Project Final 1

CHAPTER-I INTRODUCTION
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HUMAN RESOURCE
MANAGEMENT
Human resource management (HRM or HR) is the strategic approach to the effective
and efficient management of people in a company or organization such that they help their
business gain a competitive advantage. It is designed to maximize employeeperformance
in service of an employer's strategic objectives. Human resource management is primarily
concerned with the management of people within organizations, focusing on policies
and systems.[2] HR departments are responsible for overseeing employee - benefits design,
employee recruitment, training and development, performance appraisal, and reward
management, such as managing pay and Employee benefits benefit systems.[3] HR also
concerns itself with organizational change and industrial relations, or the balancing of
organizational practices with requirements arising from collective bargaining and
governmental laws.
The overall purpose of human resources (HR) is to ensure that the organization is able to
achieve success through people.[5] HR professionals manage the human capital of an
organization and focus on implementing policies and processes. They can specialize in
finding, recruiting, selecting, training, and developing employees, as well as maintaining
employee relations or benefits. Training and development professionals ensure that
employees are trained and have continuous development. This is done through training
programs, performance evaluations, and reward programs. Employee relations deals with the
concerns of employees when policies are broken, such as cases involving harassment or
discrimination. Managing employee benefits includes developing compensation structures,
parental leave programs, discounts, and other benefits for employees. On the other side of
the field are HR generalists or business partners. These HR professionalscould work in
all areas or be labor relations representatives working with unionized employees.
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WHAT IS HRM?
Human resource management (HRM) is the process of employing people, training them,
compensating them, developing policies relating to them, and developing strategies to retain
them. As a field, HRM has undergone many changes over the last twenty years, giving it an
even more important role in today‘s organization.
Let‘s start with a brief definition. Human Resource Management, or HRM, is the practiceof
managing people to achieve better performance. For example, if you hire people into a business,
you are looking for people who fit the company culture as they will be happier, stay longer, and
be more productive than people who won‘t fit into the company culture. Another example is
engagement. Engaged employees are more productive, deliver higher quality work and make
customers happier. This means that if we can find ways to make employees more engaged, we
help the company. The HR department provides the knowledge, tools, training, legal advice,
administration, and talent management, which is crucial to sustaining and advancing a
company. This is what Human Resource Management boils down to optimizing company
performance through better management of human resources. The next question is, who are
these Human Resources?
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WHAT IS A HUMAN RESOURCE?
It may feel a bit weird to refer to people as ‗human resources‘. Human Resources are all the
people that in one capacity or another work for or contribute to an organization. These people
make up a company‘s workforce. They can be regular employees, for example, but also
contractors.
Especially with the rise of the gig economy, more and more people are starting to work for
an organization on a contract basis without having a traditional labor contract.
These people include independent contractors, workers provided by contract firms, on-call
workers, and temporary help agency workers.
An independent contractor can be under contract for years at the same organization, while
an agency worker can work at 20 different companies throughout one year. Because these
people are all involved in the company to a different extent, the way they are managed and
involved in the organization should also be different.
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THE ROLE OF HRM
Keep in mind that many functions of HRM are also tasks other department managers
perform, which is what makes this information important, despite the career path taken. Most
experts agree on seven main roles that HRM plays in organizations. These aredescribed in
the following sections.
HUMAN RESOURCE
MANAGEMENT
FUNCTIONS:
1. Human resource planning

2. Recruitment and selection
3. Performance management
4. Learning and development
5. Career planning
6. Function evaluation
7. Rewards
8. Industrial relations
9. Employee participation and communication
10. Health and safety
11. Personal wellbeing
12. Administrative responsibilities
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INTRODUCTION
Training and development has emerged as a major educational system in the last two
decades in India, it has been widely accepted as critical input for improving managerial
performance and organizational effectiveness. Every organization needs to have well-
trained and experienced people to perform activities that have to be done. If the current job
occupant can meet this requirement, training is not important. But when this is not the case,
it is necessary to raise the skills levels and increase the versatility and adaptability of
employees. Inadequate job performance or a decline in a productivity or changes resulting
out of job redesigning or a technological break-through require some type of training and
development efforts.
Training development and education are three terms frequently used. Training isa process
of learning sequence of programmed behavior. Ii is application of knowledge. It gives
people an awareness of rules and procedure to guide their behavior development is related
process. It covers not only those activities which improve job performance, but also those
which bring about growth of personality and potential capacity so that they not only become
good employees including operatives, supervisor and executive/manager in every
organization. Employees will enhance their skills, knowledge and attitude for meeting the
present as well as future job needs. Operatives, superiors and managers who occupy higher
responsibilities have key tasks to be performed in the organization. Training helps them to
perform those tasks effectively.
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NEED OF THE STUDY:
The purpose of study is to learn the practical applicability of the theoretical knowledge
gained about training and development process.
• To gain knowledge about, the process of training and development in Mahindra &
Mahindra
• To know the effectiveness or ineffectiveness of the process of training and
development in Mahindra & Mahindra
SCOPE OF THE STUDY:

This study covers all aspects of training and development programs in Mahindra &
Mahindra.
This study covers the New Entrant Manager response towards the training programs
in the organization.
OBJECTIVES OF THE STUDY:

 To analyze and examine the effectiveness of training and development programmers in
Mahindra & Mahindra
 To assess how often training programmes are conducted and how much are
theemployees satisfied.
 To study to what extent the training programmes are applicable to their jobs.
 To study the employee‘s opinion on the training and development in Mahindra &
Mahindra
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RESEARCH METHODOLOGY:
Step 1: Constituted the distributing of the questionnaire to the sample respondents.
Step 2: Constituted of collecting back the questionnaire from the respondents.
Step 3: Constituted of systematic analysis and the data gathering in the form of
tables and graphs.
Step 4: Constituted of arriving of findings based on the study and giving

suggestions they‘re on.
Sources of data:
For the fulfillment of the study the student researcher has relied on two types of
Data i.e. primary data and secondary data.
Primary Data:
This study is almost based on primary data which is more acquainted for social science
research .The primary data has been collected by administering Questionnaire to the selected
respondents. Another sources of primary data is overall observations of companies working,
companies attitude on training and development. The student researcher has conducted
sufficient discussions with both the employer and employee to gather the information for the
aspects of Questionnaire.
Secondary Data:
The Secondary data has been obtained by studying existing training and
developmental program in Mahindra & Mahindra. Data is also obtained by referring to the
earlier studies conducted in smaller areas and also the annual reports, brochures, and other
materials served as secondary data.
Sampling plan:
The sample of 100 employees were chosen out of 121 New entrant managers which
is more than 35% of the universe for the purpose of the study on the basis of using simple
random sampling method. The selection of the sample includes all the departments and
designations.
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Whereas the information available from earlier studies, books, brochures, annual
reports, files and several other sources of secondary data. However, the data collection was
painstaking effort and endeavors were made to collect relevant information with missionary
Zeal.
Data interpretation:
The data ventured to be collected through Questionnaire method the responses
obtained are then tabulated and analyzed and inferences are drawn. The statistical technique
of percentage method is used for the purpose of data analysis. Based on inferences drawn
from the data a suitable finding is made along with the necessary summary and conclusion.
STATISTICAL TOOL
Percentage method:
Percentage method is used in making comparison between two or more series of data. This
is used to describe relationship.
Percentage of respondents = No of respondents x 100

Total respondents
The method of study followed in this project (in brief):
Sample size 100

