher carrying capacity was launched. 1980 Introduced 34 2t gtw tractor-trailer with a turbo charged engine. 1982 Vestibule bus introduced (double bus back). 1987 The principal overseas share holding of the company was taken over by the hinduja group along with IVECO. 1988 Introduction of the new heavy duty vehicle ALF 23*6 fine crashed tender (FCP). 1989 - Introduction of normal control vehicle. For the first time, a service outlet was started at New Delhi. 1990 Ashok Leyland has acquired Ductron casting ltd (DCL), Hyderabad. Financial years were changed from Jan - Dec to Apr Mar. Ashok Leland made a record sale of 26451, vehicles (17% higher, 5405 industrial marine engines (36% higher). Sales of spare parts touched 66 crores (26% higher). 1100 vehicles were rolled out panther ASTRU ideal bus was introduced. 1991 Special vehicle ALAD25 was introduced. Dust free shop no.5 newly built at Hosur in july for the production of Hino engines and MDV vehicles (Cargo range of world class trucks). 1992 On 24 - Jan 92, Ashok Leyland became the first commercial vehicle manufacturer in India to be granted the sell certification status for defence

31

supplies. An area of 237 acres has been acquired at Hosur exclusively for the production of IVECO range of products. 1993 Ashok Leyland Ennore gets the ISO 9002 certification. New model Comel 810(T), Comel 810(B), Comel new look CN1611 and tipper mark II introduced. Cargo 709 and 909 launched. 1994 Obtained ISO 9001 1994 certification export sales reached 140 crores as against so crores in 1992 1993. 1995 A residential management development centre setup at Hosur.

1996 A driver training centre was setup by a Namakkal - the trucking heartland at Tamilnadu. Since then, more that 2,00,000 drivers have been trained. 1997 Indias first CNG powered bus joined the best fleet. 1998 - Ashok Leyland Vikings were the choice in the historic cross border services between Delhi Lahore and Calcutta Dhaka. 2001 Received ISO 14001 certification for all. 2004 Mega bus, the ISM CNG vestibule bus was launched. 2005 A little thought and innovation result. A fun bus that leaves behind a trial of cheer among special ones. 2006 The first Indian auto company to receive the converted ISO/TS 1649 corporate certification. 2007 - Ashok Leyland made a annual turn over of Rs.77 billion, upto 7.8% of net profit Rs.4.7 billion, upto 6.4%; Capacity to reach 184,000 by 2010.

32

DATA ANALYSIS & INTERPRETATION TABLE 1 SHOWING THE AGE DISTRIBUTION OF EMPLOYEES:

RESPONSE

No. OF RESPONDENTS

PERCENTAGE

BELOW 40

16

32

40-50

20

40

33

ABOVE 50

14

28

TOTAL

50

100

CHART 1 SHOWING THE AGE DISTRIBUTION OF EMPLOYEES:

34

45 40 35 30 25 20 15 10 5 0 Below 40 40-50 Above 50

INTERPRETATION 28% of the employees are below 40 years of age , 36% of the employees are from 40 to 50 years of age , 36% of the employees and 36 % of the employees from 50 years and above. From the above table and chart it can be concluded that majority of the employees are above 40 years of age.

35

TABLE 2 SHOWING THE EXPERIENCE OF EMPLOYEE:

RESPONSE

No. OF RESPONDENTS

PERCENTAGE

BELOW 10

10-20

14

28

ABOVE 20

32

64

TOTAL

50

100

36

CHART 2 SHOWING THE EXPERIENCE OF EMPLOYEE:

Above 20

Oct-20

Below 10

10

20

30

40

50

60

70

INTERPRETATION 14% of the employees have below 10 year of work experience, 16% of the employees have 11 to 20 years of work experience and 70% of the employees have 21 years and above. It is concluded that majority of the employees have 21 and above years of work experience.

37

TABLE 3 SHOWING THE RESPONSE OF RESPONDENTS PROGRAM CONDUCTED LAST YEAR

ABOUT

THE

TRAINING

RESPONSE

No. OF RESPONDENTS

PERCENTAGE

YES

40

80

NO

10

20

TOTAL

50

100

38

CHART 3 SHOWING THE RESPONSE OF RESPONDENTS PROGRAM CONDUCTED LAST YEAR

ABOUT

THE

TRAINING

Yes No

INTERPRETATION From the above table it is found that 100% of the respondents says YES that they had undergone training last, whereas 0% says NO. From the above analysis, they can conclude that majority of the respondents had undergone training program in the last year.

