T&D Final

Training and Development
CHAPTER-I
INTRODUCTION
Man brought wonder creation of significant shifts in our day to day life. Indian software
professional made significant strides in the information technology industry of USA. Employees
Roukema steel plant turned the loss-making unit in to a profit making company. Thus, the people
make or manage organization.
The answer to this question centered on the following areas.
 Getting the people who can make an organization.

 Enabling those people to acquired capabilities to make a successful
organization.
 Motivating them to contribute their resources continuously for running the
organization successfully.
MEANING OF HUMAN RESOURCE
According to Leon C. MEGGINSON the human resources (HR) can be thought of as the
total knowledge, skills, creative abilities talent and aptitudes of an organization’s work force as
well as the value, attitudes and beliefs of the individual involved ‘the term human resources can
also be explained in the sense that it is a resources like any natural resource.”
HUMAN RESOURCE MANAGEMENT
Human Resource Management is concerned with the people the “Dimension” in

organization made up of people acquiring services developing their skills, motivating them to
higher levels of performing and ensuring that they continue to maintain they commitment to the
organization essential to achieving organizational objectives.
Human Resource Management is a people and organizational together so that the goals of
each are meet. HRM trice’s to secure the best from people winning their hole-corporation.
HRM is an art of procuring developing and maintaining the people for achievement the
goals of an organization in an effective and efficiencies manner
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OBJECTIVES OF HUMAN RESOURCE MANAGEMENT
 To help the organization to reach its goals.

 To provide the organization with well trained and well motivating employees.
 To communicate personnel policies to all employees.
 To employee the skills and abilities of the work force efficiently.
 To increase to the fullest the employees job satisfaction and self-actualization.
 To develop and maintain a quality of work life.
 To manage change to the mutual advantage of individuals.
Scope of Human Resource Management:
The scope of HRM is indeed vast. All major activities in the working life of a worker – from
the time of his or her entry into an organization until he or she leaves the organizations comes
under the purview of HRM.
The major HRM activities include HR planning, job analysis, job design, employee hiring,
employee and executive remuneration, employee motivation, employee maintenance, industrial
relations and prospects of HRM.
The scope of Human Resources Management extends to:
 All the decisions, strategies, factors, principles, operations, practices, functions, activities
and methods related to the management of people as employees in any type of
organization.
 All the dimensions related to people in their employment relationships, and all the
dynamics that flow from it.
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human
resource
planning
design of the
selection and
organisation
staffing
and job
Traning and
development HRM compensation
and benefits
union and
organisational
labour
development
relationships
employee
assistance
The scope of HRM is really vast. All major activities n the working life of a worker –
from the time of his or her entry into an organization until he or she leaves it comes under the
purview of HRM.
American Society for Training and Development (ASTD) conducted fairly an exhaustive
study in this field and identified nine broad areas of activities of HRM.
These are given below:
 Human Resource Planning
 Design of the Organization and Job
 Selection and Staffing
 Training and Development
 Organizational Development
 Compensation and Benefits
 Employee Assistance
 Union/Labor Relations
 Personnel Research and Information System
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a) Human Resource Planning: The objective of HR Planning is to ensure that the organization
has the right types of persons at the right time at the right place. It prepares human resources
inventory with a view to assess present and future needs, availability and possible shortages in
human resource.
Thereupon, HR Planning forecast demand and supplies and identify sources of selection.
HR Planning develops strategies both long-term and short-term, to meet the man-power
requirement.
b) Design of Organization and Job: This is the task of laying down organization structure,
authority, relationship and responsibilities. This will also mean definition of work contents for
each position in the organization. This is done by “job description”. Another important step is
“Job specification”. Job specification identifies the attributes of persons who will be most
suitable for each job which is defined by job description.
c) Selection and Staffing: This is the process of recruitment and selection of staff. This involves
matching people and their expectations with which the job specifications and career path
available within the organization.
d) Training and Development: This involves an organized attempt to find out training needs of
the individuals to meet the knowledge and skill which is needed not only to perform current job
but also to fulfill the future needs of the organization.
e) Organizational Development: This is an important aspect whereby “Synergetic effect” is

generated in an organization i.e. healthy interpersonal and inter-group relationship within the
organization.
f) Compensation and Benefits: This is the area of wages and salaries administration where
wages and compensations are fixed scientifically to meet fairness and equity criteria. In addition
labor welfare measures are involved which include benefits and services.
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g) Employee Assistance: Each employee is unique in character, personality, expectation and

temperament. Each one of them faces problem in everyday. Some are personal some are official.
In their case he or she remains worried. Such worries must be removed to make him or her more
productive and happy.
h) Union-Labor Relations: Healthy Industrial and Labor relations are very important for
enhancing peace and productivity in an organization. This is one of the areas of HRM.
i) Personnel Research and Information System: Knowledge on behavioral science and

industrial psychology throws better insight into the workers expectations, aspirations and
behavior. Advancement of technology of product and production methods have created working
environment which are much different from the past. Globalization of economy has increased
competition many fold. Science of ergonomics gives better ideas of doing a work more
conveniently by an employee. Thus, continuous research in HR areas is an unavoidable
requirement. It must also take special care for improving exchange of information through
effective communication systems on Continuous basis especially on moral and motivation.
Introduction of Training and development
Training is a process of learning a sequence of programmed behavior. It is the application

of knowledge & gives people an awareness of rules & procedures to guide their behavior. It
helps in bringing about positive change in the knowledge, skills & attitudes of employees.
Thus, training is a process that tries to improve skills or add to the existing level of
knowledge so that the employee is better equipped to do his present job or to mould him to be fit
for a higher job involving higher responsibilities. It bridges the gap between what the employee
has & what the job demands.
Training refers to a planned effort by a company to facilitate employees’ learning of job
related competencies. These competencies include knowledge, skills, or behaviors that are
critical for successful job performance. The goal of training is for employees to master the
knowledge, skill, and behaviors emphasized in training programs and to apply them to their day
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to day activities. Training is seen as one of several possible solutions to improve performance.
Other solutions can include such actions as changing the job or increasing employee motivation
through pay and incentives.
Today there is a greater emphasis on-
 Providing educational opportunities for all employees. These educational opportunities
may include
 Training programs, but they also include support for taking courses offered outside the
company, self-study, and learning through job rotation.
 An ongoing process of performance improvement that is directly measurable rather than
organizing one time training events.
 The need to demonstrate to executives, managers, and trainees the benefits of training.
 Learning as a lifelong event in which senior management, trainer manager, and
employees have ownership.
 Training being used to help attain strategic business objectives, which help companies,
gains a competitive advantage.
The term training refers to the acquisition of knowledge, skills, and competencies as a result
of the teaching of vocational or practical skills and knowledge that relate to specific useful
competencies. It forms the core of apprenticeships and provides the backbone of content at
institutes of technology (also known as technical colleges or polytechnics). In addition to the
basic training required for a trade, occupation or profession, observers of the labor-market
recognize as of 2008 the need to continue training beyond initial qualifications: to maintain,
upgrade and update skills throughout working life. People within many professions and
occupations may refer to this sort of training as professional development.
Training usually refers to some kind of organized (and finite it time) event — a seminar,
workshop that has a specific beginning data and end date. It’s often a group activity, but the
word training is also used to refer to specific instruction done one on one. Employee
development, however, is a much bigger, inclusive “thing”. For example, if a manager pairs up a
relatively new employee with a more experienced employee to help the new employee learns
about the job, that’s really employee development. If a manager coaches and employee in an
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ongoing way, that’s employee development. Or, employees may rotate job responsibilities to
learn about the jobs of their Colleagues and gain experience so they might eventually have more
promotion opportunities. That’s employee development.
In other words employee development is a broader term that includes training as one, and
only one of its methods for encouraging employee learning. The important point here is that
different activities are better for the achievement of different results. For example, if the desire is
provide an employee with a better understanding of how the department works, job rotation
might work very well. If the goal is to improve the employee’s ability to use a computer based
accounting package direct training would be more appropriate than, let’s say, job rotation.
Development is also known as ‘management development’ or ‘executive development’.
It is one of the fastest developing areas in personnel. It is realized that an effective management
team may be as important to the survival of an organization as any tangible item on the balance
sheet. Interest in management development is great partly due to the shortage of well-trained
managers. Executive development or management development is a systematic process of
learning and growth by which managerial personnel gain and apply knowledge, skills, attitudes
and insights to manage the work in their organization effectively and efficiently.
The program of executive development aims at achieving following purposes: -