Data collection method : Primary and Secondary.
Duration of study : 45 days.
Analysis : Through percentage method.
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LIMITATIONS OF THE STUDY:
1. This study covers those employees who are working at Mahindra & Mahindra.
2. The understand and knowledge may vary from person to person. The replied gives
by the respondents are taken for granted, though they are not uniform.
3. Since names are mentioned in most of questionnaires, most of the employees
answered favorable to the company. This might have led to wring finding in the
study.
4. The interpretation being based on percentage method is not definite.
5. The report is subjects to changes with fast changing scenario.
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CHAPTER-II REVIEW OF
LITERATURE
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Introduction to HRM
Every organization irrespective of its nature and size has four resources namely
men, material, and machinery. Of these men I. e., people are the most vital resources and
they only make all the differences in an organization. In this connection L.F. Urwick says
that ―Business houses are made? broken in the long –run note by the markets or capital,
patents, or equipments, but by men‖. Peter F. ducker says that, ―man, of all the resources
available to name can grow and develop‖. This gives geneses to the concept of HRM, the sub
–system. HR is the central sub-system of an organization. As the central sub- system, it
controls the functions of each sub –system and the whole organization.
Concept
Human resource management is concerned with the human beings in an
organization. It reflects a now philosophy, a new outlook, approach and strategy, which
views an organization‘s manpower as its resources and assets. Human resource management
is a managerial function which facilitates the effective utilization of people (manpower) in
achieving the organizational and individual goals. Simply, HRM is a management function
that helps the managers to recruit, select, train and develop the organizational members for
the purpose of achieving the stated organizational goals. In the present scenario, HRM
is used as a synonym to personnel management and the personnel department is called as hr.
department.
Definition
HRM is defined as follows,
―The part of management which is concerned with the people at work and with their
relationship within an enterprise. It aims to bring together and develop into and effective
organization of the men and women who make up an enterprise and having regard for the
well-being of the individuals and of working groups, to enable them to make there best
contribution to its success‖
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IMPORTANCE OF TRAINING:
The importance of human resources management to a large extent depends on human
resources development. H.R.D. is nothing but training of employees and training as its most
important technique. No organization can get a candidate who exactly suits with the job and
the originations requirements. Hence, training becomes necessary is important to develop the
employee and make him suitable the job. Training works towards value additions to the
company through HRD.Job and organizational requirements are not static rather they are
changed dynamic. From time to time in view of the technological advancement and charge
in the awareness of the total quality and productivity management (TQPM). The objectives
of the TQPM can be achieved only through training, which helps to develop human skills
and efficiency. Training employees would be a valuable asset to an organization.
Organizational efficiency, productivity, progress and development to a greater extent depend
up on training. If the required training is a not provided. It leads to performance, failure of
the employees. Organizational objectives like viability, stability and growth can also be
achieved by providing through training. Training is important, as it constitutes a significant
part of management control.
The training enhances four ‘c’s for the orgainsation viz.
 Competence
 Commitment
 Creativity
 contribution
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BENEFITS OF TRAINING:
How training Benefits the Organization: -

 Leads to improved profitability and or more positive attitudes towards profits,
organization.
 Improves the job knowledge and skill at all levels of the organization.
 Improves the morale of the workforce.
 Helps people identify with organizational goals.
 Fosters authority, openness and trust.
 Improves the relation ship between boss and subordinates.
 Aids in organizational development.
 Learns from the trainee.
 Helps prepare guidelines for the weak aids in understanding and carrying out
organizational policies.
 Provides information for future needs in all areas of the organization.
 Organization gets more affective in decision-making and problem solving.
 Aids on developing leadership skills motivating loyalty, better attitudes and
otheraspects that successful workers and managers usually display.
 Helps keep costs down in many areas, e.g. production, personnel, administration
etc.,
 Develops a sense of responsibility to the organization for being competent
andknowledgeable.
 Improves labour management relations.
 Reduces outside consulting costs by utilizing competent internal consulting.
 Stimulates preventive management as opposed to putting out fires.
 Eliminates sub-optional behaviour (such as hiding tools).
 Creates and appropriate climate for growth and communication.
 Helps employees adjust o change.
 Aids in handling conflict, thereby helping to prevent stress and tension.
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Benefits to the individual, which to turn ultimately should benefit the organization:
 Helps the individual in making better decisions and effective problem solving.
 Though training and development, motivation variables of recognition
achievement,growth, responsibility and advancement are international and
operationalised.
 Aids in encouraging and achieving self-development and self-confidence.
 Helps a person handle stress, tension, frustration and conflict.
 Provides information for improving leadership knowledge, communication skills
and attitudes.
 Increase job satisfaction and recognition.
 Moves a person towards personal goals, while improving interactive skills.
 Satisfies personal needs of the trainee (and trainee)
 Provided and the trainee an avenue for growth and say in his/her own future.
 Develops a sense of growth in learning.
 Helps a person develops speaking and listening skills also writing skills when
exercised required.
 Helps eliminate fear in attempting new skills.
Benefits in personnel and human relations, Intra and Inter-Group Relations and
policy implementation::
 Improves communication between groups and individuals.
 Aids in orientation for new employees and those taking new jobs through.
 Transfer for promotion.
 Provides information on equal opportunity and affirmative action.
 Provides information on other governmental laws and administrative policies.
 Improves inter-personal skills.
 Makes organizations policies, rules, and regulations viable.
 Improves morale.
 Builds cohesiveness in groups.
 Provides a good climate for learning, growth and co-ordination.
 Makes the organization a better place to work and live.
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The need for training arises due to the following reasons:
To march the Employee specifications with the job requirements and organizational
needs. Management finds deviations between employee present specifications and the job
requirements and organizational needs. Training is needed to fill these gaps by developing
and making the employee‘s skills knowledge, attitude, behaviour etc., to the turn of the job
requirement and organization.
Organizational variability and the transformation process:

The primary goal of the organization is that their viability is continuously influenced
by environments pressure. If the organization does not adapt itself to the changing.
Technological Advances:
Every organization in order to survive ad to be effective should adopt the latest
technology, i.e. mechanization, computerization and automation. Adoption of latest
technological means and methods will not be complete o enrich tem in the areas ofchanging
technical skills and knowledge from time to time.
Organizational Complexity
With the emergence of increased mechanism and automation manufacturing of
multiple products and by-products or dealing in services of diversified lines, extension of
operations, to various regions of the country or in overseas countries, organizations of most
of he companies has become complex. They create he complex problems of co-
ordination and integration of activities adaptable to the expanding and diversifying
situations. This situation calls for training in the skills of co-ordination, integration and
adaptability to the requirements of growth, diversification and expansion.
Human Relations:
Trends in approach towards personnel managers has changed form the commodity
approach to partnership, crossing the human relations approach. So today management of
most of the organization has to maintain human relations besides maintaining sound
industrial relations although hitherto the managers are not accustomed to deal with the
workers accordingly. So training in human relations is necessary to deal with the human
problems including alienation interpersonal and inter group conflicts etc.
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Changes in Job assignment:
Training is also necessary when the existing employee is promoted to the higher level
in the organization and when there is some new job or occupation due to transfer. Training
is also necessary to equip old employees with the advanced disciplines, techniques or
technology.
The need for the training also arises to:

 Increase Productivity
 Improve quality of the product/Service
 Help a company to fulfill its future personnel needs.
 Improve organizational climate.
 Prevent obsolescence
 Effect personal growth
 Minimize the resistance to change and
 To act as mentor
Training objectives:
The personnel manager formulates the following objectives in keeping with the company‘s
goals and objectives. To prepare employee both old and new to meet the present as well as the
changing requirements of the job and the organization.
a)To prevent obsolescence.

b) To impart new entrants the basic knowledge and skill they neeed got an
Intelligent performance of definite job.
c) To prepare employees for higher level tasks.
d) To assist employees to function mote effectively inherit present positions byExposing them to
the latest concepts, information and techniques and developing the skills they will need in theist
particulate fields.
e) To build up a second line of competent officers and prepare them to occupy more
responsible positions.
f)To develop the potentialities of people for the next level job.
g)To ensure smooth and efficient working of department.

h)To ensure economical output of required quality.
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ASSESSMENT OF TRAINING NEEDS
Training needs are identified on the basis of organizational analysis, job, analysis
and man analysis. Training program, training methods and course content are to be
planned on the basis of training needs. Training needs are those aspects necessary to
perform the job in an organization in which employee is lacking attitude/aptitude,
knowledge and skills. Training needs = job and organizational requirement- employee
specification.
a) Training needs can identify through identifying.

Organizational needs based on
1) Organizational strength and weakness in different areas.
2) Back drop of organizational objectives and strategies.
b) Works needs based on
1) Jobs to be performed after training.
2) Information about details of working of different jobs.
3) Setting standards of performance of various jobs.
4) Examining of existing methodologies of doing the job to meet the
setstandards.
c) Human resource analysis based on