39

TABLE 4 SHOWING TYPE OF TRAINING UNDERGONE BY EMPLOYEES:

RESPONSE

No. OF RESPONDENTS

PERCENTAGE

ON THE JOB

28

70

OFF THE JOB

BOTH

12

30

TOTAL

40

100

40

CHART 4 SHOWING TYPE OF TRAINING UNDERGONE BY EMPLOYEES

On the job Off the job Both

INTERPRETATION Satisfaction is the most important part of Training Programme. It plays a major role in employees growth, personal development and interest or commitment towards work. From the above chart, it is understood that 36% of the employees are from the above, on-the-job training is given importance in Ashok Leyland and 44% given importance to both type of training.

41

] TABLE 5 SHOWING THE RESPONSE TOWARDS SATISFACTION LEVEL FOR DURATION OF TRAINING

RESPONSE

No. OF RESPONDENTS

PERCENTAGE

SATISFIED

30

75

NOT SATISFIED

MODERATELY SATISFIED

10

CAN'T SAY

15

TOTAL

40

100

42

CHART 5 SHOWING THE RESPONSE TOWARDS SATISFACTION LEVEL FOR DURATION OF TRAINING

Satisfied Not satisfied Moderately Satisfied Can't say

INTERPRETATION Satisfaction of the learner is the most important factor in Training programme. It plays a major role in employees growth and development, commitment towards the job. The above chart shows that 66% of employees are satisfied with the duration of Training, whereas 15% are moderately satisfied and 9% indicates as they could not conclude. Thus employees are satisfied with the Training duration extended by the Ashok Leyland since there is no particular training period for employees, since training is given as and when required which calls for upgradation of technical, new skills and knowledge being Research based industry.

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TABLE 6 SHOWING THE EMPLOYEES SELECTION CRITERIA FOR TRAINING RESPONSE No. OF RESPONDENTS PERCENTAGE

BY DEPARTMENT

14

35

BY SUPERIOR

15

BY COMPANY

18

45

CANT SAY

TOTAL

40

100

44

CHART 6 SHOWING THE EMPLOYEES SELECTION CRITERIA FOR TRAINING

Can't say

By company

By superior

By depatment

10

15

20

25

30

35

40

45

50

INTERPRETATION For training, a Company has to follow some criteria for Selection depending on the need and to get each employees trained to achieve the desired results. From the above diagram, 42% of the employees are selected randomly, 18% by Company, 27% by the Department, while 3% says as not known the criteria for selection for Training. The above vividly depicts the 42% of employees are selected randomly for the training programme and no other proper method is follow.

45

TABLE 7 SHOWING THE OPINION OF RESPONDENTS ABOUT RECEIVING TRAINING REGULARLY:

RESPONSE

No. OF RESPONDENTS

PERCENTAGE

YES

32

80

NO

20

TOTAL

40

100

46

CHART 7 SHOWING THE OPINION OF RESPONDENTS ABOUT RECEIVING TRAINING REGULARLY:

Yes

No

INTERPRETATION: Training should be a regular activity: it has to be given regularly to the employees to enable the them to carry out their job in the required manner without any deviation. From the above table it is clear that of the 92% of respondents says that they undergo training regularly and only 2% say that they dont receive training. Thus, it is found that at Ashok Leyland, training is a regular and continuous process based on the training needs and general training guideline structure.

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TABLE 8 SHOWING AWARNESS ABOUT TRAINING OBJECTVIES WHEN BEING SELECTED RESPONSE No. OF RESPONDENTS PERCENTAGE

YES

34

85

NO

15

TOTAL

40

100

CHART 8 SHOWING AWARNESS ABOUT TRAINING OBJECTVIES WHEN BEING SELECTED

48

Yes

No

INTERPRETATION A Trainee has to know the objectives of the Training Program before the Training Program. From this he will know that what he is going to learn, need to achieve out of it. From the above diagram, it shows that out of 30 respondents, 87% accepted that they are aware about the Training objectives, while balance 13% says NOT. Thus is it clear that the most of the employees are aware about the Training Objectives when being selected.

