Reprot Auto HR

Certificate
This is to certify that the project report at
Imperial Auto Industries Ltd

Faridabad
Submitted in partial fulfillment of the requirement for the

award of the degree of
MASTER OF BUSINESS ADMINISTRATION
To
MD UNIVERSITY ROHTAK
Is a record of bonafide Training carried out by
Richa Arya
Under my supervision and guidance and that no part of this report has
been submitted for the award of any other degree/diploma/
fellowship or similar title or prizes.
FACULTY GUIDE
Name : MEERA WADHWA Signature & seal of the

Qualification: M.B.A. Learning center
DAV INSTITUTE OF MANAGEMENT FARIDABAD

STUDENT DECLARATION
I, Richa Arya REG. No. 08-DAVIM-6823 hereby declares that the

internship report entitled “Analysis of training at Imperial Auto” has been
prepared by me under the guidance of MRS Meera Arora in DAV Institute
of Management Faridabad in the partial fulfillment of the requirements for
the award of the Degree of Masters of Business Administration from
Maharishi Dayanand University, Rohtak.
I further declare that this internship report has not been
submitted to any University/Institution for award of any Degree/Diploma.
PLACE: Richa Arya

DATE:

ACKNOWLEDGEMENT
I express my sincere thanks to Mr. Manoj Batra (HR Manager), Imperial Auto Industries
LTD. to have given me the opportunity to work on such a challenging project. I also
would like to thank the respondent’s help, without which it would not have been possible
to accomplish the project successfully. Their timely feedback has facilitated in bringing
the project in the present form.
Last but not the least I would also like to thank to Mr. Ravinder Wadhwa
(HR Executive) and Plant Head Mr. L.M.Sharma and our friends who took time to help
me for doing this project. This helped me immensely to study the pricing strategies. I just
hope that the recommendations and suggestions presented by me are considered
seriously.
Richa Arya
DAV Institute Of Management, Faridabad

Industry Profile
Evolution of Global Auto Industry
In past 70 years Motorcar has transformed society and personal mobility. In 1890, the
average person traveled 13 miles in a year and now an average person travels 13 miles a
day. There were 800 cars on the road at the end of 19th century. By 1910 that number
increased to almost 460000 with more than 300 cars makers setting up business. Ten year
later there were 8 million vehicles on the road. As production grew prices fell. During
second world war, the entire industry had embraced the concept of mass production,
initiated by Henry ford’s Model T. Growing personal wealth and international trade
created new export markets in North America, Japan and Western Europe. After the oil
crisis of 1973, manufacturing has been dominated by the production techniques, quality,
manufacturing and sales of Japanese manufacturers. By the year 2000 the Industry was
producing 59.7 million vehicles annually. In the 1990s and the early years of the new
millennium, growing consolidation among car and truck manufacturers has taken place.
The environment now has been the key issue in vehicle engineering and production. The
cost involved in meeting new environment laws has fuelled a sharp rise on product
development spending Those without the financial muscle have disappeared. The
similar fragmented commercial vehicle industry also during 1990 contracted into a
handful of global manufacturers.

Evolution of Indian Auto Component Industry
The Indian auto component industry is one of India's sunrise industries with tremendous
growth prospects. From a low-key supplier providing components to the domestic market
alone, the industry has emerged as one of the key auto components centers in Asia and is
today seen as a significant player in the Global Automotive Supply Chain. India is now
a supplier of a range of high-value and critical automobile components to global auto
makers such as General Motors, Toyota, Ford and Volkswagen amongst others.
According to the Auto Component Manufacturers' Association (ACMA), the Indian auto
component sector generated sales of about US$ 15 billion in fiscal year 2006-07,
including US$ 2.8 billion worth of exports.
Going by current trends in production and exports of auto components, the domestic
Indian auto component manufacturing industry is heading for a whopping 18% growth in
the coming years compared to the export market which is estimated to reach $2.7 bn by
the year 2010.
The three main factors providing impetus to this industry are the ever increasing domestic
automobile industry (two-wheelers, commercial vehicles and passenger cars), the

aftermarket sales and servicing industry and the outsourcing of component manufacturing
to India and China by the global titans
The Indian Auto component Industry has always been riding over the Indian Automobile
industry. The Component industry started out small in the 1940s supplying components to
Hindustan Motors and Premier Automobiles. In the 1950s, the arrival of Telco, Bajaj, and
Mahindra & Mahindra led to steadily increasing production. In the 1980s with Maruti,
the growth suddenly accelerated. Boom time for the auto components industry started
with the arrival of India's "people's car" - the Maruti.
The new car required components that would adhere to its stringent quality standards. It
virtually gave birth to a variety of new age auto component manufacturers who
manufactured components that combined the best of technology with quality. As Maruti
became India's best selling car, the path of Indian auto component industry took an
upswing. Export figures also climbed. Low costs of labor and raw material resulted in
exports taking a quantum jump.
The influx of foreign auto majors ranging from Mercedes Benz, Ford, General Motors to
Daewoo few years ago presented a world of opportunity for the industry. The auto
components industry responded with huge capacity expansion and modernization
programs.
However, the global auto giants soon realized that the Indian market was not as big as it
appeared to be. Their targets went haywire, inventories piled up and bookings were
canceled. This also coincided with a general slowdown in the Indian economy in the last
one or two years. The auto component industry in India, which is driven by domestic
demand, also faced sluggish growth. However, things have taken a turn for the better.
Growth in the commercial vehicle and the passenger car segments has been 20 per cent
year on year and 40 per cent year on year respectively from year 2000 onwards

Some Indian companies have used the recession to trim down by cutting costs and
improving productivity. Several companies have entered into technological collaboration
and equity partnership with world leaders in auto components. They have not only
adopted their systems but also their manufacturing and management practices. Strict
quality controls, sound technology and high volumes will enable the Indian auto
component industry to chart greater progress in the coming future.
The New multinationals that came in India to manufacture and sell in India realized that
it was cheaper to manufacture products in India by around 30%. They were exposed to a
new idea of exporting back low cost good quality products back to their global factories
and thus reduce their overall costs. This resulted into high demand for components and
that’s how at last the component industry lost its dependence on the local Automobile
manufacturers. The industry is now exposed to a global market, which is 50 times bigger
in size.
India’s automotive component industry manufactures the entire range of parts required by
the domestic automobile industry and currently employ about 250,000 persons. Auto
component manufacturers supply to two kinds of buyers – Original Equipment
Manufacturers (OEM) and the Replacement Market. The replacement market is
characterized by the presence of several small-scale suppliers who score over the
organized players in terms of excise duty exemptions and lower overheads.
The new car required components that would adhere to its stringent quality standards. It
virtually gave birth to a variety of new age auto component manufacturers who
manufactured components that combined the best of technology with quality. As Maruti
became India's best selling car, the path of Indian auto component industry took an
upswing. Export figures also climbed. Low costs of labor and raw material resulted in
exports taking a quantum jump.
The influx of foreign auto majors ranging from Mercedes Benz, Ford, General Motors to
Daewoo few years ago presented a world of opportunity for the industry. The auto
components industry responded with huge capacity expansion and modernization
program.