1) Individual employee, his abilities, his skills, his knowledge and attitude.
2) Inputs required for job performance.
3) Individual growth and development in terms of career planning.
ASSESEMENT METHODS:
The following are some of the methods use to assess the training needs.
 Organizational requirements/weaknesses.
 Departmental requirements/weaknesses.
 Job specifications and employee specifications.
 Identifying specific problems.
 Anticipating future problems.
 Managements requests observations
 Interview
 Group conferences
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Principles of training:
A number of principles have been evolved over the years, which can be followed as
guidelines by the trainees. These are essential in order to promote efficient learning, long –
term retention, application of skill s and knowledge learned in training to the actual job
situation. Some of them are,
a) Motivation
b) Progress information
c) Reinforcement
d) Practice
e) Full vs. part
f) Individual difference
Areas of training
Organization provides training to their employees in the following areas.
a) company policies and procedure
b) specific skills
c) human relations
d) Problem solving
e) Managerial and supervisory skills
f) Apprentice training
Training methods:
On-the-job methods off-the-job methods
1) Job rotation vestibule training
2) Coaching role playing
3) Job instruction lecture methods
4) Step by step training conferences or discussions
5) Committee assignments programmed instruction
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ON-THE JOB TRIANING METHOD
This type of training, also know as objective instruction, training, is the most
commonly used method. Under this method, the individual is placed on a regular job and
taught the skills necessary to perform the job. The trainee learns under the supervision and
guidance of a qualified worker instructor. On-the-job training has advantage of giving first
hand knowledge and experience under actual working conditions. While the trainee learns
how to perform the job, he is also a regulars worker rendering the serve for which his paid.
The problem of transfer of the trainee is also minimized as the person learns on the job. The
emphasis is placed on rendering the services in the effective manner rather than learning.
How to perform the job on-the-job training method include job rotation, coaching, job
instruction or stop by step training g and committee assignments.
A) Job rotation: this trainee involves the movement of trainee form one job to
another. The trainee receives job knowledge and gains experience from his
supervisor or trainer in each of the different job assignments. Though this method
of trainings common in training managers for general management position,
trainees can also be rotated from hob to ob in workshop jobs. This method gives an
opportunity to the trainee to understand the problems of employees of other jobs
and respect them.
B) Coaching: the trainee is placed under a particular supervisor functions as a coach
in training the individual. The supervisor provides the feedback to the trainee on his
performance and offers his some suggestions for improvement. Often the trainee
shares some of the duties and responsibilities of the coach and relieves his of his
burden. A limitation of this method of training is that the trainee may not have the
freedom or opportunity to ex press his own ideas.
C) Job instruction: this method is also known as step by step training. Under this
method , trainer explains the trainee the ways of doing the jobs , job knowledge and
skills allows hid to do the job . The trainee appraises the performance of the trainee,
provides feedback and corrects the trainee.
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OFF-THE JOB METHOD:
Under the method of training, the trainee is separated from the job situation and his
attention I focused upon learning the material related to his future job performance. Since
the trainee is not distracted by job requirements, he and place his entire concentration on
learning the job rather tan speeding in performing it. There I sin opportunity for freedom
expression for the trainee, the methods are as follows:
A) Vestibule training: in this method, actual work conditions are simulated in a

classroom. Materials, files and equipments those are used in actual job performance
are also used in training. This type of raining I commonly used for training personnel
for clears and semi skilled jobs. The duration of this training ranges from days to a
few weeks theory can be related to practice in this method.
B) Role playing: it I s defined as human interaction that involves realistic behavior in
imaginary situations. This method of training involves action, doing and proactive.
The participant play the role of certain characters, such as production manager,
mechanical engineer, maintenance engineer, superintendents, quality control
inspectors, fore men. Workers and the like. The method I mostly used to develop
interpersonal interactions and effectively ion.
C) Lecture method: the lecture is a traditional method and direct method of
instruction. The instruction organizes the material it to a group o trainees in the
form of a talk. To be effective the lecture must motivate and create interest among
the trainee an advantage of lecture method it is direct and can bi used for large
group o trainees. Thus cost and tin=me involved are reduced. The major limitation
of the lecture method is that it does not provide for transfer of training effectively.
D) Conference: it is a method obtaining the clerical, professional and supervisory
personnel. This method involves a group of people who pose ideas, examine a those
facts, ideas and data, test assumptions and draw concussions, all of which
contribute to the improvement of job performance.
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E) The trainee goes though these units by answering questions or filing the blanks.
This method is expensive and consuming.
F) Evaluation of training programme: the specification of values forms a basis of
evaluation. the basis of evaluation and the mode of collection of information
necessity for evaluation should be determined at the planning stages the process of
training evaluation has been defined as ―any attempt to obtain information on
the effects of training performance and to asses the also of training ting the light of
thaninformation‖. Evaluation is crucial in ascertaining whether or not the training
program is providing to be effective and its objectives ate being achieved.
Evaluation leads controlling and coercion the training programs. Humbling
suggested five levels at which evaluation of training cal take palaces. They are
reactions, learning, job behavior, organization, ultimate value.
G) Feedback: training evaluation information should be provided to the trainers and
instructors, trainees ads all other parties concerned for control, corrections and
improvements of trainees activities. Further the training evaluator should follow it
up to ensure implementation of the evaluation report at every state. Feedback info
maroon can be collected on the basis of questionnaire or through interview.
Benefits of training:
Training is important as it is the most significant part of management control. Training
facilitates the management to achieve its organizational goals effectively by the effective
utilization of human resources. Training g is benefices to both employees and the
organization in the following ways.
Benefit to the organization: training is advantageous to the organization in the following

ways.
A) improved productivity:
Training helps the employees to improve their performance level. A well trained employee
can perform a task/activity at a faster rate and accurately by using better methods of work.
This improvement in manpower performance helps the organization to achieve high and
improved productivity.
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B) Improved quality of work:
In training programmed, employees ate taught standardized and better methods of
performing activities. Well trained employees ate less likely to make functional
mistakes. This proficiency of employees facilitates the organization to improve the
quality of work.
C) Cost and wage reduction:

Trained employees perform less functional /operational mistakes and make more
economical use of materials and machinery. This reduces wastages and results in
increased productivity with high quality and reduction in cost per unity. Training even
reduces the maintenance cost due to fewer machine breakdowns and better handling of
equipments.
D) Reduced supervision:
A well trained employee tends to be self-supportive, highly motivated and requires less
assistance and control. This reduces the supervisor‘s burden and in turn increases the
span of supervision.
E) Reduced accidents:
Training reduces the frequency of accidents because a well trained employee adopts the
right and safety work methods. Even the health and safety of employees canbe improved.
F) Employee growth and high morale;

Training enhances the knowledge and skills of employees guiding them to grow faster
in their career. This facilitates the organization to achieve its goals effectively. Proper
training develops positive attitude among employees and this improves the morale and
job satisfaction. Training even reduces the grievances as a well trained employee I given
the opportunity of promotion and job security.
G) improved organizational climate:

A sound programmed improves the organizational climate including, harmonious
industrial relations, improved discipline, decentralized authority, participative
management, reduced resistance to change and organizational stability.
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HRIS:
Human resource information system is systematic procedure for collecting, storing,
maintain, and retrieving data need by an organization about its human recourse and various
activities that ate relevant for their management.
HRC:
In the present highly complex environment , HR counseling has become drive
responsibility of HR manager as counseling plays vital role in different aspects of managing
human resource like career planning and development , performance management , stress
management, and other areas which may affect employees emotionally. The basic objective
of counseling is to bring an employee back to his normal mental position in which he was
before the emotional problem emerged.
SENSITIVITY TRAINING:
Sensitivity training is a small-group interaction process in the unstructured form which
requires people to become sensitivity to others feelings in order to develop reasonable
group activity.
CIPP APPROACH:
This approach takes context, process and product for evaluation.
 Context evolution: involves evaluation of training and

developmentneeds analysis and formulation objective in the light of needs.
 Input evaluation: involves evaluation of determining policies,
budget, schedules, and procedures for organization programmed.
 Process evaluation: involves of preparation of reaction sheets,
rating scales and analysis of relevant records.
 Product evaluation: involves measuring and interpreting the
attainment of training and development objectives.
PERFORANCE APPRAISAL:
Performance appraisal is the systematic evaluation of the individual with regard to
his or her performance on the job and his potential for development.
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JOB ANALYSIS:
Job evaluation process starts with the base provide by job analysis. Job analysis
identifies various dimensions of a job in two forms, job description and job specification.
Job descriptions provide responsibility involves in the performing of the job while job
specifications provides attributes required in the job performer.
MAKING-HR-COMMUNICATIONEFFECTIVE:
It is essential that special efforts ate taken to make HR communication effective.
These efforts are need because HRC suffers due to operation of a number of barriers against
it which are as follows.
 Inadequate appreciation of need for HRC by the organization

 Inadequate appreciation of what is to be communicated.
 Tendency of keeping HR policies and practices confidential.;
 Language problem in the case of multi-lingual composition of
workforce.
 Cost involved in HR communication.
Training and development play an important role in the effectiveness of organizations
and to the experiences of people in work. Training has implications for productivity, health
and safety at work and personal development. All organizations employing people need to
train and develop their staff. Most organizations are cognizant of this requirement and invest
effort and other resources in training and development. Such investment can take the form of
employing specialist training and development staff and paying salaries to staff undergoing
training and development. Investment in training and development entails obtaining and
maintaining space and equipment. It also means that operational personnel, employed in the
organization’s main business functions, such as production, maintenance, sales, marketing
and management support, must also direct their attention and effort from time to time towards
supporting training development and delivery. This means they are required to give less
attention to activities that are obviously more productive in terms of the organization’s main
business. However, investment in training and development is generally regarded as good
management practice to maintain appropriate expertise now and in the future.
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The relevance of occupational psychology to training and development contributing to
training has long been one of the main concerns of occupational psychology – this is not
surprising given that training involves learning and that learning is a central issue in
psychology. Training is one of the core skills of occupational psychology. People with
qualifications in and experience of occupational psychology have been employed in different
capacities in training and development roles in government organizations, private companies
and consultancy groups. The discipline offers many benefits and perspectives to help resolve
training issues and problems and has also been at the root of many methodsand techniques
that have now become part of the routine practices within human resource management.
Training specialists must be alert to the wider issues regarding the problems presented to
them and need the skills and confidence to deal with them. They must understand how
training fits into the wider organizational context. An occupational psychology perspective
is extremely beneficial in helping the practitioner to understand how training relates to other
interventions aimed at improving job performance.
OPPORTUNITIES OF EMPLOYMENT IN TRAINING AND DEVELOPMENT

