1

CAPSTONE PROJECT

Submitted in partial fulfillment of the requirements for the degree of

Bachelor of Business Administration

By

DIVYA SRI T

20BBA0193

Under the guidance of

PROF. MADHUMITA DAS VIT

Business School

VIT Vellore.

REVIEW 1&2
COMPANY: SUSEE Motors private ltd

DOMAIN: Human Resource

TOPIC: EFFECTIVENESS OF TRAINING AND DEVELOPMENT

INTRODUCTION:
Human resources are thought to provide businesses a competitive edge since they take into
account human capital in addition to production-related capacities. Other resources, such as
technology and capital, are simple for rivals to copy, while human resources stand out and are
more difficult to duplicate. It is common knowledge that a company's workforce is one of the
most crucial elements in ensuring flexibility and adaptability to organisational pace. In the
same manner, having personnel with poor qualities can cause a company to fail and ultimately
fail. It becomes crucial to have a pool of talented workers, and cultivating their loyalty is a
constant task. Because of this, the likelihood that an employee may switch jobs is decreased by
using an organised, proper approach to recruitment, selection, and training. In order to draw in
new, top-notch employees, management must make every effort to keep the company's best
employees on board and uphold their dedication to the company. For the purpose of creating
knowledge for companies, jobs, and related sectors, it is crucial for researchers to have a
fundamental research emphasis. Nowadays, organisations are observing a shift in the balance
of power from employers to employees. Within firms that continue to learn how to keep their
employee satisfaction at a high level, employees can be retained and happy.

This study focused on Tata Motors employees from a variety of areas, and the findings
indicated that most HRM strategies have a beneficial effect on employee retention,
commitment, and satisfaction, but a methodical recruitment and selection process is crucial.

OBJECTIVES OF THE STUDY:

1. To know the different training methods of Tata Motors.

2. To know the design of the training program and also conduct the training program.

3. To find out the challenges that could be resolved with training.

4. To know the improvements Tata Motors can take delivering their training program.
5. To know the evaluation process of training for its employees.

SCOPE OF THE STUDY:

This research provides me with an opportunity to explore in the field of Human
Resources. This research also provides the feedback of people involved in the Training
and development process Apart from that it would provide me a great deal of exposure to
interact with the high profile managers of the company.

RESEARCH DESIGN:

EXPLORATORY STUDY:
Since we always lack a clear idea of the problems one will meet during the study,
carrying out an exploratory study is particularly useful. It helped develop my concepts
more clearly, establish priorities and in improve the final research design. Exploratory study
will be carried out by conducting: Secondary data analysis which included studying
the website of the company and also going through the various
articles published in different sources (magazines, books, internet, newspapers) on Small
and Medium Scale Enterprises and Training and development process.

DESCRIPTIVE STUDY:
After carrying out initial Exploratory studies to bring clarity on the subject under study,
Descriptive study will be carried out to know the actual Training and Development
method being followed. The knowledge of actual training and development process is
needed to document the process and suggest improvements in the current system to make
it more effective. The tools used to carry out Descriptive study included both monitoring
and Interrogation.

Sampling Unit: Employees of Tata Motors.

Sampling Size: -

LIMITATIONS OF THE STUDY:

1. In view of the limited time available for the study, only the Training and
Development process could be studied.

2. The sample size is too small to reflect the opinion of the whole organization.

3. The answers given by the respondents have to be believed and have to be taken for
granted as truly reflecting their perception.

METHODOLOGY:
Research methodology is purely and simply the framework or a plan for study that guides
the collection and analysis of data. Research is the specific way to solve the problems and
is necessarily used to improve the market potential. This involves exploring the possible
methods one by one and arrive the best solutions considering the availability of resources.

REVIEW OF LITERATURE:

• McFarlane and Donovan

McFarlane and Donovan clarified the following points in order to concentrate on the training
programmes' effects:

Reactions: How learners felt about the training's objectives, themes, resources, instructors,
setting, and methodology.

Learning: is the knowledge, skills, abilities, and attitudes that learners acquire as a result of
their involvement in training.

Usefulness: The learners' perception of the training program's utility in relation to their
employment

• Kumar and Siddika's (2017)

According to Kumar and Siddika's (2017) research, training and development aids bank
personnel in developing their knowledge, expertise, and other transferable skills. Human
resources are the most valuable asset of every organisation. An organization's management
must take a variety of initiatives and measures to transform its people resources into human
resource capital. They are able to offer their best efforts as a result, which will help the business
succeed.

• Khan, Khan, and Khan (2011)

According to Khan, Khan, and Khan (2011), training and development have a significant
impact on organisational performance. They advised all business owners to give their staff
members adequate, pertinent training. They suggested as well that the training and
development programme may be advantageous to both the company and the personnel. If
employees fail to complete tasks, productivity across the board will decrease.

• Jennifer Chishamiso Nzonzo and Henry Ongori (2011)

Jennifer Chishamiso Nzonzo and Henry Ongori (2011) claim that training and development is
now a strategic concern. The majority of the research has focused on the advantages of training
generally, despite the fact that many researchers have studied training and development
strategies in businesses in both developing and developed countries. Evaluation of training and
development strategies in businesses is, however, not given enough attention.

• Ananthalakshmi Mahadevan et al. (2019)

In a direct selling company in Malaysia, Ananthalakshmi Mahadevan et al. (2019) investigated

the effect of training approaches on employee performance. According to research, one of the
key tasks in an organisation to guarantee a high level of competency with a competent team in
order to continue and grow in a dynamic business climate is building a skilled and
knowledgeable staff. Examining the effects of on-the-job and off-the-job training on employee
performance was the goal of this study. In accordance with the findings, on-the-job and off-
the-job training both produced standard coefficient beta values of 0.370 and 0.546 with a
significant value of 0.000. According to the beta value reading, the influence of off-the-job
training on employee performance is greater than that of on-the-job training.

• Huang, I., L., Tsai, P., Yen, C. Y., and H. (2007).

Learning-focused employees had a greater degree of job satisfaction, which has a favourable
impact on their performance. Also, according to Locke, job satisfaction is an enjoyable or
positive emotional state that comes from a positive evaluation of one's job or one's experiences
on the job. According to the literature, commitment is the outcome of receiving enough training
and development to enable task completion and an improvement in performance. Also, there
is a direct correlation between employee turnover within a company and the size of the skill
gap between what is needed to accomplish a task and what is actually available to do the work.
Due to the significant turnover that resulted, additional training would be required, which
would directly affect any company's bottom line. Huang, I., L., Tsai, P., Yen, C. Y., and H.
(2007).

• According to Casse and Banahan (2007)

According to Casse and Banahan (2007), it is important to investigate the many viewpoints on
training and development. They are aware of it thanks to their own preferred model and past
interactions with significant Organizations. The need for a flexible approach is reiterated by
the fact that the existing traditional training always struggles with personnel selection,
preserving purpose uncertainty, and introducing new techniques for the workplace. As a result,
they offer advice on all of these issues.

• (Jie and Roger, 2005)

Training programmes assist a firm use its people resources most effectively in order to obtain
a competitive edge. They also help to develop personnel. Consequently, it becomes necessary
for the company to prepare such training programmes for its personnel in order to improve
their skills and competences that are required at work (Jie and Roger, 200 5).

• Bramley (1991)

According to Bramley (1991), for a training programme to be effective, it should be carried out
(or administered) in a setting that mirrors the surroundings and conditions of the actual
workplace. In addition, the more similarities there are between the training and workplace
environments, the more improved job performance is as a result of the training. He believed
that it was helpful to ask students questions about how to apply the material of the current
training to their actual work while they were in training.

• (E.A. Locke, L.M. Saari, K.N. Shaw and G.P. Latham, 1981).
Before creating and executing a training programme, its goal must be established. The training
objective is helpful to the trainer because it enables them to gauge trainee progress and make
necessary adjustments as needed. It also supports each segment of training in the following
ways. Additionally, he or she is placed in a position to connect certain training segments and
objectives. The training objective is advantageous to the trainee because it aids in anxiety
reduction to a certain level. It aids in improving concentration, which is essential for the
training to be successful. The training designer can also benefit from the training objective.
Because the objectives specify the expected performance of the learners, it is simple for the
training assessor to gauge their progress (E.A. Locke, L.M. Saari, K.N. Shaw and G.P. Latham,
1981).

• Brimstin and Hester (2015)

Brimstin and Hester (2015) underlined that when evaluating training programmes, the needs
of the stakeholders must be taken into account. The authors state that it was recommended that
training be undertaken entirely with an eye towards participant reaction-level evaluation.
Although this general rule of thumb might be helpful, in order to avoid wasting time and other
resources, assessors ultimately need to understand the demands of the stakeholders. A test must
be administered to determine whether employees possess the knowledge and abilities needed
for the position.

• Akintayo (1996), Oguntimehin (2001), and Graig (1976)

Other universities that have emphasised the value of training are Akintayo (1996),
Oguntimehin (2001), and Graig (1976). They listed the following as the functions of training:
increasing productivity, enhancing work quality, enhancing the use of tools and machines,
reducing waste, accidents, turnover, lateness, absenteeism, and other overhead costs, and
eliminating obsolescence in techniques, technologies, methods, products, capital management,
among other things. It improves the application of new laws and regulations, raises incumbents'
performance to the level required for the job, develops the workforce more effectively, and
secures the enterprise's survival and expansion.

• McDowall et al. (2010)

According to McDowall et al. (2010), the recent increase in competitiveness and the relative
success of businesses that place a high priority on staff development have both had a significant
impact on the public's perception of the value of training. They continue by saying that
organisational changes and technological advancements have gradually made some employers
realise that their employees' abilities and skills are what determine whether they succeed or
fail, and that this necessitates significant and ongoing investment in training and development.

• Eisenberger and Stinglhamber (2011)

Eisenberger and Stinglhamber (2011) assert that the implementation of the training will result
in graduates who meet expectations through thorough review and improvement. In order to
boost the ability to issue ideas and improve performance, training aims to encourage the ability,
skills, and growth of thinking skills in participants.

• Shepherd (1999)

According to Shepherd (1999), there are a number of factors for evaluating training
effectiveness, including direct and indirect costs, efficiency, performance against schedule,
reactions, learning, behaviour change, and performance changes.

• Ahiya & Jha (2011)

Ahiya & Jha (2011) talked about the planning, programme implementation, programme
assessment, and programme follow-up processes in the establishment of training programmes.
They contend that a training programme is not complete unless the techniques and outcomes
have been assessed.