dissertation on t&p of m&m ltd
TRANSCRIPT
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A study of training & development practices and its effects on employee
performance at Mahindra & Mahindra Ltd., Chennai
P. R. Patil College of Management, Amravati Page 1
CHAPTER NO. 1
INTRODUCTION TO TRAINING & DEVELOPMENT
1.1) INTRODUCTION:
Human Resource Management is defined as the people who staff and
manage organization. It comprises of the functions and principles that are applied
to retaining, training, developing, and compensating the employees in
organization. It is also applicable to non-business organizations, such as
education, healthcare etc. Human Resource Management is defined as the set of
activities, programs, and functions that are designed to maximize both
organizational as well as employee effectiveness.
Scope of HRM without a doubt is vast. All the activities of employee,
from the time of his entry into an organization until he leaves, come under the
horizon of HRM. The divisions included in HRM are Recruitment, Payroll,
Performance Management, Training and Development, Retention, Industrial
Relation, etc. Out of all these divisions, one such important division is training
and development.
1.2) TRAINING & DEVELOPMENT
Definition of Training & Development:
Improve performance Training & Development is any attempt to improve
current or future employee performance by increasing an employees ability to
perform through learning, usually by changing the employees attitude or
increasing his or her skills and knowledge.
MEANING OF TRAINING & DEVELOPMENT: -
The need for Training and Development is determined by the employees
performance deficiency, computed as follows. Training & Development Need =
Standard Performance Actual Performance We can make a distinction among
Training, Development and Education.
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Training:
Training refers to the process of imparting specific skills. An employee
undergoing training is presumed to have had some formal education. No training
program is complete without an element of education. Hence we can say that
Training is offered to operatives.
Education:
It is a theoretical learning in classrooms. The purpose of education is to
teach theoretical concepts and develop a sense of reasoning and judgment. That
any training and development program must contain an element of education is
well understood by HR Specialists. Any such program has university professors
as resource persons to enlighten participants about theoretical knowledge of the
topics proposed to discuss. In fact organizations depute or encourage employees
to do courses on part time basis. CEOs are known to attend refresher courses
conducted by business schools. The education is more important for managers and
executives rather than low cadre workers. Any ways education is common to all
employees, their grades notwithstanding.
Development:
Development means those learning opportunities designed to help
employees to grow. Development is not primarily skills oriented. Instead it
provides the general knowledge and attitudes, which will be helpful to employers
in higher positions. Efforts towards development often depend on personal drive
and ambition. Development activities such as those supplied by management
development programs are generally voluntary in nature. Development provides
knowledge about business environment, management principles and techniques,human relations, specific industry analysis and the like is useful for better
management of a company.
As with this website as a whole, this training guide is oriented chiefly
around what's good for people, rather than chiefly what's profitable for
organizations.
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The reason for this is that in terms of learning, training and development,
what's good for people is good for the organizations in which they work. What's
good for people's development is good for organizational performance, quality,
customer satisfaction, effective management and control, and therefore profits
too.
This is central to a fairly balanced Psychological Contract in employment
organizations. Profit is an outcome of managing and developing people well.
People and their development enable profit. Enable people and you enable profit.
Organizations which approach training and development from this standpoint
inevitably foster people who perform well and progress, and, importantly, stay
around for long enough to become great at what they do, and to help others
become so. Training is a very commonly used word, so it features heavily on this
page, but learning is in many ways a better way to think of the subject, because
learning 'belongs' to the learner, whereas training traditionally 'belongs' to the
trainer or the organization. This is a significant difference in attitude, explained in
more detail on the training or learning? Training should be about whole person
development - not just transferring skills, the traditional interpretation of training
at work. Whatever your role and responsibility, you might not immediately be
able to put great new emphasis on 'whole person development'.
1.3) PROCESS OF TRAINING:
The Training Process
Conducting a thorough need assessment of the organization so as tocapture the details of the training requirement.
Compiling the corresponding research information to ensure that thetraining program hits the bulls eye.
Customizing the training program as per the clients needs so as to delivermaximum benefit to them
Getting the course contents & methodology signed off by the clients
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Assessing the participants through scientific interviewing tools andpreparing an in depth pre-training assessment report ( as and when
required by the training program / client)
Training Delivery Measure Participants learning and feedback during training Conduct Training evaluation 2-3 months after training date ( Through
interviews, projects or assignments) to measure progress and submit a
detailed report to the client ( if required by client)
1.4) OBJECTIVE OF TRAINING:
The objectives for the training of employees:
To increase productivity- Instructions can help employees increase theirlevel of performance on their present assignment. Increased human
performance often leads to increased operational productivity and
increased company profit.
To improve quality- Better informed worked are less likely to makeoperational mistakes. Quality increases may be in relationship to company
product or service or in reference to the intangible organizational
employment atmosphere.
To help a company fulfill its future personnel needs- Organizations thathave a good internal programme for development will have to make less
drastic manpower changes and adjustments in the event of sudden
personnel alterations. When the need arises organizational vacancies can
be easily staffed from maintaining an adequate instructional programmed
for both its non-supervisory and managerial employees.
To improve organizational climate- An endless chain of positive reactionsresult from a well planned training programmed.
To improve health and safety- proper training can help prevent industrialaccidents. A safer atmosphere leads to more stable mental attitudes on part
of employees. Managerial mental status would also improve, if
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supervisors know they can better themselves through company designed
development programs.
Obsolescence prevention- Training and development programmes fosterthe initiative and creativity of employees and help to prevent manpowerobsolescence due to age, temperament, or motivation or the inability of a
person to adapt by him to technological changes.
Personal growth- Employees on a personal basis gain individually fromtheir exposure to educational expressions. Management development
program seems to give participants a wider awareness, an enlarged skill
and enlightens realistic philosophy and make personal growth possible.
