A SUMMER TRAINING REPORT

ON
“TRAINING AND DEVELOPMENT AT DIVINE
HONDA, DEHRADUN”

SUBMITTED TO
SRI DEV SUMAN UTTARAKHAND UNIVERSITY BADSHAHITHOL,
TEHRI, UTTRAKHAND
IN PARTIAL FULFILLMENT FOR THE AWARDS OF DEGREE OF
BACHELOR OF BUSINESS ADMINISTRATION (B.B.A)
(SESSION 2017- 2020)

Submitted To:- Submitted By:-

MS. KOMAL BISHT SAURABH KUMAR
DBIT, Dehradun B.B.A V SEM
Roll No. 2109291065

DEV BHOOMI GROUP OF INSTITUTIONS,

DEHRADUN

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 CERTIFICATE

I have the pleasure in certifying that SAURABH KUMAR is a bonafide student of 5th
Semester of the Bachelor’s Degree in Business Administration of DBIT, Dehradun.

He has completed his summer training work entitled “TRAINING AND DEVELOPMENT
AT DIVINE HONDA, DEHRADUN” under my guidance.

I certify that this is his original effort and has not been copied from any other source. This
project has also not been submitted in any other university for the purpose of award of nay
degree.

This project fulfills the requirement of the curriculum prescribed by Sri Dev Suman
Uttarakhand University Badshahithol, Tehri, Uttrakhand for the said course.

Signature: …………………………………

Name of the Guide: MS.KOMAL BISHT

Date: ……………………………………….

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 DECLARATION

I declare that the project “TRAINING AND DEVELOPMENT AT DIVINE

HONDA, DEHRADUN”is a record of independent research work carried out by me during
the academic year 2017-20 under the guidance of my faculty guide MS.KOMAL BISHT of
DBIT, Dehradun.
I also declare that this dissertation is the result of my effort and has not been
submitted to any other University or Institution for the award of any degree, or personal favor
whatsoever. All the details and analysis provided in the report hold true to the best of my
knowledge.

SAURABH KUMAR

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 ACKNOWLEDGEMENT

Behind every study there stands myriad of people whose help and contribution make it
successful.

It has been a remarkable experience of satisfaction and pleasure for me to work out my
project under the supervision .of MS.KOMAL BISHT, Assistant Professor.

I am really thankful for his valuable guidance and co-operation during the project work.

I had also benefited from discussions and would also take the opportunity to thank the
persons of the company for their valuable support and assistance

Whenever and wherever needed a cordial and encouraging environment made it very easier
for me to complete the dissertation report. So this acknowledgement is a humble attempt to
earnestly thank him and all those who were directly or indirectly involved in preparation of
this project.

SAURABH KUMAR

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 TABLE OF CONTENTS

SR.NO PARTICULAR

1- INTRODUCTION

2- COMPANY PROFILE

3- RESEARCH METHODOLOGY

4- DATA ANALYSIS & INTERPRETATION

5- FINDINGS , RECOMMENDATIONS , LIMITATIONS & CONCLUSION

BIBLIOGRAPHY

ANNEXURE

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 CHAPTER 1 INTRODUCTION

TRAINING:-

Training is a process of increasing the knowledge and skills for doing a particular job. It is an
organized procedure by which people learn knowledge and skill for a definite purpose. The
purpose of training is basically to bridge the gap between job requirements and present
competence of an employee. Training is an aimed at improving the behaviour and
performance of a person. It is never ending or continuous process. Training is closely related
with education and development but needs to be differentiated from these terms.

NEED FOR TRAINING

 Job Requirements: - Employees selected for a job might lack the qualification
required performing the job effectively. New and inexperienced employees required
detailed instructing for effectively performance on the job. In some case, the past
experience, attitudes and behaviour pattern of experienced personnel might be
inappropriate to the new organization. Remedial training should be given to such
people to match the needs of the organization. New employees need to provide
orientation training to make them familiar with the job and the organization.

 Technological Changes: - Technology is changing very fast. Now automation and

mechanization are being increasingly allied in the offices and service sector.
Increasing use of fast changing techniques requires training due to computerization of
banking operations. No organization can take advantage of latest technology without
well trained personnel. A new job requires new skills. Thus both new and old
employees require training.

 Organization Viability: - In order to survive and grow an organization must

continually adopt itself to the changing environment.

 Experiencing Expansion: - Growth and diversification, in order to face international

competition, the firms must upgrade their capabilities. Existing employees need

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 refresher training to keep them abreast of new knowledge. Training programmers
foster the initiative and creativity of employees and help to prevent obsolescence of
skills. An organization can build up a second line of command through training in
order to meet its future needs for human resources. Trained staff is the most valuable
asset of the company.

 Internal Mobility: - Training becomes necessary when an employees moves from one
job to another due to promotion and transfer. Employees chosen for higher level jobs
need to be trained before they are asked to perform the higher responsibilities.
Training is widely used to prepare employees for higher-level jobs.

Thus there is an ever-present need for training people so that new and changed
techniques may be taken advantage and improvements in old methods are affected.
Need for training has increased due to growing complexity of jobs, increasing
professionalization of management, growing aspirations, west untapped human
potential, ever-increasing gap between plans and result and sub optimal performance
levels.

IMPORTANCE OF TRAINING

A well-trained and well executed training program can provide the following
advantages:

1. Higher productivity: - Training helps to improve the level of performance.

Trained employees perform better by using better method of work improvement in
manpower productivity in developed nations can be attributed in no small measure
to their educational and industrial training programmers.
2. Better Quality of Work: - In formal training, the best methods are standardized
and taught to employees. Uniformity of work methods and procedures help to
improve the quality of product or service. Trained employees are less likely to
make operational mistakes.
3. Less Learning period: - A systematic training programme helps to reduce the
time and cost involved in learning. Employees can more quickly reach the
acceptable level of performance. They need not waste their time and efforts
through trail and error.

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4. Cost Reduction: - Trained employees make more economical use of materials
and machinery. Reduction in wastage and spoilage together with increase in
productivity help to minimize cost of operations per unit maintenance cost in also
reduced due to fewer machine breakdowns and better handling of equipment.
5. Reduced Supervision: - Well-trained employees tend to be self reliant and
motivated. They need less guidance and control. Therefore, supervisor burden is
reduced and the span or supervision can be enlarged.
6. Low Accident Rate: - Trained personnel adopt the right work method and make
use of the prescribed safety devices. Therefore, the frequency of accidents is
reduced. Health and safety of employees can be improved.
7. High Morale: - Proper training can develop positive attitudes among employees.
Job satisfaction and morale are improved due to a rise in the earning and job
security of employees. Training reduces employee grievances because
opportunities for internal promotion are available to well train personal.
8. Personal Growth: - Training changes the knowledge and skills of the
participants. Therefore, well-trained personnel can grow faster in their career.
Training prevents obsolescence of knowledge and skill. Trained employees are
more valuable assets to any organization. Training helps to develop people for
promotion to higher posts and to develop future managers.
9. Organization Climate: - A sound training programmes helps to improve the
climate of an organization. Industrial relations and discipline are improved.

Therefore, decentralization of authority and participative management can be

introduced. Resistance to change is reduced. Organization having regular training
programmers can fulfill their future needs for personnel from internal sources.
Organization stability is enhanced because training helps to reduce employee’s
turnover and absenteeism. Training is an investment in people and no organization
can afford to train employees. The only choice left to management is whether
training shall be made a carefully planned part of an integrated programmed of
personnel administration.

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TYPES OF TRAINING

. Training is required of several proposes. Accordingly training programmers may be of the

following types.