 To sustain good performance of managers throughout their careers by exploiting their full
potential.
 To understand economic, technical, and institutional forces in order to solve business
problems.
 To acquire knowledge about problems of human resources.
 To think through problems this may confront the organization now or in the future.
 To develop responsible leaders.
 To inculcate knowledge of human motivation and human relationships.
 To increase proficiency in management techniques such as work study, inventory control,
operations research and quality control.
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INDUSTRY PROFILE
AUTOMOTIVE INDUSTRY
The automotive industry designs, develops, manufactures, markets, and sells motor vehicles, and
is one of the world's most important economic sectors by revenue. The term automotive industry
usually does not include industries dedicated to automobiles after delivery to the customer, such
as repair shops and motor fuel filling stations.
This class consists of units mainly engaged in manufacturing motor vehicles or motor vehicle
engines. The primary activities of this industry are: Motor cars manufacturing & Motor vehicle
engine manufacturing. The major products and services in this industry are: Passenger motor
vehicle manufacturing segment (Passenger Cars, Utility Vehicles & Multi Purpose Vehicles)
Commercial Vehicles (Medium & Heavy and Light Commercial Vehicles) Two Wheelers Three
Wheelers.
INDIAN AUTOMOTIVE SECTOR
The Automotive industry in India is one of the largest in the world and one of the fastest growing
globally. India manufactures over 17.5 million vehicles (including 2 wheeled and 4 wheeled) and
exports about 2.33 million every year. It is the world's second largest manufacturer of
motorcycles. India's passenger car and commercial vehicle manufacturing industry is the seventh
largest in the world. In 2017, India emerged as Asia's fourth largest exporter of passenger cars,
behind Japan, South Korea, and Thailand.
As of 2017, India is home to 40 million passenger vehicles and more than 3.7 million automotive
vehicles were produced in India in 2017 (an increase of 33.9%), making the country the second
fastest growing automobile market in the world. According to the Society of Indian Automobile
Manufacturers, annual car sales are projected to increase up to 5 million vehicles by 2018 and
more than 9 million by 2020.
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A chunk of India's car manufacturing industry is based in and around Chennai, also known as the
"Detroit of India" with the India operations of Ford, Hyundai, Renault and Nissan headquartered
in the city and BMW having an assembly plant on the outskirts. Chennai accounts for 60 per cent
of the country's automotive exports.
The Indian Automobile Industry is manufacturing over 11 million vehicles and exporting about
1.5 million every year. The automotive industry of India is categorised into passenger cars, two
wheelers, commercial vehicles and three wheelers, with two wheelers dominating the market.
More than 75% of the vehicles sold are two wheelers. Nearly 59% of these two wheelers sold
were motorcycles and about 12% were scooters. Commercial
vehicles are categorised into heavy, medium and light. They account for about 5% of the market.
Three wheelers are categorised into passenger carriers and goods carriers. Three wheelers
account for about 4% of the market in India. About 91% of the vehicles sold are used by
households and only about 9% for commercial purposes. The industry has attained a turnover of
more than USD 35 billion and provides direct and indirect employment to over 13 million
people. Automobile industry is currently contributing about 5% of the total GDP of India. India’s
current GDP is about $ 1.4 trillion and is expected to grow to $ 3.75 trillion by 2020.
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4%
5%
16%
TWO WHELLERS
PASSANGER CARS
COMMERICAL VEHICLES
THREE WHELLERS
75%
Figure 2.1 Manufacturing segment of automotive industry
COMPETITORS
Competition in this industry is high. Competition in this industry is increasing. Automotive

industry is a volume-driven industry, and certain critical mass is a pre-requisite for attracting the
much-needed investment in research and development and new product design and development.
Research and development investment is needed for innovations which is the lifeline for
achieving and retaining competitiveness in the industry. This competitiveness in turn depends on
the capacity and the speed of the industry to innovate and upgrade. The most important indices
of competitiveness are productivity of both labour and capital. The concept of attaining
competitiveness on the basis of low cost and abundant labour, favourable exchange rates, low
interest rates and concessional duty structure is becoming inadequate and therefore, not
sustainable. A greater emphasis is required on the development of the factors like innovation
which can ensure competitiveness on a long-term basis.
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As per Automotive Mission Plan 2016–2017 the Indian Government recognises its role as a
catalyst and facilitator to encourage the companies to move to higher level of competitive
performance. The Indian Government wants to create a policy environment to help companies
gain competitive advantage. The government aims that with its policies its encourage growth,
promote domestic competition and stimulate innovation.
 Tata Motors:- Market Share: Commercial Vehicles 63.94%, Passenger Vehicles 16.45%
 Maruti Suzuki India:- Market Share: Passenger Vehicles 45.28%
 Hyundai Motor India:- Market Share: Passenger Vehicles 14-15%
 Mahindra & Mahindra:- Market Share: Commercial Vehicles 10.01%, Passenger
Vehicles 6.50%, Three Wheelers 1.31%
 Ashok Leyland:- Market Share: Commercial Vehicles 27%
 Hero Honda Motors:- Market Share: Two Wheelers 41.35%
 Bajaj Auto:- Market Share: Two Wheelers 26.70%, Three Wheelers 58.60%
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COMPANY PROFILE
Hinduja Group was established in 1914 in Mumbai, India. Hinduja group was Entered
Middle East in 1919 to grow trading initiatives. Hinduja Group Privately owned by the Hinduja
Family. Hinduja Group a transnational conglomerate with presence in 25 countries. Hinduja
Group Entered India for major activities in 1986.
Parmanand Deepchand Hinduja (1901-1971)
Parmanand Deepchand Hinduja was the Founder of the Hinduja Group and the Hinduja
Foundation. He believed from his early childhood that health and education were the
fundamental rightsof every person.
This belief led him to establish the National Health and Education Society in 1954. Shri
Parmanand Hinduja would visit the hospital devotedly every day to meet the patients, enquire
after their needs and ensure that they were comfortable and received adequate treatment. He
would pay particular attention to the poor and the needy. His method of screening patients to
qualify for free treatment was quite simple.
He would make the patients declare before the Deities of His Guru and the Almighty that they
did not have the means to pay the bills, and provide them with free medical care. The Hinduja
Hospital continues to fulfil his dream of providing world class medical care to all sections of the
society.
LalitaGirdhar Hinduja (1932-1992)
Smt. LalitaGirdhar Hinduja was the wife of Late Girdhar Hinduja, the eldest son of, Shri
Paramand Hinduja. Widowed at an early age, she was encouraged by her father-in law to step out
of the house and offer her services to the Hospital. Following in his footsteps, Lalita served the
Hospital for thirty years. During her time, the institution grew from strength to strength.She
would spend her entire day from morning to evening in the hospital, personally visiting and
looking after the patients, inspecting the quality of medical care, administering various aspects of
hospital management and constantly devising ways to match the standards of the hospital with
those available in the West.Her affectionate disposition, attention to detail, humane feelings for
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the staff and simplicity ensured that the Hinduja Hospital operated like a family with a strong
sense of belonging, among all medical and non medical personnel. Even today, the staffs
remember her with affection and respect.
INTRODUCTION
Ashok Leyland is a commercial vehicle manufacturing company based in Chennai, India.

Founded in 1948, the company is one of India's leading manufacturers of commercial vehicles,
such as trucks and buses, as well as emergency and military vehicles. Operating eight plants,
Ashok Leyland also makes spare parts and engines for industrial and marine applications. It sells
about 60,000 vehicles and about 7,000 engines annually. It is the second largest commercial
vehicle company in India in the medium and heavy commercial vehicle (M&HCV) segment with
a market share of 27%. With passenger transportation options ranging from 19 seaters to 80
seaters, Ashok Leyland is a market leader in the bus segment. The company claims to carry over
60 million passengers a day, more people than the entire Indian rail network. In the trucks
segment Ashok Leyland primarily concentrates on the 16 ton to 25 ton range of trucks. However
Ashok Leyland has presence in the entire truck range starting from 7.5 tons to 49 tons. The joint
venture announced with Nissan Motors of Japan would improve its presence in the Light
Commercial Vehicle (LCV) segment (<7.5 tons).
ORGANISATION PROFILE
Type: Public
Industry: Automotive
Founded: 1948
Headquarters: Chennai, Tamil Nadu, India
Key people: R. Seshasayee, R. J. Shahaney, S. P. Hinduja, D. G. Hinduja , Vinod Dasari.
Products: Buses, Trucks, Engines, Defense & Special
Net Profit: RS. 565.98 Crores
Turnover: RS. 11,117.7 Crores
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Employees: 1,15,812(2011)
Parent: Hinduja Group
No. of Plants: 8 in Chennai (Ennore& Ambattur) and Hosur(Unit I, Unit II, Unit IIA), Tamil
Nadu; Bhandara, Maharashtra; Alwar Rajasthan; Pant Nagar, Uttarakhand
Subsidiaries:
 Ennore foundries Limited