1.5) ROLE OF TRAINING:
When hiring workforce, almost every organization looks for involved,
committed, effective and productive employees. But not every organization
understands that you have to work to build your workforce for it and it requires
lot of planning and commitment along with strategies and policies to go with it.
Organizations who invest in building their workforce usually have well tested
strategies working for them. These include:
-
Providing tools for increasing productivity of new employees- Defining competencies at all levels and then providing development paths
to master those competencies
- Challenging employees with opportunities and building their confidence- Improving managerial and interpersonal skills- Stimulate continuous career growth and skill development- Encouraging collaborative team effort and unleash team synergy
Employee development opportunities are of top importance for employees
when they think about next step in their career and if they want to stay with their
current employer or go elsewhere. Investing in employees future is of great
importance and helps to improve retention. Continuous employee development
not only leads to better productivity, but also helps to earn employees loyalty.
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Employees tend to stay with the organizations that care for them, not only in good
times, but difficult times as well.
Training can play a huge role when organizations strategize on creating
development opportunities for their employees. Right employee training at the
right time provides employers big return on investment. It helps employers get
increased productivity, commitment, knowledge and loyalty from their workforce.
Companies can plan for various types of trainings depending upon the options
which provide big payoffs for them. For example:
- New hire orientation helps employees getting acclimated with companyprocedures and also helps them understand the company culture better
- Legal and compliance trainings helps in being good corporate citizens- Tools and technology trainings increases productivity- Training on new company products to keep up with pace of change- Seminars, workshops and classes for other opportunities and development
Training should be considered critical for ongoing development, success
and retention of employees. In order to support continuous learning and
development for their employees, employers need to create and foster an
organization wide learning environment, offer support for learning within the
organization, provide access to professional library or knowledge repositories,
offer tuition reimbursement, etc.
1.5) IMPORTANCE OF TRAINING & DEVOLPMENT:
Optimum Utilization of Human Resources Training andDevelopment helps in optimizing the utilization of human resource
that further helps the employee to achieve the organizational goals as
well as their individual goals.
Development of Human ResourcesTraining and Developmenthelps to provide an opportunity and broad structure for the
development of human resources technical and behavioral skills in an
organization. It also helps the employees in attaining personal growth.
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Development of skills of employeesTraining and Developmenthelps in increasing the job knowledge and skills of employees at each
level. It helps to expand the horizons of human intellect and an overall
personality of the employees.
ProductivityTraining and Development helps in increasing theproductivity of the employees that helps the organization further to
achieve its long-term goal.
Team spirit Training and Development helps in inculcating thesense of team work, team spirit, and inter-team collaborations. It helps
in inculcating the zeal to learn within the employees.
Organization CultureTraining and Development helps to developand improve the organizational health culture and effectiveness. It
helps in creating the learning culture within the organization.
Organization ClimateTraining and Development helps buildingthe positive perception and feeling about the organization. The
employees get these feelings from leaders, subordinates, and peers.
QualityTraining and Development helps in improving upon thequality of work and work-life.
Healthy work environmentTraining and Development helps increating the healthy working environment. It helps to build good
employee, relationship so that individual goals aligns with
organizational goal. Health and Safety Training and Development helps in improving
the health and safety of the organization thus preventing obsolescence. MoraleTraining and Development helps in improving the morale of
the work force. Image Training and Development helps in creating a better
corporate image. Profitability Training and Development leads to improved
profitability and more positive attitudes towards profit orientation.
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Training and Development aids in organizational development i.e.Organization gets more effective decision making and problem
solving. It helps in understanding and carrying out organizational
policiesTraining and Development helps in developing leadership skills,
motivation, loyalty, better attitudes, and other aspects that successful workers
and managers usually display.
1.6) MODELS OF TRAINING:
Training is a sub-system of the organization because the departments
such as, marketing & sales, HR, production, finance, etc depends on training
for its survival. Training is a transforming process that requires some input
and in turn it produces output in the form of knowledge, skills, and attitudes
(KSAs).
THE TRAINING SYSTEM
A System is a combination of things or parts that must work together to
perform a particular function. An organization is a system and training is a sub
system of the organization.
The System Approach views training as a sub system of an
organization. System Approach can be used to examine broad issues like
objectives, functions, and aim. It establishes a logical relationship between the
sequential stages in the process of training need analysis (TNA), formulating,
delivering, and evaluating. There are 4 necessary inputs i.e. technology, man,
material, time required in every system to produce products or services. Andevery system must have some output from these inputs in order to survive. The
output can be tangible or intangible depending upon the organizations
requirement. A system approach to training is planned creation of training
program. This approach uses step-by-step procedures to solve the problems.
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Under systematic approach, training is undertaken on planned basis. Out of
this planned effort, one such basic model of five steps is system model that is
explained below.
Organization are working in open environment i.e. there are some
internal and external forces, that poses threats and opportunities, therefore,
trainers need to be aware of these forces which may impact on the content,
form, and conduct of the training efforts. The internal forces are the various
demands of the organization for a better learning environment; need to be up
to date with the latest technologies.
There are three models of training:
1. System Model2. Instructional System Development Model3. Transitional model
System Model:
The system model consists of five phases and should be repeated on a
regular basis to make further improvements. The training should achieve the
purpose of helping employee to perform their work to required standards. The
steps involved in System Model of training are as follows:
1. Analyze and identify the training needs i.e. to analyze the department,job, employees requirement, who needs training, what do they need tolearn, estimating training cost, etc The next step is to develop a
performance measure on the basis of which actual performance would
be evaluated.
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2. Design and provide training to meet identified needs. This steprequires developing objectives of training, identifying.
