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Vasu Project-2

The document is a project report submitted for the partial fulfillment of an MBA degree. It discusses a study on training and development at Badri Motors in Rajamahendravaram. The report includes an introduction outlining the need, scope, objectives and methodology of the study. It also contains certificates, declarations and acknowledgements. The report will analyze training programs at Badri Motors and make recommendations to improve employee development.

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0% found this document useful (0 votes)
93 views89 pages

Vasu Project-2

The document is a project report submitted for the partial fulfillment of an MBA degree. It discusses a study on training and development at Badri Motors in Rajamahendravaram. The report includes an introduction outlining the need, scope, objectives and methodology of the study. It also contains certificates, declarations and acknowledgements. The report will analyze training programs at Badri Motors and make recommendations to improve employee development.

Uploaded by

Mahesh majji
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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A Study On

“TRAINING AND DEVELOPMENT’’


With Reference To

BADRI MOTORS, RAJAMAHENDRAVARAM


A Project Report Submitted to the JNTU, Kakinada
In a Partial fulfilment of the requirements for the degree of

MASTER OF BUSINESS ADMINISTRATION

Submitted by
Ms. B. LAKSHMI VASANTHI
[Reg. No: 21MH1E0012]

Under the Guidance of


Ms. K. Shailaja Rao, MBA

Lecturer in management

Department Of Management Studies

ADITYA COLLEGE OF ENGINEERING


(Approved by AICTE, GOVT.OF.A.P. & Affiliated to JNTU, Kakinada)

Aditya Nagar, ADB Road, Surampalem-533437

2021-2023
CERTIFICATE
This is to certify that the project entitled “TRAINING AND

DEVELOPMENT” with reference to BADRI MOTORS, submitted to JNTU,

Kakinada in partial fulfilment of the requirements for the award of the Degree of

MASTER OF BUSINESS ADMINISTRATION carried out by, Reg. No.

21MH1E0012 is a bonafied work done under my guidance.

Head of the Department Internal Examiner

EXTERNAL EXAMINER
DECLARATION

I hereby declare that this project report entitled “A STUDY ON TRAINING AND
DEVELOPMENT” with reference to BADRI MOTORS submitted by me towards
the partial fulfilment for the requirements of the MASTER OF BUSINESS
ADMINISTRATION degree in ADITYA COLLEGE OF ENGINEERING,
SURAMPALEM affiliated to JAWAHARLAL NEHRU TECHNOLOGICAL
UNIVERSITY, KAKINADA is my own work and it is not submitted to any other
universities/institutions or published anywhere for the award of any degree or
diploma.

Place: Rajamahendravaram
Date:
Ms. B. Lakshmi Vasanthi
ACKNOWLEDGEMENT

I feel it is my duty and honour to acknowledge all those who have extended their
guidance and warm support in completing my project work.

Firstly, it is my great honour to thank Sri N. Sesha Reddy Garu, Chairman,


Aditya Group of Educational Institutions for providing state-of-the-art facilities,
experienced and talented faculty members.

It is my great privilege to thank Smt. N. Suguna Reddy, Director, Aditya Group


of Educational Institutions for her continuous support and encourage in my endeavour.

It is my special thanks to Dr. A. Ramesh, Principal, Aditya College of


Engineering for supporting & encouraging me to do the project.

I take this opportunity to express my profound gratitude and deep regards to

M. Govardhan Reddy, Professor and Head of the Department for his exemplary
guidance, monitoring and constant encouragement throughout this project.

I profoundly to thank Mrs. K. Shailaja Rao, Vice principal, Aditya College of


Engineering under whose guidance made me a through and complete my project work.

I convey my proud gratitude to Mr. V. Ravi Kumar, Manager in Badri Motors,


Rajamahendravaram, and employees of their valuable help during my project training.
I thank them for their co-operation and suggestions given to me.

Finally, I thank all the teaching and non-teaching staff members and my parents who
extended their cordial and valuables.

B. Lakshmi Vasanthi

(Regd. No. 21MH1E0012)


CONTENTS
Chapter-1 INTRODUCTION 1 - 10
INTRODUCTION
NEED FOR THE STUDY.
SCOPE OF THE STUDY.
OBJECTIVES OF THE STUDY.
METHODOLOGY OF THE STUDY.
LIMITATIONS OF THE STUDY.

Chapter-2 INDUSTRY PROFILE 11 - 15

Chapter-3 COMPANY PROFILE 16 - 25

Chapter-4 THEORETICAL FRAMEWORK 26 - 52

Chapter-5 DATA ANALYSIS AND INTERPRETATION 53 - 72

Chapter-6 FINDINGS 73 - 75
SUGGESTIONS
CONCLUSION
Annexure QUESTIONNAIRE 76 - 77
BIBLIOGRAPHY 78
CHAPTER – 1

INTRODUCTION
INTRODUCTION

HUMAN RESOURCE MANAGEMENT:


Human Resource Management (HRM) is an operation in companies designed to
maximize employee performance in order to meet the employer's strategic goals and
objectives. More precisely, HRM focuses on management of people within
companies, emphasizing on policies and systems. In short, HRM is the process of
recruiting, selecting employees, providing proper orientation and induction, imparting
proper training and developing skills. HRM also includes employee assessment like
performance appraisal, facilitating proper compensation and benefits, encouragement,
maintaining proper relations with labour and with trade unions, and taking care of
employee safety, welfare and health by complying with labour laws of the state or
country concerned.
Definition of human resource management:
"The automation of factories has already decimated jobs in traditional manufacturing,
and the rise of artificial intelligence is likely to extend this job destruction deep into
the middle classes, with only the most caring, creative or supervisory roles
remaining"-British theoretical physicist Stephen Hawking.
According to Decenzo and Robbins, “HRM is concerned with people dimension” in
management. Since every organization is made up of people, acquiring their services,
developing their skills, motivating them to higher levels of performance and ensuring
that they continue to maintain their commitment to the organization is essential to
achieve organizational objectives.

1
This is true, regardless of the type of organization – government, business,
education, health or social action”.
Edwin Flippo defines- HRM as “planning, organizing, directing, controlling of
procurement, development, compensation, integration, maintenance and separation of
human resources to the end that individual, organizational and social objectives are
achieved” Human Resource is a basic need of any work to be done.
According to ARTHUR LEWIS: “There is a great difference in between countries
which seem to have roughly equal resource so it is necessary to enquire into the
differences in human resources. The project report is all about recruitment and
selection which is an important process of organization.

Features of human resource management:


On the basis of definition of human resource management, we can identify its features
relevant to understand it exact nature and scope which are as follows;
a. A part of management discipline
b. As a continuous process
c. Concerned with people
d. Directed towards the achievements of objectives
e. Universal existence

Role of human resource management:


Different terms are used to denote human resource management. Though the terms
can be differentiated widely, the basic nature of distinction lies in the scope or
coverage and evolutionary stage.

2
In simple sense, human resource management means employing people,
developing their resources, utilizing, maintaining and compensating their
services in tune with the job and organizational requirements.
People in any organization manifest themselves, not only through
individual sections but also through group interactions. When individuals
come to workplace They come with not only technical skills, knowledge
etc., but also with their personal feelings, perceptions, desires , motives
,attitudes ,values etc. therefore , employee management in an organization
does not mean management of only technical skills but also other factors
of human resources.
Management is an “art of getting things done through people”. Mary parker Follett
defines it. The management further defined as “field of human behavior in which
manager’s plan, organize, staff, direct and control human, physical and financial
resources in a organized effort, in order to achieve desired individual and the group
objective with optimum efficiency and effectiveness”. It is clear from this definition
that management is concerned with the accomplishment of objectives by utilizing
physical and financial resources through the efforts of human resources.
The personal management is the process of attracting, holding and motivating people
involving all managers-line and staff. The term human resources at the macro level
spells that total sum of all the components (like skill, and creative ability) possessed
by all the people (employed, self-employed, unemployed, employers, owners &so
forth)

3
Human Resource Management is inherent in the process of management. All the
managers throughout the organization performed this function rather by the
personnel department only if the manager has to get the best of his people, he must
undertake the basic responsibility of selecting people who will under him. He must
also take interest in training and motivating the employees and of appraising their
performance for improving their quality.