However, the global auto giants soon realized that the Indian market was not as big as it
appeared to be. Their targets went haywire, inventories piled up and bookings were
canceled. This also coincided with a general slowdown in the Indian economy in the last
one or two years. The auto component industry in India, which is driven by domestic
demand, also faced sluggish growth. However, things have taken a turn for the better.
Growth in the commercial vehicle and the passenger car segments has been 20 per cent
year on year and 40 per cent year on year respectively from year 2000 onwards.
Some Indian companies have used the recession to trim down by cutting costs and
improving productivity. Several companies have entered into technological collaboration
and equity partnership with world leaders in auto components. They have not only
adopted their systems but also their manufacturing and management practices. Strict
quality controls, sound technology and high volumes will enable the Indian auto
component industry to chart greater progress in the coming future.
The New multinationals that came in India to manufacture and sell in India realized that
it was cheaper to manufacture products in India by around 30%. They were exposed to a
new idea of exporting back low cost good quality products back to their global factories
and thus reduce their overall costs. This resulted into high demand for components and
that’s how at last the component industry lost its dependence on the local Automobile
manufacturers. The industry is now exposed to a global market, which is 50 times bigger
in size.

Automotive industry crisis of 2008–2009
The automotive industry crisis of 2008–2009 is a global financial crisis in the auto
industry that began during the later half of 2008. The crisis is primarily felt in the United
States' automobile manufacturing industry and, by extension, Canada, due to the
Automotive Products Trade Agreement, but other automobile manufacturers, particularly
those in Europe and Japan, are also suffering from the crisis
The automotive sector was first weakened by the substantially more expensive
automobile fuels linked to the 2003-2008 oil crisis which, in particular, caused customers
to turn away from large sport utility vehicles (SUVs) and pickup trucks, the main market
of the American "Big Three" (General Motors, Ford, and Chrysler). The US automakers
also suffered from considerably higher wages than their non-unionized counterparts,

including salaries, benefits, healthcare, and pensions. In return for labor peace,
management granted concessions to its unions that resulted in uncompetitive cost
structures and significant legacy costs.
In 2008, the situation became critical because the global financial crisis and the related
placed pressure on the prices of raw materials. In certain countries, particularly the
United States, the Big Three have been under heavy criticism since their vehicle offerings
were largely fuel inefficient SUVs and light trucks, despite the increase in the price of oil.
Accordingly, they suffered both from consumer perception of relatively higher quality
models available from abroad — particularly from Japan and to some extent from Europe
—and from transplants, foreign cars manufactured or assembled in the United States.
The Big Three had neglected development of passenger cars and instead focused on light
trucks due to better profit margins, in order to offset the considerably higher labour costs,
falling considerably behind in these market segments to Japanese and European
automakers.
As of the beginning of 2009, the vehicle companies of the world are being hit hard by the
economic slowdown across national boundaries. Car companies from Asia, Europe,
North America, and elsewhere have been forced to implement creative marketing
strategies to entice reluctant consumers to purchase vehicles, when many firms are
experiencing double digit percentage sales declines. Major manufacturers, including the
Big Three and Toyota, are offering substantial discounts. Hyundai is even offering to
allow customers to return their new cars if they lose their jobs

Company Profile
Founded in 1969, IAI today is a pioneer manufacturer and exporter in automotive tubing
sector. Employing about 900 qualified people, it has manufacturing operations in 5
different plants in India & warehouses in Detroit and London. In 1990 IAI became
supplier to the most OES like New Holland, Suzuki, DCM Toyota, JCB, Mahindra
Nissan and other main players of the industry.
With an ambition to become a globally recognized and financially strong company, IAI
sustains an undisputed leadership in
the Indian market. IAI is well established strong company and has heavily invested in
several auto-parts plants in
important automotive fields, each plant's facilities meet international standards to
assure the quality of the product at
international level.
The company policy is to ensure value for money to the customer, by providing
products, which meet customer's requirement.
IAI strives to achieve consistent improvement in quality through process control,
adherence to quality system and safe
and clean working environment.
QS-9000 Certified in the year 2000 , ISO-14001 awarded in 2003 and TS-16949
certified in 2004 IAI has become the ultimate
choice of the global market in the automotive sector.
In 2005 Imperial Auto signed up a joint venture with TRI (Tokai Rubber Industries of
Japan).

History
1970s
IAI started supplying to M&M, Telco, Kirloskar, FIAT, Ambassador etc. the only
automotive players in that decade.
1980s
Japanese collaborations like Maruti-Suzuki & LCVs from Mazda, Nissan, Toyota and
Mitsubishi started manufacturing in India. IAI started supplies to Maruti Suzuki,
DCM,Toyota, Swaraj Mazda, JCB & Mahindra Nissan. For the first time, India
experienced high volume manufacturing of Cars. For the first time, India experienced
high volume manufacturing of Cars.
1990s
Multinationals like New-Holland, Ford, FIAT, John-Deere, JCB, Hitachi, Mitsubishi, GM
IAI took active participation in the emerging scenario & became a supplier most of the
above OEs.
2000s
Global sourcing from multinationals overseas is a great potential area, like JCB, John-
Deere, New Holland, Cummins, Komatsu etc. IAI got status of approved global supplier
from John Deere, Cummins is already exporting to some OE manufacturers overseas.
COMPANIES PHILOSOPHY:
Ensure value for money to the customer
Make products which meet/ exceed customer expectations.
Treat work force as member of a big family.
Run all business groups operations profitably

COMPANY GOALS:
HR POLICY
DOMESTIC SALES GROWTH
COLLABORATIONS & PATERNSHIP
PRODUCT PROFIT CENTERS
EXPORTS
SIX SIGMA, SUPPLIER DEVELOPMENT
CUSTOMER DELIGHT
TEAM BUILDING
ZERO PP
Vision
“TO become a globally recognized, financially
Strong company, sustaining undisputed leadership
in the Indian market”

Quality, Health & Safety & environmental Policy
iAi a manufacturer of automotive hoses and tubes commits itself to giving value
for money to our customer.iAi is on a growth path through continuous technology
iAi shall diligently shoulder its responsibilities toward improvements and
innovations.
iAi trains and motivates employees & suppliers for achieving excellence .
clean environment and safety of workmen.
iAi is commited to meet all legal and other requirements.
MILESTONES
1969
Established as a partnership firm and started assembling full hoses in a small area
(30 sq. meter).
1970
Supplies to Mahindra & Mahindra Ltd. Commenced as O.E.
1971
Supplies to Kirloskar Oil Engines Ltd. Started as O.E.
1972
Supplies to Telco as O.E.Supplies to Escorts as O.E.
1978
Rubber processing facilities for manufacture of rubber hoses.
1979
Established facilities for manufacture of fuel injection pipes.

1982
Manufacturing of F.I. pipes started in bulk.
1984
Supplies of brake tubes & fuel lines to Maruti Udyog Ltd. started.
1985
Numerically controlled bending machines installed for bending larger diameter pipes
1989
Collaboration with Meiji Rubber for brake hoses
Supply of fuel injection tubes for Railway Traction Locomotives
1990
Caterpillar fuel injection tube development started.
1992
Commenced manufacture of high pressure hose assemblies at new unit at plot 94, sector-
25, faridabad. ISI certification obtained for brake hoses.
1995
Started activities for ISO 90002 accreditation
Adopted Cummins supplier improvement programme.
1996
Supplies to Tata Cummins commenced
Improved facilities for radiator/bend hoses installed.
New plant for fuel injection pipes at sector 27-c, completed.
New plant at plot no. 83, sector-25, started.
1997
ISO 9002 accreditation.
Self certification for auto Malt Telco, Pune
Technical collaboration with Gates, USA.

