Madhu Project File

CHAPTER 1
INTRODUCTION
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Effectiveness of Training and Development
Employees training tries to improve skills, or add to the existing level of knowledge
so that employees is better equipped to do his present job, or to prepare him for higher
position with increased responsibilities. However individual growth is not and ends in
itself. Organizational growth need to be measured along with individual growth.
Training refers to the teaching or learning activities done for the primary purpose of
helping members of an organization to acquire and apply the same. Broadly speaking
training is the act of increasing the knowledge and skills of an employee for doing a
particular job.
In today’s scenario change is the order of the day and the only way to deal with it is to
learn and grow. Employees have become central to success or failure of on
organization they are the cornucopia ideas. So its high time that the organization
realises that ―train and retain is the mantra of new millennium.
Every organization needs to have well trained and experienced people to perform the
activities that have to be done. If current or potential job occupants can meet these
requirements, training is not important. When this not the case, it is necessary to raise
the skills levels and increase the versatility and adaptability of employees.
It is being increasing common for individual to change careers several times during
their working lives. The probability of any young person learning a job today and
having those skills go basically unchanged during the forty or so years if his career is
extremely unlikely, may be even impossible. In a rapid changing society employees
training is not only an activity that an organization must commit resources to if it is to
maintain a viable and knowledgeable work force.
The entire project talks about the training and development in theoretical as well as
new concepts, which are in trend now. Here we have discussed what would be the
input of training if we ever go for and how can it be good to any organization in
reaping the benefits from the money invested in terms like (ROI )i.e. return on
investment. What are the ways we can identify the training need of any employees
and how to know what kind of training he can go for?
Training being in different aspect likes integrating it with organizational culture. The
best and latest available trends in training method, the benefits which we can derive
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out of it. How the evaluation should be done and how effective is the training all
together. Some of the companies practicing training in unique manner a lesson for
other to follow as to how train and retain the best resource in the world to reap the
best out of it.
TRAINING AND DEVELOPMENT:

According to the Michel Armstrong, “Training is systematic development of the
knowledge, skills and attitudes required by an individual to perform adequately a
given task or job”. (Source: A Handbook of Human Resource Management Practice,
Kogan Page, 8th Ed.,2001)
According to the Edwin B Flippo, “Training is the act of increasing knowledge and
skills of an employee for doing a particular job.” (Source: Personnel Management,
McGraw Hill; 6th Edition, 1984)
The term ‘training’ indicates the process involved in improving the aptitudes, skills
and abilities of the employees to perform specific jobs. Training helps in updating old
talents and developing new ones. ‘Successful candidates placed on the jobs need
training to perform their duties effectively’.
(Source: Aswathappa, K. Human resource and Personnel Management, New Delhi:
Tata Mcgraw-Hill Publishing CompanyLimited,2000, p.189)
The principal objective of training is to make sure the availability of a skilled and
willing workforce to the organization. In addition to that, there are four other
objectives: Individual, Organizational, Functional, and Social.
Individual Objectives – These objectives are helpful to employees in achieving
their personal goals, which in turn, enhances the individual contribution to the
organization.
Organizational Objectives – Organizational objectives assists the organization
with its primary objective by bringing individual effectiveness.
Functional Objectives – Functional objectives are maintaining the department’s
contribution at a level suitable to the organization’s needs.
Social Objectives – Social objectives ensures that the organization is ethically and
socially responsible to the needs and challenges of the society.
Further, the additional objectives are as follows
(i) To prepare the employees both new and old to meet the present as well as the
changing requirements of the job and the organization.
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(ii) To prevent obsolescence.
(iii) To impart the basic knowledge and skill in the new entrants that they need for
an intelligent performance of a definite job.
(iv) To prepare the employees for higher level tasks.
(v) To assist the employees to function more effectively in their present positions by
exposing them to the latest concepts, information and techniques and developing the
skills they will need in their particular fields.
(vi) To build up a second line of competent officers and prepare them to occupy more
responsible positions.
(vii) To ensure smooth and efficient working of the departments.
(viii) To ensure economical output of required quality.
STAGES OF TRAINING AND DEVELOPMENT PROGRAMS:
Training should be conducted in a systematic order so as to derive expected benefits
from it. The training system involves four stages, namely:
a. Assessment of training and development programs needs.
b. Designing the training and development programs.
c. Implementation of the training program
d. Evaluation of the training program
DEVELOPMENT:
Employee Development Programs are designed to meet specific objectives, which
contribute to both employee and organizational effectiveness. There are several steps
in the process of management development. These includes reviewing organizational
objectives, evaluating the organization’s current management resources, determining
individual needs, designing and implementing development programs and evaluating
the effectiveness of these programs and measuring the impact of training on
participants quality of work life. In simple way, it can be denoted as per the following
formula.
Employee Development = Employee Education + Employee Skills +
Training Effectiveness + Employee Quality of work life
There are various authors who shared their views regarding the role of training and
development in different aspects.
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CHAPTER 2
REVIEW OF LITERATURE
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Review of Literature
Kuldeep Sing (2000) has selected 84 organizations from business representing all the
major domestic industries questionnaire has developed by Huselid (1993) are used to
study training. The objectives of the study are to examine the relationship between
training and organizational performance which shows that Indian organizations are
still not convinced of the fact that investments in human resources can result in higher
performance.
Alphonsa V.K. (2000) has conducted training climate survey in a large private
hospital in Hyderabad. 50 supervisors from different departments of the hospitals
randomly selected for the study. The researcher used training – climate survey
questionnaire (Rao-1989). “The analysis of training climate as perceived by the
supervisors” Covered various aspects such as corporate philosophy policies superior,
subordinate relationships, valued performance features and behaviours, interpersonal
and group relationship.
The results showed that reasonably good training-climate is prevailing in this
organization but the supervisors’ perception about training-climate differs according
to their respective departments.
A study conducted by Shiv Kumar Singh and Subhash Banerjee (2000), ”Trainer
roles in Cement industry”, says that ,today the Indian Cement Industry is the second
largest in the world. There has been tremendous growth of activities in the Indian
Cement Industry in terms of modernization, in order to keep pace with such
modernization/expansion due to technological development, a strong manpower base
equipped with latest development has to be built with in Cement Industry, New
Training initiative has to be taken at all levels. A Trainer’s main objective is to
transfer his knowledge and skills to the Trainees. This paper is focused on the Trainer
Roles in
Cement Industry, the factors which are important to become an effective Trainer. This
Involves identifying training courses, choosing appropriate Training methods,
evaluation of Training activities, and helping the Trainer to deliver good Training to
the Cement Industry.
A study on “HRD strategies at various levels in construction organisations” by
Singh, S. K. and Banerjee, S. (2000), reveals that construction is the second largest
economic activity in India, and accounts for half of the nation's investment or
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development. In this article the authors briefly discuss the HRD strategies at various
levels in construction organisations. Many sectors of the construction industry are in
urgent need of technological upgradation. An effort to develop manpower by the
organisations will directly show results in the bottom line. Since there are not many
professionals imparting training in construction - related aspects, refreshers training is
essential and some concrete efforts in imparting systematic technical training is
necessary.
Binna Kandola (2000) has discussed some of the difficulties associated with accurate
and useful evaluation of training effectiveness particularly in the department of soft
skills which include skills relating to people management. The author highlights
some existing training evaluation techniques and then outlines a model of training
evaluation which currently is found to be successful in the United Kingdom.
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CHAPTER 3
COMPANY PROFILE
8
Company
About Honda Cars India Ltd.
Honda Cars India Ltd (HCIL) is a subsidiary of Honda of Japan for the production,
marketing, and export of passenger cars in India. Formerly known as Honda Siel Cars
India Ltd, it began operations in 1995 as a joint venture between Honda Motor
Company and Usha International of Siddharth Shriram Group. In August 2012,
Honda bought out Usha International's entire 3.16 percent stake for ₹1.8 billion in the
joint venture. The company officially changed its name to Honda Cars India Ltd
(HCIL) and became a 100% subsidiary of Honda.
About Hill-View Honda
Hillview Honda which is a State of the Art - Sales & Service Facility. Our team of
experts are committed to providing you with the highest level of customer
satisfaction.
Honda is a globally acclaimed company & its models are strongly associated with
Advanced Design, Technology, Durability, and Quality & Reliability. We look
forward to serving you with the ultimate Honda Experience.
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There are 2 Honda dealers / showrooms in Jammu. Given below is the contact details,
email and telephone number of Hill View Honda:
Sales & Service
Nh-1, Bypass Road, Sidhra, Jammu, Jammu & Kashmir
0191-2662731, 36, 39, 42
0191 - 2662745/0191 - 2662742
sales@hillviewhonda.com
service@hillviewhonda.com
sanjay_shan_13@yahoo.co.in
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CHAPTER 4
RESEARCH METHODOLOGY
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Research Methodology
Methodology can be defined as:-
―The analysis of the principles of methods, rules, and postulates employed by a