3. Develop- This phase requires listing the activities in the trainingprogram that will assist the participants to learn, selecting delivery
method, examining the training material, validating information to be
imparted to make sure it accomplishes all the goals & objectives.
4. Implementing is the hardest part of the system because one wrong stepcan lead to the failure of whole training program.
5. Evaluating each phase so as to make sure it has achieved its aim interms of subsequent work performance. Making necessary
amendments to any of the previous stage in order to remedy or
improve failure practices
Instructional System Development Model:
Instructional System Development model or ISD training model
was made to answer the training problems. This model is widely used now-a-
days in the organization because it is concerned with the training need on the
job performance. Training objectives are defined on the basis of job
responsibilities and job description and on the basis of the defined objectives
individual progress is measured. This model also helps in determining and
developing the favorable strategies, sequencing the content, and delivering
media for the types of training objectives to be achieved.
The Instructional System Development model comprises of five stages:
1. ANALYSISThis phase consist of training need assessment, job analysis,
and target audience analysis.
2. PLANNING This phase consist of setting goal of the learning outcome,
instructional objectives that measures behavior of a participant after the
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training, types of training material, media selection, methods of evaluating the
trainee, trainer and the training program, strategies to impart knowledge i.e.
selection of content, sequencing of content, etc.
Transitional model
Transitional model focuses on the organization as a whole. The outer
loop describes the vision, mission and values of the organization on the basis
of which training model i.e. inner loop is executed.
Visionfocuses on the milestones that the organization would like to
achieve after the defined point of time.A vision statement tells that where theorganization sees itself few years down the line. A vision may include setting
a role model, or bringing some internal transformation, or may be promising to
meet some other deadlines.
Mission explain the reason of organizational existence. It identifies
the position in the community. The reason of developing a mission statement
is to motivate, inspire, and inform the employees regarding the organization.
The mission statement tells about the identity that how the organization would
like to be viewed by the customers, employees, and all other stakeholders.
Valuesis the translation ofvision and mission into communicable
ideals. It reflects the deeply held values of the organization and is independent
of current industry environment. For example, values may include social
responsibility, excellent customer service, etc.
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1.7) METHODS OF TRAINING:
There are various methods of training, which can be divided in
to cognitive and behavioral methods. Trainers need to understand the pros and
cons of each method, also its impact on trainees keeping their background and
skills in mind before giving training.
Cognitive methods are more of giving theoretical training to the trainees. The
various methods under Cognitive approach provide the rules for how to do
something, written or verbal information, demonstrate relationships among
concepts, etc. These methods are associated with changes in knowledge and
attitude by stimulating learning.
The various methods that come under Cognitive approach are:
LECTURES DEMONSTRATIONS DISCUSSIONS COMPUTER BASED TRAINING (CBT)
intellegent tutorial system(its) programmed instruction (pi) virtual reality
Behavioral methods are more of giving practical training to the
trainees. The various methods under Behavioral approach allow the trainee to
behavior in a real fashion. These methods are best used for skill development.
The various methods that come under Behavioral approach are:
GAMES AND SIMULATIONS BEHAVIOR-MODELING
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BUSINESS GAMES CASE STUDIES EQUIPMENT STIMULATORS IN-BASKET TECHNIQUE ROLE PLAYSBoth the methods can be used effectively to change attitudes, but through
different means.
Another Method is MANAGEMENT DEVELOPMENT METHOD
MANAGEMENT DEVELOPMENT
The more future oriented method and more concerned with education
of the employees. To become a better performer by education implies that
management development activities attempt to instill sound reasoning
processes.
Management development method is further divided into two parts:
ON THE JOB TRAINING
The development of a manager's abilities can take place on the job.
The four techniques for on the job development are:
COACHING
MENTORING
JOB ROTATION
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JOB INSTRUCTION TECHNIQUE (JIT)
OFF THE JOB TRAINING
There are many management development techniques that an
employee can take in off the job. The few popular methods are:
SENSITIVITY TRAINING
TRANSACTIONAL ANALYSIS
STRAIGHT LECTURES/ LECTURES
SIMULATION EXERCISES
Traditional and Modern Approach of Training And Development:
Traditional ApproachMost of the organizations before never used to
believe in training. They were holding the traditional view that managers are born
and not made. There were also some views that training is a very costly affair and
not worth. Organizations used to believe more in executive pinching. But now the
scenario seems to be changing.
Modern approach - of training and development is that Indian
Organizations have realized the importance of corporate training. Training is now
considered as more of retention tool than a cost. The training system in Indian
Industry has been changed to create a smarter workforce and yield the best results.
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The HR Training and Development Manager is responsible for the
organization's staff training requirements, programs, and career development
needs. They supervise training staff, plan and administer training seminars, and
manage conflict resolution, team building, and employee skill evaluations.
The HR Training and Development Specialist plans, produces and
administers staff and management training programs. They conduct programs to
develop employee skills in accordance with organization practices and policies.
Additionally, they research and evaluate training resources, as well as suggest
new topics and methods.
The Chief Learning Officer is a relatively new executive level position.
The CLO is in charge of employee training, education, and learning structures
across the enterprise, as well as providing the expertise to ensure everyone has
access to the intellectual tools, information and data they need. The primary
success factor of the CLO is to translate learning into a strategic business asset.
1.8) SCOPE OF THE STUDY:
1. It will help to study the Employees satisfaction of the Mahindra &Mahindra com. Ltd at Chennai.
2. It will help to find out what type of training & development employeeneeds.
3. It will help to study the working capabilities.
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CHAPTER NO. 2
COMPANY PROFILE
2.1) INTRODUCTION:
Mahindra & Mahindra Limited (M&M) is an
Indian multinational automobile manufacturing corporation headquartered
in Mumbai, Maharashtra, India. It is one of the largest vehicle manufacturers by
production in the Republic of India. It is a part ofMahindra Group, an
Indian conglomerate. The company was founded in 1945 in Ludhiana as
Mahindra & Mohammed by brothers K.C. Mahindra and J.C.