1998
Imperial auto industries becomes public limited
Production started at pune plant
Joint venture with Eagle Picher Fluid Systems Ltd. U.K
Started activities for QS-9000.
1998
Imperial auto industries becomes public limited
Production started at pune plant
Joint venture with Eagle Picher Fluid Systems Ltd. U.K
Started activities for QS-9000.
1999
Target exports to developed countries
2000
QS-9000 accreditation for all plants (Plant-I,II,III,IV).
Global supplier to JCB, John-Deree & Cummins
2003
Certificate awarded ISO-14001
2004
Certification TS-16949
PRODUCT PORTFOLIO
HIGH PRESSURE FUEL INJECTION LINES

Fuel injection cluster pipe sets for multi cylinder engines.
Railway diesel engine ,heavy tank etc.
HYDRAULIC HIGH PRESSURE COMPONENTS

Hydraulic high pressure hose assembly.
Seamless tube assembly for high pressure manifolds and hydraulic applications.
NYLON TUBES
Fuels system.
Brake booster pipes/Lubricants Pipes
Clutch /Vaccum/Lubrication pipes.
BREAK LINE & CLUTCH COMPONENTS

Hydraulic brake hoses.
Air brake hoses
Connecting Lines
Brake tubes
Power Stearing Hoses
Clutch Tubes
Airlines
FUEL LINE COMPONENTS

Fuel Lines
Fuel Return Lines
Over flow Lines, Manifolds(Spill pipes)
Long length rolls of flexible hoses with PVC cane
TUBULAR COMPONENTS

Exhaust pipes/ Components.
Oil, Water & Air delivery pipes
Structural automotive fabricated tubes.
Fuel tank necks

Pipes & hoses for tanks, Armoured vehicles ,etc
Components for Air starting system.
RUBBER PRODUCT
Hoses without end fitting.
Radiator/Bend Hoses
Fuel hoses as per given geometry
Multilayered hoses- FKM, NBR, CSM

CONCEPTUALIZATION
Evolution of HRM
Personnel functions: Till 1930s, it was not felt necessary to have a separate discipline
of management called “Personnel management”. In fact, this job was assigned as part of
the factory manager. Adam Smith’s concept of factory was that it consists of three
resources, land, labour and capital. This factory manager is expected to “procure,
Process and peddle” labour as one of the resources. The first time when such a specialist
“person” was used; it was to maintain a “buffer” between employer and employee to
meet the “legitimate need” of employees. However, it is the employer who decided what
is “legitimate need” of employees. In fact, the specialist “person” was more needed to
prevent “unionization” of employees. This was the case before 1930-s all over the world.
Earlier references: In western countries HRM had its primitive beginning in 1930s. Not
much thought was given on this subject in particular and no written records or documents
interesting to note HRM concepts was available, in ancient philosophies of Greek, Indian
and Chinese. This is not to suggest that industrial establishment and factories system, as it
is known today, existed in ancient Greece, India or china. The philosophy of managing
Scope of Human Resource Management
The Scope of HRM is in deed fast. All major activities in the working life of worker
from time of his entry in an organization until he / she leaves, come under the preview of
HRM. Specifically, the activities included are Human Resource planning, Job analysis
and design, Recruitment, Selection, Orientation and placement, Training and

development, Performance appraisal and Job evaluation, employee and executive
remuneration and communication, employee welfare, safety and health, industrial
relations and the like.
HRM is becoming a specialized branch giving rise to a number of specialized areas like :
Staffing
Welfare and Safety
Wages and Salary Administration
Training and Development
Labour Relations
Objectives of the HRM are to secure the following: -

1. Industrial peace: This is secured by excellent union management relations, healthy
inter-personal relationships, and promoting participative management style and good
industrial and labour relations.
2. Achieve High Productivity: The underlying objective brings to increase the “quantity
or volume” of the product or service for a given input, productivity improvement
programme is very significant in a competitive environment.
3. Better quality of working life of employees: This involves both intrinsic and
extrinsic factors connected with work.
4. Obtain and sustain competitive advantage through empowerment: continuous
improvement and innovative steps being the two essential ingredients to achieve and
sustain competitive advantage, today’s industries
are “knowledge based” and “skill intensive”.
5. Cordial relationship between the employer and employees.
6. Personnel research functions.
7. Proper orientation and introduction to the new employees.

Role of HR
Due to rapidly changing markets across various industries, the role of HR has changed
significantly. In today’s highly competitive markets it’s vital that human resources add
value to each organization. The role of HR has stepped up – and became an equal
business partner in order to support the business goals. They have to focus on the
strategies to preserve growth and profitability in their traditional western markets, while
aggressively pursuing the opportunities in the east.
Key topics:-
HR strategies have to be flexible to confront changing markets and company production
relocation plans
They have to identify and develop the right leader - one who can
identify the winning path and successfully lead the organization along that path
They have to manage to retain the talents - spread culture of commitment
They have to bring people who can boost the spirit of innovation

Introduction of Training
Training is process of learning a sequence of programmed behavior. It is the application
of knowledge. It gives people an awareness of the rules and procedures to guide their
behaviors. It attempts to improve their performance on the current job and prepares them
for an intended job.
Need for training :

Specifically, the need for training arises due to the following reasons: To match the
employee specifications with the Job requirements and organizational Needs:
Management finds deviations between employee’s present specifications and the job
requirements and organizational needs. Training is needed to fill these gaps by
developing and molding the e mployee skills, knowledge, attitude, behavior, etc… to the
tune of the job requirements and organizational needs as felt Glaxo India, ICICI…
Organizational Viability and the Transformation Process: The primary goal of most
of the organizations is that their viability is continuously influenced by environmental
pressure. If the organization desires to adapt to these changes, first it has to train the
employees to impart specific skills and knowledge in order to enable them to contribute
to organizational efficiency and to cope with training in order to ensure a smooth
transformation process.
Technological Advance: Every organization to survive and to be effective should adopt

the latest technology i.e. mechanization, computerization and automation. So, the
organization should train the employee’s train the employees to enrich them in the areas
of changing technical skills and knowledge from time to time.

Organizational Complexity: With the emergence of increased mechanization and
automation, manufacturing of multiple products and by-products or dealing in services of
diversified lines, extension of operations to various regions of the country or in overseas
countries, organization of most of the companies has become complex: This creates the
complex problems of co-ordination and integration of activities adaptable for and
adaptable to the expanding and diversifying situations. This situation calls for training in
the skills of co-ordination, integration and adaptability to the requirements of growth,
diversification and expansion.
Human relations: Trends in approach towards personnel management has changed from
the commodity approach to partnership approach, crossing the human relations besides
maintaining sound industrial relations although hitherto the managers are not accustomed
to deal with the workers accordingly. Training in human relations is necessary to deal
with human problems.
Change in the job assignment: Training is also necessary when the existing employee is
promoted to the higher level in the organization and when there is some new job or
occupation due to transfer. Training is also necessary to equip employees with advanced
displaces, techniques or technology. Training also becomes essential when an
organization has plans for modernization.
The need for training also arises to:

Increased Productivity.
Improved quality of the product/service.
Help a company to fulfill its future personnel needs.
Improved organizational climate.
Improved health and safety.
Prevent obsolescence.