discipline‖.
―The systematic study of methods that are, can be or have been applied within a
discipline‖.
―A particular procedure or set of procedures‖.
Descriptive Technique
Descriptive language is used to help the reader feel almost as if they are a part of the
scene or event being described. Description is useful because it helps readers engage
with the world of the story, often creating an emotional response. It can help a reader
visualise what a character or a place is like.
Research Design
“A research design is indispensable for a research product. Unlike the building plan
which is precise and specific, research is designed for a tentative plan with a series of
guide posts to keep one going on its right direction.”
This project is based on descriptive research design.
SAMPLING PLAN:
Sample Size = 30
Sample Area = Hill View Honda, Jammu
Duration = 6 Weeks
Sampling unit = Employees of Hill View Honda, Jammu
RESEARCH INSTRUMENT
Close-end Questionnaire
Collection of the information and data is done with the help of a questionnaire.
Data Collections
Data was collected through both primary and secondary sources. The primary data
was collected through administration of questionnaire through personal observation.
12
Secondary source includes article from magazines. Company's manual and Internet
was also used to collect data (secondary).
Primary data:
This data is gathered from first-hand information sources by the researcher, this data
collection from employees, managers, clerks etc., by administrating the questionnaire
having face to face interaction with employees.
Secondary data:
This will give the theoretical basis required for the report presentation which can be
available from various sources such as magazines, office files, inter office manual and
web site.
Objectives
The specific objectives of the study are:
1. To examine the effectiveness of training in overall development of skills of

workforce.
2. To examine the impact of training on workers.
3. To study the changes in behavioral pattern due to training.
4. To find out new methods of training and development.
Scope of the Study
This study will help the organisation to know the present condition about training and
development programmes & the expectations of employees towards training and
development programmes, the willingness of the employees towards training and
development programmes.
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CHAPTER 5
DATA ANALYSES AND

INTERPRETATION
14
Q1. Company organizes training and development programmes regularly.
S. No. Particulars No of respondents % Analysis
(i) Strongly disagree 0 0
(ii) Disagree 0 0
(iii) Neutral 7 23
(iv) Agree 13 44
(v) Strongly agree 10 33
Total 30 100
Strongly disagree
Disagree 0%
0% Neutral
23%
Strongly agree
33%
Agree
44%
Interpretation: - Majority of the respondentsCompany organizes training and

development programmes regularly. i.e. 44%
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Q2. Employees feel trust with the supervisors.
S. no. Particulars No of Percentage

respondents Analysis
(ii) Disagree 8 27
(iii) Neutral 19 63
(iv) Agree 3 10
Total 30 100
Strongly agree Strongly disagree

Agree
0% 0%
10%
Disagree
27%
Neutral
63%
Interpretation:- Majority of the respondents were neutral that Employees feel trust
with the supervisors., i.e. 63%
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Q3. Office conditions are comfortable and satisfying.

(ii) Disagree 0 0
(iii) Neutral 24 80
(iv) Agree 6 20
Total 30 100
Strongly agree Strongly disagree

0% 0%
Agree
20% Disagree
0%
Neutral
80%
Interpretation: - Majority of the respondents were neutral thatOffice conditions are

comfortable and satisfying., i.e. 80%
17
Q4. Organisation has a training and development policy applicable to all
employees.

(ii) Disagree 0 0
(iii) Neutral 3 10
(iv) Agree 16 53
Total 30 100
Strongly disagree Neutral

Disagree
0% 10%
0%
Strongly agree
37%
Agree
53%
Interpretation:- Majority of the respondents agree that Organisation has a training

and development policy applicable to all employees., i.e. 53%
18
Q5. Supervisors ask employees whether they are doing their job as per the
training provided and help them wherever needed.