Mahindra and Malik Ghulam Mohammed. After India
gained independence and Pakistan was formed, Mohammed immigrated to
Pakistan. The company changed its name to Mahindra & Mahindra in 1948. It is
ranked #21 in the list of top companies of India in Fortune India 500 in 2011.
Major competitors in the Indian market include Maruti Motors (a 60%
owned subsidiary ofSuzuki Motors from Japan), Tata Motors (fully owned by
Tata Sons; Owner of Indian-British Jaguar Land Rover), Toyota, Mercedes-Benz
(Merc) (Based in Poona, Maharashtra in India; A subsidiary of Daimler
AG from Germany) and others
2.2) HISTORY:
Mahindra & Mahindra was set up as a steel trading company in 1955. It
eventually saw business opportunity in expanding into manufacturing and selling
larger MUVs, starting with assembly under license of the Willys Jeep in India.
Soon established as the Jeep manufacturers of India, the company later
commenced upon the task of expanding itself, choosing to utilize the
manufacturing industry oflight commercial vehicles (LCVs) and
agricultural tractors. Today, Mahindra & Mahindra is a key game player in theutility vehicle manufacturing and branding sectors in the Indian automobile
industry with its flagship UV Scorpio and swiftly exploits India's growing global
market presence in both the automotive and farming industries to push its
products in other countries.
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Over the past few years, the company has taken interest in new industries and in
foreign markets. They entered the two-wheelerindustry by taking over Kinetic
Motors in India. M&M also has controlling stake in REVA Electric Car Company
and acquired South Korea's SsangYong Motor Company in 2011.
The US based Reputation Institute once ranked Mahindra amongst the top 10
Indian companies in its 'Global 200: The World's Best Corporate Reputations' list.
The current company catchphrase (tagline to attract business) is Rise.
2.3) OPERATIONS
Automobiles
Mahindra & Mahindra, branded on its products usually as 'Mahindra',
produces SUVs, saloon cars, pickups, commercial vehicles, and two wheeled
motorcycles and tractors. It owns assembly plants in Mainland China (PRC) and
the United Kingdom, and has three assembly plants in the United States.
Mahindra maintains business relations with foreign companies like Renault
SA, France and Navistar International, USA.
M&M has a global presence and its products are exported to several
countries. Its global subsidiaries include Mahindra Europe Srl. based in Italy,
Mahindra USA Inc., Mahindra South Africa and Mahindra (China) Tractor Co.
Ltd.
Mahindra started making passenger vehicles firstly with the Logan in
April 2007 under the Mahindra Renault joint venture. M&M will make its maiden
entry into the heavy trucks segment with Mahindra Navistar, the joint venture
with International Truck, USA.
Mahindra produces a wide range of vehicles including MUVs, LCVs and
three wheelers. It manufactures over 20 models of cars including larger, arguably
more modernized multi-utility vehicles like the Scorpio and the Bolero. It
formerly had a joint venture with Ford called Ford India Private Limited to build
passenger cars.
At the 2008 Delhi Auto Show, Mahindra executives said the company is
pursuing an aggressive product expansion program that would see the launch of
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several new platforms and vehicles over the next three years, including an entry-
level SUV designed to seat five passengers and powered by a small turbo diesel
engine. True to their word, Mahindra & Mahindra launched the Mahindra Xylo in
January 2009, and as of June 2009, the Xylo has sold over 15000 units.
Also in early 2008, Mahindra commenced its first overseas CKD
operations with the launch of the Mahindra Scorpio in Egypt, in partnership with
the Bavarian Auto Group. This was soon followed by assembly facilities
in Brazil. Vehicles assembled at the plant in Bramont, Manaus, include Scorpio
Pick Ups in single and double cab pick-up body styles as well as SUVs.
Components
Combining its experience in the automotive and farm equipment industries
with a series of key acquisitions of European components companies, Mahindra &Mahindra maintains art-to-part manufacturing units across India, Germany, Italy,
and the United Kingdom. Mahindra & Mahindra has expertise in forgings,
castings, gears, stampings, steel, ferrites, contract sourcing, and composites. It
also offers full-service art-to-part solutions that integrate design, manufacturing,
and sourcing. More than 12,000 people are employed at Mahindra & Mahindra's
Components division.
Military Defense
The company has built and assembled military vehicles, commencing in1947 with the importation of the Willys Jeep for use in World War II. Its line of
military vehicles includes the Axe. It also maintains a joint venture with BAE
Systems, Defense Land Systems India.
Energy
Mahindra & Mahindra entered the energy sector in 2002, in response to
growing demands for increased electric power in India.
Since then, more than 150,000 Mahindra Powerol engines and diesel
generator sets (genets) have been installed in India, offering standard proper
quality power, as do larger companies, in areas with arguably less reliable grid
electricity. The inverters, batteries, and genets are manufactured at three facilities
in Poona (Maharashtra), Chennai (Tamil Nadu), and Delhi; and 160 service points
across India offer 24-7 support to most key markets. Powerol is present in
countries across Latin America, Africa, the Middle East, and Southeast Asiaand
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expanding into the United Arab Emirates, Bangladesh, and Nepal. Mahindra
Powerol's energy services consist mostly of power leasing and telecom
infrastructure management. In 2006, it became a major market leader in the
telecom segment (and in 2011, its market share passed 45 percent). In 2007, itwon the Frost and Sullivan "Voice of the Customer" award for best practices in
telecom.