 Orientation Training: - Induction or orientation seeks to adjust newly appointed

employees to the work environment. Every new employee needs to be made fully
familiar with his job, his superiors and subordinates and with the rules and regulation
of the organization. Induction training creates self-confidence in the employees. It is
also known as pre-job training. It is brief and informative.
 Job Training: - To the training provided with a view to increase the knowledge and
skills of an employee for improving performance on the job. Employees may be
taught the correct methods of handling equipment and machines used in a job. Such
training helps to reduce accidents waste and inefficiency in the performance of the
job.
 Safety Training: - To the training provided to minimize accidents and damage to
machinery to known as safety training. It involves instruction in the use of safety
consciousness.
 Promotional Training: - It involves training of existing employees to enable them to
perform higher-level jobs. Employees with potential are selected and they are given
training before their promotion, so that they do not find it difficult to shoulder the
higher responsibilities of the new positions to which they are promoted.
 Refresher Training: - When existing techniques becomes obsolete dot to the
development of better techniques, employees have to be trained in the use of new
methods and techniques. With the passage of time employees may forgot some of the
methods of doing work. Refresher training is designed to revive and refresh at
knowledge and to update the skills of the existing employees. Short-term refresher
courses have become popular on account off rapid changes in technology and work
methods. Refresher or re-training programmes is conducted to avoid obsolescence of
knowledge and skills.
 Remedial Training: - Such training is arranged to overcome the shortcoming in the
behaviours and performance of old employees. Some of the expected employees
might have picked up appropriate methods and styles of work. Such employees are

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 identified and correct work methods and procedures are taught to them. Psychological
experts should conduct remedial training.

METHODS OF TRAINING

On the Job Training Methods: - Under these methods, the employee is trained on the job
and at his work place. The training is provided by the senior employee. This type of training
is simple an economical. No special place, equipment, or instructor is required. The training
is practice oriented and promotes self-learning. On the job training is suitable where a few
employees are to be trained in the real job environment and no expert instructor is required.
Popular on the job training methods are given below.

 Coaching: - Under this method, the trainees receive personal guidance and instruction
from his superior. This method is effective when the superior is well trained and has
sufficient time to provide coaching.
 Under Study: - Here the trainee works as an assistant to a superior manager. He learns
through observations and experience. The trainee is expected eventually, to occupy
the job of senior manager. The objective is to develop a successor to the retiring
manager.
 Job Rotation: - It involves a systematic transfer of the trainees from one job to
another so as to broaden his knowledge and attitudes.

Off the Job Training Methods: - Under these methods, training is given outside and the
external agency arrange the training programmer. The focus is more on learning than doing.
Off-the-job training enables trainees to concentrate better because they are free from job
pressure. It is suitable when the large no. of employees are to be trainees over a long time
period. Some methods are as follows:

 Class Room Lectures: - Professional experts instruct through a series of lectures to

impart knowledge and skill about a job. Some organizations like Hindustan Lever
Limited, State Bank of India and LIC conduct special courses, film and tv shows user
to supplement lectures.
 Conference: - In a conference, employees of the same organization or different
discuss together the various aspects of the particular subject. Discussion among the

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 participants takes place on the basis of lectures given by experts. This method helps to
widen the outlook and knowledge of the trainees.
 Case Discussion: - A case studies is a written description of an actual or hypothetical
situation. A capable instructor presents the facts of the case. The participants discuss
the case and arrive at conclusions. This method helps to develop analytical reasoning
and other mental qualities of the participants.
 Role Playing: - Under this method, the participants in acts a number of roles to
understand the problem. For example; a sales manager can appreciate the problems of
the customer, if he himself enacts that role.
 Sensitivity Training: - Under this method, a training group consisting of five to ten
person is formed. The members of the group freely express their ideas, beliefs and
attitudes. Such an open discussion enables a trainee to appreciate the problems of
others and adjust accordingly.

Training is the acquisition of technology which permits employees to perform their present
job to standards. It improves human performance on the job the employee is presently
doing or is being hired to do. Also, it is given when new technology in introduced into the
workplace.

Development is training people to acquire new horizons, technologies, or viewpoints. It

enables leaders to guide their organizations onto new expectations by being proactive
rather than reactive. It enables workers to create better products, faster services, and more
competitive organizations. It is learning for growth of the individual, but not related to
a specific present or future job. Unlike training, which can be completely evaluated,
development cannot always be fully evaluated. This does not mean that we should abandon
development programs, as helping people to grow and develop is what keeps an
organizationin the cutting edge of competitive environments. Development can be
considered the forefront of what many now call the Learning Organization. Development
involves changes in an organism that are systematic, organized, and successive…and
are thought to serve an adaptive function. Training could be compared this metaphor - if I
miss one meal in a day, then I will not be able to work as effectively due to a lack of nutrition.
While development would be compared to this metaphor - if I do not eat, then I will
starve to death. The survival of the organization requires development

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throughout the ranks in order to survive, while training makes the organization more
effective and efficient in its day-to-day operations.

Principle of Training:

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 programme must meet objectives of the
organization Equity and fairness : T and D programme must enjoy equal opportunity
to drive benefit out of such training and must have equal chance to undergo such
training.
3. Application specification: Training content is balanced between theory and
practical. It must be ‘Application specification’/
4. Upgrading information: T and D programme is continuous reviewed at
periodic interval as order to make them updated in terms of knowledge and skill.
5. Top Management support: Top management support is essential to make Training
and Development effective.
6. Centralization: For economy of effective uniform it and efficiency, centralization
of training department is found more common and useful.
7. Motivation – Training and Development have motivation aspects like better career
opportunity, individuals & skill development etc.,

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 top-quality staff.

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Need for Training:

Training must be tailored to fit the organization’s 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 problem s.
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. Organisationswith 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 r

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 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 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.

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 organization’s 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 employee’s attitude and also
helps them to achieve better co-operation with the company and greater loyalty to it. The

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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 m ore responsible positions
• To impart customer education, help grading skills and knowledge and employees
estimate career planning of the company.

HOW IS T & D 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

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 • Helps to create better corporate image
• Provides information for further needs in all areas of organization
• Moves a person towards personal goals while improve Human Resource and
Organization goals.

Training Methods and Techniques for Employees

Because of the objective of Human Resource Development is to contribute to the

organization’s overall goals, training programs should be developed systematically and with
the organization’s true needs in mind.Successful training begins with a thorough needs
assessment to determine which employees need to be trained and what they need to be
trained to do.

Allison Rossett and Joseph W. Arwadystates ”The question is not whether you will solicit
this kind of information through needs assessment. It is how much of it you will do
and using which tools. 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 he 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 trainee’s immediate superior or a nominated peer trainer. On-the job
training has several advantages :
a) 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

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 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 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.

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• 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 avoid 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, non-computerized
business game.
d) Brainstorming:Creative idea-generation exercise in which no criticism is
allowed.
e) Business Game: Computerized 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 the
training materials or manuals provided
o) Intergroup exchange: small groups share their ideas of findings with another

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 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.
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-program s – 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

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 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
• 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 feedback 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 group’s 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 :

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 • Directed conference
• Training conference
• Seminars and workshops

2. Group discussions and study analysis: case study method was initially
introduced by Christopher Lang Dell at Harvard Law School in 1880’s. 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.

3. 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
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

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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
• 7Training 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 1940’s but only 1960’s 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 programmer to
update their knowledge, which will further make them productivity useful of the
organization and restore this confidence.

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 TRAINING FOR PRODUCTIVTY IN INDUSTRY:

An effective use of materials, money, machines and human resources is essential for
achieving a higher level of productivity in the industry whereas other resources have
limitations. The human resource has unlimited potential. Moreover, this is the only
activating resources, to be being passive. Its quality can be improvement in the quality for the
human resources through training inputs is of vital importance.