49

TABLE 9 SHOWING THE OPINIONS OF RESPONDENTS ABOUT THE TRAINEES FEEDBACK

RESPONSE

No. OF RESPONDENTS

PERCENTAGE

YES

26

65

TO SOME EXTENT

20

NOT AT ALL

15

CANT SAY

TOTAL

40

100

50

CHART 9 SHOWING THE OPINIONS OF RESPONDENTS ABOUT THE TRAINEES FEEDBACK

Can't say

Not at all

To some extent

Yes

10

20

30

40

50

60

70

INTERPRETATION: Trainee's feedback is most important tool which helps the Organization to evaluate the Training standards, needs. If the trainees feedback is considered with necessary action plan, they will be motivated and do the best job. From the above chart, it clearly shows that 80% of the respondents say YES, their feedback is considered, while 10% says that their feedback is considered to some extent and balance 10% says that they do not know. From the above analysis, it is found clearly that Trainees feedback is given Importance in Ashok Leyland

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TABLE 10 SHOWING THE OPINION OF RESPONDENTS ABOUT SKILLS AND TACTICS TAUGHT FOR EFFICIENT JOB EXECUTION

RESPONSE

No. OF RESPONDENTS

PERCENTAGE

VERY EFFECTIVELY

20

EFFECTIVELY

20

GOOD

22

55

NOT AT ALL

TOTAL

40

100

52

CHART 10 SHOWING THE OPINION OF RESPONDENTS ABOUT SKILLS AND TACTICS TAUGHT FOR EFFICIENT JOB EXECUTION
60

50

40

30

20

10

0 Very effectively Effectively Good Not at all

INTERPRETATION: Skills and efficiency learned in the Training need to be applied in the relevant Job execution. From the above it is found that 10% of the respondents says that it is applicable only to some extent, while 10% says to a great extent, 11 % says just yes. From the above analysis, it can be concluded that the majority of respondents accepts that the Training helps in improving their skills and execute their job efficiently.

53

TABLE 11 SHOWING THE DEVELOPMENT

MANAGEMENT

CO-OPERATION

DURING

TRAINING

AND

RESPONSE

No. OF RESPONDENTS

PERCENTAGE

GOOD

22

55

MODERATE

16

40

BAD

NO SUPPORT

TOTAL

40

100

54

CHART 11 SHOWING THE DEVELOPMENT

MANAGEMENT

CO-OPERATION

DURING

TRAINING

AND

Good Moderate Bad 4th Qtr

INTERPRETATION The Management support should be extended to the Trainees; it can motivate them and develops confidence in handling various kinds of jobs. From the above chart, it is found that 87% of the respondents say that the Management is supporting to a great extent, while 13% says that they are getting moderate support. From the above analysis, it is found that the majority of the respondents are of the opinion that the Management is extending its full co-operation during Training and Development program.

55

TABLE 12 SHOWING THE OPINION OF THE RESPONDENTS DEVELOPMENT DURING TRAINING

ABOUT KNOWLEDGE

RESPONSE

No. OF RESPONDENTS

PERCENTAGE

VERY EFFECTIVELY

20

EFFECTIVELY

12

30

GOOD

16

40

NOT AT ALL

10

TOTAL

40

100

56

CHART 12 SHOWING THE OPINION OF THE RESPONDENTS DEVELOPMENT DURING TRAINING

45 40 35 30 25 20 15 10 5 0 Very effectively Effectively Good

ABOUT KNOWLEDGE

Category 4

INTERPRETATION: Knowledge is the important factor for any kind of learning. It gives an idea to a employee about the subject matter. From the above table, it is found that 40% of the respondents says that the training helps in knowledge development to great extent, 40% says to some extent while balance 20% says seemingly yes. From the above analysis, it is found that the majority of the respondents saying that the training helps to knowledge development during training program.