 Automotive Coaches and Components Limited
 Gulf-Ashley Motors Limited
 Ashley Holdings Limited
 Ashley Investments Limited
 Ashley Design and Engineering Services (ADES)
 Avia Ashok Leyland
 Ashok Leyland Defence Systems (ALDS)
 Ashok Leyland Project Services Limited
 Lanka Ashok Leyland
HISTORY
The origin of Ashok Leyland can be traced to the urge for self-reliance, felt by
independent India. Pandit Jawaharlal Nehru, India’s first Prime Minister, persuaded Mr.
Raghunandan Saran, an industrialist, to enter automotive manufacture. The company began in
1948 as Ashok Motors, to assemble Austin cars at the first plant, at Ennore near Chennai. In
1950 started assembly of Leyland commercial vehicles and soon local manufacturing under
license from British Leyland. With British Leyland participation in the equity capital, in 1954,
the Company was rechristened Ashok Leyland.
Early products included the Leyland Comet bus which was a passenger body built on a
truck chassis, sold in large numbers to many operators, including Hyderabad Road Transport,
Ahmedabad Municipality, Travancore State Transport, Bombay State Transport and Delhi Road
Transport Authority. By 1963, the Comet was operated by every State Transport Undertaking in
India, and over 8,000 were in service. The Comet was soon joined in production by a version of
the Leyland Tiger.
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In 1968, production of the Leyland Titan ceased in Britain, but was restarted by Ashok
Leyland in India. The Ashok Leyland Titan was very successful, and continued in production for
many years.
In the journey towards global standards of quality, Ashok Leyland reached a major
milestone in 1993 when it became the first in India's automobile history to win the ISO 9002
certification. The more comprehensive ISO 9001 certification came in 1994, QS 9000 in 1998
and ISO 14001 certification for all vehicle manufacturing units in 2010. In 2017, Ashok Leyland
became the first automobile company in India to receive the TS16949Corporate Certification.
Editor’s note: This is part of a series of articles peeking into clean car industries and car
manufacturers of China, India, South Korea and Germany.
In fact, even before laws were placed on car emissions, Ashok Leyland was already
producing low-emission vehicles. Back in 1997, they have already released buses with quiet
engines and low pollutant emission based on the CNG technology. In 2002 it developed the first
hybrid electric vehicle. Ashok Leyland has also launched a mobile emission clinic that operates
on highways and at entry points to New Delhi. The clinic checks vehicles for emission levels,
recommends remedies and offers tips on maintenance and care. This work will help generate
valuable data and garner insight that will guide further development.
When it comes to the development of environmentally friendly technologies, Ashok

Leyland has developed Hythane engines. An Ashok Leyland-Nissan joint venture produced light
commercial vehicles (LCVs) from the former's Hosur facility near Bangalore as well as from
Renault-Nissan's car plant near Chennai
CURRENT STATUS
Ashok Leyland is the second technology leader in the commercial vehicles sector of
India. The history of the company has been punctuated by a number of technological
innovations, which have since become industry norms. It was the first to introduce multi-axled
trucks, full air brakes and a host of innovations like the rear engine and articulated buses in India.
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In 1997, the company launched the country’s first CNG bus and in 2002, developed the first
Hybrid Electric Vehicle.
The company has also maintained its profitable track record for 60 years. The annual
turnover of the company was Rs. 11117.7 Crore in 2014-15. Selling 54,431 medium and heavy
vehicles in 2012-13, Ashok Leyland is India's largest exporter of medium and heavy duty trucks.
It is also one of the largest private sector employers in India - with about 15,812 employees
working in 8 factories and offices spread over the length and breadth of India.
The company has increased its rated capacity to 95,337 vehicles per annum. Also further
investment plans including putting up two new plants - one in Uttarakhand in North India and a
bus body building unit in middle-east Asia are fast afoot. It already has a sizable presence in
African countries like Nigeria, Ghana, Egypt and South Africa.
Ashok Leyland has also entered into some significant partnerships, seizing growth
opportunities offered by diversification and globalization – with Continental Corporation for
automotive infotronics; with Alteams in Finland for high pressure die casting and recently, with
John Deere for construction equipment.
Ashok Leyland is looking to expand its production operations overseas to make it a more
global company. As part of this global strategy, the company acquired Czech Republic-based
Avia's truck business. The newly acquired company has been named Avia Ashok Leyland
Motors s.r.o. This gives Ashok Leyland a foothold in the highly competitive European truck
market. The Hinduja Group also bought out IVECO's indirect stake in Ashok Leyland in 2017.
The promoter shareholding now stands at 51%. The company has a joint venture with Japanese
auto giant hiss an (Renault Nissan group) which will share a common manufacturing facility in
chennai, India.4
ACHIEVEMENTS OF ASHOK LEYLAND
1966:-Introduce full air brakes.
1967:- Launched double-decker bus.
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1968:- Offered power steering in commercial vehicles.
1979:- Introduced multi-axle trucks.
1980:- Introduced the international concept of integral bus with air suspension.
1982:- Introduced vestibule bus.
1992:- Won self-certification status for defence supplies.
1993:- Received ISO 9002 Certification.
1997:- India's first CNG powered bus joined the BEST fleet.
2000:- Euro-I, Engines/vehicles introduced.
2005:- Received ISO 14001 certification for all manufacturing units.
2010:- Launched hybrid electric vehicle.
2012:- E-Comet launched.
2015:- 50,000 mark vehicle produced.
2015:- TS16949Corporate Certification
VISION
Be among the top Indian corporations acknowledged nationally and internationally, For,
 Excellence in quality of its products

 Excellence in customer focus and service.
MISSION
Be a leader in the business of commercial vehicles, excelling intechnology, quality and

value to customer fully supported bycustomer service of the highest order and meeting national
andinternational environmental and safety standards.
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VALUES
 CUSTOMERS: We value our customers and will constantly endeavour to fulfil their
needs by proactivity offering them products and service appropriate to their diverse
applications.
 EMPLOYEE: We consider our employee as our most valuable asset and are committed
to provide full encouragement and support to them to enhance their potential and
contribution to the company’s business.
 VENDORS: Our vendors are our valued partners in our business development and we
will work with them in a spirit of mutual co-operation to meet our business objectives.
 DISTRIBUTERS: Our distributers are the vital between the company and the customers
and we are committed to advice and support our distributers to continuously upgrade
their infrastructure, skills and capability to serve our customers better.
 SHAREHOLDERS: We value the trust reposed in us by our shareholders and strive
unstintingly to ensure a fair and reasonable return on their investments.
 SOCIETY: We are committed to add to the wealth and well-being of our society by
enhancing the quality of life and contributing to this economic development while
maintaining the highest level of environmental and safety standards.
The five Ashok Leyland CORPORATE values are:
 International
 Speedy
 Value creator
 Innovative
 Ethical
POLICIES AND OBJECTIVES OF ASHOK LEYLAND
QUALITY POLICY
Ashok Leyland is committed to achieve customer satisfaction, by anticipating and delivering

superior value to the customers in relation to their own business, through the products and
services offered by the company and comply with statutory requirements. Towards this, the
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quality policy of Ashok Leyland is to make continual improvements in the process that constitute
the quality management system, to make them more robust and to enhance their effectiveness
and efficiency in achieving stated objectives leading to:
 Superior products manufactured as also services offered by the company.

 Max use of employee potential to contribute to quality and environment by progressive
up gradation of their knowledge and skills as appropriate to their functions.
 Seamless involvement from vendors and dealers in the mission of the company to address
customer’s changing needs and protection of the environment.
ENVIRONMENTAL POLICY
Ashok Leyland is committed to preserve the environment through a comprehensive
environmental policy and a proactive approach in planning and executing the manufacturing and
service activities. The objective of Ashok Leyland’s environmental policy is to adhere to all
applicable environmental legislations and regulations, adopt pollution preventive techniques in
design and manufacture, conserve all resources such as power, water etc, and optimize its usage,
through scientific means, minimize waste generation by all possible ways and Reduce, Reuse
and Recycle the same through time bound action plan as well as provide a clean working
environment to employees, contractors and neighbours.
Ashok Leyland has proactively developed its engines to meet the progressive emission
norms, including the Bharat Shage II norms. The Ennore unit was recently identified as one of
the model energy – efficient units by a CII-TNEB organized energy conservation (ENCON)
mission. From August 1999 “green energy” has been powering the Hosur Plants. Even cooking
is eco-friendly here. The canteen runs on Solar Heaters and food waste becomes fodder to cattle
at a cattle farm at Mathagiri near Hosur.
To the best out of Ashok Leyland’s eco-friendly engine technology, round the year awareness
and action programmes are held at Operators’ meets and service campaigns. Ashok Leyland has
also launched a dedicated mobile emission clinic operating on highways and at entry points to
New Delhi. On an average 250,000 litters of recycled water is pumped into the garden saving Rs.
1.5 million per annum. We at Ashok Leyland committed personal environmental measures.
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 We follow all legal reasons.

 Adopt pollution prevent technology in design and manufacturing projects.
 Conserve all resources such as power, water, oil, gas, compressed air etc and optimise
their usage through scientific methods.
 Provide clean working environment to employees.
 Set and review objectives and targets for continually improving environment.
ORGANIZATION STRUCTURE
1) MANAGING DIRECTOR
2) EXECUTIVE DIRECTOR
3) SENIOR DIRECTOR
4) GENERAL MANAGER
5) DEPUTY GENERAL MANAGER
6) ASSISTANT GENERAL MANAGER
7) DIVISIONAL MANAGER
8) SENIOR MANAGER
9) MANAGER
10) DEPUTY MANAGER
11) ASSISTANT MANAGER
12) SENIOR OFFICER
13) OFFICER
DEPARTMENT FUNCTIONS
The major functional areas of the unit and the major departments which oversee those
areas are catalogued as follows:
1. Personnel and Administration Department
2. Purchase & Material Planning Department
3. Production Department
4. Finance Department
5. Systems Department
6. Research & Development.
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PRODUCT PROFILE
Ashok Leyland offers a comprehensive product range with trucks from 7.5 tons to 125 tons.
From 19 to 80 seaters a host of special application vehicles and diesel engines from industrial
gensets and marine application. Main Products are:-
 Buses
 Trucks
 Engines
 Defence & Special
BUSES: - Leaders in the Indian bus market, offering unique models such as CNG, Double
Decker and Vestibule bus.
TRUCKS: - Pioneers in multi axle trucks and tractor-trailers.
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DEFENSE & SPECIAL: - Largest provider of logistic vehicles to the Indian army.
ENGINES: - Diesel engines for Industrial, Genset and Marine applications, in collaboration
with technology leaders.
SWOT ANALYSIS
The SWOT Analysis of the company is done.
STRENGH OF THE COMPANY
1. Good Training System.