Training of HR can be considered at the levels of

1. Workers
2. Supervisors
3. Trade Union Functionaries
4. Middle level Managers
5. Top Managers

1. Workers: From the point of raising industrial production the training of workers
essentially
• Improving job knowledge
• Attitudinal change

While job knowledge can be imparted through on the job training, attitudinal and behavioral
changes can be induced through training inputs intended to the understanding of his work, his
environment and his relations with his colleagues trade union and the management.

2. Trade Union Functionaries :

Effective use of HR in industry will not be possible without a positive approach on the part
of trade union functionaries. Where there could occasionally, be a great conflict of interests
as well as a role conflict of union functionaries in improving productivity and safe
guarding workers interest, there is a need essentially to give the training on job
evaluation, work study and other productivity techniques. Out experience shows that
their appreciation of these techniques generate a favorable disposition towards the use of these
techniques.

23
The trade union and worker programmes (TUWP)_ OR THE national Productivity
Council is aimed at workers and TU functionaries. The objectives of the programme is to
create productivity consciousness amongst workers trading to a favorable climate in the
organization or enterprise for wider acceptance or productivity improvement efforts and
techniques. These programmes aimed at :

• Acquaint the participants with the concept, approach and techniques or

productivity
• Identifying areas in which employees could play an effective role in promoting
productivity in an organization.
• Develop a rational understanding of the economical and social circumstances and
constraints in which the workers and community are placed.
• Create afavorable climate for the promotion of productivity through positive and
constructive union management relations.
• Help participants in the proper understanding of the role and responsibilities of
the unions.
• These programmes highlight:
• Appreciation of organizational work in the context of micro and macro factors
of production.
• Appreciation of productivity techniques with special reference to manpower
requirements, workload assessment, wage differential (job evaluation) incentive
system etc.
• Appreciation of improved technological requirement for modernization

Thus, NPC programmes aim at educating and training the works in the concepts and
methods of productivity, stimulating the idea and thinking, levels of productivity. The
Central Board of Worker’s education (CBWE) on the other hand, has bordered objectives of
educating workers in trade unionism, good citizenship, leader qualities, etc., the CBWE
scheme adopts a three tier system with the long-term training for workers, teachers who
after their training are deputed to plants for workers education. While NPC programmes are of
short duration and are mostly tailor made, DBSE schemers are broadly both in
objectives and approach.

24
3. Supervisory and Middle Level Management:

Usually, we find that supervisory jobs are filled in by promoting efficient workers. An
efficient worker need not be a good supervisor. The type soft skills required being an
efficient worker and the supervisor are quite different. A good supervisor needs a possess
human relations and administrative skills. Training in these areas seems to be
inadequate. The prime need therefore is to sharpen these skills through systematic
training inputs. An efficient use of training instruments should be made to develop these
skills among the promote supervisors.

• Provides for acquiring professional standards in supervision to those who may hold or
are in line for promotion to supervisor y positions
• Induces existing supervisory personnel to acquire essentials of scientific
supervision through training and self-study, supplemented by the enterprise level
guidance wherever practicable.
• Test if he candidate possess sufficient skills, including management of men at
work, so as to be able to discharge supervisory duties effectively.

TOP MANAGEMENT:
It has to be trained essentially and primarily for bridging the gap between technology and
management. Scientific and technological kno2wledge has been growing, particularly
during the last decade, at an astonishing rate. It becomes vital or the top manager to have keen
appreciation of the widening scope of technology. In this way he will be able to
discharge his functions as an effective manager. Another area where he needs to be
trained and exposed is computers and electronic processes. The growing complexities of
companies internal operations, diversification and growth, and in some cases competitions,
have generated unprecedented pressures. The process of managerial decision-making can be
considerably improved by harnessing these electronic aids.

The top manager also needs to be exposed to the growing complexities of the
environment. He needs to examine the relationship of his job so such as the growing
influence of the government in business, the changing role of the organized labour, the
altered expectation of the public from the business and growing internal competitions as
well as possibilities for international co-operation.

25
Evaluation phase:

Donald Kirkpatrick developed the best-known and most widely used framework

• Reaction: The first level involves reaction measures, or the participants feelings
about the program. Reaction information is usually gathered by questionnaire during or
immediately after the program . At least two aspects of reaction should be
assessed: Did the trainee enjoy the program, and do they think the program will be
useful to them.

• Learning: The second level of evaluation has to do with learning. Learning measures
assess the degree to which trainees have mastered the concepts, information, and
skills that the training tried to impart. Learning is assessed during and or at the end of
the training program with paper and pencil tests, performance tests and graded
simulation exercises.

• Behaviour:-On-the-job behaviour is the third level of evaluation. Behaviour

measures ask whether employees are doing things differently on the job after
training, whether they are visibly using what they have been taught. In essence, this is
transfer of training.

• Results:The final level of evaluation involves results measures. At this level,

the impact of the training program on the work group or organization as a
whole is assessed objectively. The appropriate objective measures to use depend
on the content and objectives of the training. Samples measures of results
include cost savings, profit, productivity, quality, accidents, turnover, and employee
attitude.

26
RECOMMENDATIONS / CONCLUSIONS USING THE EVALUATION TO
IMPROVE TRAINING:

Information from the training evaluation can be used in making decisions about whether to
continue the training program or how to improve it. Modifying the training based on reaction
measures is fairly straightforward. A boring speaker can be replaced, a film rates as
irrelevant dropped, or a caterer changed, depending on the feedback received. If a sound
evaluation design was used, additional modification of the training might be suggested by
scores on the learning, behaviour or results measures.

If insufficient learning occurred, the training presentation itself may have been at fault.
Information may have been presented unclearly, or inadequate time and practice may have
been allowed for trainees to absorb the materials. Alternatively, trainee readiness or
motivation may be been deficient so that an otherwise well designed training experience
had no real impact on the trainees

If behavior on the job did not improve despite gains in learning, the fault could lie in
the needs assessment, the training program itself, or the work environment. If the initial needs
assessment was not performed correctly, trainees might have mastered material that was
not relevant to the demands of their jobs. Thus, while they might have learned something
from the training, what they learned is not something that they can use. Another possibility is
that the training content might have been appropriate, but there was insufficient
emphasis either on transfer of training to the job or on relapse prevention. Finally, the fault
could lie in the work environment if supervisors or the environment do no facilitate the use
of new skills.

When learning and behaviour change but results d no improve, the appropriateness of the
training or validity of the results measures should be scrutinized. If people are
behaving differently, but the behaviour has no impact on the bottom line, from a poor
needs assessment. If on the other hand, the trained behaviours are better and more effective
than the behaviours used previously, then the problem be simply that t6he results measures are
too coarse or contaminated to register their beneficial effect. Results measures like profit
and turnover are affected by many factors outside the organization, such as general
economic and labor market conditions. Perhaps a training program does have beneficial

27
impact, but he impact is simply not visible against larger trends in global results measures.

Utility of Training Programs:

Utility of Training is the net gain realized by an organization as a result of adopting a given
Human Resource Management practice, and it can be calculated for training programs as
well as which Jack Phillips has championed addition a fifth level to Krikpatrick’s
training evaluation hierarchy, return on investment. Phillips believes that the benefits of
training should be carefully quantified and compared to the cost of delivering the training in
order to justify training expenditures and evaluate the relative work of different training
programs.
Calculating utility or return on investment requires both assessing the costs of the training and
putting a dollar on the benefits of the training. Some cost categories associated with the
training are show in as below. They include one-time costs incurred in developing the
program initially, costs that they are incurred each time the program is repeated, and costs
incurred for each person trained. It is harder to put in terms of value on the benefits
of training that it is to assess the costs. First one must estimate how much better a
trained employee will perform than an untrained employee. The money payback of a
certain percentage of improvement in performance depends on the importance of the
job.
It is probably worth more to an organization to increase an than to increase a
secretary’s performance by 10%. He multiplies the amount gained per trainee per year no.
of persons trained.
Next the duration of the training impact mustbe estimated. Because the benefit of training an
employee is lot when that employee quits, turnover rates are often built into utility
calculations. However, even if an employee stays with the organization, the effects of some
kinds of training gradually wear off as trainees forget what they have learned or the
knowledge become obsolete. Thus as estimate of the half-life of the training intervention
also must be factored in.