Governments have traditionally played a significant role in the promotion and development
of occupational psychology with regard to training, because of their responsibilities for
employment, military, health and other services. People with an occupational psychology
background have been employed directly by governments in areas such as job training,
military training and health and safety. Government agencies have also been a major sponsor
of training research and development; such investment has often provided the major
underpinning of developments in this area. Governments can also affect the impetus for
change in organizations through legislation, taxation, and the general health of the economy,
which in turn can create more disposable income to create new demands for products and
services, affect the supply of raw materials and services, or put such pressure on consumers
that markets are adversely affected. Also, government initiatives can affect health and safety
requirements, fiscal issues, competition laws, and ecological concerns, working with new
technology and employment practices. Such changes prompt new ways of organising and
delivering these products and services, creating new training needs. The other major source
of employment and funding in training and development, where occupational psychology
plays a specialist role, is private companies.
26
Specialists might be employed directly within an organization’s training and development
functions or in consultancy offering services to clients. Organizations often employ their own
specialist training and development staff who have been recruited from the organization’s
own ranks. Organizations often prefer this approach because they feel it is more appropriate
for their training staff to have operational and business experience thanfor them to be experts
in training or occupational psychology. It is often assumed that training is simply a matter of
following well-established procedures and principles. This is an ill-informed view because
often training cannot always proceed simply by application of standard methods. It is often
necessary to understand variations that have not been responsive to the standard procedures.
This entails understanding how people learn and how training can support this learning.
Training and development staff are generally responsible for maintaining company training
and development systems, to judge training needs and to organize the delivery of training
and development. Practitioners with an occupational psychology background may be
encountered in departments concerned with organizational development where they are
engaged with the processes of organisational change of which training and development is
a part. It is impossible to be more specific than this. Opportunities for occupational
psychology specialists to become engaged in training arise in different contexts and
circumstances. It is important to remain alert to where these opportunities might occur and
be adaptive and constructive in responding to opportunities.
27
CHAPTER-III INDUSTRY
PROFILE &
COMPANY PROFILE
28
COMPANY PROFILE
Mahindra & Mahindra

Automotive manufacture
Mahindra & Mahindra Limited is an Indian multinational
automotive manufacturing corporation headquartered in
Ludhiana. It was established in 1945 as Mahindra &
Mohammed and later renamed as Mahindra & Mahindra. Part of the Mahindra Group, M&M is
one of the largest vehicle manufacturers by production in India
Founded: 2 October 1945, Ludhiana
Revenue: 97,277.78 crores INR (US$12 billion, 2021)
CEO: Anish Shah (2 Apr 2021–)
Customer service: 1800 209 6006
Parent organization: Mahindra Group
Subsidiaries: Mahindra Tractors, MORE
Founders: Malik Ghulam Muhammad, Kailash Chandra Mahindra, Jagdish Chandra
Mahindra
29
INDUSTRY PROFILE
Introduction
In 2020, India was the fifth-largest auto market, with ~3.49 million units combined sold in
the passenger and commercial vehicles categories. It was the seventh largest manufacturer
of commercial vehicles in 2019.
The two wheelers segment dominate the market in terms of volume owing to a growing
middle class and a young population. Moreover, the growing interest of the companies in
exploring the rural markets further aided the growth of the sector.
India is also a prominent auto exporter and has strong export growth expectations for the
near future. In addition, several initiatives by the Government of India and major automobile
players in the Indian market is expected to make India a leader in the two- wheeler and four-
wheeler market in the world by 2020.
Market Size
Domestic automobiles production increased at 2.36% CAGR between FY16-20 with 26.36
million vehicles being manufactured in the country in FY20. Overall, domesticautomobiles
sales increased at 1.29% CAGR between FY16-FY20 with 21.55 million vehicles being sold
in FY20.
In FY21, the total passenger vehicles production reached 22,652,108.

Overall, production of passenger vehicles, three wheelers, two wheelers and quadricycle
reached 1,875,698 units in April 2021.
Two wheelers and passenger vehicles dominate the domestic Indian auto market. Passenger
car sales are dominated by small and mid-sized cars.
30
Overall, automobile export reached 4.77 million vehicles in FY20, growing at a CAGR of
6.94% during FY16-FY20. Two wheelers made up 73.9% of the vehicles exported, followed
by passenger vehicles at 14.2%, three wheelers at 10.5% and commercial vehicles at 1.3%.
EV sales, excluding E-rickshaws, in India witnessed a growth of 20% and reached 1.56 lakh
units in FY20 driven by two wheelers. According to NITI Aayog and Rocky Mountain
Institute (RMI) India's EV finance industry is likely to reach Rs. 3.7 lakh crore (US$ 50
billion) in 2030. A report by India Energy Storage Alliance estimated that EV market in India
is likely to increase at a CAGR of 36% until 2026. In addition, projection for EV battery
market is forecast to expand at a CAGR of 30% during the same period.
Premium motorbike sales in India recorded seven-fold jump in domestic sales, reaching
13,982 units during April-September 2019. The luxury car market is expected to register
sales of 28,000-33,000 units in 2021, up from 20,000-21,000 units sold in 2020. The entry
of new manufacturers and new launches is likely to propel this market in 2021.
Investments
In order to keep up with the growing demand, several auto makers have started investing
heavily in various segments of the industry during the last few months. The industry has
attracted Foreign Direct Investment (FDI) worth US$ 25.40 billion between April 2000 and
December 2020, according to the data released by Department for Promotion of Industry and
Internal Trade (DPIIT).
Some of the recent/planned investments and developments in the automobile sector in India
are as follows:
In FY21, passenger vehicles sales reached 27.11 lakhs units, two-wheelers reached 151.19
lakhs units, commercial vehicles sales reached 5.69 lakhs units and for three-wheelers it was
2.16 lakhs units.
In 2019-20, the total passenger vehicles sales reached ~2.8 million, while ~2.7 million units
were sold in FY21.
In February 2021, the Delhi government started the process to set up 100 vehicle battery
charging points across the state to push adoption of electric vehicles.
31
A cumulative investment of ~Rs. 12.5 trillion (US$180 billion) in vehicle production and
charging infrastructure would be required until 2030 to meet India‘s electric vehicle (EV)
ambitions.
In January 2021, Lamborghini announced it is aiming to achieve sales in India higher than
the 2019-levels, after recovering from pandemic-induced disruptions.
In January 2021, Tesla, the electric car maker, set up a R&D centre in Bengaluru and
registered its subsidiary as Tesla India Motors and Energy Private Limited.
In November 2020, Mercedes Benz partnered with the State Bank of India to provide
attractive interest rates, while expanding customer base by reaching out to potential HNI
customers of the bank.
Hyundai Motor India invested ~Rs. 3,500 crore (US$ 500 million) in FY20, with an eye to
gain the market share. This investment is a part of Rs. 7,000 crore (US$ 993 million)
commitment made by the company to the Tamil Nadu government in 2019.
In October 2020, Kinetic Green, an electric vehicles manufacturer, announced plan to set up
a manufacturing facility for electric golf carts besides a battery swapping unit in Andhra
Pradesh. The two projects involving setting up a manufacturing facility for electric golf carts
and a battery swapping unit will entail an investment of Rs. 1,750 crore (US$ 236.27
million).
In October 2020, Japan Bank for International Cooperation (JBIC) agreed to provide US$ 1
billion (Rs. 7,400 crore) to SBI (State Bank of India) for funding the manufacturing and sales
business of suppliers and dealers of Japanese automobile manufacturers and providing auto
loans for the purchase of Japanese automobiles in India.
In October 2020, MG Motors announced its interest in investing Rs. 1,000 crore (US$
135.3 million) to launch new models and expand operations in spite of the anti-China
sentiments.
In October 2020, Ultraviolette Automotive, a manufacturer of electric motorcycle in India,

raised a disclosed amount in a series B investment from GoFrugal Technologies, a software
company.
32
During early September 2020, Mahindra & Mahindra singed a MoU with Israel-based REE
Automotive to collaborate and develop commercial electric vehicles.
In April 2020, TVS Motor Company bought UK‘s iconic sporting motorcycle brand, Norton,
for a sum of about Rs. 153 crore (US$ 21.89 million), making its entry into the top end
(above 850cc) segment of the superbike market.
In March 2020, Lithium Urban Technologies partnered with renewable energy solutions
provider, Fourth Partner Energy, to build charging infrastructure across the country.
In January 2020, Tata AutoComp Systems, the auto-components arm of Tata Group entered
a joint venture with Beijing-based Prestolite Electric to enter the electric vehicle (EV)
components market.
Government Initiatives
The Government of India encourages foreign investment in the automobile sector and has
allowed 100% foreign direct investment (FDI) under the automatic route.
Some of the recent initiatives taken by the Government of India are -