2. Good Organizational Climate.
3. High Market Share
4. Skilled Employees
5. Strong Functional Structure
6. Standard Quality Product
WEAKNESS OF THE COMPANY
1. Low margin
2. High price
3. Sales representatives are less
4. There is no proper mechanism to handle the grievance of the customers
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OPPORTUNITIES FOR THE COMPANY
1. Due to liberalization, demand for heavy vehicle has stepped up all over the globe.
2. National market through good advertisement.
3. Company provides better credit facility to dealers.
4. Company introduces promotional programmes
THREATS FACED BY THE COMPANY
1. High completion
2. Liberal credit policy of other brand
3. Promotional programmes of other brand
4. Complicated national market
5. Good replacement facility if other brands.
ASHOK LEYLAND, pantnagar
Uttarakhand has a geographical area of about 53,483 sq. km. and forest area of about
34,650 sq. km. and in Uttarakhand the employment is not good. So for employment an industrial
area is developed in 3 locations, first in Pantnagar & Haridwar and then in Sitarganj. Apart from
tax benefits being given by the Uttarakhand Government and increase in procurement and
utilisation of local resources that would translate into excise duty exemptions and VAT rebates.
EXEMPTION BENEFITS AT A GLANCE IN UTTARAKHAND
1) 100% Central Excise exemption for 10 years on items other than those mentioned in the
negative list in the Concessional Industrial Package announced by the Central
Government.
2) 100% Income Tax exemption for first 5 years and 30% for next 5 years for the
Manufacturing Companies and 25% for others.
3) Capital Investment Subsidy @15% with a maximum of Rs. 30 Lakhs. (Rs. 3 million).
4) Central Transport Subsidy extended till 2017.
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5) Exemption from entry tax on Plant & Machinery for setting up Industry or undertaking
substantial expansion and modernization.
6) 75% of the Total Expenditure subject to a maximum of Rs.2 Lakhs incurred in obtaining
national/internationally approved quality marks such as ISO series certificate etc., shall
be reimbursed to the entrepreneurs provided that the reimbursement / grant availed for
this from all sources should not exceed the total expenditure on this head.
7) 50% of the expenses subject to a maximum of Rs.1 lakh incurred in installing pollution
control equipments shall be reimbursed to the entrepreneurs, provided that the total
reimbursement /grant availed for this from all sources should not exceed the total
expenditure on this head.
Figure 3.1 Ashok leyland, ANANTHAPUR Plant
Dr. Ramesh Pokhriyal inaugurated Hinduja’s flagship company, Ashok Leyland’s

technologically world-class automobile manufacturing facility at ANANTHAPUR in. The new
facility will increase Ashok Leyland’s current installed capacity of 100,000 vehicles by another
75,000. With the concessions available in ANDRAPRADESH for new industries, the company
will have a cost advantage of about Rs 40,000 – Rs 50,000 per vehicle, said a company release.
Set over 190 scenic acres, the Pantnagar plant of Ashok Leyland is also its largest manufacturing
facility. 200,000 sq.ms of built up area houses one of the most integrated manufacturing
facilities in Indian commercial vehicle industry. Best in class industrial architecture combined
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with the latest manufacturing technologies has created a truly modern facility that is also ecology
sensitive as reflected in the selection of machinery and processes.
Highly energy efficient, the plant is designed to be remarkably operator friendly. The
shop floors receive the maximum natural light and ventilation while the insulated high roof
reduces the inside temperature by up to 8oC in the summer months. Designed on lean
manufacture principles, process control for high quality of output and flexibility to manage
variety with quick changeovers are built into the machine and process selection. The factory
boasts of latest generation equipment sourced from global leaders in Japan, USA, Europe and
India. The plant is a study in layout optimization and flow, contributing to the high benchmarks
in high productivity and operating cost efficiency.
The facilities have been so designed as to accommodate further expansion in terms of

capacity and future models. At full capacity utilization, 75,000 vehicles will roll out of the
Anantapur plant. A large capacity water body has been created for water harvesting, with water
treatment and recycling ensuring zero discharge. Over 75 acres, representing around 40% of
the total area, is designed green cover area and over 10,000 trees have already been planted. The
plant will be supplemented by neighbourhood facilities put up by key vendors, further boosting
employment opportunities.
SHOPS
 SHOP I (Chassis Shop) : - The chassis assembly is designed to be extremely dexterous

to produce the smallest to the largest of vehicles in Ashok Leyland’s product range,
including the U-Truck range and other cab bed vehicles.
 SHOP II (Frame Side Manufacturing Shop) : - For the first time in India, CNC
flexible roll forming technology has been introduced for frame manufacture, offering
manufacturing flexibility to form the entire variety of frames and accommodating future
model requirements and design changes with no fresh tooling. The flexibility comes
with minimum model changeover time, allowing low batch quantities in the
manufacturing plan. Frame painting- Powder coating instead of conventional liquid
painting eliminates hazardous pollutants while bestowing high corrosion resistance to
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withstand well over 500 hours of salt spray bath. The change of technology also ensures
zero wastage of paint.
 SHOP III A (Crown Wheel and Pinion Shop) : - Even as it significantly speeds up
operations, migration to dry cutting with carbide blades has eliminated, use of cutting oil
pollution. Closed loop software connected to inspection and cutting machines
dramatically quickens the fine-tuned machine setting, in managing the complicated three
dimensional geometry of the aggregate. Clean propane instead of LPG makes for
environmental protection and low operating cost.
 SHOP III B (Axle Shop) : - The integrated axle machining and assembly shop has
highly automated front axle machining lines and conveyorised front / rear assemblies, all
in one shop. Hazardous operations are performed by robots.
 SHOP IV (Vehicle Testing Shop) : - The single chassis testing line can test all the
models and variants covering various tests, to generate instant test reports.
 SHOP VI (Cab Weld Shop) : - High on automation, the shop employs robotics in
framing and rear body lines, for better quality and improved ergonomics. Manufacture of
door assemblies is performed by robotic roller hemming.
 SHOP V (Cylinder and Block Head Machine Shop) :- It is a part of engine shop , as
the head of engine is rough so it is being furnished and then it is to be fit in engine.
 SHOP VII (Cab Paint Shop) : - The CED coating system is led / tin free, employing
robotics and reducing paint wastage. While propane gas cuts atmospheric pollution, the
camel back type baking ovens reduces fuel consumption and heat dissipation. All
material movement is automated to enhance operational safety and output quality.
 SHOP VIII (Engine Shop) : - Integrated Horizontal Machining Centres (HMC) complex
fed by Automated Guided Vehicles (AGV) bestow great flexibility to manufacture a
range of engine variants, using components rough machined in an adjoining shop. Auto
docking and in-process verification systems directly reduce testing cycle time and
optimize test cell requirements.
All the shops have real-time manufacturing monitoring systems installed which will get hooked
and integrated to a centralized computer controlled automated manufacturing management
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system. This will facilitate order tracking, maximization of machine utilization, quality trend
monitoring, prediction of tool life and prompts for preventive maintenance, among others.
SUPPORT SERVICES
The plant has a state-of-the-art Fire Hydrant System, backup power generators (75%), 24
kms of rain water drains and wide concrete roads for taking care inbound / outbound logistics.
The latest generation electrical lighting reduces energy consumption significantly. The
manufacturing, canteen, office buildings have been designed on the principles of green building.
Ashok Leyland seeks to utilize its presence in this new location to spread the benefits of
industrialization to reach the youth of the region, by creating a stepping stone for them to start a
career. Ashok Leyland will sponsor them for 3-4 year courses offered in association with a
reputed technical training institute. During the training, they will learn and earn. The curriculum
will cover contemporary management and manufacturing concepts, side by side with an
opportunity for practical hands on learning at the modern plant. This training will give them the
skills and knowledge to be effective shop floor associates and will qualify them for managerial
positions eventually, cueing a breakthrough practice aptly called the integrated workforce as it
seeks to break the conventional hierarchical divisions on the shop floor.
The primary considerations for Ashok Leyland in putting up the new anantapur plant
have been to maximize local value utilization and create employment both directly and indirectly
for the local population of anantapur and its immediate vicinity. The Company aims at reaching
over 50% of local procurement by the end of the year. The increase in procurement and
utilization of local resources from areas like Anandrapradesh and Himachal Pradesh translate
into excise duty exemptions and VAT rebates which can be passed on to the end customer.
Several key vendor partners of the Company, accorded Preferred Supplier Status, have accepted
the invitation to set up their own facilities in ANDRAPRADESH. For Ashok Leyland, this
translates into better supply chain management, obviates the need for stores and enables ‘produce
to deliver’. The suppliers, on the other hand, enjoy the accruing tax benefits apart from the
guarantee of assured business from a captive client. Another positive is the creation of direct and
indirect employment opportunities for local talent.
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DEPARTMENTS IN ASHOK LEYLAND, ANANTHAPUR
The different departments are there in Anantapur plant of Ashok Leyland so as to do work
smoothly. The departments are as follow:-
 Material Department
 Strategic Sourcing Department
 Human Resource Department
 Administration Department
 Finance Department
 Production Department
 Maintenance Department
 Marketing Department
 Information Technology Department
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WORKING OF FINANCE DEPARTMENT IN PANTNAGAR
DIVISIONAL
MANAGER
(1)
FINANCE MANAGER
FINANCE MANAGER FINANCE MANAGER
(ACCOUNTS PAYABLE,
(COSTING) SALE TAX, EXCISE (CAPAX, GENERAL
DUTY) LEDGER, INCOME TAX)
(1)
(1) (1)
DEPUTY ASSISTANT DEPUTY