28
One-Time Costs:

• Needs assessment costs

• Salaries of training designers or consultants
• Purchase for reusable training equipment and materials
• Full-scale evaluation of the program when first offered

Pre-Session Costs

• Trainer salaries, travel and lodging

• Facilities rental

Pre-Trainee Costs

• Trainee wages or salary during training

• Transportation, food and lodging for trainees during training
• No reusable training materials, handouts etc.

The final step in calculating utility is to subtract the total costs from the total benefits of a
particular training program given to a specified number of people. Estimating the necessary
parameters and calculating utility can be extremely complex, but by doing so, an employer can
build a solid justification for a training program on purely economic grounds.

Properly conceived and implemented training programs can have definite effects on
organization performance and profits. A recent extensive study of the utility of several
training programs in a large pharmaceutical company found that training programs varied
widely in their impact, Manager training programs had an average return on investment of
45% whereas sales and technical training had an average return on investment of 156%.
Information of this sort can be used to decide where to direct training resources to produce the
larges impact.

29
 DEVELOPMENT

Development describes the growth of humans throughout the lifespan, from conception to
death. The scientific study of human development seeks to understand and explain how and
why people change throughout life. This includes all aspects of human growth, including
physical, emotional, intellectual, social, perceptual, and personality development. The
scientific study of development is important not only to psychology, but also to sociology,
education, and health care.

Development does not just involve the biological and physical aspects of growth, but also the
cognitive and social aspects associated with development throughout life. The study of
human development is important in a number of subjects, including biology, anthropology,
sociology, education, history, and psychology. Most important, however, are the practical
applications of studying human development. By better understanding how and why people
change and grow, we can then apply this knowledge to helping people live up to their full
potential...

THEORIES OF DEVELOPMENT

Introduction to Theories of Development:

Theories of development provide a framework for thinking about human growth,

development, and learning. But why do we study development? What can we learn from
psychological theories of development? If you have ever wondered about what motivates
human thought and behaviour, understanding these theories can provide useful insight into
individuals and society.

Types of Development Theories

Psychoanalytic Theories:

Psychoanalytical theories of development began with the work of Sigmund Freud, who
believed that early childhood experiences had a lasting effect on the course of development.
Freud’s work was enormously influential and inspired other psychologists to expand upon his
work and develop theories of their own. One of the most famous theorists influenced by

30
Freud was Erik Erikson, whose eight-stage theory of human development remains one of the
best-known psychological theories.

Learning Theories:

During the first half of the twentieth century, a new school of thought known as behaviourism
rose to become a dominant force within psychology. Behaviourists believed that psychology
needed to focus only on observable and quantifiable behaviours in order to become a more
scientific discipline.

According to the behavioural perspective, all human behaviour can be described in terms of
environment influences. Some behaviourists, such as John B. Watson andB.F.Skinner ,
insisted that learning occurs purely through processes of association and reinforcement.
Later, psychologist Albert Bandura rejected this narrow perspective and demonstrated the
powerful effects of observational learning.

Cognitive Theories:

Cognitive theories of development look at how thought processes and mental operations
influence growth and change. Jean Piaget created one of the most famous theories of
cognitive development, suggesting that children are not just passive recipients of information.
Instead, he proposed that children are little scientists, who actively construct their knowledge
and understanding of the world.

31
COMPANY PROFILE

32
 INTRODUCTION TO AUTOMOBILE

Automobile Industry Overview

The automobile industry in India is the ninth largest in the world with an annual
production of over 2.3 million units in 2008. In 2009, India emerged as Asia's fourth
largest exporter of automobiles, behind Japan, South Korea and Thailand.

Following economic liberalization in India in 1991, the Indian automotive industry has
demonstrated sustained growth as a result of increased competitiveness and relaxed
restrictions. Several Indian automobile manufacturers such as DIVINE HONDA, Maruti-
Suzuki and Mahindra and Mahindra, expanded their domestic and international
operations. India's robust economic growth led to the further expansion of its domestic
automobile market which attracted significant India-specific investment by multinational
automobile manufacturers.[3] In February 2009, monthly sales of passenger cars in India
exceeded 100,000 units.

Embryonic automotive industry emerged in India in the 1940s. Following the

independence, in 1947, the Government of India and the private sector launched efforts to
create an automotive component manufacturing industry to supply to the automobile
industry. However, the growth was relatively slow in the 1950s and 1960s due to
nationalisation and the license raj which hampered the Indian private sector. After 1970,
the automotive industry started to grow, but the growth was mainly driven by tractors,
commercial vehicles and scooters. Cars were still a major luxury. Japanese manufacturers
entered the Indian market ultimately leading to the establishment of MarutiUdyog. A
number of foreign firms initiated joint ventures with Indian companies.

In the 1980s, a number of Japanese manufacturers launched joint-ventures for building

motorcycles and light commercial-vehicles. It was at this time that the Indian government
chose Suzuki for its joint-venture to manufacture small cars. Following the economic
liberalisation in 1991 and the gradual weakening of the license raj, a number of Indian
and multi-national car companies launched operations. Since then, automotive component
and automobile manufacturing growth has accelerated to meet domestic and export
demands.

India has emerged as one of the world's largest manufacturers of small cars. According to

33
New York Times, India's strong engineering base and expertise in the manufacturing of
low-cost, fuel-efficient cars has resulted in the expansion of manufacturing facilities of
several automobile companies like Hyundai Motors, Nissan, Toyota, Volkswagen and
Suzuki.

In 2008, Hyundai Motors alone exported 240,000 cars made in India. Nissan Motors
plans to export 250,000 vehicles manufactured in its India plant by 2011. Similarly,
General Motors announced its plans to export about 50,000 cars manufactured in India by
2011.

In September 2009, Ford Motors announced its plans to setup a plant in India with an
annual capacity of 250,000 cars for US$500 million. The cars will be manufactured both
for the Indian market and for export. The company said that the plant was a part of its
plan to make India the hub for its global production business. Fiat Motors also announced
that it would source more than US$1 billion worth auto components from India.

According to Bloomberg L.P., in 2009 India surpassed China as Asia's fourth largest
exporter of cars

Indian automobile companies

Notable Indian automobile manufacturers

 Ashok Leyland
 Chinkara Motors,
 Force Motors
 Hindustan Motors.
 Mahindra
 Maruti Suzuki
 PremierSan Motors
 DIVINE HONDA

Electric car companies in India

 Ajanta Group
 Mahindra

34
  Hero Electric
 REVA
 Tara International
 DIVINE HONDA

Notable Multi-national automobile manufacturers

Locally manufactured Automobiles of Multi-national Companies

 Audi
 BMW.
 Chevrolet
 Fiat
 Ford
 Honda
 Hyundai.
 Mercedes-Benz
 Mitsubishi
 Nissan:
 Renault
 Škoda.
 Toyota

The industry is estimated to be a US$ 34 billion industry with exports contributing 5 per
cent of the revenues. The growth of the Indian middle class with increasing purchasing
power along with the strong growth of the economy over the past few years has attracted
global major auto manufacturers to the Indian market. Moreover, India provides trained
manpower at competitive costs making India a favoured global manufacturing hub. The
Indian automobile industry is going through a technological change where each firm is
engaged in changing its processes and technologies to maintain the competitive advantage
and provide customers with the optimized products and services. The de-licensing of the
sector in 1991 and the subsequent opening up of 100 per cent foreign direct
investment (FDI)through the automatic route marked the beginning of a new era for
the Indian automotive industry. Since then almost all the global major automobile
players have set up their facilities in India taking the level of production of vehicles from

35
2 million in 1991 to 10.83 million in 2007–08.