(ii) Disagree 0 0
(iii) Neutral 7 23
(iv) Agree 14 47
Total 30 100
Strongly disagree
Disagree
0%
0% Neutral
23%
Strongly agree
30%
Agree
47%
Interpretation:- Majority of the respondents agree thatSupervisors ask employees

whether they are doing their job as per the training provided and help them wherever
needed., i.e. 47%
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Q6. When employees arrive from training, supervisors encourage them to share
what they have learned with other employee

(ii) Disagree 10 33
(iii) Neutral 6 20
(iv) Agree 14 47
Total 30 100
Strongly disagree
0% Strongly agree
0%
Disagree
33%
Agree
47%
Neutral
20%
Interpretation:- Majority of the respondents agree thatWhen employees arrive from

training, supervisors encourage them to share what they have learned with other
employees., i.e. 47%
20
Q7. Organisation links training and development with the company’s business
strategy.

(ii) Disagree 0 0
(iii) Neutral 23 77
(iv) Agree 7 23
Total 30 100
Strongly disagree Strongly agree

Disagree
0% 0%
0%
Agree
23%
Neutral
77%
Interpretation:- Majority of the respondents were neutral thatOrganisation links

training and development with the company’s business strategy., i.e. 77%
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Q8. Supervisors support thetraining that employees bring back to their jobs use
of techniques learned in.

(ii) Disagree 0 0
(iii) Neutral 8 27
(iv) Agree 12 40
Total 30 100
Strongly disagree
0% Disagree
0%
Strongly agree Neutral
33% 27%
Agree
40%
Interpretation:- Majority of the respondents agree that Supervisors support the use
of techniques learned in the training that employees bring back to their jobs., i.e. 40%
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Q9. Supervisors give a chance to employees to tryout their training on the job
immediately.

(ii) Disagree 0 0
(iii) Neutral 20 67
(iv) Agree 7 23
Total 30 100
Strongly disagree
Strongly agree 0% Disagree
10% 0%
Agree
23%
Neutral
67%
Interpretation:- Majority of the respondents were neutral that Supervisors give a

chance to employees to tryout their training on the job immediately., i.e. 67%
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Q10. Supervisors ease the pressure of work for short time, so that employees
have a chance to practice new skills that are taught in training.

(ii) Disagree 0 0
(iii) Neutral 3 10
(iv) Agree 23 77
Total 30 100
Strongly disagree Disagree Neutral

Strongly agree 0% 0% 10%
13%
Agree
77%
Interpretation:- Majority of the respondents agree that Supervisors ease the pressure
of work for short time, so that employees have a chance to practice new skills that are
taught in training., i.e. 77%
24
Q11. Job aids (resources or technology) are available on the job to support what
employees learned during training period.

(ii) Disagree 0 0
(iii) Neutral 0 0
(iv) Agree 23 77
Total 30 100
Strongly disagree Disagree

0% 0%
Neutral
Strongly agree 0%
23%
Agree
77%
Interpretation:- Majority of the respondents agree that Job aids (resources or

technology) are available on the job to support what employees learned during
training period., i.e. 77%
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Q12. Supervisors help employees to set realistic goals for performing their work
as the result of their training.

(ii) Disagree 0 0
(iii) Neutral 18 60
(iv) Agree 6 20
Total 30 100

0% 0%
Strongly agree
20%
Agree
Neutral
20%
60%
Interpretation:- Majority of the respondents were neutral Supervisors help

employees to set realistic goals for performing their work as the result of their
training., i.e. 60%
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Q13. Equipment used in training is similar to the equipments found on the job.

(ii) Disagree 0 0
(iii) Neutral 8 27
(iv) Agree 12 40
Total 30 100

0% 0%
Neutral
Strongly agree 27%
33%
Agree
40%
Interpretation:- Majority of the respondents agree that Equipments used in training

is similar to the equipments found on the job., i.e. 40%
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Q14. Colleagues support the use of learning on the job.

(ii) Disagree 4 13
(iii) Neutral 4 13
(iv) Agree 13 44
Total 30 100
Strongly disagree
0% Disagree
13%
Strongly agree
30%
Neutral
13%
Agree
44%
Interpretation:- Majority of the respondents agree thatColleagues support the use of

learning on the job., i.e. 44%
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Q15. Employees who use their training skills are given preference for new
assignments.