In Union Budget 2021-22, the government introduced the voluntary vehicle scrappage
policy, which is likely to boost demand for new vehicles after removing old unfit vehicles
currently plying on the Indian roads.
In February 2021, the Delhi government started the process to set up 100 vehicle battery
charging points across the state to push adoption of electric vehicles.
The Union Cabinet outlaid Rs. 57,042 crore (US$ 7.81 billion) for automobiles & auto
components sector in production-linked incentive (PLI) scheme under the Department of
Heavy Industries.
The Government aims to develop India as a global manufacturing centre and a Research and
Development (R&D) hub.
Under NATRiP, the Government of India is planning to set up R&D centres at a total cost
of US$ 388.5 million to enable the industry to be on par with global standards.
33
In February 2019, the Government of India approved FAME-II scheme with a fund
requirement of Rs. 10,000 crore (US$ 1.39 billion) for FY20-22.
Achievements
Following are the achievements of the Indian automotive sector:
In H12019, automobile manufacturers invested US$ 501 million in India‘s auto-tech start-
ups according to Venture intelligence.
Investment flow into EV start-ups in 2019 (till end of November) increased nearly 170% to
reach US$ 397 million.
On 29th July 2019, Inter-ministerial panel sanctioned 5,645 electric buses for 65 cities.
NATRiP‘s proposal for ―Grant-In-Aid for test facility infrastructure for EV performance
Certification from NATRIP Implementation Society‖ under the FAME Scheme was
approved by Project Implementation and Sanctioning Committee (PISC) on 3rd January
2019.
Under NATRiP, following testing and research centres have been established in the
country since 2015.
International Centre for Automotive Technology (ICAT), Manesar

National Institute for Automotive Inspection, Maintenance & Training (NIAIMT), Silchar
National Automotive Testing Tracks (NATRAX), Indore
Automotive Research Association of India (ARAI), Pune

Global Automotive Research Centre (GARC), Chennai
SAMARTH Udyog - Industry 4.0 centres: ‗Demo cum experience‘ centres are being set up
in the country for promoting smart and advanced manufacturing helping SMEs to implement
Industry 4.0 (automation and data exchange in manufacturing technology).
Road Ahead
The automobile industry is supported by various factors such as availability of skilled labour
at low cost, robust R&D centres, and low-cost steel production.
34
Indian automotive industry (including component manufacturing) is expected to reach Rs.
16.16-18.18 trillion (US$ 251.4-282.8 billion) by 2026.
The Indian auto industry is expected to record strong growth in 2021-22, post recovering
from effects of COVID-19 pandemic. Electric vehicles, especially two-wheelers, are likely
to witness positive sales in 2021-22.
A study by CEEW Centre for Energy Finance recognised US$ 206 billion opportunity for
electric vehicles in India by 2030.
References: International Organization of Motor Vehicle Manufacturers, Media Reports,

Press Releases, Department for Promotion of Industry and Internal Trade (DPIIT),
Automotive Component Manufacturers Association of India (ACMA), Society of Indian
Automobile Manufacturers (SIAM), Union Budget 2021-22.
Maruti Suzuki India Limited, subsidiary of Suzuki Motor Corporation, Japan, is India‘s
biggest car maker with more than 51% market share in the passenger vehicles segment in
FY20. The company recorded sale of 1,563,297 units in FY20. Company Website:
www.marutisuzuki.com Maruti Suzuki - Way of Life 2021 Ma...
About Maruti Suzuki

Tata Motors
Tata Motors was established in 1945 under the Tata Group. It is among the world‘s leading
manufacturers of automobiles with around 81,090 employee strength. It was the market
leader in commercial vehicles segment with about 45% market share in FY19. It is present
in segments like cars and utility vehicles, trucks and buses, and defence vehi...
About Tata Motors

Hero MotoCorp Limited
Hero MotoCorp Limited (formally Hero Honda Motors Limited) is the world‘s largest
manufacturer of two-wheelers. It is present in South Asia, Africa, Middle East, and Latin
America. Hero MotoCorp was the first Indian two-wheeler company to establish a
manufacturing plant in Latin America. Its key products include two wheelers up to 350cc
and...
35
36
The automobile industry in India is the world‘s fifth largest. India was the world's fifth largest
manufacturer of cars and seventh largest manufacturer of commercial vehicles in 2019.
Indian automotive industry (including component manufacturing) is expected to reach Rs.
16.16-18.18 trillion (US$ 251.4-282.8 billion) by 2026. The industry attracted Foreign Direct
Investment (FDI) worth US$ 25.40 billion between April 2000 and December 2020
accounting for ~5% of the total FDI during the period according to the data released by
Department for Promotion of Industry and Internal Trade (DPIIT).
The Indian automotive industry is expected to reach US$ 300 billion by 2026.
Domestic automobile production increased at 2.36% CAGR between FY16-FY20 with
26.36 million vehicles being manufactured in the country in FY20. Overall, domestic
automobiles sales increased at 1.29% CAGR between FY16-FY20 with 21.55 million
vehicles being sold in FY20.
Two wheelers and passenger vehicles dominate the domestic Indian auto market. Passenger
car sales are dominated by small and mid-sized cars. Two wheelers and passenger cars
accounted for 80.8% and 12.9% market share, respectively, accounting for a combined sale
of over 20.1 million vehicles in FY20. Two•-wheeler sales stood at 1,195,445 units in March
2021, compared with 1,846,613 units in March 2020, recording a decline of 35.26
%.
Passenger vehicle (PV) sales stood at 279,745 units in March 2021, compared with 2,17,879
units in March 2020, registering a growth of 28.39%.
Overall, automobile export reached 4.77 million vehicles in FY20, growing at a CAGR of
6.94% during FY16-FY20. Two wheelers made up 73.9% of the vehicles exported, followed
by passenger vehicles at 14.2%, three wheelers at 10.5% and commercial vehiclesat 1.3%.
The electric vehicle (EV) market is estimated to be a Rs. 50,000 crore (US$ 7.09 billion)
opportunity in India by 2025. Several technology and automotive companies have expressed
interest and/or made investments into the India EV space. Auto companies such as Hyundai,
MG Motors, Mercedes, and Tata Motors, have launched EVs in the market.
37
The study also highlighted for an average Indian consumer, price point of Rs. 23 lakh (or
US$ 31,000), a charge time of 35 minutes and a range of 401 kilometers from a single charge
will be the 'tipping points' to get mainstream EV adoption. A cumulative investment of ~Rs.
12.5 trillion (US$180 billion) in vehicle production and charging infrastructure would be
required until 2030 to meet India‘s electric vehicle (EV) ambitions.
A report by India Energy Storage Alliance estimated that EV market in India is likely to
increase at a CAGR of 36% until 2026. In addition, projection for EV battery market is
forecast to expand at a CAGR of 30% during the same period.
The Government aims to develop India as a global manufacturing and research and
development (R&D) hub. It has set up National Automotive Testing and R&D Infrastructure
Project (NATRiP) centres as well as National Automotive Board to act as facilitator between
the Government and the industry. Under (NATRiP), five testing and research centres have
been established in the country since 2015. NATRiP‘s proposal for
―Grant-In-Aid for test facility infrastructure for Electric Vehicle (EV) performance
Certification from NATRIP Implementation Society‖ under FAME (Faster Adoption and
Manufacturing of (Hybrid) and Electric Vehicles in India) scheme was approved by Project
Implementation and Sanctioning Committee (PISC) on January 03, 2019. In Union Budget
2021-22, the government introduced the voluntary vehicle scrappage policy, which is likely
to boost demand for new vehicles after removing old unfit vehicles currently plying on the
Indian roads.
The Indian Government has also set up an ambitious target of having only EVs being sold in
the country. The Ministry of Heavy Industries, Government of India, has shortlisted 11 cities
in the country for introduction of EVs in their public transport system under the FAME
scheme. The first phase of the scheme was extended to March 2019 while in February 2019,
the Government approved FAME-II scheme with a fund requirement of Rs. 10,000 crore
(US$ 1.39 billion) for FY20-22. Under Union Budget 2019-20, Government announced to
provide additional income tax deduction of Rs. 1.5 lakh (US$ 2,146) on the interest paid on
the loans taken to purchase EVs.
38
HISTORY
Seven decades in the making, our history is definitive of the growth of modern India. It is a
story with an upward curve, of how an Indian company and all the associations that arise
with that phrase rose to become a global powerhouse.
2014
 Mahindra introduces 'Yoga Seats' in Quanto Compact SUV
 Mahindra signs MoU with Government of Bhutan to promote usage
ofElectric Vehicles in the country
 Mahindra Defence Naval Systems Inaugurates new Chakan plant
Mahindra to launch new global scooter called GUSTO
2015
 Mahindra & Mahindra Ltd - Mahindra Two Wheelers and Peugeot Motocycles
complete strategic partnership
 Mahindra inaugurates its extended automotive manufacturing facility at Zaheerabad
inTelangana
 Mahindra & Mahindra & Mitsubishi Heavy Industries enter into Strategic
Partnershipin Agricultural Machinery
2016
 -Mahi. & Mahi. inaugurates its Bio-CNG plant in Mahindra World City (MWC),Chennai
 -Mahi. & Mahi. lunches its Premium Pick up 'Imperio' M&M launches KUV100;
priced at Rs 4.42 lakh
 -Mahi. & Mahi - Mahindra launches its new mHawk diesel engine variant
2017
 Mahindra & Mahindra, a leading player in electric vehicles in the
Country.
 Mahi. & Mahi Introduces DiGiSENSE in Arjun Novo M&M launches new product
variants
39
OUR FOUNDERS
Early pioneers of globalization, the Mahindra brothers collaborated with a wide range of
international companies and before long, Mahindra's reach extended beyond steel to
transportation, tractors, telecom, and more.
J C MAHINDRA
Founder, 1892 - 1951
Jagdish Chandra Mahindra, better known by his moniker JC, was born in 1892 in Ludhiana,
Punjab. The loss of his father at an early age thrust the responsibility of his family‘s welfare
on his young shoulders. The eldest of nine, JC strongly believed in the power of education
and ensured all his brothers and sisters studied hard.
After receiving an engineering degree from Veermata Jijabai Technological Institute (VJTI),
Mumbai - one of India‘s premier Engineering and Technical Institute - he began his career
at Tata Steel, serving as the Senior Sales Manager from 1929 to 1940. Recognition of his
excellence arrived when the Government of India appointed him as India‘s first Steel
Controller during the Second World War.
As India‘s inevitable independence loomed large, JC was prescient about the opportunities
that Indian entrepreneurs would have to contribute to the growth of a new nation. It led him
to found Mahindra & Mohammad, in partnership with his brother K C Mahindra and Ghulam
Mohammed.
His vision of India‘s post-independence economic development enabled Mahindra &