Stagnation of the auto sector in markets such as Europe, US and Japan on the other, have
resulted in shifting of new capacities and flow of capital to the Indian auto industry. The
Indian automobile industry has been growing at the rate of 15–27 per cent over the past
five years. In two wheelers industry, Indian companies are the largest manufacturers in
the world. Bikes are a major segment in the industry, the other two being scooters and
mopeds. Moreover, Indian car makers are earning acclaim worldwide. The home-grown
automaker, Maruti Suzuki has emerged as the fourth most reputed among auto
companies in the world, even ahead of its parent Suzuki Motor Co of Japan,
according to the Global 200: The World's Best Corporate Reputations list, compiled by
US-based Reputation Institute.
The Indian automobile industry, similar to many other areas in the manufacturing sector,
has been doing quite well. The number of domestic players has increased, foreign majors
like Ford, GM, Toyota, Honda and Suzuki continue to expand and export market too, has
seen an impressive growth. Automobile Statistics play an important role in knowing the
exact state of the industry. The Society of Indian automobile Manufacturers (SIAM) and
Confederation of Indian Industry (CII) are some of the leading industry bodies that keep
track of various emerging trends relating to Indian automobile statistics.

Such figures and statistics help the industry to work out the growth strategies. It also help
the pressure groups to ask for incentives and rebates from the government. The policy-
makers too, can use it for realizing the needs of the auto sector and make proper changes
in policy and give them proper directions.

The performance of the Indian automobile Industry for the fiscal year March 2007-March
2008 was very upbeat. Each of the segments recorded significant growth while the overall
growth for the industry touched 16%.

Domestic Market: Due to an unprecedented rise in the prices of raw materials, it was
speculated by many quarters that the growth would be slow. But, defying all odds, the
passenger vehicle industry has posted a growth of 18% over the previous year.

Coming to the growth rate of various sectors, the commercial automobile segment
registered an increase of 22%. While the Light Commercial Vehicle (LCV) saw a surge

36
by over 21%, both Medium Commercial Vehicle (MCV) and Heavy Commercial Vehicle
(HCV) witnessed a growth of 23%. On the other hand, passenger cars and utility vehicles
industry showed an upsurge of 18% and 20% respectively.

Just like its big brother, the two-wheeler segment has also showed some marked
improvements in its statistical figures with an overall growth of over 15%. With a
growing network of roads, and an increasingly growing population of financially sound
people (mainly the middle-class and rural people) coupled with the easy-on-pocket EMI
schemes, it seems that the time has finally arrived for this industry to prove its mettle.
According to industry figures, the two-wheeler industry grossed over six million two-
wheelers with the ending of the 2006-07 fiscal years.
.

Exports: On the export front too, Indian automobiles have started getting global
recognition. While passenger vehicle exports saw an increase of 29% clocking over
160,000 units, the commercial vehicle exports saw through the roof with an increase by a
whopping 72% counting at over 30,000 units.

In addition, the world's second largest two-wheeler market, i.e. Indian automobile
Industry recorded a growth rate of over 38% exports against the previous year data and
sold a record 3, 00,000 units.

In the light of recent Indian automotive statistics, the industry seems certain to head
northwards. A better and proactive industry push and approach as well as friendly
government policies are very much required for this industry to grow still higher. Helped
on these accounts, the Indian auto sector will make a place for itself in the global arena.

The following is the competency mapping of different brands in the market with their
different shares and plans in the market.

37
So above is the detailed way to see which companies lies where in recent past and it has got
increased with the annual growth of 4 % for each company because the automobile industry
is increasing day by day

The great details which I found on the internet was very interesting regarding the different
positioning of the different brands and it happens in the chronological fashion and has got
nothing to do with the price factor but has to do how customer thinks about them and it is not
only the perception but a detailed analysis of everything in that

• Toyota: Reliable
• Mercedes-Benz : Prestige
• BMW : Driving
• Honda : Reliable (second to Toyota)
• Volkswagen : Practical
• Audi: Advanced technologies
• Hyundai : Cheap
• Porsche : Sports cars
38
• Lexus : Luxury
• Ferrari : Expensive sports cars

Seven Theses on Brand Management in the Automotive Industry

1. The foundation of every brand personality will continue to be basic features such as quality
and reliability. However, these features will increasingly be taken for granted and will no
longer suffice by themselves to differentiate a brand from its competitors.

2. Every department of an automotive company, from development and production to dealer

to workshop, plays a part in the brand personality. Brand management is thus an
allencompassing task.

3. In addition to the product, the future focus must fall more squarely on the customer.
Although many automobile manufacturers already recognize this need, they are only
beginning to put it into practice.

4. Customers have firm expectations of an auto brand. They derive these expectations from
the brand's history and its basic values, and are disappointed when the brand leaves this
familiar terrain. Any brand that does so sacrifices its authenticity and credibility.

5. A brand personality is not infinitely expandable, for a strong brand needs sharp contours.

The number of automobile brands will thus continue to increase while broad-based brands
narrow in focus.

6. Equipment supplier brands are on the move and will increasingly appear in the automobile
under their own names. Manufacturers must thus find ways to tie these brands into a
finetuned overarching concept.

7. Customized and integrated communications via dealers, workshops and direct marketing
will become increasingly important for automobile brands in the future. In contrast, mass
communications will become less important.

39
 INTRODUCTION TO HONDA AUTOMOBILES

Honda Motor Company, Ltd.

Honda Giken Kogyo Kabushiki-gaisha

本田技研工業株式会社

Public
Type
(TYO: 7267) & (NYSE: HMC)

 Automotive
Industry  Aerospace

Founded 24 September 1948

 Soichiro Honda
Founder(s)
 Takeo Fujisawa

Headquarters Minato, Tokyo, Japan

Area served Worldwide

 Satoshi Aoki (Chairman)

Key people
 Takanobu Ito (CEO)

 Automobiles
 Motorcycles
 Scooters
Products
 ATVs
 Electrical Generators
 Robotics

40
  Marine Equipment
 Jets
 Jet Engines
 Lawn and Garden Equipments

Revenue ▲ US$ 120.27 Billion (FY 2010)

Operating
▲ US$ 2.34 Billion (FY 2010)
income

Net income ▲ US$ 1.39 Billion (FY 20010)

Total assets ▲ US$ 124.98 Billion (FY 2010)

Total equity ▲ US$ 40.6 Billion (FY 2010)

Employees 181,876

 Acura
Subsidiaries
 Honda Aircraft Company

Website Honda Worldwide

Honda Motor Company, Ltd. Honda Technology Research Institute Company, Limited) is
a Japanese multinational corporation primarily known as a manufacturer of automobiles and
motorcycles.

Honda is the world's largest manufacturer of motorcycles as well as the world's largest
manufacturer of internal combustion engines measured by volume, producing more than 14
million internal combustion engines each year. Honda surpassed Nissan in 2001 to become
the second-largest Japanese automobile manufacturer. As of August 2008, Honda surpassed
Chrysler as the fourth largest automobile manufacturer in the United States. Honda is the
sixth largest automobile manufacturer in the world.

41
Honda was the first Japanese automobile manufacturer to release a dedicated luxury brand,
Acura in 1986. Aside from their core automobile and motorcycle businesses, Honda also
manufactures garden equipment, marine engines, personal watercraft and power generators,
amongst others. Since 1986, Honda has been involved with artificial intelligence/robotics
research and released their ASIMO robot in 2000. They have also ventured into aerospace
with the establishment of GE Honda Aero Engines in 2004 and the Honda HA-420 Honda
Jet, scheduled to be released in 2011. Honda spends about 5% of its revenues into R&D.