57

TABLE 13 SHOWING THE OPINION OF THE DEVELOPMENT DURING TRAINING:

RESPONDENTS

ABOUT KNOWLEDGE

RESPONSE

No. OF RESPONDENTS

PERCENTAGE

CONFIDENT

20

50

TO SOME EXTENT

14

35

NO CHANGES

15

TOTAL

40

100

58

CHART 13 SHOWING THE OPINION OF THE RESPONDENTS DEVELOPMENT DURING TRAINING:

ABOUT

KNOWLEDGE

No changes

To some extent

Confident

10

20

30

40

50

60

INTERPRETATION: Training helps in getting promotion also, if an employees is undergoes training, he may get promoted to higher level. From the above table, it is found that 83% of the respondents say that they are confident to shoulder higher responsibility, while 17% says that to some extent they are confident. From the above analysis, they can conclude that majority of the respondents are confident and ready to handle any higher responsibility

59

TABLE 14 SHOWING THE OPINION ABOUT TRAINING COURSE CONTENT:

RESPONSE

No. OF RESPONDENTS

PERCENTAGE

GOOD

36

90

BAD

10

TOTAL

40

100

60

CHART 14 SHOWING THE OPINION ABOUT TRAINING COURSE CONTENT:

Good Bad

INTERPRETATION: Even though the Company choose the Training contents relevant to the job, the trainees opinion is also very important from their angle. Training contents should cover all necessary information regarding the training subject, so that an employee can fee easy to understand the matter in clear manner. From the above table it is clear that 83% of the respondents says properly chosen, while remaining 17% saying as good. From the above analysis, it is found that majority of the respondents opinion says that it is properly chosen.

61

TABLE 15 SHOWING THE OPINION OF THE RESPONDENTS TOWARDS THE FACILITIES PROVIDED DURING TRAINING:

RESPONSE

No. OF RESPONDENTS

PERCENTAGE

LCD

22

55

OHP

BOOKS

15

AUDIO

ALL THE ABOVE

10

25

TOTAL

40

100

62

CHART 15 SHOWING THE OPINION OF THE RESPONDENTS TOWARDS THE FACILITIES PROVIDED DURING TRAINING:
60

50

40

30

20

10

0 LCD OHP BOOKS AUDIO ALL THE ABOVE

INTERPRETATION From the data the picture indicates are 28%, 8% AND 20% of the opinion that they are provided with LCD , OHP,BOOKS AND OHP facility respectively. From the above

analysis it is clear that the majority of respondents says All facilities are being provided during training program.

63

TABLE 16 SHOWING THE SATISFACTION LEVEL OF RESPONDENTS ABOUT THE TRAINING FACILITY PROVIDED:

RESPONSE

No. OF RESPONDENTS

PERCENTAGE

YES

38

95

NO

TOTAL

40

100

64

CHART 16 SHOWING THE SATISFACTION LEVEL OF RESPONDENTS ABOUT THE TRAINING FACILITY PROVIDED:

Yes No

INTERPRETATION: The facilities provided during the training have major impact. It should have professional environment and support to the Trainees. from above chart showing that 90% of the respondents are of the opinion that the existing facility is good. From the above chart, it is clear majority the respondents say that they are satisfied with the existing facilities provided during the Training.

65

TABLE 17 SHOWING THE OPINION OF THEORATICAL KNOWLEDGE

RESPONDENTS

ABOUT

THE

TRAINERS

RESPONSE

No. OF RESPONDENTS

PERCENTAGE

EXCELLENT

12

30

GOOD

20

50

AVERAGE

20

POOR

TOTAL

40

100

66

CHART 17 SHOWING THE OPINION OF THEORATICAL KNOWLEDGE

RESPONDENTS

ABOUT

THE

TRAINERS

Excellent Good Average Poor

INTERPRETATION A trainer should have thorough knowledge about the Training, so that he can clear the doubts of the Trainee theoretically. From the above table it is found that 30% of the respondents says that trainers knowledge is excellent, when 50% quotes as good and 13% are of the opinion that it is average. From the above analysis they can conclude that majority of the respondents are showing positive opinion about the Trainers theoretical knowledge is good.