MANAGER MANAGER MANAGER
(2) (1) (1)
SENIOR OFFICER SENIOR OFFICER

(2) (2)
EXECUTIVE OFFICER
OFFICER
(1)
(3)
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CHAPTER-II
RESEARCH METHODOLOGY
2.1 NEED FOR THE STUDY
The main purpose behind this project is to study the satisfaction of the employee about
Training & Development Program conducted at the Organization.
According to the “Ducker and MC ghee” believed that training should be done not only
as a strategy to achieve organizational goals but also as the responsibility to employees. The
training is needed by everyone in the organization from top to bottom.
This study is mainly concentrated on aspects like need assessment of training, attitude
and behavior of employees, methods of training effectiveness of training etc.
The training and development is best way for individuals to maintain their own wealth
production, capacity. Specifically the need for training and development arises due to the
reasons,
 Job requirements
 Technological changes
 Organizational viability
 Internal mobility.
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2.2 SCOPE OF THE STUDY
Training and Development plays a vital role in determines the efficiency of the
establishment increase in productivity is possible only when there is an increase in quality of
output. It applies not only to new employees but also for experienced people as well as. It can
help employees to increase their levels of performance on their present job assignment
Training and development is widely accepted human resource problem solving device.
Over under emphasis on training and development arises from failure to recognize adequately
the training and development need objectives.
The scope extend to,
 Strengths and weakness are identified.

 Developing interest.
 Complete demonstration of the job requirements.
 Finally training & development program’s helps to increase organizational
 Effectiveness which leads to increase sales and maintain customer relationship.
 It also helps individuals to fulfill personnel needs.
 This study is conducted to know the various types of Training and Development
programs in ASHOK LEYLAND.
 This study includes Managers and Workers of all departments excluding contract
labors.
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2.3 OBJECTIVES OF THE STUDY
 To know the training and development programs followed by Company.

 To find out the opinions of the employees regarding training and development programs.
 To measure the effectiveness of training and development programs.
 To know satisfaction of an employee regarding training and development program.
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2.4 METHODOLOGY OF THE STUDY
3.4.1 Data sources & collection method:
The information from the present study has been collected from the both primary and secondary
source.
Primary data:
The primary data do not exist already in records and publications. The research has gathered
primary data afresh for specific survey. I have gathered by way of Respondents through a
structured questionnaire method where the research mix with the people concerned with use of
particular products and note important close by observing the respondents, questionnaire.
Secondary data:
It refers to those data which was gathered for some offer purpose and is already available in the
firm’s like Internal records and business magazines,
 Government publications,
 Company websites and brochures.
I have collected the secondary data through the company website, brochures, journals, magazines
and old records.
3.4.2 Sampling Plan:
There are various method of sampling what method should we use, this decision depends on the
aim of the study, the expected degree of accuracy or the survey results, and the sampling cast.
The sampling method used in Random sampling. This sampling method was used because of
lack of through knowledge about the universe.
 Sample size
The sample size was 118 respondents in Ashok Leyland.
 Sampling Unit
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The sampling unit was around 600+ employees in the Ashok Leyland.
 Sampling Procedure
The sampling procedure is response from the ASHOK LEYLAND.
Descriptive Research:
Descriptive research studies which are concerned with describing the characteristics of a
particular Individual or Group.
1) A Research design involves the complete process of planning and Operation of the
research.
2) A Research design n is an instrument, which helps in achieving scientific accuracy of the
study under consideration.
3) How many observations should be made from each unit in the study.
4) The research has covered all levels of the employees.
Research Tools:
 Data source : Primary and secondary

 Sampling technique : Simple random sampling
 Research instrument : Survey conducted through Questionnaire
 Sample unit : Ashok Leyland
 Sample size : 118
Statistical tools: Tools used for analysis are:
Percentage method:
Percentage methods are used to the percentage value of all the different questions percentages
are used in making comparison two or more series of data.
Percentage = (No. of Respondents) x100
(Total respondents)
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3.5 LIMITATIONS OF THE STUDY
1. Employees were not ready to reveal exact information. Because of the fear of job
security.
2. The employees were very busy in the production of cement due to the peak season.
3. The study is confined to a limit period i.e., 8 weeks.
4. Availability of the information on Human Resource management and its confidentiality is
also a limiting factor.
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CHAPTER-III
3.1 MEANING OF THE TRAINING & DEVELOPMENT
Training & development refers to the importing of skills, abilities and Knowledge to an
employee. A formal definition of training & development is it is any attempt to improve current
or future employee performance by increasing an employee’s ability to Perform through
learning, usually by changing the employee’s attitude or increasing His or Her skills and
knowledge.
T – Talent & Tenacity
R – Reinforcement
A – Awareness
I – Interest
N – Novelties
I – Intensity
N – Nurturing
G – Grip.
According to Edwin B.Flippo: “Training is an act of increasing the knowledge &skills of

an employee to do a particular job or specific job in the organization.”
Development refers to the learning opportunity which is designed for employee to grow.
Development an effort to provide employees with the abilities the organization will need in the
Future.
Development in contrast, is considered to be more general than training and more

oriented to individuals needs in addition to the organizational needs & it is the most often aimed
towards management of the people.
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Training is short-term educational process & utilizing a systematic and organized

procedure by which employees learn technical knowledge and skills for a definite purpose. The
main purpose of training is to achieve change in the behavior of those trained, to enable them to
do their job in the better way
Training improves changes moulds the employee’s skill knowledge behavior attitudes
towards the requirement of the job and organization. The purpose of training basically to bridge
the gap between job requirements and present competence of an employee. It is not sometimes
that is done once to new employees. It is used continuously in every well-run establishment.
Development is concerned with giving individuals the necessary knowledge , skills,

experience to enable them to undertake great & more demanding roles and responsibilities.
The need for training and development is determined by the employee’s performance and
deficiency is, Training & development need = standard performance – Actual performance.
Difference between Training and development:
AREA TRAINING DEVELOPMENT
Content Technical skills and Managerial and behavioral

knowledge skills and knowledge
Workers Specific job related Conceptual and General

knowledge
Duration Short term Long term
For whom Mostly technical and non- Mostly for managerial

managerial personnel’s personnel’s
TRAINING AND DEVELOPMENT OBJECTIVES
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The principal objective of training and development division is to make sure the
availability of a skilled and willing workforce to an organization. In addition to that, there are
four other objectives: Individual, Organizational, Functional, and Societal. Training and
development is a subsystem of an organization. It ensures that randomness is reduced and
learning or behavioral change takes place in structured format.
Individual Objectives – help employees in achieving their personal goals, which in turn,
enhances the individual contribution to an organization.
Organizational Objectives – assist the organization with its primary objective by bringing
individual effectiveness.
Functional Objectives – maintain the department’s contribution at a level suitable to the
organization’s needs.
Societal Objectives – ensure that an organization is ethically and socially responsible to the
needs and challenges of the society.
The quality of employees and their development through training and education are major
factors in determining long-term profitability of a small business. If you hire and keep good
employees, it is good policy to invest in the development of their skills, so they can increase their
productivity. Training often is considered for new employees only. This is a mistake because
ongoing training for current employees helps them adjust to rapidly changing job requirements.
Reasons for emphasizing the growth and development of personnel include
 Creating a pool of readily available and adequate replacements for personnel who may
leave or move up in the organization.
 Enhancing the company’s ability to adopt and use advances in technology because of a
sufficiently knowledgeable staff.
 Building a more efficient, effective and highly motivated team, which enhances the
company’s competitive position and improves employee morale.
 Ensuring adequate human resources for expansion into new programs.
Research has shown specific benefits that a small business receives from training and
developing its workers, including:
 Increased productivity.
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 Reduced employee turnover.

 Increased efficiency resulting in financial gains.
 Decreased need for supervision.
Employees frequently develop a greater sense of self-worth, dignity and well-being as they
become more valuable to the firm and to society. Generally they will receive a greater share of
the material gains that result from their increased productivity. These factors give them a sense
of satisfaction through the achievement of personal and company goals.
NEED FOR TRAINING:
To match the employees specification with the job requirement and organizational
needs.
Organizational viability and the transformation process
Technological advances.
Organizational complexities.
Human relations.
Change in the job assignment.
To full fill the future requirements of employees
According to Ducker and Mc Ghee believed that training should be done not only as a
strategy to achieve organizational goals but also as responsibility to employees. The best way for
individual to make themselves inflation roof is to maintain their own wealth production,
capacity, that is their skills & knowledge.
Specifically the need for training arises due to the following reasons,
 Job requirement
 Technological changes
 Organizational viability
 Internal mobility.
IMPORTANCE OF TRAINING:
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 T & D removes the performance deficiencies among the employees.