Mahindra to grow to the size it is today, and the rest, as they say, is one for the history books.
40
MISSION AND VISION
VISION
The vision of the company is to be the ‗Leading independent player in the global Gears &
Transmissions Space‘.
 We will listen to our Customers and team members. We will ask questions (not assume)
seeking to understand specific needs, desires, and expectations. We will seek to
understand before we will seek to be understood.
 We will work in an environment of mutual trust and respect. We will be caring and
responsive to requests while being honest and timely, avoiding false expectations.
 We will think in terms of exceeding Customer expectations while doing what is fair;
i.e. striving to go the extra step that transforms Customer Satisfaction into Customer
Enthusiasm.
 We will make it happen. Speed is essential in creating a win-win culture for the
Customer and Capital.
MISSION
This we wish to achieve through a two pronged approach of developing a portfolio of
products thereby being able to provide a differentiated product offering to our customers and
extensive focus on operational excellence thereby improving internal efficiencies in the
system.
 Courteous and professional treatment at all times.

 Honest information when you request it, without evasiveness.
 Prompt and efficient service with genuine concern for your time.
 Choose which products and services you want to purchase.
 Clear and thorough explanations of all financing and purchase details.
41
CAREER
We invite you to be part of the Mighty Auto Wheels (P) Ltd. We would love to share this
large work space with you. Please fill the form and attach your resume. Our Human
Resources Department will contact you soon. Mighty Auto Wheels (P) Ltd. is an
organization that believes in consistent service with quality & excellence.
AUTOMOTIVE SECTOR
The company manufactures & markets utility vehicles, light commercial vehicles that
includes three wheeler vehicles, namely; Scorpio, Bolero, Champion and many more. The
company also exports its products to several countries in Europe, Africa, South America,
South Asia and the Middle East. M&M has a tie up with Renault for production &marketing
of Logan. Mahindra International is into producing trucks and buses. The company has
entered into a joint venture with Navistar for production of diesel engines & trucks.
TRADE, RETAIL & FINANCE

Mahindra‘s Intergraded Division provides steel & steel related services. It offers steel raw
materials, metals, Ferro alloys, etc. It also processes Cold Rolled Grain Oriented (CRGO)
and Cold Rolled Non Grain Oriented (CRNGO) steels that are required for transformers &
compressors. Mahindra Retails is into distribution business and has tie up with big names
like Lego, Disney, Mattel and others. Mahindra Finance is into financing of tractors and other
vehicles and is also into Insurance broking.
INFRASTRUCTURE
M&M has also entered Infrastructure development that operates in real estates, SEZs,
hospitality, project engineering and design. Under this it has created Mahindra Holiday &
Resorts, Mahindra Life spaces & Mahindra World City.
42
INFORMATION TECHNOLOGY
Tech Mahindra provides solutions & services to telecommucation majors namely Alcatel,
AT&T, BT, Convergys, Ericsson and O2, among others. It is also into business process and
technology consulting services through Bristle.
SYSTECH
It is into supply of automotive components. It produces forged and forged / machined
components, gears and composites.
SPECIALITY BUSINESS
Under this division it has companies like Mahindra Defence, engaged in manufacturing
defense related vehicles & Mahindra Attach.
PRODUCTS AND SERVICES OFFERED BY THE COMPANY

AUTOMOTIVE
• Scorpio
• Xylo
• Bolero
• Maxx Range
• Naya Commander
• Savari
• Major
FINANCIAL SERVICES
• Loans and Mutual Fund
• Distribution
• Insurance and Risk Management Services
Trade, & Retail and Logistics Retail – Mahindra Retail Ferro Alloys and Metal Scrap Steel
and Steel Related Services Technical Products And Services Toys and ApparelCorporate
People Movement Supply Chain Management Service Centre for Automotive and Electrical
Steels.
SUSTAINABILITY
As a large global corporation, we see an incredible opportunity to drive positive change for
all our stakeholders.
43
CULTURAL OUTREACH
Culture brews deep in our veins. The arts spark a fire like no other. Together, they give rise
to an untamable movement. One that echoes across the world, inspiring artists to create
something magnificent. Our goal is to bring this movement to our customers. To make an
impact on their lives, beyond corporate boundaries. To bond with them as we share in the
Spirit of Rise.
BOARD OF DIRECTORS
Name Designation
Keshub Mahindra Chairman Emeritus
Pawan Goenka Managing Director & CEO
Rajesh Jejurikar Executive Director
Nadir B Godrej Independent Director

Vishakha N Desai Independent DirectorT
N Manoharan Independent Director Shikha
Sharma Independent Director
Anand G Mahindra Executive Chairman
Anish Shah Deputy Managing Director

Achievements
Auto Expo 2014 – Where Mahindra Trucks and Buses showcased its large range of
products, product attributes and aggregates in a unique and innovative display.
We won at the prestigious Apollo Awards for the fourth time in a row. This time, Mahindra
Torro 25 won the HCV Cargo Carrier of the Year award.
An ode to the unsung heroes. Mahindra & Mahindra Ltd. Transport Excellence Awards
2013 in Economic Times.
Nalin Mehta, Managing Director of MTB, talks to Auto Tech Review about the company‘s
roadmap in India.
Auto Tech Review explores M&M‘s Chakan plant and its innovative methods.
44
AWARDS:
2021
 CII National Safety Practice Awards – Gold Award in the Service Sector/ 4th National
safety practice competition- CII- For excellence in workplace safety – MWC Jaipur
 Indian Chamber of Commerce – 1st position for Sustainability Performance; and 2nd
position in Corporate Social Responsibility, at the India Corporate Governance &
Sustainability Vision Awards 2021. – Mahindra Life spaces (MLDL)
2020
 ‗Global Free Zones of the Year‘ by fDi Magazine -Incentives (bespoke award) – MWC
Jaipur
 fDi Free Zones Of The Year 2020 – ‗Global Free Zones of the Year‘ – conferred on
Mahindra World City, Chennai (‗Sustainability‘ and ‗Thought Leadership‘) and
Mahindra World City, Jaipur (‗Incentives‘)
2019
 Sustain Award 2019 category – ―Indian large companies‖ – Indo-German Chamber
of Commerce – Mahindra World City, Chennai
 fDi Global Free Zones of the Year 2019 – bespoke award in deployment of technology
– fDi – Mahindra World City, Chennai Lighthouse Insights‘ Best Social Media
Campaign of the Year – ‗#BuildingTogether‘ – Mahindra Life space Developers
Ltd.
2018
 Best use of medium length video (Silver) – Lighthouse Insights – Social media
campaign #BuildingTogether – Mahindra Life space Developers Ltd.
 Mahindra Life space Developers Limited ranked among the ‗Top 100 Best
Companies for Women in India‘ – Working Mother and Avtar – Best Companies for
Women in India –
45
CHAPTER-IV
DATA ANALYSIS &
INTERPRETATION
46
1. What kind of training methods do you prefer?
TABLE NO-4.1
S.NO NO.OF % OF RESPONDENTS.
RESPONDENTS.
Strongly agree 44 44%