Effect personal growth.
Minimize the resistance to change and
To act as mentor.
Evolution of Training
William James of Harvard University estimated that employees could retain their jobs by
working at a mere 20-30 percent of their potential. His research led him to believe that if
these same employees were properly motivated, they could work at 80-90% of their
capabilities. Behavioral science concepts like motivation and enhanced productivity
could well be used for such improvements in employee output. Training could be one of
the means used to achieve such improvements through the effective and efficient use of
learning resources.
Training and development has been considered an integral part of any organization
since the industrial revolution era. From training imparted to improve mass production to
now training employees on soft skills and attitudinal change, training industry has come a
long way today.
Organization and individual should develop and progress simultaneously for the their
survival and attainment of mutual goals. So, every modern management has to develop
the organization through human resource development. Employee training is the most
important sub-system of human resources development. Training is a specialized function
and one of the fundamental operative functions for human resources management.
The market is unofficially estimated to be anywhere between Rs 3000 crores and Rs

6000 crores. What is surprising is that the Indian companies. Perception regarding
corporate training seems to have undergone a sea-change in the past two years, with most
companies realizing it to be an integral part of enhancing productivity of its personnel.
While MNC.s with their global standards of training are the harbingers of corporate
training culture in India, the bug seems to have bitten most companies aiming at
increasing their efficiency.

According to Ms Pallavi Jha, Managing Director, Walchand Capital and Dale Carnegi
Training India, "The Indian training industry is estimated at approximately Rs 3,000
crores per annum.
The NFO study states that over a third of this is in the area of behavior and soft skills
development. With the exponential boom in the services sector and the emergence of a
full-fledged consumer-driven market, human resources have become the key assets,
which organizations cannot ignore. With soft skills training gaining so much momentum,
its imperative to understand if it serving the right purpose or not.
The following steps must form the basis of any training activity:
Determine the training needs and objectives.

Translate them into programs that meet the needs of the selected trainees.
Evaluate the results.
There are few generalizations about training that can help the practitioner. Training
should be seen as a long term investment in human resources using the equation given
below:
Performance = ability (x) motivation
Training can have an impact on both these factors. It can heighten the skills and abilities
of the employees and their motivation by increasing their sense of commitment and
encouraging them to develop and use new skills. It is a powerful tool that can have a
major impact on both employee productivity and morale, if properly used.

Classification of Training
There are a number of training methods available. Use of particular methods depends on
the trainees’ viz., worker, supervisor, and manager. Basically these methods can be
classified into following broad categories:
On the job training
Off the job training
In regard to employees, other than managers (executives following are the methods of
training:
On the job training

1. Apprenticeship training.
2. Job instruction training (JIT).
Off the job training

1. Class room lectures.
2. Conferences/seminars.
3. Group discussions/case study analysis.
4. Audio visual/film shows.
5. Simulation/Computer modeling.
6. Vestibule training.
7. Programmed instructions (PI).
8. Games and Role-playing.
On The Job Training:
Apprenticeship Training:

Skilled worker and apprenticeship training. The duration of the course/training depends
on the nature of trade and desired skill level. Apprenticeship training is normally given to
artisans, electricians, plumbers, bricklayers and the like. The duration normally varies
from 2 to 5 years. This should not mix up with government sponsored “Apprenticeship
Training” for unemployed youth certain underdeveloped nations like India.
Apprenticeship training is carried out under the guidance and intimate supervision of a
master craftsman’s/expert worker/supervisor. During apprenticeship training period, the
trainee is paid less than that of a qualified worker.
Job Instruction Training(JIT):

During Second World War, Allied Forces experienced acute shortage of skilled craftsmen
and able supervisors. Special training programme was initiated on warfootings. Special
training. Training within industry(TWI) was one such programme. JIT was part of TWI.
JIT was intended for developing efficient supervisiors. JIT proved very effective and
extremely popular.
Off The Job Training:
Class Room Lectures:

This is the simplest form of training. This is a best form of instruction when the intention
is to convey information on rules, regulations, policies, and procedures. This form so also
suited on imparting knowledge on theory and concepts. Lecture form has limited success
when the objective is to improve the skill level of trainees. Another advantage is that it
can be used effectively even when numbers of trainees. Another advantage is that it can
be used effectively even when numbers of trainees are more. It also saves time. Major
disadvantage is that it involves passive participants of trainees and depends on ability of
teacher to a great extent.
Conferences, 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 a group
activity. It encourages group discussion and participation of individuals for seeking
clarifications and offering explanatations and own experiences. It is a planned activity

with a leader/ moderator to guide the proceedings, which is focused on agreed agenda
points prefixed during planning of such conferences. There are 3 variations nearly
Directed conferences, Training conference and seminar/workshops.
Audio/Visual and film shows:

In order to improve understanding, audio-visual aids considered very useful and
sometimes inescapable to demonstrate operation of a machine or explain a process.
Audio –visual and film shows can supplement the efforts of lecturing and improve its
effectiveness.
Group Discussions and Case study analysis:

Christopher Lang dell initially introduced case study method at Harvard Law School in
1880’s. The principle used is “experience is the best teacher”. Here several empirical
studies are examined in details to find out commonalities to derive general principles.
This method has, however, limited use for workers but better use for supervisors. In case
of workers, one area of importance in this method is that of quality control.
“The case study is based upon the belief that managerial competence can best attained
through the study, contemplation and discussion of concrete cases.
Simulation/Computer Modeling:
Any training activity in which actual working environment is artificially created as near
and realistic as possible, is called simulation training. Case study analysis experimenting
exercises, game playing, computer modeling and vestibule training etc. come under this

category. When using computer-programming method artificially creates work
environment, we call it computer modeling.
Vestibule Training :
In vestibule training, employees are trained on the equipment they are employed, but the
training is conducted away from the place of work. For training a machine shop operator,
a vestibule or separate room is arranged for training in which all necessary equipment and
machines required in an actual machine shop are duplicated.
Programmed instruction:
Programmed instruction is a structured method of instruction aided through texts,
handouts, books, and computer aided instructions (CAI). In this case the instruction
material and information is broken down in meaningful units and arranged in a proper
sequence to form a logical method of learning package, the learning ability is tested and
evaluated in real time basis.
Retraining:
Technology is advancing at a very rapid pace. Hence obsolescence is a major problem
fixed by individual workers. Second problem faced by the workers are the introduction of
automation. Loyal workers of long service, suddenly find themselves useless to the
company. There are many instances of protests and fear by many workers in various
fields like railways, posts and telegraphs, LIC, Banking etc..
Phases of Training:
The various steps involved in the design and development of training programme
particularly for the employees are:

Identification of training needs of employees
Planning of training programme
Preparation of trainees
Implementation
Evaluation
The last stage in the training programme process is the evaluation of results this is the
main part to know the effectiveness/determines the results of the training programme.
Benefits of training
How Training Benefits the Organization:
Leads to improved profitability and/or more positive attitudes toward profits
orientation
Improve the job knowledge and skills at all levels of the organization
Improve the morale of the workforce
Helps people identify with organizational goals
Helps create a better corporate image
Fosters authenticity, openness and trust
Improves the relationship between boss and subordinate
Aids in organizational development
Learns from the trainee
Helps prepares in guidelines for work
Aids in understanding and carrying out organizational policies
Provides information for future needs and all areas of the organization
Improves labor management relations
Helps prepare guidelines for work
Organization gets more effective decision making and problem solving skills
Aids in development for promotion from within
Aids in developing leadership skills, motivation, loyalty, better attitudes and
others aspects that successful workers and managers usually display.
Helps keep costs in many areas, e.g. production, personnel distribution etc…

Develops a sense of responsibility t the organization for being competent and
knowledgeable.
Benefits to the individual which in turn ultimately should benefit the organization:
Helps the individual in making better decisions and effective problem solving.
Through training and development, motivational variables of recognition,
achievement, growth, responsibility and advancement are internalized and
operationalised.
Aids in encouraging and achieving self-development and self-confidence.
Provides information for improving leadership, knowledge, communication skills
and attitudes.
Increases job satisfaction and recognition.
Moves a person towards personal goals while improving interactive skills.
Provides the trainee an avenue for growth and a say in his/her own future
Develops sense of growth in learning.
Helps a person develop speaking and listening skills: also writing skills when
exercises are required.
Helps eliminate fear in attempting new tasks.
IMPEDIMENTS TO EFFECTIVE TRAINING:

There are impediments which can make a training programme ineffective:
Management commitment is lacking and uneven: Most companies do not spend
money on training. Those that do tend to concentrate on managers, technicians and
professionals. The rank and file workers are ignored. This must change for as a result of

rapid technological change, combined with new approaches to organizational design and
production management, workers are required to learn three types of new skills:
(I) The ability to use technology.
(ii) The ability to maintain it.
(iii) The ability to diagnose system problems.
In an increasingly competitive environment, the ability to implement rapid
changes in product and technologies is often essential for economic viability.
Aggregate spending on training is inadequate: companies spend misuscule of their

revenues on training. Worse still, budget allocation to training is the first item to be cut
when a company faces financial crunch.
Educational institutions award degrees but graduates lack skills: This is the reason
why business must spend vast sums of money to train workers in basic skills.
Organizations also need to train employees in multiple skills. Managers, particularly at
the middle level, need to be retrained in team-playing skills, entrepreneurship skills,
leadership skills and customer oriented skills.
Large scale coaching of trained workers: Trained workforce is in great demand.
Unlike Germany, where local business groups pressure companies not to poach
company’s employees there is no such system in our country. Companies in our country,
however insist on employees to sign ‘bongs of tenure’ before sending them for training,
particularly before deputing them to undergo training in foreign countries. Such bonds are
not effective as the employees or the poachers are to pay the stipulated amounts as
compensation when the bounds are breached.
No help to workers displaced because of downsizing: Organizations are downsizing
and de-layering in order to trim their workforces. The govt. should set apart certain fund
from the national renewal fund for the purpose of retraining and rehabilitating displaced
workers.
Employers and B schools must develop closer ties: B schools are often seen as not
responding to labour-market demands. Business is seen as not communicating its demand
in B schools. This must change.

Organized labour can help: organized labour can play a positive role in imparting
training to workers. Major trade unions in our country seem to be busy in attending to
mundane issues such as bonus, wages, settlement of disputes and the like. They have little
time in imparting training to their members.
Training at imperial
Training is the most important activity and plays an important role in the development of
human resources. To put the right man at the right task with the trained personnel has
now become essential in today’s Globalized Market. No organization has a choice on
whether or not to develop employees. Therefore training has nowadays become an
important and required factor for maintaining and improving interpersonal and inter
group collaboration. Our approach to training must be to increase productivity and
profitability and secondly to initiate personal growth and development.
Training topics
iAi is a manufacturing organization therefore training given in the organization are
technical & non-technical:-
1.3M
2. ISO/TS16949
3. Basics of 5’s.
4. Safety.
5. SPC.
6. Kaizen
7. ISO14001.
8. Poka Yoke
9. CAPA.
10. ERP

11. Material Handling.
12. Inventory Control.
13. Quality Policy
14. Cost of Quality.
15. Control Plan.
16. Suggestion scheme.
17. Contingency plan.
18. Fire Fighting.
19. APQP.
20.7 QC Tools.
21. CCR.
22. 7 Step Problem Solving.
23. Basic of lean Manufacturing.
24. FIFO.
25. Emergency Response.
26. Leadership.
27. Communication skills .
28. Time Management.
29. Team Building
Objectives of the study

To analyze the training methods followed in iAi.
To put forward suggestions and recommendations in the Training methods
followed in the organization.
To analyze whether the training has reached the employees.

The purpose of the study is to understand the training and development programme
followed in iAi. The methodology evolves from the objectives of the project and involves
collecting primary and secondary data.
Process of training at Imperial
1. Training need and identification sheet is prepared which contains topic mentioned
above and distributed to different departments where the staff members have to fill grades
according to their requirement for the training.
2. And on the basis of requirement of training, annual training calendar is prepared.

3. Based on annual training calendar monthly calendar for each month is prepared, which
include topics on which training is to be imparted in the given month along with trainer
name, date, & timings.
4. After that an intimation sheet is prepared in which name of trainee, name of trainer,
date, timing, venue is mentioned and this intimation sheet is circulated among all the
departments to intimate them about the training.
5. On the day of training both the trainees and trainers are informed once again and
training is provided. And at the end of training session a feedback form is given to all the
trainees so that they can give there suggestion for training provided to them.
6. And last but not the least step is to evaluate the performance of trainees after providing
training to them.
The Training programme plays an important role in increasing the knowledge and skill of
an employee for doing a particular job. Training is a short term educational process and
utilizing a systematic and organized procedure by which employees learn technical
knowledge and skills for a definite purpose and then reward the employees based on the

performance through performance appraisal system after the training programme are
conducted. Therefore the study is completely based on the training and development
programmes conducted in iAi .
TRAINING IS REQUIRED TO ACHIEVE THE FOLLOWING:

Growth, Expansion and Modernization
To increase productivity and profitability, reduce cost and finally enhance skill
and knowledge of the employee.
To prevent obsolescence.
To help in developing a problem solving attitude.
To give people awareness of rules and procedures.
To make people more competent .
To make personnel become committed to their job resulting in pro activeness.
To make people trust each other more.
KEY ASPECTS OF HRD TRAINING IN iAi

 Learning and Development
 Leadership, Management Training
 Setting training and learning at the right level
 Training Needs Analysis (TNA)
 Train the Trainer

Research Methodology
Research methodology is considered as the nerve of the project. Without a proper well-
organized research plan, it is impossible to complete the project and reach to any
conclusion. The project was based on the survey plan. The main objective of survey was
to collect appropriate data, which work as a base for drawing conclusion and getting
result.
Therefore, research methodology is the way to systematically solve the research
problem. Research methodology not only talks of the methods but also logic behind the
methods used in the context of a research study and it explains why a particular method
has been used in the preference of the other methods.
Research Objective
1) To analyze the training method used in iAi.
2) To put forward suggestions and recommendations in the Training methods
followed in the organization.
3) To analyze whether the training has reached the employees.