67

TABLE 18 SHOWING OPINION TOWARDS THE SATISFACTION OF EXAMPLES BEING QUOTED DURING TRAINING PROGRAMME:

RESPONSE

No. OF RESPONDENTS

PERCENTAGE

HIGHLY SATISFIED

10

25

SATISFIED

28

70

NOT SATISFIED

DISSATISFIED

TOTAL

40

100

68

CHART 18 SHOWING OPINION TOWARDS THE SATISFACTION OF EXAMPLES BEING QUOTED DURING TRAINING PROGRAMME:
80 70 60 50 40 30 20 10 0 Highly satisfied Satisfied not satisfied Dissatisfied

INTERPRETATION During training, it is very helpful if the trainer quote the relevant and good examples that the trainee can understand the subject clearly. This enables the employee to remember and helpful while applying this for job execution. From the above table, it is found that 67% of the respondents are satisfied with the examples quoted, 33% says they are highly satisfied. From the above analysis, they can conclude that the respondents are satisfied with the examples being quoted during training.

69

TABLE 19 SHOWING THE OPINION TOWARDS FEEDOM OF TRAINEES

EXPRESSION GIVEN TO

RESPONSE

No. OF RESPONDENTS

PERCENTAGE

GOOD

26

65

AVERAGE

14

35

NO FREEDOM

TOTAL

40

100

70

CHART 19 SHOWING THE OPINION TOWARDS FEEDOM OF TRAINEES

EXPRESSION GIVEN TO

No Freedom

Average

Good

10

20

30

40

50

60

70

INTERPRETATION: The freedom of expression of doubts is which in turn will affect the productivity of the organization, if no freedom is given then Trainee might do some mistakes in while working in Machines and executing Shipments. From the above table it is found that 97% of the respondents say freedom of expression in clearing their doubts is good, while 3% says average. From the above, they can conclude that majority of the respondents are highly satisfied with the freedom extended to them for expressing their doubts for clearance.

71

TABLE 20 SHOWING THE OPINION OF THE READING MATERIAL DURING THE TRAINING PROGRAM:

RESPONSE

No. OF RESPONDENTS

PERCENTAGE

YES

36

90

NO

10

TOTAL

40

100

72

CHART 20 SHOWING THE OPINION OF THE READING MATERIAL DURING THE TRAINING PROGRAM:

100 90 80 70 60 50 40 30 20 10 0 Yes No

INTERPRETATION Enough reading material will definitely increase the knowledge of the trainees and they can have the clear idea of the subject what is being dealt with. From the above table it is found that 100% of the respondents are of the opinion that the reading materials given during training are sufficient.

73

TABLE 21 SHOWING THE RESPONSE OF EMPLOYEES TOWARDS TRAINING DEVELOPMENT PROGRAM IS REGULAR ACTIVITY AT ASHOK LEYLAND:

AND

RESPONSE

No. OF RESPONDENTS

PERCENTAGE

YES

36

90

NO

10

TOTAL

40

100

74

CHART 21 SHOWING THE RESPONSE OF EMPLOYEES TOWARDS TRAINING DEVELOPMENT PROGRAM IS REGULAR ACTIVITY AT ASHOK LEYLAND:

AND

Yes No

INTERPRETATION Regular training program keep the employees updated and intact about the knowledge of various hurdles arising during the job process. From the above table it is found that 100% of the respondents are says YES, the Company follows training and development program as regular activity. From the above analysis they can conclude that the Training and Development program is followed as regular activity at this Company.

75

FINDINGS Most of the employees have attended the training programmes. Majority of the employees have gained sufficient information from the training programme. Majority of the employees help others to perform better in the organisation. Most of the employees are satisfied with the training programme conducted in the organisation.

Most of the employees agree that training and development programme improve their skill and ability.

Major portion of the employees prefer superiors to conduct training programme. Major portion of the employees says that the training programme in the company is good. Majority of the employees have able to meet company expectations after the training programme to an extent. Most of the employees in the organisation think that training programme will able to take on emerging challenges. Majority of the employees have prefer for external trainings. Majority of the employees think that training programme minimizes the accident and damage of equipments partially. Training and development programs at Ashok leyland is aimed at systematic development of knowledge, skills, attitude and team work. The majority of employees fall under age group of 40 years and above who enjoys more experience with regard to their responsibility. Maximum respondents have undergone training program in the last year. But it is only showing 66% of the respondent are satisfied with the training duration The employees are not aware about the criteria of selection for Training. 42% of the employees are selected randomly for the training programme and no other proper method is followed The Trainee has to know the objectives of Training before selection. Only 87% of the employees are aware about the objective of training when being selected. Knowledge is the important factor for any kind of learning. It gives an idea to employee about the subject matter. 40% said that the training imparted is only helping to some extent in gaining the knowledge, not to the full extent. 76

 Training is given to employees by recognizing their area of deficiency. No training is imparted to the employees on the basis of giving promotion upon completion.