Mahindra Clean tech Ltd specializes in eco-friendly, or 'green' power. In
response to growing acceptance ofSolar Power, it formed a subsidiary, Mahindra
Solar, in 2010 to offer a range of solar solutions, both off grid and on grid,
alongside Engineering, Procurement, and Construction (EPC).
Mahindra EPC is the Engineering Procurement & Construction arm of the
Mahindra group committed to provide world class solutions to its customers. Asone of the largest Solar EPC players in the country, Mahindra EPC Services Pvt.
Ltd. is committed to providing world class EPC solutions to its customers.
Mahindra EPC Services Pvt. Ltd. is a portfolio company under Mahindra Clean
tech, Mahindra Partners. Mahindra EPC has established itself as a dominant
player in both Grid Connected and Off-Grid EPC services, and is currently
executing 59 MW of solar power plants across the country.
Meanwhile, its off-grid products include power packs and rooftop setups
for business organizations and public institutions alongside rural electrificationthrough lanterns and home and street lighting systems. The company works
closely with Mahindras farm equipment division to offer lighting products to
some of the more rural areas in India. It also works with Mahindra Powerol to
offer solar power backup to telecom sites in India. In 2011, Mahindra Solar
received a CRISIL rating of SP1A in 2011, the highest rating for any solar photo
valtaic off-grid company.
Farm equipment
Mahindra began manufacturing tractors for the Indian market sometimeduring the early '60s. Today, it is one of the top three tractor companies in the
world with annual sales totaling more than 150,000 tractors. It has expanded its
product-line to include farm-support services via Mahindra AppliTrac (farm
mechanization products), Mahindra ShubhLabh (seeds, crop protection, and
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market linkages and distribution), and the Samriddhi Initiative (farm counselling
and information services).
Mahindra & Mahindras farm equipment division (Mahindra Tractors) is
one of the largest tractor companies in the world, with more than 1,000 dealers
servicing more than 1.45 million customers. Mahindra tractors are available in 40
countries, including India, the United States, China, Australia, New Zealand,
Africa (Nigeria, Mali, Chad, Gambia, Angola, Sudan, Ghana, and Morocco),
Latin America (Chile, Argentina, Brazil, Venezuela, Central America, and the
Caribbean), South Asia (Sri Lanka, Bangladesh, and Nepal), the Middle East (Iran
and Syria) and Eastern Europe (Serbia, Turkey, and Macedonia. In the 2010-11
Mahindra entered in Micro dripp irrigation with the takeover of Epc Industrie Ltd,
Nashik. Mahindra Tractors manufactures its products at four plants in India, two
in Mainland China, three in the United States, and one in Australia. It has three
major subsidiaries: Mahindra USA, Mahindra (China) Tractor Company, and
Mahindra Yueda (Yancheng) Tractor Company (a joint venture with the Jiangsu
Yueda Group).
The company has enjoyed 27 years of market leadership and has garnered
the highest customer satisfaction index (CSI) in the industry at 88 percent. In its
2009 survey of Asias 200 most admired and innovative companies, the Wall
Street Journal named Mahindra & Mahindra one of the 10 most innovative Indian
companies. It earned a 2008 Golden Peacock Award in the Innovative
Product/Services category for its in-house development of a load-car. In 2007,
Mahindra & Mahindra became the only tractor company to win the Deming
Application Prize and the Japan Quality Medal for Total Quality Management
excellence in entire business operations.
In addition to tractors, Mahindra sells other farm equipment.
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2.4) COMPANY PROFILE:
Mahindra & Mahindra Limited/ Mahindra Rise
Type : Public
Traded as : BSE 500520
BSE sensex constitute
Industry : Automotive
Foundation : 1945 (Ludhiana)
Headquarters : Mumbai, Maharashtra, India
Area served : Worldwide
Key People : Anand Mahindra (MD)
Products : Automobiles, Commercial Vehicle, Two-
Wheelers
Revenue : 598.53 Billion (2012)
Net Income : 31.26 Billion (2012)
Total Assets : 483.50 Billion (2012)
Employees : 15147 (2012)
Subsidiaries : Mahindra Two Wheelers Limited
Website : www.Mahindra.com
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2.5) COMPANY MILESTONES:
1940: Mahindra & Mahindra was launched and it assembled jeeps inWillys, USA.
T950: They established a joint venture with Mitsubishi Corporation and5000 tons of wagon-building plates from Yawata Iron & Steel were
supplied
1960: They formed another joint venture this time with InternationalHarvester Company, USA and called it the International Tractor Company
of India.
1970: International Tractor Company of India merged with Mahindra &Mahindra and was its Tractor Division.
1980: Mahindra was the number one tractor company in India, a positionit has till date. Formerly known as Mahindra British Telecom, Tech
Mahindra was established - a joint venture with British
Telecommunications.
1990: The company went into a large number of new business areas andmany new companies were established. These are: Mahindra Holidays &
Resorts India Limited, Mahindra USA Inc.for distribution of tractors in the
USA, Mahindra Consulting (now Bristlecone), Mahindra Financial
Services Limited as a wholesale fund provider, Mahindra Ford India
Limited - a joint venture with Ford Motor Company, USA, to manufacture
passenger cars, and Mahindra United World College of India.
2000: The Scorpio launched a sports utility vehicle that redefined the SUVmarket. Mahindra & Mahindra Tractors was awarded the Deming Prize
for excellence in quality. From Jiangling Tractor Company, it took over
the tractor manufacturing division. Mahindra Renault Limited was a joint
venture with Renault to manufacture and market Logan, a mid-sized
sedan. Mahindra International Limited was a joint venture with
International Truck and Engine Corporation to manufacture trucks &
buses in India. Mahindra & Mahindra acquired the Stokes Group of UK,
the largest automotive forgings company in the UK. In order to create a
Greenfield site with capacity of 500,000 units per year within 5 years,
Renault and Mahindra signed a MoU for a long-term partnership in India
Mahindra through its subsidiary agreed to acquire majority stake in Jeco
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Holding AG, one of the top five forging companies in Germany. Mahindra
acquired a majority stake in Punjab Tractors Ltd.