Research design is important primarily because of the increased complexity in the market
as well as marketing approaches available to the researchers. In fact, it is the key to the
evolution of successful marketing strategies and programmers. A research design
specifies the methods and procedures for conducting a particular study. According to
Kerlinger, “Research Design is a plan, conceptual structure, and strategy of investigation
conceived as to obtain answers to research questions and to control variance.
Descriptive Research
The type of research adopted for study is descriptive. Descriptive studies are undertaken
in many circumstances when the researches is interested to know the characteristic of
certain group such as age, sex, education level, occupation or income. A descriptive study
may be necessary in cases when a researcher is interested in knowing the proportion of
people in a given population who have in particular manner, making projections of a
certain thing, or determining the relationship between two or more variables. The
objective of such study is to answer the “who, what, when, where and how” of the subject
under investigation. There is a general feeling that descriptive studies are factual and very
simple. This is not necessarily true. Descriptive study can be complex, demanding a high
degree of scientific skill on part of the researcher.
Descriptive studies are well structured. An exploratory study needs to be flexible in its
approach, but a descriptive study in contrast tends to be rigid and its approach cannot be
changed every now and then. It is therefore necessary, the researcher give sufficient
thought to framing research.
Questions and deciding the types of data to be collected and the procedure to be used in
this purpose.

Descriptive studies can be divided into two broad categories: Cross Sectional and
Longitudinal Sectional. A cross sectional study is concerned with a sample of elements
from a given population. Thus, it may deal with household, dealers, retail stores, or other
entities. Data on a number of characteristics from sample elements are collected and
analyzed. Cross sectional studies are of two types: Field study and Survey. Although the
distinction between them is not clear- cut, there are some practical differences, which
need different techniques and skills. Field studies are ex-post-factor scientific inquiries
that aim at finding the relations and interrelations among variables in a real setting. Such
studies are done in live situations like communities, schools, factories, and organizations.
Another type of cross sectional study is survey result, which has been taken by me. A
major strength of survey research is its wide scope. Detail information can be obtained
from a sample of large population .Besides; it is economical as more information can be
collected per unit of cost. In addition, it is obvious that a sample survey needs less time
than a census inquiry. Descriptive research includes survey and fact finding enquiries of
different kinds of the major purpose. Descriptive research is description of the state of
affairs, as it exists at present. The main characteristic of this method is that the researcher
has no control over the variables; he can only report what has happened or what is
happening. The methods of research utilized in descriptive research are survey methods
of all kinds including comparative and co relational methods. The reason for using such
needs to be flexile in its approach, but a descriptive study in contrast tends to be rigid and
its approach cannot be changed ever now and then.
Data collection methods

After the research problem, we have to identify and select which type of data is to
research. At this stage; we have to organize a field survey to collect the data. One of the
important tools for conducting research is the availability of necessary and useful data.

Primary data: For primary data collection, we have to plan the following four
important aspects.
 Sampling
 Research Instrument
Questionnaires
This is the most popular tool for the data collection. A questionnaire contains question
that the researcher wishes to ask his respondents which is always guided by the objective
of the survey.
Sampling Methodology
It refers to the definite plan adopted by the research for obtaining the data from the
respondents; the technique adopted here is to gather data from sampling unit,
questionnaire method .
Sample unit
The respondents were Linemen, Assistant Executives /Junior Executives, Senior
Assistants /Assistant etc.
Secondary Data: Data were collected from documents, records, Internet, text books
and company past records etc.
Data analysis and interpretation

To analyze the project report the pie chart and bar chart is used.
Pie chart
This is very useful diagram to represent data, which are divided into a number of
categories. This diagram consists of a circle of divided into a number of sectors, which
are proportional to the values they represent. The total value is represented by the full
create. The diagram bar chart can make comparison among the various components or
between a part and a whole of data.
Bar chart
This is another way of representing data graphically. As the name implies, it consist of a
number of whispered bar, which originate from a common base line and are equal widths.
The lengths of the bards are proportional to the value they represent.
Preparation of report
Percentage was calculated for each factor as per the below shown formula
Number of respondents in favour of X 100
Percentage = ----------------------------------------------------------
Total number of respondents
FORMULATION OF HYPOTHESIS
The hypothesis has been to analyze the effectiveness of training programme conducted in
the company i.e. It analyzes the effective training methods and techniques adopted to
achieve the organizational goals.

Tools used for testing of hypothesis
A Hypothesis is the tentative explanatation for something. It frequently attempts to

answer the questions “How” and “Why” at one level, hypothesis simply suggests how
particular variable is related.
At a more theoretical level hypothesis may offer a reason for the way that particular
variable was selected generally speaking, it is a logically organized set of proposition
which serves to define the events describe the relationships among these events and
explains the occurrence of these events.
By hypothesis we mean a statement hypothesis testing deals with a procedure, which

aspects or rejects the hypothesis.
The two hypothesis are :
NULL HYPOTHESIS
It states there is no significance difference between the sample value and population
value. This means that the observe difference is clue to the random fluctuations Ho
denotes the null hypothesis.
ALTERNATIVE HYPOTHESIS
In case the null is rejected, we should have the alternate hypothesis to accept alternative
hypothesis denoted accordingly.
Types of Errors
While testing hypothesis, there are four possible combinations between the population
value and sample value. The four combinations are:
Hypothesis is true & test accepts it.

Hypothesis is true & test rejects it. (Type 1 error)
Hypothesis is false & test accepts it. (Type 2 error)
Hypothesis is false & test rejects it.
Level of significance
It is nothing but the probability of rejecting a true hypothesis and denoted by α.
1-α gives the level of confidence of the experiment in taking the decision. It is always
preferable to keep the level of significance at a low percentage. It means that we should
not reject a true hypothesis. β represents the risk of accepting a false hypothesis 1-β is
called the power of the test.
Acceptance region
This represents the region with in which the calculated of the statistics must lie to accept
the null hypothesis. If calculated value lies in this region then the null hypothesis will be
rejected.
Hypothesis testing procedure :

1. Set up a null hypothesis denoted by Ho this means there is no significant difference
between sample value and population value. In case if Ho is rejected we must have an
alternative hypothesis.
2. Select the level of significance.
3. Select an appropriate distribution for the test, which is known as test hypothesis the
distribution generally used are normal distribution students ‘t’ distribution, Fisher ‘F’
distribution or chi-square Ψ distribution.
4. Calculate the necessary values from the given data for the test.
5. Make conclusion from testing. If calculated value is less than the tabulated value,
else Ha is accepted and Ho is rejected.
Test of Hypothesis
Whether the training and development activities has reached the employees or not.
Efforts are made in the study for proving the following hypothesis.