(ii) Disagree 0 0
(iii) Neutral 13 44
(iv) Agree 15 50
Total 30 100

Strongly agree 0%
7% 0%
Neutral
43%
Agree
50%
Interpretation:- Majority of the respondents agree that Employees who use their
training skills are given preference for new assignments., i.e. 50%
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Q16. Training helps the employees to achieve their goals.

(ii) Disagree 0 0
(iii) Neutral 0 0
(iv) Agree 9 30
Total 30 100
Strongly disagree Neutral Disagree

0% 0% 0%
Agree
30%
Strongly agree
70%
Interpretation:- Majority of the respondents strongly agree that Training helps the
employees to achieve their goals., i.e. 70%
30
Q17. Supervisors encourage employees to take the training positively.

(ii) Disagree 0 0
(iii) Neutral 7 23
(iv) Agree 14 47
Total 30 100
Strongly disagree
Disagree
0%
0% Neutral
23%
Strongly agree
30%
Agree
47%
Interpretation:- Majority of the respondents agree thatSupervisors encourage

employees to take the training positively., i.e. 47%
31
Q18. Training helps in the overall growth of employees.

(ii) Disagree 10 33
(iii) Neutral 6 20
(iv) Agree 14 47
Total 30 100
Strongly disagree
0% Strongly agree
0%
Disagree
33%
Agree
47%
Neutral
20%
Interpretation:- Majority of the respondents agree thatTraining helps in the overall

growth of employees.., i.e. 47%
32
Q19. Availability of the clear job description for the training conducted.

(ii) Disagree 0 0
(iii) Neutral 23 77
(iv) Agree 7 23
Total 30 100
Strongly disagree Strongly agree

Disagree
0% 0%
0%
Agree
23%
Neutral
77%
Interpretation:- Majority of the respondents were neutral thatAvailability of the clear

job description for the training conducted.., i.e. 77%
33
Q20. Companies provide facility to follow up the training.

(ii) Disagree 0 0
(iii) Neutral 8 27
(iv) Agree 12 40
Total 30 100
Strongly disagree
0% Disagree
0%
Strongly agree Neutral
33% 27%
Agree
40%
Interpretation:- Majority of the respondents agree that Companies provide facility

to follow up the trainings, i.e. 40%
34
Q21. Trainers ask for feedback on regular basis for ensuring the effectiveness of
training programme.

(ii) Disagree 0 0
(iii) Neutral 20 67
(iv) Agree 7 23
Total 30 100
Strongly disagree
Strongly agree 0% Disagree
10% 0%
Agree
23%
Neutral
67%
Interpretation:- Majority of the respondents were neutral that Trainers ask for
feedback on regular basis for ensuring the effectiveness of training programme., i.e.
67%
35
Q22. Training helps employees to self-assess their jobs.

(ii) Disagree 0 0
(iii) Neutral 3 10
(iv) Agree 23 77
Total 30 100
Strongly disagree Disagree Neutral

Strongly agree 0% 0% 10%
13%
Agree
77%
Interpretation:- Majority of the respondents agree that Training helps employees to

self-assess their jobs, i.e. 77%
36
Q23. Training helps in the creation of more job opportunities for employees.

(ii) Disagree 0 0
(iii) Neutral 0 0
(iv) Agree 23 77
Total 30 100

0% 0%
Neutral
Strongly agree 0%
23%
Agree
77%
Interpretation:- Majority of the respondents agree that Training helps in the creation
of more job opportunities for employees., i.e. 77%
37
Q24. Training programme encourages employees to take active part in
organisational goals.
S. no. Particulars No of respondents Percentage

Analysis
(ii) Disagree 0 0
(iii) Neutral 18 60
(iv) Agree 6 20
Total 30 100

0% 0%
Strongly agree
20%
Agree
Neutral
20%
60%
Interpretation:- Majority of the respondents were neutral with the fact that Training
programme encourages employees to take active part in organisational goals.. , i.e.
60%
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CHAPTER 6
FINDINGS, LIMITATIONS,
CONCLUSION &
RECOMMENDATIONS
39
Findings
The major findings of the study are as follows:

1. Training and development helps in optimizing the utilization of human
resource that further helps the employee to achieve the organizational
goals as well as their individual’s goals.
2. Training and development helps to provide an opportunity and broad
structure for the development of human resources technical and
behavioural skills in an organization. It also helps the employees in
attaining personal growth.
3. Training and development helps in increasing the job knowledge and skill
of employees at each level. It helps to expand the horizons of human
intellect and an overall personality of the employees.
4. Organisational climate gets better.
5. Quality of efforts increases.
6. Healthy work environment is established.
7. Safety increases
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Limitations
The limitations of the study are as follows:
1. This research study only considers the Employees of the branch in Jammu.
2. Hill View Honda is an outlet for Honda products and hence holds less
employees, which results in small sample size.
3. Employees could be biased about their decisions.
4. Due to the busy schedule of an organization the employees were not
paying full attention on the questionnaire
41
CONCLUSION:
Training and development programs play a vital role in every organization. These
programs improve Employee Performance at workplace, it updates Employee
Knowledge and enhances their personal Skills and it helps in avoiding Managerial
Obsolescence. With the use of these programs, it is easier for the management to
evaluate the job performance and accordingly take decisions like employee
Promotion, rewards, compensations, welfare facilities, etc. These training programs
also help the managers in succession planning, employee retention and motivation. It
creates Efficient and Effective employees in the Organization. The need for training
& development is determined by the employee’s performance deficiency, computed
as follows:
Training & Development need = Standard performance – Actual performance
Training enhances the overall performance of an organization in various ways. The

major areas where employees are normally trained in an organization are Soft- skill
Development, Personality Development, Interpersonal Relationship, Problem solving
techniques, Managerial and Supervisory Training Program, quality improvement
programs, technical processes, quality circle programs, Time management skills,
employee efficiency development programs, violence prevention programs,
regulatory compliances, goal setting and implementation of programs, workplace
safety management, workplace communication, and so on. Training enables the
employees to develop their skills within the organization and hence naturally helps to
increase the organization’s market value, earning power of the employees and job
security of the employees. Training moulds the employee’s attitude and helps them to
achieve a better cooperation within the organization. Training and Development
programs improve the quality of work-life by creating an employee supportive
workplace.
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Recommendation
The recommendations of the study are as follows:
1. The training system should be changed regularly

2. Company policies should be modified as per the changing needs and
demand of the employees.
3. Majority of the employees feel that there should be an incentive wage
scheme for efficient work in the organization after the completion of
training for their specialised fields.
4. The management should be more helpful and sympathetic towards the
problems faced by the workers at the workstation.
5. Supervisors should communicate more in respect to know which employee
needs what training.
6. Company should provide career growth opportunities with training and
development programs.
7. Company should look after new and old techniques of training.
43
BIBLIOGRAPHY
44
References
1. David A. Decenzo/Stephen P. Robins Personal Human Resource Management
2. A. Monappa Personal Management
3. Allan pepper A Handbook on Training and Development
Websites
1. www.wikipedia.org
2. www.naukrihub/training&development.com
3. https://www.google.com/url?sa=t&rct=j&q=&esrc=s&source=web&cd=4&ca
d=rja&uact=8&ved=2ahUKEwiRmvC4qYfmAhX3yzgGHTl_Ct0QFjADegQI
BBAC&url=https%3A%2F%2Fshodhganga.inflibnet.ac.in%2Fjspui%2Fbitstr
eam%2F10603%2F40301%2F3%2Fchapter%25202.pdf&usg=AOvVaw2fEv
RmJdjPibLUsE-NfoW7
45

ANNEXURE
46
Questionnaire
Effectiveness of Training And Development Methods
A case study of Hill-View Honda, Jammu
I Madhu Dogra of B.B.A 4th semester is undertaking my Summer Internship entitled

‘Effectiveness of Training And Development Methods’. A case study of Hill-View
Honda, Jammu for award of B.B.A degree from Govt. S.P.M.R College of
Commerce, A Constituent College of Cluster University of Jammu, Jammu
In view of this, I am conducting a survey towards Effectiveness of Training and

Development Methods, A case study of Hill-View Honda.
The content of this Questionnaire are only for academic purpose and information
provided by you will be kept confidential
Demographic Information
Name: ______________________________, Occupation:

______________,
Age: ________, Sex: __________, Marital status:

________________
General Information
Please indicate whether you agree or disagree with each statement using the scale
below as guide
S.No Statements Strongly Disagree Neutral Agree Strongly