From a young age, Honda's founder, Soichiro Honda had a great interest in automobiles. He
worked as a mechanic at a Japanese tuning shop, Art Shokai, where he tuned cars and entered
them in races. A self-taught engineer, he later worked on a piston design which he hoped to
sell to Toyota. The first drafts of his design were rejected, and Soichiro worked painstakingly
to perfect the design, even going back to school and pawning his wife's jewelry for collateral.
Eventually, he won a contract with Toyota and built a factory to construct pistons for them,
which was destroyed in an earthquake. Due to a gas shortage during World War II, Honda
was unable to use his car, and his novel idea of attaching a small engine to his bicycle
attracted much curiosity. He then established the Honda Technical Research Institute in
Hamamatsu, Japan, to develop and produce small 2-cycle motorbike engines. Calling upon
18,000 bicycle shop owners across Japan to take part in revitalizing a nation torn apart by
war, Soichiro received enough capital to engineer his first motorcycle, the Honda Cub. This
marked the beginning of Honda Motor Company, which would grow a short time later to be
the world's largest manufacturer of motorcycles by 1964.

The first production automobile from Honda was the T360 mini pick-up truck. Powered by a
small 356 cc straight-4 gasoline engine, it was classified under the cheaper Kei car tax
bracket. The first production car from Honda was the S500sports car. Its chain driven rear
wheels point to Honda's motorcycle origins.

Trademark origins
The stylized word and drawing design HM logo is a registered trademark at the USPTO, and
owned by Honda Motor Company Ltd.

Whereas Honda's trademark had been registered in Japan since November 13, 1953 it wasn't
until a decade later that the motorcycle and automobile company filed for

42
trademarkregistration in the United States. On Friday, August 30, 1963, Honda GikenGokyo
Kabushiki Kaisha of Tokyo, Japan filed for two trademarks with the USPTO.

One trademark was for the word mark of HM within an oval geometric shape. The
application, signed by founder Soichiro Honda, was filed in the primary category of non-
metallic building material products. Description included for the HM trademark was for land
vehicles-namely, motor cars, motorcycles, and motor trucks. Trademark registration was
granted on September 15, 1964.

Honda filed a second trademark with the USPTO on the same date of August 30, 1963. The
second mark was for the winged HM design logo that Honda had registered in Japan since
June 15, 1962. The Winged HM mark is in the non-metallic building material products as
well and applied to goods and services for land vehicles-namely, motor cars, motorcycles,
and motor trucks. The USPTO granted registration on September 15, 1964.

Of note, the USPTO initially issued an Office Action to Honda rejecting their application for
both the HM and Winged HM marks. The U.S. trademark office cited two other HM
trademarks that would likely cause confusion, mistake, or deception. Additionally they
determined that the identification of goods was too broad and indefinite. One of the confusing
HM trademarks was U.S. Registration No. 748,4794 for pneumatic tires and owned by B.F.
Goodrich. The other confusing trademark was for Holman & Moody for automobile bodies
and frames, U.S. Registration No. 708,684. Honda responded to the Office Action, and
following the USPTO's admonitions, amended their applications to narrowly define the
description of their goods and services to readily distinguish the Honda HM trademarks to
avoid confusion, mistake or deception. Subsequently, the USPTO accepted Honda's response
and approved their trademark registration on both marks. U.S. trademark status for the HM
and stylized winged HM is registered and renewed. Both marks are owned by Honda Motor
Co. LTD of Tokyo, Japan.

Corporate Profile and Divisions

Honda is headquartered in Minato, Tokyo, Japan. Their shares trade on the Tokyo Stock
Exchange and the New York Stock Exchange, as well as exchanges in Osaka, Nagoya,
Sapporo, Kyoto, Fukuoka, London, Paris and Switzerland.

43
The company has assembly plants around the globe. These plants are located at China, USA,
Pakistan, Canada, England, Japan, Belgium, Brazil, New Zealand, Indonesia, India, Thailand,
and Turkey.

Honda's Net Sales and Other Operating Revenue by Geographical Regions in 2010

Geographic Region Total revenue (in millions)

Japan ¥1,681,190

North America ¥5,980,876

Europe ¥1,236,757

Asia ¥1,283,154

Others ¥905,163

Automobiles

Honda's global lineup consists of the Fit, Civic, Accord, Insight, CR-V, Odyssey and S2000.
An early proponent of developing vehicles to cater to different needs and markets worldwide,
Honda's lineup varies by country and may feature vehicles exclusive to that region. A few
examples are the latest Acura TL luxury sedan and the Ridgeline, Honda's first light-duty
pickup truck. Both were engineered primarily in North America and are exclusively produced
and sold there.

The Honda Civic is a line of compact cars developed and manufactured by Honda. In North
America, the Civic is the second-longest continuously-running nameplate from a Japanese
manufacturer; only the Toyota Corolla, introduced in 1968, has been in production longer.
The Civic, along with the Accord and Prelude, comprised Honda's vehicles sold in North
America until the 1990s, when the model lineup was expanded. Having gone through several
generational changes, the Civic has become larger and more upmarket, and it currently slots
between the Fit and Accord.

44
Honda Automobiles is one of the Big Asian Four (with Toyota, Nissan and Hyundai). The
2006 Ridgeline was a reintroduction of the concept of a Uni-Body truck. Earlier examples of
this concept are the Subaru Brat and Baja, Volkswagen Rabbit pick-up, and Dodge
Rampage/Plymouth Scamp.

Honda increased global production in September 2008 to meet demand for small cars in the
U.S. and emerging markets. The company is shuffling U.S. production to keep factories busy
and boost car output, while building fewer minivans and sport utility vehicles as light truck
sales fall. Honda produces the Insight, an affordable hybrid electric vehicle that competes
with Toyota Prius. Its first entrance into the pickup segment, the lightdutyRidgeline, won
Truck of the Year from Motor Trend magazine in 2006 (also in 2006, the redesigned Civic
won Car of the Year from the magazine, giving Honda a rare double win of Motor Trend
honors).

45
 ABOUT HONDA DIVINE

OberaiMotors has been promoted by ShriRakeshOberai, who is a part of the S.L. Oberai
Group engaged in Mining, Lime manufacturing and in Automobile Dealerships in Dehradun.

In the year 1985, ShriRakeshOberai initiated the diversifications of the family's mining
business into Automobile Dealership with the franchise of DCM Toyota vehicles. Thereafter,
he added the Bajaj Auto franchise in the year 1989. In september 1991, he took over the
ailing Hindustan Motors Dealership of DEE DEE Motors Private Limited and turned it
around by increasing its turnover to four times within one year. In 1993, he also took on the
Ashok Leyland Limited franchise for the Garhwal Region which was continued till 1998. In
the short period of time, the Company manage to establish a substaintial market share for the
Ashok Leyland product.

Oberai Motors today is a trusted name and leading organization in the Automobile trade in its
region. The DIVINE HONDA Dealership was awarded to Oberai Motors in November 1999.
The company has managed to successfully promote the DIVINE HONDA Passenger Car
range in their region, in a short span, due to sheer determination, hard work and a customer
oriented approach.

In the Company's continuous efforts to achieve customer delight, the company has set up a
full fledged Sales, Service cum Spare Parts outlets spread over an area of more than one acre
just six kms from the heart of the City of Dehradun. It has state-of-the-art Workshop facility
with latest equipments such as Paint Booth, computerized Wheel Alignment, Wheel
Balancing and crash repair system, among other to cater to the needs of their customers.

To further provide convince to its customers, the Company has a branch office cum service
center at Saharanpur as well.

Being satisfied with working of the group, M/S DIVINE HONDA awarded Oberai Motors
the dealership for promoting the sale of their Commercial Vehicle Range in 2002. The new
company has established a state of the art 3S facility in the Transport Nagar, where the sale

46
and service facility will be developed for the Commercial Vehicle range. The company has
also established a 3S facility for commercial vehicles and passenger car in Maletha, Sringar,
Garhwal for catering to the growing needs of customers in the hilly region.

ShriRakeshOberai has carved for himself a niche in automobile market. He is connected with
a large number of business, social and religious organisation, and is highly respected in
business and social circles.

He is assisted by his son Raghav Oberai, who has graduated in Mechanical Engineering from
Manipal Institute of Technology, Manipal and an MBA from Indian School of Business,
Hyderabad. After getting his Engineering Degree, he was selected on Campus by DIVINE
HONDA as a Graduate Engineer trainee in their Jamshedpur Plant. After one year experience
with DIVINE HONDA he joined the family business of Automobile Dealership in the year
1999. Under his leadership, the DIVINE HONDA Passenger Car dealership and the DIVINE
HONDA Commercial Vehicles dealership have grown to establish the Highest Market Shares
and Customer Satisfaction level in the Garhwal region of Uttaranchal.

47
 REASERCH
METHODOLOGY

48
 REASERCH METHODOLOGY

Problem Formulation

It’s an era of cut-throat competition and skillful people in the organizations. Everybody has to
keep up with the pace in order to match up with the requirements and qualities of the
organization. But it is observed that in many companies that due to work pressure and
personal needs of money, employees are not able to pay attention to the up gradation of their
skills. Automobile sector is a booming one and hence challenges to sustain with it are also
difficult.

Research Objective

 Evaluation of effectiveness of training and development programme in DIVINE

HONDA.
 General perception of members about training and development programme.

SOURCE OF DATA

The data collection for the project work from two source i.e.,

primary and secondary sources.

1) Primary Data
 Questionnaire
 Interview

2) Secondary Data
 Website
 Books
 Magazine

49
RESEARCH DESIGN

Descriptive research design; It is concern with describing the characteristics of a particular

individual of a group.

SAMPLING DESIGN

Sampling Technique;- The sampling method has been followed for this study is RANDOM
SAMPLING.

Sample size;-50

Sample area;-Honda Divine Dehradun.

LIMITATION OF THE STUDY

Followings are the some limitations which were found during the study:-

 Sample size was too short due to time limitation of training.

 Some employees were not interested to give the proper response.
 Lack of knowledge about the training was also found in employees.

50
 DATA ANALYSIS
AND
INTERPRETATION

51
 DATA ANALYSIS AND INTERPRETATION

1- Response regarding awareness of training & development program in DIVINE

HONDA..
Strongly Aware Can’t Unaware Strongly
Scaling Aware Say Unaware

No. of 8 20 6 10 6
respondents
in figure
16 40 12 20 12
Percentage

100%

90%

80%

70%

60% strongly aware

aware
50%
can't say
40%
unaware
30% strongly unaware

20%

10%

0%
strongly aware can't say unaware strongly
aware unaware

INTERPRETATION- The mean score of the above statement is 2.72 .On behalf of this
interpretation we can say that majority of respondents are aware with training &
development program.

52
2-Response regarding whether the training programme makes the employees competent and
professional.

Strongly Can’t Strongly

Scaling Agree Agree Say Disagree Disagree

No. of 15 10 7 12 6
respondents
in figure
30 20 14 24 12
Percentage

100%

90%

80%

70%

60% strongly agree

agree
50%
can't say
40%
disagree
30% strongly disagree

20%

10%

0%
strongly agree can't say disagree strongly
agree disagree

INTERPRETATION- The mean score of the above statement is 2.68 .On behalf of this
interpretation we can say that majority of respondents are strongly agree that training
program makes more competent & professional.

53
3- regarding whether the skills acquired in training programme relevant for job.

Strongly Can’t Strongly

ScalingResponces Agree Agree Say Disagree Disagree

No. of 18 12 6 10 4
respondents in
figure
36 24 12 20 8
Percentage

100%

90%

80%

70%

60% strongly agree

agree
50%
can't say
40%
disagree
30% strongly disagree

20%

10%

0%
strongly agree can't say disagree strongly
agree disagree

INTERPRETATION- The mean score of the above statement is 2.4 .On behalf of this
interpretation we can say that majority of respondents are strongly agree that skills acquired
in training & development program are relevant for job.

54
4-Responses regarding whether training improve interpersonal relationship.

Strongly Can’t Strongly

Scaling Agree Agree Say Disagree Disagree

No. of 10 20 4 10 6
respondents
in figure
20 40 8 20 12
Percentage

100%

90%

80%

70%

60% strongly agree

agree
50%
can't say
40%
disagree
30% strongly disagree

20%

10%

0%
strongly agree can't say disagree strongly
agree disagree

INTERPRETATION- The mean score of the above statement is 2.64 .On behalf of this
interpretation we can say that majority of respondents are agree that training improves
interpersonal skills.

55
5-Responses regarding whether DIVINE HONDA MOTOR motivate its employees for
training & development.

Strongly Can’t Strongly

Scaling Agree Agree Say Disagree Disagree

No. of 20 14 8 6 2
respondents
in figure
40 28 16 12 4
Percentage

100%

90%

80%

70%

60% strongly agree

agree
50%
can't say
40%
disagree
30% strongly disagree

20%

10%

0%
strongly agree can't say disagree strongly
agree disagree

INTERPRETATION- The mean score of the above statement is 2.12..On behalf of this
interpretation we can say that majority of respondents are strongly agree that DIVINE
HONDA motivates employees for training.

56
6-Resposes regarding whether the employees are earlier sent for training in DIVINE HONDA
MOTOR.

Strongly Can’t Strongly

Scaling Agree Agree Say Disagree Disagree

No. of 15 12 3 12 8
respondents in
figure
30 24 6 24 16
Percentage

100%

90%

80%

70%

60% strongly agree

agree
50%
can't say
40%
disagree
30% strongly disagree

20%

10%

0%
strongly agree can't say disagree strongly
agree disagree

INTERPRETATION- The mean score of the above statement is 2.72 .On behalf of this
interpretation we can say that majority of respondents are strongly agree that employees are
sent for training & development program.

57
7-Responses regarding Training conducted in organisation free from biases.

Strongly Can’t Strongly

Scaling Agree Agree Say Disagree Disagree

No. of 14 18 5 7 6
respondents
in figure
28 36 10 14 12
Percentage

100%

90%

80%

70%

60% strongly agree

agree
50%
can't say
40%
disagree
30% strongly disagree

20%

10%

0%
strongly agree can't say disagree strongly
agree disagree

INTERPRETATION- The mean score of the above statement is 2.46 .On behalf of this
interpretation we can say that majority of respondents are agree that training& development
program is free from biases.

58
8-Games and simulation is one of the methods of training & development.

Strongly Can’t Strongly

Scaling Agree Agree Say Disagree Disagree

No. of 10 14 3 2 1
respondents
in figure
33.33 46.66 10 6.6 3.33
Percentage

100%

90%

80%

70%

60% strongly agree

agree
50%
can't say
40%
disagree
30% strongly disagree

20%

10%

0%
strongly agree can't say disagree strongly
agree disagree

INTERPRETATION- The mean score of the above statement is 2.92 .On behalf of this
interpretation we can say that majority of respondents are agree that games and simulation are
the method of training & development program.

59
9-Employees should be encouraged and rewarded for acquiring relevant higher qualification.

Strongly Can’t Strongly

Scaling Agree Agree Say Disagree Disagree

No. of 15 17 6 6 6
respondents
in figure
30 34 12 12 12
Percentage

100%

90%

80%

70%

60% strongly agree

agree
50%
can't say
40%
disagree
30% strongly disagree

20%

10%

0%
strongly agree can't say disagree strongly
agree disagree

INTERPRETATION- The mean score of the above statement is 2.42 .On behalf of this
interpretation we can say that majority of respondents are agree that employee should be
encouraged and rewarded for acquiring higher qualification.

60
10- Do you agree that training and development program should be Organized in regular
interval?

Strongly Can’t Strongly

Scaling Agree Agree Say Disagree Disagree

No. of 18 14 7 7 4
respondents
in figure
36 28 14 14 8
Percentage

100%

90%

80%

70%

60% strongly agree

agree
50%
can't say
40%
disagree
30% strongly disagree

20%

10%

0%
strongly agree can't say disagree strongly
agree disagree

INTERPRETATION- The mean score of the above statement is 2.3 .On behalf of this
interpretation we can say that majority of respondents are strongly agree that a training &
development program should organised at regular interval.

61
11-Responses regarding whether trainers are efficient enough to provide effective training.

Strongly Can’t Strongly

Scaling Agree Agree Say Disagree Disagree

No. of 13 12 6 10 9
respondents in
figure
26 24 12 20 18
Percentage

100%

90%

80%

70%

60% strongly agree

agree
50%
can't say
40%
disagree
30% strongly disagree

20%

10%

0%
strongly agree can't say disagree strongly
agree disagree

INTERPRETATION- The mean score of the above statement is 2.8.On behalf of this
interpretation we can say that majority of respondents are strongly agree that trainee are
efficient for providing effective training.

62
12-Responses regarding whether training programme actually enhances career graph.

Strongly Can’t Strongly

Scaling Agree Agree Say Disagree Disagree

No. of 20 15 2 8 5
respondents in
figure
40 30 4 16 10
Percentage

100%

90%

80%

70%

60% strongly agree

agree
50%
can't say
40%
disagree
30% strongly disagree

20%

10%

0%
strongly agree can't say disagree strongly
agree disagree

INTERPRETATION- The mean score of the above statement is 2.26 .On behalf of this
interpretation we can say that majority of respondents are strongly agree that training &
development program enhances the career graph.

63
 FINDINGS

 The mean score of the above statement is 2.72 .On behalf of this interpretation we can
say that majority of respondents are aware with training & development program.
 The mean score of the above statement is 2.68 .On behalf of this interpretation we can
say that majority of respondents are strongly agree that training program makes more
competent & professional.
 The mean score of the above statement is 2.4 .On behalf of this interpretation we can
say that majority of respondents are strongly agree that skills acquired in training &
development program are relevant for job.
 The mean score of the above statement is 2.64 .On behalf of this interpretation we can
say that majority of respondents are agree that training improves interpersonal skills.
 The mean score of the above statement is 2.12..On behalf of this interpretation we can
say that majority of respondents are strongly agree the NCC Bank Ltd. motivates
employees for training.
 The mean score of the above statement is 2.72 .On behalf of this interpretation we can
say that majority of respondents are strongly agree that employees are sent for
training & development program.
 The mean score of the above statement is 2.46 .On behalf of this interpretation we can
say that majority of respondents are agree that training& development program is
free from biases.
 The mean score of the above statement is 2.92 .On behalf of this interpretation we can
say that majority of respondents are agree that games and simulation are the method
of training & development program
 The mean score of the above statement is 2.42 .On behalf of this interpretation we can
say that majority of respondents are agree that employee should be encouraged and
rewarded for acquiring higher qualification.
 The mean score of the above statement is 2.3 .On behalf of this interpretation we can
say that majority of respondents are strongly agree that a training & development
program should organised at regular interval.
 The mean score of the above statement is 2.8.On behalf of this interpretation we can
say that majority of respondents are strongly agree that trainee are efficient for
providing effective training.

64
 The mean score of the above statement is 2.26 .On behalf of this inerpretaton we can
say that majority of respondents are strongly agree that training & development
program enhances the career graph.

65
 CONCLUSION

Training is a process in DIVINE HONDA is increasing the knowledge and skills for doing a
particular job. It is an organized procedure by which people learn knowledge and skill for a
definite purpose. The purpose of training is basically to bridge the gap between job
requirements and present competence of an employee. Training is an aimed at improving the
behaviour and performance of a person. It is never ending or continuous process. Training is
closely related to education.

On behalf of these responses I reach to the conclusion that in DIVINE HONDAMOTOR

most of the employee are very much aware about the programmes of Training &
development .And most of the employees were strongly aware about the T&D programs.
People of this organisationare sent to different –different places for taking higher training
programmes (like-in NOIDA)

In this study we found that most of the employees were agree that the T&D programmes
helps to make them more competent & professional. And we also found that T&D program
plays an important role to enhance the career graph.

66
 RECOMMENDATIONS

Followings are the some suggestion for improvement:-

 Making more people aware about the benefit of the training and development
programs. This would create a desire for professional excellence.
 Organization should provide more effective and competent environment to give the
professional training. This would improve the relevance as well as efficiency and
effectiveness of the training thus imparted.
 Such training programs should include the methods like-simulation, case studies,
aptitude test & situation reaction test etc.
 Training program should be designed which can help to improve interpersonal
relationships hence creating focus on super ordinate goals.
 By having these T&D programs the organisation can motivate their employees to give
their best at all conditions and hence increasing the employee productivity.

67
 BIBILIOGRAPHY

BOOKS REFFERED

 Aswathappa.K. Human Resource and Personnel Management, DIVINE HONDA

McGraw-Hill Publishing co., New Delhi.

 Kothari, C.R., Research Methodology, WishwaPrakashan., New Delhi.

WEBSITES

www.DIVINE HONDAmotors.com

www.hr.com

www.hrtools.com

68
 ANNEXURE

Ques-1 Are you aware of training and development program in DIVINE HONDA?

 Strongly Aware
 Aware
 Can’t say
 Unaware
 Strongly Unaware

Ques-2 has the training program made employees more competent and professionals?

 Strongly Agree
 Agree
 Can’t Say
 Disagree
 Strongly Disagree

Ques-3 Are the skills acquired by you in training and development program relevant foR Job?

 Strongly Agree
 Agree
 Can’t Say
 Disagree
 Strongly Disagree

Ques-4 Is there any need to improve employees interpersonnel relationship?

 Strongly Agree
 Agree
 Can’t Say
 Disagree
 Strongly Disagree

Ques-5 Does DIVINE HONDA motivates its employees to go for training and
Development?

 Strongly Agree
 Agree
 Can’t Say
 Disagree
 Strongly Disagree

69
Ques-6 Have ever earlier employees are sent for training in DIVINE HONDA?

 Strongly Agree
 Agree
 Can’t Say
 Disagree
 Strongly Disagree

Ques-7 Are you agree that training and development program conducted in organizationIs
free from biases?

 Strongly Agree
 Agree
 Can’t Say
 Disagree
 Strongly Disagree

Ques-8 Do you think that games and simulation should be one of the method Of DIVINE
HONDA?

 Strongly Agree
 Agree
 Can’t Say
 Disagree
 Strongly Disagree

Ques-9 Should the employees be encouraged and rewarded for acquiring relevant higher
qualification?

 Strongly Agree
 Agree
 Can’t Say
 Disagree
 Strongly Disagree

Ques-10 Are you agree that training and development program should be

Organized in regular interval?

 Strongly Agree
 Agree
 Can’t Say

70
  Disagree
 Strongly Disagree

Ques-11 Do you think that the trainers are efficient enough to provide you effective training?

 Strongly Agree
 Agree
 Can’t Say
 Disagree
 Strongly Disagree

Ques-12 Does the training program actually enhances the career graph?

 Strongly Agree
 Agree
 Can’t Say
 Disagree
 Strongly Disagree

71