Information:
Sample size : 40
Number of respondents for “YES” : 38
Number of respondents for “NO” : 2
Assumptions:
The test is at 5% level of significance.
It is assumed that out of total population 5% of the respondents will respond negatively.
Such a test for attributes are one tailed on the basis of the above assumptions
Null hypothesis = Ho = Training and development activities has not reached the
employees effectively.
Alternative hypothesis = Ha = Training and development activities has reached the
Test statistic Zcal = │p-P│

√ PQ∕ n
when n = sample size
p = Population proportion
P = sample proportion
Q = Significance
Given:
p = 38/40 = 0.92
P = 95% = 0.95
Q = 1-P = 1-0.95 = 0.05
n = 40
Therfore,
Zcal = │p-P│

= √PQ/n
= √0.95×0.05/40
= 0.03
Zcal = │0.92-0.95│
0.03
Ztab = 1.96
Conclusion
Zcal < Ztab
Therefore , we can infer that training and development activities has reached the
Data interpretation
Exhibit: 1
What do u understand by training ?
Interpretation:
A mixed view of employees has come out of it. Most of the employees think that training
according to them is an instrument to bring effectiveness. So that they can perform their
work with great efficiency and effectively.

Exhibit: 2
Have you undergone any type of training?
Interpretation:
A mix view comes out of it 65% of the employees receives training in one or the other
But this 65% includes employees who receives training only once in their work life.
While 35% didn’t receive any type of training and this data includes new joiners also.

Exhibit: 3
Kind of training program?
Interpretation

Most of the employees says that they receive on- the job training . 68% of the total
respondents says that they receives on-the job training . While 32% says that they
receives off- the job training .
Exihibit: 4
Type of training provided to employees

Interpretation:
At imperial out of the total training session conducted 45% are training on the same
topics on which training is already imparted, And they are trained for new innovations or
Of new ideas in the same field. While 22% training is given on new technology
introduced in the company. And 20% given on Sensitivity topics .
Exhibit: 5
Was the environment during training period comfortable?

Interpretation
Out of the sample size of 40, 90% employees that are 36 employees find training
environment comfortable they are very comfortable to adjust according to the situation.
While other 10% find it uncomfortable in some or the other way.
Exhibit: 6
Are you satisfied with the training you had?

Interpretation
Most of the employees are not satisfied with the training provided to them very rarerly
training is provided to them while employees want refresher training on timely basis
Only 45% of the employees are satisfied with the training they had in imperial. While
55% says that training provided to them is not enough to increase their efficiency.
Exhibit: 7
Where were you trained?

Interpretation
Most of the training programs in imperial are conducted at the workshop itself
almost 50% are conducted at workshop itself then conference hall is used for
training program. While classroom lecture are used for 15%. But training conducted
outside the establishment is very rare its just because of saving cost .
Exhibit: 8 Training faculty

. How were the trainers?

Interpretation
35% of the trainers are qualified and experienced, skillful and knowledgeable and they
encouraged class participation as well to make employees understand better. While
employees find that 25% of them are focusing on encouraging class participation .
25% are Qualified and experienced and 15% of them are skillfull and knowledgeable.
Exhibit: 9 .
How did u find the behavior of trainers during training session?

Interpretation
Employees find trainers are friendly during the training session’s .They find that they can
easily interact with the trainers. 35% says that it was easy going normal discussion
takes place in training session. While 10% says that trainers are sometime rude
they are not in a mood to respond to their answers. And 3% says that trainers are
impartial to them.
Exhibit: 10
What was the duration of the training programme?
Interpretation:

A large percentage shows that training program end up with in a day. On the other side
some training programs are conducted for a time span of 2-3 days this percentage
includes training on the topics with vast information and time is required to end up with
the topic. While training for one week and fortnight are conducted very rarely training on
which practical training is required or technical trainings required are conducted for large
span of time of 1week or fortnight.
Exhibit: 11
Training program is the part of?
Interpretation:

A large no of employee says that training program is the part of continues learning. 55%
of the employees says that its continues learning. The opinion of 20% of the employees is
that training is a part of Performance appraisal. Out of the sample unit 10% says that it is
a part of work schedule. While 15% says that training is a part of all the above aspects.
Exhibit : 12
Is the training programme having Pre-test and Post-test?

Interpretation:
Whenever training is conducted most of the time pre and post test are conducted to
Evaluate their effectiveness and to cross check their knowledge they receive during the
training sessions.75% says those tests are conducted to judge their effectiveness.
Exhibit: 13
. Is your performance evaluated and feedback given after training?

Interpretation
Most of the population says that evaluation is done but feedback is not given them.
Employees are not satisfied with the feedback procedure of iAi.
Exhibit: 14
How effectively is the training programme implemented on-the-job.

Interpretation
Out of the total sample unit, 41% think that through training quality of their work life
improved. Training help those to increase their efficiency and effectiveness .On the other
hand 27% think that training helps in increasing the working environment. While 18%
Think that it increases group synergy and 14% says that training is helpful for developing
their personality.
Exhibit: 15
Is your self-efficacy increased by the training programme?
Interpretation:

After getting training most of the employees feels that they are able to do their work with
more confidence and can do their work effectively and efficiently.85% of the employees
feel that training brings confidence in them. While 15% doesn’t feel any changes in them
from training.
Exhibit: 16
Training enhance the following?
Interpretation:

Out of the total sample unit of 40 employees .only 10% that is 4 employee feel that
training enhances communication skills. While 12% and 13% employees feel that
training enhances behavior and efficiency respectively. On the other hand 15% think that
It is operational skills which are enhanced by training. 20% think that it is tea bulding
spirit which is enhanced it them. And 30% observes that all tha above qualities are
improved in them.
Exhibit: 17
How were you benefited by training in terms of money?
Interpretation:

The diagram shows that a large no of employees receives recognition through the training
programs conducted in iAi. 45% of the employees says its recognition which they
recives from the training conducted . while 25% says that they are benefited through the
increase of incentives also.
Exhibit: 18
How has training programme benefited the organization?

Interpretation:
A Mixed opinion is carried out of Questionnaire that training program
Helps in increasing the productivity.27% think that it increases quality of work life. 25%
think it improves human relation. While only 13% think that
Training improves intrapersonal relations.
Limitations of the study
1. The time duration was very short, to complete the study in the stipulated time.
2. The study is purely confined to iAi and based on the facts and data provided by the
company.
3. Due to time and financial constraints it was possible to interview 40 respondents
though we selected 60 respondents. However, adequate representation was given for all
categories of employees and officers.

Findings
Most of the employees are not satisfied with the training they received, they wants
refresher as well as training on new technology or new concept on regular basis.
(Exhibit: 4)
Trainings are conducted very rarely.
Evaluation are done but fedback are not provided to the employees because of
which employees didn’t take it seriously (Exhibit:10)
Whenever company has to cut down the cost than training is the first thing to go
with.
Lack of commitment among managers regarding training.
There are employees in all experience level in the organization.
The internal department of core competencies and continuous process
improvements has made iAi one of the most exciting Staffing companies to work
The management showing their full efforts for the growth of iAi.