 This deficiency is cost by lack of ability rather than lack of motivation to
performance.
 Individuals involves attitude and motivation needed to learn to do the
Better job.
 Supervisor’s and peers are supportive of the desired behavior.
 Increases growth of individuals and organization can get the good profits.
TRANING PRINCIPLES:
A number of principles have been evolved which can be followed as guide lines by the
trainees. Some of them are as follows,
 Clear objectives
 Training policy
 Motivation
 Reinforcement
 Learning period
 Organized materials
 Feed back
 Preparing the instructor
 Practice
 Appropriate techniques
TYPES OF TRAINING:
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Training is required for several purposes. Accordingly, Training programs may

be of the following types.
1) Orientation Training
2) Job Training
3) Safety Training
4) Promotional Training
5) Refresher Training
6) Remedial Training
PROCESS OF TRAINING & DEVELOPMENT:
Organization objectives and Strategies
Assessment of training needs
Establishment of training goals
Designing training programs
Implementation of training programs
The Training Evaluation of the results procedure:
One of the better personnel programme to

come out World War II was the Training within the Industry (TWI) programme of the War
Manpower Commission. This was basically a supervisory training programme to make up for the
shortage of civilian supervisory skills during the war. One of the parts of this programme was the
job instruction training course, which was concerned with how to teach? The training procedure
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discussed below is essentially an adoption of the job instruction training course, which has been
proved to have a great value.
The important steps in training procedure are:
Preparing the Instructor: The instructor must know both the job to be taught and how
to teach it. The job must be divided into logical parts so that each can be taught at a proper time
without the trainee losing plan. For each part one should have in mind the desired technique of
instruction, that is, whether a particular point is best taught by illustration, demonstration or
explanation.
Preparing the Trainee: As in interviewing, the first step in training is to attempt to place the
trainee at ease. Most people are somewhat nervous when approaching an unfamiliar task.
Though the instructor may have executed this training procedure, many times he or she never
forgets its newness to the trainee. The quality of empathy is a mark of the good instructor.
Getting Ready to Teach: This stage of the programme is class hour teaching involving the
following activities:
 Planning the programme.
 Preparing the instructor’s outline.
 Do not try to cover too much material.
 Keeps the session moving along logically?
 Discuss each item in depth.
 Repeat, but in different words.
 Take the material from standardized texts when it is available.
Presenting the Operation: There are various alternative ways of presenting the operation,
explanation, demonstration etc. An instructor mostly uses these methods of explanation. In
addition one may illustrate various points through the use of pictures, charts, diagrams and other
training aids. Demonstration is an excellent device when the job is essentially physical in nature.
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Follow-up: The final step in most training procedure is that of following-up. When people are
involved in any problem or procedure, it is unwise to assume that things are always constant.
Follow-up can be adapted to a variable reinforcement schedule as suggested in the discussion of
learning principles. The follow-up system should provide feed-back on training effectiveness and
on total value of training system.
TRAINING METHODS:
Training is essential for smooth, Economic, Timely and efficient production work or
service in any organization training is a must. Management has to choice as between ‘Training
‘or ‘no training’ the only choice is to select suitable methods of training.
Training method or techniques represents the medium of importing skills and knowledge to
employees. There are various methods of training, but all these can be broadly divided into two
principal’s types.
Methods of
Training
On the job Off the job

methods methods
On-the-job methods
 Orientation training
 Job instruction training
 Job rotation
 Coaching
 Mentoring
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Off-the-job methods-
 Lectures
 Game and Simulations
 Program instruction
ON-THE-JOB METHOD:
This method refers to methods that are applied in the workplace, while the
employee is actually working.
Job instruction training: It is also known as training through step-by-step.
Under this method
Trainer explains the trainee the way of doing the job, job knowledge and skills and
allowances for to do the job. The trainer apprises performances of the trainee provides feedback
information & correct the trainee.
JIT Consists of Four Steps:
Plan – This step includes a written breakdown of the work to be done because the trainer and the
trainee must understand that documentation is must and important for the familiarity of work. A
trainer who is aware of the work well is likely to do many things and in the process might miss
few things. Therefore, a structured analysis and proper documentation ensures that all the points
are covered in the training program.
The second step is to find out what the trainee knows and what training should focus on. Then,
the next step is to create a comfortable atmosphere for the trainees’ i.e. proper orientation
program, availing the resources, familiarizing trainee with the training program, etc.
Present – In this step, trainer provides the synopsis of the job while presenting the participants
the different aspects of the work. When the trainer finished, the trainee demonstrates how to do
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the job and why is that done in that specific manner. Trainee actually demonstrates the procedure
while emphasizing the key points and safety instructions.
Trial – This step actually a kind of rehearsal step, in which trainee tries to perform the work and
the trainer is able to provide instant feedback. In this step, the focus is on improving the method
of instruction because a trainer considers that any error if occurring may be a function of training
not the trainee. This step allows the trainee to see the after effects of using an incorrect method.
The trainer then helps the trainee by questioning and guiding to identify the correct procedure.
Follow-up – In this step, the trainer checks the trainee’s job frequently after the training program
is over to prevent bad work habits from developing. There are various methods of training,
which can be divided into cognitive and behavioral methods. Trainers need to understand the
pros and cons of each method, also its impact on trainees keeping their background and skills in
mind before giving training.
Job Rotation: This type of training involves the movement of the trainee from one job to
another job. The trainee receives job knowledge & gain experience from his superior or trainees
in each of the different job assignment.
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This approach allows the manger to operate in diverse roles and understand the different
issues that crop up. If someone is to be a corporate leader, they must have this type of training. A
recent study indicated that the single most significant factor that leads to leader’s achievement
was the variety of experiences in different departments, business units, cities, and countries. An
organized and helpful way to develop talent for the management or executive level of the
organization is job rotation. It is the process of preparing employees at a lower level to replace
someone at the next higher level. It is generally done for the designations that are crucial for the
effective and efficient functioning of the organization.
Some of the major benefits of job rotation are:
 it provides the employees with opportunities to broaden the horizon of

knowledge, skills, and abilities by working in different departments,
business units, functions, and countries.
 Identification of Knowledge, skills, and attitudes (KSAs) required
 it determines the areas where improvement is required.
 Assessment of the employees who have the potential and caliber for
filling the position
Coaching: Under this training the trainee is placed under a particular supervisor functions or a
coach in training the individuals. The supervisor provides feedback to the trainee on his
performance & offers him some suggestions for improvement.
According to a survey conducted by International Coach Federation (ICF), more than

4,000 companies are using coach for their executives. These coaches are experts most of the time
outside consultants.
A coach is the best training plan for the CEO’s because

 It is one to one interaction
 It can be done at the convenience of CEO
 It can be done on phone, meetings, through e-mails, chat
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 It provides an opportunity to receive feedback from an expert

 It helps in identifying weaknesses and focus on the area that needs improvement
This method best suits for the people at the top because if we see on emotional front, when a
person reaches the top, he gets lonely and it becomes difficult to find someone to talk to. It helps
in finding out the executive’s specific developmental needs. The needs can be identified through
60 degree performance reviews.
Procedure of the Coaching

The procedure of the coaching is mutually determined by the executive and coach. The
procedure is followed by successive counseling and meetings at the executive’s convenience by
the coach.
1. Understand the participant’s job, the knowledge, skills, and attitudes, and resources required to
meet the desired expectation
2. Meet the participant and mutually agree on the objective that has to be achieved
3. Mutually arrive at a plan and schedule
4. At the job, show the participant how to achieve the objectives, observe the performance and
then provide feedback
5. Repeat step 4 until performance improves
For the people at middle level management, coaching is more likely done by the supervisor;
however experts from outside the organization are at times used for up and coming managers.
Again, the personalized approach assists the manger focus on definite needs and improvement.
Mentoring:
Mentoring is an ongoing relationship that is developed between a senior and junior
employee. Mentoring provides guidance and clear understanding of how the organization goes to
achieve its vision and mission to the junior employee.
The meetings are not as structured and regular than in coaching. Executive mentoring is
generally done by someone inside the company. The executive can learn a lot from mentoring.
By dealing with diverse mentee’s, the executive is given the chance to grow professionally by
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developing management skills and learning how to work with people with diverse background,
culture, and language and personality .Executives also have mentors. In cases where the
executive is new to the organization, a senior executive could be assigned as a mentor to assist
the new executive settled into his role. Mentoring is one of the important methods for preparing
them to be future executives. This method allows the mentor to determine what is required to
improve mentee’s performance. Once the mentor identifies the problem, weakness, and the area
that needs to be worked upon, the mentor can advise relevant training. The mentor can also
provide opportunities to work on special processes and projects that require use of proficiency.
Some key points on Mentoring

 Mentoring focus on attitude development
 Conducted for management-level employees
 Mentoring is done by someone inside the company
 It is one-to-one interaction
 It helps in identifying weaknesses and focus on the area that needs improvement
OFF-THE-JOB METHOD:
These methods are used away from work places.
Lectures: It is the verbal presentation of information by an instructor to a large group of

audience. The lecture is presumed to posses in that knowledge of subject.
Lecture is telling someone about something. Lecture is given to enhance the knowledge
of listener or to give him the theoretical aspect of a topic. Training is basically incomplete
without lecture. When the trainer begins the training session by telling the aim, goal, agenda,
processes, or methods that will be used in training that means the trainer is using the lecture
method. It is difficult to imagine training without lecture format. There are some variations in
Lecture method. The variation here means that some forms of lectures are interactive while some
are not.
Straight Lecture: Straight lecture method consists of presenting information, which the
trainee attempts to absorb. In this method, the trainer speaks to a group about a topic. However,
AERM Page 48
it does not involve any kind of interaction between the trainer and the trainees. A lecture may
also take the form of printed text, such as books, notes, etc. The difference between the straight
lecture and the printed material is the trainer’s intonation, control of speed, body language, and
visual image of the trainer. The trainer in case of straight lecture can decide to vary from the
training script, based on the signals from the trainees, whereas same material in print is restricted
to what is printed. A good lecture consists of introduction of the topic, purpose of the lecture, and
priorities and preferences of the order in which the topic will be covered.
Some of the main features of lecture method are:

 Inability to identify and correct misunderstandings
 Less expensive
 Can be reached large number of people at once
 Knowledge building exercise
 Less effective because lectures require long periods of trainee inactivity
Games and Simulations: Game and simulations are structured and sometimes unstructured,
that are usually played for enjoyment sometimes are used for training purposes as an educational
tool. Training games and simulations are different from work as they are designed to reproduce
or simulate events, circumstances, processes that take place in trainees’ job.
A Training Game is defined as spirited activity or exercise in which trainees compete with each
other according to the defined set of rules. Simulation is creating computer versions of real-life
games.
Simulation is about imitating or making judgment or opining how events might occur in a
real situation. It can entail intricate numerical modeling, role playing without the support of
technology, or combinations. Training games and simulations are now seen as an effective tool
for training because its key components are:
 Challenge
 Rules
 Interactivity
AERM Page 49
These three components are quite essential when it comes to learning. Some of the examples of
this technique are:
Trainees can therefore experience these events, processes, games in a controlled setting
where they can develop knowledge, skills, and attitudes or can find out concepts that will
improve their performance.
The various methods that come under Games and Simulations are:
 BEHAVIOR-MODELLING
 BUSINESS GAMES
 CASE STUDIES
 EQUIPMENT STIMULATORS
 IN-BASKET TECHNIQUE
 ROLE PLAYS
Programmed instructions: In this method where training is offered without the interventions of
a trainer. Information is provided to the trainee in blocks, either in a book of teaching machine
explanation. In addition one may illustrate various points through the use of pictures, charts,
AERM Page 50
diagrams and other training aids. Demonstration is an excellent device when the job is essentially
physical in nature.
3.2 IMPORTANCE OF THE TRAINING AND DEVELOPMENT
Training and Development is crucial for organizational development and success. It is

fruitful to both employers and employees of an organization. An employee will become more
efficient and productive if he is trained well. The benefits of training can be summed up as:
1. Improves Morale of Employees: Training and Development helps the employee to get job
security and job satisfaction. The more satisfied the employee is and the greater is his morale, the
more he will contribute to organizational success and the lesser will be employee absenteeism
and turnover.
2. Less Supervision: A well trained employee will be well acquainted with the job and will need
less of supervision. Thus, there will be less wastage of time and efforts.
3. Fewer Accidents: Errors are likely to occur if the employees lack knowledge and skills
required for doing a particular job. The more trained an employee is, the less are the chances of
committing accidents in job and the more proficient the employee becomes.
4. Chances of Promotion: Employees acquire skills and efficiency during training. They
become more eligible for promotion. They become an asset for the organization.
5. Increased Productivity: Training and Development improves efficiency and productivity of
employees. Well trained employees show both quantity and quality performance. There is less
wastage of time, money and resources if employees are properly trained.
6. Increases Employee’s Confidence: The trained workers are able to do their jobs in
appropriate way and can understand the procedures and methods without any difficulty. Hence,
employees gain confidence and start working with their full potential to attain job satisfaction.
7. Improved Levels of Quantity and Quality: Training and Development leads to better
production of the goods in large quantity, which are qualitatively superior as well.
AERM Page 51
CHAPTER-IV
DATA ANALYSIS AND INTERPRETETION
4.1 Is the Training and Development Programs followed by the company?
Table: 4.1
Opinion No. of respondents Percentage
AERM Page 52
Yes 118 100
No 0 0
Total 118 100
Graph: 4.1
T&D followed by the Company

140
120
100
80 Percentage
60
40
20
0
Yes No
Interpretation:
From the above Table and Chart, it indicates that All the Employees (118 respondents)
said that their company is following Training and Development Program.
4.2 Is the Training necessary for your job?

Table: 4.2
Opinion No. of Respondents Percentage
Yes 97 82
AERM Page 53
No 21 18
Total 118 100
Graph: 4.2
Training necessary for job

90
P 80
e 82
70
r
60
c
e 50
40 Percentage
n
t 30
a 20
g 10 18
e 0
YES NO
Opinion
Interpretation:
From the above table and chart, I have observed that the 82% of employees are thinking
that the Training and Development program is necessary for the job and 18% of the employees
are thinking that Training and Development program is not necessary for the job.
4.3. Have you undergone any Training and Development Program up to now?
Table: 4. 3
Opinion No. of Respondents Percentage
Yes 98 83
AERM Page 54
No 20 17
Total 118 100
Graph: 4.3
Participation in Training program

P 100
e
r 80
83
c 60
e Percentage
n 40
t
a 20
g 17
0
e YES NO
Opinion
Interpretation:
From the above Table & Chart, it represents that the 83% of employees in SPL had
participated in the Training and Development Program and 17% of the employees have not
participated in Training and Development program.
4.4. When did you get Training and Development Program in the Ashok Leyland?
Table: 4.4
Response No. of Percentage

respondents
At the time of joining 75 64
AERM Page 55
Before getting the promotion 10 8
After getting the promotion 25 21
Skill deficiency identified through 8 7

performance
Total 118 100
Graph: 4.4
Getting training program in SPL

P
e 60
64
r 30 8 7
c 0 21
e Percentage
n
t
a
g
e
Opinion
Interpretation:
From the above table and chart, it indicates that the 64% of the respondents said that they
are taking training and development at the time of joining, 21% of the respondents said that they
trained after promotion, 8% of the respondents taking training and development before
promotion and 7% of respondents have getting training and development at the time of skill
deficiency.
4.5. Where you have received the Training and Development Program?
Table: 4.5
AERM Page 56
Opinion Employee respondents Percentage
On-the-job 30 25
Off-the-job 74 63
Both 14 12
Total 118 100
Graph: 4.5
Method of receiving Training program

P 70
e 60 63
r 50
c
40
e Percentage
n 30
t 20 25
a 10
g 12
0
e On-The-job Off-The job Both
Method
Interpretation:
From the above Table and Chart, it shows that the 74 respondents (63%) are receiving
Training and Development in the method of Off-the-job, 30 respondents (25 %) are receiving
training and development in the method of on-the –Job and 14 respondents are receiving training
and development in the both methods.
4.6. Which type of Training and Development methods in Ashok Leyland?

Table: 4.5
AERM Page 57
Preference No. of respondents Percentage
Classroom training 28 24
Training Institute 56 47
Job rotation 26 22
External consultants 8 7
Total 118 100
Graph: 4.6
Training in SPL
P
e 40 47
r 20 7
24 22
c 0
e g ut
e on ts
n ia n
in ts it tati tl an Percentage
in ro u
t Tr g b ons
a om ia n
in Jo l c
ro r rna
g s T te
as Ex
e Cl
Opinion
Interpretation:
From the above table and chart, it indicates that the 47% of the respondents trained in
training institute, 24% of the respondents trained in the class room, 22% of the employees
trained at the time of job rotation and 7% of the respondents trained from the external
consultants.
4.7 How many Training and Development programs did you attend?
Table: 4.7
Respondents No. of respondents Percentage
AERM Page 58
One 12 10
Two 26 22
Three 32 27
More 48 41
Total 118 100
Graph: 4.7
Training program attended

P
e 40
41
r
c 30
e 27 Percentage
n 20 22
t
10
a 10
g 0
e One Two Three More
Response
Interpretation:
From the above table and chart, it indicates the 41% respondents said that we have
attended more than the 3 training and development programs, 27% respondents said that we
have attended 3 training and development programs, 22% of respondents said that we have
attended 2 training and development programs and 10% of respondents said that we have
attended only one training and development program.
4.8. From whom the Training and Development is received?