Agree (on job 20 20%
training)
Disagree (off job 36 36%
training)
TOTAL 100 100
GRAPH NO-4.1
INTERPRETATION:
Above analysis say that company mostly offers on the job training. As they have better
training faculty. 44% of the employees strongly agreed that they prefer on the job training.
20% of the employees agree that they prefer off the job training 36% of employees disagree
that they prefer both the type of training methods.
47
2. Does the Organization provide training for present employees or new
employees?
TABLE.NO 4.2

RESPONDENTS.
Agree 45 45%
Disagree 31 31%
TOTAL 100 100
GRAPH.NO-4.2
INTERPRETATION: Above analysis say that company provides training to the new
employees in order to increase their efficiency and productivity and training is also provided
to the existing employees to update their knowledge and skills. 24% are strongly agree of the
employees say that company give training to the present employees, 45% agree says that
company give training to the new employees and 31% of the employees disagree to that
company give training to the both employees.
48
3. The introduction training is a well-planned exercise in the organization?
TABLE NO-4.3

RESPONDENTS.
Agree 45 45%
Disagree 17 17%
TOTAL 100 100
GRAPH NO-4.3
INTERPRETATION: The above analysis makes it clear that the company provides
induction training to the new employees. 38% of employees strongly agree that induction is
a well-planned exercise in the organization. 45% employees agree and 17% of the employees
disagree that training is a well-planned exercise in the organization.
49
4. What kind of training methods does the organization provide to train the
employees?
TABLE NO-4.4

RESPONDENTS.
agree 16 16%
Disagree 20 20%
Strongly disagree 18 18%
Neutral 13 13%
TOTAL 55 100
GRAPH NO-4.4
INTERPRETATION: The above analysis says that the company gives priority to on
the job training methods. 33% of employees strongly agree that the company provide on the
job training method. 16%of employees agree that the company provides off the job training
method. 20% of employees disagree that the company provide lectures, 18% of employees
strongly disagree says that it provides audio visuals and 13% of the employees neutral that
company provide all above methods.
50
5. How often the training programs or conducted in your organization?
TABLE NO-4.5

RESPONDENTS.
Every month 27 27%
Every quarter 13 13%
Half year 18 18%
Once in a year 42 42%
TOTAL 100 100
GRAPH NO-4.5
INTERPRETATION: The above analysis says that the company gives provides
training depending on need and situation. 27% of employees say that the training program
conducted in the organization every month. 13% Says that training program conducted every
year.18% says that the training program conducted half-yearly. 42% says that the training
program conducted once in a year.
51
6. Training is done at all levels of organization on a continuous basis?
TABLE NO 4.6

RESPONDENTS.
agree 31 31%
Disagree 18 18%
TOTAL 100 100
GRAPH NO 4.6
INTERPRETATION: The above analysis makes it clear that the company provides
training to all the levels of Organization. 40% of employees strongly agreed, 31% are agreed,
18% disagreed and 11% are strongly disagreeing that is done at all levels of organizations
on a continuous basis.
52
7. Are you participating in training actively?
TABLE NO-4.7

RESPONDENTS.
Yes 82 82%
No 18 18%
TOTAL 100 100
GRAPH NO-4.7
INTERPRETATION: The above analysis says that the most of the employees are
actively participating in the training program. 82% of employees say yes that they actively
participating in the training program. 18% says on that the participating in the training
program.
53
8. Are you satisfied with present method of selection of candidates for training?
TABLE NO-4.8

RESPONDENTS.
satisfied 84 84%
Not satisfied 16 16%
TOTAL 100 100
GRAPH NO-4.8
INTERPRETATION: The above analysis says that most of employees in the company
are satisfied with the adopted method of selection of candidates for training. 84% of the
employee says that they are satisfied with the present method of selection ofcandidates. 16%
are Says that they are not satisfied with the present method of selection.
54
9. Training program helped to increase the productivity of both quality and
quantity?
TABLE NO-4.9
S.NO NO.OF RESPONDENTS. % OF

RESPONDENTS.
agree 31 31%
Disagree 13 13%
TOTAL 100 100
GRAPH NO-4.9
INTERPRETATION: from the above analysis it is clear that the training program in
the company helps in the increase of productivity of both quality and quantity. 51% of the
employees strongly agreed that training program helped in increase the production of quality
and quantity,31% employees agreed, 13% of employees are disagreed and 5% are strongly
disagreed.
55
10. The training program conducted in the organization is importing latest
technology in the market?
TABLE NO-4.10

RESPONDENTS.
yes 84 84%
No 16 16%
TOTAL 100 100
GRAPH NO-4.10
DATA ANALYSIS: 84% of the employees say yes and 16% of the employees say No,
that the training program conducted in organization imparting latest technology in market.
INTERPRETATION: The above analysis says that the company is imparting latest
technology in the market.
56
11. The training program has emphasis on relevant safety programs?
TABLE NO-4.11

RESPONDENTS.
agree 44 44%
Disagree 18 18%
TOTAL 100 100
GRAPH NO-4.11
INTERPRETATION: The above analysis says that the company takes care of
employees through safety and welfare measure. 27% of the employees strongly agreed, 44%
of the employees agree, 18% of the employees disagree and 11% of the employees strongly
disagree that the training program was emphasis on relevant safety programs.
57
12. Does the training help you to upgrade soft skills like communication skills,
leadership, team building etc.?
TABLE NO-4.12

RESPONDENTS.
Great extent 44 44%
Some extent 35 35%
Very little extent 13 13%
Not at all 8 8%
TOTAL 100 100
GRAPH NO-4.12
INTERPRETATION: The above analysis says that the training in the company helps
to upgrade the soft skills of the employees. 44% of the employees strongly agreed to a great
extent, 35% of employees agree to some extent, 13% are says very little extent and 8% are
says not at all that training does not help to upgrade soft skills like communication skills,
leadership and team.
58
13. Did the training policy of your organization helped in your career
development?
TABLE NO-4.13

RESPONDENTS.
Great extent 35 35%
Some extent 44 44%
Not at all 8 8%
TOTAL 100 100
GRAPH NO-4.13
INTERPRETATION: The above analysis says that the company‘s training program
helps the employees in their career development to some extent. 35% of the employees
agrees to a great extent, 44%of employees agree to some extent, 13% says to a little extent,
8% of employees says not at all the training program helps to upgrade their skills.
59
TABLE NO-4.14

RESPONDENTS.
Agree 23 43%
Disagree 13 22%
TOTAL 55 100
GRAPH NO-4.14
INTERPRETATION: The above analysis says that the company achieves its
predetermined objectives of training. 35% of the employees strongly agree for the training
program helps always to meet the pre-specified objectives, 43% of the employees agree it
help in some time and 24% of the employees disagree it not at all helps to meet the pre-
specified objectives.
60
15. Are you able implementing the learned skills in the days-to-day job after coming
back from the training program?
TABLE NO-4.17

RESPONDENTS.
Great extent 25 25%
Some extent 47 47%
Not at all 15 15%
TOTAL 100 100
GRAPH NO-4.17
INTERPRETATION: The above analysis says that the company provides opportunity to
the employees to use their skills. 25% of the employee says that they are implement learned
skills in the day-to-day job after coming from the training to a great extent, 47% says to some
extent, 13% of the employees very little extent and 15% of the employees not at all.
61
16. Does the trainer collect the feedback from trainees after program is
completed?
TABLE NO-4.18