77

SUGGESTIONS

There should be greater effort taken by the company for conducting

training and development of employees especially the areas where the company considers vital. There should be a discussion among the employers and management

before conducting the training programme. Refresher courses or other crash courses should be given to the keep pace with the change of technology.

employees time to time to

Newly recruited employees require training to perform their task

effectively such as class room training, job training, self development training etc. The learning conditions are carefully controlled and qualified instructions

are employed. The trainees are away from the noise and work pressure on the shop floor. The trainee should be provided with regular, constructive feedback

concerning his progress in training and implementation of the newly acquired abilities. Specific training objectives should be outlined on the basis of the type of

performance requires achieving organizational goals and objectives. The training programme should be planned so that it is related to the

trainees previous experiences and background. Attempt should be made to determine if the trainee has the intelligence,

maturity and motivation to successfully complete the training programme. It should be recognized that all the trainees do not progress at the same

rate. Therefore, flexibility should be allowed in judging the rates of progress in the training programme. If possible, the personal involvement or active participation of the trainee

should be got in the training programme. He should be provided with opportunity to practice the newly needed behavior norms. 78

As the trainee acquires new knowledge, skills or attitudes and applies

them in job situations, he should be significantly rewarded for his efforts. The trainee should be provided with personal assistance when he

encounters learning obstacles.

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CONCLUSIONS In conclusion, it may be said that armed with a knowledge of how people learn the strengths and weakness of different management development programmes and the latest concepts available, trainers and supervisors can devise programme that can effectively result in inter-personal behaviour modification. Concentration on support programmes involving records, feedbacks, and the reshaping of organisational climate will furthur enhance the probabilities of success of training and development programmes and improvement in interpersonal relations. The human resource executives should be exposed to lot of management programs More experienced and senior executive should be involved in training sessions and for experience sharing sessions The duration of the Training programme should increase The employees should aware about the criteria for selection and they should aware about the objectives of training when being selected. Training should be more relevant to the job and need contribute to trainees knowledge to the fullest extent. Training also to imparted to the employee based on giving promotion, not just only for the employees who are found inefficient. This helps in motivating the employees and maintain the effectiveness of training.

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QUESTIONNAIRE 1. Personal data of employees Age Designation Experience (Yrs.) Qualification 2. Have you undergone any training in the last year. Yes No

3. What is the training duration undergone Less than one month 3-6 months 4. Type of training undergone by you On the job Both Off the job 1-3 months 6 & above

5. Are you satisfied with the duration of training programmes? Satisfied Moderately satisfied Not satisfied Not known

6. What is the selection criterion for training? By the department By the company By the superior Not known

7. Do you get training periodically? Yes No

8. Are you aware about the training objective which being selected? Yes No

9. Is you feed back on training modules are considered? Yes Not at all To some extent Not known

10. Does training helps you in improving skills and tactics for effective execution of job Very effectively Good 81 Effectively Not at all

11. What is the support you receive from your immediate reporting officer in the form of feedback while implementing training inputs. Good Bad Moderate No Support

12. How training helps in your knowledge development? Very effectively Good Effectively Not at all

13. What is your confidence level to face any higher responsibility after the training. Confident Not Changes To some extent

If confident (yes) then what type of responsibility you would like to face ________________________________________________________________ 14. Your opinion about relevancy of course syllabus (training topics) Good Bad

15. What are the facilities provided during training? LCD OHP Books Audio Any other

16. Are you satisfied with facilities provided Yes No

If no please specific the reason ______________ Your suggestion in providing better facilities during training. 1. _______________ 2. _______________ 17. How is the trainers theoretical knowledge? Excellent Average Good Poor

18. Are you satisfied with the relevant examples during training? Highly satisfied Not satisfied satisfied dissatisfied

19. How is the liberty to expression given to trainees to clear their doubts. Good Average 82 No freedom

20. Are you satisfied with the reading material given during training period? Yes No

21. Whether the company conducting training & development program as a regular activity for the growth of employees? Yes No

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