TRAINING AND DEVELOPMENT


Training and Development is one of the main functions of the human resource
management department. Training refers to a systematic setup where employees are
instructed and taught matters of technical knowledge related to their jobs. It focuses on
teaching employees how to use particular machines or how to do specific tasks to
increase efficiency.
Whereas, Development refers to the overall holistic and educational growth and
maturity of people in managerial positions The process of development is in relation
to insights, attitudes, adaptability, leadership and human relations.

DEFINITION

“Training is the act of increasing the skills of an employee for doing a particular job”
- FLIPPO
“It is the organized procedure by which people learn knowledge and skill for a definite
purpose”

-DALE S. BEACH

4
NEED FOR THE STUDY

Human resource management is needed by any organization for the reason


to be dynamic and growth oriented to succeed in the fast-changing environment,
which is possible through the efforts, and competencies of their human resources
personal policies and can keep morale and motivation of the employees high and the
capabilities must be continuously acquired, sharpened and used. The need for the
study helps me to understand the practical approaches at BADRI MOTORS,
RAJAMAHENDRAVARAM BRANCH to increase my knowledge.

In the present global competition scenario to survive and sustain


continuous growth is important. We should use the human resource at optimal level
and the HR manager has to motivate the employees to do the work willingly and
efficiently.
BADRI MOTORS situated at Rajamahendravaram only which gives
its best offer a good software service for the public.

5
SCOPE OF THE STUDY

Training and development play a very important role in every organization.


It is an integral function of human resource development. It is regarded as means of
achieving the highest level of efficiency from the employees by providing them
necessary skills needed for the job

Training often is considered for new employees only. This is a mistake


because ongoing training for existing employees helps them in adjusting to rapidly
changing job requirements.

6
OBJECTIVES OF THE STUDY

• To study the industry and company profile at BADRI MOTORS,


Rajamahendravaram.
• To know the overall Training and Development programmers in BADRI
MOTORS, Rajamahendravaram.
• To evaluate the effectiveness of Training and Development programmers in
BADRI MOTORS, Rajamahendravaram.
• To study whether the Training programmers are helping for professional
development of employees.
• To know the methods followed for Training and development in BADRI
MOTORS, Rajamahendravaram.
• To offer suggestions if any, for the improvement of Training and Development
in BADRI MOTORS, Rajamahendravaram.

7
METHODOLOGY OF THE STUDY

The present study is to evaluate the various training and development


activities taken up by the service point under contribution to increase the efficiency
of the employees. For this purpose, the data collected from secondary data.
Methodology can be defined as-
• “The analysis of the principles of methods, rules, and postulates employed by a
discipline”.
• “The systematic study of methods that are, can be or have been applied within a
discipline”.
• “A particular procedure or set of procedures”.
Methodology includes a collection of theories, concepts, or ideas as they
relate to a particular discipline or field of inquiry:
Methodology refers to more than a simple set of methods; rather it refers to
the rationale and the philosophical assumptions that underlie a particular study
relative to the scientific method. Therefore, scholarly literature often includes a
section on the methodology of the researchers.
This section does more than outline the researcher’s methods might explain what the
researchers’ ontological or epistemological views are.
Another key (though arguably imprecise) usage for methodology does not
refer to research or to the specific analysis techniques. This often refers to anything
and everything that can be encapsulated for a discipline or a series of processes,
activities, and tasks. Examples of this are found in software development, project
management and business process fields. This use of the term is typified by the
outline who, what, where, when, and why.
8
In the documentation of the processes that make up the discipline, that is being
supported by "this" methodology, that is where we would find the "methods" or
processes. The processes themselves are only part of the methodology along with
the identification and usage of the standards, policies, rules, etc.
Researchers acknowledge the need for rigor, logic, and coherence in their
methodologies, which are subject to peer review.

WHAT IS DATA?
Information (such as measurements or statistics) used as basis for reasoning,
discussion, or calculation.
WHAT IS SECONDARY DATA
Data that has previously been collected (primary data) that is utilized by a
person other than the one who collected the data. Secondary data is often used in
social and economic analysis, especially when access to primary data is unavailable.
For example, a survey of a group of economists (primary data) cannot be repeated,
so its results are used in subsequent research projects. Or, data collected by the
Department of Labor (primary data) that is used in economic analysis.
COLLECTION OF SECONDARY DATA
The secondary data is obtained from company reports, training modules,
training calendars and internet etc.

9
LIMITATIONS OF THE STUDY

• The project duration was only limited period (45 days), therefore insufficient
time for in-depth study.
• The study is based on the available current information in HRM department.
• Collection of the present data was limiting because of confidentiality of
BADRI MOTORS service unit.

10
CHAPTER –2
INDUSTRY PROFILE
INDUSTRY PROFILE
Ideal Jawa India Ltd based in Mysore was an Indian motorcycle company, which
produced licensed Jawa motorcycles beginning in 1960 under the brand name Jawa
and from 1973 as Yezdi. The company stopped production in 1996. Jawa
motorcycles have a cult following to this day. Earlier models manufactured in
Czechoslovakia bore the CZ Jawa emblem on the side of the fuel tank. The locally
manufactured models always had O within the Jawa emblem. The Jawa 250 Type
353/04 designated as 'A' Type, Yezdi 250 'B' Type, Jawa 350 type 634 Twin and
Yezdi 250 Monarch models are currently ridden in the country. Jawa and Yezdi
bikes, especially ones with fuel tank paddings and ignition systems on the fuel tank,
are collector items. In October 2016, Mahindra & Mahindra, through its subsidiary
Classic Legends Private Limited (CLPL), signed a licensing deal to launch
motorbikes under the JAWA brand name in India and other East Asian countries. On
November 15, 2018, the Classic Legends launched three motorcycles in India: Jawa
(nicknamed Jawa 300), Forty-Two (named for the answer to the Ultimate Question
of Life, the Universe, and Everything), and Perak, named for an urban legend
Perak. The 42 was introduced in 2021, it is the Forty-Two with modified appearance
and equipment. In October of 2022 the 42 Bobber was introduced. It uses the same
engine as the Perak but comes with more chrome and color options. They are
manufactured in Pithampur. The Jawa 300 is inspired by the company's popular
classic Jawa 250 Type A, while the Jawa 42 and Forty-Two are more modern and
urban offerings. The Jawa Pérák is a completely different model, a
custom bobber motorcycle. Jawa, Forty-Two and 42 share the same technical
specifications - 293-cc (20,4 kW), front disc, rear drum, single-channel ABS, fuel
injection system, liquid-cooled engine with radiator, and kerb weight of 170 kg.

11
In terms of appearance, classic Jawa has more chrome, while the Jawa Forty-Two
and 42 have a modern feel to attract younger riders. It is a competitor to the Royal
Enfield Classic 350 in the Indian market. Jawa Pérák has a 334-cc (22,3 kW) engine.
Indian customers' interest in new machines exceeded expectations. The originally
planned production capacity was not enough, so the production line was doubled at
about 30,000 motorcycles annually, and the start of production was delayed. Classic
Legends inaugurated the first Jawa motorcycles in December 2018 in the Pune region
of Maharashtra. Despite the COVID-19 pandemic, Jawa sold 50,000 motorcycles in
twelve months, with plans to increase production capacity to meet demand. They
launched an initiative #ForeverHeroes to lend a helping hand to the children of
martyrs, by auctioning the first 13 motorcycles from its production batch. This
fundraiser was a first-of-its-kind event, which helped Jawa raise Rs 1,49,25,000 from
13 bikes. The entire amount received in the fundraising auction will be used for
education of the children of martyrs of the Indian Armed Forces. Indian Jawa adapted
to the European standards is sold in the Czech Republic since autumn 2020, under
the name Jawa 300 CL. The Jawa 42 should also be imported here over time. Classic
Legends recently launched its Jawa 42 Bobber in October 2022. JAWA motorcycles
was resurrected in India in December 2018 by Classic Legends, which is owned
by Mahindra, through a licensing deal with JAWA Moto.

12
Origin – 1929
Frantisek Janecek started the company after working in the armament industry. Although
he did not have experience with motorcycles, he was familiar with production
techniques. Janecek chose between the Austrian double piston two-stroke motor of Puch,
the Berlin two-stroke of Schliha, and the new Wanderer 500 cc. Janecek chose the
Wanderer. Because of the collapse of the German motor industry, Wanderer had stopped
production, being unable to compete with BMW. The first model was introduced on
October 23, 1929. This was a 500cc four-cycle engine with 12 kW of power (18 hp) and
fuel consumption of 6 L/100 km. Although priced highly, through the first years (and
several constructional fixes), this motorcycle was successful and was considered reliable.
1930s
Due to the economic recession of the early 1930s, a cheaper and simpler motorcycle was
needed. The year 1932 marked the introduction of JAWA 175, with its 3.6-kW engine.
This light (70 kg) machine was capable of speeds up to 80 km/h and fuel consumption
of 3.5 L/100 km. The first year of production was an immediate success, selling over
3000 of the JAWA 175, almost three times the number of the 500-cc model over three
years of production. The production of this model ended in 1946. In 1938, JAWA was
the first to offer test rides during exhibition shows. This test motorcycle was a custom
JAWA 175 equipped with dual handlebars, a second pair in the back for the instructor.
Over the years, 27,535 units of the JAWA 175 were built.
1940s
The company founder Frantisek Janecek died. Postwar production of JAWA 250/350
motorcycles restarted, and production of the JAWA 350 Ogar motorcycle began.
1950s
Motorcycles produced in the 1950s include the 250, 350/353-Kyvacka, and 350/354-
Kyvacka, 500 OHC and the 50 Pionyr and Jawetta mopeds. A powerful two-stroke
motorcycle known as the JAWA 250/350 with the compact engine, rear suspension and
many other innovations was exported to more than 120 countries. It was one of the most
successful models of JAWA.

13
1960s
In the early 1960s, Jawa invented the first automatic clutch for motorcycles.
The centrifugal clutch was designed for Jawa 250/559 and 350/360. Because the clutch
has been patented worldwide by Jawa and it was copied in the Honda 50
Cub motorcycle, Honda had to retreat, pay a fine, and pay a license fee for each
motorcycle sold.

 1962, Amalgamation with ESO in production of JAWA speedway motorcycles


 1963, Closure of JAWA plant in Prague – Pankrac
 1964, Start of production in new plant at Tynec nad Sazavou
 1964, Production of millionth JAWA brand motorcycle
 1965, Start of production of JAWA 350 Automatic motorcycles
 1966, Start of production of JAWA 350 Californian (type 363) motorcycles
 1967, Start of production of JAWA 90 (cross, trail, roadster)
 1967, Start of production of JAWA 50 Mustang (type 23)
1970s

 1970, Start of production of JAWA 250/350 UR motorcycles


 1972, jawa 250cc in market (Indian)
 1970, Start of production of JAWA 350 Bizon motorcycles
 1974, Start of production of JAWA 350 (type 634) motorcycles
 1976, Production of two millionth JAWA brand motorcycle
1980s
 1984, Start of production of JAWA 350 (type 638) motorcycles
 1987, Production of three millionth JAWA brand motorcycle
1990s

 1991, Start of production of JAWA 350 (type 640) motorcycles


 1994, Start of production of JAWA 250 (type 593) motorcycles
 1994, Start of production of JAWA 50 (type 585, 586) motorcycles
 1997, Founding of the company JAWA Moto spol. s r. o.
 1998, Start of production of JAWA 125 Travel motorcycles
 1998, Joining with MOTOUNION, take-over of bike MUC 125 Dandy
production

14
2000s

 2004, Start of production of JAWA 650 (type 836) and JAWA 650 Classic
motorcycles
 2005, Start of production of JAWA 650 Style motorcycles
 2006, Start of production of JAWA 650 Dakar motorcycles
 2008, Start of production of JAWA 250 Travel motorcycles
2010s

 2011, Start of production of JAWA 660 Sportard motorcycles (successor to


650 Dakar)
 2013, Start of production of JAWA 350/634 Retro motorcycles
 2017, Start of production of JAWA 350 OHC and JAWA 660 Vintage
 Developing of JAWA 1000/1200 motorcycles

15
CHAPTER – 3
COMPANY PROFILE
JAWA automobiles
In 1934, Jawa introduced its first car, the Jawa 700, based on the DKW F2. Overall,
1,002 vehicles were produced. The sports car special Jawa 750 was built only in six
pieces for the 1000-mile Czechoslovakian race in 1933–35. It is a legend in the history
of domestic motor sports. In 1937, the modified Jawa 600 Minor was introduced, which
replaced JAWA 700. Production continued in limited numbers during WWII, and some
were assembled in the postwar period. Over 14,000 vehicles were produced and more
than half were exported abroad. The successor was the Aero Minor; it was, however,
manufactured by Aero and not by Jawa, from 1946 to 1952.

Jawa 700

Jawa 750

Jawa 600 Minor


JAWA mopeds
Under the name Jawa a variety of mopeds with two-stroke engines were sold in foreign
markets. In Czechoslovakia (and foreign markets after 1989), these mopeds were known
as the Babetta. The mopeds were produced since 1970 in Slovakian Povazska.
Bystrica and Kolarovo. It was the first company to include electronic ignition on mopeds.
In the first half of the 1990s, sales and exports gradually declined, and the production of
Babettas was discontinued in 1999.
16

Racing

Racing bike Jawa 350/673 V4

Historically, JAWA had been active in racing, and by far the most active Eastern
European manufacturer in motor sports. In track racing, JAWA sustained a presence in
the world championship until the mid-'60s with respectable performances considering
their limited budget. In motocross, the firm built an impressive record before its four-
stroke engines became superseded by two-stroke engines. In speedway racing, dirt-track
racing, and ice racing where four-stroke engines were still at an advantage, the firm
remained a dominant force. The separate factory where these competition motorcycles
were built became a separate company following the privatizations of the 1990s with the
fall of communism.
Speedway World Champions who have ridden successfully on Jawa bikes include Ivan
Mauger, Barry Briggs, Ove Fundin, Ole Olsen, Michael Lee, Tony Rickardsson, and
Kelvin Tatum.

17
Recent information

JAWA models in 2011

Following the dissolution of Czechoslovakia and the dismantling of the communist bloc,
the Jawa consumer motorcycles and the Speedway competition bikes were divided into
separate companies. In the '90s, JAWA Speedway bikes were successful, while the Jawa
company has struggled. As of 2006, the JAWA mostly produced bikes similar to Honda
250-cc, 125-cc, and 50-cc motorcycles and a large bike with a 650-cc Rotax engine (this
engine can be also found in BMW F650 series). Production of motorcycles with smaller
volumes has been gradually terminated.
Most sold is the iconic 350-cc two-stroke twin, which is almost mechanically unchanged
since the 1970s, but reliable. Currently they are sold mainly in Latin America.[23]
The large bike with a 650-cc Rotax engine was produced since 2004 in three different
variations. The JAWA 650 classic was a retro bike with classic proportions. The JAWA
650 Style was aimed for city streets, and the JAWA 650 Dakar was a full-scale enduro
bike similar to the Honda XL Transalp. The Jawa 660 was the successor to the Jawa 650,
and was sold between 2011 and 2018.
RVM Jawa 500 from 2020 is a motorcycle produced by the Argentine company RVM,
the company is a long-term importer of Jawa, in which Jawa has a certain economic
share. It is a touring enduro motorcycle with 471 cm³ (32.5/36 kW), and is sold both in
Argentina and Europe. In July 2021, a model suitable for both road and light terrain
RVM Jawa 500 Scrambler (471 cm³, 31.5 kW) was added to the market.
Current models (2022) sold by the JAWA company are: Jawa 350/640 - two-stroke
engine Style/Military/Retro and four-stroke engine Jawa 350 OHC (meets the EURO IV
standards).

18
Ideal Jawa

Ideal Jawa

Not for the saint hearted

Type Motorcycle manufacturer

Industry Automotive

Founded 1960

Fate
defunct re-launched-2022

Headquarters Pune, Maharashtra

Key people Farrokh Irani, Founder

Products Jawa, Yezdi

Number of employees 3500

Website yezdi.com

19
Ideal Jawa (India) Ltd was an Indian motorcycle company based in Mysore which sold
licensed Jawa motorcycles beginning in 1960 under the brand name Jawa and from 1973
as Yezdi. The name Yezdi was established by a phonetic transcription of Czech language
verb "jezdí" (rides). The catchphrase for the bikes sold by the firm was "'Forever Bike,
Forever Value". Relaunched in 2022, the new catchphrase is "'Not for the saint
hearted". Jawa motorcycles were introduced in India in 1960 and they have a cult
following to this present day. Production was carried out directly in India by Ideal Jawa
India Ltd based out of Mysore . The Yezdi factory was located along the railway line
which heads to Mysore Junction. The factory was inaugurated by the then Governor of
Mysore State, Sri Jayachamaraja Wadiyar, Maharaja of Mysore in 1961.
The Jawa 250 Type 353/04 designated as 'A' Type, Yezdi 250 'B' Type, Yezdi 250
Roadking, Yezdi 350 Twin (type 634) and Yezdi 250 Monarch models are driven to this
day in various parts of the country. Jawa and Yezdi bikes, especially the ones with fuel
tank paddings and ignition systems on the fuel tank are now collectors items. The
company stopped production in 1996.
There are still several bike enthusiasts in the country. There are several bike clubs across
the country, some of them even organizing long distance rallies.
In January 2022, Yezdi was relaunched by Mahindra & Mahindra through their Classic
Legends subsidiary. Three model were introduced, the Roadster, Scrambler and
Adventure.
Yezdi motorcycles will be sold alongside Jawa motorcycles in India.

Jawa 250 cc 'A' (Type 353 Kyvacka)

20
Jawa Jet 50 cc 'A' (Type 555 Pionyr)

Jawa 250 'A' (Type 353/04)

Contents

• 1Models
• 2End of production
• 3In motorsports
• 4Aftermath
• 5Relaunch
• 6Photo gallery
• 7See also
• 8References
• 9External links

21
Models

There have been many models of this brand before the company shut its doors in 1996.
Their various models included:

• Jawa 250 typ 353/04 Kyvacka called 'A' Type (under license)
• Jawa 50 Pionyr typ 555 (under license)
• Jawa 50 Jet 'A' Series
• Yezdi 60 Jet 'B' Series
• Jawa / Yezdi 250 'B' Type (Radial Head & Dimple Tank Transition Model) •
Yezdi 250 'B' Type (Model B)
• Yezdi 250 Oilking (CB Points and Oil Pump) 'C' Type
• Yezdi 250 Roadking (CB Points) 'C' Type
• Yezdi B250 Deluxe 'B' Type or "B1"
• Yezdi D250 Classic 'D' Type
• Yezdi 250 CL II 'D' Type
• Yezdi 250 Deluxe 'D' Type
• Yezdi 60 Jet 'C' Series
• Yezdi 60 Colt
• Yezdi 175 (CB Points)
• Yezdi 60 Colt Deluxe
• Jawa / Yezdi 350 Twin (Jawa 350 typ 634 Powered)
• Yezdi 175 Deluxe (CDI)
• Yezdi 250 Roadking (CDI) 'C' Type
• Yezdi 250 Monarch (CDI) 'C' Type
• I.Jawa 250 Roadking (CDI) 'C' Type (Export Model)
• Yezdi 250 MT (CDI) 'C' Type (Export Model)
• Yezdi 125 Deluxe (Never released)
• Yezdi 250 Supersprint 'C' Type (Never released)

22
Relaunched in 2022

• Yezdi Roadster
• Yezdi Scrambler
• Yezdi Adventure
The 'A', 'B', 'C', 'D' Types are the model of Engine that particular bike has.
Ideal Jawa also exported many of the above models to over 61 countries around the
world including Turkey, Nigeria, Sri Lanka, Egypt and others. Guatemala was supplied
with custom White Yezdi Roadkings for their Police forces. Some Yezdi 175s were
supplied to an oil company in Ghana. A model exported to Venezuela was called the
Yezdi 250 MT. A few Yezdi Monarchs were used for Pizza delivery in Abu Dhabi,
UAE

End of production

When the company was forced to shut down, it was producing the 175, Monarch,
Deluxe, Road Kings and CL II. The main reason for the company's collapse was labor
trouble and increasing levels of pollution control norms which were making the two
stroke bikes that the company produced obsolete. With the advent of Yamaha and
Honda in India, these bikes lost their status as Yezdi's were heavier and in some cases
slower with lower fuel efficiency.

In motorsports

Ideal Jawa had factory teams for both road races at Sholavaram and the National
Motorcycle Rally Championships. Yezdi's were preferred rally bikes in the 80s and
90s.
Aftermath

Though the Yezdi factory is closed and Yezdi bikes are vintage to the present day
many people in India are having a craze for these bikes and own them. Yezdi bike
clubs have been created where members show off their Yezdi bikes and by doing so,
are trying to revive the craze for these bikes.
23
Relaunch

Starting January 13, 2022 the Yezdi brand has been reintroduced in the Indian market
by Classic Legends, after a gap of 25 years. There are three models which have been
launched - Scrambler, Roadster and Adventure.

Photo gallery

Yezdi Jet 60 'B' Series

Yezdi 175 Deluxe

Yezdi 250 Deluxe 'CL2' Type

Yezdi 250 Classic 'D' Type

24

Yezdi 250 CL-II ‘CL2’ Type

Yezdi 250 Oilking ‘C’ Type

Yezdi 250 Roadking ‘C’ Type

Yezdi 250 Monarch ‘C’ Type

Yezdi 350 Twin (Type 634)

25
CHAPTER – 4
THEORETICAL FRAMEWORK
THEORETICAL FRAMEWORK
Every organization needs to have well trained and experienced people to
perform the activities that have to be done .If the current potential job occupant can
meet these requirements, training is not important .But when this is not the case, it is
not necessary to raise the skill levels and increase the versatility and adoptability of
employees .Inadequate job performance declines in productivity are changes resulting
or declines in productivity technological breakthrough require some type of training
and development efforts .
As the job becomes more complex, the importance of employee
development is not only and activity that is desirable activity that organization must
commit resources, to maintain a viable and knowledgeable work force .
“Training, education and development” are 3 terms frequently used. On the
face of it, there might not appear any difference between them but when a deep
through is given, their appear some difference between them. In a training there is
some “education” and in education there is some “training” and two processes cannot
not be separated from development.
According to Flipped, training is the act of increasing the knowledge and
skills of employees for doing a particular job. The major outcome of training is
learning, A trainee learns new habits; refined skills and useful knowledge during the
training that helps him improves the performance.

Training enables and employees to do this present job more efficiently and
prepare him for higher -level job Training thus may be defined as a planned program
designed to improve performance and measurable changes in knowledge, skill attitude
and social behavior of employees.
26
IMPORTANCE OF TRAINING AND DEVELOPMENT
• OPTIMUM UTILIZATION OF HUMAN RESOURCES- Training and
development helps in optimizing the utilization of human resource that
further helps the employee to achieve the organizational goals as well as
their individual’s goals.
• DEVELOPMENT OF HUMAN RESOURCE- Training and
development helps to provide an opportunity and broad structure for the
development of human resources technical and behavioral skills in an
organization. It also helps the employees in attaining personal growth.
• DEVELOPMENT OF SKILLS OF EMPLOYEES- Training and
development helps in increasing the job knowledge and skill of employees
at each level. It helps to expand the horizons of human intellect and an
overall personality of the employees.
• ORGANISATION CLIMATE.
• QUALITY.
• HEALTHY WORK-ENVIRONMENT.
• HEALTH AND SAFETY.

BENEFITS OF TRAINING:
• Improving the morale of the workforce.
• Improves the relationship between boss and subordinate.
• The job knowledge and skills at all level of the organization
• Helps employees adjust to change.
• Helps the individual in making better decisions and effective solution.
• Increases job satisfaction and recognition.
27
PRINCIPLES OF TRAINING:
Training is a continuous process and not a one -shot affair, as since it
consumes time and entails much expenditure, it is necessary that a training program
and policy should be prepared with great word thought and care, for it should serve
the purpose if the establishment as well as the needs of employees. Moreover, it must
grand against over training in skills, which are unnecessary for a particular job
imitation of other company program misuse of testing techniques, inadequate tools
are equipment’s and over reliance on single technique. Certain general principles need
to be considered while organizing training programs.
The principles of training are the five key areas that you need to focus on and are
as follows:

1- SPECIFICITY
Your training has to be specific to the goal you are setting out the achieve, there is little
point in training for a marathon if your goal race is a 5K. The stresses that are applied
to the body in training must be the same as those experienced in your chosen sport or
adventure, so going back to the point above. Your time is better spent focusing on speed
rather than chugging out a 20-mile-long run.
This principle gets totally disregarded if you are training for general fitness, whereas
anything goes!

2-INDVIDUALISATION
This is a crucial principle, the fundamental fact that everyone is different and not all
training is going to be suited for everyone! Different people respond to training in a
different way.

28
If you are walking or cycling with a friend, and doing the same amount of training,
don’t be concerned if one of you gets fitter faster than the other – this is what
individualization is all about. The same goes for training with someone who is fitter
than you, it may come to a point where you are starting to overtake them instead!
Lifestyle can play a big part in this, you are going to feel more rested for exercise
and able to recover more if you work from home on a laptop, compared to
someone who does a lot of hours and manual labor daily with minimal rest

3-PROGRESSIVE OVERLOAD
This is all about the need to gradually increase the workload that you put
your body through. An example of this is in weight training, you wouldn’t stick to the
same weight constantly otherwise you won’t make any gains, so you would safely
increase the weight to gain strength throughout the weeks.
Some days your training can go well and the next day, even though it was the same
length workout, it can be a nightmare. This is what individualization is all about. It is
essential to combine training and rest whilst at the same time increasing the stress that
the body is put through. This so-called ‘stress’ is a combination of the frequency,
intensity time and type of the workout:
FREQUENCY:
This is the amount of time you are going to be exercising throughout the week or the
number of reps/sets you are going to be doing of a given exercise.
INTENSITY:
How hard you are going to be pushing is going to determine what kind of session you
are going to be doing. If it feels like a 7 on the RPE scale if you are training by effort.

29
TIME:
This is how long you are going to be working out for, this again can relate
to how
long a certain rep is as well as how long you are going to be exercising for as a
whole.
TYPE:
The type of exercise you are going to be doing, dictates what you are
going to be
training, are you relying on your cardiovascular endurance with a longer run? Or
your strength with a weight lifting session?

Progression is all about small increments. It is not a case of doing a


thirtyminute run one day and a two-hour run a couple of days later. You should
only progress
gradually, by around 5-10 per cent at a time.

4- VARIATION
Variation of training adds spice to your training, it keeps you motivated
and keeps
your exercise regime fresh. Nine times out of ten the variation exercise can have a
positive effect on your main sport.
This doesn’t strictly mean a different exercise completely it can be just a variation
of your training as a whole, incorporating different sessions into your training. Take
a runner, for example, it can be easy to fall into the trap of just running for the sake
of running but why not add a speed session into the mix?

30
5- REVERSIBILITY
Overtraining is a very common problem and comes about when you don’t get
enough rest during your training schedule, you overdo it thinking you are making
more gains by workout out more, but this could actually be having an adverse
effect. This should not be confused with overload which is the planned exposure to
an increased workload and the right amount of rest between each session. Without
the correct amount of rest, you will suffer from overtraining. With the correct
amount of increased training and the right rest, you get overload which will lead to
an increase in performance.
You can also be a victim of reversibility when you don’t train as often as you are
used to, therefore you always hear the term ‘consistency is key’ floating around.
Without consistent training your body will start to lose its fitness gained in those
few weeks where you were exercising 3-4 times a week, if you suddenly drop that
to once or none a week then your performance and fitness starts to decline.

NEED FOR TRAINING AND DEVELOPMENT:


To match the employee’s specifications with the job requirements and
organization needs.
 Organizational viability and the transformation process.

 Technological advances.

 Organizational complexity.

 Human relations.

 Change in the job assignment.

31
THE NEED FOR TRAINING ALSO ARISES TO:
- Increase productivity.
- Improve quality of the product /service.
- Help a company to fulfil its feature personnel needs.
- Improve organizational climate.
- Improve health and safety.
- Prevent obsolescence.
- Effect the personnel growth.
- Minimize the resistance to change.

TRAINING AND DEVELOPMENT OBJECTIVES:


Generally, line managers ask the personal manager to formulate the training polices.
The personnel manager formulates the following training objectives in keeping with
the company’s goal and objectives:
- To prepare the employee both new and old to meet the present as well as the
changing requirements of the job and organization - To prevent

obsolescence.
- To prepare employees.
- To develop the potentialities of people for the next level job.
- To ensure smooth and efficient working in a department.
- To ensure economic output of required quality
- To promote individual and collective morale, a sense of responsibility,
cooperative attitudes and good relationships.

32
ASSESMENT OF TRAINING NEEDS:
Training means can be identifying the organizational needs based on:

ORGANIZATIONAL ANALYSIS:

It includes analysis of objectives, resource utilization, and environment scanning and


organizational climate. Organizational strengths and weakness in different areas like
accidents excess scrap, frequent breakage of machinery, excessive scarp, and other
marketing areas.
Quality and quantity of output, production schedule, raw materials, and other
production areas.

DEPARTMENT ANALYSIS:
Departmental strength and weakness including special problem of the
department or a common problem of a group of employees like acquiring skills
and knowledge in operating computer by accepting personnel.
JOB /ROLE ANALYSIS:
This includes study of jobs /roles, design of jobs due to changes, job
enlargement and job enrichment etc.

33
TRAINING ASSESSMENT METHODS:
IDENTIFYING SPECIFIC PROBLEMS:
Such problems are productivity, high costs, poor material control, poor
quality, excess scrap and waste excessive labour management troubles, high
employee turnover and transfers, absenteeism, Accidents, excessive fatigue, etc.
problems like this suggest that training may be necessary.

ANTICIPATING IMPENDING AND FUTURE PROBLEM:


Bearing on the expanding of business and introduction of new products,
new services, new designs, new plants, new technology and organizational changes
concerned with man power inventory for presented future needs.
MANAGEMENT REQUESTS:
The supervisors and managers may specifically request for setting training
programs. Through this method is simple and correct evaluation of the employee’s
performance the deficiency can be made, but often such recommendations may be
built on faculty assumptions and request may not co -inside with other or
organizational goals.

TRAINING METHODS:
ON THE JOB TRAINING METHODS:
On-the-Job Training Methods – 6 Most Popular Training Methods: Job Instruction,
Coaching, Mentoring, Job Rotation, Apprenticeship, and Committee

34
Assignments
 Job Instruction Training (JIT)
 Coaching.
 Mentoring.
 Job Rotation.
 Apprenticeship Training.
 Committee Assignments.

• JOB INSTRUCTION TRAINING:


Job Instruction Training (JIT) is a step-by-step, relatively simple
technique used to train employees on the job. It is especially suitable for teaching
manual skills or procedures; the trainer is usually an employee's supervisor but
can be a co-worker.

• COACHING:
There is a need for both theoretical as well as practical development of the
worker in any organization. In order to do so, most of the organizations opt for this
method of training. In this method, the company provides the worker with a coach
who trains him. Also the trainer provides him regular feedbacks.
• MENTORING:
Mentoring is the Employee training system under which a senior or more
experienced person (the mentor) is assigned to act as an advisor, counselor, or guide
to a junior or trainee. The mentor is responsible for providing support to, and
feedback on, the person in his or her charge.

35
• JOB ROTATION:
Job rotation is a strategy where employees rotate between jobs at the same
business. Employees take on new tasks at a different job for a period of time before
rotating back to their original position. With a job rotation system, employees gain
experience and skills by taking on new responsibilities.27-Nov2017
• APPRENTICESHIP TRAINING:
The Apprenticeship Training program is the combination of on-the job
training and the classroom training, wherein the workers earn while learning the
skills required for performing the specialized job. ... This training program tends
more towards the education than on the vocational training.

• COMMITTEE ASSIGNMENTS:
Committee Assignments: Committee assignments refer to the method in
which the trainees are asked to solve an actual organizational problem. In
committee assignments, trainees have to work together in a team and offer solution
to the problem.
OFF THE JOB TRAINING METHODS:
Off-the-job training methods are:
• Classroom Lectures.
• Audio-Visual.
• Simulation.
• Vestibule Training.
• Case Studies.
• Role Playing.
• Programmed Instructions.

36
 CLASSROOM LECTURES:
Classroom Lectures: under the off the job methods of training,
classroom method or lecture method is well-known to train white collar or
managerial level employees in the organization. under this method employees are
called to the room like that of classroom to give training by trainer in the form of
lectures.

 AUDIO -VISUAL:
Instruction or training using audio aids, visual aids, or both. ... This is often
used in academic education, technical training, and personnel training. Also
known as the audiovisual method, AUDIOVISUAL TRAINING: "The person
whose job required knowledge of HIPAA had to take part in audiovisual training
on the matter."07-Apr-2013

 SIMULATION:
During simulation-based training, the learner is taught how to perform
certain tasks or activities in various real-world scenarios so they will be better
prepared should the event actually occur. Simulation training usually involves
interacting with a technology. Also see Gamification.
 VESTIBULE TRAINING:
Vestibule Training is a term for near-the-job training, as it offers access to
something new (learning). In the early 1800s, factory schools were created, due to
the industrial revolution, in which workers were trained in classrooms within the
factory walls.

37
 CASE STUDY:
The case study is a method which provides descriptive situations which
stimulate trainees to make decisions. The purpose of the case method is to make
trainees apply what they know, develop new ideas to manage a situation or solve
a problem.

 ROLE PLAYING:
Role playing is an active learning technique in which employees act out
situations under the guidance of a trainer. In each scenario, employees take on a
role and act out the scene as though it were real. ... The trainer and the other
participants can then give feedback to the role players.

 PROGRAMMED INSTRUCTIONS:
Programmed Instruction: Involves the delivery of training through
instruction that is delivered by a program via some electronic device without the
presence of an instructor (think: language training). Role-Modelling: Involves the
live presentation of skill(s) to an audience of trainees.

TRAINING FEEDBACK:

Feedback is an incredibly valuable asset in a training department. It gives


you a detailed insight into what your learners are participating in and gives you an
in-depth view of your training courses without having to attend the sessions
yourself.

38
MERITS OF ON-THE JOB TRAINING:

• On the job training method has the following important advantages for
consideration:

• Training can be delivered at the optimum time.

• The training will have opportunities to practice.

• The training will have immediate feedback.

• Training is delivered by colleagues by integration the trainee into the team.

• Trainee develops confidence by working with own speed and productivity.

39
DEMERITS OF ON-THE JOB TRAINING:

Some important disadvantages of on-the job method are stated below for taking
precautions:

• There is a tendency to fit OJT in when it is convenient for office routine rather
than at the optimum time for learning.
• The training may be given piecemeal and not properly planned and the trainee
gains a fragmented picture of the organization.
• Too much training can be delivered in one session leading to information
overload and trainee fatigue.
• The trainer may not have sufficient knowledge of the process or expertise in
instructional techniques.

40
MERITS OF OFF- THE JOB TRAINING:

Off the job training method has the following important merits to be considered:

• Use of specialist trainers and accommodation.

• Employee can focus on the training and not be distracted by work.

• Opportunity to mix with employees from other businesses.

DEMERITS OF OFF -THE JOB TRAINING:

Off the job training method has the following important demerits:

• Employee needs to be motivated to learn

• May not be directly relevant to the employee's job.

• Costs incurred are more like transport, course examination fees, material.

41
TRAINING EVALUATION IMPACT ON VARIOUS ASPECTS:
Training evaluation basically helps organizations with the discovery of
training gaps and opportunities in training their employees. The process of
training evaluation boosts employee morale, helps improve overall work quality,
and is essential to overall training effectiveness.
EVALUATION OF TRAINING EFFECTIVENESS:
1) Reaction - what learners think and feel about the training having
undertaken it.
2) Learning – how well learners have retained the knowledge delivered by

the training.
3) Behaviour – how well the learner has put the knowledge into practice.

4) Results – what overall impact the training has had.

TYPES OF TRAINING:
The training programmers in HRM Are broadly categorized in two types
1. INTERNAL TRAINING
2. EXTERNAL TRAINING
The training programmers conducted with the organization are called
INTERNAL TRAINING programmers or in – house training.
The training programmers internally are conducted by the external faculty is
called external training programmers.

42
INTERNAL TRAINING:
Internal training is further categorized into 5 Main categories, that is
➢Safety training program.
 Technical training program.

 Management training program.

 Health training program.

 Information technology training program.

EXTERNAL TRAINING:
Employees are sent for training in reputed training institutes of the country
based on the training needs identified for each employee. In order to keep abreast
the technology advances in respective field of operation the company to attend
various seminars, workshops, and conferences.
The nomination of these programmers is categorized into 3 main focus
areas of knowledge, skills and behaviour. The main aim of sending the
employees for external training programmer’s is to ensure that whatever training
is not possible to impart internally should be fulfilled be these.

INFRASTRUCTURE FACILITIES:
It is the back bone and vital ingredient required for a success of any training
programmer.
It is essential to create a congenial learning Atmosphere in order to achieve
the effectiveness of the training programmers.

43
TRAINING WITH IN INDUSTRY:
JOB METHODS:
In today’s management climate, there is a strong emphasis on soft skills in that
most people in the organization are expected to do so on a daily basis.
In a learning organization, we can’t forget the hard skill of kaizen. Why? The
job should be designed, installed and standardized so that the worker can be
trained in how to do the job and meet the 4 objectives of any business: QCD’S.
What does this leave left for the worker to manage? we should expect them to
come up with ways to do it better.
This is where modern empowerment programs fail miserably.
This is why job methods was created for supervisors as a:
“A plan to produce greater quantities of quality products in less time by
making the best use of the manpower, machines and materials that is now
available.”

JOB INSTRUCTION:
Job instructions you lock in the improvement through standardization. Job
relations helps you lead people through changes that come about with
improvements and standardization. without JM we ultimately, we use JI and JR
to coerce people into adhering to the lean program.
This is the number one failure point; getting people involved and ultimately owing
lean vs. making people to do lean through coercion. so, job methods are the
involvement and improvement piece of the kaizen puzzle by teaching people this
hard skill which compliments the soft skills.
So, what is job instruction training?

44
If you think it is simply OJT, then u need to read on. The TWI way of thinking
about OJT is a vehicle for gaining stability in an operation, by solving problems
involving people.
Why do you need stability?
Stability gives us a platform to grasp the current situation, solve any problems that
occur and then lock-in the improvements with follow -up OJT. This is why
Channing Dooley. The TWIS Director, maintained.

“You will learn how to”.


 Standardize jobs.
 Standardize training.
 Create training plans.
 Improve your 5s readiness.
 Improve shop floor communication.
 Train people to think systematically about their job.
 Get people to see the critical link between
standardization.

JOB SAFETY:
A job safety analysis (JSA) is a procedure which helps integrate accepted safety
and health principles and practices into a particular task or job operation. In a JSA,
each basic step of the job is to identify potential hazards and to recommend the
safest way to do the job. Other terms used to describe this procedure are job hazard
analysis (JHA) and job hazard breakdown. Some individuals prefer to expand the
analysis into all aspects of the job, not just safety. This approach is known as total
job analysis.

45
Methodology is based on the idea that safety is an integral part of every job and not
a separate entity. In this document, only health and safety aspects will be
considered. The terms "job" and "task" are commonly used interchangeably to
mean a specific work assignment, such as "operating a grinder," "using a
pressurized water extinguisher," or "changing a flat tire." JSAs are not suitable for
jobs defined too broadly, for example, "overhauling an engine"; or too narrowly,
for example, "positioning car jack."

In job safety training, you will learn how to:


 Analyse safety hazards.

 Spot hazards.

 Standardize the job.

 Improver your 5s readiness.

 Improve shopfloor communication.

 Train people to think systematically safety.

 Get people to see the critical link between standardization &Safety.

JOB RELATIONS:
Job Relations is the TWI component that develops the skill of leading. Good
leaders are able to get their jobs done by working with and through people. Some
leaders may find this difficult if they are unwilling to delegate or take charge.
Sometimes the people they lead have more knowledge of the work or more years
of service. Other times they have to deal with people who have never worked
before, or who have worked in different work environments and are unfamiliar with
their new organization’s rules or expectations.

46
To be successful, the leader must figure out how to motivate people in all these
types of situations. Leadership is getting people to do what needs to be done, when
it needs to be done, and the way it needs to be done, because they want to. JR will
develop that skill in your leaders.

IMPORTANCE OF TRAINING OBJECTIVES:


Training objectives are one of the most important parts of training program. While
some people think of training objective as a waste of valuable time. The
counterargument here is that resources are always limited and the training
objectives actually lead the design of training. It provides the clear guidelines and
develops the training program in less time because objectives focus specifically on
needs. It helps in adhering to a plan.
Training objective tell the trainee that what is expected out of him at the end of the
training program. Training objectives are of great significance from a number of
stakeholder perspectives,
a. Trainer
b. Trainee
c. Designer
d. Evaluator

Trainer:
The training objective is also beneficial to trainer because it helps the trainer to
measure the progress of trainees and make the required adjustments. Also, trainer
comes in a position to establish a relationship between objectives and particular
segments of training.

47
Trainee:
The training objective is beneficial to the trainee because it helps in reducing the
anxiety of the trainee up to some extent. Not knowing anything or going to a place
which is unknown creates anxiety that can negatively affect learning. Therefore, it
is important to keep the participants aware of the happenings, rather than keeping
it surprise.
Secondly, it helps in increase in concentration, which is the crucial factor to make
the training successful. The objectives create an image of the training program in
trainee’s mind that actually helps in gaining attention.
Thirdly, if the goal is set to be challenging and motivating, then the likelihood of
achieving those goals is much higher than the situation in which no goal is set.
Therefore, training objectives helps in increasing the probability that the
participants will be successful in training.

Designer:
The training objective is beneficial to the training designer because if the designer
is aware what is to be achieved in the end then he’ll buy the training package
according to that only. The training designer would then look for the training
methods, training equipment’s, and training content accordingly to achieve those
objectives. Furthermore, planning always helps in dealing effectively in an
unexpected situation. Consider an example; the objective of one training program
is to deal effectively with customers to increase the sales. Since the objective is
known, the designer will design a training program that will include ways to
improve the interpersonal skills, such as verbal and non-verbal language, dealing
in unexpected situation i.e. when there is a defect in a product or when a customer
is angry.

48
Evaluator:
It becomes easy for the training evaluator to measure the progress of the trainees
because the objectives define the expected performance of trainees. Training
objective is an important to tool to judge the performance of participants.

TRAINING AS CONSULTANCY:
Training consultancy provides industry professional to work with an organization in
achieving its training and development objectives.

ESTIMATION OF TRAINING OUTSOURCING:


It has been estimated that 58% of the emerging market in training outsourcing is in
customer education, while only 42 percent of the market is in employee education.
The training consultancies offer various benefits such as:

49
TRAINING COURSES THAT CONSULTANCIES OFFER:

The various courses that consultancies offer are:

• Business Training Courses


• Management Development
• Conflict Management
• Managing Diversity
• Project Management
• Stress Management
• Time Management
• Senior Management Workshops
• Sales
• Negotiation Skills
• Sales Technique
• Customer Care
• Customer Care Training
• Managing Customers
• Human Resource
• HR Administration
• Induction Training
• Recruitment & Selection
• Successful Appraising
• Personal Development Courses

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• Workshops on:
• Assertive Skills
• Building Confidence
• Coping with Change
• Interview Techniques
• Maximize Potential
• One to One Coaching
• Focused entirely on personal objectives
• Move forward at individual pace
• Material used in tailor made to specific development Need
• A strict code of confidentiality

IMPORTANCE OF TRAINING CONSULTANCIES:


• It helps in enhancing company’s image

• It helps in strengthening the team spirit

• It helps in applying knowledge, developing core competencies, and reducing


work load

• It helps in improving the work relations

• It helps in developing focused and inspired staff

• It leads to greater chances of success

51
CONSULTANTS CAN PROVIDE HELP ON FOLLOWING AREAS:

• Management Development

• Team Building Leadership

• Health & Safety Training

• Interpersonal Skills

• Sales Training

52
CHAPTER-5
DATA ANAYSIS AND INTERPRETATION
DATA ANALYSIS AND INTERPRETATION

1. Do you satisfied with the existing training programs?

a. Yes

b. No

S .no No. of Percentage


Response Respondents (%)

1 Yes 43 86%
2 No 7 14%
Total 50 100%

PIE CHART

14%

Yes
No

86%

53
INTERPRETATION:
From the above analysis we could say that 86% of the respondents are with the
existing training program and 14% of the respondents are not satisfied with existing
training program.

2. Is your organization conducting training programs frequently?

a. Yes

b. No
S. Response No. of Percentage
No Respondents (%)

1 Yes 41 82%

2 No 9 18%

Total 50 100%

54
PIE CHART

18%

Yes
No

82%

INTERPRETATION:
From the above analysis we could say that, 82% of the respondents are agreed
that organization conducting training programs frequently, 18% of the respondents
are not agreed that organization conducting training programs frequently.

3. Do you like to attend the training program?

a. Yes

b. No

55
S. No Response No. of Percentage
Respondents (%)

1 Yes 46 92%

2 No 4 8%

Total 50 100%

PIE CHART

8%

Yes
No

92%

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INTERPRETATION:
From the above analysis we could say that 92% of respondents said they like to
attend the training program and 18% of respondents said they dislike to attend the
training program.

3. Do you think that the feedback can evaluate the effectiveness of


training program?

a. Yes

b. No

S. No Response No. of Percentage


Respondent (%)

1 Yes 48 96%

2 No 2 4%

Total 50 100%

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PIE CHART

4%

YES
NO

96%

INTERPRETATION:
From the above analysis we could say that 100% of respondents agree that the
feedback can evaluate the effectiveness of training program where as 0% of
respondents disagree to it.

5. How many training programs will you attend in a year?

a. Less than 10 c. 10 to 20
b. 20 to 30 d. 30 to 40

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S. Response No. of Percentage
No Respondents (%)

1 Less than 26 52%


10

2 10-20 10 20%
3 20-30 14 28%
4 30-40 0 0%
Total 50 100%

PIE CHART
0%

28%
Less than 10
10-- 20
52% 20-30
30-40

20%

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INTREPRETATION:
From the analysis we could say that, 52% of the respondents attend less than
10 training programs and 28% of the respondents attend 10-20 programs and 20%
of the respondents attend 20-30 programs.

6. What do you understand by training?

a. Learning b. Enhancement
c. Sharing information d. All of the above

S. Response No. of Percentage


No Respondents (%)

1 Learning 9 18%
2 Enhancement 21 42%
3 Sharing 8 16%
information

4 All of the 12 24%


above

Total 50 100

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PIE CHART

18%
24%
Learning
Enhanceing
Sharing information
16%
All of the above
42%

INTERPRETATION:
From the above analysis we could say that, 18% if the respondents learn
by training, 42% of respondents enhance their skills by training, 16% of
respondents share information by training and 24% of respondents are all of
the above.

7. Training is must for enhancing productivity and performance.

a. Completely agree b. Partially agree


b. Disagree d. Unsure

61
S. Response No. of Percentage (%)
No Respondents

1 Completely agree 38 76%


2 Partially agree 0 0

3 Disagree 10 20%
4 Unsure 2 4%
Total 50 100%

PIE CHART
4%

20%
Completely agree

0% Partially agree
Disagree
Unsure
76%

INTREPRETATION:
From the above analysis we could say that, 76% of respondents completely agree
with the training programs for enhancing productivity, 20% of respondents
disagree with the training programs for enhancing productivity and 4% of
respondents unsure the training programs for enhancing productivity.

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8. Do you feel training program is compulsory for the employees?

a. Yes

b. No

S .no Response No .of Percentage


Respondents (%)

1 Yes 43 86%

2 No 7 14%

Total 50 100%

PIE CHART

14%

Yes
No

86%

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INTREPRETATION:
From the above analysis we could say that, 86% of respondents are agreed
with the compulsory of training program and 14% of respondents are nit agreed
with the compulsory of training program.

9. From the following training methods under which training method you have
trained? a . On the job b. Off the job c.
Below

S .no Response No .of Percentage


Respondent (%)

1 On the job 24 48%


2 Off the job 3 6%
3 Below 23 46%
Total 50 100%

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PIE CHART

On the job
46% 48%
Off the job
Both

6%

INTREPRETATION:
From the above analysis we could say that, 48% of respondents have been
trained under on the job training process method ,6% of respondents have been
trained under off the job training process method and 46% of respondents trained
under both the training methods.

10. Did you attend the training program before induction in the organization?

a. Yes

b. No

65
S Response No. of Percentage
.no Respondents (%)

1 Yes 49 98%

2 No 1 2%

TOTAL 50 100%

PIE CHART
2%

Yes
No

98%

INTREPRETATION:
From the above analysis we could say that, 98% of the respondents have
attended training program before induction in the organization, where as only 2%
of respondents haven’t attended training program before induction in the
organization.
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11. Your organization considers training as a part of organization strategy do you

agree with statement?


a. Strongly b. Agree
c. Somewhat d. Disagree

S.no Response No. of Percentage


Respondents (%)

1 Strongly 36 72%
Agree

2 Agree 8 16%
3 Some what 6 12%
4 Disagree 0 0
Total 50 100%

PIE CHART
0%

12%
Strongly agree
16% Agree
Some what

72% Disagree

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INTERPRETATION:
From the above analysis we could say that 72% of the respondents strongly
consider training as a part of organization, 16% of respondents consider
training as a part of organization, 12% of respondents some what consider
it ,0% of respondents doesn’t consider it.

12. what kind of training methods do you prefer?

a. On the job method b. Off the job


methods c. Both

s .no Response No. of Percentage


respondent (%)

1 On the job 21 42%


method

2 Off the job 23 46%


the method

3 Both 6 12%
Total 50 100%

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PIE CHART

12%

42% On the job method


Off the job method
Both
46%

INTERPRETATION:
From the above analysis we could say that 42% of respondents prefer on the job
training method, 46% of respondents prefer off the job training method where as
12% of respondents prefer both the methods.

13. Does the induction training is a well-planned exercise in the organization?

a. Strongly b. Agree c. Disagree

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S .no Response No .of Percentage
Respondent (%)
1 Strongly 13 26%
Agree
2 Agree 32 64%
3 Disagree 5 10%
Total 50 100%

PIE CHART

10%
26%
Strongly agree
Agree
Disagree

64%

INTERPRETATION:
From the above analysis we could say that 26% of respondents strongly agree as a
well-planned exercise in the organization,64% of respondents agree with it where
as 10% of respondents disagree as well-planned exercise in the organization.

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14. What kind of training methods does the organization provide to trains the
employees?

a. On the job b. off the job


c. Audio visuals d. All the above
S .no Response No of Percentage
Respondent (%)

1 On the job 19 38%


2 Off the job 11 22%
3 Audio visuals 0 0%
4 All the above 20 40%
Total 50 100%

PIE CHART

ON THE JOB
40% 38%
OFF THE JOB
AUDIO VISUALS
ALL THE ABOVE

22%
0%

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INTERPRETATION:
From the above analysis we could say that 38% of respondents say’s that
organization provides on the job methods,22% of respondents say’s that it provides
off the job method,0% of the respondents say’s that it provides audio visuals, where
as 40% of respondents say’s that organization provides all the above training
methods.

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CHAPTER-6
FINDINGS
SUGGESTIONS
CONCLUSION
FINDINGS

The present study is oriented with training and development practices


in BADRI MOTORS. The significance of selecting the topic relates to its
importance in achieving the organizational objectives through self-
development.

 88% of training needs are effective for new staff.

 75% of the respondents felt that, training in their organization is a strategy.

 75% of the respondent felt that, existing induction training program is good

in IBM
 The feedback mechanism is very effective and of 90%. This feedback forms

collected after the training program help the organization to improve


training program conducted at BADRI MOTORS to know the effectiveness
of the program and also improve training program for the future.
 The interaction between the participants and the faculty is good, it helps the

employees at BADRI MOTORS is gain the benefits of training to the


fullest.
 79% of training program helped the respondents to some extent.

 62% of respondents were implement the training factors in less than 1

month.

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SUGGESTIONS

It may conclude that the unit is making every effort to extend training and development
programs to its employees in multifunctional areas covering the work performance
related subjects on one hand and the personal development subjects on other hand.
However, there are still certain steps to be taken to make the training more effective,
so that the present programs which were rated good may become excellent programs.

• The trainees need to have practical knowledge of the unit those who are in the
technical and process field. More time need to be allocated to practical part.
• The trainees need to be provided with printed material which is taught this would
help them to refer the taught in future.
• The feedback taken should be implemented immediately for the next batch for
effective training.
• The training programs need to have practical and interesting learning techniques so,
that trainees understand better.
• More number of external faculty need to be invited to share their experienced cases
so that the trainees understand what the problems are and the solutions need to be
applied at the situation occurred.

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CONCLUSION

Finally, it may conclude that if the above suggestions are taken into regard
seriously, the good programs may become excellent programs within a short period.
Also, mutual understanding and cooperation among the top management, HRD
Department and trainees should further improved because the success of training not
only depends simply on

HRD development alone but also depends upon the trainee’s interest and top
management’s involvement.
By and large I can conclude that BADRI MOTORS is committed to implement
good, whole hearted and result oriented training programs to its employees.
BADRI MOTORS must be provided more practical training programs to its
employees to improve employee work capability and employee psychological status
development.
Hence, I concluded that, BADRI MOTORS UNIT implements and conduct
more and more intellectual training and developing programs and procedures to
get more effectiveness in their work process.

75
ANNEXURE

QUESTIONNAIRE

Name :
Age :
Qualification :
Designation :
Training Period :
I am BOYIDI LAKSHMI VASANTHI currently pursuing MASTERS OF
BUSINESS ADMINISTRATION at Aditya College of Engineering, Surampalem
As a part of our curriculum, I am doing project on “Training and Development”.
The main objective is to the trends of training and development in our
organization. I request you to spare your valuable time and fill
the questionnaire.
1. What is your opinion on existing Training Facilities available in BADRI

MOTORS?
(a) Excellent (b) Good (c) Average
2. Your Organisation considers training as a part of organizational strategy? Do
you agree with this statement?
(a)Strongly Agree (b) Agree (c)Disagree
3. To whom Training is more in BADRI MOTORS?

(a)New Staff (b) Junior Staff (c) Senior Staff

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4.How long does it take to implement the trained process?
(a)Less than 1 month (b) 1-2 months (c) 2-3 months
5.To what extent the training program helped you in your job?
(a)To large extent (b) To some extent (c) To very little
extent
6.What mode of training is normally used in BADRI MOTORS?
(a) Job Relation (b) External Training (c) Programmed Instruction
7.What is your opinion on your trainer available for training program?
(a)Excellent (b) Good (c) Satisfactory
8.How well the work place of training is organized?
(a)Excellent (b) Good (c) Average
9.Do you feel present system of feedback mechanism on various training
program is useful to improve the training and development process?
(a)Yes (b) No (c) No Idea
10.What are the conditions that have to be improved during training sessions?
(a)Re- organize the job (b) Re- organize the work place
(c) Upgrade the information given during training

77
BIBILOGRAPHY
WEB SITES:
 www.badrimotors.com
 www.businessideas.com
 www.scribd.com
 www.researchorg.com
 www.managementparadise.com

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