Disagree Agree
1. Company organizes
training and
development
programmes regularly.
2. Employees feel trust
with the supervisors.
3. Office conditions are
comfortable and
47
satisfying.
4. Organisation has a
training and
development policy
applicable to all
employees.
5. Supervisors ask
employees whether
they are doing their job
as per the training
provided and help them
wherever needed.
6. When employees arrive
from training,
supervisors encourage
them to share what they
have learned with other
employees.
7. Organisation links
training and
development with the
company’s business
strategy.
8. Supervisors support the
use of techniques
learned in the training
that employees bring
back to their jobs.
9. Supervisors give a
chance to employees to
tryout their training on
the job immediately.
10. Supervisors ease the
48
pressure of work for
short time, so that
employees have a
chance to practice new
skills that are taught in
training.
11. Job aids (resources or
technology) are
available on the job to
support what
employees learned
during training period.
12. Supervisors help
employees to set
realistic goals for
performing their work
as the result of their
training.
13. Equipments used in
training is similar to the
equipments found on
the job.
14. Colleagues support the
use of learning on the
job.
15. Employees who use
their training skills are
given preference for
new assignments.
16. Training helps the
employees to achieve
their goals.
17. Supervisors encourage
49
employees to take the
training positively.
18. Training helps in the
overall growth of
employees.
19. Availability of the clear
job description for the
training conducted.
20. Companies provide
facility to follow up the
training.
21. Trainers ask for
feedback on regular
basis for ensuring the
effectiveness of
training programme.
22. Training helps
employees to self-
assess their jobs.
23. Training helps in the
creation of more job
opportunities for
employees.
24. Training programme
encourages employees
to take active part in
organisational goals.
Thanks for your participation
50

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CHAPTER 1

TRAINING AND DEVELOPMENT:

About Honda Cars India Ltd.

About Hill-View Honda

Sales & Service

Nh-1, Bypass Road, Sidhra, Jammu, Jammu & Kashmir

0191-2662731, 36, 39, 42

0191 - 2662745/0191 - 2662742

Methodology can be defined as:-

―The analysis of the principles of methods, rules, and postulates employed by a

―A particular procedure or set of procedures‖.

This project is based on descriptive research design.

Sample Area = Hill View Honda, Jammu

Sampling unit = Employees of Hill View Honda, Jammu

The specific objectives of the study are:

1. To examine the effectiveness of training in overall development of skills of

Scope of the Study

DATA ANALYSES AND

S. No. Particulars No of respondents % Analysis

(i) Strongly disagree 0 0

(v) Strongly agree 10 33

Interpretation: - Majority of the respondentsCompany organizes training and

S. no. Particulars No of Percentage

(i) Strongly disagree 0 0

(v) Strongly agree 0 0

Strongly agree Strongly disagree

S. no. Particulars No of Percentage

(i) Strongly disagree 0 0

(v) Strongly agree 0 0

Strongly agree Strongly disagree

Interpretation: - Majority of the respondents were neutral thatOffice conditions are

S. no. Particulars No of Percentage

(i) Strongly disagree 0 0

(v) Strongly agree 11 37

Strongly disagree Neutral

Interpretation:- Majority of the respondents agree that Organisation has a training

S. no. Particulars No of Percentage

(i) Strongly disagree 0 0

(v) Strongly agree 9 30

Interpretation:- Majority of the respondents agree thatSupervisors ask employees

S. no. Particulars No of Percentage

(i) Strongly disagree 0 0

(v) Strongly agree 0 0

Interpretation:- Majority of the respondents agree thatWhen employees arrive from

S. no. Particulars No of Percentage

(i) Strongly disagree 0 0

(v) Strongly agree 0 0

Strongly disagree Strongly agree

Interpretation:- Majority of the respondents were neutral thatOrganisation links

S. no. Particulars No of Percentage

(i) Strongly disagree 0 0

(v) Strongly agree 10 33

S. no. Particulars No of Percentage

(i) Strongly disagree 0 0

(v) Strongly agree 3 10

Interpretation:- Majority of the respondents were neutral that Supervisors give a

S. no. Particulars No of Percentage

(i) Strongly disagree 0 0

(v) Strongly agree 4 13

Strongly disagree Disagree Neutral

S. no. Particulars No of Percentage

(i) Strongly disagree 0 0