The company is having skilled employees who can give prime solutions to the
clients more effectively.
Suggestions & Recommendations

Adequate time to training should be given.
Feedback should be provided to the employees.
Training should be conducted regularly.
Managers have to be committed regarding training.
Managers have to motivate their employees to take part in training program.
Trainers should have to make training session interactive.
Determine the training needs through job description, performance appraisal,
potential appraisal and discussion with employees.
Prepare a training calendar in discussion with the managers concerned.
Define the training objectives specifically.
Select the efficient faculty.
Ensure that the management commits itself to allocate major resources .

Ensure that a training should be given on timely basis.
Ensure that training contributes to competitive strategies of the firm. Different
strategies need different HR skills for implementation. Let training help
employees at all levels and acquire the needed skills.
Ensure that a comprehensive and systematic approach too exists; training and
retraining are for all levels of employees.
Make learning one of the fundamental values of the company. Let this philosophy
percolate down to all employees in the organization.
Ensure that there is proper linkage among organizational, operational and
individual needs.
Create a system to evaluate the effectiveness of training.
Annexure
Questionnaire
1. Name (optional):
2. Designation (optional):
3. What according to you is Training?

An instrument of change.
An instrument to bring effectiveness.
An instrument of better performance in terms of productivity.
Maximize benefits.
Enhancing the skills efficiency and behavior.
Learning organization.

All the above.
4. Have you undergone any type of training?

a. Yes b. No
5. What kind of training program.

a. On-the-job b. Off-the-job
6. Have you undergone any of the following types of training?

Refresher Training
Sensitivity Training
Convergent Training
Latest Technology
7. Was the environment during training period comfortable?
a. Yes b. No
8 Are you satisfied with the training you had

a. Yes b. No
If No, please suggest ___________________________
9. Where were you trained? (Venue)

a. Work shop
b. Class rooms
c. Conference hall
d. Outside the establishment.
10. How were the trainers?

a. Qualified and Experienced.
b. Skillful and knowledgeable.

c. Encouraged class participation.
d. All of the above.
11 Behavioral part of the trainers.

a. Impartial b. Rude
c. Friendly d. Easy going
Others please specify_______________________
12 What was the duration of the training program?

a. One day b. 2-3 days
c. One week d. fortnight
13 Is the training program part of?

a. Work schedule. b. Performance appraisal.
c. Continuous learning. d. All.
14 Is the training programme having Pre-test and Post-test?

a. Yes b. No
15 Is your performance evaluated and feedback given after?

Training.
a. Yes b. No
16 How effectively is the training programme implemented on-

the-job.
a. Quality of work life improved.
b. Personality development.
c. Increase in work environment.
d. Group synergy.
17 Is your self-efficacy increased by the training programme?

a. Yes b. No
18 Whether the training enhance the following.

a. Operational skills b. Efficiency
c. Behaviour d. Communication skills
e. Team building f. All of the above.
Others please specify__________________________
19. How were you benefited by training in terms of monetary?

a. Promotion. d. Transfer to the convenient place
b. Hike in the salary. e. Recognition
c. Increase in incentives.
20. How has training programme benefited the organization?

a. Increase in the productivity.
b. Increase in Quality of work life.
c. Improvement in the Human relations.
d. Improvement in Intrapersonal relations. (Junior/senior)
21 Any Suggestions….
_________________________________
_________________________________
Thank you..

TRAINING INTIMATION
Date :………………………….. Time :4.30pm to 6.00pm

Topic: ………………….. Duration :1.30 Hrs
Venue : Training Area
Faculty : Mr. R.C. Joshi
S. Participant Name Employee Dept. Signature Remarks

No. Code

TRAINING FEEDBACK FORM
Date :
Topic :
Faculty :
Your Assessment
Completely Not Adequate
1 Were the contents of the Program adequately
5 4 3 2 1 0
covered ?
Very Relevant Not Relevant
2 Was the training material adequate & relevant ? 5 4 3 2 1 0
Very Much Not Much
3 Was the training Interactive/ Live ? 5 4 3 2 1 0
Very Much Not Much
4 Was the Communication clear/ Language
5 4 3 2 1 0
Understandable ?
Adequate In adequate

5 Was the Program adequately timed (Content &
5 4 3 2 1 0
Duration)?
Excellent Poor
6 How was the Presentation ? 5 4 3 2 1 0
Very Much Not Much
7 Did it meet the Program Objectives ? 5 4 3 2 1 0
Fully Not at all
8 Will it be helpful in your job / activities ? 5 4 3 2 1 0
Yes No
9 Would you like to join such type of training again ? 5 4 3 2 1 0
SPECIFIC SUGGESTIONS:
Name :
Designation :
Department :
FOR HRD USE:
a) Rating
b) Specific Issue
c) Further Training

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Certificate

This is to certify that the project report at

Imperial Auto Industries Ltd

Submitted in partial fulfillment of the requirement for the

MASTER OF BUSINESS ADMINISTRATION

Is a record of bonafide Training carried out by

Name : MEERA WADHWA Signature & seal of the

DAV INSTITUTE OF MANAGEMENT FARIDABAD

I, Richa Arya REG. No. 08-DAVIM-6823 hereby declares that the

PLACE: Richa Arya

DAV INSTITUTE OF MANAGEMENT FARIDABAD

DAV INSTITUTE OF MANAGEMENT FARIDABAD

Evolution of Global Auto Industry

DAV INSTITUTE OF MANAGEMENT FARIDABAD

DAV INSTITUTE OF MANAGEMENT FARIDABAD

DAV INSTITUTE OF MANAGEMENT FARIDABAD

DAV INSTITUTE OF MANAGEMENT FARIDABAD

DAV INSTITUTE OF MANAGEMENT FARIDABAD

DAV INSTITUTE OF MANAGEMENT FARIDABAD

DAV INSTITUTE OF MANAGEMENT FARIDABAD

DAV INSTITUTE OF MANAGEMENT FARIDABAD

DAV INSTITUTE OF MANAGEMENT FARIDABAD

DAV INSTITUTE OF MANAGEMENT FARIDABAD

DAV INSTITUTE OF MANAGEMENT FARIDABAD

DAV INSTITUTE OF MANAGEMENT FARIDABAD

HIGH PRESSURE FUEL INJECTION LINES

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HYDRAULIC HIGH PRESSURE COMPONENTS

BREAK LINE & CLUTCH COMPONENTS

FUEL LINE COMPONENTS

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Fuel tank necks

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Scope of Human Resource Management

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Objectives of the HRM are to secure the following: -

DAV INSTITUTE OF MANAGEMENT FARIDABAD

DAV INSTITUTE OF MANAGEMENT FARIDABAD

Need for training :

Technological Advance: Every organization to survive and to be effective should adopt

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The need for training also arises to:

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The market is unofficially estimated to be anywhere between Rs 3000 crores and Rs

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Determine the training needs and objectives.

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On the job training

Off the job training

On The Job Training:

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Job Instruction Training(JIT):

Off The Job Training:

Class Room Lectures:

Conferences, Seminars and Workshops:

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clarifications and offering explanatations and own experiences. It is a planned activity

Audio/Visual and film shows:

Group Discussions and Case study analysis:

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DAV INSTITUTE OF MANAGEMENT FARIDABAD

DAV INSTITUTE OF MANAGEMENT FARIDABAD

IMPEDIMENTS TO EFFECTIVE TRAINING: