1

CHAPTER - 1
INTRODUCTION TO THE STUDY

1.1 Introduction
The student of BBA (Hons) has to undergo a project in order to fulfill an academic
requirement and to put theoretical knowledge in to practice. Later on its presented in form of
a report, showing the overall functioning and analysis based on students own observation
and judgments. This report is concerned with the employee training and development in TFM
(Toyota Frontier Motors).Here the main information of employee and training and
development is analyzed.
1.2 PURPOSE OF THE STUDY
The main purpose of the study is to study the employee training and development effects on
the performance of employees in TFM. Every area of the impact of employee training and
development on employees performances is pinpointed and analyzed. The ultimate purpose
is to cure the factors, regarding employee training and development, which could hinder
employee performance in TFM.
1.3 SCOPE OF THE STUDY
This report is targeted towards the employees of TFM. The information gathered in this
report is through personal observations and queries. Different employees were asked about
their training and development and affect of training on their performances. Employees
relating to different departments are concerned.
1.4 METHODOLOGY OF THE RESEARCH
The main sources of the information collected for this report were two: primary data source
and secondary data source.
1.5 CONSTRAINT OF THE STUDY
There were different constraints while carrying out the study. The first and most important
constraint was that of time constraint. We were carrying out this research while at the same
time we were engaged in our final exams. Also the data collection was much difficult because
of the fact that mostly employees were not that much educated. Also the data was not
available because it is the first research being carried out on employee training and
development in TFM.
1.6 SCHEME OF THE REPORT
The report includes the following main sections:

2

CHAPTER - 2
TRAINING AND DEVELOPMENT

2.1 INTRODUCTION
Training has become the most important feature of a successful organization. The need of
proper training was felt when the organizations started falling apart due to tiny mistakes of its
employees. Training is necessary because it improves profitability and or more positive
attitudes towards profit orientation. Enhances the job knowledge and skills at all levels of the
organization. The work force gets a high morale. Training aids in developing leadership skill,
motivation, loyalty, better attitudes and other aspects that successful workers and managers
usually display. The quality of work is also increased and so is the productivity. It's cost
effective as well, it cuts costs in different areas e.g. production, and personnel, administration
etc. it develops a sense of responsibility to the organization for being competent and
knowledgeable. Labor management is also improved, as workers instead of feeling ignored,
feel taken care of which develops a sense of loyalty.
2.2 PURPOSE OF TRAINING AND DEVELOPMENT
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.
2.3 THE TRAINING PROCESS
The model below traces the steps necessary in the training process:
Organizational Objectives
Needs Assessment
Is There a Gap?
Training Objectives
Select the Trainees
Select the Training Methods and Mode
Choose a Means of Evaluating
2.4 IDENTIFYING TRAINING NEEDS
Training needs can be assessed by analyzing three major human resource areas: the
organization as a whole, the job characteristics and the needs of the individuals. This analysis
will provide answers to the following questions:
3

Where is training needed?
What specifically must an employee learn in order to be more productive?
Who needs to be trained?

2.6 TRAINING METHODS
There are two broad types of training available to small businesses: on-the-job and off-the-
job techniques. Individual circumstances and the "who," "what" and "why" of your training
program determine which method to use.
On-the-job training is delivered to employees while they perform their regular jobs. In this
way, they do not lose time while they are learning. After a plan is developed for what should
be taught, employees should be informed of the details. A timetable should be established
with periodic evaluations to inform employees about their progress. On-the-job techniques
include orientations, job instruction training, apprenticeships, internships and assistantships,
job rotation and coaching.
Off-the-job techniques include lectures, special study, films, television conferences or
discussions, case studies, role playing, simulation, programmed instruction and laboratory
training. Most of these techniques can be used by small businesses although, some may be
too costly.


4

CHAPTER - 3
TOYOTA MOTOR CORPORATION


Toyota Motor Corporation (TMC) is an automobile manufacturer in Japan, based in Toyota,
Aichi, provides financial services, and participates in other lines of business. It manufactures
vehicles under the brand names Toyota, Scion and Lexus, and owns a majority stake in
Daihatsu. The company's Toyota automobiles are well regarded for their longevity and
reliability.
3.1 HISTORY
The story of Toyota Motor Corporation began in September 1933 when Toyoda Automatic
Loom created a new division devoted to the production of automobiles. Quickly thereafter,
the division produced its first Type A Engine in 1934, which in turn was used for the
production of the first Model A1 passenger car in May 1935 and the G1 truck in August
1935. Production of the model AA passenger car started in 1936.
Although the Toyota Group is most well known today for its cars, it is still in the textile
business and still makes automatic looms (fully computerized, of course).
SCOPE OF BUSINESS
To provide 3S quality services (Sale, Service and Spare Parts) in the field of automobiles
throughout NWFP.
These services are offered to:
Local Residents
Businessman
Private Ownership
Educational Institutions
Government & Semi Government Authorities
Lawyers & Doctors
NGOs Sector and
International Organization
Quality Services are offered in
Sales
Services and
Spare Parts

5

SERVICE CENTRES
Having a complete and fully equipped workshop for general repairs with the capacity of at
least 16 vehicles at a time.
Fully computerized wheel balancing/Alignment.
Fully computerized Engine Analyzer
Automatic tires changing.
Fully equipped workshop for denting works for complete body repairs with the capacity of at
least 14 vehicles at a time.
Highly qualified denting Foremen & Technician
Fully equipped and computerized Painting mixing and Paint Plant.
General body paint with the capacity of at least 10 vehicles at a time.
Fully equipped washing services
Complete wash facility with the capacity of 6 vehicles at a time.
Wash facility is available 7 days a week
3.3 TOTAL QUALITY MANAGEMENT
Based on the importance given to people, their creativity, communication and integration
among the personnel, Total Quality Management is perceived as a corporate culture by all
Company members at all levels. Put to effect in all walks of Company life since 1991, TFMs
TQM practices have yielded outstanding results in relation to employees well being
customer satisfaction, market share, business performance and reputation as a role model for
the society.


6

CHAPTER - 4
TRAINING AND DEVELOPMENT AT TFM

4.1 TRAINING AND DEVELOPMENT DEPARTMENT OF TFM
Training and development department is not mentioned in the organizations chart. They
have given two basic reasons why T&D department is not established so far. First is the
financial resources and specialized people and second is the size and HR policy.
TFM is not that much financially sound and technically built to carry out training activities.
Hence, it is almost impossible for them to bear the cost of T&D department. It is the people
who make organization not the money. TFM lack specialized people to give shape to the
T&D department.
According to general manager operation (GM) T&D department can exist only in those
organizations which are financially strong enough and could carry HR activities on large
scale. As we know that T&D is a part of HR department, it is not feasible for TFM to
formulate any such plan as yet. In huge organization like Toyota motor company (Japan)
external training is costly business and for this reason they have conducted internal training in
a specialized training department.
4.2 DETERMINING THE TRAINING NEEDS:
As far as need for training is concerned IMC identify what to be or what ought to be when
and at what place. It is quite difficult to determine that whether there is a need of training or
not. Individual motivation, skills and knowledge directs the need of training.
At TFM training needs are determine by the following factors.
Employee Turnover:
It is quite obvious that if a worker is not acquainted with the required knowledge of his field
either resigns voluntarily or is fired by the management. Employees dissatisfaction with
knowledge of their work results an increase in employees turnover. Which is quite much an
alarm for the management to recognize the needs of training.
NEW TECHNOLOGY DEFINES:
New jobs are defined with the introduction of every new technology. Training is hence,
necessary to meet the new challenges of advance level. New technology means like recently
Toyota introduce Altas 1.8vvt-i, along with SRS air bags. So to coup these new technology
employees were sending for external training.

7

Employees Poor Performance:
Employees poor performance indicates much the needs of training. Training is given a high
priority to ensure the companys interest. IMC inspection team scrutinizes workers
performance at TFM, every year by TSM and TWSM.
4.3 TFM TRAINING GOAL:
To improve the efficiency of workers.
To insure quality of service.
To reduce human error and mistakes.
To improve the skills and knowledge of workers.
To familiarize workers with advance technologies
To develop a friendly environment and acquaint workers with the idea of
Teamwork.
Increased job satisfaction and morale among employees.
4.4 TYPES OF TRAINING OFFERED:
Two types of training are offered to the workers and conducted both by the Indus Motor
Company (IMC) and Toyota Frienter Motor (TFM).
For technical staff.
For supervisory staff.
Training for Technical Staff
Are conducted by TFM internally, its called in-house training.Team-step1 are given to the
technician level who has DAE (Diploma in Associate Engineering). Employees are taught the
basics for example; automotive basics. It was usually five to eight days training every year.
Are conducted by IMC to the pro-technician level also practice quarterly and annually. After
successfully conducting team-step1, TFM send one or two trainees nominated by IMC for
step2.There the trainee seek:
Drive train.
Engine.
Electrical.
Chassis and intelligent tester for advance course.
Team-step3 is also conducted by IMC the successful candidate of team-step2 are further
nominated by IMC for the following field:
Fundamental of electronics (FE).
8

Supervisory Staff Training
It is also conducted by IMC in two levels.
Customer care and customer handling in level 1.
It is the most important because supervisors are at the most front level to handle the customer
in effective and cordial manner.
Workshop management in level 2.
Arrangement of tools, Proper use of equipment.
4.5 TOP LEVEL MANAGEMENT CONCERN TOWARDS TRAINING
AND DEVELOPMENT
Yes top level management is committed towards training. Their chief concerns are:
Individuals become result oriented.
Development of friendly atmosphere among and within there customers.
To prepare individual for the future responsibilities and commitment.
Enhanced company image e.g., ethic training.
4.6 WILL TRAINING BRINGS ABOUT CHANGE IN EMPLOYEES
BEHAVIOR
Yes, training brings about change in employees behavior. TFM sends employees for external
training (IMC). The environment and the culture greatly influence the employee. The
employees therefore, observe how the management people and the technical staff behave
with their customer and among themselves. How they dress up and what language they use.
Employees practically observe the trainers behavior on the job and of the job helping
individual to copy in a same way.
Shaping individual behavior is the most important thing because they further demonstrate
(what they learn) to their co-worker (internal training). A bad experience or poor behavior,
have a negative impact on employees behavior.
In short, external and internal training behavior make individuals for the future, individual
become visible and get a positive response from their supervisor and management.

9

CHAPTER - 5
QUESTIONARE ANALYSIS


Q1. HAVE YOU RECEIVED ANY TYPE OF TRAINNING AFTER
JOINING THIS COMPANY?

A) YES B) NO



It is a must in Toyota Frontier to give proper training to almost all of the potential
employees who are new to the job. If any of the employees are hired from another well
reputed workshop and are well skilled then training is not required for them. So the 12%
indicates that they are prior experienced and if any of the work process is updated, they
will be trained for them.
Q2. WHAT TYPE OF TRAINING BEST REFLECTS YOUR
PERFORMANCE?
A) On-the job B) Of-the job C) Others


From the graph it is visible that 15% of the respondent preferred off-the-job training for
their better performance on the job. They include those employees who are more educated
and understand the training contents well 60% of respondents favored on-the-job training
for their performance. Their nature of job is more technical who are mostly concerned
with the service section 25% are in those who are in the middle and want to be train in
other discipline like unplanned and unstructured training.
88
12
YES
NO
a
b
c
10

Q3. WHICH IS YOUR DEPARTMENT?

A) SERVICES B) SALES C) PARTS D) OTHERS




Since Toyota Frontier is involved very much in providing services like dent, paint and
repairing (mostly related to mechanical section) to its customers, therefore, their highest
number of employees belong to this department. Also they take good care of their customers
due to which they must employs a good number of sales people to help their customers out of
certain problems.

Q4. HAVE YOU RECEIVED ANY OF THE FOLLOWING TRAININGS?

A) ON THE JOB B) OFF THE JOB C) BOTH D) NONE




Most of the job training at Toyota Frontier is off the job. This is due to the reason that
Toyota do not want to take chances directly on customers cars. Therefore, the employees
are trained in a contrived environment. Once an employee has passed the initial stages of
the training, then he can start training on the job.
72
16
4
8
service
sales
parts
other
22
58
4
16
On the Job
Off the job
Both
None
11

Q5. IS THE TRAINING ENVIRONMENT FRIENDLY?
A) YES B) NO C) DONT KNOW


According to majority of the employees, the training environment at Toyota Frontier is very
friendly which helps them to learn in the most flexible way. The reason for this point is that
TFM is regulated by IMC, which is very devoted to its employees care which would result in
more motivation and which helps creating sense of belongingness. About the 6%, who are not
satisfied, I would argue that conflicts prevails where humans exists, however, that figure is
quite nominal.
Q6. ARE THE TRAINING PROGRAM SCHEDULED?
A) YES B) NO C) DONT KNOW


The schedule for training is send by the Indus motors to all Toyota dealers. Then the
employees are asked to come for the training as timed on the schedule. We can see that some
of the employees answered NO for this question. This might be due to the reason that they
didnt understand the question or are not acquainted with the scheduling procedure. Another
reason for that is, that TFM is having four steps training. The first step is the very initial
training which requires the new comers, and while they are new to the systems so they are not
familiar with the systematic training.
85
6
9
Yes
No
Dont Know
91
2
7
Yes
No
Don't Know
12

Q7. IS THE EVALUATION PROCEDURE FAIR?

A) YES B) NO C) DONT KNOW



Most of the employees think that the evaluation is fair. We cannot make any judgment on
their answers because employees are not given any promotion soon after their training is
completed. So they cannot actually know whether the evaluation was fair or not.
Q8. WAS EVERYONE GIVEN A FAIR CHANCE TO PARTICIPATE
IN THE TRAINING?

A) YES B) NO C) DONT KNOW





To majority of the employees, everyone in the company had a fair chance to participate in
the training program. Some employees doubt the fairness of the system. This could be due
to any personal grudges among employees within the organization. Also for the
employees informal, off the job training is facilitated, so they have a chance to freely
raise queries and the management is encouraging the feedback of employees, the most
important asset of TFM.
77
20
3
Yes
No
Don't Know
90
8
2
Yes
No
Don't Know
13

Q9. IS THE SELECTION OF EMPLOYEES FOR TRAINING FAIR
AND TRANSPARENT?
A) YES B) NO C) DONT KNOW



Although majority of the workforce thinks that the selection is fair and transparent but
still a large number of employees also think that it is not fair. This may be true. This
might be due to nepotism or other family or friendly relationship between training and
other staff.The other factor is that TFM prefer those employees for training who are
having prior experience and skills. TFM is fair in a sense that those employees, who are
skilled, should further polish their skill. But for better management (Total Quality
Management), TFM must concentrate on those employees, who are not much skilled and
to concentrate on them and to give them a sense of belongingness which will result in
better motivation.
Q10 HAS TRAINING ENHANCED YOUR SKILL, KNOWLEDGE AND
PERFORMANCE?
A) YES B) NO C) DONT KNOW


There is a very positive attitude of the employees regarding the outcome of the training
process. To them it has been a very fruitful process for them. Most of the employees think
that question answer sessions and at the end of the training certificate gives them a
feedback that their skills, knowledge and performance has enhanced.
54
44
2
Yes
No
Don't Know
84
2
14
Yes
No
Don't Know
14

CHAPTER - 6
SWOT ANALYSIS

Based on my research I became capable to give the following SWOT analysis of the Toyota
Frontier Motors.
6.1 STRENGTHS
The Corolla combines excellent build quality with a smooth ride, quiet interior, and excellent
gas mileage.
Good resale value.
Durable.
Availability of parts all over the region.
Largest market share in the automobile industry.
Brand Image.
Largest variety.
6.2 WEAKNESSES
During the following years the build quality has degraded a lot.
Lack of innovation.
Lack of Employee Training.
Fuel Consumption, which can be reduced with latest technology but due to lack of T&D its
not yet resolved.
Shocks system lacks new technology.
Limited variety available in Toyota Frontier.

6.3 OPPURTUNITIES
Corolla can gain more market share by introducing ABS System.
By improving its built quality.
By introducing more power full engines.
By training their employees and improving services for customers.
Training their employees about the new models coming through the dry port.
6.4 THREATS
Honda is gaining more market share in NWFP.
New and nice cars are coming through dry port which is a serious threat now days.
Mitsubishi also launched a Pakistani based Lancer Model.
Chevrolet is also launching a 1600 CC Model.

15

CHAPTER - 7
FINDINGS AND RECOMMENDATION
On the basis of my research I have came to know about the following finings and
according to my knowledge about the importance of training and development I have
given the following recommendations for Toyota Frontier Motors. And I am hopeful that
these recommendations will help TFM to get the most of the benefits possible from their
training and development programs which they design for their worthy employees.
7.1 COMMUNICATION
Communication plays a vital role in shaping business philosophy. I recommend that it
will be good if TFM consider Employees monthly meeting. That will mitigate
misunderstanding and encourage feedback.
7.2 EMPLOYEES COUNSELING UNIT
A specialized unit is recommended that can facilitate employees about the following
things;
Choosing Career Path.
Job Security.
It is recommended that TFM shall try to implement counseling unit for the organization
best interest by retaining good and loyal staff.
7.3 OFFICE ATOMIZATION
It is highly recommended that TFM shall implement software that will show the
performance of an individual employee every week. With that, management can be able
to know the individual input and output. TFM can also implement a swap machine for
employees attendance instead of register that will reduce frustration to manager and
increase punctuality.
7.4 IMPROVEMENT IN SELECTION PROCESS
In order to select employees for training and development programs, the management
shall try to evaluate the performance (past) of employees and make sure that employee
who has a potential to learn and implement the training contents. A performance appraisal
(evaluation) system will help achieve this goal.
7.5 TFM MUST FOCUS ON ON-THE JOB TRAINING
Usually TFM emphasize mostly on off-the job training. In order for employees to be
result oriented and for efficiency and effectiveness, I would recommend on-the job
training for employees of TFM which will further improve their skills and insight into
technical and non-technical activities in TFM.
16

REFERENCES

1. Toyota Indus Motors, Available http://www.toyota-indus.com
2. John Bratton and Jeffrey Gold, Human Resource Management, 1999
3. H. John Bernardin, Human Resource Management, 3
rd
Edition
4. Wayne F. Cascio, Managing Human Resources, 6
th
Edition
5. David A. Decenzo and Stephen P, Human Resource management, 2001
6. Toyota Indus Journal (2005)
7. Employee Training And Development
8. www.managementhelp.org/trng.dev/basics/reasons.htm
9. www.zeromillion.com/business/personnel/employee-training.html