2.6) COMPANY VISSION & MISSION:
VISSION
Mahindra and Mahindras vision is to be an innovative and modern
company and challenge traditional thinking to change the lives of people across
the world.
The company has its products to meet the ambitions of its customers - to
help them to achieve their goals and their businesses support communities by
providing employment, research and development, and by bringing in green
technology through their products as well as very efficient manufacturing. The
main values that Mahindra relies on are:
Corporate Citizenship, Being Professional, Dignity, Customer is Key, and
Quality. In being professional the company scouts for the best talent, expects
great work from them and gives them a chance to grow in the company. They also
like creativity and risk taking. In terms of customer satisfaction, the company
wishes to provide the customers the products which they want and if they want
any modifications, they will work to improve their product to meet the changing
requirements of the customers. They also focus on great quality at they believe
that Quality is the key to delivering value for money to our customers. The
company also respects the time and effort of the individuals and gives them the
right to express disagreement and their dignity. They focus on fairness, trust and
transparency.
Lastly the company aims to serve the needs of the communities in which
they operate. They lie on high business morals and ethics and are unwilling to
compromise them for anything
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MISSION
Mahindra and Mahindra plans to launch a new SUV which is above the
Mahindra Scorpio. The company after acquiring the Korean company Ssangyong
will pump in Rs. 2,000 for the company restructuring. The company is also
working with Reva and is planning to launch Reva cars in China. The model that
the company plans to launch in China is the Reva NXG which runs at 100 kmph
and at the range of 170 kms.
The Mahindra Renault design of the car will be changed as the Logan has
not done that well in India. There is also the Mahindra Great Escape event that
takes place in Hyderabad every year where people test their Mahindra cars.
2.7) MANUFACTURING FACILITIES:
Mahindra has seven auto manufacturing facilities
Igatpuri (Engine Plant) Haridwar (3 wheeler / GiO plant) Kandivli (utility vehicles) Nasik (utility vehicles) Chakan Zaheerabad (LCVs & 3 wheelers) Completely Knocked Down Unit Plants in Egypt and Brazil
It has the following tractor manufacturing facilities
Mahindra Tractors
Mumbai
Jaipur Rudrapur Nagpur
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Swaraj Tractors Mohali operations
Swaraj Division (Tractor plant 1 and Tractor & Harvester Plant 2) Swaraj Foundry Division Swaraj Engines Ltd. Swaraj Automotive
Mahindra Powerol plants
Delhi Chennai Pune Vasai
USA (3 Plants)
Houston, TX Red Bluff, CA Chattanooga, TN
China (3 Manufacturing plants)
MCTCL (Nanchang) MYYTCL (2-Yangcheng)
ANZ (1 Assembly plant)
Brisbane, Queensland
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2.8) PRODUCTS OF MAHINDRA &
MAHINDRA:
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CHAPTER NO 3
RESEARCH METHODOLOGY
3.1) RESEARCH DESIGN:
To collect data needed to address the above mentioned objectives the
exploratory research design was used.
Exploratory research was design to describe something. It includes surveys
and facts finding enquiries of different kind. The research study is based on
collection of data and analysis to draw the conclusion.
3.2) OBJECTIVES OF THE STUDY:
The study has following objectives:
1. To impart to new entrants the basic knowledge and skill they need for anintelligent performance of definite tasks.
2. To ensure that each employee is equipped with capabilities to performvarious tasks associated with his role.
3. To assist employees to function more effectively in their present positionsby exposing them to the latest concepts, information and techniques and
developing the skills they will need in their particular fields.
4. To help the employee develop as an individual so that the organization canrecognize and use the maximum possible potential of its employees.
5. To help employees work as team members sinceno individual can accomplish the goals of the organization single
handedly.
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3.3) PROBLEM DEFINATION:
The research is under the title A study of training & development
practices and its effects on employee performance at Mahindra & Mahindra
Ltd., Chennai. Human resource development is the process of training and
developing the employees to improve and update their knowledge and skills, so to
help them to perform job in a better way. Merely selecting the employee does not
ensure to meet the global challenges and organization will be successful if it
provide training to employees to face the challenges of the competitive business
environment. So seeing the importance of training to any organization the
researcher has selected the topic.
3.4) METHODOLOGY:
The completion of research involved three phases:
First phase: Collection of Secondary and Primary data. Secondary datawere collected from books, magazines and websites, etc. And Primary
data was collected from the structured questionnaire and interview
schedule.
Second phase: Pilot study, Actual primary data collection, Editing andtabulation of data.
Third phase: Data analysis using statistical tools. Inferences, conclusions,suggestions based on data collected.
3.5) DATA COLLECTION:
Data means information required in the research. There are two types of
data sources, which have been helpful to carry out the research these, are as
follows:
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Primary data
Primary data are those, which are collected a fresh and for the first time.
Primary data was collected through questionnaires & Interview schedule.
Researcher was collected data from questionnaire.
Secondary data
Secondary data are those, which have already been collected by publication
of Governments, Periodicals of organization, newspaper, books, & internet etc.
In this research process, researcher collected secondary data form newspaper,
books, company website, magazines, etc.
Sampling Universe
The first step in devolving any sample design is to clearly define the set
of objects, technically called the universe. Sample universe for research was
Mahindra & Mahindra com. Ltd. Chennai.