Table: 4.8
Dimensions Respondents Percentage
Superior 70 59
Institutions 5 4
AERM Page 59
Consultant 29 25
Others 14 12
Total 118 100
Graph: 4.8
Whom Training and Development is received

70
60
50
40 Percentage
30
20
10
0
Superior Institution Consultant Others
Interpretation:
From the above table and chart, it indicates that the 59% of the respondents received
training and development from the superior, 25% of respondents received training and
development from the consultant, 12% of respondents has received training and development
from the others and 4% of respondents have received the training and development from the
institution.
4.9. How frequently you are attending for Training and Development Program?
Table: 4.9
Response No. of respondents Percentage
Annually 20 17
AERM Page 60
Half-yearly 20 17
Quarterly 50 42
During launch of 28 24
new technology
Total 118 100
Graph: 4.9
Frequency of Training program

P
e 40
42
r 20
17 17 24
c 0
e
a lly a rly rly og
y
Percentage
ye te l
n uu ar no
t An lf- Qu
ch
Ha te
a w
g ne
i ng
e ch
Response un
La
Interpretation:
From the above table and chart, it indicates that the 42% of the respondents said that they
have trained quarterly, 24 % of the respondents said that they have trained when launching a new
technology , 17 % of the respondents said that they have trained half yearly and 17% of the
respondents Annually trained.
4.10. After the Training and Development Program in which aspects you are developed?
Area of developed Respondents Percentage
Table: 4.10
Skills & Knowledge 60 51
Social behavior 18 15
To face new technology 20 17
AERM Page 61
Motivated 20 17
Total 118 100

Graph: 4.10
Area developed after Training

60
P 40 51
e
r 20
0 15 17 17
c
ge r
e ou oy on
le
d v i
n ol at
i Percentage
n ow ha ch ti v
t Kn be te M
o
al w
a s& ci ne
g i ll So c e
Sk fa
e To
Dimensions
Interpretation:
From the above table and chart, it represents that the 51% employees developed their
Skills & Knowledge, 15% of the employees improved their Social behavior, 17% of the
respondents learn that to face new technology and 17% of the respondents improved through
Motivation program.
CHAPTER-V
5.1 FINDINGS
AERM Page 62
 All the employees said that the company is following training and development program.
 Employees are working in the Ashok Leyland opined that the training and development is
the necessary for doing the job.
 64% of the employees are taking the training and development program at the time of
joining.
 The Ashok Leyland prefers Training Institutions to conduct Training & Development
Program to the employees.
 All the employees knew that the organization is conducting training and development
programs regularly and all of them had taken training and development.
 59% of the employees are interested to take the training program from their superior.
 Most of the employees expect more benefits from the training programs. Benefits like
improving the skills, Knowledge & attitude, aware of company policies and idea
generation etc.
 After training, 51% of the employees were developed in the area of skills and knowledge
and 15% of the employees were developed in the area of social behavior.
 In the Ashok Leyland employees are attending the training programs regularly.
 71% of the employees strongly agreed that Training and Development programs are
effective in Ashok Leyland.
 50% of the employees has given 5* rating to the Training and Development Program.
 60% of the employees were highly satisfied with the Training and Development Program
in the Ashok Leyland.
5.2 SUGGESTIONS
AERM Page 63
 Company has to develop the training and development program to provide the necessary
information supporting for jobs.
 Company has to improve methods of on-the-job.
 Company has to improve the employee’s satisfied Working conditions.
 Trainer has to motivate the trainees for improving their Knowledge and skills.
 Company has to provide better training and development to provide the employee and
make him suitable for the job.
 Trainer has to motivate the trainees for improving the relationship between workers and
management.
5.3 CONCLUSION
AERM Page 64
The Survey was under taken to study the satisfaction of employee through the Training and
development. The study focused on the Employee opinions and feedback of Training and
Development program conducted by Ashok Leyland. From the study, i can conclude that some
of the workers are not fully satisfied with their training and development programme.
The organization should initiate certain measure and motivate the employees. Training
programs should create friendly environment so that employees can discuss their personal
problems freely.
Therefore, Management needs to moderate some factors which are dissatisfied by

workers. If the management wants to increase the productivity of the company, they should
concentrate on Training and Development programs conducted for Employees.
ANNEXURE
AERM Page 65
QUESTIONNAIRE
A STUDY ON TRANING AND DEVELOPMENT IN ASHOK LEYLAND

AT RACHAGUNNERI, YERPEDU.
NAME :
AGE :
LENGTH OF SERVICE :
DEPARTMENT :
DESIGNATION :
QUALIFICATION :
MARITAL STATUS : A) MARRIED B) UN- MARRIED
Questionnaire;
1. Is the Training and Development Programs followed by the company? ()
a. Yes b. No
2. Is the Training and Development necessary for your job? ()
a. Yes b. No
3. Have you undergone any Training and Development Program up to now? ()
a. Yes b. No
4. When did you get Training and Development Program in the Ashok Leyland? ()
AERM Page 66
a. At the time of joining b. Before promotion

c. After promotion d. Skill deficiency identified through performance.
5. Where you have received the Training and Development Program? ()
a. On- the- job b. Off- the - job

b. Both
6. Which type of Training and Development methods in Ashok Leyland? ()
a. Class room Training

b. Training Institute
c. Job rotation
d. External consultants
7. How many Training and Development Programs did you attend? ()
a. One b. Two
b. Three d. More
8. From whom the Training and Development Program is received? ()
a. Superiors b. Institutions
b. Consultants d. Others
9. How frequently you are attending for Training and Development Program? ()
a. Annually b. Half-yearly
c. Quarterly d. During launch of new technology
10. After the Training and Development Program, in which aspects you are developed? ( )
a. Skills , Knowledge b. Social behavior
c. To face new technology d. Motivated
AERM Page 67
BIBLIOGRAPHY
(1) Name of the Author : L. M. Prasad

Title of the Book : Human Resource Management
AERM Page 68
Name of the Publisher : Sultan Chand and Sons

Place of the Published : Delhi
Year of the Published : 2005
(2) Name of the Author : Irwin L. Goldstein & J. Kevin Ford

Title of the Book : Training In Organizations
Name of the Publisher : Himalaya Publishing House
Place of the Published : Mumbai
(3) Name of the Author : C. R. Kothari

Title of the Book : Research Methodology & Technologies
Name of the Publisher : New Age Inter
Place of the Published : Mumbai
WEB SITES
 www.google.com
 www.employee training.com
 www.training and devlopment.com
 www.srikalahasthi pipes limited.com
 www.hr.com
AERM Page 69

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Training and Development

The answer to this question centered on the following areas.

 Getting the people who can make an organization.

MEANING OF HUMAN RESOURCE

HUMAN RESOURCE MANAGEMENT

Human Resource Management is concerned with the people the “Dimension” in

OBJECTIVES OF HUMAN RESOURCE MANAGEMENT

 To help the organization to reach its goals.

Scope of Human Resource Management:

e) Organizational Development: This is an important aspect whereby “Synergetic effect” is

g) Employee Assistance: Each employee is unique in character, personality, expectation and

i) Personnel Research and Information System: Knowledge on behavioral science and

Introduction of Training and development

Training is a process of learning a sequence of programmed behavior. It is the application

The program of executive development aims at achieving following purposes: -

INDIAN AUTOMOTIVE SECTOR

Figure 2.1 Manufacturing segment of automotive industry

Competition in this industry is high. Competition in this industry is increasing. Automotive

Parmanand Deepchand Hinduja (1901-1971)

LalitaGirdhar Hinduja (1932-1992)

Ashok Leyland is a commercial vehicle manufacturing company based in Chennai, India.

Headquarters: Chennai, Tamil Nadu, India

Key people: R. Seshasayee, R. J. Shahaney, S. P. Hinduja, D. G. Hinduja , Vinod Dasari.

Products: Buses, Trucks, Engines, Defense & Special

Net Profit: RS. 565.98 Crores

Turnover: RS. 11,117.7 Crores

Parent: Hinduja Group

 Ennore foundries Limited

When it comes to the development of environmentally friendly technologies, Ashok

ACHIEVEMENTS OF ASHOK LEYLAND

1966:-Introduce full air brakes.

1967:- Launched double-decker bus.

1968:- Offered power steering in commercial vehicles.

1979:- Introduced multi-axle trucks.

1982:- Introduced vestibule bus.

1992:- Won self-certification status for defence supplies.

1993:- Received ISO 9002 Certification.

2000:- Euro-I, Engines/vehicles introduced.

2005:- Received ISO 14001 certification for all manufacturing units.

2010:- Launched hybrid electric vehicle.

2012:- E-Comet launched.

2015:- 50,000 mark vehicle produced.

2015:- TS16949Corporate Certification

 Excellence in quality of its products

Be a leader in the business of commercial vehicles, excelling intechnology, quality and

Ashok Leyland is committed to achieve customer satisfaction, by anticipating and delivering

 Superior products manufactured as also services offered by the company.

 We follow all legal reasons.

TRUCKS: - Pioneers in multi axle trucks and tractor-trailers.

The SWOT Analysis of the company is done.

STRENGH OF THE COMPANY

1. Good Training System.

OPPORTUNITIES FOR THE COMPANY

EXEMPTION BENEFITS AT A GLANCE IN UTTARAKHAND

Figure 3.1 Ashok leyland, ANANTHAPUR Plant

Dr. Ramesh Pokhriyal inaugurated Hinduja’s flagship company, Ashok Leyland’s

The facilities have been so designed as to accommodate further expansion in terms of

 SHOP I (Chassis Shop) : - The chassis assembly is designed to be extremely dexterous