RESPONDENTS.
Yes 84 84%
No 16 16%
TOTAL 100 100
GRAPH NO-4.18
DATA ANALYSIS: 84% of the employee says Yes and 16% of the employees No, that
the trainer collected feedback the trainees after the training program is completed.
INTERPRETATION: The above analysis says that the company trainer collects feedback
on the training program from the employees after the training program is completed.
62
17. What is your opinion on the program conducted in your organization?
TABLE NO-4.19
RESPONDENTS.
Extent 22 22%
Good 47 47%
Average 22 22%
Poor 9 9%
TOTAL 100 100
GRAPH NO-4.19
INTERPRETATION: The above analysis says that the opinion of the employees on the
training program is quite good. 22% of the employee says that the training conducted in the
organization is extent, 47% of the employees say that it is good, 22% says average, 9% of
the employees poor.
63
18. Are there any suggestions for the improvement of the training program?
TABLE NO-4.20
RESPONDENTS.
yes 91 91%
no 9 9%
TOTAL 100 100
GRAPH NO-4.20
INTERPRETATION: The above analysis says that the employees are satisfied with
present training and they also give suggestions to the improvement of training program
further. 9% of the employees says No, 91% of the employees say Yes for the improvement
of training program in the organization.
64
CHAPTER-V FINDINGS
SUGGESTIONS CONCLUSION
65
FINDINGS
 The report in training and development in Hero MotoCorp Ltd (Phoenix Motors Pvt.
Ltd) has brought into light the total picture of the employee‘s attitude towards
training and development.
 Most of the respondents have expressed that they are interested in the on- the- job
method.
 Most respondents expressed that feedback is collected from all the participants in
the program.
 The employee in the organization are well participated in the training program.
 The training is being given to the employees at regular interval.
 Most of the employees are very much satisfied about the selection of the
candidatesfor training.
 It is found that some of the employees are not aware or the training policy in Hero
MotoCorp Ltd (Phoenix Motors Pvt. Ltd). Hence they are made to be aware.
66
SUGGESTIONS
Some of the suggestions made by the employees are:
 Learned/ expert personalities from outside should be called in relevant subject
andthey should important demonstration.
 The training should be result oriented and people oriented.
 Pre schedule training programmer to be planned at all level on continuous basis.
 It should be beneficial for an employee and for organization.
 Aim of any company is to be ensure that all employees apply techniques learnt
in training program on the job hence at each level skill base training should be
given.
 The need is for the management to bring the most efficient trainers to the
training programs. Trainers can be selected on basic of their rating in the
corporate world.
 Here the management has to improve the quality of Training programmers in
Hero MotoCorp Ltd a quality based approaches can be used.
While evaluating the Training programmers the feedback will be collected each and
every day in Training period. And also the feedback form can be distributed to the
employees every day in the lunch break
67
CONCLUSION
 There is a healthy relationship between the peers, subordinates, superiors.
 In this organization maximum no. of employees are agree with the
managementconsidering their ideas and suggestions on some occasions only.
 In this organization Training programs will helps the employees in achieving both
individual goals and organizational goals.
 Maximum no. of employees are satisfied with the Training program conducted by
Hero MotoCorp Ltd.
 Employers are gained knowledge at work place after attending this Training
program.
 For new joiners in organization training method are conducted like coaching
andbesides orientation programs.
 Training will be very useful to employees in their present job.
 Training program helps employees to take new challenges in their present job.
 Most of the employees are using new skills in their present job.
 According to the training program employees to take new roles in the organization.
 With the help of training program employees will increase their productivity.
 After this Training program they are doing their job more confidently.
 Training program brought positive impact on employee behavior.
68
BIBLIOGRAPHY
TEXT BOOKS:
 Chandra, S. (1968). Grievance Procedure: A survey of Practices in Industries in India,

Hyderabad: Administrative StaffCollege ofIndia.
 Chhabra, T.N. (2000). Human Resource Management, Dhanpat Rai & Co. (P) Ltd.,
New Delhi.
 Choudhary, M.S. (1996). Collective Bargaining in India, Spellbound Publications
Pvt. Ltd., Rohtak.
 Chruden, H.J. and Sherman, A.W. (1963). Personnel Management, Cincinnati, Ohio:
South Western Publishing Company.
 Davis, Keith (1981). Human Relations at Work, New Delhi: Tata Me. Graw Hill
Publishing Company Ltd.
WEBSITES:
 www.google.com
 www.investor-world.com
 www.hero.com
 www.mahindra&mahindra.org
69
QUESTIONNAIRE
NAME: SEX:
AGE: CADRE:
DEPARTMENT:
01. What kind of training methods do you prefer?
a) On the job training methods b) Off the job training methods
c) Both
02. Does the Organization provide training for present employees or new employees?
a) Present employees b) New employees c) Both
03. The induction training is a well-planned exercise in the organization?
a) Strongly agree b) Agree c) Disagree.
04. What kind of training methods does the organization provide to train the
employees?
a) On the job training methods b) Off the job training methods
c) Lectures d) Audio visuals e) All the above
05. How often the training programs or conducted in your organization?
a) Every month b) Every Quarter c) Half yearly d) Once in
ayear
06. Training is done at all levels of organization on a continuous basis?
a) Strongly agree b) Agree c) Disagree d) strongly disagree
07. Are you participating in training actively?
a) Yes b) Agree
08. Are you satisfied with present method of selection of candidates for training?
a) Yes b) No.
09. Training program helped to increase the productivity of both quality and quantity?
a) Strongly agree b) Agree
c) Disagree d) strongly disagree
10. The training program conducted in the organization is importing latest
technologyin the market?
a) Yes b) No.
70
a) Strongly agree b) Agree
c) Disagree d) strongly disagree
12. Does the training help you to upgrade soft skills like communication skills,
leadership, team building etc.?
a) To a great extent b) To some extent
c) Very little extent d) Not at all.
13. Did the training policy of your organization helped in your career development?
c) Very little extent d) not at all
14. The training program has emphasis on relevant safety
programs?
a) Always b) Sometimes c) Not at all
15. Are you able implementing the learned skills in the days-to-day job after
comingback from the training program?
c) Very little extent d) Not at all
16. Does the trainer collect the feedback from trainees after program is completed?
a) Yes b) No
17. What is your opinion on the program conducted in your organization?
a) Excellent b) Good
c) Average d) poor
18. Are there any suggestions for the improvement of the training program?
a) Yes b) No.
71

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CHAPTER-I INTRODUCTION

1. Human resource planning

SCOPE OF THE STUDY:

OBJECTIVES OF THE STUDY:

Step 4: Constituted of arriving of findings based on the study and giving

Percentage of respondents = No of respondents x 100

The method of study followed in this project (in brief):

Sample size 100

Analysis : Through percentage method.

The training enhances four ‘c’s for the orgainsation viz.

How training Benefits the Organization: -

Organizational variability and the transformation process:

The need for the training also arises to:

a)To prevent obsolescence.

g)To ensure smooth and efficient working of department.

a) Training needs can identify through identifying.

c) Human resource analysis based on

A) Vestibule training: in this method, actual work conditions are simulated in a

Benefit to the organization: training is advantageous to the organization in the following

C) Cost and wage reduction:

F) Employee growth and high morale;

G) improved organizational climate:

 Context evolution: involves evaluation of training and

 Inadequate appreciation of need for HRC by the organization

OPPORTUNITIES OF EMPLOYMENT IN TRAINING AND DEVELOPMENT

Mahindra & Mahindra

In FY21, the total passenger vehicles production reached 22,652,108.

In October 2020, Ultraviolette Automotive, a manufacturer of electric motorcycle in India,

Some of the recent initiatives taken by the Government of India are -

International Centre for Automotive Technology (ICAT), Manesar

Automotive Research Association of India (ARAI), Pune

References: International Organization of Motor Vehicle Manufacturers, Media Reports,

About Maruti Suzuki

About Tata Motors

His vision of India‘s post-independence economic development enabled Mahindra &

 Courteous and professional treatment at all times.

TRADE, RETAIL & FINANCE

PRODUCTS AND SERVICES OFFERED BY THE COMPANY

Nadir B Godrej Independent Director

Anish Shah Deputy Managing Director

Strongly agree 44 44%

S.NO NO.OF % OF RESPONDENTS.

S.NO NO.OF % OF RESPONDENTS.

S.NO NO.OF % OF RESPONDENTS.

S.NO NO.OF % OF RESPONDENTS.

S.NO NO.OF % OF RESPONDENTS.

S.NO NO.OF % OF RESPONDENTS.

S.NO NO.OF % OF RESPONDENTS.

S.NO NO.OF RESPONDENTS. % OF

S.NO NO.OF RESPONDENTS. % OF

S.NO NO.OF RESPONDENTS. % OF

S.NO NO.OF RESPONDENTS. % OF

S.NO NO.OF RESPONDENTS. % OF

S.NO NO.OF RESPONDENTS. % OF

S.NO NO.OF RESPONDENTS. % OF

S.NO NO.OF RESPONDENTS. % OF

 Chandra, S. (1968). Grievance Procedure: A survey of Practices in Industries in India,

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