Sample Technique
Sampling technique used for selection of sample non-probability,
Convenience sampling technique.
A convenience sample is that where the sample is selected, in part or only
a limited attempt, to ensure that this sample is an accurate representation of some
larger group of population. The classic example of convenience sample is
standing at shopping mall and selecting shoppers as they walk by to fill out a
survey. A convenience sample chooses the individuals that are easiest to reach or
sampling that is done easy. Hence, convenience sampling was used for the
research.
Sample Size
This refers to the number of item to be selected from the universe to
constitute a sample. The sample size was 50 respondents for research.
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3.6) Limitation:
The limitation of this study was that sometimes the male or female
respondents may not give the proper and correct information regarding the
Training and Development.
1) The study was limited to Mahindra & Mahindra pvt. Ltd.2) Due to limited time & money, it was not peruse to come whole entire,hence the sample size was 50 respondents.
3) The study was limited to Chennai Plant Only.
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CHAPTER NO 4
DATA ANALYSIS & INTERPRETATION
The data so collected is scrutinized, tabulated and analyzed by the
help of some statistical tools and techniques and finally used for the study
purpose. Following are the major conclusions are drawn by the researchers.
Table No. 4.1 AGEWISE CLASSIFICATIONOF RESPONDENTS
Sr. No Age(in years) Number of
respondents
Percentage
1 18-25 10 20
2 26-35 15 30
3 36-45 10 20
4 46-55 10 20
5 Above 55 05 10
TOTAL 50 100
Sources: Primary Data
Graph no. 4.1 AGEWISE CLASSIFICATIONS OF RESPONDENTS
Interpretation
From above data it can be concluded that, 30% of the respondent from the
age group of 26-35, 20% of the respondent from the age group of 18-25, 36-45 &
46-55. 10% respondents are from above 55 groups.
20%
30%20%
20%
10%
Number of respondents
18-25
26-35
36-45
46-55
Above 55
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Table No. 4.2 GENDER WISE CLASSIFICATION OF RESPONDENTS
Sr. No Gender Number of
respondents
Percentage
1 Male 35 70
2 Female 15 30
TOTAL 50 100
Sources: Primary Data
Graph no. 4.2 GENDER WISE CLASSIFICATIONS OF RESPONDENTS
Interpretation
From above data it can be concluded that, 70% of the respondents are
male and 30% are females.
70%
30%
Number of respondents
Male Female
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Table No. 4.3 WORKING PERIOD OF RESPONDENTS
Sr. No Working Period Number of
respondents
Percentage
1 Below 2 Years 15 30
2 2-5 Years 15 30
3 5-10 Years 10 20
4 Above 10 Years 05 10
TOTAL 50 100
Sources: Primary Data
Graph no. 4.3 WORKING PERIOD OF RESPONDENTS
Interpretation
From above data it can be concluded that, 30% of the respondent working from
since 2 and 2-5 years.20% and 10% respondents working since last 5-10 years,
Above 10 years respectively.
0
2
4
6
8
10
12
14
16
Below 2
Years
2-5 Years 5-10 Years Above 10
Years
No.
ofrespondents
Number of respondents
Number of respondents
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Table No. 4.4 TRAINING PROGRAM ATTAINDED BY RESPONDENTS
Sr. No Number of Program
attn.
Percentage
1 1 20
2 2-3 30
3 4-6 30
4 More than 6 20
Total 100
Sources: Primary Data
Graph no. 4.4 TRAINING PROGRAM ATTAINDED BY RESPONDENTS
Interpretation
From above data it can be concluded that, 30% of the respondent attended 2-3 &
4-6 Programs respectively. 20% of the respondents attended only 1 & more than 6
training programs in a year.
0
5
10
15
20
25
30
1 2-3 4-6 More than 6
20
30 30
20
No.
ofrespondents
Percentage
Percentage
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Table No. 4.5 TRAINING NEED IDENTIFIED BY ORGANIZATION
Sr. No Identified by Number of
respondents
Percentage
1 By Systematic Analysis 5 10
2 Based on Performance
Appraisal
15 30
3 Individual Assessment 15 30
4 Based on Feedback of
Superior
15 30
Total 50 100Sources: Primary Data
Graph no. 4.5 TRAINING NEED IDENTIFIED BY ORGANIZATION
Interpretation
From above data it can be concluded that, 30% of the respondent says that
there organization identified the training need by feedback, performance base and
individual assessment. 10% of the respondents say by systematic analysis.
5
15 15 15
0
2
4
6
8
10
12
14
16
By Systematic
Analysis
Based on
Performance
Appraisal
Individual
Assessment
Based on
Feedback of
Superior
No.
ofRespondents
Number of respondents
Number of respondents
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Table No. 4.6 TRAINING IS BENIFITED OR NOT
Sr. No Benifited Respondent Percentage
1 Yes 35 70
2 No 15 30
total 50 100
Sources: Primary Data
Graph no. 4.6 TRAINING IS BENIFITED OR NOT
Interpretation
From above data it can be concluded that, 70% of the respondents are saysthat the training program is benefited to them and 30% are says not benefited.
70%
30%
Respondent
Yes No
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Table No. 4.7 INFRASTRUCTURE FACILITIES IN TRAINING
PROGRAM
Sr. No Facilities Respondent Percentage
1 Excellent 10 20
2 Satisfactory 10 20
3 Good 15 30
4 Un-satisfied 15 30
Sources: Primary Data
Graph no. 4.7 INFRASTRUCTURE FACILITIES IN TRAINING
PROGRAM
Interpretation
From above data it can be concluded that, 30% of the respondent says that
there organization provide good facilities in the place of training program and
30%, 20%, 20%, respondents are says un-satisfactory, satisfactory and excellent
respectively.
0 5 10 15
Excellent
Satisfactory
Good
Un-satisfied
No. of Respondents
Respondent
Respondent
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Table No. 4.8 TYPE OF TRAINING METHOD FOLLOWES
Sr. No Method Number of
respondents
Percentage
1 On the job Training 25 50
2 Off the job training 15 30
3 Both 10 20
Total 50 100
Sources: Primary Data
Graph no. 4.8 TYPE OF TRAINING METHOD FOLLOWES
Interpretation
From above data it can be concluded that, 50% of the respondent says that
there organization provides on the job training, 30% says they provide off the job
training and 20% says both methods are use there.
0
5
10
15
20
25
On the job
Training
Off the job
training
Both
No.
of
Respondents
Number of respondents
Number of respondents
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Table No. 4.9 SUPPORTS BY SUPERIOR
Sr. No. Support No. of
respondent
Percentage
1 Full 25 50
2 Partial 15 30
3 Not at all 10 20
Total 50 100
Sources: Primary Data
Graph no. 4.9 SUPPORTS BY SUPERIOR
Interpretation
From above data it can be concluded that, 50% of the respondent says that
their superiors provides full supports to complete the training, 30% says they
provide partial supports and 20% says not at all.
0 5 10 15 20 25
Full
Partial
Not at all
No. of Respondents
No. of respondent
No. of respondent
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Table No. 4.10 RESPONDENT RATED TRAINING PROGRAMS
CONDUCTED BY ORGANIZATION
Sr. No. Rating No. of
respondent
Percentage
1 Convenient 10 20
2 Disturbing 20 40
3 Average 05 10
4 Cant Say 15 30
Sources: Primary Data
Graph no. 4.10 RESPONDENT RATED TRAINING PROGRAMS
CONDUCTED BY ORGANIZATION
Interpretation
From above data it can be concluded that, 40% of the respondent says that
the training program was disturbing, 20% cant say about training program,
convenient and average says 30%, 10% respectively.
0
2
4
6
8
10
1214
16
18
20
Convenient Disturbing Average Cant Say
No.
ofResponde
nts
No. of respondent
No. of respondent
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Table No. 4.11 AREA FOR EMPLOYEE NEEDS TRAINING
Sr.
No.
Area No. of
respondent
Percentage
1 Company policies & procedures 05 10
2 Skill base training 15 30
3 Problem solving skill 15 30
4 Human relation training 15 30
Sources: Primary Data
Graph no. 4.11 AREAS FOR EMPLOYEE NEEDS TRAINING
Interpretation
From above data it can be concluded that, 30% each of the respondent
says that the training program will be for the Human Relation Training, Skills,
Problem solving, and only 10% respondents says for Policies and procedures.
Company policies
& procedures
10%
Skill base training
30%
Problem solving
skill
30%
Human relation
training
30%
No. of respondent
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Table No. 4.12 IMPROVEMENT IN EMPLOYEES AFTER TRAINING
Sr. No. Improvement No. of
respondent
Percentage
1 Yes 30 60
2 No 20 40
Sources: Primary Data
Graph no. 4.12 IMPROVEMENT IN EMPLOYEES AFTER TRAINING
Interpretation
From the above data it can be conclude that, 60% respondents are says
improvement after training and 40% says there is no improvement after the
training program.
0
5
10
15
20
25
30
Yes
No
No.
ofRespondents
No. of respondent
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Table No. 4.13 TRAINING REDUCES ABSENTEEISM IN EMPLOYEES
Sr. No. Reduction No. of
respondent
Percentage
1 Yes 30 60
2 No 20 40
Sources: Primary Data
Graph no. 4.12 TRAINING REDUCES ABSENTEEISM IN EMPLOYEES
Interpretation
From the above data it can be conclude that, 60% respondents are says
reduction in absentee after training and 40% says there is no reduction in
absenteeism after the training program.
0
5
10
15
20
25
30
Yes
No
No.
ofRespondents
No. of respondent
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CHAPTER NO 5
FINDINGS, SUGGETIONS & RECOMMONDATIONS
5.1) FINDINGS:
Most of the employees in Mahindra & Mahindra ltd. Chennai have attended more
than 6 programs in a year.
1. Mostly the training needs of employees are identified by systematicanalysis.
2. Training programs was mostly arranged to provide the knowledge aboutproblem solving.
3. Training is very important for individual growth and work effectiveness.4. Most of the employees in the organization are not satisfied with the
duration and schedule of training program.
5. Almost all the employees are satisfied with the infrastructure facility.6. The competitive level of the employees increases after the training
program.
7. Training helps to improve the performance of the employees hence theycan avoid mistakes on the job and can handle job with confidence.
8. Normally company adopted on the job training method but sometimes itadopted off the job training method.
9. In case of on the job training, job rotation, job instruction, coaching,committee assignment and seminar were arranged by the organization.
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10.In case of off the job training, role play, conference, programmedinstruction and lecture were arranged by the organization.
11.Mostly employees were fully supported by their superior.12.Training did not help to reduce the absenteeism of the employees.
5.2) SUGGESTIONS & RECOMMONDATIONS:
1. In todays competitive world, attitude is the factor which is dividing linebetween failure and success. Thus recruitment of the employees must be
made not only on the basis on skills and knowledge but also attitude of the
employees. If the employees have positive attitude, training can be more
effective.
2. The training records must be properly preserved, maintain and updatedtimely.
3. Proper care must be taken while selecting the trainer.4. Training should be performed as a continuous planned activity.5. New and different trainer should be invited so that maximum impact can
be derived from the training program.
6. The company must take care of creating the awareness about the productand service among the advisor/consultant.
7. Training program should be made more innovative and interesting toattract the employees.
8. Employee should not restrict themselves to work within limited area.